Developed by the City of Toronto

Marketing and vacancy procedures outline the ongoing steps taken to ensure that there are no vacancies in your building, and what to do when a unit becomes vacant. It is important to keep all your units occupied so that you do not lose revenue. You can avoid unnecessary vacancies by developing and adhering to an ongoing marketing strategy and developing clear procedures to follow when a tenant/member moves out.

  • Outline the steps for filling vacancies in accordance with City requirements and Board-approved policy
  • Procedures should state that all units will be
    • inspected before vacated, and
    • cleaned and/or fixed up once vacated so they can be occupied by prospective tenants immediately.
  • Set time frames for each step in the process.
  • Identify who is responsible for each step and how they will do them.
  • Decide when and where to market vacant units and who can advertise and offer units.

  • Processes for using Housing Connections (Note: Your process should ensure that all staff responsible for filling vacancies have taken the Waiting List training offered by the City of Toronto.)
  • Alternative Housing Providers must comply with their City-approved Access Policy
  • Internal waiting lists must comply with City Guideline 2012-1 and the former Social Housing Reform Act O. Reg. 339/01, s.11

  • All advertising material should include building/unit features, price and a telephone number.
  • Set guidelines and budgets for print and electronic advertising.
  • Develop procedures for using signs/banners on site for advertising

  • Consider activating a cell phone so that potential tenants/members are not automatically sent to voice mail.
  • Ensure that the phone is always answered when a prospective tenant/member calls (i.e. appoint cell phone volunteers)
  • Develop quick turn around times to get back to inquiries.
  • Offer tours.
  • Be proactive.

The Board of Directors ensure that the corporation’s marketing and vacancy procedures are followed by
  • Monitoring unit vacancies through a rolling 12-month vacancy report.
  • Questioning staff when vacancies are not filled.
  • Review marketing/vacancy procedures annually to ensure that they are consistent with current market conditions.