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A year in the life of a specialist housing association
From the pandemic to a ransomware attack, it’s been the most challenging of years. But let’s share our experiences to allow the whole sector to learn and develop, writes Rebecca Rance
What do the myriad of policy changes impacting on the housing sector mean to a specialist housing association and charity such as Framework? We are currently in a pandemic and we are responding to crisis alongside these policy changes, which in theory is the same for all registered providers, although I am not sure in practice it is the case.
However, I am confident sharing experience allows us all to take opportunities, learn, inspire and motivate.
In the context of sharing, I wanted to share what looking through the lens of our ‘Framework’ eye looks like.
On one hand, responding to crisis is business as usual – we house and support some of the most vulnerable people in our society as we deliver our mission, working to end homelessness and tackle disadvantage. We operate four service pillars: housing, health, support and employment to provide a safety net and a platform for real and lasting change.
Yet, the pandemic is clearly not business as usual, we have made limited use of the furlough scheme as the majority of staff remain required to deliver frontline services, such as street outreach or specialist clinical care, and at times with over a fifth of staff absent through shielding or sickness our utilisation of agency staff has been critical alongside the continued good will of our staff to continue providing services as well as support the onboarding of colleagues.
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We could have done without the ransomware attack in March 2020, as the lockdown commenced and staff moved to increased agile working. However, we respond effectively to the attack. Hats off the senior leadership team and crews working across the organisation to deliver the actions and changes required. Through their effective management, we are also stronger formulating and implementing new approaches from our learning as we resolved the problem.
As a board we have adopted changes of virtual working, new membership while keeping a balanced and supportive approach to governance. Which in addition to seeking assurance around operations and risks related to COVID-19, the board has rightly sought assurance (including external advice) and built additional contingency in our long-term financial plan for IT.
We have not taken a view of stopping self-driven changes, instead we have synergised change where we can, as we have responded to need, to manage our risks and think about our priorities, long-term plans and strategies.
All our properties are supported in one form or another and house the most vulnerable in our society, delivering emergency repairs and routine servicing to many who need to shield or have chaotic lifestyles has required patience, tenacity, determination and planning by the staff.
Knowing what can be done when and how and when we will deliver what is needed. This has not solely been a time of working out how to continue to operate and maintain core services, the teams have needed to continue core work on our stock condition survey and data to inform investment, the long-term financial plan and consider wider building safety, zero carbon and asset viability.
Remaining determined to continue to make a difference, we have responded to the government’s Rough Sleepers Accommodation Programme which has been created to provide move-on tenancies for 3,300 of the most vulnerable people housed through the Everyone In scheme.
We are also on schedule to deliver 46 homes across Nottingham, Ashfield, Broxtowe, Gedling, Rushcliffe, Boston, East Lindsey and North Lincolnshire by March this year. This involved finding, acquiring and refurbishing properties during lockdown and tier restrictions.
Embracing this – alongside our existing development programme, securing finance and synergies in operation within our asset and development team, enabling the existing staff team to continue to be successful and deliver even more against the odds – is beyond commendable.
We have been enthusiastic to continue to strengthen our governance from our first in-depth assessment in late 2018, which resulted in a G2/V2 grading. We set clear plans to achieve a G1 rating, although we did delay our reassessment from September to December 2020. This included maintaining a focus on our service users and we are undertaking reviews and self-assessments against the new code of guidance and the Charter for Social Housing Residents: Social Housing White Paper.
We want to identify any areas we can improve and work out how to apply the charter across our four pillars of service. We are a housing association working with the most vulnerable and understand the breadth of services which need to wrap around them to seek to end or prevent homelessness.
Of the 18,425 people we assisted last year, we housed 2,724. We provided specialist drug, alcohol and mental health services for another 8,378, supported 5,078 more in the community, and provided education, training, volunteering and employment services for another 2,245 people.
Embracing new responsibilities, we are looking at the roles of our people to understand how we will operate and deliver our responsibilities under the building safety legislation and the Social Housing White Paper and how this will synergise with service delivery.
“The ability to continue to be able to respond in a crisis and be able to lead and plan strategically is essential for every organisation in our sector”
Our approaches to safeguarding are second to none and we our using our experience and skill to overlay our people and property approaches to keep our residents safe and all our service users experiencing the highest possible services standards. We want every pound we have to go to the service user.
Through strong business operations, we maximise the money available for the service user while meeting the important requirements of safety and service standards – these cannot be skimped upon. We understand that operating strong governance in a business-like manner to maximise efficiency and operations is critical to this.
Many of the services we provide are commissioned (local authority and health) and our commissioners are working with constrained resources, therefore looking for synergy and efficiency in working methods is critical. Raising additional resources to supplement service provision in areas not met by the public purse is becoming increasingly critical, too.
I have not yet mentioned Brexit or planning reform, which will also have impacts. The list we know is ever changing and growing, and the ability to continue to be able to respond in a crisis and be able to lead and plan strategically is essential for every organisation in our sector.
My observations and thoughts are those of a chair. I am proud and confident that when reflecting on what we see through the lens of Framework’s eye, with a clear unwavering focus on our service users, we have the right things in our sights. We are planning to be successful, responding, finding opportunity and being flexible to manage challenges that come our way.
I know we are all facing these challenges. However, I don’t think the playing field is even. Not matter what the field, it is important for boards, executives and commissioners to continue to engage with gusto and to deliver for service users.
I hope looking at our challenges allows you to know that none of us is unique or special as an organisation (even if what we do is) and we are all vitally important and must work and learn together to meet our goals.
Rebecca Rance, chair, Framework Housing Association
