Months in the planning, the Strategic Map 2019-21 is designed to encapsulate all that the Castlemilk housing provider stands for and what it hopes to achieve.

The Strategic Map sets out for tenants – but also for staff and board members – key expectations such as:

• Delivering first class customer service
• Providing quality homes, communities and sustainable tenancies
• Achieve robust financial management and excellence in governance
• Empowering, developing and engaging staff
• Building strong collaborative relationships at a local and national level

The Strategic Map came about after an organisational review saw chief executive Audrey Simpson take over two years ago paying particular attention to the identity of the organisation.

Audrey said: “The key to effective strategic planning is to clarify values, revitalise the purpose and create an inspiring vision. Our staff and board of management have been involved in every aspect of our organisational renewal.

“Applying a collaborative approach to developing a new vision was always going to be key. Our board and staff are now taking ownership of the vision, resulting in an energised and focused team which aims to achieve results.

“We are extremely proud of what has been achieved over the past 29 years and are now excited about the future. Like all housing associations, we are operating in an ever-changing and challenging environment but are in an excellent position to not just manage the challenges we face but excel.

“Our new strategic map provides clarity to tenants, stakeholders, staff and board on what they can except from Ardenglen over the coming years.”

Ardenglen chair Maureen Cope MBE said: “We want to work more closely with our tenants - providing a person-centred approach to service delivery and we will be developing a new approach to tenant engagement paying close attention to value for money.

“We have set out a clear commitment to establishing new effective partnerships, creating greater outcomes for our communities and we also recognise the importance of continuing to explore development opportunities to provide new affordable housing.

“A good example of this is our development of 22 much-needed new homes in our community at a cost of £3.6 million which is under way.

“Underpinning our success will be a renewed approach to achieving excellence in governance and we will continue to advocate robust financial management.”