Value for money

We will deliver a high-quality service at median quartile cost.

Our priority for this year:

  1. Have a fully integrated ICT system through ccha.
  2. Ensure that we have an effective and efficient finance team in place who are fully integrated with the teams, ensuring our budgets are managed correctly and the organisation remains financially healthy.
  3. Review housing services to provide additional value for money.

Improving efficiency

Ensuring our staff are set up with the tools they need to do their job has been a focus for us this year. We have improved our Customer Relationship Management software, Cx, enabling staff to make communication notes on each resident and thus improving the service on incoming calls.

Key staff members have also been appointed as Cx champions, helping review processes, making it easier for staff to log issues and follow up with residents on matters.

We have upgraded to Windows 11 and SharePoint has been fully adopted and embedded, encouraging collaborative working and improved efficiency of the document review process.

Financial improvements

Improvements have been made in how we process, store and report on our data in our treasury and business planning areas. This is now easily reconciled against all internal and external reporting.

Our finance team has met regularly with teams to understand their financial monitoring and reporting requirements to ensure efficiency and accuracy across records. In year 5 of our business plan, we aim to implement a new purchase order system to further improve internal processes, controls, and financial and purchase management.

Transitioning supported housing

Continuing our transition of supported housing, we have been working with a number of specialist support providers to lease some of our buildings. This will ensure these homes are available to those who need them. We also have homes which no longer meet the needs of our residents and the services we provide so we have been exploring how we can redevelop them to make them fit for the future.

To improve how we manage the building maintenance and compliance of our supported housing, we have moved two roles from our Housing Services Team into the Property Services Team. This has made the process more efficient and enabled those staff to take on other maintenance responsibilities as well.