Toronto Community Housing is in the business of building great neighbourhoods. That means providing affordable housing and working with tenants and others to help create opportunities for tenants and communities to succeed. By doing so, we make Toronto a better city.

In 2007, after five years of operation, Toronto Community Housing launched an organizational review to look at how we maintain the vitality and responsiveness required to be both a landlord and community builder. Framed by the Board of Directors' long-term objectives, the review looked at:

• Are the long-term tenancy, business and financial outcomes being achieved?
• Is the community-based model for service delivery effective?
• How can operating results and service to our tenants be improved?
• How can Toronto Community Housing continue to be a good place to work?

The review found that Toronto Community Housing is generally achieving its goals. The one exception is delivering housing in a good state of repair. Between 2002 and 2007, $550 million has been invested in capital repairs and more than $85 million in the revitalization of Regent Park and Don Mount Court. Despite these large investments, many tenants continue to live in unacceptable conditions.

The review also found that the community model has been successful. There is a greater level of tenant engagement in the decisions that affect them.

Great people are required to build great neighbourhoods. The review, using the results of workplace surveys, found that Toronto Community Housing on the whole is regarded as a good place to work, a finding validated recently when Toronto Community Housing was named one of Canada's Top 100 Employers and one of the GTA's Top 75 Employers.

The review also found there is an immediate need to improve operating results and deliver better services to our tenants.

Toronto Community Housing is now changing to address these issues and serve tenants better. Making these changes will help the organization build on its successes, continue to deliver on key long-term objectives and improve the quality of life for tenants and communities.

This Annual Review sets out our major accomplishments for 2007 around five strategic priorities - Asset Management, Community Health, Healthy Organization, Better Housing and Services, and Sustainability and Operational Performance. Each of these areas is critical to fulfilling our mandate.

One accomplishment worthy of being highlighted is Toronto Community Housing's leadership in sustainability. Greenhouse gas emissions are being reduced significantly and energy and water consumption diminished. What's more, every dollar we save is another dollar we can invest in additional and much-needed maintenance and repairs. Much has been achieved, and there is a great deal more to be done to meet the sustainability goals set out in the corporate green plan.

The achievements and success of Toronto Community Housing are only possible because of the energy, dedication and skills of people. Staff throughout the organization demonstrates a commitment to our long-term goals and an ability to deal with difficult and challenging issues on a daily basis. Tenants, in large numbers, volunteer time, share ideas, and take on responsibilities for improving their communities. The Board of Directors and others ably assist in the governance of the organization. Our deepest thanks are owed to all of these people, and the many others in community organizations and agencies who support Toronto Community Housing in building great neighbourhoods.