Golding Homes’ service charge improvement journey
Change rarely happens all at once. For Golding Homes, improving service charges has been a two-year journey, one that started with strengthening the basics and has since evolved into a more confident, transparent, and well-controlled approach across the organisation.
David Hart, Executive Director of Finance at Golding Homes:
“We initially engaged Ad Esse after uncovering some historic issues in our administration of service charges. Their ability to work quickly across the business, ensuring a holistic review and providing clear recommendations for improvement in a collaborative way, worked really well for us.
We’ve now strengthened our team, updated processes, and embedded true collaboration to ensure we deliver value for money to our customers. Service charges is a complex area, and we’ve worked together to simplify where possible and ensure customers are well informed. As regulations change, this will continue to be a key focus for us.”
The context
In 2023, Golding Homes partnered with Ad Esse to strengthen the way service charges were managed across the organisation.
Starting with a maturity assessment and subsequent development of an improvement plan, together we focused on building solid foundations, putting in place the structures, processes, and clarity needed to support a more effective and transparent approach. Their journey was designed not just to fix immediate issues, but to guide longer-term improvement.
Two years later, in 2025, we were invited back, not to reassess, but to understand what had changed. The question was simple: how far had the organisation come, and how well were those changes now working in practice?
Our approach
This was an assurance review in the truest sense. We looked closely at the progress made against the implementation plan, reviewed the outputs and changes introduced, and spent time with teams across the organisation to understand how the new ways of working had embedded.
What mattered most was not whether actions had been completed, but whether they had made a meaningful difference.
What changed
What we found was an organisation that had not only delivered against its plan but had continued to build momentum beyond it.
Compliance and governance, once a key area of focus, are now embedded within day-to-day processes. Legislative requirements are clearly understood and consistently applied, giving confidence that service charges are being managed in line with both lease obligations and best practice.
Behind the scenes, there has been a fundamental shift in how costs are understood and managed. Data has been brought under greater control, with a move towards more stable, property-based approaches that better reflect how services are delivered.
One of the clearest examples of this is in grounds maintenance. What was once a source of challenge has been transformed through clearer mapping, better-defined specifications, and stronger alignment between cost and service delivery. The result is not just improved accuracy, but a model of cost management that stands out as sector leading.
Just as importantly, the experience for customers has been reshaped. Service charge information is now clearer, more transparent, and easier to understand. Statements have been redesigned, supporting materials introduced, and communications tailored more thoughtfully to different customer groups.
There is also a noticeable shift in mindset. Service charges are no longer simply administered, they are explained, discussed, and improved with the customer in mind. This is reflected in the way teams engage with residents and respond to feedback, demonstrating a more open and confident approach.
Alongside these changes, the implementation plan has been actively delivered and evolved. Progress has been strong, with a significant proportion of actions completed or well underway, and further improvements continuing beyond the original scope.
The result
Two years on, Golding Homes has moved to a position where service charges are managed with greater consistency, clarity, and control. Teams demonstrate a stronger understanding of both the technical and customer-facing aspects of the function, and there is clear evidence of sustained improvement across the organisation.
This progress has been achieved alongside increased operational demands, making the shift all the more significant.
Based on our assessment, we awarded Golding Homes a Substantial Assurance rating, the highest within our framework.
Why this matters
What stands out most about this journey is not any single improvement, but the way Golding Homes has adapted and evolved its approach over time, using the plan as a guide rather than a fixed path, and responding thoughtfully to changing demands and emerging challenges. This has only been possible because of a clear understanding of the root causes behind the original issues, and a deep, practical knowledge of what needed to change to address them.
This is what happens when strong foundations are combined with ongoing commitment and ownership. The result is not just better service charges, but a more capable, confident organisation that is well placed to continue improving over time.
To get started with improving service charges in your housing organisation, email hello@ad-esse.com. Find out more about Service Charges by Ad Esse here.
