Our Strategy
It’s vital that we’re a landlord that people want to stay with. We need to ensure we offer a first-class service. If people want to stay with bdht it improves communities, lowers turnover, and provides better value for money. We need to continue to improve our offer and embed the new Charter in 2022. We need to evolve our formal and informal forums for customer feedback, to ensure we’re listening to understand. We need to learn from our complaints and change as a result of them.
Measure: Improve overall customer satisfaction year-on-year over the next five years, with 95% satisfaction by 2027.
It’s very important that we maintain our reputation as an excellent and inclusive place to work. We can only deliver excellent customer services if we have a well-motivated and empowered team. We know we make better decisions as an organisation when we have a breadth of opinions, generated from different backgrounds, experiences and lifestyles. Therefore, we welcome colleagues whatever their personal circumstances. We want to be a modern and progressive employer, who sets our own agenda regarding our colleague offer.
Measure: Improve overall staff satisfaction year-on-year over the next five years, with 95% satisfaction by 2027.
bdht has always taken pride in building communities. Our commitment to these spaces, the neighbourhoods people live in, is what makes us special. We want communities to thrive, not just survive, and we will invest time and money to help this happen. We don’t do this on our own. We work with the communities themselves, and strategic partners to help provide better outcomes for everyone. Wherever we have our homes, we will make a commitment to support their communities. We need to ensure we continue to nurture and develop the strategic partnerships we currently have, while developing new ones. We want to be a proactive and co-operative partner across Worcestershire.
Measure: Customer satisfaction with their neighbourhood to increase to 90% by 2027.
It’s important that as the primary social landlord in Bromsgrove we continue to develop new homes. The affordability gap is increasing, and we need to provide genuinely affordable solutions to that issue. We also have a commitment to supporting the local authority by managing homelessness, and we must continue to help those most in need. We must also ensure there is a balance between developing new homes and investing in existing ones. We must ensure we tackle issues around damp and mould and affordable warmth for example, ensuring we keep customer confidence. We also need to ensure we continue to focus on our obligations to their safety and put in place processes and procedures to ensure that. We will inform our customers of our work and ask for their help to create safe spaces.
Measure: Provide an additional 500 homes by 2027.
As an organisation, we need to ensure we are aware of the issues around de-carbonisation and the wider green agenda, and put into place plans to reduce the impact our homes, offices and activities make on the environment. Ensure we support wider initiatives to make our spaces greener and improve their biodiversity. We need to increase our use of renewable energy and be careful how we use our resources. We need to ensure our actions and behaviours always match our values, so we not only do the right things, but we do them in the right way. We should continue to be a voice for people who don’t always have one, helping to bring awareness to issues such as homelessness and poverty.
Measure: All of our properties will be EPC band C by 2030.
To achieve all our other strategic objectives, we need to be financially secure. Our customers need to know we’re around for the long term, and our colleagues need to be confident in their financial security. We need to spend customers rent wisely and make decisions considering value for money. We must manage according to our values, and ensure we are governed with integrity, scrutiny, and accountability. We should make sure we meet the financial goals and targets within our business plan, while always acting with professional financial integrity.
Measure: Maintain our G1/V1 status for governance and viability.
“This strategy maps out our objectives for the next five years, and clearly states what we’re about. It needs commitment from the Executive Team, with the support of the Board, to ensure it happens. If it does, the benefits will be seen by the customers, colleagues, and communities of Bromsgrove and the surrounding areas. There will be obstacles and challenges along the way, but by being imaginative, creative, and dedicated, we can achieve excellent results.”
“As a Board, we are responsible for making sure the strategic aims are delivered, for the benefit of customers and communities we serve, as well as ensuring we have motivated and talented employees. This strategy clearly sets out not only what we need to deliver, but how we deliver it. It gives a blueprint for the future, and I know the Board are excited about their role in that.”
“As a Board, we are responsible for making sure the strategic aims are delivered, for the benefit of customers and communities we serve, as well as ensuring we have motivated and talented employees. This strategy clearly sets out not only what we need to deliver, but how we deliver it. It gives a blueprint for the future, and I know the Board are excited about their role in that.”
“My role is to ensure that the voice of the customer is heard at bdht. This strategy clearly puts customers like me at the heart. Whether you’re an existing customer, or someone waiting for housing, it’s clear how you should expect to be treated, and what the values of the organisation are. I look forward to seeing how the organisation evolves as a result.”