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Toronto Community Housing

Toronto Community Housing is seeking vendors to provide an integrated housing management solution. Learn about the current state, proposed future state, and the RFVQ procurement process.

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Toronto Community Housing

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  1. Toronto Community Housing Integrated Housing Management Solution Request for Vendor Qualification # 17112 April 5th, 2017

  2. Agenda • TCHC Overview • ITS Overview • Current State • Proposed Future State • RFVQ Procurement Process • Questions

  3. Who we are We are Canada’s largest social housing provider and the second largest in North America • We own and manage two-thirds of Toronto’s social housing units (there areover 230 other social housing providers in Toronto) • We have 2,100 buildings that are home to nearly 60,000 households and about 110,000 tenants • Our homes represent a $9-billion public asset • Through our revitalization projects, we are one of the largest residential developers in Canada

  4. Toronto Community Housing’s 110,000 tenants 27,300 are seniors age 59 and older 41,000 are adults age 25 to 58 41,600 are children and youth age 24 and younger

  5. TCHC tenants continued We are home to many vulnerable tenants and seniors. 94% of residents are living below the poverty line • Many of the 28,000 seniors who live in our housing need supports from community agencies to live independently. • Almost 4,000 households face excessive clutter challenges that affect their quality of life and create risk for others. • An estimated 29% of RGI households report a member of their household lives with a disability, well above the national average of 14%.

  6. What services we provide Our core business is to provide safe, clean, well-maintained, affordable homes. To support that mandate, we: • Maintain, repair, build and renovate buildings • Collect rent and manage tenancies We also go beyond the duties of a regular landlord to: • Make sure that tenants’ have a say in decisions that affect them • Connect vulnerable tenants to supports • Deliver community safety programs • Provide opportunities for children and youth

  7. What we do Over 1,600 people work at Toronto Community Housing. An estimated 15 per cent of our employees are either current or former residents of social housing. Our employees work in: • Property managementDay-to-day building maintenance and cleaning • Tenancy administrationRent collection, vacancy management, rent subsidy administration • Capital repairs and demand maintenance Project planning, design and delivery • Revitalization and residential developmentOverseeing revitalization and new construction projects • Resident engagementLocal engagement, resident-led initiatives, and programs for residents

  8. What we do Our employees work in: • Resident supportSupporting residents to maintain tenancies and independent living • Community safetyDelivering safety programs and patrolling communities • Commercial property managementManagement, leasing and maintenance of commercial real estate • Corporate servicesFor example, human resources, finance, and information technology services

  9. Facilities Management Focuses on buildings, systems and components, capital planning and capital construction delivery • Long-term capital maintenance and repairs of buildings • Preventative maintenance programs • Current capital repair program (a 10-year plan approved by City Council) • Smart Buildings and Energy Management • “ReSet” program • Client Care Centre and maintenance dispatch

  10. Resident and Community Services Focuses on communities and is responsible for: • Resident access and support services, to connect vulnerable residents to services and supports in the community where needed • Resident engagement and community development services • Programs for specific resident populations, such as youth and seniors • Tenancy issues arising out of vulnerability

  11. Development Leads on all replacement housing design, construction and turnover. Responsible for: • Value creation in our property assets • All community revitalization work across the portfolio • Private sector partnerships • All aspects of achieving approved anchor business plan financial returns • Master planning, design, official plan amendments, rezoning • Commercial property management

  12. Commissioner of Housing Equity (OCHE) • An independent accountability office that reports directly to the Board of Directors at TCHC • Works with senior and vulnerable residents who are in arrears of rent or have lost their RGI subsidy • Mandate is eviction prevention and housing stabilization Work of the OCHE • Engages with residents in the field and addresses underlying issues to remove barriers from paying the rent • Solves complex files that TCHC staff have been unable to resolve • Audits TCH compliance with defined arrears collections processes

  13. Asset Management Focuses on delivering services that impact tenants’ day-to-day experience living within social housing • Day-to-day building operation • maintenance and cleaning services • Tenancy administration • Rent collection/arrears management • Vacancy management (including transfers) • Rent subsidy calculation • Administrative customer service • Centrally delivered programs such as pest management, unit turnover and accessibility modifications

  14. What is Service Integration& Delivery?

  15. What is Service Integration& Delivery?

  16. Service Integration & Delivery Tenant Experience Service Delivery Influence Board Councillors Shareholder Opportunity Corporations Media Tenants Staff AM FINANCE DEV SPSR LEGAL IT COMMS HR RCS FM

  17. Service Integration & Delivery Influence Board Councillors Shareholder Tenant Experience Service Delivery Service Integration & Delivery Public Affairs Opportunity Corporations Media Tenants Staff Service Delivery Integration as a community of practice incorporates Client Care Centre day-to-day operations, communications capability (internal/external) and a team which is focused on internal business efficiencies and continuous improvement for the benefit of our tenants’ experience. AM DEV FINANCE LEGAL IT HR RCS CSU FM

  18. PART 1: ITS OVERVIEW

  19. Current State Application Portfolio There are ~178 applications running on a variety of infrastructure platforms, ~50 in-house; ~128 COTS, the majority are standalone and many excel spreadsheets are used for calculations and reporting. Overview Note: A great deal of information is captured and maintained in Excel spreadsheets

  20. Proposed Future State Application Portfolio In the future, the TCHC application portfolio will be rationalized and reengineered to support key business functions Audit, Risk, Strategic Communications & Strategic Planning Functional oversight Facilities Management Capital improvements on existing buildings: Preventative & demand maintenance, demand & planned capital, energy management Work Order, Service Requests, Incidents & Case Mgmt. (CCC,RCS-CSU, AM, FM) List by buildings, tenant Financial Management General ledger, budget, accounting and accounts payable Residential Tenant Management End-to-end CRM, frontline interface, community engagement Commercial and Corporate Lease Mgmt. Rentals, etc. Financial Data Commercial and Residential Tenant Data Single view of the tenant (Leases, payments, arrears etc.) Building Data Single view of building (occupancy/vacancy, building condition etc.) Fleet Management TCHC Vehicles Employee Data1 Vendor Data Fleet Data HR Management 2 Employee benefits, pay, performance Real Estate Development New building development Procurement Vendor management, contracts, RFP Legal Services Leases, evictions, arrears Single Instances of Core Data Elements available to all authorized TCHC users End User Interfaces to Access and Manage Core Data Elements 1Employee Data will be required for the integrated housing management system from an access and control perspective 2We envision the HR system to be a separate integrated system from the Integrated Housing Management system

  21. PART 2: RFVQ (PROCUREMENT) PROCESS

  22. RFVQ Timetable • RFVQ Issued Monday, March 20, 2017 • Deadline for Questions Wednesday, April 12, 2017 @ 2:00 PM EST • Deadline for Issuing Addenda Monday, April 17, 2017 • Submission Deadline Thursday, April 27, 2017 @ 2:00 PM EST

  23. Materials to submit • One (1) original plus six (6) additional hard copies, and one (1) electronic PDF copy on a USB memory stick, in a sealed package. • Proposals are to be prominently marked with: • The RFVQ title and number (RFVQ 17112) • Full legal name and return address of the Proponent • Submission deadline • Labels have been provided in the RFVQ for this purpose

  24. Materials to submit (cont.) • # of Addenda Received • Appendix B – Submission Form • Schedule C – Mandatory Requirements Form NOTE: In the event of a conflict or inconsistency between the hard copy and the electronic copy of the proposal, the hard copy of the proposal shall prevail.

  25. Submission Proposals should be submitted to: Strategic Procurement Toronto Community Housing 35 Carl Hall Rd, #1 Toronto, Ontario M3K 2B6 Attn.: Nitin Mahendro Submissions should be made NO LATER than 2 p.m. EST on Thursday, April 27, 2017 without exception. All questions should be submitted via email only to; • Nitin.Mahendro@torontohousing.ca • TCHProcurement@torontohousing.ca

  26. Map

  27. Stage I: Mandatory Requirements • Stage I will consist of a review to determine which responses comply with all of the mandatory requirements. Responses failing to satisfy the mandatory requirements as of the Submission Deadline will be provided an opportunity to rectify any deficiencies. Responses failing to satisfy the mandatory requirements within the Rectification Period will be excluded from further consideration. The Rectification Period will begin to run from the date and time that the TCHC issues its rectification notice to the proponent.

  28. Stage II: Rated Criteria • Scoring of each qualified proposal will be performed on the basis of the Rated Criteria below • Proponents must obtain a minimum score of seventy (70/100) points overall, and a minimum of 50% of the points in each Rated Criteria Category to be invited to enter onto a prequalified vendor list • Proponents who fail to meet the minimum score requirement will be disqualified and will have their pricing envelope returned to them unopened

  29. Stage III: Proof of Concept • The top three (3) rated proponents from Stage II will qualify to participate in Stage III (PoC) • At that time, the selected proponents will be provided with: • instructions on TCHC requirements for the proof of concept; • instructions on how to access key TCHC staff to get more information related to TCHC’s IT needs; and, • the scoring criteria for the second competitive stage of the RFVQ. • The selected proponents will be given approximately three (3) months to complete the proof of concept.

  30. Please… • Make sure you have downloaded ALL documents • Check daily for addendums • Read all documents carefully • Re-read all documents carefully • Make sure you submit everything that is required AND in the proper format

  31. Questions?

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