Our Corporate Plan

Our Corporate Plan sets out the strategic direction for the Trust and provides a clear framework to guide our work over the period 2024 to 2027. It reflects our commitment to responding effectively to the challenges facing the housing sector, while also taking advantage of the opportunities available to strengthen our services, homes, and communities.

The plan outlines how we will continue to deliver high-quality housing, support our residents, manage our resources responsibly, and operate as a sustainable and forward-thinking organisation. Central to the plan is a focus on long-term resilience, resident satisfaction, and positive environmental and social impact.

The Corporate Plan is underpinned by five key strategic priorities, which shape our decision-making and day-to-day activities.

Read our corporate plan here

Our Customers

We are committed to delivering a person‑centred customer experience by keeping our promises, providing accessible and easy‑to‑use services, and putting customers at the heart of every interaction. We aim to communicate clearly, listen carefully, and understand individual needs, using customer feedback to continually improve our services and support.

We will do this by 

  • Keep our promises: always do what we say we will to the best of our ability and to a high standard - this is our business as usual.
  • Be accessible: provide easy-to-use, multi-channel, accessible services, removing barriers, promoting self-service and involvement.
  • Follow a person-centred approach and make every contact count: be there to listen to and support individual customers when needed.
  • Improve Communication: provide a range of ways to communicate with and keep customers informed.
  • Understand our customers: ensure all customers can feedback their needs and experiences, so we can use this to improve what and how we do things.

Our Homes & Places

We are committed to providing safe, well‑maintained homes and places to live by investing responsibly and delivering high‑quality services that meets customer needs. Using accurate data and customer feedback, we will target investment effectively, strengthen neighbourhood services, and work in partnership to improve wellbeing and safety. We will also grow our housing portfolio by developing and acquiring at least 800 new, energy‑efficient homes over the next five years to meet current and future demand.

We will do this by:

  • Provide safe homes and places: by responsibly investing in keeping customers safe and responding appropriately to their needs through quality services.
  • Maximise investment in homes and places: using accurate stock condition data and customer insight and feedback to support what, when and how we invest and to actively manage all homes and places.
  • Neighbourhood Experience: develop tailored services in partnership with others, to support tenancy sustainment and satisfaction across our homes and places.
  • Grow by at least 800 homes in the next 5 years: continuing to develop and acquire high quality, energy efficient homes to meet the needs of existing and future customers.
  • Work in partnership to regenerate: improve well-being, safety and perceptions of our homes and places.

Our People

We are committed to creating a positive, inclusive workplace culture built on our C.A.R.E. values, where colleagues feel safe, supported, and able to thrive. By investing in organisational development and strong leadership, encouraging clear communication, and prioritising health, safety, and wellbeing, we aim to empower our people to deliver excellent services. We also embrace equity, diversity, and inclusion, ensuring everyone feels valued, respected, and has a genuine sense of belonging.

We will do this by:

  • Organisational Development: maintain a highly skilled workforce which is professional, people-centred, high-performing and lives our Values.
  • Leadership: enable colleagues to thrive through effective performance management, support, delegation, motivation, and empowerment.
  • Communication: building our culture so colleagues live our C.A.R.E. values, feel connected to the vision, contribute, and have a voice.
  • Health, Safety & Wellbeing: focus onphysical and mental wellbeing within a safe and healthy environment and culture.
  • Equity, Diversity, and Inclusion (ED&I): continue to build a culture where diversity is embraced and where accessibility and inclusion are embedded in our ways of working, to create a sense of belonging.

Our Money

We remain focused on the Trust’s long‑term financial sustainability which we do by managing resources effectively, maintaining strong income collection, and generating sufficient surpluses to reinvest in homes and services. This includes robust financial planning to manage risk and ensure compliance, alongside developing sustainable income streams and making best use of technology. By maximising social return on investment, we aim to support customer quality of life, while strengthening tenancy sustainment and overall financial resilience.

We will do this by:

  • Effectively manage resources: to ensure we can meet our commitments and safeguard the future of the Trust.
  • Generate sufficient surpluses: to ensure continued investment in new, existing homes and services.
  • Prepare robust stress testing (including reverse stress tests) and mitigation plans: aligned to the strategic risk register and the sector risk profile.
  • Active Treasury Management: to ensure we have adequate funds to deliver our strategies and corporate plan, whilst maintaining compliance with Golden Rules and funder covenants.
  • Income management: maximise the amount of income collected.
  • Income generation: produce/maximise viable sustainable income streams or contributions (grants) to reduce our operating costs.
  • Social return on investment: to maximise the social returns from our support services to both improve customers quality of life and to support our key objectives for rental income and tenancy sustainment.
  • Implement the Technology and Knowledge Roadmap

Our Environment

We are committed to improving the environmental sustainability of Weaver Vale, our homes, and neighbourhoods by embedding environmental awareness into our culture and everyday decision‑making. We will deliver energy‑efficient new homes, improve the sustainability of existing properties, and work in partnership to reduce carbon emissions. Alongside protecting biodiversity and managing open spaces responsibly, we will support customers to tackle fuel poverty and ensure our procurement and partnerships maximise social value while minimising environmental impact.

We will do this by:

Culture: develop a culture of organisational awareness of environmental impacts to drive positive habits and sound strategic and day to day operational decision making in our people and customers.

New homes and regeneration activity: ensure new homes are developed to high standards for energy efficiency and regeneration activity developing sustainable homes and future proofing neighbourhoods. 

Existing Homes: develop environmentally sustainable methods of work and specifications which focus on safe, healthy, and affordable homes.

Partnership: work in collaboration and partnership with stakeholders and peers to support and learn from wider local and national activity to reduce carbon emissions.

Ecology: ensure our approach to the management of open spaces considers biodiversity and protects natural habitats.

Fuel Poverty: support customers to address fuel poverty through direct support and advice.

Social Value: develop our procurement processes to ensure that our work with contractors and suppliers maximises additional social value and minimises environmental impact.