The Vision
DELIVERING OUR VISION
The diagram below sets out how we intend to deliver our organisational Vision of Building, serving and regenerating communities in Burnley and beyond. The attainment of our five Strategic Aims will ensure the delivery of our Vision. Our approach is to drive delivery of the strategic aims through four Strategic Project Groups that will facilitate focus and clarity of purpose with regard to our key priorities. This is the second year of operation for these groups and their new objectives build upon the work of the first 12 months. On the pages that follow is a description of each of the strategic aims and thereafter the objectives of each project group, together with the strategic assumptions that underpin its work. Lastly, this section sets out a number of headline targets that if achieved will ensure we are on the way to delivering our Vision.
Our Strategic Aims
1. To be customer led in delivering excellent services
Providing homes and services that meet the needs of our current and future customers.
Providing quality and choice for our customers.
Making sure that customers are involved in shaping and improving our services.
Seeing things from the perspective of the customer and acting upon it.
Setting and achieving ambitious targets with customers and striving to exceed them.
Delivering quality services to a high standard and keeping our promises.
Continually improving our services, homes and neighbourhoods, using best practice and benchmarking.
2. To be at the heart of regeneration in Burnley
Using our resources and range of services to lever in additional benefits to assist in the regeneration of the town e.g. employment opportunities via procurement.
Ensuring that we are in a position to influence Elevate (Housing Market Renewal Pathfinder) in the building and improvement of homes and neighbourhoods in Burnley.
Building partnerships with key organisations (for example the Council, the Police, other agencies, our Investment Partner Great Places Housing Group other Housing Associations and other landlords) and individuals to help regenerate the town.
Using the NAT teams, Tenants and Residents groups and community groups to involve and consult with customers about the future of their neighbourhood.
Ensuring that we have a positive impact on the environment.
3. To provide value for money in everything we do
Achieving the best value in the products and services we provide.
Finding ways of doing things better, for less money, more efficiently.
Working with suppliers and contractors and partners to get the best deal we can for our money.
Using procurement vehicles to maximise our buying power and minimise our spending.
Improving performance with no increase in costs.
Achieving increased outputs for no change in inputs.
4. To secure and deliver new business opportunities and partnerships
Developing existing partnerships and creating new ones to deliver growth and regeneration.
Identifying and responding to emerging markets and new business opportunities.
Assessing and evaluating new business and partnerships and ensuring they realise our vision and are viable and successful.
Publicising and celebrating the good work we do.
5. To realise peoples full potential
Developing staff in a way that makes the best use of their skills.
Providing opportunities for staff to develop new skills and experience different roles.
Developing the capacity and skills of our customers through job and training opportunities.
Providing opportunities for customers to be involved.
Recognising and meeting the needs of vulnerable and disadvantaged groups and individuals.
Continually developing the knowledge, understanding and skills of the Board.
Removing barriers to development.
