​​​​​​​Toronto Community Housing presented the Getting it done report to Mayor John Tory and the Task Force on Toronto Community Housing on September 10, 2015. Th​e report contains over 70 initiatives to produce tangible and sustained improvements in the areas of safety and security, building conditions, jobs and opportunities for residents, and customer service by the end of 2015 and into 2016.

• Read the Getting it done 2015 progress report (PDF).
• Read the latest Getting it done progress update to the​ board of directors (PDF)​​

On this page:

• Safety and security​
• Building co​nditions
• Jobs and opportunit​ies
• Customer​ ​service​ ​​

Safety and security

What we are doing

• Hiring 18 Community Patrol Officers in the Community Safety Unit.
• Implementing a new deployment model for Community Patrol Officers to permanently assign officers to one of 20 patrol zones, resulting in more time in communities with residents.
• Suggesting changes to provincial legislation to better equip Toronto Community Housing to aggressively pursue evictions for cause.​
• Upgrading 521 of 5,500 security cameras to digital, and installing 50 additional cameras in 17 communities.
• Carrying out 10 safety audits in communities with major safety concerns to identify improvements or modifications that can be made to deter crime.

What we completed before the report

• Partnered with Toronto Crime Stoppers to help educate residents about reporting crime anonymously and the need to report suspected criminal activity on Toronto Community Housing property to support arrests and evictions.​

What we will do with additional funding

• Hire 94 additional Community Safety Unit staff.
• Upgrade more building security systems and CCTV cameras.

Building conditions

What we are doing

• Providing rebates to 1,200 rent-geared-to-income households ​who pay for their own electric heating.
• Creating a new centralized repair dispatch system will ensure the best vendor for the job is sent out to complete a repair, and that the scope of work is clear so that vendors' performance can be easily assessed.
• Improving after-hours building access for contractors repairing elevators, and measures will be in place to reset elevators more quickly after fire alarms.
• Including tighter controls on new Requests for Proposals and contracts for property management services for contract managed buildings to ensure they deliver on service commitments.
• Launching pilots for the ReSet capital repairs ​delivery strategy.​

What we completed before the report

• Hired 60 new building cleaners in August 2015.
• Implemented a monthly report on the progress of all capital repair projects by repair type and location.
• Implemented a new pest management program that has increased the volume of treatments while decreasing costs and the number of needed treatments per infestation.
• Extended the highly successful 291 George building transformation model to other similar high-needs communities housing a disproportionate number of residents living with mental health issues.
• Trained 200 front-line Tenant Services Coordinators and Community Services Coordinators on working with vulnerable residents in partnership with the Canadian Mental Health Association.

What we will do with additional funding

• Replace 140 elevators in urgent need of repair or replacement.
• Hire more Community Services Coordinators who will work to connect vulnerable residents with excessive clutter and vulnerability issues to the supports they need.

Jobs and opportunities

What we are doing​​

• Implementing new initiatives to increase the number of residents or former residents employed by Toronto Community Housing.
• Holding training workshops on resume writing and interview p​reparation for residents to prepare them to apply for jobs with Toronto Community Housing, and creating a new tracking system will enable applicants to request that new job postings be emailed to them.
• Targeting 10 per cent resident employment in ReSet, revitalization and capital repairs projects.​
• What we completed before the report
• Created over 730 jobs for local residents through contract requirements of private sector Revitalization partners to target 10 per cent resident employment.
• Changed procurement policies to allow for contracts for goods and services under $100,000 to be directly awarded to resident-led businesses.

What we will do with additional funding

• Increase access to youth recreation and employment programs.

Customer service

What we are doing

• Extending the Closing the Loop program to 10,000 residents by the end of 2015 (and city-wide by end of 2016, subject to budget approval); this program contacts residents after repairs are made in their homes so they can rate the quality of repairs and customer service.
• Strengthening the contractor/vendor management program to better monitor the quality of work and vendor performance.
• Renewing the resident engagement system and creating a Resident Charter.
• Expanding expanded customer service training for Client Care Centre staff.
• Retaining a specialized vendor with expertise in developing and delivering effective customer service training programs.

What we completed before the report

• Improved the 24/7 Client Care Centre by reducing average call wait times from a high of six minutes in February 2015 to as low as one minute in May 2015.
• Implemented enhanced customer service training for all new staff members (enhanced training for current employees will begin in 2016).

​What we will do with additional funding

• Work with private sector partners to revitalize 11 existing facilities to transform them into community hubs at locations city-wide. ​​