Annual Unit Inspection Results Item 7 March 3, 2016 Resident Services Committee

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1 Page 1 of 6 Annual Unit Inspection Results Item 7 March 3, 2016 Resident Services Committee Report: To: RSC: Resident Services Committee (RSC) From: Vice President, Asset Management Date: February 19, 2016 Strategic Plan Priority: Quality Homes: Improve Building Conditions Maintain the Condition and Quality of New and Repaired Buildings PURPOSE: To provide the Resident Services Committee with the results of the 2015 Annual Unit Inspections and describe the processes in place to use and respond to the product information. RECOMMENDATION: It is recommended that the Resident Services Committee receive the report for information and discussion. REASONS FOR RECOMMENDATION: The information contained within the following report provides the RSC with the requisite detail and information necessary to meet its responsibilities as set out in its Charter.

2 Page 2 of 6 BACKGROUND: On an annual basis, Toronto Community Housing Corporation (TCHC) conducts in-suite unit inspections to check life safety related points, collect detail on capital repair needs and assess overall unit conditions. The inspection process provides information on the state of unit interiors and assesses risk related to life safety, building standards and vulnerable resident identification. The inspection points fulfil legislative requirements for inspection and feed strategic planning activities including capital planning, the state of good repair in your unit program and unit condition management. At the conclusion of the inspection period, work orders are generated to manage the follow up steps prescribed within each respective inspection issue. These include work orders to guide: Superintendents to conduct additional maintenance work required to achieve compliance among those issues that are TCHC s responsibility. Superintendents to re-inspect units to assess whether compliance was achieved with respect to fire hazards encountered during the annual unit inspection (blocked doorways, pathways, minor balcony clutter, etc.) among those issues that are the tenant s responsibility. Tenant Services Coordinators (TSC) to process Tenant charge backs where applicable (where repair work was conducted in relation to a tenant created infraction). Operating Unit Managers to coordinate scheduling integrated team meetings to begin assessing residents with the potential need for additional social service support (where resident vulnerability has not been fully determined).

3 Page 3 of 6 EXECUTIVE SUMMARY: Completion Rates 99% of units were inspected in 2015 with only 719 remaining incomplete due to issues with access (i.e. unit was secured with an unauthorized lock, unrestrained pet was present, etc.). Attempts to access these units will continue during Q Life Safety Inspection Points A push to repair/replace smoke alarms, CO2 detectors and Window Locks and Screens over the past several years has rendered TCHC units safer. Declines among the number of smoke alarms and window apparatus requiring attention indicate an increased compliance among residents to keep the life safety elements of the unit in good condition. During the inspection process, Superintendents also replaced fire signs and door closers as well as took note of blocked pathways and other fire hazard for tenancy management follow up. This will include sending violation notices, levying tenant charges (where applicable) or requesting to meet to resolve more persistent (year-over-year) occurrences.

4 Page 4 of 6 Pest Management / Environmental Points 79% of the portfolio was free from any pest problems with only 2% exhibiting the presence of a Major level of pest infestation. 11,000 units (19%) were assessed as having a minor level of infestation. Those with Major infestations were immediately scheduled for treatment while those with minor treatment needs will be scheduled in bulk (by building) during Q There are 155 units with Major mould accumulations and another 1,600 with Minor accumulations. Mould remediation was ordered for all affected units. The data on pests and mould accumulation will inform planning around where full building treatment approaches are most suited. Capital Repair Inspection Points The state of repair of kitchen, bathroom and lloor components were assessed along with the presence of any water penetration. 81% of units achieve a pass rating among all four categories while only 1% were rated as fully failing. 8-9% of units had issues among one of the respective component categories and only 3% exhibited signs of water penetration requiring follow up. This information will used for capital planning of the interior repair needs (including allocating capital budget to failed components) and help to inform budget needs for demand maintenance within the specific Operating Units. Positive trending among all the capital components illustrates the value of programs like the State of Good Repair in your unit program and the shifting focus of Superintendents to demand maintenance repair in units since centralizing service delivery to capital building components to the Facilities Management Division. Unit Condition Inspection Points The annual unit inspection includes an assessment of the overall condition of the unit including the level of accumulated clutter (in the unit and on the balcony) and the general quality of housekeeping. Staff are trained with scales to assist in measuring where a unit scores in terms of clutter and cleanliness as well as with criteria defining when immediate intervention is required to address a resident that is very clearly at risk. 94% of residents reside without any concerning level of clutter while 1% (456 Units) have accumulated a concerning level of items (7-9 on a 9 point scale). 5% of units (3,144 Units) were rated at an intermediate level (4-6 on a 9 point scale) and present a risk to escalate to the top end of the scale. 4% of units (2,364 Units) were rated as having poor levels of housekeeping. Balconies continue to be used too frequently to act as additional storage and further complicate the risk. It was among the two categories that experienced a nominal increase with 731 Units assessed at a Major level of accumulation and another 7,000 with Minor levels.

5 Page 5 of 6 25 units inspected presented a significant enough cumulative concern that they required immediate intervention by Asset Management and Resident and Community Services staff (due to a combination of clutter, cleanliness and perceived personal support need). Although the gross number of units with clutter and cleanliness issues has reduced over the past year, there remains a need to closely manage improvement as each individual units presents a risk to life safety (fire hazards), promotes an environment for pests and generally compromises the state of repair of those affected units. UNIT CONDITION FOLLOW UP: The Unit Condition Follow Up process is defined for prioritizing the management of units where: The clutter rating is at 7-9; Unit Cleanliness is rated as Poor; Urine/Feces is found in the unit where it doesn t belong; Major Balcony Clutter is present. The Easytrac service requests are assigned to the area Operating Unit Manager to initiate the Unit Condition Follow Up process and coordinate integrated teams to: Inform residents of the inspection results and schedule a follow up inspection appointment. Request a meeting to discuss and develop a plan to resolve the issues identified. Identify any perceived needs for support (as necessary for vulnerable residents). Resolving Unit Condition issues often requires collaboration. Once a follow up inspection occurs, the Operating Unit Manager may determine the need for an Integrated Team approach to resolution. The interdisciplinary team is comprised of the TSC, Superintendent, Operating Unit Manager and CSC (Resident and Community Services). The teams utilizes a prescribed process to provide supports to residents whom may be experiencing vulnerability and bring units back to a safe condition. In extreme cases, external support providers and resources within the City of Toronto (i.e. SPIDER program, Housing Stabilization funding, Hoarding Network, etc.) can be engaged to strengthen the intervention. Where these approaches do not elicit improvement, an application can be made at the Landlord and Tenant Board to terminate the tenancy based on the impairment of safety and/or wilful damage of the unit. This step affords the possibility of a mediated settlement with the resident to seek a resolution to the issue.

6 Page 6 of 6 IMPLICATIONS AND RISKS: The effective completion of the annual unit inspection processes mitigates the risks related to life safety, fire safety and compliance with legislated building standards. Failure to adequately manage these risks could result in fines from regulators and/or, in worst case scenarios, injury or death of a Resident or Staff member. The Annual Unit Inspection process affords TCHC with a substantial opportunity to assess the potential vulnerability of a resident. Effective management of the process assists in supporting successful tenancies and preventing the negative personal and community impacts of unsupported vulnerability. The process is also a lever to more comprehensively assessing the capital repair needs of our building interiors. This information is imperative to successfully prioritize and plan capital investment towards preserving assets, extending the useful life of our housing stock and optimizing the availability of social housing for those in need. SIGNATURE: Graham Leah Graham Leah Vice President, Asset Management ATTACHMENT: AUI Summary Results STAFF CONTACTS: Graham Leah, Vice President, Asset Management graham.leah@torontohousing.ca Richard Grotsch, Manager, Integrated Pest Management richard.grotsch@torontohousing.ca