Accessible Housing and Resources Cabinet Portfolio

The main challenge/risk is around the delivery of a stretching rental income and capital receipt income target over the next 2 years.

This is needed to help fund council services whilst also delivering Regeneration and Housing outcomes, which requires the Property and Assets team to work at pace in a fast-changing economic landscape within Property markets. Work is ongoing to embed a single approach to Corporate Landlord across the council.

Delivery of a robust and balanced Medium Term Financial Plan with deliverable savings (including transformation savings) and income targets.

The innate complexity of joining legacy systems, processes and teams into single functions to deliver efficiencies and savings means that capacity becomes focused on change programmes.

However, this cannot impact the delivery of business as usual services. Balancing these competing demands is an ongoing portfolio challenge.

Maintaining a good end to end Customer experience whilst systems, processes and teams consolidate and change across the whole organisation is a key challenge.

We aim to review, design and deploy a Customer Service Centre establishment model that can manage business as usual as well as seasonal spikes.

It should also have the capabilities and capacity, through Business Continuity management, to stand up flexible resource to manage all known and unknown spikes in service.