Ihm news - fall 2013

Volume 53, Fall 2013

Canadian Publications Mail Agreement # 40739009

ENHANCING THE KNOWLEDGE AND SKILLS OF PROPERTY MANAGEMENT PROFESSIONALS

Managing Up… More Art than Science Inside President's Message . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Managing Up… More Art than Science . . . . . . . . . . . . . . . . . . . . . . . . 9

How Do I Manage Asbestos In My Building? . . . . . . . . . . . . . . . . . . . .3

IHM Certificate in Property Management & Course Completion . . .10

Carbon Monoxide Safety - Keeping Safe from the “Silent Killer” . . . 5

Welcome to Our New Members . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10

Member Profile : Ed Cipriani, AIHM . . . . . . . . . . . . . . . . . . . . . . . . . . 6

2013-2014 Board of Directors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11

Damage Control: When Firing the Bully Isn’t Enough . . . . . . . . . . . . 7

P r e s i d e n t ’s M e s s a g e

Hello IHM Members, BusinessDictionary.com defines property management as: “The process of managing property that is available for lease by maintaining and handling all the day-to-day activities that are centered around the piece of real estate; property management may involve seeking out tenants to occupy the space, collecting monthly rental payment, maintaining the property, and upkeep of the grounds.” Cambridge Dictionaries Online defines property management somewhat more concisely as: “the management of land and buildings as a business, including keeping buildings in good condition and renting property.”

No matter what sector IHM members work in, your work in property management is most certainly a business operation involving a product (services), fiscal oversight and day-to-day operational management. Often however, I hear colleagues both in the private sector and the public sector talk about the importance of people management in their property management “tool kit”. To be as effective as possible, property managers have to be good communicators and able to manage relationships with tenants, contractors and the public (including applicants). You are a service provider, providing a place for people to live while maintaining the assets and being fiscally responsible for the property owners.

This year marked the 50th anniversary of Martin Luther King Jr.’s famous speech in Washington D.C. and I am certain all of you know the visionary message in that speech. But that anniversary, as well as recent conversations some of the youth I coach, reminded me of another quotation attributed to Dr. King who said: “Life's most persistent and urgent question is, ‘What are you doing for others?’” Well, the conversations with the teenagers I coach involved talk about careers and understanding that no matter what work people do, there will almost always be challenges and unfavourable things to deal with, but I told them that when they are exploring whatever career they choose it is important to think of and find value in that work. I wonder what aspect of your career in property management is rewarding for you; do you find value in the work that you do?

Today’s world bombards us with information and, as property management professionals, we are often told about what is wrong rather than what is right in the portfolios we manage. I hope the majority of you will agree with me and do find that there is immense value in what we do, we are the balance between fiscal responsibility and profit for landlords (financial profit in the private sector and profit through public good in the public sector), and providing responsible tenants with a place to live, a place that they can call home.

What do we do for others in our property management careers? Yes there are often challenges, but in the big picture we help others every day; we maintain physical assets, work with and for people, communicate effectively and professionally at all times and help provide others with a basic need. Property management is more than building and land management; it is a dynamic career full of challenges and rewards.

Have a great fall season, and I hope to see all of you at our April 9-11, 2014 Annual Educational Conference in Ajax.

Kevin O’Hara, MPA, FIHM, CMM III IHM President

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IHM News • Fall 2013

Feature

How Do I Manage Asbestos In My Building?

By Carola Hicks-Mittag

sbestos was commonly used in building materials before the mid-1970s and occasionally until the late 1980s because it is strong, fire and corrosion-resistant, and a good insulator. Common uses of asbestos include the following:

ities and surrounds internal organs caused by inhalation of asbestos fibres.

The number of fibers a person must inhale to develop asbestos-related disease is not known. During renovation and removal activities, risks from exposure greatly increase.

• As a building material additive to enhance strength (for example, asbestos was added to concrete, asphalt, and vinyl materials in roof shingles, pipes, siding, wall board, floor tiles, joint compounds and adhesives)

Property owners have obligations for implementing and maintaining asbestos management programs in every building with material that may contain asbestos.

During construction projects, responsibilities of owners include:

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• eliminating or minimizing to the extent possible, the potential for tenant exposure to airborne asbestos fibres, thereby protecting their health, and

• As a fireproofing material applied on steel beams and columns during construction of multistory buildings • As a thermal insulation and as a means of controlling condensation • As an ingredient in acoustical plaster • As a component of a mixture sprayed on ceilings and walls to produce a soft, textured appearance If the materials discussed above contain more than one percent asbestos, they are considered asbestos-containing materials (ACM). ACM can be friable or non-friable.

When dry, friable ACM can be crumbled or reduced to a powder by hand pressure and presents greater health risks to human health than non-friable ACM. Disturbance of these materials, for example during renovations or maintenance, can lead to exposure and disease.

IHM News • Fall 2013

When is ACM a problem?

If ACM is in good condition and left in place, it should not present health risks.

However, if the ACM has been damaged or is crumbling, or if a building is to be renovated or remodeled, care must be taken to prevent the release of asbestos fibers into the air. Inhalation of microscopic asbestos fibers can cause health risks. Once inhaled, asbestos fibers can become lodged in tissue for a long time and can cause cancer.

Asbestos can cause asbestos-related diseases or problems such as asbestosis, a chronic inflammatory medical condition affecting the lung tissue, caused by the inhalation and retention of asbestos fibres. Mesothelioma is a rare cancer of the thin tissue layer that lines body cav-

• maintaining compliance with legislative requirements by appropriately managing asbestos in buildings on an ongoing basis as well as during any construction and renovation work that may potentially disturb any ACM. Because asbestos presents a significant risk to human health when released to air, asbestos is considered a hazardous air pollutant. Only a licensed contractor should remove regulated ACM.

Carola Hicks-Mittag is CEO of Workplace Safety Group, experts in workplace health and safety. Workplace Safety Group has designed training programs specifically for the housing sector.

Email: carola@workplacesafetygroup.com n

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IHM News • Fall 2013

Fire and Life Safety Corner

CARBON MONOXIDE SAFETY

Keeping Safe from the “Silent Killer” The following information is provided by the Technical Standards and Safety Authority (TSSA). For more information about carbon monoxide safety, visit their website at www.tssa.org, or contact your fire department.

What is Carbon Monoxide?

Carbon monoxide (CO) is a colourless, odourless, tasteless and toxic gas and is often referred to as the “silent killer”.

When inhaled it inhibits the blood’s capacity to transport oxygen throughout the body. It can poison the body quickly in high concentrations, or slowly over long periods of time.

What are the symptoms of carbon monoxide poisoning?

Exposure to CO can cause flu-like symptoms such as headaches, nausea, dizziness, burning eyes, confusion, drowsiness or loss of consciousness. In severe cases, CO poisoning can cause brain damage and death. The elderly, children and people with heart or respiratory conditions may be particularly sensitive to CO.

How is carbon monoxide generated in the home?

Carbon monoxide is a by-product of incomplete combustion of fuels such as natural gas, propane, heating oil, kerosene, coal, charcoal, gasoline or wood. This incomplete combustion can occur in any device that depends on burning for energy or heat, such as furnaces, room heaters, fireplaces, hot water heaters, stoves or grills and any gas-powered vehicle or engine.

Automobiles left running in attached garages, gas barbecues operated inside the house, grills or kerosene heaters that

IHM News • Fall 2013

are not properly vented, or chimneys or vents that are dirty or plugged may create unsafe levels of CO. When properly installed, maintained and vented, any CO produced by these devices will not stay inside the home.

What are some danger signs?

• You or other members of your family have symptoms of CO exposure (see above).

• You notice a sharp, penetrating odour or smell of gas when your furnace or other fuel-burning equipment turns on.

• The air is stale or stuffy.

• The pilot light of your furnace or other fuel-burning equipment goes out.

• Chalky white powder forms on the chimney/exhaust vent pipe or soot build-up occurs around the exhaust vent.

How can unsafe levels of carbon monoxide be detected?

Carbon monoxide alarms monitor airborne concentration levels (parts per million) of carbon monoxide and sound an audible alarm when harmful CO levels are present.

Be sure that your alarm has been certified to the Canadian Standards Association CAN/CGA 6.19 standard or the Underwriters Laboratories (UL) 2034 standard.

If you suspect carbon monoxide in your home…

If you or anyone in your home is experiencing the symptoms of CO poisoning, ensure that everyone leaves the home immediately, leaving the door open. Call your local fire department or 911 from a neighbour’s telephone. If your CO alarm sounds, do NOT assume it to be a false alarm. Open all doors and windows to ventilate the home. If you cannot find the problem and the alarm continues, contact the fire department. If there is a strong smell of natural gas in your home, evacuate immediately, leaving the door open, and contact your local gas utility.

If no symptoms are experienced, reset the alarm and check to see if it activates. If the alarm sounds a second time, call the local fire department for their assistance.

If the alarm does not sound a second time, check for common conditions that may have caused a CO build-up (see the accompanying illustration) or contact a qualified heating contractor to check your fuel-burning equipment.

Where should a CO alarm be located in the home?

Proper placement of a CO alarm is important. In general, the human body is most vulnerable to the effects of CO during sleeping hours, so an alarm should be located in or as near as possible to the sleeping area of the home.

If only one alarm is being installed, it should be located near the sleeping area, where it can wake you if you are asleep.

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Where sleeping areas are located in separate parts of the home, an alarm should be provided for each area.

Member Profile

Additional CO alarms should be placed on each level of a residence and in other rooms where combustion devices are located (such as in a room that contains a solid fuel-fired appliance, gas clothes dryer or natural gas furnace), or adjacent to potential sources of CO (such as in a teenager’s room or granny suite located adjacent to an attached garage).

Unlike smoke, which rises to the ceiling, CO mixes with air. Recognizing this, a CO alarm should be located at kneeheight (which is about the same as prone sleeping height). Due to the possibility of tampering or damage by pets, children, vacuum cleaners and the like, it may be located up to chest height. To work properly, a CO alarm should not be blocked by furniture, draperies or other obstructions to normal air flow.

If a combination smoke/carbon monoxide alarm is used, it should be located on the ceiling, to ensure that it will detect smoke effectively.

Always refer to the manufacturer’s instructions for additional information regarding proper installation, use and maintenance.

Ed Cipriani, AIHM

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d Cipriani, AIHM, was recently elected to the IHM Board of Directors and brings with him a wealth of property maintenance knowledge.

Ed is Manager, Asset Reliability/ Building Sciences, Region of Halton. He provides leadership, direction and innovation in asset reliability development and management of the Region’s facilities and related assets capital replacement program, maintenance and special projects to achieve outcomes set by Council and the Board. He is also responsible for the management of Infrastructure Energy Programs, CMMS and consultative services.

Ed has been an active supporter and long-standing member of IHM. He has served as an instructor of IHM courses at Humber and Mohawk Colleges, he has provided training services at IHM conferences and has been a Distance Learning instructor. He is currently a member of the Education Committee and co-Chair of the 2014 Conference Committee. Ed provides consultative support to IHM members and his most recent shining achievement is the development of the current IHM Maintenance Manual.

IHM is fortunate to have Ed on the Board of Directors.

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To keep safe, please remember: • You have a responsibility to know about the dangers of carbon monoxide. Your knowledge and actions may save lives.

• CO alarms are a good second line of defence, but do not eliminate the need for regular inspection, maintenance and safe use of fuel-burning equipment.

• Take the time to learn about the use of CO alarms in your home to ensure you are using this equipment properly and effectively. n

You Know You’re a Property Manager When… ...You pull on every handrail to make sure it is secure ...You check every ceiling tile you come across to see if there are any water issues ...You randomly find yourself estimating the remaining lifespan of building elements – even in a friend’s home We’re always looking for more of these comments. Send to the Newsletter Committee at ihm@taylorenterprises.com

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IHM News • Fall 2013

Legal Corner

Damage Control: When Firing the Bully Isn’t Enough By: Lauren Bernardi, Bernardi Human Resource Law

When an employer makes a finding of serious harassment, the typical reaction is to fire the bully and consider the matter dealt with. But is it? This article explores how workplace bullying affects the entire team and the reasons why firing a bully is not enough to solve the problem.

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hen an employer makes a finding of serious harassment, the typical reaction is to fire the bully and consider the matter dealt with.

But is it?

While we often think of workplace bullies as lone wolfs, just as often there are multiple co-workers involved, either as passive participants or as joint perpetrators. Unfortunately, bullying is often contagious and may lead to a culture in which many people engage in disrespectful and hostile behaviour, not just with a particular victim, but with each other as well. The contagious nature of bullying is humorously but aptly referred to as “asshole poisoning” by Robert Sutton in his book The No Asshole Rule.

While employers may realize that the workplace has become hostile and negative as a result of a bully’s actions, they often mistakenly believe that once the bully is gone, things will return to “normal” and the remaining employees will behave in a more respectful fashion.

Unfortunately, that is not usually the case. Once a pattern of bad behaviour has become entrenched, simply removing one person from the workplace will not magically restore the environment.

By way of analogy, a family may devel-

IHM News • Fall 2013

op dysfunctional patterns of behaviour to compensate for an alcoholic parent.

However, even if that parent stops drinking, the dysfunctional behaviour will continue. And so it is with harassment; once a team has been infected, further intervention will be required to restore harmony and positive interactions. Simply firing the bully will not solve the problem.

Tips for employers So what should you do? First, if the bully’s behaviour is sufficiently serious, you should dismiss him or her, even if you have to provide a severance package. Such decisive action will send a strong message to your staff that you value respect and do not tolerate harassment. Once the bully has been terminated, you will need to rehabilitate the workplace culture. This includes: • ensuring that all of your employees are aware of your respect policy • conducting training – even if your employees have already been trained on harassment – this time focusing on what it takes to create a positive workplace • calling out poor behaviour in the moment – managers should address disrespectful behaviour the moment

it happens to send the message that it won’t be tolerated • having the group develop rules of engagement – this is a detailed list of what respect means on a daily basis (for example, showing up to meetings on time, saying hello in the hallway, helping out coworkers etc.)

In addition to managing group dynamics, watch for any individuals that continue to be negative and create barriers to moving forward. Such individuals are generally seeking a form of power, and use gossip and negativity to obtain it.

Obviously that works against any efforts you may undertake to restore workplace harmony. One effective technique for dealing with such employees is to try to convert them to champions of a positive work environment by giving them a leadership role in the change initiative.

Although there are certainly times when firing a bully does solve the problem, more often than not it only mitigates it somewhat. True change comes from a broader and more complete resolution to on the problem that focuses on all members of the team. Although such efforts may be time consuming, your reward is greater employee morale and engagement.

Lauren M. Bernardi is a lawyer and human resource advisor with Bernardi Human Resource Law. Lauren’s advisory, training and educational services help employers direct their human resources in a strategically sound and legally appropriate manner. She is an accomplished and entertaining speaker on management and human resource issues. For more information, you may reach Ms. Bernardi at 905-486-1991, by e-mail at lbernardi@hrlawyers.ca or on the web at www.hrlawyers.ca. n

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Management Corner

Managing Up… More Art than Science

By Anne Bermingham and Michael H. Howes 2WA Consulting

ly assist that is outside of your strict role. What might that look like? It could be helping organize an event important to your boss. It could be offering to take on a difficult situation and resolve it. Even if your offer isn’t taken up, you’ve demonstrated willingness to go above and beyond. That gets noticed.

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anaging up is the art of managing your boss so that your life and work is made easier. Sounds simple, but it can be a veritable mine field of organizational sensitivities that can go wrong. Done well, managing up will make your work life easier and more successful!

What is “Managing Up”?

• Offering advice • Presenting solutions • Suggesting approaches It isn’t: • Unnecessary personal aggrandizement • Manipulation

Here is what to do: #1 - Start by getting to know your boss - Figure out how he/she tends to communicate (verbally or prefers things in writing). Understand what makes him/her anxious at work. You don’t have to read minds. You can even ask them some of the questions below … or variations of these: 1. What is he/she trying to accomplish long-term?

2. What are the values that he/she value the most in the workplace?

3. What is the preferred communication style and vehicle?

4. What are the 2-3 motivators? What are 2-3 stressors in the workplace?

IHM News • Fall 2013

Be curious, be respectful and be direct.

Let him/her know that you are looking to advance in the organization and that you see him/her as a valuable resource in helping you be successful. And in turn, you want to make him/her successful. It’s OK to say just that. Go ahead. It makes you look ambitious and confident. #2 - Anticipate where and when you can be of specific assistance - If it is ‘all hands on deck’ due to an emergency or a swell in the workload level, jump in and help. Make yourself visible at the same time. Also look at the overall organization and find places to regular-

#3 - Provide advice and solutions - Often someone in a senior management position is a bit isolated.

There are not always people around who know the departmental terrain like you do. Many managers tell us that it is difficult to get advice and ideas on solutions that are on point. You can play that role. By having a good relationship with your boss and knowing his/her agenda, you are well-positioned to offer different perspectives that are helpful. Do some research, ask some questions and put some thoughts down on paper. When it is clear that the boss is wracking his/her brains for ideas, approach and offer your thoughts in a respectful manner. #4 - Ask for help - More than just asking for feedback, asking for help gives you an opportunity to have a discussion about the work you do and what needs to be in place for you and therefore him/her to be successful.

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This is not about inventing ways to sit down with the boss and have him/her do your work. This is about coming up with possible solutions to problems understanding that your boss is the person who can aid you in overcoming obstacles. This is a collaborative move and he/she will appreciate that you came with a thoughtful question that required his/her experience or expertise to help answer. #5 - Know Circle Time from Triangle Time - Circle Time is when all the meeting participants are around the table as equals providing input on a topic.

Triangle Time often occurs when the boss is in the room and he/she decides that enough has been said on the topic and makes a decision as to the direction to be taken. Be prepared to offer solid, thought-provoking ideas on what to do during Circle Time, but know exactly when things turn to Triangle Time. That is your cue to start talking about how to implement the decision, not challenge it.

times with where your boss is going.

Don’t hold grudges; it’s business, not personal.

2. Realize your boss has more power than you do.

3. Making your boss look good by doing good work is never out of place.

Welcome to Our New Members

4. Have a goal of figuring out your boss’s moods and reactions to situations. That knowledge will help you be in tune with him or her, rather than in discord.

New Candidate Carrie Arlidge Petr Bakus Matthew Carty Marco Dias Michael DiPasquale Catharine Lamoureux

5. It’s OK to challenge accepted ideas and decisions in the right forum, but don’t be too familiar. He / she is the boss, not you.

6. Don’t be seen to be spending too much time around the boss, currying favour. A seasoned manager can smell a toady a mile away and so can your co-workers. n

Brittany Leonelli Daniela Loos Yevgeniy Salganik Joel Varkey

Accredited Members Joshua Heffern Felicea Nobile

Some final tips on managing up: 2. You won’t see eye to eye all the time, so be prepared to be offside at

Education

IHM Certificate in Property Management & Course Completion Program Completion Certificates Joshua Heffern

Property & Building Administration Sandra Lee Blake Tabasum Bhatti Sandi Enns Jennifer Swistun-Wolski Sina Talaei Sina Wright

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Strategic and Financial Planning for Property Managers

Building Maintenance for Property Managers

Mathew Sheedy

Alex Ardeleanu Michelle Corley Brunilda Hyka

Human Relations for Property Managers Josie Cuirrier Anna Nosek Chelvi A. Subatharan Liisa Taskila

IHM News • Fall 2013

IHM Job Posting and Resources Whether you are looking for a job or looking to hire a Property Management professional, this webpage has lots to offer. Separate sections have been designed – one for job postings and the other for resources and links to other websites. And remember – posting a property management related position is completely free of charge to IHM members.

Just supply us with a copy of the job posting along with the closing date for submissions in either a ‘Word’ or ‘PDF’ format and we will have it posted online – usually within 24-48 hours.

Send your job postings via email to ihm@taylorenterprises.com

CALLING ALL PROPERTY MANAGERS… We know that a Property Manager’s job can be both challenging and interesting. How often have you come to work with your day all planned in your head only to have something unexpected come along?

We are looking for some stories to share with your colleagues in the Property Management field. If you have an interesting story that you would be willing to author, please contact the Newsletter Committee at ihm@taylorenterprises.com

2013-2014 Board of Directors Past President/Education Co-Chair Deborah Filice, B.A., R.S.S.W., FIHM Director of Housing www.ihm-canada.com Public Health, Safety, Social Services - Housing 220 Colborne Street (Office) EXECUTIVE P. O. Box 845, Brantford, ON N3T 5R7 Tel: 519 759-3330, Ext. 6241 President Fax: 519 759-5796 Kevin O'Hara, MPA, FIHM, CMM III Email: DeborahFilice@brantford.ca Supervisor, Area Operations Waterloo Region Housing Treasurer 235 King Street East, 6th Floor Harry Popiluk, FIHM (R) Kitchener, ON Canada N2G 4N5 5092 Hartwood Avenue Tel: (519) 575-4800 Ext. 1218 Beamsville, ON L0R 1B5 Fax: (519) 893-8447 Tel: (289) 929-9543 Email: Email: hpopiluk@gmail.com kohara@regionofwaterloo.ca Vice President Joanne Kennedy, AIHM CDSSAB - Housing Service 6 Ash Street Kapuskasing, ON P5N 2C8 Tel: (705) 335-6179 Fax: (705) 335-8199 Email: kennedyj@cdssab.on.ca

IHM OFFICE:

Vice-Treasurer Bill Corrigan, AIHM (R) 31 Irene Street Huntsville, ON P1H 1W3 Tel: 705-788-7690 Fax: 705-788-0111 Email: billco@cogeco.ca

Carolyne Vigon, Operations Manager Laura Fairley, Education Coordinator

IHM News • Fall 2013

Marketing/Membership Committee Barb Butler, AIHM Town Homes Kingston 37 Cassidy Street, Suite 222 Kingston, ON K7K 7B3 Tel: (613) 542-0443 Fax: (613)542-6305 Email: bbutler@thk.ca

Marketing/Membership Co-Chair Jim Mellor, AIHM Windsor Essex Community Housing Corporation 15 Talbot Street North Essex, ON N8M 1At Tel: 519-776-4631 Fax: 519-776-5510 Email: jmellor@wechc.com

Conference Co-Chair Ed Cipriani, AIHM, MAATO Region of Halton 1151 Bronto Road Stoney Creek, ON Tel: 905-825-6000 Ext. 7355 Fax: 905-825-8274 Email: ecpm@skyline.net

Conference Committee Deborah Parker, AIHM Girl Guides of Canada 50 Merton Street Toronto, ON M4S 1A3 Tel: (416) 487-5281 Ext. 209 Fax: (416) 487-5570 Email: parkerd@girlguides.ca

Communications Co-Chair Kathy Harris, AIHM Regional Municipality of Halton 268 Mountain Road East Stoney Creek, ON L8J 3A5 Tel: 905-825-6000 Ext. 4411 Fax: 905-825-8274 Email: kathy.harris@halton.ca

Education Co-Chair Kathi Zarfas, MPA, AIHM (R) 183 Chandos Drive Kitchener, ON N2A 3Z6 Tel: 519-503-1771 Email: zarfas-outram@sympatico.ca

DIRECTORS

COMMITTEE CHAIRS Conference Co-Chair Lynn Alexander, AIHM Region of Durham Housing Services P.O.Box 623, Whitby, ON L1N 6A3 Tel: 905-666-6222 Fax: 905-666-6225 Email: Lynn.alexander@durham.ca CANDIDATE REPS Marketing/Membership Co-Chair Mitchell Grange, IHM (C) Town Homes Kingston 37 Cassidy Street, Suite 222 Kingston, ON K7K 7B3 Tel: (613) 542-0443 Fax: (613)542-6305 Email: mgrange@thk.ca

Communication Co-Chair Michelle Waye Region of Peel 10 Peel Centre, Suite B, 5th Floor P.O. Box 2800, Station B Brampton, ON L6T 0E7 Tel: (905) 453-1300 ext 4435 Email: michelle.waye@peelregion.ca

2175 Sheppard Ave. East, Suite 310, Toronto, ON M2J 1W8 Tel: (416) 493-7382 / 1-866-212-4377 • Fax: (416) 491-1670 • Email: ihm@taylorenterprises.com

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