Housing

The Regulator of Social Housing has released The sector risk profile which sets out the regulator’s view of the most significant sources of risk to providers’ ongoing compliance with standards..

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Challenges faced

Uncertain incomes vs increases need for investment:

Declining real household incomes/potential for benefit incomes to fail to keep pace with inflation may mean tenants increasingly struggle to pay even capped rents putting pressure an providers rent collection
On top of this, longer term changes to working patterns and lifestyles (post-pandemic) are resulting in more wear and tear of homes and greater use of utilities and appliances
Since 2018, major repairs and maintenance expenditure over the first five years of providers’ forecasts has increased by 45% in real terms on a per unit basis
Provider’s latest five-year forecasts (FFR 2022) show a 16% increase in major repairs and maintenance expenditure when compared with last year’s forecasts

Uncertain operating environment:

Providers are reliant on access to skilled workers to deliver development, undertake programmes of major repairs and maintenance, comply with health and safety requirements
The current tight labour market continues to exacerbate ongoing skills shortages (construction, building safety, support, and care) and may threaten providers ability to deliver these programmes and services
Housing associations are having to develop innovative employment packages to attract and recruit staff
In the face of substantial shortages in key staff and high staff turnover, providers are increasingly reliant on high number of bank staff to deliver services (potentially imperilling high-quality care and delivery of services in line with contractual targets)
Providers also face residual impact of the pandemic on supply chains

Statutory requirements need robust data:

Introduction of new Tenant Satisfaction Measures Standard requires registered providers to collecting data to support measures
Underpinning data must be robust and strengthen a culture of tenant engagement
Boards must ensure that they are embedding systems and processes that will allow them to meet new data requirements and deliver improved outcomes for tenants
Accurate, up-to-date. complete, and reliable data are fundamental for boards to monitor areas such as rent setting, financial management, stock condition, tenant needs and expectations, health and safety, and meeting consumer standards
Board oversight, control, and decision making is undermined by failure to maintain data integrity or by data isolated in siloed systems

Source: Sector risk profile 2022 – GOV.UK (www.gov.uk)

How Intelligent Automation can help

Improved organisational performance leading to …			Improved Total Experience
Focus area	Efficiencies & cost savings	Compliance & risk	Employee experience (EX)	Citizen experience (CX)
Example opportunities	Enable core systems e.g., legacy systems to talk to each other Automation of key areas (front, middle and back office) e.g., repair booking, customer payments, initiation proceedings, universal credit verification	Enhance data collection, accuracy and governance Identify patterns and risk factors across data sets Enhance audibility and visibility	Reduce administrative burden through support from digital workers/assistants and reduction/removal of paper-based process (digitisation) Reduce human duplication of effort across systems (update once, update everywhere) Provide a single, unified view of the truth (aid visibility and decision making)	Improve contact (e.g., triggered alerts, updates, chatbots and virtual assistants) Reduce waiting times (through prioritisation and alleviation of backlog)
Benefits driven	Capacity release (FTE hours returned to the business) 24/7 365 capacity Improved performance against targets Alleviated backlog Workforce optimisation Reduced operating costs Reduced open headcount Reduced attrition rate	Improved data accuracy Process assurance and compliance Insights to support prioritisation (e.g., workforce deployment and residents) Insight to support reporting against statutory requirements	Improved well-being and morale Improved job satisfaction Reduced burn out/sickness rate	Improved customer satisfaction Improved satisfaction Improved outcomes

Our approach

Our heritage is enabling businesses to thrive using automation strategically and self-sufficiently. We advise, guide and transition knowledge so clients can develop in-house skills and capabilities over time.

Define

We start with your strategic priorities and identify opportunities that drive the greatest return
We work with you to define what good looks like
We help you develop robust business cases and provide transparency on ROI
Our team is outcomes and results focussed and we track performance against your strategic priorities in real-time

Navigate

We are truly technology agnostic helping you navigate a complex, ever changing vendor environment
We support our clients in making future-proof investments, picking the technology and licensing model that best fits their needs at any given time
We ensure our clients have visibility of total cost of ownership (TCO)

Enable

Our onshore team is nimble and collaborative, we believe in true partnership
We support you engaging key stakeholders to embed change
We support clients in building Center of Excellences (CoE) instilling best practice and governance
We provide knowledge transfer and training, moving team towards self-sufficiency
Our team is committed to innovation and continuous improvement to maximise return

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