Don Jones Email and Phone Number

Provided effective leadership and supervision for maintenance staff and caretakers in order to enhance the delivery of day to day and preventative maintenance. • Prioritized and allocated work in response to work orders/repair requests. • Carried out annual unit inspections identifying potential hazards (hoarding, floor tiles etc) aged fixtures and fittings and structural issues, for inclusion into scheduled work repair program.• Carried out health and safety checks. This also included the evaluation of risk management for life/health and safety systems and annual fire drills.• Reviewed property BCA’s and provided guidance note for staff and contractors where asbestos areas had been identified. Provided reports to Director key priorities for a capital repair plan.• Developed a preventative maintenance program relevant to my area portfolio and to ensure compliance with municipal and other by laws• Prepared RFQ’s/tender packages for remedial works (unit turnover) and capital works. Maintained Quality Assurance in accordance with specification of work by supervising work carried out by contractors.• Ensured key performance indicators and standards where met and sustained as per City of Toronto Renstsafe Buildings Evaluation and audit requirements. Ensured buildings where kept to a clean visual standard.• Monitored operating budget and provided spend input (based on mid-year spend) for the annual maintenance operating budget and the reserve fund/capital expenditure. • Carried out purchase control for cleaning supplies, maintenance equipment, parts and supplies, whilst monitoring inventory in and out logs.• Ensured all plant and machinery, fire and life safety systems service logs were signed and up to date • Maintained and updated contractors and consultants list• Did on-call duty and responded to after hour’s incidents and emergency situations.

- I initiated the development of a private sector leasing service in line with Shian’s housing options strategy. - Prepared proposal documents for funding body approval. - Developed scope of works template for building and fire regulation requirements. - Built strategic collaborative relationships, with private homeowners and developers, statutory agencies, municipal departments, and politicians and participated in information forums and delivered presentations on the proposed initiative.

Paternity leave to look after my beautiful baby boy :)

Provided property management for mixed RGI & Market 188 Units, Budget of $2M. Reporting to the Board of Directors, and supervising 3 admin and building staff.- Prepared the annual audit documents and submitted monthly financial reports to the board of directors including: - Income/Budget statement, balance sheet, bank reconciliations, Capital Investment reports procurement, rent arrears collection- Revised business procedures including responsive, preventative and capital repairs program, to prevent any future costly system failure repairs. - Revised annual unit inspection process to address preventative repairs. Implemented new cleaning and ground maintenance service delivery model. - Replenished white goods as part of an energy efficiency program ran by hydro and gas energy efficiency programs to upgrade appliances in line with energy efficiency standards. - Developed and revised fire & emergency safety plan (in conjunction with the Fire Officer) to minimize organizations risk to fire, health & safety and civil claims incorporating new fire code changes and fire emergency evacuation procedures. - Prioritized and allocated work in response to work orders/repair requests. Ensured building was kept to a clean visual standard.- Responsible for calculating Rent Geared to Income (RGI) and adjustments, for low-income families and processing and maintaining rental records- Monitored tenant rents issuing reminders and notices to tenants as required, attending LTB hearings when applicable.- Processed notices and worked with tenant advocate organizations and tenants to resolve debt issues with minimum impact. - Prioritized and allocated work in response to work orders/repair requests. Ensured building was kept to a clean visual standard.

• Managed the delivery of City of Toronto’s Housing Improvement Program providing Residential Rehabilitation Assistance Program (RAPP) grants for home improvements, energy retrofits and adaptions to landlords providing affordable rental accommodation (under rent subsidy RGI tenants) and low-income home owners consistent with the city of Toronto’s 10-year Housing Operations plan.• Developed and initiated the RRAP program promotion to the stakeholders in the community leading to an increase in the take up of the program resulting in an increase in the RRAP allocation by federal funders to the City from $5 to $14 million and generating additional administrative fees paid to the City of Toronto. • Conducted strategic and operational reviews of services analyzing previous program delivery and developing performance measures for all housing improvement program streams to improve program integrity, incorporating resident, customer and stakeholder engagement.• Reviewed/approved/declined scope of works submitted for RAPP funding• Successfully developed partnerships and negotiated with other municipal housing dept’s, non- profit agencies and utilities administering RRAP grants across Ontario to utilise any underspend of their allocation.• Monitored and revised internal office procedures and inspection processes to successfully meet divisional and corporate objectives

Worked with Housing Services Director and operating unit managers at Toronto Community Housing Corporation to develop and implement Housing Management and Community Safety Standards throughout the TCHC housing portfolio.

Provided housing development support to Social Housing Services Corporation members across Ontario

Approx. 8,000 units, 5 estate service managers 14 building supers and cleaning staff, Budget approx. $8MOperational Management & Administration – - Reviewing spend against budget, - Reviewing management and staff performance against set targets- Reviewing administration input priorities.- oversee the implementation of an Estate Services review for improved caretaker services and service charges for leaseholders- oversee performance management of estate management teams- Ensure contract compliance for grounds maintenance.Scope:-My role was to project manage several Tenancy and Estate services related performance improvement projects. This includes looking at how well services on the ground operate against KPI assessments and tenant expectations, and implementing changes where necessary subject to policy and budget requirements.An example would be looking at complaints and matching them against service delivery to determine if any part of a service requires change in approach by staff or a resource requirement etc, or convening a tenant/leaseholder review group to sound out opinion on service change or to encourage greater involvement such as estate champions etc.

- Provided leadership and direction to all staff involved in the delivery of Housing Services.- Developed and Implemented a Business Improvement Plan for the effective delivery of Housing Services in line with Audit Commission requirements and Hyde Corporate objectives.- Implemented change management to those staff involved in providing Housing Services.- Ensured that a one direction approach was adopted and understood by all staff.- Delivered a renewed and effective Housing Service which surpassed scrutiny at internal audit and tenant opinion.- Oversaw and co-ordinated the Anti-Social Behavior (ASB) Strategy.- Assisted the CEO in co-coordinating the organisations Continuous Improvement plans, assessing progress and attending scrutiny meetings.Achievements against objectives:- Achieved a positive first internal Income Audit by KPMG.(finance Auditors)- Achieved all set KPI targets (income and services).- Re-focused staff group to work towards and understand performance management of duties. (Involved staff in the development of Business Improvement Plan).- Developed partnering agreement with local authority, Police and other RSLs to tackle ASB.- Achieved 6 interim Anti-Social Behavior Orders’s the first London RSL to do so.