STRATEGIC PLAN 2021 2023 - Greater Victoria Housing ...
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2021 - 2023 STRATEGIC PLAN
Mission Statement
Greater Victoria Housing Society provides affordable, secure rental housing to
low-to-moderate income households contributing to healthy, thriving and livable communities.
Introduction WE ARE:
Greater Victoria Housing Society (GVHS) will build • affordable rental housing for low-to-moderate
upon the successes of the 2018-2020 strategic plan. income individuals and families
Even with the pandemic, the Society adapted and • an essential housing continuum component
stayed on track to accomplish its mission. We look
• property development and management
forward to more stability and continued plans to excel.
• reinvestment of surpluses back into housing
About Us
WE ARE NOT:
F ounded in 1956, GVHS is a non-profit charitable
organization created in response to the shortage
of affordable housing facing many seniors, persons
• transitional housing/shelters
• market rental housing
with disabilities and families in our region. GVHS
now manages 932 units in 17 buildings throughout • social services
Greater Victoria, serves over 1200 tenants and growing! • assisted/supportive living
Our Priorities PRIORITY 1
Our priorities are the five areas that GVHS focuses Our Clientele
on in order to achieve our mission. While these
priorities are inter-dependent, each priority has a GOAL
specific goal, descriptions of success and strategic To meet our diverse tenants’ housing needs for
directions to guide our work. high quality, secure, affordable rental housing, and
Here is the planning process we followed to finalize excellent service.
our five priorities:
WHAT SUCCESS LOOKS LIKE
WHERE ARE WE GOING? • Tenants are highly satisfied with housing and staff
interactions.
• Mission
• Current and prospective client needs are met
• Priorities
quickly and efficiently.
• Goals
• Descriptions of Success • People’s choice for high quality affordable housing.
• Consistently high occupancy rates.
WHERE ARE WE NOW?
STRATEGIC DIRECTIONS
• Current Situation
• Increase opportunities for tenants to be engaged
• Strengths, Weaknesses, and to provide feedback.
Opportunities & Threats
• Ensure efficient processes for selecting and
• Progress Since Last
housing new tenants.
Strategic Plan
• Ensure decision-making processes are clear and
HOW DO WE GET THERE? transparent.
• Provide staff with more information so they can be
• Strategic Directions ambassadors for GVHS.
• Foster a sense of community in our buildings and
with interested neighbours.
2 | GVHS STRATEGIC PLAN 2021-2023
PRIORITY 2 PRIORITY 3
Our External Our
Relationships Organization
GOAL GOAL
To build valuable, lasting partnerships to help To ensure a sustainable, healthy, inclusive, resilient
achieve our mission. and financially stable organization.
WHAT SUCCESS LOOKS LIKE WHAT SUCCESS LOOKS LIKE
• Open and accessible resource and partner for • Sufficient qualified staff to accomplish goals.
communities, local societies, philanthropic
• Fulfilled, engaged and productive staff.
organizations and all levels of government,
consistently called upon to provide advice. • Employer of choice.
• Advocate for affordable housing in Greater Victoria. • Efficient and effective systems and management
with proven adaptability to manage change.
• Access to decision-makers at all levels of
government. • Diverse staff and board with equitable and
inclusive practices.
• Trusted partner in evaluating, assisting, and
managing other society’s properties. • Effective, fulfilled board that continues to
• Innovative partner in exploring new ways to improve GVHS.
achieve affordable housing. • Operational decision making guided by
• Good community neighbour with buildings that sustainability principles.
contribute to thriving communities. • Sustainable, diverse and stable revenue sources.
STRATEGIC DIRECTIONS STRATEGIC DIRECTIONS
• Increase awareness of our work and expertise • Ensure GVHS continues to be an attractive place
through ongoing communication and where people are proud to work.
participation in initiatives with local, regional, • Develop clear paths to secure diversified and
provincial and/or national stakeholders. reliable financing/funding.
• Assist other organizations with our expertise. • Create a culture of mentorship and support,
• Seek opportunities to network, build partnerships providing opportunities for skill development and
and maintain relationships with community, training.
philanthropic organizations, and all levels of • Continually evaluate and refine business systems.
government.
• Define and apply sustainability principles.
• Safeguard and enhance our reputation as a leading
• Review, update and improve our standard
provider of high quality affordable rental housing.
operating procedures, including recruitment and
• Continue to seek opportunities to showcase GVHS succession processes.
and share stories.
• Explore, learn and educate ourselves about equity,
• Take advantage of opportunities to discuss reconciliation, inclusion and diversity, and develop
affordable housing with people beyond our a clear understanding of what it means for GVHS.
traditional stakeholder groups.
• Continue to ensure clear and updated policies,
procedures and protocols.
…I am so comfortable here, finally
getting finishing touches to my suite, it’s
turning out so perfect, I’m absolutely loving it, I recommend GVHS to many
and I go for evening walks every night and its and won’t hesitate to apply again with
also so nice to walk to the grocery store, you in the future. Thank you for 5 yrs +
it’s just so perfect for me. of affordable housing.
GVHS STRATEGIC PLAN 2021-2023 | 3
PRIORITY 4 PRIORITY 5
Our Existing Our Growth
Housing GOAL
GOAL To respond to the community’s affordable housing
To proactively maintain and upgrade our existing needs by increasing our housing stock.
housing. WHAT SUCCESS LOOKS LIKE
WHAT SUCCESS LOOKS LIKE • Continuously having projects in various stages
• Our tenants are happy with the quality and level of from proposal to completion.
maintenance of their homes. • Increase the number of units managed.
• Buildings achieve their longest useful life. • New buildings are recognized for their
• Strategies are in place to address buildings that are contribution in advancing innovation in design
no longer economically viable or functional. and building sciences.
• Buildings adapted for climate change and other risks. STRATEGIC DIRECTIONS
• Buildings are fully accessible. • Continue to have development expertise on our
project teams.
STRATEGIC DIRECTIONS
• Continue to build our housing to highest standards.
• Ensure up-to-date building condition data
(including maintenance, capital asset management • Seek funding support for new projects from all
and risk management plans). levels of government and other organizations that
support development of affordable housing.
• Increase accessibility and livability in all buildings.
• Identify and secure land for housing.
• Ensure alignment between capital plan and
maintenance/repair priorities. • Look for merger and acquisition opportunities
within our core business areas.
• Ensure unit turnover processes are cost effective
and efficient. • Use current properties to leverage future
development.
• Measure tenant satisfaction.
• Retrofit existing buildings as needed to deal with
climate change. The GVHS staff and board are
• Identify opportunities for rezoning existing land to excited to continue providing high quality
increase density and allow redevelopments. service to our tenants and to keep building
more homes, to address housing needs
in Greater Victoria.
GVHS Board Chair – Lisa Edwards.
Implementation
Staff will develop a
detailed workplan with
timelines, deliverables, and
responsibilities, including
key performance indicators
and targets.
Annual review of the strategic plan will be Tel: 250.384.3434 Fax: 250.386.3434
implemented to assess changes to the current Email: info@greatervichousing.org
situation and funding environment. Strategic
www.greatervichousing.org
directions will be updated if required.
This strategic plan sets the path for another exciting
and successful three years for GVHS.
Registered Charity 10817 3238 RR0001
4 | GVHS STRATEGIC PLAN 2021-2023
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