The fourth item on the list was to "[d]ecentralize [o]perations/[s]trengthen [p]artnerships". For your sake I will deal with these two issues separately. This section will deal with the decentralization issues. Strengthening partnerships will be dealt with in Part Five.
When we discuss decentralization issues we need to discuss the current level of performance. Based on personal experience it is very clear that there is a systemic issue involving Toronto Community Housing (Corporation) staff members following up with tenants ... at all. Never mind, in a timely manner.
A TCH(C) staffer in Stakeholder Relations has yet to respond to a detail outline that a city councilor forwarded to him. Other than promising (via email) to get back to me "in ten days or so" on December 7th, 2016. He even cc'd that promise to the city councilor's office.
Considering, the city councilor forwarded my email to TCH(C)'s Stakeholder Relations, in the first place, should give you some clear indication as to the sheer lack of response from other Toronto Community Housing staffers prior to that point.
During an Operational Assessment Group Meeting in 2015 it was revealed that Toronto Community Housing security does not necessarily respond after a call to their call center. Instead, they wait until they receive a second call about the same incident. Even then, chances are, there was no record made of the first call. SMH Maybe they should be required to supply incident report numbers so that TCH residents have something to refer to when they do call back.
Once Toronto Community Housing staffers have been taught how to properly follow up with tenants (whether that be in person, by phone, or by email) it would be wise to discuss decentralizing both the maintenance and security call center operations during business hours. Within the nine to five time frame calls should be handled by TCH(C) Operating Unit management offices.
This will effectively remove the plausible deniability factor that permeates Toronto Community Housing when it comes to what is happening within those Operating Units. No longer will they say they didn't know about a specific units repeated anti-social or criminal behaviors. Unless of course, it is Toronto Police Services that responds instead of TCH(C) security. (To be discussed in Part Five.)
Once an organizational structure has been defined it would seem advantageous to educate the tenants on each TCH(C) staffer's position, and their respective responsibilities. There has to be at least the illusion of transparency.
Above all there needs to be accountability. Give us some way within the Toronto Community Housing organizational system to lodge complaints. The sooner a person feels heard, the sooner they can move on with their life.
At any point during this time there should also be a recommendation made for either a flexible work schedule or a limitation put on the amount of time an employee can serve in each position. It is believed that burn out is a chronic issue among Toronto Community Housing employees. Take a page from the tech industry. No employee stays at a tech company until they retire. Innovation breeds change. Change breeds innovation.