Page 21 - Directors manual final

Rather than “…housing to persons in need,” could state “…homes for persons struggling to meet the de-
mands of market housing.”

Perhaps “demands of market housing” could be misconstrued.

“Homes” might sound friendlier than “housing.”

Rather than “persons in need,” could use the term “households in need.”

Could remove the words “quality affordable” from the statement.

After the discussion, it was AGREED to leave the Mission Statement as is for now.

SITUATIONAL ANALYSIS

Prior to the planning session, the executive director and board members had completed a questionnaire re-
garding the strengths, weaknesses, opportunities and threats for RDHS in achieving its Mission. The facilita-
tor compiled the results and provided a summary at the planning session. (The full list is attached as Appen-
dix B.)

After discussion, some additional strengths, weaknesses, opportunities and threats were added to the sum-
mary, resulting in the following SWOT Situational Analysis:

STRENGTHS
• Good reputation and relationship with BC Housing
• Good relationships with local governments
• Skilled, engaged and active Board Members
• Open to change, innovation and new ideas
• Strong executive leadership
• High-functioning and competent staff, with strong administrative systems and structures
• Well-maintained properties
• Financially stable due to good portfolio planning and management
• Current capital plan
• Generally good tenant relations

• WEAKNESSES
• Strategic and operational planning
• Media/community relations
• Board-Staff role clarity
• Succession planning
• Written policies
• Staff salary and benefits
• Dependent on government funding

• OPPORTUNITIES
• Political environment
• Mergers/Acquisitions/Portfolio expansion
• Expanding target populations

RDHS Directors Manual 21