OUR STRATEGY
Our strategic objective is by 2045, we will have provided thousands of people with a great place to call home, a thriving community in which to live, and opportunities to achieve their potential.
OUR THREE BIG GOALS
Providing Homes
1. We will invest in improving and remodelling our existing homes so that they meet the needs and demands of residents now and into the future.
2. We will build new homes to replace those homes that are considered no longer fit for purpose.
3. We will build new homes and create new communities, with the aspiration of growing the housing we provide.
4. We will explore the potential to purchase established residential houses within the communities where we work so that we can provide affordable almshouses for families requiring affordable rented accommodation, with a particular focus on families who formally care for children (foster and kinship carers).
5. We will become Corporate Trustee of Almshouse/housing/support charities at risk of dissolution.
Creating Communities
1. We will continually review the support we provide within our existing housing communities, to ensure that we provide a service that is relevant and meets the needs of our residents.
2. We will introduce intergenerational activities within our communities, bringing different generations together, reducing isolation, and providing a space for new learning, mutual understanding, and friendships.
3. We will engage with the local communities in which we work, providing a community hub for like-minded charities, community & faith groups, schools, and colleges.
Generating Opportunities
1. We will create formal and informal opportunities for our residents to have greater involvement in the running of our communities.
2. We will seek external funding opportunities that help us support more people in our local community whether this be through community housing support, care, homelessness initiatives, support to young people.
3. We will review our external grants and young people’s programmes every three years to ensure that we are best supporting those who need our support the most.
4. To explore business models and arrangements that enable us to partner or support other likeminded organisations, including clerking services and housing management services.
OUR STRATEGIC ENABLERS
The following resources, approaches and capabilities will be required all of our strategic priorities:
1. Finance: we will ensure that our finances are well managed, with sound investments and diverse income streams to ensure our future stability and growth.
2. Best place to work: we will attract and retain the best staff & volunteers through employer-of-choice initiatives.
3. Net Zero: we will invest in a sustainable future, with an aspiration to transition to net zero by 2045.
4. Diversity: we are committed to representing and supporting the communities we serve.
5. Technology: we will make the most of advances in technology so that we are more efficient and improve the support we provide.
6. Quality: we will be the best we can be, measuring our impact and creating a culture of listening and learning.
7. Strategic Foresight: we will ensure that we will continually consider what the future might look like including the needs, opportunities and challenges. We will review our Strategic Goals and Objectives every 3 years and report progress annually.
8. Partnership: we know we can be more effective and help more people if we work collaboratively.
9. Engagement and influence: we will ensure that the people who access our services have an opportunity to influence and shape our work. We will make sure that we are able to influence local, regional and national policy and practice through engaging with wider stakeholders and decision makers.
10. Heritage: whilst we aspire to be modern, future focussed organisations, we will continue to celebrate, promote and consider our history, founders, traditions and practices in all that we do.