Kevin Albers

8/11/2019 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

Kevin Albers

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