Following the repositioned housing policy, the Housing Authority (HA) has concentrated on its core function of providing subsidized rental housing to those who cannot afford to rent accommodations in the private market. It continues to assist the Government in maintaining the average waiting time for PRH at around three years.
Operating Environment
The following economic, social and HA-specific factors would have a bearing on the HA's operating environment.
Economic Factors
- Movement of private rental and inflation rate
- Income level and distribution
- Pace of economic growth and unemployment situation
- Performance of the property market and interest rate
Social Factors
- District Council Elections
- Demographic changes particularly in respect of ageing population and trend of small families
- Inflow of one-way permit holders
- Increasing mobility across the border
- Number of public rental housing (PRH) tenants receiving Comprehensive Social Security Assistance
- Public expectation of quality and responsive services
- Rising concern over environmental sustainability and living environment
HA-specific Factors
- Outcome of the Review of Domestic Rent Policy
- Sale of surplus Home Ownership Scheme (HOS) flats
- Land supply and development density of PRH projects
- Rising concern over the rational allocation of public housing resources
- Rising number of Waiting List applications
- Long-term financial sustainability of the HA
- Financial arrangements between the Government and the HA
- Building management and maintenance issues
- Continuing concern over the HA's outsourcing strategy, particularly over the contractors' compliance with labour protection requirements
Strategic Objectives
Having regard to the HA's latest work priorities and initiatives, we have developed the following strategic objectives.
- To facilitate the cost-effective provision of quality PRH.
- To maximize the rational allocation and eliminate abuse of housing resources with a view to enhancing the turnover of PRH.
- To work in partnership with customers and other stakeholders to enhance service quality.
- To put the surplus HOS flats for sale in an orderly manner.
- To manage and maintain our assets with a view to maximizing their economic life and contribution.
- To make effective use of private sector resources.
- To make the fullest use of human and financial resources and information technology to meet corporate goals.
- To contribute actively and positively towards sustainable development.
- To be innovative in enhancing operational efficiency.
- To promote the core values of the HA among staff members.
Eighty key activities have been drawn up in this Corporate Plan to achieve these strategic objectives in 2007 / 08. Details are set out in Chapter 4.
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