february 26, 2015, 4:00p.m. 6:00p.m. - housing … 26...board of directors public agenda february...

BOARD OF DIRECTORS

PUBLIC AGENDA

February 26, 2015

of 3

February 26, 2015, 4:00p.m. – 6:00p.m. Contact: Paul Chisholm, General Manager|416-981-6120| email: [email protected]

176 Elm Street, Elm Meeting Rooms Toronto, ON M5T 3M4

Members: Christian Buhagiar, Chair Brian Kwan Jason Gorel Greg Spearn

PUBLIC MEETING AGENDA ITEMS 4:00p.m. – 5:30p.m.

CONSENT AGENDA

The Board Chair will ask for approval of the following consent agenda items. Board members must indicate if they wish to request to discuss the item, question the item or register a vote against the item. If an item is removed from the consent agenda, it will be discussed in closed session at the end of the public meeting.

ITEM DESCRIPTION ACTION PRE-READ PRESENTER(S)

1 Approval of Agenda and Review

of Agenda Order Approval Agenda

Chair, Board of

Directors

2 General Manager Information GM Update Paul Chisholm

3 Confirmation of Board of

Directors’ Public Meeting Minutes

of December 4, 2014

Approval Minutes

Chair, Board of

Directors

4 Quarter 4 – 2014 Financial Results

(unaudited) Information

HC: 2015-01 Keith Madley

5 2014 Financial Audit Plan Approval HC: 2015-02 Keith Madley

6 Quarter 4 – Performance Report Information HC: 2015-03 Alim Jivraj

7 Escalated Issues Report Information HC: 2015-04 Paul Chisholm

mailto:[email protected]

BOARD OF DIRECTORS

PUBLIC AGENDA

February 26, 2015

of 3


8 Centralized Waiting List

Compliance Report

Information HC: 2015-05 Alim Jivraj

9 Annual Report to the Shareholder Information HC: 2015-06 Alim Jivraj

10 General Manager’s Quarter 4

Expense Report

Information HC: 2015-07 Paul Chisholm

11 Changes to Local Occupancy

Standards

Information HC: 2015-08 Paul Chisholm

12 RGI Administration Manual Information HC: 2015-09 Paul Chisholm

13 Single Date Rule Information HC: 2015-10 Paul Chisholm

APPROVAL AND DISCUSSION ITEMS

14 Housing Connections’ 2015

Budget Update

Motion to:

1. Approve the

revised 2015

Operating Budget

2. Forward the 2015

Operating Budget

3. Authorize the

appropriate staff to

take the necessary

action to give

effect to

recommendations

1. and 2.

HC: 2015-11 Keith Madley

15 Election of a Vice Chair Information Verbal Chair, Board of

Directors

TERMINATION

BOARD OF DIRECTORS

PUBLIC AGENDA

February 26, 2015

of 3

CLOSED AGENDA

5:30p.m. – 6:00p.m.

CONSENT AGENDA

The Board Chair will ask for approval of the following consent agenda items. Board members must indicate if they wish to request to discuss the item, question the item or register a vote against the item. If an item is removed from the consent agenda, it will be discussed in closed session at the end of the public meeting.

DISCUSSION ITEMS CLOSED AGENDA


A. Approval of Agenda and Review

of Agenda Order Approval Agenda

Chair, Board of

Directors

B. Confirmation of Board of

Directors’ In Camera Meeting

Minutes of December 4, 2014

Discussion Minutes

Chair, Board of

Directors

C. Confidential Report of the

Corporation Information HC: 2015-10

Paul Chisholm

D. Confidential Report on

Identifiable Individual Information HC: 2015-11

Paul Chisholm

IN CAMERA AGENDA

IN CAMERA

DISCUSSION ITEMS

E. Confidential Report of the

Corporation Information Verbal Chair, Board of

Directors

TERMINATION

Item 2

Office of the General Manager

176 Elm Street

Toronto On M5T 3M4

Phone (416) 981-6129

Fax (416) 981-6112

www.housingconnections.ca

Board of Directors (February 26, 2015) GM Update Memo

General Manager’s Report Page 1 of 3

MEMORANDUM

To: Housing Connections Board Members From: Paul Chisholm, General Manager Date: February 19, 2015 Subject: General Manager’s Report

____________________________________________________ This report serves to provide a strategic overview to the Board of Directors on

key programs, activities and updates. Where a Board decision is required or

where the Board should receive a thorough report on an issue it will come in the

form of a separate Board report with the appropriate recommendations.

Areas covered in this report:

General Staffing Updates

Website Update

Implementation of Changes to the Centralized Waiting List

GENERAL STAFFING UPDATES:

Management is pleased to report that most vacant positions at Housing

Connections have been filled. So far this year nine new staff have joined Housing

Connections and three existing staff have started new roles. With these positions

filled, Management is coordinating the staff orientation and training plans to

support new staff and address service issues resulting from reduced staffing in

2014. The positive impact of increasing staffing levels will be reflected in

http://www.housingconnections.ca/

Item 2

February 26, 2015 Meeting of the Board



improved ability to provide customer service; improved performance against

service standards and an increase in the morale of the staff teams.

WEBSITE UPDATE:

CivicLive was the successful vendor in an RFP issued by Toronto Community

Housing to update the websites for Housing Connections and Toronto

Community Housing.

Significant progress has been made in late 2014 and early 2015 on the User

Requirements and Information Architecture for this project. The User

requirements are in the final review stage and once signed off a project plan will

be finalized.

The website project is critical to supporting service to applicants and providers.

Enhancements to the website will improve applicant/provider self-service

options, provide more information to support housing choice for applicants and

leverage technology to simplify internal business processes.

IMPLEMENTATION OF CHANGES TO THE CENTRALIZED WAIT LIST:

In the reports before the Board this month there are a number of updates related

to the changes approved in the administration of the Centralized Waiting List.

These changes are strongly supported by Housing Connections as steps needed

to simplify the access system, improve service to applicants and work towards

improved collaboration amongst patterns with shared objectives.

Item 2




We have talked to this Board and its predecessor a number of times on the

importance of making these changes. Now that we are starting to see these

changes implemented, it is important to reflect on a few things:

they are intended to improve service and support for applicants;

they reflect the collective input of applicants, staff, community agencies

and other social housing partners; and

they are occurring in a context of making a complicated social program

work in an environment where the need for affordable housing far

outpaces the supply.

_____________________________ Paul Chisholm General Manager Housing Connections

Staff Contact: Paul Chisholm

General Manager

416-981-6120 [email protected]


Thursday, December 4, 2014 Housing Connections Board of Directors Public Meeting Minutes

Page 1 of 8

The Board of Directors of Access Housing Connections Inc., met on Thursday, December 4, 2014 at 176

Elm Street, in the Elm rooms, on the first floor, commencing at 1:00 p.m.

Directors in Attendance: Jennifer Wood, Chair

Brian Kwan, Vice-Chair

Jason Gorel, Chief Financial Officer, Toronto Community Housing

Corporation (TCHC)

Greg Spearn, Interim President and CEO, TCHC

Regrets: Pamela Spencer, General Counsel & Corporate Secretary

Interim Vice President, Human Resources, TCHC

Marta Asturi, Legal Counsel and Assistant Corporate Secretary, TCHC

Rosalee Gunraj, Strategic Communications, TCHC

Staff Present: Paul Chisholm, General Manager

Denise Jones, EA & Board Secretary (recorder)

Keith Madley, Manager, Finance and Administration

Elvira Dos Santos, Manager, Housing Programs

Wanda Evans, Manager, Access to Housing

Lindsay MacDougall, Operations Coordinator

Nabat Sherif, Administration & Business Improvement Coordinator

Nadeem Siddiqui, Supervisor, Access to Housing

Kay Hodge, Supervisor, Client Services

Alim Jivraj, Business Planner

Call to Order and Roll Call

The meeting was called to order with quorum at 1:15 p.m. by Vice-Chair, Brian Kwan.

Declarations of Conflict of Interest in Matters before the Board

The Chair polled the Directors for any conflicts of interest; none heard.

Chair’s Remarks

No remarks .


Page 2 of 8

General Manager’s Remarks

Paul Chisholm introduced Keith Madley, Housing Connections’ new Manager of Finance and

Administration, to the Board, and welcomed him to his first meeting.

Good news stories for Housing Connections (HC) in 2014 include:

o Rent Supplement Program Enhancements to the Buildings and Unit inspections

program;

o Implementation of an enhanced Disadvantage Code validation process

o A successful My Choice pilot program;

o Strong collaboration with the City of Toronto on the Access review and supporting

change to the Access System.

o Excellent all staff information sessions presented by various agencies; and a number of

Housing Connections information sessions presented to agency members and

applicants.

HC continued staffing challenges have been compounded by a 50% walk-in service increase in

Resource Centre

United Way across TCHC has raised over $70,000 to date and HC, with its fifty staff members have

raised $1000 through Special Events

The website project and improvements to the HMS used in the rent supplement program are

underway. TAWL which is an older system used for the centralized wait list is another systems

update for future consideration.

We are keeping on top of budget funding for increased access services as requested by the City.

Staff morale: Staff absences and business process changes can have a negative impact on morale.

We work hard to include staff in changing business processes and keep a positive work

environment. We will continue to engage with staff in change and work to fill staff absences to

reduce impact on staff.

Jennifer Wood arrived at 1:25 p.m. and assumed the role of Chair for the duration of the meeting.

Confirmation of the Public Minutes of the Housing Connections Board of Directors for:

Board of Directors Regular Meeting October 3, 2014

Jason Gorel requested the minutes be amended on page 3 of 10 as follows:

Change “Toronto Community Housing (TCH) will provide the extra funding.” to, “Toronto

Community Housing (TCH) will provide the extra funding subject to the City Shareholder”.


Page 3 of 8

Motion Carried ON MOTION DULY MADE by Greg Spearn

seconded Brian and carried, the October 3, 2014

minutes were approved subject to the above-

noted amendment.

Approval of Agenda and Review of Agenda Order

The Chair asked if the Board members were in favour of the agenda.

Motion Carried ON MOTION DULY MADE by Brian Kwan and

seconded by Greg Spear and carried, the agenda

was approved.

Business Arising

The business arising document was reviewed by the Board.

The Chair requested the document be updated to add target dates to all items.

Public Proceedings

Item 1 (Report) Quarter 3 – 2014 Performance Report (HC: 2014-47 and HC: 2014-47a)

The Board of Directors had before it the above captioned report and attachment from the General

Manager.

Board members commented that red ‘action needed’ key performance indicators (KPIs) on the

legislated requirements scoreBoard (pages 10 and 11 of the report) were of concern.

Paul Chisholm responded that red items in the Special Priority Program (SPP) category were a

result of unplanned staff absences. The combination of planned and unplanned absences reduced

staff’s ability to process the applications as per the service standard. Improvements are

anticipated on this measure in Q4 but there is some work carried into Q4 that will make it difficult

to meet this target. In addition, changes to business processes and staff workflow are being

finalized for Q1 2015 that will also improve ability to meet the target.


Page 4 of 8

Paul Chisholm added that HC is expecting to have some of its vacant staffing positions filled by

January, and that the process for competitions is lengthy, in part due to union requirements. HC

is currently experiencing five vacancies, and we are expecting three more this month.

Motion Carried ON MOTION DULY MADE by Brian Kwan,

seconded by Greg and carried, the Board of

Directors:

(1) Received for information the Third Quarter,

2014 Performance Report, and,

(2) That the General Manager forward the report

to the Shareholder for review.

Item 2 (Report) Quarter 3 – 2014 Financial Performance Report (HC: 2014-48)

The Board of Directors had before it the above captioned report from the General Manager.

Jason Gorel presented this report and provided further information and clarification that:

The Finance Committee met on November 24th and reviewed the contents of this report.

The budget is on target for the end of the year; revenues over expenses are expected to align with

the budget at year end.


seconded by Greg Spearn and carried, the Board

of Directors received the Quarter 3, 2014 Financial

Performance Report for information.

Item 3 (Report) 2015 Operating and Capital Budget (HC: 2014-49 and FC-2014-08)

The Board of Directors had before it the above captioned report and attachment from the General

Manager.

Jason Gorel reviewed the report providing further information and clarification that:

The Finance Committee originally received a budget in August which showed a deficit and asked

management to re-present a balanced budget. Management did so at the November Finance

Committee meeting. What is not in the budget are management’s discussions with the City about

funding for additional program requirements.


Page 5 of 8

We did share the budget with the Service Manager.

We may have end of year budget changes if the City makes any funding changes.

IT Emphysys and website upgrades require TCHC project funding from the City.

HC’s is projecting the websites will be updated by August/September. Greg Spearn would like HC

to get Bruce Malloch, IT, and the vendor together to explain the timeline. Greg is not satisfied

with the TCHC IT schedule. Paul Chisholm has a meeting coming up with project steering

committee and Greg Spearn asked he provide the Board with a report via email after the meeting.

The Chair would like an understanding of why a website project would take this long.

Keith Madley highlighted that rent supplement payments are a flow through on both the revenue and

expenditure sides and that the staffing envelope increase of over $100,000 are due to rising benefits costs.

The Chair asked why funding for the changes required by the City’s Access Review are not in the budget.

Paul Chisholm responded that two business cases have been submitted to the City to date and decisions

are expected to come back this month. HC is meeting with the City again on December 9th to confirm

timing and approach. HC requires project parameters in writing from City and so that associated costs

can be defined. We expect an increase of a 10% administrative cost for these significant changes. We do

not know at this point if the City wants to follow up with resources to implement the changes. Or, reduce

existing programs, and then allocate existing funding to do what we need to do within the existing

resource and funded structure.

Jason Gorel would like Access Review changes funding affirmed by HC by the City before the end of this

year. If not he will approach the City.

Paul Chishom explained that the financial report shows a sundry revenue of $45,000 because HC is

subletting to TCHC staff, which requires their payment for office services and for their workspace.

Keith Madley explained that line item 5669 “Sundry Admin” is a miscellaneous cost of about eight

different combined items.

Motion Carried ON MOTION DULY MADE by Brian seconded by

Greg and carried, the Board of Directors:

(1) Approved the 2015 Operating and Capital

Budget; and,


Page 6 of 8

(2) Authorize the General Manager to continue

operations based on the attached Budget

through December 31, 2015;

(3) That the General Manager can forward the

report to the Shareholder for review.

(4) Authorize the appropriate staff to take the

necessary action to give effect to

recommendations (1), (2) and (3).

Item 4 AHCI (Access Housing Connections Inc. 2015 Board of Directors Work Plan with

Proposed Board meeting dates (HC: 2014-50)

The Board of Directors had before it the above captioned work plan with proposed Board meeting dates

for 2015.

There Chair polled and the Board members did not require any discussion of this item.

Motion Carried ON MOTION DULY MADE by Jason, seconded

by Greg and carried, the Board of Directors

approved the Board of Directors’ Work Plan.

Item 5 (Report) City Council Recommendations and Impact Assessment (Access

Review) Implementation Plan for Required Changes to the Centralized

Waiting List (HC: 2014-52)


Paul Chisholm provided the following additional information and clarification:

Confirmation of Interest (COI) process changes have already begun. COI letters will not be mailed

to applicants until after 18 months of no contact. The previous timeline was 12 months. This

change enables some administrative relief, but does not impact the length of time an applicant may

wait on the centralized wait list.

HC has strong costing for the Province Wide Arrears Database. We are currently waiting for some

information from IT. When we receive the information the business case provided to the City will

be updated and funding approval is expected.

Jason Gorel commented that funding and resource allocation are not evident in the report and

asked that associated costs should be provided to the Board in advance of their approval.


Page 7 of 8

Paul Chisholm clarified that Phase 1 has no additional associated costs; Phase 2 will be close to

existing costs and Housing Connections will seek reimbursement through the business case; and

Phase 3 will have associated costs.

Motion Carried ON MOTION DULY MADE by Greg Spearn, seconded

by Brian Kwan and carried, the Board of Directors agreed to:

(1) Receive the implementation plan for information;

(2) Acknowledge Phase 1 can be implemented at no additional cost;

(3) Require Housing Connections record any additional costs associated

with the implementation of Phase 2; and,

(4) Require Housing Connections to come back to the Board for approval

of costs relating to Phase 3, before Phase 3 is implemented.

Item 6 (Report) Board Advisory Council - Meeting Summary and Highlights from Minutes

(HC: 2014-51)

The Board of Directors had before it the above captioned presentation from the General Manager.

The Chair polled and the Board members did not require any discussion or of this item.

Motion Carried ON MOTION DULY MADE by Greg Spearn,

seconded by Brian Kwan and carried, the Board of

Directors received the report for information.

Item 7 (Report) Special Priority Program Review (HC: 2014-53)


The Chair polled and the Board members did not require any discussion of this item.


seconded by Greg Spearn and carried, the Board

of Directors received the report for information.

Item 8 (Presentation) Website Upgrade Overview (HC: 2014-54)

The Board of Directors had before it the above captioned presentation from the General Manager.


Page 8 of 8

This item was disucssed in item 3 above. The Chair polled to see if any further discussion was required.

None heard. Paul Chisholm added HC is using this as another opportunity to engage with our

stakeholders and we’re getting some positive feedback about the process engagement that is taking place.


seconded by Jason Gorel and carried, the Board of

Directors received the report for information.

Item 9 (Report) General Manager’s Expense Report for Quarter 3 2014 (HC: 2014-55)

The Board of Directors had before it the above captioned report.

The General Manager had no expenses to report.

Motion Carried ON MOTION DULY MADE by Brian, seconded

by Greg and carried, the Board of Directors

received the report for information.

At 2:40 p.m. the public portion of the meeting ended and earing no objections to do so, the Chair directed

that the in camera meeting commence.

All management staff with the exception of Paul Chisholm and Denise Jones (recorder) left the meeting a

the close of the public session.

Next Scheduled Meeting: February 18, 2015

_________________________________ __________________________________

Secretary Chair

of 2

Housing Connections

Board of Directors 176 Elm Street, Toronto

Report on Business Arising from the Public Meeting Minutes – December 4, 2014

Report No. Description Status Target Date

HC: 2014-36

Oct. 3, 2014

City Council Recommendations and Impact Assessment (Access Review)

At its July 8, 9, 10 and 11, 2014 meeting City Council directed the General

Manager, Shelter, Support and Housing Administration to report back to

Council in March 2015, through the Community Development and

Recreation Committee, with an update on the review of the centralized waiting

list for social housing and the implementation of a single date.

In Progress

March 2015

HC: 2014-36

Oct. 3, 2014

City Council Recommendations and Impact Assessment (Access Review)

1) The General Manager will prepare a summary or use summary table

(HC: 2014-36a) for TCHC Board Chair, Bud Purves, for TCHC Board

information;

2) The General Manager will negotiate with the Director of the Social

Housing Unit at the City of Toronto on an implementation plan

including impacts to customer service, operations, technology and

budgets that may be required to support the required changes;

3) The General Manager will report back to the Board for their approval of

the implementation plan for negotiation, before it is taken to the

Director of the Social Housing Unit.

In Progress

February 2015

Open Action Item List (Public) - 2014

Report No. and Meeting Date

Description Status Target Date

HC: 2014-06

March 7, 2014

General Manager’s Report

1) Presentation by TCH ITS on HC website re-development project and,

presentation or report by HC on HC website re-development project

2) Web project overview by selected vendor

deferred

June 2015

of 2

Housing Connections

Board of Directors 176 Elm Street, Toronto

Report No. and Meeting Date

Description Status Target Date

HC - 2012-04

February 29,

2012

Rent Supplement Internal Transfer Policy

General Manager is to bring back a report on the implementation of the Rent

supplement Internal Transfer Policy.

Currently operating with the policy

approved at the Feb. 2012 Board meeting.

Q3, 2015


Board of Directors (February 26, 2015) HC: 2015-01

Year End 2014 Financial Performance Report Page 1 of 6

Item 4

Date: February 18, 2015

To: Board of Directors

From: General Manager

Subject: Year End 2014 Financial Performance Report

PURPOSE:

To review and discuss Housing Connections’ year end 2014 financial performance.

RECOMMENDATIONS:

That the Board of Directors:

(1) Receive the year end 2014 Financial Performance Report (attached); and

(2) Forward the year end 2014 Financial Performance Report to the Board of

Directors for review and discussion;

(3) Authorize the assignment of $100,000 of the 2014 surplus (subject to final audit

adjustments) to a reserve for IT system improvements at Housing Connections

scheduled for 2015;

(4) Authorize the assignment of $82,200 of the 2014 surplus (subject to final audit

adjustments) to the operating budget in 2015 related to funding received after

year end related to the My Choice Rental Project; and

(5) Authorize the appropriate officials of Housing Connections to take the necessary

actions to give effect to the recommendations (1 and 2).




Item 4

FINANCE COMMITTEE COMMENTS ON THE RECOMMENDATIONS:

Finance Committee reviewed the recommendations and discussed the accounting

approach to making the requested changes. The Chair of the Finance Committee

recommended that these changes be brought forward for discussion with the full Board

of Directors of Housing Connections.

BACKGROUND:

The Housing Connections 2014 Operating and Capital Plan was prepared based on the

financial targets and initiatives set in the Strategic Framework and approved by the

Board of Directors at its December 6, 2013 meeting. The Financial Performance against

the plan is reported to the Board within its Quarterly Financial Performance Report.

REASON FOR RECOMMENDATIONS:

The year end 2014 Financial Performance Report is a high level report containing un-

audited Financial Statements, actual revenues and expenses through Q4, and year-end

variance comments by business line. The report is intended to provide the Finance

Committee with information on the corporation’s financial performance.

Summary of 2014 Financial Performance

Year End 2014 Financial Statements (un-audited)

Operational Surplus at the end of 2014 is $191K. At the end of Q3 the forecasted year

end operational surplus was $5K. This increased surplus is due to a combination of

spending less than anticipated in salaries and benefits combined with planned

underspending in a number of areas originally though necessary to offset the

anticipated over spending in salaries and benefits.




Item 4

In addition Housing Connections received a payment of $82,200 from the City of

Toronto in January of 2015 representing a reimbursement of expenditures on the My

Choice Rental Project made in 2014. This reimbursement served to increase the

operating surplus by $82,200 as the payment was not received in time to permit

backfilling of staff and use other resources devoted to this project. As a result of these

factors the year end operational surplus for 2014 is greater than previously estimated.

Material impacts to the Balance Sheet and Cash flows of the corporation were primarily

driven by the actual year end surplus achieved, increase in revenues receivable and

changes in the composition of liabilities some of which are under review by staff.

Year End 2014 Operations Forecast and Variance

Operating revenues:

Overall, operating revenues are $269K higher than plan or 0.9% due mainly to

higher than expected landlord grants.

a. Administrative subsidies are 0.1% or $5K below plan or essentially on budget.

b. Landlord Grants are 1.1% or $259K above plan. Further details are contained

within Housing Programs update below.

c. Sundry revenue is $15K above plan related to billing for mandate work done

in 2014.

Operating expenses:

In total, operating expenditures were $77K or 0.3% higher than plan.

a. Landlord Grants and recoverable expenses are 1.1% or $259K above plan.




Item 4

b. Salaries and benefits expense was 0.8% or $34K below plan. A pressure was

expected in this area but due to delays in hiring a late reimbursement of

spending re the My Choice Rental Project actual spending was slightly below

budget.

c. Other expenses were overall below plan by $86K. This included planned

underspending to offset the planned overspending in salaries and benefits

that didn’t occur, and the impact of the late receipt of the My Choice Rental

funding.

d. Planned interest on notes payable was over estimated during budget

development.

Quarter 4 2014 Housing Programs Summary

The Quarterly Housing Programs Summary Report is a high level report of variances

from approved plan segregated by Housing Program. This report is intended to provide

the Finance Committee with information on the Corporation’s performance and to

assess the possibility of future risks.

Since this report will be provided to The City of Toronto as part of Housing

Connections’ reporting commitments, it will be received by the Board of Directors as

part of the Quarterly Performance Report for Q4 2014.

For the year ended December 31, 2014 Housing Connections operated slightly over the

approved budget.

Creating a Capital Reserve

The attached report highlights key financial indicators for the quarter ended December

31, 2014 for Housing Connections. Noted in the report is an anticipated surplus of over

$100,000 (subject to final audit adjustments).




Item 4

Housing Connections is redeveloping our website. This project was initiated in 2014

and will be completed in 2015. Holding these funds in reserve and allocating them to

the website improvement project in 2015 will offset the future costs to Housing

Connections for this cost.

Increasing Operating Funding in 2015

Housing Connections devoted resources to the My Choice rental Project in 2014. As a

result of uncertainty over financial support from the City of Toronto resources devoted

to the project were not backfilled resulting in a number of operational issues not

moving forward in 2014. Had the payment of $82,200 made to Housing Connections

been made earlier in 2014 other spending priorities would have been addressed.

Allocating these funds to 2015 will allow these priorities to proceed.

FINANCIAL IMPLICATIONS:

The draft un-audited financial results reflect that 2014 operating results were slightly

over budget on both revenue and spending.

LEGAL IMPLICATIONS:

N/A




Item 4

COMMUNICATIONS IMPLICATIONS:

N/A

_____________________________

Paul Chisholm

General Manager

Housing Connections

Staff Contact: Keith Madley,

Manager, Finance and Administration


Attachment: #1 Quarter 4, 2014 Financial Statements (un-audited)

#2 Quarter 4, 2014 Operations Variance

#3 Quarter 4, 2014 Housing Programs Summary


Attachment #1 to HC: FC2015-01 (Item #1)

DRAFT

FOR DISCUSSION WITH MANAGEMENT ONLY – SUBJECT TO AMENDMENT

NOT TO BE FURTHER COMMUNICATED

S:\Housing Connections Management Group\Managers - Executive\Board of Directors\Board Packages\2015\February 26, 2015\FINAL DOCS and PDF\4 - Access Housing Connections Inc 2014 FS .docx February 18, 2015 12:24 PM Version 6.0

Access Housing Connections Inc. Financial Statements (Unaudited) December 31, 2014

Access Housing Connections Inc. Statements of Financial Position As at December 31, 2014



DRAFT

Approved by the Board of Directors

___________________________________ Director ________________________________ Director

The accompanying notes are an integral part of these financial statements.


2014

$ 2013

$ Assets Current assets Cash 500 500 Due from City of Toronto (note 3) 2,116,442 1,814,325 Due from Toronto Community Housing Corporation (Note 3) 23,647 - HST recoverable 3,896 4,525 2,144,485 1,819,350 Capital and intangible assets (note 4) 35,584 72,351 2,180,069 1,891,701

Liabilities Current liabilities Accounts payable and accrued liabilities 655,328 683,947 Due to Toronto Community Housing Corporation (note 3) - 102,870 655,328 786,817

Notes payable - Toronto Community Housing Corporation (note 3)

1,673,628 1,447,277 2,328,956 2,234,094 Net Assets Share capital Authorized and issued

100 common shares 100 100 Contributed capital 300,000 300,000 Deficit (448,987) (642,493) (148,887) (342,393) 2,180,069 1,891,701

Access Housing Connections Inc. Statements of Operations and Deficit

For the years ended December 31, 2014



DRAFT



2014

$ 2013

$ Revenue Operating subsidies (note 3) 5,651,340 5,540,520 Subsidies - Housing Allowance and Mental Health Commission - 240,404 Landlord grants (notes 3 and 5) 24,858,561 25,320,081 Interest and sundry 14,866 - 30,524,767 31,101,005 Operating expenses Salaries and benefits 4,033,700 3,874,036 Landlord payments (note 5) 24,858,561 25,270,729 Recoverable expense - Mental Health Commission - 49,352 Employee 4,944 8,016 Office 611,838 927,821 Systems 362,468 439,024 Professional services 322,922 339,194 Administrative and other 24,610 32,301 Interest 75,450 75,450 Amortization 36,768 38,463 30,331,261 31,054,386 Excess of revenue over expenses for the year 193,506 46,619 Deficit - Beginning of year (642,493) (689,112) Deficit - End of year (448,987) (642,493)

Access Housing Connections Inc. Statements of Cash Flows

For the years ended December 31, 2014

DRAFT





2014

$ 2013

$ Cash provided by (used in) Cash flow from operating activities Excess of revenue over expenses for the year 193,506 46,619 Add: Item not involving cash

Amortization 36,768 38,463 230,274 85,082 Changes in non-cash working capital balances related to operations

(Increase)/decrease in due from City of Toronto (302,115) 1,274,466 Decrease in HST recoverable 629 8,307 Decrease/(increase) in accounts payable and accrued liabilities (28,621) 326,599 (99,833) 1,694,454

Cash flow from financing activities Increase in notes payable 226,350 75,450 Decrease in due to Toronto Community Housing Corporation (126,517) (1,264,066) Decrease in deferred rental allowance - (506,038) 99,833 (1,694,654) Decrease in cash during the year 0 (200) Cash - Beginning of year 500 700 Cash - End of year 500 500

Access Housing Connections Inc. Notes to Financial Statements December 31, 2013 and December 31, 20124

(1)

DRAFT




1 The organization

Access Housing Connections Inc. (AHCI) was incorporated on August 14, 2003 under the provisions of the

Ontario Business Corporations Act and is wholly owned by Toronto Community Housing Corporation (TCHC).

In establishing AHCI, TCHC approved a shareholder direction that set guiding principles, high-level objectives

and expected accountability to TCHC. The shareholder direction establishes AHCI as a not-for-profit

organization under the direction of an independent board of directors.

AHCI is a not-for-profit organization. Pursuant to section 149, paragraph (1)(d.6) of the Income Tax Act

(Canada) (the ITA), AHCI is exempt from federal Part I tax, as it is a subsidiary of a municipal corporation.

AHCI qualifies as a subsidiary of TCHC, having met the following conditions:

TCHC, a municipal corporation, directly controls AHCI;

no rights have been issued to acquire shares or capital in AHCI, either immediately or in the future, either

absolutely or contingently; and

no more than 10% of income for the taxation year is earned outside of the geographical boundaries of

AHCI or those of TCHC.

Per subsection 27(2) of the Taxation Act (Ontario), AHCI is exempt from Ontario income tax because it is

exempt from federal Part I tax, pursuant to section 149 of the ITA.

On January 1, 2004, AHCI commenced operations in the delivery of housing access services and in the

administration of homelessness and commercial rent supplement programs.

2 Summary of significant accounting policies

These financial statements have been prepared in accordance with Canadian public sector accounting standards

(PSAS), including accounting standards that apply to government not-for-profit organizations.

The significant accounting policies are summarized below.

Revenue recognition

AHCI follows the deferral method of accounting for contributions. Unrestricted contributions, which include

subsidies, are recognized as revenue when received or receivable if the amount to be received can be reasonably

estimated and collection is reasonably assured. Externally restricted contributions, which include rent

supplements, are recognized as revenue in the year in which the related expenses are recognized.

Other revenue is recorded when services are provided and collection is reasonably assured.


(2)

DRAFT




Financial instruments

AHCI has adopted PS 3450, Financial Instruments. This standard was adopted on January 1, 2012.

At initial recognition, AHCI classifies its financial instruments in the following categories depending on the

purpose for which the instruments were acquired:

Category Measurement

Cash loans and receivables amortized cost Due from City of Toronto loans and receivables amortized cost HST recoverable loans and receivables amortized cost Accounts payable and accrued liabilities financial liabilities amortized cost Due to TCHC financial liabilities amortized cost Notes payable financial liabilities amortized cost

Capital and intangible assets

Capital and intangible assets are recorded at cost less, accumulated amortization. Amortization is calculated on

a straight-line basis over the useful life of the asset as follows:

Equipment 4 to 10 years Computer software 4 years Computer hardware 4 years Office renovation 15 years

Use of estimates

The preparation of financial statements in accordance with Canadian PSAS requires management to make

estimates and assumptions that affect the reported amounts of assets and liabilities and the disclosure of

contingent assets and liabilities at the date of the financial statements and the reported amounts of revenue and

expenses during the reporting period. Actual results could differ from those estimates.

3 Related party transactions

The amount due from the City of Toronto represents subsidies receivable and is non-interest bearing.

The amounts due from TCHC represents reimbursement from TCHC for capital expenditures paid on AHCI’s

behalf. Amounts due are non-interest bearing and have no set terms of repayment. Notes payable to TCHC bear

interest at 5.5% and 5.0% payable yearly and are due on demand.


(3)

DRAFT




The following transactions were carried out with related parties.

2014

$ 2013

$

Amounts received from TCHC Operating subsidies 5,651,340 5,540,520

Amounts received from City of Toronto

Landlord grants 24,858,561 25,320,081

Amounts paid to TCHC

Corporate overhead 217,752 213,480 Rental expense 434,401 403,704 Information technology expense 361,048 421,097 Postage services 72,000 72,000 Communication services 75,000 75,000

1,160,201 1,185,281

4 Capital and intangible assets

2014

Cost

$

Accumulated amortization

$ Net

$

Equipment 216,172 203,722 12,450 Office renovation 57,431 34,297 23,134 Computer hardware 3,560 3,560 - Capital assets 227,163 241,579 35,584 Intangible assets

Computer software 1,516,238 1,516,238 -

1,793,401 1,757,817 35,584

2013

Cost

$

Accumulated amortization

$ Net

$

Equipment 216,172 182,105 34,067 Office renovation 57,431 20,841 36,590 Computer hardware 3,560 3,560 - Capital assets 277,163 206,506 70,657 Intangible assets

Computer software 1,516,238 1,514,544 1,694 1,793,401 1,721,050 72,351


(4)

DRAFT




5 Landlord payments and landlord grants

Landlord payments consist of the following:

2014

$ 2013

$

Commercial - rent supplement 13,202,909 12,809,475 Strong Communities - rent supplement 11,655,652 11,432,762 Housing Allowance - 318,471 Mental Health Commission - 390,656 Short-term Rent Support Program - 319,365

24,858,561 25,270,729

Landlord grants are equivalent to the landlord payments plus an agreed on administrative fee per unit and

recoverable expense was $49,352 in 2013 received from the City of Toronto. This recoverable amount no longer

applies in 2014.

6 Capital management

AHCI defines capital as long-term debt and equity. AHCI’s objective is to have sufficient capital to continue

operating despite adverse financial events and to provide itself with the flexibility to take advantage of

opportunities.

AHCI is not subject to any externally imposed capital requirements.

There has been no change in AHCI’s approach to capital management during the year ended December 31,

2014.

7 Economic dependence

AHCI depends on both the City of Toronto and TCHC for substantially all of its funding (note 3). If the funding

ceases, AHCI may not be able to continue as a going concern.


(5)

DRAFT




8 Financial instruments

Credit risk

AHCI, in the normal course of business, is exposed to credit risk from its customers. This risk is mitigated by

the fact that management believes AHCI has thorough and rigorous credit approval procedures. These

procedures are supported by a strong collection process.

Management considers AHCI’s credit risk exposure to be minimal, as the accounts receivable are primarily due

from the City of Toronto.

Liquidity risk

Liquidity risk results from AHCI’s potential inability to meet the obligations associated with its financial

liabilities as they come due. AHCI monitors its operations and cash flows to ensure that current and future

obligations will be met. AHCI believes that its current sources of liquidity are sufficient to cover its known short

and long-term cash obligations.

Attachment #2 to HC-2015-01

Budget Budget YTD ActualProjected Year

End Actual

2014 2014 2014 2014

$ $ $ $ $ %

Revenue

Operating Subsidies 5,656,332 5,651,340 (4,992) (0.1%) Essentially on budget.

Landlord Grants 24,599,904 24,858,561 258,656 1.1%Slight variance to budget as program spending primarily reflecting additional units in

Commercial Rent Supplement

Sundry Revenues 0 14,866 14,866 100.0% Revenue related to mandate work not included in the original 2014 budget.

Total Revenues 30,256,236 0 30,524,767 0 268,530 0.9%

Expenses

Salary & Benefits 4,067,763 4,033,700 (34,063) (0.8%)Small underspending due to receipt of funding for the My Choice Rental Project in January

of 2015 not allowing for backfilling to happen as planned

Landlord payments [note 6] 24,599,904 24,858,561 258,657 1.1%Slight variance to budget as program spending primarily reflecting additional units in

Commercial Rent Supplement

Staff expense 31,500 4,945 (26,555) (84.3%) Spending was held back to offset anticapted overspending in salaries and benefits.

Office 611,460 611,838 378 0.1% Essentially on budget.

Systems 381,150 362,468 (18,682) (4.9%)Small underspending due to receipt of funding for the My Choice Rental Project in January

of 2015 not allowing for use of funds in 2014

Professional services 355,771 324,923 (30,848) (8.7%) Spending was held back to offset anticapted overspending in salaries and benefits.

Administrative and other 34,350 24,610 (9,740) (28.4%) Spending was held back to offset anticapted overspending in salaries and benefits.

Interest on note [note 3] 85,050 75,450 (9,600) (11.3%)Difference is entirely due to an adjustement to bring the cost into line with the note payable

documentation.

Depreciation 89,288 36,768 (52,520) (58.8%)Increased budget allowances in anticipation of ITS investment for 2014. Depreciation has

not begun

Total Expenses 30,256,236 0 30,333,263 0 77,027 0.3%

Excess / (Deficiency) of

revenue over expenses0 0 191,504 0 191,503

Statement of Operational Forecast and VarianceFor the year ended

December 31, 2014

Year End Actual Vs

Budget Comments

Attachment #3 to FC-2015-01 Item #1

Housing Programs General NotesNotes to summarize and explain City Guideline RS2013-1:

The City of Toronto revised budget target numbers for Rent Supplement Programs effective January 1, 2014.

Target

Household

Number

Target Dollar

Amount

Actual Target is 1474 Units (1457 in 2013).

Units are part of the City of Toronto Service Level Standard.

Target Dollar amount is projected. If actual landlord

payments exceed budget the City and Housing Connections are

fully reimbursed by the ProvinceStrong Communities

SCRS Regular 955 $9,354,043 Targets are actual budget for Landlord Payments.

SCRS MCSS - DEVD 82 $666,412

Housing Connections is requested to spend at the target

amounts.

SCRS MCSS - VAW** 145 $1,433,929

Target Household Numbers in these programs are estimates.

SCRS MOHLTC 28 $188,283

For 2013 Portability (EHPP) program is rolled into SCRS

Regular

Strong Communities Sub-total 1210 $11,642,667

Rent Supplement Total 2,684 $24,612,693

Description

Program Targets as per City

Guideline RS 2013-1

Comments

Commercial Program 1,474 $12,970,026

Attachment #3 to FC-2015-01 Item #1

Actual Actual Actual Actual YTD Actual YTD Variance

End of Q1 End of Q2 End of Q3 End of Q4 Budget Year End (Neg=Unfav)

OK Commercial Program $12,970,026 $3,242,507 3,280,771 6,600,289 9,889,168 13,202,909 $12,970,026 13,202,909 ($232,883)

OK SCRS Regular $9,354,043 $2,338,511 2,318,316 4,645,131 6,966,287 9,277,054 $9,354,043 9,277,054 $76,989

OK SCRS MCSS - DEVD $666,412 $166,603 159,890 320,913 492,819 667,987 $666,412 667,987 ($1,575)

OK SCRS MCSS - VAW (1) $1,433,929 $358,482 385,447 770,030 1,130,917 1,489,973 $1,433,929 1,489,973 ($56,044)

OK SCRS MOHLTC $188,283 $47,071 50,142 108,147 167,436 220,637 $188,283 220,637 ($32,354)

$11,642,667 $2,910,667 2,913,795 5,844,220 8,757,459 11,655,651 $11,642,667 $11,655,651 ($12,984)

$24,612,693 $6,153,173 6,194,565 12,444,510 18,646,628 24,858,560 $24,612,693 $24,858,560 ($245,867)

(1) includes an additional one time budget approval of $12,793 for 2014

Strong Communities Sub-total

Conventional Rent Supplement Total

Housing Programs Quarterly Report

Q4 2014 2014 Program

Budget

2014 Quaterly

Program

Budget

YTD Position

Performace Against Program Budgets

Actual Takeup

(Neg=Unfav)

X Commercial Program 1,452 1,474 22 1,450 1,466 1,451 1,457 (15) 17

M SCRS Regular 982 955 (27) 920 920 912 926 (8) 29

OK SCRS MCSS - DEVD 82 82 - 82 83 82 81 (1) 1

OK SCRS MCSS - VAW 115 145 30 163 158 157 156 (1) (11)

OK SCRS MOHLTC 24 28 4 28 28 28 28 - -

1,203 1,210 7 1,193 1,189 1,179 1,191 (10) 19

2,655 2,684 29 2,643 2,655 2,630 2,648 (25) 36

Strong Communities Sub-total

Conventional Rent Supplement Total

Housing Programs Quarterly Report

Q4 2014Units at

the end

of Q4

2013

Unit

Target

Projecte

d Unit

take up

UnitsEnd of Q4

PositionActual

End of

Actual

End of

Actual

End of

Actual

End of

Takeup

Required Performace Against Unit targets


Board of Directors (February 26, 2015) Housing Connections: 2015-2 Report

Update on Shareholder Reporting Page 1 of 4

Item 5




Subject: 2014 Financial Statements Audit Plan (HC: 2015-2)

PURPOSE:

To inform the Board of Shareholder reporting requirements and provide background on

how these requirements have been fulfilled.

RECOMMENDATIONS:

It is recommended that the Board of Directors receives the attached information from

Toronto Community Housing Corporations Audit Plan for the year ending December

31, 2014.

BACKGROUND:

Housing Connections is a subsidiary of Toronto Community Housing which is its sole

shareholder. Housing Connections was established as a standalone corporation under

the Ontario Business Corporations Act (OBCA). This means that the corporation must

comply with the requirements of the OBCA. In addition, Housing Connections is

governed by the parameters set out in its corporate documents - By-law #1 and the

Shareholder Direction.

Section 9 of the Shareholder Direction sets out requirements in the areas of Reporting,

Annual Reports, Access to records, and Audit and Accounting.


Housing Connections has produced annual financial statements for each year of

operation since it was created. These statements were received by the Housing

Connections Board of Directors and provided to the shareholder on an annual basis in

advance of the Annual General Meeting.




Item 5

The Ontario Business Corporations Act requires the shareholder of a corporation to hold

an Annual General Meeting (AGM) each year. As part of the Annual General Meeting,

the corporation presents the shareholder with its audited financial statements (unless

the shareholder has granted an exemption) and the shareholder approves the minutes

of the last Annual General Meeting and appoints the auditor as well as any directors if

required.

The financial statements of Housing Connections are audited as part of the consolidated

financial statements prepared by Toronto Community Housing. Financial results

related to Housing Connections are reviewed as part of this audit.

The City of Toronto appointed Price Waterhouse Coopers, “Auditor” for Toronto

Community Housing to audit its Consolidated Annual Financial Statements. Section 3

of this audit engagement outlines a requirement for auditing of the Annual Financial

Statements for its named subsidiaries including Housing Connections.

Field work and auditing is planned to occur between early March and mid-April, 2015.

Key staff at Housing Connections with direction of senior staff of Toronto Community

Housing’s Finance Division, will actively engage with Price Waterhouse Coopers to

ensure that the Audited Financial Statements for Housing Connections are provided to

the Board of Directors; on schedule, presented fairly, and free of material deficiencies.




Item 5

Schedule of key dates and activities:

Date Activity

November 27, 2014 TCH Audit Engagement Report received by Corporate

Affairs and Audit Committee. PWC approved as lead

auditor.

February 9, 2015 Draft unaudited financial statements discussed at Finance

Committee

February 26, 2015 Draft unaudited financial statements discussed at AHCI

Board Meeting

March to mid-April 2015 Audit field work

April 17, 2015 Draft audited financial statements provided to AHCI

management for review

April 22, 2015 Draft audited financial statements discussed at Finance

Committee

April 23, 2015 Draft audited financial statements distributed to AHCI

Board

April 29, 2015 Approval of the audited financial statement package by

the AHCI Board

April 30, 2015 Approved AHCI Financial Statements provided to the

shareholder.


Costs associated with auditing the Annual Financial Statements for Housing

Connections are were accrued in 2014 and are reflected in the costs for that year.




Item 5

LEGAL IMPLICATIONS:

Housing Connections is required to comply with the Shareholder Direction, Corporate

By-laws and the Ontario Business Corporations Act.


N/A


Staff Contact: Keith Madley


[email protected]

416-981-6126



4th Quarter, 2014 Performance Report Page 1 of 2

Item 6




Subject: Fourth Quarter, 2014 Performance Report (HC: 2015-03)

PURPOSE:

To provide the Board of Directors with a Performance Report for the fourth quarter

ended December 31, 2014 for Housing Connections.

RECOMMENDATIONS:

It is recommended that the Board of Directors:

(1) Approve the Fourth Quarter, 2014 Performance Report for Housing

Connections; and,

(2) Request the General Manager forward the report to the Shareholder.

BACKGROUND:

Attached is the Fourth Quarter, 2014 Performance Report for Housing Connections.

The report focuses on operational and financial indicators from October 1st 2014 –

December 31st 2014. This report tracks our performance against the goals and targets set

out for 2014 in the 2014-2015 Business Plan.


Approval by the Board of Directors is required in order to forward the Quarterly Report

to the Shareholder as per the Shareholder Direction.



4th Quarter, 2014 Performance Report Page 2 of 2

Item 6


N/A

LEGAL IMPLICATIONS:

N/A


N/A



General Manager


Attachment: Quarter 4, 2014 Performance Report (HC: 2015-03a)

Quarter 4, 2014 Statistical Report (HC: 2015-03b)


Q4 2014 –

Performance Report

Board of Directors Meeting

February 26, 2015

HC: 2015-03a

Executing Against the Business Plan

Strategic Priority #1: Quality Homes –

Improved Housing Options

Overall status:Monitor Action

Needed

On Track2

Q1

Highlights

• Sent over 1000 letters to applicants in an effort to work with Options for Homes on their new

Affordable Home Ownership project, ensuring current applicants were included in their outreach

strategy.

Q2

Highlights

Q3

Highlights

• Worked with Affordable Housing Office of the City of Toronto to provide numbers for a report to

council for new Affordable Housing Project approvals.

• Met with staff of the Affordable Housing Office and Social Housing Unit of the City of Toronto to

create a coordinated approach to engage applicants on the Centralized Waiting List.

• Worked with Options for Homes to ensure outreach strategy was engaging applicants as planned.

Deliverable Description Quarterly performance Next steps

Identify Affordable

Rental and

Ownership

Options

• Working closely with property

developers, we will promote

affordable housing

developments to applicants

on the waiting list ensuring

they are aware of additional

housing options to consider.

• Supported outreach for a City

approved Affordable Housing

Ownership project for artists.

• Continue to work with

Affordable Housing Office and

Social Housing Unit at the City

of Toronto to identify

opportunities to improve

housing options for applicants.

Q4


Strategic Priority #1: Quality Homes –

Improved Housing Options


Needed

On Track3

Q1

Highlights

• Created a draft project plan which identifies project objectives and depicts the future state of this

process for Landlord Outreach.

Q2

Highlights

Q3

Highlights

• 31 units picked up in 16 buildings. All new units were assessed.

• 27 out of 40 buildings with 20 or more rent supplement units assessed.


Strengthening

Landlord

Outreach Through

the Rent

Supplement

Program

• We will improve our

communication and outreach

to private landlords in

Toronto to ensure units are in

a good state of repair, are

valuable and meet the needs

of applicants for subsidized

housing.

• 38 out of 40 buildings (95%)

with 20 or more rent

supplement units assessed

(target: 100% by end of 2014).

• Schedule remaining 2

buildings for assessments.

• Continue with outreach to the

landlords around the Eviction

Prevention process.

• Share Housing Connection’s

roles and responsibilities with

landlords around supporting

clients who have been served

with Landlord and Tenant

Board notices (ex. Non-

payment of rent, arrears).

• 90% new units picked up this

quarter to inspect (target:

100% of new units assessed).

Q4


Strategic Priority #2: Vibrant Communities –

Healthy Partnerships


Needed

On Track4

Q1

Highlights

• Worked with the City and community agencies to revise and better communicate special priority

mandates.

Q2

Highlights

Q3

Highlights

• Met with Woman Abuse Council of Toronto to discuss ways to improve services and better

understand the needs of their clients.

• Communicated change in Disadvantage Status validation process to partner agencies and housing

workers.

• Information sessions provided to Youth - Yonge St. Mission, Streets to Homes, COSTI and Native

Women’s Residence.


Building a Strong

Community

• Work with partners, City staff,

funders and other

stakeholders to identify

information, programs and

services that best support

applicants to improve their

current housing stability and

options.

• Cross-sectorial training sessions

held this quarter: 519 Church

Street (LGBT Community), and

West Toronto Housing Help

Centre.

• 9 cross-sectorial training sessions

held to date (target: 5 per year).

• Explore options to use HC

location as Income Tax

Preparation Clinic for low

income households.

• Develop pilot program to

have West Toronto

Housing Help Centre

conduct weekly outreach at

HC to better support

applicants.

Q4



Healthy Partnerships (continued)


Needed

On Track5

Q1

Highlights• My Choice Rental went live on February 13, 2014 with 500 applicants.

Q2

Highlights

Q3

Highlights

• Worked with staff at the City of Toronto to support their recommendations as part of the Access

Review; recommendations were approved by the Community Development and Recreation

Committee in June and by City Council in July.

• Met with staff of the Social Housing Unit to plan and prioritize changes approved by City Council.


Review to the

Access System

• Collaborate with the City in

their review of the Access

System.

• Confirmation of Interest (COI)

process changed in Q4 to

increase time applicants have to

contact HC before application is

considered inactive.

• HC Staff met with the Service

Manager to discuss timelines for

the implementation of the

Seniors Mandate, Occupancy

Standard and Single Date rule.

• Finalize plan to implement

Seniors Mandate,

Occupancy Standards and

Single Date Rule once

written direction received.

• Report on implementation

plan to HC Board for

approval.

Q4



Healthy Partnerships (continued)


Needed

On Track6

Q1

Highlights

• Created a draft project plan which identified project objectives and what the framework should

address.

• 94.2% of full market rents were adjusted within the previous 12 months.

Q2

Highlights

Q3

Highlights

• Initiated tenancy support training for staff to support rent supplement and vulnerable households.

• 96% of full market rents were adjusted within the previous 12 months.

• Reviewed and began implementing changes related to the RGI guide.

• Worked with TCHC to align the Annual Review processes to meet the new RGI mandate.

• 95% of full market rents were adjusted within the previous 12 months.


Rent Supplement

Household

Support Plan

• Create a framework to

guide how we support

households facing

potential loss of subsidy or

eviction from their units.

• 96.7% of full market rents are adjusted

within the last 12 months (target: 95%)

• Complete front line

training for staff (January

2015)

• Confirm workflow,

documentation required

and monitoring approach

(February 2015)

• % of households potentially facing

evictions are reviewed within 5 days –

based on project plan, results of

indicator reported by Q1 2015.

• % of households potentially facing

evictions are provided with contact

information for a legal clinic – based

on project plan, results of indicator

reported by Q1 2015.

Q4


Strategic Priority #3: Service Excellence –

Positive Customer Experience


Needed

On Track7

Q1

Highlights• Implemented a customer service survey to better understand applicant needs and service gaps.

Q2

Highlights

Q3

Highlights

• Housing Connections participated in a City of Toronto Human Services Integration working group to

review opportunities to better serve shared clients. The findings from this were integrated into the

initial positioning of a Customer Service Strategy for Housing Connections.

• Housing Connection’s management staff participated in a full ‘strategy day’, where the current state

was assessed and the beginnings of a vision were defined.


Customer Service

Strategy

• Development of a Strategy that reflects the

changing applicant needs, work volumes

and technology.

• As preliminary steps the Customer Service

Survey was completed in Q1 and the results

have been communicated to key

stakeholders throughout Q2 for their

recommendations related to the overall

customer service strategy.

• Project lead assigned to

create the first phase of the

Customer Service Strategy.

• A series of meetings

will be set with

management and

front line staff to

identify the needs and

vision.

Q4



Positive Customer Experience


Needed

On Track8

Q1

Highlights

• Initiated negotiation with qualified vendor identified through RFP process.

• Worked with TCHC to ensure procurement directives were followed.

Q2

Highlights

Q3

Highlights

• The vendor contract was awarded through TCHC Procurement.

• Project manager hired through TCHC ITS.


Redevelop the

Website

• Critical implementation in

Customer Service Strategy;

improving accessibility,

updating content, and

improved self-service tools will

promote self-service to

applicants.

• CivicLive (implementation vendor)

engaged Housing Connections to

create a list of requirements.

• By the end of 2014, the requirements

were ~70% complete.

• A strategic writer has been procured to

help position Housing Connections in a

way applicants can easily understand.

• Complete and finalize

the business

requirements.

• To work with the

strategic writer on

creating client-focused

web content.

Q4



Positive Customer Experience (continued)


Needed

On Track9

Q1

Highlights

• Thorough review of all applicants that had a disadvantaged code on their application.

• Letters were sent to agencies supporting vulnerable applicants with these disadvantaged codes.

Q2

Highlights

Q3

Highlights

• Homeless/disadvantage code outreach and validation to all applicants completed; all applicants

required to re-validate their eligibility for the homeless/disadvantage code priority.

• Agencies and other supports were informed of changes and the support that will be required of them.

• HC reviewed its current approach to monitoring and reporting on provider’s use of TAWL for RGI

vacancy management.

• Identified provider vacancy management report content and distribution to ensure effective

management of this critical function.


Program

Improvements

• Ensuring that

policies, procedures

and legislative rules

are in place to

balance customer

service, good

communication,

accountability and

transparency in all

our programs.

• Designed a new workflow to improve

decision making and monitoring for the

Special Priority Program.

• Initiated stakeholder engagement and

feedback for the Special Priority Program’s

communication and best practices.

• Roll out workflow

changes internally and

measure changes in

efficacy.

• Presented draft report to TCH staff and the

Social Housing Unit at the City of Toronto on

provider vacancy management to identify

potential issues and support them in

understanding how to best manage this risk.

• Meeting scheduled for

Q1 2015 with the Social

Housing Unit of the City

to confirm report format,

content and frequency.

Q4



Positive Customer Experience (continued)


Needed

On Track10

Q1

Highlights

• Live on February 13th with 500 applicants.

• 30% reduction in the number of days it took from unit availability to lease signing (when compared to

Centralized Wait List approach).

Q2

Highlights

Q3

Highlights



• 78% acceptance rate of units offered to successful bidder (target: 80%).



• Reduced the number of calls required to house an applicant by 83%.


My Choice Rental • Work with TCHC and the City

to implement a pilot aimed at

providing applicants with

more choice.

• Worked with Ipsos Reid to

develop a comprehensive

evaluation plan of the pilot.

• Work with Ipsos Reid on

completing the pilot evaluation.

• Work with TCHC and the

City of Toronto to create a

detailed evaluation and

implementation plan for a full

roll-out.

• Presented initial thoughts on

the approach for full

implementation to the Steering

Committee.

Q4

Key Performance Indicators (KPIs) Scorecard –

Legislated Requirements

KPI Target Q4 2013 Q1 2014 Q2 2014 Q3 2014 Q4 2014

Special Priority

Applications

reviewed within

14 days (general

waiting list)

More

than or

equal to

90%

85% 85% 85% 53% 59%

Special Priority

Applications

reviewed within

14 Days (Internal

Transfer)

More

than or

equal to

90%

82% 81% 84% 85% 49%

Terminally Ill

Priority

Applications

Reviewed within

14 Days

More

than or

equal to

90%

82% 77% 92% 80% 65%

% of Internal

Reviews

scheduled within

10 days of receipt

More

than or

equal to

90%

New KPI,

effective as of

Q1 2014

10% 62% 95% 83%

11

Key Performance Indicators (KPIs) Scorecard –

Legislated Requirements

• Management identified that a drop in processing SPP Applications in Q3 2014

had a direct impact on performance in Q4 2014 and will continue to have an

impact on performance in Q1 2015.

• There was a modest improvement in the processing of SPP Applications (from

53% to 59%) but performance falls below the target of 90%.

• In 2014, 63% of applications were assessed in 14 days, 37% of applications

were assessed outside of the 14 day target, with an average processing time

of 27 days.

• Performance in processing Special Priority Transfer Requests and Terminal Ill

Applications also declined in Q4. This performance is expected to improve in

Q1 2015.

• Management has developed a revised workflow to improve program

monitoring; identified areas to support improved team performance and is

working with stakeholders to improve understanding of program requirements.

12

Internal Service Standard KPIs Scorecard –

Access to HousingKPI Target Q4 2013 Q1 2014 Q2 2014 Q3 2014 Q4 2014

Average hold

time

Less

than or

equal to

6 min

6:10 min 8.89 min 6.54 9.54 9.44

Voicemail

response

within 72 hours

More

than or

equal to

90%

New KPI for

Q2 2014

New KPI for

Q2 2014

94% 67% 45.2%

E-mail

Response

within 72 hours

More

than or

equal to

90%

97% 96% 98% 81% 89%

General

Waiting List

Applications

reviewed within

60 Days

More

than or

equal to

90%

86% 85% 56% 16% 11%

13

Internal Service Standard KPI Results –

Access to Housing

• Hold times decreased from 9.54 minutes in Q3 to 9.44 minutes. Even though call volumes

decreased in Q4, the unit was operating at less than full complement which impacted

ability to manage call centre volume.

• Voice mail volume has increased 125% since Q1. This can be attributed to an increased

client awareness of voice mail as an option.

• The unit will return to full complement in mid Q1 2015 and a reduction in hold time is

anticipated at the end of Q1.

• Improvements to the Housing Connections website are expected to reduce dependency

on the call centre as a primary communication and service channel for applicants.

• Staff are on track to meet the performance target and responding to emails within 72

hours. With the change in the workflow in the Applicant Representative Unit, this

performance target is being monitored and it is anticipated that this target will be met

moving forward.

• The processing of general wait list applications is a two stage process. Delays in data

entry for new applications is resulting in increased time to process. Staff assessing

applications are achieving their internal service target with 89% of RGI applications within

15 days of receiving the application from the Administration Unit. (see notes on Admin

slide for additional details on application processing)

14

Internal Service Standard KPIs Scorecard

Rent Supplement

KPI Target Q4 2013 Q1 2014 Q2 2014 Q3 2014 Q4 2014

Rent

Supplement –

99% or greater

occupancy rate

More

than or

equal to

99%

97.8% 98.1% 98% 98.47% 98.51%

Rent

Supplement

units rented in

30 days or less

More

than or

equal to

50%

33% 51% 49% 29% 60%

Annual Reviews

Completed

(Rent

Supplement)

More

than or

equal to

98%

97.5% 98.3% 99% 98.54% 98%

% of market

rents updated

annually

More

than or

equal to

95%

93.0% 94.2% 95% 95% 96.7%

15

Internal Service Standard KPI Results Explained –

Rent Supplement Program

• Implemented a vacancy management system that allows the team to identify

vacancies with a high number of refusals/withdrawals at an earlier stage in

order to better understand the delays and mitigate overdue vacancies.

• New vacancy management system provides an increased level of monitoring

to ensure that all units are rented by the occupancy date.

• In order to address backlog as a result of IT system issues, as a pilot project, a

triage model was applied to the Annual Review process; this new model better

distributed workload based on skillset and priority.

• Through our building inspection program, the Rent Supplement team identified

vulnerable clients. By connecting them with the appropriate supports, we were

able to assist them in maintaining a healthy tenancy. Through this process,

both landlords and Housing Connections are working together to ensure a safe

environment for our mutual clients.

• Housing Connections has become more involved and visible in our

communities by liaising with clients face-to-face and providing supports.

• Staff has been able to maintain day to day operations to ensure performance

targets were met; the next step will be focusing on key projects that drive

efficiency and improvement

16

17

Administrative Team

Document Processing Statistics

Age of Oldest Document in Calendar Days

Q4 2013 Q1 2014 Q2 2014 Q3 2014 Q4 2014

Priority / Targets Document Type Days Days Days Days Days

1

< 3

Day

s

4 -

7 D

ays

> 7

Day

s

SPP Applications 0 0 0 0 9

SPP Documents 0 0 0 0 0

Modified Unit Forms 0 0 0 0 0

Political letters 0 0 0 0 0

Internal Review Forms 0 0 0 0 0

3rd Party Release Forms 0 0 0 0 1

Additional Information 0 0 0 0 0

2

< 5

Day

s

6-15

Day

s

> 15

Day

s

Agency Letters 15 0 0 15 1

Add/Delete AOP's 20 49 55 24 78

Status in Canada Documents 48 41 5 74 14

Change in Family Composition 15 26 4 15 2

Information Update 15 41 13 15 2

3

< 15

Day

s

16-3

0 D

ays

> 30

Day

s Paper Applications 42 31 68 122 159

Web Applications 11 7 46 129 147

Client Letters 15 12 21 10 14

Provider Forms 15 14 0 1 12

4

< 25

Day

s

25-3

5 D

ays

> 35

Day

s Medical Letters 15 14 17 15 7

Returned Mail 20 98 147 0 34

Sharing Bedroom Forms 0 0 18 11 17

Confirmation of Interest 15 0 18 0 0

Results Explanation –

Document Processing Statistics

• In 2014, a total of 35,500 pieces of mail were received (14,900 applications and

20,600 documents) and a total of 28,300 were processed (9,300 applications

and 19,000 documents)

• Staffing related issues severely impacted the performance of the Administration

Unit in 2014. We expect to be at full complement by end of Q1, however,

staffing issues will likely be an ongoing issue throughout 2015.

• Of the 6 staff in the unit, only one performed their role throughout 2014 and in

most cases the balance of positions turned over twice during the year.

• This situation also negatively impacts management performance as it requires

spending more than expected time on the recruitment process, training and

orientation of new staff.

• Despite the staffing issues, the unit met processing targets for 77% of

documents. This is a success as the focus for 2014 was to process documents

for households who had the potential of being housed soon. Areas in which the

unit did meet its targets are directly correlated to the lack of adequate staffing

resources.

• Management has developed a backlog work plan to be implemented in early

2015 to reduce the backlog and improve the unit’s performance. Impact of

changes will not be realized until Q2 2015.

18


Expenditures Against Target

19

Rent Supplement Program Unit Counts

20

Board of Directors (February 26, 2015) HC: 2015-03b

Q4 2014 – Statistical Report Page 1 of 9

Quarterly Activity Report

4th Quarter 2014 October 1st 2014 – December 31st 2014

Board of Directors (February 26, 2015) HC: 2015-03b

Q4 2014 – Statistical Report Page 2 of 9

Priority applications are ranked higher than the households on the chronological waiting list and include Special

Priority Household Category, terminally ill applicants and over housed households.

Disadvantaged households are homeless applicants, separated families with a child in care of Children’s Aid

Society, and youth who are 16 years old at the time of applying.

Active

Waiting list

on

September 30,

2014

77,715

New and

reactivated

applications

4,112

Cancelled,

inactivated

and housed

applications

3,579

Housed by category:

Priority = 276

Disadvantaged = 74

General list = 364

Housed by

provider:

TCHC = 562

Co-op/PNP = 125

Rent Supp = 27

Wai

tin

g L

ist

Ho

use

d

Summary of waiting list activity

Active

Waiting List

on December

31, 2014

78,248

Total Waiting

List

91,032 78,248 (active)

12,784 (inactive)

Total Housed =

714

Housed by unit

size:

Room = 5

Bach = 294

1 bed = 187

2 bed = 167

3 bed = 56

4 bed = 4

5+ bed = 1

3 of 9

Total number of people on Housing Connections centralized waiting list for social housing is

167,616 as of December 31, 2014. The rest of the numbers in this Statistical Report refer to

household applications that may have several people on their application.

32,030 households on the waiting list include children under the age of 17 (40%)

15,739 households on the waiting list are single parent households (20%)

Q4

2013

Q1

2014

Q2

2014

Q3

2014

Q4

2014

Total active wait list

77,109 78,388 78,014 77,715 78,248

Total inactive wait list

13,881 13,545 14,227 14,035 12,784

Total waiting list 90,990 91,933 92,241 91,750 91,032

‘Active’ waiting list – on waiting list and ready to be housed

‘Inactive’ waiting list – eligible to be on the waiting list but cannot be offered housing because more

information is required to confirm their eligibility. Applications can be inactive for up to 24 months (five

years for homeless applicants) before being cancelled.

Summary of waiting list activity

0

20000

40000

60000

80000

Q4 2013 Q1 2014 Q2 2014 Q3 2014 Q4 2014

77,109 78,388 78,014 77,715 78,248

13,881 13,545 14,227 14,035 12,784

Inactive Waiting List

Active Waiting List

4 of 9

Q4

2013

Q1

2014

Q2

2014

Q3

2014

Q4

2014

New & Reactivated Applications

4,853 4,556 4,189 3,222 4,112

Active Applications Inactivated

1,245 1,676 1,854 1,651 1,809

Active Applications Cancelled

931 827 1,837 1,105 1,056

Reasons for active applications being cancelled

Applications will be cancelled at the applicant’s request, if the applicant is deceased, or if it is an

incomplete web application.

Reasons for inactive applications being cancelled

If Housing Connections is unable to contact the household and the application has been inactive for two

years (five years for homeless applicants) it can be cancelled.

Summary of active waiting list changes

0 1000 2000 3000 4000 5000

2013 Q4

2014 Q1

2014 Q2

2014 Q3

2014 Q4

931

827

1,837

1,105

1,056

1,245

1,676

1,854

1,651

1,809

4,853

4,556

4,189

3,222

4,112

Active Waiting List Activity

New & reactivatedapplications

Active applicationsinactivated

Active applicationscancelled

5 of 9

Household type Households requesting wheelchair-accessible units

Households with no dependents 246

Households with dependents 113

Seniors 224

Totals 583

A wheelchair-accessible unit has been modified to be accessible to an individual who uses a wheelchair

or similar aid because of a physical disability. Accessible units may include wider doorways and

hallways, lowered counter tops, grab bars, etc. Applicants waiting for wheel-chair accessible units are

listed on the regular chronological waiting list.

Some units are modified to be accessible for individuals who are hearing or visually impaired. These

households are listed on the general waiting list.

42%

19%

39%

Households requesting wheelchair-accessible units

Households no dependents Households with dependents Seniors

Accessible Housing - demand for wheelchair-accessible units

6 of 9

The unit size indicated is the largest size selected by the applicant. It is possible for households to be listed

for more than one unit size. For example, many single-member households will have both bachelor and

one-bedroom units listed on their application, so it is counted as waiting for a one-bedroom.

Unit Type

Room

Bachelor

One

Bedroom

Two

Bedroom Three

Bedroom Four

Bedroom Five +

Bedrooms Total

Household no dependents 27 1,016 24,673 2,353 371 50 12 28,502

Household with dependents 0 4 440 11,747 8,560 2,045 516 23,312

Seniors 5 1,268 24,225 803 31 2 0 26,334

Totals 32 2,288 49,338 14,903 8,962 2,097 528 78,148

* This number is different than the total active waiting list on page 3 because some households with new

applications have not yet selected their housing choices.

0

5000

10000

15000

20000

25000

30000

35000

40000

45000

50000

322,288

49,338

14,903

8,962

2,097528

Number of households

waiting

Unit size

Demand by unit size

Summary of the active waiting list by unit size

7 of 9

Households with priority are ranked higher than the households on the chronological waiting list. The

three priorities on the waiting list are:

1. Special Priority Household Category for victims of abuse, which is the first priority that is

recognized by all housing providers.

2. Medical priority (terminally ill) for applicants who have less than two years to live (which is

optional for housing providers).

3. Over housed subsidized households who are living in a unit that is larger than the unit size they

qualify for. These households need to move to a smaller unit.

Households with priority on the waiting list

Priority type Q4

2013

Q1

2014

Q2

2014

Q3

2014

Q4

2014

Special Priority Household Category

1,568 1,629 1,680 1,577 1,559

Terminally ill 510 524 532 536 535

Over housed 843 811 914 886 853

Total 2,921 2,964 3,126 2,999 2,947

* The increase to the number of over housed households on the waiting list represents the Toronto

Community Housing over housed tenants that moved to the centralized waiting list in Q1.

Housed households with priority status

Priority type Q4

2013

Q1

2014

Q2

2014

Q3

2014

Q4

2014


236 256 268 265 229

Terminally Ill 38 32 35 31 38

Over housed 24 12 21 9 9

Total 298 300 324 305 276

52%

18%

30%

Households with priority status on the waiting list - Q4 2014


Terminally Ill

Overhoused

83%

14% 3%

Housed households with priority status - Q4 2014

Special Priority Household CategoryTerminally IllOverhoused

Households with priority (as of December 31, 2014)

8 of 9

In addition to the priorities, housing providers offer one‐in‐every‐seven vacancies to homeless applicants,

separated families with a child in care of Children’s Aid Society, or youth who are 16/17 years old at the

time of applying.

Disadvantaged households on the waiting list

Household type Q4

2013

Q1

2014

Q2

2014

Q3

2014

Q4

2014

Homeless* 5,033 5,041 4,820 1,719 1,844

Separated families 69 67 68 65 68

Youth 135 141 133 129 121

Total 5,237 5,249 5,021 1,913 2,033

Disadvantaged households housed

Household type Q4

2013

Q1

2014

Q2

2014

Q3

2014

Q4

2014

Homeless* 96 99 115 85 67

Separated families 0 2 3 4 2

Youth 5 4 5 5 5

Total 101 105 123 94 74

* This count does not include Special Priority Household Category living in shelters because those households are represented in the

Special Priority Household Category totals.

91%

3%

6%

Disadvantaged households on the waiting list in Q4 2014

Homeless Separated Families Youth

90%

3%7%

Disadvantaged households housed in Q4 2014

Homeless Separated Families Youth

Disadvantaged households (as of December 31, 2014)

9 of 9

TCHC Room Bach 1B 2B 3B 4B 5B+ Total

Households no Dependents

5 105 59 16 3 1 0 189

Households with Dependents

0 1 3 102 37 2 1 146

Seniors 0 166 56 5 0 0 0 227

Total 5 272 118 123 40 3 1 562

Rent Supplement Room Bach 1B 2B 3B 4B 5B+ Total


0 0 9 2 0 0 0 11


0 0 0 11 4 0 0 15

Seniors 0 0 0 1 0 0 0 1

Total 0 0 9 14 4 0 0 27

PNP and CO-OP Room Bach 1B 2B 3B 4B 5B+ Total


0 9 16 2 1 0 0 28


0 0 2 24 11 1 0 38

Seniors 0 13 42 4 0 0 0 59

Total 0 22 60 30 12 1 0 125

GRAND TOTAL 5 294 187 167 56 4 1 714

TCHC = Toronto Community Housing Corporation PNP = Private Non-Profit Housing Provider CO-OP = Co-operative Housing

Provider

TAWL = Toronto Social Housing Connections Application Waiting List

Total housed using TAWL (as of December 31, 2014)

189

146

227

11 15 128

38 47

0

50

100

150

200

250

Households No Dependents Households With Dependents Seniors

4th Quarter Housed Totals

TCHC RENT SUPPLEMENT PNP/CO-OP

Item 7

_________________________________________________________________________________________________


Escalated Issues Report – Quarter 4, 2014 Page 1 of 6

Item __


Date: January 26, 2015



Subject: Escalated Issues Report – Quarter 4, 2014 (HC: 2015-04)

PURPOSE:

To provide the Housing Connections (HC) Board of Directors a summary of activity in

key issue or risk areas.

RECOMMENDATIONS:

It is recommended that the Housing Connections Board of Directors receives this report

for information.


This report summarizes the following:

Freedom of Information Requests

Ombudsman Inquiries

Fraud Allegations

Requests for Reviews

Item 7

_________________________________________________________________________________________________



Item __


Freedom of Information Requests

Housing Connections is subject to the Municipal Freedom of Information and

Protection of Privacy ACT (MFFIPA) which gives individuals the right to request access

to corporate information, including most general records and records containing their

own personal information. Housing Connections directs all inquiries to the TCHC

Information Specialist, Grace Pang, Legal Services Division. Anyone who is not

satisfied with the response they receive from Toronto Community Housing has the

ability to appeal to the Information and Privacy Commission.

Below are requests for information, to Q4 2014.

Category 2014-Q1 2014-Q2 2014-Q3 2014-Q4 Total (January 1 – December 31, 2014)

Outstanding

FOI 2 5 3 4 14 0

* One of the completed FOI requests has been sent to the Information and Privacy

Commission on appeal.

Inquiries from the Office of the Ombudsman

The Ombudsman is one of the four accountability officers of the City of Toronto. The

Ombudsman supports residents with complaints against services in the City and

includes Housing Connections. Service complaints may indicate difficulty navigating

the services we provide, issues with business processes and in either case may indicate

service gaps.

Item 7

_________________________________________________________________________________________________



Item __


Below are the inquiries from the Office of the Ombudsman, to Q4 2014.


Outstanding

Ombudsman 2 6 2 1 11 0

Housing Connections is not aware of any ongoing investigation or outstanding

issues related to the Office of the Ombudsman.

There was one inquiry from the Office of the Ombudsman noted in Q4 2014.

Housing Connections provided a timely response to the complainant and the Office

of the Ombudsman.

Allegations of Fraudulent Activity

Housing Connections regularly receives allegations of fraudulent activity in both the

Rent Supplement Program and the Centralized Waiting List. Housing Connections

staff are governed by the Fraud Prevention Directive (August 2011). Reports of

suspicious activity, fraud and breach or program rules may come from staff, applicants,

and members of the general public as well as formal channels such as the City of

Toronto Fraud and Waste Line and the TCH Fraud Hotline.

The table below provides a summary of allegations of Fraud for Q4 2014. Housing

Connections works closely with the TCH Internal Audit Unit and all complaints

received by Housing Connections are reported to this Unit. Reporting dates against the

complaints may differ between this report and the report provided by TCH due to

timing of complaint receipt and resolution.

Item 7

_________________________________________________________________________________________________



Item __



There were four reports of potential fraudulent activity related to the Rent Supplement

Program reported in Q4 2014:

Rent Supplement Program Q1 2014

Q2 2014

Q3 2014

Q4 2014

YTD Count

YTD % of Total

Unreported Extra Member in Household

4 1 2 0 7 63%

Unit/Room being sublet 0 0 0 1 1 9%

Unreported Income 1 0 2 0 3 27%

Overhoused 0 0 0 0 0 0%

Miscellaneous 0 0 0 0 0 0%

Rent Supplement Total 5 1 4 1 11 100%

Allegation of unit being sublet

Centralized Waiting List - Access to Housing

There were four reports of potential fraudulent activity related to the Centralized

Waiting List reported in Q4 2014:

Centralized Waiting List Q1 2014

Q2 2014

Q3 2014

Q4 2014

YTD Count

YTD % of Total

Applicant Not Eligible 0 0 0 1 1 10%

Special Priority Program (SPP) Fraud

1 4 2 0 7 70%

Applicant Documentation Fraud

0 0 0 0 0 0%

Disadvantage Code Misuse 1 0 0 0 1 10%

Provider Conduct 0 0 0 0 0 0%

Agency Conduct 0 0 0 0 0 0%

Unreported Income 0 0 1 0 1 10%

Unreported Extra Member(s) in Household

0 0 1 0 1 10%

Centralized Waiting List Total 2 4 4 1 11 100%

Item 7

_________________________________________________________________________________________________



Item __


Allegation of applicant not being eligible

Requests for Reviews

Under the Housing Services Act Housing Connections is required to provide the

opportunity for applicants to request a review of Adverse Decisions. The Adverse

Decisions are set out in the Act. The City of Toronto further stipulates that reviews are

to be scheduled within 10 days of receipt. This measure is reported separately in the

quarterly performance report. Below are the requests for Internal Review up to an

including to Q4 2014.


Outstanding

Internal Review

14 29 30 12 85 0

IMPLICATIONS AND RISK:

Allegations of fraud, improper program administration and poor service delivery are

matters that provide a significant reputation risk for both Housing Connections and

Toronto Community Housing. Furthermore complaints and allegations must be

monitored to ensure compliance with program requirements and exceptional customer

service.

Item 7

_________________________________________________________________________________________________



Item __


Litigation claims determined by the Courts or through settlement are charged to

operating budgets in the year they are paid. Unless litigation claim amounts are

relatively certain, no litigation provisions are made in the financial statements for them.



General Manager



2015 Annual Report to the City - Centralized Waiting List Agreement Page 1 of 3

Item 8





Subject: 2014 Annual Report to the City - Centralized Waiting List Agreement

PURPOSE:

To provide a copy of the report to the City confirming Housing Connection is in

compliance with key requirements of Centralized Waiting List Agreement.

RECOMMENDATIONS:

We are asking the Board to receive this report for information and authorize the

General Manager to forward a copy of this report to the Social Housing Unit at the City

of Toronto and our shareholder.

BACKGROUND:

In 2002, The City of Toronto and Toronto Community Housing entered into an

agreement to administer the Centralized Waiting List for subsidized housing. Toronto

Community Housing has delegated the responsibility to administer this agreement to

Housing Connections through the Shareholder Agreement.

Section 15.2(e) of this agreement sets out a requirement for Toronto Community

Housing to report to the City no later than February 28th of every year that it is in

compliance with key program requirements delegated through the agreement. Specific

requirements of the report are:



Item 8


The centralized waiting list system meets all of the requirements of the Act and

Regulations

There is a system to ensure that all housing providers in the City of Toronto

required to use the centralized waiting list system use the system for the

placement of households in their housing projects

Compliance with Part V of the Act and the provisions of the Regulation with

regard to eligibility for rent-geared-to-income assistance, eligibility rules,

occupancy standards, priority designations, decisions and internal reviews

Services are provided with respect to the administration and provision of

housing in both English and French


Housing Connections works closely with the Social Housing Unit of the City of Toronto

on matters related to administration of the Centralized Waiting List for subsidized

housing. To ensure ongoing compliance with the agreement:

Staff at Housing Connections and the Social Housing Unit at the City of Toronto

meet quarterly to review program administration

Housing Connections prepares public monthly, quarterly and annual statistical

reports

Housing Unit and are available to the public on our website

Housing Connections provides reports, data and analysis on a regular and ad

hoc manner to support effective administration of the Centralized Waiting List

The attached report provides confirmation that key requirements have been met.



Item 8



N/A

LEGAL IMPLICATIONS:

Housing Connectison is required to comply with the Centralized Waiting List

Agreement as parts of its delegated responsibilites from our shareholder Toronto

Community Hosuing.


N/A



General Manager


Attachment: #1 - 2014 CWL Compliance Report

#2 - 2014 CWL Stats for Service Manager


Attachment #1 to HC: 2015-05


176 Elm Street

Toronto On M5T 3M4

Phone (416) 981-6129

Fax (416) 981-6112


Board of Directors (February 26, 2015) HC: 2015-05(1)

2014 Centralized Waiting List Compliance Report Page 1 of 5

MEMORANDUM

To: Rob Cressman, Director, Social Housing Unit City of Toronto From: Paul Chisholm, General Manager,

Housing Connections Date: February 27, 2015 Subject: 2014 Centralized Waiting List Compliance Report ____________________________________________________

Housing Connections has been delegated administration of the Centralized

Waiting List Agreement signed between the City of Toronto and Toronto

Community Housing on March 1, 2002. Section 15.2(e) of this agreement sets

out a requirement for Toronto Community Housing to report to the City no later

than February 28th of every year that it is in compliance with key program

requirements delegated through the agreement. This letter serves as a report

confirming compliance with this agreement.

The requirements set out in the Operating Agreement include:

The centralized waiting list system meets all of the requirements of the Act

and regulations;

There is a system to ensure that all housing providers required to use the

system in the City are using the system for placement of households in

their housing projects;

There is compliance with the Act and regulations with regard to eligibility

for rent-geared-to-income assistance, eligibility rules, occupancy

standards, priority designations, decisions and internal reviews; and,

Services are provided in both English and French.




System Meets Requirements of the Act and Regulations

Housing Connections confirms that we are in compliance with the Act and

Regulations. Detailed business procedures were developed and revisions were

made to the business system ‘TAWL’ (Toronto Applicant Waiting List) to ensure

compliance with the Social Housing Reform Act and revised, where required,

upon implementation of the Housing Services Act in January 2012. In addition,

the business processes have been revised to reflect service manager requirements

as expressed through City Guidelines.

Housing Connections has established strong relationships with staff of the Social

Housing Unit to ensure there are proper mechanisms in place to seek

clarification, identify risks and review systems to ensure ongoing compliance

with the Act and regulations.

System in place for Housing Providers

Housing Connections has received a list of providers that are required to use the

Centralized Waiting List. This list includes buildings with mandates, where

approved by the Service Manager.

Housing Connections has put a system in place for Housing Providers to access

the waiting lists specific to their buildings and units. Housing Providers identify

staff responsible for vacancy management and these staff are trained on general

wait list administration guidelines by staff of the Social Housing Unit and in the

use of TAWL by staff of Housing Connections.

To support ongoing compliance with the system Housing Connections provides

technical IT helpdesk support for TAWL users and providers have access to

support from staff of the Social Housing Unit and Housing Connections for

business process or eligibility issues. In addition to direct support to providers,

Housing Connections provides additional oversight of this system through the

following:



A Monthly report on aged vacancies identifies units that have not been

filled in a timely manner. Staff follow up with the provider to ensure the

provider is supported in filling their vacancies.

A corporate policy requirement for staff to report fraud complaints to their

manager or the TCH Internal Auditor.

An escalation process for supervisors and managers to formally request

follow up and response to suspicious activity and/or fraudulent activity.

A Monthly internal report indicating the use of TAWL to make housing

offers is reviewed by staff to identify adherence to the Rank Order System.

A report is provided to the Social Housing Unit that documents vacancy

management activity for each social housing provider for each vacancy

filled. This information is used by staff in the Social Housing Unit as part

of their annual review process.

A report is provided annually to staff at the Social Housing Unit detailing

all vacancy activity in the prior year.

Compliance with Regulations related to Rent-Geared–to-Income

Assessment

Housing Connections confirms that we are in compliance with the Regulations

related to RGI Assessment. Housing Connections has established strong

relationships with staff of the Social Housing Unit to ensure there are proper

mechanism in place to seek clarification, identify risks and review regulations to

ensure ongoing compliance with the regulations.

Housing Connections has conducted a full review of compliance as part of the

implementation of the Housing Services Act in January 2012 and subsequent

changes to the City Guidelines that impact assessment for RGI. We are actively

collaborating with Staff in the Social Housing Unit to support Toronto joining the

Province Wide Arrears Database and have provided input into discussions on

changes to local rules that may impact eligibility for RGI.



Compliance with Language

Housing Connections provides full services in both English and French. A

designated staff person provides supports to applicants and providers requiring

French language services. In addition to the direct French language services

Housing Connections provides a French language Application and information

package to support applicants.

Housing Connections Board of Directors approved the Translation Policy in

March 2011. This policy confirms its commitments to provision of French

Language Services and also outlines the approach to providing services to the

diverse population of Toronto. This commitment includes translation of general

information on ‘How to Apply’ for subsidized housing in the following

languages:

Chinese

Spanish

Russian

Punjabi

Arabic

Tamil

Tagalog

Urdu

This material is available on our website as well as in our resource centre.

Approval of Access Review Initiatives

In April 2009 City Council approved a comprehensive review of the social

housing access system to “explore how to improve service to clients, more

effectively match applicants with units and provide fair and efficient access to

housing for the most vulnerable.”

Staff at Housing Connections have been working closely with staff in the Shelter,

Support and Housing Administration Division since 2010 to inform and support

this review.



The recommendations in this report were approved at the June 2, 2014 City of

Toronto Community Development and Recreation Committee meeting, and the

July 8, 2014 City Council meeting.

At the December 4 meeting of the Board of Directors, the Board received the

Access Review Implementation Plan for approval. The Board approved the

implementation of the changes to the Confirmation of Interest Process and the

Change in age for Senior Mandated Providers as outlined in the December 4

report. Housing Connections has approved an implementation plan that will

ensure these changes are completed by the end of February 2015.

Staff from Housing Connections and the Social Housing Unit at the City of

Toronto meet regularly to develop an implementation plan and obtain approvals

as required. Changes to the Occupancy Standards and the introduction of a

Single Date rule are anticipated to be complete by May 1, 2015.

Please do not hesitate to contact me should you have questions about the

information provided in this report or questions related to our administration of

the Centralized Waiting List Agreement.

Regards,

_____________________________

Paul Chisholm

General Manager

Housing Connections

CC: Greg Spearn, Interim President

and Chief Executive Officer,

Toronto Community Housing

2014 Central Waiting List Annual Statistics

Housing Connections

Board of Directors

February 26, 2015(HC: 2015-05(2)

Applicants on the Centralized Waiting List in 2014

2

Active waiting list on December 31, 2013 =

77,109

New and reactivated applications = 16,080

Cancelled, inactivated and housed

applications = 14,940


78,248

Total waiting list = 78,248 (active)

+12,784 (inactive)

Prior to 2014, on average, the waiting list grew 4-5% year over year. In 2014, the waitlist grew by 1-2%. There was an increased in outstanding application to process at the end of 2014 which partially explains the reduced growth in the size of the wait list in 2014.

20809 2306925616 27773 2922631468 33793 35259 36109 35209

24272 25276 26611 27108 26727

7654982138

8748690990 91162*

2010 2011 2012 2013 2014

Centralized Waiting List applicant volumes: five year waiting list trend

Senior Household no dependents Household with dependents Total

3*Data from early January 2015

66556 67083 66186 6660071498

7654982138

8748690990 91032

48063 48601 4947852257

60197

66460 6934272696

77109 78248

0

10000

20000

30000

40000

50000

60000

70000

80000

90000

100000

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

10 Year Trend of Waiting List Volumes

Total Households (Active + Inactive) Active Households

4

The size of the the total waiting list has grown by 37% since 2005. In that time 10-15% of applicants are considered inactive at any given time. They are not able to be housed but are eligible to return to the waiting list.

12362 12646 1348414450

16400

1874120597

22690

2467626393

17723 1827619447 19945

23745

26572 27147 2734328872 28582

17601 17005 1654417862

2005221147

2159822556

23401 23388

0

5000

10000

15000

20000

25000

30000

35000

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

10 Year Trend of Active Waiting List Applicant Types

Seniors Households with no dependents Households with dependents

5

The number of households in all categories has increased over the past 10 years. Seniors applicants increased the most with an increase or more than 100% since 2005.

19051

22230 22767

24871

28174

25816

23552 2315421632

16080

10788 94318489

7466

5312 5403

9427

56568906

2390

5111

7407 80099146

10523 10261

7185

1028410726

9432

0

5000

10000

15000

20000

25000

30000

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

10 Year Trend of Active Waiting List Activity

New & Reactivated Applications Inactivated Applications Cancelled Applications

6

Even though the number of new and reactivated applications has dropped since 2009, the waiting list continues to grow. In 2014, there was a reduced amount of inactivated, cancelled and house applicants which drove the waiting list volume up.

General applicants make up 96% of our current active waiting list and received 52% of the available housing stock. While priority applicants make up 4% of our current active waiting list but received 48% of housing.

7C

hro

no

logical, 1

61

8, 5

2%

Ch

ron

olo

gical, 75

40

8, 9

6%

Prio

rity*, 15

04

, 48

%

Prio

rity*, 29

55

, 4%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Applicants housed in 2014

Active applicants on waitlist by end of 2014

Comparing the categories of applicants who are on the waitlist to those who were housed

*Priority includes SPP, Terminally Ill, DA and Over housed applicantsNotes: Run on January 9, 2015

63% of the current active waiting list is made up of applicants who have identified a 1B unit as their preferred choice, however, only 28% of applicants were housed in a 1B unit. 3% of applicants have identified a bachelor unit as their preference, while 40% of applicants were housed in a bachelor unit.

2294

49388

14930

8982

21084901256 862 690 256 16 1

Bachelor 1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom 5 Bedroom

Demand vs. Supply

Active households (demand)* Housed applicants (supply)

*Data from early January 2015

Of the active applicants still currently on the Centralized Waiting List, 63% have been on for 0-5 years and 27% for 5-10 years. Approximately 10% of Applicants have been on the waiting list longer than 10 years.

0-5 Years, 63%

5-10 Years, 27%

10-15 Years, 8%

15-20 Years, 2%20+ Years, <1%

0

10000

20000

30000

40000

50000

60000

Active applicant wait time

Length of time an active applicant has been waiting on the centralized waiting list*

0-5 Years 5-10 Years 10-15 Years 15-20 Years 20+ Years


Housed Activity in 2014

Housed by unit size:

Room – 41Bachelor – 1,2561 Bedroom – 8622 Bedroom – 6903 Bedroom – 2564 Bedroom – 165+ Bedroom – 1

10* Data from early January 2015

Total housed in 2014 as of December 31, 2014 = 3,122

Housed with Priority

Priority – 1,157Disadvantaged – 347

Chronological List– 1,618

Housed by provider Type:

TCHC – 2,495Co-op/PNP – 490

Rent Supplement – 137

4418

5160

4336

4872

4256

37333937 3890

3702

3122

0

1000

2000

3000

4000

5000

6000

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

10 Year Trend of Housed Applicants

Housed Applicants

11

Even though the waiting list continues to grow, the volume of housed applicants continues to decline. 2014 was the lowest in the last 10 years.

12

Of the applicants housed in 2014, approximately 31% were housed within 2 years of applying, 62% within 5 years and 86% within 8 years. This refers to the date they applied with Housing Connections to the date they were housed. Households housed in the first two years have been assigned a priority based on the Housing Services Act.

0

50

100

150

200

250

300

0-1 1-2 2-3 3-4 4-5 5-6 6-7 7-8 8-9 9-10 10-15 15+

# o

f u

nit

s h

ou

sed

Years

Time lapse of housed applicants by unit type

Bachelor 1B 2B 3B 4B

6

98.5

7.5

5

6

0.250.75 0.75

11.5

00.5

10.75

0.50 0

4

5

4

3

4

0


Average number of years an applicant waits to be housed, based on the size of the unit they are looking for

Chronological Special Priority* Terminally Ill* DA Code

1B and 2B units have the highest wait times as they are the most popular unit sizes. However, across all bedroom sizes, there is a significant variance in the wait time between chronological applicants, and those with a priority status (SPP, Terminally Ill and DA).

13*Average wait time based on when approval was received to when applicant was housedNote: Weighted averages were used to calculate average wait times. Average wait times of 0 indicates no applicant was housed in 2014 under that priority category and bed size

14251471 1436

1481

1254

957

1129 11041031

864915

860802 772

691

332

431344 314

255

46 81 58 47 1622 29 9 9 10

200

400

600

800

1000

1200

1400

1600

2010 2011 2012 2013 2014

5 Year Trend of Housed Applicants by Unit Type

Bachelor 1B 2B 3B 4B 5B

14

Proportionally, the types of units applicants are being housed in has not fluctuated greatly. However, the number of housed applicants has dropped since 2011.

Bachelor, 1256, 41%

1B, 862, 28%

2B, 690, 22%

3B, 256, 8%

4B, 16, 1%5B, 1, 0%

Housed applicants in 2014

Bachelor units continue to account for the majority of units which applicants were housed in, followed by 1B units. The total number of housed applicants dropped in 2014 when compared to 2013, proportionally, both years are consistent.

Bachelor, 1434, 41%

1B, 949, 27%

2B, 742, 21%

3B, 310, 9%

4B, 45, 2% 5B, 8, 0%


The proportion of applicant types still waiting are similar to those that are being housed. The equal proportions speak to the fairness of those who have applied compared those receiving housing.

16

Households with no dependents,

1096, 35%

Households with dependents,

879, 28%

Seniors, 1147, 37%

Housed in 2014


28582, 36%

Households with dependents, 23388, 30%

Seniors, 26393, 34%

On Centralized Waiting List in 2014*

*Run on January 9, 2015

Even though there was a drop in the total number of housed applicants in 2014, the total number of SPP applicants grew by 3% when compared to 2013, while Chronological applicants dropped by 2%. Overall, the volume of housed applicants in 2014 dropped by 16% when compared to 2013.

Comparing the category of applicant housed in 2014

17

Chronological, 1618, 52%SPP, 1019, 33%

Terminally Ill, 138, 4%

DA Code, 347, 11%

2014

Chronological, 2004, 54%

SPP, 1119, 30%

Terminally Ill, 138, 4% DA Code, 441,

12%

2013



2013 Annual Report to the Shareholder Page 1 of 3

Item 9




Subject: 2014 Annual Report to the Shareholder

PURPOSE:

Management is presenting the attached Annual Report letter to the shareholder for the

Board’s review and approval. This letter will meet the requirements of Section 9.2 of

the Shareholder Direction.

RECOMMENDATIONS:


(1) Approve the attached 2014 Annual Report letter to the shareholder;

(2) Authorize the General Manager to forward the attached 2014 Annual Report to

the Shareholder as part of our request for an Annual General Meeting and as

outlined in the Shareholder Direction; and,

(3) Authorize the appropriate staff to take the necessary action to give effect to the

above recommendations (1) and (2).

BACKGROUND:

Toronto Community Housing, as the sole Shareholder for Housing Connections, has put

in a place a Shareholder Direction. This Shareholder Direction requires that Housing

Connections, within 120 days after the end of the fiscal year (December 31 of each year),

prepare and submit an Annual Report and submit this report to the Board of Directors of

Toronto Community Housing. The report will include:




Item 9

a) Such explanations, notes and information as is required to explain and account for

variances between actual funds expended by AHCI and the budgeted amounts

approved and set forth by the Board of Directors of TCH, and any material

variance in the projected ability of any business activity to meet or continue to

meet the financial objectives of the shareholder;

b) Information that is likely to materially affect the Shareholder’s Financial

objectives;

c) Information regarding and matter, occurrence or other event which is a material

breach or violation of any law, including major findings or internal and other

audits;

d) Information regarding the performance of AHCI such as the shareholder can

determine that this direction has been respected, including reporting against

established indicators;

e) Any such additional information as the shareholder may specify from time to time;

and,

f) An overall analysis of the access to housing and related services provided by

AHCI and efforts to market same.


Housing Connections has prepared the attached letter to meet the requirements set out

in section 9.2 of the Shareholder Direction between Toronto Community Housing and

Housing Connections.

The letter to the shareholder will be accompanied by three supplemental reports:

(1) The audited financial statements and related reports to be approved at a future

meeting of the Board;

(2) 2014 Performance Report (provided as a separate item); and,

(3) The Centralized Waiting List - 2014 Annual Activity Report.




Item 9


N/A

LEGAL IMPLICATIONS:

Housing Connections is required to meet the obligations set out in Shareholder Direction.

_________________________

Paul Chisholm General Manager Housing Connections


General Manager [email protected]

416-981-6120

Attachments: #1 - 2014 Annual Report (letter and report)

#2 - The Centralized Waiting List - 2014 Annual Activity Report


Attachment #1 to HC: 2015-09


176 Elm Street

Toronto On M5T 3M4

Phone (416) 981-6129

Fax (416) 981-6112


April 30, 2015 N.W. (Bud) Purves, Chair, Board of Directors Toronto Community Housing Corporation 931 Yonge Street, 7th Floor Toronto, Ontario M4W 2H2 ___________________________________________________________________

Subject: Housing Connections 2013 Annual Report to the Shareholder

Dear Mr. Purves: I am pleased to submit the enclosed Annual Report to you, on behalf of the Board of Directors of Access Housing Connections Inc. (Housing Connections). This report is Housing Connections’ Annual Report to our sole shareholder, Toronto Community Housing. This letter and attachments fulfil all shareholder reporting requirements as outlined in the October 29, 2003 Shareholder Direction. If you have any questions regarding the contents of this report, please do not hesitate to contact me directly at 416-981-6120 or [email protected]. Respectfully, Paul Chisholm General Manager



2013 Annual Report

Page 2 of 4

Shareholder Reporting Requirements

Toronto Community Housing, as the sole Shareholder for Housing Connections, has put

in a place a Shareholder Direction (October 29, 2003). This Shareholder Direction

requires that Housing Connections, within 120 days after the end of the fiscal year

(December 31 of each year), prepare and submit an Annual Report and submit this

report to the Board of Directors of Toronto Community Housing.

The report includes:

a) Such explanations, notes and information as is required to explain and account

for variances between actual funds expended by AHCI and the budgeted

amounts approved and set forth by the Board of Directors of TCH, and any

material variance in the projected ability of any business activity to meet or

continue to meet the financial objectives of the shareholder;

b) Information that is likely to materially affect the Shareholder’s Financial

objectives;

c) Information regarding any matter, occurrence or other event which is a material

breach or violation of any law, including major findings of internal and other

audits;

d) Information regarding the performance of AHCI such as the shareholder can

determine that this direction has been respected, including reporting against

established indicators;

e) Any such additional information as the shareholder may specify from time to

time; and

f) An overall analysis of access to housing and related services provided by AHCI

and efforts to market same.

Financial Performance

Housing Connections has attached (Appendix A – AHCI 2014 Financial Statements) to

this report, prepared by Housing Connections and Toronto Community Housing

finance staff.

Housing Connections operated within its 2014 operating budget approved by the

Housing Connections Board of Directors, and included in Toronto Community

Housing’s approved consolidated 2014 budget.

2013 Annual Report

Page 3 of 4

The 2014 financial statements have been audited by PricewaterhouseCoopers LLP, the

auditor appointed by the shareholder. The auditor has reported that the financial

statements are free from material misstatements, including omissions.

Housing Connections is not aware of any information that is likely to materially affect

the Shareholder’s financial objectives.

Risk Management

Housing Connections is not aware of material breaches or violations that put the

shareholder at risk.

Housing Connections operates in the same legislative and operating environment as our

shareholder Toronto Community Housing. As part of effective risk management

Housing Connections and Toronto Community Housing have established the following

risk framework:

Financial transactions are conducted in accordance with Toronto Community

Housing polices and are managed within the same financial system as used by

Toronto Community Housing;

Housing Connections falls within the mandate of the Chief Internal Auditor of

Toronto Community Housing for both investigations and audits;

Human Resources Services and supports are provided by Toronto Community

Housing Human Resources;

IT Services and supports for Housing Connections are provided by Toronto

Community Housing.

Legal services and supports for Housing Connections are available through

Toronto Community Housing if required.

Updates from the Auditor General for the City of Toronto audit:

The 2014 Audit Work Plan submitted by the Auditor General included a new

audit project “Toronto Community Housing Corporation – Review of Housing

Connections” The purpose of the review is to evaluate the prioritization and

maintenance of the wait list for social housing. This review was not initiated in

2014.

2013 Annual Report

Page 4 of 4

Housing Connections Performance

Housing Connections management reports on a quarterly basis on progress against

strategic priorities, legislated requirements and internal service standards. These reports

are provided to the shareholder for their information.

Attached to this report (Appendix B – 2014 Performance Report) is an overview of 2014

performance for the information of the shareholder.

Overview of Access to Housing

Housing Connections continues work collaboratively with the service manager to

promote effective and efficient operations of the centralized waiting list for subsidized

housing. We have attached a report that highlights key wait list activities (Appendix C –

The Centralized Waiting List – 2014 Annual Activity Report) to help the shareholder

understand the size of the waiting list, the wait for subsidized housing and who is

receiving housing. This information will assist the shareholder understand the current

state for applicants for Toronto Community Housing and other social housing providers

in Toronto.

Overview of Housing Program

Housing Connections administers the Rent Supplement Program with private landlords

in the City of Toronto. Through this program we administer subsidies for approximately

2700 Households in Toronto. We continue to adjust this program to meet financial and

program outcomes provided by the City of Toronto Social Housing Unit on an annual

basis.

Attachments

Appendix A 2014 AHCI Financial Statements (audited by PricewaterhouseCoopers LLP)

Appendix B 2014 Performance Report

Appendix C The Centralized Waiting List – 2014 Annual Activity Report

2014 Central Waiting List Annual Statistics

Housing Connections

Board of Directors

February 26, 2015(HC: 2015-06(2)

Applicants on the Centralized Waiting List in 2014

2


77,109

New and reactivated applications = 16,080

Cancelled, inactivated and housed

applications = 14,940


78,248

Total waiting list = 78,248 (active)

+12,784 (inactive)

Prior to 2014, on average, the waiting list grew 4-5% year over year. In 2014, the waitlist grew by 1-2%. There was an increased in outstanding application to process at the end of 2014 which partially explains the reduced growth in the size of the wait list in 2014.

20809 2306925616 27773 2922631468 33793 35259 36109 35209

24272 25276 26611 27108 26727

7654982138

8748690990 91162*

2010 2011 2012 2013 2014

Centralized Waiting List applicant volumes: five year waiting list trend

Senior Household no dependents Household with dependents Total


66556 67083 66186 6660071498

7654982138

8748690990 91032

48063 48601 4947852257

60197

66460 6934272696

77109 78248

0

10000

20000

30000

40000

50000

60000

70000

80000

90000

100000

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

10 Year Trend of Waiting List Volumes

Total Households (Active + Inactive) Active Households

4

The size of the the total waiting list has grown by 37% since 2005. In that time 10-15% of applicants are considered inactive at any given time. They are not able to be housed but are eligible to return to the waiting list.

12362 12646 1348414450

16400

1874120597

22690

2467626393

17723 1827619447 19945

23745

26572 27147 2734328872 28582

17601 17005 1654417862

2005221147

2159822556

23401 23388

0

5000

10000

15000

20000

25000

30000

35000

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

10 Year Trend of Active Waiting List Applicant Types

Seniors Households with no dependents Households with dependents

5

The number of households in all categories has increased over the past 10 years. Seniors applicants increased the most with an increase or more than 100% since 2005.

19051

22230 22767

24871

28174

25816

23552 2315421632

16080

10788 94318489

7466

5312 5403

9427

56568906

2390

5111

7407 80099146

10523 10261

7185

1028410726

9432

0

5000

10000

15000

20000

25000

30000

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

10 Year Trend of Active Waiting List Activity

New & Reactivated Applications Inactivated Applications Cancelled Applications

6

Even though the number of new and reactivated applications has dropped since 2009, the waiting list continues to grow. In 2014, there was a reduced amount of inactivated, cancelled and house applicants which drove the waiting list volume up.

General applicants make up 96% of our current active waiting list and received 52% of the available housing stock. While priority applicants make up 4% of our current active waiting list but received 48% of housing.

7C

hro

no

logical, 1

61

8, 5

2%

Ch

ron

olo

gical, 75

40

8, 9

6%

Prio

rity*, 1

50

4, 4

8%

Prio

rity*, 2

95

5, 4

%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Applicants housed in 2014

Active applicants on waitlist by end of 2014

Comparing the categories of applicants who are on the waitlist to those who were housed

*Priority includes SPP, Terminally Ill, DA and Over housed applicantsNotes: Run on January 9, 2015

63% of the current active waiting list is made up of applicants who have identified a 1B unit as their preferred choice, however, only 28% of applicants were housed in a 1B unit. 3% of applicants have identified a bachelor unit as their preference, while 40% of applicants were housed in a bachelor unit.

2294

49388

14930

8982

21084901256 862 690 256 16 1


Demand vs. Supply

Active households (demand)* Housed applicants (supply)

*Data from early January 2015

Of the active applicants still currently on the Centralized Waiting List, 63% have been on for 0-5 years and 27% for 5-10 years. Approximately 10% of Applicants have been on the waiting list longer than 10 years.

0-5 Years, 63%

5-10 Years, 27%

10-15 Years, 8%

15-20 Years, 2%20+ Years, <1%

0

10000

20000

30000

40000

50000

60000

Active applicant wait time

Length of time an active applicant has been waiting on the centralized waiting list*

0-5 Years 5-10 Years 10-15 Years 15-20 Years 20+ Years


Housed Activity in 2014

Housed by unit size:

Room – 41Bachelor – 1,2561 Bedroom – 8622 Bedroom – 6903 Bedroom – 2564 Bedroom – 165+ Bedroom – 1

10* Data from early January 2015

Total housed in 2014 as of December 31, 2014 = 3,122

Housed with Priority

Priority – 1,157Disadvantaged – 347

Chronological List– 1,618

Housed by provider Type:

TCHC – 2,495Co-op/PNP – 490

Rent Supplement – 137

4418

5160

4336

4872

4256

37333937 3890

3702

3122

0

1000

2000

3000

4000

5000

6000

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

10 Year Trend of Housed Applicants

Housed Applicants

11

Even though the waiting list continues to grow, the volume of housed applicants continues to decline. 2014 was the lowest in the last 10 years.

12

Of the applicants housed in 2014, approximately 31% were housed within 2 years of applying, 62% within 5 years and 86% within 8 years. This refers to the date they applied with Housing Connections to the date they were housed. Households housed in the first two years have been assigned a priority based on the Housing Services Act.

0

50

100

150

200

250

300

0-1 1-2 2-3 3-4 4-5 5-6 6-7 7-8 8-9 9-10 10-15 15+

# o

f u

nit

s h

ou

sed

Years

Time lapse of housed applicants by unit type

Bachelor 1B 2B 3B 4B

6

98.5

7.5

5

6

0.250.75 0.75

11.5

00.5

10.75

0.50 0

4

5

4

3

4

0


Average number of years an applicant waits to be housed, based on the size of the unit they are looking for

Chronological Special Priority* Terminally Ill* DA Code

1B and 2B units have the highest wait times as they are the most popular unit sizes. However, across all bedroom sizes, there is a significant variance in the wait time between chronological applicants, and those with a priority status (SPP, Terminally Ill and DA).

13*Average wait time based on when approval was received to when applicant was housedNote: Weighted averages were used to calculate average wait times. Average wait times of 0 indicates no applicant was housed in 2014 under that priority category and bed size

14251471 1436

1481

1254

957

1129 11041031

864915

860802 772

691

332

431344 314

255

46 81 58 47 1622 29 9 9 10

200

400

600

800

1000

1200

1400

1600

2010 2011 2012 2013 2014

5 Year Trend of Housed Applicants by Unit Type

Bachelor 1B 2B 3B 4B 5B

14

Proportionally, the types of units applicants are being housed in has not fluctuated greatly. However, the number of housed applicants has dropped since 2011.

Bachelor, 1256, 41%

1B, 862, 28%

2B, 690, 22%

3B, 256, 8%

4B, 16, 1%5B, 1, 0%


Bachelor units continue to account for the majority of units which applicants were housed in, followed by 1B units. The total number of housed applicants dropped in 2014 when compared to 2013, proportionally, both years are consistent.

Bachelor, 1434, 41%

1B, 949, 27%

2B, 742, 21%

3B, 310, 9%

4B, 45, 2% 5B, 8, 0%


The proportion of applicant types still waiting are similar to those that are being housed. The equal proportions speak to the fairness of those who have applied compared those receiving housing.

16


1096, 35%

Households with dependents,

879, 28%

Seniors, 1147, 37%

Housed in 2014


28582, 36%

Households with dependents, 23388, 30%

Seniors, 26393, 34%

On Centralized Waiting List in 2014*

*Run on January 9, 2015

Even though there was a drop in the total number of housed applicants in 2014, the total number of SPP applicants grew by 3% when compared to 2013, while Chronological applicants dropped by 2%. Overall, the volume of housed applicants in 2014 dropped by 16% when compared to 2013.

Comparing the category of applicant housed in 2014

17

Chronological, 1618, 52%SPP, 1019, 33%

Terminally Ill, 138, 4%

DA Code, 347, 11%

2014

Chronological, 2004, 54%

SPP, 1119, 30%

Terminally Ill, 138, 4% DA Code, 441,

12%

2013



General Manager’s Expense Report – Quarter 4, 2014 Page 1 of 2

Item 10




Subject: General Manager’s Expense Report for Quarter 4, 2014 (HC: 2015-07)

PURPOSE:

To provide the Board of Directors with the General Manager’s expenses for the fourth

quarter of 2014.

RECOMMENDATIONS:

It is recommended that the Board of Directors receive the General Manager’s expenses

for the fourth quarter of 2014 for information.

BACKGROUND:

At the June 21, 2010 meeting of the Board of Directors the Executive Limitations Policy

was approved. The General Manager is accountable for reporting on a monthly basis

all personal expenses incurred in conducting the business of the corporation. The policy

outlines that the General Manager’s expenses must be in compliance with corporate

policies and guidelines and must be approved by the Chair of the Board or his/her

delegate Board member, and a summary reported quarterly to the Finance Committee

of AHCI. Now that this task in no longer being delegated to the Finance Committee the

Board of Directors is receiving the report directly.



General Manager’s Expense Report – Quarter 4, 2014 Page 2 of 2

Item 10


N/A

LEGAL IMPLICATIONS:

N/A


N/A


Staff Contact: Keith Madley,


416-981-6126

[email protected]

Attachment: Quarter 4, 2014 General Manager’s Expense Report


NAMES Paul Chisholm

Q1

Q2

Q3

Q4 27.50

Q1

Q2

Q3 -

Q4 -

Q1 -

Q2

Q3 -

Q4

Q1 -

Q2 -

Q3 -

Q4 75.00

Q1 -

Q2 -

Q3 - Q4 -

Q1 -

Q2 -

Q3 -

Q4 102.50

Cumulative Totals in $ $102.50 TO

TALS

Individual Total Expenses Per

Quarter - a total sum of all

payments made in each quarter

is indicated in the last column

GENERAL MANAGER's EXPENSES 2014

EX

PEN

SE T

YP

E A

ND

DES

CR

IPTI

ON

Transportation [Taxi, Mileage,

Parking] - Reimbursement of

costs incurred to business

meetings, interviews, media

conferences/ sessions and

events/ functions

Business Meetings [Incurred in

meetings and hospitality,

interviews. Media events or

functions and networking

Per diem/Flights/Hotels - out of

Town travel, Accomodation,

Per diem for conferences/

presentation/ key note

speaking on sessions or

business meetings and

Conferences/ Seminars/

Networking - as presenter/

Speaker at Conferences/

Seminars/ membership

registration

Professional Training and

Development-

Courses/educational

development

Board of Directors (February 18, 2015)

General Manager's Expenses - Quarter 4, 2014 HC: 2015-07


Changes to Local Occupancy Standards Page 1 of 4

Item 11





Subject: Changes to Local Occupancy Standards

PURPOSE: To update the Board of Directors of the plan to implement the required changes to the

Local Occupancy Standards that was approved by Toronto City Council on July 8, 2014.

RECOMMENDATIONS:


1. Receive City Guideline 2015-01 – Local Occupancy Standards for information; and

2. Authorize the appropriate staff to take the necessary action to implement the

changes required to comply with City Guideline 2015-01

3. Direct the General Manager to report back to the Board when the changes are

implemented and on any additional costs incurred by Housing Connections to

implement the change.

BACKGROUND:


Support and Housing Administration Division since 2010 to inform and support a

review of the Access System.



Item 11


The recommendation to change the Local Occupancy Standards were approved at the

June 2, 2014 City of Toronto Community Development and Recreation Committee

meeting, and the July 8, 2014 City Council meeting.

Staff at Housing Connections have been working with internal and external

stakeholders to develop an implementation plan in anticipation of written direction

from the service manager to comply with the new standards.

Reason for recommendation #1

From time to time, City Guidelines are issued by the City of Toronto in its capacity as

Service Manager, to communicate the mandatory policies and procedures that housing

providers must follow. As per City Guideline 2002-0, it is suggested that City

Guidelines be presented to the Board of Directors and recorded in the minutes as

accepted and reviewed by the Board.


Housing Connections is required to comply with City Guidelines issues by the Social

Housing Unit. City Guideline 2015-01 – Local Occupancy Standards will require changes

in the administration of the Rent Supplement Program and the Centralized Waiting

List. The guideline requires changes to be implemented by May 1, 2015.

A plan is being finalized to provide required staff training, communicate to impacted

households, update communication material and identify additional requirements of

this change. The guideline requires changes to be implemented no later than May 1,

2015.



Item 11



The Board of Directors requested that management record additional costs associated

with the implementation of the changes approved by City Council which includes the

changes to Local Occupancy Standards. Housing Connections is tracking the work

required for this initiative. Additional resources will be allocated to support the changes

to the database, communicate these changes to applicants and assign staff support the

application of the new Local Occupancy Standards. At this time it is not clear if these

tasks can be accomplished through allocation of existing resources or if there are

additional costs.


To date the work completed was accomplished using the existing staffing resources. It

is estimated that to complete the project 1 FTE will be required for a 4-6 week period.

LEGAL IMPLICATIONS:

Housing Connections must comply with the requirements set out in the Housing

Service Act, the Centralized Waiting List Agreement and written direction from the

Service Manager.



Item 11



Housing Connections is developing a Communication Plan to cover all changes to

Centralized Waiting List in 2015 with key audiences of applicants, social housing

providers, staff, community agencies, advocates and elected officials



General Manager


Attachment: City Guideline 2015-1



RGI Administration Manual Page 1 of 4

Item 12





Subject: RGI Administration Manual

PURPOSE: To update the Board of Directors of the receipt of two new City Guidelines that identify

required changes to the RGI Administration Manual.

RECOMMENDATIONS:


1. Receive City Guideline 2015-02 – Re-Issue of Chapter 8 – RGI Administrative

Manual for information; and

2. Receive City Guideline 2015-03 - RGI Administration Manual Re-Issue of

Chapters “How to use the RGI Administration Manual”, 1,2,5,6 and 9 for

information; and

3. Authorize the appropriate staff to take the necessary action to implement the

changes required to comply with City Guideline 2015-02 and 2015-03

BACKGROUND:






Item 12




Housing Connections regularly receives City Guidelines that set out requirements that

Social Housing Providers and Housing Connections must comply with. In the past they

have been used to clarify if and how the service manager is going to exercise any

discretion under the Housing Services Act (HSA) and to communicate information to

ensure consistent administration of the program.

City Guideline 2014-1 was issued on August 22, 2014 by the Social Housing Unit of the

City of Toronto. The Guideline is effective the same date. Housing Connections is

required to comply with this guideline as we are considered a RGI Administrator for

the Rent Supplement Program in the City of Toronto.

Prior to the issuance of this guideline the City provided both recommendations to

Housing Providers on how to administer the program that included best practices,

suggested process, forms and letters and provided City Guidelines to communicate

required processes for Housing Providers to follow. Through the issuance of this

guideline the City of Toronto now requires housing providers to comply with the

requirements set out in the RGI Administration Manual.

The City has issued two new City Guidelines that inform Housing Connections, Social

Housing Providers and RGI Administrators of changes within the RGI Administration

Manual:

Re-Issue of Chapter 8 – RGI Administrative Manual (City Guideline 2015-2);

and

RGI Administration Manual Re-Issue of Chapters “How to use the RGI

Administration Manual”, 1,2,5,6 and 9 (City Guideline 2015-3)

REASON FOR RECOMMENDATION #1

City Guideline 2015-2 was issued on February 1, 2015 and must be implemented by

May 1, 2015. This Guideline revokes a number of City Guidelines previously issued by



Item 12


the Social Housing Unit of the City of Toronto with the intent that the direction

previously received through the Guidelines are now incorporated in Chapter 8 of the

RGI Administration Manual.

The revisions to Chapter 8 include recommendations to change administration of the

Centralized Waiting List approved at the June 2, 2014 City of Toronto Community

Development and Recreation Committee meeting, and the July 8, 2014 City Council

meeting. Through these revisions Housing Connections has received written direction

to implement the changes to the Confirmation of Interest Process and allow applicants

reaching the age of 59 to add their name to waiting lists for Senior’s Mandated

Buildings.

Staff at Housing Connections have been working with internal and external

stakeholders to develop an implementation plan in anticipation of written direction

from the service manager to comply with the new standards. Both of these changes will

be implemented by March 1, 2015.


City Guideline 2015-3 was issued on February 1, 2015 and must be implemented by

May 1, 2015. This Guideline revokes a City Guidelines previously issued by the Social

Housing Unit of the City of Toronto with the intent that the direction previously

received through the Guidelines are now incorporated in the RGI Administration

Manual.

The changes in Chapters 1,2,5,6 and 9 do not appear to have an operational impact on

Housing Connections in the administration of the Rent Supplement Program or the

Centralized Waiting List. Program Managers are currently reviewing the revisions and

will advise at a later meeting if changes requiring Board approval are identified.



Item 12



N/A

LEGAL IMPLICATIONS:



Service Manager.







General Manager


Attachment: City Guideline 2015-2 City Guideline 2015-3



Single Date Rule Page 1 of 4

Item 13





Subject: Single Date Rule

PURPOSE: To update the Board of Directors of the plan to implement a Single Date Rule for

administration of the Centralized Waiting List that was approved by Toronto City

Council on July 8, 2014.

RECOMMENDATIONS:


1. Authorize the General Manager to implement the “Single Date Rule” and

authorize the appropriate staff to take the necessary action to implement the

changes once a City Guideline is received from the City of Toronto; and

2. Direct the General Manager to report back to the Board when the changes are

implemented and on any additional costs incurred by Housing Connections to

implement the change.

BACKGROUND:


Support and Housing Administration Division since 2010 to inform and support a

review of the Access System.



Item 13


The recommendation to change the rules that generate waiting lists for social housing

providers approved at the June 2, 2014 City of Toronto Community Development and

Recreation Committee meeting, and the July 8, 2014 City Council meeting.

Staff at Housing Connections have been reviewing options to implement the required

changes, meeting with staff of the Social Housing Unit of the City of Toronto and

meeting internally to identify the best approach to implement this required change.

As of February 12, 2015 no formal direction to implement the change has been received

from the Social Housing Unit.


Housing Connections has developed a plan to implement this change. The attached

plan sets out the recommended approach to ensure this change is implemented. The

plan considers:

how to best leverage technology and systems to manage this requirements;

How to manage any potential risk identified with this change;

How to best communicate this change key stakeholders; and

How to monitor and track costs associated with the change.

The plan represents Housing Connections understanding of the change required and

potential impact to applicants, staff and other stakeholders. Should the written direction

received from the City of Toronto change Housing Connections will be required to

adjust the plan accordingly.

Housing Connections is required to comply with City Guidelines issues by the Social

Housing Unit. It is expected that a Guideline providing direction to implement the

Single Date Rule will happen by the end of Q1 2015. Implementation of the Guideline

will be required before the next scheduled meeting of the Board of Directors.



Item 13


As Housing Connections is required to comply with City Guidelines. Housing

Connections is requesting the Board to approve the attached plan and authorize staff to

implement required changes once written direction is received from the Social Housing

Unit.


The Board of Directors requested that management record additional costs associated

with the implementation of the changes approved by City Council which includes the

changes required to implement a Single Date Rule. Housing Connections is tracking the

work required for this initiative. Additional resources will be allocated to support the

changes to the database, communicate these changes to applicants and assign staff

support the application of the new rule. At this time it is not clear if these tasks can be

accomplished through allocation of existing resources or if there are additional costs.


Additional costs associated with this report are unknown. Costs will be monitored and

tracked in a subsequent report to the Board.

LEGAL IMPLICATIONS:



Service Manager.



Item 13








General Manager





Fiscal 2015 Budget Changes Page 1 of 6

Item 14




Subject: Fiscal 2015 Budget Changes

PURPOSE:

To request approval of the Board of Directors to amend the 2015 Operating and Capital

Budget.

RECOMMENDATION:

It is recommended that the Board:

(1) Receive City Guideline RS 2015-01 for information; and

(2) Approve the adjustments to 2015 Operating and Capital Budget as outlined in

this report; and

(3) Authorize the General Manager to continue operations based on the attached

Budget through December 31, 2015; and

(4) Authorize the appropriate staff to take the necessary action to give effect to the

recommendation (1, 2 and 3).

FINANCE COMMITTEE COMMENTS ON THE RECOMMENDATIONS:

Finance Committee reviewed the recommendations and discussed the accounting

approach to making the requested changes. The Chair of the Finance Committee

recommended that these changes be brought forward for discussion with the full Board

of Directors of Housing Connections.




Item 14

BACKGROUND:

On December 4, 2014 the Board of Directors approved the 2015 Operating and Capital

Budget (HC: 2014-49). During the budget presentation to the Board it was noted that

management would present a revised budget if there were significant changes to the

Rent Supplement Program Targets or other material changes. The Social Housing Unit

has adjusted unit and budget targets for the Rent Supplement Program, this impacts the

2015 operating budget.

In addition Housing Connections ran an operating surplus of $191.5K in fiscal 2014 due

to underspending and late receipt of funding from the City of Toronto to reimburse

Housing Connections for costs incurred re the My Choice Rental Project. Management

is proposing that $182.2K of this surplus be allocated to 2015 to support the creation of a

$100K capital reserve and $82.2K to support operational requirements.







The purpose of this City Guideline is to provide specific unit targets for the Commercial

Rent Supplement Program and spending targets for the Strong Communities Rent

Supplement Program.

The target for what is reported as the Commercial Rent Supplement Program is set

based on the number of households or units supported by the Program. Housing

Connections is reimbursed in full for all landlord payments made in this program up to

and including the maximum number of units specified in the Guideline.

The target for the Strong Communities Rent Supplement Program are set as a dollar

amount based on the maximum funding available to Housing Connections for

reimbursement of landlord payments. Targets are set at both an overall program level

as well as the sub-program level. The Guideline sets out any rules that provide




Item 14

flexibility sub-program targets and specifically states total program funding is not to be

exceeded.

The Guideline also sets out the requirements to be followed in refilling units should

they become vacant. While the majority of households are housed through the

Centralized Waiting List a number of sub-programs are filled through referral

agreements authorized by the service manager.

Through this Guideline Housing Connections received direction to reduce expenditures

in the Strong Communities Rent Supplement Program (by -$651,177) and increase the

service level (unit count) in the Commercial Rent Supplement Program (increase 63

units). This change relates to service level standard and program funding requirements.

No households will be negatively impacted or at risk of losing their subsidy as a result

of this change.


Approval of funding to create a capital reserve, to increase the funding available to

support increased operating needs on a one-time basis, and the change in the targets for

the Rent Supplement Programs all have budget impacts:

Capital Reserve

Housing Connections is redeveloping our website. This project was initiated in 2014

and will be completed in 2015. Holding these funds in reserve and allocating them to

the website improvement project in 2015 will offset the future costs to Housing

Connections for this cost.

Operating Increase

Housing Connections received $82,200 in operating funds in January of 2015 as a

reimbursement for costs incurred in fiscal 2014 for the My Choice Rental Project. As a

result of this late receipt of funding Housing Connections was unable to backfill

positions during 2014 and underspent in salaries and benefits due to the uncertainty

over funding support. This entire amount of $82,200 served to further increase the

operating surplus for 2014 fiscal year.




Item 14

My Choice Rental Project was an 8 month pilot project to test a new way of connecting

applicants on Toronto’s centralized waiting list with subsidized properties that are

available to rent now. My Choice Rentals follows a choice-based model where the

applicant shows interest or bids for a particular unit, and let’s their chronological order

and priority on the wait list determine whether they will be awarded the unit.

The allocation of these funds to 2015 will support spending on a number of operational

issues (largely by backfilling staff positions) that would have happened in 2014 had the

funds been available on a timely basis.

Labour and related Costs $62,200

Systems $20,000

City Guideline RS 2015-1

Housing Connections is working with staff of the Social Housing Unit to develop a

revised forecast for the Commercial Program to reflect the increase in costs of the 63

units. It is anticipated that this will be completed in time to report Q1 2015 financial

results.

Subsidy estimates for landlord payments provided through Rent Supplement Programs

includes an assumption that the average unit cost will inflate by 2.15% allowing for

market rent increases. This inflation factor is calculated in conjunction with the Market

Rent Increase Guideline issued by the Ministry of Municipal Affairs and Housing and

has been applied to recently realized Rent Supplement Program take-up levels and

established unit targets.

Specific Changes to the Strong Communities Rent Supplement Program for 2015 are as

follows:

SCRS Program 2014 Targets 2015 Targets Change in Target

Regular $9,354,043 $8,819,364 ($534,679)

DEVD $666,412 $678,975 $12,563

VAW $1,433,929 $1,321,320 ($112,609)

MOHLTC $188,283 $224,160 $35,877

Total $11,642,667 $11,043,819 ($598,848)




Item 14

These costs are reported under Subsidy – Rent Supplement. This budget line is not

being adjusted at this time. Once the revised Commercial Forecast is approved by the

City it is expected this budget line will be reduced.

CONCLUSION:

The changes being proposed by Management represent modest new capital investment

and no increase in the full time staffing complement. They represent small increases to

budget allocations and reallocation of funding required by the Social Housing Unit.

Housing Connections has requested additional funding from the Social Housing Unit to

support the implementation of changes requested by the City of Toronto. When this

funding is approved Housing Connections will advise the Board and submit a revised

budget for the Board’s review.


Housing Connections must reduce the costs in the Strong Communities Program.

Failure to maintain the program within budget may result in less than full

reimbursement of expenses in the program. Given the monthly monitoring of these

costs the risk of over-spending is small and management has strategies in place to best

ensure that costs are within the approved spending envelope.

Housing Connections is required to maintain a service level of units in the Commercial

Program. The City is required to reimburse costs of all eligible units/household in full to

Housing Connections.

These expenses are monitored and reported monthly to the Social Housing Unit.

Forecasts are reviewed and revised to identify need to make adjustments to the

program to achieve budgets and service levels.




Item 14

LEGAL IMPLICATIONS:

Housing Connections is required to comply with all applicable service manager

guidelines issued by the City of Toronto.


N/A

_____________________________

Paul Chisholm

General Manager

Housing Connections

Staff Contact: Keith Madley


416-981-6126

[email protected]

Attachments: City Guideline RS 2015-1 My Choice Rental Approval
