Program Specification Level 2 Chartered Member (CIH Canada)

Transcription

1 1. Asset Management 2. Managing People and Organizational Strategy 3. Housing Policy 4. Housing and Society Objectives This program sets out the expectations of a fully qualified housing professional in Canada. People who have achieved this level will be able to reflect on their own practice with a view to continuous improvement. They will understand how social housing works in the province and its relationship with other agencies. They will use their knowledge about alternative ways to deliver social housing to challenge the way that their organization delivers social housing They will have the skills and understanding to be able to lead the strategic development of their organization to maximize the benefit to the communities they serve. On successful completion of the program students will be able to: Analyze how the broader social, political and economic environment impacts on policy and has shaped the nature of social housing Page 1 of 10

2 Gain a critical awareness of how people, space and place are represented in relation to social housing and society at local and regional levels Understand and apply strategies to manage the development, maintenance and redevelopment of substantial assets Assess and evaluate their own role and that of their organization within the changing context of the wider housing system Acquire specialist knowledge and understanding to reflect their personal developmental aspirations Develop critical thought to reflect upon current housing practice. Program context/rationale This program meets the professional requirements of the Chartered Institute of Housing (CIH) in Canada. It provides an opportunity to develop specific knowledge, and enhance abilities and customer service skills to a professional level. Students will develop knowledge of relevant and current housing policy, engage in debates with local professionals, and expand their skills base to support their career development and contribute to organizational effectiveness. Housing professionals today play an important contribution in a wide range of public policy disciplines. They may become involved in the development of sustainable communities, regeneration projects, neighbourhood management and design and other wider project management or legal issues. All of these issues are central to this housing program. The more generic rationale informing the design of the program is to build on and develop the students intellectual and academic skills and develop their ability to take a rigorous, analytical and critical approach to study. Achieving these objectives will enhance and refine students professional and transferable skills. Program structure The program consists of 4 courses, which are taken consecutively. All 4 courses must be completed. The courses are: 1. Asset Management 2. Managing People and Organizational Strategy (double course) 3. Housing Policy 4. Housing and Society Program content: Course outlines Course 1: Asset Management Page 2 of 10

3 Context There are major changes taking place in the housing industry in Canada. Housing organizations will be able to leverage their assets, redevelop and reconfigure their business approach and utilize assets in new and different ways as operating agreements expire. Housing professionals will be responsible for the development, maintenance and redevelopment of substantial capital assets using tools such as Facility Condition Indices to evaluate current portfolios. This course explores the processes involved in carrying out these activities effectively and efficiently. Learning outcomes - On successful completion of this course students will: 1. Explore current and innovative types of multiresidential property design and approaches to construction in the province 2. Understand options for multi-residential property development and redevelopment in the Province Assessment criteria 1.1 Identify the major types of multi-residential property design in the province 1.2 Summarize the key stages of the construction process and approaches to construction management for multi-residential property in the province 1.3 Evaluate different designs and construction approaches to determine the best approach for each specific application 2.1 Compare and contrast innovative and current approaches to procurement and contract management 2.2 Identify various options including the re-development of a property, evaluation of properties for re-use and regeneration of a property for future use 2.3 Critically apply project management techniques to multi-residential property development and redevelopment 3. Explain the impact of urban and regional planning processes on multi-residential property development and redevelopment 3.1 Critically examine local and regional planning processes in the province and explain how they impact on residential property development and redevelopment 3.2 Demonstrate knowledge on the processes that contribute to urban change and the role of stakeholders and agencies taking part in these processes 4. Understand the place of asset management within 4.1 Critically examine the environment with regards to the building of new and Page 3 of 10

4 a broader environmental and economic context existing homes and strategies to work with challenging geographical and environmental barriers (e.g. water supply, run-off, topography) to minimize this impact 4.2 Examine the relationship between people and place and drivers for sustainable communities Indicative contents Process of property development and redevelopment, including: the roles of other professionals, the acquisition of land, planning regulations and other relevant legislation Options for (re)development of social housing in the province Major types of housing design in province Urban and regional planning process in the province Geography, climate and economy of the province and how they relate to regional variations in the housing market. Assessment To be determined. Course 2: Managing People and Organizational Strategy (double course) Context Social housing provides an important service to local communities across the province. Housing professionals manage significant physical and human resources to deliver this service. It is important that they are well managed and used to provide the maximum benefit to improve localities. To do this, housing professionals need to challenge themselves and lead their organizations to be the best that they can be. They need to understand approaches to leadership, managing people and teams; and the essential components of organizational strategy and business management. Learning outcomes - On successful completion of this Assessment criteria Page 4 of 10

5 course students will: 1. Apply approaches to effective team management 1.1 Demonstrate knowledge of employment legislation and how this impacts on housing providers 1.2 Evaluate different skills required to manage staff in housing 1.3 Analyze approaches to facilitate empowerment and to support leadership at different levels in a housing organization, among residents and within communities 2. Demonstrate an understanding of strategic and business planning processes 2.1 Critically discuss the process of developing, implementing and reviewing a strategic plan 2.2 Explain and apply the principles of risk management 2.3 Recognize the economic framework in which housing supply, management and maintenance operate 2.4 Evaluate approaches to performance monitoring and financial management 3. Select and deploy appropriate leadership styles 3.1 Critically appraise different leadership styles and how they apply to housing providers 3.2 Critically evaluate different strategies and approaches to planning for and leading change in a housing organization 3.3 Identify skills needed for effective leadership in housing and examine ways to strengthen or develop those skills in a leader 4. Critically reflect on the meaning of professionalism in housing 4.1 Examine the meaning and role of professional ethics and standards in housing and the role of the CIH Canada 4.2 Critically reflect on your own professional development and plan suitable Page 5 of 10

6 development and training opportunities to meet current and future challenges 4.3 Evaluate how your individual performance impacts on organizational objectives Indicative contents Principles of risk management and management of organizational risk (e.g. fire, flood, power outages, explosions, labour strife/disruptions; pandemics); and business continuity plans Effective working partnerships with other agencies (e.g. hospitals, police, emergency medical services, voluntary organizations, public health and community health) Development and implementation of a strategic plan that drives performance improvement through efficient use of resources Importance of management accounts and their use as a tool for managing organizational performance Principles of financial management their application to the development of an organizational strategy for housing organizations Business strategy options (including, mergers, outsourcing, group structures or shared service mergers, outsourcing, group structures or shared service arrangements) for housing providers Principles of performance monitoring and appropriate key performance indicator measures of, for example, arrears, vacant days, oncall/after-hours usage, response times, tenant satisfaction, work orders, financial measures, human resource measures Importance of community involvement (including, tenant engagement, capacity building, improving community facilities) for housing organizations Operating agreements, their termination and the impact that this will have on the viability of housing providers; strategic options available to affected housing providers. Key data sources and commissioning housing research Skills to manage work teams, including a dispersed workforce Principles of workforce planning and succession planning for employees and boards of directors Main provisions of employment law and how they impact upon housing providers Principles of managing and leading change in housing organizations Techniques to develop and foster leadership at all levels within housing organizations, among residents and within communities Page 6 of 10

7 Different styles of leadership and their application them within a housing context Concept of professionalism and what it means to be a housing professional in the province. Assessment To be determined. Course 3: Housing Policy Context Housing professionals work within a broader social, political and economic environment. They need to understand how this framework has shaped the nature of social housing and related services so that they can operate effectively within it. This course explores the key issues in housing policy and gives students the opportunity to engage with relevant research. Learning outcomes - On successful completion of the course students will: 1. Demonstrate a critical understanding of the social, economic and political context in which housing is delivered in the province Assessment criteria 1.1 Comment critically on the history of federal and provincial housing policy and its relationship with wider social policy development 1.2 Identify the key participants in the housing policy making process and analyze how they influence and shape the housing policy making process 2. Analyze major current issues in housing policy 2.1 Critically review the key drivers for housing policy formation in the province and explain how this reflects the broader municipal context 2.2 Identify and critically assess key housing policy issues in the province and explain how this reflects on the broader municipal context 3. Examine how housing policy shapes organizational practice 3.1 Explain the relationship between policy, legislation, regulation and guidance and how they impact upon housing organizations 3.2 Critically evaluate the impact of a housing policy on practice in a local Page 7 of 10

8 specific context (a housing organization) 4. Compare and contrast housing policy and provision both nationally and internationally 4.1 Compare and contrast approaches to the implementation of a housing policy in the province with one other example from a different province in Canada 4.2 Compare and contrast approaches to the implementation of a housing policy in the province with one other international approach Indicative contents History of federal and provincial housing policy since 1945; and its impact on the physical environment, design standards and the location of social housing Relationship between housing policy and wider social policy development Major current issues in housing policy in the province Relationship between social housing and other forms of housing and how this is reflected in housing policy options Relationship between the policy framework and the formulation of housing legislation Analysis of financial and other data to interpret trends and research findings Difference between a community based housing model and government housing Nature of homelessness in the province and the range of potential policy responses National and international comparisons to housing policy and provision. Assessment To be determined. Course 4: Housing and Society Context Social housing provides a wide range of accommodation and supports to residents in the province. This course explores the social, cultural and economic processes that have shaped the lives of social housing residents so that housing professionals can develop an informed and sensitive approach to the delivery of social housing in their localities. Page 8 of 10

9 Learning outcomes - On successful completion of the course students will: 1. Understand the diversity of social housing residents and how this impacts on housing 2. Evaluate the impact of demographic trends on future housing need and provision in the province 3. Assess the benefits of a community development perspective in housing management 4. Discuss the causes of social problems, their impact on neighbourhoods and plans to address these issues Assessment criteria 1.1 Analyze the diversity of housing clients in the province and explain how this impacts on housing needs and provision 1.2 Understand the impact of human rights and accessibility legislation in the province 2.1 Evaluate the main demographic and settlement patterns in the province and discuss their implications for future housing need and provision 3.1 Critically examine the role of community development in building stronger and more resilient local communities 3.2 Analyze the role housing plays in partnering arrangements for community development with local government, non-profit groups, province and federal agencies, and other organizations 4.1 Analyze a range of social problems (e.g. substance abuse, unemployment, mental health issues, domestic violence, transient lifestyles, cultural alienation, prostitution, gangs) and how they affect communities and discuss approaches to address these issues 4.2 Examine approaches to support social cohesion in communities Indicative contents Diverse economic and cultural backgrounds reflected in the composition of social housing residents Extent of poverty and social exclusion in the province and initiatives to tackle this Ethnic and cultural diversity in the province and the implications for the delivery of housing services Culture and associated housing needs of the First Nations communities Main demographic trends and settlement patterns in the province and the implications for future housing needs Community development needs and the nature of possible conflicts in communities Processes that lead to the development of problem neighbourhoods Page 9 of 10

10 Nature of social problems (e.g. substance abuse, unemployment, mental health issues, domestic violence, transient lifestyles, cultural alienation, prostitution, gangs); and the implications for service delivery Why and how people become homeless the formulation of municipal community housing and homelessness plans Human rights and accessibility laws in in the province. Assessment To be determined. Page 10 of 10