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TORONTO COMMUNITY HOUSING CORPORATION

BUILDING INVESTMENT, FINANCE AND AUDIT COMMITTEE

AGENDA

PUBLIC SESSION

10:45 a.m. – 11:20 a.m.

Date: September 19, 2017 Time: 8:00 a.m. – 11:20 a.m. Location: Ground Floor Boardroom 931 Yonge Street

Toronto, Ontario M4W 2H2

Item Description Action Pre-read Presenter

1. Chair’s Remarks Information Verbal Report 5 minutes

Chair

2. Consent Agenda Chair

a) Approval of Public Meeting Agenda

BIFAC Approval

Agenda

b) Chair’s Poll re: Conflict of Interest

Declaration Agenda and Conflict of

Interest Policy

c) Confirmation of Minutes from the July 18, 2017 BIFAC Meeting

BIFAC Approval

Minutes

d) Business Arising from the Public Meeting Minutes and Action Items Update

Information Action Item List

PUBLIC AGENDA | BIFAC | September 19, 2017 of 2

Item Description Action Pre-read Presenter

e) Internal Audit – Fraud Complaints Received Q217 January 1, 2017 to June 30, 2017

Information BIFAC:2017-68

Chief Internal Auditor

f) Review of Board, President and CEO, and Employee Expenses Q2 2017



g) Procurement: Metrics Information BIFAC:2017-62

Senior Director, Procurement

h) Development: Q2 Consolidated Report


Vice President, Development

(Interim)

i) Allenbury Gardens Revitalization: Transfer of Development Blocks to Partnership

BIFAC and Board

Approval

BIFAC:C2017-60

Vice President, Development

(Interim)

j) IAC Charter Amendment and Appointment

BIFAC and Board

Approval

BIFAC:C2017-72

Chair, Investment Advisory

Committee

3. Q2-2017 Report on $250M Capital Plan


10 minutes

Vice President, Facilities

Management

4. Internal Audit Report: Grants Program Review


20 minutes


TERMINATION

Public Meeting Minutes July 18, 2017

Building Investment, Finance and Audit Committee

Page 1 of 5

The Building Investment, Finance and Audit Committee (“BIFAC” or “Committee”) of Toronto Community Housing Corporation (“TCHC”) held a public meeting on July 18, 2017 in the Main Floor Conference Room, 931 Yonge Street, Toronto, and by teleconference, commencing at 9:15 a.m.

Committee Directors Present:

Colin Lynch, Chair Councillor Ana Bailão, Vice Chair Vincent Gasparro

Regrets: Norman “Bud” Purves

Management Present:

Valesa Faria, Senior Manager, Commercial & Business Development Rose-Ann Lee, Acting Chief Financial Officer and Treasurer Ted Millward, Legal Counsel, Corporate Kevin Marshman, Interim President and Chief Executive Officer Vincent Tong, Acting Vice President, Development Michael Vear, Chief Internal Auditor

A quorum being present, the Chair called the meeting to order and Mr. Steven Iserhoff served as recording secretary.

Building Investment, Finance and Audit Committee Public Meeting Minutes July 18, 2017

Page 2 of 5 ITEM 1 CHAIR’S REMARKS No remarks were made by Chair at this time.

ITEM 2A APPROVAL OF PUBLIC MEETING AGENDA

Motion carried ON MOTION DULY MADE by Mr. Gasparro, seconded Councillor Bailão and carried, the BIFAC approved the agenda.

ITEM 2B DECLARATION OF CONFLICT OF INTEREST The Chair requested members of the BIFAC to indicate any agenda item in which they had a conflict of interest, together with the nature of the conflict. None were declared .

ITEM 2C CONFIRMATION OF THE MAY 18, 2017 PUBLIC

MEETING MINUTES

Motion carried ON MOTION DULY MADE by Mr. Gasparro, seconded by Councillor Bailão and carried, the BIFAC approved the above-captioned minutes with no amendments

ITEM 2D BUSINESS ARISING FROM THE PUBLIC MEETING MINUTES AND ACTION ITEM LIST

Motion carried

ON MOTION DULY MADE by Mr. Gasparro, seconded Councillor Bailão and carried, the BIFAC received the item for information.

ITEM 2E REVIEW OF BOARD, PRESIDENT AND CEO, AND EMPLOYEE EXPENSES Q1 2017

This item was held, with specific employment related matters to be discussed by the Committee in a confidential session.


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ITEM 4 INTERNAL AUDIT: 2017 INTERNAL

AUDIT WORK PLAN – Q2-2017 UPDATE

BIFAC:2017-49

Michael Vear, Chief Internal Auditor, presented the above-captioned report (BIFAC:2017-49). The Committee noted that many projects on the Internal Audit work plan have yet to begin. Mr. Vear noted that some

ITEM 2F FRAUD STATISTICS Q1 BIFAC:2017-51

Motion carried

ON MOTION DULY MADE by Mr. Gasparro, seconded by Councillor Bailao and carried, the BIFAC received the report for information.

ITEM 3 STAND-ALONE PROPERTIES UPDATE

BIFAC:2017-46

Valesa Faria, Senior Manager, Commercial & Business Development presented the above-captioned report (BIFAC:2017-46) It was identified that some of the properties are now subject to the Request for Expression of Interest for the management of stand-alone properties, which is a part of the Tenants First plan. The next update report will reflect this change in status. It was suggested that management consider a financial analysis to assess the cost of incentives for tenants to move who otherwise cannot be compelled to move due to a sale of the property, relative to the value of the property if it is sold.

Motion carried

ON MOTION DULY MADE by Mr. Gasparro, seconded by Councillor Bailão and carried, the BIFAC received the report for information.


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investigations are more complex than originally anticipated, and that sufficient staffing resources have been an issue, which has caused delays for the Internal Audit team. Mr. Vear noted that the report in Q3-2017 there will be more details on projects that are underway.

Motion carried

ON MOTION DULY MADE by Mr. Gasparro, seconded by Councillor Bailão and carried, the BIFAC received the report for information.

ITEM 5 APPROVAL FOR CLOSURE OF

RESIDENTIAL UNITS POLICY BIFAC:2017-50

Ted Millward, Legal Counsel, presented the above-captioned report (BIFAC:2017-50). The Committee requested that the following changes be made to the policy:

• Board approval is required for any permanent or long-term closure of units, (with the exception in the policy of units that management may close due to an emergency).

• For the permanent or long-term closure of more than 10 units in a multi-residential complex the request for approval is to be brought to the BIFAC before it is brought to the Board.

Motion carried

ON MOTION DULY MADE by Mr. Gasparro, seconded by Councillor Bailão and carried, the BIFAC approved the Approval of Closure of Residential Units Policy included as Attachment 1 to this report, and recommended that it be forwarded to the Board for approval, subject to the following amendments being made to the policy:

• Board approval is required for any permanent or long-term closure of units, (with the exception in the policy


Page 5 of 5

of units that management may close due to an emergency); and

• For the permanent or long-term closure of more than 10 units in a multi-residential complex the request for approval is to be brought to the BIFAC before it is brought to the Board.

TERMINATION The BIFAC resolved to terminate the public meeting at 9:33 a.m.

__________________ Secretary Chair, Building Investment, Finance and Audit

Committee

1

BIFAC- Report on Business Arising from the Public Meeting Minutes and Action Item List

# Report No. Description Status Target Date

Assigned to

1. NO ACTIONS

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Internal Audit – Fraud Complaints Received Q217 Apr il 1, 2017 to June 30, 2017 Item 2E September 19, 2017 Building Investment, Finance and Audit Committee Report: BIFAC:2017-68

To: Building Investment, Finance and Audit Committee (“BIFAC”)

From: Chief Internal Auditor

Date: September 5, 2017

PURPOSE: To provide the Building Investment, Finance and Audit Committee (“the Committee”) with a statistical report with respect to fraud complaints received by the Internal Audit Department for the period of April 1, 2017 to June 30, 2017.

RECOMMENDATIONS: It is recommended that the Committee receive this report for information. REASONS FOR RECOMMENDATIONS: Background

In general, the Investigations Unit (“Investigations”) is responsible for:

• Conducting and overseeing reviews and investigations about tenants and contractors;

• Overseeing the operation of the TCHC fraud hotline; • Educating staff on matters related to ethical conduct; • Providing subject matter expertise in policy and procedures

development; and

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• Developing a network of contacts with law enforcement, other government agencies and organizations, and other regulatory bodies.

Reporting to the Committee on Fraud Complaints Rece ived The Committee requested that fraud complaint data be reported to the Committee on a quarterly basis. This report sets out fraud complaint data for Q2 2017 (April 1, 2017 to June 30, 2017), with comparative data for the same period in 2016.

Sources of Fraud Complaints

Fraud complaints1 received by the Investigations Unit of the Internal Audit Department come from many sources, including but not limited to:

• TCHC Fraud Hotline • TCHC EasyTrac system

• TCHC Senior Management

• TCHC Staff

• Tenants • City’s Fraud and Waste Hotline

• City’s 311 service • Other social housing agencies

• TCHC Operations (e.g. unit inspections)

Investigations Statistics

Attachment 1 to this report sets out an overview of the scope, nature and type of fraud complaints that have been received in Q2 2017, along with comparative data for the same period in 2016.

The attachment sets out a number of reporting parameters with respect to the complaints received, as follows:

Source of Complaints – Gross (Table 1)

The data shows that in Q2 2017 there was a slight increase of 1.0% (4) in the gross number of complaints received. This being the fifth year of the fraud hotline’s operation, we have come to learn that there is generally no particular reason(s) why the gross number of complaints received fluctuates from quarter to quarter.

1 The terms ‘fraud complaints’ and ‘complaints’ are used interchangeably throughout this report.

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Similar to Q1 2017, there was a significant increase in the number of fraud complaints received from staff as compared to Q2 2016. We believe this can be attributed to the increased profile of the Investigations Unit throughout the organization – staff are becoming more knowledgeable about where they should send fraud complaints.

Though it would appear that there was a significant decrease in complaints received via Letter/External emails, the fact is the Q2 2016 amount was abnormally high. During Q2 2016 one person in an apartment complex sent in over 40 complaints about tenants in that complex. The Q2 2017 amount of 28 complaints received via Letter/External emails is consistent with prior years.

Net Complaints Received (Table 2)

In Q2 2017 approximately 27% of the gross complaints received;

• Were not fraud related; or • Were reported more than once; or • Did not pertain to a TCHC tenant, building or staff member.

This is consistent with prior years’ results.

Who the Complaints are About (Table 3)

This identifies on a net complaint basis who the complaints were about – staff, tenants, contractors or other. 83.2% of net complaints received in Q2 2017 were about tenants. This is consistent with that reported in Q1 2017.

Nature of Complaints (Table 4)

This sets out, on a net complaint basis, the broad subject matter of the complaint received. For staff and tenant complaints, the data is further broken down to more specific subject matters:

Staff

A ‘Staff Performance Complaint’ is one which relates to a performance issue about a staff member, as opposed to a fraud or more serious matter. These complaints are not reviewed by the Investigations Unit – they are forwarded to the appropriate Operating Unit or department for follow up.

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‘Staff Complaints – Other’ include all other complaints received about a staff member.

The number of Staff Complaints – Other received in Q2 2017 increased significantly from that reported in Q2 2016. This is attributed, in part, to an increased number of employee related matters discovered in Internal Audit engagements conducted in late 2016 and early 2017.

Staff Complaints – Other are forwarded to the Human Resources department for review and investigation. Investigations will assist the Human Resources department in their review of the matter when requested.

Tenants

Complaints about tenants have been broken down into five main subject areas. The three main tenant complaint subject areas are set out in the following table:

Nature of Tenant Complaint Q2 2017 Q2 2016 No. %2 No. %

Unreported members in a unit 93 30.1 112 36.2 Unit/Room being sublet 71 23.0 90 29.1

Unreported income 61 19.7 52 16.8

Subtotal 225 72.8 254 82.1

These three complaint categories have consistently been the ‘top three’ types of complaints received since we started to keep these records. Though in Q2 2017 there has been a decrease, their percentage of total net complaints received, both cumulatively and individually, have remained relatively the same over the years.

Distribution by Operating Unit (Table 5)

This shows the number of net complaints received within a particular operating unit (“OU”).

2 % of all Net Complaints received by TCHC.

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This table allows the reader to compare (i) an OU’s % of Complaints Received to (ii) that OU’s number of units as a % of Total TCHC units. For example, Operating Unit E (Etobicoke South High Park) contains 7.3% of TCHC’s units and in Q2 2017 it received 5.2% of fraud complaints received.

Though nearly 84% of the fraud complaints received are about tenants, this table is in no way whatsoever a reflection of the quality of service provided by TCHC staff or the third party vendors who manage our buildings.

While the results do fluctuate from year to year, there appears to be a pattern of some of the operating units being either consistently in the ‘green’ (less % of fraud complaints than their population) or in the ‘red’ (more % fraud complaints than their population). The reason(s) behind this phenomena is unknown.

Hotline Usage (Table 6)

Actually two tables (Table 6a and Table 6b), they show how complainants have been accessing the Hotline.

84.8% of the Hotline complainants have chosen to remain anonymous in Q2 2017 (Table 6a). This is a slight increase from 82.9% in Q2 2016.

There was an increase in Q2 2017 of those complainants accessing the Hotline using the Hotline internet portal – from 26.1% in Q2 2016 to 38.1% in Q2 2017 (Table 6b).

Status of Complaints Received (Table 7)

This table sets out the status of complaints received during Q2 2017 and Q2 2016, as at August 4, 2017.

It should be noted that these are cumulative status results for the time periods in question. For example, if a Q2 2016 fraud complaint was closed in 2017, that status will be reflected in the 2016 column. As such, there will always be a difference between the current year’s results and the previous years reported results.

There were 9 (3.0%) unassigned files at the end of the Q2 2017. The reasons why they were still unassigned is that either (i) we have yet to

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determine what TCHC address and/or tenant that is being complained about or (ii) there is a generally a time delay of one or two days between the receipt of a fraud complaint and the assignment of its review to a particular person.

Due to the volume of complaints received we have to rely on the good work of operating unit and other departmental staff to conduct the review and investigation of most of the tenant complaints received. This allows for the timely resolution of the complaint. We are very much appreciative of the assistance and work conducted by TCHC staff in this regard.

Complaint Investigations Closed (Table 7)

During Q2 2017 and Q2 2016 the Investigations Unit received 595 complaints3.

As at August 4, 2017, the number of complaints that had been reviewed and closed by the Investigations Unit and other TCHC staff is summarized as follows:

Complaints Received

No. Cases Closed

Cases Closed

%

Q2 2017 301 128 42.5

Q2 2017 294 233 79.3

Total 595 361 60.7

It should be noted that the length of time to complete a review of a fraud complaint is variable, depending upon the nature and complexity of the matter being looked into.

Results of Closed Complaint Investigations (Table 7)

When the review of a complaint is concluded, the result will either be Founded or Unfounded.

3 This amount does not include Staff Performance complaints nor Market Rent complaints. These complaint types are automatically referred to the appropriate Operating Unit or TCHC department.

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A complaint is considered to be Founded when sufficient evidence is obtained to support the allegation made.

A complaint is considered to be Unfounded when:

• Insufficient evidence is found to support the allegations made; or • The complaint is determined to be without any merit.

Of the Q2 2017 and Q2 2016 complaints that had been closed as at August 4, 2017, on a rolling basis, the results of the reviews are summarized as follows:

No. Cases Closed Unfounded Founded

No. % No. %

Q2 2017 128 84 65.6 44 34.4

Q2 2016 233 149 63.9 84 36.1

Total 361 233 64.5 128 35.5

In more simple terms, when cases are closed nearly 65% of the fraud complaints are Unfounded and approximately 35% are considered to be Founded.

IMPLICATIONS AND RISKS: The review and investigation of fraud complaints about staff, tenants and contractors is an integral part of Toronto Community Housing’s risk management strategy. Regular updates to the Committee about fraud complaints received will assist in the identification and mitigation of risks faced by the organization.

SIGNATURE:

“Michael Vear”

Michael Vear, CA, CPA, CPA (Illinois) Chief Internal Auditor

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ATTACHMENT:

1. Internal Audit – Fraud Complaints Received Q217 April 1, 2017 to June 30, 2017)

STAFF CONTACT: Michael Vear, Chief Internal Auditor 416-981-4065 [email protected] Siu On Wong, Manager of Investigations Internal Audit Department 416-981-4229 [email protected]

Table 1Source of Fraud Complaints - Gross

- this shows the sources of ALL fraud complaints received

No. % No. % No. %

Fraud Hotline 244 57.5 234 55.7 10 4.3

EasyTrac 43 10.1 55 13.1 (12) (21.8)

Other City Fraud Line 6 1.4 3 0.7 3 100.0

Call In - Telephone 0 0.0 0 0.0 0 0.0

Staff/Internal Emails 103 24.3 58 13.8 45 77.6

Letter/External Emails 28 6.6 70 16.7 (42) (60.0)

Walk In/Person 0 0.0 0 0.0 0 0.0

Fax/Other 0 0.0 0 0.0 0 0.0

424 100.0 420 100.0 4 1.0

Attachment 1Internal Audit - Fraud Complaints Received

Q217 January 1, 2017 to June 30, 2017

Q216 Change Q216 to Q217Q217

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Item 2E September 19, 2017 BIFAC Public Meeting Report: BIFAC:2017-68


Q217 January 1, 2017 to June 30, 2017

Table 2'Net' Fraud Complaints Received

- this table eliminates duplicate complaints, complaints about non-TCH properties, and non-fraud related complaints toto arrive at the 'true' (or 'net') number of fraud complaints received

No. % No. % No. %

424 100.0 420 100.0 4 1.0

Other Matters

Item Reported is Not Fraud 38 9.0 19 4.5 19 100.0

Item Reported More Than Once 51 12.0 68 16.2 (17) (25.0)

Not a TCH Tenant or Unit 26 6.1 24 5.7 2 8.3

Address Unknown 0 0.0 0 0.0 0 0.0

Total Other Matters (B) 115 27.1 111 26.4 4 3.6

'Net' Fraud Complaints Received 309 72.9 309 73.6 0 0.0(A) - (B)

'Gross' (Table 1) (A)Total Fraud Complaints Received

Q216Q217 Change Q216 to Q217

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Q217 January 1, 2017 to June 30, 2017

Table 3'Net' Fraud Complaints Received Were About

- this table identifies if the 'net' fraud complaints received were about Staff, Tenants, Contractors, or Other

No. % No. % No. %

Staff 47 15.2 25 8.1 22 88.0

Tenants 257 83.2 283 91.6 (26) (9.2)

Contractors 3 1.0 0 0.0 3 0.0

Other 2 0.6 1 0.3 1 100.0

309 100.0 309 100.0 0 0.0Total 'Net' Fraud Complaints


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Q217 January 1, 2017 to June 30, 2017

Table 4Nature of Fraud Complaints

- this sets out the general nature of the 'net' fraud complaints received

No. % No. % No. %

StaffStaff Performance Complaints 4 1.3 6 1.9 (2) (33.3)Staff Complaints - Other 41 13.3 17 5.5 24 141.2Waste 0 0.0 0 0.0 0 0.0

Total Staff Fraud Complaints 45 14.6 23 7.4 22 95.7

TenantsUnreported Extra Members in Unit 93 30.1 112 36.2 (19) (17.0)Unit/Room Being Sublet 71 23.0 90 29.1 (19) (21.1)Unreported Income 61 19.7 52 16.8 9 17.3Miscellaneous Fraud 18 5.8 15 4.9 3 20.0Over Housed Unit 11 3.6 7 2.3 4 57.1Market Rent Units 4 1.3 9 2.9 (5) (55.6)

Total Tenant Fraud Complaints 258 83.5 285 92.2 (27) (9.5)

Contractor 4 1.3 0 0.0 4 -

Other 2 0.6 1 0.3 1 100.0

Total 'Net' Fraud Complaints 309 100.0 309 100.0 0 0.0


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Q217 January 1, 2017 to June 30, 2017

Table 5Distribution by Operating Unit

- this shows the distribution of the 'net' fraud complaints received by Operating Unit (OU)- it also compares (i) the OU's % of Fraud Complaints Received to (ii) the OU's number of units as a % of Total TCH units

means the OU's % of Complaints Received is LESS than its % of Total TCH units

% of Total Units

% of Total Units

No. %

OUA - Seniors & Single Family East 12 3.9 11.6 8 2.6 11.6 4 50.0OUB - Seniors & Single Family West 12 3.9 11.0 10 3.2 11.0 2 20.0OUC - Weston/Rexdale 16 5.2 4.5 8 2.6 4.5 8 100.0OUD - York Black Creek 28 9.1 6.1 8 2.6 6.1 20 250.0OUE - Etobicoke South High Park 16 5.2 7.3 16 5.2 7.3 0 0.0OUF - Yorkdale Lawrence 17 5.5 3.7 24 7.8 3.7 (7) (29.2)OUG - Willowdale Don Valley 17 5.5 4.1 13 4.2 4.1 4 30.8OUH - Scarborough 17 5.5 3.9 15 4.9 3.9 2 13.3OUI - Scarborough Southwest 16 5.2 5.8 17 5.5 5.8 (1) (5.9)OUJ - Grange Bathurst St Lawrence 27 8.7 6.3 20 6.5 6.3 7 35.0OUK - Central Sherbourne 16 5.2 5.8 49 15.9 5.8 (33) (67.3)OUL - Don Valley Beaches 21 6.8 5.2 16 5.2 5.2 5 31.3OUM - Central Parliament 14 4.5 3.2 19 6.1 3.2 (5) (26.3)

27 8.7 6.6 26 8.4 6.6 1 3.821 6.8 4.8 21 6.8 4.8 0 0.021 6.8 10.1 29 9.4 10.1 (8) (27.6)

Corporate Offices/Staff 5 1.6 N/A 4 1.3 N/A 1 25.0Rent Supplement 1 0.3 N/A 1 0.3 N/A 0 0.0Non-TCHC 5 1.6 N/A 5 1.6 N/A 0 0.0Other Unknown 0 0.0 N/A 0 0.0 N/A 0 0.0

Total 'Net' Complaints 309 100.0 100.0 309 100.0 100.0 0 0.0

OUW - Contract Managed WestOUX - Contract Managed CentralOUY - Contract Managed East

Complaints No. %

Q217

Complaints No. %

Q216 Change Q216 to Q217

means it is GREATER than

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Q217 January 1, 2017 to June 30, 2017

Table 6Hotline Usage

- these two tables show how complainants have been accessing the Fraud Hotline- Table 6a analyzes whether or not complainants choose to remain anonymous- Table 6b shows how complainants access the Fraud Hotline (e.g. internet, telephone etc.)- Tables 6a and 6b are based on the 'gross' number of complaints received on the Fraud Hotline (refer Table 1)

No. % No. % No. %

Table 6a - Anonymous vs. Not Anonymous

Anonymous 207 84.8 194 82.9 13 6.7

Not Anonymous 37 15.2 40 17.1 (3) (7.5)

244 100.0 234 100.0 10 4.3

Table 6b - Method Used to Access Hotline

Internet 93 38.1 61 26.1 32 52.5

Telephone 151 61.9 172 73.5 (21) (12.2)

Email 0 0.0 1 0.4 (1) -

Letter 0 0.0 0 0.0 0 0.0

244 100.0 234 100.0 10 4.3

Q217 Q216 Change 2016 to 2017

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Table 7Status of Fraud Complaints Received

'- for 'net' fraud complaints received for the 1st half of each respective year of the year noted, this sets out the status of thecomplaint as at August 4, 2017

No. % No. % No. % No. %Tenants

Unreported Extra Members in Unit 2017 30 32.3 14 15.1 49 52.7 0 0.0

2016 65 58.0 27 24.1 20 17.9 0 0.0

Unit/Room Being Sublet 2017 20 28.2 14 19.7 35 49.3 2 2.8

2016 34 37.8 40 44.4 16 17.8 0 0.0

Unreported Income 2017 11 18.0 5 8.2 43 70.5 2 3.3

2016 26 50.0 5 9.6 21 40.4 0 0.0

Miscellaneous Fraud 2017 2 11.1 4 22.2 10 55.6 2 11.1

2016 7 46.7 5 33.3 3 20.0 0 0.0

Overhoused Unit 2017 4 36.4 2 18.2 5 45.5 0 0.0

2016 4 57.1 3 42.9 0 0.0 0 0.0

To Be AssignedComplaints Received

15

7

93

61

71

52

18

11


Q217 January 1, 2017 to June 30, 2017

112

90

Unfounded FoundedClosed In Progress

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Q217 January 1, 2017 to June 30, 2017

Table 7 (cont'd)Status of Complaints Received

No. % No. % No. % No. %

Staff

Other 2017 12 29.3 5 12.2 21 51.2 3 7.3

2016 12 70.6 4 23.5 1 5.9 0 0.0

Waste 2017 0 - 0 - 0 - 0 -

2016 0 - 0 - 0 - 0 -

Contractor 2017 3 75.0 0 0.0 1 25.0 0 0.0

2016 0 - 0 - 0 - 0 -

Other 2017 2 100.0 0 0.0 0 0.0 0 0.0

2016 1 100.0 0 0.0 0 0.0 0 0.0

Total 2017 84 27.9 44 14.6 164 54.5 9 3.0

Total 2016 149 50.7 84 28.6 61 20.7 0 0.0

NB: 2017 and 2016 Total Fraud Complaints Received will not agree to Table 4 because this table does not include Staff PerformanceComplaints nor Market Rent Complaints. These complaint types are automatically referred to an Operating Unit or a department.

294

41

4

0

1

301

17

0

2

0

In Progress To Be AssignedComplaints Received Founded

ClosedUnfounded

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Review of Board, President and CEO, and Employee Expenses Q2 2017 Item 2f September 19, 2017 Building Investment, Finance and Audit Committee Report: BIFAC:2017-70

To: Building Investment, Finance and Audit Committee (“BIFAC”)



PURPOSE: To report on the expenses of the Board of Directors, the interim President and Chief Executive Officer, and certain TCHC employees for the second quarter of 2017. RECOMMENDATIONS: It is recommended that the Building Investment, Finance and Audit Committee (“the Committee”) receive this report for information. REASONS FOR RECOMMENDATIONS: At its March 9, 2011 meeting Toronto City Council passed the following motion1:

City Council request the Toronto Community Housing Corporation (TCHC) to immediately post on the TCHC website, all expense records of all TCHC board members and all TCHC staff members whose salaries exceed $100,000.

1 This was actually Part 6 of an eight part decision approved by Council. The other parts of the decision are not germane to this report.

Review of Board, President and CEO, and Employee Expenses Q2 2017 Report: BIFAC:2017-70 Page 2 of 4

Pursuant to this motion, reference to ‘TCHC Employees’ and/or ‘Employees’ in this report and in the public disclosure of employee expenses is defined as those employees whose annual salary exceeds $100,000 per annum. All expenses submitted by the interim President and Chief Executive Officer (“President and CEO”) are approved by the Chair of the Board of TCHC. The Chair’s expenses are signed off by the President and CEO as a check and balance at the point of reimbursement. Expenses of the Directors are approved by the Chair to ensure the expenses claimed are incurred in the performance of duties related to TCHC. Employee expenses are reimbursed pursuant to TCHC’s Expense Reimbursement Policy and Expense Reimbursement Procedures. All Board of Directors, the President and CEO, and Employee expenses are posted, by month, on the TCHC website. Expenses Incurred Q2 2017 As set out in the attachments to this report, the total expenses for Q2 2017 are summarized as follows:

Q2 2017

Board of Directors (Attachment 1) $33.00

President and CEO (Attachment 2) $0.00

Employees (Attachment 3) $24,034.29

Total $24,067.29

Comparative Summary of Expenses The following table shows the 2017 and 2016 comparative amounts of these expenses for Q2 2017 and year to date ending June 30, 2017:


Quarter Comparison ($)

Year to Date Comparison ($)

Q2 2017 Q2 2016 2017 2016

Board of Directors (Attachment 4)

33.00 0.00 48.00 13.00

President and CEO (Attachment 5)

0.00 0.00 0.00 0.00

Employees (Attachment 6)

24,034.29 22,402.09 44,139.07 36,329.15

Total 24,067.29 22,402.09 44,187.09 36,342.15

IMPLICATIONS AND RISKS: The reimbursement of expenses for the Board of Directors, President and CEO, and Employees in Q2 2017 are included in the 2017 operating budget.

SIGNATURE:

“Michael Vear” Michael Vear, CPA, CA, CPA (Illinois) Chief Internal Auditor

ATTACHMENTS: 1. Board of Director Expenses Q2 2017 2. President and CEO (interim) Expenses Q2 2017 3. Employee Expenses Q2 2017 4. Board of Director Expenses 2017 Comparative Analysis Q2 2017 5. President and CEO Expenses 2017 Comparative Analysis Q2 2017 6. Employee Expenses 2017 Comparative Analysis Q2 2017


STAFF CONTACT: Michael Vear, Chief Internal Auditor 416-981-4065 [email protected] Leela Diptee, Employee Expense Control Clerk 416-981-4052 [email protected]

Review of Board, President and CEO, and Employee Expenses Q2 2017 Attachment 1

Total Q217 Expenses

Cumulative 2017 Expenses

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Norman (Bud) Purves 0.00 0.00Councillor Ana Bailão 0.00 0.00Robert Carlo 15.00 33.00 33.00 48.00Councillor Joe Cressy 0.00 0.00Councillor Frank Di Giorgio 0.00 0.00

Councillor Michael Ford1 0.00 0.00Vincent Gasparro 0.00 0.00Linda Jackson 0.00 0.00Joseph Kennedy 0.00 0.00Colin Lynch 0.00 0.00

Kevin Marshman2 0.00 0.00Pamela Taylor 0.00 0.00Catherine Wilkinson 0.00 0.00

Total 15.00 33.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 33.00 48.00

1Board member's term began January 1st, 2017. 2On leave of absence from the Board starting April 25, 2017.

Current Board Members

BOARD OF DIRECTORS EXPENSES Q2 2017

Board Member

Business Travel(mileage, taxi, parking, other non‐

conference travel)

Other Expenses(any expense not included in the

other categories)

Hospitality and Protocol(policy‐approved business meals when not attending a conference)

Conferences and Training(all costs to attend conferences including travel,

registration, meals, etc.)

April 1, 2017 ‐ June 30, 2017

Item 2F September 19, 2017 BIFAC Public Meeting Report: BIFAC:2017-70


Total Q217 Expenses

Cumulative 2017

ExpensesQ1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Greg Spearn1 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Kevin Marshman2 0.00 0.00 0.00 0.00 0.00 0.00

Total 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

1Resigned on April 24 ,2017. 2Appointed on April 25, 2017.

PRESIDENT AND CEO (Interim) EXPENSES Q2 2017

Board Member


conference travel)


other categories)


Conferences and Training(all costs to attend conferences including travel,

registration, meals, etc.)

April 1, 2017 ‐ June 30, 2017



Total Q217 Expenses

Total 2017 YTD

Expenses


Abbas, Aymen Senior Construction Manager (interim) 51.93 0.00 51.93Abdulla, Reza Manager, Interior Buildings 0.00 0.00Abells, Alana Legal Counsel 0.00 0.00Anderson, William G. Director, Community Safety Unit 87.16 294.43 294.43 381.59Arellano‐Chua, Joy Director, Treasury 0.00 0.00Asturi, Marta Legal Counsel & Assistant Corporate Secretary 0.00 0.00Barei, George Operating Unit Manager 504.05 388.73 388.73 892.78Barker, Catherine Vice President, Human Resources 0.00 0.00Barratt, Wen‐Hua (Linda) Director, Enterprise Architecture 260.58 260.58 260.58Bernabei, Tony Director, Networks & Infrastructure 70.55 70.55 70.55Bond, Jennifer Director, Labour Relations & Legal Counsel 0.00 0.00Bottoni, Mona Manager, Community Safety Programs 207.31 207.31 207.31Bourne James, Joanne Sourcing Manger 61.20 19.67 226.00 19.67 306.87Cabading, Orlando Senior Manager, Building Energy Systems 108.35 108.35 108.35Carvalho, Nerin Manager, Design Electrical 0.00 0.00Cassim, Saira Legal Counsel, Legal Services Division 0.00 0.00Chen, Jason Director, Development 83.58 21.35 500.00 521.35 604.93Cheung, Noel Manager, Financial Planning & Analysis 0.00 0.00Chih, Jenny Director, Solutions & Integration 18.63 18.63 18.63Coito, Ilidio Senior Construction Manager 11.35 51.93 11.35 63.28Cooke, Angela Vice President, Resident Services 29.65 0.00 29.65Daley, Tim Manager, Safety Systems 117.15 787.05 904.20 904.20Davis, Lorna Operating Unit Manager 59.60 59.60 59.60Dayot, Elizabeth Manager, Payroll Benefits & Compensation 0.00 0.00Dinavahi, Lakshmi Venkat Corporate Controller 0.00 0.00D'Souza, Cheryl Senior Legal Counsel 254.25 0.00 254.25Dyer, Boyd Director, Smart Buildings & Energy Management 307.74 345.37 345.37 653.11Faria, Valesa Senior Manager, Commercial & Business Development 21.12 0.00 21.12Feitelberg, Paul Operating Unit Manager 453.33 479.04 479.04 932.37Fox, Nancy Director, Community Housing 56.27 86.28 86.28 142.55Garrett, Kimberley Operating Unit Manager 260.28 195.39 195.39 455.67Gash, Leslie Vice President, Development (interim) 85.00 34.12 0.00 119.12Goldvine, Sara Manager, Media Relations & Issues Management 37.75 4,434.74 0.00 4,472.49Goodyear, Andrew Senior Development Manager 500.00 500.00 500.00Gorel, Jason Chief Financial Officer & Treasurer 0.00 0.00Grotsch, Richard Senior Manager, Environmental Health 383.77 217.84 305.10 217.84 906.71Guadagnoli, Anthony Facilities Manager 92.28 92.28 92.28Harb, Fadi Manager, Elevator Services 112.69 299.49 299.49 412.18Henderin, Christina Legal Counsel, Legal Services Division 32.00 16.00 643.08 16.00 691.08Ibrahim, Ismail General Counsel & Corporate Secretary (interim) 0.00 0.00Jeffers, Marva Operating Unit Manager 0.00 0.00Johnson, Mark General Counsel & Corporate Secretary 0.00 0.00Kobal, Sylvia Senior Director, Procurement 93.87 144.17 144.17 238.04Kohn, Hannah Legal Counsel 465.78 0.00 465.78Koke, Albert Manager, Vendor Programs, Legal 0.00 0.00Kraljevic, John Operating Unit Manager 60.30 104.50 104.50 164.80Kurzemnieks, Kalvis Design Manager, Architectural & Building 892.02 823.84 823.84 1,715.86Lam, Linda Design Manager, Structural 191.35 337.87 191.35 529.22Lawson, William Director, Strategic Planning & Stakeholder Relations 0.00 0.00Leah, Graham Vice President, Asset Management 0.00 0.00Lee, Rose‐Ann Chief Financial Officer & Treasurer (interim) 0.00 0.00

EMPLOYEE1 EXPENSES Q2 2017April 1, 2017 to June 30, 2017

Employee Name Current Position


conference travel)

Conferences and Training(all costs to attend conferences including

travel, registration, meals, etc.)

Other Expenses(any expense not included in

the other categories)

Hospitality and Protocol(policy‐approved business meals

when not attending a conference)

Page 1Item 2F September 19, 2017 BIFAC Public Meeting Report: BIFAC:2017-70


Total Q217 Expenses

Total 2017 YTD

Expenses





conference travel)







Liu, Wei Manager, Property Accounting 0.00 0.00Macdonald, Donald Operating Unit Manager 91.43 222.41 222.41 313.84Malloch, Bruce Director, Strategic Communications 0.00 0.00Marshman, Kelvin President & CEO (interim) 0.00 0.00McCorriston, Laurel Operating Unit Manager 237.92 0.00 237.92McDonald, Mark Vice President, Information & Technology Services 507.11 576.56 576.56 1,083.67McKenzie, Andrew Senior Director, Service Integration & Delivery 0.00 0.00Mendes, William Program Delivery, Director 0.00 0.00Millward, Ted Legal Counsel 0.00 0.00Murray, James Allen Director, Operations Delivery 20.00 91.00 91.00 111.00Narine, Patricia Director, Program Services ‐ Operational Initiatives 0.00 0.00Pannunzio, Flora Facilities Manager 101.43 226.00 470.65 470.65 798.08Penny, Sheila Vice President, Facilities Management 48.46 793.08 2,386.70 3,179.78 3,228.24Perkovic, John Operating Unit Manager 844.89 844.89 844.89Priggen, Brad Operating Unit Manager 73.37 96.80 96.80 170.17Ramsamujh, Vishnu Manager, Labour Relations & Human Resources 297.30 115.00 282.50 115.00 694.80Rankin, Alexander Manager, Mechanical & Electrical Services 200.03 470.65 470.65 670.68Rappe, Anne Manager, Media & Public Relations 0.00 0.00Raubfogel, Orna Senior Legal Counsel 29.15 593.25 593.25 622.40Reis, Sheldon Manager, End User Computer Support 0.00 0.00Rhynold, Maria Manager, IT Service Delivery 187.30 455.25 455.25 642.55Rico, Addolorata (Dorina) Director, Revitalization & Renewal Communities 22.25 22.25 22.25Robson, Heather Legal Counsel, Employment & Privacy 0.00 0.00Roknic, Mary Director, Program Services 127.67 114.30 114.30 241.97Salter, Kate Legal Counsel, Legal Services 1,480.75 1,480.75 1,480.75Segu, Genevieve Manager, Internal Audit 50.00 0.00 50.00Sharp, Jeffery Director, Property Accounting 0.00 0.00Shaw, Trevor Senior Advisor to Commissioner's Office 25.10 74.94 2,254.35 0.00 74.94 2,354.39Sheps, David Facilities Manager, Architectural 94.76 69.39 226.00 470.65 540.04 860.80Shewchuk, Andy Manager, Grounds & Waste Management 470.65 470.65 470.65Skeith, Kelly Director, Development 28.37 500.00 500.00 528.37Slater, Noah Director, Capital Planning 58.48 198.56 198.56 257.04Slyne, Brendan Design Manager, Mechanical & Electrical 240.53 240.53 240.53Spearn, Greg President & CEO (interim) 0.00 0.00Summers, Cynthia Commissioner of Housing Equity 195.50 109.25 109.25 304.75Thomas, Barry Operating Unit Manager 208.86 208.86 208.86Tong, Vincent Director, Development (interim) 208.44 248.06 500.00 748.06 956.50Trajanos, Helen Director, Insurance & Risk Management 15.25 15.25 15.25Tuck, Wayne Chief Operating Officer 237.55 0.00 237.55Uzelac, Danny Manager, Talent Acquisition 0.00 0.00Vear, Michael Chief Internal Auditor 91.22 1,373.00 1,900.04 1,991.26 3,364.26Viets, Lindsay Manager, Strategic Planning & Support 0.00 0.00Warsame, Abdul Director, Central & East Community Housing 341.62 420.82 420.82 762.44Wheeler, Kelly Operating Unit Manager 305.00 373.73 373.73 678.73White, Joan Operating Unit Manager 625.37 331.42 813.60 1,145.02 1,770.39Wieczorek, Edmund Manager, Envelope & Roofing 470.65 470.65 470.65Wolbaum, Tracy HR Director, Talent Acquisition 282.50 0.00 282.50Wong, Daisy Facilities Manager 192.55 71.59 416.00 470.65 542.24 1,150.79Wong, Jessica Manager, Financial Reporting 0.00 0.00Wong, Siu‐On Manager, Investigations 157.08 87.76 87.76 244.84



Total Q217 Expenses

Total 2017 YTD

Expenses





conference travel)







Xiao, Wei Senior Construction Manager 80.96 256.45 256.45 337.41Yip, Raymond Director, Expenditures & Financial Controller 0.00 0.00Zaganjori, Xhavit Manager, Technical & Renewal Energy 328.16 328.16 328.16Zhang, Fred Manager, Business Analysis 155.90 218.22 218.22 374.12

Quarterly Totals 8,140.14 10,196.80 0.00 0.00 11,964.64 13,837.49 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 24,034.29 44,139.07

1 Pursuant to a Toronto City Council motion approved on March 9, 2011, 'Employees' are defined to be those TCHC employees whose annual salary exceeds $100,000.Shaded area identifies employees who left TCHC's employ between January 1, 2017 and June 30, 2017.



Q216 Q2172016YTD

2017YTD

Q216 Q2172016YTD

2017YTD

Q216 Q2172016 YTD

2017YTD

Q216 Q2172016YTD

2017YTD

Q216 Q2172016YTD

2017YTD

Norman (Bud) Purves 0.00 0.00 0.00 0.00Councillor Ana Bailão 0.00 0.00 0.00 0.00

Robert Carlo1 33.00 13.00 48.00 0.00 33.00 13.00 48.00Councillor Joe Cressy 0.00 0.00 0.00 0.00Councillor Frank Di Giorgio 0.00 0.00 0.00 0.00

Councillor Michael Ford2 0.00 0.00 0.00 0.00Vincent Gasparro 0.00 0.00 0.00 0.00Linda Jackson 0.00 0.00 0.00 0.00Joseph Kennedy 0.00 0.00 0.00 0.00Colin Lynch 0.00 0.00 0.00 0.00

Kevin Marshman3 0.00 0.00 0.00 0.00Pamela Taylor 0.00 0.00 0.00 0.00

Catherine Wilkinson 0.00 0.00 0.00 0.00

Councillor Raymond Cho4 0.00 0.00 0.00 0.00

Total 0.00 33.00 13.00 48.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 33.00 13.00 48.00

Total All Categories

BOARD OF DIRECTORS EXPENSES Q2 2017COMPARATIVE ANALYSIS

Q2 2017 and 2017 Year to Date

1Board member was on leave from the Board from May 3, 2016 to June 16, 2016. 2 Board member's term began January 1, 2017. 3On leave of absence from the Board starting April 25, 2017.4Board member resigned September 12, 2016.

Board Member


conference travel)


other categories)




Current Board Members

Former Board Member



Q216 Q2172016YTD

2017YTD

Q216 Q2172016YTD

2017YTD

Q216 Q2172016YTD

2017YTD

Q216 Q2172016YTD

2017YTD

Q216 Q2172016YTD

2017YTD

Greg Spearn1 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Kelvin Marshman2 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Total 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Total All Categories

PRESIDENT AND CEO (Interim) EXPENSES Q2 2017COMPARATIVE ANALYSIS

Q2 2017 and 2017 Year to Date

President and CEO


conference travel)

Other Expenses(any expense not included in the other

categories)

Hospitality and Protocol(policy‐approved business meals when

not attending a conference)



1 Resigned on April 24, 2017. 2 Appointed April 25, 2017.



Q216 Q2172016YTD

2017YTD

Q216 Q2172016 YTD

2017YTD

Q216 Q217 2016 YTD 2017 YTD Q216 Q217 2016 YTD2017 YTD

Q216 Q217 2016 YTD 2017 YTD

2017 Employees

Abbas, Aymen Senior Construction Manager (interim) 4.42 15.44 51.93 4.42 0.00 15.44 51.93Abdulla, Reza* Manager, Interior Buildings 0.00 0.00 0.00 0.00Abells, Alana Legal Counsel 101.70 101.70 101.70 0.00 101.70 0.00Anderson, William G.* Director, Community Safety Unit 294.43 381.59 0.00 294.43 0.00 381.59Arellano‐Chua, Joy Director, Treasury 140.00 140.00 140.00 0.00 140.00 0.00Asturi, Marta Legal Counsel & Assistant Corporate Secretary 77.70 0.00 0.00 77.70 0.00Barei, George Operating Unit Manager 686.07 388.73 1,032.87 892.78 686.07 388.73 1,032.87 892.78Barker, Catherine Vice President, Human Resources 0.00 0.00 0.00 0.00Barratt, Wen‐Hua (Linda)* Director, Enterprise Architecture 260.58 260.58 0.00 260.58 260.58Bernabei, Tony* Director, Networks & Infrastructure 70.55 70.55 0.00 70.55 70.55Bond, Jennifer Director, Labour Relations & Legal Counsel 28.25 28.25 28.25 0.00 28.25 0.00Bottoni, Mona* Manager, Community Safety Programs 207.31 207.31 0.00 207.31 0.00 207.31Bourne James, Joanne* Sourcing Manager 19.67 80.87 226.00 0.00 19.67 0.00 306.87Cabading, Orlando* Senior Manager, Building Energy Systems 108.35 108.35 0.00 108.35 0.00 108.35Carvalho, Nerin* Manager, Design Electrical 918.41 918.41 918.41 0.00 918.41 0.00Cassim, Saira Legal Counsel, Legal Services Division 0.00 0.00 0.00 0.00Chen, Jason Director, Development 17.89 21.35 90.12 104.93 500.00 500.00 17.89 521.35 90.12 604.93Cheung, Noel* Manager, Financial Planning & Analysis 0.00 0.00 0.00 0.00Chih, Jenny* Director, Solutions & Integration 18.63 18.63 0.00 18.63 0.00 18.63Coito, Ilidio Senior Construction Manager 11.35 11.35 51.93 0.00 11.35 0.00 63.28Cooke, Angela* Vice President, Resident Services 29.65 0.00 0.00 0.00 29.65Daley, Tim* Manager, Safety Systems 117.15 117.15 787.05 787.05 0.00 904.20 0.00 904.20Davis, Lorna* Operating Unit Manager 59.60 59.60 0.00 59.60 0.00 59.60Dayot, Elizabeth* Manager, Payroll Benefits & Compensation 0.00 0.00 0.00 0.00Dinavahi, Lakshmi Venkat* Corporate Controller 0.00 0.00 0.00 0.00D'Souza, Cheryl Senior Legal Counsel 418.10 1,237.35 254.25 418.10 0.00 1,237.35 254.25Dyer, Boyd Director, Smart Buildings & Energy Management 218.63 345.37 257.78 653.11 1,447.30 1,447.30 1,665.93 345.37 1,705.08 653.11Faria, Valesa* Senior Manager, Commercial & Business Development 21.12 0.00 0.00 0.00 21.12Feitelberg, Paul* Operating Unit Manager 479.04 932.37 0.00 479.04 0.00 932.37Fox, Nancy Director, Community Housing 296.46 86.28 348.56 142.55 296.46 86.28 348.56 142.55Garrett, Kimberley Operating Unit Manager 34.74 195.39 34.74 455.67 34.74 195.39 34.74 455.67Gash, Leslie Vice President Development (interim) 100.58 360.12 85.00 1,184.24 2,924.27 34.12 1,284.82 0.00 3284.39 119.12Goldvine, Sara Manager, Media Relations & Issues Management 37.75 4,434.74 0.00 0.00 0.00 4,472.49Goodyear, Andrew* Senior Development Manager 500.00 500.00 0.00 500.00 0.00 500.00Gorel, Jason Chief Financial Officer & Treasurer 20.00 73.45 0.00 0.00 93.45 0.00Grotsch, Richard* Senior Manager, Environmental Health 217.84 601.61 305.10 0.00 217.84 0.00 906.71Guadagnoli, Anthony* Facilities Manager 92.28 92.28 0.00 92.28 0.00 92.28Harb, Fadi Manager, Elevator Services 292.19 299.49 673.71 412.18 292.19 299.49 673.71 412.18Henderin, Christina Legal Counsel, Legal Services Division 66.75 16.00 66.75 48.00 101.70 811.34 643.08 168.45 16.00 878.09 691.08Ibrahim, Ismail General Counsel & Corporate Secretary (interim) 638.45 638.45 638.45 0.00 638.45 0.00Jeffers, Marva Operating Unit Manager 0.00 0.00 0.00 0.00Johnson, Mark General Counsel & Corporate Secretary 0.00 0.00 0.00 0.00Kobal, Sylvia Senior Director, Procurement 304.15 144.17 572.52 238.04 4,853.35 4,853.35 5,157.50 144.17 5,425.87 238.04Kohn, Hannah* Legal Counsel 465.78 0.00 0.00 0.00 465.78Koke, Albert Manager, Vendor Programs, Legal 0.00 0.00 0.00 0.00Kraljevic, John Operating Unit Manager 54.00 104.50 126.00 164.80 54.00 104.50 126.00 164.80Kurzemnieks, Kalvis Design Manager, Architectural & Building 582.02 823.84 582.02 1,715.86 582.02 823.84 582.02 1,715.86Lam, Linda Design Manger, Structural 15.00 191.35 15.00 191.35 158.00 158.00 337.87 173.00 191.35 173.00 529.22Lawson, William Director, Strategic Planning & Stakeholder Relations 0.00 0.00 0.00 0.00Leah, Graham Vice President, Asset Management 0.00 0.00 0.00 0.00Lee, Rose‐Ann Chief Financial Officer & Treasurer (interim) 949.20 1,711.95 949.20 0.00 1,711.95 0.00Liu, Wei Manager, Property Accounting 0.00 0.00 0.00 0.00Macdonald, Donald* Operating Unit Manager 222.41 313.84 0.00 222.41 0.00 313.84Malloch, Bruce Director, Strategic Communications 0.00 0.00 0.00 0.00Marshman, Kelvin* President & CEO (interim) 0.00 0.00 0.00 0.00McCorriston, Laurel* Operating Unit Manager 237.92 0.00 0.00 0.00 237.92McDonald, Mark* Vice President, Information Technology & Technology Services 576.56 1,083.67 0.00 576.56 0.00 1,083.67McKenzie, Andrew Senior Director, Service Integration & Delivery 0.00 0.00 0.00 0.00Mendes, William* Program Delivery Director 0.00 0.00 0.00 0.00Millward, Ted Legal Counsel 0.00 0.00 0.00 0.00

EMPLOYEE EXPENSES Q2 20171

Q217 and 2017 Year to DateCOMPARATIVE ANALYSIS


Business Travel(mileage, taxi, parking, other non‐conference

travel)


categories)




travel, registration, meals, etc.)Total All Categories



Q216 Q2172016YTD

2017YTD

Q216 Q2172016 YTD

2017YTD


Q216 Q217 2016 YTD 2017 YTD





travel)


categories)





Murray, James Allen Director, Operations Delivery 113.50 91.00 236.58 111.00 113.50 91.00 236.58 111.00Narine, Patricia Director, Program Services ‐ Operational Initiatives 0.00 0.00 0.00 0.00Pannunzio, Flora Facilities Manager 286.16 458.64 101.43 470.65 696.65 286.16 470.65 458.64 798.08Penny, Sheila Vice President, Facilities Management 408.26 793.08 408.26 841.54 1,672.12 2,386.70 1,672.12 2,386.70 2,080.38 3,179.78 2,080.38 3,228.24Perkovic, John* Operating Unit Manager 844.89 844.89 0.00 844.89 0.00 844.89Priggen, Brad* Operating Unit Manager 96.80 170.17 0.00 96.80 0.00 170.17Ramsamujh, Vishnu* Manager, Labour Relations & Human Resources 115.00 412.30 282.50 0.00 115.00 0.00 694.80Rankin, Alexander* Manager, Mechanical & Electrical Services 200.03 470.65 470.65 0.00 470.65 0.00 670.68Rappe, Anne* Manager, Media & Public Relations 0.00 0.00 0.00 0.00Raubfogel, Orna Senior Legal Counsel 29.15 593.25 593.25 0.00 593.25 0.00 622.40Reis, Sheldon* Manager, End User Computer Support 0.00 0.00 0.00 0.00Rhynold, Maria Manager, IT Service Delivery 197.75 455.25 474.16 642.55 197.75 455.25 474.16 642.55Rico, Addolorata (Dorina)* Director, Revitalization & Renewal Communities 22.25 22.25 0.00 22.25 0.00 22.25Robson, Heather Legal Counsel, Employment and Privacy 0.00 0.00 0.00 0.00Roknic, Mary Director, Program Services 84.30 114.30 329.49 241.97 84.30 114.30 329.49 241.97Salter, Kate Legal Counsel, Legal Services 53.80 692.41 1,480.75 1,093.56 1,480.75 692.41 1,480.75 1,147.36 1,480.75Segu, Genevieve* Manager, Internal Audit 50.00 0.00 0.00 0.00 50.00Sharp, Jeffery Director, Property Accounting 0.00 0.00 0.00 0.00Shaw, Trevor* Senior Advisor to Commissioner's office 74.94 100.04 2,254.35 0.00 74.94 0.00 2,354.39Sheps, David Facilities Manager, Architectural 140.11 69.39 257.15 164.15 470.65 696.65 140.11 540.04 257.15 860.80Shewchuk, Andy Manager, Grounds and Waste Management 215.74 215.74 470.65 470.65 215.74 470.65 215.74 470.65Skeith, Kelly* Director, Development 500.00 528.37 0.00 500.00 0.00 528.37Slater, Noah* Director, Capital Planning 198.56 257.04 0.00 198.56 0.00 257.04Slyne, Brendan* Design Manager, Mechanical & Electrical 240.53 240.53 0.00 240.53 0.00 240.53Spearn, Greg President & CEO (interim) 0.00 0.00 0.00 0.00Summers, Cynthia Commissioner of Housing Equity 529.41 109.25 823.55 304.75 529.41 109.25 823.55 304.75Thomas, Barry* Operating Unit Manager 208.86 208.86 0.00 208.86 0.00 208.86Tong. Vincent Director, Development (interim) 90.15 248.06 160.39 456.50 500.00 500.00 90.15 748.06 160.39 956.50Trajanos, Helen Director, Insurance & Risk Management 15.25 15.25 0.00 15.25 0.00 15.25Tuck, Wayne Chief Operating Officer 256.18 256.18 237.55 256.18 0.00 256.18 237.55Uzelac, Danny Manager, Talent Acquisition 0.00 0.00 0.00 0.00Vear, Michael Chief Internal Auditor 155.95 91.22 322.03 91.22 1,900.04 50.00 3,273.04 155.95 1,991.26 372.03 3,364.26Viets, Lindsay* Manager, Strategic Planning & Support 0.00 0.00 0.00 0.00Warsame, Abdul Director, Central & East Community Housing 178.62 420.82 473.83 762.44 178.62 420.82 473.83 762.44Wheeler, Kelly* Operating Unit Manager 373.73 678.73 0.00 373.73 0.00 678.73White, Joan* Operating Unit Manager 331.42 956.79 813.60 813.60 0.00 1,145.02 0.00 1,770.39Wieczorek, Edmund* Manager, Envelope & Roofing 470.65 470.65 0.00 470.65 0.00 470.65Wolbaum, Tracy Director, HR Talent Acquisition 282.50 0.00 0.00 0.00 282.50Wong, Daisy Facilities Manager 286.88 71.59 630.29 264.14 470.65 886.65 286.88 542.24 630.29 1,150.79Wong, Jessica Manager, Financial Reporting 80.00 80.00 80.00 0.00 80.00 0.00Wong, Siu‐On* Manager, Investigations 87.76 244.84 0.00 87.76 0.00 244.84Xiao, Wei Senior Construction Manager 172.48 256.45 301.69 337.41 62.15 807.15 234.63 256.45 1,108.84 337.41Yip, Raymond Director, Expenditures & Financial Controller 0.00 0.00 0.00 0.00Zaganjori, Xhavit* Manager, Technical & Renewal Energy 328.16 328.16 0.00 328.16 0.00 328.16Zhang, Fred Manager, Business Analysis 418.52 218.22 660.06 374.12 418.52 218.22 660.06 374.12

2016 Employees Not On 2017 List

Adey, Virginia Director, Service Integration & Delivery (interim) 0.00 0.00 0.00 0.00Anckle, Daniel Director, Resident Access & Support Services 39.00 39.00 150.00 39.00 0.00 189.00 0.00Araujo, Tony Director, Payroll & Benefits 59.00 0.00 0.00 59.00 0.00Arpadzic, Arej Sr. Director Information Tech & Services (interim) 426.39 717.49 426.39 0.00 717.49 0.00Atungo, Simone Vice President, Resident & Community Services (interim ) 46.25 46.25 2,858.97 46.25 0.00 2,905.22 0.00Audi, Saji Design Manager, Structural 0.00 0.00 0.00 0.00DeVito, John Manager, IT Business Systems Services 0.00 0.00 0.00 0.00Grey‐Wolf, Heather Development Director 0.00 0.00 0.00 0.00Howard, Leslie Director, Program Management & Systems Integration 179.15 380.26 179.15 0.00 380.26 0.00Jacques, Stephen Director, Revitalization & Renewal Communities 204.21 351.67 370.92 204.21 0.00 722.59 0.00Johnson, Gail Director, Resident Engagement & Community Services (interim) 37.44 37.44 37.44 0.00 37.44 0.00Keddy, Jason Director, Community Safety Unit 0.00 0.00 0.00 0.00Moledina, Rahim Director, Learning & Organization Development 0.00 0.00 0.00 0.00Mosieh‐Zahreai, Hamid Design Manager, Structural 685.88 718.12 685.88 0.00 718.12 0.00



Q216 Q2172016YTD

2017YTD

Q216 Q2172016 YTD

2017YTD


Q216 Q217 2016 YTD 2017 YTD





travel)


categories)





Nicolaou, Mara Senior Construction Manager 91.53 152.55 0.00 0.00 244.08 0.00Strohmeier, Debbie Senior Business Systems Manager 9.54 73.50 9.54 0.00 73.50 0.00Tramontozzi, Anna Corporate Controller 949.20 949.20 949.20 0.00 949.20 0.00Turner, Roy Director, Design & Engineering 78.69 0.00 0.00 78.69 0.00Williamson, Kenneth Manager, End User Computer Support 172.74 172.74 172.74 0.00 172.74 0.00Yung, Cindy Director, Financial Planning and Analysis 0.00 0.00 0.00 0.00

Quarterly Totals 8,087.51 10,196.80 13,103.16 18,336.94 14,314.58 13,837.49 23,225.99 25,802.13 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 22,402.09 24,034.29 36,329.15 44,139.07

1 Pursuant to a Toronto City Council motion approved on March 9, 2011, 'Employees' are defined to be those TCHC employees whose annual salary exceeds $100,000.Shaded area identifies employees who left TCHC's employ between January 1, 2017 and June 30, 2017. * Employee was not on the list in Q216.


of 7

Procurement: Metrics

Item 2G September 19, 2017 Building Investment, Finance and Audit Committee Report: BIFAC:C2017-62

To: Building Investment, Finance and Audit Committee (BIFAC)

From: President and Chief Executive Officer (Interim)


PURPOSE: To provide BIFAC with a clear understanding of the work undertaken by Strategic Procurement to ensure Toronto Community Housing Corporation (TCHC) is maximizing value for money and monitoring external vendor spend for compliance to Procurement Policy and Procedures and ensuring public accountability. RECOMMENDATIONS: It is recommended that the Committee receive this report for information.

REASONS FOR RECOMMENDATIONS: As part of the ongoing procurement planning and control processes, several metrics have been implemented to provide the BIFAC with information of the overall management of and adherence to the policies, including:

1. Procurement Summary 2. Procurement Change Orders 3. Top 25 Procurement Projects 4. Post Purchase Approval Request (PPAR) Non-Compliant Spend

SIGNATURE:

of 7

“Sylvia Kobal”

Sylvia Kobal Senior Director, Strategic Procurement ATTACHMENT:

1. Procurement Metrics (April 1, 2017 – June 30, 2017)

STAFF CONTACT: Sylvia Kobal, Senior Director, Strategic Procurement 416-981-5588 [email protected]

Procurement Metrics 2017 Q2 HIGHLIGHTS:

• Finalized 84 RFXs in Q2 2017 with a total awarded value of $83,291,484.

of 7 • The average value per project in Q2 2017 was $1,162,322. • Total cumulative value of PPAR’s in Q2 2017 amounted to $1,247,635. 1. Active Key Initiatives:

a) RFVQ for Bulk General Repairs

TCHC has finalized the RFVQ for Bulk General Repairs. The successful proponents will be working through the State of Good Repair (SOGR) program which has identified the buildings to be tended to. The SOGR program ensures that all units in a building receive necessary maintenance and needed repairs to maintain a safe and healthy living space for residents. Items covered include kitchen and bathroom replacement, doors and windows, and well as painting and electrical repair.

b) Integrated Housing Management Solution

TCHC has issued an RFVQ for the Integrated Housing Management (IHM) Solution and is scheduled to close in Q2 2017. This RFVQ is the first stage in a two-stage process. The RFVQ is to pre-qualify proponents who will then develop a proof of concept proposal in a subsequent second-stage competitive process. Once finalized, the fully managed enterprise cloud based IHM solution will offer 24x7 services with 99.9% availability and uptime creating an efficient and cohesive operational environment.

2. Procurement Summary

of 7 In late 2013, TCHC adopted standard procurement metrics to monitor the efforts and impact of the Procurement Department and the value being generated on behalf of the Shareholder.

In Q2 of 2017, 84 RFx’s were closed and finalized. The average value per project amounted to $1,134,141.

* An RFx refers to any Request for Quotation (RFQ) or public Request for Proposal (RFP) issued to qualified vendors to quote on a project.

Key strategies in 2017 include strategic procurement planning on combining multiple projects into one procurement call, thus increasing staff productivity and reducing the vendors bid workload.

2017 Procurement2017

Apr - Jun2016

Apr - JunYoY

TrendingYTD 2017 YTD 2016

Number of RFx's Finalized 84 111 -24% 141 218

Average Value per Project 1,162,322$ 426,625$ 172% 925,466$ 407,645$

Total Average Value of Vendor Bids

97,635,027$ 47,355,354$ 106% 130,490,705$ 88,866,562$

CONFIDENTIAL Page 5 of 7 Top 25 Projects

The following chart provides the details of the top 25 procurements of Q2 2017, indicating the average value of all bids submitted and the lowest or winning bid.

QuarterProcurement

IDWinning Vendors Procurement Category

Total of Winning Bid

Projects

2017-Q2 VAC-17080 DEL MANAGEMENT SOLUTIONS INC. Property Management Services $24,114,023 12017-Q2 VAC-17104 SELCO ELEVATORS LTD Elevator Maintenance $6,805,586 12017-Q2 VAC-17081 GREENWIN INC Property Management Services $6,068,301 12017-Q2 VAC-17106 SELCO ELEVATORS LTD Elevator Cabs $5,765,479 132017-Q2 VAC-17105 THYSSEN KRUPP ELEVATOR Elevator Maintenance $4,994,900 12017-Q2 VAC-17031 DOM-MERIDIAN CONSTRUCTION LIMITED Re-Development $4,143,425 12017-Q2 VAC-17074 HERITAGE RESTORATION INC. P.Garage - Deck/Roof/Slab on Grade $2,734,598 12017-Q2 VAC-17113 PPL AQUATIC FITNESS & SPA GROUP INC. Swimming Pool $2,558,920 12017-Q2 VAC-17072 ADCO BUILDING RESTORATION LTD. Balcony Decks $2,480,000 12017-Q2 VAC-17090 REGAL WINDOWS & DOORS SYSTEMS INC Envelope: Other $1,904,117 12017-Q2 VAC-17093 ROMA BUILDING RESTORATION LTD. Balcony Decks $1,799,895 12017-Q2 VAC-17092 ALPEZA GENERAL CONTRACTING INC Envelope: Other $1,734,800 12017-Q2 VAC-17166 CAMPBELL BROTHERS MOVERS LTD. Moving Services $1,191,847 12017-Q2 VAC-17073 MARTINWAY CONTRACTING LTD Domestic Water Supply - Copper $1,057,630 12017-Q2 VAC-17148 TRINITY SERVICES LTD. Sidewalks Curbs Patios $1,031,912 12017-Q2 VAC-17160 CAPITAL FIRE & SECURITY INC. CCTV $911,723 12017-Q2 VAC-17091 RIVIERA RESTORATION SERVICES LTD Envelope: Other $881,190 12017-Q2 VAC-17107 EILEEN ROOFING INC. Roof Systems $809,870 22017-Q2 VAC-17059 ADCO BUILDING RESTORATION LTD. Balcony Railings $793,485 22017-Q2 VAC-17184 APLUS GENERAL CONTRACTORS CORP. Driveways $754,320 1

2017-Q2 VAC-17228(1) CANADIAN TECH, (2) EUROTECH SAFETY, (3) GAL POWER SYSTEMS, (4) PREMIER MECHANICAL, (5) TPL INSTALLATIONS

Emergency Generator $693,430 1

2017-Q2 VAC-17181 LOMCO LIMITED General Landscaping $690,043 12017-Q2 VAC-17183 DANMICHAEL CONSTRUCTION LTD. P.Garage - Walls $655,250 12017-Q2 VAC-17170 GREATER TORONTO FIRE PROTECTION Fire Hoses $652,030 12017-Q2 VAC-17117 JOE PACE & SONS CONTRACTING INC Accessibility - Common Area $587,837 1

Procurement: Metrics Report: BIFAC:C2016-xx Page 6 of 8

3. Change Orders

The following chart provides the details of change orders and contract amendments that are cumulatively over $500,000 (inclusive of taxes) above the original contract value:

Quarter Vendor(s)Original PO

AmountCumulative

CO'sAmended PO

Amount2017-Q2 TRINITY SERIVICES LIMITED 253,285.00$ 862,615.00$ 1,115,900.00$ 2017-Q2 PLATINUM ELECTRICAL CONTRACTORS 1,256,700.00$ 793,417.05$ 2,050,117.05$

CONFIDENTIAL Page 7 of 7

4. Post Purchase Approval Requests In March 2014, Procurement implemented a tracking mechanism (Post Purchase Approval Request or PPAR) to capture all purchases made without prior Purchase Order issuance. Since the use of Purchase Orders ensures the proper Procurement and Finance oversight of purchases, all invoices paid on a PPAR are viewed as out of compliance with current Procurement Policies.

The average value of purchases made without prior purchase order approvals was only $5,803 for Q1-Q2 2017, which is below the $10,000 threshold required for three quotes. As a result, the company continues to improve upon its compliance with purchase order formulation, and given the average PPAR amount of $5,803, governed risk on these PPAR’s are not deemed to be significant by management. Overall for Q2 2017, total cumulative value of PPAR’s amounted to $1,247,635.

Department Value Requests Value Requests Value Requests Va lue Requests Total Value Total Requests % of Spend Avg V alueDevelopment 255,023$ 39 312,634$ 60 567,657$ 99 31.76% 5,733.91$ Facilities Management 47,581$ 9 490,360$ 14 537,941$ 23 30.10% 23,388.73$ Information Technology -$ 0 229,468$ 11 229,468$ 11 12.84% 20,860.69$ Resident Community Services 118,468$ 27 8,917$ 10 127,386$ 37 7.13% 3,442.86$ Legal 11,219$ 5 73,950$ 7 85,169$ 12 4.77% 7,097.44$ Finance 20,578$ 1 59,666$ 5 80,244$ 6 4.49% 13,373.94$ Human Resources 23,895$ 7 41,401$ 15 65,296$ 22 3.65% 2,967.98$ Community Safety Unit 27,622$ 24 10,758$ 9 38,380$ 33 2.15% 1,163.02$ Audit 26,740$ 1 -$ 0 26,740$ 1 1.50% 26,740.00$ Asset Management 8,048$ 52 15,497$ 7 23,546$ 59 1.32% 399.08$ Communications -$ 0 4,984$ 4 4,984$ 4 0.28% 1,246.00$ CEO's Office 500$ 1 -$ 0 500$ 1 0.03% 500.00$ Grand Total 539,673$ 166 1,247,635$ 142 1,787,308$ 308 100% 5,802.95$

2017-Q1 2017-Q2 2017-Q3 2017-Q4 FY 2017

Department Value Requests Value Requests Value Requests Va lue Requests Total Value Total Requests % of Spend Avg V alueLegal 480,396$ 56 310,272$ 45 5,716$ 4 49,202$ 9 845,586$ 114 42.08% 7,417.42$ Development 77,328$ 43 95,519$ 47 116,442$ 19 16,667$ 6 305,957$ 115 15.23% 2,660.49$ Asset Management 117,363$ 413 21,694$ 143 7,210$ 53 66,764$ 192 213,030$ 801 10.60% 265.95$ Finance 11,902$ 5 145,400$ 2 193$ 2 -$ 0 157,495$ 9 7.84% 17,499.44$ Human Resources 48,549$ 12 51,867$ 18 22,709$ 6 10,688$ 7 133,813$ 43 6.66% 3,111.94$ Resident Community Services 13,341$ 12 11,568$ 14 17,372$ 29 89,446$ 31 131,726$ 86 6.56% 1,531.70$ Facilities Management 16,627$ 10 90,380$ 21 -$ 0 -$ 0 107,007$ 31 5.33% 3,451.84$ Community Safety Unit 13,550$ 11 16,891$ 22 35,040$ 55 14,451$ 18 79,932$ 106 3.98% 754.08$ Communications -$ 0 4,786$ 6 6,645$ 3 -$ 0 11,431$ 9 0.57% 1,270.06$ Resident Access and Support -$ 0 6,457$ 5 -$ 0 -$ 0 6,457$ 5 0.32% 1,291.45$ Information Technology -$ 0 -$ 0 1,728$ 1 4,338$ 5 6,065$ 6 0.30% 1,010.90$ Procurement 5,365$ 1 -$ 0 -$ 0 -$ 0 5,365$ 1 0.27% 5,365.00$ Audit -$ 0 -$ 0 1,950$ 1 514$ 1 2,464$ 2 0.12% 1,232.00$ CEO's Office 1,530$ 4 -$ 0 -$ 0 -$ 0 1,530$ 4 0.08% 382.60$ Corporate 1,377$ 1 -$ 0 -$ 0 -$ 0 1,377$ 1 0.07% 1,377.14$ Grand Total 787,328$ 568 754,834$ 323 215,006$ 173 252,069$ 269 2,009,236$ 1333 100% 1,507.30$

2016-Q1 2016-Q2 2016-Q3 2016-Q4 FY 2016

Consolidated Financial Report on Development Projects as of June 30, 2017

Item 2H September 19, 2017 Building Investment, Finance and Audit Committee Report: BIFAC:2017-58


From: Vice President, Development (Acting)


PURPOSE: To provide the Committee for information purposes, a consolidated report of development/construction updates and project financials showing results as compared to the 2017 budget and reforecast as well as multi-year anchor business plan budgets, as approved by the TCHC Board of Directors, for 2017.

RECOMMENDATION: It is recommended that the BIFAC receive this report for information.

EXECUTIVE SUMMARY and HIGHLIGHTS up to June 30, 2017:

• 2017 approved budget is $148 million and reforecast is $131 million. • Actual spending to end of June is $40 million. • Spending will ramp up as construction is progressing on Regent Park

Block 17 North and Lawrence Heights, and starting in Leslie Nymark later this year.

• Meetings to discuss the 2016 financial statements for Regent Park Development Corporation were held on May 9th and on May 17th for Allenbury Gardens Development Corporation, Alexandra Park Development Corporation and Leslie Nymark Development Corporation.

DEVELOPMENT PROJECT STATUS UPDATES: Regent Park

• Closed and transferred the fourth and fifth Phase 3 market lands. • Construction of Block 24S exterior wall is complete and interiors are

on-going. • Construction of Block 17N excavation and shoring continues. • Forming contractor for Block 27 filed for insolvency and was terminated

in April. New forming contractor was secured and work continues on the 23rd floor.

• Construction of Phase 3 market blocks continues including seniors building on Block 32 and Block 26 condominium.

Alexandra Park

• Completion of landscaping and basement work in Phase 1a townhouses.

• Occupancy of Phase 1a condominium, SQ, commenced (completed up to 6th floor).

• Commencement of shoring and excavation in Phase 1b (TCHC townhouses and SQ2 condominium).

• Hired consultant to assist with planning for the new Alexandra Park Community Centre (to be constructed in Phase 2).

• Pre-development planning fully underway for Phase 2 (potential re-zoning).

Allenbury Gardens

• Final interior work being completed at the end of Q2 for occupancy beginning in August 2017.

• Relocation of Phase 2 tenants is ongoing with an N13 expiration date (date the units must be vacated) of September 30, 2017.

• Site Plan Application submitted for the first two buildings as part of Phase 2.

Leslie Nymark

• All tenants have been relocated off site. • Demolition of existing units was completed at the end of Q2. • Site Plan Application is being reviewed by City Planning and the

consultant team are working on resolving a few outstanding issues. Lawrence Heights

• Construction of Block 1A rental building has reached 4th floor. • Demolition completed for 1 Leila Lane in order to make way for

construction of Block 1B. • Site servicing has commenced for Block 1B. • Commenced with soft marketing for remainder of Phase 1

Townhouses. • Commenced with the return process for relocated tenants of Phase 1.

250 Davenport

• Community Library renovations completed. • Roof replacement completed. • Recreation room and lobby renovation substantially completed. • Radiator removals completed for HVAC work. • Issued job posting for a Community Liaison Representative.

SIGNATURE: “Vincent Tong”

Vincent Tong Vice President, Development (Interim) ATTACHMENT:

• Development Capital Report – June 2017

STAFF CONTACT:

Rose-Ann Lee ................................................. 416-981-4316 CFO & Treasurer (Acting) [email protected]

Vincent Tong .................................................. 416-981-4372 Vice President, Development (Interim) [email protected]

Q2 2017 Development Capital Report

Actuals to June 30, 2017

(amounts in $000's)

Regent Park

Phase 2 - RGI

Regent Park

Phase 2 -

Market

Regent Park

Phase 3 - RGI

Regent Park

Phase 3 -

Market

Alexandra

Park Phase 1

- RGI

Alexandra

Park - Market

Alexandra

Park Phase 2

- RGI

Allenbury

Gardens -

RGI

Allenbury

Gardens -

Market

Leslie

Nymark - RGI

Leslie Nymark -

Market

Lawrence

Heights Phase

1 - RGI

Lawrence

Heights -

Market

New

Developments

Don

Summervillle

250

Davenport -

RGI

250 Davenport

- Market Total

755 750

Approved Budget

Costs

Anchor Business Plan

Total Anchor Plan Costs 170,391 - 261,402 - 29,206 - - 32,359 - 46,971 - 69,562 - - - 13,200 - 623,091 Total Anchor Plan Funding (95,697) (73,076) (174,737) (86,665) - (33,425) - - (35,724) - (37,454) - (60,256) - - - (54,700) (651,734)

Anchor Business Plan Cash Requirement/(Excess) 74,694 (73,076) 86,665 (86,665) 29,206 (33,425) - 32,359 (35,724) 46,971 (37,454) 69,562 (60,256) - - 13,200 (54,700) (28,643)

Board Approved Business Plan

Total Board Approved Costs 156,209 - 273,771 - 36,533 - - 34,748 - 46,971 - 77,331 - - - 16,700 - 642,263 Total Board Approved Funding (56,772) (73,076) (149,337) (86,665) (898) (35,589) - - (36,063) - (37,454) - (60,328) - - (2,000) (43,483) (581,665)

Board Approved Business Plan Cash Requirement

/ (Excess) 99,437 (73,076) 124,434 (86,665) 35,635 (35,589) - 34,748 (36,063) 46,971 (37,454) 77,331 (60,328) - - 14,700 (43,483) 60,598

Net Development Contribution (RGI less Market

Funds) 26,361 37,769 34,793 (1,315) 9,517 17,003 - - (28,783) 95,346

Mortgage 72,471 72,471 Corporate Debenture 27,808 27,808 Net Development Contribution (Incl adjustments

for Mortgages and Corporate Debenture) 138,048 195,625

Cash Flow - Cash Flow as at June 30th, 2017

Total Project Costs to Date 142,476 2,083 89,049 - 35,181 0 - 8,445 - 4,411 - 15,959 157 453 285 12,816 - 311,314 Total External Funding to Date (28,362) (53,581) (31,034) (36,809) (43) - - (188) 9,010 - - (3,175) (2,266) - - - (3,500) (149,948)

Net costs to TCHC 114,114 (51,499) 58,015 (36,809) 35,138 0 - 8,257 9,010 4,411 - 12,784 (2,109) 453 285 12,816 (3,500) 161,366

Total Internal Funding (41,462) (38) - - - - - - - - - - - - - - - (41,500)

Total Project Cash Requirements/(excess) 72,652 (51,537) 58,015 (36,809) 35,138 0 - 8,257 9,010 4,411 - 12,784 (2,109) 453 285 12,816 (3,500) 119,866

Remaining Spend on Phase (Budget vs. Costs to

Date) 26,785 (21,540) 66,419 (49,856) 497 (35,589) - 26,491 (45,072) 42,560 (37,454) 64,547 (58,219) (453) (285) 1,884 (39,983) (24,521)

2017 Analysis

2017 ReforecastConstruction Costs 19,854 - 56,825 5,087 - 1,000 6,378 - 2,749 - 14,935 - 2,000 1,450 3,898 114,177 Capitalized Interest 67 - 148 - 22 - 4 18 - 8 - 61 - 5 4 11 349 Development Costs 707 - 1,563 - 231 - 38 194 - 86 - 648 - 58 42 118 3,685 Redevelopment Costs 187 - 413 - 61 - 10 51 - 23 - 171 - 15 11 31 973 Relocation Costs 597 - 1,320 - 195 - 32 164 - 73 - 547 - 49 35 100 3,112 Total Construction Costs 21,413 - 60,270 - 5,597 - 1,083 6,806 - 2,939 - 16,363 - 2,127 1,542 4,157 - 122,296

Total Funding (1,110) (4,278) (39,403) (9,286) (632) (20,244) - - (8,716) - 6,713 (2,893) (2,011) - - - (5,250) (87,111)

2017 Net Reforecast 18,744 (4,278) 17,422 (9,286) 4,455 (20,244) 1,000 6,378 (8,716) 2,749 6,713 12,042 (2,011) 2,000 1,450 3,898 (5,250) 35,185

2017 Approved Budget

Item 2H - Consolidated Financial Report on Development Projects as of June 30, 2017 September 19, 2017 BIFAC Public Meeting Report: BIFAC:2017-58

Attachment 1

Total Construction Costs 26,052 - 57,589 - 8,517 - 1,383 7,141 3,037 6,507 - 23,866 - 2,127 1,542 4,341 - 139,065 Total Funding (3,040) (4,279) (28,714) (9,286) (757) (19,026) - - (5,299) - (3,325) (3,140) (1,434) - - - (5,250) (83,551)

2017 Net Approved Budget 23,013 (4,279) 28,874 (9,286) 7,760 (19,026) 1,383 7,141 (2,262) 6,507 (3,325) 20,726 (1,434) 2,127 1,542 4,341 (5,250) 58,551

2017 Actuals Construction Spend 7,864 - 17,783 - 1,750 - - 1,887 - 1,705 - 2,996 9 30 58 2,741 - 36,822 Overhead 69 - 645 - 324 - - 296 - 77 - 382 - - - 365 - 2,158 Capitalized Interest 252 - - - - - - - - - - - - - - - - 252 2017 Project Costs 8,186 - 18,428 - 2,073 - - 2,183 - 1,782 - 3,377 9 30 58 3,105 - 39,232

Equity Contribution - - - - - - - - 455 - - - - - - - - 455 Cash Contribution - 370 - - - - - - - - - - - - - - - 370 Land Sale - - - (9,286) - - - - - - - - - - - - - (9,286)

VTB Proceeds - - - - - - - - - - - - - - - - - - Funding - City - - (117) - - - - - - - - - - - - - - (117) Funding - Provincial - - - - - - - - - - - - - - - - - - Funding - Provincial Soil and City Site Servicing1 (244) - (6,549) - - - - - - - - (290) - - - - - (7,083) Affordable Housing (2,538) - (9,360) - - - - - - - - - - - - - - (11,898) Other - - 19 - - - - - - - - - - - - - - 19 Advance As Loans - - - - - - - - - - - - - - - - - - Return of Equity - (187) - - - - - - (1,505) - - - - - - - - (1,692) Profit Distribution - - - - - - - - - - - - - - - - - -

2017 External Funding (2,782) 182 (16,008) (9,286) - - - - (1,050) - - (290) - - - - - (29,234)

Net costs to TCHC 5,403 182 2,420 (9,286) 2,073 - - 2,183 (1,050) 1,782 - 3,087 9 30 58 3,105 - 9,998

Total Internal Funding - - - - - - - - - - - - - - - - -

Remaining 2017 Spend - Approved Budget 17,609 (4,462) 26,454 0 5,687 (19,026) 1,383 4,957 (1,212) 4,725 (3,325) 17,639 (1,443) 2,097 1,484 1,235 (5,250) 48,553

Units

Total Units 428 1,270 637 - 200 415 - 127 958 121 498 254 815 - 220 460 283 6,686

Completed Units 273 1,063 22 - 179 - - - - - - - - - - - - 1,537 -

Units Left to Complete 155 207 615 - 21 415 - 127 958 121 498 254 815 - 220 460 283 5,149

1 Site cost re-imbursements are to be netted against construction cost to get the overall WIP spend.2 Alexandra Park Phase 1 - RGI Cumulative total includes $537,045.18 for lost rent due to Atkinson Co-op units. These rents were incorrectly allocated to this BU and relate to lost rents in 2013 & 2014.

They cannot be moved to the correct BU at this time out due to budgetary restrictions as the amounts were allocated several years ago.3 2017 actuals for Regent Park Phase 2 Site Servicing include an accounting error from 2012 which resulted in a reversal of $2.7m in costs.4 Total Construction Budget $138,765 + Equity Contributions (included in Funding Summary) $8,896 ties to Total Approved Budget of $147,6625 Other Funding for Regent Park Phase 3 (Blocks 16/17) assume that the construction cost for Block 17 ($9,575) as well as Block 16 ($433) will be funded by construction loan.

Item 2H - Consolidated Financial Report on Development Projects as of June 30, 2017 September 19, 2017 BIFAC Public Meeting Report: BIFAC:2017-58

Attachment 1

of 3

Allenbury Gardens Revitalization: Transfer of Development Blocks to Partnership Item 2I September 19, 2017 Building Investment, Finance and Audit Committee Report: BIFAC:2017-60


From: Vice President, Development (Interim)


PURPOSE: To amend the recommendations contained in the Board report seeking approval to transfer Part 1 on the Reference Plan 66R-29296 (the “R-Plan”) within Allenbury Gardens, from Toronto Community Housing Corporation to the Allenbury Gardens Revitalization General Partnership (the “Partnership” (TCHC:2017-39). This report is intended to provide the City of Toronto, as Service Manager, with a Board of Directors resolution authorizing the transfer of this part that references the legally defined block as set out on the R-Plan. RECOMMENDATIONS: It is recommended that the BIFAC recommend to the Board of Directors to approve the following:

1. Authorize the transfer of Part 2 on the R-Plan 66R-29296 prepared by J.D. Barnes Ltd, dated May 5, 2017, in addition to Part 1, from Toronto Community Housing Corporation (“TCHC”) to VIVO Residences Inc. (the “Partnership”);

of 3

2. Authorize the encumbrance of Toronto Community Housing lands in each of the Allenbury Gardens Revitalization phases, with shared facilities agreements; and

3. Authorize the Interim President and Chief Executive Officer (or designate) to execute any and all documents as may be necessary to give effect to the above recommendation.

REASONS FOR RECOMMENDATIONS: TCHC launched the revitalization of Allenbury Gardens in partnership with FRAM Building Group Ltd. (FRAM) in August 2010. The Official Plan amendment and re-zoning process was completed in April 2013. The project is proceeding on schedule. In September of 2014, the City of Toronto informed TCHC that MMAH requires transfers of land to the Partnership be authorized by a Board of Directors resolution making specific reference to the legal definitions of the blocks. Part 1 on R Plan 66R-29296, was approved for transfer in May 2017 (TCHC:2017-39) and contains the first market component of Phase 2, known as VIVO Condos. Vivo launched sales in August 2016 and is 99% sold. With a successful sales launch, the Partnership has achieved the pre-sales threshold for construction financing. We are now applying to the City of Toronto for the necessary consents under Section 161 of the Housing Services Act, 2011. Part 2 on R Plan 66R-29296 contains the TCH replacement units which includes two blocks of 28 rental townhouses (Blocks T5 and T6) and a 75 unit apartment building (Building C). The Partnership has agreed to build additional underground parking beneath TCH Building C. beyond the parking required for Building C. This additional parking will satisfy the parking requirements resulting from increased density in the future market condominiums. The construction of this parking will require the transfer of Part 2 to the Partnership. Once the parking garage is completed, Part 2 will be transferred back to TCH.

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TCH and the owners of the market lands will enter into shared facilities agreements with respect to the retained TCH lands and the market lands for each of the phases. The shared facilities agreements will govern the control, use and maintenance of shared facilities and will be registered on title. The tenant relocation process for Phase 2 tenants started on May 1, 2017 and is currently underway. Demolition and remediation is expected to begin October 2017 with construction starting early in 2018. IMPLICATIONS AND RISKS: There are no risks associated with adopting the recommendations included in this report as the purpose of the recommendations is to provide a Board of Directors resolution that will fulfill the City of Toronto’s requirement, as Service Manager, for land transfer. SIGNATURE:

“Vincent Tong”

Vincent Tong Vice President, Development (Interim) ATTACHMENT:

1. Allenbury Gardens Phase 2 Site Plan 2. Reference Plan 66R-29296 – May 5, 2017

STAFF CONTACT: Andrew Goodyear, Development Director (Interim) 416-981-4044 [email protected] Abigail Moriah, Senior Development Manager (Interim) 416-981-5964 [email protected]

Allenbury Gardens Phase 2 Site Plan

Phase 2 Allenbury Gardens Revitalization

Building TypesTCHC Rental Townhouses: TH-05, TH-06TCHC Rental Apartment: Building C

Market Townhouses: TH-07Market Condominiums: Building D and E Prepared by: CORE Architects, V+A Architects,

BTI Architects

August 2017

Phase 2bPhase 2a

TCHC and Market Property Line

Public Utilities Easements

Item 2I - Allenbury Gardens Revitalization: Transfer of Development Blocks to Partnership September 19, 2017 BIFAC Public Meeting Report: BIFAC:2017-60

Attachment 1

Item 2I - Allenbury Gardens Revitalization: Transfer of Development Blocks to Partnership September 19, 2017 BIFAC Public Meeting Report: BIFAC:2017-60

Attachment 2

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IAC Charter Amendment and Appointment Item 2J September 19, 2017 Building Investment, Finance and Audit Committee Report: GCHRCC:2017-32

BIFAC:2017-72 To: Governance, Communications, Human Resources and

Compensation Committee (GCHRCC); and Building Investment, Finance and Audit Committee (BIFAC)

From: Chair, Investment Advisory Committee

Date: August 30, 2017

PURPOSE: To propose amendments to the Investment Advisory Committee (IAC) Charter and to seek an appointment to the IAC. RECOMMENDATIONS: It is recommended that the GCHRCC and the BIFAC:

(a) adopt the amendments to the Investment Advisory Committee (IAC) Charter as set out in Attachment 1;

(b) appoint the proposed candidate as a volunteer member of IAC (Attachment 2); and

(c) forward to the Board for review and approval. REASONS FOR RECOMMENDATIONS: The IAC is an advisory committee to the BIFAC that is responsible for providing strategic advice with respect to TCHC’s Investment Policy Statement (IPS), and monitoring the performance of TCHC’s investment

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portfolio in accordance with the IPS. The IAC Chair, in discussions with the GCHRCC Chair, reflected on the current membership of the IAC and the skills set of each member. The proposed candidate (Attachment 2) provides a unique set of skills that will be beneficial to the IAC and its mandate. IMPLICATIONS AND RISKS: It is good governance practice to review skills set of members to ensure appropriate expertise is utilized for the benefit of the IAC, and its reporting to the BIFAC on TCHC’s investment portfolio. The proposed candidate will serve on a voluntary basis and will contribute his unique skills set to the IAC that will complement the balance of expertise from the current IAC members. The IAC Charter amendments allow the appointment of an additional volunteer member to the IAC. SIGNATURE:

“Vincent Gasparro”

Vincent Gasparro Chair, Investment Advisory Committee ATTACHMENT:

1. IAC Charter Amendments 2. CV Franck N. Perrin

STAFF CONTACT: Ismail Ibrahim, General Counsel and Corporate Secretary (Interim) 416-981- 4241 [email protected]

Approved: April 29, 2013 Amended: February 4, 2015- Replaced Terms of Reference with Charter and Building and Investment Committee with Building Investment, Finance and Audit Committee.

1

Investment Advisory Committee Charter

Mandate The Investment Advisory Committee (the "Committee") is established as an advisory committee to the Building Investment, Finance and Audit Committee. The purpose of the Committee is to assist the Building Investment, Finance and Audit Committee in fulfilling its responsibilities in respect of:

• Capital Funds and Investments. Responsibilities The Committee shall:

• Provide strategic advice with respect to the investment policy and strategy for capital reserves, including the investment of funds allocated for the purposes of the State of Good Repair Fund and/or other capital reserve funds;

• Monitor investment performance and report on implementation of the investment policy; and

• Periodic review of performance reports generated by the fund manager(s) and report regularly to the Building Investment, Finance and Audit Committee with respect to the performance of all invested funds.

Composition

• The Committee shall be composed of a minimum of 4 members: a Board member sitting on the Building Investment, Finance and Audit Committee, CEO the President and Chief Executive Officer, and a minimum of 2 external advisors with expertise in investment management and finance.

• The Chair of the Committee shall be the Building Investment, Finance and Audit Committee representative.

• The CEO President and Chief Executive Officer will appoint a staff person to actreside as Corporate Secretary for the Committee.

Quorum

• Quorum shall be a minimum of three (3). • Where a quorum is present, decisions shall be taken by motion, with passage by

simple majority (fifty (50) per cent plus one) of the total Committee members present at a meeting of the Committee, in person or by teleconference call. Decisions may also beor by resolution in writing signed by all members of the Committee.

Meetings

• The Committee will meet once each quarter, or more frequently at the call of the Committee Chair.

• Meetings will be held at a time and place as determined by the Committee. • The procedure at meetings shall be determined by the by-laws of the Corporation or

by resolution of the Board.

Item 2J - IAC Charter Amendment and Appointment September 19, 2017 BIFAC Public Meeting Report: BIFAC:2017-72

Attachment 1

Approved: April 29, 2013 Amended: February 4, 2015- Replaced Terms of Reference with Charter and Building and Investment Committee with Building Investment, Finance and Audit Committee.

2

Review • The Committee shall review its term of reference on an annual basis and recommend

any changes to such terms to the Building Investment, Finance and Audit Committee.

Item 2J - IAC Charter Amendment and Appointment September 19, 2017 BIFAC Public Meeting Report: BIFAC:2017-72

Attachment 1

Franck N. Perrin, MA, CIM

Seasoned professional with 20 years of progressive experience in the investment/financial services industry.

Entrepreneurial and energetic, with strong business development and relationship management experience,

partnership building, investment consulting, performance measurement, deal-making, product positioning,

industry and economic research, capital investment, portfolio management.

Achiever and goal-oriented: Talk and do.

A relationship builder with superior interpersonal skills.

Excellent leadership and team building and managing.

Top communication skills at C levels of corporate and public sectors. Public Speaker.

Solid experience with Boards of Directors and Trustees.

Proactive, strategic thinking.

Global economist with strong analytical skills.

Fluently bilingual English-French.

2012- Present President - Bright Side Up Inc. Capital Investments, Toronto

Providing partnership and business development, product positioning services for private and institutional

investment opportunities.

Deal-finding and making in Oil & Gas and agricultural Canadian Private Placements, private equity in

resources, real estate and technology.

Representative of a North American equity manager and a global hedge fund.

Maintaining working relationships with consultants and institutions.

2010-2012 Senior Vice President- JLA Consulting International

Providing management consulting and marketing services for an international management consulting firm

(including responding to RFPs and providing introductory contacts).

Coordinated major management consulting proposals (e.g. a proposal on global expansion for the Bank of

Bhutan, An Ontario University, federal and Ontario governments)

2007-2010 Vice-President, Client Group- Barometer Capital Management Inc.

Responsible for institutional business development across Canada, and for managing client portfolios, the firm’s

consultant and third party relationships. Involved in compliance policy.

Developed and implemented processes to substantially improve portfolio management services to clients.

Acting as the firm’s Economist, accountable for writing quarterly market and investment strategy commentaries.

Contributed to the firms’ asset growth by closing new Client accounts.

2004-2006 Principal- F.N. Perrin Asset Management Consultants

Ongoing business development activities to provide investment consulting services (manager search, investment

policy and structure, performance measurement and evaluation) to pension plan sponsors, foundations,

endowments, and high net worth investors, resulting in clients achieving their investment objectives.

Developed institutional marketing/product positioning services to investment management and brokerage firms.

.../2

PROFILE

Professional Career

Item 2J - IAC Charter Amendment and Appointment September 19, 2017 BIFAC Public Meeting Report: BIFAC:2017-72 Attachment 2

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2002-2004 Senior Investment Consultant and Manager, Business Development-, Buck

Consultants/Mellon Financial

Responsible for the Investment Practice’s business development and marketing strategy.

Coordinated inter-practice proposals and presentations and developed innovative ways for responding to RFPs.

Negotiated manager structures and product offerings with third parties (insurance companies and multi-manager

providers) on behalf of DC plans and group RSPs.

Managed relationships with and provided investment consulting services to pension plan sponsors, endowments

and foundations. Managed a team of financial analysts.

Enhanced Buck’s investment consulting profile from an almost unknown service provider to a competitive

player in the marketplace. Closed new accounts.

Regular speaker at pension investment seminars (Federated Press, IQPC, AIMSE) and published writer of

pension finance articles in trade magazines (Benefits & Pension Monitor, Canadian Treasurer).

1998 – 2002 Relationship Manager/ Senior Consultant - SEI Investments/Royal Trust

Provided investment consulting services to plan sponsors, endowments, foundations and corporations in Ontario

and Manitoba., and promoted the SEI One Source Solution product (Multi-Manager structure, custodial,

administration, record keeping and performance evaluation services)

Sold institutional asset management services and One Source Solution product to plan sponsors, resulting in

multi-million dollar sales contracts.

Managed relationships with over 50 clients in Ontario and Manitoba. Closed new accounts.

Participated in public speaking, e.g. Pan-Canadian SEI Seminar on Global Investing.

1996 – 1998 Investment Advisor - RBC-DS

Actively managed investment portfolios for individuals and endowment funds, resulting in clients achieving their

investment objectives.

Prospected accounts through direct marketing and referral strategy. Resulted in closing high net worth accounts.

Sold and monitored mutual funds and WRAP programs (Sovereign/Frank Russell) which contributed to the

organization’s objective of increasing its fee-based business.

1994 – 1996 President and General Manager - Perrin Foods Ltd.

Managed a multi-million wholesale food business from a meat processing and packaging plant with several

employees.

Accountable for business sales, planning, budgeting, and managing client relationships.

Increased substantially business sales.

1990 – 1994 Senior Economic Advisor - Ontario Ministry of Economic Development and Trade

Responsible for developing positions and policies on foreign takeovers, government procurement and economic

development and planning.

Worked in cooperation with Ontario’s service and manufacturing industries. Resulted in assisting infant IT

industries to compete better in both domestic and world markets.

Established clear macroeconomic options with respect to business development in the Province.

Provided policy options for Aboriginal economic development. Helped secure loans and job training for

Aboriginal communities.

Assisted various government agencies, in attracting direct foreign investment in the Province through joint

ventures and partnerships.

Co-Chairman - Restructuring Committee: Managed and monitored a reorganization of the Ministry (over 800

employees). Resulted in streamlining operations and costs, and in providing better-coordinated services to the

business community.

.../3


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1985 – 1990 Policy Advisor - Office of International Relations, Ontario Premier's Office

Worked on enhancing Ontario’s external relations. Resulted in developing trade, energy, cultural and education

relations with other countries.

Managed relationships with the diplomatic corps, foreign governments, international organizations, Quebec and

New Brunswick officials, External Affairs and its agencies, and various ethnic communities in Ontario.

Provided the Premier’s office with on-going advice, briefing notes- writing speeches for the Premier in both

official languages.

Coordinator and Member – La Francophonie and the Commonwealth Summits, which resulted in Ontario’s

participation in their development programs in Africa in particular.

2004- Chartered Investment Manager (CIM) professional designation, CSI (Canadian Securities Institute)

1997- Canadian Options Course (with Honours), Insurance Level 1

1990- M.A. (Honours), International Political Economy, University of Toronto

1985- B.A. Honours, Political Science, Major Canadian Politics, Glendon College, York University

1981- Financial Business Management Certificate, University of Lyon II, France

2017 Guest lecturer, Centennial College, Entrepreneurship Program

2016-present Board Member, Raising The Village, an NGO doing development work in Uganda

2009-present Chair, CCDP Investment Trust Committee, Toronto

2009-2012 Lecturer in Global Finance (undergraduate and graduate finance programs), Schulich School of

Business, York University, Toronto

2002-2004 Treasurer, Alliance Française of Toronto (not-for-profit, $3 million in revenues, 90 employees and

over 1,500 members)

1999-2002 Advisor, Investment Committee, Canadian Children’s Aid Foundation (Provided “pro bono”

investment consulting services)

1986-1990 Member, Program and Membership Committees, Canadian Institute of International Affairs,

assiting in the Institute’s public speaking programs.

1974-1975 Military Cooperation, French Army, Ouakam Air Force Base, Dakar, Senegal.

Other: Published writer for Canadian financial and business magazines - Canvasser/Fundraiser, Ontario March of

Dimes, Canadian Red Cross Society, political parties - Soccer Coach, Mooredale Association (1992-2004),

Teaching Assistant, Adult Education- Atkinson College/York University (1983-85)

Global Diaries Newsletter - A geopolitical source for investors to invest in emerging markets - First issue

``Israel: The Promised Growth``, June 2010

Oil Change, Canadian Business Magazine, Economic Outlook 2006, December 2005 –January 2006

o Reprinted in Canadian Treasurer, August/September 2006

Deflation: To be or not to be, Canadian Treasurer, October-November 2003

Time’s Right To Review DC Governance, Benefits and Pension Monitor, December 2002

The Euro and Global Capital Markets: The Impact of the New Century, Canadian Investment Review,

Fall 2000

L’impact du futur sur les marchés financiers, Avantages Canada, February 2000

Personal Achievements

Publications ACTIVITIES

Education



Q2-2017 Report on $250M Capital Plan

Item 3 September 19, 2017 Building Investment, Finance and Audit Committee Report: BIFAC:2017-66


From: Vice-President, Facilities Management


PURPOSE: To provide the Building Investment, Finance and Audit Committee with an update on the delivery of the $250M 2017 Capital Plan as of June 30, 2017. RECOMMENDATIONS: It is recommended that the Building Investment, Finance and Audit Committee receive the report for information.


UPDATE ON 2016 CARRY-FORWARD AND 2017 CAPITAL PLAN; $250M: Table 1: Status of 2016 Carry-Forward:

Budget

Q2 Cumulative Quarterly Forecast

Forecast Committed Complete Q3 Q4 $31.3M $16.3M $31.3M $25.9M $21.3M $31.3M Table 2: Status of 2017 Projects:

Budget


Forecast Committed Complete Q3 Q4 $250M $51.5M $144.4M $77.5M $120.9M $218.7M Table 3: Status of 2016 Carry-Forward and 2017 Projects:

Budget


Forecast Committed Complete Q3 Q4 $281.3M $67.8M $175.7M $103.4M $142.2M $250M

SIGNATURE: “Sheila Penny”

Sheila Penny Vice-President, Facilities Management STAFF CONTACT: Sheila Penny, Vice-President, Facilities Management 416-981-6414 [email protected]

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Internal Audit Report: Grants Program Review Item 4 September 19, 2017 Building Investment, Finance and Audit Committee Report: BIFAC:2017-59



Date: August 31, 2017

PURPOSE: To provide the Building Investment, Finance and Audit Committee (“the Committee”) with the Internal Audit Report Grants Program Review. RECOMMENDATIONS: It is recommended that the Committee receive the Internal Audit Report Grants Program Review for information. REASONS FOR RECOMMENDATIONS: Background

The Resident and Community Services Department’s (“RCS”) mission is to improve the quality of life for residents by using local solutions that strengthen communities. In alignment with their mission, in the past RCS has awarded grants to Toronto Community Housing Corporation (“TCHC”) residents and local groups for initiatives that help build strong and healthy communities (“the Grants Program”).

The Grants Program was funded by TCHC and administered through RCS.

Internal Audit (“IA”) reviewed the following three grant programs:

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Program Total

Amount Scope Target Groups Span of

the Program 1

Social Investment Fund (“SIF”)

$7.1M Activities in alignment with the strategic priorities of successful and empowered tenants, and economic development

TCHC resident and community groups

2004-2011

Youth Action Grants (“YAG”)

$146,800 Priorities for youth, such as safety and community involvement, active living, and economic opportunities

TCHC residents and youth groups

2013-2015

Strengthening Communities Youth Leadership Project (“SCYLP”)


Social service agencies, non-profit organizations, and TCHC resident youth and adult groups

2013-2015

Audit Objectives The objectives of this engagement were to assess for the three above noted Grant Programs, whether:

• Grant funding requests were reviewed and approved in accordance with established criteria;

• Contract management processes were in place to ensure that grants were used by the residents and community groups in accordance with their agreements;

• Grant funding was monitored for appropriate usage by recipients, with follow-up actions taken where necessary; and

1 The last year noted was the last year the grant was awarded. The activities for the grant may have continued into the following year.

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• Key success factors and metrics were established to gauge the success of the grant programs.

Summary of Observations Our review showed that RCS had established limited formalized and documented guidelines and procedures for the management of Grants Programs. In addition, we found that institutional knowledge of the grants management process was lost with staff changes and poor succession planning. As a result, for about 60% of the sample of grant projects reviewed by IA, key documents were missing.

Consequently, for about $63,000 of grants awarded (or half of the sample reviewed), we could not establish, from the available documentation, whether the funds allocated were disbursed according to TCHC’s mandate, let alone, any assurance that they had been spent in accordance to the agreement.

Although RCS Management has indicated that there would be no further grants in the foreseeable future due to budgetary restrictions, we have recommended that Management develop an accountability framework with respect to future Grant Programs and ensure its application.

Management has agreed with our Recommendation.

IMPLICATIONS AND RISKS: Grants Programs can assist TCHC to build strong and healthy communities. There is a need, however to ensure that any future programs are properly administered to ensure that the goals of the programs have been met and the funds have been properly disbursed according to the programs’ mandate.

SIGNATURE:

“Michael Vear”

Michael Vear, CA, CPA, CPA (Illinois) Chief Internal Auditor

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ATTACHMENT:

1. Internal Audit Report Grants Program Review

STAFF CONTACT: Michael Vear, Chief Internal Auditor 416-981-4065 [email protected]

Geneviève Segu, Manager, Internal Audit 416-981-4397 [email protected]

Internal Audit Department Report

Grants Program Review

August 14, 2017

Item 4 - Internal Audit Report: Grants Program Review September 19, 2017 BIFAC Public Meeting Report: BIFAC:2017-59

Attachment 1

Internal Audit Report Grants Program Review August 14, 2017 Page 2

Table of Contents Executive Summary ........................................................................................................ 3

Background ................................................................................................................. 3 Audit Objectives ........................................................................................................... 3 Summary of Observations ........................................................................................... 4

Scope and Methodology .................................................................................................. 5 Scope .......................................................................................................................... 5 Methodology ................................................................................................................ 5

Detailed Observations ..................................................................................................... 5 Accountability Framework ............................................................................................ 5 Review and Approval of Grant Funding Requests ....................................................... 6 Contract Management and Performance Measurement of Grants Programs .............. 7 Conclusion ................................................................................................................... 8

Appendix A: Management’s Action Plan ......................................................................... 9


Attachment 1


Executive Summary

Background The Resident and Community Services Department’s (RCS) mission is to improve the quality of life for residents by using local solutions that strengthen communities. In alignment with their mission, in the past they have awarded grants to Toronto Community Housing Corporation (TCHC) residents and local groups for initiatives that help build strong and healthy communities (“the Grants Program”). The Grants Program is funded by TCHC and administered through RCS. Internal Audit (“IA”) reviewed the following three grant programs:

Program Total

Amount Scope Target Groups Span of

the Program1

Social Investment Fund (“SIF”)

$7.1M Activities in alignment with the strategic priorities of successful and empowered tenants, and economic development

TCHC resident and community groups

2004-2011

Youth Action Grants (“YAG”)


TCHC residents and youth groups

2013-2015

Strengthening Communities Youth Leadership Project (“SCYLP”)


Social service agencies, non-profit organizations, and TCHC resident youth and adult groups

2013-2015

Audit Objectives The objectives of this engagement were to assess for the three above noted Grant Programs, whether:

Grant funding requests were reviewed and approved in accordance with established criteria;

1 The last year noted was the last year the grant was awarded. The activities for the grant may have continued into the following year.


Attachment 1


Contract management processes were in place to ensure that grants were used by the residents and community groups in accordance with their agreements;

Grant funding was monitored for appropriate usage by recipients, with follow-up actions taken where necessary; and

Key success factors and metrics were established to gauge the success of the grant programs.

Summary of Observations Our review showed that RCS had established limited formalized and documented guidelines and procedures for the management of Grants Programs. In addition, we found that institutional knowledge of the grants management process was lost with staff changes and poor succession planning. As a result, for about 60% of the sample of grant projects reviewed by IA, key documents were missing. Consequently, for about $63,000 of grants awarded (or half of the sample reviewed), we could not establish, from the available documentation, whether the funds allocated were disbursed according to TCHC’s mandate, let alone, any assurance that they had been spent in accordance to the agreement. Although RCS Management has indicated that there would be no further grants in the foreseeable future due to budgetary restrictions, we still recommend that Management develop an accountability framework with respect to future Grant Programs and ensure its application. Management’s Action Plan with respect to our recommendation is attached to this report as Appendix A. We would like to thank the management and staff of RCS for their assistance during this engagement. Prepared by: Jane Schope, CPA, CMA Internal Audit Analyst

Reviewed by: Geneviève Segu, CPA, CMA, CIA, CRMA, CISA Manager Internal Audit

Approved by: Michael Vear, CPA, CA, CPA (Illinois) Chief Internal Auditor


Attachment 1


Scope and Methodology

Scope The scope of this audit covered the SIF grants awarded in 2011, and the YAG and SCYLP grants awarded in 2015. We reviewed the following random sample of grant awards:

Fifteen (15/19, or 79%) SIF projects from 2011; Five (5/19, or 26%) YAG projects from 2015; and Five (5/10, or 50%) SCYLP grants from 2015.

Methodology The audit objectives were accomplished through:

Review of the governance over the grants programs, including relevant procedures and processes;

Interviews with RCS staff; and Review of a random sample of grants awarded.

Detailed Observations Grants Program management includes the process from the initial application for funding, evaluation and awarding of the grant, progress monitoring, and final reporting upon completion of the project. Since the terms of the funding and the project are laid out in an agreement signed by both TCHC and the grant recipient, contract management leading practices should be applied to ensure accountability and transparency for the use of grant funding.

Accountability Framework As the first step of leading contract management practices, formalized guidelines and procedures provide rigour and transparency to the process for TCHC staff, management, and grant recipients. The grants applications were reviewed according to standard criteria, and were approved by:

The Grants Review Committee for the SIF program; and The Vice-President, RCS for the YAG and SCYLP programs.

All grant projects required the submission of progress and final reports that outlined their activities, expenditures, and outcome measures according to the grant agreement. In addition, some projects required an external grant trustee, such as a non-profit organization, to administer and disburse funding.


Attachment 1


Formalized processes and procedures ensure that grants are identified, awarded and managed in accordance with sound governance principles, ensuring that program objectives are achieved. Altogether, some elements of a governance framework for grants were in place, as follows:

Grants were formally reviewed and approved; Standardized forms were developed and used consistently for grant applications,

progress and final reports; Grant applicants were required to state how the project aligned to program

objectives, and provide outcome measures specific to their project; Grant recipients entered into a standard agreement with TCHC outlining the

nature of the grant, payment structure, and conditions for funding; RCS staff provided oversight to the grants process; and Regular reporting was made to the Resident and Community Services

Committee of the TCHC Board on the progress, successes, and challenges of the grants programs.

There were limited formalized guidelines and procedures for the contract management of Grants Programs in the following areas:

Acceptance of late submissions of grant applications; Clarity and consistency in the scoring of applications for approval; Role of grant trustees in the contract management process; Compliance with the grant agreement, including adherence to planned

expenditures and project outcomes; and Clarity around TCHC’s ability to exercise the right to audit grant recipients.

In addition to the unclear or informal processes, a lack of succession planning and subsequent staff turnover led to a gap in the institutional knowledge of grants. Consequently, grants program records were not up to date, as our testing in Section 3.3, below, demonstrates. Management is working to improve both the documentation and reporting compliance of the Grants Programs in order to ensure business continuity of Grant Programs in the future.

Review and Approval of Grant Funding Requests In accordance with leading practices, the standardized applications for grant funding included the proposed projects’:

Alignment with the objectives of the grant program; Activities to be completed; Requested funding, including itemization of expenditures; and Performance measures.


Attachment 1


In addition, all applications for grant funding were reviewed and approved by either the Grants Committee (SIF grants) or by the VP RCS (YAG and SCYLP grants). For one of the YAG and SCYLP projects reviewed, however, the completed scoring templates, including scoring criteria for the assessment and approval of the grant, were not available. Although overall scores for the grant applications, without supporting details, were maintained and available in a separate document, they did not provide enough details to ensure:

Transparency in the selection of grant recipients through consistent scoring; The Grant’s alignment with the objectives of the program; or Justification of the selection of the grant recipients based on the merit of the

proposal.

Contract Management and Performance Measurement of Grants Programs

Contract management of grants programs helps ensure that funding is used by recipients in accordance with their agreements, with follow-up by RCS staff where necessary. Project objectives, activities, and related performance measures were outlined in the individual grant agreements, and formed the basis for contract management of the grants. The progress and final reports received from the grant projects are important for effective contract management, as they contain critical information, including the:

Status of the grant projects; Challenges of grant recipients in meeting objectives; Itemization and appropriateness of expenditures; and Performance reporting of project outcomes.

For the grant programs included in our review, progress and final reports from the grant recipients were not systematically received, as follows:

SIF YAG/SCYLP TOTAL

No Progress Report 0 2 2

No Final Report 9 2 11

No Final and No Progress Reports 1 1 2

Total Missing reports 10 5 15

Total Sampled 15 10 25 Grants with a missing report as a % of the grants sampled 67% 50% 60%


Attachment 1


The table above shows that:

60% of the grants reviewed were missing at least one report; 67% of the SIF grants were missing at least one report; and 50% of the YAG and SCYLP grants combined were missing at least one

progress or final report. This issue had already been highlighted in a 2013 report on SIF grants activities presented to the Resident and Community Services Committee which noted that reporting compliance was a challenge for the program, with approximately 35% of the projects missing final reports. As a result, neither RCS staff nor IA could establish whether program objectives and performance measures were achieved, and whether funds were spent appropriately for grants which did not submit their final reports. In our total sample of $129,385 allocated to 25 grants, the grants missing at least a final report amounted to $63,000, or about half of the total dollar amount allocated. For those that submitted their reports, there was sufficient evidence to ascertain that they met their stated objectives. As highlighted in section 3.1, above, this issue stems partly from a lack of formalized process combined with a gap in the business continuity of the staffing responsible for monitoring the program. This issue was identified too late to obtain the missing reports, as most groups disbanded at the completion of the project, and the information had been lost.

Conclusion The lack of a formal framework for managing the grants is both a financial and reputational risk. A formalized framework can provide rigour and transparency to the grants process, to help ensure that program objectives are achieved through the appropriate use of funds.

Recommendation #1:

Management formalize and strengthen the current Grant Program management process by developing a formal grants management document to help ensure consistent administration and contract management of grants; including, but not limited to, retention of detailed scoring criteria and formal reporting of project outcomes.


Attachment 1

Appendix A: Management’s Action Plan

# Recommendation Agree or Disagree

Management’s Action Plan

Timeline

1 Management formalize and strengthen the current Grant Program management process by developing a formal grants management document to help ensure consistent administration and contract management of grants; including, but not limited to, retention of detailed scoring criteria and formal reporting of project outcomes.

Agree The VP, RCS will develop a Grant Management Procedure that addresses IAD’s findings in this report to use for any future grants. It should also be noted that there are no further grants in the 2017 budget and as such the completion of this procedure will likely not be completed by the end of the 2017 calendar year.

The earliest of: - June 30th

2018; or - prior to

starting a new grant program


Attachment 1

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