For LHC, as for every organisation, the last few months of the coronavirus pandemic have brought our priorities into sharp focus.
Our core purpose remains the same – to deliver better buildings and homes that enhance local communities – but how we fulfil our purpose has demanded reflection. The pandemic has shone a glaring light on the big challenges we face as communities and nations, challenges that LHC has a significant role to play helping to solve.
Our analysis of the current situation and the better future we want to help create has resulted in deeper commitment to four key strategies, all initiated before the pandemic. We made good progress on all four during 2019-20:
- Promoting and driving uptake of Modern Methods of Construction (MMC)
- Collaborating with our clients at a local level to drive economic inclusion
- Collaborating with our clients at a local level on the distribution of a Community Benefit Fund to drive social inclusion
- Engaging with our employees to support their wellbeing and maximise how we work together to achieve our purpose
LHC engages with others in several ways to make a difference to local communities. As the diagram below shows, we work with communities by geographical region, by areas of interest, on specific areas of impact, and with our workplace community who make all this happen.
Everything we do, with each community and on each issue, connects. The pandemic once again has highlighted this and as a result given LHC an even the stronger sense of purpose.
What LHC does – trusted procurement frameworks for social landlords and local authorities – and how it does it – through engagement and collaboration with various communities – all help to make better buildings and homes, and more sustainable, safer and inclusive communities for everyone.
This has been a year of great collaborations and in the new environment we find ourselves in collaboration will be ever-more important. LHC will continue to bring together social landlords with common needs and goals, and help them build strong connections with suppliers, local community groups, and national organisations with common aims.
We are developing a ten-year strategy for how we deliver the best possible service and experience for everyone we work with. Our strategic review began before the pandemic, but we have readily evolved our thinking to accommodate the different ways of working required by the new normal. We are extremely motivated by the transformational journey LHC is embarking on and how it will help our clients, suppliers, our team, and wider communities achieve our shared goals.