Page 4 - 2015 CHC Annual Report

Windsor Essex CHC 2015 Annual Report www.wechc.com 4

FOCUS
SUCCESSFULFOLLOW ONE COURSE UNTIL

JIM STEELE, CEO, WINDSOR ESSEX CHC, - B.A., F.I.H.M., CIH CHARTERED MEMBER

We own and manage over 4,708 homes with 4,231 homes in Windsor and 477 in the County of
Essex. 12,000 seniors, parents, children, singles and persons with special needs, call one of our 732
buildings their home. Our portfolio includes high rise apartments, low rise apartments, town homes,
row housing and detached homes in Windsor and Essex County. We aim to be flexible in our
delivery of customer service and how we manage these assets over their life cycles.

OUR REVISED VISION DEFINES US, We will make a difference by building a strong
WE WILL MAKE A DIFFERENCE. and prepared organization. We will engage our
staff and residents to help us solve problems
Companies define themselves by what they do and generate ideas to support our mission and
well. Corporations typically structure their goals values. Working with our residents the com-
and strategies around their core business capa- munity and agency partners we will develop
bilities to maximize the potential for success. stronger more resilient local communities.
Corporate focus combines all this to build a road
map that is used to direct Windsor Essex CHC. Access to affordable housing is an essential com-
We endeavour to define ourselves by our vision, ponent of thriving and equitable communities.
we will make a difference. Because it is what we We live and work in an era of public constraint,
do best. the average age of the homes we own and man-
age is 43 years old.
Our 78 hardworking and dedicated employees
through their daily efforts make a difference for Our Corporation operates at a very low cost per
the residents we help. Our critical decisions will unit but as our buildings age, we need to make
influence management styles, resource alloca- adjustments to this trend. We are having the
tion, and all other components of running the conversations needed, at the provincial, federal
fourth largest housing provider in the province. and local levels to change this trend. On behalf
Regardless of the size or magnitude of these of the Board of Directors and the residents we
decisions, our focus must be on our residents, of serve, I thank City Adminstration, for support-
today, tomorrow and the decades ahead. ing CHC with an additional $1M for operational
pressures in 2015. We recognize, we need to
Together, staff and residents, with our Board look outside current legislation and funding pro-
of Directors have established strategies for our grams. Our difference making will come by not
team to implement. Our Strategic Plan speaks seeing over the horizon but imagining what we
to partnerships, innovation, capital revitaliza- may find there, and preparing accordingly.
tion, governance, transparency, changes to
operations and service delivery with an eye on
effectiveness and innovation.