Over the last few years we have responded to a rapidly changing environment in the field of social housing. We have also highlighted the strength of existing and potential partnerships with other agencies as a catalyst for driving through the improvements necessary to deliver our goals in helping to strengthen communities.

The key tools used for setting out plans and priorities are as follows:

• The Internal Management Plan which sets the overall mission and framework for the organisation in its governance, structure and functional aims
  
  
• The Business Plan aimed at maximising resources through private funding. Principally this document highlights financial performance and medium to long term projections
  
  
• The Strategy and Development Funding Plan which sets out the market context and procurement policy for capital projects
  
  
• Strategy plans covering a three year period have been produced for all services following a comprehensive consultation process with all stakeholders. The plans set out in detail the medium term corporate objectives and also plans for improvements in the quality of services being provided to customers.

By focusing on clear objectives and priorities, some determined by legislation such as the Housing (Scotland) Act 2001 and some by our planning processes, we have already made very good progress leading to significant achievements in the following areas:

• Tenant participation and registered tenant organisations
  
  
• Modernised contract procurement in capital projects
  
  
• Wider involvement in community partnerships
  
  
• Sustainability and fuel poverty
  
  
• A low demand housing strategy
  
  
• Our employer status as an Investor in People
  
  
• Our performance measures (benchmarking and self-assessment).