About the work
Community Housing Cymru brought its trustees and senior leadership team together to test the first iteration of its 2027–2030 corporate plan. The away day created space to step back from immediate demands and explore whether the organisation’s purpose, strategy and ways of working were ready for what lay ahead.
The aim was to give the leadership team clear direction for refining the plan before returning it to the board for final approval.
The approach
We designed and facilitated four connected activities: exploring the appetite for change, testing the emerging purpose, challenging the proposed strategy and considering what success and failure could look like by 2030.
The 1–2–4–all method moved from individual reflection to discussion in progressively larger groups, helping trustees develop and compare their views. Stakeholder perspectives brought staff, members, Welsh Government and commercial partners into the conversation.
The final exercise used contrasting future scenarios and a PESTLE discussion to surface the conditions that could help or hinder delivery. Together, the activities combined constructive challenge with space to develop a shared direction.
What the work produced
The day established a clear mandate for change. Trustees agreed that business as usual would not be sufficient from 2027 onwards, while recognising the continuing importance of CHC’s role in representing and influencing on behalf of housing associations.
The discussions gave the leadership team practical direction for the next iteration of the plan: a more ambitious purpose grounded in social impact, a people-first approach, clearer value for members and a stronger account of how partnerships could support shared outcomes.
A short post-event reflections report brought these themes together to sit alongside CHC’s own notes. It provided a starting point for refining the purpose and corporate plan, ahead of its return to the board for approval.