Item 1 - Tenant Engagement - Toronto Community Housing€¦ · Following Board approval, staff...

Tenant Engagement

Item 1 July 25, 2012

Tenant and Community Services Committee

To: Tenant and Community Services

Committee Report: TCSC:2012-23

From: President and Chief Executive Officer

Date: July 13, 2012 of 7 PURPOSE: To provide the Committee with a response to their questions and to seek approval of an enhanced structure that provides many different engagement opportunities for tenants. RECOMMENDATIONS: It is recommended that the Tenant and Community Services Committee:

(1) approve the recommended enhancements to the current Tenant Engagement System structure as outlined in Attachment 1 to this report.

(2) authorize staff to take the necessary action to give effect to Recommendation (1).

REASONS FOR RECOMMENDATIONS:

Background Report 2012-18 was brought to the Committee on May 25, 2012 for approval. The Committee deferred approval of the recommendations from the Tenant Engagement Reference Committee, including a deferral of the tenant elections, pending further information from staff on the following:

1. Understanding of Community Health department responsibilities including organization charts

2. How tenant engagement is delivered in accordance with shareholder direction 3. At what cost is engagement carried out at Toronto Community Housing 4. Direct benefits and deliverables to TCH and our communities 5. Examples of other social housing providers’ tenant engagement models

The minutes from the Town Hall meetings, along with responses to the issues raised specific to tenant engagement at those meetings have been addressed in a separate report.

Tenant Engagement Report: TCSC:2012-23 of 7

1. Community Health Unit responsibilities and organ ization charts The Community Health Unit provides strategic direction in fulfilling this important part of Toronto Community Housing’s mandate of connecting tenants to services and opportunities, and working with residents and partners to build healthy communities. To this end the Community Health Unit supports the development and implementation of strategies, programs and initiatives that address issues of community health, and works with others to engage tenants and mobilize community assets, partners and resources in the development of effective responses to community and tenant needs. The Community Health Unit is comprised of a staff team responsible for advancing programs and supporting front line community health staff in the areas of community engagement, tenant animation, community health, youth development and engagement, successful tenancies, community economic development, and community revitalization.

See Attachment 2 for the Organizational Chart 2. Delivery of Tenant Engagement in accordance with shareholder direction

Toronto Community Housing’s Shareholder Direction requires it to develop and implement a democratic system of active tenant participation and involvement that provides a tenant council structure or similar organization, with opportunities for tenant input for decisions at the corporate and local levels. Council and Representatives The representative and council structures have evolved since its inception. In 2008, the Tenant Engagement Reference Committee (TERC) created a new tenant participation model for Toronto Community Housing, with the aim of further enabling and strengthening tenant engagement in governance and decision making. Following Board approval, staff began implementation of the new model in November 2008. [See Report TCHC:2008-148 for a full description of the current model ] In 2009, Toronto Community Housing held its first tenant representative election under the current Tenant Engagement System. A total of 726 candidates ran city-wide, marking the 2009 elections as the most successful held by Toronto Community Housing to date. On elections day, June 23, 2009, approximately 31% of tenants cast their votes in 189 polls portfolio-wide. In sum, 416 tenants received a new three year mandate to represent tenants in their buildings. [See Report CC: 2009-19] In April and May 2010 Toronto Community Housing held its inaugural youth tenant elections. As a result of the elections, 175 youth tenants (aged 14-29) were elected to newly formed Youth Councils across the Toronto Community Housing portfolio. Currently, youth councils are meeting monthly. During the last two years the youth councils have met monthly in all 13 operating units.


Other Forms of Engagement The Tenant Engagement System involves many parts and goes beyond the tenant representative system . It recognizes community leaders and the role that they play and encourages participation and involvement through various channels both in localized and centralized groups. The model recognizes the specific needs of some demographics, like youth and seniors while ensuring that tenants can learn from each other portfolio wide. It includes:

• three active staff tenant work-groups focusing on policy development and Community Management Plan strategies. The three current work-groups are Governance, Communications and Finance. Each group meets once a month and together, there are over 70 tenants participating in these groups. These work-groups have been able to produce and review 14 corporate policies and are currently working on different aspects of the Community Management Plan.

• award-winning tenant animators are engaging revitalization communities so that residents are informed, their ideas are taken into account and they are empowered to advocate for the needs of their community

• youth outreach and partnerships, including the Rookie League program with the Jays Care foundation, reaching over 800 children and youth

• youth safety ambassadors participating in a range of activities including safety audits, training programs and community events

• employment and scholarship partnerships with the Toronto District School Board, Tropicana Community Services and others

The changes to the Tenant Engagement System (Attachment 1) recommended by the Tenant Engagement Reference Committee continue with a council system and a variety of opportunities for engagement and participation and are consistent with the shareholder direction.

3. At what cost is tenant engagement carried out at TCH Over the past five years the Community Health Unit has established a direct correlation between engagement activities and the financial impact on the company. Specifically, the tenant animation and leadership initiatives for green initiatives, safety and revitalization have generated revenue and savings for the enterprise at a 2 to 1 ratio to its investment. The overall staffing structure is measured by functional based activities and in comparison with other social housing providers (See Attachment 3) per capita (staff to unit ratio) is significantly below the industry average. The only area of direct staff involvement or responsibility is staff support for tenant councils. Other areas of engagement work are done in collaboration with partners like local agencies and the City of Toronto. The Community Health Unit is working with the City of Toronto’s Interdivisional Committee to ensure there is no duplication in services, particularly in the area of family, children and youth programs. Currently, there are 89 local programs in 42 different communities. Of those programs, 58 are led by different partner organizations. Toronto Community Housing’s staff role in these programs is limited to facilitating access to tenants and use of space. There are an additional 11 programs that are led by tenants. Accordingly,


a total of 69 programs offered in our communities are directly led by someone other than Toronto Community Housing staff. The corporate Community Health Unit represents 1.7% of Toronto Community Housing’s operational budget. The complete budget for community health activity – including the corporate and operational directorate field budgets – is reflected under the “Community Support Services” line in the 2012 approved Board consolidated budget. The total budget amount is $7,444,000. This amount not only represents the 57 staff, 4 contract employees and 160 tenant youth employees and tenant animators but is also includes funds allocated for the Social Investment Fund, Tenant Representative Council the 2012 Tenant Elections, the Tenant Engagement Reference Committee, numerous local tenant leadership groups and the Youth Safety Ambassador program. Toronto Community Housing also leverages outside sources of funding for activities. In the first two quarters in 2012 the Community Health Unit has leveraged $235,000.00 in funding and an additional $203,000.00 in kind support from nine different partners to deliver four active living programs. The overall goal will be to expand community program services to over 1400 tenants (children and youth) and create 80 new employment opportunities for youth within our communities throughout the year.

4. Benefits to Toronto Community Housing and our co mmunities The current model provides various methods of tenant participation, and focuses on the role Toronto Community Housing can play in creating or supporting ways in which tenants can more actively participate in their neighbourhoods, connect more strongly to community and social networks and continue to have influence over decisions that impact their lives in the governance system. Resident and community engagement has a positive impact on our communities. For example:

• Tenant animators educate their fellow tenants on energy conservation or recycling, resulting in reduced in energy or waste management costs

• Engaged residents (specifically youth) feel a stronger sense of ownership and pride in their community. In the long term, this improves vacancies and turnover, and reduces costs associated with anti-social behaviour and crime. Tenant participation on corporate committees inform Toronto Community Housing policies and decision (operational and capital decisions)

• Engagement in revitalization communities ensures that tenants are informed, their ideas are taken into account, and tenants can advocate for the needs of their community. Tenant involvement reduces costs in relocation, project development delays and minimizes community opposition.

• Seniors Lens committee informs our policies and practices around accessibility


5. Examples of other social housing providers’ tena nt engagement models Toronto Community Housing is seen as a world-wide leader in its tenant engagement model. Currently, the New York City Housing Authority is working in partnership with the Community Health Unit to develop their own new tenant engagement model and is basing their design and consultations on the current Toronto Community Housing’s model. Moreover, Toronto Community Housing always seeks to improve its practices and undertook a comparative study in the fall of 2011 of a number of different social housing providers (Attachment 3). The review found the following: 1. Tenant Council/ Associations across the board: It was found that tenant

engagement and governance models were in place in some form. This was seen as an important tool in connecting to tenants and for information dissemination,

2. Mental Health is an emerging issue, but most do not have frameworks in place

yet. Though many acknowledged that Mental Health Supports are important, a formal policy or approach was not in place for the majority of housing providers. Though some identified issues of anti-social behaviour arising from issues of mental health and disruptions to community cohesion due to lack of supports in place. Ottawa Housing for example has noticed a disparity in supports for tenants that have been housed through a program for the homeless that comes with community and agency supports and others that receive few resources, and are working to build more equity.

3. Tenant Engagement is a growing trend across Canada: Many housing providers

are moving toward a more tenant inclusive tenant engaged model because they identified that working with tenants in a more inclusive integrated way builds community spirit, increases community safety, and general tenant morale.

4. Partnership development for social housing provider s is vital to supporting

vulnerable tenants and community development. The majority of providers rely heavily on partnership development and maintenance to provide the necessary resources through their tenants, some have a community hub model in place where agencies are working on site, others have partnered to ensure programming for tenants is in place consistently.

5. The Community Health Unit is viewed as a leader in the areas of tenant

engagement and successful tenancies work (many housing providers had many questions and wanted to hear more about our work and requested a copy of this report) Many Canadian housing providers expressed that they looked to TCH as a leader in the tenant engagement and successful tenancy work, and saw much of our activities as a direction to move towards not away from.


Recommendations It is recommended that the Tenant and Community Services Committee approve the recommended enhancements to the current Tenant Engagement System structure as outlined in report TCSC:2012-18. The changes to the Tenant Engagement System (Attachment 1) are recommended by the Tenant Engagement Reference Committee based on significant tenant consultation and surveys. The recommendations are also supported by staff. In summer of 2011, TERC designed a survey as the first step to begin a comprehensive review of the current tenant engagement system. The survey was distributed to over 1000 tenants. The distribution of the survey was planned out strategically by TERC to ensure that a diverse sample of tenants was reached. Moreover, the Community Health Unit organized 10 town hall meetings to explain and discuss the survey and capture feedback from tenants on specific components. Overall, 603 surveys were completed by tenants and the analysis was presented to TERC in February 2011. In addition to the information collected from the survey, over 50 staff were surveyed on the current tenant engagement system. The survey asked staff to provide three ways to enhance the system. The staff sampling included: Community Health Managers, Health Promotion Officers, Youth Engagement Coordinators, Community Revitalization Consultants, Youth Mentors and Senior Management. A subcommittee of TERC met weekly for 8 weeks to develop recommendations based on the survey results and in consultation with other tenant groups and councils. The 28 recommendations in Attachment 1 are the result of this comprehensive process. As these changes are implemented, staff and tenants will also explore how to better link the input from tenant leaders and representatives to this Committee’s discussions and decisions, in keeping with the Board Committee terms of reference. Furthermore, TERC has calendared tenant representative elections for November 2012. However, the Community Health Unit can not carry out the elections within this time frame given the delay in approval of the changes to the current model. A new date will be set with consultation with TERC. IMPLICATIONS AND RISKS: Impact of the Recommendations The review of the current Tenant Engagement System provided Toronto Community Housing with an opportunity to re-examine the ways in which tenants are currently engaged, both with the organization and more broadly in their communities.


The changes will enhance engagement, increase opportunities for a variety of tenant leadership with less reliance on staff. The savings in staff time will be used to better support operations in working on successful tenancies. Risks Tenant engagement is an important issue for many tenants at Toronto Community Housing. A communication plan is in place to provide timely information to tenants and staff about the enhancements, the transition and upcoming election. This will also be an opportunity to correct any speculation about the corporation’s commitment to tenant engagement. The approval of the recommendation is urgent, given the preparation time involved in a portfolio-wide election. The elections have already been delayed, any further delays will lead to uncertainty and communities being unrepresented by tenants at council. Without clear direction Toronto Community Housing’s put at risk its hard erred goodwill amongst the tenant leader group who have volunteered their time and expertise to formulate recommendations designed to enhance and improve on the Tenant Engagement System. “Eugene Jones Jr.” Eugene Jones Jr. President and Chief Executive Officer Attachment: 1: Recommendations to Enhance the Tenant Engagement System

Proposed by the Tenant Engagement Reference Committee 2: Organizational Chart – Community Health 3: Overview of Housing Organizations Staff Contact: Deborah Simon……………………………………………416-981-4355

Chief Operating Officer [email protected] Mina Bahgat 416-981-4083 Manager, Community Engagement [email protected]

Tenant Engagement Attachment 1 Report: TCSC:2012-23 Recommendations to Enhance the Tenant Engagement System Proposed by the Tenant Engagement Reference Committee Tenant Elections

(1) Tenant Representative Term will be reduced to two years and to a maximum of two consecutive full terms for each tenant, retroactive to 2009.

(2) All tenant representatives must be in “good standing as a tenant.” Each tenant representative must:

a. be listed on a lease agreement, b. not have unaddressed arrears, c. not be in legal proceedings involving TCH, d. not owe any outstanding funds or advances to TCH, e. not have serious incident(s) on record for anti-social behaviour, and f. not have any human rights finding(s) against them in the last three years.

(3) Create a tenant-staff monitoring panel to address contested eligibility requirements and contested election outcomes.

(4) Change the representation mode from a per unit ratio to a tenant population based ration:

a. 0 – 1,499 tenants – 1 Tenant Representative b. 1,500 – 2,249 tenants – 2 Tenant Representatives c. 2,250 – 2,999 tenants – 3 Tenant Representatives

(5) Tenant Representatives are to represent a whole community in its entirety (where applicable) not just a high-rises or town homes or low-rise.

(6) Replace the by-election process with an open and transparent selection process. (7) Exiting Tenant Representatives who have reached the term limit should mentor

candidates and new Tenant Representatives Tenant Engagement (8) Increase the number of current central staff-tenant workgroups. These groups should

reflect the organization or community needs: i. Communication Workgroup ii. Finance Workgroup iii. Governance Workgroup iv. Safety Workgroup v. Maintenance Workgroup vi. Successful Tenancies Workgroup vii. Partnership Workgroup

(9) Each workgroup needs to have space allocated for youth and seniors participation. (10) Incorporate Tenant Leaders formally into the Tenant Engagement System. Issue Base Groups (11) Continue to support local tenant lead issue based groups to become self-

sufficient.

Tenant Engagement Attachment 1 Report: TCSC:2012-23 Page 2 of 3

Building Meeting (12) Each building must hold at least one building meeting per year with co-chairs

(tenant representative and staff) to address local issues. In addition, tenants are encouraged to hold monthly building meetings to discuss local community issues.

Tenant Council (13) Each Tenant Council will meet four times per year to address ongoing local

community issues and to identify opportunity base initiatives available to the local community. Councils can meet more often of their own initiative.

(14) Tenant Representatives in each Operating Unit will decide the number geographic distribution of their local councils.

(15) Tenant Representatives in each Operating Unit will create their council’s Terms of Reference.

(16) Tenant Councils must submit a report on issues identified and actions taken. (17) All tenants are welcome to attend council meetings and Tenant

Representatives will communicate this to their community.

Use of Tenant Council Funds and Use of Space Funds (18) The Tenant Council Fund will be administered at a local/central level, similar to

Social Investment Fund application process. Tenant Council and tenants can access the allocated funds through an application process locally or centrally depending on the nature of the initiative (locally for local community events and centrally for training and conferences). All application must outline the objectives, values, outcomes and follow up actions of each event and approved by Community Health Manager for local events and Manager of Community Health Unit for training and conference.

Tenant Forum (19) Have one tenant forum every term (in each directorate). Tenants and staff

should plan the forum together. Youth Engagement (20) Replace youth elections by an transparent and open selection process (21) Replace Youth Representatives position to “Youth Leader” (22) The selection process needs to be decided by youth (23) There are no limits on the number of Youth Leaders for each community. (24) A representative for Youth Leaders in each community will be identified to

represent the community an alternate will also be identified in each community to back up the representative.

(25) The term for Youth Leaders including their representatives will be two years and to a maximum of two terms for each tenant retroactively. There will be some flexibility and exception for youth to come forward of an addition term when no one in the community come forward to be a Youth Leader.

Tenant Engagement Attachment 1 Report: TCSC:2012-23 Page 3 of 3

Youth Council (26) Each Youth Council will meet minimum four times per year (quarterly) to

address ongoing local community issues and to identify opportunity base initiatives available to youth in the local community.

Building Meeting

(27) The Youth Leader will have the shared responsibility of co-hosting building meetings with adult Tenant Representative and staff.

Tenant Council Funds / Use of Space Funds

(28) Representative of Youth Leader will have shared responsibility with adult Tenant Representatives in the decision making process for Tenant Council Funds and Use of Space Funds

Tenant Engagement - Report: TCSC:2012-23 Attachment 2 Toronto Community Housing Corporation

Date : June 1, 2012

Community Health Unit Organization Chart

Integrated Pest ManagerRichard Grotsch

Mental Health LiaisonKola Iluyomade

Community Practice Consultant

Andalee Adamali

Manager, Successful Tenancies

Mary Boushel

Part Time Youth Staff(4)

Coordinator, Tenant EngagementJoseph Ching

Community Revitalization Consultant

William MendesLancefield Morgan

Julio RigoresCarmen Smith

Manager. Community Animation

Gilda Crawely

Manager, Children &Youth Services

Vacant

Coordinator, Social Investment Fund

Nadia Gouveia



Manager, Tenant EngagementMina Bahgat

Administrative Staff(3)

Director, Community HealthVacant

Youth Engagement Coordinator

(10)

Youth Staff(25)


Partnership Funded Part Time Youth Staff

(68)

Tenant Engagement Attachment 3 Report: TCSC:2012-23 Housing Providers- Environmental Scan Contacts - October 2011

Organization General Info # of tenants Tenant-Staff Ratio

Tenant Engagement/ Community Development Activities

Successful Tenancies/ Mental Health Supports

Partnerships

Ottawa Community Housing Ottawa, Ontario

Ottawa Community Housing is the largest social housing provider in Ottawa, and the second largest in Ontario.

330 staff: 3300 Tenants. Staff split into 4 districts by geography. 50% of the staff is maintenance staff. OCH has increased staff capacity to achieve objectives related to community partnerships, tenant engagement and the Safer Communities Program. Four Managers of Community Development have a leadership role in the development of Tenant Associations and initiatives that promote safe and healthy tenant communities.

Tenant engagement activities are funded internally. Community development department is only two years old. They credit their main as goal “attempting to create opportunities that will end ‘social isolation’ by building relationships within communities and creating opportunities to develop ‘social peace.’ Tenant Board (Councils)/ Tenant Associations per building Waste Mgmt Strategy in place. Specific areas of focus include community development and planning, conflict resolution, and support for tenant engagement strategies. Tenant and Community Workers in each district participate directly in these community development initiatives. Organizational culture around tenant engagement is split internally (being “only a landlord” vs. engagement)

100 people per year removed from shelters and placed into social housing with supports (agency with mental health supports) No official mental health framework in writing.

Mental Health Professionals come into communities to support vulnerable tenants. Community Agencies: Although OCH has neither the mandate nor the resources to address the wide variety of needs that are present in OCH communities, collaboration with community agencies has resulted in many innovative programs that respond to tenant needs. Relationships with individual agencies range from referral agreements to the lease of entire OCH buildings. Community Houses: Fourteen OCH communities benefit from Community Houses. OCH typically provides a townhouse where services and activities, such as continuing education courses for adults or homework clubs for children, can be located. Many Community Houses benefit from funding from sources such as the United Way. Some Community Houses also receive funding from the City of


Ottawa to provide salaries for Directors and part-time youth workers. OCH is currently working with Directors of Community Houses to develop a Handbook to promote best practices.

Peel Living Region of Peel, Ontario

Peel Living is the largest non-profit housing provider in Peel and the second largest non-profit landlord in the Greater Toronto area.

70 properties and over 7,100 units.

Information is obtained through resident surveys. Neighbourhood Capacity Support Strategy: Program collaborates with community agencies and residents to provide support services that enhance community engagement and encourage self-sufficiency.

No Mental Health framework in place.

Peel Living staff work with service agencies within the community such as Peel Senior Link and Supportive Housing In Peel to provide necessary services and supports to residents with specific needs.

Housing York York Region, Ontario

Housing York offers many types of housing options from townhouses to apartments, including modified units for people with disabilities. Seniors, families and singles live in Housing York communities.

2,078 units of affordable housing.

Housing York listens to its tenants and keeps them engaged through consistent customer service and communication. Here are some examples: • Expanded tenant content in newsletters, introducing more community stories and education features • Updated website information to include information for applicants and links to many social service agencies that could help both applicants and tenants • Standardized all non-legal tenant

No Mental Health framework in place.

The community agencies listed below provide support and services to Housing York tenants. They help seniors to live independently, provide services to people with physical disabilities, lead early childhood development and parenting programs, and create recreational activities for youth.

• Alternative Community Living

• Canadian Hearing Society

• Canadian Mental Health


communication to make it easier to read and understand • Implemented pro-active service satisfaction surveys to gauge maintenance repairs performance • Completed a signage audit to identify locations where improvements would provide better customer service • Continued consultation with tenants through property meetings and the Tenant Reference Group for feedback to improve services and plans.

Association • Community Care Access

Centre • Community Home

Assistance to Seniors • Community Living

Newmarket/Aurora District

• March of Dimes • LOFT Community

Services • York South Community

Living

City Housing Hamilton Hamilton, Ontario

City Housing Hamilton is the housing corporation owned and operated by the City of Hamilton as the result of an amalgamation in 2006.

CHH consists of 6,234 units spread over 1,265 properties with almost 13,000 residents. With 121 full time professional staff, the City of Hamilton’s Housing Division manages City Housing Hamilton. Property management services are provided by in-house staff.

Supports and develops tenant associations. Hired consultants in 2011 to do feasibility on tenant engagement, in the process of implementing outcomes.

Emerging area of concern, currently mainly a landlord.

Process beginning based on consultant findings.

BC Housing Eight cities across British

BC Housing’s role is to assist British Columbians in greatest need of

1 staff: 3000 units. TCH Community Health Unit larger than entire

Funding is internal (larger contribution from province). Drafting a community development

Seniors Strategy on health and Isolation. Mental Health and Addictions

Community partners do frontline work includes delivering programs and services.


Columbia

affordable and appropriate housing by providing options along the continuum. The housing continuum extends from emergency shelter and housing for the homeless through to affordable rental housing and homeownership. Where there are gaps in the housing continuum, they are addressed through the creation of new housing options or by adapting existing housing.

BC Staff (according to staff member).

plan to be ready in 2013. The four investment pillars are:

1. Early Childhood Intervention and Youth-at-Risk

2. Mental Health and Addictions 3. Poverty 4. Environment

Strategy focused mostly on homeless transitioning into housing.

There are a number of eligibility requirements for charities participating in the Community Connections program, one of the primary criteria being that money raised by our employees may not be applied to housing-related activities that are generally supported by BC Housing's funding streams. The charities chosen are intended to support, enable and empower people who may otherwise be marginalized in society, providing a strong connection to BC Housing's own mandate.

Calgary Housing Company Calgary, Alberta

Calgary Housing Company (CHC) is a City of Calgary owned corporation providing safe and affordable housing solutions to citizens of Calgary.

CHC operates and manages over 10,000 subsidized and affordable housing units and has a variety of housing options for low-income households including duplexes, townhouses and high-rise apartments.

Two facilitated community and social support initiatives support the diverse needs of our customers in the Progressive and Deep Subsidy Housing Programs:

• Coordinated Social Support Program

• Civic Engagement through Coordinated Support

Enhanced In-Home Support: Using the existing network of community agencies, more preventative household support is provided to our residents thereby improving our relationships through increased communication. The outcome of this pro-active approach is in increased trust between Calgary Housing Company and our residents.

Mobile Community Development: CHC collaborates with over 40 agencies to deliver on-site community development. Programming may be brought to residents within CHC managed properties and strives to reach residents in areas not currently serviced by a Community Resource Centre.


Coordinated Outreach And In-Home Supports: CHC collaborates with over 100 agencies to coordinate social supports directly to residents in their homes based on their unique needs. Agencies coordinate with one another and may recruit additional assistance or provide a referral service as required. This is more concentrated, hands-on, one-on-one support with a broader and deeper scope of assistance.

Capital Region Housing Corporation Edmonton, Alberta

Capital Region Housing Corporation's mission is, through a continuum of housing options, to empower families of modest means to become more independent and improve their quality of life.

A number of Capital Region Housing Corporation's residential sites have free-standing buildings that are used as community centres. Non-profit organizations use these facilities, which are provided rent-free, to offer various programs and activities to area residents. Capital Region Housing Corporation also provides townhouse facilities to some organizations. Capital Region Housing Foundation The Foundation is a not-for-profit company incorporated under the Companies Act of Alberta in 2000. The company became a registered charity on September 19, 2002.

Supportive Housing Service: CRHC offers a supportive housing environment to people who may need assistance to maintain quality life in the community. Help is provided by facility managers who are available to talk with the tenants, make referrals to other community agencies, and arrange activities and social events.

Development Partnerships: We are participating in affordable housing development with the following agencies: • YMCA • St. Albert Housing Society • Pembina Housing Authority • Greater Edmonton Foundation Tenant Support Partnerships: Key partners include Meadowcroft Housing Society, E4C, The Mennonite Centre for Newcomers, Edmonton Police Service Neighbourhood Empowerment Team, Beretta Security, and Persons with Developmental Disabilities.


The HOME Program There are 5 steps to The HOME Program, which help guide you through the process of purchasing a new home. The HOME Program covers education, financial help and advice, referral to mortgage and homeownership experts, financial aid and post-purchase support. Counselling and follow-up are important steps of the program, ensuring that households have the resources needed to move towards, achieve and sustain home ownership.

Manitoba Housing and Community Development Various cities in Manitoba

Housing Manitoba – landlord Neighbourhood Alive a subsidiary of Housing focuses on Community development. Two orgs. Merged in 2009.

In Winnipeg, Tenant Service Coordinators (Manitoba Housing representatives) provide tenant relations support services to Manitoba Housing tenants. In rural Communities, a Tenant Service Coordinator or Property Manager assist tenants in accessing assistance, information, and health or social services. They have a unique understanding of, and sensitivity to, the needs of tenants seeking assistance, information and services. The Manitoba Housing representatives are also available to help promote

No Mental Health Strategy in place. Seniors’ support services: • Security systems • Congregate meal programs • Elevator service • Tenant associations or tenant advisory committees • Laundry facilities • Supportive housing • Recreation areas


independent living in the community as long as possible by:

• providing information about health, social services and community programs and services;

• providing information about education and training programs by directing tenants to appropriate resources;

• referring tenants to appropriate support service providers; and

• guiding and assisting tenants or Tenant Associations in coordinating on-site support services.

Tenant Associations in place. Manitoba Housing provides funding for programs and activities that promote wellness, self-development, and community development in our housing communities. We want to work in partnership with Advisory Committees in order to:

• Create healthy communities, • Serve as a unifying catalyst, • Provide input to management, • Provide a diverse range of

recreational programs, relevant services, and volunteer opportunities for residents,


• Find solutions to common problems,

Create opportunities for residents to work in partnership with agencies, the housing authority and their neighbours for positive outcomes.

New York City Housing Authority New York, New York

The New York City Housing Authority (NYCHA) provides decent and affordable housing in a safe and secure living environment for low and moderate- income residents throughout the five boroughs. Simultaneously, we work to enhance the quality of life at NYCHA by offering our residents opportunities to participate in a multitude of community, educational and recreational programs, as well as job readiness and training initiatives.

178,882 apartments in 334 developments (as of March 1, 2011) throughout the City in 2,602 residential buildings. NYCHA has 11,686 employees (as of March 16, 2011) serving 176,273 families and 403,995 authorized residents (as of January 4, 2011). This includes 2,390 Section 8 Transition Households (as of January 4, 2011).

NYCHA has a wide variety of programs offered that are geared specifically to special age or special needs groups such as children, teens, single-parents, seniors, substance abusers, and victims of domestic violence, among others. NYCHA oversees a network of over 400 community facilities that include community centers, senior centers, health care centers, day care and Head Start educational centers. Programs at many of these centers include sports, photography, painting, literacy classes and general education courses, computer training, arts and crafts, childcare feeding and lunch, and senior companion initiatives. NYCHA’s Community Centers and Senior Centers serve as a hub for most of our recreational, cultural and educational programs. Employment and health services are also available. NYCHA collaborates with government agencies and

New York/ New York, III: NY/NY III is an affordable, supportive housing program with a social services component, for nine distinct populations. This housing will be either (1) “congregate”, where supportive services can be assessed on-site within reach of the tenant, or (2) “scattered-site’”, in which individual apartments are rented from existing market housing throughout the City. The populations to be served under NY/NY III include: Youth:

• Young adults aged 18-25 years leaving or having recently left foster care or who had been in foster care for more than a year after their 16th birthdays and who are at risk of street homelessness or sheltered homelessness, and

• Young adults aged 18-25,

The New York City Housing Authority is forging relationships and building partnerships with government, non-profit and private sector partners to improve the quality of services and programs for NYCHA residents. In February 2010, NYCHA established the Office of Public Private Partnerships to identify and recruit partners from the private sector who share the Authority’s vision for improving the lives of our more than 400,000 residents. NYCHA will launch a new period of civic engagement in public housing communities by effectively linking the non-profit sectors to our efforts to enhance the educational, employment, health and cultural needs of NYCHA residents.


community-based organizations to offer an even wider selection of services to the residents of NYCHA and neighbouring communities. Art Programs Education Programs Equal Opportunity Garden Program Health Services Music Programs Performing Arts Recreation Programs Resident Employment Services Senior Services Social Services Sports Programs StudioNYCHA

who have a serious mental illness being treated in a State psychiatric facility or NYS licensed residential treatment facility and are leaving or having recently left foster care and who could live independently in the community if provided with supportive housing, and who would be at risk of street or sheltered homelessness if discharged without supportive housing assistance.

Adults: • Chronically homeless

single adults who suffer from a serious and persistent mental illness (SPMI) or who are diagnosed as mentally ill and chemically addicted (MICA);

• Single adults who are presently living in NYS-operated psychiatric centers or State-operated transitional residences and who could live independently in the community if provided


with supportive housing and who would be at risk of street or sheltered homelessness if discharged without supportive housing;

• Chronically homeless single adults who have a substance abuse disorder that is a primary barrier to independent living and who also have a disabling clinical condition (i.e. a medical or mental health (non-SPMI) condition that further impairs their ability to live independently);*

• Homeless single adults who have completed a course of treatment for a substance abuse disorder and are at risk of street homelessness or sheltered homelessness and who need transitional supportive housing (that may include half-way houses) to sustain sobriety and achieve independent living;*

• Chronically homeless single adults who are persons living with HIV/AIDS (who are clients


of HASA or who are clients with symptomatic HIV who are receiving cash assistance from the City) and who suffer from a co-occurring serious and persistent mental illness, a substance abuse disorder, or a MICA disorder;*

Families: • Chronically homeless

families, or families at risk of becoming chronically homeless, in which the head of the household suffers from SPMI or a MICA disorder;

• Chronically homeless families, or families at serious risk of becoming chronically homeless, in which the head of the household suffers from a substance abuse disorder, a disabling medical condition, or HIV/AIDS;*

Circle (Circle Angila) United Kingdom

Circle's mission is to enhance the life chances1 of its residents by providing great

2,200 staff, Circle (formerly Circle Anglia) manages over 63,000 homes

“We are not just in the business of providing ‘bricks and mortar’. Our mission is to enhance the life chances of residents, support-service users, teams and wider

Across the Group, care and support is provided to over 5,400 people with a wide range of needs including sheltered housing, supported housing for

As Circle Anglia has grown over the past five years to be the leading housing provider that it is today, it has benefited from the collective expertise and


homes and reliable services, and building sustainable communities.

stakeholders by building sustainable communities.” Two million pounds have been invested in this work, which divides into four distinct areas.

• Employment and training • Education and young people • The elderly • Safer and stronger communities

In 2007 the main focus has been on assisting young people. A positive, supportive and stable base, with real potential for a job and a decent home, are the cornerstones of success in adulthood. Enhancing life chances Circle (formerly Circle Anglia) is committed to enhancing life chances: providing facilities, training and education, safe environments and sustainable housing. Life chances are the opportunities each individual has to improve his or her quality of life and are linked to a person's social situation. The opportunities refer to how much access people have to things like food, clothing, shelter, education and health care.

people with mental health needs, learning disabilities and vulnerable young people. Customer involvement has been key to changes in services. EPIC’s Service improvement Groups have continued to scrutinise and help improve performance. This includes the involvement of service users in the recruitment of key staff, and has resulted in a positive direction of travel for all satisfaction indictors, particularly in Specialist Housing Management services.

reputation of its 12 partners.


Our community development activities are key to enhancing life chances. Our themes for investment are based on our sustainable communities’ strategy which looks at children and young people, safe and stronger communities, economic and environmental and health and older people. Resident engagement is embedded in every aspect of our work and helps to shape all of our services. We estimate that over 15,000 residents got actively involved last year in a number of ways; from acting as board members to attending ‘Have your Say Panels’, to joining us on estate inspections.

Item 1 - Tenant Engagement - Toronto Community Housing€¦ · Following Board approval, staff...

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