HKHA

Government Housing Objectives

2.1	The blueprint of the Government's housing policy was set out in the Long Term Housing Strategy White Paper published in February 1998. It has been further amplified in the Secretary for Housing's annual policy booklet entitled 'Better Housing for All'.

2.2	In his Policy Address in October 2000, the Chief Executive reaffirmed the HA's role in introducing flexible home ownership options and its commitment to reduce the overall average waiting time for PRH flats to three years by 2003 and to two years by 2005 for elderly applicants.

Operating Environment

2.3	Before formulating the HA's corporate strategies for 2001/02, we have conducted a review on our operating environment. The following salient factors are identified which will likely affect the implementation of the public housing programme.

General Environment

	Political Factors
		Rising community aspiration for greater accountability and transparency of government departments;
		Increasing concern among political parties on livelihood issues, including housing.

	Economic Factors
		Signs of sustained economic recovery;
		Performance of the property market.

	Social Factors
		Increase in population, especially the new arrivals from the Mainland;
		Ageing population and growing trend of small families;
		Higher awareness on environmental issues;
		Enhanced public transport network for new towns.

Housing Environment

		Aspiration for property ownership;
		Public confidence in the quality of HA flats;
		HD organizational and staffing adjustments to cope with the impact of Phased Services Transfer (PST);
		Implementation of the flexible housing production strategy.

Strategic Objectives

2.4

Having regard to the latest operating environment and forthcoming changes, the policy objectives under the Long Term Housing Strategy and housing targets set by the Government, the corporate strategic objectives for the HA in 2001/02 will be -

	To facilitate the cost-effective provision of quality public housing and associated services;
	To maximize the rational allocation of housing resources, matching subsidy type and level to customer needs;
	To facilitate home ownership by providing flexibly a wide range of options;
	To manage and maintain our assets with a view to maximizing their economic life and contribution;
	To make greater use of private sector resources in the delivery of housing and associated services where it makes financial and management sense to do so;
	To develop a partnership with customers and other stakeholders and strengthen communication with staff and customers with a view to improving understanding of each other's aims and needs;
	To develop and deploy our human and financial resources to meet corporate goals in the most effective manner; and
	To contribute actively and positively towards sustainable development.

2.5	In recognition of our on-going reforms on enhancing building quality and improving service delivery through outsourcing, the central theme for this corporate plan is 'Quality Homes and Services'.

2.6	Taking into account the strategic objectives and the central theme, we have drawn up 64 key initiatives in this corporate plan. Details of these initiatives are elaborated in Chapters 4 and 5.