Halton Community Housing Halton Community Housing

CorporationCorporation

Strategic Direction 2006Strategic Direction 2006

Status UpdateStatus Update

September 26, 2006September 26, 2006

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Scope of Current Project

1. Set a strategic direction for HCHC for the next five

years within the context of the Comprehensive

Housing Strategy

• Strengths, Weaknesses, Opportunity, Threats

(SWOT)

• Vision

• Mission

• Examine the Set of Operating Principles

• Set Strategic Objectives

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Vision

Halton Community Housing Corporation is seen as a landlord of choice in the Region of Halton

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Mission Statement

Principles

• Supports the vision

• Sets the direction for staff

• Defines

• what business you are in

• who is your target client (market)

• where you do business

• how you are different from the competition

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Mission: For Discussion

Halton Community Housing Corporation, a socially responsible landlord in the Region of Halton, provides assisted housing to low and moderate income households and creates healthy environments in which families and individuals can thrive.

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Mission : For Discussion

HCHC, a socially responsible landlord, provides housing to low and moderate income households and creates healthy environments in which families and individuals can thrive.

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Mission : For Discussion

As a socially responsible landlord committed to housing individuals that may have low income or special needs, the Halton Community Housing Corporation creates healthy environments so that everyone within their communities thrives

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Mission : For Discussion

HCHC is a socially responsible landlord providing housing to low and moderate income households in healthy environments in which our tenants can thrive.

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Statement of Operating Principles

HCHC is a landlord with a social responsibility to its

tenants

• We provide healthy communities

• We provide assisted housing

• We are financially responsible

• We provide excellent customer service

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SWOTStrengths• Customer service

• Staff relationships

• Managing the rent supplement portfolio

• Board support• Safety standards

• Property maintenance

• Financial controls .

Weaknesses• Harmonized policies

• Shifting priorities

• Lack of units for non-senior singles

• Staff roles and responsibilities not fully defined

• Lack of parking spaces

• Internal resources • Financial

• Information Technology

• Community development

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SWOT

Opportunities

• Enhance community

development role

• Increase housing stock

• Improve customer service

• Staff training

• Address the social

housing stigma

Threats

• Cost to create social

housing units

• Changing political

leadership

• Social housing stigma

• Aversion to risk

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Tenant Survey

Overall Satisfaction

• 93% - happy or very happy with where they are

living right now

• 82% - happy or very happy with the areas in and

around their homes

• 82% - happy or very happy with the exterior

grounds

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Tenant Survey

Future Direction

• Initial review does not indicate anything different

from that learned from the TRC workshop or

staff

• 48% - indicated awareness of support services

• 48% - know how to access support services

• Raises questions and requires further analysis

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Analysis

Analysis of all suggested actions and tenant

survey:

• Current organization review

• Ongoing operations

• Community development

• Policy

• Increasing housing stock

• “Marketing” HCHC as a landlord of choice

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Strategic Objectives

1. Establish an enhanced Community

Development role within HCHC

The desired outcomes are:

1. A structured process to work with the tenants and

to provide all the supports necessary to create Healthy Communities at all of HCHC’s sites

2. Communities in which families and individuals can

thrive

3. Provision of supports that facilitate “ageing in

place”

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Strategic Objectives

2. Establish and implement a harmonized set of

policies to be applied consistently across the

portfolio prior to completion of the next tenant

surveyThe desired outcomes are:

1. Improved customer service through the consistent

application of policies to clients in all portfolios in a fair and transparent manner;

2. Provide the support for staff and management

when making difficult decisions.

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Strategic Objectives

3. Clarify HCHC’s role in developing assisted

housing in the region within the context of

the Comprehensive Housing StrategyThe desired outcome is:

1. An increase in HCHC assisted housing stock by

50 to 100 units to meet the needs of non-senior singles in the Region of Halton by 2010.

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Strategic Objectives

4. Develop a marketing strategy designed to

establish HCHC as a landlord of choice, and

address the issue of the perception of the

stigma attached to social housing.The desired outcomes are:

1. Dispelling the stigma associated with social

housing

2. Positioning HCHC closer to its vision of being a

landlord of choice

3. Reducing vacancy loss

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Links to Halton Region’s

Comprehensive Housing Strategy

• Proposed Vision supports the CHS priority of creating a

positive image for assisted and affordable housing

• Draft Mission links to CHS direction of encouraging and

protecting assisted housing

• Proposed Strategic Objectives will:

a. Complement CHS actions re: eviction prevention

b. Help meet CHS targets for creating assisted housing

c. Support anti-NIMBY initiatives of CHS

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Next steps

• Obtain input / discussion from the Board

• Finalize strategic objectives/report

• Communicate with staff

• Develop action plans and performance measures

• Report back to the Board for approval

• Develop implementation plan and performance

measures

• Measure performance

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Process

1. Held a series of workshops to determine the

organization’s SWOT

2. Distributed the notes

3. Received some feedback

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Process

4. Held a second set of workshops to

• present the findings from the first workshop

• present the ranking of the SWOT

• generate some ideas on addressing

weaknesses and opportunities

• rank suggested future accomplishments

5. Analysed all of the suggestions to establish the

strategic objectives for the next few years

6. Reviewed the tenant survey and incorporated

any suggestions not covered