Strategic objective 2 Making our business stronger for the future Actions: Measured by Lead person When responsible To make sure that our governance and staffing structure enables the successful operation of RPRMC Develop a Board sustainability policy supported Policy and induction pack in place. Secretary Year 1 by an induction policy and user friendly pack to No of residents expressing an Ongoing encourage interest in board membership interest reported to board – Review and update the registered TMO to New model TMO rules (amended Secretary Year 2 ensure they conform to current best practice as required) adopted and are fit for purpose Review TMO policies and procedures, identify Policy and procedure manual in Year 1 gaps and new policies where needed place Director ongoing Work to ensure Board and membership is Board demographic/tenure Secretary/ Year 2 representative of the community - direct monitoring/report to board with Estate Director contact /targeted activity at underrepresented recommended actions. Reflected in group/s Consultation and Involvement strategy. Carry out evaluation of Board’s Evaluation taken place report on Chair Year 1 – activities/performance/ decisions annually action points Develop Learning plan for Board members Learning plan in place and Chair Year 1 – training open to all TMO members feedback to board on activities Increase membership of the TMO target 80% of All new tenants signed up as Secretary Year 3 eligible households by year 3 through a members. 80% membership by membership drive (introductory meeting with year 3 new tenants, membership pack, door knocking campaign, events) Review staffing structure to identify any skills Review completed report to Estate Director Year 2 – gaps and to ensure it is fit for purpose board and action plan Make sure up to date staff policies in place Appraisals plan and Estate Director Year 1 including staff appraisals, pension provision. development plans in place. Training and development plan in place for all Pension provided for all staff
Strategic objective 2 Making our business stronger for the future Actions: To make sure that our governance and staffing structure enables the successful operation of RPRMC Measured by Lead person responsible When Develop a Board sustainability policy supported by an induction policy and user friendly pack to encourage interest in board membership Policy and induction pack in place. No of residents expressing an interest – reported to board Secretary Year 1 Ongoing Review and update the registered TMO to ensure they conform to current best practice and are fit for purpose New model TMO rules (amended as required) adopted Secretary Year 2 Review TMO policies and procedures, identify gaps and new policies where needed Policy and procedure manual in place Director Year 1 ongoing Work to ensure Board and membership is representative of the community - direct contact /targeted activity at underrepresented group/s Board demographic/tenure monitoring/report to board with recommended actions. Reflected in Consultation and Involvement strategy. Secretary/ Estate Director Year 2 Carry out evaluation of Board’s activities/performance/ decisions annually Evaluation taken place – report on action points Chair Year 1 Develop Learning plan for Board members – training open to all TMO members Learning plan in place and feedback to board on activities Chair Year 1 Increase membership of the TMO target 80% of eligible households by year 3 through a membership drive (introductory meeting with new tenants, membership pack, door knocking campaign, events) All new tenants signed up as members. 80% membership by year 3 Secretary Year 3 Review staffing structure to identify any skills gaps and to ensure it is fit for purpose Review completed – report to board and action plan Estate Director Year 2 Make sure up to date staff policies in place including staff appraisals, pension provision. Training and development plan in place for all Appraisals plan and development plans in place. Pension provided for all staff Estate Director Year 1
Business%20Plan%202014-17_0.docx