Objective setting
3.1 Having reached an understanding of the housing problems in its area, the local authority must set out in the LHS what it is to do about them.
3.2 It must set its strategic objectives. It must then identify separate ways of achieving them (strategic options) and carefully weigh up the advantages and disadvantages of each, before choosing the options to take forward in the LHS. The CIH/LGA publication explains this
3.3 This is by no means easy or straightforward:
Objectives do not always or often flow obviously from the analysis of problems;
The options for achieving objectives may be varied and each will have associated advantages and disadvantages, which must be evaluated against the objectives sought;
The process of identifying strategic options and analysing them involves judgement;
Selection should be done systematically, but that does not make it an 'objective' or a 'scientific' process;
In setting objectives and selecting options to pursue, local authorities will need to consider the risk associated with them, i.e. the consequences of failure, what might hinder delivery, what could mitigate the risk and what contingency systems need to be in place.
3.4 The set of strategic objectives adopted as consistent with and appropriate to the fundamental aim of the local authority, together with the options and programme of action chosen to achieve those objectives constitute the central core of a LHS.
3.5 Strategic Option Analysis - Best Practice Guide (1994) by Pieda, covers principles and demonstrates their application through case studies. See also 'Strategic Priorities and Option Appraisal in Housing Investment' (1993) produced by Pieda for the (then) Scottish Office and chapter 5 of Goss and Blackaby’s guide.
3.6 Having selected which options to pursue for the LHS, action is to be planned with targets set, against which performance and progress can be measured.
