Toronto Community Housing Corporation
TENANT SERVICES COMMITTEE PUBLIC SESSION
Date: December 5, 2019 Time: 9:00 a.m. – 11:30 a.m. Location: Ground Floor Boardroom, 931 Yonge Street
Time Description Action Pre-read Presenter Public Agenda 1. Chair’s Remarks Information Verbal Report Chair 5 minutes 2. Consent agenda 5 minutes a) Approval of Public Meeting TSC Agenda Chair Agenda Approval b) Chair’s Poll re: Conflict of Declaration Agenda and Chair Interest Conflict of Interest Policy c) Confirmation of the Public TSC Minutes Chair Meeting Minutes of October Approval 7, 2019 d) Business Arising from the Information Action Item Chair Public Meeting Minutes and List Action Items Update 3. OCHE 2020 Work Plan TSC and TSC:2019-45 Commissioner Board 10 minutes of Housing Approval Equity 4. Arrears Collection Process Information TSC:2019-40 Commissioner – Update 10 minutes of Housing Equity & Chief Operating Officer 5. Q3 2019 Seniors Quarterly Information TSC:2019-41 General Update 10 minutes Manager, Seniors Housing Unit PUBLIC AGENDA | TSC | December 5, 2019 Page 2 of 2
Time Description Action Pre-read Presenter 6. Tenant Engagement Information TSC:2019-42 Chief Operating Refresh Update 10 minutes Officer
7. Approach to CCTV Cameras Information TSC:2019-43 Chief Operating 10 minutes Officer 8. Toronto Community Housing Information TSC:2019-46 Senior Director, Violence Reduction Program: 20 minutes Community Progress Report and Safety Unit Performance Measurement 9. Vacant Unit Action Plan Information TSC:2019-47 Chief Operating Update 45 minutes Officer 10. Update on Tenants First Information TSC:2019-44 Acting Director, 5 minutes Strategic Planning & Stakeholder Relations 11. Use of Space Policies Information TSC:2019-37 Acting Director, 10 minutes Strategic Planning and Stakeholder Relations 12. Support Agencies Referrals Information TSC:2019-38 Acting Director, 10 minutes Strategic Planning and Stakeholder Relations TERMINATION Public Meeting Minutes October 7, 2019
Tenant Services Committee
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The Tenant Services Committee (“TSC”) of Toronto Community Housing Corporation (“TCHC”) held a public meeting on October 7, 2019, in the Main Floor Conference Room, 931 Yonge Street, Toronto, and via teleconference, commencing at 9:06 a.m.
TSC Directors Present: Linda Jackson, Chair John Campbell Amanda Coombs Debbie Douglas Ubah Farah (by teleconference) Councillor Paula Fletcher
TSC Directors Absent: Councillor Michael Ford
TCHC Board Directors Brian Smith Present:
Management Present: Darragh Meagher, General Counsel and Corporate Secretary Kevin Marshman, President and Chief Executive Officer Joan White, General Manager, Seniors’ Housing Unit Ceilidh Wilson, Assistant Corporate Secretary (Acting)
Also Present: Office of the Commissioner of Housing Equity Cynthia Summers, Commissioner of Housing Equity
A quorum being present, the Chair called the meeting to order and Ms. Sonia Fung served as recording secretary.
ITEM 1 CHAIR’S REMARKS The Chair welcomed everyone to the TSC meeting. The Chair acknowledged that the meeting was taking place on the traditional land of many nations and provided a brief report.
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The Chair noted TCHC’s recent announcement of its plan to restructure to provide better services to tenants and that: TCHC’s plan, which has the full support of the Board of Directors, will be implemented in phases over the next 12 to 18 months. The plan includes major changes that will decentralize TCHC’s operations, add frontline resources, and empower local staff to make decisions.
ITEM 1A TCHC BLUEPRINT FOR CHANGE The Chair requested that the Chief Operating Officer present an overview of the plan and how changes will be made to the organizational structure and service delivery model in phases in conjunction with her remarks.
Highlights of the presentation: TCHC is moving through restructuring largely stemming from work undertaken through the Mayor’s Task Force in 2015. Services are moved closer to the tenants. New Operations unit (which includes the existing Tenant and Community Services and Asset Management units) portfolio is divided into three regional units: East, West and Central. Each will be managed by a General Manager. The General Managers are backed up by existing corporate structure and will facilitate greater evening and weekend coverage. Each region will have 45 service hubs (based on model of 250 units) and a Tenant Resolution Office for complex tenancy issues. Additional supports will be provided when local teams feel they need assistance. City supports will also be aligned. Board will approve standard for cleaning. Expectations for outputs to the work would be lined up to staffing to ensure the right number of staff are available to support identified needs in the building. Service standards will be measured with tenant input. Two tenant engagement forums per region are being planned to present the model in more details and obtain feedback on the proposed framework. Information would be shared through the usual channels.
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TCHC will continue to work with the City of Toronto to transfer the Seniors’ Unit to a new City Services Corporation and the Development team to CreateTO.
ITEM 2A APPROVAL OF PUBLIC MEETING AGENDA It was agreed that the following item be added to the public meeting agenda:
Item 1A – TCHC Blueprint for Change
Motion ON MOTION DULY MADE by Mr. Smith, seconded by carried Ms. Douglas and carried, TSC approved the public meeting agenda, as amended.
ITEM 2B DECLARATION OF CONFLICT OF INTEREST The Chair requested members of TSC to indicate any agenda item in which they had a conflict of interest, together with the nature of the conflict. None was declared.
CONFIRMATION OF THE MAY 31, 2019 ITEM 2C PUBLIC MEETING MINUTES
Motion ON MOTION DULY MADE by Mr. Smith, seconded by carried Ms. Douglas and carried, TSC confirmed the above- captioned minutes without amendment.
BUSINESS ARISING FROM THE PUBLIC MEETING ITEM 2D MINUTES AND ACTION ITEM LIST Catherine Wilkinson deputed on this item.
Highlights of discussion: It was suggested that communications to tenants should be made in timely fashion via all channels available. Management would provide analysis against current operating unit structure by service hub in a future meeting.
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Management to provide on the web site: o organization chart regarding the current transitional structure, and o revised organization chart on the structure at the end of transitional period, It was noted that use of community space in TCHC buildings should be prioritized with tenant use be first priority.
Motion ON MOTION DULY MADE by Mr. Campbell, seconded by carried Ms. Douglas and carried, TSC resolved to receive the above-captioned report for information.
ITEM 3A Q2 2019 OCHE QUARTERLY UPDATE TSC:2019-30R ITEM 3B Q3 2019 OCHE QUARTERLY UPDATE TSC:2019-35 Catherine Wilkinson and Cheryl Duggan deputed on these items.
The CHE presented the reports and answered questions from TSC.
Highlights of the discussion: It was noted that TCHC staff has begun to review the arrears collection process and is working with OCHE to resolve the issue. Systemic changes are being implemented. A report on TCHC’s action taken on OCHE recommendations will be provided to TSC at a future meeting.
Motion ON MOTION DULY MADE by Ms. Douglas, seconded by carried Mr. Smith and carried, TSC resolved to receive the above-caption report for information and recommend that the said report be forwarded to the Board of Directors for information.
ITEM 4 OCHE 2020 WORK PLAN TSC:2019-31R Catherine Wilkinson and Cheryl Duggan deputed on this item.
This item was deferred to the next TSC meeting.
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TSC:2019- ITEM 5 Q2 2019 SENIORS QUARTERLY UPDATE 32 Bill Lohman, Anita Dressler and Cheryl Duggan deputed on this item. Copies of the written deputation from Mr. Lohman and Ms. Dressler were distributed to members of TSC at the meeting.
The above-captioned report was circulated to TSC members prior to the meeting. The General Manager, Seniors’ Housing Unit was available to answer questions from TSC.
Highlights of the discussion: It was noted that pilot projects are being run in a small number of buildings with long term care social services provided to TCHC tenants. Management to bring information to a future TSC meeting regarding the pilot projects and on models embedding mental health services and TCHC services in buildings. It was suggested that Tenants First should be added to the meeting agenda as a standing item.
Motion ON MOTION DULY MADE by Mr. Campbell, seconded carried by Mr. Smith and carried, TSC resolved to receive the report for information.
TENANT ENGAGEMENT REFRESH TSC:2019- ITEM 6 UPDATE 33 Bill Lohman, Anita Dressler, Cathy Birch, Catherine Wilkinson and Cheryl Duggan deputed on this item. Copies of the written deputation from Mr. Lohman, Ms. Dressler and Ms. Birch were distributed to members of TSC at the meeting.
The above-captioned report was circulated to TSC members prior to the meeting. The Acting Vice President, Tenant and Community Services was available to answer questions from TSC.
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Highlights of the discussion: It was noted that staff will work on improving the form for 2020 funding and ensure the font size is in compliance with AODA. TSC expressed concern that the system of existing tenant representation was ended before new tenant representation was in place. Management to look into extending the existing tenant service representation system while working on the tenant elections to obtain tenant leadership in place at building level.
Motion ON MOTION DULY MADE by Councillor Fletcher, carried seconded by Ms. Coombs and carried, TSC resolved to:
1. Approve the extension of the implementation timelines by one quarter (Q4 2020); and
2. Authorize the appropriate staff to take the necessary actions as may be required to give effect to the above recommendation.
TORONTO COMMUNITY HOUSING VIOLENCE REDUCTION PROGRAM: PROGRESS REPORT AND TSC:2019- ITEM 7 PERFORMANCE MEASUREMENT 34 Cherly Duggan deputed on this item. Copies of the written deputation from Mr. Lohman and Ms. Dressler were distributed to members of TSC at the meeting.
This item was deferred to the next TSC meeting.
TSC:2019- ITEM 8 VACANT UNIT ACTION PLAN UPDATE 27 Catherine Wilkinson and Cheryl Duggan deputed on this item. Copies of the written deputation from Mr. Lohman and Ms. Dressler were distributed to members of TSC at the meeting.
The above-captioned report was circulated to TSC members prior to the meeting. The Acting Vice President, Tenant and Community Services was available to answer questions from TSC.
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Highlights of the discussion: Management to provide a chart, updated quarterly, showing RGI and market units available, number of units held back and for what reason, and unit turnaround time. It was noted that currently there is no wait list for market units, City staff is working to improve the process. It was noted that 11 new employees were hired to assist with clearing old cases on the RGI wait list. Management would provide more details at the next meeting.
Motion ON MOTION DULY MADE by Councillor Fletcher, carried seconded by Ms. Coombs and carried, TSC resolved to receive the report for information and discussion and progress towards implementation of this plan should be a standing item on the Agenda of Tenant Services Committee meetings until the objectives, identified in the plan have been achieved.
TERMINATION TSC resolved to terminate the public meeting at 11:43 a.m.
Secretary Chair, Tenant Services Committee
Toronto Community Housing Corporation Tenant Services Committee (TSC) 931 Yonge Street, Ground Floor Conference Room
Report on Business Arising from the Public Minutes and Action Item List
Report No. and Description Status Target Date Assigned to # Meeting Date 1. TSC:2019-32 Q2 2019 Seniors Quarterly In progress TBA General Manager, October 7, Update Seniors Housing 2019 Unit Management to bring information to a future TSC meeting regarding pilot projects and on models embedding mental health services and TCHC services in buildings.
2. TCHC:2019-31 Action Items: In progress Q1 2020 Chief Operating October 24, Officer 2019 Board Management to report back Meeting on: Process through which market units are rented by TCHC and number rented since Q1 2018 to Q3 2019 Add a line on “rented units” to spreadsheet table provided
Page 1 of 4 Report No. and Description Status Target Date Assigned to # Meeting Date 3. TSC:2019-30R OCHE Reports In progress December 5, Chief Operating & TSC:2019- 2019 Officer and 35 Management to provide TSC Commissioner of October 7, and Board with information Housing Equity 2019 regarding TCHC action taken in response to OCHE recommendations.
4. TCHC:2019-27 Action Items: In progress TBA Chief Operating September 12, Officer 2019 Board The Board requested Meeting Management to report back on the difference between the types of arrears (i.e. chronic non-paying tenants vs. tenants who are simply behind a few days in rent vs. tenants who are struggling to pay)
5. TSC:C2019-24 Vacant Unit Action Plan In progress Every TSC President and July 19, 2019 2019 [ transferred from Meeting Chief Executive confidential agenda] Officer and Chief Operating TCHC staff to provide ongoing Officer updates on the implementation of the Vacant Unit Action Plan at upcoming Tenant Services Committee meetings, as a standing agenda item, including KPI’s and timelines, until such time
Page 2 of 4 Report No. and Description Status Target Date Assigned to # Meeting Date as the objectives outlined in the Plan have been achieved.
6. June 27, 2019 Business Arising from the Board Public Meeting Minutes and Meeting Action Items:
The Board requested TCHC staff to report back on: Director of Smart Buildings & Approach to CCTV In progress December 5, Energy cameras 2019 Management
Consistency in Tenant Will be included in the December 5, Director, Program Engagement process Tenant Engagement 2019 Delivery - Refresh Update report Transition
7. TSC:2019-07 Tenant Engagement System Complete Addressed at Director, Program January 29, Refresh Update July 19, 2019 Delivery - 2019 Board meeting Transition Management is asked to (TCHC:2019- provide TSC members with 15) future session schedules.
Page 3 of 4 Report No. and Description Status Target Date Assigned to # Meeting Date 8. TSC:2018-38 Smoke-Free Policy Briefing note to be TBA Chief Operating November 2, provided to TSC Officer 2018 Policy development is members off-line. expected to be completed by 2019.
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OCHE 2020 Work Plan Item 3 October 7, 2019 Tenant Services Committee
Report: TSC:2019-45
To: Tenant Services Committee (“TSC”)
From: Commissioner of Housing Equity
Date: November 21, 2019
PURPOSE: To provide the TSC and the Board of Directors with the Office of the Commissioner of Housing Equity’s (“OCHE”) Work Plan for 2020.
RECOMMENDATIONS: It is recommended that the TSC review and approve the OCHE 2020 Work Plan and forward it to the Board for its review and approval.
REASONS FOR RECOMMENDATIONS: The OCHE 2020 Work Plan outlines the proposed strategic work plan for 2020. THE OCHE 2020 WORK PLAN: The OCHE 2020 Work Plan is included as Attachment 1 to this report.
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IMPLICATIONS AND RISKS: The OCHE provides the Board with oversight of TCHC’s operations in the area of evictions for arrears of senior and vulnerable tenants. The OCHE reports regularly on its activities and TCHC’s performance in the areas within the OCHE’s jurisdiction. This regular reporting by the OCHE ensures the Board is aware of the OCHE’s activities taken on its behalf and that they continue to align with the goals of the Board and TCHC.
SIGNATURE:
“Cynthia L. Summers”
Cynthia L. Summers Commissioner of Housing Equity
ATTACHMENT: 1. OCHE – Q1 2019 Quarterly Update
STAFF CONTACT: Cynthia L. Summers, Commissioner of Housing Equity 416-632-7998 [email protected]
Item 3 - OCHE 2020 Work Plan TSC Public Meeting - December 5, 2019 Report:TSC:2019-45 Attachment 1 Office of the Commissioner of Housing Equity (OCHE) – 2020 Work Plan
OCHE Goals OCHE Actions OCHE Key Performance Outcomes OCHE Targets
1) Support senior and a) OCHE to connect with tenants Early Resolution Officers have OCHE successfully engages with a minimum of vulnerable tenants to ensure to identify and address successfully engaged with tenants 80% of the tenants referred to them.1 successful tenancies and underlying issues leading to and identified underlying issues reduce the need for eviction arrears in order to reduce them which are then communicated to
from TCHC by effectively and ensure future ability to pay TCHC to increase service delivery addressing underlying issues rent on time. quality. related to the accumulation of arrears and by brokering b) OCHE to broker repayment Early Resolution Officers have OCHE brokers repayment plans for 100% of repayment agreements plans between tenants and successfully brokered repayment the cases with which they work.
between TCHC and tenants. TCHC. agreements between the tenants and TCHC to address outstanding arrears.
Underlying issues are identified for TCHC in c) Commissioner to provide TCHC The Commissioner has provided with case-specific findings on reports for each case which 100% of cases in which OCHE engaged the each case, including case summarize key findings and includes tenants. management recommendation forward-looking recommendations improvements and audit to TCHC for continuous service findings. improvement and to ensure that the tenancies continue to be sustainable
after the file is returned to TCHC for ongoing case management.
1Referrals by TCHC are mandatory but eengagement by TCHC tenants is voluntary. 1
Item 3 - OCHE 2020 Work Plan TSC Public Meeting - December 5, 2019 Report:TSC:2019-45 Attachment 1 Office of the Commissioner of Housing Equity (OCHE) – 2020 Work Plan
OCHE Goals OCHE Actions OCHE Key Performance Outcomes OCHE Targets
d) Support tenants to pay off the The tenants have been connected 100% of tenants are connected with supports arrears owing to TCHC within with internal and external supports as needed to address underlying Issues the shortest time possible, to address underlying issues related to arrears accumulation. taking into account the financial contributing to arrears, such as 90% of tenants referred to the OCHE will be resources available to the mental health challenges or set up to pay their rent directly to TCHC by tenants and the size of arrears financial illiteracy. having PAP or direct payments set up. accumulated.
e) Track repayment agreements Tenants have been set up with 100% of repayment plans are based on the and monitor for compliance voluntary trustees as needed and financial circumstances of the tenants, direct payment to TCHC to assist in including the completion of a budget their ability to pay rent. document.
90% of repayment plans for arrears under f) Connect tenants with external OCHE has identified subsidies and $1000 will be repaid over a period of 12 funding available to repay money available to the tenants to months or less. arrears directly to TCHC and pay down arrears in lump sums. 80% of the tenants referred to the OCHE have connect tenants with options to Direct payments are made to TCHC adhered to OCHE brokered repayment plans lower their financial obligations to reduce arrears owed by tenants as measured after one year.2 i.e. Reduced cost cable service, referred to OCHE. OCHE will identify possible income sources credit counselling. Tenants have been connected to all subsidies and funds to which they available to tenants and a minimum of 50% of are entitled. Tenants who work with OCHE will be
connected with income sources resulting in a 3 lump sum direct payment of arrears to TCHC .
2 In 2018 70% of the tenants referred to the OCHE adhered to the OCHE brokered repayment plans. 3 This is a conservative estimate as many tenants do not qualify for any additional external funding or subsidies. 2
Item 3 - OCHE 2020 Work Plan TSC Public Meeting - December 5, 2019 Report:TSC:2019-45 Attachment 1 Office of the Commissioner of Housing Equity (OCHE) – 2020 Work Plan
OCHE Goals OCHE Actions OCHE Key Performance Outcomes OCHE Targets
g) Breached OCHE brokered OCHE has conducted a fulsome OCHE works with 100% of tenants who have repayments will be assessed by review of all breached files to breached their first brokered repayment OCHE to identify if any determine if the circumstances agreement only if the tenants have additional supports/intervention leading to the breach were demonstrated exceptional circumstances. will result in arrears being repaid exceptional and warrant OCHE and evictions avoided. further involvement.
h) Breached OCHE brokered OCHE has considered exceptional In 100% of the cases, OCHE will identify and repayment plans will be circumstances as rare unforeseen advise TCHC of the reason(s) for failed TCHC reviewed to determine the hardships beyond tenants’ control and OCHE brokered repayments. reasons the agreement failed and those which have a significant and learnings will be impact on tenants’ ability to meet incorporated into OCHE the terms of repayment processes going forward and agreements. communicated to TCHC for continuous systemic OCHE has examined the underlying improvement. reasons regarding why the repayment agreement failed and communicate findings to TCHC to facilitate ongoing process improvement and continuous learning.
3
Item 3 - OCHE 2020 Work Plan TSC Public Meeting - December 5, 2019 Report:TSC:2019-45 Attachment 1 Office of the Commissioner of Housing Equity (OCHE) – 2020 Work Plan
OCHE Goals OCHE Actions OCHE Key Performance Outcomes OCHE Targets
2) Ensure the accountability of a) Develop new process with the 3 The Arrears Collection Process and TCHC demonstrates compliance with 90% of the OCHE’s work to ensure Operations Divisions to review OCHE process have been reviewed the Commissioner’s recommendations4. quality service is provided to Recommendations with General to identify areas for improved tenants by ensuring TCHC Managers and staff to address process. compliance with OCHE any barriers to compliance. A new process has been developed recommendations. to review and implement OCHE recommendations.
b) Establish regular meetings with Regular meetings have been On a quarterly basis OCHE to meet with the 3 key TCHC leaders to review established with the 3 Operations Operations Divisions General Managers, the Commissioner’s Divisions General Managers, the Director of Program Services, Operational recommendations and to Director of Program Services, Initiatives and the General Manager of Seniors provide strategic advice to Operational Initiatives and the Housing Unit. TCHC. General Manager of Seniors Housing Unit.
c) Develop and deliver process OCHE has ensured process Delivery of one process improvement improvement recommendations improvement by providing strategic recommendation on a quarterly basis. to TCHC. advice to TCHC regarding the Arrears Collection Process.
4 Recognizing that there may be exceptional circumstances or situations where compliance is not operationally possible. This is dependent on TCHC taking action as a result of recommendations and reporting back to the OCHE. 4
Item 3 - OCHE 2020 Work Plan TSC Public Meeting - December 5, 2019 Report:TSC:2019-45 Attachment 1 Office of the Commissioner of Housing Equity (OCHE) – 2020 Work Plan
OCHE Goals OCHE Actions OCHE Key Performance Outcomes OCHE Targets
d) Ensure that OCHE audit findings The OCHE provides strategic policy Offer 100% of tenant-facing staff a training are conveyed to TCHC senior and process advice to TCHC on a opportunity by Q3 2020. management on a regular basis. regular basis by delivering process improvement recommendations.
e) Identify and develop training OCHE has provided training to TCHC needs to ensure the tenant facing staff on the OCHE transference of skills and Approach and other effective knowledge from OCHE to TCHC methods of working with vulnerable tenant-facing staff. and senior tenants in arrears. By working with TCHC General Managers ensure that OCHE approach is embedded in the Arrears Collection Process. Knowledge transfer has been facilitated from OCHE to TCHC to ensure that TCHC has a clear understanding, has the ability to apply the knowledge, and applies the knowledge to make impactful actions to ensure process improvement and to decrease arrears.
5
Item 3 - OCHE 2020 Work Plan TSC Public Meeting - December 5, 2019 Report:TSC:2019-45 Attachment 1 Office of the Commissioner of Housing Equity (OCHE) – 2020 Work Plan
OCHE Goals OCHE Actions OCHE Key Performance Outcomes OCHE Targets
3) Work with the TCHC Seniors a) Work closely with the General EROs are integrated into the work OCHE work is integrated into phase one of Housing Unit and the City’s Manager, Seniors Housing Unit of the City’s Integrated Service Integrated Service model. Seniors Services and Long to develop new processes to model (ISM) and the TCHC Seniors Term Care unit to engage address arrears early and to Housing Unit and deliver services OCHE earlier in the TCHC incorporate Early Resolution within the new structure targeted Arrears Collection Process to Officers (EROs) interventions in specifically to address challenges provide a proactive the TCHC Arrears Collection specific to seniors. approach to addressing Process. arrears among seniors and EROs intervene early in the TCHC Tenant arrears in the senior’s portfolio are avoiding evictions. Arrears Collection Process5 to reduced as a result of OCHE early support TCHC in avoiding the need intervention in 90% of the cases referred to for eviction and to ensure that OCHE.6 seniors’ arrears do not escalate.
EROs have engaged stakeholders In 100% of the cases referred to OCHE,
to improve services available for seniors get connected to external/internal
seniors and participate in City-led supports to sustain tenancy.
initiatives to resolve underlying
issues involving senior vulnerable
tenants.
5 This represents a substantial change in process for the OCHE, which has traditionally intervened at the end of the Arrears Collection Process. 6 The OCHE process is voluntary for tenants, thus if OCHE is unable to resolve arrears, the CHE recommends that TCHC proceed to the Landlord Tenant Board (LTB) and thus arrears are not reduced but addressed through a LTB Order. 6
Item 3 - OCHE 2020 Work Plan TSC Public Meeting - December 5, 2019 Report:TSC:2019-45 Attachment 1 Office of the Commissioner of Housing Equity (OCHE) – 2020 Work Plan
OCHE Goals OCHE Actions OCHE Key Performance Outcomes OCHE Targets
b) Develop and deliver an Seniors receive the financial OCHE to offer training sessions to 100% of education program specific to support and pensions they need on seniors within the TCHC Seniors Housing seniors to proactively time due to their increased unit. communicate and provide them understanding of their entitlement with information on arrears to income sources. prevention strategies, including tenant rights and Senior tenants are educated and Retroactive rental charges for seniors, due to responsibilities, completing the understand the implications of change of income to pensions, decreases Annual Review and the impact pensions on their rental payment across the Seniors Housing unit by 25% as of income changes for seniors. and as a result avoid the measured over the year. accumulation of arrears due to retro-active pension payments.
c) Provide training to TCHC Seniors In partnership with the General Of senior tenants referred to OCHE, 85% will Housing unit frontline staff to Manager, Seniors Housing Unit, the have reduced arrears as the result of OCHE’s teach the OCHE approach and OCHE has provided training intervention.7 to improve techniques related sessions throughout the portfolio to working with seniors who are to Tenant-facing staff. in arrears of rent. Tenant-facing staff demonstrate improvement in the area of tenant engagement and the management of arrears.
7 The OCHE process is voluntary for tenants, thus if OCHE is unable to resolve arrears, the CHE recommends that TCHC proceed to the Landlord Tenant Board (LTB) and thus arrears are not reduced but addressed through a LTB Order. 7
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Arrears Collection Process - Update Item 4 December 5, 2019 Tenant Services Committee
Report: TSC:2019-40
To: Tenant Services Committee (“TSC”)
From: Commissioner of Housing Equity & Chief Operating Officer
Date: November 15, 2019
PURPOSE: To provide the Committee with an update on ongoing work to streamline the arrears collection process and to respond to action items on the following reports: - TSC:2019-30R and TSC:2019-35 o Management to provide TSC and Board with information regarding TCHC action taken in response to OCHE recommendations. - TCHC:2019-21 o The Board requested TCHC staff and OCHE staff, to report back on: . all recommendations, by the OCHE impact management process; . status of their implementation; . future action taken in order to implement recommendations; and . to confirm the reasons that a referral to OCHE takes, on average 15 months (if so, the reasons that referrals are occurring at that time).
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- TCHC:2019-11 o Management will bring a report to a future Board meeting on targets, actions, outcomes and strategy to reduce arrears. - TCHC:2019-28 o The Board requested Management to report back on the difference between types of arrears (i.e. chronic non-paying tenants vs. tenants who are simply a few days behind in rent vs. tenants who are struggling to pay).
RECOMMENDATIONS: It is recommended that the Committee receive the report for information
REASONS FOR RECOMMENDATIONS: Commissioner of Housing Equity Recommendations At the June 27th, 2019 Board meeting and the October 7th, 2019 TSC meeting, Management was asked to provide information on TCHC’s response to the Commissioner of Housing Equity’s recommendations (Attachment 1). The Commissioner, in her most recent analysis of her recommendations, lists the top three findings with respect to improvements needed to the Arrears Collection Process (“ACP”) as follows: - multiple letters to tenants; - late service of N4s; and - late direct contact with the tenant.
Management Response Management agrees with these findings and is moving ahead on a plan to address them. A working group has been put in place under the direction of the COO, the Commissioner of Housing Equity and the General Manager, Seniors Housing Unit, and includes senior management staff from Program Services, the Operations Regional Teams, Internal Audit, and the Restructuring Transition Team.
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The working group is moving quickly to review the ACP. Staff will focus on streamlining and simplifying the process, and will clarify the timing and process for transitioning files from TCHC to OCHE. Emphasis has been placed on ensuring early intervention in arrears cases, as well as consistent and timely follow-up once arrears have been identified. All outstanding action items from Board Reports TCHC:2019-21 and TCHC:2019-28 will be addressed through the working group, and progress will be reported to the Board in Q2 2020.
Strategy to Reduce Arrears (action item TCHC:2019-11) Consistent application of the revised ACP will be essential if arrears rates are to be brought down and for vulnerable tenants and seniors to be supported to discharge their arrears in a timely manner. This will be addressed through both the simplification of the process, making it easier for staff to follow, and through the additional resources and management support that will be in place as part of the transition to the new organizational structure in March of 2020
Timelines and Alignment with HoMES The work on the ACP is being aligned with the HoMES process review. The revised ACP will be embedded within HoMES when it goes live in 2021. Given the urgent need to get the revised ACP in place, an interim solution whereby the revised process is implemented using existing systems, will be in place in Q1 2020.
Internal Audit Review of Arrears Files The Internal Audit team completed a review of arrears files in 2019 and will be presenting their findings to BIFAC in January 2020. Once the findings have been accepted by BIFAC, they will be shared with the ACP working group who will develop a plan to address the recommendations in alignment with the response to the Commissioner of Housing Equity’s recommendations.
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IMPLICATIONS AND RISKS: If the current arrears collection process is not simplified and the hand-off point with OCHE is not clarified, files will continue to be handed over to OCHE outside of the required timelines, arrears will continue to rise, and vulnerable tenants and seniors will continue to be delayed in receiving the support they need to discharge their arrears.
SIGNATURES:
“Cynthia Summers”
Cynthia Summers Commissioner of Housing Equity
“Sheila Penny”
Sheila Penny Chief Operating Officer
ATTACHMENTS 1. OCHE Recommendations to TCHC from April 1, 2014 – July 12, 2019
STAFF CONTACT: Lindsay Viets, Director – Transition Team 416-981-4131 [email protected]
Patricia Narine, Senior Director – Operational Initiatives 416-981-4167 [email protected] Item 4 - Arrears Collection Process - Update TSC Public Meeting - December 5, 2019 Report:TSC:2019-40 Attachment 1 Item 4 - Arrears Collection Process - Update TSC Public Meeting - December 5, 2019 Report:TSC:2019-40 Attachment 1 Item 4 - Arrears Collection Process - Update TSC Public Meeting - December 5, 2019 Report:TSC:2019-40 Attachment 1 Item 4 - Arrears Collection Process - Update TSC Public Meeting - December 5, 2019 Report:TSC:2019-40 Attachment 1 Item 4 - Arrears Collection Process - Update TSC Public Meeting - December 5, 2019 Report:TSC:2019-40 Attachment 1 Item 4 - Arrears Collection Process - Update TSC Public Meeting - December 5, 2019 Report:TSC:2019-40 Attachment 1 Item 4 - Arrears Collection Process - Update TSC Public Meeting - December 5, 2019 Report:TSC:2019-40 Attachment 1 Item 4 - Arrears Collection Process - Update TSC Public Meeting - December 5, 2019 Report:TSC:2019-40 Attachment 1 Item 4 - Arrears Collection Process - Update TSC Public Meeting - December 5, 2019 Report:TSC:2019-40 Attachment 1 Item 4 - Arrears Collection Process - Update TSC Public Meeting - December 5, 2019 Report:TSC:2019-40 Attachment 1 Item 4 - Arrears Collection Process - Update TSC Public Meeting - December 5, 2019 Report:TSC:2019-40 Attachment 1 Item 4 - Arrears Collection Process - Update TSC Public Meeting - December 5, 2019 Report:TSC:2019-40 Attachment 1 Item 4 - Arrears Collection Process - Update TSC Public Meeting - December 5, 2019 Report:TSC:2019-40 Attachment 1 Item 4 - Arrears Collection Process - Update TSC Public Meeting - December 5, 2019 Report:TSC:2019-40 Attachment 1 Item 4 - Arrears Collection Process - Update TSC Public Meeting - December 5, 2019 Report:TSC:2019-40 Attachment 1 Item 4 - Arrears Collection Process - Update TSC Public Meeting - December 5, 2019 Report:TSC:2019-40 Attachment 1 Item 4 - Arrears Collection Process - Update TSC Public Meeting - December 5, 2019 Report:TSC:2019-40 Attachment 1 Item 4 - Arrears Collection Process - Update TSC Public Meeting - December 5, 2019 Report:TSC:2019-40 Attachment 1 Page 1 of 5
Q3 2019 – Seniors Housing Unit Item 5 December 5, 2019 Tenant Services Committee
Report: TSC:2019-41
To: Tenant Services Committee (“TSC”)
From: General Manager, Seniors Housing Unit
Date: November 1, 2019
PURPOSE: The purpose of this report is to provide the TSC with an update on the implementation of the Council-directed Seniors Housing Unit Integrated Service Model and an update on other divisional plan activities.
RECOMMENDATIONS: It is recommended that the TSC receive this report for information.
REASONS FOR RECOMMENDATIONS:
Background To further the development of the Seniors Housing Unit, staff have been engaged in the development of a staffing model to support the Integrated Service Model (“ISM”).
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In collaboration with the City of Toronto, Senior Services and Long Term Care (SSLTC) staff have been engaged in the development of an Accountability Framework that will be in place to evaluate the ISM when Phase 1 is implemented in 2020.
A New Model for Senior Tenants: The objectives of the Integrated Service Model are to promote aging in place, better quality of life, and successful tenancies for tenants living in TCHC seniors buildings. The foundation of the ISM is built on these objectives and the four priorities that tenants living in seniors buildings identified in the tenant satisfaction survey, which include: Buildings are clean and well maintained with repairs completed in a timely manner; Senior tenants feel safe in their homes; Increased access to health services and social supports in their building and the broader community; and More frequent and proactive communications that are timely and respectful. The model proposes new ways of operating and interacting with tenants to meet these objectives and priorities and include the following opportunities for service improvements: Consistent staff-tenant interactions as a result of more staff across fewer buildings; Opportunities to integrate services focusing on people and services focusing on property management, which are currently delivered and managed separately; Joint accountability resulting from staff working together; and Regular meetings to facilitate problem solving, information sharing and early intervention.
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Phase 1 Site Selection Prior to selecting the buildings to be included in Phase 1, staff reviewed health and housing data to classify buildings as high, moderate and low need, looked for data correlations, and reviewed stakeholder concerns.
Building profiles were created using the following TCHC data: # of units # of tenants Occupancy rates Gender breakdown Age breakdowns Proportion of tenants who live alone Proportion of tenants who identified a non-English primary language
Staff also examined data from TCHC, the TC-LHIN and the City of Toronto to identify the distribution of need within each of the following indicators: Unit Condition (clutter 4-9) Pest Control (all calls) Community Safety (all calls and major incidents) Arrears (dollar value and number of households) Legal Files (arrears, health & safety, and for cause) Health (# of Emergency Department visits, # of in-patient discharges, # of 911 calls) % of bachelor units Staff perceptions and identification
Results After reviewing the results, staff identified the following breakdown of need: 26% buildings identified as low needs 49% buildings identified as moderate needs 26% buildings identified as high needs
Within the high needs building category, staff found that these buildings: Had more units Had younger tenants Had more male tenants
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Implementation Following the data review, the 83 seniors buildings were broken into five geographic regions, ensuring a broad variety of levels of need, as well as building size, are represented within each geographic region. Each region represents roughly 20% of the portfolio, at an average of 2,781 units per region.
The ISM will be implemented in a phased approach, with Phase 1 beginning in 2020. The ISM will be monitored and evaluated by TCHC and the City of Toronto.
It is anticipated that Phase 1 will be in place for one year while details on the next phases will be developed in an implementation plan. Lessons learned from Phase 1 will inform how the ISM is rolled out across the portfolio, with an aim to implement portfolio-wide.
Staff Engagement All Seniors Housing Unit staff will meet on November 19th to review the overall organization restructuring plan and receive an ISM update.
Tenant Engagement Tenant engagement efforts continue through the introduction of a Seniors Housing Unit quarterly newsletter. First editions were delivered to all 83 seniors buildings in September 2019, and the second edition is scheduled for December 2019. A newsletter tenant-staff editorial committee was struck in November and their first meeting is to be scheduled. Regional tenant meetings will take place to provide updates on the ISM site selection and roll-out. These meetings are scheduled for November 26th, 27th and 28th, 2019.
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Human Resources Draft job descriptions for new roles have been reviewed, finalized and sent to TCHC’s Job Evaluation Committee. Staff plan to identify additional resources that will be required in 2019 to prepare for the 2020 Phase 1 ISM implementation.
Sites Review Phase 1 building reviews will be completed by mid-November with accompanying plans for site staff and office space.
IMPLICATIONS AND RISKS: Planning to implement the ISM in 2020 will require additional resources in 2019 to manage the necessary coordination to prepare for Phase 1.
SIGNATURE:
“Joan White”
Joan White General Manager, Seniors Housing Unit
STAFF CONTACT: Joan White, General Manager, Seniors Housing Unit 416-981-4548 [email protected] Item 5 - Q3 2019 Seniors Housing Unit TSC Public Meeting - December 5, 2019 Report:TSC:2019-41 PRESENTATION
Seniors Housing Unit: Implementing the Integrated Service Model
Tenant Services Committee December 5, 2019
SENIORS HOUSING UNIT TORONTO COMMUNITY HOUSING Item 5 - Q3 2019 Seniors Housing Unit TSC Public Meeting - December 5, 2019 Report:TSC:2019-41 PRESENTATION
Objectives of Integrated Service Model
The objectives of the Integrated Service Model are to promote aging in place, better quality of life, and successful tenancies for tenants living in TCHC seniors buildings. Senior tenant priorities: 1. Building to be clean and well maintained with repairs completed in a timely manner; 2. Senior tenants feel safe in their homes; 3. Increased access to health services and social supports in their building and the broader community; and 4. More frequent and proactive communications that are timely and respectful. The model proposes new ways of operating and interacting with tenants to meet these objectives and priorities.
SENIORS HOUSING UNIT 2 Item 5 - Q3 2019 Seniors Housing Unit TSC Public Meeting - December 5, 2019 Report:TSC:2019-41 PRESENTATION
Key Innovation: New Roles
Deletion of old roles: • Community Service Coordinator (CSC) • Tenant Services Coordinator New roles: • Housing Stability Coordinator Takes on the CSC function, with responsibility for tenancy management. They are the main point of contact in the building. They liaise with building staff and know when to refer a tenant to the Care Coordinator or Lead Agency Staff, much like a CSC. • Tenant Services Administrator Takes on the administrative tenancy management function of preparing routine correspondence, performing rent assessments, collecting arrears, collecting data and creating reports. • Support & Engagement Supervisor Works out of Area Office, manages and supports HSCs in buildings.
SENIORS HOUSING UNIT 3 Item 5 - Q3 2019 Seniors Housing Unit TSC Public Meeting - December 5, 2019 Report:TSC:2019-41 PRESENTATION
SENIORS HOUSING UNIT 4 Item 5 - Q3 2019 Seniors Housing Unit TSC Public Meeting - December 5, 2019 Report:TSC:2019-41 PRESENTATION
Service Improvement Opportunities • Consistent staff‐tenant interactions as a result of more staff across fewer buildings
• Opportunities to integrate services focusing on people and services focusing on property management, which are currently delivered and managed separately
• Joint accountability resulting from staff working together
• Regular meetings to facilitate problem solving, information sharing and preventing crises
SENIORS HOUSING UNIT 5 Item 5 - Q3 2019 Seniors Housing Unit TSC Public Meeting - December 5, 2019 Report:TSC:2019-41 PRESENTATION
Phase 1: Site Selection Item 5 - Q3 2019 Seniors Housing Unit TSC Public Meeting - December 5, 2019 Report:TSC:2019-41 PRESENTATION
Site Selection Process
Staff reviewed health and housing data ◦ Classified buildings as high, moderate and low need ◦ Looked for data correlations ◦ Reviewed stakeholder concerns (political, operational)
Grouped 83 buildings into 5 regions and drew regional boundaries
SENIORS HOUSING UNIT 7 Item 5 - Q3 2019 Seniors Housing Unit TSC Public Meeting - December 5, 2019 Report:TSC:2019-41 PRESENTATION
Building Profiles Building profiles were created using the following TCHC data: ◦ # of units ◦ # of tenants ◦ Occupancy rates ◦ Gender breakdown ◦ Age breakdowns ◦ Proportion of tenants who live alone ◦ Proportion of tenants who identified a non‐English primary language
SENIORS HOUSING UNIT 8 Item 5 - Q3 2019 Seniors Housing Unit TSC Public Meeting - December 5, 2019 Report:TSC:2019-41 PRESENTATION
Building Needs –Low, Moderate, High Data examined from TCHC, TC‐LHIN and City of Toronto Examined the distribution of need within each of the following indicators: ◦ Unit Condition (clutter 4‐9) ◦ Pest Control (all calls) ◦ Community Safety (all calls and major incidents) ◦ Arrears ($, units with arrears) ◦ Legal Files (arrears, health & safety, and for cause) ◦ Health (# of ED Visits, # of in‐patient discharges, # of 911 calls) ◦ % Bachelor units ◦ Staff perceptions and identification
SENIORS HOUSING UNIT 9 Item 5 - Q3 2019 Seniors Housing Unit TSC Public Meeting - December 5, 2019 Report:TSC:2019-41 PRESENTATION
Findings from Data Analysis Breakdown of need: ◦ 26% of buildings identified as low needs ◦ 49% of buildings identified as moderate needs ◦ 26% of buildings identified as high needs
High needs building: ◦ Had more units ◦ Had younger tenants ◦ Had more male tenants
Some indicators did not contribute to building need ◦ Tenant Community Services referrals ◦ Major pest incidents at AUI ◦ Urine and feces at AUI ◦ Some health data, including ED for mental health or ALC Length of Stay
SENIORS HOUSING UNIT 10 Item 5 - Q3 2019 Seniors Housing Unit TSC Public Meeting - December 5, 2019 Report:TSC:2019-41 PRESENTATION
Region Profiles Seniors buildings were broken into 5 geographic regions, ensuring a broad variety of levels of need, as well as building size.
Each region represents roughly 20% of the portfolio (at an average of 2,781 units).
The proposal to use a whole region for Phase 1 is consistent with staff’s recommendation to begin implementation in “10 buildings”, as this figure was based on the assumption that each “building” would be comprised of approximately 375 units.
SENIORS HOUSING UNIT 11 Item 5 - Q3 2019 Seniors Housing Unit TSC Public Meeting - December 5, 2019 Report:TSC:2019-41 PRESENTATION
Region Map and Levels of Need Red = high need Yellow = moderate need Green = low need
SENIORS HOUSING UNIT 12 Item 5 - Q3 2019 Seniors Housing Unit TSC Public Meeting - December 5, 2019 Report:TSC:2019-41 PRESENTATION
South East Region and Levels of Need
Red = high need Yellow = moderate need Green = low need
SENIORS HOUSING UNIT 13 Item 5 - Q3 2019 Seniors Housing Unit TSC Public Meeting - December 5, 2019 Report:TSC:2019-41 PRESENTATION
Phase 1 – Proposed Site South East Region Reasons for selecting the South East Region for Phase 1:
◦ Data shows that this region’s average need score lies in the middle of all 5 regions ◦ Beginning here would allow us to learn lessons to scale up and down for regions with higher and lower average need scores
SENIORS HOUSING UNIT 14 Item 5 - Q3 2019 Seniors Housing Unit TSC Public Meeting - December 5, 2019 Report:TSC:2019-41 PRESENTATION
Next Steps in 2019
Area Key Activities
Integrated Service Model implementation . Confirm implementation plan and budget
. Develop policies and protocols to implement the ISM
. Confirm service hubs in Phase 1 buildings
. Staff recruitment and training plan for Phase 1
SENIORS HOUSING UNIT 15 Item 5 - Q3 2019 Seniors Housing Unit TSC Public Meeting - December 5, 2019 Report:TSC:2019-41 PRESENTATION
Next Steps in 2019
Area Key Activities
Accountability Framework . Set baseline data
. Create data dashboard
. Develop methodology for collecting and reporting data
SENIORS HOUSING UNIT 16 Item 5 - Q3 2019 Seniors Housing Unit TSC Public Meeting - December 5, 2019 Report:TSC:2019-41 PRESENTATION
Next Steps in 2020
Area Key Activities
Integrated Service Model . Implement Phase 1
Accountability Framework . Collect data and revise as required
SENIORS HOUSING UNIT 17 Item 5 - Q3 2019 Seniors Housing Unit TSC Public Meeting - December 5, 2019 Report:TSC:2019-41 PRESENTATION
Implementation of ISM The ISM will be implemented in a phased approach.
• Phase 1 • Begins in Q2 2020 • Implemented in 18 buildings (approximately 2900 units) in the South East region • Will be monitored and evaluated through the Accountability Framework developed by TCHC and Seniors Services and Long Term Care
• Lessons from Phase 1 will inform how the ISM is rolled out across the portfolio
Tenant Engagement System Refresh Update Item 6 December 5, 2019 Tenant Services Committee
Report: TSC:2019-42 To: Tenant Services Committee (“TSC”)
From: Chief Operating Officer (“COO”)
Date: November 15, 2019
PURPOSE: To provide an update on the implementation of the Tenant Engagement System Refresh and the consistency of the process throughout the portfolio.
RECOMMENDATIONS FOR APPROVAL: It is recommended that report be received for information.
TENANT ENGAGEMENT SYSTEM IMPLEMENTATION UPDATE
Local Engagement Option Voting Process In October 2019, tenants started voting on the local engagement option of their choice. By Q1 2020, all building and townhouse communities across TCHC, including those in direct and private managed communities, and the Interim Seniors Housing Unit, will have had the opportunity to participate in the selection of their preferred local engagement model at the building/townhouse level.
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Next Steps: Tenant Engagement System
Establishment of the tri-level Tenant Engagement System structure for the building/townhouse, community and city level:
1. Building/townhouse level: Tenant representation established by Q2 2020 with Tenant Elections taking place on April 16, 2019 2. Community level: Tenant Community Action Tables established in Q2 2020. 3. City level: The City-Wide Tenant-Staff Governance Oversight Committee established in Q2-Q3 2020.
Alignment of Regent Park engagement model with overall TCHC Tenant Engagement System
Developments that fall within the boundaries of the former Operating Unit M will not participate in the local engagement option voting process. This is due to a TCHC pilot that was launched in Regent Park which aimed to establish a resident-led engagement structure that ensures equitable election of representatives at the Regent Park Neighbourhood Association (RPNA) from both condominium and TCHC buildings.
In alignment with the council-endorsed 2007 Social Development Plan of Regent Park, and with a unit mix of approximately 75% condominium residents and 25% TCHC tenants in the Regent Park community, it was recognized that TCHC tenants may be underrepresented on the RPNA. To address this, in collaboration with tenants the Regent Park tenant engagement model was refreshed in 2017 to increase TCHC tenant participation and leadership capacity in local decision-making. As directed by the Social Development Plan, the need to ensure equitable participation and capacity in neighbourhood governance structures, resulted in the establishment of a committee model for TCHC tenants living in Regent Park. This mirrored the participation levels of condominium buildings represented in the RPNA. The established committee model included between three to five TCHC tenant members per committee, many of which are also participating in the RPNA.
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Next steps: Regent Park integration with the broader Tenant Engagement System In order to align the Regent Park engagement model with the overall Tenant Engagement System, the community will partake in the April 16, 2020 Tenant Elections to select their tenant representation, as well as in the establishment of the Tenant Community Action Tables and City-wide Governance Oversight Committee.
IMPLICATIONS AND RISKS: The timeline for when tenants can elect their community representatives or form committees is dependent on the completion of the local engagement option selection process. The goal of the Tenant Engagement System is to foster tenant engagement and to build vibrant communities through diverse, inclusive and collaborative methods that gives all tenants of Toronto Community Housing Corporation a voice and input into community-related decision-making. To ensure that as many tenants participate the establishment of each community’s engagement model, engagement teams will continue to inform tenants about the features of the different local engagement options and encourage them to participate in the voting process.
SIGNATURE:
“Sheila Penny”)
Sheila Penny Chief Operating Officer
STAFF CONTACT: Sheila Penny, Chief Operating Officer (416) 981-6414 [email protected]
Julio Rigores, Director, Program Delivery (416) 895-6044 [email protected] Page 1 of 5
Update on the CCTV Camera System, Deployment Model and Engagement Process Item 7 December 5, 2019 Tenant Services Committee
Report: TSC:2019-43
To: Tenant Services Committee (“TSC”)
From: President and Chief Executive Officer
Date: November 15, 2019
PURPOSE: The purpose of this report is to provide the TSC and Board of Directors with an update on TCHC’s approach to the Closed Circuit Television (“CCTV”) system, camera deployment and how tenants are engaged in the process.
RECOMMENDATIONS: It is recommended that this report be received and forwarded to the Board of Directors for information, as requested by the Board of Directors at their June 27, 2019 meeting.
OVERVIEW: TCHC takes the safety and security of tenants very seriously. TCHC has approximately 12,000 CCTV cameras across its portfolio, with cameras in every community. The CCTV system helps provide TCHC tenants, employees, visitors and properties with an increased perception of safety and security. The addition of CCTV cameras in a community is a popular request by both staff and tenants when recommending security improvements. Page 2 of 5
The use of CCTV in TCHC communities supports the deterrence of criminal activities, and is an aid during investigations of crimes on TCHC properties. CCTV cameras will not prevent crimes, nor will they solve TCHC’s safety issues. CCTV cameras are just one of the many measures in a safety model that can support TCHC in building safe and secure communities. 1. CCTV Camera Systems - Technical Standards Smart Buildings and Energy Management (“SBEM”) has adopted a Building Security Systems General Specifications Document. This document sets out the technical standards for the CCTV camera system to ensure operability in a consistent format and on a single platform. Technical standards have been designed to improve the overall quality of the installation, reliability of the system and to safe guard the equipment. These standards are required for deployment of all CCTV camera equipment, be it planned capital or demand repair. Historically, different systems were deployed across TCHC communities, which made it difficult to acquire video footage when needed. Each of the systems had different parameters and processes for data extraction, which required specific technical expertise for each system. Multiple systems became an increasing challenge when there were technical problems or when equipment was damaged. Standardizing the camera systems to one platform has improved the effectiveness of video evidence for trials and investigations. Consolidation of systems and portfolio wide technical standards have provided the Community Safety Unit (“CSU”) and Toronto Police Services (“TPS”) with a level of consistency in evidence and an improved reliability and validity of CCTV camera video footage. 2. CCTV Camera Deployment Model TCHC has designed a deployment process for the CCTV system that is consistent across the portfolio. Installation, height placement, camera type, cabling and conduit have all been standardized. CCTV cameras are continually vandalized, which compromises the functionality and reliability of footage. Standards for installation have been designed to prevent and limit vandalism and damage, ensuring equipment is operational and functional. Page 3 of 5
Placement of CCTV equipment is an iterative process between SBEM and CSU. CSU provides safety and security expertise, with information on incident responses and context on the overall safety of the community. SBEM and CSU conduct security and safety audits, which inform the overall design of the CCTV system. Other stakeholders are also engaged and consulted for a better understanding of community safety needs and to identify areas of antisocial activity. Stakeholders include law enforcement agencies, site staff and other TCHC divisions and business units. Final designs are reviewed and confirmed with all stakeholders prior to tendering for equipment and installation. In addition to a community based approach, SBEM and CSU have developed a universal design for all TCHC communities. This includes a list of building locations where camera installation is considered essential for basic coverage. Universal design locations include community entrances, community rooms, lobby areas, parking lots, driveways, laundry rooms and elevators. 3. Tenant Engagement Currently, CSU and the TPS work with tenants during safety audits to enhance and strengthen the understanding of community safety issues and to identify areas that pose safety concerns. Results of safety audits are used in planning the CCTV design in each community, including identifying when cameras need to be upgraded, if additional cameras are required and to help determine equipment placement. Beginning in 2020, the deployment model for CCTV cameras will adopt a proactive approach to tenant engagement. A tenant-led “Community Walk Through” will be hosted to identify safety concerns and issue areas. The feedback from the “Community Walk Through” will act as additional input and will help inform CCTV camera design. It is important to note, the design for CCTV cameras will continue to be at the discretion of experts in SBEM and CSU, and remain confidential to maintain the effectiveness of the system and to ensure compliance with Municipal Freedom of Information and Protection of Privacy Act (“MFIPPA”).
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IMPLICATIONS AND RISKS: Practices related to capture, use, dissemination, storage and disposal of information received from CCTV cameras are governed by MFIPPA and the Information and Privacy Commissioner’s guidelines. In order to be in compliance with MFIPPA, exact camera placement and field of view is considered privileged information. In line with industry practice, CCTV camera placement and field of view is kept confidential to ensure the integrity of the system, as knowledge of placement and camera design can be used to avoid detection, circumvent corporate security and compromise law enforcement investigations. Historically tenants have not been consulted during the CCTV deployment process. There is a potential risk and conflict of interest, as cameras are often used as evidence in antisocial behavior situations involving tenants and visitors in the community. The CCTV camera system is an appreciated resource by staff, tenants and external stakeholders, however the effectiveness of the system can pose challenges when managing expectations. Cameras are routinely vandalized, damaged or otherwise malfunctioning, and this has often led to issues with the tenants, TPS and elected officials. It is important that TCHC continue to consult with and educate tenants on the installation, usage and limitations of the CCTV system. Tenants’ concerns and questions on privacy issues relating to the usage of CCTV in residential public areas are to be routinely clarified by staff.
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TCHC will keep control of and be responsible for the CCTV system in its buildings. TCHC recognizes that the use of a CCTV system must balance safety needs and tenant privacy.
SIGNATURE:
“Sheila Penny”
Sheila Penny, Chief Operating Officer, Toronto Community Housing
ATTACHMENT: 1. CCTV Camera Capital Upgrade Process
STAFF CONTACT: Allen Murray, Vice-President, Facilities Management (Acting) 416-981-6955 [email protected] Item 7 - Update on the CCTV Camera System, Deployment Model and Engagement Process TSC Public Meeting - December 5, 2019 Report:TSC:2019-43 Attachment 1
Item X Update on the CCTV Camera System, Demloyment Model and Engagement Process Attachment 1
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Toronto Community Housing Violence Reduction Program: Progress Report and Performance Measurement Item 8 December 5, 2019 Tenant Services Committee
Report: TSC: 2019-46
To: Tenant Services Committee (“TSC”)
From: Director, Community Safety Unit
Date: November 12, 2019
PURPOSE: This report provides an update on the implementation status and performance of the Violence Reduction Program.
RECOMMENDATIONS: It is recommended that the TSC receive this report for information and forward it to the Board of Directors for information.
REASONS FOR RECOMMENDATIONS: At its meeting on June 27th, 2019, Toronto Community Housing’s Board of Directors directed staff to operationalize the Violence Reduction Program (“VRP”). This report provides an update on activities and performance to- date.
BACKGROUND The VRP is focused on improving safety and security for tenants. It is a response to the disproportionate frequency of violence that occurs on Toronto Community Housing (“TCHC”) property, which is rooted in the levels of poverty, addiction, mental health needs and street-involvement present in the TCHC tenant population. Page 2 of 8
Due to the complex nature of Dan Harrison and the ten identified high needs communities, the VRP includes enhanced enforcement activity through dedicated, on-site Community Safety Unit (“CSU”) presence, collaboration with Toronto Police Service (“TPS”), as well as economic development and community and social supports in collaboration with the City of Toronto.
Implementation Status
Economic Development and Social Supports
Tenant and Community Services (“TCS”) has worked closely with Social Development, Finance and Administration (“SDFA”) to design a fulsome approach to providing economic development and social support related to community safety. The following actions are underway: A Memorandum of Understanding (“MOU”) was developed between TCHC and SDFA. The MOU sets out the roles and responsibilities of both TCHC and SDFA to implement the VRP’s economic development and social support programs. The implementation of the MOU has been delayed to 2020, pending integration into the new TCHC Operations structure.
In 2020, funds will be transferred from TCHC to SDFA to flow through to agencies and tenant groups to implement programs in the VRP communities.
A TCS Engagement Manager has been appointed to the Crisis Response Fund Review Panel.
Proposed staffing is under review to align with the new decentralized model. Upon finalizing the staffing details, a Manager will be responsible for liaising between SDFA and CSU to ensure implementation of the plan is meeting key deliverables. Status updates and program statistics against key performance indicators will continue to be reported to Tenant Services Committee quarterly.
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Enhanced Enforcement: Broader Dan Harrison
Special Constables have been providing 24/7 security coverage in the broader Dan Harrison community since October 2018. In addition to this dedicated presence, upgrades to the building are being made to align with crime prevention through environmental design (“CPTED”) principles. CCTV cameras will be posted in the entrance ways and alleys behind Dan Harrison to capture anti-social behaviour and will support criminal proceedings. Special lighting with motion detectors will also be installed in these areas.
A satellite office for CSU staff has been set up at 249 Sherbourne, which allows CSU to have a continuing presence in the community. The local TPS officers also have access to the space, which allows for a high level of coordination between CSU and TPS.
Enhanced Enforcement: High needs communities
Since September 2018, third party security guards have been providing security in the ten high needs communities while additional Special Constables are recruited. While third party security is able to provide a security presence that helps to deter crime, they are not able to provide the same level of service as Special Constables.
Once fully implemented, the VRP will have a total of 60 Special Constables deployed across the ten high needs communities with a mandate for community engagement, intelligence gathering, and disruption of illegal and anti-social behaviour.
Phase one of hiring for Special Constables was completed in June. Twenty new Special Constables have undergone training. On September 5th, CSU rolled out Phase one of the VRP by deploying Special Constables at 2195 Jane Street, broader Bleeker and Wellesley, and broader Lawrence East. Third party security guards have been reduced or removed at all three locations, with a complete removal of security guard services from 4175/4205 Lawrence by the end of 2019.
Hiring of the remaining 40 Special Constables is ongoing. As Special Constables are on-boarded and trained, they will be deployed in phases to the rest of the high needs communities. Page 4 of 8
In addition to the enhanced security, CSU has also been conducting safety audits and delivering its summer safety program in all of the VRP communities including: delivering more community activities facilitated by the CSU; increasing engagement with tenants; and increasing tenant safety education and information sharing.
Performance Measurement
Economic Development and Social Supports
Once the full complement of project staff is hired and activities are underway, staff will report annually on the indicators listed in Attachment 1.
Enhanced Enforcement: Broader Dan Harrison and High Needs Communities
The number of joint patrols conducted with TPS has decreased from the previous year in both the broader Dan Harrison community and in the High Needs Communities. The number of patrols conducted is dependent on the availability of TPS staff. We are continuing to work closely with TPS to share information through a variety of channels including participation in regular crime management meetings with TPS and joint investigations.
The number of arrests has increased in both the broader Dan Harrison community and in the high needs communities. This is a result of the joint patrols, enhanced information sharing with TPS and better relationships with tenants who are reporting crimes and providing information leading to arrests.
In the broader Dan Harrison community and in the high needs communities there has been an increase in the number of serious acts of violence reported to CSU between April and September 2019. This is attributed to tenants feeling more empowered to report crimes as a result of increased confidence in CSU and comfort in reporting, which has been developed through increased tenant engagement. Greater confidence in CSU and comfort in reporting typically leads to a spike in reporting, which levels off to what would become the new norm after a period of time.
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Table 1: Actions taken in Broader Dan Harrison Community (Q2 & Q3 2018, 2019) Cumulative Q2 2019 Q3 2019 Q2 2018 Q3 2018 Q2 & Q3 April Action April to to Sept Variance July Aug July Aug May May April April Sept Sept June June Sept 2019 2018 Joint patrols 6 9 2 7 9 10 22 15 9 6 3 23 43 78 -81%
Arrests 20 25 17 11 9 9 9 21 5 8 3 13 69 59 17%
Serious acts of violence 2 7 6 7 4 0 4 3 2 1 2 2 14 86% 26
Referrals of vulnerable people n/ made by CSU (to 0 8 15 0 10 0 n/a n/a n/a n/a n/a 33 n/a n/a a TCS)
Total referrals of vulnerable people made by TCS to 19 26 18 18 19 21 21 30 13 17 12 30 121 123 -2% Supports
N6/N7 1 1 0 3 0 0 0 3 4 3 0 0 5 10 -100%
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Table 2: Actions taken in ten High Needs Communities (Q2 & Q3 2018, 2019) Cumulative Q2 2019 Q3 2019 Q2 2018 Q3 2018 Q2 & Q3 April to April to Action Sept Sept Variance July Aug July Aug May May April April Sept Sept June June 2019 2018 Joint Patrols 11 12 12 10 7 15 7 21 52 56 20 67 200 -196% 44 Arrests 23 25 40 31 27 10 13 16 25 18 10 18 156 100 56%
Serious acts of violence 15 8 11 15 20 17 7 20 15 9 15 15 86 81 6%
Referrals of vulnerable people 33 17 9 9 10 2 0 0 0 2 1 0 80 n/a n/a made by CSU
Referrals of vulnerable people 134 241 80 96 164 88 64 104 66 92 71 76 803 473 70% made by TCS
N6/N7 10 17 5 20 7 5 5 2 14 12 8 0 64 41 56%
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IMPLICATIONS AND RISKS: While the VRP program has been operationalized and is on-track, it may be at risk due to low hiring rates and high attrition when it comes to bringing new Special Constables on board in the Community Safety Unit. Therefore, staffing and deployment of Special Constables in the ten high needs communities may not happen as quickly as desired.
SIGNATURE:
“William Anderson”
William Anderson Senior Director, Community Safety Unit
ATTACHMENTS Attachment 1: Program Indicators
STAFF CONTACTS: Nadia Gouveia, Director, Program Development, Operations 416 981-4090 [email protected]
Mona Bottoni, Manager, Planning and Business Support, Community Safety Unit 416-981-5036 [email protected] Page 8 of 8 Item 8 – Toronto Community Housing Violence Reduction Plan: Progress Report and Performance Measurement Report:TSC:2019-46 Attachment 1: Program Indicators
Attachment 1: Program Indicators
Program Focus Description Indicator Increased number of Number of successful tenants referred to Tenant and referrals to appropriate partner agencies household agencies or programs including SPIDER and connection to Number of tenants who FOCUS, leading to support return for additional tenants accessing services necessary supports Number of tenants Increased tenant participating in safety and participation in capacity building initiatives capacity-building Tenant Number of tenants who activities related to participation and complete safety-related community safety, capacity trainings/workshops leading to increased building Number of tenant-initiated tenant leadership and activities an increase in tenant- run safety initiatives Number of CCRP grant applications Increased communication Number of multi-agency between agencies Improved meetings contributing to service delivery Number of joint initiatives streamlined, between agencies collaborative service delivery to tenants Increased number of Tenant Number of tenants who tenants reporting they perception of report feeling safer on the feel safer, indicating community TCHC Tenant Experience positive changes in safety Survey community safety
Vacant Unit Action Plan 2019 Item 9 Tenant Services Committee
Report: TCHC:2019-47 To: Tenant Services Committee (“TSC”)
From: Kevin Marshman, President and CEO Sheila Penny, Chief Operating Officer Date: November 22, 2019
PURPOSE: To provide the Tenant Services Committee with an update on the level of vacancy and strategies to manage a reduction in the rate. REPORT HISTORY: May 31, 2019 TCS: C2019-21 July 19, 2019 TCS: C2019-24 October 7, 2019: TCHC: 2019-27
RECOMMENDATIONS: It is recommended that the Tenant Services Committee receive the report for information and discussion. REASONS FOR RECOMMENDATIONS: The information contained within the following report provides the Committee with the requisite details necessary to meet its responsibilities as set out in its terms of reference.
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EXECUTIVE SUMMARY
End of End of End of YTD Prior YTD Measure Q1 Q2 Q3 Oct-19 2019 YTD 2019 vs 2019 2019 2019 Average Average 2018 RGI Vacancy 2.26% 2.66% 2.29% 2.01% 2.39% 2.19% 9.60% Rate Market: Vacancy 1.09% 0.97% 0.99% 1.01% 1.00% 1.61% 38.00% rate Rentable vacant 1,205 1,406 1,218 1,078 1,270 1,206 5.30% units
In her report, “Opening Doors to Stable Housing”, the City’s Auditor General identified a number of issues with regard to effectively managing the centralized vacancy waitlist and securing units for vacant units. In addition, she identified categories on vacant units not considered available for rent and while she acknowledged a level of complexity with regard to solutions, she encouraged the City and TCHC to explore alternatives. VACANCY MANAGEMENT: The RGI vacancy rate continued to decrease in October 2019 to 2.01%. While the market vacancy rate increased slightly to 1.01%. Over half of the rentable vacant units in October were units where an offer had already been accepted and were pending move, or in the unit offer stage. Significant efforts through the augmentation of staff to let units over the summer and fall has driven down the vacancy rate. In addition, resources dedicated to processing the overhoused waitlist were redeployed to focus on intake from the external city waitlist. Those resources have returned to their primary responsibility. While we have re- commenced overhoused processing, the incremental resources on- boarded in August, will focus efforts during November and December on the bachelor vacancies which are the most significant rental challenge. Staff have conducted an analysis of TCHC units that are hard to rent (where offers on these units are consistently declined) and are working closely with City staff to develop strategies to fill these units. TCS November COO OFFICE – PNV4 Final
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End End End Variance YTD Prior of of of Oct- YTD Measure 2019 YTD Q1 Q2 Q3 19 2019 vs Average Average 2019 2019 2019 2018 Non-Rentable Vacant Units Capital Repairs Revitalization (Under 416 749 749 749 590 411 43.50% Construction) To be 863 340 369 373 597 610 -2.10% Demolished Newly Built 108 42 22 22 74 79 -6.30% Relocation 67 55 192 201 92 260 -64.50% For Sale 1 1 1 1 1 1 0% Non-Rentable Vacant Units – Capital Repairs Capital Repairs 265 265 284 288 269 203 32.90% Contractor Storage 20 17 9 9 16 35 -55.20% Accessibility 28 22 24 27 25 23 5.60% Temporarily Relocated 7 6 9 7 6 9 -30.00% Uninhabitable 24 23 23 23 24 24 -2.10% Non-Rentable Vacant Units – Staff Use
Superintendent 83 82 71 73 79 80 -2.40%
Live-In Super 68 61 56 57 63 71 -11.30% Community 37 37 54 54 44 37 18.40% Programs Non-Rentable Vacant Units – Agency Use Agency 46 60 57 57 55 46 18.7% Transfer Pending Agency 318 322 335 335 324 370 -12.5% Transfer
TCS November COO OFFICE – PNV4 Final
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CURRENT VACANCY PERFORMANCE
Vacant and Rentable Units As a result of the vacancy program established in August, the RGI vacancy rate continued to decrease in October 2019 to 2.01%, while the market vacancy rate increased slightly to 1.01%. The number of rentable vacant units declined in October to 1,078 units. More than half of the rentable vacant units in October were in the unit offer stage, or were units where an offer had already been accepted and were pending move-in.
In response the recommendation outlined in the Auditor General’s report on the Centralized Waitlist TCHC has undertaken the following initiatives to focus on vacancy management. Vacancy and Rentable Actions: 1. Update the offer process to require the identification of four (4) operating units vs. specific addresses
UPDATE: As of October 1, 2019 households on the overhoused list have started to receive offers based on expanded areas of preference, changes to the process should result increased offer rates to overhoused household.
Of the *1,441 households on the overhoused waitlist 65% of households qualify for 1 bedroom units.
2. By-pass the Overhoused Waitlist priority attention for 60 days commencing August 1, 2019 and ending on October 1, 2019
TCS November COO OFFICE – PNV4 Final
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UPDATE: Offers to overhoused households were reinstated on October 1, 2019, this has resulted in increased offers rates to overhoused households but may not result in high leasing rates as households can receive up to three consecutive offers and the resulting move would result in another vacancy (as per the overhoused process).
3. Partner with the City to reconcile vacancy data between TCHC and City IT systems used to facilitate unit offers.
4. Recruit temporary additional housing administration clerks through to year end to increase the volume of offers being tendered on a monthly basis.
UPDATE: All positions were filled as of mid-August. Progress has moved steadily resulting in a decrease in RGI vacancy rates to 2.01% at the end of October.
5. Work with the City to respond to the AG recommendation with regard to enhance public posting of vacancies.
6. Complete the current review of referral agreements. UPDATE: City staff and responsible staff in TCHC are meeting to ensure referral agreements (supported by an operating agreement between the City and TCHC). Management is focused on ensuring agreements meet tenant and community needs, and that accountability frameworks are embedded in agreements. This work will continue into Q1-2020.
TCS November COO OFFICE – PNV4 Final
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Vacant Non-Rentable Units The number of non-rentable vacant units increased slightly in October primarily due to revitalization driven demolitions and units held, as well as, capital repairs and accessibility upgrades.
Non-Rentable Actions: 1. TCHC has committed to working with the City to assess the feasibility of the recommendation within the timelines established by the City for a report back. 2. TCHC has established, as a guiding principle, that vacant units will only be used for Contractor office/storage in circumstances where a container cannot be effectively positioned on the site. 3. TCHC has undertaken a review of the units held for local staff use/storage to assess where possible alternative solutions exist
Vacant Un-Rentable Units held for Revitalization Revitalization Relocation 201 Pending Demolition 373 Revitalization 749 For Sale 1 Newly Built 22 1346 Relocation units are held to facilitate relocation of tenants from the communities subject to redevelopment (some of which require “zero- displacement”) and subsequently through each phase of the project from demolition and re-construction to commissioning and tenant return. Units held for relocation may also be used to relocate tenants who are displaced because of substantive capital work.
TCS November COO OFFICE – PNV4 Final
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The City of Toronto AG has recommended: “Consider the feasibility of using TCHC vacant units held for revitalization to meet the demand for emergency shelter as an alternative to hotels or other temporary shelter options.” Update: The City has indicated an interested in leveraging TCHC units which are unbillable for tenancy but otherwise habitable for temporarily/transitional housing. Management is working with the City to review the operational impacts and feasible of this proposal. Vacant Un-Rentable Units held for Capital Repair Capital Repairs Capital Repairs 288 Accessibility 27 Contractor Storage 9 Temp Relocation (related to accessibility upgrades) 7 Uninhabitable 23 354 Approximately 15% of un-rentable vacancies are related to capital repair initiatives. The majority are units undergoing planned capital investment, a much smaller number relate to unplanned capital need stemming from fires, floods or emerging unit condition issues that render units temporarily uninhabitable. The accessibility program is a capital investment program which aims to modify units of existing tenants who’s accessibility needs are not currently being met in their unit. Based on the tenants needs staff will either modify the tenants current unit or will review the portfolio to see if there is an alternate unit which can modified to meet the tenants needs. In some cases tenants may be able to move directly into a modified unit.
TCS November COO OFFICE – PNV4 Final
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Units held for Staff Use Operational Use Superintendent 73 Live In Superintends 57 Community Programs 54 184 The Auditor General has recommended that TCHC: “Ensure that a maximum number of social housing units are being used for housing and to complete a review of all housing units that are used for other purposes; and, establish a process that requires service manager approval prior to the removal of any housing units from service.” Facilities Management has taken steps to reduce suite contractor storage where possible, thereby halving the number held since Q1. Staff are working to formally define the criteria that would limit the future use of units for storage recognizing that many communities/buildings do not have specific locations to facilitate the operation of local maintenance services or community programming. The existing Contract Management models require live-in Superintendents and are only comprised of market-rent units that have an imputed value within the agreements (i.e. the revenue is accounted for within the contracts). Vacant Un-Rentable Units held for Sale/Transfer Units for Transfer or Sale Agency Transfer 57 Pending Transfer 335 392 These units are either pending transfer to an agency or are being operated by an agency, in either case they typically retain their intended purpose as social housing units. In a few limited cases property is sold under the direction of City.
TCS November COO OFFICE – PNV4 Final
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IMPLICATIONS AND RISKS: Vacancy loss impedes the ability of the organization to optimally re-invest in the capital repair and operations of the agency. Vacancy also peripherally contributes to anti-social behaviour within some communities as well as to present additional cost through the unique maintenance (monitoring) needs of the empty units.
There is reputational risk in failing to surmount the various challenges presented to the organization necessary to reconcile over-housed situations and shelter social housing applicants effectively from the waitlist.
SIGNATURE:
“Sheila Penny”
Sheila Penny Chief Operating Officer
STAFF CONTACT: Patricia Narine, Director Program Services Operational Initiatives (416) 981-4167 [email protected]
TCS November COO OFFICE – PNV4 Final
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Update on Tenants First Item 10 December 5, 2019 Tenant Services Committee
Report: TSC:2019-44
To: Tenant Services Committee (“TSC”)
From: Acting Director, Strategic Planning & Stakeholder Relations (“SPSR”) Date: October 31, 2019
PURPOSE: The purpose of this report to provide TSC with an update on the City’s Tenants First process, with particular emphasis on the funding formula and the transfer of TCHC-owned houses.
RECOMMENDATION: It is recommended that this report be received for information.
BACKGROUND
Overall TCHC-City Coordination Process TCHC’s CEO and the City Manager continue to meet monthly to maintain a direct line of communication between TCHC and the City, ensuring oversight and accountability continues. The City and TCHC have worked together to develop a dashboard that tracks the progress of the Tenants First work streams. Content from the dashboard is included in this update (Attachment 1), which lists the overall status and key milestones of the seven work streams. Five of the seven work streams are on track, with two facing a slight delay in schedule. Page 2 of 5
Funding Formula The TCHC funding formula is being co-developed by the City and TCHC as part of the overall City budgeting process. The City has indicated that the funding formula was approved at the November 14th, 2019 Executive Committee meeting. The funding formula will now be presented to City Council and then will be subject to the City’s budget process.
Development In July 2019, City Council approved in principle the transfer of TCHC’s Development function to CreateTO, and directed TCHC to work with the City and CreateTO to conduct the necessary due diligence for the transfer. This work is underway with a draft approvals framework created. TCHC consulted with tenants and with Revitalization staff in October and will provide their feedback through the City-led due diligence report, expected during Q4 2019.
Seniors Corporation/Integrated Service Model In May 2018, City Council directed the City to develop and recommend an approach for transferring seniors-designated buildings from TCHC to a future, city-owned seniors housing corporation. In addition, City Council directed the City and TCHC to work together to implement a new Integrated Service Model for seniors housing to promote ageing in place and better quality of life for seniors.
Seniors Corporation The City is completing their due diligence on the establishment of a formal Seniors Housing Corporation, which TCHC provides support to as needed. Draft recommendations are currently on track to be completed and presented to Executive Committee in Q3 2020.
Integrated Service Model The City and TCHC have been working together to complete the design and implementation plan of the Integrated Service Model (“ISM”) with bi- weekly meetings. The site selection is complete and 83 buildings have been selected and grouped into five regions. Each region comprises approximately 20 percent of the portfolio. Page 3 of 5
The ISM will be rolled out in five phases corresponding with each region. Phase 1 will be launched in 2020 in the south-east region in 18 buildings (2,826 units). Local 79 and Local 416 labour relations partners are being consulted as the ISM staffing structure is being finalized. TCHC is working with the City to develop an accountability framework inclusive of key indicators, methodology for collecting and reporting data, and developing an internal City structure to review and provide feedback. TCHC staff and tenants will be engaged prior to the first phase roll-out.
Asset Transfers
Mortgage Substitutions and Severances The required property substitutions and discharges of Infrastructure Ontario (“IO”) mortgages registered against Agency, Uninhabited, Rooming and Scattered houses are proceeding according to schedule. The first tranche of properties encumbered by IO loans closed in October 2019, with the second tranche on track for November 2019. The remaining tranches are expected to be closed in Q3 2020, subject to IO’s satisfaction with the proposed replacement properties.
External legal counsel is continuing to process severance applications for the remaining Agency and Uninhabited houses as needed. Some severances are more complex, requiring a full Committee of Adjustment hearing, which will add approximately nine to twelve months to these houses’ transfer timelines.
These severances, and possibly others, may also require an Official Plan Amendment as they contain more than six dwelling units. This will involve an additional six to twelve months of work, depending on the requirements from City Planning staff. TCHC legal counsel, external counsel, Tenants First staff and SPSR representatives continue to work with City Planning staff to proceed as expeditiously as possible with these severances.
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Agency and Uninhabited Houses TCHC and the City continue work to transfer all Agency and Uninhabited houses to eligible agencies. After completing due diligence to ensure agency capacity to secure the necessary funding, the City has formally authorized the transfer of 14 properties to seven agencies. Draft Agreements of Purchase and Sale (“APS”) are being sent out to those agencies.
We continue to remain on track for the transfer of the majority of Agency houses, with 21 of the 30 properties to be transferred by March 2020. The remaining houses will be transferred as the mortgage substitutions and severances are completed.
Rooming Houses The City continues to work with Dixon Hall to develop an operating and capital plan including an appropriate funding model that will allow for the successful transfer of the Rooming houses.
Scattered Houses The City, with the support of TCHC, has finalized a request for proposals (RFP) to select the agencies/non-profit housing providers that will purchase the Scattered houses. The RFP was published on October 31st, 2019. The City will seek City Council approval of the recommendations resulting from the RFP in 2020. Once approved, TCHC will have the authority to transfer the Scattered houses to the organizations selected through the RFP process and will request Board approval to complete the transfer.
Mandate TCHC and the City have resumed discussions to finalize TCHC’s mandate. Two meetings have taken place that have provided the opportunity for round-table discussion. The City will engage with stakeholders throughout Q4 2019 as they develop/finalize the mandate. The City remains on track to develop a draft Shareholder Direction in Q2 2020.
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IMPLICATIONS AND RISKS: TCHC is undertaking these actions in accordance with direction from City Council. It is recognized and accepted by TCHC that the full portfolio of Scattered houses will not be sold at fair market value and management is supportive of moving ahead with the transfers. There remain a number of implications of which the Board should be aware.
Transferring these assets will have an impact on TCHC’s ability to borrow and on the Net Operating Income. In 2017, these assets generated NOIs in the amount of approximately $6 million. Based on this number and assuming a 30-year loan term at a 4% interest rate, the estimated loan amount that can be borrowed was calculated at $105M. In transferring these assets, we may lose the capacity to borrow $105M in the future. Based on 2017 MPAC assessments, TCHC will lose approximately $380M in assets as a result of the transfers. Removing these assets from our portfolio will result in a reduction of approximately $100M related to capital repairs.
These risks have been shared with the City’s Tenants First team.
SIGNATURE:
“Scott Kirkham”
Scott Kirkham Acting Director, Strategic Planning & Stakeholder Relations
ATTACHMENT: 1. Tenants First Dashboard STAFF CONTACT: Sara Bartolomeo, Acting Manager, Strategic Planning (416) 981-4943 [email protected] Item 10 - Update on Tenants First TSC Public Meeting - December 5, 2019 Report:TSC:2019-44
Tenants First Update: Attachment 1
Tenant’s First Program Update Overall Status:
Workstream Jan Oct Feb Apr Dec July Aug Nov Mar May Sept June
Funding Model Report to Council 2020 Budget Operating Agreement process
Development Report to Council Target transfer date
Seniors Corporation External legal LR review Draft recs engaged if necessary completed
Integrated Service Model Evaluation Begin Phase 1 framework implementation
Relationship Unit Staffing complete Operating Agreement
Transfers RFP released Begin transfers of Review RFP Council Report agency houses with panel on RFP
Mandate Stakeholder meetings Draft Shareholder Direction
Slight gap to schedule – Significant gap to On track 1 needs attention schedule Page 1 of 6
Use of Space Update Item 11 December 5, 2019 Tenant Services Committee
Report: TSC:2019-37
To: Tenant Services Committee (“TSC”)
From: Acting Director, Strategic Planning and Stakeholder Relations
Date: November 13, 2019
PURPOSE The purpose of this report is to provide an update on TCHC’s use of space policies and procedures.
RECOMMENDATION It is recommended that the TSC receive this report for information.
BACKGROUND Toronto Community Housing (“TCHC”) enters into use of space agreements with agencies that deliver programs and services to tenants in non-residential spaces within our properties. Toronto Community Housing also enters into the agreements with tenants and tenant-led groups that use these spaces to host community events, private events, or to deliver programs and services to tenants. Since 2016, TCHC has interacted with over 140 tenant-led groups and over 200 agencies regarding their own individual use of non-residential space agreements. This in addition to hundreds of use of space engagements prior to 2016.
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In 2017, Toronto Community Housing’s former Tenant and Community Services (“TCS”) division initiated a process to replace its Common Space Policy with two Use of Non-Residential Space policies, one applicable to agencies and one for tenants and tenant-led groups. The policies were updated in order to provide greater clarity to tenants and stakeholders on eligibility criteria for accessing non-residential space within TCHC communities. The updated policies also aimed to minimize legal and reputational risk to the corporation; address insurance requirements required by TCHC’s insurance carrier, and to equip staff with a framework to provide a consistent approach to administering access to community space.
The policies were approved by TCHC’s Executive Leadership Team in June 2018. In September 2018, information on both policies were presented to the Tenant Services Committee. The former TCS division then began renegotiating expired use of space agreements with agencies and tenant-led groups, to align them with the policy.
In April 2019, a motion was adopted by the City’s Executive Committee requesting that TCHC temporarily suspend the re-negotiation of current community leases that raise the current rent paid to Toronto Community Housing Corporation, in excess of Consumer Price Index as the City works to develop a Permanent Funding Model for Toronto Community Housing Corporation. Since then, Toronto Community Housing has continued to only enter into agreements with tenant-led groups and with agencies for non-exclusive use of space.
As of September, at the beginning of the restructuring transition, TCHC’s Strategic Planning and Stakeholder Relations (SPSR) team assumed responsibility for overseeing the use of space policies and procedures and renegotiating long-term use of space agreements as they expire. Staff in the Operations division manage the day-to-day relationships with agencies and tenant groups on-site and provide access to the spaces.
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In the context of the new organizational structure, and with the benefit of experience over the last year, these policies and procedures have been identified for potential update to ensure that they meet tenants’ needs and best serve TCHC communities.
OVERVIEW OF USE OF SPACE POLICIES AND PROCEDURES Under the policies, non-residential space refers to space within a TCHC building that is used for purposes other than providing residential housing. Spaces are further designated into the following categories: community space; recreational space; or commercial space.
The policy differentiates between exclusive use of space and non-exclusive use of space as follows:
Non-Exclusive Use of Space (no fee): Shared use of community or recreational space by tenants, tenant- led groups, and agencies at various times of the day or week on a recurring basis to provide programs, services, and activities that benefit tenants and which support TCHC’s strategic priorities.
Exclusive Use of Space (intent is to be cost neutral): Use of community, commercial or recreational space by an agency where it is the sole occupant for a defined period of time to provide programs, services, and activities that benefit tenants and which support TCHC’s strategic priorities.
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Non-Residential Use of Space Policy for Agencies
The Non-Residential Use of Space Policy for Agencies (Attachment 1) and accompanying procedures set out the terms, conditions and objectives for agencies using non-residential space, mainly: The need for Toronto Community Housing to balance the equitable allocation of non-residential space with the need to maximize its revenue-generating potential, at no increased financial cost to Toronto Community Housing; Ensuring that the use of space primarily serves the needs of tenants by meeting a community need or priority and supports Toronto Community Housing’s strategic objectives; Outlining the types of rental fees that may be charged to agencies for exclusive use of spaces; and Requiring agencies to report to Toronto Community Housing on metrics included in their use of space agreement.
Non-Residential Use of Space Policy for Tenants and Tenant-Led Groups
The Non-Residential Use of Space Policy for Tenants and Tenant-Led Groups (Attachment 2) sets out the terms, conditions and objectives for tenants and tenant-led groups using non-residential space, mainly that:
The use of the space does not conflict with Toronto Community Housing’s policies, including, but not limited to Toronto Community Housing’s Human Rights, Harassment and Fair Access Policy or with applicable legislation; Tenants and tenant-led groups have insurance coverage before entering into a use of space agreement; Tenants requesting to use the space for a private event will be charged a fee; and
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Tenants requesting to use the space for a community event or program will not be charged a fee.
POLICY REVIEW AND NEXT STEPS Following the implementation of the policies and procedures, front-line staff, agencies, and tenants have indicated that agencies and tenants are facing barriers to accessing community spaces. There is also ambiguity across the TCHC portfolio regarding the protocols for use of space applications, approvals, and administration that require improved communications and a streamlined process.
SPSR will be conducting a review of the use of space policies and accompanying procedures in early 2020 to determine where revisions are required to ensure that community spaces can more easily be accessed by tenants and agency partners.
This will ensure that the policies are aligned with the organization’s new decentralized structure and that Toronto Community Housing is better addressing the needs of tenants, while meeting its social and financial objectives and mitigating legal and reputational risks. Emphasis will be placed on ensuring the process for accessing non-residential space is clear, fair and accessible for agencies and tenants and tenant-led groups. SPSR will also initiate the renegotiation of exclusive use of space agreements with agencies once the funding model is finalized.
RISKS AND IMPLICATIONS: Under the Residential Tenancies Act, landlords including Toronto Community Housing have obligations to not interfere with a tenant’s reasonable enjoyment of the residential complex, which includes common areas that are governed by the use of space policy. Implementing a more streamlined process for tenants to access their common spaces will ensure that Toronto Community Housing is meeting its obligations.
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A more streamlined process for managing use of space agreements with agencies will improve our ability to collaborate with partners to address community priorities as identified by tenants.
SIGNATURE: “Scott Kirkham” ______Scott Kirkham Acting Director, Strategic Planning and Stakeholder Relations
ATTACHMENTS: 1. Non-Residential Use of Space Policy for Agencies 2. Non-Residential Use of Space Policy for Tenants and Tenant-Led Groups
STAFF CONTACT: Sara Bartolomeo Acting Manager, Strategic Planning and Stakeholder Relations [email protected]
Item 11 - Use of Space Update Attachment 1 TSC Public Meeting - December 5, 2019 Report:TSC:2019-37
Non-Residential Use of Space Policy for Agencies
Policy Owner: Tenant and Community Services Approval: Executive Leadership Team First Approved: September 4, 2018 Effective Date: November 1, 2018
Policy Statement Eligible agencies may use Toronto Community Housing’s non-residential spaces for community and programming activities. The objective of this policy is to govern the use of non-residential space by agencies who are providing programs and services to tenants. The proper allocation and use of these non-residential spaces helps Toronto Community Housing meet its strategic priorities of Quality Homes, Vibrant Communities and Positive Tenant Experience as outlined in our Strategic Plan. The purpose of this Non-Residential Use of Space Policy for Agencies is to set out the terms, conditions and objectives of agencies using non-residential space. This Policy: Establishes eligibility criteria, conditions and restrictions applicable to use of non-residential space; Balances the need for equitable allocation of non-residential space with the need to maximize its revenue-generating potential, at no increased financial cost to Toronto Community Housing; Ensures that use of non-residential space serves the needs of tenants and supports Toronto Community Housing’s strategic objectives; and Promotes good tenant/customer service-focus, accountability, equity, inclusivity, transparency, community empowerment, community improvement and sustainability for Toronto Community Housing.
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This Policy should be read together with the related procedures.
Scope This Policy applies to: Agencies; Toronto Community Housing employees; Service providers under contract with Toronto Community Housing to provide property management services; and Non-residential space owned or operated by Toronto Community Housing. This Policy does not apply to: Tenants and tenant led-groups (For more information please refer to the Non-Residential Use of Space Policy for Tenants and Tenant-Led Groups); Request for Expressions of Interest (REOI); and Residential space.
Values Agencies’ use of non-residential space is guided by the following values: 1. Tenant/Customer Service-Focused – Tenants are at the heart of everything that Toronto Community Housing does. Non-residential space must be used in a way that is inclusive and improves the lives of tenants, by helping to connect tenants to programs, supports and services and/or generating revenue to help maintain buildings. 2. Accountability – Agencies are responsible for following the terms and conditions and delivering the programming outlined in their use of space agreements. 3. Equity and Inclusivity – Toronto Community Housing will be fair and equitable in the allocation and oversight of the use of non-residential space and, as much as possible, ensure programming offered by agencies is available to all tenants and does not unreasonably exclude any group or individual. 4. Respect – Toronto Community Housing expects that agencies will demonstrate respect for tenants, staff and community members while using non-residential space. Agencies must comply with all applicable
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policies including Toronto Community Housing’s Human Rights, Harassment and Fair Access Policy, and all applicable legislation including the Ontario Human Rights Code, RSO 1990, c H19 (the “Code”) and Accessibility for Ontarians with Disabilities Act, 2005, SO 2005, c 11 (the “AODA”). 5. Transparency – Toronto Community Housing will make and communicate decisions about use of non-residential space clearly and fairly. 6. Tenant Involvement – Agencies are responsible for maximizing tenant involvement in programs and services. 7. Community Improvement – Toronto Community Housing will use the funds acquired through the rental of non-residential space for private events for community building and engagement purposes or as otherwise specified by Toronto Community Housing’s Use of Distribution and Allocation of the Use of Space Funds Policy. 8. Sustainability – Toronto Community Housing will strive to maximize the value of its non-residential space when licensing or leasing non- residential space to agencies by taking into account, among other things, financial considerations and value to tenants provided via programming or other contributions.
Definitions Agency: In this Policy, an agency is an incorporated not-for-profit organization, a registered charity with the Canada Revenue Agency, a healthcare service provider as defined by the Regulated Health Professions Act, 1991, SO 1991, c 18, a City of Toronto department or subsidiary. Community Event: A one-time event: that is open to all tenants; that is free or charges a nominal fee; and where the activities and purpose of the event are to provide tenant support and/or engagement. Community Space: Common space within a Toronto Community Housing building that is not designated for commercial, retail, or industrial use. Community Space is always the main (usually the largest) or only common space in a Toronto Community Housing building. Exclusive Use of Space: Use of commercial or recreational space by an agency where it is the sole occupant for a defined period of time to provide programs,
3 Item 11 - Use of Space Update Attachment 1 TSC Public Meeting - December 5, 2019 Report:TSC:2019-37 services, and activities that benefit tenants and which support Toronto Community Housing’s strategic priorities as outlined in our Strategic Plan. Nominal Fee: A small amount of money charged for participation in a program or service which is used to recover costs associated with providing the program or service. Non-Exclusive Use of Space: Shared use of non-residential space by tenants, tenant-led groups, and agencies at various times of the day or week on a recurring basis to provide programs, services, and activities that benefit tenants and which support Toronto Community Housing’s strategic priorities as outlined in our Strategic Plan. Non-Residential Space: Space within a Toronto Community Housing building that is used for purposes other than providing residential housing. All non- residential space is further designated as one of the following categories: community space; recreational space; or commercial space. One-Time Use of Space: Use of non-residential space by an agency for a defined, nonrecurring time period for a community event. Private Event: A one-time event that is not open to all tenants or the public such as a birthday party or a wedding. Agencies are not permitted to hold private events. Recreational Space: Space within a Toronto Community building that is not designated for commercial, retail or industrial purposes. Recreational space is supplementary to community space, and is not the main or only common space in a Toronto Community Housing building. Residential Space: Space that is used for residential housing pursuant to the Residential Tenancies Act, 2006, SO 2006 c 17 (the “RTA”). Tenant: A person who, pursuant to a residential lease agreement with Toronto Community Housing or a Toronto Community Housing-approved sub-landlord, lives in a Toronto Community Housing building. Vulnerable Tenants: Tenants who are vulnerable due to the interaction between the challenges that the tenant faces in fulfilling their obligations as a residential tenant and the resources that they can access while facing those challenges. Vulnerability may affect the ability of a Toronto Community Housing tenant to live independently (see Toronto Community Housing’s Vulnerability Definition Policy).
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Policy Details Equity Impact Statement Toronto Community Housing is committed to providing an inclusive living environment free of discrimination and harassment consistent with the principles outlined in the Ontario Human Rights Code (“Code”), and the Accessibility for Ontarians with Disabilities Act (“AODA”). Use of non-residential space must not conflict with Toronto Community Housing’s policies, including but not limited to Toronto Community Housing’s Human Rights, Harassment and Fair Access Policy or with applicable legislation including but not limited to the Code and AODA.
Eligibility Criteria for Use of Space Agencies must satisfy all eligibility criteria in order to be considered for use of non-residential space. Community Events, Non-Exclusive and Exclusive Use of Space In order to be eligible for community events, non-exclusive and exclusive use of space, agencies must: 1. primarily serve and benefit tenants by meeting a community need or priority and support Toronto Community Housing’s strategic objectives; and 2. have a mandate and conduct activities that do not conflict with Toronto Community Housing’s mission or policies, or with applicable legislation including but not limited to the Code, AODA and the RTA.
Allocation and Decision-Making Toronto Community Housing is responsible for allocation and decision-making for use of non-residential space. Tenant and Community Services Division, in consultation with Asset Management Division, Fire Life Safety & Risk Management Department and Commercial Business Unit, are tasked with assessment and approval of use of space agreements.
Fees and Rental Charges The following outlines fees, rental charges and costs for use of non-residential space:
5 Item 11 - Use of Space Update Attachment 1 TSC Public Meeting - December 5, 2019 Report:TSC:2019-37
Community Events and Non-Exclusive Use of Space An agency holding a community event or entering into a non-exclusive use of space agreement will not be charged a fee for use of the non-residential space. Exclusive Use of Space An agency entering into an exclusive use of space agreement will be charged a rental fee of: 1. Full cost-recovery of all operating costs, including utilities and realty taxes (“operating costs”); 2. Below-market rent and operating costs; or 3. Market rent and operating costs. Toronto Community Housing reserves the right to determine the applicable rental fee based on an assessment of the value of the programs and services being provided to tenants by the agency.
Vulnerable Sector Screening Requirements When providing programs and services to vulnerable tenants, all agencies must at their own expense, complete a Toronto Police Service Vulnerable Sector Screening (“VSS”) for each individual providing such programs and services. Toronto Community Housing, at any time and in its sole discretion, shall be entitled to inspect all documentation and records relating to any agency’s completion of VSS’s and to verify that all VSS’s have been completed.
Insurance Requirements All agencies using non-residential space must obtain the appropriate insurance and provide proof of insurance coverage.
Monitoring and Evaluation All use of space agreements are subject to check-in meetings with Toronto Community Housing staff to ensure that the programs or services being offered by agencies meets the objectives of this Policy. Agencies will have at least one check-in meeting during the term of the use of space agreement. Agencies are required to track and report on specific metrics as outlined in the use of space agreement.
6 Item 11 - Use of Space Update Attachment 1 TSC Public Meeting - December 5, 2019 Report:TSC:2019-37
Compliance Tenant and Community Services Division is tasked with assessment, review and monitoring of this Policy. Tenant and Community Services Division, in consultation with Asset Management Division, Fire Life Safety & Risk Management Department and Commercial Business Unit is responsible for monitoring staff activity to ensure compliance with this Policy and related procedures.
Governing and Applicable Legislation Includes, but is not limited to: Accessibility for Ontarians with Disabilities Act, 2005, SO 2005, c 11; Commercial Tenancies Act, RSO 1990, c L7; Human Rights Code, RSO 1990, c H19; and Residential Tenancies Act, 2006, SO 2006, c 17.
Related Policies and Procedures Elections Policy Human Rights, Harassment and Fair Access Policy Non-Residential Use of Space Policy for Agencies Non-Residential Use of Space Policy for Tenants and Tenant-Led Groups Non-Exclusive and Exclusive Use of Space Procedures for Agencies Non-Exclusive Use of Space Procedures for Tenants and Tenant-Led Groups One-Time Use of Space Procedures for Agencies One-Time Use of Space Procedures for Tenants and Tenant-Led Groups Use of Distribution and Allocation of the Use of Space Funds Policy Vulnerability Definition Policy Vulnerability Operational Guideline
7 Item 11 - Use of Space Update Attachment 1 TSC Public Meeting - December 5, 2019 Report:TSC:2019-37
Commencement and Review
Revision Date Description of changes Approval
First 2008 New Board of Directors approval: September Executive Leadership Revision #1 Full policy revision 4, 2018 Team
Next Scheduled Review Date: September 2020
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Non-Residential Use of Space Policy for Tenants and Tenant-Led Groups
Policy Owner: Tenant and Community Services Approval: Executive Leadership Team First Approved: September 4, 2018 Effective Date: November 1, 2018
Policy Statement Eligible tenants and tenant-led groups may use Toronto Community Housing’s non-residential spaces for community and programming activities. The objective of this policy is to govern the use of non-residential space by tenants and tenant- led groups that are providing programs and services to tenants. The proper allocation and use of these non-residential spaces helps Toronto Community Housing meet its strategic priorities of Quality Homes, Vibrant Communities and Positive Tenant Experience as outlined in our Strategic Plan. The purpose of this Non-Residential Use of Space Policy for Tenants and Tenant-Led Groups (“Policy”) is to set out the terms, conditions and objectives of tenants and tenant-led groups using non-residential space. This Policy: Establishes eligibility criteria, conditions and restrictions applicable to use of non-residential space; Ensures that use of non-residential space serves the needs of tenants and supports Toronto Community Housing’s strategic objectives; and Promotes accessibility, equity, transparency, inclusivity, respect and accountability for Toronto Community Housing, tenants and tenant-led groups.
This Policy should be read together with the related procedures.
Scope This Policy applies to:
1 Item 11 - Use of Space Update Attachment 2 TSC Public Meeting - December 5, 2019 Report:TSC:2019-37
Tenants and tenant-led groups; Toronto Community Housing employees; Service providers under contract with Toronto Community Housing to provide property management services; and Non-residential space owned or operated by Toronto Community Housing. This Policy does not apply to: Agencies (For more information please refer to the Non- Residential Use of Space Policy for Agencies); and Residential space.
Values Tenant and tenant-led groups’ use of non-residential space is guided by the following values: 1. Access – Toronto Community Housing will seek to make community space reasonably available and easy to access. 2. Equity and Inclusivity – Toronto Community Housing will be fair and equitable in the allocation and oversight of the use of non-residential space and, as much as possible, ensure programming offered by tenants and tenant-led groups is available to all tenants and does not unreasonably exclude any group or individual. 3. Transparency – Toronto Community Housing will make and communicate decisions about use of non-residential space clearly and fairly. 4. Respect – Toronto Community Housing expects that tenants and tenant- led groups will demonstrate respect for other tenants, staff and community members while using non-residential space. Tenants and tenant-led groups must comply with the Tenant Charter, all applicable policies including Toronto Community Housing’s Human Rights, Harassment and Fair Access Policy, and all applicable legislation including the Ontario Human Rights Code, RSO 1990, c H19 (the “Code”) and Accessibility for Ontarians with Disabilities Act, 2005, SO 2005, c 11 (the “AODA”) as amended from time to time. 5. Accountability – Tenants and tenant-led groups are responsible for following the terms and conditions and delivering the programming outlined in their Use of Space Agreements.
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Definitions Agency: In this Policy, an agency is an incorporated not-for-profit organization, a registered charity with the Canada Revenue Agency, a healthcare service provider as defined by the Regulated Health Professions Act, 1991, SO 1991, c 18, a City of Toronto department or subsidiary. Commercial Space: Space within a Toronto Community Housing building that is designated by Toronto Community Housing for commercial, retail or industrial use, which permits commercial or mercantile activity and can be leased out in exchange for rental revenue. Commercial space is not available to tenants or tenant-led groups for use under this Policy. Community Event: A one-time event: that is open to all tenants; that is free or charges a nominal fee; and where the activities and purpose of the event are to provide tenant support and/or engagement. Community Space: Common space within a Toronto Community Housing building that is not designated for commercial, retail or industrial use. Community space is always the main (usually the largest) or only common space in a Toronto Community Housing building. Exclusive Use of Space: Use of commercial or recreational space by an agency where it is the sole occupant for a defined period of time to provide programs, services, and activities that benefit tenants and which support Toronto Community Housing’s strategic priorities as outlined in our Strategic Plan. Nominal Fee: A small amount of money charged for participation in a program or service which is used to recover costs associated with providing the program or service. Non-Exclusive Use of Space: Shared use of by tenants, tenant-led groups, and agencies at various times of the day or week on a recurring basis to provide programs, services, and activities that benefit tenants and which support Toronto Community Housing’s strategic priorities as outlined in our Strategic Plan. Non-Residential Space: Space within a Toronto Community Housing building that is used for purposes other than providing residential housing. All non- residential space is further designated into one of the following categories: community space; recreational space; or commercial space.
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One-Time Use of Space: Use of non-residential space by a tenant or tenant-led groups for a defined, nonrecurring, time period for a: private event; or community event. Private Event: A one-time event that is not open to all tenants or the public such as a birthday party or a wedding. Only tenants or tenant-led groups are permitted to use non-residential space for private events. Recreational Space: Space within a Toronto Community building that is not designated for commercial, retail or industrial purposes. Recreational space is supplementary to community space, and is not the main or only common space in a Toronto Community Housing building. Residential Space: Space that is used for residential housing pursuant to the Residential Tenancies Act, 2006, SO 2006 c 17 (the “RTA”), as amended from time to time. Tenant: A person who, pursuant to a residential lease agreement with Toronto Community Housing or a Toronto Community Housing-approved sub-landlord, lives in a Toronto Community Housing building. Tenant-Led Group: A formal or informal group of tenants who gather to advocate on behalf of tenants and/or organize activities to support and/or engage tenants within the community. Vulnerable Tenants: Tenants who are vulnerable due to the interaction between the challenges that the tenant faces in fulfilling their obligations as a residential tenant and the resources that they can access while facing those challenges. Vulnerability may affect the ability of a Toronto Community Housing tenant to live independently (see Toronto Community Housing’s Vulnerability Definition Policy).
Policy Details Equity Impact Statement Toronto Community Housing is committed to providing an inclusive living environment free of discrimination and harassment consistent with the principles outlined in the Ontario Human Rights Code (“Code”), and the Accessibility for Ontarians with Disabilities Act (“AODA”). Use of non-residential space must not conflict with Toronto Community Housing’s policies, including but not limited to Toronto Community Housing’s Human Rights, Harassment and Fair Access Policy or with applicable legislation including but not limited to the Code and AODA.
4 Item 11 - Use of Space Update Attachment 2 TSC Public Meeting - December 5, 2019 Report:TSC:2019-37
Eligibility Criteria for Use of Space Tenants and tenant-led groups must satisfy all eligibility criteria in order to be considered for use of non-residential space. Community Events and Non-Exclusive Use of Space In order to be eligible for community events and non-exclusive use of space, tenants and tenant-led groups must: 1. primarily serve and benefit tenants by meeting a community need or priority and support Toronto Community Housing’s strategic objectives; and 2. have a mandate and conduct activities that do not conflict with Toronto Community Housing’s mission or policies, or with applicable legislation including but not limited to the Code, AODA and the RTA. Private Events In order to be eligible for private events, tenants and tenant-led groups must conduct activities that do not conflict with Toronto Community Housing’s mission or policies, or with applicable legislation including but not limited to the Code, AODA and the RTA.
Allocation and Decision-Making Toronto Community Housing is responsible for allocation and decision-making for use of non-residential space. Tenant and Community Services Division, in consultation with Asset Management Division, Fire Life Safety & Risk Management Department and Commercial Business Unit, are tasked with assessment and approval of use of space agreements.
Fees and Rental Charges The following outlines fees, rental charges and costs for use of non-residential space: Private Events As determined by Toronto Community Housing, tenants and tenant-led groups holding a private event will be charged a fee for use of the non-residential space, as per the fee schedule included in the Non-Residential Use of Space Procedures – Private Events.
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Community Events Tenants and tenant-led groups holding a community event will not be charged a fee for use of the non-residential space. Non-Exclusive Use of Space Tenants and tenant-led groups entering into non-exclusive use of space agreements will not be subject to cost-recovery or rent charges to occupy the agreed upon non-residential space for the prescribed programs and/or services.
Vulnerable Sector Screening Requirements When providing programs and services to vulnerable tenants, all tenants and tenant-led groups must complete a Toronto Police Service Vulnerable Sector Screening (“VSS”) for each individual providing such programs and services. Toronto Community Housing, at any time and in its sole discretion, shall be entitled to inspect all documentation and records relating to any tenant or tenant- led group’s completion of VSS’s and to verify that all VSS’s have been completed.
Insurance Requirements All tenants and tenant-led groups using community or recreational space must obtain valid and appropriate insurance as required by Toronto Community Housing and provide proof of coverage for the duration of the term of the use of space agreement. Tenants and tenant-led groups are required to have insurance coverage before entering into a use of space agreement.
Eligibility for Toronto Community Housing’s Insurance Coverage Tenants and tenant-led groups entering into use of space agreements may be eligible for coverage under Toronto Community Housing’s insurance policy. To be considered for eligibility, the tenant or tenant-led group must submit a completed application to use non-residential space to Toronto Community Housing’s Fire Life Safety & Risk Management Department for review and consideration at least 30 days prior to the event or first date of a recurring event or as otherwise advised by Toronto Community Housing. Ineligibility for Toronto Community Housing’s Insurance Coverage Private events are not eligible for coverage under Toronto Community Housing’s Insurance Coverage. If the tenant or tenant-led group is ineligible for coverage under Toronto Community Housing’s insurance policy, the tenant or tenant-led
6 Item 11 - Use of Space Update Attachment 2 TSC Public Meeting - December 5, 2019 Report:TSC:2019-37 group is required to obtain the appropriate insurance and provide proof of insurance coverage before entering into a use of space agreement.
Monitoring and Evaluation All use of space agreements are subject to check-in meetings with Toronto Community Housing staff to ensure that the programs or services offered by tenants and tenant-led groups meet the objectives of this Policy. Tenants and tenant-led groups will have at least one check-in meeting during the term of the use of space agreement. Tenants and tenant-led groups are required to track and report on specific metrics as outlined in the use of space agreement.
Compliance Tenant and Community Services Division is tasked with assessment, review and monitoring of this Policy. Tenant and Community Services Division, in consultation with Asset Management Division and Fire Life Safety & Risk Management Department is responsible for monitoring staff activity to ensure compliance with this Policy and related procedures.
Governing and Applicable Legislation Includes, but is not limited to: Accessibility for Ontarians with Disabilities Act, 2005, SO 2005, c 11 Human Rights Code, RSO 1990, c H19; and Residential Tenancies Act, 2006, SO 2006, c 17.
Related Policies and Procedures Elections Policy Human Rights, Harassment and Fair Access Policy Non-Residential Use of Space Policy for Agencies Non-Residential Use of Space Policy for Tenants and Tenant-Led Groups Non-Exclusive and Exclusive Use of Space Procedures for Agencies
7 Item 11 - Use of Space Update Attachment 2 TSC Public Meeting - December 5, 2019 Report:TSC:2019-37
Non-Exclusive Use of Space Procedures for Tenants and Tenant-Led Groups One-Time Use of Space Procedures for Agencies One-Time Use of Space Procedures for Tenants and Tenant-Led Groups Use of Distribution and Allocation of the Use of Space Funds Policy Vulnerability Definition Policy Vulnerability Operational Guideline
Commencement and Review Revision Date Description of changes Approval
First 2008 New Board of Directors approval: September Executive Leadership Revision #1 Full policy revision 4, 2018 Team
Next Scheduled Review Date: September 2020
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Referral Agreements Update Item 12 December 5, 2019 Tenant Services Committee
Report: TSC:2019-38
To: Tenant Services Committee (“TSC”)
From: Acting Director, Strategic Planning and Stakeholder Relations
Date: November 15, 2019
PURPOSE: The purpose of this report is to provide details on TCHC referral agreements as requested by the Committee at the July 19th, 2019 TSC meeting.
RECOMMENDATION: It is recommended that TSC receive this report for information.
BACKGROUND: TCHC has referral agreements with agencies to provide supports to low- income tenants who face complex barriers and challenges to maintaining their housing. TCHC enters into agreements with these agencies for a specified number of RGI units in a defined location. The agencies then have the ability to bypass the City’s chronological waitlist and determine who occupies the allotted units based on their own client list. TCHC remains the landlord in these agreements, which is in contrast to head leases, where agencies are both the landlord and service provider.
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Referral agreements are an established practice within the Ontario social housing sector, pre-dating the creation of TCHC. TCHC has historically used them as an ad hoc tool to fill hard-to-rent vacancies or to create housing supply for community agency partners.
All referral agreements entered into by TCHC must be approved by the City of Toronto as Service Manager. The City requires that housing providers enter into any new agency referral agreements only for households requiring support services to live independently.
The majority of TCHC’s referral agreements are expired and require renegotiation with agency partners. A small number of current referral agreements were vetted through the former Asset Management and Tenant and Community Services divisions, which identified the unit vacancies and reviewed alignment of programs and services, respectively.
TCHC does not currently have a consistent policy for the creation, evaluation, renewal, or conclusion of referral agreements.
OVERVIEW OF REFERRAL AGREEMENTS: Based on a review conducted over the course of 2019 by the former Tenant and Community Services division, a total of 45 active referral agreements have been identified, with 18 unique service provider agencies (see Attachment 1) spanning 40 TCHC buildings. There are 403 units under referral agreements as of October 2019. The priority populations served by TCHC referral agreements are: individuals with mental health and addiction; vulnerable seniors; vulnerable youth; adults with physical/ intellectual disabilities, and acquired brain injury; and adults with HIV.
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Following the organizational restructuring, the Strategic Planning and Stakeholder Relations (SPSR) team has assumed responsibility for the renegotiation process for the expired agreements. SPSR has been tasked with validating the inventory of all current and expired agreements, creating consistent agreement templates and agency access plans, and ensuring all agreements meet approval requirements from the City as Service Manager and applicable legislation.
To support these activities, SPSR is currently developing a Referral Agreements Policy and accompanying standard operating procedures that will provide a framework for establishing, managing and evaluating referral agreements to maximize their potential benefit to tenants. As part of this policy, improved structures for monitoring performance and compliance with referral agreements will be developed. TCHC will not enter into new referral agreements or renegotiate expired agreements until the policy and accompanying procedures are in place. In the interim, TCHC will continue to work with partners to fill vacancies for existing units under existing agreements as they become available.
TIMELINE & NEXT STEPS: The policy and associated procedures will be presented to the Board for approval in Q1 2020.
Once the policy is in place, TCHC will create an implementation plan for bringing all agreements up-to-date.
IMPLICATIONS AND RISKS: The large number of expired referral agreements and absence of policy surrounding the creation, renewal and evaluation of these agreements limits TCHC’s ability to ensure that tenants are receiving the supports they need to maintain their tenancies.
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The development of a referral agreement policy and accompanying procedures and the renegotiation of expired agreements will mitigate this risk going forward.
SIGNATURE: “Scott Kirkham” ______Scott Kirkham Acting Director, Strategic Planning and Stakeholder Relations
Attachment 1: Inventory of Referral Agreements Reason for This report deals with matters that are not required to be Confidential disclosed under the Municipal Freedom of Information Attachment: and Protection of Privacy Act, including but not limited to, personal matters about identifiable individuals, a proposed or pending transaction with a third party, and recommendations of proposed policy or processes.
STAFF CONTACT: Sara Bartolomeo Acting Manager, Strategic Planning and Stakeholder Relations [email protected]