Our business

Elim Housing is a not for profit social business which offers a range of services to people. The way we do this is mainly through providing homes and support for our tenants and one major theme of our work over the next five years, is to improve the quality and range of services to our residents.

For tenants in our general needs and sheltered housing, our purpose is to provide homes and services which encourage and enable people to maintain stable and secure lives. For tenants who live in our supported housing, our purpose is to improve skills, self-esteem and confidence enabling people to become more independent and self-reliant so that they can move on to and maintain independent living. These are both two way processes which involve challenge and support.

Our overall purpose is summarised in the mission statement:

Elim Housing is a social business
helping people by providing quality
homes and excellent support services

We are committed to the following values in everything we do:

Quality in our services, homes and management standards
Equality in our services to our tenants and as an employer
Respect for others expressed through trust and integrity
Customer Service through responsiveness and accountability
Efficiency in service delivery and value for money
Dynamism in our growth, development and response to change

We have agreed the following goals for the association:

1. Housing stock

Our main priorities are to manage an overall improvement in the quality of our housing stock and to develop new homes.

2. Service to customers

We will continue to improve our services to tenants and other customers.

3. The support service

Around half of the association’s stock is designated supported housing and the majority of the staff are directly or indirectly employed in managing this part of our business. Our overall aim is to provide excellent support services in order to maintain our supporting people contracts and enable our residents to develop the necessary skills to move towards independent living.

4. Staff and the Board

We will develop the role of the staff and the Board in line with organisational requirements.

5. Delivering performance

A successful future depends upon being able to consistently deliver improving performance to our stakeholders and to stay competitive.

6. Communications and PR

Maintaining good communication both internally and externally is essential for the association.

7. Our Infrastructure

A growing organisation needs the support of a good infrastructure which meets the changing needs of the staff and service users. A major part of the association’s infrastructure is dependent on the effectiveness of the IT system and the implementation of the IT strategy.

Over the next five years, we are aiming to:

• be one of the best small social landlords in the south-west with higher levels of tenant satisfaction,
  
• have over 800 homes in management,
  
• recruit and retain the staff we need,
  
• have a high quality, growing support service.