In order to meet our Business Plan’s vision and values, the Association has been undergoing a journey of change, leading us towards our new operating model.

The key objectives of this extensive review process include:

1. Ensuring that our homes are affordable to live in and offer value for money

Rent modelling
Following feedback from tenants on the rent review and though financial modelling of our costs and income, we will be moving away from an RPI +% annual rent increase model towards CPI +%, over a two-year transition period.  However, in view of the adverse impact of the Coronavirus-19 pandemic on the incomes of many of our tenants and customers there is a rent freeze in 2021/22. 

2. Delivering local services that our communities need and want

Customers are at the centre of what we do
It’s essential that we understand our customers and co-create services that customers want and need.  To do this, we need more qualitative, real-time and transactional feedback and better customer engagement.  We will also connect to the wider third sector and communities in support of tenancy sustainment to develop a Poverty & Social Value Strategy.

Streamlining customer services  
One of the key changes we are making is developing a front-facing customer service model that focuses on providing local and proactive service delivery through a redesigned Neighbourhood Officer role and neighbourhood customer-facing teams.  Self-organising teams are being established across all customer-facing services supported by a team of qualified coach/mentor managers. This approach helps streamline and empower our service provision.  

Developing a Digital Grampian
We have developed a new Digital Strategy which will focus on improving both internal and external digital platforms and operations.  This includes the introduction of digital access and account management for tenants and staff via an app and portal which, in turn, helps to reduce demand on staff-based services.  Tenants will be informed and supported through a Digital Inclusion Strategy to help promote digital services and support those who cannot access services digitally.

3. Providing great quality homes where people want to live

Effective, efficient and safe services
As always, we strive to meet and exceed safety requirements; with comprehensive hazard registers, processes and monitoring in place.  Service delivery is provided through our in-house maintenance company, TLC, to reduce operational costs further.

Delivery of low carbon and energy efficient homes
We aim to provide sustainable homes with affordable energy for tenants.  To do this, we are moving away from the use of fossil fuels, towards more environmentally friendly and cost-effective solutions, through an Energy Transition Plan and revised Asset Management Strategy [including a plan for EESSH2 (Energy Efficiency Standard for Social Housing) and disposal strategy].  We will be reviewing the specification for existing and new homes to include SMART homes to the Grampian New Build Standard.

4. Growing and adapting to meet the needs of our communities
Growth and innovation grows from and promotes a culture of continuous improvement.  Adapting how we design and use homes addresses gaps in provision and plans for future needs.

Sustaining a longer-term development and growth programme
Stock rationalisation will be achieved with the disposal and replacement of the least effective shared ownership and social rent properties.  There is a target of new build growth at an average 3% of stock or 600 units in the plan period.  We will be developing the relationships, capacity and capability to provide solutions for associations in need of a group to join.

5. Ensuring that our governance, leadership team and wider teams are leaders in their field

GREAT Grampian
Our staff are key to our success as a 21st century housing association.  We have therefore developed and launched a GREAT Grampian People Strategy which will include a skills audit for staff and clear communication on the new GHA operating model through a transformation communications strategy.  In addition, we seek to identify and make improvements to governance, including a review of remits and a scheme of delegation.

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