"Invest in securing and keeping the best talent"
The success of delivering agreed ambitions is dependent on the performance and skills available within the staff team. English Rural strives to be a good employer, attracting and retaining high-calibre staff who have the attributes and passion to deliver. To help achieve this and remain competitive, a review of staffing rewards was completed during the year which saw the Board agree to a new Staff Pay Policy and updated salary scale. The decision was also taken to end the availability of the final salary social housing pension scheme, which had continued to be available to a minority of the longest serving staff members. At the same time, the competitiveness of the alternative pension offer was tested.
In response to staff feedback some roles have been moved to hybrid contracts where they lend themselves to more flexible working. The need to have in place an effective framework to support more flexible working has been made a priority, with an agreed three-year transformative IT Strategy. Staff wellness and mental health has also been a continued focus, with better promotion of external services from which staff can benefit alongside internal training for mental health first aiders and an increased manager awareness.
Although English Rural has a strong track-record for staff retention, there is inevitably some staff turnover. The level and quality of candidates applying for roles during the year was regarded as positive. English Rural was pleased to welcome Richard DeVille as the incoming Development Director, to take charge of delivering the 220 new homes target within the Business Strategy.
Further progress has been made with equality, diversity and inclusion (EDI) aims. The Project Group charged with progressing this advancing their work to a point where they were able to report on detail to the Board and agree an action plan to be delivered.
English Rural holds a unique position in the housing association sector.
It has developed a brand beyond that which is typical for an organisation of its size. A reputation for delivering quality homes and services, alongside extensive advocacy work at national and local level has been fundamental in achieving this.
The organisation’s purpose is “The provision and management of affordable housing for local people in rural villages in England and to be an advocate for affordable rural housing”.
The well documented challenges facing rural communities make this purpose as relevant today as it was when English Rural was formed in 1992.
Throughout the strategy period we will grow by building more well-designed and environmentally responsible homes that help communities and the lives of those who live in them thrive. We will invest in improving the quality of homes that we already own, listening to residents and enhancing the level of services provided to them. English Rural will look to support the development of others and, where opportunities emerge, grow through mutually beneficial partnerships with other smaller rural housing associations.
The Association recognises the value of its culture, brand and reputation and will ensure this remains a priority as it evolves.
Our purpose and vision are supported through our five core organisation values, each developed and agreed upon by all staff members:
>>
Review of staff pay and reward
New Development Director recruited
Awareness and training on staff wellness and mental health
Transformative IT Strategy developed to help support staff
The installation of a refurbished weather vane from Weston Lodge before it made way for affordable homes in the village of Grayshott.
>> For a smaller housing association like English Rural, embarking on a transformative IT Strategy is daunting and the pace of change needs to be carefully plotted, including making provision for external support to supplement skills within the existing staff team.
>> As more flexible working becomes formalised, the benefit staff receive from being together in-person should not be lost. Designing this in to working practices will be a matter for managers to thoughtfully achieve. The value of in-person interactions particularly relevant for supporting staff learning and wellness - two areas easily overlooked within a two-dimensional working environment.
