About our Big Plan 2.0
Enablers behind our Big Plan 2.0
People and culture
Achieving our organisational goals relies on having the right people, doing the right things at the right time in the right way.
We aim to attract and retain colleagues who align with our values and aspirations, and we will provide support, encouragement, and development to maximise their effectiveness and unlock their potential.
Our agile organisational design will enable positive responses to a continuously changing operating environment. Our values will be embedded to ensure we have the desired culture that is demonstrated in the decisions we make.
Strong Governance
Our governance is strong and we will maintain this through continuous improvement.
We will continue to deliver against all our legal and statutory responsibilities through effective risk and assurance frameworks and strengthening the risk culture of the organisation.
We will ensure that we maintain our G1 Governance rating with the Regulator of Social Housing.
Financial Viability and Value for Money (VfM)
Our financial viability will ensure that we have sufficient liquidity and financial strength to enable us to continue to invest in new and existing homes along with providing valued services to our customers.
Our strong financial viability will allow us to respond to our changing operating environment, including carbon reduction targets whilst continuing to deliver for our customers, colleagues and wider stakeholders.
We will further build on our strong financial position by ensuring that every pound we spend adds value to help us achieve FCHO’s purpose.
Our VfM Strategy is focused on delivering tangible benefits, whether that be getting the right inputs at the right cost (economy), getting the most of our inputs (efficiency) and delivering expected results (effectiveness).
Data and Technology
Our technology will play a pivotal role in delivering great services and customer experience.
Our colleagues will benefit from enhanced technology which will make their roles more effective, delivering consistently high levels of customer service. Our use of technology will increase our environmental sustainability in our operations and customers’ homes.
Our data will support efficient and effective decision making, improving the homes and services that we provide to our customers.
Communications
The importance of communications to advance our plans is critical. It connects the whole organisation and fosters a sense of unity and shared purpose.
It helps with the dissemination of information and coordination of tasks. We will promote communications that pave the way for a healthy organisational culture that generates a sense of belonging.
Partnerships
We will develop sustainable and value-adding partnerships across all areas of our organisation, based on a culture of mutual trust and collaboration.
We will work to better understand our mutual needs and leverage the scale and reach of our partnerships for the benefit of our customers.
Modernisation
We will embrace a step change in our approach to modern working practices with the start of an organisational modernisation programme.
This transformational change will further build on our current offer to our customers, providing us with enhanced customer insight along with supporting our Value for Money strategy.
Our strategic priorities
We are focusing on priority areas to deliver our Big Plan.
Our Big Ambitions
Our Big Ambitions are the targets we have set ourselves to deliver by 2026.
Our Big Ambitions are intended to push us to reach new levels of service delivery, which focus on our customers' needs and delivering homes and neighbourhoods we are all truly proud of.
We have firm foundations of investment and service delivery to build on, but we want to push ourselves to be more than just a landlord.
Our Big Ambitions will help us to maximise the potential of our activities as an anchor organisation, contributing to the future economic growth and prosperity of our local region.
Our Big Ambitions will be measured at the end of March 2026 to evidence our progress. All of our team and individual targets over the next two years will be aligned to our big ambitions and will be measured through our Critical Success Factors (CSFs), underpinned by Key Performance Indicators (KPIs).
Our Strategic Risk Register and our Project Plans will also provide the relevant frameworks to support our endeavours and ensure that we meet our obligations and ambitions in ways that are safe, sustainable and create a lasting and positive legacy.