Impact_Report_2025–26-Digital - Flipbook - Page 21
Value for money is not simply about
Investing in homes, services and systems
reducing costs. It is about making informed
choices, balancing quality, outcomes, risk
During the year, we continued to invest in the quality,
and long-term sustainability, and ensuring
safety and long-term condition of our existing homes.
that every pound we spend contributes to
This included external decoration works across six
our charitable purpose: enabling people
sites, bathroom renovations at five sites, full internal
with learning disabilities, autistic people,
renovations to three flats, kitchen replacements at three
people with mental health needs and
sites, and a programme of urgent roof repairs. These works
people with physical or sensory disabilities
demonstrate our commitment to maintaining homes that
to lead full and aspiring lives.
are safe, well managed and suitable for the people who
Our Board has oversight of value for money
through strategy, financial planning, risk
live in them, while also protecting the long-term value of
our housing assets.
management, performance reporting and
The timing of some maintenance and improvement
scrutiny of major investment decisions.
activity was affected by uncertainty linked to the
Decisions about new developments,
implementation of Surrey County Council’s Dynamic
property investment, service models, staffing
Purchasing System and the confirmation of revised
structures and systems are considered in the
fee arrangements. Following the resolution of these
context of their expected benefits, costs,
arrangements, including exceptional prior-year fee uplifts,
risks and alignment with our Active Plan.
the organisation is in a stronger position to progress
This supports a disciplined approach to
planned housing maintenance and improvement activity
prioritising resources where they can have
during 2026–27.
the greatest impact, while ensuring that we
remain able to meet current commitments
and invest for the future.
Technology and innovation supported both better
outcomes and better use of resources. During the year, we
continued to use assistive technology, digital reporting
and inclusive innovation to improve safety, independence
and responsiveness. This included technologies such as
Just Roaming, PainChek and sensor-based falls detection,
alongside AI Can, which helps people with learning
disabilities and autistic people use everyday AI tools safely
and confidently. These developments support positive risktaking, timely intervention and more personalised support.
We also invest in our workforce through our commitment
to the Real Living Wage and sustained investment in staff
and organisational development. This includes mandatory
and specialist training, leadership pathways such as Rising
Stars and Guiding Stars, and improvements to our people,
payroll and rota systems. Together, these investments
support fair reward, stronger skills and leadership,
improved retention and a more capable and resilient
organisation.
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