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Branch Deliverables

created for our branch session to show 12/13 results and 13/14 upcoming deliverables.
by

Connie Mah

on 29 August 2014

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Transcript of Branch Deliverables


Agenda:

1) Strategic Planning 101

2) 2012/13 Deliverable Update

3) Review 2013/14 Plan

SBEM & CAPITAL PLANNING
Branch Objectives
Risk/Opportunity
Develop Dept Deliverables
ASSET STRATEGIES
Branch Objectives
13/14
Collaborate with our non-profit housing partners to enhance the sector's strategic & sustainable asset management capacity.
Support the Aboriginal housing sector in increasing self-reliance in strategic asset management.
Enhance alignment between Technical Research and Asset Strategies initiatives.
Provide effective strategic capital asset management to support a sustainable social housing sector over the long term.
Enable project & program excellence through high level of business process effectiveness.
Support our non-profit partners in capital improvement project delivery.
Support BC Housing's objective of environmental leadership in the housing sector.
Enhance "Service First" culture in Asset Strategies.
Actively promote and support a high-level of employee engagement & motivation.
Leadership excellence.
RISKS
Select Branch Deliverables
Share & Collaborate
Finalize Branch Plan & Risk Register
Develop Department Deliverables
SMART BUILDINGS & ENERGY MANAGMENT
BUSINESS PRACTICES
PORTFOLIO PLANNING
CAM & CPI
Ask questions/discuss

We should refine this.

This is important to me!

This can be deferred to next year...

Oops, we forgot something.
WORLD CAFE TOOLS:
1. Support a Strong Non-Profit Housing Sector
3. Enhance Aboriginal Housing Partnerships
4. Help bring about Improvements to the Quality of Residential Construction and Strengthen Consumer Protections.
5. Sustainable Leaders
6. Organizational Excellence
Risk Brainstorming
Update Branch Risk
Registry
Develop Deliverables
The AS
Branch Plan Cafe
Table #1
Table #2
Table #3
Table #4
Table #5
Next Steps:
Consolidate the Comments/Feedback
Coordinate Deliverable across the Organization
Ensure Balance In Workloads

Branch Planning Process
2012/13 Deliverable Update
BUSINESS PRACTICES
PM Manual Implimentation
Performance Indicator Framework
SBEM
CAPITAL PLANNING
SINGLE RESIDENTIAL OCCUPANCY
CAM & CPI
Select Preferred Proponent
Achieve Financial Close
Start Construction
Capital Review Committee Reporting
Collaboration with BCNPHA
200 Group Homes
Performance Data
Capital Projects
New Programs
Group Home Guide
CPS and AP starting to talk
Assessments
BC Housing's Risk Management Philosophy
BC Housing accepts reasonable risks to achieve its strategic priorities.

Our managers and employees are encouraged to be innovative and entrepreneurial, which requires a certain level of inherent risk.

In accepting risk, we will not compromise BC Housing's core values of Integrity, Respect, Service, Accountability and Commitment.
Risk Discussion
Risk is only one element in making a decision.

Recognize the risk of not doing something.

Take calculated risks to meet our strategic priorities and to find better ways to do business and manage programs.

A "red" rating on a risk indicates more anaylsis is needed not that we must stop.
Full transcript