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We must question ourselves to ensure we are building as many homes as possible

The sector is calling for more money from the government for social housing at the Comprehensive Spending Review – but we must challenge ourselves as well, writes Mark Perry

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Picture: Getty
Picture: Getty
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The sector is calling for more money from the government for social housing at the Comprehensive Spending Review – but we must challenge ourselves as well, writes Mark Perry of @WeAreVIVIDhomes #ukhousing

“As a sector we’re good at collaborating and sharing knowledge relating to customer service but, we constantly compete against each other for development opportunities,” argues Mark Perry of @WeAreVIVIDhomes #ukhousing

Recently the Ministry of Housing, Communities and Local Government (MHCLG) announced a further £1bn of funding for its 23 Homes England strategic partners for the development of new homes between 2024 and 2029.

This is good news and a recognition that, with more certainty, housing associations can plan longer term. But will it be enough?

The National Housing Federation’s (NHF) submission to the Comprehensive Spending Review suggests that to deliver the 340,000 new homes (90,000 for social rent) the country needs, we’d require an investment of approximately £16bn. So, in comparison, £2bn looks rather paltry.

So, what more can we do to help bridge the gap?


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We need to drive capacity within our own organisations. We need to relentlessly question our efficiency and evaluate whether our actions really add value or whether they’re just habitual. At Vivid we tirelessly question ourselves in this way and this has enabled us to reduce our operating cost per unit year-on-year and invest more cash in new homes. For example, last year we self-funded 58% of our development programme from cash we generated through the business.

“As a sector we’re good at collaborating and sharing knowledge relating to customer service, but we constantly compete against each other for development opportunities”

Plan for the future and not just the now. Forging sustainable long-term partnerships is key, as is exploring new ways of working with existing partners to deliver the best for our customers.

We mustn’t get too hung up on our own agenda. As a sector we’re good at collaborating and sharing knowledge relating to customer service, but we constantly compete against each other for development opportunities to bolster our own portfolios.

We all share a common purpose – to build more affordable homes – so we need to remember that it’s not about who builds the most. All that matters is that homes are being built for those in need.

Working collaboratively is crucial. We should establish joint ventures with partners such as local authorities and developers to help bring forward developments, boost local economies and share risk.

An example of this is Aspect, a legal structure and development model we established with two local authorities to increase housing supply and meet local need by bringing forward developments that may have otherwise stalled if we were working independently.

“If we want a country where everyone has the opportunity of having a place to call home then the government needs to commit to higher levels of funding, as suggested by the NHF”

Finally, we can’t achieve anything if we’re not prepared to take risks. Be clear on the risks that you can take to get you to where you want to be, and review and plan for the risks you want to mitigate.

There’s still so much more the sector can do to build more homes and this new funding is a good step forward.

But if we want a country where everyone has the opportunity of having a place to call home then the government needs to commit to higher levels of funding, as suggested by the NHF.

Mark Perry, chief executive, Vivid

Future of Work Festival

Future of Work Festival

New for 2019, Inside Housing’s Future of Work Festival will bring together HR and organisational development professionals from the housing sector to discuss and explore the challenges of how to successfully evolve towards the working environment of the future.

Seize this opportunity to rethink your workforces and workplaces by reconsidering the roles of individuals, organisations, automation technology and how society will approach work.

To register click here

Assess and benchmark your business strategy with the leaders in the housing sector:

  • Defining the Future of Work: what does it look like, what will be the implications, how do you rethink your workforce strategy?
  • How to embed Electronic Data Interchange into your workforce, attract the widest pool of talent, be authentic and innovative, keep your workforce happy and productive, and position your brand
  • Identifying, assessing and closing the skill gaps: what skills will be required in the future and how do you prepare for the undefined?
  • Appealing to and maintaining a multi-generational workforce: how to address differing career aspirations, expectations, behaviours and values
  • How best to implement the best tech, for example, big data, artificial intelligence, automation, blockchain and the Internet of Things. How will this change workplace skills and wages? How do you evolve towards a ‘STEMpathetic’ workforce?
  • Providing your HR and OD department with the right skills and toolkits to revise talent, organisational structures and business models. Be social and environmentally friendly, and data driven – investing in disruptive tech, skills training and ethical use of tech
  • Promoting well-being and employee experience
  • Introducing training and learning as part of the career path
  • Embracing agile working – understanding how flexible and alternative working arrangements can boost productivity

The festival will take place on 17 September, at Westminster Bridge, County Hall in London.

To register click here

 

 

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