Registered
providers shall:
“Understand the
return on its assets,
and have a strategy
for optimising the
future returns on
assets – including
rigorous appraisal of
all potential options
for improving
VFM including the
potential benefits
in alternative
delivery models measured against
the organisation’s
purpose and
objectives.”
How Accord Group delivers against these requirements
n Together the Group Asset Management and Stock Disposal strategy ensures stock disposal
decisions are made on an informed and strategic basis to achieve maximum return on investment,
thus supporting the supply of further new homes. Considerations include high value, high
investment, low yield, high tenancy turnover and location.
n Strategic investment into the portfolio is managed and reviewed to warrant assets are maintained
and developed to ensure future viability
n Investment and disposal decisions are based on intelligence from the Group’s comprehensive
Register of Assets and Liabilities. This Register has been externally validated
n Satisfied customers are considered to be a good measure of resources being invested
appropriately. The Group undertakes a STAR survey to understand customer satisfaction levels
and develop and enhance products and services. 2015 survey showed 75.6% satisfaction
n External benchmarking agencies (e.g. HouseMark) and internal bespoke benchmarking exercises
are used to assess peer performance. The Executive and the Board work collaboratively to agree
performance improvement measures based upon these outputs and these are reported on
regularly.
n The Group invests more than 50% of operating costs in its people through payroll. The return on
this investment is measured through a number of performance indicators including attrition and
sickness absence, twice-yearly performance appraisal and colleague engagement
n A review of commercial property is ongoing to enable a measured and appropriate rationalisation
programme to deliver modern working practices and increased customer contact.
n Through the Group’s operational Change Programme alternative delivery models have been
applied to ensure that frontline services are delivered to maximise efficiency, provide increased
customer satisfaction and bolster alignment of services with organisational objectives.
n Additionally the Change Programme has reviewed the Group’s direct labour organisation (DLO)
function to ensure joined-up working with the new operational delivery model. This has maximised
value added in the DLO creating capacity to further in-source repairs and maintenance work
which the Group provide better VFM when compared with out-sourced services.
Financial Statements 2016
27