Inventing our future Collective action for a sustainable economy

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9 Implementation, managing and
monitoring the RHS
Priorities for delivery
9.1 Publication of this document is merely the beginning of a process. The value of the RHS will be
judged entirely on the basis of its implementation. This is encapsulated in two questions: were its
objectives achieved, and did it provide the appropriate framework for those charged with
delivering against objectives?
9.2 A series of actions and recommendations for the implementation of this RHS are proposed in each
section, and a full list can be found at the end of this section. In terms of prioritisation of these
actions, the most pressing need is for the creation of a detailed Action Plan to set out the agenda
over the next few years. This will require a process of careful prioritisation, attribution of
responsibility, identification of targets and milestones, and setting timescales.
9.3 This action planning process should be completed by December 2005. This will allow for the
following matters to be taken into consideration:
• the arrangements for governance, management, monitoring and review of the RHS are
subject to change pending confirmation from Government on the merger of regional
planning and housing functions. Although we fully anticipate a positive announcement,
confirmation is required before new arrangements can be put in place.
• the action planning timescale should allow full involvement of all those critical to the
implementation of this RHS. This timescale will allow for communication to facilitate
understanding and co-operation amongst these delivery partners.
9.4 Given the potential new roles for EERA in regional housing, this action planning process should be
led by EERA, working in conjunction with regional partners involved in the preparation of the RHS
and with wider networks of key stakeholders.
9.5 The sub-regions are an integral part of this structure and have been instrumental in shaping both
the RHS. They will also be significant delivery agents through their own sub-regional strategies and
the investment planning process.
9.6 The implication is that sub-regions will need to monitor the progress of their own strategies and
ensure that effective linkages with the RHDG are maintained.
Short-term delivery
9.7 At any time in the future, interest in pursuit of the RHS will be lost if it is not perceived to be
making a significant difference to what is happening in the Region. It is imperative that those
responsible for delivering strategic objectives are seen to be doing so in the early years. This will
apply to all of the Action Plan, but the most significant or visible success which is
required is to make progress towards the delivery of the step-change in increasing the
supply of affordable housing in the Region.