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Coast & Country strategies
Each of our key corporate strategies links to our corporate plan 4 key aims. We monitor and update the strategies' objectives when appropriate, to agree with changing priorities.
The following summary outlines our key corporate strategies and their aims:
Corporate plan 4 key aims
They are:
- to provide a quality product that is accessible to all
- to create a better future for our tenants and other customers by assisting in the development of sustainable homes and neighbourhoods
- to develop and expand our core business
- to be a viable, well-governed and well-managed company.
To achieve these overarching aims we have laid out a set of company key strategies:
Asset management strategy
This is needed to make sure we make the best possible use of our assets. They need to be in the right place and in the right condition to work effectively. The strategy's key aims are to:
- minimise the cost of our assets from acquisition through to maintenance and on to disposal
- provide high-quality homes and services that improve on sector standards
- deliver 3-star services across asset management and property maintenance activity and the company as a whole
- own and manage homes which meet or can meet changing life needs
- ensure homes are in neighbourhoods where people choose to live and are tidy, well maintained and safe
- to deliver sustainable maintenance and low-carbon refurbishment in line with the government's strategy to reduce carbon emissions.
Customer services strategy
This ensures we provide a quality product that is accessible to all and that we focus on the needs of our customers. It outlines how, by putting customers at the heart of what we do, we will deliver the right services to the right people in the right way at the right time. The strategy's key aims are to:
- give better customer service from beginning to end
- involve you in shaping and influencing services to meet your needs
- develop partnerships with other organisations in the public, private and/or voluntary sectors to improve the delivery of services
- improve efficiency and effectiveness
- promote and support new ways of working and make best use of technology to improve the quality and efficiency of services
- ensure employees have the ability and authority to do their job.
Equality and diversity strategy
- has a two-fold purpose. It is a clear and public statement of our commitment to achieve excellence in this area of our work. It is also a guide for employees, customers, tenants, partners, consultants and contractors; it points out what they can expect from us and what we expect from them; it clarifies duties and rights. Its key aims are to:
- keep on improving the quality of the service for elderly people
- develop a better service for young people
- make the services we provide more accessible and appropriate
- be open, sensitive and responsive to needs and expectations we may not have foreseen
- promote race equality and good race relations
- enable employees to feel they are treated fairly at work and are valued for their personal contribution.
ICT strategy
- to ensure our information management and computer technology infrastructure meets the current and future needs of all parts of the company and is cost effective, reliable and customer focused. The strategy's key aims are to:
- improve the service we give you
- focus on future business need
- improve our efficiency and so get better value for money
- make our ICT system as secure and easy to access as possible in line with our business plans
- underpin long-term business expansion
- address the equality and diversity needs of the organisation and its stakeholders.
Organisation development strategy
- is concerned with ensuring the entire company is fit for purpose; to improve the ability of our people to be effective and adaptable. The strategy's key aims are to ensure:
- our employees achieve our goals and plans
- we maintain a good reputation and position on the local, regional and national scene
- a high-calibre workforce
- we develop leaders who inspire and plan for change
- we are constantly improving the way we work to meet our objectives.
Regeneration and development strategy
- to ensure that the company remains viable, and expands and improves the quality, type and variety of housing development it offers. The key aims are to:
- ensure equal access and opportunities for all promoting social and financial inclusion
- provide opportunities for you to be involved in the planning of regeneration schemes
- offer opportunities for involvement that meet the needs of the community
- find creative ways to involve you through community projects
- offer you training opportunities
- empower residents as equal partners through building up your capabilities and confidence
- support local groups to improve community cohesion
- work in partnerships with residents and other agencies
- link our activities to health, education, employment and the Respect agenda
- bring the community together to improve community cohesion
- develop and expand our core business.
Resident involvement strategy
- to bring about service improvements, increased value for money and increased customer satisfaction. Its key aims are to:
- put residents at the heart of all that we do
- value what you have to say
- promote resident involvement
- ensure we use your feedback to improve services and products
- provide training and support to help you get involved
- ensure that we are accountable to you
Social inclusion strategy
- to ensure that our work on social inclusion operates at both a strategic level, involving partner agencies in long-term plans, and at a neighbourhood level, involving local people in deprived neighbourhoods. Its key aims are to:
- widen our partnerships and improve opportunities for our communities to gain new skills and access training and employment
- align with the Local Strategic Partnership Stronger Communities Partnership priorities alongside the other partners
- work with partners and local voluntary and community agencies to promote financial inclusion and capability
- improve community safety by focusing on changing public perception in relation to young people and anti-social behaviour, and by working in partnership with other agencies to provide positive activities for young people
- contribute to improving the health and well-being of our residents and the community by enabling our partners within health and social care to access our communities locally either through existing facilities or by using our premises.
Value for money strategy
- to ensure we adopt good practice and incorporate value-for-money principles in all our activities. Its key aims are to:
- integrate value-for-money principles within existing management, planning and review processes and ensure the whole organisation aims for continuous improvement
- undertake a rolling programme of service-specific value-for-money reviews in accordance with our service review policy
- seize opportunities to act with greater economy, efficiency and effectiveness
- show internal and external customers that we are seeking value for money in all we do
- ensure that all employees know they must always seek value for money as part of their routine activities
- benchmark our activities against other similar organisations.
Vulnerable and older persons strategy
- to help older people remain living independently within the community with support that is appropriate to needs; of a high quality; value for money; and within our available capacity. The strategy's key aims are to:
- create a better future for our tenants and other customers by helping develop sustainable homes and neighbourhoods
- provide flexible, responsive and cost-effective services to support independent living across a range of vulnerable groups and tenures
- deliver excellent support services that satisfy our customers
- provide information, support and accommodation appropriate to residents' physical, mental and sensory needs to enable them to remain living independently at home
- enhance and expand existing housing support services and develop new business opportunities
- regularly monitor and review customer profile and service delivery to assess how performance can be improved.
