Ihm news summer 2014

Volume 56, Summer 2014

Canadian Publications Mail Agreement # 40739009

ENHANCING THE KNOWLEDGE AND SKILLS OF PROPERTY MANAGEMENT PROFESSIONALS

Inside President's Message ... 2 Highlights of the 2014 IHM Conference ... 3 Study Reveals Housing is Most Cost-effective Treatment for Mental Illness ... 5 Understanding the Effects of Mental Illness in the Workplace ... 7 Changing Culture – When Fine Tuning Isn’t Enough ... 9 IHM Member Profile ... 10 IHM New Accreditations, Certificate in Property Management & Course Completions ... 11 Welcome to Our New Members ... 12 New 2014-2015 Board of Directors ... 12

Housing as Treatment for Mental Illness

P r e s i d e n t ’s M e s s a g e

Greetings IHM Members, The 2014 Annual Educational Conference was a great success, thank you to all members that attended and to all involved organizing the annual premier event for our Institute. I am calling on all members to mark your calendars now because the 2015 Annual Educational Conference is sure to be another fantastic learning event in a wonderful area of Southwestern Ontario. The 2015 IHM conference will be held in Windsor, from April 15 to 17, 2015 at the Holiday Inn Hotel & Suites (Ambassador Bridge).

Our 2014 conference benefited immensely from the many workshops and fantastic speakers on a wide range of industry related topics. There was a pre-conference workshop on duty to accommodate issues, and a week long core IHM course was offered as well. The conference sessions included: all around discussion workshops on property maintenance and administration; specific sessions on administrative and human/people management issues; workshops on capital and building system issues; a fascinating presentation on property management in the far north (about managing housing in Nunavut); a terrific welcome from local community leaders; and a great closing keynote session on how to “learn with laughter.”

The conference also saw two special presentations to members that have contributed many years of support and fill key education roles for the Institute over decades. In recognition of their contributions to both IHM and their areas of our housing management industry, Kevin McCann and Kathi Zarfas were both awarded Fellowship, the highest recognition offered by IHM. The conference and the vast number of happenings would not be possible except through the efforts of IHM member volunteers, IHM administration staff, IHM members that attend the conference and crucially, our Conference Sponsors – many thanks to all of you!

Your 2014-2015 Board of Directors includes new members and returning members, be sure to visit www.ihm-canada.com to meet your new Board. The new voting directors on your Board include Kris Boyce and Mitchell Grange, the voting directors that have returned to the Board are Lynn Alexander and Phil Eram; in addition, we’re very happy to have two new candidate representatives on the Board welcoming Francesca Filice and Lana Nwaokoro. Again, be sure to visit the IHM Canada website to meet your new Board, and while you are online be sure to look for IHM on LinkedIn and to like IHM on Facebook.

Finally, a reminder to always feel free to share articles about our industry through the IHM LinkedIn and Facebook accounts, or share the news through the IHM website and IHM staff will post the news through all IHM online media. If you would like to contribute your own article for the IHM member newsletter, please feel free to do so and contact IHM staff; and we are always looking for contributions to the ongoing newsletter column called “you know you’re a Property Manager…” This is your professional institute, providing education and accreditation for hundreds of members every year, your participation is always welcome!

All the best for a wonderful summer everyone,

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

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IHM News • Summer 2014

Highlights of the 2014 IHM Conference It was a success from beginning to end, and it all started on…

Monday, April 7 was the beginning of the 5-day in-class course module – Property & Building Administration for Property Managers. This core course was taught by Kathi Zarfas and it was a great success with 7 students signing on.

Wednesday, April 9 was dedicated to our pre-conference workshop – Duty to Accommodate, presented by Harry Fine. The feedback was extremely positive on all aspects of our pre-conference workshop which hosted a full room of 20 plus participants.

The official opening…

The 2014 Annual Education Conference kicked off with an opening lunch on Wednesday, April 9. President Kevin O’Hara welcomed delegates to the conference and thanked everyone for their support. We were honoured to have Dr. Hugh Drouin, Commissioner of Social Services, Region of Durham and Councillor Lorne Coe from the Region of Durham, as our keynote speakers.

Outstanding business sessions…

Official Welcome from Dr. Hugh Drouin, Commissioner of Social Services, Region of Durham.

The business sessions 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.

Continued on page 4

Kevin McCann - being recognized as a Fellow Member (FIHM) with President Kevin O’Hara.

IHM News • Summer 2014

Josee Lefrevre being recognized for her 8 years with IHM by President Kevin O’Hara.

IHM President Kevin O’Hara welcoming speech during the Awards Luncheon.

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Highlights of the 2014 IHM Conference - Cont’d.

The Building Management & Administration track featured sessions on Elder Abuse Awareness, Ask the Experts Panel, Accommodating Mental Health Issues, Investigating Breaches of Residential Tenancies Act as well as The Sandwich Generation: Family Status Accommodations.

The Building Maintenance Track offered sessions on Ask the Experts Panel, Preventative Maintenance – Pay Now or Pay Later!, Healthy Building and Running a Reliable Building – Understanding and Maintaining Basic Building Systems.

The concept of two educational tracks was introduced in 2013 and was a continued success this year — the topics were right on and the speakers were professional and experts in their field.

with the band “Two for the Show” had delegates dancing the night away.

And a terrific closing speaker…

Friday’s keynote speaker Tricia Hasenclever, B.A had delegates in stitches with her presentation “Learn with Laughter”.

Tricia

engaged the audience as she discussed how stress is a major part of everyday life and equipped the attendees with how to relieve stress through humor. As one delegate said “The speaker was fantastic – a great way to send delegates home”.

Distance Learning 2013-2014 Instructors L-R: Christine Hoffman, AIHM; Jim Mellor, AIHM; Kathi Zarfas, FIHM(R); Deborah Filice, FIHM; Linda Gourlie, AIHM; Kathy Harris, AIHM and Lynn Alexander, AIHM

Property Management in the Far North…

One of the many highlights of the 2014 conference was greetings from Jim Peckham from Cambridge Bay Housing Association, Nunavut. Jim was our breakfast speaker who shared the many challenges Property Managers face while living above the Artic Circle.

Group photo during Thursday night’s Dinner & Entertainment.

Kathi Zarfas receiving her Fellow (R) Accreditation

Lots of networking…

The days were busy but the evening events were casual and provided lots of time for networking and camaraderie. Wednesday allowed delegates to try their luck at the Casino or simply catch up with old friends.

Thursday night’s Dinner & Entertainment

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Special thanks to the 2014 Conference Committee!

Now it’s time to mark the dates for next year’s conference at the Holiday Inn Hotel & Suites, Windsor, April 15 - 17, 2015.

IHM News • Summer 2014

Feature

Study Reveals Housing is Most Cost-effective Treatment for Mental Illness reflection of Canada’s homeless population.

F

or every $1 spent providing housing and support for a homeless person with severe mental illness, $2.17 in savings are reaped because they spend less time in hospital, in prison and in shelters.

Their average monthly income, including social assistance, was $685, but one in six lived on less than $300 a month.

Almost all, 93 per cent, were unemployed.

That is the most striking conclusion of a study that tested the so-called Housing First approach to mental illness.

People who are severely mentally ill and chronically homeless use a lot of services – an average of $225,000 a year, according to research.

Beyond the cost savings, the new research shows that placing an emphasis on housing gets people off the streets and improves their physical and mental health.

Providing housing and support is costly too – an average of $19,582 per person.

But the avoided costs are much greater, $42,536 on average, because those who are housed are put in hospital less often, make fewer ER visits and do not use shelters as often.

“A house is so much more than a roof over one’s head. It represents dignity, security and, above all, hope,” said Louise Bradley, president and CEO of the Mental Health Commission of Canada.

The MHCC, which undertook the $110million At Home/Chez Soi research project in 2008, will release the much-anticipated findings in Ottawa.

About 30,000 Canadians are homeless on any given night, but the research focused on the 10 per cent who are chronically homeless, almost all of whom suffer from mental illness.

Usually, homeless people do not get housing and services such as rehab until they meet certain criteria like sobriety or taking medications, and people have little choice on where they can live.

The Housing First philosophy holds that getting a person a place to live is primor-

IHM News • Summer 2014

dial because it creates the stability to tackle issues such as addiction, unemployment and lack of education.

The study, the largest of its kind in the world, enrolled 2,148 homeless people with mental health issues in five cities.

Around half, 1,158 people, were enrolled in Housing First, and the balance received treatment as usual.

The research was conducted in Vancouver, Winnipeg, Toronto, Montreal and Moncton.

The typical participant was a man in his 40s who had been homeless for more than five years; 32 per cent were women, 22 per cent aboriginal and 25 per cent from visible minorities – a

That works out to $2.17 in savings for every dollar.

For people with less severe mental illness and lesser needs, 96 cents is saved for every additional $1 spent on housing, and for the homeless with low needs, 34 cents is saved for every $1.

Paula Goering, the lead investigator for the project, said while the savings are impressive for the high-needs group, “it’s not just about the money. It’s what you get back from the investment that matters.”

She noted that “treatment as usual” means maintaining people in homelessness at great expense. With a Housing First approach, the money goes toward Continued on page 6

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The study, the largest of its kind in the world, enrolled 2,148 homeless people with mental health issues in five cities. Around half, 1,158 people, were enrolled in Housing First, and the balance received treatment as usual. creating independence and stability rather than shelters and prisons.

Candice Bergen, the Minister of State for Social Development, is expected to attend the release of the research.

In the research project, 72 per cent of those in “Housing First” group had stable housing after two years, compared to 34 per cent in the “treatment as usual” group.

As a follow-up, the Mental Health Commission will train workers in 18 other cities on the Housing First model and how to adapt it to local needs.

Dr. Goering said the most exciting aspect of the research has been its impact on public policy.

Participants in the study will be tracked for several more years to determine the long-term impact.

Based on preliminary findings, the federal government shifted $600-million over five years in the Homelessness Partnering Secretariat to a Housing First approach.

Homelessness is estimated to cost the Canadian economy about $7-billion a year.

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WE’RE MOVING…

The IHM Office is moving to new office space.

Effective July 14th we will be at: 2800 14th Avenue, Suite 210 Markham, Ontario L3R 0E4 Our phone number and all other contact information will remain the same.

Published in the Globe & Mail, April 8, 2014 ■

IHM News • Summer 2014

Feature

Understanding the Effects of Mental Illness in the Workplace

By Carola Hicks-Mittag

W

ork is important to a person’s well-being. In addition to providing income, it is big part of our identity, how we understand our skills, and a way to contribute to society. However, a mental illness can have a big impact on the way we work.

For people experiencing mental illness, good work/life balance is critical. The relationship between stress and mental illness is complex; certainly stress can intensify mental illness for some individuals. According to Stats Canada, employees who consider most days to be quite or extremely stressful, are over three times more likely to suffer a major depressive episode, compared with those who reported low levels of general stress.

From talking to your employees about mental health problems, to legal rights and responsibilities, managers and supervisors must find resources to help them make their workplace more mentally healthy.

As an employer, manager, or supervisor, it is not your job or your responsibility to diagnose a mental health problem.

However, being aware of the signs that suggest someone might be experiencing a mental illness is important. Mental illness includes a broad range of symptoms and behaviours, making it difficult to determine whether someone is mentally ill. One key indicator is that someone may begin to act uncharacteristically; an energetic person may seem lethargic for an extensive time, or a usually mild person may make grandiose claims about their abilities.

IHM News • Summer 2014

Such behavioural changes may reflect personal difficulties that may be resolved quickly. There may be signs that the person is no longer happy in their job.

The individual might be going through a particularly stressful time in their life.

These behaviour changes might however, indicate that the person is experiencing a mental health problem that goes beyond being “stressed-out” and that requires professional help.

Warning signs that can indicate a mental health problem include but are not limited to: • Consistent late arrivals or frequent absences • Lack of cooperation or a general inability to work with colleagues • Decreased productivity • Increased accidents or safety problems • Frequent complaints of fatigue or unexplained pains • Difficulty concentrating, making decisions, or remembering things • Making excuses for missed deadlines or poor work • Decreased interest or involvement in one’s work • Working excessive overtime over a prolonged period of time • Expressions of strange or grandiose ideas • Displays of anger or blaming of others It is important to emphasize that people may simply be having a bad day or week, or may be working through a particularly difficult time in their lives that is temporary. A pattern that continues for

an extended period however, may indicate an underlying mental health problem.

If an employee’s behaviour is a workplace problem, talking to them privately in the context of their workplace performance may help you determine whether mental health is a factor. You may be able to encourage the individual to get help and/or request appropriate accommodation while they deal with their mental health issue.

Where to go for help Canadian Mental Health Association http://www.cmha.ca/ Mental Health Works http://www.mentalhealthworks.ca/ Carola Hicks-Mittag is CEO of Workplace Safety Group, experts in workplace health and safety. Workplace Safety Group has designed training programs specifically for the housing sector.

Email: carola@workplacesafetygroup.com ■

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Management Corner

Changing Culture – When Fine Tuning Isn’t Enough

By Anne Bermingham and Michael H. Howes 2WA Consulting

70% of significant culture change initiatives in organizations fail. Why? These initiatives address hearts and minds, rather than changing how people work, to change how they think. If you want to change how people behave you certainly need to capture their hearts and minds, but you also need to change how they work.

That means Culture Change.

Below are 3 absolutely critical actions that will ensure your Culture Change project does not become one of the 70%.

statement would include the impact of the current culture and why it needs to change. The Picture statement would present how the organization will look and operate once the Problem is resolved. Let’s say that you have listened closely to your senior managers and decided that three aspects of your culture need to change:

Three Must’s

You know you have a good statement, when people start to nod and say ‘yes, that is the issue’. Remember – if people don’t think there is a Problem that needs solving, they won’t change their behaviour.

Fact:

#1 - Identify what needs to change, why it needs to change and what the new culture will look like People need to hear what the problem is with the way things are right now; what its impact on the organization is; and what the future will look like with the problem solved. Having heard those points, people need to want to change.

To facilitate that, we use the 5P’s (Problem, Picture, Plan, Part, Progress) as our change framework. The Problem

IHM News • Summer 2014

• Absenteeism is too high • There is a lack of innovation • Employees are not providing the desired level and quality of customer service Your Problem statement could be: As an organization, we regularly have too many people absent from work, which depletes the resources we need to provide a high level of customer service. Further, we are not being creative enough in designing new ways to deliver service.

The Picture statement could be: People will be eager and enthusiastic about coming to work in an environment that encourages creativity and innovation. We will meet and at times exceed our customers’ expectations in their dealings with us.

Again, you know you are on the right track when people react positively to the Picture statement.

Once you have the statements crafted, communicate them. Get your senior leaders to do the same. Repeat them often, in as many different ways and in as many different places as possible.

Change will get underway only when there is enough consistent, repetitive communication that everyone starts repeating the same words. #2 - People will change the way they think, when you change the way that they work Conducting a “hearts-and-minds” campaign won’t work. Too often organizations put lots of effort into communicating the expected benefits that will be brought about by a change of collective behaviours. This message is trumpeted throughout the organization. It is assumed that once people know the culture isn’t working, and how much better it could be, they will automatically change their behaviour. Trust us when we say … they won’t. People stick to what they know and have always done, almost unconsciously. You have to make change impossible to avoid. You need to change processes, you need to change language, you need to change expectations.

Here is what will work: 1. Create a broad implementation plan for the entire organization.

Continued on page 10

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Make sure you have a good framework. 2WA specializes in this – so please do consult us if you want help with your plan.

2. Insist that each department identifies from three to five of its policies that are binding the organization to archaic, ineffective ways of working … ways that don’t support the new cultural direction. Change them to align with the new cultural direction 3. Communicate the importance of the new policies to the organization, and state your expectations that people will align with the changes being implemented.

Then monitor.

4. Give people feedback – both positive feedback when they align with the new ways and constructive feedback when they slip back into their old ways. People do what they are rewarded for – if you don’t comment, old behaviours will persist.

• Identify the best ones and design the measuring and monitoring system - You could have a transition monitoring team made up of some positive people, some negative people and some neutral people and ask them what they are seeing - You could have a standing item at every management and supervisor meeting where behaviours are discussed and improvements identified - Publish metrics to help monitor the extent to which cultural change is taking hold - Communicate the role management has in measuring the change - Have regular reporting - Find an appropriate way to

communicate the broader improvement in culture – think of the United Way thermometer in many communities … you need something similar.

Let’s summarize: 1. Identify what has to change and why.

2. Change how people work, to get them to change how they think.

3. Use metrics that are clear and easy to determine so everyone can see progress As always, if you have questions and would like to learn more about culture change or organizational development in general, give us a call. We are happy to talk to you. ■

Member Profile

5. Repeat 2 through 4 until you can see behaviours changing across the organization #3 - If you can’t measure the degree to which the culture is changing, it won’t change In other words, you need concrete metrics that are easy to determine and easy to understand. For instance, if you think about the Problem statement above, possible metrics could be: • Absentee rates – are they going up or going down?

• Manager’s behaviours – are managers starting to hold people accountable for absenteeism by conducting performance management discussions and using the attendance management program more often?

• Ideas – are more innovative ideas being brought forward to management / adopted by management?

Philip A. Eram, B.Sc., AIHM Philip was recently elected to the IHM Board of Directors and was appointed to the position of CoChair, Education Committee.

Philip is President of Precision Property Management Inc. and past consultant with the Ministry of Housing. He is currently Chair of Artscape Non-Profit Homes, Canada’s largest arts/socio-cultural/environmental real estate development.

He has delivered various courses at community colleges through the Coop Housing Federation of Toronto and the Ontario Non-Profit Housing Association. Philip’s experience includes more than 25 years managing capital projects, large housing portfolios both in the public and private sector.

Philip has been an active supporter of IHM for many years and we’re pleased to welcome him to the IHM Board of Directors. ■

Here is what you have to do: • Gather in as many potential metrics as you can from a cross-section of people in the organization

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IHM News • Summer 2014

Education

Congratulations to IHM’s New Accredited Members Ivor Traynor, AIHM Anna Suters, AIHM

Stephen Cheung, AIHM Julie Ritchie, AIHM

Congratulations to Our New HON Candidate Member Andrea Reynolds, IHM(C)

Congratulations to IHM/OMMI members awarded the “IHM Professional” enhancement with their CMM Kevin O’Hara, CMM III Deborah Filice, CMM III

Lee-Ann St. Jacques, CMM III Anne-Marie Cheung, CMM III

IHM Certificate in Property Management & Course Completions Strategic and Financial Planning for Property Managers Craig Rennick Tracy Wylie Krysta Marks Arthur Ash

Property & Building Administration Kim Laramie Melissa Heron Connie Leslie Jennifer Lafreniere Nancy Wen Zelkja Kajic Brian Kinaschuk Bethann Corfe Mohamed Abov Hassira Karen Ribble Donna Rowe Rolla Khalileyh Elena Neagoe Remus Neagoe

IHM News • Summer 2014

Bill Verbakel Debbie Craig Krista Scott Tammy Marquis

Human Relations for Property Managers Matthew Sheedy Natassia Gayle James Slingerland Debbie Craig Stephen So

Building Maintenance for Property Managers Josie Cuirrier Stephen So Janet Lea-Law Asqeri Kasmi Sina Talaei Sandi Enns

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Welcome to Our New Members New Candidate Members

IHM Job Posting and Resources

Corporate Members

Antoaneta Lungu Darrin Allport Jacqueline O'Hearn Rolla Khalileyh Bethann Corfe Mohamed Abov Hassira Karen Ribble Donna Rowe Cshandrika Bryan Paul McDonald Zhen Zhou Etleva Mullaj Chris Leung

Frank Cowan Company Darlene Diplock Harco Leasing Inc. Ugo Amendola

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

2014-2015 Board of Directors DIRECTORS

www.ihm-canada.com EXECUTIVE President Kevin O'Hara, MPA, FIHM, CMM III Supervisor, Area Operations Waterloo Region Housing 235 King Street East, 6th Floor Kitchener, ON Canada N2G 4N5 Tel: 519-575-4800 Ext. 1218 Fax: 519-893-8447 Email: kohara@regionofwaterloo.ca Vice President/2015 Conference Co-Chair Jim Mellor, AIHM Windsor Essex Community Housing Corporation 15 Talbot Street North Essex, ON N8M 1A5 Tel: 519-776-4631 Fax: 519-776-5510 Email: jmellor@wechc.com

IHM OFFICE:

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Past President/Education Co-Chair Deborah Filice, B.A., R.S.S.W., FIHM, CMM III

Director/Housing Services Public Health, Safety & Social Services 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 Treasurer Harry Popiluk, FIHM (R) 5092 Hartwood Avenue Beamsville, ON L0R 1B5 Tel: 289-929-9543 Email: hpopiluk@gmail.com

Carolyne Vigon, Operations Manager Laura Fairley, Education Coordinator

Conference Committee Member Lynn Alexander, AIHM Region of Durham Housing Services P.O.Box 623 Whitby, ON L1N 6A3 Tel: 905-666-6222 Fax: 905-666-6225 Email: Lynn.alexander@durham.ca Marketing/Membership Co-Chair Kris Boyce, AIHM Greenwin Inc. 19 Lesmill Road Toronto, Ontario, M3B 2T3 Tel: 416-322-4006 Fax: 416-544-4895 E-mail: kboyce@greenwin.ca Education Committee Member 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

Education Co-Chair Phil Eram, B.Sc., AIHM Precision Property Management Inc. 22 Goodmark Place, Suite 22 Toronto, ON M9W 6R2 Tel: 416-675-2223 Fax: 416-675-0170 Email: pgsd@cogeco.ca

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

Marketing/Membership Co-Chair Mitchell Grange, AIHM Town Homes Kingston 37 Cassidy Street, Suite 222 Kingston, ON K7K 7B3 Tel: 613-542-0443 Fax: 613-542-6305 Email: mgrange@thk.ca

CANDIDATE REPS Communications Co-Chair Francesca Filice, B.A., AIHM (C) Hamilton East Kiwanis Non-Profit Homes Inc. 281 Queenston Road Hamilton, ON L8K 1G9 Tel: 905-545-4654 ext. 233 Fax: 905-545-4884 Email: Francesca.Filice@Kiwanishomes.ca

Education Co-Chair/ Communications Co-Chair Kathy Harris, AIHM Project Manager Facilities Design & Development Asset Management Regional Municipality of Halton 1151 Bronte Road Oakville, ON L6M 3L1 Ph: 905-825-6000 ext. 7507 Fax: 905-825-3879

Communication Co-Chair Lana Nwaokoro, AIHM (C) Community First Developments Inc. 2171 Avenue Rd., Suite 303 Toronto, Ontario M5M 4B4 Tel: 905-507-8939 Email: swetlana.nwaokoro@hotmail.com

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 2014