Lack of Follow-up With Maintenance Requests

Several tenants have mentioned reporting issues in person or through Rent Café that are still unresolved months or even years later.

In some cases, a balcony issue dating back several years results in water infiltration into the apartment below during heavy rains. Nothing has been done despite multiple visits to assess the problem.

A tenant lived without a refrigerator for more than a month and had to insist repeatedly with the coordinator before their abnormal situation was resolved.

Another tenant mentions missing mosquito screens that have never been replaced.

There are several complaints about odors due to plumbing issues that have never been corrected, despite multiple separate visits.

Is there a follow-up by Rockhill to identify and prioritize requests that remain unresolved after several months?

• What is the number of pending requests?
• What is the average wait time for a request to be processed?
• What is the minimum time? The longest? The standard deviation (within which 68% of requests are processed)?
• Is there a trend in the statistics? Are there operational targets?
• If the statistics can't be distributed on a public site, would it be possible to put them in Rent Café? Do we need to make a business case with the Minto upper management?

• Produce stats on a monthly basis so people know what to expect when making service requests
• Publish them on the RTC website or in Rent Café if they need to be secured
• The RTC can lobby Minto upper management to make the case for why this should happen
• The director of maintenance could attend the RTC calls since maintenance is key for the tenants

The administration must quantitatively track the distribution of service request timelines on Rent Café - a report to be reviewed at each meeting with the history and distributions, e.g., for 2 sigmas.

Suggestion: The maintenance director should also attend the meetings of the tenants-Rockhill steering committee to assist us in understanding issues and formulating solutions.

The administrators are going to discuss it internally with the Rockhill team. Their ultimate goal was to offer the fastest possible service. They reminded us that there were uncontrollable elements. They aimed for an improvement in response time. Given the Minto computer system, Martin asked if they were able to extract statistics on the average time, the longest time, etc. and to follow up on these figures publicly so that we could see the progress made. This is the basis of a continuous improvement process. Regional Director Contarini told us candidly that there were 300 to 400 active service calls in the system.