IHM News, Volume 31, Fall 2007

Volume 31, Fall 2007

ENHANCING THE KNOWLEDGE AND SKILLS OF PROPERTY MANAGEMENT PROFESSIONALS

Phase III of the Nepean Housing Corporation Development Inside President’s Message - Partners and Partnerships . . . . . . . . . . . . . . . . . . . . . . . . . . . .2 Why I am an IHM Member . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3 Member Profile: Lynn Alexander . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 Before & After: The Nepean Housing Corporation . . . . . . . . . . . . . . . . . . . . . . . . . .4 Effective Leaders Know How to Serve and Direct Their Employees . . . . . . . . . . . . .5 Second Hand Smoke . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Health & Safety in the Workplace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 President’s Commentary - “Principles of Greatness” . . . . . . . . . . . . . . . . . . . . . . . . .8

P r e s i d e n t ’s M e s s a g e

Partners and Partnerships!

I recently read an article in a Property Management Magazine from the U.K. on partnerships and partnering. The author defined partners as a relationship with a contractor where there is a direct link between our tenants and the contractor to perform repairs at specific rates. Whereas a partnership is a strategic alliance to perform in a certain way to compliment one another and for mutual benefit and is not necessarily a legal binding agreement.

As property managers partnering provides a transparent relationship and can set the rules up front for both contractors and tenants. Let your tenants know

who your contractors are and generally what they are retained to do by posting notices regularily in your lobby and other public areas.

An example of a partnership would be in IHM’s efforts to strengthen our relationships with private and public property management sectors and municipal administrative bodies.

More so, partnerships are key to IHM’s succession planning strategy “76/26 A Blueprint for Membership,” which promotes our property management certificate and accreditation as a key component in ensuring there are qualified and trained professionals to manage and administer rental properties as the

“boomers” retire in the next several years.

As property managers, good partners are good business, providing your qualifying and selection criteria are sound.

IHM, as representative of our Membership, must also be wise in our partnerships to ensure strategic alliances which will ensure our certification program and professional accreditation are entrenched as the industry standard for property managers and administrators choosing a career in this industry.

Regards, Greg Grange

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2007-2008 Board of Directors PRESIDENT:

TREASURER:

Greg Grange, FIHM Director, Housing Division Dept. of Community & Family Services City of Kingston 362 Montreal St. Kingston, ON K7K 3H5 Tel: (613) 546-4291 Ext. 1265 Fax: (613) 546-3004 Email: ggrange@cityofkingston.ca

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

VICE-PRESIDENT: Deborah Filice, AIHM Co-Chair, Education Committee CityHousing Hamilton Community Services City of Hamilton 55 Hess Street South, 23rd Floor P.O. Box 2500 Hamilton, ON L8N 4E5 Tel: (905) 546-2424 Ext. 7817 Fax: (905) 546-2762 Email: dfilice@hamilton.ca

IHM OFFICE:

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DIRECTORS: Lynn Alexander, AIHM Communications Committee Region of Durham Housing Services P.O. Box 623, Whitby, ON L1N 6A3 Tel: (905) 666-6222 Fax: (905) 666-6225 Email: lynn.alexander@region.durham.on.ca Lee Campbell, AIHM Communications Committee Conference Liaison Dept. of Community & Family Services City of Kingston 362 Montreal St., Kingston, ON K7K 3H5 Tel: (613) 546-2695 Ext. 4916 Fax: (613) 546-2623 Email: lcampbell@cityofkingston.ca

Lynn Morrovat, Administrator Josee Lefebvre, Administrative Assistant

David Chambers, AIHM Chair, Membership Committee CityHousing Hamilton 2255 Barton St., East Hamilton ON L8H 7T4 Tel: (905) 523-8496 ext 7897 Fax: (905) 546-2256 Email: dchamber@hamilton.ca

Deborah Parker, AIHM Communications Committee 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

Terry McErlean, FIHM Co-Chair, Education Committee Regional Municipality of York Housing Services 1091 Gorham Street, Unit #107 Newmarket, ON L3Y 8X7 Tel: (905) 898-1007, ext. 2718 Fax: (905) 895-5724 Email: terry.mcerlean@york.ca

Doug Rollins Candidate Rep - Marketing Committee City of Toronto - Shelter Support & Housing Administration - Housing Unit 365 Bloor Street, 15th Floor Toronto, ON M4W 3L4 Tel: (416) 338-4885 Fax: (416) 338-8228

Kevin O’Hara, AIHM Chair, Marketing Committee Region of Waterloo Waterloo Region Housing #202-385 Fairway Road South Kitchener, ON N2C 2N9 Tel: (519) 575-4800, ext. 1218 Fax: (519) 893-8447

Sennan Vandenberg Candidate Rep - Membership Committee Town Homes Kingston 37 Cassidy Street, Suite #222 Kingston, ON K7K 7B3 Tel: (613) 542-0443, ext. 106 Fax: (613) 542-6305

2175 Sheppard Ave. East, Suite 310, Toronto, ON M2J 1W8 Tel: (416) 493-7382 Ext. 254 • Fax: (416) 491-1670 • Email: ihm@taylorenterprises.com

IHM News • Fall 2007

Feature

Why I am an IHM Member?

By Deborah Filice, A.I.H.M Being able to communicate effectively is a skill that is often developed with practice. The ability to write professional business reports and plain language correspondence that is focused, informative and direct, is an important part of effective communication. The concept of communicating a message by means of a newsletter article is a completely different thing, and many business people are dismayed at even attempting such a task. I, in fact, happen to be one of those business people, but mysteriously find myself intrigued at the opportunity to share my thoughts and feelings about “why I am an IHM member”. Although you may be inclined to turn the page after you’ve finished reading through this paragraph, I implore you to read on. Here goes…

My story begins in 1986, following a tenyear child rearing absence from the workforce. It was time to return to work and I managed to obtain an interview for a receptionist position in a non-profit housing corporation. The workplace had changed. Shorthand had gone by the wayside and without computer experience my resume was limited to office administration and secretarial skills. But the hiring committee took a leap of faith and offered me the position. That’s when it all began.

Fifteen years had passed since my college days. And at the time I had never really considered the importance of keeping my skills current through continued education. Many years later I now recognize that the experience, knowledge and skills acquired while studying cannot support a career that usually spans three or four decades. So it was back to school for me. After

IHM News • Fall 2007

researching some options I discovered the IHM Property Management Certificate program. The IHM courses seemed like the perfect solution. The program encompased the maintenance, financial, human and property management instruction that would launch my housing career. I registered for all four compulsory courses and completed the program within a year. During that year I was fortunate to connect with a number of housing people with whom I still remain in contact twenty-one years later.

By that time I had advanced to a Property Manager’s position and building my own resource group was very important.

Once I had completed the IHM courses, I remember wanting to discover more about the Institute of Housing Management and therefore began my journey of lifelong learning and volunteering. People volunteer for a number of reasons, but for me, as a volunteer board and committee member, it provides the opportunity to network with other property management professionals and contribute to the development of educational opportunities in the housing profession. It has been my experience that volunteers often provide the skills, expertise, fresh ideas and objective viewpoints which are much needed in a business operation.

We all live busy lives and our non-work time needs to be planned carefully, especially if it includes a commitment to volunteering. I can honestly say that IHM offers volunteer opportunities that fit within the concept of work-life balance. And, IHM acknowledges the volunteer as an integral component of the organization’s success. IHM members

are encouraged to participate in chapter workshops, board and committee volunteer positions arise frequently and members are regularly invited to submit newsletter articles and provide input to conference planning.

I believe that property management skills are achieved through a mix of formal education, experiential learning and there is great value in tapping into the knowledge base of other housing professionals. With this in mind, the annual conference, quarterly newsletters and chapter workshops offered by IHM are of great value to the new housing workforce, as well as to the seasoned worker. I believe that strategies for professional development should include good networking, ongoing self-evaluation, conference attendance and a continuing formal education plan. Housing work can be demanding, with long hours and heavy workloads but it is a rewarding career, where the opportunity exists for valued community service and the ability to enhance the quality of life for many individuals.

In the hiring process, many employers will look for relevant property management experience and insist upon postsecondary education with an IHM designation listed as an asset. In addition, it is important to maintain a good standing in your affiliation with many professional organizations and definitely worth noting on your resume along with your volunteer experience.

With the recently published IHM 2007 membership directory each of us has the ability to connect with other members to inquire about best practices, seek out mentoring opportunities and, in

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some cases, stay connected to career development opportunities. Mentoring provides the help we sometimes need to facilitate effective problem solving and the contacts that I have developed over the years have been an amazingly valuable resource. Many members have maintained their IHM involvement for years and as mentors are very willing to share their knowledge and experience.

IHM offers many venues for professional and personal development. IHM is moving forward, setting new standards, integrating new elective courses and welcoming new members daily.

So now I am wondering if a career in communications, marketing, or sales should have been my calling - maybe not. Regardless, a passion emerges in property management work with new challenges experienced everyday. It is exciting and being a member of IHM is an integral part of that enthusiasm.

By Deborah Filice, A.I.H.M, Vice President, IHM, Co-Chair, Education Committee, IHM, and Manager of Operations, CityHousing Hamilton (Email: dfilice@ hamilton.ca) I

Member Profile

Lynn Alexander Lynn started her career in housing in 1991 with Durham Region Non-Profit Housing Corporation where she started as an accounts receivable clerk covering a maternity leave position. Lynn was later hired in 1992 as a tenant placement officer to assist with renting the new buildings that were being built at that time. In 1995 Lynn was promoted to Rent Assessment officer.

In 2000, Lynn left the Durham Region Non-profit Housing Corporation to work as a Property Management Support Clerk for the Durham Regional Housing Authority. In 2001, Lynn was promoted to Property Manager and the Durham Regional Housing Authority became the Durham Regional Local Housing Corporation.

Lynn currently manages four senior apartment buildings in Ajax, Pickering and Uxbridge and manages the Rent Supplement. Lynn is also co-chair of the Health and Safety committee for the Durham Regional Local Housing Corporation.

When Lynn is not at work she enjoys spending time with her family. Lynn sings in the choir at church and is a cub leader. In the summer you can find Lynn at the trailer sitting on the deck.

Lynn joined IHM as a candidate member in 2000. Lynn joined the IHM Board as a candidate member in 2002. Lynn received her accreditation in 2007 and was elected to the board as an accredited member in 2007. Lynn is now on the communications committee. I

The Nepean Housing Corporation Before

Sharad Kerur, Executive Director, ONPHA and Greg Grange, President of IHM, at the Nepean Housing Corporation Phase III proposed development site in 2004.

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After

Kuddos to Lynn Carson, General Manager of Nepean Housing Corporation. MP, MPP, Mayor of Ottawa and City Councillors agreed that “this affordable housing community would not have happened if it were not for Lynn’s tenaciousness and determination.”

Sharad Kerur, Executive Director of ONPHA and IHM President, Greg Grange attended the official opening of Nepean Housing’s Phase III housing community and took the opportunity to discuss mutual educational partnerships in July 2007.”

IHM News • Fall 2007

Feature

Effective Leaders know how to serve and direct their employees ed has an immediate and direct bearing on how customers are treated.

Employees who feel good about themselves, whose welfare and problems are attended to in a supportive way, who are provided with the right tools and training to do their jobs, will continually and enthusiastically communicate their satisfaction in countless small but vitally important ways.

“Being the best leader is an evolutionary process. No one is perfect,” says Rehkopf. “The gradual understanding of what makes people tick, of what motivates and de-motivates, of what does and doesn't work, will eventually develop into a storehouse of common sense proven to be successful.”

It’s been said that “nice guys finish last” but in today’s corporate world that theory is just not true. In fact, the companies known for treating their employees well — UPS, FedEx, General Mills, and even Yahoo — are the frontrunners in today’s economy.

• •

• “Great companies realize that employees are their most impotant resource,” says Ed Rehkopf, author of Leadership on the Line – A Guide for Front Line Supervisors. “They foster a leadership style that motivates leaders to serve their employees as well as their customers.

This approach to leadership creates relationships – the deep and abiding bonds that sustain the efforts of the company.”

This outward focus of the leader sets up a dynamic where: • Employees are continually recognized.

• There is an open flow of ideas,

IHM News • Fall 2007

•

•

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opinions and information.

Initiative and risk are highly regarded.

Problem discovery and solution is a focus while placing blame is unimportant.

Every employee feels energized and part of the team and is valued for his or her contribution.

Prestige is derived from performance and contribution, not title or position.

Customers are treated well because employees are treated well.

The energy and initiative of all employees is focused on the common effort.

It is in the best interest of a leader to be as supportive of employees as possible.

The ultimate concern is satisfying the customer and how employees are treat-

“The accumulated wisdom should bring a leader to a state of profound humility.

What gets accomplished is not so much a result of your efforts, but the efforts of your will and of committed employees.

Your singular role is to articulate the vision and stand aside while coaching and cheerleading.”

“Thinking about this points directly and dramatically to where you should focus your attention, not inwardly on yourself and your ambitions, but outwardly on the quality of your interactions with others.”

Originally published in in the January 2007; Vol. 9 No. 1 issue of Your Workplace magazine, Discover What Makes a Difference, Reprinted with permission. Your Workplace magazine can be reached at 613-549-1222 or www.yourworkplace.ca I

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Feature

Second-Hand Smoke

By Lynn Alexander, AIHM The tenant still claimed that smoke was getting into the apartment on the second floor. The tenant opened up an application with the Landlord and Tenant Board.

With the health issues related to second hand smoke regularly making the news, many property managers today are facing questions from their tenants about what can be done. The following is a summary of a case that went to the Landlord and Tenant Board.

A tenant was transferring from the second floor to the first floor. When the tenant above the first floor apartment became aware of the transfer she was concerned about the fact that this tenant was a heavy smoker. Taking this into consideration before releasing the first floor apartment, maintenance staff fully caulked the downstairs apartments and filled in any gaps where the smoke might go through to the second floor apartment.

After the tenant moved into the first floor, the tenant on the second floor called and said the smoke was really bad and was affecting her health.

Maintenance staff caulked the apartment on the second floor to prevent any smoke odors that might be getting into the apartment. The Landlord also gave the tenant on the second floor an air purifier and offered to purchase a second air purifier but the tenant refused. The Landlord also offered the tenant a transfer to another building of concrete block construction.

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Except for common areas, the complex is not designated as a non-smoking facility. It is approximately 30 years old, 2 storey wood-framed building with 36 apartments, populated by senior citizens. The tenant has resided on the second floor since 2004.

At the hearing the tenant gave evidence that mid 2006 she began having symptoms of dizziness, chest pains and upset stomach which, after visiting her doctor, were determined as being due partly to second-hand smoke, caused by the heavy smoking habit of the tenant occupying the unit below her. A doctor’s note included as evidence by the tenant, dated February 5, 2007, states that, “The above patient is having health problems due to second-hand smoke in her apartment complex”. According to the tenant the situation further complicated her condition of depression, for which she has been receiving treatment for the past 12 years.

At the hearing, the Landlord declared and offered to move the Tenant into a unit when it becomes available in May of 2007. The Tenant declined this offer, and indicated that she was not prepared to move out of the unit. The Tenant did not provide any suggestion as to what further steps she wanted the Landlord to take to address the problem.

Findings of the Landlord and Tenant Board:

condition is likely aggravated by second hand smoke and the doctor’s diagnosis, of February 5, 2007, substantiates this determination. By her own admission, the Tenant was fully aware that the facility was not a non-smoking one from the start of the tenancy.

Given that the Landlord was not in a position to prevent tenants from smoking in their individual units, the member found that in this case the Landlord took reasonable steps to ensure the Tenant’s enjoyment of the unit, including: caulking and sealing gaps/spaces to contain smoke; providing the tenant with air purifiers; and offering to move the Tenant into a less porous building, a unit located away from second-hand smoke.

2. By declining the Landlord’s offers, the member found that the Tenant chose not to cooperate with the Landlord in resolving the situation, despite the Landlord’s efforts. The member also found that the evidence presented to the member indicates that, under the circumstances, the Landlord took reasonable steps to address the Tenant’s concerns.

3. The member did not find any evidence that would lead the member to believe that the Landlord has been negligent in its responsibility and, as a result, has substantially interfered with the Tenant’s enjoyment of the unit.

It was ordered that the Tenant’s application be dismissed.

For complete information on this order look up TET-00074. I

1. The member believed the Tenant’s

IHM News • Fall 2007

Education

IHM Certificate in Property Management Course Completions

Health & Safety in the Workplace

Congratulations to the following:

By, Deborah Parker, AIHM

Program Completion Certificate Chantal Duguay Max Malitsky Lorraine Pelletie

Human Relations for Property Managers Pamela Duncan Stacy Ellis Jacqueline Mantle Robert Nelson Kim Weiman Paul White

Property & Building Administration Anne Aqui Katarina Pavlovic Kim Mijatovic Seenan Vandenberg

As Property Managers it is our responsibility to ensure all staff are following proper safety protocols while performing their job functions. This is where you, as the Property Manager, must provide the necessary equipment, training and routine follow-up meetings with your staff to ensure they are working in a safe environment.

Different jobs have different equipment and safety requirements. Some staff may require safety glasses, masks, gloves, etc. while others may require equipment, such as ladders, or fall arrest equipment to perform their work duties. By providing workers with the necessary equipment and training you, as a Manager, are ensuring the safety of your employees and are doing your due diligence to try to avoid any potential accidents.

In the recent past there have been several work-related accidents that have occurred due to improper training and incorrect use of equipment. Ladder accidents are amongst the most frequent - some causing death. If the equipment is not up to standard, it is the responsibility of the worker and the manager to ensure this equipment is repaired or replaced.

If you follow the 5 rules of ladder safety most accidents can be avoided.

Strategic & Financial Planning For Property Managers Tatiana Pyzhov Doug Rollins Dragan Stupar Daniella Veeneedaal

Building Maintenance for Property Managers Chantal Duguay Patty Fee Josie Frano Kelly Hall Kendra Lacarte Robert Nelson Lorraine Pelletier Robert Ragbirsingh Vladimir Rozenfeld

IHM News • Fall 2007

5 Rules of Ladder Safety Rule 1:

Select the Right Ladder for the Job.

Rule 2:

Inspect the Ladder Before You Use It.

Rule 3:

Set Up the Ladder with Care.

Rule 4:

Climb and Descend Ladders Cautiously.

Rule 5:

Follow all company and OSHA safety procedures when working on a ladder.

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P r e s i d e n t ’s C o m m e n t a r y

Upcoming Events

Principles of Greatness!

We’ll Be There…

Greg Grange, B.A., F.I.H.M., President

2007 ONPHA Conference and Trade Show

Recently one of our accredited members forwarded the following excerpt to me from www.humanfactor.ca which outlined “Principles of Greatness” for consideration as a topic for our newsletter commentary.

Upon reviewing these, as property managers and administrators you can apply these to your everyday activities in your professional relationships with your tenants and business partners.

The principles are as follows: Values The worth you place on people, concepts, or things that influence you as you weigh alternatives Honesty Sincere, thoughtful, diplomatic truthfulness.

How honest are you with others?

With yourself?

Compassion What do you do to lift others?

Trustworthy Are you reliable? Credible? Do you honour your commitments?

Kindness A graciousness of spirit. Tolerance and consideration for others.

Fairness A sincere desire to be balanced, impartial and just.

Loyalty Who or what inspires your allegiances?

Your dedication?

Fortitude The strength of mind that allows you to endure challenges and adversity with courage.

Wisdom The sum of common sense, good judgment and knowledge.

Your ability to discern what is true…right…and lasting.

Integrity The essence of everything successful…..your ethical code.

You have within you the foundations of GREATNESS Many of the principles noted above, although not specifically written, are entrenched in our “Code of Professionalism and Ethical Business Practices”.

The IHM Code should not be a dust collector. Display the Code proudly and live it! Personally, I display the IHM Code and my Accreditation Certificate strategically so when you enter my office they are clearly in view.

Remember as property managers you have three main areas of responsibility, being: 1. A Property Manager’s Responsibility to the Profession and to Colleagues 2. A Property Manager’s Responsibility to the Clients and Employers 3. A Property Manager’s Responsibility to the Public This is our commitment as Members of IHM. Think as a Professional and you will Be a Professional! I

The 2007 show will take place from November 18th through November 20th, 2007 at the Toronto Sheraton Centre. Be sure to visit the IHM booth in the Trade Show area!

2007 PM Expo The dates are set for November 28th through November 30th at the Metro Toronto Convention Centre. Watch for details of the IHM seminar at PM Expo coming soon to the IHM website at www.ihm-canada.com

2008 IHM Annual Education Conference

“Be the Bridge” will take place in Sarnia, ON from April 23rd to April 25th, 2008.

Sponsorship Opportunities are now available. Visit the IHM website at www.ihm-canada.com for further details.

Mark Your Calendars!

Respect Respect for yourself.

Respect for others.

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IHM News • Fall 2007