Download - Kevin Albers
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2014 CHRA Congress on Housing and Homelessness
Transformative Practices in the Business of Affordable Housing
Kevin A. Albers, CPA, CGA, CAFM
Chief Executive Officer
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OutlineMakola Group
Scope of Services
Projects and ExpansionBusiness as Usual?
Deliberate preparation
Turning Points
Critical Success Factors
Challenges
Closing Thoughts
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Makola isVisionary
Strategic
DeliberateResponsive
Relevant
Nimble
Sustainably Focused
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Makola Group
Not for Profit (1984)
Registered Charity
1600 units in BC
4500 people housed
80 FTEs $Billion in Assets (MV)
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Scope of Services
Aboriginal Affordable/SubsidizedHousing Manager
Assisted Living Operator
Project Manager
Development ConsultantGeneral Contractor
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Projects and Expansion
Property Manager Assisted Living Operator Development Consultant
BC HousingPrince Rupert
Management Transfer (April
2014)
267 units
JeskenAerie Assisted Living
60 units (February 2005)
Boundary - Supportive Housing
41 units
Hope CenterHomelessness
25 units
Rural and Native Housing
Provincial
Ownership/Management
Transfer
75 units Vancouver Island
(April 2012)
322 units BC Mainland
(March 2013)
Tsitsuwatul Lelum
50 units (July 2012)
GoldstreamFamily Rental
36 units
GoldstreamCommercialOffice
5,500sf purpose built (Makola)
Rosalies VillageRental
40 units
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Business as Usual?
No complacency
Entrepreneurial
Focused
Calculated
Closing the loop
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Deliberate Preparation
O/A Expiration Analysis/Profile
Regional Portfolio Analysis
Consistency - Standardization
Visioning exercises
Jump off points defined
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Turning Points
Regionalization
Board Development
Strategic Plan
Homelessness
Aboriginal Housing Programs
The move off the rock
PM and DC departmentalization
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Critical Success FactorsBoard Consultants
Strategic Plan Check In
CEO as vision holder (staff buy-in)
Phased approval process
Business model
Scalable infrastructure
Strategic Partnerships (partners success)
SMEs
Cultural Competency
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Board Consultants
Connectedness to the BOD
Creative engagement methods
Facilitation
Integration with CEO
Board Policy development
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Strategic Plan
Realistic goals, objectives and timelines
Succinct
Living documentReviewed quarterly (traffic lights)
Departmental SPs tied to Society SP
Updated every 3 years
Concepts and plans tested against it
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Phased Approval Process
3 Phase Approval Process
Phase I Concept Approval
Phase II Deeper investigation andresources
Phase III delegated authourity
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Business ModelDiversified community decisionmaking
Centralized administration/financePM and DC Divisions
Sustainable focus/economies of scale
Standardization and consistency
Replicable
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Scalable Infrastructure
Information Technology
Management model
Training model
Administration
Finance
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Strategic Partnerships
Partnership Protocol
Mutually beneficial
Leverage strengths of partners
Focus on Partners success factors
Capacity transfer
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Subject Matter Experts
Task and Project focused
Ownership project continuum
Change management experience
Engagement with Team
Knowledge transfer/training
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Challenges
Human resources
Workload balancing
Geographical dispersionTechnology not always a solution
Communicating the good news
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Closing ThoughtsPOWER of a Strategic Plan
only things that are measured can be improved
Processes must support growth
Systems shouldnt curtail growth
Not everyone can be the visionaries,
we need clean-up crewsPlan, do, check, act!
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Q&A and Discussion
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Contact Information
Kevin A. Albers, CPA, CGA, CAFM
Chief Executive Officer
Email: [email protected]
Website: www.makola.bc.caPhone: 1-877-384-1423 Ext 110