Ihm news summer 2013

Volume 52, Summer 2013

Canadian Publications Mail Agreement # 40739009

ENHANCING THE KNOWLEDGE AND SKILLS OF PROPERTY MANAGEMENT PROFESSIONALS

The Honourable Linda Jeffrey, Minister of Municipal Affairs and Housing, addresses delegates at the 2013 Educational Conference

Inside President's Message . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Highlights of the 2013 Educational Conference . . . . . . . . . . . . . . . . .3

When Changes to the Employment Relationship can Void a Termination Clause . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Welcome to Our New Members . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10

Accessibility for Ontarians with Disabilities . . . . . . . . . . . . . . . . . . . . 5

Managers Who Need to be Liked - What to Do About It! . . . . . . . . .11

Designated Building Supervisory Personnel . . . . . . . . . . . . . . . . . . . . 6

2013-2014 Board of Directors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12

IHM Certificate in Property Management & Course Completions . . 7

P r e s i d e n t ’s M e s s a g e

Hello Members, The 2013 Annual Educational Conference was a great success and, as the marquee annual event for IHM, it was wonderful to see many members in attendance. I am calling on all members to mark your calendars now and plan on attending the next Annual Educational Conference. The next IHM annual conference will be held in Ajax, April 9 to 11, 2014 at the Hilton Garden Inn and Ajax Conference Centre.

It was a privilege to have the Minister of Municipal Affairs and Housing attend our conference in April. The Honourable Linda Jeffrey provided greetings to delegates during the Thursday morning breakfast. The Minister congratulated IHM for our historical and ongoing accreditation education and program. The Minister said that IHM is a vital organization when it comes to education and accreditation in the housing sector.

Our April 2013 conference also benefited enormously from the many workshops and fantastic speakers on a wide range of industry related topics. We have received fantastic reviews and comments regarding the pre-conference workshop on Effective Building Inspections, the week long core IHM course on Building Maintenance for Property Managers, and sessions on topics that included: Performance Management & Employee Discipline, The Fundamentals of Project Management, Preventative Maintenance Plans, Capital Planning, a Maintenance Best Practices session, and many more. It all would not be possible except through the efforts of IHM member volunteers, IHM administration staff, IHM members that attend the conference and particularly our Conference Sponsors – many thanks to all of you!

Your 2013-2014 Board of Directors includes some new faces – please visit www.ihm-canada.com to meet your new Board.

The new members on your Board include Ed Cipriani, Bill Corrigan, and Jim Mellor - please review their biographical information on our website. As a reminder, while you are on-line, look for IHM on LinkedIn and “like” IHM on Facebook. Take the opportunity to contribute to the knowledge of your peers and IHM students through IHM social media. We also welcome and very much appreciate members contributing articles of interest for our newsletter and/or the new IHM social media accounts. IHM is your professional association focused on education and accreditation. By sharing your knowledge you can be the best of the best and help the rest too!

All the best for a wonderful summer everyone,

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

The 2013-2014 Board of Directors: Back Row: Jim Mellor AIHM, Michelle Waye, Kathi Zarfis AIHM (R), Barb Butler AIHM, Mitchell Grange IHM(C), Deborah Filice FIHM, Ed Cipriani AIHM. Front Row: Lynn Alexander AIHM, Joanne Kennedy AIHM, Deborah Parker AIHM, Kevin O’Hara AIHM, Kathy Harris AIHM. Missing: Harry Popiluk FIHM (R), Bill Corrigan, AIHM (R).

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IHM News • Summer 2013

Highlights of the 2013 IHM Conference What our delegates had to say…

“This was my first year attending and I thoroughly enjoyed it. It was well organized and I look forward to attending in the future” “Excellent conference. I can’t think of anything to recommend” “Congratulations to the conference organizers. Excellent event. I’ll be recommending it to my co-workers and clients”

It was a success from beginning to end, and it all started on…

President, Kevin O’Hara, introduces opening luncheon speaker, Mwarigha, M.S., Director, Residential Property Management and General Manager, Peel Living.

Frank Melo leads session on Preventative Maintenance.

Lynn Alexander kicks off the Karaoke night.

It doesn’t take long before the other singers in the audience jump in.

Krista Siedlak captivates audience with the Performance Management & Employee Discipline workshop.

The Honourable Linda Jeffrey, Minister of Municipal Affairs & Housing, starts day 2 off in style.

Monday, April 15 with the beginning of the 5day in-class course module – Building Maintenance for Property Managers. This core course was taught by Kevin McCann and it was a great success with 25 students signing on.

Tuesday, April 16 was dedicated to our preconference workshop – Effective Building Inspections: Presentation & Tour. Ed Cipriani, AIHM, with assistance from Bruno Colavecchio, organized and led this outstanding full-day session that attracted a soldout crowd of 30 participants. The feedback was extremely positive on all aspects of our pre-conference workshop.

The official opening…

The 2013 Annual Education Conference kicked off with an opening lunch on Wednesday, April 17. President, Kevin O’Hara, MPA, AIHM, CMM III, welcomed delegates to the conference and thanked everyone for their support. We were honoured to have Mwarigha, M.S., Director, Residential Property Management & General Manager, Peel Living, as our keynote speaker.

IHM News • Summer 2013

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Another busy and successful trade show.

Service Award recipients (from left to right) Josh Browne (5 years), Lynda Gourlie (20 years), David Lenarduzzi (15 years), Vicky Popock (15 years), Neville Handricks (5 years), Terry McErlean (20 years).

Thanks to the 2013 Conference Committee (from left to right) Kevin O’Hara, Lynn Alexander, Deborah Parker and Michelle Waye (Conference Co-Chairs), Kathy Harris and Terry McErlean. Congratulations on a job well done.

Outstanding business sessions…

That offered two distinct educational tracks – Building Management & Administration and Building Maintenance. Each track was dedicated to the issues of most importance to IHM members and other delegates. Building Management & Administration features sessions on Performance Management & Employee Discipline, The Fundamentals of Project Management, Tenant Insurance Programs, Effective Communications and Mental Health Issues.

The Building Maintenance Track offered The Preventative Maintenance Plan, Smoke-Free Rental Housing Options, Best Practices and Capital Planning. The concept of two educational tracks was a hit, the topics were right on, and the speakers were all professional and experts in their field.

Minister Linda Jeffrey joins us for breakfast…

One of the many highlights of the 2013 conference was greetings from Minister Linda Jeffrey, Minister of Municipal Affairs & Housing. The Minister shared some insight on projects currently underway and other projects planned for the future.

Lots of networking…

The days were busy but the evening events were casual and provided lots of time for networking and camaraderie.

The industry’s musical talents shone with our Karaoke event on Wednesday night.

It’s hard to say who ended on top but Simcoe, Durham, Mississauga and HSC were well represented.

Terry Novisad leads Capital Planning Session.

Distance Learning instructors are recognized (from left to right): Joanne Kennedy, Deborah Filice, Kathy Harris, Barb Butler, Lynda Gourlie, Bill Corrigan, Lynn Alexander, Christine Hoffman with President, Kevin O’Hara. All instructors are accredited members.

Mr. and Mrs. Hypnotist joined us on Thursday and entertained the audience with some humourous, but light, skits by participating members. It would be hard not to believe in the power of hypnosis after watching the show.

And a terrific closing speaker…

Drew Dudley brought the entire conference Participants at the Mental Health Session had the to a great conclusion opportunity to enact a real-life situation. with his keynote presentation “Redefining Leadership”.

He was dynamic and motivating and, at the same time, his message resonated with everyone in the room. As one delegate said “The Drew Dudley wraps things up in great Mrs. Hypnotist prepares audience for style with his excellent keynote address. speaker was fantaswhat lies ahead. tic – a great way to And last but not least, presentation of the send delegates grand draw prize of an iPad Mini to home”.

Deborah Parker, with Michelle Waye and Kevin O’Hara on hand for congratulations.

Now it’s time to mark the dates for next year’s conference at the Hilton Gardens Hotel/Ajax Conference Centre, April 9 - 11, 2014. n

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IHM News • Summer 2013

Feature

Accessibility for Ontarians with Disabilities

By Carola Hicks-Mittag

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ne in seven people in Ontario has a disability. Over the next 20 years, that number will rise as the population ages. Creating an environment where every person who lives or visits can participate fully makes good sense — for people, businesses and communities.

Accessible Client Service Standard Accessible customer service is not about ramps or automatic door openers. It’s about understanding that people with disabilities may have different needs. It can be as easy as asking “How can I help?” and making small changes to how you serve people with disabilities.

On January 1, 2012, accessible customer service came into effect for all Ontario organizations with one or more employees.

There are two things employers must do: • create a plan • train staff The Accessibility Standard for Customer Service applies to all people or organizations in Ontario that: • Provide goods or services, and • Have one or more employees.

It affects these sectors: • Private • Non-profit • Public Employers must develop and put in place a plan or policy that outlines how goods or services are provided to people

IHM News • Summer 2013

with disabilities. An individual must be put first — guided by the principles of independence, dignity, integration and equality of opportunity.

Accessible service is often about finding ways around barriers, and ensuring staff know what’s expected of them when they communicate with individuals with disabilities.

Allow assistive devices, i.e. any piece of equipment a person with a disability uses to help them with daily living.

Some examples include: a wheelchair, screen reader, listening device or cane.

Allow service animals Guide dogs are not the only type of service animal. Other kinds of animals, such as cats or rabbits, can be trained to help people with disabilities too.

Welcome service animals into public areas of your facility.

Members of your staff who either work with residents or create plans and procedures related to how they provide goods and services to residents must be trained. It could be housekeeping staff or the organization’s chief policy maker.

Ontario’s Accessibility Standard for Customer Service is not about physical changes to your premises — it’s simply about providing accessible, good service to everyone.

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

Email: carola@workplacesafetygroup.com n

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Fire and Life Safety Corner

Designated Building Supervisory Personnel

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ustomized to your building and its characteristics, a fire safety plan outlines the designation of the emergency response supervisory staff. Their role would be to ensure entry and provide master keys to the fire responders upon their arrival at the premises. In addition, the supervisory staff may give other relevant information to fire fighters. This includes the quanti-

fire. It is therefore a fire code requirement to have the duties and responsibilities of the supervisory staff outlined within the fire safety plan.

Person(s) designated as supervisory staff do not necessarily have to be a manager or a supervisor at a company; however, they will need authority consistent with their assigned duties. They must

‘In order for the emergency response portion of the fire safety plan to be effectively implemented, all employees must understand the important role they play in promoting fire safety in the workplace.’ ties and nature of materials stored or processed at a manufacturing facility, and the location of the special needs occupants within a commercial office building. Equally important, they would have a copy of the approved fire safety plan and related drawings available, should the attending fire responders call upon the plan to determine the building orientation or known hazardous area in a particular floor area.

In larger operations, a more structured emergency response by supervisory staff may be required, including the designation of fire wardens who are trained to coordinate the evacuation of specific areas, individuals who can provide access and assistance for fire fighters, as well as employees trained in the proper use of fire extinguishers and who are equipped to confine and extinguish a

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also become qualified and willing to take on the added responsibilities and be trained to respond to a fire emergency in a prompt, positive and intelligent manner. In order for the emergency response portion of the fire safety plan to be effectively implemented, all employees must understand the important role they play in promoting fire safety in the workplace. Everyone must adhere to the workplace fire safety practices and procedures.

All in all, one of the main requirements for a fire safety plan is that it shall be implemented with the appointment and organization of designated supervisory staff and alternates. Supervisory Staff are those occupants who have accepted responsibility, as described in the fire safety plan, to uphold the fire safety of other occupants within their building.

Therefore, it is critical for the building management to provide these personnel with training on how to respond to a fire emergency in a predetermined manner.

Orientation training for all employees should include fire safety instructions on what to do upon discovery of fire, what to do upon hearing an alarm of fire and how to prevent or minimize fire hazards in the workplace.

Supervisory staff must be instructed in the fire emergency procedures that are described in the fire safety plan before they are given any responsibility for fire safety. A copy of the fire emergency procedures and other duties outlined in the fire safety plan must be given to all supervisory staff. With respect to employees, it is recommended they receive training in the safe use of portable fire extinguishers, instructions on how to activate and reset the fire alarm system where appropriate, and learn how to react quickly to a fire emergency.

Finally, the provisions for the safe evacuation of persons requiring assistance must be discussed and in place. These procedures are based on the physical and human resources of each building, and must be included in the approved fire safety plan, including the locations of areas of refuge that may be required until help does arrive. All procedures specific to the building occupants must be discussed with the local City Fire Services prior to being implemented.

– Reprinted with permission from Firepoint’s Fire and Life Safety Alert,#169, March 2013; Visit www.firepoint.ca n

IHM News • Summer 2013

Education

IHM Certificate in Property Management & Course Completion Program Completion Certificates Paul Banman David Lenarduzzi Mihaela Cristina Radu Andrea Reynolds Mercedes Romero Cindy Sceviour

Property & Building Administration Artem Aloyan Adrijan Anastasov Genevieve Anthony Alex Ardeleanu Burton Ayres Reneta Bakarlieva-Fidanova Patt Balram Byron Bucknor Sharon Carolan-McKinnon Justina Cho Angelica Ciobanu Paige Cutting William Decoste Oksana Guchok Johan Hernandez-Bolanos Hans-Samuel Hirsbrunner Lyudmyla Honcharyuk Chris Hunt Brunilda Hyka Rohit Jaitley Safraz Khan Marek Konarkowski Tatsiana Kryshtapovich Janet-Lea Law Antoaneta Lungu Andrea McQueen Sandra Miil Daniella Polla Jeffrey Radun Randy Rego Mercedes Romero Joanne Seip Kaelen Sherman Victoria Snook Stephen So

IHM News • Summer 2013

Danielle Stoecklin Alexandre Tavares Christine Tontodonati Christine Valido Ilir Xhaxhka Janice Yager

Strategic and Financial Planning for Property Managers Helen Anceriz Genevieve Anthony Irene Bazos Lorrane Boodhai Claude Boulos Janet Brasil Janet Brown Mel Cameron Dana Caputo Sharon Carolan-McKinnon Jason Carpenter Elizabeth Castilo Kim Connors Ali Deeq Kathy Dimassi Rosamund Dorrington Louise Doucette Elizabeth Eplett Nadia Eroshok Josie Franco Tal Frenkel Elvira Gabbassova Tracey Geddes Justin Gibson jacquie Graham Carmela Grouse Kyle Gulliver Kelly Jackson Ali Jasmin Asqeri Kasmi Ellen Keshen Patricia Kirton Bailey Shu Wa Lee Tania Leslie Grant Linnell Frank Mabrucco Mimoza Masha

Dave McFarlane Veronique Mclean Lynda Micallef Uros Milenkovic Anita Millar Edgar Moreno Rodriguez Anita Nippard Patricia Odoerfer Jackie O'Hearn Terry Osborne Rena Parno-McClung Vipul Patel Jolanta Puclacher Carmen Puopolo MaryAnne Pynappels Lucila Quinteiro Jeffrey Radun Barbara Richtermeir Carol Rodway Susan Roeder Jeffery Romeiro Beata Roszak Fotios Sarantidis Kaelen Sherman James Slingerland Stephen So Danielle Stoecklin Nicole Taylor Trudy Tully Vikram Verma Robert Wiseman Emily Wong John Worton

Building Maintenance for Property Managers Petr Bakus Stuart Balbirnie Anna Barletta Tabasum Bhatti Naime Busho Kala Caley-Neal Leo Chaloux Cassim Docrat Kelly Edmonds Tanya Farrell Jordan Gage

Adrian Gebodh Helen Georgiou Mary Georgiou Bob Gillespie Sunitha Jayalal Pamela Kartasinski Jonathan Kelly Safraz Khan Brian Kinaschuk Neu Kustic Debbie Mayerhofer Asif Minhas Swetlana Nwaokoro Michael Oswin Sandra Pulido Lela Rachman Gayle Saindon Mike Sample Jennifer Silva Allana Stewart Samer Taleb Rayka Todorova Carolyn Vasco Mary Vukelich Dave Woodcox Tracy Anne Wylie Jack Yong

Human Relations for Property Managers Gabrielle Adams Alex Ardeleanu Clinton George Davis Kelly Edmonds Melanie Elmquest LeRoy Gillingham Karen Hansen Krysta Marks Chance Priddle Jennifer Swistun-Wolski

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Legal Corner

When Changes to the Employment Relationship can Void a Termination Clause

By Krista Siedlak, Bernardi Human Resources Law

A

clause in the agreement was no longer valid after only three years of employment because Swako had moved to another position and had greater responsibilities.

n increasing number of employers include termination clauses in their offer letters and employment agreements, and for good reason.

A termination clause can potentially save tens of thousands of dollars in severance pay. However, they aren’t foolproof and, if there are fundamental changes to an employee’s position, they may even be void.

Does an Employment Agreement Become Invalid with the Passage of Time?

When is an Employment Agreement No Longer Valid?

Sometimes employees argue that that the employment agreement is no longer valid because of the passage of time.

When employers and employees negotiate an employment contract, they are doing so based on the terms that exist at the time. However, there are often changes to the employment relationship such as promotions or transfers that fundamentally alter the foundation of the relationship (referred to as the “substratum”). When that happens, an employee can argue that the employment agreement is no longer valid because the basis for the contract has disappeared and/or that the contract could not have been intended to apply to the position the employee held as of the termination date.

First, insert termination clauses in all offer letters and employment agreements to limit how much notice you must provide to terminated employees.

These clauses should be reviewed by a lawyer on a periodic basis to ensure that they continue to offer adequate protection, as the law evolves.

The employment agreement should specify that it will still be valid regardless

‘…insert termination clauses in all offer letters and employment agreements to limit how much notice you must provide to terminated employees.’

However, time alone does not invalidate an agreement.

In Hine v. Susan Shoe Industries 2 the court upheld a 24 year old employment agreement even though there was a significant increase in the employee’s compensation, and numerous changes to the size and scope of the company’s operations, because “the fundamental and important terms of the contract remained intact”.

By its very nature an employment relationship will evolve over time and there may be incremental changes to its terms such as modifications to compensation or duties. It is only where those changes are fundamental that the substratum will be altered to the point that the original agreement is no longer valid.

Keeping Employment Agreements Alive

For example, in Swako v. Foseco Canada Ltd.1, the court held that the termination

There are a number of simple steps you can take to ensure that the employment agreement remains valid throughout the

IHM News • Summer 2013

relationship, regardless of any changes to it.

of any changes to the employment relationship, such as the employee’s position, location or responsibilities.

When an employee’s job changes in some way or he or she is promoted or transferred, you should commit the terms of that change to writing and either specify that all other terms of the employment agreement continue to apply or enter into a new agreement.

Engaging in these simple practices will enable you to uphold a termination clause regardless of any changes to the substratum. n 1 (1987) 2

15 C.C.E.L. 309 (Ont. Dist. Ct.).

1994 CanLII 3443 (ON CA)

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Property & Building Administration Sign Up Today for a 5-Day IHM In-Class Course!

IHM is pleased to announce that the Propery & Building Administration Course (one of the four core courses within the Institute’s Certificate In Property Management program) will be offered in a 5-day in-class format.

IHM students are encouraged to take advantage of this opportunity for an in-class learning environment outside of a community college.

Topics will include the Residential Tenancies Act, lease negotiation, rent geared to income, breach of contract procedures, collection procedures, insurance and liability, management information systems, building start-up and take over and marketing/ advertising of rental units.

The course will be offered in a rigorous five-day format at the IHM office in Toronto, ON. The final exam will be written onsite at the end of the course and students will be notified of their final mark within two weeks of the course.

Property and Building Administration .POEBZ 4FQUFNCFS UI UP 'SJEBZ 0DUPCFS UI t BN QN IHM, 2175 Sheppard Ave. E., Suite 310, Toronto, ON SPACE IS LIMITED - Last Day to Register is Friday, September 13, 2013 Note: IHM will courier the course manual on September 16th. 2013. Students may be required to read and complete certain chapters from the manual prior to the course, so strict adherence to published registration deadlines will be observed.

$PTU

.FNCFST (plus HST) /PO .FNCFST (plus HST)

Fees Include: Course manual, handouts, breakfast, lunch and coffee breaks.

New non-members will receive a one-time complimentary membership until December 31st, 2013.

For a list of benefits of membership with IHM please visit the website at XXX JIN DBOBEB DPN Nearby Hotel Accommodations: Days Inn Hotel 185 Yorkland Blvd., Toronto, ON 416-493-9000

Radisson Hotel 55 Hallcrown Place, Toronto, ON 416-493-7000

To register, please complete this form or register online at www.ihm-canada.com.

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Signature: __________________________________________ Printed Name: ____________________________________________ Institute of Housing Management, 2175 Sheppard Ave. E., Suite #310 Toronto, ON M2J 1W8 Tel: (416) 493-7382 Ext 255 | Toll Free: (866) 212-4377 | Fax: (416) 491-1670 | email: ihm@taylorenterprises.com

Feature

Managers Who Need to be Liked What to Do About It!

By Anne Bermingham, President, 2WA Consulting Inc.

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n all of the leadership development programs that we design and deliver, we see this situation frequently; managers who – in one way or another – are so concerned with how they will come across to their direct reports that they don’t take the right course of action.

Situations include managers who: • try to keep people happy by intervening to smooth over trivial interpersonal conflict rather than push individuals to handle situation themselves • do the work of their direct reports rather than correct their errors or outlined where their approach is not meeting expectations • managers who don't prioritize because it would mean telling some people that their project is not as high a priority as another project

Managers who like to be liked are termed ‘overly affiliated’. Essentially they place a high value on having a good relationship with their team. The Hay Group conducted a study in this area involving 20 executive leadership teams from Fortune 500 companies.

They concluded that overly affiliated executives failed to avoid favoritism and were less likely to make unpopular decisions. Further, such executives were less likely to prevent behaviour that was not necessarily conducive to completing tasks or delivering results.

So what do you do if you have such a manager or supervisor reporting to you?

Here are two actions that will get you on the right path.

1. Give them the straight feedback.

IHM News • Summer 2013

Make sure you have sufficient grounds for the feedback - what have you seen?

What have you heard? How productive is the team and the manager? You need a cogent feedback statement that goes something like this: “Phoebe, I see you having lunch with your team every day in the cafeteria.

While I think it is great to be open and available to your direct reports, I'm concerned that your relationship with your direct reports is not sufficiently objective.

Why do I say this?... because there are some issues in your area, yet you haven't taken any action. For example, two of your people have been pointed out as needing attendance management by HR but you haven't addressed that. Further, two projects are behind schedule and from the project meeting minutes, I see that there is no action being taken by you to remove obstacles. What's going on?

You certainly need to go further and point out the impact of the situation on her work and the collateral damage on the peers. Make sure you give Phoebe a chance to respond.

You haven't solved anything at this point, but you have served notice that you are watching and you are not satisfied with the current situation.

2. Clarify your expectations of how managers need to operate in your organization.

Keep in mind that managers often get their jobs due to their high level of expertise and experience with the subject-matter work of the work unit. In others words, the best engineer gets to be the engineering manager. After all, the person who understands the work the best will manage it the best, right? No. That works only if they also know how to manage people and resources and have a large dollop of tact in their DNA. So, assume your managers don't know what is expected of them and go from there.

Lay out 10 specific expectations that you have of people managing in your department / organization. You expect each of them to: • Develop an objective view of the skills, talents and shortcomings of the people working for you. Use the knowledge to assign work and create skill development opportunities.

• Deal with conflict (interpersonal, priorities, resources) in a straight-forward, balanced view, without preconceptions on why there is a conflict. Use it as an opportunity to make choices, clarify directions and move the work forward.

• Provide feedback (both positive and constructive) weekly.

Use the Feedback Formula - observed behaviour, impact on you and the organization, request for new behaviours. continued…

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• Keep a file on each direct report where you note their successes and where they have not met your expectations.

Identify their career objectives and ideas on how to help them achieve them. Note the content of performance management discussions. This information will be useful when performance appraisal time comes.

• Develop your expectations of your direct reports and share it with them, so they know what you want from them. Write down 10 statements and get them to discuss and provide input on them. Hold people accountable for meeting them.

• Look at your priorities on a daily and weekly basis. Get a sense of what the status is of the work on that list and organize your people and your resources to ensure the top priorities are met on time.

• Spend time with your staff in your role as manager. Help them understand what needs to be done, help them remove obstacles to their work, pro-

vide context and information critical to their success.

• Minimize your purely social interactions with your direct reports. You will need to make decisions that will inevitably please some of your direct reports and anger others. An appropriately distant interpersonal relationship will ensure that people won’t expect favourtism.

Welcome to Our New Members

3. Monitor their performance against your expectations. Periodically sit back and think about how well they are doing against your expectations and provide the appropriate feedback.

Let Phoebe know that meeting your expectations is important and that you are going to monitor her behaviour and meet with her regularly to help her be successful. It is the follow up that is critical to having her become the manager that you need.

Try it and let us know how that works for you. n

Accredited Members Katherine Blackwood Susan Bowness David Lenarduzzi

New Candidate Members Florentina Chifor Angelica Ciobanu Floyd Heath Sunitha Jayalal James G. Peckham Janet M. Penfold Karen Plourde Terrence Sylvester Smith Stacey Stuart

2013-2014 Board of Directors Past President/Education Co-Chair Deborah Filice, B.A., R.S.S.W., FIHM Director of Housing www.ihm-canada.com Public Health, Safety, Social Services - Housing 220 Colborne Street (Office) P. O. Box 845, Brantford, ON N3T 5R7 Tel: 519 759-3330, Ext. 6241 President/Conference Fax: 519 759-5796 Committee Kevin O'Hara, MPA, AIHM, CMM III Email: DeborahFilice@brantford.ca Supervisor, Area Operations Treasurer Waterloo Region Housing Harry Popiluk, FIHM (R) 235 King Street East, 6th Floor 5092 Hartwood Avenue Kitchener, ON Canada N2G 4N5 Beamsville, ON L0R 1B5 Tel: (519) 575-4800 Ext. 1218 Tel: (289) 929-9543 Fax: (519) 893-8447 Email: hpopiluk@gmail.com Email: kohara@regionofwaterloo.ca Vice-Treasurer Bill Corrigan, AIHM (R) Vice President 31 Irene Street Joanne Kennedy, AIHM Huntsville, ON P1H 1W3 CDSSAB - Housing Service Tel: 705-788-7690 6 Ash Street Fax: 705-788-0111 Kapuskasing, ON P5N 2C8 Email: billco@cogeco.ca Tel: (705) 335-6179 Fax: (705) 335-8199 Email: kennedyj@cdssab.on.ca

IHM OFFICE:

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Carolyne Vigon, Operations Manager Josee Lefebvre, Education Coordinator

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

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

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

Conference 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

DIRECTORS

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

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

COMMITTEE CHAIRS 2014 Conference Committee Lynn Alexander, AIHM Region of Durham Housing Services P.O.Box 623 Whitby, ON L1N 6A3 Tel: 905-666-6222 Fax: 905-666-6225 Email: Lynn.alexander@durham.ca CANDIDATE REPS Mitchell Grange, IHM (C) Town Homes Kingston 37 Cassidy Street, Suite 222 Kingston, ON K7K 7B3 Tel: (613) 542-0443 Fax: (613)542-6305 Email: mgrange@thk.ca

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 • Summer 2013