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Our Direction

Our customers are at the heart of our business. Our vision is Improving People’s Lives. We are a modern, dynamic housing business that leads at the forefront of innovation. Our corporate strategy is detailed using our vision, priorities, principles, personas and behaviours. OD3 takes the form of an easy to read infographic and information can also be found on this page below.

View OD3 Infographic


We have identified six priorities that we will monitor to ensure we are on track to deliver our vision.

1. Customer Focus

We’ll undertake a review of how our services are delivered to customers.

Our Customeyes programme will transform the way in which our services are provided.

We plan to implement a new structure to help us create a more streamlined way of working that has been co-created with our customers. We will also have a plan of what needs to change going forward.

We will review our customer insight model to ensure real time feedback is gathered, drivers for satisfaction/complaints are understood and learning is used to improve service delivery.

2. Places to be Proud Of

We plan to strengthen our approach to health and safety and compliance. We believe all our customers deserve to live in places that are safe and secure. We have made significant improvements this year on our approach to health, safety and compliance. However, there is always room for improvement and we will continue to develop our approach.

Based on our intelligence, we have several places that need to be improved. During the next year we will undertake appraisals and feasibility studies on these places. We want to make improvements and provide high quality places for all our customers to live.

As part of our Customeyes programme we’ll review the way in which we deliver our responsive repair service. We want to improve our ‘right first time’ approach and reduce the number of reactive repairs in favour of planned repairs. These changes will deliver a better service and experience for customers as well as being more efficient and effective.

We are going to review our approach to Asset Management and continue to invest in innovative solutions and smart technology to improve the energy efficiency and performance of our homes.

We will evaluate our community investment work, so we can better understand social value and measure the outcomes.

3. Growth and Diversification

We will invest in our neighbourhoods by building new homes. We will build 700 new rented and shared ownership homes over the next five years.

We will adopt a pragmatic approach to opportunities to build homes with or without grant and/or acquire other social housing.

We will increase investment in OSUK to acquire and build an additional 300 homes so that it can achieve a greater profit that can be reinvested into Halton Housing.

4. Healthy Organisation

We will develop our leaders so that they can provide strong leadership and clear direction.

We will develop our people to make them more resilient and so that they are able to adapt to meet the changing need of the business.

We will ensure that colleagues continue to feel valued and part of a community whilst working flexibly.

5. Financially Viable and Well Governed

We will ensure that the constitution of our Board remains ‘fit for purpose’ and is led by an appropriately skilled Chair.

We’ll continue to use our experience, as one of the first areas to see the roll out of the full digital service, to inform and influence the wider debate about Universal Credit.

We will ensure that we have access to secured funding facilities that meet the requirements of our Business Plan.

6. Brand and Reputation

We will launch OD3 and embed the new priorities throughout HH.

We’ll keep our promises to customers by doing what we say we will.

We will generate positive external interest by promoting our successes via various social media platforms.

We will review existing/potential relationships with partners and stakeholders to maximise opportunities and minimise risks.

We will engage with individuals, network with influencers and attend key strategic meetings on a local, regional and national basis.

Our Principles

There are 2 principles which will help us put these priorities into practice



We all Make Choices



We Must all Take Responsibility

Our Behaviours

Behaviour is important. The choices we make as individuals each day impact on our colleagues, our customers and our partners. Whatever job we do, we are all ambassadors for Halton Housing and we all contribute to creating an innovative, healthy and thriving place to work.

We keep our promises

Making decisions and taking responsibility for seeing things through to the end. It means being open and honest, and explaining what is and isn’t possible.

We work in partnership

We work in a collaborative way. It means listening carefully to our customers and colleagues and playing our part in the team, and supporting each other.

We are innovative and creative

We challenge how things are done. We are flexible and open to new ways of doing things. We learn from mistakes and continually seek to learn and improve.

We treat everyone with respect

Most importantly we treat people with kindness. By being helpful, approachable and treating people with respect, we can create a place where difference is valued, and where everyone can thrive and enjoy their job.

Our Direction

Whatever happens, we will not lose sight of what we’re all about……Improving People’s Lives. We keep our vision at the forefront of everything we do and will continue to deliver quality homes and services.

Part time jobs in Widnes


We need more homes to achieve our vision. We will focus on providing homes and new housing products for a wider group of people.

We will invest in our employees to build a community where people feel they belong, feel valued, and where they can grow.

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