We exist to build homes, independence and aspirations. Discover the four goals that make our strategy.
Delivering for our customers and communities
First and foremost we have to get the basics right for customers. Customers tell us that this is a ‘must do’ and it comes before all else.
We will collaborate even more with a wider range of customers and partners so that we can make sure we are delivering on the things that matter every day. This includes better maintenance, greater customer voice and supporting our customers throughout the cost of living crisis with help such as targeted advice, signposting, 1-2-1 support and financial assistance for those who need it most.
Last financial year, our financial support team helped customers to receive additional lump sum payments of £1.26 million. They also increased customers total annual income by £6.18 million, which is on average £4,270 per customer supported and helped customers to access grant payments of £1,060 per customer.
Providing the right homes in the right places
Over the last five years we have built over 7,500 homes. As a large developer we have ambitious plans in our new strategy, and it’s vital that we build the homes that our customers want to live in.
In doing this, we have worked with customers to co-create a new home standard and we will build and maintain safe, good quality and affordable homes in mixed tenure communities. We will invest to make a meaningful impact in communities. We will also continue to take our responsibility for sustainability very seriously, with clear and challenging net zero targets such as upgrading 3000 homes from an EPC D rating to a C, as well as delivering whole house retrofit pilot projects to install sustainable technologies and bring them up to net zero standards.
Creating a vibrant, customer focused organisation
As an organisation, we will invest in our colleagues through ‘growing our own’ to develop their skills, progression routes and to increase retention. We will also focus on recruiting and upskilling customers and apprentices with programmes like our apprenticeships (we have 144 this year alone), training and new ways of working so that we are truly representative of the communities we work in.
We want to be an exemplar in equality, diversity and inclusion, building on the strong culture we have, and we will constantly be assessing ourselves against best practice. Whilst we’re in the Stonewall top 50 employers, one of the UK’s top places to work for women, and we campaign for publication of gender and ethnicity pay gaps, there is more to be done. For example. we’re proud to have an executive team with a 50/50 gender split, but we know that we have to improve representation amongst colleagues with disabilities. We want to support and learn from partners with a passion in this area.
We will also be a digital first (but not digital only) organisation, using customer data to make decisions.
Evolving our care and support offer
Supporting people to live with more independence is core to our mission.
We have made huge strides in our offering including the move into even more clinical, integrated housing, health and care space with the introduction of 60 clinicians.
We will continue to build The Home Group model of care and support to meet specialised individual complex care needs as well as providing supported care services in the community, working with partners and commissioners.
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