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2012 Successful Tenancies Strategy
Item 8March 26, 2012
Tenant and Community Services Committee
To: Tenant and Community Services Committee Report:
TCSC:2012-15
From: Chief Executive Officer (Interim)
Date: February 27, 2012 Page 1 of 4 PURPOSE: To provide the
Tenant and Community Services Committee with an overview of the
Successful Tenancies strategy and priorities for 2012
RECOMMENDATIONS: It is recommended that the Committee receive this
report for information. REASONS FOR RECOMMENDATIONS: Background
Successful Tenancies is a strategic focus in the 2010-2012
Community Management Plan and a priority for 2012. In 2010 and
2011, the work was divided in 3 different areas of work:
eviction prevention for non-payment of rent and implementation
of the LeSage report approval and implementation of the Mental
Health Framework seniors strategy
Staff often become aware of tenant challenges when it also
becomes a challenge for Toronto Community Housing. A common example
is when staff find excessive clutter, pest infestations or
unsanitary living conditions. As a result, the work was expanded to
include excessive clutter, unit condition follow-up and integrated
pest management. Vulnerability is a common theme in all of these
areas of work and it is a reality we cannot ignore. An estimated
8,900 adults (7% of TCH households) have a mental illness serious
enough to qualify for supportive housing. Toronto Community Housing
is also home to a growing number of seniors. There are over 10,000
households with someone over 75, with 30% are in mixed family
buildings. A vulnerable tenant is one who:
1) is having difficulties coping with the activities of daily
living or meeting their obligations as tenant because of a physical
disability, mental illness, cognitive impairment, or substance
abuse; AND
2) does not have the support they need to maintain their health
or housing.
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2012 Successful Tenancies Strategy Report: TCSC:2012-15 Page 2
of 4
Age, mental health and physical ability are not predictors of
housing success. Most tenants with ability differences succeed in
housing as responsible tenants and, good neighbours. However, many
vulnerable tenants may not have consistent supports or may find
their physical and mental health in crisis due to changes in their
life or the loss of supports. Progress and Desired Outcome In 2012,
the Successful Tenancies work will coordinate elements of all of
the 2010-2011 work into a comprehensive and coordinated approach.
“Successful Tenancies” are tenancies where:
1. Toronto Community Housing meets its obligations as a landlord
to provide clean, safe buildings;
2. Vulnerable tenants are supported so that they meet lease
obligations and thrive in their communities; and
3. Toronto Community Housing uses fair, consistent and
accountable processes when tenants do not meet their lease
obligations and when evictions or other legal processes need to be
pursued.
Progress made by Toronto Community Housing in 2011 includes:
increased face-to-face contact with tenants; increased Health
Promotion Officer involvement in tenancy matters; reinstated rent
collection activities; improved staff capacity including two expert
positions in mental health and integrated
pest management; new service partnerships new policy on
Evictions for Cause new tools and standards for units inspections
for high risk conditions such as
extremely unsanitary housekeeping, major pest infestations and
excessive clutter Additional details can be found in the CMP
Quarterly progress report (See TCSC 2011 CMP Progress Report),
Mental Health Strategy Update (November 24, 2011, TCSC:2011-15) and
LeSage Review and Eviction Prevention Update (January 30, 2012,
TCSC:2012-04). Priorities for 2012 Our front-line teams are the
ones responding to tenant and building issues on a daily basis. Our
priority must be to provide them with the in-house support, tools
and information they need as they collect the rent, tackle
challenging tenancy issues, and support harmonious communities.
This will be done through:
1. a review and realignment of Community Health staff roles to
better support successful tenancies
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2012 Successful Tenancies Strategy Report: TCSC:2012-15 Page 3
of 4
2. a “one-stop-shop" with expertise to support teams in
developing partnerships and interventions for high needs buildings
or complex cases successful tenancies team intervention and support
(mental health liaison,
integrated pest management, etc.) support to operations in
prioritizing unit inspection results and follow-up support to
operations around rent collection and arrears
3. implementation of performance measures, tools and processes
for fair and consistent tenancy management (e.g. RGI processes,
rent collection and implementation of the policy on evictions for
cause)
Staff will also build on progress in 2011 to scale up service
partnerships on-site in buildings with significant numbers of
vulnerable households (high needs buildings and in the seniors
portfolio). A promising practice that will complete its first cycle
is the peer-to-peer initiative: ten tenants are being trained to
become peer support workers and will apply their skills to provide
drop-in and recovery support groups in four communities. Following
up on the improvements to the unit inspection process, staff are
rolling out training for front-line teams on excessive clutter,
hoarding and other challenging unit conditions. The Integrated Pest
Management work will increase supports available to tenants who
need help preparing their unit for pest treatment; stronger
controls over bed bug treatments; and a booklet and ongoing
education of staff, contractors and tenants. Finally, other areas
of the Eviction Prevention Work Plan will be completed in 2012,
including updated rent review process, guidelines and letters.
IMPLICATIONS AND RISKS: The philosophy and framework for successful
tenancies represents a shift in processes, systems, behaviours and
structures across Toronto Community Housing. Success is dependent
on alignment of staff priorities and resources, buy-in from
partners and community agencies, and collaboration with the City.
Timely identification of and supports to vulnerable tenants along
with clear tenancy management practices and documentation are
central to meeting our obligations as a landlord. To sustain
momentum from 2011, this work must continue to be a priority in
2012 and beyond. “Len Koroneos” Len Koroneos Chief Executive
Officer (Interim)
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2012 Successful Tenancies Strategy Report: TCSC:2012-15 Page 4
of 4
Attachment: 1: Unit Condition 4-stage follow-up process 2: Case
Study 3: Clutter Image Rating Tool Staff Contact: Deborah
Simon...............................................................
416-981-4355
Chief Operating Officer ................
[email protected] Mary Boushel
..................................................................
416-981-4230Manager, Successful Tenancies
[email protected]
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UNIT CONDITION 4-STAGE FOLLOW-UP PROCESS
IdentifyUse standard criteria to assess health and
safety of units.
PlanWork with tenant to develop a plan
Follow-Up / ResolutionFollow-up visits to ensure progress. Use
eviction notices as tool.
NotifyClear and effective communication with tenants,
staff and stakeholders
Meet & Develop Plan with Tenant
Discuss in person condition of unit. Set out
minimum expectations of what needs to be
cleared or cleaned. Agree on a plan
together. Use Follow-up Meeting Kit * as a
guide to discussing our concerns and to
develop plan with tenant.
Provide fact sheet for tenant and information
on some relevant resources. Offer to connect
them to supports.
Ask tenant to sign Consent to Disclose
form.
Take photos if possible.
Set follow-up inspection schedule, including
next inspection date. Shorter timelines for
more serious cases.
After meeting, send letter within one week
confirming details of meeting and plan.
Document in EasyTrac
*Follow-up Meeting Kit includes Clutter
Image Rating Scale, Follow-up Unit
Inspection Tool, 2 copies of Consent to
Disclose form, & fact sheet for tenants.
Tenant refuses to meet/allow
access
Consider: bringing in TPH +/or Fire +/or
MLS.
Send letter highlighting concerns and
consequences of not meeting. Offer to
connect tenant to supports.
Document in EasyTrac
At least 3 follow-up
inspection meetings
At each inspection meeting –
use Follow-Up Meeting Kit to
review state of unit compared to
Plan. Review next steps and
outline possible consequences
with tenant.
Take photos if possible.
Timing between follow-up
inspection visits may vary from 1
week – 1 month.
Send letter confirming details
after each visit.
Document in EasyTrac
No demonstrable
improvement
Several, documented steps
taken to address unit
concerns with little or no
progress.
Serve N5. Consider N7 if
serious impairment to safety.
If progress after serving N5,
move back to Develop Plan
with Tenant.
Otherwise, file Application to
LTB
Document in HMS/EasyTrac
Serve N5
+/or
Consider
N7
Progress
Plan implemented
Significant progress made
Discuss long-term plan to maintain unit: Set regular inspection
schedule every 2 to 3 months depending on
unit.
Obtain
Order
Do not enforce;
progress made
*
Enforce: use
eviction to clean
out unit *
Settle before
hearing
*
Reach mediated
agreement at LTB
*
Unit Health &
Safety Concerns
Identified:
- Excessive clutter
- Fire safety
- Tenant health and
safety
- pests
- cleanliness/health
hazard
By:
- Unit inspections
- Operations staff
- Other tenants/family
- Agency staff
Unit inspections
documented in
tablet.
Identifications at
other times: alert
OUM via EasyTrac or
e-mail, including
CSU cut/paste
synopsis from
CORA.
Crisis
If tenant has already harmed self or
others call “911” immediately.
For:
- tenants unable to care for themselves,
- urgent fire safety concerns (e.g. flammable
items near ignition sources, blocked unit exits),
- or signs of neglect of people or animals.
-> Notify OUM+CHS+CHM asap. A manager will
- within 24 hours – develop a response plan and
ensure that appropriate Emergency Services/
supports* are contacted.
*E.g.
- Toronto Public Health -Toronto Fire Services
- Municipal Licensing and Standards
- Children's Aid Society
- Toronto Animal Services - cleanup services
- Crisis Intervention Team (mental health)
- TCH’s Mental Health Liaison
- TCH’s Integrated Pest Manager
- TCH’s Life Safety Compliance Supervisor.
Document in EasyTrac.
If serving N5, document in HMS.
Consider
N5
Prioritize
Prioritize cases
with Integrated
Team.
Assign all follow
up in EasyTrac
If 2nd
opinion
needed, conduct
follow-up
inspection.
Take photos if
possible.
Document visit in
EasyTrac
Crisis
High risk of harm,
e.g., abuse,
neglect, danger to
health/safety
Not a Crisis
Send letter stating concerns and requesting a
meeting date. When tenant responds, send 2nd
letter confirming date of meeting with tenant in
unit.
If no response after 15 days, contact tenant by
phone. If still no response, door knock. If still no
response, proceed to “Tenant refuses to meet/
allow access to unit”.
Document in EasyTrac
Shorter timelines for more serious cases.
*After settlement, mediated agreement reached or order received
by LTB, the
process can move back to the PLAN
stage.
Note: In NOTIFY and PLAN stages, in extreme cases where there is
concern of the safety of the unit or building consult with Legal to
determine if N7 should be served. Always, when you serve an N5 or
N7 meet the minimum standards of the Eviction with Cause
Policy.
When taking photos, make sure your camera is
set so that the photos will print with the date
digitally stamped on them. Always let tenants
know when serving a 24-hour notice that you
intend to take pictures.
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UNIT CONDITION FOLLOW-UP PROCESS FACT SHEET
UNIT HEALTH AND SAFETY CONCERNS: • Excessive clutter • Fire
safety • Tenants health and safety • Pests • Cleanliness
health/hazard
DEFINING EXCESSIVE CLUTTER:
1. Acquisition and failure to discard (proportionately) things
that appear to be useless or of limited value
2. Daily living is affected and rooms cannot be used for their
intended purpose
3. Significant distress or impairment is caused WHY DO WE SAY
“EXCESSIVE CLUTTER”? To eliminate the stigma associated with
“hoarding” and focus on the health and safety of the unit rather
than the individual tenant OUR ROLE AS LANDLORD: To make sure the
unit meets health, safety, building and fire code standards and our
obligation under the Residential Tenancies Act. All staff play a
role in successful tenancies - in ensuring units and buildings are
safe, that tenants meet their obligations under the RTA, and in
helping connect tenants to the resources and support they need to
stay healthy and housed.
CRISIS Follow your instincts and always take action when y ou
come upon a crisis – call the CHS and OUM, and the Community Health
Manager. Voicemail is not sufficient – be sure to have a
conversation with a Manager about immediate next steps. Follow the
process in the Unit Condition Crisis Follow-up sheet. Along with
relevant emergency services, manager should contact the Life Safety
Compliance Supervisor, Mental Health Liaison and/or Integrated Pest
Manager.
WORK WITH TENANTS TO DEVELOP A PLAN In order to clear the unit,
work with the tenant to get agreement on the next steps and
timelines. The plan may include: • Unblocking exits: unit door
should swing open freely so
anyone can enter or exit the unit • Ensuring clear pathways from
the unit door to all rooms. • Relocating flammable items or papers
away from the
stove, space heater, open flames, uncovered light bulbs, or
overloaded outlets. Smokers should be encouraged to smoke in an
uncluttered area.
• Eliminating unauthorized wiring contrary to electrical code,
frayed wiring, or overuse of extension cords, particularly near
flammable items.
• Reducing any clutter that may fall on someone.
• Ensuring bathrooms can be used for their intended purpose
(toilet, sink and shower)
• Cleaning up human or animal feces, rotting food, overflowing
garbage, pest infestations.
Be clear about expectations with the tenant. State the
consequences of not making improvements – in a respectful and
supportive manner. Take things one step at a time if possible.
Encourage the tenant to ask for help from family/friends After
every meeting, send the tenant a clear, writt en summary of what
you both discussed. Remember to celebrate successes.
APPROACHING TENANTS ABOUT THEIR UNIT: • Relationships. Start
with the goal of relationship building with
the tenant.
• Solution-focused. Listen politely; encourage tenants to focus
on solutions and next steps.
• Respect. Acknowledge that the person has a right to make their
own decisions.
• Non-judgement. Avoid judgemental statements about the state of
the unit.
• Have empathy. Understand that everyone has some attachment to
the things they own.
• Ask. The tenant how you can be helpful to them. Do not throw
anything away without asking permission.
• Avoid assumptions. Assume the person is doing the best they
can.
• Acknowledge. Note when progress has been made – verbally and
in writing. Acknowledging positive changes
• Confidential. Ensure the privacy and confidentiality of the
tenant.
MORE TIPS AND RESOURCES
Visit: http://inhouse.torontohousing.ca/unit_condition you will
find:
� Fact Sheet for Tenants � Follow-up Meeting Kit incl. Follow-up
Unit Inspection Tool � Crisis Follow-up sheet � Unit Condition
Resource List (for staff and tenants) � Consent to Disclose Form •
Letter templates Speak to your manager/supervisor if you don’t have
access to inHouse.
INTERNAL RESOURCES
For Notice of termination for cause (N5, N6, or N7 form) or any
other legal matters, contact [email protected] or (416)
981-4233 and she will direct you to a par alegal in Legal
Services.
[email protected] for Privacy & Freedom of
Information concerns or ( 416)981-4231
[email protected] , Mental Health Liaison, or
(416) 981-6985
[email protected] , Manager, Integrated Pest
Management, or (416) 981 -4054
[email protected] Life Safety Compliance
Supervisor, or (416) 981-4061
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2012 Successful Tenancies Strategy Attachment 2 Report:
TCSC:2012-15 Page 1 of 2
Case Study
Jasmine is a single mother in her 40’s living in a 3 bedroom
townhouse. She has three children – one teenager, one young adult
and an 8-year old son. On the Clutter Image Rating Scale, overall
the townhouse is a 7. Most of the bedrooms are cluttered, but it
appears the 8 year-old son is trying to keep his room neat. There
are non-food items being stored inside the stove, dishes
overflowing in the sink, and poor housekeeping in general. The
stove top looks like it is being used for its intended purpose.
There is dried food goods everywhere without an inch to spare on
the countertop, and the refrigerator and cupboards are overflowing
with food. The rooms are cluttered and one is 7 on the Clutter
Image Rating Scale and the other is a 9. The bathroom has heaps of
clothing in it and the steps to the bottom floor of the townhouse
are stacked with items on the side of each step. The superintendent
requests that the tenant clean up the townhouse and after no
visible improvement asks for assistance from the CHS and HPO. The
CHS and the HPO visit the tenant two times over 8 weeks and request
the unit be reduced of clutter. The services of Extreme Clean are
offered to the tenant but she refuses. On the third visit, there is
still no change in the condition of the townhouse and the tenant is
issued a legal notice for excessive clutter. Staff explain to the
tenant the eviction prevention protocol and that the goal is to
keep the tenant housed. Staff inform the tenant the townhouse is
currently a fire/public health concern and that TCHC is not able to
make repairs in the unit due to the amount of excessive clutter.
The HPO calls the Children Aid’s Society (CAS) and the CAS is eager
to assist the tenant. The tenant is already connected to the
Salvation Army and gives her counsellor permission to talk to the
HPO. The HPO talks to both the CAS and Salvation Army and asks them
to work together to address the problem. The HPO explains how TCHC
can support: organizing VHA’s Extreme Clean – tenant must be at
risk of eviction to qualify for their services (i.e. TCHC serves
notice of termination), acting as a resource, resolve legal notice
if there is a change to unit condition, and providing bins for the
day of the clean out).
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2012 Successful Tenancies Strategy Attachment 2 Report:
TCSC:2012-15 Page 2 of 2
The CAS and Salvation Army work together with the tenant and
they begin working on areas to clean up. They stay in regular
communication with the HPO. The Salvation Army and CAS coordinate
an Extreme Clean date for the tenant and the counsellor stays
during the clean up to provide support and guidance as this is a
highly emotional time for the tenant. The townhouse goes from 7-8
on the scale to a 0. The superintendent and HPO cannot believe the
difference. A follow up letter is sent congratulating the tenant on
her success. The CHS and HPO are to conduct a follow up visit in 3
months to check the condition of the unit. The Salvation Army
counsellor will continue supporting the tenant and gently asking if
she wants to get some professional help to discuss why she
collects. Small Group Work In your group – after you have read
through your case study, use the 4 stages process to analyze the
case:
Identify: at which point is this case in the 4 stage
process?
Outline next steps: who, what, when. Are all members of the
local integrated team involved? If not, can their involvement help
to move the case forward?
Review / Reflect on actions to date. Would implementing the 4
stage
process mean different actions could have been taken, if so
what? Are there other partners, internal resources or tools we can
turn to?
When you come back to the larger group, share 3 things you will
do moving forward (and/or would have done differently).
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2012 CMP Priorities
Successful Tenancies
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What is a successful tenancy?• Toronto Community Housing meets
its
obligations as a landlord to provide clean, safe buildings;
• Vulnerable tenants are supported so that they meet lease
obligations and thrive in their communities; and
• We use fair and consistent processes when tenants do not meet
their lease obligations and when evictions need to be pursued
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Our rights and responsibilities as landlord
Collect rent
Buildings in good repair
Clean buildings
Safe buildings
Provide “quiet enjoyment”
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Challenges to successful tenancies
ArrearsNeighbours disturbed
Isolated tenantsDamaged propertyUnsafe conditions
Unpaid rent
Anti-so
cial beh
aviour Damage to property
Poor unit conditions
Illegal Acts
Impaired S
afety
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Successful Tenancies Strategy
Rent collectedQuiet enjoymentClean buildingsSafe buildings
Expert staff (mental health, pests)
Tenanc
y Mana
gement
tools fo
r staff Partnerships
Staff training/
capacity-building
Eviction prevention+ tenant communications
Policy on Evictions for Cause (non-arrears)
Eviction Prevention Policy (arrears)
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2012 Priorities1. In-house expertise to support front-line
teams in high-needs buildings and complex cases– New Successful
Tenancies Team (incl. Mental
Health Liaison, Integrated Pest Manager)– Partnerships in health
and social services
sectors, city-wide and for high-needs buildings– Interventions
in complex cases
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Complex cases: a few examples• Complex cases:
– Single mom, 3 children, excessive clutter, fire hazards
– 66 year-old man, seniors building, deteriorating health,
mental health and addictions, anti-social behaviour, arrears
• Building-level interventions
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2012 Priorities2. Realignment of staff roles to better
support
successful tenancies– Clarify the role and responsibilities of
Health
Promotions Officer and other Community Health staff
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2012 Priorities 3. Tools, processes, training and
information
– Unit Condition and Excessive Clutter (“Hoarding”)
– Working with tenants in crisis who refuse support– Computer
system changes to improve
documentation– Info for staff and tenants on pest management–
Leasing video and info for tenants on rights and
responsibilities
Item 8 - 2012 Successful Tenancies Strategy -
A1.pdfVisio-version 13 Jan. 14 2012.pdfUnit Condition Staff Fact
Sheet_Jan 16_FINAL.pdf
