AT HOME WITH OUR PEOPLE
2013 ANNUAL REPORT WINDSOR ESSEX COMMUNITY HOUSING CORPORATION
Joint Messages from the Chair and Chief Executive Officer PAUL VALENTINE WINDSOR ESSEX CHC, CHAIR OF THE BOARD
JIM STEELE, B. A.F.I.H.M.,CIH CHARTERED MEMBER WINDSOR ESSEX CHC, CHIEF EXECUTIVE OFFICER
Albert Einstein– “There is no difference between large and small problems, for issues concerning the treatment of people are all the same.” We have a team of professionals who support the operational, financial, asset management , corporate services and executive office of Windsor Essex CHC. We serve a variety of people including, residents, housing applicants, stakeholders, community representatives and businesses. Customer focus is something that is different for every business. Achieving a customer focus is not a one-size-fits-all solution, it includes elements of customer service, but at its core, customer focus is about keeping attention on customers, expecting needs and valuing their opinions. Of course most of us try to focus on our customers, but simply improving our service levels is not enough. It is more than compliance with scripts or remembering to smile. Genuine customer focus is not just about politeness to customers. It’s also a curiosity about who our customers are, what other needs and wants we can meet. The expectations of our customers are the drivers. Truly, people are our drivers, people are our priority. People make their homes in our properties, people are our front line staff, people are the contractors we retain, and people are our partners. We are focusing on improving the relationship among CHC and our people.
CHC, our Community Housing Corporation, owns and operates 4,708 units in 700 buildings across Windsor and Essex County, and administers the rent supplement program in over 300 private market rent units. We are responsible for building maintenance and long term asset planning as well as the delivery of three distinct social housing programs, under different funding models. Our portfolio consists of high-rise apartments, low rise apartment buildings, town homes, row housing and detached homes in Windsor and Essex County.
about 12,000 residents safe, respectable and affordable accommodations. Our buildings have been well used but they are worn. 8 % of our stock was built in the 1950's, 69 % were built in the sixties and seventies. Our ‘new’ stock was built in the decade of the eighties. On the continuum of customer profiles, we have a need to change how we fit into the greater community. CHC continues to support the Ontario NonProfit Housing Association (ONPHA) “housing is the home of all issues”, public education campaign. Instead of just saying the words, we need to reflect that in the service we provide.
Our job is to match the people in need of a home with those buildings. The people, our customers, have changed. Community needs has changed and so has our company profile. Through community partnerships, tenant involvement, and corporate commitment we are able to offer
CHC MATTERS EXPERIENCE MATTERS
Besides the need for affordable housing, many of our residents need other types of supports. We connect residents to community organizations, and agencies. In support of our residents we work with government agencies, unions, community agencies, social service organizations, educational institutions. PROCESS MATTERS
How we plan to address our challenges is what matters most. Despite concerns that “we don’t have enough money,” or “enough time,” the success of CHC will depend on the process we develop. There is no “perfect” leadership style, management approach, or organizational structure. We need to find the opportunities that will move CHC forward in a manner that complements the 10 year housing and homelessness plan for the region.
PEOPLE ARE OUR PRIORITY
We need to rationalize our stock and adjust to match our new customer profiles, we need to adapt to how we face the speed of the changes required to better support our customers and local communities.
As leaders in social housing we need to possess a blend of both substance and style. We all have the command of knowledge required, or the substance “what” factor. Strategic planning, communication and the ability to understand how to "get from here to there” is style.
We are all entrusted to seek comprehensive solutions for all our customers and be mindful how we conduct our business is as important as the business we conduct.
Adaptability will be the characteristic which ultimately most distinguishes our sector. We should all be assessed by our capacity to adapt.
The most productive people rarely approach work from an individual perspective. They realize the leverage gained through engagement and collective knowledge of a group normally greatly exceeds that of an individual. We have the "what’s," it is the "how’s" that seem to be presenting the greatest challenges.
The edge lies with those who see change more as an opportunity and a challenge than a threat. When the psychologist Carl Gustaf Jung talked about the “thousands of years of struggle for adaptation and existence,” he was talking about humanity. However, he could have been talking about housing. If you do not adapt, you will cease to exist.
“ I T IS NOT THE STRONGEST SPECIES THAT SURVIVE , NOR THE MOST INTELLIGENT , BUT THE ONES MOST RESPONSIVE TO CHANGE ”. C HARLES D ARWIN Adapting to conditions that do not exist is not much different than sticking to the status quo in the face of obvious change. Adapting effectively always begins with a sound reading of where we are headed. The actions we took in 2013 were accomplished with the guidance from our board and through the hard work and dedication of staff, residents and partners. We will continue to focus on what the most important conversations are and clarify the intended outcomes of those conversations. CHC will identify who needs to have those conversations, and design how we can best, have those conversations. CHC will evolve and change the way we do business, ensuring we are operating effectively, applying and sharing best practices, creating value for our shareholder. Chair of the Board Windsor Essex CHC
CEO Windsor Essex CHC
CEO OFFICE & CENTRAL HOUSING REGISTRYWINDSOR ESSEX
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PROPERTY MANAGEMENT DEPARTMENT
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CORPORATE SERVICES DEPARTMENT
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ASSET MANAGEMENT DEPARTMENT
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C H C
Strategic P L A N N I N G
FINANCE DEPARTMENT
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WINDSOR ESSEX HOUSING AND HOMELESSNESS PLAN TH E C ITY O F W IN D SO R IN C O N SU L TATIO N WITH TH E R EG IO N AL C O MMU N ITY H AS D EVEL O PED TH E TEN YEAR H O U SIN G AN D H O MEL ESSN ESS PL AN . O U R AU TO N O MO U S N ATU R E O F AN ‘AR MS L EN G TH ’ L O C AL H O U SIN G C O R PO R ATIO N MEAN S C H C WO R KS WITH O U R SER VIC E M A N A G E R T O E N S U R E D E C I S I O N S M A D E R E G A R D I N G T E N A N T I S S U E S , P H Y S I C A L A N D F I N A N C I A L MAN AG EMEN T O F TH E H O U SIN G STO C K AR E AL IG N ED WITH TH E O VER AL L SER VIC E AR EA PL AN .
coordinated system of public, nonprofit and private partners. The Windsor Essex Housing and Homelessness Plan builds on analysis from 2004 and identifies objectives, and strategies to improve the access to safe, affordable, accessible, quality housing and support services for individuals and families in Windsor and Essex County. CHC continued to focus on our own internal planning by reviewing and updating our strategic plan and the business activities that support our blueprint. We intend to reflect closely the desired goals and objectives of the Windsor Essex Housing and Homelessness Plan.
The development of the Housing and Homelessness Plan as required in the Housing Services Act, is to provide a comprehensive approach in delivering a system of housing and homelessness services in our community. The provision of housing and services is an interconnected
Our identified focal points are : enhanced customer service goals; building capacity in people through communication and education of employees and residents; management of our assets including calculated long term planning for redevelopment; measuring operation efficiencies through performance measures and benchmarks, enterprise risk management assessments and overall accountability. At CHC’s request a review of our management model was undertaken by an external consultant. Senior management had begun the stages of building a long term strategy concentrating on the key items in the horizon, including an aging portfolio in need of redevelopment, an upcoming workforce shift with the need for succession plans, building obsolescence,
reductions in funding from the federal government, new provincial legislation, an economic downturn in the city along with ongoing pressures of dealing with a tenant population with support needs. These fundamental changes have had a profound impact on the operating environment for CHC. The management model review included investigation of promising or good practices around organization structure for housing landlord’s (including private market and social/affordable landlords). The observations provided, will be used to form business activities. In 2013, the City of Windsor, commissioned an operational report for Windsor Essex CHC. The outcomes and recommendations brought forward in this document will enable CHC to look to areas of the operation in need of improvement, identify where we perform effectively and allow CHC to implement actionable plans. Housing will continue to see changes over the next number of years. The introduction of the Housing Services Act and provincial changes to homelessness programs will change the dynamics of the social housing sector. The CHC Strategic Plan will guide the business activities for CHC over the next several years. Information obtained from staff meetings and surveys, updates provided by our customers, data collected from the Enterprise Risk Management Model, as well as ,the management model review and organizational report will provide insight into the future direction for CHC. This verification will present challenges on many levels but also will offer opportunities. Opportunities, to meet the needs and expectations of our customers, partners and shareholder as we assess our goals and structure.
OPERATIONAL EFFICIENCY
PARTNERSHIP BASED INCLUSIVE, SIMPLE PROCESS ►CHC CONTINUES TO MAXIMIZE THE VALUE OF OUR PARTNERSHIPS WHILE ENHANCING OPERATIONAL EFFICIENCY AND TENANT SATISFACTION WITH PROJECTS LIKE REVITALIZING REGINALD AND COMMUNITY GARDENS. ►CHC AND CUPE 543.6 ESTABLISHED A NEW COLLECTIVE AGREEMENT IN EFFECT UNTIL DECEMBER 31, 2016. ►WINDSOR FIRE & RESCUE SERVICES LED A HOARDING COALITION THAT INCLUDED ALL KEY SUPPORTS AND SERVICES, CHC IS PART OF THE COALITION. ► 20 ADDITIONAL NEW RENT SUPPLEMENT UNITS WERE ADDED TO CHC'S RENT SUPPLEMENT PORTFOLIO IN THE COUNTY ►SERVICE CONTRACTS WERE EVALUATED AND AWARDED TO PROVIDE LONGER CONTRACTS WITH EXPECTED EFFICIENCY AND SAVINGS TO CHC. ►ONPHA LARGE PROVIDER MEETING WAS HOSTED BY CHC IN 2013.
CUSTOMER SERVICE BUILDING CAPACITY
PEOPLE CENTRED OUTCOME FOCUSED ►CHC SURVEYED RESIDENTS ON SPECIFIC COMMUNITY CONCERNS. ►CHC HELD TENANT MEETINGS TO HELP WITH PREPARATION OF LARGE CAPITAL IMPROVEMENT PROJECTS SUCH AS THE ELEVATOR UPGRADE TO RIGGS MANOR AND THE BALCONY DECK, RAILING AND ROOF REPLACEMENT AT MAPLEWOOD APARTMENTS IN ESSEX. ► EMPLOYEES ARE KEY TO CHC’S SUCCESS AND REPRESENT CHC TO CUSTOMERS AND STAKEHOLDERS. MAINTAINING A WELL-TRAINED, WELLQUALIFIED WORKFORCE IS A CRITICAL FUNCTION. SIGNIFICANT TIME AND ENERGY IS SPENT ON THE RECRUITMENT PROCESS , IN 2013, 22 POSITIONS WERE POSTED. ►PROPERTY MANAGEMENT RECRUITED 2 ASSOCIATE DISTRICT MANAGERS WITH EMPHASIS ON BRINGING INCREASED RESOURCES TO OUR NEIGHBOURHOODS & SUCCESSION PLANNING FOR PROPERTY MANAGEMENT OPERATIONS. ►CHC SUPPORTS STAFF CAPACITY BUILDING , THROUGH INDUSTRY SPECIFIC CONFERENCES, WORKSHOPS & ACCREDITATION. ►SENIOR MANAGEMENT PARTICIPATED IN EXECUTIVE COACHING AND LEADERSHIP PLANNING .
ASSET MANAGEMENT/ REDEVELOPMENT PUBLIC ACCOUNTABILITY & ENTERPRISE RISK MANAGEMENT
FISCALLY RESPONSIBLE ►CHC PARTICIPATES IN THE CONTINUOUS SAFETY SERVICES (CSS) PROGRAM DELIVERED BY THE ELECTRICAL SAFETY AUTHORITY (ESA) ONTARIO. THE CSS PROGRAM HELPS CHC IN MEETING DUE DILIGENCE, RISK MANAGEMENT AND QUALITY CONTROL OBLIGATIONS WITH RESPECT TO ELECTRICAL SAFETY. ►IN PREPARATION FOR THE NEW HAWKINS-GIGNAC ACT WHICH REQUIRES A BATTERY OPERATED OR PLUG-IN CARBON MONOXIDE DETECTOR, HOMES OR APARTMENTS IN SPECIFIED CHC RESIDENCES PLANNING WAS UNDERTAKEN TO ENSURE COMPLIANCE WILL BE ACHIEVED IN 2014. ►CHC ENSURES ALL STAFF ARE COMPLIANT WITH LEGISLATIVE CHANGES AFFECTING ALL AREAS OF OPERATIONS. ►CHC MANAGEMENT UPDATED FORMATS FOR REPORTING BUSINESS ACTIVITIES TO OUR BOARD, SHAREHOLDER AND EMPLOYEES.
CHC CUSTOMER SERVICE We have a team of professionals who support the operational, financial, asset management, corporate services and executive office of CHC. In 2013, we reviewed best practices and took a thoughtful look at how we can support our customer needs most. Windsor Essex CHC serves a variety of customers including, residents, housing applicants, stakeholders, community representatives and businesses. We offer a variety of methods for customers to choose from when contacting CHC including accessible alternatives to people with disabilities. Corporate Services authored a Customer Service Action plan, based on a report presented to Senior Managers which included a summary with recommendations, customer service review, audit and staff survey results. CHC has continued to expand on our customer service plan in 2013, as part of the strategic planning to align the progression of a formalized plan with identifiable objectives. Corporate Services recommended the adoption of an additional vision statement related to Customer Service.
“ T H E C O MMU N ITY O F CHC EMPLO YEES W ILL MA IN TA IN A “ W ELC O MIN G PLA C E WH IC H EN SU R ES TR U ST A N D R ESPEC T FO R A LL C U STO MER S A N D EMPLO YEES , WH O EN TER O U R D O O R S . W E A R E C O MMITTED TO PR O VID IN G EXC ELLEN T C U STO MER SER VIC E TO A LL PER SO N S W E SER VE , R EC O G N IZIN G TH E D IVER SE N EED S O F O U R C U STO MER S A N D R ESID EN TS . ” CHC staff were commended for exceptional work during an emergency response to a fire that took place at Maplewood Apartments in Essex Ontario, in July 2013. CHC employees and community partners including the Greater Essex County District School Board, City of Windsor, Town of Essex, Red Cross, Goodfellows, worked together to assist Essex Fire and Rescue and our residents during and after the fire. 75 residents were initially evacuated. Within 1 week of the fire,all but 2 residents had returned to their units.
Housing Opens Doors is a multi-year campaign to make affordable housing a priority for Ontario, led by the Ontario Non-Profit Housing Association (ONPHA).
Mr. Sharad Kerur, Executive Director – ONPHA ,Mr. Jim Steele, CEO, Windsor Essex CHC, Ms. Deborah Martel, Employment Consultant, St. Clair College, Employment Services - Ms. Cheryl Porter, Office Manager – Glengarry Non Profit Housing Association , Hon. Teresa Piruzza, MPP Windsor West, Minister of Children and Youth Services.
Windsor Essex CHC was proud to host ONPHA ‘s Housing Opens Doors traveling outdoor exhibit at the Downtown Windsor Farmer’s Market,on June 22, 2013. Windsor received a total of 5231 rings in 1 day, surpassing our local wait list. The ONPHA goal is 156,000 rings one for each person on a waiting list for affordable housing in Ontario. Thanks to all who supported CHC and affordable housing.
HIGHLIGHTS ►CHC UPDATED SELF SERVICE ELEMENTS OF OUR WEBSITE WITH ADDITIONAL CUSTOMER SERVICE DRIVEN TOOLS TO INCREASE TRANSPARENCY AND TRACKING OF INQUIRIES. ADDED TWITTER FEED. ► EMPLOYEE SURVEYS COMPLETED FOCUSED ON CUSTOMER SERVICE AS PART OF STRATEGIC PLANNING. ►COMMUNITY RELATIONS WORKERS (CRW) HOST NUMEROUS COMMUNITY RESIDENT SURVEYS. ► CRW’S BROUGHT VARIOUS COMMUNITY EVENTS TO NEIGHBOURHOODS INCLUDING, HEALTH PROMOTION, SAFETY SESSIONS, INFORMATION SESSIONS, BBQ'S. ►NEIGHBOURHOOD GREENING AND REVITALIZATION PROJECTS CONTINUE IN LAUZON, GRANDVIEW, REGINALD. NEW GREENING PROJECT BEGAN IN LEAMINGTON. ►LARGE DONATION OF FLOWERS BY A LASALLE BUSINESS WERE DISTRIBUTED THROUGHOUT OUR PORTFOLIO. ►OUELLETTE MANOR, BECOMES THE FIRST OFFICIALLY RECOGNIZED NEIGHBOURHOOD WATCH PROGRAM IN A HIGH-RISE BUILDING , WITH RESIDENTS ACTING AS FLOOR CAPTAINS. ►CHC SUMMER RECREATION PROGRAM OFFERED IN 7 NEIGHBOURHOODS FOCUSED ON POSITIVE SOCIAL AND RECREATIONAL ACTIVITIES FOR YOUTH. EMPLOYING 28 STUDENTS, INCLUDING 8 YOUTH FROM NEW BEGINNINGS & 2 FROM DROUILLARD PLACE . ADDITIONALLY A PILOT PROGRAM WAS LAUNCHED ON YOUTH ENGAGEMENT. ►WEST ON WHEELS (WOW) AND CENTRE FOR SENIORS INTRODUCED NEW PROGRAMMING. ►CHC SUPPORTS AN ANALYSIS OF THE SOCIAL RETURN ON INVESTMENT FOR SUMMER RECREATION TO BE UNDERTAKEN BY CPRAC (COMMUNITY PARTNERS FOR APPLIED RESEARCH AND CONSULTATION). ►CHC STAFF ARE REGULARLY APPROACHED OR PLACED AS COMMUNITY SPOKESPEOPLE ON POVERTY, SOLUTIONS FOR SHORTAGE OF HOUSING IN ESSEX COUNTY AND HOUSING ISSUES. ► CHC HOUSED 668 HOUSEHOLDS FROM THE CENTRAL HOUSING REGISTRYWINDSOR ESSEX COUNTY (CHR-WEC) WAIT LIST. 2,576 APPLICANTS REMAIN ED ON THE WAIT LIST FOR AFFORDABLE HOUSING.
INVESTING, BUILDING,MANAGING YOUR HOME, OUR PRIORITY
Legislative changes and safety related improvement projects direct many of the decisions made concerning capital improvements and property management investments. Many decisions required are based on the life span of building components, life safety, structural, legislative, habitual and energy efficiency. CHC invested $ 4.8 million in capital improvements across our portfolio. We continue to seek renewable energy revenue generating opportunities through previous investment in energy related, projects which represents 21% of our other operating revenues. Our rooftop leases yield 25% of other operating revenue.
Intensive internal coordination among departments is often necessary to ensure capital repairs/improvements which affect our customers are undertaken after an effective communication plan is in place. This includes on-site meetings and assistance with alternate arrangements, if needed. Additionally emergent situations such as a fire or an impactful situation such as the 2013 provincial wide Elevator Repair Operator Strike also require and demand internal coordination of CHC resources.
4 or 5 bedroom units on the west side of Windsor .153 applicants were waiting for 4-5 bedroom units in 2013. CHC worked together to convert an existing 3 bedroom unit into a 5 bedroom unit. This was a pilot to evaluate CHC’s ability to add more 4-5 bedroom to our stock in the future. Property Management is responsible for ensuring residents adhere to their lease agreement obligations. At times CHC may need to begin legal action with the Landlord Tenant Board (LTB) for a variety of reasons, typically rental arrears. In 2013, CHC started LTB actions on 5% (213) of our overall tenancies however, even with our proactive actions 1% (58) households were evicted. The total costs of all LTB actions in 2013 was about $57,000.
CHR-WEC highlighted the need for
CHANGING TOMORROW THROUGH COLLABORATION BUILDS STRONG, VIBRANT, SAFE COMMUNITIES.
CHC studied and evaluated ways to reduce the opportunity for crime and victimization within our built environment and improvements to the physical security of various properties. We partnered with Windsor Police Services to improve safety through CPTED Audits (Crime Protection Through Environmental Design). LED lighting was installed in our Lauzon Family Community neighbourhood as part of our CPTED commitment along with Ouellette Manor and two of our seniors buildings, Cherniak Manor and Riggs Manor. This investment was about $1million. CHC along with our partners continued to support the Ouellette Manor Residents in safety endeavours through Windsor Police Services, Neighbourhood Watch Windsor, Safety Village, Legal Assistance Windsor and the addition of Paladin Security. Improved CHC resources to support District 5 staff at Ouellette Manor included the establishment of on site CHC offices as well as on site Community University Partnership resources.
2013 AUDITED FINANCIALS *
CHC operates within the parameters of the Housing Services Act (HSA) established by the province of Ontario. CHC’s primary source of revenue is derived from tenant rents representing 45.5% percent of our annual revenue. Approximately 40% of CHC’s expenditures include utilities, property taxes and insurances. CHC provides approximately 75% of all Rent-Geared-To-Income units in Windsor and Essex County. The Public Housing Program is 100% RGI ( Rent Geared to Income) and represents 3538 households. The Non-Profit Family Program provides housing to families for both Market Rent and RGI. About 60% of this program is RGI and 40% of the program is dedicated to market rent tenants. The Seniors Non-Profit Program provides affordable market rent units to seniors in our community. In total, our market rent units comprise about 18% of our portfolio and these revenues help to support and run both the Non- Profit Family and Non -Profit Senior portfolios.
2013 Tangible Capital Assets (NBV) $111,936,983
2%
Land $45,595,395
0%
2013 CHC - Consolidated Statement of Revenue $36,749,990 3% 8%
Building & Parking Lot $64,110,912
41%
Rental revenue 18,525,095 Service Manager Operating subsidy 14,309,387
Appliances $1,733,536
57%
50%
Capital subsidy 2,941,460
39% Other 974,048
Other $497,139
2013 CHC - Consolidated Statement of Expenditures $ 37,592,915
Social Housing Management 6,904,317 Interest 1,599,025
2% 4% 18% 20% 4%
15%
Amortization of tangible capital assets 5,666,863 Materials and services 6,059,970 Bad debts 237,602 Utilities 7,564,147 Municipal taxes (note 4) 7,398,319 Insurance premiums 701,804
20% 16% 1%
Rent supplement costs 1,460,868
2013 Non Profit Families Capital Improvements $449,388
2013 Non Profit Families Maintenance & Service Expenditures $1,028,261 1%
1%
2%
Floor Replacement $134,290.00
12%
6%
Appliance Replacement $37,001.54
30%
Roof Replacements $123,423.69
11%
38%
23%
Maintenance 64,243.52 Waste Removal 14,852.92 Elevators 16,523.17
CO Dectectors $49,746.79 11%
MUA Unit Replacement $49,044.11
8%
17%
Solar $52,244.09
27%
13%
Other $3,637.92
2013 Non Profit Seniors Maintenance & Service Expenditures $591,225
2013 Non Profit Seniors Capital Improvements $ 458,775
11%
Floor Replacements $53,718.17 Appliance Replacement $21,430.64 Elevator Upgrade $42,478.00 CO Dectectors $8,628.33
12% 5%
6% 6%
2% 1%
Unit Refurbishment $114,652.87
4% 7%
Heating, Plumbing & Electrical $152,802.74 Grounds $181,790.18 10%
2% 15%
Electrical & Generator $48,819.65 Security Lighting $67,315.53 Lock Replacement $28,201.76 Heating & Ventilation $28,677.48 Other $52,434.53
10%
13%
General M&S $59,750.25
19%
Parking Garage Ramp $44,927.96 Windows $62,143.48
9%
11%
Unit Refurbishment 393,151.58 General M&S 132,523.25 Heating, Plumbing & Electrical 171,866.78 Grounds 229,853.81
Maintenance $42,279.67
31%
Waste Removal $12,974.95 Building Security $3,924.46
26%
Elevators $21,847.68
2013 Public Housing Capital Expenditures $ 3,894,856
2% 3%
7% 9%
16%
2% 3% 11%
25% 0% 15% 3% 4%
Floor Replacements $259,514.26 Appliance Replacement $356,950.21 Elevator Upgrade $63,605.79 CO Dectectors $129,830.44 Window & Door $443,964.91 Electrical & Generator $4,847.04 Security Lighting $572,492.49 Roof Replacemens $152,747.60 Building Restoration $128,269.54 Kitchen Cabinets $966,715.55 Balcony Deck & Railing $615,634.64 Solar $70,915.23 Other $129,157.14
2013 Public Housing Maintenance & Service Expenditures $4,460,635 Unit Refurbishment 607,712.87 General M&S 667,952.83 Heating, Plumbing & Electrical 1,147,273.75 Grounds 661,332.43
2% 3%
7%
14%
7% 15%
5% 6%
15%
26%
Maintenance 282,271.72 Waste Removal 222,173.21 Painting 320,764.66 Building Security 136,593.99 Social & Recreation Programs 309,156.79 Elevators 105,402.82
As our portfolio ages, we are seeing trends in our Maintenance and Service expenditures that are leading to increased costs in electrical, plumbing, and structural components due to more complex repairs to maintain our stock. Utilities represents CHC’s single largest cost. In particular, the increased costs related to electricity creates a challenge for CHC. Many of our large properties are electrically heated and energy saving projects to retrofit these buildings and homes are cost prohibitive. Additionally, increased electrical costs will impact residents responsible for utility costs in their units .
*Pending receipt of Independent Auditors’ Report
OUR PEOPLE Windsor Essex Community Housing Corporation (CHC) is an independent local housing corporation, with a Board of Directors appointed by the City of Windsor and includes City of Windsor Councillor representation, Essex County representation, members at large from the local community and tenant representatives. Windsor Essex CHC is the largest social housing provider in Windsor and Essex County, and the fourth largest in Ontario. CHC provides 4,708 homes to about 12,000 seniors, parents, children, singles and persons with special needs. CHC also provides limited market rental opportunities to the people of Windsor and Essex County.
The City of Windsor is the sole shareholder of Windsor Essex CHC on behalf of the City of Windsor and the County of Essex. Windsor Essex CHC operates three distinct housing programs, affordable rental housing for low income seniors, non-profit housing for families, singles and persons with disabilities and rent-geared-to-income housing in Windsor and Essex County. Windsor Essex CHC administers the rent supplement program and continues to provide the centralized wait list function, on behalf of the Service Manager, through the Central Housing Registry – Windsor Essex County.
2013 CHC BOARD OF DIRECTORS Chair, Paul Valentine Vice-Chair, Marina Clemens Treasurer, Anna Angelidis Ron Jones, Councillor, City of Windsor Mark Morris Claire Paquette CHC
RECOGNIZES
QUEEN’S
Ann Paul* October 2013 Ron McDermott,Mayor,Town of Essex Ron Sutherland,Deputy Mayor,Town of Amherstburg Al Fazio,Deputy Mayor,Town of Lakeshore Percy Hatfield,Councillor, City of Windsor Percy Hatfield became the elected MPP for Windsor Tecumseh.
Fulvio Valentinis,Councillor,City of Windsor * October 2013 DIAMOND
JUBILEE
MEDAL
RECIPIENTS
Anna Angelidis, Marina Clemens, Mayor Town of Essex - Ron McDermott
2013 CHC EMPLOYEE AWARDS & RECOGNITION 2013
YEARS OF SERVICE RECOGNITION
Krysta Glovasky-Ridsdale 5 years Sharon Tofflemire 10 years Julie Simard 10 years Maureen Hurley 10 years Tom Broderick 20 years Everitt Crosby 20 years Sergio Ferrari 25 years Mark Morrison 25 years Darlene Fenech 25 years RETIREMENTS
Alex James (32 years) Lori Quinlan (37 years)
2013
EMPLOYEE
RECOGNITION
Everitt Crosby 2013 EXCELLENCE IN SUPPORTING GREEN INITIATIVES
Jeff Belanger Photos Credits: Front Cover: Leamington Community Garden, View of Cherniak Manor, Ouellette Manor BBQ, P2) Reginald Mapping, P3) Summer Recreation, Launch of Neighbourhood Watch, Tenant Meeting, P6) CHC Orientation for CUP Students, ONPHA “Housing Opens Doors Windsor” P7) Lauzon Community, WPS K9 Demonstration, Lutsch Garden Project Leamington,Summer Recreation Staff. Photo contributions, with thanks to: C.Battisti, P.Cassady, J.Simard, K.Schofield, J. Steele.
CHC Corporate Services welcomes feedback on this report. You may complete our reader survey on line at www.wechc.com. To request this report in other formats such as larger print, please contact Customer Service at 519- 254-1681 x 3030. 945 McDougall Street, Windsor, Ontario Tel: (519) 254-1681 E-mail:
[email protected] www.wechc.com - www.chrwec.com - www.windsor5.com
PUBLISHED BY CHC, CORPORATE SERVICES 2014.
