The remainder of funding comes from renting commercial spaces, parking, laundry, cable, and income from other investments.

TCHC took charge of administering all public housing units within Toronto as the newly amalgamated city created an official plan around revitalizing priority neighbourhoods.

The Revitalization plan leverages the value of the property in many of its communities to offset the cost of replacing and renewing homes.

TCHC’s private sector development partners are addressing 10 to 12 per cent of its community Revitalization portfolio.

[12] TCHC and the City of Toronto developed the 10-Year Capital Financing Plan to address the remaining 90 per cent of portfolio repairs.

[12] TCHC retained the Canadian Centre for Economic Analysis to analyze the full value of the portfolio, municipal, provincial, and federal investments.

The key findings of the report found that with full investment in the capital repair plan:[12] TCHC is looking for and implementing innovative solutions to improve, renew, and maintain its housing supply.

The unit conducts proactive patrols, responds to calls for service, and investigates some crimes at TCHC properties.

[19] The fire started in a unit belonging to a tenant that Toronto Public Health had recommended needed to be decluttered after a bedbug investigation in July.

[21] In 2011, TCHC initiated a program of selling off units and other assets to delegate the proceeds to the backlog of building repairs.

Toronto Auditor General Jeffery Griffiths conducted audits of TCHC procurements and employee expenses between January 1, 2009 and June 30, 2010.

Although she initially refused to step down, she was fired by Managing Director Ootes, officially losing her position on March 25, 2011.

Nakamura had replaced Derek Ballantyne, the CEO of TCHC from 2002 to 2009, whose time in leadership overlapped with the inappropriate expenses from the audit report.

One of the responses by TCHC CEO Len Koroneos was, “Good eviction prevention programs cannot be implemented at the expense of rent collection”.

Some of these recommendations range from staff training to performance management so the TCHC can implement equitable practices for senior tenants.

Some of Justice Lesage’s recommendations included making direct contact between TCHC staff and tenants more consistent and creating the Commissioner of Housing Equity, a new independent office to oversee and ensure TCHC staff engages in required eviction prevention procedures.

[26] The investigation involved a former subsidiary, Housing Services Inc., in connection with an insurance claim for the 200 Wellesley Street East building fire.

Inspection by third-party engineers determined that the cause of the incident was related to a construction default that dated back to the building’s creation.