Volume 57, Fall 2014
Canadian Publications Mail Agreement # 40739009
ENHANCING THE KNOWLEDGE AND SKILLS OF PROPERTY MANAGEMENT PROFESSIONALS
Changing Culture - Part 2
Dealing with Resistance
Inside President's Message . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Playing Volleyball During Lunch? “All In A Day’s Work”, Tribunal Says . . .8
Emergency Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Member Profile: My Journey into Property Management . . . . . . . . . . . . . . 9
Finding Affordable Housing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Strategic & Financial Planning – 5-Day Course Registration . . . . . . . . . . .10
Fire Safety Bulletin: The Road Map to Fire Safety . . . . . . . . . . . 5
Welcome to Our New Members . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Changing Culture - Part 2 - Dealing with Resistance . . . . . . . . . 6
IHM Certificate in Property Management & Course Completion . . . . . . . .11
P r e s i d e n t ’s M e s s a g e
Greetings IHM Members, On behalf of all of you, the board of directors continues its efforts to strengthen industry partnerships, develop new ones, and reinforce our core purpose: providing professional accreditation and education in the property management profession. Our educational program is subject to ongoing review and updates, and we are very proud of the many members whose voluntary efforts support both the work of the education committee and our distance learning program. One of our partnerships in this area involves the Cooperative Housing Federation of Canada (CHF). IHM continues to work with CHF Canada by providing our core courses in a week-long format during their annual meetings. Some CHF Canada members have also taken advantage of the IHM distance learning program. Over the past few years six CHF Canada members completed their accreditation with IHM directly, an additional nine CHF Canada members completed all four core IHM courses at CHF Canada annual meetings, and a total of 105 CHF Canada members have embraced the education partnership program with IHM. I was honoured to be invited to the June 2014 CHF Canada Annual Meeting and be the plenary luncheon speaker for their Management Conference attendees. Many attendees appreciated my message and advised me that I successfully represented your Institute, and the professional accreditation and education that IHM provides. The key message shared in my plenary session was the value of education and life-long learning, which can realize both professionalism and the opportunity for personal growth for the individual. I relayed this message through the telling of a real story, the true story of a friend of mine that has benefited immensely from the IHM education program and subsequent education. I believe real stories tend to stick with us, especially if they have meaning suited to the listener. I won’t relay the whole story, that would take too long, but my friend found opportunity as well as personal and professional advancement as a result of taking that initial step of self-improvement; after taking the IHM core courses through college classes many years ago. The story, I hope, helped illustrate the importance of professional education in our industry. It can equip and make the individual a better housing professional which, in turn, helps not just their shareholders or company stakeholders, but also the people living in the residential housing they manage. To a large extent our industry is a service industry, service to owners and service to people. IHM is your professional association, I encourage you to seek out new opportunities to learn, and often we can learn by helping out. If you would like to contribute to IHM through articles or volunteer roles, please feel free to contact IHM staff at their new email address (ihm@associationconcepts.ca), or any member of the board. All the very best to you and yours this fall,
Kevin O’Hara, MPA, FIHM, CMM III IHM President
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IHM News • Fall 2014
Feature
Emergency Management By Carola Hicks-Mittag
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n emergency plan specifies procedures for handling sudden or unexpected situations. The objective is to be prepared to: • Prevent fatalities and injuries. • Reduce damage to buildings, stock, and equipment. • Protect the environment and the community. • Accelerate the resumption of normal operations. There are five core components of emergency management: prevention, mitigation, preparedness, response, and recovery. A proactive, coordinated and comprehensive approach to managing emergencies must be in place to reduce significant risks faced in the housing sector. The implementation of an emergency management program will ultimately save lives and money, protect property, public health and the environment, maintain economic stability, and help assure the continuance of critical housing services.
Flooding Response and recovery work in flooded areas presents hazards that should be properly identified, evaluated, and controlled to reduce or eliminate occupational health and safety risks. After a flood, it is important that homes and commercial premises be restored as soon as possible to protect health and prevent further damage to residents, buildings and their contents. Anyone engaged in clean-up activities must be aware of the hazards they might encounter and steps necessary to protect themselves. Inherent hazards may include illness caused by exposure to contaminated water or food, the elements (harsh weather), downed electrical wires,
IHM News • Fall 2014
carbon monoxide, and electrical hazards from portable generators. Other hazards may include falls and being struck by objects while tree trimming or working at heights, being caught in unprotected excavations or confined spaces, burns, lacerations, musculoskeletal injuries, being struck by traffic or heavy equipment, and drowning from being caught in moving water or while removing water from flooded structures. Protective measures should involve evaluating the work area for all hazards, task-specific hazard exposure monitoring, using engineering or work practice controls to mitigate hazards, using personal protective equipment, assume all power lines to be energized, following proper hygiene procedures, correctly using portable generators, saws, ladders, vehicles and other equipment, and using proper precautions in traffic work zones.
All Ontario workplaces, (housing complexes are also workplaces) are encouraged to include occupational health and safety in their emergency plans. Compliance with the Occupational Health and Safety Act is required at all times. Future articles will address additional emergencies that can affect the housing sector. Carola 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 ■
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Finding Affordable Housing Reprinted from the Milton Canadian Champion, August 20, 2014 Edition
W
ith an estimated six per cent of Milton’s residents living on an annual household income of under $20,000, many of the town’s residents face the real possibility of a housing crisis. Donna Danielli, Executive Director of Milton Transitional Housing is tackling this issue head-on by helping residents on their way to finding affordable housing. Formerly the Executive Director of Downtown Milton, Donna is taking her passion and commitment to social justice and human rights advocacy with her to her new role with Milton Transitional Housing.
housing opportunities, as well as creating awareness of the numbers facing a housing crisis in Milton. “People tend to think that homelessness comes
community service and led to her being nominated twice for Business Person of the Year by the Chamber of Commerce. She has also been the entertainment
“Human rights, dignity and social justice have always been a cornerstone of what I do,”... because of drugs or alcohol problems but that’s not true. Many people find themselves in this crisis because of debt, job loss, divorce….it’s terrifying how quickly things can spiral out of control and leave you needing a helping hand.” Danielli has also been serving the community as a public school trustee since 2006.
coordinator for the Downtown Milton Street Festival since 2007 and for the Milton Ribfest since 2009.
In her new role with Milton Transitional Housing, Danielli spends her days helping residents to find a place to live while working to secure long-term housing so they do not have to suffer homelessness.
“I love the work I do with the school board and as the community’s liason with public education. For me, there’s no other level of politics I could be involved in that I think has the impact and importance as the public education system.”
Milton Transitional Housing is a community-based charity providing bridge accommodation, support and counselling to those living in Milton, Ontario who are experiencing a housing crisis as they work towards securing affordable housing.
“People aren’t aware there is so much need right here in our backyard,” says Danielli, adding that a large part of her new role will be to advocate for new
Donna’s core values, which revolve around collaboration, communication and respect, have earned her the Queen’s Diamond Jubilee Medal for
To learn more about Milton Transitional Housing visit the organization online or call 289-971-0060. ■
“Human rights, dignity and social justice have always been a cornerstone of what I do,” explains Danielli, adding that it was a volunteer role as tutor on the Don Jail in her twenties that really opened her eyes to the needs of a community. “I saw first hand what the impact of not being able to read or write well enough to fill out a job application can have on a person and their future.”
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Donna’s past work and current responsibilities put her in the unique position of bringing together community, business, social, educational and political visions for the Milton, Ontario area.
IHM News • Fall 2014
Fire and Life Safety Corner
The Road Map to Fire Safety
I
t certainly is no wonder that a fire safety plan is one of the most comprehensive set of documents in the building. Some would have it called a safety road map, as it describes the occupant evacuation procedures and contains schematics of the site plan, fire routes and floor layout drawings. From the listing of special needs occupants to establishing safe haven areas for evacuees, the fire safety plan is the building operator’s most important set of working documents.
Although an approved fire safety plan bears the stamp of approval and/or letter of acceptance by the local City Authorities as meeting the Fire Code, a building operator’s responsibility is far from over when it comes to implementation. Regardless of whether the building has a newly-approved fire safety plan or one which is already in place, the owner and all representatives of the owner are responsible for ensuring that all applicable portions of the Fire Code are followed at all times. These representatives include building personnel such as the superintendents, building managers, and floor wardens. All personnel are to be aware of their duties, and provided with the applicable portions of the fire safety plan. In addition, all elected building supervisory staff must be trained and instructed on their duties. Contractors performing annual testing and maintenance of the fire and life safety equipment are to reference the equipment’s inspection guidelines, as is the property manager when setting up and conducting the fire drills. Placement of the key lock box with respect to the location of the fire safety plan, as well as emergency shutdowns for natural gas and hydro, are
IHM News • Fall 2014
also clearly outlined within the approved plan. Procedures and signage required for emergency evacuations is included, stating that at least one copy is to be promi-
Every approval is based primarily on the information submitted and does not relieve building operators of their legal responsibility to carry out all the provisions of the Fire Code. nently posted and maintained on each floor area, between 1.5 to 1.8 meters from the floor surface. A sample of the approved 911 signage for posting at every fire alarm pull station is also provided. “You Are Here” floor layout drawings are commonly seen in buildings alongside the emergency evacuation procedures. These drawings indicate the locations of the emergency light exit fixtures, fire extinguishers, fire alarm detection devices and pull stations, as well as elevators, stairwells, and a legend for all symbols on the drawing. Other fixtures shown include sprinkler risers, fire alarm control panels, and zone annunciators.
submitted and approved, the building owner is still responsible for any errors and/or omissions arising after the fact. Every approval is based primarily on the information submitted and does not relieve building operators of their legal responsibility to carry out all the provisions of the Fire Code. It is therefore critical that the building operator review their fire safety plan as often as necessary, but at intervals not greater than 12 months, to ensure that it takes account of changes in the use and other characteristics of the building as stated in the Fire Code. Some types of updates to the fire safety plan will warrant a re-submission for approval, including changes to responsibilities, procedures, structure or layout of
the building. The fire safety plan must include a stamp of approval with date and/or letter of review for compliance with the Fire Protection and Prevention Act. – Reprinted with permission from Firepoint’s Fire and Life Safety Alert,#184, June 2014 Visit www.firepoint.ca ■
Even after a fire safety plan has been
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Management Corner
Changing Culture - Part 2
Dealing with Resistance By Anne Bermingham and Michael H. Howes 2WA Consulting
O
ur last Musing was on Culture and we want to continue the conversation with this issue – a Part 2 if you will. In the last edition, we talked about the three to-dos when it comes to implementing a plan to change the culture. In this issue, we talk about resistance to Culture Change. Resistance to change is common and particularly when it comes to culture, because culture is the defining bundle of behaviours that is the most ingrained and therefore difficult to change.
Type of Resistance and How to Address It The first level is Intellectual Resistance. It sounds something like this: “I just don’t get what you are trying to do. I mean, I know that the culture may need to change so we can become more proactive and responsive but what do you want me to do exactly?” Intellectual resistance is about not quite understanding what is expected. • Find out what the individual does not understand. For instance, ask them to tell you what they have heard is the reason for the change. Or perhaps get them to go over the specific changes that have occurred and what else is planned. Don’t make it an interrogation; it’s a friendly conversation aimed at teasing out
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what are the items they are struggling to comprehend. • Identify a few specific steps the individual needs to take to get aligned with the change. Those experiencing intellectual resistance get easily overwhelmed. Give them a few specific tasks to do. Point out where existing documentation on the change resides and ask that he/she review it before your next meeting. Ask him/her to send you some of their questions that emerge after reviewing that material. Or encourage them to create a list of five obstacles they fear might prevent the change from taking hold and how to overcome it. Or suggest that this person schedules 1 hour a week in which they are just “walking around” and having 2-way dialogues with employees – thereby modeling being more proactive and able to better anticipate issues. The key here is to move them to action. Hold them accountable for aligning with the change but help them to get to the right place.
The second level is Personal Resistance. The sentiment is: “Yeah, I get what you are doing and why, but I don’t like it.” What it often sounds like is, “When they see what a mess this will cause, they will be sorry they ever...” or “I have been here for 15 years and we have always processed data that way”. This is about losses. The person is seeing that the change will “end” certain behaviours and take them out of their comfort zone. It will not be easy to let go of old habits — the person will risk being seen as trying to do things a new way — they fear they may look “stupid” or “foolish” or “incompetent” when they try to do things differently. Here is what you do:
• Be firm and be clear about what has been decided and what hasn’t. Don’t pull your punches to make the person feel better about the change. If something is a given, tell them that. Also clarify what is still to be determined. It is often the unknowns that cause intellectual resistance.
• Start by opening up and talking about what you are finding hard about the change. Be honest about an old habit or belief that you are finding hard to let go of. Share what you have been doing to force yourself to change.
IHM News • Fall 2014
• Then ask them more about what they are finding hard about the change. Most often, the person only knows that he / she does not like it. Help dig into the resistance – what is ending for them. It is their sense of identity (I have always been associated with that project); their relationships (I will no longer be one of the gang when I take this role). Usually without too many questions, people will zero in on what the big issue is. • Respond with empathy and not logic – Remember you can’t know the impact of a change, so make sure you don’t diminish it or suggest it isn’t important. It is important to the person you are talking to, so it has to be important to you.
IHM News • Fall 2014
The third level is Core Resistance. That sounds like this: “I don’t agree. Period. Full stop.” This is about values. It is similar to personal resistance but has a broader view. • Find out what are the values or principles that are being called into question – Talk about values and then ask which ones feel like they are being negatively impacted. Have the person give you their sense of it, but don’t tell them that the negative impact doesn’t exist. If it is making them resist, it needs to be addressed.
lent way to get core resistors to get onside is to make them part of the process. Get them involved in a sounding board conference call where progress on the change is discussed and monitored. Have them become a member of the change task force and give them a role in helping lead the change. In having them hear what others have to say, they often realize that their value is not been threatened. As always, 2WA Consulting is standing by with coffee pot and cup in hand, ready to sit down and discuss any culture or change project in your organization. ■
• Engage individuals in monitoring the benefits of the change – An excel-
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Legal Corner
Playing Volleyball During Lunch? “All In A Day’s Work”, Tribunal Says By Brian Gottheil Lawyer & HR Advisor Bernardi Human Resource Law LLP
P
laying volleyball can work up a sweat, but unless you’re a professional athlete, it is not often considered part of the work day. However, the Ontario Workplace Safety and Insurance Appeals Tribunal has found that a casual lunchtime volleyball game occurred “in the course of employment” – and that an employee who was injured during the game was entitled to workers’ compensation benefits.
pose of allowing employees to use it during their breaks. The employer did have some control over the volleyball court, but more importantly, it intended for employees to play volleyball as part of their work days (even if only during breaks). That was enough to bump the volleyball game to the level of “incidental” to employment. The net result was that the employee was entitled to benefits.
The Decision In Decision No. 205/14, an employee was injured when he slipped during a volleyball game and twisted his ankle. He was approved for workers’ compensation benefits, which are available only to employees whose injuries arise “out of or in the course of employment.” The employer appealed the decision and argued that the injury was unrelated to the worker’s employment. He was performing a personal activity during his lunch break. The employer argued that it was unfair for its premiums to increase based on an incident which it could not control. The Tribunal, however, found that the question to ask was not whether the employer could control the worker’s activities, but whether the worker’s activities were “incidental” related to the employment. In this case, the volleyball court was located on the employer’s premises, and the equipment had been provided by the employer for the pur-
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What about Live-In Employees?
risk created distinctly by the living conditions there. For example, a live-in chauffeur was awarded workers’ compensation benefits when he fell on the stairs on his way to bed; and another employee obtained benefits when he fell on the premises on the way to do his personal laundry, because he lived on-site and was expected to be on call for 24 hours.
The Tribunal’s decision demonstrates that injuries occuring during personal activities can still be considered workrelated, when the activities involve facilities and equipment that the employer has provided for employees to use. This has implications for employees who live on-site, such as superintendents and other employees in the property management industry. Because they live onsite, these employees must perform a variety of personal activities using facilities provided for them by the employer.
Conclusion
Indeed, the Tribunal has found that livein employees are entitled to benefits in broader circumstances than other employees. Generally, a live-in employee who is injured on the premises during non-working hours will still be entitled to workers’ compensation benefits if either of two things are true: (i) the employee is continuously on-call, or (ii) the employee is required to stay on the premises and the injury was caused by a
Employers should also establish safety rules to govern the use of these facilities, and enforce those rules to the extent possible, to minimize the risk of injury. This notably includes, for employees who live on-site, common areas of the premises such as the stairs and laundry room. These measures can help employers who provide recreational or living areas to their employees to avoid a spike in their premiums. ■
The volleyball decision serves up a warning that employers must take care to maintain all parts of their premises which they intend employees to use – even parts where employees will take break time.
IHM News • Fall 2014
Member Profile
My Journey into Property Management By Swetlana Nwaokoro, IHM Candidate Director Property Manager, Community First Developments Inc.
L
ike many other individuals working in the property management sector I started out in a completely different field - international manufacturing.
I worked for a Germany based international company that produced industrial heat exchangers and cooling towers. During my 12 years in Germany I was responsible for claim management, contract / order processing, customer service and exports / customs. Then I transferred to or newly acquired plant in Newmarket where I worked for three years as a Project Manager for large scale customers until the plant was closed and production relocated to Germany. During my following job search I shared the fate of many immigrants. In spite of solid German qualifications and years of international as well as Canadian work experience and fluent English, I was not able to find a job in my field. Shortly after moving my family to Canada I had moved into a local housing coop and, enthusiastic about the coop ideology, I became a regular volunteer and soon after Board member. My co-op manager encouraged me to go into the co-op management field. In March 2012 I applied for a second career training and in May 2012 I attended my first IHM class at Humber College. Parallel to my classes I worked two parttime retail jobs, one during the night and one during the day to keep a roof over our heads. As I had to learn the classes were booked out very fast, I decided to mix in one IHM distance learning class as well as two online elective classes - RTA at Mohawk College and Co-op Housing Management at CHF
IHM News • Fall 2014
Canada. To my surprise I ended up being the first graduate of the CHF program and I was able to complete all six classes within 13 months despite two jobs and three kids at home. After many unanswered applications and a few interviews I was able to secure my first Property Manager position with Precision Property Management. I managed a wonderful provincial high-rise coop with 137 units and supervised three staff. I will always be grateful for having received that opportunity to gain working experience and I can only encourage other property management companies to recruit individuals who have demonstrated the discipline of graduating from the IHM program. Most of the students work and have a family and struggle with the additional work and financial load and deserve to be given a chance. During my ten months at Dan Benedict Co-op I was able to apply a lot of the skills and knowledge I gained during the program. Additionally my background of living in a co-op and serving on the Board was equally helpful. I got to work together with a neighboring co-op as we shared facilities and got involved with the activities offered by a nearby community center. Even though it was quite a challenging time with a sharp learning curve, I found myself surrounded by a very rewarding environment. I also had the pleasure to fill a spot on the Region of Peel Working Liaison Group and Technical Advisory Board which enlarged my horizon. My advice to new graduates or current students is connect and network your
way through. Everybody you meet will help you to learn and grow in the housing sector as it is very small. Set up a decent linkedin profile and connect with people from the industry, attend workshops, exhibitions and trade shows. I became an IHM candidate member immediately after starting the program, not only to receive a discount. In my home country belonging to a professional association is a quality seal and employers recognize the membership. A further advantage is that you can use the AIHM (C) designation to distinguish yourself from other applicants and you can deduct the membership costs from your taxes. Another piece of advice is to conduct job interviews with individuals already working in the field. As of March 2014, I started a new job at CFDI reducing my daily commute and am now managing a federal townhouse co-op with 98 units and an independent living non for profit with 78 units in York Region. I moved from my co-op into a local non for profit property. I recently joined the IHM Board of Directors as a Candidate member representative and I am part of their Education Committee – always advocating for the needs of the many candidate members. Managing a property is a very challenging job and requires many skills of which a healthy self esteem, patience, the ability to adjust quickly and dealing with various people are the most important ones. I am committed to learning as much as I can and the best way to do this is to get involved in the housing sector. â–
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Education
Congratulations to IHM’s New Accredited Members:
Congratulations to IHM’s New Candidate Members:
William Gani, AIHM Anita Millar, AIHM
Andre Hinds Ben Lemel Stacey Radford
Congratulations to IHM’s Newest Affiliated Member:
Wayne Thornton
Sharon Irwin
IHM Certificate in Property Management & Course Completions Strategic and Financial Planning for Property Managers
Human Relations for Property Managers
Emily Hollington Joyti Mehta
Tammy McGee Migena Lako Chandra Sterling Allana Stewart
Property & Building Administration Anna Barletta Gerry Butineau Tricia Feist David Gawthrop Kathy Hergott Darlene Pisuena-Ray John Seeley Mary Tullo Tara Zaccola
Building Maintenance for Property Managers Gabrielle Adams Sharon Carolan-McKinnon Lindsay Carroll Marco Dias Kathy Hergott Pat Whitney
Congratulations to IHM’s Program Completion Students Christina Bonham Donato Cafarelli Florentina Chifor Michelle Corley Marcela Peana
IHM News • Fall 2014
Julie Bradimore Ritchie Todd Smith Jennifer Swistun-Wolski Tracy Wylie
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2014-2015 Board of Directors DIRECTORS
www.ihm-canada.com EXECUTIVE President Kevin O'Hara, MPA, FIHM, CMM III Supervisor, Area Operations Waterloo Region Housing 235 King Street East, 6th Floor Kitchener, ON Canada N2G 4N5 Tel: 519-575-4800 Ext. 1218 Fax: 519-893-8447 Email: kohara@regionofwaterloo.ca Vice President Jim Mellor, AIHM Windsor Essex Community Housing Corporation 15 Talbot Street North Essex, ON N8M 1A5 Tel: 519-776-4631 Fax: 519-776-5510 Email: jmellor@wechc.com
IHM OFFICE:
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Conference Committee Member 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
Past President/Education Co-Chair Deborah Filice, B.A., R.S.S.W., FIHM, Marketing/Membership Co-Chair CMM III Kris Boyce, AIHM Director/Housing Services Greenwin Inc. Public Health, Safety & Social Services 19 Lesmill Road 220 Colborne Street (Office) Toronto, Ontario, M3B 2T3 P. O. Box 845, Tel: 416-322-4006 Brantford, ON N3T 5R7 Fax: 416-544-4895 Tel: 519-759-3330, Ext. 6241 E-mail: kboyce@greenwin.ca Fax: 519-759-5796 Email: DeborahFilice@brantford.ca Education Committee Member Ed Cipriani, AIHM, MAATO Treasurer Region of Halton Harry Popiluk, FIHM (R) 1151 Bronto Road 5092 Hartwood Avenue Stoney Creek, ON Beamsville, ON L0R 1B5 Tel: 905-825-6000 Ext. 7355 Tel: 289-929-9543 Fax: 905-825-8274 Email: hpopiluk@gmail.com Email: ecpm@skyline.net
Carolyne Vigon, Operations Manager Laura Fairley, Education Coordinator
Education Co-Chair Phil Eram, B.Sc., AIHM Precision Property Management Inc. 22 Goodmark Place, Suite 22 Toronto, ON M9W 6R2 Tel: 416-675-2223 Fax: 416-675-0170 Email: pgsd@cogeco.ca
Conference Committee Member 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
Marketing/Membership Co-Chair Mitchell Grange, AIHM Town Homes Kingston 37 Cassidy Street, Suite 222 Kingston, ON K7K 7B3 Tel: 613-542-0443 Fax: 613-542-6305 Email: mgrange@thk.ca
CANDIDATE REPS Communications Co-Chair Francesca Filice, B.A. Hamilton East Kiwanis Non-Profit Homes Inc. 281 Queenston Road Hamilton, ON L8K 1G9 Tel: 905-545-4654 Ext. 233 Fax: 905-545-4884 Email: Francesca.Filice@Kiwanishomes.ca
Communications Co-Chair Kathy Harris, AIHM Project Manager Facilities Design & Development Asset Management Regional Municipality of Halton 1151 Bronte Road Oakville, ON L6M 3L1 Ph: 905-825-6000 Ext. 7507 Fax: 905-825-3879
Education Committee Member Lana Nwaokoro Community First Developments Inc. 2171 Avenue Rd., Suite 303 Toronto, Ontario M5M 4B4 Tel: 905-507-8939 Email: swetlana.nwaokoro@hotmail.com
2800 14th Avenue, Suite 210, Markham, Ontario L3R 0E4 Tel: (416) 493-7382 / 1-866-212-4377 • Fax: (416) 491-1670 • Email: ihm@associationconcepts.ca
IHM News • Fall 2014