� Presentation to TCHC Board of Directors Directors Service Manager Assessment Rob Cressman, City of Toronto Ian Smith, OCG Consulting Caryl Arundel, OCG Consulting July 28, 2015
� Overview of Presentation 1. Context 2. OCG Presentation of Findings 3. Next Steps
� Service Manager Assessment � Led by Shelter, Support and Housing Administration at the City of Toronto � Supported by OCG Strategy and Organization Consulting � In collaboration with TCHC through regular Project Reference Group meetings
� ������������������� � The City Manager's Office is responsible for the development and maintenance of Shareholder Directions. � For City-owned corporations, such as TCHC, Council as the Shareholder approves Shareholder Directions to the Boards Shareholder approves Shareholder Directions to the Boards of Directors. � City Council-approved Shareholder Directions set out specific requirements for each corporation with respect to mandate, governance, program management, reporting and accountability mechanisms, and board structure. � The City as the Shareholder also holds an Annual General Meeting in which Council, as the Shareholder, considers a corporation's annual report and financial statements.
� ����������������������� � Shelter, Support, Housing and Administration takes the lead in this role � Service system manager of housing and � Service system manager of housing and homelessness programs: � Ensures compliance with legislation and local rules � Provides oversight and support � Administers funding
Operational Reviews Goals: � To ensure Housing Providers are operating and governing effectively, in a manner acceptable to governing effectively, in a manner acceptable to the City of Toronto � To ensure Housing Providers are in compliance with the legislation and City-signed agreements � To assist the Social Housing Unit in assessing capacity to meet legislated requirements and assess continued viability
� ������������������� � A standard procedure and part of due diligence in administering social housing � Components of review: � Components of review: � operating procedures, including governance, � financial management, � administrative procedures, � occupancy administration, � maintenance management � asset management � Performance is measured against requirements set out in the Housing Services Act (HSA), Operating agreement and City Guidelines.
� ������������������������������ � TCHC is a large, sophisticated organization so the operational review process was changed and tailored to meet the goals of an operational and tailored to meet the goals of an operational review � Used consultants to complete the review � Created modified objectives
� Key Objectives � Review and assess the expectations, requirements and alignment of TCHC with: � Housing Services Act � Shareholder Direction � Operating Agreement � � Other City policies and directives � Review and assess current organizational capacity and resource allocation of TCHC in light of the above and strategic plan and business objectives � Review and assess the working relationship between the City and TCHC � Focus on the future expectations and capacity of TCHC � Work in collaboration with TCHC in completing the assessment
10 ���������������� ����������� ����������� ������������������������ ������
11 ���������������������������������� � Part One: Executive Summary – TCHC overview and environmental influences – Key issues and recommendations � Part Two: Technical Report – Organizational and operational context – Organizational and operational context – Detailed analysis – Appendices 11
���������������� � The Assessment considered four specific areas: – Mandate – Relationship with City – Organizational Capacity – Organizational Resource � The Assessment also included a detailed review of TCHC’s strategic � The Assessment also included a detailed review of TCHC’s strategic planning process and the Asset Management and Resident & Community Services divisions � Focus on existing mandate and organization and relationship to the City and other key stakeholders. It did not include: – An assessment of alternative governance or financial models – A review of existing subsidiary corporations – A detailed financial audit or standard operational review – A review of the physical state of the buildings or the requirements to 12 bring them to a state of good repair
13 ������������������� � Included three main components: – Review of various documents including TCHC’s existing strategic plan and corporate goals, applicable legislation, and the Shareholder Direction and Operating Agreement – Interviews and focus groups with TCHC staff, Board members, City staff, Office of the Commissioner of Housing Equity, and City staff, Office of the Commissioner of Housing Equity, and tenant representatives (between January – March 2015) – Comparative analysis of other large housing providers � Ongoing input and communication with: – Project Reference Group – City Staff Team: Shelter, Support & Housing and City Managers’ Office – Presentations to senior staff at the City and at TCHC 13
������������������ � TCHC, as currently organized and managed, is moving in the right direction in terms of its focus, priorities and operations � TCHC has various strengths it can build on, such as staff dedication and commitment and a history of tenant engagement, to better serve its tenants � However, there are issues and challenges that need to be However, there are issues and challenges that need to be addressed if TCHC is to efficiently and effectively meet its service expectations and requirements 14
15 ������� �����!��� ISSUE: A broad, permissive mandate is clearly set out in the Shareholder Direction but TCHC has been increasingly challenged to address priorities consistent with its mandate and other informal, non-mandated directions that go beyond its defined functions as a social housing landlord and are not adequately resourced. � The broad permissive mandate requires that TCHC set clear priorities. These priorities are not always understood or supported by the Shareholder. � Mandate (business activities) includes some activities that are not consistent with rental social housing landlord mandate. � Increasing directions and add-on expectations from City take attention, time and resources from mandated priorities. 15
16 ��������!�����������!��� 1. TCHC should engage the City as Shareholder and Service Manager in a process to establish and agree on clear priorities, service expectations and funding required to deliver on the defined core mandate. 2. TCHC and the City should work together to develop a process to communicate and confirm any additional “informal” add-on directions from the City. This process should include the review of the funding, operating, performance, and/or accountability implications and requirements of these informal directions and provide for the negotiation of additional funding if required. 16
17 �������"������#��������������$�� ISSUE: There is a lack of attention to the management of the relationships between the City and TCHC which leads to confusion and limited collaboration on shared City/TCHC issues and interests. � Multiple and complex relationships are evolving: – Shareholder – Shareholder – Service Manager – City Council – Mayor and Councillors – City programs and services – City administration 17
18 ��������!������������#��������������$�� 1. The City should coordinate its roles as Shareholder and Service Manager and confirm its expectations of TCHC as part of an effort to more actively manage the relationship. In addition, TCHC needs to communicate the conditions it considers important for a successful and strong relationship. 2. 2. The City as Service Manager should use the tools and processes, The City as Service Manager should use the tools and processes, including dedicated staff liaison, reviews and revisions to the Operating Agreement, to more actively develop and manage the service relationship with TCHC. 3. TCHC and the City as Service Manager should continue to proactively identify opportunities for partnerships and collaborations, especially in areas that may reduce costs or benefit tenants. 18
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