Our Strategic Priorities
Investing in our people
We know that the value in our organisation is created in the connection between our teams and the residents we work with. This means we want everyone that’s part of our work to have a positive experience whenever they interact with us.
Our priority will always be to start with our people as we know our successes are entirely due to their abilities. By doing this we can give real value to the lives of our residents.
We have a vision that our team will operate as a community that works collaboratively; marked by innovation, initiative and industry. In this community we will develop and coach people’s skills so they can achieve their full potential. The decisions we make are peer-based and we support people to make effective contributions to the success of our business.
Investing in our residents
Our goal is to deliver joined-up services that are customer-centric and get it right first time. From a resident’s perspective programmes provided in partnership with other services should be tailored, smooth and uninterrupted.
Through community support and appropriate service decisions our model will meet all the needs of our residents. This will assist them in achieving their potential, breaking negative cycles in their lives and become engaged citizens within their own communities.
Another key priority for us is to involve residents in business decision-making. By investing in their talents, and allocating resources based on their priorities, we can ensure we deliver the maximum value for what we do. Our intention is that those we work with will always be at least satisfied in our work; with the hope the majority will feel very satisfied.
Investing in our residents homes
We’re focusing on a future where we provide environmentally-friendly and modern housing that’s flexible enough to meet the existing and future needs of our residents. This should be achieved at a level that’s affordable for both those we work with, and our own business, making the most of every pound spent.
We will also build on the Decent Homes Standard to increase our value offering. Our goal is to both improve the quality of our services and assets while also making investments that secure the long-term financial future of the association.
If we encounter a situation where our housing stock no longer meets the needs of its residents, or continuing investment would not be an appropriate use of resources, we would consider all options for that property – up to and including its potential disposal.
We work hard on maintenance and set the goal that all residents will be at least satisfied with this service and the caliber of their homes; while the majority will feel very satisfied.
Investing in our business
Growth: Our strategic priority is to increase our size and income while also diversifying our offering. To do this we plan to up the amount of rental stock we have, through either development or purchasing, and we intend that this growth will not be tied to government funding. We’re also looking to commercial opportunities that sit well with the ethos of the organisation that can generate extra income.
Partnerships: Our continuing goal is to sustain and grow partnerships that help us meet the needs of our people in a joined-up and practical way. We will always focus on adding value and will explore chances for mutually beneficial cross-collaboration with our parent, the Salvation Army.
Technology: At the centre of our plans for our future priorities is to use technologies to support our business, as well as our residents. These will be flexible, fit for purpose and robust solutions that encourage high-quality customer relationship management and help us to manage information efficiently.