IHM News - Fall 2012

Volume 49, Fall 2012

Canadian Publications Mail Agreement # 40739009

ENHANCING THE KNOWLEDGE AND SKILLS OF PROPERTY MANAGEMENT PROFESSIONALS

New Technologies for Surveillance and Monitoring

Inside President's Message . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Technology for Occupant Evacuations . . . . . . . . . . . . . . . . . . . . . .7

New Technologies for Surveillance and Monitoring - Will privacy be the price paid for safety? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Why You Should Pay Attention to Health and Safety! . . . . . . . . . 8

New Elective Helps IHM Members Become Specialists in Co-op Housing Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Firepoint Fire and Life Safety Media Bulletin - Utilizing Current

IHM Certificate in Property Management & Course Completions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 IHM Profiles Its Members . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9 New IHM Members . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

P r e s i d e n t ’s M e s s a g e

Hello Members, As I write this message the summer is winding down, and I have returned from two weeks away from the office. I hope all of you have had a chance to enjoy some time off during the summer months, or that you will soon enjoy a fall or winter vacation. With my return to work comes the demands of catching up on items and issues and a big part of this involves technology.

I recently heard an anonymous joke about technology. It says: “Give a person a fish and you feed them for a day; teach that person to use the internet and they won't bother you for weeks.” I, like many of you, have lots of technology at work, including a very portable device that allows me to check emails, review documents and respond accordingly anywhere I go and at any time of day. During my recent time away from the office I deliberately tried to not use that BlackBerry and when I returned to the office this week I found close to 500 unopened emails waiting for my review.

Over the past 30 years the growth and use of technology, both in the world and in the workplace, has been astounding. I’m a big fan of technology and the possibilities that technology can help create – there is so much potential for good. Of course like most things in life, there are both positives and negatives and it is how technology is used, or not used, that often makes a difference. Included in this newsletter issue is an article recently published in Municipal World about Global Positioning System technology and smart-phones, and in the article I talk briefly about the two-sided nature, or the positives and negatives, of technology.

Technology can allow us to stay up to date and ‘on top of things’ during the working week. It allows us to stay connected to our colleagues and building systems, and it also can result in close to 500 messages while you are on vacation. Alternatively, you could try to sort through those messages while you are on vacation, but then it wouldn’t really be a vacation would it? Nor should there be an expectation in the workplace that staff on vacation should be available or up to date through their BlackBerry or smart-phone.

We all have to find our own way to balance the priorities that technology in the workplace presents to us. As professional Property Managers we do just that. We find a way to get things done focusing on service and efficiency and we use technology as a tool not a tether. We may very well want to set our email auto-reply to say “I will be unable to delete all the unread, futile emails you send me until I return from vacation next week – please be patient and your email will be deleted in the order it was received” but we don’t do that. Instead, we make sure that we get back to our tenants, our co-workers and staff; we professionally manage competing priorities, property and people using the tools available to us.

Please be sure to mark your calendars and make it a priority to attend the IHM Annual Education Conference April 17 - 19, 2013 at the Delta Meadowvale Hotel in Mississauga. The conference committee is already working hard on preparations and this is in keeping with the 2013 conference theme: “Making It Work: Professional & Practical Tools of the Trade.” More details will be provided in the coming months, but you will not want to miss the 2013 conference!

Have a wonderful Fall and I hope you can take the time to turn away from electronic screens and devices to enjoy the changing season outside.

Kevin O’Hara, M.P.A., AIHM IHM President

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IHM News • Fall 2012

Feature

New Technologies for Surveillance and Monitoring Will privacy be the price paid for safety?

By Kevin O’Hara lance and monitoring, may conjure the specter of Orwell’s novel 1984 and the concern that “Big Brother” is always watching. This feeling may be valid because there is no doublethink with this technology; just as residents of Orwell’s Oceana could be monitored everywhere through two-way telescreens, employee tracker apps (ETAs) constantly monitor the location of employees. Of course, our societal landscape is not quite as dystopian as Orwell’s, and employee tracking for service delivery improvements and worker safety are things that should actually interest local government employers.

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orkplace surveillance and monitoring is not new. Over the last 30 years, the public sector has taken part in and embraced the technology revolution and, in many ways, workplace monitoring using technology is commonplace. However, through the use of communications equipment issued by the employer, technology that allows the employer to monitor where individual employees are continuously, throughout the day or night, is an emerging reality.

Closed circuit video monitoring has been in the workplace for decades.

Technology for location-based monitoring of employer-provided vehicles has been around for almost as long, and employee access monitoring through swipe cards or other secure door entry systems are now commonplace. These methods of monitoring are generally accepted, and they are general limited to the physical workplace and vehicles provided by the employer.

New Privacy Questions For many staff in local government, however, the workplace also provides communications technology – mobile devices (smartphones, blackberries, etc.) that accompany the worker everywhere.

Privacy questions arise anew because inexpensive technology now exists that can allow employers to monitor where workers are using global positioning

IHM News • Fall 2012

(GPS) technology through these devices, anytime of the day, anywhere, and in real-time. Further, it is possible for these technology applications to be loaded onto the mobile devices issued by the employer with or without the worker’s knowledge. The employee monitoring applications can be run in the background of the device, imperceptible to the worker, and set to override de-activation of the mobile device GPS settings. This kind of employee tracker application (or “app”) can cost under $200 a year, per user.

Naturally, this new technology, combined with existing workplace surveil-

Given the very natural concern about privacy and the rate at which technology is impacting human resources considerations for local governments (indeed in the private sector alike), there are a few legitimate issues and questions to ask about employee tracking.

Specifically: If the employer has responsibility for their employees’ workplace safety, when is it acceptable for the employer to use communications equipment provided by the employer to monitor the employees’ physical location?

When should an employer, monitoring employees’ location through smartphones contact the employees and ask them to leave their current location to perform work at another location/ address? Finally, and critically, what pricontinued on page 4

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vacy expectations should be provided to employees when monitored through handheld devices, irrespective of service requirements or workplace health and safety legislation? Should “Big Brother” always be watching?

Active Safety Monitoring and Emergency Services There are many municipal workers that work alone with the public including public health, social housing and social services staff, utility technicians and recreation workers to name only a few.

These municipal staff often will work with some measure of safety protocols established by their employer with the intent to protect the worker from workplace violence. This employer responsibility is both a natural concern for most, as well as a requirement under various provincial laws. However, given the new technology, are protocols and policies enough, or can employee tracker applications help further? The Occupational Health & Safety Council of Ontario lists risk factors for workplace violence that

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include: having direct contact with clients; working alone; working with unstable people; and working in a community-based setting. ETAs can allow an employer to more actively monitor the safety of mobile workers; ETAs create “breadcrumb” trails, showing where an employee has been and where they currently are. The tracker application can be programmed to alarm supervisory staff with a panic button setting, allowing the worker to simultaneously set off work panic alarms to a predetermined number of supervisory staff while calling 911. ETAs can also be programmed to set off supervisory alarms if the worker has been stationary at one location for longer than a prescribed period of time.

In short, using tracker applications for worker safety appears to be a very attractive answer to legitimate health and safety risks in the municipal workforce.

ETAs might also be quite useful when an emergency arises at a particular location, both during the work day or when a worker is on-call for emergencies after hours. The GPS technology application

could be used to locate the nearest technician or worker, and the worker could be contacted and asked to attend the location where the emergency exists.

Some areas where this enhanced monitoring may be helpful include services for traffic controls, road emergencies, water treatment services, water distribution services, and even social housing.

Social housing, as an example, is provided at the municipal level in various provinces and is a service that provides a place for citizens to call home. When a tenant in municipal housing experiences an emergency such as fire, flooding, loss of heat, or criminal activity, it is obviously very disruptive for both tenants and potentially the neighbouring community. The ability for centrallylocated administrative or dispatch staff to divert the nearest municipal workers from current locations to urgent situations is a service improvement feature available through ETAs. It is very likely that citizens would be supportive of systems that track the loca-

IHM News • Fall 2012

tions of municipal workers, and most municipal employees would not likely oppose the concept of improving service to citizens. However, due to privacy concerns, there has been some objection to the use of GPS technology for this purpose.

GPS and Technology Creep

concept of universal flux or the continuous change and transformation of all things. Technology creep is a term that speaks to how quickly the flux of technology improvement is creeping into issues of privacy; ETAs are just another example of the technology revolution and the continuing change to society as a result.

In a 2009 case heard before the Assistant Privacy Commissioner of Canada, a transit worker objected to the collection of information by the installation of GPStracking technology in his transit vehicle.

But, technology in the workplace that helps improve service and helps enhance the health and safety of employees can be embraced without creeping into employee privacy con-

using ETAs; however, staff privacy concerns must be answered by creating clear policies and procedures about how ETAs will be used. Some recommendations include: ‰

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ETAs should not normally be used for employee management purposes; issues involving employee discipline should not be entangled with the potentially contentious privacy aspects of GPS tracking data.

If GPS location surveillance technology is to be used for a form of employee management, the conditions must

GPS tagging is included on many digital cameras and all cellular phones are location-traceable for 911 dialing purposes.

The Assistant Commissioner concluded the complaint was not well-founded, saying, “The use of GPS technology to improve efficiency and increase the quality of service is an appropriate purpose under the [Personal Information Protection and Electronic Documents Act]” and “There is no evidence to corroborate the allegation that the [GPS information] is used for employee management.1” And, in an earlier case and ruling by the Assistant Privacy Commissioner, the conclusion stated “ ... the use of GPS to improve the dispatch process to be compelling and an acceptable purpose under [the applicable section of the act].2” Using ETAs to help improve service is a good thing, but the privacy concerns of staff are a vital consideration in the modern workplace.

How, then, can privacy be respected, while using ETAs to improve safety and service delivery?

Technology creep is real; GPS tagging is included on many digital cameras and all cellular phones are location-traceable for 911 dialing purposes. If you dial 911, the emergency dispatch staff will access your telephone number and cellular GPS coordinates, and this location ability has been in place for many years now. The phrase “the only constant in life is change,” comes from the Greek philosopher Heraclitus who talked about the

IHM News • Fall 2012

be clearly and fully defined, be understood, and have the agreement of all staff involved; for example, certain locations, such as a casino, can be designated as out-of-bounds during working hours.

cerns. The vital aspect to answering privacy concerns is the same as with any existing health and safety protections: put it in writing and ensure everyone is trained, understands, and follows the policy and/or procedures.

Empowerment - and Constraint Human resources professionals and managers both in the municipal environment and private sectors should take careful note of David Lyon’s conclusions about surveillance. Over 10 years ago he said, “Surveillance is Janus-faced. The same process both empowers and constrains. It gives us a variety of advantages... it also enhances the power of the modern organization to the detriment of individual privacy… 3” GPS surveillance information can certainly have this twofaced quality and the Assistant Privacy Commissioner of Canada cautions that “function creep” is not acceptable, that “the purposes and uses of a particular technology should be precisely specified, and that technology should be restricted to its intended purposes.”

Accordingly, when addressing the use of GPS technology for mobile municipal workers as a tool for improved service and worker safety, there are a number of recommendations to be considered.

Employers can monitor their employees

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Supervisory and office support staff should only review or search for employee GPS locations due to a worker safety alert, or for urgent service issues.

Clear definitions of what constitutes urgent and emergency issues must be developed as they apply for each business function in the organization.

Staff should have access to their own information. Often the technology allows mobile workers to print reports about their travel during working hours; this capability allows employees to be more accurate when making travel claims for use of their own vehicle.

It is critical that all reasons for a GPS tracking system be discussed and involve employee feedback to ensure that staff concerns about “Big Brother” and privacy are answered in advance of full implementation of the technology.

Ongoing monitoring and regular review of how the ETA technology is Continued on page 6

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being used is required in order to provide assurances to staff about their privacy concerns; supervisory and dispatch staff should maintain a log to record the times and reasons why the information was accessed.

Conclusion ETAs provide the ability to track the location of both private sector and government workers alike, potentially wherever they go with their mobile devices and at all times. This technology offers connectivity and productivity in one guise; however, it also can give the appearance of invading privacy and an apprehensive form of Big Brother.

But, there need not be a perception of “Jekyll and Hyde” when a worker looks at his or her smartphone. By defining how ETAs will be used, ensuring that privacy expectations are defined and followed, mobile surveillance of employees can be useful to improve citizen service and to support workplace health and safety.

The level of support for technology is directly linked to how it is implemented and how it is used; there are not two sides of the coin, there is instead a mirror that municipal managers must hold up to criticism.

Technology is not a solution; technology is a tool and how the technology is used will define the conditions, expectations, and morale of the workplace.

New Elective Helps IHM Members Become Specialists in Co-op Housing Management To address the unique knowledge and skills needed by property managers who work in housing co-operatives, IHM and The Co-operative Housing Federation of Canada have partnered together to offer The Co-op Difference: Online Training in Co-op Housing Management.

In Ontario, about 125,000 people live in 550 non-profit housing co-operatives in communities across the province. A co-op can be an apartment building, townhouses or single family homes.

What makes a housing co-op different isn’t its size or the type of building. It’s that the co-op is jointly owned by the tenants or “members” (as they are called in housing co-ops) who live in them. The members do not own equity in their housing, but they are collectively responsible for it. Instead of a landlord, co-ops are governed by boards of directors that are democratically elected from among the members, according to the co-operative principle of “one member, one vote.”

Member control is the foundation of housing co-ops success and what makes a housing co-op such a rewarding place to live, and to work. It fosters a strong sense of belonging, and it has given members a sense of place within the wider community.

The Co-op Difference course, made up of five modules, does not duplicate the “nuts and bolts” training available in other IHM courses. Instead, you’ll learn how the co-op’s environment — the laws, government programs, and the principles embraced by the co-op sector — affect Canada’s housing co-ops. You’ll also learn how to manage the co-op’s finances, meet legal requirements, and use case studies and real-life examples to grapple with the trickiest issues facing co-op managers.

The fee for The Co-op Difference is $500 and the online course can be used as one elective credit towards IHM’s Property Management Certificate. For more information see CHF Canada’s website www.chfcanada.coop/onlinelearning.

CHF Canada is the national voice of the Canadian co-operative housing movement. Its members include more than 900 non-profit housing co-operatives and other organizations across Canada. More than a quarter of a million Canadians live in housing co-ops, in every province and territory. n

©Municipal World June 2012 REFERENCES: 1. PIPEDA 2009-011, May 2009, “Transit driver objects to use of technology (MDT and GPS) on company vehicle,” Canadian Legal Information Institute, Ottawa.

You Know You’re a Property Manager When… ... you check out garbage cans, benches, and play equipment in public parks

2. PIPEDA 2006-351, November 2006, “Use of personal information collected by Global Positioning System considered,” Canadian Legal Information Institute, Ottawa

... you combine your work and personal calendars together

3. David Lyon, 2001, “Surveillance Society: Monitoring Everyday Life,” Open University Press, Buckingham, Philadelphia. n

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 2012

Fire and Life Safety Corner

Utilizing Current Technology for Occupant Evacuations

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n approved fire safety plan clearly defines the evacuation procedures and processes which are fundamental in preparing for an emergency fire situation. The safety of building occupants is the primary consideration during any evacuation, including safe passage through the maze of demising walls or equipment layout, which can vary with the nature of the business.

Although modern buildings have the capacity to significantly reduce the risk to their occupants through well-chosen construction materials and alert systems, a proactive and consistent approach to fire safety planning remains essential.

Training of floor wardens and supervisory personnel is a vital element of this planning, emphasizing preparation for a fire emergency in the building. Training increases awareness in other areas, such as the fire code requirements to minimize opportunities for carelessness, keeping exit paths clear of obstructions, and advising building managers that an exit fixture is not illuminated. Even with extensive training of the building’s elected fire safety personnel, instructing occupants who are unfamiliar with the building during a fire emergency can be a challenging task. Supervisory personnel need to effectively convey the related procedures without becoming overwhelmed and putting themselves at risk.

Older buildings equipped with simple tone audible devices, such as fire bells,

IHM News • Fall 2012

certainly do have some disadvantages when it comes to instructing occupants during an evacuation. As aging fire alarm panels deteriorate over time, they become more prone to false alarms, leading some occupants to assume every alarm is not a real emergency – a hazardous assumption at best.

Fortunately, today’s technology has progressed to ensure that fire alarm systems sound an alarm tone and then broadcast a pre-recorded spoken warning, instructing occupants that the building is to be evacuated to the relevant assembly point. Voice evacuation warnings and address broadcasts increase the probability of safe and orderly evacuation of occupants from affected areas.

This has a distinct advantage over bells and other mechanical or electronic sounders, which are often ignored or misunderstood. Integrated with building fire detection systems, voice notification systems can be customized for a variety of building occupancy classifications.

In some cases, building operators of premises without voice communication system capability in their fire alarm system have opted to use Short Messaging Service (SMS). By making use of webbased SMS platforms for transmission, building administrators can use this technology to broadcast emergency alerts to fire wardens and floor supervisory teams. With a simple push of one button, a text message can be sent to one individual or thousands, and can be sent simultaneously in several languages. Message templates are created in advance, ensuring clear, concise wording to be delivered to all building occupants in times of need.

Another advantage is the ability to broadcast status updates during the emergency, including the arrival and deployment of emergency services personnel.

Text messaging eliminates the need for “runners”, accelerates recovery from an emergency and saves both time and money for tenants and residents. It is being implemented by numerous corporations operating residential, commercial and industrial occupancies. With the ability to send effective and consistent messages when emergencies strike, SMS provides major benefits in terms of security, cost-saving and ease of use. n – Reprinted with permission from Firepoint’s Fire and Life Safety Alert, #162, August 2012

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Feature

Why You Should Pay Attention to Health and Safety!

By Carola Hicks

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hether your management company is big or small, based at one location or many, you are legally responsible to make sure that the working environment is a safe and healthy place to work.

What are My Responsibilities Under Occupational Health and Safety Legislation?

Occupational health and safety is about the prevention of workplace injury or illness. Protecting workers from injury and illness is the right thing to do. It is also the law! A person who fails to comply with the OHS Act or Regulation is guilty of an offence and liable.

Because worker safety is such an important issue, these laws are created to ensure that all workers have a healthy and safe place to work.

Safety Culture Principles In a total safety culture, employees not only feel responsible for their own safety, they feel responsible for their peers’ safety, and the organizational culture supports them acting on that responsibility. At all times, on-the-job safety supports an off-the-job safety mindset and vice versa.

The objective of an effective safety culture is to go beyond compliance and drill deep into the inter-working of the facility to discover hazards and associated risks. Safety should be intertwined with all aspects of management commitment, employee participation, haz-

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ard recognition and control, and communication at a minimum. All incidents are preventable.

employers in the use of equipment, tools and processes - Intervening and supporting each other when observing “unsafe” conditions or “at risk” behaviours and/or practices - Identifying and reporting improvements that may be required

• Management is accountable for employee safety by proactively: - Achieving the safest possible conditions - Providing training to employees - Providing safe equipment and tools - Establishing effective two-way communication - Monitoring performance and setting an expectation for safety standards - Conducting hazard assessments and audits - Arranging for correction of deficiencies

Carola Hicks graduated from the University of Toronto and worked as a health-care provider for more than 40 years. Carola is CEO of Workplace Safety Group, a company providing Occupational Health & Safety solutions to help clients achieve due-diligence compliance.

• Employees are responsible for working safely by: - Applying training provided by

Toll-free:1-866-347-7707 E-mail:carola@workplacesafetygroup.com Web: www.workplacesafetygroup.com

Informed employers are those who realize that health and safety is good business – and that health and safety pays as your competitive advantage!

IHM News • Fall 2012

Education

IHM Certificate in Property Management & Course Completion Program Completion Certificates Tracy Blackburn Francesca Filice

Strategic and Financial Planning for Property Managers Richard Clarke Doris Glenn Jannel Philbert

Property & Building Administration Viktor Basha Clinton George Davis Tanya Farrell Joshua Heffern Wendy L Nason-Maki

Andrea Reynolds Corina Stavre Michelle Twiss Julie Simard

Mercedes Romero Julie Simard Alicia Smith Elvira Vigo

Building Maintenance for Property Managers

Human Relations for Property Managers

Tracy Belleville Donato Cafarelli Elifa Chan Heather Horwath Erin King Irma Kore David Lenarduzzi Grant Linnell Krysta Marks Chance Priddle

Mark Blum Chonita Boardman Zack Casuccio Bob Gillespie Joshua Heffern Jonathan Kelly Luiza Manaj Kenneth Rutter Rick Tuzi

IHM Profiles Its Members

Julie Simard

Welcome to Our New Members

FOCUS ON EMPLOYMENT New Candidate Members’ employment is primarily in local or regional governmental housing authorities, but a number of members are employed in private sector property management, nonprofit housing and co-op housing: Municipal Housing Corp ...41.0% Private sector property management ......................16.9% Non-profit housing ............13.3% Co-op housing ...................12.0% Facilities .............................4.8% Not currently employed in the industry....................3.65%

IHM News • Fall 2012

Just over 85% are employed in an urban or suburban setting, with the largest group being in an urban setting. About half of members work in organizations with greater than 1,000 units, and slightly over 40% work for organizations with budgets greater than $10 million dollars; over half work with budgets greater than $5 million dollars.

Paul Banman Jennifer Besserer Holly Campbell Charles Frankland Cheryl Guse-Bannon Andrea McQueen Gezim Muhametaj Swetlana Nwaokoro

One quarter of members are housing managers and a slightly smaller number are either property managers or assistant property managers. About 9% identified themselves as being in non-management positions.

Darlene Rehman Jessica Robertson Virancis Rulona Rhonda Walsh

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DON’T MISS THIS OUTSTANDING EVENT Featuring…..

Opening Luncheon Speaker: The Honourable Kathleen Wynne Ontario Minister of Municipal Affairs and Housing

More exciting details to follow shortly!

Closing Keynote Speaker: Drew Dudley Founder & Chief Catalyst of Nuance Leadership Inc.

2012-2013 Board of Directors

www.ihm-canada.com

President/Conference Committee Kevin O'Hara, M.P.A., AIHM 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 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:

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Past President/Education Co-Chair Deborah Filice, B.A., R.S.S.W., F.I.H.M. Director of Housing Public Health, Safety, Social Services - Housing 220 Colborne Street (Office) P. O. Box 845, Brantford, ON N3T 5R7 Tel: 519 759-3330, Ext. 6241 Fax: 519 759-5796 Email: DeborahFilice@brantford.ca Secretary/Communications 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 Treasurer Harry Popiluk, FIHM 2175 Sheppard Ave. E., Suite 310 Toronto, ON M2J 1W8 Tel: (289) 929-9543 Email: hpopiluk@gmail.com

Carolyne Vigon, Operations Manager Josee Lefebvre, Education Coordinator Michelle Romanuk, Editor

DIRECTORS Communications Committee Zeljka Budjinski, AIHM Williams & McDaniel Property Mgmt 66 MacDonnell Street, Suite 301 Guelph, ON L1H 2Z6 Tel: (519) 836-6402 Ext. 29 Fax: (519) 767-0771 Email: zbudjinski@williamsandmcdaniel.com

Conference Co-Chair 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 Barb Butler, AIHM Town Homes Kingston 87 Cassidy Street, Suite 222 Kingston, ON K7K 7B3 Tel: (613) 542-0443 Ext. 105 Fax: (613)542-6305 Email: bbutler@thk.ca

Marketing/Membership Co-Chair Connie Van Sickle, AIHM County of Lambton Housing Services Department 150 North Christina Street, 2nd Floor Sarnia, ON N7T 7H3 Tel: (519) 344-2062 Ext. 2040 Fax: (519) 344-2066 Email: connie.vansickle@countylambton.on.ca

Communications Co-Chair Kathy Harris, AIHM Regional Municipality of Halton 1151 Bronte Road, Level 1 Oakville, ON L6M 3L1 Tel: (905) 826-6000 Ext. 7507 Fax: (905) 825-3879 Email: kathy.harris@halton.ca

Education Co-Chair Kathi Zarfas, M.P.A., AIHM HSC Housing Services Corporation 390 Bay Street, 7th Floor Toronto, ON M5H 2Y2 Tel: (416) 594-9325 Ext. 218 Fax: (416) 594-9422 Email: kzarfas@shscorp.ca

CANDIDATE REPS Communications Committee Mitchell Grange, IHM (C) Kingston Municipal Non Profit Housing Corporation 37 Cassidy Street, Suite 222 Kingston, ON K7K 7B3 Tel: (613) 542-0443 Ext. 106 Fax: (613)542-6305 Email: mgrange@thk.ca

Conference 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

IHM News • Fall 2012