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Stockport Homes Strategic Priorities
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Stockport HomesStrategic Priorities
Introduction
This booklet shows you how the Strategic Objectives in the Service Improvement Plan link to ourMissions 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 theObjective links to.
To provide an inclusive service, which values its diverse communities, empowers its staff and makes effective use of its resources.
To ensure that all homes meet the Decent Homes Standard by 2010 and are then maintained to that standard as a minimum.
To deliver high quality housing services that continue to improve and meet customer needs and aspirations
To deliver clear, consistent an well publicised services to tenants and leaseholders, which proactively seek to improve our estates in partnership with customers.
To provide appropriate accommodation (temporary and permanent) and support to the vulnerable and socially excluded.
To make a real contribution to the Council’s wider strategic and housing objetives. Helping to build social inclusion and safer sustainable neighbourhoods.
Aim 1
Aim 2
Aim 3
Aim 4
Aim 5
Aim 6
Our Mission: To deliver a customer-driven service, providing quality homes where people want to live.
Objectivenumber
1
2
3
StrategicObjective
Champion sustainable practices
Ensure anintegrated asset managementframework isdelivered
Continue toimprove services, stretching the boundaries for excellence
How will it be achieved?
1.1 By developing ‘green’ working practices throughout the organisation
1.2 By ensuring capital and revenue investment in sustainable neighbourhoods supports the Council’s neighbourhood regeneration strategies
2.1 By implementing a new integrated asset management system
2.2 By integrating the Concierge Service at Bredbury
2.3 By implementing the Asset Management Strategy Action Plan
3.1 By developing an overarching ASB Strategy to ensure excellence for each customer
3.2 By ensuring gap analyses are completed for all ALMO KLOE’s, developing improvement plans approved by the Project Board
3.3 By creating a virtual Repairs Service, delivering excellence for customers
3.4 By ensuring all customers have the opportunity to influence service delivery through a comprehensive Customer Involvement Strategy
3.5 By ensuring an excellent Concierge Service is delivered
3.6 By integrating the Sheltered Housing Management Service
3.7 By introducing a range of health related initiatives for customers
3.8 By implementing under-occupancy schemes
Target datefor completion
March 2010
September 2009
November 2009
October 2009
March 2010
December 2009
July 2009
September 2009
March 2010
December 2009
August 2009
June 2009
March 2010
Aims
Objectivenumber
4
5
StrategicObjective
Continue to enhance access to services, particularly for vulnerable customers
Maximise the contribution to social inclusion
How will it be achieved?
4.1 By ensuring the needs of disabled customers are met by all services
4.2 By reviewing and delivering a Customer Access Strategy and action plan
4.3 By delivering the Diversity Action Plan
4.4 By ensuring communication to staff and customers is effective and fit for purpose
4.5 By reviewing Choice Based Lettings (CBL) to ensure it continues to provide a customer driven, accessible and progressive service
4.6 By successfully completing the second Refugee Gateway Protection Programme
4.7 By working in partnership with AGMA Local Authorities to secure a regional Gateway Protection Programme
4.8 By implementing Year 2 of the Furnished Tenancy Business Plan
4.9 By successfully completing the Family Intervention Pilot Project
4.10 By successfully tendering for the two year Supporting People funded Family Intervention Project
4.11 By commencing modelling and negotiations for the Dispersal Contract Post 2011
4.12 By replacing the existing Carecall Call Handling system to enable enhancement of service and business growth
5.1 By implementing the Financial Inclusion Strategy
5.2 By developing and embedding a Social Inclusion Strategy and ensure this compliments the Council’s overall strategies.
Aims Target datefor completion
March 2010
December 2009
December 2009
November 2009
March 2010
March 2010
March 2010
March 2010
September 2009
September 2009
March 2010
March 2010
April 2012
March 2010
Objectivenumber
5
6
7
StrategicObjective
Maximise the contribution to social inclusion
Ensure ICT effectively delivers service objectives and improvements
Deliver a culture of continuous improvement
How will it be achieved?
5.3 By improving the understanding of the customer base
5.4 By continuing to research and develop sub-regional CBL (Pinpoint)
5.5 By further developing customer consultation and involvement for Homechoice and Housing Options
6.1 By investigating, and if approved implementing an electronic document management system
6.2 By implementing the improvement plan from Best Value Review of IT
6.3 By researching and developing (as appropriate) an on-line application facility for customers of Homechoice
6.4 By making re-housing information available via website (e.g. video advice)
7.1 By recognising excellent working practice through accreditation
7.2 By documenting and reviewing the framework for continuous improvement
7.3 By undertaking regular reviews of services and implementing recommendations
7.4 By ensuring Customer Finance have up to date and robust policies and procedures
7.5 By embedding Risk Management across the organisation
7.6 By reviewing the Financial Regulations
7.7 By ensuring performance is comparable to that of highest performers
Aims Target datefor completion
September 2009
March 2010
September 2010
December 2010
December 2009
March 2010
December 2009
March 2010
August 2009
March 2010
October 2009
December 2009
December 2009
March 2010
Objectivenumber
8
9
10
StrategicObjective
Continue to build a culture that promotes staff empowerment and well being
Implement robust framework for policy and strategy development and review
Embed a Value for Money culture
How will it be achieved
8.1 By becoming a Top 100 employer
8.2 By delivering the HR Strategy Action Plan
9. By embedding effective quality assurance systems
9.2 By reviewing policies and procedures as required by each service area
9. By ensuring actual working practice reflects agreed standards for strategies, policies and procedures
10.1 By ensuring monitoring of efficiencies is integral to service improvement
10.2 By providing budget management training to all budget holders
10.3 By establishing a challenging and effective contract management system
10.4 By maximising income to deliver enhanced services
10.5 By maximising potential of partnership working to benefit customers
10.6 By ensuring robust budgetary controls are in place for Technical Services
Aims Target datefor completion
April 2010
October 2010
December 2009
October 2009
September 2010
March 2010
October 2009
April 2010
April 2012
March 2010
November 2009
Objectivenumber
11
12
StrategicObjective
Ensure strategic direction is focussed and challenging, securing long term viability of the organisation
Ensure a robust financial framework for growth opportunities, ensuring compliance & viability
How will it be achieved?
11.1 By working with Stockport Council on the review of the Management Agreement
11.2 By implementing the outcomes of the HRA subsidy review
11.3 By undertaking an option appraisal for Stockport Homes
11.4 By working with Stockport Council to ensure there is affordable housing in the Borough
11.5 By ensuring the Board has the skills and capacity to deliver effective governance
11.6 By commencing the Review of Allocations Policy and Homelessness Strategy
12.1 By producing a Business Plan 2009-12
12.2 By developing individual and consolidated New Build financial models, that prove viability in line with the Development Strategy
Aims Target datefor completion
October 2010
TBC
October 2010
March 2010
April 2010
March 2011
December 2009
September 2009
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