Our Five Year Strategy 2025/26 – 2029/30
Supporting and strengthening our communities
Our Strategy
Our new Strategy has been developed at a time when our key activities – providing high quality affordable housing and care services – have never been more needed. These issues have rocketed up the agenda as a result of increased recognition of a crisis in our housing and health & social care systems.
Eildon Housing Association was formed in 1973 in order to address these challenges in the Scottish Borders, and we have achieved many great things since then. However, we recognise that there is more to be done and this strategy commits us to ambitious actions to play our part in supporting and strengthening our communities.
You can watch our video by clicking on the image on the left hand side.
Our six key themes
The need for us to continue to develop and grow our services is undoubtedly clear. Whilst we can be rightly proud of the work we have done to date, it is measurably the case that there is more to be done – existing services need to be maintained and improved, unmet need requires to be addressed, new technologies and innovations need to be deployed, and investment and value needs to be maximised.
In pursuing these objectives, we have identified six central themes to organise our work around over the lifetime of
this strategy.
Delivering for Our Customers
Our customers are the central concern for our organisation. We remain committed to delivering high quality affordable services in all that we do. We recognise that we don’t get everything right and we are fully committed to continual improvement across all of our service areas.
Innovation and Modernisation
We know the pace of change is increasing all the time. Our service model is focussed on enabling our front facing staff to spend the bulk of their time in direct contact with our customers. A ‘one team’ approach is central to our philosophy for how we expect to meet current and future challenges.
Investment In Our Homes
Our homes are of good quality and are in high demand. Nevertheless, there are a range of issues and pressures that we need to address in ensuring our homes continue to perform well for our customers. As well as repairing and upgrading, we are increasingly focussing on decarbonising for future needs.
Growth And Meeting Need
We will continue to make a strong commitment to addressing shortages in housing supply and residential based social care services over this period.
Developing Our People
The success of our operations is based on the talent, hard work and commitment of our people. We have a highly skilled and dedicated workforce, who share a common set of values and adhere to the ‘one team’ culture that we have established. This approach has been retained and strengthened.
Supporting Our Communities
We draw our workforce from across the region, we engage with a wide range of suppliers and local contractors (we estimate that around 80% of our expenditure is retained in the region), and we have ongoing partnerships and activities beyond our core service locations.
Executive Summary strategy animation
Read a shortened version of our strategy giving you a flavour of our focus for the next five years.
Click to view