Our vision and strategy - Avenues Group

Our vision and strategy

‘Building better lives together’, our strategy for 2021-25, explains how we will meet our ambitions for the people we support, our employees and the organisation, in line with our vision, mission and values.

Our vision:

Everyone should have the opportunity to be an active citizen and engaged in the community where they live.

Our mission:

To challenge and overcome the disadvantage people face through illness, injury and disability.

Our values:

Respect: We treat people as we would wish to be treated ourselves.
Excellence: We don’t settle for okay, we are determined to achieve more.
Integrity: We do the right thing, even if it takes more time and effort.
Pride: The work we do is something we want to tell others we are part of.

Our strategy:

‘Building better lives together’, our strategy for 2021-25, explains how we will meet our ambitions for the people we support, our employees and the organisation, in line with our vision, mission and values.

 

Building better lives together:
An introduction from Terry Rich, Chair of Trustees

Thank you for taking the time to find out more about Avenues, and our ambitions for the next five years and beyond.

For more than 25 years Avenues has striven to provide the very best to the people we support.
We have succeeded in transforming the lives of so many people for the better, and the ripples of which have touched their families, friends and communities where they now live. Over that time, we have gradually grown in terms of the numbers of people supported and the areas in which we operate. But we believe that we can do more.
This strategy comes at a truly exciting time for Avenues, as we survey the landscape of social care and envision how this extraordinary organisation can make use of its huge potential.
We aim to extend the Avenues offer to more people who need and deserve the very best social care, and continue to give the hundreds of people we already support the same; today, and long into the future. Avenues will become a provider of choice across a wider geographical area, making links to people needing support, their families and commissioners in areas adjacent to areas in which we currently work.
We are a learning organisation, and this has been evident throughout the term of our last strategy. We adapted and tackled the challenges of the Transforming Care programme, modernised services which were not meeting current day best practice, and more recently tackled the impact of the Covid-19 pandemic as it swept across the country – with significant risks to vulnerable people with care and support needs. We have proactively managed the risks associated with access and availability of testing, PPE supplies and as I write this we are gearing up to ensure that all the people we support have access to vaccinations
I am hugely proud of the way Avenues reorganised and adapted to these situations. Whilst all very different in nature, each underlined the precarious environment that third sector providers, like Avenues, operate in.
In the midst of all of this, Avenues showed its true colours; an organisation that was prepared for the adverse events, and still able to exceed expectations. Through the pandemic we successfully opened new complex services and safely transitioned people into communities where they could thrive.
Much of this strategy is shaped by our learning from these events, a new recognition of the organisation’s outstanding abilities, and our consequent duty – whatever the barriers – to offer our support to more people. We will broaden our service offer, with an aim, for example, of becoming and exemplar service provider for people with autism.
We will widen our reputation as a truly agile, high-quality provider, able to respond swiftly and effectively to the complex world we operate in, and consistently deliver our vision for people and commissioners.
We will ensure that Avenues increases its organisational strength – ensuring that we make a reasonable return on the services we operate – and so ensuring that we remain financially stable, and able to weather the turmoil that so often arises within the social care world.
Of course, to do all this well, the fundamentals must be right – robustly putting the voices of the people we support at the centre of what we do, while building stronger connections with their families and those who matter to them.