Page 1

Stockport Homes Strategic Priorities


Introduction This booklet shows you how the Strategic Objectives in the Service Improvement Plan link to our Missions and Aims. Below you will see a list of our Aims. Each Aim has been given a colour and in the following pages in the third column of the tables (Aims) you will see by the colours which Aim the Objective links to.

Our Mission: To deliver a customer-driven service, providing quality homes where people want to live. Aim 1

To provide an inclusive service, which values its diverse communities, empowers its staff and makes effective use of its resources.

Aim 2

To ensure that all homes meet the Decent Homes Standard by 2010 and are then maintained to that standard as a minimum.

Aim 3

To deliver high quality housing services that continue to improve and meet customer needs and aspirations

Aim 4

To deliver clear, consistent an well publicised services to tenants and leaseholders, which proactively seek to improve our estates in partnership with customers.

Aim 5

To provide appropriate accommodation (temporary and permanent) and support to the vulnerable and socially excluded.

Aim 6

To make a real contribution to the Council’s wider strategic and housing objetives. Helping to build social inclusion and safer sustainable neighbourhoods.


How will it be achieved?

Target date for completion

Champion sustainable practices

1.1 By developing ‘green’ working practices throughout the organisation

March 2010

1.2 By ensuring capital and revenue investment in sustainable neighbourhoods supports the Council’s neighbourhood regeneration strategies

September 2009

Ensure an integrated asset management framework is delivered

2.1 By implementing a new integrated asset management system

November 2009

2.2 By integrating the Concierge Service at Bredbury

October 2009

2.3 By implementing the Asset Management Strategy Action Plan

March 2010

Continue to improve services, stretching the boundaries for excellence

3.1 By developing an overarching ASB Strategy to ensure excellence for each customer

December 2009

3.2 By ensuring gap analyses are completed for all ALMO KLOE’s, developing improvement plans approved by the Project Board

July 2009

3.3 By creating a virtual Repairs Service, delivering excellence for customers

September 2009

3.4 By ensuring all customers have the opportunity to influence service delivery through a comprehensive Customer Involvement Strategy

March 2010

3.5 By ensuring an excellent Concierge Service is delivered

December 2009

3.6 By integrating the Sheltered Housing Management Service

August 2009

3.7 By introducing a range of health related initiatives for customers

June 2009

3.8 By implementing under-occupancy schemes

March 2010

Objective number

Strategic Objective

1

2

3

Aims


Objective number

Strategic Objective

4

Continue to enhance access to services, particularly for vulnerable customers

Aims

How will it be achieved?

Target date for completion

4.1 By ensuring the needs of disabled customers are met by all services

March 2010

4.2 By reviewing and delivering a Customer Access Strategy and action plan

December 2009

4.3 By delivering the Diversity Action Plan

December 2009

4.4 By ensuring communication to staff and customers is effective and fit for purpose

November 2009

4.5 By reviewing Choice Based Lettings (CBL) to ensure it continues to provide a customer driven, accessible and progressive service

March 2010

4.6 By successfully completing the second Refugee Gateway Protection Programme

March 2010

4.7 By working in partnership with AGMA Local Authorities to secure a regional Gateway Protection Programme

March 2010

4.8 By implementing Year 2 of the Furnished Tenancy Business Plan

March 2010

4.9 By successfully completing the Family Intervention Pilot Project

September 2009

4.10 By successfully tendering for the two year Supporting People funded Family Intervention Project

September 2009

4.11 By commencing modelling and negotiations for the Dispersal Contract Post 2011 March 2010 4.12 By replacing the existing Carecall Call Handling system to enable enhancement of March 2010 service and business growth 5

Maximise the contribution to social inclusion

5.1 By implementing the Financial Inclusion Strategy

April 2012

5.2 By developing and embedding a Social Inclusion Strategy and ensure this compliments the Council’s overall strategies.

March 2010


Objective number

Strategic Objective

5

Maximise the contribution to social inclusion

6

7

Ensure ICT effectively delivers service objectives and improvements

Deliver a culture of continuous improvement

Aims

How will it be achieved?

Target date for completion

5.3 By improving the understanding of the customer base

September 2009

5.4 By continuing to research and develop sub-regional CBL (Pinpoint)

March 2010

5.5 By further developing customer consultation and involvement for Homechoice and Housing Options

September 2010

6.1 By investigating, and if approved implementing an electronic document management system

December 2010

6.2 By implementing the improvement plan from Best Value Review of IT

December 2009

6.3 By researching and developing (as appropriate) an on-line application facility for customers of Homechoice

March 2010

6.4 By making re-housing information available via website (e.g. video advice)

December 2009

7.1 By recognising excellent working practice through accreditation

March 2010

7.2 By documenting and reviewing the framework for continuous improvement

August 2009

7.3 By undertaking regular reviews of services and implementing recommendations

March 2010

7.4 By ensuring Customer Finance have up to date and robust policies and procedures

October 2009

7.5 By embedding Risk Management across the organisation

December 2009

7.6 By reviewing the Financial Regulations

December 2009

7.7 By ensuring performance is comparable to that of highest performers

March 2010


Objective number

Strategic Objective

8

9

10

Aims

How will it be achieved

Target date for completion

Continue to build a culture that promotes staff empowerment and well being

8.1 By becoming a Top 100 employer

April 2010

8.2 By delivering the HR Strategy Action Plan

October 2010

Implement robust framework for policy and strategy development and review

9.

December 2009

Embed a Value for Money culture

10.1 By ensuring monitoring of efficiencies is integral to service improvement

March 2010

10.2 By providing budget management training to all budget holders

October 2009

10.3 By establishing a challenging and effective contract management system

April 2010

10.4 By maximising income to deliver enhanced services

April 2012

10.5 By maximising potential of partnership working to benefit customers

March 2010

10.6 By ensuring robust budgetary controls are in place for Technical Services

November 2009

By embedding effective quality assurance systems

9.2 By reviewing policies and procedures as required by each service area

October 2009

9.

September 2010

By ensuring actual working practice reflects agreed standards for strategies, policies and procedures


Objective number

Strategic Objective

11

Ensure strategic direction is focussed and challenging, securing long term viability of the organisation

12

Ensure a robust financial framework for growth opportunities, ensuring compliance & viability

Aims

How will it be achieved?

Target date for completion

11.1 By working with Stockport Council on the review of the Management Agreement

October 2010

11.2 By implementing the outcomes of the HRA subsidy review

TBC

11.3 By undertaking an option appraisal for Stockport Homes

October 2010

11.4 By working with Stockport Council to ensure there is affordable housing in the Borough

March 2010

11.5 By ensuring the Board has the skills and capacity to deliver effective governance

April 2010

11.6 By commencing the Review of Allocations Policy and Homelessness Strategy

March 2011

12.1 By producing a Business Plan 2009-12

December 2009

12.2 By developing individual and consolidated New Build financial models, that prove viability in line with the Development Strategy

September 2009

Strategic SIP  

Stockport Homes Strategic Priorities

Read more
Read more
Similar to
Popular now
Just for you