Q Performance Report

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2 Q Performance Report Board Meeting December 16, 2014 How to Use this Report The report is divided into three sections which align with the strategic priorities in our Strategic Plan, Homeward 2016: Within each priority, there are a series of strategies that are noted as, for example, 1.2, where 1 is the strategic priority and 2 is the second strategy in that priority. There are measures associated with each strategy. Some measures are reported on a quarterly basis and others are reported on an annual basis. This report is considered to be a work in progress. Measures, formats and definitions may change from time to time as more information and data becomes available. For more information or to request this report in an accessible format contact policy@torontohousing.ca.... 2

3 Scorecard Quarterly Performance Measures Strategies Measures Status (see inside for details) Quality Homes 1.1 Improve Building Condition Capital Program SOGR: In Your Unit and Common Areas Sale of Houses Vibrant Communities 2.1 Neighbourhood Building and Improve Community Safety Community Safety Dispatch Centre Calls for Service Evictions for Cause Service Excellence 3.1 Provide Excellent Customer Service 3.2 Increase Revenues 3.3 Demonstrate Value for Money and Public Accountability Service Requests Opened Service Requests Unresolved Client Care Centre Vacancy Turnover and Turnaround Arrears Management/Eviction Prevention Commercial Revenue Savings through Procurement Appendix: Please refer to the definitions starting on page 28 for terms used in this report LEGEND Below or within 5% of target 5-10% variance from target 10% + variance from target Status rating not applicable Trend shows measure (variance) is worsening Trend shows measure (variance) is improving [] s as defined in the Strategic Plan (Homeward 2016) Measure Measures in grey text: Planned but not available... 3

4 Executive Summary This quarter, we are introducing four important new sets of measures to the quarterly performance report, which help track performance of some key strategic priorities: 1. Development Pipeline (Strategy 1.2, p. 9-10) The new development pipeline highlights the work underway in managing a planning, design and construction pipeline valued at $1.55B in construction costs. This represents more than 6,000 units, more than half of which are in the implementation stages. 2. Community Safety (Strategy 2.1, p ) Two new measures have been introduced to support the community safety strategy: reported crime and the calls for service in the dispatch centre. The Community Safety Unit received 25,474 calls for services in Q3 and the targets for calls answered were achieved. 3. Arrears Management (Strategy 3.2, p ) Previous measures for arrears and eviction prevention have been merged into a new measure for arrears management, which is a better and more accurate representation of the strategy to resolve arrears early by connecting with residents in order to prevent evictions whenever possible. The measure shows a majority of arrears under active management (70%) and a significant portion under repayment agreements (30%). Of the arrears that are not under active management, 90% have only been accumulated recently. This measure more clearly shows the work underway to effectively manage arrears at all stages. 4. Commercial Revenue (p. 26) This new measure shows the increase or decrease of commercial revenue per year according to targets set forth in the strategic plan. In Q3, commercial revenues are exceeding targets at 4% higher than the same time last year. Other highlights include: Overall, 70% of measures met or exceeded targets, a slight increase from Q2 In-suite repairs are under construction in almost 3,400 homes in 22 communities; this exceeded the Q3 target by 50% Planned accessibility improvements are underway in 25 buildings; we are on track to spend $2.3 million in accessibility improvements by end of Q4 RGI vacancy rates are meeting targets across the portfolio... 4

5 Strategy 1.1 Improve Building Conditions 1.2 Maximize Land Value and Expand Housing Options for Current and Future Residents 1.3 Maintain the Condition and Quality of New and Repaired Buildings * see below Measure Owner Q Capital Program Facilities Management Q SOGR: In Your Unit and Common Areas Facilities Management Q Sale of Houses Commercial Business A Participatory Budgeting Q Revitalization Communities Development A Build and Replace Housing Units Development Measures Under Development Resident and Community Services / Facilities Management * Reporting frequency: Q= Quarterly Measure and A= Annual Measure 1.1 Improve Building Conditions Capital Program Homes This quarterly measure shows the progress made on the delivery of both the planned and demand work of the capital repair program. Capital Program - Current Quarter Q3 YTD Forecast Q3 YTD Complete Variance Q3 YTD POs Issued Planned repairs $31,314,352 $26,495,424 -$4,818,928 $55,548,184 Demand repairs $18,213,274 $20,686,872 $2,473,598 $22,212,768 Resident-identified repairs $8,900,000 $8,516,616 -$383,384 $11,948,723 Capital Operations $7,476,530 $5,970,658 -$1,505,872 $6,608,772 Redevelopment $100,000 $64,403 -$35,597 $561,971 Totals $66,004,156 $61,733,973 -$4,270,183 $96,880,419 $61.7M in work has been completed as of September 30, however, $58M has been reported by Finance. The discrepancy is due to different methodologies used in estimating work completion. Finance has confirmed $62M in work completed and the amount will be reconciled in October.... 5

6 Capital Program - All Quarters 2014 Budget Management Actions Q1 YTD Complete Q2 YTD Complete Q3 YTD Complete A cumulative total of $61.7M of work was completed to the end of Q This included design, engineering, procurement and construction. It also represents $4.3M or 6.5% variance from the $66.0 M completion target for Q3. The variance is largely due to delayed spending on Participatory Budgeting (PB). (Please refer to page eight for progess made this quarter on PB.) Facilities Management will continue to work with Procurement to narrow the overall variance between actual and target completions through the weekly process of coordinating business case justifications. $96.9 million in Purchase Orders were issued to the end of Q3. Redevelopment at Don Summerville and 250 Davenport are managed and budgeted by the Development Division. State of Good Repair: In Your Unit and Common Areas Q4 YTD Forecast Planned Carry Forward Planned repairs $66,212,484 $4,352,740 $12,885,670 $26,495,424 $62,293,873 $3,918,611 Demand repairs $26,018,963 $4,452,603 $10,966,175 $20,686,872 $24,718,015 $1,300,948 Resident-identified repairs $17,800,000 $126,526 $2,870,965 $8,516,616 $13,940,000 $3,860,000 Capital Operations $9,968,706 $705,908 $2,078,780 $5,970,658 $9,968,706 $0 Redevelopment $8,000,000 $0 $0 $64,403 $300,000 $7,700,000 Totals $128,000,153 $9,637,777 $28,801,590 $61,733,973 $111,220,594 $16,779,559 This quarterly measure shows progress made on the state of good repair (SOGR) in your unit and common area program. Strategic Plan : Invest $12.5 million from the State of Good Repair Fund for necessary in-unit and common area repairs in up to 16,000 units in 80 high-need communities over 24 months. State of Good Repair In-your-unit and Common Area Program - All Quarters State of Good Repair In-your-unit and Common Area Program - All Quarters Management Actions Q3 YTD Q3 YTD Q3 YTD Results Q3 YTD Results Q3 Variance Q3 Variance Q Annual High-need communities identified High-need communities underway In-unit repairs underway/completed 2,247 3,367 1, ,447 Common areas, exterior and grounds repairs underway/completed Q4 YTD 2014 Annual Planned Carry Forward Budget spending estimates - interiors $4,500,000 $5,078,742 $578,742 $7,140,000 $7,140,000 $3,860,000 Budget spending estimates - exteriors $2,040,000 $1,182,111 -$857,889 $3,000,000 $3,000,000 $0 Budget spending estimates - $6,540,000 $6,260,853 -$279,147 $10,140,000 $10,140,000 $3,860,000 interiors and exterior The following has been achieved in the 30 developments where the SOGR in your unit and common areas programs were operating in 2014: In-suite repairs are under various stages of construction in 3,367 participating units in 22 developments and exterior is underway in all 30 developments; this exceeded our Q3 target by 50%... 6

7 Actual spending on interior suites was almost $5.1 M. This is $580K or 13% above the Q3 target. This was due to the increased participation rate. Exterior spending was at $1.2M. This is below the Q3 target of $2.0M. SOGR business case amendments have been presented to cover developments having higher participation rates. This increased scope of work and costs averaged $2,647 per unit versus the expected $1,647. In Q4, the following will be undertaken to address the remaining eight developments: Complete unit and common area inspections as requested by residents at Wellesley/Jarvis Engage the three selected vendors to split repair work in seven developments Complete negotiations with the fourth vendor by November to complete work in the eighth development where construction is to be initiated in Q4. Over the longer term it is apparent that progress is affected by the capacity of vendors to handle the workload, unexpected increases in participation and costs per unit. These factors will be built into 2015 planning as well as the need to recruit more vendors. There will be a need to plan for a carryover in several developments for Sale of Houses This quarterly measure shows progress on the sale of stand-alone homes as approved by City Council and the board. Strategic Plan : Grow the State of Good Repair Fund by at least $200 million through refinancing mortgages and the approved sale of properties. Q3 YTD 2014 Sale of Houses Q3 Q3 Result Q3 Variance Q4 Results Stand-alone houses sold Funds raised (projected) $7,500,000 $ 4,055,834 -$3,444,166 $28,670,800 $1,329,200 $30,000,000 Families relocated Average relocation costs $ 2,500 $2,500 Management Actions In Q3, a total of six houses were committed under binding contract generating $4.1M in gross revenues. Although the actual results were below target due to a slower than anticipated summer market, by the end of Q3, 50 houses had been sold and/or committed under contract, which meets the overall 2014 target for the Sale of Houses measure. Additionally, gross revenues generated by the end of Q3 were $28.7M, which is slightly below the overall 2014 revenue target of $30M. In the upcoming quarter, staff will continue to focus on selling vacant stand-alone houses in order to meet the 2014 revenue target. It is anticipated that this target will be exceeded by about 10%. With respect to relocation of households in the occupied homes, the Tenant Relocation and Assistance Implementation Plan ( TRAIP ) for dealing with households affected by the sale of stand-alone houses was approved by the City and reviewed by the Ministry of Municipal Affairs and Housing in Q3. It is anticipated that residents in the occupied homes will be relocated in early to mid-2015 to facilitate the sale of these properties. While no families were relocated due to the sale of houses in Q3, two households were relocated as they were previously overhoused. Another household chose to move out of Toronto Community Housing altogether.... 7

8 Participatory Budgeting This annual measure shows the funding of resident priorities through the participatory budgeting program. Participatory Budgeting Measures Strategic Plan : Provide $5 million per year for resident priorities Annual $ spent $5,000,000 # developments - # projects - Tenant Satisfaction Index - Progress The 2014 participatory budgeting (PB) program has only spent $61K of the $5.0M budget so far this year. To address this gap in the short term, budget approvals for 135 PB projects valued at $4.6M have been obtained for initiation in 121 developments. Scoping work for all projects is underway and quotes for the project work will be presented to the Resident Monitoring Committees to gain approvals before construction begins. The Vendor Award Committee procurement process is necessary for 28 projects that are greater than $50K in value. By November 1, invitations to bid on projects under $50K will be issued to pre-qualified vendors with early December construction starts for interior work. For the 28 projects over $50K in value, formal tendering and requests for quotations will be issued by November 1 with construction to start in Q Exterior projects over $50K in value will start in early spring In the longer term, the PB process will be changed so that non-technical jobs such as the selection and installation of fitness equipment, etc. can be completed without waiting for technical specifications for projects requiring design specifications for scoping and pricing. Resident engagement will begin early in the year and Asset Management staff will complete the front-end work necessary to develop precise descriptions and scopes of work for resident needs. Understanding resident needs through engagement is crucial to the success of the PB program. We continue to advance the resident engagement process to allow for more work to be completed within the fiscal year. To this end, residents are engaged in Operating Unit wide meetings, building meetings, allocation days, and monitoring committees. Delays will be minimized in 2015 and beyond by reorganizing the resident engagement and project construction work so that building meetings, document preparations and allocation days related to 2015 projects will be carried out in parallel with the completion of 2014 PB projects from January to June. Delivery of 2015 PB projects will be scheduled for completion from July to December.... 8

9 1.2 Maximize Land Value and Expand Housing Options for Current and Future Residents Revitalization Communities This quarterly measure shows progress towards building and replacing housing units through revitalization, redevelopment and home ownership opportunities, working with partners to enhance the value of aging assets. Strategic Plan s: Replace or refurbish over 2,200 units through revitalization and redevelopment activities. Assist up to 30 households to move to affordable home ownership Q3 Complete - Total Number of Units Development Pipeline Market Rental Refurbishment Total Sales Planned 1, ,493 Design Development 1, ,804 Construction Total Planned, Under Design and Construction 3,715 1, ,074 Occupied/Closed Q3 Complete - Construction Value Development Pipeline Market Rental Refurbishment Total Sales $ 176,315,000 $ - $ - $ 176,315,000 Planned $ 547,724,000 $ 179,271,000 $ - $ 726,995,000 Design Development $ 402,154,000 $ 216,701,000 $ 19,000,000 $ 637,855,000 Construction $ 102,371,000 $ 83,620,000 $ - $ 185,991,000 Total Planned, Under Design and Construction $ 1,052,249,000 $ 479,592,000 $ 19,000,000 $ 1,550,841,000 Occupied/Closed $ 186,786,000 $ - $ - $ 186,786,000 Management Actions The revitalization program was very active in Q3. Staff are currently managing a planning, design and construction pipeline valued at $1.55B in construction costs representing more than 6,000 units. Of these, more than half are in the implementation stages of detailed design and construction. New projects will be added in 2015 including Don Summerville and 250 Davenport market units. The sales launch of the first new condominium buildings in Lawrence Heights is a highlight in Q3. After achieving over 80% sales in the first condominium, the developer partner initiated sales on the second building, which is also about 80% sold. Approximately 500 of the 600 available condominium units have sold since September 20 th, and sales are ongoing. In Regent Park, the second phase of relocations for 2014 were successfully completed and One Park Place South achieved 70% sales. The Board approved the development and construction of the first rental replacement units in Phase 3, which will begin construction in Q4. In other revitalization projects:... 9

10 - The Railway Lands, Library District Condominiums, consisting of 369 market units, was sold out and occupied. - Alexandra Park hit its presales target of 70% for the first condominium building. Construction is expected to begin in Q4. - Allenbury Gardens first condominium has not met sales targets and a relaunch with a new marketing team is being planned for Q1 next year. - Leslie Nymark s final planning submission to the City is underway and will be submitted in Q4. Significant progress has been made toward Toronto Community Housing s Affordable Home Ownership targets. Toronto Community Housing secured $1.5M in funding from the City of Toronto to expand the Regent Park Foundation Program to Lawrence Heights, Alexandra Park and Allenbury Gardens. The new Foundation Program launched in Lawrence Heights in September and five families are expected to qualify for their first home purchase. Foundation Program will be launching in Allenbury Gardens in Q4. Affordable Homeownership Program Q1 Complete Q2 Complete Q3 Complete Q4 Forecast Units sold to tenants Value of sales $0 $252,900 $0 $1,250,000 Available Funding $0 $88,515 $1,000,000 $500,000 Toronto Community Housing launched the Foundation Program in Lawrence Heights which will support several Lawrence Heights residents in purchasing their first home in the community. 1.3 Maintain the Condition and Quality of New and Repaired Buildings Quarterly and annual measures have not yet been defined for this strategy. Strategic Plan s: Reduce the cost to prepare vacant units that have been built or refurbished since Increase resident satisfaction with the quality and condition of their homes and buildings from 67% to 75%... 10

11 Strategy 2.1 Neighbourhood Building and Improved Community Safety 2.2 Economic Opportunities 2.3 Strengthening Communities and Resident Leadership 2.4 Support Housing Stability * see below Measure Owner Q Community Safety Community Safety Unit A Reported Crimes Community Safety Unit Q Dispatch Centre Community Safety Unit Q Evictions for Cause Asset Management A Residents Connected to Economic Opportunities Resident and Community Services A Fundraising Resident and Community Services A Resident Employment Support Resident and Community Services / Development A Opportunities for Residents Resident and Community Services A Community Spaces Resident and Community Services / Commercial Business A Services for At-Risk Residents Resident and Community Services * Reporting frequency: Q= Quarterly Measure and A= Annual Measure 2.1 Neighbourhood Building and Improved Community Safety Community Safety This measure indicates the progress made in implementing the Community Safety Unit s (CSU) strategic priorities. The priorities align with CSU s Safety Strategy which includes crime prevention, CSU patrols, community outreach, joint patrols with TPS and participation in the TPS crime management committees. Strategic Plan : Have 75% of residents rate their community as safe or safer. Community Safety Management Actions Q1 Results Q2 Results Q3 Q3 Results Variance Q3 vs Q2 Variance Trend Integrated safety meetings with TPS and TCH u Resident/community engagement activities t Priority Neighbourhoods: 12 identified in 2014 q Safety plans developed u Ten integrated Community Safety Meetings with Toronto Police Service (TPS) were held this quarter. The Community Safety Unit organized 47 community events and resident engagement activites including... 11

12 community meetings, community safety councils, seminars, workshops, information sessions, building walkthroughs, lobby intercepts and community fairs. In accordance with the strategy to develop community safety plans, two plans were prepared in Q3 for Dan Harrison Complex and Wardenwoods. In Q3, the list of top 12 priority communties changed as a further review was undertaken of the original process used to identify the priority communities. In addition to volume of incidents which was initially used, other criteria considered was; history of communities, calls for service, nature of call, feedback from front line Community Safety Unit Officers, Community Safety Advisors, Operating Unit staff, Toronto Police Service (TPS) and empirical data. Reported Crime This measure demonstrates the volume of various crimes and incidents CSU attended to that occured on Toronto Community Housing property. Reported Crime Management Actions 2013 Total Crime prevention is part of CSU s Safety Strategy. As such, one of the proactive approaches CSU takes is having Community Patrol Officers frequently participate in joint patrols with TPS, including with the TAVIS team. In Q3, a total of 179 joint patrols were conducted within the Toronto Community Housing communities, of which 100 were with TAVIS. The increase in other incidents should not be viewed as a negative as it reflects a greater confidence in CSU by tenants in contacting for assistance. These other incidents are not crime related, they include; assisting residents, parking, joint patrol, law enforcement information, information request, ambulance call, personal injury, vehicle accident, etc. Dispatch Centre Calls for Service Q3 YTD Actual 2013 Q3 YTD Results 2014 Crime Against Person Crime Against Property 2,204 1,693 1,270 Crime That Affects Quality of Life 2,410 1,723 1,756 Other Incidents 40,447 29,655 39,044 Total Crime and Incidents Reported 45,736 33,612 42,609 This quarterly measure shows performance in customer service as provided by the Community Safety Unit s Dispatch Centre to residents, staff and other external customers

13 Quarter Total Received Calls * Note - Data limitations: The total number of calls obtained from the Avaya Phone System does not include the calls that are generated by CSU officers/3 rd party security services to report on-site follow up to occurences/ incidents via 2-way radio Management Actions The Community Safety Unit received 25,474 calls for services through its Dispatch Centre in Q3, of which 8,359 (32.8%) resulted in Community Patrol Officers being dispatched. The CSU has a benchmark that 8% or less of calls to the Dispatch Centre are abandoned (i.e., callers hung up before reaching a dispatcher). In this quarter, 7.7% of the calls received were abandoned. This directly correlates with the average speed of calls answered: the faster a call is answered, the fewer calls that are abandoned. These two measures directly rely on the number of dispatchers available to respond to callers, especially during peak times (i.e. 5 pm to 11 pm), the number of radio calls received during the same time, and the level of interaction with contract security staff. CSU is currently looking at hiring additional dispatchers to ensure the appropriate number of dispatchers are scheduled based on peak times and trends. Evictions for Cause Total Dispatched Calls ** % of Calls that are Dispatched Total Abandoned Calls* Abandonment Rate (8% ) Average Speed Answered* Average Talk Time* Service Level Q ,474 8, % 1, % 0:10 1:04 81% * Data Source - Avaya Phone System ** Data Source - Cora Reporting System This measure shows how many residents were evicted for cause in the reporting period, which is defined as evictions for causes other than arrears. Management Actions The number of evictions for cause remained relatively steady while the legal notices issued increased marginally. As reported earlier this year, updated procedures on evictions for cause will be developed in Q4 with training and implementation scheduled to follow in early

14 2.2 Economic Opportunities Residents Connected to Economic Opportunities These annual measures reflect resident awareness and access to economic opportunities inclusive of entrepreneurship, mentorship, education and access to the labour market. Strategic Plan s: Create 15 full-time job opportunities for youth by the end of Support the creation or expansion of 12 resident-led businesses. Provide access to employment and financial literacy opportunities to 25% of the youth and family residents in our communities by the end of Build and Replace Housing Units Measures 2014 Annual Economic opportunities for families and youth 8% Financial literacy opportunities for residents - Employment opportunities for residents 400 # of entrepreneurships programs available 2 Progress There was progress made in two key areas: Business Development and Entrepreneurship and Employment Opportunities for Residents. Business Development and Entrepreneurship: The Youth Anti-Oppression Collective is a group of 12 youth who have been trained to deliver anti-oppression workshops to stakeholders across the city. They have completed a 14 week training curriculum and have learned to be facilitiators and are now learning how to develop a thriving workshop facilitation business. Business in the Streets Bootcamp has been offered for the second year to nine youth entrepreneurs. The youth have just completed a seven week intensive program and have created their own business plans. This course also taught them skills that will help them be competitive in their respective industries. Employment opportunities: The Youthworx summer cohort of 102 youth received a full time seven week summer contract. This program included weekly training sessions that taught participants practical information about how to access post secondary education. George Brown College provided the information sessions for the program. At the end of the summer, six of the youth who were out of school or without a full-time job were able to successfully get a full time job due to the program support. Internships: Toronto Community Housing also hired ten residents in full-time intern positions. Of the ten, give interns were able to extend their contracts with the company. Fundraising This measure is to address programs and activities that support capacity building, education, access to employment and social programs are continually delivered. Strategic Plan s: Develop a $2.5 million fund through fundraising to increase access and participation in neighbourhood opportunities. Award 30 scholarships to residents annually

15 Fundraising Measures 2014 Annual Sponsorship dollars secured $375,000 In-kind received $375,000 Scholarships granted 30 Progress While Toronto Community Housing remains focused on considering options for a more comprehensive fundraising strategy, efforts to move this forward have been delayed due to a variety of factors. In the meantime, efforts have continued to explore expanding existing partnerships. In Q3, one scholarship and two bursaries were presented to Toronto Community Housing students through the Allenbury Gardens scholarship program, and 25 scholarships awarded through the Limitless Heights Scholarship program in Lawrence Heights. Resident Employment Support This annual measure tracks the development of a social procurement strategy that facilitates the ability to procure contracts that support resident employment, and business opportunities. Resident Employment Support Measures 2014 Annual Contracts that support resident employment - Progress Further policy and development work is required to allow for expansion in this area. At present, an internal committee is being reconvened to explore the development of a Resident Enterprise and Community Hiring Strategy that would enable Toronto Community Housing to support residents on their path to economic independence. 2.3 Strengthening Communities and Resident Leadership Opportunities for Residents This annual measure shows an aggregate measure of the broad range of opportunities that we engage residents in. Opportunities for Residents Strategic Plan : Engage 5,000 residents in a broad range of opportunities Annual Residents engaged in opportunities 3,340 Progress Progress was made in some key areas of providing residents with leadership and engagement opportunities... 15

16 through youth leadership development projects, active living activities and place-based leadership and engagement activities in revitalization communities. Youth Engagement and Leadership Development: The Youth Action Grants and Strengthening Communities Leadership programs continued implementing their projects in over 15 communities with the support of 21 community agencies acting as trustees for their projects, and providing in kind support in the form of space, food, supplies, equipment, transportation and program staff support. Active Living: The Rookie League program, in partnership with the Jays Foundation, entered its 26 th year in TCH communities, with over 1,700 children and youth from 63 TCH communities participating in daily programming and weekly baseball competitions for the summer. The 2 nd year of the Kickstart program in partnership with the Maple Leaf, Sport and Entertainment (MLSE) Foundation, offered a 7 week community soccer program for 300 children in 15 communities. The Midnight Basketball program, in partnership with University of Toronto Scarborough Campus (UTSC) Athletics & Recreation Department was offered to 90 youth from 6 TCH communities. The program is designed to create opportunities for personal and professional development by using basketball as an engagement tool. Weekly life skills workshops resulted in youth enrolling into post-secondary institutions. Revitalization and Renewal Communities The Regent Park Revitalization Youth Ambassador program is a peer-to-peer capacity building project that provides youth in Regent Park with a platform to become active in the discourse of revitalization. This is done through interactive workshops, various skill building activities and popular education tools, with the end result of a youth forum on revitalization, created by the ambassadors for their peers and community members. The forum was held on September 13 th, 2014 and had 150 youth attendees. Alexandra Park Street Naming Project was created as the revitalization process will create a new street. The Street Naming Committee was struck with 7 residents and 3 staff, and through an engagement process, recommended the new street name Paul Lane Gardens, which was approved by the City. Paul Lane has much meaning to the community as he was the founder of the Alexandra Park Residents Association, an Olympic Athlete, and long standing resident leader. A City- Wide Animator Forum brought together over 85 resident leaders and community animators from all of Toronto Community Housing s revitalization neighbourhoods to a day long interactive forum. Participants shared best practices in community development and engagement and built a shared vision of community building in Toronto Community Housing neighbourhoods. The 250 Davenport community market was developed in partnership with a local church, Food Share and a resident committee. The church and a market manager coordinated a weekly market and it has become a hub of social activity for the building. Residents can access fresh affordable food, and get food dollars for volunteering and some of them earn an income as they help with the market. The market is making a profit after only 3 months since its implementation. Community Spaces This annual measure shows progress against our goal to work with the City and community partners to renew and promote the use and development of community space and assets across the community. Strategic Plan : Develop or support 11 multi-use/shared facilities operating through strategic partnerships and resident led groups to broaden access across the community

17 Community Spaces 2014 Annual Community spaces multi-use/shared 2 Progress The target of developing two sites will be surpassed by the end of Q4. Four sites have been selected and a process is underway to complete gym upgrades by the end of Discussions with the City and other community partners will continue in the upcoming quarter to collaboratively design and deliver programs out of these facilities/locations. They are: 920 Queens Plate Drive, 2765 Islington Avenue, 1025 Scarlett Road, 3101 Weston Road. At total of $80,000 in repairs will be made to these four sites. 2.4 Supporting Housing Stability Services for At-Risk Residents This annual measure shows progress against our goal of improving the organization s internal capacity to identify residents who are at risk and co-ordinate third party supports. Services for At Risk Residents Strategic Plan s: Connect 600 residents at risk to services that support housing stability. Develop 10 partnerships in high needs buildings to provide housing supports for residents Annual s At-risk residents connected to services 200 Partnerships in high needs buildings 4 Progress At-Risk Residents Connected to Services: In Q3, staff connected approximately 409 at-risk residents to health, social service and community supports as part of the division s mandate to facilitate services to residents through other organizations beyond the basic residential landlord obligations. These connections help vulnerable residents to retain their tenancies and remain stably housed. Partnerships in High-Needs Buildings: In addition to the four existing high-need building partnerships at 291 George Street, 150 and 200 Sherbourne and 101 Humber Boulevard, staff initiated a new pilot partnership at 220 Oak Street with Cota Health (Cota), a community-based agency that supports adults living with mental health and cognitive challenges. This new partnership will bring intensive on-site mental health and addiction support services as part of a one-year pilot initiative beginning in Q It will include approximately six full-time staff (mental health and addiction case managers, housing support workers and peer support workers) to provide individual counselling and group-based programming on-site on a full-time basis for one year. Staff are currently finalizing an agreement to establish the partnership. The process is in its final stages and TCH expects to have sign-off by both parties at the end of Q

18 Strategy 3.1 Provide Excellent Customer Service 3.2 Increase Revenue 3.3 Demonstrate Value for Money and Public Accountability * see below Measure Owner Q Service Requests Opened Asset Management Q Service Requests Unresolved Asset Management Q Client Care Centre Client Care Centre A Accessibility Improvements Asset Management Q Vacancy Asset Management Q Turnover and Turnaround Asset Management Q Non-Rentable Units Asset Management Q Arrears Management and Eviction Prevention Asset Management Q Commercial Revenue Commercial Business Q/A Savings Through Procurement Procurement A Reputation Assessment Strategic Communications * Reporting frequency: Q= Quarterly Measure and A= Annual Measure 3.1 Provide Excellent Customer Service Service Requests Response This quarterly measure is separated into Administrative and Maintenance requests and shows the volume and percentage of service requests received that are "resolved" within the committed turnaround time (two days for Administrative and five days for Maintenance) for the reporting period. Administrative & Maintenance Requests Opened Management Actions Q Results Q Results Q Q Results Q3 Variance Administrative service requests opened 33,751 31,473 28,494 30,598 2,104 Q3 vs Q2 Variance Trend % closed within target 79% 80% 80% 76% -4% u Maintenance service requests opened 108, , , ,209 4,101 % closed within target 74% 74% 80% 71% -9% u Q3 administrative service requests were marginally higher than forecast, but similar to the previous quarter and are aligned with the annual trend. A number of factors limited staff resources and focus on administrative service requests including the implementation of the revised arrears collection process, a large volume of Tenant Service Coordinator (TSC) transfers, as well as many staff were off on vacation. A concurrent... 18

19 transition of smaller administrative office duties from TSCs to Clerks was not fully completed as recruitment of the new clerks spanned into early October. Maintenance work order volumes were in line with forecast. Staff absences due to vacation along with required building science training reduced staff availability and limited accurate tracking of work order completion as staff were covering for each other. Superintendents continue to struggle with real time work order updates which contributes to somewhat understated service levels. Management has convened a project team to develop a framework to more rigorously manage maintenance service levels. The approach will make changes to the business process to improve the integrity of reporting performance, establish a prioritization structure to assign levels of urgency, and conduct a committee based review of aged work orders to reconcile the backlog. The development of a centralized dispatch model for maintenance work in Q4 is anticipated to act as a mechanism to monitor open work orders, their respective priority and the administrative elements of the process to lend integrity to the business reporting. Changes to the operational reports have been scoped and will be implementated in early Service Requests Unresolved This quarterly measure shows the number of requests that were not closed within the previous quarter, with a target set of 10% of those opened. It also shows the average days they remained open/unresolved beyond the established target. Strategic Plan s: Reduce the number of unresolved complaints by 10%. Administrative & Maintenance Requests Unresolved Q Results Q Results Q Q Results Q3 Variance Q3 vs Q2 Variance Trend Unresolved requests from last quarter - admin 3,336 3,217 4,542 4, t Average days unresolved Unresolved requests from last quarter - mtnce 11,008 11,421 8,951 10,876 1,925 u Average days unresolved Management Actions The most common service and maintenance requests tend to remain relatively consistent. The top 5 categories where service was requested in Q3 were Administration (8,495), Elevator Phone (5,796), Account Inquiry (3,165), Complaints (2,471) and Transfers (1,298). The top 5 categories where maintenance was requested were Pest Control (25,383), Plumbing (19,362), Doors (12,030), Appliances (10,278) and Electrical (9,295). These categories remain fairly consistent quarter over quarter. These high volume service and maintenance requests will be targeted by multiple improvement initiatives that will continue through The implementation of streamlined operating procedures for handling service requests and work orders with process maps that will guide intake and dispatch through to office, site staff and program managers. The Integrated Pest Management unit that is set up to handle all pest control issues across the portfolio including common area and in-suite preventative measures and treatment. The In-Your-Unit repair program that will be completed in 30 developments with high volumes of maintenance requests by the end of 2014 including repairs in kitchens, bathrooms and living spaces

20 Client Care Centre This quarterly measure shows performance in customer service as provided by the Client Care Centre to residents, vendors and staff. Q3 Client Care Centre Measures Average Speed of Answer - SLA Q2 Actual Service Level % vs Q3 Actual Service Level % vs Q3 Average Speed of Answer - Actual Q2 Total Calls/ Offered Q3 Total Calls/ Offered Q3 Abandonment Rate Q3 Total Q3 Average Calls/ Handle Managed Time TCH Tenant 90% Within 300 Seconds 80% 77% ,992 79,985 23% 55, Vendor 90% Within 300 Seconds 92% 90% 118 6,627 6,842 12% 5, Market Rent 90% Within 300 Seconds 97% 96% 72 3,085 3,363 12% 2, Other 90% Within 300 Seconds 82% 82% 99 13,722 13,253 14% 10, Aggregate Routine 90% Within Call Response 300 Seconds 80% 79% , ,443 20% 74, Elevator 90% Within 30 Seconds 59% 70% 23 11,685 10,830 11% 9, Alarm 90% Within 30 Seconds 51% 59% 49 12,673 11,688 5% 11, Aggregate Urgency 90% Within 30 Response Seconds 55% 64% 36 24,358 22,518 8% 20, After Hours 100% Within Containment WOs 4HR 91% 91% N/A 2,692 2,807 N/A 2,507 NA response 100% Within 24HR 100% 100% 24hr 6,275 8,151 N/A 8,151 N/A Voic response 100% Within 24HR 100% 100% 24hr 13,377 8,903 N/A 8,903 N/A First Call Resolution 85% 84% 82% N/A N/A N/A N/A N/A N/A Totals / Averages 80% 84% , ,822 14% 115, Management Actions An expanded set of performance measures was introduced in Q2 for the Client Care Centre to more accurately reflect the full range of services provided. The ongoing 2014 performance improvement program continued through Q3, with strategies that align staffing, quality control, work environment, process improvement and targeted benefits

21 Specific actions introduced in Q2 and continued through Q3 include: Training on frequent call types; peak demand scheduling; 5 additional part-time staff; quality control; scorecard ratings; EasyTrac/work order streamlining to lower handling times. Elevator Calls distributed to all agents and shift leads with dedicated staff to answer calls within 30 seconds. Priority setting to ensure alarm calls are assigned a high priority designation. Redesigned layout of Service Desk to enhance communication and management of inbound calls, queue management; and centralized Dispatch. Management Framework: weekly management meetings; monthly staff meetings; and weekly meetings with PO Clerks. As a result of the ongoing implementation of the performance improvement program the following results have been achieved: Tenant call volumes increased by close to 7,000 or 10% from Q2 levels with average speed of answer increasing 13% above Q2 and an abandonment rate of 23% versus 21% in Q2 Although speed of answer, tenant call volume, and abandonment rate increased there was a small decline in service level and overall handling time was reduced from 4:48 minutes in Q3 to 3:17 minutes (289 seconds, excluding abandoned calls) in Q3. Tenant call speed of answer within 300 seconds deteriorated slightly from 80% to 77% SLA results are 10% below target for Tenant, Elevator and Alarm Calls but significant improvements were achieved in: o Elevator call responses which moved from 59% to 70% response within 30 seconds o Alarm call responses moved from 51% to 59% response within 30 seconds All remaining response targets were met or exceeded except the other (emergency line) category at 82% versus the 90% response target. Through Q4, performance improvement will continue to focus on Alarm, Elevator and Tenant Line response results and more firmly establish the staffing, quality control, work environment, process improvement and targeted benefits measures designed to achieve long-term performance improvement trends. Accessibility Improvements This annual measure shows progress made on meeting the accessibility needs of residents, measured through funds spent on capital upgrades, households accommodated for accessibility needs, and the number of building common areas improved for accessibility purposes Accessibility Improvement Components Planned common area accessibility upgrades Accessibility improvements in response to tenant requests and needs Common area accessibility Improvement responses to staff and tenant requests Totals Total 2014 Budgets Year End 2014 Estimated Spend Planned Carry Forward from 2014 YTD Q3 Total POs Issued YTD Q3 Total Completed $1,550,000 $1,458,300 $91,700 $695,960 $120,197 $750,000 $690,600 $59,400 $362,294 $97,778 $150,000 $138,100 $11,900 $34,420 $13,331 $2,450,000 $2,287,000 $163,000 $1,092,673 $231,

22 Progress As part of our demand capital repair program, we complete accessibility modifications in suite and in common areas on an ongoing basis. We upgrade common spaces and make improvements to building for accessibility as part of the planned capital repair program. The final results will be reported at the end of Budgeted funds spent to the end of Q3 on completed design and construction work total $231K, with $120K on planned common area upgrades, $98K on tenant unit accommodation, and $13K on requested accessibility upgrades to common areas. Purchase orders totaling $1.01M to the end of Q3 have been issued to mobilize design and construction work for common area upgrades and tenant unit accommodations. Planned common area accessibility improvements are scoped out for 25 buildings. Business cases for funding, design and construction have been approved for 16 upgrades, vendor quotations are approved for another 8 sites and construction work has started in one building. Common area accessibility construction progress will accelerate through Q4. To date, 21 households have been identified for accessibility accommodations in response to tenant requests and needs. Four units have been completed and four are under construction. Another 13 units are scoped out and specifications have been developed to initiate the tendering process. Construction will begin on the 13 units approved for funding and tendering early in Q4. Common area accessibility improvements in response to staff and tenant requests to the end of Q3 include five upgrades involving accessible main entrance doors, underground parking garage enhancements, and upgrades to exterior driveways, walkways and parking. 3.2 Increase Revenues Vacancy This quarterly measure shows vacancy rates and vacancy loss by Rent-Geared-to-Income and Market Units as well as by direct and contract managed portfolios. Strategic Plan s: Increase occupancy rate to 98%. Vacancy Rate & Loss - Current Quarter Q3 Q3 Results Q3 Variance Q3 vs Q2 Variance Trend Direct Contract Direct Contract Direct Contract Direct Contract Vacancy Rate - RGI 2.0% 2.0% 2.1% 2.0% -0.1% 0.0% u t Vacancy Loss - RGI $899,040 $226,041 $958,731 $249,238 -$59,691 -$23,197 u u Vacancy Rate - Market 2.0% 2.0% 2.4% 1.4% -0.4% 0.6% u t Vacancy Loss - Market $293,433 $68,997 $350,498 $44,313 -$57,065 $24,684 u t Vacancy Rate - Overall 2.0% 2.0% 2.1% 1.9% -0.1% 0.1% u t Vacancy Loss - Overall $1,192,473 $295,038 $1,309,229 $293,551 -$116,756 $1,487 u t Vacancy Rate & Loss - All Quarters Q1 Results Q2 Results Q3 Results Q4 Direct Contract Direct Contract Direct Contract Direct Contract Vacancy Rate - RGI 2.1% 1.9% 2.1% 1.8% 2.1% 2.0% 2.0% 2.0% Vacancy Loss - RGI $968,106 $236,392 $967,429 $226,424 $958,731 $249,238 $899,040 $226,041 Vacancy Rate - Market 3.0% 1.3% 2.3% 1.5% 2.4% 1.4% 2.0% 2.0% Vacancy Loss - Market $450,618 $42,216 $333,747 $45,425 $350,498 $44,313 $293,433 $68,997 Vacancy Rate - Overall 2.2% 1.8% 2.1% 1.8% 2.1% 1.9% 2.0% 2.0% Vacancy Loss - Overall $1,418,724 $278,608 $1,301,177 $271,849 $1,309,229 $293,551 $1,192,473 $295,

23 Management Actions RGI vacancy rates are meeting targets in both Direct and Contract Managed portfolios. Vacancies among buildings with a hard to rent designation continue to represent the challenge driving marginally higher rates among the market rent units where offer rates are at target but acceptance rates relatively lower. The organization is continuing its phased centralization of the vacancy management function, within Program Services, over the course of Q4 and into early 2015, when we are targeting to have all operating units being managed by the central team. Vacancy Aging by Direct/Contract Management This quarterly measure shows the percentage of rentable units that remain vacant at the defined age categories. Vacancy Aging Q3 Q3 (rentable units only) Results Variance < 31 days 70% 12% -58% days 20% 21% 1% 61+ days 10% 67% 57% Management Actions Of the units aged between days, 25% are among the hard to rent building designations, where offer rates are high and acceptance rates low. The balance is comprised of units where the unit turnover is still underway or a pending offer to an applicant. Of the units aged over 60 days, 28% are within the hard to rent building designations of the portfolio. Moreover, they are primarily comprised of bachelor units for which there is relatively little demand. Several were within the My Choice Rental pilot and subject to multiple offers (up to six per unit) as they were also among the hard to rent designations. The centralized vacancy management team continues to assume responsibility for units reaching the 60+ day mark, those with the hard to rent designation and those that have been modified for accessibility (in conjunction with managing the medical priority waitlist). As part of the broader business plan, Operating Units are being phased into the centralized vacancy management within Program Services. To date, five Operating Units have moved into Program Services with three more planned before end of The balance will migrate over the course of Q1 and Q2 of Turnover and Turnaround This quarterly measure shows the time it takes to turnaround or turn a unit from the point it is vacated by one resident to the point it is available for leasing to another. Turnover Q1 Results Q2 Results Q3 Q3 Results (Units / Budget) Q3 Results (against ) Q3 Variance % of routine "turns" completed within 10 days - 76% 90% % -70% % of kitchen/bath "turns" completed within 30 days - 10% 90% % -36% % budget spent to date - 29% 30% $ 2,300,000 29% -1%... 23

24 Management Actions The average turnaround time among routine unit turns was 18 days. Of the unit turns that did not achieve the service levels, 20% experienced a change order at some point after the move out inspection which allows the vendor additional days to complete the work. Management is working to separately report on these as they are legitimate exceptions to the service level target. The remaining 80% of the jobs exceeding the turnaround time were the result of maintenance repair deficiency or scheduling issue (i.e. inability for Vendor and/or Toronto Community Housing staff to sign off on unit). Given that more than 50% of kitchen/bath unit turns have consistently experienced change orders, the service level targets were adjusted during Q3 to reflect more achievable objectives. This is from 90% within 15 days to 90% within 30 days. However, vendor performance, deficiencies and staff availability due to vacation to sign off on work also impacted service levels. During Q3, the average turnaround time for kitchen/bath unit turns was still 34 days. Management is focusing on increased vendor management and engagement among two specific vendors as well as to further automate the scheduling aspects of the process as a means to improve vendor and staff attendance to the post-completion work inspections (currently, this is locally managed without a formal process). Rentable and Non-Rentable Units At the outset of 2014, Toronto Community Housing projected needing to hold at least 423 units for relocation of families affected by revitalization projects. As of Q3, 367 households have been relocated with another 261 units still currently on hold. Next year, another 228 households will be moved into these units. Q3 YTD Non-Rentable Units Status Households to be relocated (2014) 423 YTD households relocated 367 Current units on hold 261 Households to be relocated (2015) 228 Units on hold include those that have been vacated as a result of requiring significant capital repairs (roofs, foundations, water penetration, etc). The repair costs have been estimated, or fully assessed, with a view to include in the 2015 capital plan and/or SOGR programs. The units being kept on hold for relocation will continue to decline in conjunction with the relocation schedules. Arrears Management and Eviction Prevention This quarterly measure shows the outcome of our commitment to resolving arrears as early as possible by connecting with residents in order to prevent evictions whenever possible. Strategic Plan s: Maintain an eviction rate below 1%. Q3 Results Arrears Management Totals Arrears Units % of $ % of Units No Action Taken Yet $ 2,673, % 56% N4 Notice to End Tenancy Served $ 2,659, % 24% Repayment Agreement - Arranged With OU $ 1,687, % 13% Repayment Agreement - Mediated at LTB* $ 1,030, % 4% L1 Application To Evict Filed at LTB $ 269, % 1% Eviction Order Granted by LTB $ 568, % 2% Grand Total $ 8,887, *LTB = Landlord and Tenant Board... 24