Important notice

Everything you need to know about delayed repairs

Our repairs service is taking longer than usual and it’s important we explain why.

Skip to main content
Press 'Speak' on any page to have the content read load
Use the + and - buttons to toggle the page zoom
100 %

Finishing what we started in 2014.

Our ambitious ten-year plan – drives everything we do.

We reviewed it in 2017 and set ourselves even more challenging success measures to achieve.
In early 2020, we looked back at the great things we achieved over the last three years. These include:

  • Becoming a volume builder of new, mixed-tenure homes across the Midlands
  • Being selected as a strategic partner of Homes England
  • Supporting thousands of customers to improve their employment prospects through our employment and training programmes
  • Contributing homes to the Housing First programme in Walsall, helping alleviate street homelessness
  • Having a more diverse workforce to reflect the communities we serve
  • Reducing energy use in our homes and offices
  • Receiving recognition for our achievements by winning awards and securing external accreditations

What success looks like to 2024

We have updated each of our five strategic aims so that they remain ambitious, relevant and targeted.


Our strategic aims

aim 1

Everyone deserves the chance to lead a happy and fulfilled life. We are privileged to have the opportunity to
provide one of the fundamentals to that – a safe and secure home that is well managed and maintained.

By March 2024:

  • At least 90% of customers will recommend us to their family or friends
  • Provide a great housing and service offer that is consistent regardless of where customers live
  • Reduce fuel poverty by making sure all whg homes have a minimum energy rating of D
  • Avoidable contact will be less than 5% for all customer facing processes
  • We will achieve 70% First Point of Contact Resolution for enquiries received by our Customer Service Centre
  • The Customer Voice will feature at the heart of every service review
  • Every year we will run an innovative campaign to influence customer behaviour
  • Be recognised as sector-leaders on building safety
  • All homes will have a property health check every five years

aim 2

We want the best people to work for us – talented, committed people who share our values and ambition. This means having a representative workforce at all levels of the business, who want to make a real difference to customers and the communities we serve.

By March 2024:

  • At least 90% of colleagues will recommend whg as a great place to work
  • Create an employer brand that has inclusion at its heart and promotes our flexible approach and working environment
  • At least 25 trainees, apprentice and graduate posts will work in our business each year
  • Boost all colleagues’ physical and mental wellbeing through the “Be A Better You” programme of health and wellbeing initiatives
  • Deliver a range of programmes to promote positive behaviour and respect
  • Strengthen our culture of health and safety through improved systems, training and external accreditation
  • Half of our managers will be homegrown and promoted from within our business

aim 3

As a strategic partner of Homes England, we will build exceptionally high quality homes of different tenures across the Midlands that customers feel really proud of and in the places they want to live.

By March 2024:

  • Develop 500 new homes each year across the Midlands, with at least 50 of these built using advanced methods of construction
  • Establish the brand of Anthem Homes as a trusted, high quality house builder of 200 homes for outright sale
  • Become a “go to” strategic partner of Homes England and a first choice development partner for other Registered Providers
  • Have a range of solutions for our portfolio of small sites
  • Become a leading place shaper, known for a focus on safety, sustainability, innovation, mixed tenure and quality homes which promote improved health outcomes
  • Develop strong partnerships with key regional influencers
  • Identify and plan for investment and renewal of existing homes and communities
  • Broaden our social impact through the community investment work we carry out, securing at least £5million of external funding
  • Increase our capacity to deliver more homes and services in collaboration with other housing providers

aim 4

We are proud to be more than a landlord and to make a positive impact on people’s lives. As an active member of the PlaceShapers alliance of community-based housing associations, we will provide great housing, promote good health and help customers and communities prosper.

By March 2024:

  • Support 10,000 people to increase their confidence, skills, and health and wellbeing by moving them into new opportunities, including training, education, volunteering or work
  • Generate social value each year equivalent to a third of our annual turnover
  • Develop a place-based approach with strong collaborative partnerships to tackle issues at a neighbourhood level and create economic opportunities
  • Improve the education and employment prospects of at least 1,500 customers each year, with over 20% of those getting into work
  • Our ambition is not to evict anyone into homelessness
  • Transform the lives of at least 100 homeless people by providing them with a home through the Walsall Housing First programme and similar initiatives
  • Work with partners to reduce the impact and unfairness of poverty
  • Train at least 2,000 people through our Click Start Programme
  • Launch a Housing Academy to create employment and training opportunities for our customers with us or through our supply chain
  • Contribute strategically and operationally to “Walsall Together”, specifically the Resilient Communities priority, ensuring our service is aligned and supports this work
  • Develop an innovative Social Prescribing programme to improve people’s health and wellbeing and support the Resilient Communities priority
aim 5
aim 5

By March 2024:

  • Our normal operating margin will exceed 30%
  • Working towards achieving upper quartile performance for headline social housing cost per home
  • Deliver 70% of routine customer contact through self-service channels
  • Develop My whg into an award winning digital self-service system available to all customers
  • Technology will be used across the business to drive down cost, eliminate waste and improve the customer experience
  • Develop a road map to achieve Carbon Neutral status
  • Be a strong and influential voice across the Midlands by proactively talking about the topics that matter most to us

Beyond 2024

Looking to the future, we will need to adapt to meet changing customer expectations and needs. But what might be our challenges beyond 2024? We remain ambitious and are already thinking about our next Corporate Plan …