Strategic Plan 2025 v.05FINAL - Flipbook - Page 23
A Resilient Sustainable Equitable Organisation
Leaner, smarter and more sustainable working, further enabled by digital systems and
our foundation of Belonging, Diversity Equity and Inclusion.
+ To maintain financial resilience by securing
+ To maintain our continued viability through
fair rates for services and using resources
dynamic management of our business
effectively and sustainably to achieve shared
and the challenges facing us including
objectives. (Maintain 2% surplus, Lead DF).
effective procurement reviews and cost
+ To ensure high-quality, inclusive, and
management, further development of
environmentally sustainable properties,
our risk management and internal controls
maintaining them to the highest standards.
frameworks, and sustainable funding
(Environmental plan updated every two years,
negotiations (lead DQCLE/DF).
stock condition/investment plan reviewed
every three years, Lead DPR).
+ To continue to develop our risk management
approaches including policy changes to
exempt rents, social care reform, local
authority devolution, and continued acute
+ To drive advance digital transformation
ensuring safe, secure, and fit-for-purpose
systems and assistive technology, that
enhance quality outcomes with people
while improving operational efficiency.
(Annual Plan, Lead DP).
funding pressures (lead CEO).
+ To look at our borrowing and regulatory
strategy from June 2025 so that we may
continue to develop more homes as well as
through partnership arrangements (lead DF).
+ To support and develop our governance
to support our Plan, including enhancing
+ To continue to deliver an annual programme of
expert by experience representation from
system reviews and development focused on
September 2025 at Board level and enhanced
impactful digital infrastructure, investment and
engagement structures (lead DQGLE).
governance, and leaner processes (lead DQGLE).
+ To look at our central and area office strategy
+ To deliver our Belonging Diversity, Equity
and Inclusion strategy and action plans ,
and management, with an updated plan by
December 2025 (lead DP).
continuing to drive our sector- leading work in
this area (lead DPR).
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