As we set our Business Strategy for 2026–2029, we are doing so in a fast-changing and uncertain world.
Our unwavering dedication to partnerships and communities, coupled with a commitment to quality are our superpowers and have shaped our new strategy – Your Home, Our Community.
To view the full strategy, please click the button below.
We’ve come a long way since we started managing our first homes back in 2004, before becoming our own independent, not-for-profit housing association — South Lakes Housing (SLH) — in 2012.
We are proud of our roots and have matured into a strong and well-respected organisation, with a clear sense of purpose and a proven record of delivery and improvement.
Over the years we have achieved major milestones: achieving the decent homes standard and building safety, completing significant resident-led investment promises, and expanding housing supply across South Cumbria, North Lancashire and parts of the Yorkshire Dales National Park.
By 2026 we develop, maintain, and manage around 3800 properties nestled amongst 1000 square miles of beautiful countryside in the North West region of the UK.
Our ‘SLH family’ extends to a diverse community of over 7,500 people living in our properties, over 140 colleagues and a network of trusted partners, along with their families and friends.
We began by managing homes locally, and over the years we’ve become a strong, independent, not-for-profit housing association with a clear purpose. At every stage, our focus has been on doing the right thing for residents and communities.
Along the way, we’ve made big commitments and delivered real change. We’ve invested heavily in existing homes, improved safety and quality, and increased the number of affordable homes across South Cumbria, North Lancashire and parts of the Yorkshire Dales.
These decisions haven’t always been easy, but they’ve been guided by long term thinking and a determination to improve lives.
We’ve also strengthened our organisation – securing funding, making smart financial decisions, and growing in the right way. This has helped us build resilience, invest with confidence and plan for the future.
External scrutiny has challenged us to keep improving, and we’ve responded by putting residents first, strengthening governance and making clear commitments to quality, safety and value for money.
All of this means we enter the next chapter as a more mature, confident organisation — grounded in our values, clear about our priorities, and ready to shape a better future for our residents, communities and colleagues.
As we set our Business Strategy for 2026–2029, we are doing so in a fast-changing and uncertain world.
Our unwavering dedication to partnerships and communities, coupled with a commitment to quality are our superpowers and have shaped our new strategy – Your Home, Our Community.
For more information, please click the button below.
We will focus on our future together
Our leadership and governance are united around one simple idea: putting residents first. We have strengthened how we listen, make decisions and manage risk – so that residents voices are clear and quality is always improving.
Our three strategic themes — Quality Homes, Quality People and Quality Services — give us a clear direction for the years ahead. They reflect what matters most: safe, well maintained homes; services that feel human and dependable; and colleagues who are supported, skilled and proud of what they do.
At the heart of this strategy is a renewed commitment to openness, partnership and trust. We will work closely with residents, colleagues, partners and our Board, making decisions transparently and explaining the choices we make. This strategy has been shaped together, and that shared ownership will continue as we deliver it.
Your Home, Our Community sets out the strategic choices that we have made – it has been co-created with residents, colleagues and the Board. Equity, Diversity & Inclusion and Value for Money will underpin everything that we do. We will live our values and hold each other to account. The organisation is set up for success and with residents at the heart.
Our ambition is clear. We will be a landlord that residents are proud to live with, and colleagues are proud to work for. That means strong performance, safe homes, great services and a culture where people feel respected, listened to and valued.
The strategy sets the foundations for long term success. It’s the next stage of our journey, built on strong values, clear priorities and a shared belief in what South Lakes Housing can achieve.
We’ve signed up to a number of national pledges and standards.Each one reflects something important: keeping people safe, supporting our communities, treating colleagues fairly, and creating a welcoming home for everyone.
