b'In delivering these improvements we have14.We implemented VFM workstreams taken forward a number of key initiatives: to review:1.Our Tenant & Client Services directorate hasa. Financial analysis and benchmarking b. Budgetary control been completely re-organised to facilitatec. Procurement improved effectiveness. d. Business improvement 2.We have made large investments in oure. Construction costsstock improvement programme, includingf. Maintenance costs 6m in remodelling unsuitable schemes forg. Order to Pay processesfuture use.3.We introduced Choice Services as our in-house maintenance contractor coveringSocial impactover 4,200 units. This initiative is generating improvements in both quality and costVFM is also about enhancing the social impactefficiency, and will ensure continuity ofwe deliver. During the 2019 financial year we:service.1.Invested heavily in community enhancement 4.We launched Maple & May, our private initiatives.rented sector and build-for sale brand. This is already generating additional income and2.Invested in the Live Here Love Here initiative qualitative improvements which will supportfor environmental improvement.our core social housing business. 3.Invested in the WorkChoice programme 5.We implemented a new rent policy which willto provide employment opportunities to tenants.improve fairness, affordability, sustainability and transparency in our rents. We applied a4.Enhanced of our debt advice service.below-inflation rent increase in April 2018 5.Implemented the Choice Savings Schemeand April 2019. to promote credit union membership.6.We were able to pass on energy cost savings 6.Created new digital inclusion opportunitiesto tenants with an overall reduction of 140k for tenants.in heating charges in 2018.7.We became the first Northern IrelandWe aspire towards continuous improvement andhousing association to draw down low costwe will continue to place considerable emphasis development funding from the Europeanon improving VFM. We will routinely review our Investment Bank. This will enable policies, processes, systems and measures to us to deliver more social homes in the future. ensure that these underpin our VFM strategy 8.We participated in the Housemark andand priorities. In particular, our KPI metrics have been updated to ensure that the managementSector Scorecard benchmarking. of Choice have the information to assess our 9.We performed business improvementVFM performance against the objectivesoutlined above.reviews across three business areas using the Lean methodology and haveWe will also ensure that relevant VFM actions commenced implementation. and outcomes are communicated regularly with 10.We have improved the effectiveness of ourour customers and stakeholders to demonstrateprocurement function. progress against our plans.11.We commenced use of procurementframeworks, including Procurement for Housing and Crown Commercial Services.12.We introduced the competitive design &build procurement process.13.We implemented the eTenders system. 42 Choice Annual Report | 2018/19'