Community Management Plan - Toronto Community Housing · Housing Services Inc. (hsi) delivers select property management services. There are also subsidiaries related to the redevelopments

Community Management Plan2007–2009

CommunityManagement Plan2007–2009

The Community Management Plan is Toronto Community Housing’srolling three-year strategic plan. It sets out how Toronto CommunityHousing will build and maintainhealthy communities.

The plan is developed with the direc-tion of the Board of Directors. There is extensive consultation with ten-ants, staff and other stakeholders.

Message from the Chair and theChief Executive OfficerThe Community Management Plan2007–2009 clearly sets out the visionfor Toronto Community Housing andthe challenges in making it a reality.In 2007 and beyond, the biggest chal-lenges will be an aging housing stockand the urgent need for governmentsto make needed capital investments.Without these investments, TorontoCommunity Housing will face difficultdecisions about asset maintenance.

In 2007, Toronto Community Housingcelebrates five years of providinghousing for low and moderate incomefamilies. The past five years showToronto Community Housing can makea valuable contribution to the well-being of people and communitiesacross Toronto — but not on our own.We are at our best when we workhand in hand with tenants, communitypartners, foundations and others toachieve our goals. Our future success-es depend on the continuation ofthese partnerships and on the dedicat-ed and talented staff of our company.

We want to thank the nearly 7,800people who took part in consultationsacross the city to help shape thisplan. We would also like to thank ourstaff and many partners for the effortand commitment in meeting past chal-lenges, and their willingness andenthusiasm in taking on challengesthat lie ahead. Our work now is tobring this plan to life and be a posi-tive force for Toronto’s future.

Dr. Mitchell E. Kosny, Chair of the Board of Directors

Derek Ballantyne, Chief Executive Officer

Table of Contents

Message from the Chair and theChief Executive Officer . . . . . . . . . . . . . . . . . . . . . . . 1

About Toronto Community Housing . . 2

What Toronto Community Housing Can Do . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Financial Context . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Community Management Plan at a Glance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Buildings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Communities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Tenants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Toronto Community Housing Community Management Plan 2007–2009

1

• Table of Contents• Message from the Chair and

the Chief Executive Officer

Note: This is an abbreviated version

of the Community Management Plan

2007–2009. For a copy of the full plan, visit

www.torontohousing.ca, contact your local

Community Housing Unit office or send

a request to Toronto Community Housing

at 931 Yonge Street, Toronto, on. m4w 2h2.

An OverviewToronto Community Housing cele-brates its fifth anniversary in 2007. Theorganization is committed to providinghousing for low and moderate incomepeople and working with tenants, part-ners and neighbours to create healthycommunities across Toronto.

TenantsToronto Community Housing’s164,000 tenants include singles, fami-lies, seniors, refugees, immigrantsand people with special needs.

The average rent-geared-to-incomehousehold’s earnings are $14,600 —70 per cent of households areemployed and 30 per cent receivesocial assistance or other benefits.

Tenant ParticipationThere are 357 elected TenantRepresentatives sitting on 27Community Housing Unit Councilsacross the city. This ensures tenantsare part of decision-making thataffects their buildings and communi-ties and allows tenants to work withstaff to solve problems, set prioritiesand allocate resources. Tenants alsoactively participate in social clubs,associations and in developing poli-cies and operational guidelines.

StaffToronto Community Housing has1,400 employees. The majority ofemployees are frontline staff respon-sible for building and property main-

tenance, community safety and community health promotion.

GovernanceToronto Community Housing is incor-porated under the Ontario BusinessCorporations Act. It is governed by a 13-member Board of Directors. TheCity of Toronto is the sole shareholder.

Toronto Community Housing is sub-ject to the Social Housing Reform Actand all legislation that applies to themanagement of rental properties.

OperationsToronto Community Housing has acommunity-based management model.Operations are divided geographically

into 27 Community Housing Units (withabout 2,500 units of housing each). The Community Housing Manager isaccountable for financial, operationaland community health outcomes.

SubsidiariesToronto Community Housing has foursubsidiaries to manage different busi-ness elements. Housing Connectionsmanages the waiting list for all thesocial housing in Toronto and admin-isters rent supplement programs.Housing Services Inc. (hsi) deliversselect property management services.There are also subsidiaries related to the redevelopments of Don MountCourt and Regent Park.


2

As Canada’s largest

landlord and social housing

provider, Toronto Community

Housing has 164,000 tenants

and 58,500 units.

• About Toronto Community Housing

Toronto Community Housing — Household Incomes

Expectations, Mandate and RolesThere are many expectations placedon Toronto Community Housing by tenants, community partners and other stakeholders. TorontoCommunity Housing works extensivelywith community agencies and organi-zations to gain the expertise to createand maintain healthy communities.

The mandate of Toronto CommunityHousing is to provide quality housingfor low and moderate income house-holds and to create community condi-tions that minimize risk and promoteresiliency.

If this mandate is achieved, the following outcomes will result:• buildings maintained

in good repair;• safe communities;• equitable and inclusive

life opportunities;• community access to social sup-

ports and services and connectedto neighbourhood systems;

• tenants organized to influence theinstitutions that govern their lives;

• partnerships to create healthy communities; and

• organizational capacity to meet the mandate.

The reality is that not all buildings are in a good state of repair. Many are old and in need of refurbishment.Most of Toronto Community Housing’stenants are living in poverty. There isa lack of social services and communi-ty programs in many neighbourhoods.

Toronto Community Housing has fourdifferent roles in creating and support-ing community health. In some cases,like building maintenance and repair,Toronto Community Housing is theleader. At times it is the catalyst, by giving an issue the spotlight, suchas the need for youth programs andjobs. Sometimes the organization mayplay the role of convenor, bringingother groups together to work on

an issue, like addressing school programs in a neighbourhood. Finally,it may play the role of participant, representing the needs and interests of Toronto Community Housing’s com-munities, staff or tenants.


3

• What Toronto CommunityHousing Can Do

Investing in the FutureLike other non-profit companies,Toronto Community Housing must workwithin a limited budget to achievethe goals it sets out. Rental revenuesdo not grow with inflation; in fact,they have steadily declined in recentyears while building operating costshave grown faster than inflation.

Over the last five years, TorontoCommunity Housing has focused on reducing operating costs by lower-ing utility consumption and makinginvestments that will cut down on long-term operating expenses.The organiza-tion has also increased non-rental revenues with commercial activities.

According to performance benchmarksfrom the Ministry of Municipal Affairsand Housing, annual operating costsper unit for Toronto CommunityHousing should fall between $2,319and $2,576. In 2006, the organizationspent about $2,450 per unit.

The organization will continue to work to lower long-term costs by finding energy savings and withsome capital investment. However,Toronto Community Housing will stillnot have enough funding to achieveits mandate. In the first year of thisplan, $487 million will be spent on housing operations, $56 millioninvested in communities and theorganization and an additional $138million will be spent on buildingrepairs. The total investment is $682million, but there is only $569 millionin revenues for the year. This meansthe organization must finance theremaining $113 million to implementthe plan.

In 2007, Toronto Community Housingwill place its first corporate debt issueand will use most of the money for cap-ital repairs and building refurbishment.

An excellent debt rating will helpToronto Community Housing inobtaining low cost funding for capitalrepairs and regeneration projects.


4

• Financial Context

(in $ millions) 2007

Housing Operations Revenue $569

Housing Operations Expense $487

Operating Cashflow $82

Operating Cashflow $82

Total Investment 2007 $195

Additional Cash Required $113

Carry Over Capital Investment $18

Withdrawals From Reserves $33

Third Party Financing $62

Additional Investment $113

Operating CashflowRevenue

less

Operating Expense

Additional Cash RequirementOperating Cashflow

less

Building and Communities Investment

Any Additional Cash Requirementmust come through:

• Third Party Financing

• Internal Financing (Reserves)

• External Investment

<<


5

Outcomes: Good State of Repair

• Building Investment Program

• Maintenance Improvement Program

• Utility Cost Management Investment Plan

Outcomes: Better Service to Tenants

• Tenant-Focused Services

• Equitable Service for Tenants

Outcomes: Sustainable Housing Portfolio

• Community Revitalization Projects

• New Housing Built

• Best Use of Buildings

Outcomes: Social Inclusion

• Mental Health and Social Isolation Program

• Anti-Racism Program

• Accessibility Plan

Outcomes: Engaged Communities

• Improved Participatory Planning Process

• Community Governance Models

Outcomes: Good Places to Live

• Safe Communities

• Community Standards Guidelines

• Community Investment Program

• Partnership Framework

• Green Organization

Outcomes: Social and EconomicOpportunities for Tenants

• Leveraging the Procurement Process

• Economic Opportunities for Youth

• Sustainable Livelihood Prototype

Outcomes: Better Access to Community Services

• Seniors Strategy

• Children and Youth Strategy

Outcomes: Good Place to Work

• Building Organizational Capacity

• Organizational Diversity Plan

Outcomes: Learning Organization

• Research and Information Program

• Advocacy Program

• Organizational Capacity Development

Outcomes: Good Governance

• Improved Governance Systems and Structures

• Performance Measurement Systems

• Enhanced Planning Processes

Outcomes: Sound Financial Management

• Improved Financial Controls

• Revenue Improvement

Outcomes: Debt Program

• Corporate Debt Placement

Finance

Organization

Communities

Buildings

Tenants

• Community Management Plan at a Glance


6Improving and Maintaining BuildingsHealthy communities start with goodplaces to live. On average, TorontoCommunity Housing’s buildings are 37years old. Toronto Community Housingplans to balance its capital investmentin items like life safety equipment andbuilding systems with spending thathas a more direct impact on tenants’quality of life (like replacing oldkitchens and bathrooms). Without significant new reserves, TorontoCommunity Housing will continue to be challenged to keep all units in a good state of repair.

Toronto Community Housing is workingtoward better service to tenants.According to the 2006 Tenant Survey,this is very important to tenants. Overthe course of this plan, the organiza-tion will work to make sure tenantshave equal access to service across theorganization, whether in directly man-aged or contract managed buildings.

Also, Toronto Community Housing is committed to a sustainable housingportfolio. When communities are revi-talized, the current number of subsi-dized units will stay the same and,where possible, more will be added.The goal is to create mixed income,mixed tenure communities.

Strategies and InitiativesOutcome: Good State of RepairBuilding Investment Program• Continue the $100 million, four-

year Building Renewal Program in 19 communities.

• Upgrade kitchens and bathroomsusing the three-year, $75 millionUnit Refurbishment Program.

• Improve the quality of data usedfor asset investment planning andcreate a longer planning cycle.

Maintenance Improvement Program• Put into place a standard preventive

maintenance program for all units. • Adopt a pest control approach that

combines pest biology informationwith tenant education.

• Create a repair and cleanliness program to respond to tenant concerns about building cleanli-ness and quality of repairs.

Utility Cost Management Investment Plan• Offset utility costs through contin-

ued investment. • Continue to lower water consump-

tion by replacing fixtures, using the Water Demand ManagementProgram.

• Continue to install energy efficientappliances and light bulbs andmake other energy efficiencyimprovements as part of the EnergyDemand Management Program.

Good State of Repair• Building Investment Program• Maintenance Improvement

Program• Utility Cost Management

Investment Plan

Better Service to Tenants• Tenant-Focused Services• Equitable Service for Tenants

Sustainable Housing Portfolio• Community Revitalization Projects• New Housing Built• Best Use of Buildings

Buildings

Outcomes Strategies and Initiatives


7• Work with partners to pilot the use

of co-generation technology (a wayof generating heat and electricpower at the same time from thesame energy source). This will con-tribute to green goals and maygenerate modest revenue.

Outcome: Better Service to TenantsTenant-Focused Services• Develop and implement a training

program for staff with serviceresponsibilities, focusing on serv-ice improvement.

• Reduce the cost of tenancy management and improve serviceby replacing the TenancyManagement System and providingenhanced staff training.

Equitable Service for Tenants• Create service equity between direct

and contract managed communities. • Work towards equal service for

all tenants. This includes reviewingresource allocation and examininghow to use service tools for contract managed sites.

• Review contract management serv-ices before contracts expire at theend of 2007.

Outcome: Sustainable Housing PortfolioCommunity Revitalization Projects• Continue with community revital-

ization initiatives in communitieswhere housing and social out-comes cannot be achieved withoutmajor physical renewal.

• Deliver the first units in the Don Mount Court revitalization,Rivertowne.

• Implement the first phase of the Regent Park revitalization.

• Enable tenants to participate in the revitalization effort in Lawrence Heights.

New Housing Built• Explore potential for increasing the

amount of housing (both subsidizedand market) at Toronto CommunityHousing sites with low densities.

• Support city building initiatives by being involved in the develop-ment of mixed communities suchas the West Donlands and theRailway Lands.

Best Use of Buildings• Identify and analyze building assets

that do not perform well and devel-op a program to ensure the bestuse is made of all buildings.

Creating Healthy CommunitiesToronto Community Housing invests in physical and community assets tobuild and maintain healthy communi-ties. Healthy communities are placesthat are inclusive, where tenants havethe ability to make decisions and influ-ence the institutions and civic process-es that affect their lives.

To achieve social inclusion, TorontoCommunity Housing focuses onopportunities to end different formsof exclusion. In community consulta-tions, tenants and community agen-cies agree that better decisions aremade in engaged communities, whenboth tenants and community mem-bers are involved. This kind of feed-back is the reason Toronto CommunityHousing is improving and expandingthe innovative Tenant ParticipationSystem. The organization will contin-ue to invest in community safety andwork in partnership with the commu-nity to provide good places to live. A key part of this is finding opportuni-ties for groups that are systematicallymarginalized.

Strategies and InitiativesOutcome: Social InclusionMental Health and Social Isolation Program• Connect tenants to existing

community services. • Use three pilot projects to find

ways to better support tenantswho are socially isolated or dealing with mental health issues.

Anti-Racism Program• Implement three study circles

in 2007, evaluate their effective-ness and develop a company wideprogram using opportunities likeAfrican Heritage Month to openlydiscuss racism and bias in theorganization and in communities.

Accessibility Plan• Implement an investment plan

to improve accessibility in TorontoCommunity Housing communitiesby removing barriers for personswith disabilities.

Social Inclusion• Mental Health and Social

Isolation Program• Anti-Racism Program• Accessibility Plan

Engaged Communities• Improved Participatory

Planning Process• Community Governance Models

Good Places to Live• Safe Communities• Community Standards Guidelines• Community Investment Program• Partnership Framework• Green Organization


8

Communities



9Outcome: Engaged CommunitiesImproved Participatory Planning Process• Work with tenants to improve and

expand tenant participation in busi-ness planning and decision-making.

• Improve support to Tenant Councilsand elected Tenant Representatives.

Community Governance Models• Explore new models of community

governance with community mem-bers and tenants.

• Work with communities to developthe capacity for self-governance.

Outcome: Good Places to LiveSafe Communities• Continue to deliver effective

enforcement services and use community development work to improve community safety.

• Develop pilot programs of alternateapproaches to community safetyplanning and the delivery of com-munity safety services in TorontoCommunity Housing communities.

Community Standards Guidelines• Develop guidelines and approach-

es to address anti-social behaviour.• Work with tenants to implement

approaches to reduce anti-socialbehaviour.

Community Investment Program• Evaluate Toronto Community

Housing’s investment in the SocialInvestment Fund, which supportscommunity capacity developmentand funds community developmentactivities.

• Make improvements to the fund so it is as effective as possible.

Partnership Framework• Organize an annual partnership

forum to build relationshipsbetween Toronto CommunityHousing and partners in the community.

Green Organization• Develop a green culture at Toronto

Community Housing using pro-grams, communication, education,training and standards.

• Develop and implement awarenessand training programs to reduceToronto Community Housing’simpact on the environment.


10

Tenants

Responding to Tenant NeedsFor households where the averageincome is just $14,600, addressingbasic needs, such as buying groceriesand paying for public transit, is a chal-lenge. Living with poverty results insocial exclusion, economic and socialmarginalization and disempowerment.For seniors and young people the sit-uation is often worse.

Access to social and economic oppor-tunities is an important part of com-munity health. That is why this is a pri-ority for Toronto Community Housingover the three years of this plan.

Toronto Community Housing’s role is to link tenants with services intheir communities. The organizationwill participate in programs that create social and economic opportunities for tenants. Wherethere is a lack of community servic-es, Toronto Community Housing willwork to help get these services deliv-ered. Toronto Community Housing’stenants have clearly voiced the needfor better access to community services and economic opportunities.

Strategies and InitiativesOutcome: Social and EconomicOpportunities for TenantsLeveraging the Procurement Process• Develop a value-based procurement

policy which can achieve economicdevelopment goals by using theorganization’s purchasing power to increase access to contracts fortenants and tenant-led businesses.

Social and Economic Opportunitiesfor Tenants• Leveraging the Procurement

Process• Economic Opportunities for Youth• Sustainable Livelihood Prototype

Better Access to Community Services• Seniors Strategy• Children and Youth Strategy

Outcomes

Strategies and Initiatives


11Economic Opportunities for Youth• Work with businesses, schools,

labour and other community part-ners to give young people workopportunities, education optionsand life skills.

• Continue business plan competi-tions and other projects to encour-age youth entrepreneurship.

• Host a forum to connect youngpeople with employers and thosewho provide funding.

• Support internships for youth with-in the organization and with otheremployers working for TorontoCommunity Housing.

Sustainable Livelihood Prototype• Start a program to learn how fami-

lies can achieve a sustainableincome through the creation of eco-nomic opportunities and support.

• Demonstrate how government and other assistance can reducepoverty levels in Toronto.

Outcome: Better Access to Community ServicesSeniors Strategy• Review issues associated with

seniors housing and well being. • Identify buildings to be reserved

exclusively for senior tenants. • Create links to community support

for senior tenants. • Build requirements into the organi-

zation’s accessibility, maintenanceand building renewal plans that willhelp tenants who are aging-in-place.

Children and Youth Strategy• Help all children participate

in programs by removing existingbarriers.

• Direct increased resources to innovative youth programs.

• Create youth-friendly spaces.• Connect young people to resources

in their communities.

Living with poverty results

in social exclusion, economic

and social marginalization

and disempowerment.


12Creating a Healthy OrganizationA healthy workplace makes it possi-ble for Toronto Community Housingto achieve its mandate. In 2006,Toronto Community Housing staffparticipated in a survey and in work-shops that helped them to measurehow healthy the organization is, andto determine what makes a healthyworkplace. The results show thatoverall, Toronto Community Housing isa good place to work because of goodteamwork, staff-manager relationshipsand the priority of excellent service.The results also show there is room for improvement. Employees want to build their knowledge and skills,want more opportunity for growth and development, want to be more

engaged in decision making and wanta healthy work-life balance.

Building organizational capacity(with skills development) and imple-menting a diversity plan will helpToronto Community Housing contin-ue to be a good place to work.Formalizing a research and informa-tion program and supporting tenantswith an advocacy program will help cre-ate a learning organization. To ensuregood governance, the organization willreview governing systems and struc-tures, invest in performance measure-ment and improve planning processes.

Strategies and InitiativesOutcome: Good Place to WorkBuilding Organizational Capacity• Help staff to develop and improve

job skills. • Create an orientation program

for new staff. • Implement the Healthy Workplace

action plans in each unit.

Organizational Diversity Plan• Conduct a workplace diversity

survey. • Identify and remove barriers

to hiring a diverse workforce. • Set goals so that the diversity in

Toronto Community Housing’s work-force reflects that of the community.

Organization

Good Place to Work• Building Organizational

Capacity• Organizational Diversity Plan

Learning Organization• Research and Information Program• Advocacy Program• Organizational Capacity

Development

Good Governance• Improved Governance Systems

and Structures• Performance Measurement

Systems• Enhanced Planning Processes



13Outcome: Learning OrganizationResearch and Information Program• Develop a research program.• Strengthen links with the academic

and research communities.• Enhance staff learning and devel-

opment opportunities.

Advocacy Program• Advocate for the funds to deal

with Toronto Community Housing’sdeferred capital repairs.

• Support those who are workingtoward changes in income sup-port programs for low-incomehouseholds.

Organizational Capacity Development• Share Toronto Community

Housing’s experience in innovationand engagement.

• Improve the organization’s webpresence and make more informa-tion available online.

• Host a Toronto Community Housingconference for staff, tenants andother stakeholders to share withand learn from each other.

Outcome: Good GovernanceImproved Governance Systems and Structures• Review governance systems and

structures, including board gover-nance practices.

• Enhance the internal reviewprocess to identify and reduceareas of risk.

Performance Measurement Systems• Strengthen accountability

by investing in a performancemeasurement system.

• Put in place regular public report-ing on the performance of sub-sidiary companies and any commu-nities that move to a communitygovernance model.

Enhanced Planning Processes• Improve the planning process

to coordinate planning across the organization.

• Increase the level of staff, tenantand stakeholder participation in planning.

• Set goals for community involve-ment in future planning efforts.


14Realizing Financial SustainabilityToronto Community Housing has to remain financially strong so that it can continue to invest in communi-ties. Over the last five years, TorontoCommunity Housing has reduced its costs and supported investment in the portfolio. Even so, the organiza-tion faces many financial challenges.Aging buildings, increased utilitycosts and decreasing revenues fromgeared-to-income rents make it diffi-cult to maintain manageable costs.Toronto Community Housing mustcontinue to use sound financial management practices.

Toronto Community Housing has a debt of about $1 billion. Currentlythis is held as fully insured mort-gages. Redevelopment initiatives,continued investment in capitalrepairs and building refurbishmentrequire a debt program.

Strategies and InitiativesOutcomes: Sound FinancialManagementImproved Financial Controls• Buy new financial and purchasing

systems that cost less to maintainand provide real-time information.

• Implement value-based procure-ment, a purchasing system thatensures buying decisions have goodvalue economically and socially.

• Provide financial control training to all staff with delegated financialauthority.

Finance

Sound Financial Management• Improved Financial Controls• Revenue Improvement

Debt Program• Corporate Debt Placement



15Revenue Improvement• Analyze geared-to-rent revenue

patterns to find where staff effortshould be focused to ensure quality and consistency of rentcalculations.

• Continue to adjust non-rental tenant services to the low end of market rates.

• Continue to develop additional revenues through signage, energypartnerships and enhancing serviceofferings through telecommunica-tion providers.

• Request an annual subsidy adjust-ment from the City of Toronto(Service Manager) to compensatefor decreased geared-to-incomerent revenue and rising utility costs.

Outcomes: Debt ProgramCorporate Debt Placement• Use credit rating to get financing

in the public and private debtplacement market.

• Obtain $150 million to $200 millionin 2007 and use $90 million of thisfor capital repairs and buildingrefurbishment.

Revenue: Housing Operations — $569 Million

Expenses: Housing Operations and Investment — $682 Million

Implementing the CommunityManagement Plan 2007–2009The Community Management Plan provides direction for TorontoCommunity Housing. As each initiativeis implemented, it brings TorontoCommunity Housing closer to achiev-ing its mandate.

Previous Community ManagementPlans have identified principles of implementation. These principlesguide staff as initiatives are rolled out:• engagement;• communication;• managing change;• managing day-to-day operations;• openness to options;• monitoring, evaluating

and reporting.

All of the strategic initiatives in the Community Management Plan2007–2009 have measures and targets that will be monitored withregular progress reports. Visit TorontoCommunity Housing’s website atwww.torontohousing.ca to see quar-terly reports that go to the Board ofDirectors and for other news on thestrategies and initiatives that are list-ed in this plan.


16

• Implementation

As each initiative is imple-

mented, it brings Toronto

Community Housing closer

to achieving its mandate.

For more information about TorontoCommunity Housing please visitwww.torontohousing.ca.

For information about the waiting listfor social housing please visitwww.housingconnections.ca.

For construction and maintenancesolutions please visit www.housingservices.ca.

For information about Regent Parkplease visit www.regentpark.ca.

For information about Don MountCourt please visit www.donmount.ca.

+

931 Yonge Street, Toronto, Ontario m4w 2h2 Tel: (416) 981-5500 www.torontohousing.ca

Published by Toronto Community Housing, February 2007Designed by Ricksticks Inc. www.ricksticks.com

Documents

Community Management Plan - Toronto Community Housing · Housing Services Inc. (hsi) delivers select property management services. There are also subsidiaries related to the redevelopments