IHM News, Volume 39, Spring 2010

Volume 39, Spring 2010

Canadian Publications Mail Agreement # 40739009

ENHANCING THE KNOWLEDGE AND SKILLS OF PROPERTY MANAGEMENT PROFESSIONALS

Inside President's Message

2 Social Housing Agencies and the Constructor’s Hat

3 New IHM Members

5 Bill 168 Will Significantly Impact Ontario Workplaces!

6 IHM Certificate in Property Management Course Completions

7 The Truth about Multitasking

8 You Know You’re a Property Manager When…

9

Welcome Spring!

P r e s i d e n t ’s M e s s a g e

Hello Members, Not only is it a new year, it is a new decade and time to revisit the direction you are heading. At home, the financial responsibilities are set for the year, vacations are being discussed, the job search has intensified (for some of us, the weight management program has resurfaced) and some people are heading back to school for another semester. At the office, it is time to reconcile the budget and prepare those dreaded year-end reports. It is also time to reflect on your success and the areas needing a tune-up, change or improvement.

It is time to revisit priorities. I learned a simple but very valuable concept from a well-respected colleague named Chris. He approached business needs by identifying deliverables into ninety-day segments. It is another spin on quarterly planning, but by changing the language to days, there is a greater urgency to staying on track. We all know that the days slip by in property management and the priorities of the moment can consume us.

This includes the continuous flow of paperwork and the risk of creating those piles of work that simply do not work.

Inidividuals who have set priorities are more likely to have fewer job piles on their desks and less clutter confronting them. This is because they have learned the four rules of paper management: 1) Act on it 2) Delegate it 3) File it 4) Recycle it Identify your priorities and establish achievable goals so that you are able to use your time wisely and stay more focused and directed. Whether you are tracking your deliverables in a spreadsheet, a calendar or using a white board, block those 90-day cycles and develop a personal reward system that celebrates your success. Think of your 90-day end date as a goal. It can serve as a powerful motivator towards accomplishing your priority.

Taking control of your calendar, blocking time that is dedicated to special projects will ensure that you move priorities along to completion and that brings a sense of accomplishment and the job satisfaction that we all need and deserve.

Regards,

Deborah Filice, FIHM President

2

IHM News • Spring 2010

Feature

Social Housing Agencies and the Constructor’s Hat

By Jeffrey Harris, BSc, MHSc & John Murphy, BSc, MHSc, MBA, ROH, CIH, GradIOSH Resource Environmental Associates Limited

Every construction project has an “owner”, and in social housing projects the owner will generally be the housing agency. Typically, the housing agency hires a general contractor to carry out all or most of the construction work on the project. Having done so, housing agencies often assume that the general contractor has full and complete responsibility for health and safety on the project, and sometimes this obligation is spelled out in contract documents.

This assumption is correct in cases where all of the following conditions are satisfied:

F

ederal and provincial government economic stimulus strategies have benefited the social housing sector through the supply of funding for upgrades and retrofits in housing stock.

Programs such as the Social Housing Renovation and Retrofit Program (SHRRP), and the recent announcement of funding for renewable energy upgrades will increase the level of construction and capital project activity in the sector for the foreseeable future. As such, it’s important for social housing agencies to be aware of the potential occupational health and safety liabilities they may take on in carrying out these projects and to know how to minimize these liabilities.

1. the entire project is being carried out by one general contractor, 2. any and all work contracts for the project flow through and are under the control of that general contractor (with the exception of consulting, professional engineering and architectural contracts),

Has Your Housing Agency Unwittingly Become a “Constructor”?

Quite often, government housing authorities, quasi-governmental housing agencies, and private providers that are not principally engaged in the business of construction (i.e. organizations that think of themselves mainly as property “owners” or “operators”) find themselves in circumstances where, for purposes of the Ontario Occupational Health and Safety Act, they are considered to be “constructors”, and / or “employers” of the workers on the payroll of other organizations.

The Occupational Health and Safety Act defines a “constructor” as a person who

IHM News • Spring 2010

undertakes a project for an owner, and includes an owner who undertakes all or part of a project by himself, or by more than one employer. The Act gives the “constructor” paramount responsibility for health and safety on a construction project. This means that the “constructor” is responsible for protecting not only its own workers, but all personnel on the site; and the “constructor” is also responsible for monitoring and policing health and safety compliance on the site – again, not just in respect of its own workers, but all the parties who are present at the project site.

3. none of the employees of the housing agency perform any supervisory or labour functions on the project, 4. none of the employees of the housing agency are occupying the project site during the life of the project, 5. the general contractor has complete physical custody and control over the project site, and 6. there are no other related or unrelated construction projects being carried out by the housing agency, or by tenants, at the same address. continued on page 4

3

However, it is often the case that one or more conditions are not satisfied.

Here are some examples of scenarios where the housing agency becomes the “constructor”, despite having hired a general contractor: 1. The housing agency decides to directly contract with one or more additional contractors to do small portions of the job before the general contractor has completely finished and demobilized (e.g. installation of phone lines, alarm systems, landscaping, paving, etc.).

2. The housing agency decides to contract with a self-employed person to act more-or-less as the housing agency’s full-time project manager for the duration of the project, and that person regularly attends at the project site and gives instruction and direction to one or more contractors. (In this scenario, the project manager could be viewed by the Ministry of Labour as a “contract for services employee” of the housing agency, in which case the housing agency would be seen to be doing “part of the work” using its own personnel, and hence becomes “constructor”).

3. The housing agency’s own maintenance or trades employees perform some minor work in relation to the project, such as shutting down equipment or electrical or power services.

This scenario is commonly seen where existing properties are being renovated.

4. The facility undergoing construction is a pre-existing multi-unit building, and an expansion or renovation project is underway, and the housing agency has one or more employees based and working at the building (e.g. the property manager, custodian, etc.).

This scenario results in the housing agency being viewed as a “constructor” not because of the employees necessarily doing project work, but instead because they are physically present within what is viewed as the construction zone, which would therefore not be under the complete control of the general contractor.

4

school boards, universities and colleges, government departments, etc.).

More on this later in the article.

What Should Be Done?

This scenario doesn’t fit tightly with the definition of “constructor”, but in these types of scenarios judges have also looked at the question of who exercises ultimate control over all of the parties at the job site.

If the housing agency’s employees are not under the control of the general contractor, then the presumption is that the housing agency exercises control, and has “constructor” duties.

5. There are other related or unrelated construction projects being carried out by the housing agency or by tenants at the same address.

This fifth scenario, in which the Ministry of Labour deems an “owner” to be “constructor” solely due to other projects being carried at the same address, includes the following types of examples: (1) project “A” on level 1 of a building and project “B” on level 7 of the same building; and (2) project “C” in building X at a multi-building campus and project “D” in building Y at the same campus. This scenario has only recently come to the forefront, and is reflected in changes to the Ministry of Labour’s Constructor guideline revised in March 2009. It represents a marked expansion in the Ministry of Labour’s thinking on when and how an “owner” becomes a “constructor”, and is likely to have significant implications for virtually every institutional property owner that has either large buildings, or several buildings at the same municipal address (e.g. social housing agencies, hospitals,

As a starting point, it’s important for housing agencies to be aware of the “owner” / “constructor” issue, and to analyse for each project whether it presents potential for the housing agency to be or become a “constructor”. If, during the early project planning stages, it appears that the housing agency could be a “constructor” on a project, there are two basic strategies that can be followed: (1) organize the project, contracts and work environment to avoid being a “constructor”; or (2) accept the “constructor” role, and establish a project safety management plan to ensure compliance with the constructor’s responsibilities and to minimize liability.

When considering whether to take on the constructor role and associated liability, organizations must recognize the associated risks. Constructors have both the overarching duties of section 23 under the Ontario Occupational Health and Safety Act, and a variety of specific administrative duties under the Construction Projects Regulation (e.g. appointing a supervisor, collecting employer registrations, filing the notice of project, establishing the health and safety committee, etc.). The duties outlined under section 23 require a constructor to ensure every employer and every worker on the project complies with the Occupational Health and Safety Act and applicable regulations in addition to ensuring that the health and safety of all workers on the project is protected. This is perhaps the most significant aspect of a constructor’s duties as they are responsible for their own non-compliance, and for the non-compliance of the employers whom they hire, and for the workers of those employers (those employers and workers are also liable). In most cases, organizations find this liability to be undesirable. Furthermore, it is our experience that most organizations do not have the time, resources or the experience to manage construction projects.

IHM News • Spring 2010

Case law has shown that those who exercise the highest degree of control are often looked upon as constructor.

Notwithstanding, the Ontario Ministry of Labour takes the position in field enforcement that there can only be one constructor on any project. The Ministry of Labour seems to take this position as a matter of convenience for enforcement. To date, there has never been a formal legal challenge on this issue; however, there have been situations in past where the Ministry of Labour has issued orders on a project site to both the owner and general contractor, as “constructors”. This points out the importance of ensuring that each constructor maintains control and direction over each separate project in order to minimize the owner’s potential of being seen as a constructor.

For several reasons, owners often find hiring just one contractor an impossible feat. When multiple contractors are engaged by the owner of a project, the owner can make a request under section 4 of the Construction Projects Regulation to have a Director at the Ministry of Labour designate part of a project as a separate project. Recently, our firm has been involved in a construction project that was separated into as many as six smaller construction projects despite all of the work being related to one larger “project”. In this particular case, each project had a separate “constructor” and each had to undertake the required constructor duties (including filing a separate Notice of Project). The Ministry of Labour will consider these requests provided that delineation between construction activities is done through two very important concepts: time and space.

Delineation by space requires contractors to be separated by physical space.

The Ministry of Labour will consider factors such as independent access/egress, hygiene facilities, signage, geographical locations of the separate projects and clear boundaries between projects.

What is considered “clear boundaries” between sites will often differ depending on which Ministry of Labour inspector you speak with and will weigh heavily on the complexity of your project. In our experience, the level of “acceptable”

IHM News • Spring 2010

boundaries (as indicated by Ministry of Labour inspectors) between project sites have included wooden sawhorses, crowd control barriers, snow fencing, wooden hoarding and 6’ chain link fencing. Since there are often differing opinions as to what constitutes an “acceptable” boundary, we most often recommend a fixed 6’ chain link fence as a primary boundary between projects where possible.

Delineation by time requires the work activities to occur at different times and will often require more careful planning.

For example, a housing agency conducting electrical and mechanical upgrades in the basement of a large building may utilize two separate companies to complete the work. Quite often mechanical and electrical trades are required to occupy the same work areas thus making delineation by space unachievable.

In this scenario, to achieve delineation by time would require the contractors to either work in the space on different days (e.g. Contractor X occupies the work space on Monday and Tuesday whereas Contractor Y occupies the space Wednesday through Friday) or split the day into shifts (e.g. day shift vs. night shift). Unfortunately, unless this form of delineation is planned prior to the commencement of the work, the owner may find themselves in a contractual nightmare.

The Ministry of Labour takes the position that the aforementioned approaches are acceptable ways of achieving project delineation (as outlined in the Ministry of Labour “Constructor Guidelines”).

However, every so often we hear of a new interpretation in the ever-evolving definition of “constructor”. Recently one of our institutional clients received orders as a “constructor” in relation to a few separate and unrelated projects that were being carried out by different contractors in physically separate buildings that occupied a property having a single municipal address.

In this case each general contractor had full control over its project site and the owner had ensured that none of its own personnel worked on the project or at the project site. Despite this, the Ministry took the position that since the various projects were being carried out at the same “address”, the owner was the “constructor”, and that the only way the owner could be relieved of the constructor role on each project was through a Section 4 application. Oddly, the Ministry also said that if it were the case that the various buildings had separate municipal addresses, then in that case the owner could not be deemed the “constructor”, and no Section 4 application would be required.

Jeffrey Harris and John Murphy can be contacted at jharris@rea.ca or jmurphy@rea.ca ■

Welcome to Our New Members New Candidate Members Brown, Harmony Caputo, Dana Cyr, Luc Gheorghian, Elena Halls, Grahm Hewitt, Randy Kotyk, Paul Kozlowski, Carole Labelle, Lyne LeConte, James Maximova, Elena

Mulic, Edina Oltean, Carmen Pascall, Luke Pulido, Sandra Rasamani, Suntharalingam Rohrbacher, Phillis Saindon, Gayle Smith, Marie Twiss, Michelle Vuo, Kerwin Waldron, Jeff

5

Feature

Bill 168 Will Significantly Impact Ontario Workplaces!

By Carola Hicks, CEO, Workplace Safety Group

O

n June 15th 2010, Bill 168, which amends the Ontario Occupational Health and Safety Act and addresses workplace violence and harassment, becomes Law! Workplaces where more than five workers are regularly employed will be required to have necessary policies, programs, measures and procedures in place. Complying with this Law will take time, effort and training, something small business owners must come to terms with. A key aspect of this Bill is going to be training to get supervisors and managers to understand the significance of the Bill. The nature of this Law requires more than just providing a brief introductory session to employees and more than just publicly posting the new policies. Having employees understand Bill 168 will allow staff and managers to fully support the new Law and the investment necessary to implement the legislated policies and procedures.

sions affecting employee right to refuse work and obligations for your company to respond to potential threats of domestic violence which may spill into the workplace.

The range of new obligations placed on employers includes: • a full assessment of the level of risk of violence in a workplace • providing written policies to deal with the identified risk • implementation of programs aimed at reducing the incident of violence within the workplace • reporting incidents of violence to the health and safety representative or Joint Health and Safety Committee There will also be a proactive obligation on employers to take preventative measures should violence appear likely to occur within the workplace.

Workplace harassment means:

What You Must Do to Comply with the Provisions of Bill 168 The new Workplace Violence & Harassment Law obligates Ontario companies to comply with tough new worker protection requirements. Under the new law, you have less than four months to prepare written violence and harassment policies, assess workplace risks, and establish new workplace training programs. Plus, the new Law requires you to comply with new provi-

6

Engaging in a course of vexatious comment or conduct, against a worker in a workplace, that is known or ought reasonably to be known to be unwelcome.

OHSA, S. 43 s 1 (1) Workplace violence means: a. The exercise of physical force by a person against a worker, in a workplace, that causes or could cause physical injury to the worker

b. An attempt to exercise physical force against a worker, in a workplace, that could cause physical injury to the worker c. A statement or behaviour that is reasonable for a worker to interpret as a threat to exercise physical force against the worker, in a workplace, that could cause physical injury to the worker OHSA, S.43 s 1 (1) Though Bill 168 distinguishes between the definitions of workplace harassment and workplace violence, this distinction does not address the reality that the two are inevitably linked.

The new law requires employers to provide personal information that is reasonably necessary about employees or clients who have a history of violent behaviour. Information must specifically be provided if:

IHM News • Spring 2010

Employers should ensure that employees are made aware of policies related to harassment and violence and that they pass on any information regarding any potential risks of violence.

1. A worker is expected to encounter that person in the course of his/her work and 2. If there is a risk of physical injury to an employee.

able to violence, additional care must be taken to create effective policies and reporting mechanisms, as well as assessments of potential violence in the workplace.

In addition, employees will be able to refuse work which places them in a position where they are likely to be injured through workplace violence.

Exceptions to this can be found in:

Employers should ensure that employees are made aware of policies related to harassment and violence and that they pass on any information regarding any potential risks of violence. This is particularly applicable given the new law’s positive obligation regarding making employees aware of colleagues with a history of violence.

OHSA Part V, S.43 s 1(a) where circumstances inherent to the worker’s work are a normal condition of the worker’s employment, e.g. psychiatric or other institutions where the nature of the work and workplace differs from other types of work.

What does this mean for employers?

32.0.1 (1) an employer shall, a) Prepare a policy with respect to workplace violence; b) Prepare a policy with respect to workplace harassment; and c) Review the policies as often as is necessary, but at least annually.

With passing of Bill 168 workplace harassment and workplace violence are included within the sphere of issues where employers must take every precaution reasonable in the circumstance for the protection of a worker. This means that employers must ensure that both the risk of workplace harassment and the risk of violence are minimized and that they must quickly and proactively respond to any acts of harassment or violence. Employer preparation includes creation and/or updating policies and procedures for both anticipating and reacting to violence in the workplace. Recognizing that certain workers and workplaces are particularly vulner-

IHM News • Spring 2010

Addressing Bill 168 proactively, being ready when it becomes Law, is another step in achieving due diligence compliance. Effective safety management must identify job hazards, best accomplished with the help of those most affected by the hazard; policies and procedures must be implemented to address the hazards; employees must be educated on the hazards as well as the consequences if policies and procedures are not adhered to. Employers must monitor, mentor and motivate workers and determine if the policies are working, adjusting them if and as often as necessary to facilitate the changes needed.

Carola Hicks is CEO of Workplace Safety Group, experts in workplace health & safety. They are a specialty training provider to not-for-profit housing organizations. Because of her keen awareness of workplace hazards, Carola dedicates herself to bringing safety awareness to as many people as possible.

Email: carola@workplacesafetygroup .com ■

IHM Certificate in Property Management & Course Completions Human Relations for Property Managers Beausoleil, Paul Boldan, Sorin Jones, Nadine Magee, Neil Paduraru, Alexandra Sima, Nicoleta Zourtos, James

Strategic and Financial Planning for Property Managers Beatty, Nancy Nalli, Steve Zorzi, Michael J.

Property & Building Administration Corley, Michelle Nalli, Steve Peckman, Adam Tremblay, Monique

Building Maintenance for Property Managers Budahazy, Daniel Curran, Darlene De Porto, Adrian Nalli, Steve Slingerland, James Vuo, Kerwin

Program Completion Certificate Erbarescu, Liviu Erbarescu, Tian Kocalev, Violeta Ragbirsingh, Robert

7

Feature

The Truth about Multitasking

By Harold Taylor

M

ultitasking is a myth. The brain is incapable of doing two things at the same time.

Instead, it focuses on activities sequentially, one at a time. New research from Vanderbilt University reported in the December, 2009 issue of Scientific American Mind indicates that the restrictions on multitasking arise from the slow processing in the prefrontal cortex, the brain’s central executive. By using functional MRI, researchers discovered that when people juggle two assignments, their prefrontal cortex appeared to deal with the tasks one at a time, creating a mental bottleneck.

With practice, the prefrontal activation time becomes shorter so you are able to do each task quicker, which explains why teens playing video or computer games seem to be better at multitasking.

But they are only good at multitasking on that one activity which doesn’t help them at work – unless their job at work is playing video games. And continued digital stimulation of the brain and multitasking decreases their ability to focus attention on any one particular thing.

And it’s now believed to contribute to ADD & ADHD. Depending on the activities you are engaged in, this drop in efficiency may be costly, inconsequential or dangerous.

Listening to background music while working may simply result in not really hearing all the music; but texting while driving a car could be disastrous.

If a computer, machine, or appliance is doing something on its own at the same

8

time that you are doing something else, that’s not multitasking. That’s simply utilizing idle time or wait time, and is an acceptable strategy for managing time efficiently.

For example, reading while commuting by subway, setting the table while the kettle boils, checking email while a document is being printed or writing an article while sitting in the doctor’s waiting room. These are simply examples of working while a machine or appliance is doing its thing.

Multitasking, on the other hand, refers to attempting to do or think about two or more things at the same time, such as talking on the telephone while signing forms, watching TV while eating, checking your smart phone for messages while attending a meeting or reading a book while listening to your spouse. In all these situations, your brain is switching rapidly from one task or activity to another – not doing two things at the same time. Multitasking could also refer to frequently switching back and forth between one task and another. Either way, it’s inefficient.

Until there was adequate research, we didn’t know any better. We thought we were saving time, not wasting it. Now it’s known, for instance, that the brain takes a fraction of a second every time it

switches its attention from one activity to another. It’s been shown that cell phone users are a half-second slower hitting the brakes in emergencies. In a half-second, a car going 70 mph travels 51 feet.

That’s critical if a child suddenly darts in front of the car. Drivers talking on a cell phone have more accidents than anyone else, with the exception of very drunk drivers.

Some people think they are multitasking only when they are physically doing two things at the same time. But it’s the brain activity that determines whether you are multitasking. For example, you could be writing an article while thinking about another task that has to be done. In that case, you are mentally multitasking. If you are solving math problems in your head or dreaming of a white Christmas while you are driving or walking or working, you are mentally multitasking.

You are mentally multitasking when you are doing one thing and worrying or even thinking about something else.

That’s why it’s a good idea to quickly jot down “things to do” as you think of

IHM News • Spring 2010

them. You’re multitasking while you do so; but at least you’re not multitasking for the whole duration of your current activity.

There are also degrees of multitasking.

The more complex the tasks, and the more senses involved, such as hearing, sight and touch, the greater the distraction, the greater the switching time, and the greater the inefficiency.

article titled BlackBerry Orphans discussed how these gadgets are intruding on families and how children are feeling neglected. Psychologists report that BlackBerrys are becoming a topic of conversation in family therapy sessions.

How much does multitasking cost a company or individual in terms of lost time or personal productivity? It’s impossible to come up with an accurate figure.

It would vary depending on the situation. But studies have shown that a person who is interrupted could take 50% longer to finish a task and make up to 50% more errors.

I always tell clients to err on the side of not multitasking. Don’t even utilize idle time or waiting time unless the amount of available time is significant, such as a 15-minute wait in a lineup or a 20minute commute by train. Relaxing is not a waste of time. Time between agenda items at a business meeting is not idle time. Time in a restaurant with your spouse waiting for your order to arrive is not idle time. These are communication times.

Whenever you are interrupted, you are multitasking, regardless of whether you are interrupted by email, a drop-in visitor, a telephone call or a trip to the coffee machine. My personal surveys of workshop attendees show that interruptions of one kind or another is the top time problem for most seminar attendees.

Multitasking can affect more than efficiency and safety; it can damage relationships as well. A Wall Street Journal

Most time management writers agree that interruptions occur in a typical business environment about every 8 to 11

minutes. A study conducted by the Irvine Department of Information & Computer Science, University of California, revealed that the most common interruptions at work were people stopping by, being called away from or leaving work voluntarily, the arrival of new email and phone calls. Each of these situations introduces multitasking into the environment.

You may have complained that you can’t be all things to all people, nor do two things at the same time. Well, scientific evidence is proving you are right. In this age of speed, where technology is king, and work is no longer a place, but a state of mind, it is essential that you plan, schedule and do tasks one at a time in order of importance. Monotasking will be the battle cry of the future.

Harold Taylor, CSP, president of Harold Taylor Time Consultants Ltd., facilitates time management training programs.

His website is www.taylorintime.com. ■

You Know You’re a Property Manager When…

M

embers are invited to contribute to a potential new regular column in IHM News that can hopefully be entertaining and fun.

You may recall and be a fan of a popular comedian, who some years ago had a regular stand-up act that always began with “You know you’re a ____ when…”

Well, some weeks ago I was visiting an institution and was walking by a fire hose cabinet and without any real thought, other than habit, I caught myself looking to see the fire extinguisher gauge reading and noted the inspection tag. I realized that I always do this, it doesn’t matter what building I’m in, if I see a fire extinguisher or fire hose cabinet I look at the gauge and I try to casually observe the inspection tags!

This had me thinking, what are all of the

IHM News • Spring 2010

things that we as Property Managers almost automatically do in our daily non-working lives that other people might not? What do you think about when seeing properties that you don’t even manage? Feel free to make your own suggestions and perhaps we’ll be able to keep printing a brief column in future issues. I’ve thought of many things but will get you started with a brief list here: You Know You’re a Property Manager When…

• You check fire extinguisher gauges whenever and anywhere you see one • You note brick efflorescence wherever you see it

basement leak, or when one will start!

• When visiting a building that is not very clean you wonder about the janitorial schedule • When at a very nice building you wonder about the total revenue receivables • You wonder about the vacancy rates for both of the above examples…

What things do you catch yourself doing because you are a Property Manager?

Or maybe it’s just me?

Feel free to make your own suggestions by sending an e-mail titled ‘you know you’re a property manager’ to ihm@taylorenterprises.com, ■

• If you see downspouts emptying near foundations, you wonder if there is a

9

IHM Job Posting and Resources IHM is proud to once again be a part of the Springfest show. This year’s show will take place on Wednesday April 28th at the Metro Toronto Convention Centre – North Building. Mark your calendars and plan on attending this annual industry event. IHM will be present in the Trade show area, so be sure to stop by our booth and get caught up on current Institute activities. IHM will also be organizing a workshop from 9:45 a.m. to 10:45 a.m. in the educational program that day.

For more information and registration form, visit the Springfest website at: www.pmexpo.com/springfest.

Maximizing Profits – The Business of Laundry!

This session will focus on a high level overview of the business of laundry geared towards business owners, landlords and property managers. The presentation will help decision makers choose the right kind of laundry contract based on their needs, and an overview of the associated risks for both parties The audience will also be educated on how to generate higher revenues, reduce utility costs and much more!

Speaker: Jeff Gilpin, Coinamatic

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

2009-2010 Board of Directors www.ihm-canada.com PRESIDENT:

SECRETARY/TREASURER:

Deborah Filice, R.S.S.W, FIHM Manager of Municipal Housing Social Services - Housing The Corporation of the City of Brantford P.O. Box 845 Brantford, ON N3T 5R7 Tel: (519) 759-3330, Ext. 6365 Fax: (519) 759-1932 Email: dfilice@brantford.ca

Harry Popiluk, FIHM Victoria Park Community Homes 155 Queen St. N., Hamilton, ON L8R 2V7 Tel: (905) 527-0221 Ext.215 Fax: (905) 527-3181 Email: hpopiluk@vpch.com

VICE-PRESIDENT Kevin O’Hara, AIHM, D.P.A. Communications Committee Region of Waterloo Waterloo Region Housing 235 King Street East, 6th Floor Kitchener, ON N2G 4N5 Tel: (519) 575-4800, ext. 1218 Fax: (519) 893-8447 Email: kevino@region.waterloo.on.ca

IHM OFFICE:

10

PAST-PRESIDENT: Greg Grange, FIHM Public Relations Officer Marketing Committee Email: greggrange@yahoo.com DIRECTORS: Lynn Alexander, AIHM Communications Chair 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

Lynn Morrovat, Administrator Josee Lefebvre, Administrative Assistant

Terry McErlean, FIHM Education Committee Social Housing Division, County of Simcoe 136 Bayfield Street, 4th Floor Barrie, ON L4M 3B1 Tel: (705) 725-7215 ext. 1846 Email: tmcerlean@simcoe.ca

Kathi Zarfas, AIHM, MPA Education Committee Chair Social Housing Services Corporation 390 Bay Street, 7th Floor Toronto, ON M5H 2Y2 Tel: (416) 594-9325 ext 215 Fax: (416) 594-9422 Email: kzarfas@shscorp.ca

Deborah Parker, AIHM Marketing Chair 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

CANDIDATE REPRESENTATIVE

Doug Rollins Education Committee City of Toronto, Office of the General Manager, Shelter, Support & Housing Administration Metro Hall, 55 John Street, 6th Floor Toronto, ON M5V 3L6 Tel: (416) 392-8638 Fax: (416) 392-0548 Email: drollin@toronto.ca

Sennan Vandenberg Candidate Rep - Membership Chair St. Lawrence Youth Association P.O. Box 23003 Amherstview RPO Kingston, ON K7N 1Y2 Tel: (613) 384-4869, ext 110 Fax: (613) 384-8873 Email:svandenberg@slya.ca Michelle Waye Membership Committee City of Toronto Policy Planning & Project Consultant General Managers Office Division Metro Hall, 6th Floor 55 John Street, Toronto, ON M5V 3C6 Tel: (416) 392-0601 Fax: (416) 338-1144 Email: mwaye@toronto.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 • Spring 2010

IHM News • Spring 2010

11