Executive post

Executive Member for Housing - Pauline Jorgensen


5.2.14  Executive Member for Housing

To oversee the work of the Council’s Housing Services and ensure they are carried out efficiently and effectively.

To lead on the Commissioning Strategy for Housing.

To take responsibility for the development of new or revised Housing policies with due regard to corporate objectives, including equal opportunities and social inclusion.

To develop the Council’s strategy for the delivery of housing to meet different demographic needs, including affordable housing schemes.

To develop a strategy to ensure the availability of sites for a pipeline to supply the Council’s housing companies, including seeking external funding for development opportunities.

To take responsibility for overseeing the Affordable Housing Strategy and implementing the Council’s statutory housing functions; including responsibility for the overall management of the housing stock.

To liaise with and advise the Affordable Housing Working Group as to requirements.

To take responsibility for the preparation for and implementation of agreed action plans from inspections including Housing Inspectorate reviews.

Responsible for Tenant Services including monitoring liaison with tenants through discussion with the Council’s representatives on the Tenant and Landlord Improvement Panel.

To ensure an effective communication and stakeholder engagement framework is built into each housing development scheme.

To develop the Council’s Communications and Marketing Strategy, overseen by the Leader of the Council.

To ensure that there is an appropriate level of consultation, communication and participation by residents, community groups, businesses and public sector.

To take responsibility for overseeing the development of the contract procurement strategy within the Housing portfolio, with particular regard to the following:


a)        ensuring corporate and consistent standards for monitoring and evaluation of contracts;


b)      examining with appropriate Officers ways in which contracts of all types can be better managed on a timely renewal basis to achieve greater value for money;


c)      to examine potential new ways of procuring services including;


i)        outsourcing;

ii)       market testing;

iii)      public/private partnerships or the Private Finance Initiative;

iv)      joint working with other public bodies;


d)      monitoring and evaluating the performance and value for money of contracts that have been awarded.


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