IHMnews Volume 17, September 2003
INSTITUTE OF HOUSING MANAGEMENT
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E N H A N C I N G T H E K N OW L E D G E A N D S K I L L S O F P RO PE R T Y M A N AG E M E N T P RO F E S S I O N A L S
IRIS Residential Inns and Services Windsor-Essex County
Inside Why a Homelessness Initiative Project? ...................................................2 President’s Message.............................................................................4 President’s Commentary .......................................................................6 Reducing the risk of Termite Infestations ............................................7 Measure, Share, Compare Forum.........................................................8 Evolution… In Windsor-Essex County .................................................9 Rent Arrears Amongst Social Tenants: Resons and Responses ........10
Cover Story
Why a Homelessness Initiative Project? By Frank Sheehan,Chair, IRIS Residential Inns and Services
In 1996, a family member in our local chapter of the Ontario Friends of Schizophrenics (now Schizophrenia Society of Ontario) wrote to the Minister of Health, with copies to the District Health Council (DHC) about the need for home psychiatric nursing support for the seriously mentally ill who had older parents. They spoke for many families who had the same needs. The purpose of the nurse is to increase the effectiveness of the psychiatrist. Some parents hired nurses at their own expense. For-
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tunately, in 1997, we were made aware of limited funds that were made available for this service through the Municipal Homemaker Program. Several families have made and still make use of this program. The psychiatric nurse, with the approval of the psychiatrist, assists the patient with medication compliance and life skills teaching. In 1997, the then head of the Salvation Army and the head of the Schizophrenia Society convened a meeting of those interested in a residence for the homeless or
those in danger of being homeless. A proposal was developed for the conversion of a number of buildings into residences and this was presented to the Mental Health Committee of the DHC. We were told that no funds were available. In 1999 at a planning meeting of the Ontario Friends of Schizophrenics, Windsor- Essex (now the Schizophrenics Society of Ontario) two long-term needs were identified. The first was the need for a variety of residences with various levels of
IHM News
Cover Story
support. The residences would vary in size from 10, 15, and 25 and up to 50 units. The second need was for a Drop-Inn Recreational-type Center in the downtown area where dependants could come together for relaxation and recreation. These ideas were presented at a meeting to representatives of three mental health agencies. These agencies would not offer any assistance.
chapter operate one residence and have plans for more). There are from 3000-5000 persons with a persistent mental illness in Windsor-Essex (1500 with schizophrenia). There are about 150-200 new diagnoses of PSMI each year (80 with schizophrenia) and approximately one-third requires residential support.
In February of 1999, six individuals, most of whom were members of the Schizophrenia Society of Ontario, began plans to form a family driven corporation, which would provide direct services to those with Persistently Serious Mental Illness. (PSMI). (The Schizophrenia Society of Ontario does not provide direct services). Family driven corporations that serve the needs of the PSMI exist in Ottawa (SALUS), Peel, (The Peace Ranch) and in Toronto (where members of the Toronto
On October 21, 1999, IRIS Residential Inns and Services became a non-profit charitable corporation. The name is a reference to Vincent Van Gogh and his Les Iris painting. He did this painting when he was being well cared for in France. It is a reference to the potential of those with mental illness in our society. Our first project was the conversion of the property at 1280 Ouellette Avenue, into a residential supportive housing for 55 persons with PSMI. It is now called IRIS House. It is li-
September 2003
censed as a lodging home/rest home with the City of Windsor. Residents are assisted with their medications, 3 meals are offered each day in the common dining room, and activities are ongoing inside and outside IRIS. Each resident has the opportunity to participate in the Residential Rehabilitation Work Program to help prepare for work in the community. IRIS House would not have been possible without the assistance of the Federal Government’s Canada Mortgage and Housing Corporation’s Rental Rooming House Assistance Program (RRAP) for landlords. The conversion of an abandoned hotel into IRIS House took approximately $660,000 in RRAP funds. The conversion was undertaken by Albamor Construction whose principals, Luigi Albano and Spiros Govas recognized the desperate need for supportive housing for those with PSMI, in Windsor-Essex. Private contributions to construction were approximately $200,000 to finish areas (dining area and public washrooms) not covered by the RRAP funding. The entire building was furnished with donations from the community. IRIS had no budget for capital and the community has been extremely generous. IRIS received household furniture and surplus furniture and equipment from local institutions. IRIS House is an example of a public, private and non-profit partnership at it’s best. IRIS residents are housed in private bed sitting rooms with private baths. They are treated with dignity and respect. IRIS opened in September 2002 and was full before Christmas. Approximately 12 residents have moved out and now live independently in the community. There are 24 names on the waiting list. The Board of Directors is currently considering other projects to meet the growing need for supportive housing for those with PSMI in the Windsor-Essex County area.
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Editorial
President’s Message The Life of a “Chameleon” in the World of Professional Property Management
Greg Grange, B.A., A.I.H.M.
As individuals, we often compare ourselves to others, objects, or things using colorful metaphors. When I reflect upon myself as a professional property manager and those in our field as property managers, I could best visualize “chameleons”.
snow removal contracts in winter to grass cutting contracts in the summer, and everything in between.
Webster’s Dictionary defines “chameleon” as a “fickle” or “changeable person.”
It is a never-ending cycle of responses to tenants needs and operational issues, from maintaining the street appeal of our properties to meeting high expectations of positive landlord-tenant relations and providing a better quality of life in the community.
While I may be fickle at times, I think a changeable person would be the best description of the property manager.
Your ability to be flexible and responsive, compassionate and accountable is an art and skill, which truly make you the “Best of the Best”.
Our ability as professionals to change and adapt to all internal and external circumstances is quite unique.
From one “chameleon” to another…keep up the fine professional work and wear your accreditation with the Institute proudly.
Lizards simply change colors as a matter of striving for survival and existence. Property managers transform professionally to react and be proactive to all sorts of day-to-day property management issues and emergencies in the property management field.
You have earned it!
Our professionalism stands on guard at all times: from ice storms to the recent power blackout, from one change of season to another, from managing
Yours truly, Greg Grange, B.A., A.I.H.M. President
IHM
Institute of Housing Management
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IHM News
IHM 2003-2004 Board of Directors IHM Administration Lynn Morrovat Administrator Marylou Murray Administrative Assistant
IHM Office Tel: (416) 493-7382 Fax: (416) 491-1670 E-mail: ihm@taylorenterprises.com Website: www.ihm-canada.com
PRESIDENT
DIRECTORS, CONT’D
Greg Grange, A.I.H.M. Mgr., Housing Division City of Kingston 216 Ontario Street Kingston, ON K7L 2Z3 Phone: (613) 546-4291 ext. 1265 Fax: (613) 546-3004 E-mail: ggrange@city.kingston.on.ca
Irwin Peters, A.I.H.M., Asc.T. Chair: Marketing Committee The Regional Municipality of York 465 Davis Drive Suite #318 Newmarket, Ont. L3Y 7T9 Tel: (905) 830-4444 Ext. 2709 1-877-464-9675 Fax: (905) 895-5724 E-mail: irwin.peters@region.york.on.ca
VICE-PRESIDENT Mary Pinto, A.I.H.M. Regional Municipality of Waterloo Planning, Housing & Community Services 150 Frederick Street, 8th Floor Kitchener, ON N2G 4J3 Tel: (519) 575-4789 Fax: (519) 743-6527 E-mail: pimary@region.waterloo.on.ca
SECRETARY Deborah Filice, A.I.H.M. The Regional Municipality of Halton 700 Dorval Drive, Suite #405 Oakville, Ont. L6K 3V3 Tel: (905) 825-6000 Ext. 4414 Fax: (905) 849-3568 E-mail: filiced@region.halton.on.ca
TREASURER William J. Corrigan, A.I.H.M. Chair: Finance Committee Williams and McDaniel 66 Macdonell Street, Suite 301 Guelph, ON N1H 2Z6 Phone: (519) 827-0965 (home) Fax: (519) 827-0296 E-mail: billco53@rogers.com
DIRECTORS Joan Cranmer, F.I.H.M. Chair: Education Committee Meridian Co-Operative Homes 185 Ferguson Ave. North Hamilton, ON L8L 8H9 E-mail: cranmer@lara.on.ca Tel: (905) 528-4987 Fax: (905) 984-5865
September 2003
Vicki Pocock, A.I.H.M. Chair: Communications/Newsletter Windsor-Essex County Housing Corporation Glengarry Office 415 University Ave. E. Windsor, Ont. N9A 2Z3 Tel: (519) 254-1681 Ext. 217 Fax: (519) 258-7700 E-mail: vpocock@wechc.com Harry Popiluk, F.I.H.M. Victoria Park Community Homes 155 Queen Street North Hamilton, ON L8R 2V7 Tel: (905) 527-0221 Ext.15 Fax: (416) 491-1670 E-mail: hpopiluk@vpch.com
CANDIDATE REPRESENTATIVE Lynn Alexander Property Manager The Regional Municipality of Durham Social Services Dept. – Housing Services Division 2nd Floor 2 Simcoe St. South Oshawa, ON L1H 8C1 Tel: (905) 434-5011 Fax: (905) 434-1943 E-mail: Lynn.alexander@region.durham.on.ca
Update: China Chapter Report Ni Hao (Hello!)
Just a quick update to advise that dialogue continues with Shenzhen College, Shenzhen, China on establishing an IHM China Chapter. This will be a slow process but it is my intent to move this along as the Asian link represents an enormous business opportunity for the Institute and our members. Once details become clearer, it is my intent to bring this matter forward at the 2004 AGM for approval of the membership, before any final commitment is made. Xie Xie (thanks) for your continued support! Greg Grange, B.A., A.I.H.M. President
ACCOUNTANT/ BOOKKEEPER RGI ADMINISTRATION NewViews CIM/HMWORX RAY ALEXANDER • 15 years experience • reasonable rates • references (416) 419-0177 rayalex1@hotmail.com
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Editorial
President’s Commentary Pet Monitoring Tips
IHM
Institute of Housing Management
The Institute of Housing Management is pleased to announce the following new members and members who have completed IHM Education Courses.
NEW CANDIDATE MEMBERS Jonathan Fischtein Vicky Ho Paul Kelly Ernest Tsui WELCOME BACK TO ACCREDITED MEMBER Raymond Lachance
When I first entered into this profession being really green, and while conducting numerous visual high rise inspections, I couldn’t figure out why the balcony slabs were dripping in streams of rust after having been recently been painted. One other question was bothering me: “Why this balcony and not that one”. It didn’t take me long to understand. The rivers of rust were the result of the oxidization process stemming from the reaction when the chemical properties of highly acidic pet urine and metal combine. The rust stains served as a beacon of illegal pets! Keep in mind this was long before pets were permitted under legislation. It was a very effective way to track down those dogs that were reported by tenants in the building but no one ever knew what unit!!! It was a good tracking tool back then and may be useful today for property managers to monitor tenant/pet owners who do not register with the property management office! Greg Grange IHM, President
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HUMAN RELATIONS FOR PROPERTY MANAGERS COURSE COMPLETIONS Dusan Agbaba Julie Altmar Alexander Askarov Rose Cardinal Mark Cinelli Nicole Cioci Christopher Comparelli David Hall Pamela Lowrick Yaw Opoku Andrew Payter Roumen Radev Cesar Ramirez Lynn Rochon Maria Spremulli Henry To Carmen Tomsa Iris Wallace Dennis Weber PROPERTY AND BUILDING ADMINISTRATION COURSE COMPLETIONS Andrew Coutts Aura Epure Shadi Foroughi Vince Freda William Gani Ivan Hajsan Hrachia Harutunian Ron Hendrix Beena Jaggi Vadim Koyen Maria Kuin Norma Large Anca Lucacescu Jose Magalheas Susan McCooke Theresa McKay Luis Miranda Nicolae Oros
Delia Pereria Jimmy Policciardi Geeta Pundit Nick Salaris Marta Serdynska Lauren Stephenson Lee-Ann St. Jacques Eva Strambu Patricia Stratulak Carmen Tomsa Frank Vaccaro Luisa Valerio Selina Wong BUILDING MAINTENANCE FOR PROPERTY MANAGERS – COURSE COMPLETIONS Dusan Agbaba Elsa Ambo Alexander Askarov Miroslaw Bilyg Olena Bogatyrova Kevin Burns Nicole Cioci Aura Epure Elaine Gill Catherine Gordon David Hall Hodan Hussein Goran Ivkov Ivan Jenkinson Kitty Luk Predrag Milenkovic Natasha Miller Yaw Opoku Zofia Rawski Lauren Stephenson Luminita Somcutean Vasile Somcutean Daniela Verzan Alexandr Voronin Dennis Weber Catharine Willis Selina Wong Ioan Zaharia Elzbieta Zarzycki Pawel Zarzycki STRATEGIC AND FINANCIAL PLANNING – COURSE COMPLETION Ivan Jenkinson Jake Searle Collette Valliear
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Reducing the risk of Termite Infestations By Arnie Rose The termite commonly seen throughout Southern Ontario is the Eastern Subterranean Termite, which is one of the most widespread North America species, known for its destruction of wood-based construction. Contrary to popular belief, however, these termites will attack any building. Wood finishes, cabinetry and household contents like cardboard, books and paper are all termite delicacies. To understand how to deal with the infestation and destruction, one must first understand the basics of termite biology. Basic Biology
Termites are recyclers of naturally occurring wood in the environment. In cities, subterranean termites live in large, highly organized colonies of up to 10 million. Because termites are sensitive to temperature and humidity extremes, they flourish underground in tunnels and galleries that provides moisture (approaching 100% relative humidity) and moderate temperatures (ranging from 15ยบ C. to 25ยบ C). The colony survives by the co-operative activities of mature termites that are workers, soldiers or reproductives. Workers (the majority of the population) are responsible for foraging and feeding the dependent members of the colony. Soldiers (about 3% of the population) defend against other insects and rely on workers for food. Reproductives (up to 10% of the population) lay large numbers of egg clusters in underground galleries and also rely on the workers for food. Immature termites including larvae and nymphs rely as well on the workers for food and grooming. Workers forage continuously for woodbased food and venture from the protection of the soil by building shelter tubes, which are usually the first visual sign that termites are actively present. They also pass September 2003
through gaps as small as 0.5-mm (1/64") in their continual search for wood. Effective maintenance and managing wood and moisture around the structure can reduce the risk of termite infestation. Chemical treatments by a licensed pest management professional are often advisable where termite activity can be seen. Wood management
Wood in the yard provides both shelter and food for termite populations and reducing this resource will reduce the risk of infestation. Most important, tree stumps must be removed as these provide both shelter and food for termite colonies. Wood vegetation must be effectively managed as well. Trees and large shrubs must be kept trim to ensure that dead or decaying limbs or branches do not attract termite feeding. Remove wood waste in yards, exterior and interior storage to reduce food sources for colonies. Over the past number of years, pressuretreated wood landscaping has been prominently promoted. However, pressure-treated wood in moist soil is a good source of termite food and needs to be removed and replaced with concrete or stone. In-ground wood that can not be removed must be properly treated with chemicals. (See below.) Wood-to-soil contact occurs where wood, in direct contact with the soil, is also attached to the structure. This contact is an open invitation for unimpeded termite travel into the building, often around existing chemical barriers. All wood-to-soil contact must be identified and eliminated. Exterior wood-to-soil contact includes porch and deck components resting on the ground (stairs, posts and columns, skirting and railings), external siding touching
the soil, in-ground wood planters, wood fences lagged directly to the structure or basement window frames in contact with the ground. Exterior structures must be on proper footings 20-cm (8") above grade to isolate wood from the ground. Siding, basement windows and skirting must be separated from the ground as well. Interior wood-to-soil contact includes wood posts that penetrate the basement floor slab and wood framing where soil reaches the top of the foundation wall. Interior stairs, posts and columns must be on proper footings to isolate wood from the ground. Grading should be 20-cm (8") below the top of the foundation wall, based on building codes and good construction practise. Other maintenance items include sealing all cracks and gaps around pipes, conduit and wiring to discourage termite entry. Moisture Management
Termites are attracted to moist conditions because they need moisture to survive. Property owners can reduce the risk of termite infestation by addressing moisture problems. Grading and drainage problems can create areas of moisture accumulation, which will attract termites. The land should slope away from the structure and provide gently sloping swales to allow surface water to flow towards the nearest outlet. Leaks in the building envelope, i.e., eaves troughs, roofs, windows and foundation walls allow water to enter the house and provide termites with necessary moisture. Wood and contents are now damp and will attract termite feeding. Plumbing leaks in supply pipes or drains will also provide termites with sufficient moisture to survive, often independent of the protected soil environment.
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Leaks must be repaired quickly to ensure that the structure and contents remain dry so as not to invite termites. Provide adequate ventilation under porches and crawl spaces to reduce moisture build-up in enclosed spaces.
Measure, Share, Compare Forum
Chemical Treatments
Termite prevention should include chemical treatment approved by federal and provincial regulatory authorities and applied by qualified installers according to the manufacturer's label instructions. Soil treatments, first developed over 50 years ago, surround the structure from footing to foundation top and under the basement floor slab with a chemical barrier to discourage termite foraging. An effective chemical barrier must completely surround the foundation and can not be disturbed by gardening, building maintenance or renovations. Disturbed soil must be retreated. Recently, wood treatment using borax compounds have been approved for Canadian use. The chemicals are applied to vulnerable wood as either liquids or solid rods drilled into the wood for termite resistance. Pest management professionals should inspect the site thoroughly and identify wood-to-soil contact, moisture and other conditions to be repaired prior to chemical treatment. The proposed chemical treatments should refer to manufacturer's label instructions as the applicable standard. Companies should provide warranties for an annual fee to include once-a-year inspections and spot re-treatments if termite activity is seen. In summary, deal effectively with termites by eliminating food and habitat, managing moisture and treating active areas with approved chemicals. Arnie Rose is Co-ordinator, Housing Improvement Programs for the City of Toronto and has dealt with termite infestations since joining the former City of Toronto in 1990. Mr. Rose supervises field staff whose responsibilities, up to 2002 included conducting advisory termite inspections in private properties suspected of termite activity. Where termites were active, field staff provided guidance on remedial measures and funding assistance.
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Greg Grange, President of IHM addressing the audience on performance management.
Ross Fraser, CEO of Housemark and IHM treasurer, Bill Corrigan, discuss performance issues
On July 2nd and 3rd, IHM and a group of partners brought service managers and providers from across the province together talk about performance measurement and best practices in housing. Hosted by the Social Housing Services Corporation (SHSC), “Measure, Share, Compare” was designed to secure the commitment of key partners to participate in designing and implementing a performance measurement system. IHM and SHSC have been in talks about supporting a best practices initiative since the spring. The event was the result of a partnership of IHM, SHSC, Co-operative Housing Federation of Canada, Ontario Municipal CAO’s Benchmarking Initiative, Ontario Non-Profit Housing Association, and Toronto Community Housing. Fifty-seven participants representing service managers, providers, sector groups, professional associations, and the province participated. Participants heard from Dan Corbett, President of the National Quality Institute, which assists Canadian organizations to improve performance by implementing quality and healthy workplace environments. Ross Fraser, Chief Executive of
HouseMark, facilitated discussions and described his organization’s experience in setting up UK’s principle housing resource for performance management and benchmarking. Participants agreed on six elements for a performance measurement system: • Make it relevant • Keep it flexible/tailored • Make it credible • Keep it simple • Build it on a genuine partnership • Make it sustainable The group also agreed on strategies to achieve a successful framework, including: • forming a representative design and implementation committee • building on existing systems and data • starting with a ‘best practices’ component • identifying key data for initial collection Many participants gave their strong commitment to champion and assist in moving forward. SHSC will draft a plan of action based on the proceedings, and set up a group to move that plan along. Check out SHSC’s website at www.shscorp.ca. for updates.
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Evolution… In Windsor-Essex County Hello, my name is Janice Campbell and I’m the Business Officer with Windsor-Essex County Housing Corporation here in the ‘sunny south’. Whew…what a whirlwind of change we’ve all been through. It’s been quite a challenging and surprisingly emotion filled adventure, but we’ve made it. The EVOLUTION of social housing has altered much of the “built in” stability offered by the previous system, and that adjustment alone, has been quite disconcerting for many of us. I’ve noticed that we no longer ask “what’s new?” or “how’s it going?” or even “how are you?” when reconnecting with a colleague we haven’t seen in a while. I’m thinking it is partly because we don’t want to bring up THEIR stress levels, by having them recap and recall, often in painfully descriptive “blow by blow” detail, the many changes and adjustments they’ve had to make, but it’s also partly because WE don’t have the time to stop and listen to their long , long list because we’re desperately trying to finish the 43 things we have left to do in the 12 minutes we have left in our own day. Looking across the province, we can see a wide array of structural differences in the “post” devolution era…And it’s very likely that your organization has been “downsized, homogenized or super-sized”, but just the fact that you’re reading this tells me, that somehow…you’ve managed to “hang on”. Here, in Windsor, we’re just now beginning to see the light at the end of the tunnel, and the CEO has assured us…that’s it is NOT a train. We’re all breathing a little easier, getting our corporate bearings, shoring up our skills and our confidence and quite frankly, looking forward to the new challenges that come with this localized method of providing social housing to our community. I’ve been with WECHC/WHA for about 15 years and am pleased that our Board and Management have always valued and demonstrated their commitment by supSeptember 2003
porting staff training, customer service and professional development opportunities. Staff training initiatives are featured prominently in both our Corporate Business Plan (June 2001) and our Customer Service Plan (June 2002). We’ve just finished up a comprehensive and informative, full staff, series of training sessions. Our Service Manager and Board agreed it would be prudent to provide staff with the opportunity to dialogue about the changes that have occurred and as well, to get some direct feedback about staff needs, both personally and professionally, as work partners, to ensure the continued success and growth of our housing programs. Some of the sessions, prepared and presented by our corporate EAP (Employee Assistance Program) provider Canadian Mental Health Association and the local Multicultural Council, included: • Personal Needs Assessment/Corporate Health Survey • Negativity in the Workplace • Working with Diverse Cultures • Managing Your Stress through Your Power • Customer Service Skills in the Not for Profit Sector As with any good training session or development program, you have the ‘expected’ outcomes – learning task X or skill Y, getting everyone in focus or on the same page about a corporate issue or policy or goal, but if you’re sincere in ‘getting it right’, you sometimes also get the ‘unexpected’ and boy does THAT throw your math off. Outcomes and issues that perhaps your haven’t considered at all, and , at first look, may seem very worrying. To the point where you might wish that you never asked the question in the first place, or for the responses to have come quite so close to the surface, as an accountable resolution seems like such a daunting challenge, but as the saying goes….”Don’t ask me if you’re not prepared to hear my answer”. Our ‘unexpected’ was in our staff feedback sessions. They told us quite clearly
about the positive things that they enjoy about the corporation and they told us, equally as clearly about the negative things that are hampering their performance and limiting their personal enjoyment with their positions within the company. As we see it, we had 2 choices - bury this information and take our chances that it won’t ‘bite us’ late, or consider it an opportunity for real change. A chance to think about the corporation we want to become, then thoughtfully formulate a plan to move, as a cohesive group, towards that goal, which we all know is not finite, but responsive and malleable, so the ‘task’ is in making the journey a success. My learned colleague, Michael Pocock and myself have agreed to take the role of staff leaders with this initiative as we both believe passionately in the virtue and value of social housing and how profoundly important it is for our corporation to have a respected place and a compassionate voice here in our diverse and dynamic community. Yes, we do have our work cut out for us, as we’ve completed just the first few segments of many. In direct response to our staff questionnaires, we’re currently working on the “I Can do that…” and “You’ll love THIS feature” IT program that is a staff driven, one on one, truly grassroots approach to software training and e-document transitioning. As well, in September, we hope to provide training to all the front line staff on how to deal effectively with hostile and angry individuals. This course is being offered by a staff person from Essex PACT 2 (Program of Assertive Community Treatment) one of our community partners. We’re optimistic and looking forward to being instrumental in helping to position our corporation to better meet the challenges it faces today and in the years ahead. We’re also realistic , and for our own safety, will remember to keep calm and remain “seated” until this ride has come to a full and complete STOP.
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Rent Arrears Amongst Social Housing Tenants:
Reasons and Responses By Janet Ford and Jenny Seavers
This research was funded by the Joseph Rowntree Foundation and you can visit the JRF website and read the Findings. The full report is available from the Chartered Institute of Housing in association with the Joseph Rowntree Foundation.
EXECUTIVE SUMMARY Roughly one in seven RSL tenants experienced rent arrears in 1996/97. Registered Social Landlords are under increasing pressure to recover arrears. However, increases in rent levels, and tenant profiles often characterised by workless households and those on low and fluctuating incomes can make this more difficult. There is some concern that in these circumstances tenants become ‘habituated’ to arrears and the process of arrears management, doubting the landlords’ will to evict, and hence reinforcing any tendency towards non-payment. This report offers an in-depth consideration of the attitudes, perceptions and responses of tenants to RSL policies and actions. It provides an insight into RSL responses to tenants in arrears, and it considers whether tenants’ and landlords’ attitudes to debt and repayment are hardening. The study was primarily qualitative and focused on six case studies of RSLs, interviewing housing managers/officers and tenant households in the North of the country. In addition, there was a postal survey of 127 RSLs across the country. Chapter 2: Rent Arrears; Incidence and Influences
The fundamental causes of arrears have changed little over the last 10 years: lack of
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income, low income/intermittent work and other financial pressures remain key causes. In addition, over half of the tenants noted that problems with HB had contributed towards their arrears. Problems centered around three key areas of difficulty: administrative problems with the HB system, including delays, over and under payment, misnotification and lost claims; the need to report all changes in circumstances to HB administration, which compounds the arrears problems of those tenants in intermittent employment, and, inadequate knowledge and understanding by tenants of the structure and administration of HB. RSLs noted that the switch in 1996 to the payment of HB four weeks in arrears exacerbated non-payment, whilst there was little evidence that earlier initiatives such as HB run-on and extended payments were having any impact on arrears’ levels. There was some indicative evidence that issues around low paid/intermittent work were growing in importance as a cause of rent arrears. Chapter 3: Responses to Arrears; Pursuing and Payment?
Many RSLs were implementing a ‘stricter arrears regime’ signified by earlier intervention, enhanced monitoring, tighter control and earlier use of court proceedings. Fifty-two per cent of RSLs in the postal survey had changed the timing of key interventions in the last two years. Over half were sending the first notification of arrears sooner than two years ago, while almost four-fifths were issuing the notice seeking possession earlier. Sixty-one per cent were applying for warrants of eviction earlier.
A number of reasons informed the policy of earlier interventions: a concern to minimise the incidence of arrears; to limit the size of arrears; to achieve tighter control of housing officers and their arrears management, and as a response to the changes in Housing Benefit. A few RSLs had also tried to reduce the incidence of arrears through changes in allocation and lettings policies. The majority of RSLs still used generic housing officers for their arrears management, although a small number of innovatory schemes were emerging. These included the use of mobile housing officers and the adoption of housing officers with more specialised roles focused primarily on arrears recovery. Many RSLs had adopted improved IT systems, which enhanced the monitoring and control of arrears and ensured greater consistency in RSL responses. There were, however, concerns that these developments then limited the use of discretion by housing officers in the management of arrears and so the ability to respond sensitively to individual circumstances. Several major concerns underpin the development of a stricter arrears regime. These include: the need to retain the confidence of private financial organisations; to be able to fund routine activities, such as repairs and maintenance; the growing importance of performance indicators; beliefs that earlier intervention was an effective way of limiting arrears; concern that tenants do not view RSLs as indifferent to arrears, and, the need to keep rent as a priority item in tenants’ budgets.
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Chapter 4: Pursuing and Paying; attitudes, beliefs and behaviour
Tenants were concerned about their debts. Most believed that they should pay on time, however, people’s material circumstances often left them little alternative but to live with debt. This view was shared by RSLs, who noted particular problems amongst those in low paid work. It was suggested that this resulted in some tenants treating their rent as an interest-free loan. RSLs indicated that there was a small core of tenants with little intention of paying, whilst concerns were also raised over the attitudes of some younger, single tenants who sometimes tolerated default ‘too easily’ and would ‘walk away’ without compunction. Tenants’ attitudes to debt and financial management were typically prudent. Most had a preference for anticipatory planning. However, over two thirds of tenants had other arrears alongside rent arrears, which made budgeting difficult, and there was a considerable mis-match between tenants’ attitudes, preferences and behaviour. While attempts were made to plan and pay bills ahead of any final demand, in practice there was a tendency to give priority to those organisations that exerted the most pressure. Most tenants attempted to plan their
spending and gain control of their finances by making payment agreements with creditors. However, in the face of multiple debts and demands from creditors not all tenants gave priority to their basic rent or rent arrears, although many did. Notification of the RSLs’ intention to seek possession often increased the priority given by tenants to rent payments. The majority of tenants perceived landlords as helpful over rent arrears, but an increasing proportion saw them as ‘strict’. For those who did not think the landlord was helpful and/or strict, the concerns focused on the speed and/or tone of the RSLs action. Overall, tenants feared eviction, and from a low base, more were being evicted. Chapter 5:The implications of tightening arrears management procedures and policy responses
There are both continuities and changes with respect to rent arrears. The incidence of arrears over the last ten years has remained stubbornly constant as have the fundamental causes of arrears. The major changes relate to the growing adoption of a harsher arrears regime, defined here as earlier intervention, greater and earlier use of the court process and a greater willingness to threaten and imple-
ment eviction. RSLs are increasingly concerned to monitor arrears more effectively and to ensure that staff at the patch level act promptly and consistently. To this end, in some instances arrears management has become more proceduralised and there is less discretion available to housing officers. One underlying intention of a more stringent response to tenants in arrears is to ensure that they give a higher priority to rent payments. However, although earlier intervention may assist the recovery of many tenants by containing arrears at a manageable level and encouraging the minority who are unwilling to pay to do so, nevertheless it may also produce more negative outcomes. It may increase the poverty of tenants by, for example, the amount of agreed repayments, or it may simply move the debt around in cases where there is a major imbalance in tenant finances. Also, inevitably, it may result in the exit of more tenants via eviction, with this group increasingly likely to include those willing to pay, but unable to do so. Ultimately, the adoption of a stricter form of arrears management raises questions about the role of RSLs as social landlords and the appropriate balance of rights and responsibilities between landlords, tenants and the state.
Did You Know…? IHM Chapters are located throughout the Province which offer local training sessions, updates and social activities for IHM members. Several chapters are currently seeking volunteers to serve on committees and/or help with special events. If you would like further information on the IHM Chapter activities in your area, or would like to become involved on your local chapter committee, please email the administration office at: ihm@taylorenterprises.com indicating which Chapter you are interested in.
September 2003
11
Professionalism at its Finest
April 28 – 30, 2004
Mark Calen Your d Now! ar
full conference includes: Wednesday, April 28 includes: • Concurrent Workshops • Accreditation Workshop • Reception • Refreshment Breakouts Thursday, April 29 includes: • Full Day Concurrent Sessions • Lunch and Guest Speaker • Reception, Dinner & Entertainment at Wolfe Island • Refreshment Breakouts
Friday, April 30 includes: • Keynote Presentation • Chapter Breakfast • Annual General Meeting
Session Topics • Mental Health Issues Affect All Ages
• Cross Cultural Sensivity Awareness
• Fire Code and Responsibilities of Landlords
• A Day in the Life of a Property Manager
• Dealing With The Media
And many more…
IHM
Wednesday dinner featuring a ‘Progressive Dinner’ in Historic Market Square
Institute of Housing Management
A Special Pre-Conference Workshop – The Perils and Pitfalls of Human Resources Management
Tuesday, April 27th Wednesday, April 28th Radisson Hotel One Johnson Street Kingston, ON K7L 5H9 Tel: (613) 549-8100
1:00 pm - 4:00 pm 8:00 am - 12:00 noon Special Conference Rates: Double $105.00 / Single $90.00 (+ applicable taxes) Please indicate you are with the Institute of Housing Management Conference
IHM – 2175 Sheppard Ave. E., Suite 310, Toronto, ON M2J 1W8 Tel: (416) 493-7382 • Fax: (416) 491-1670 • Email: ihm@taylorenterprises.com • website: www.ihm-canada.com