IHM News, Volume 25, Fall 2005 by LS Graphics

IHMnews Volume 25, Fall 2005

INSTITUTE OF HOUSING MANAGEMENT

Canadian Publications Mail Agreement # 40739009

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

Prepared for Disaster Peterborough Flood 2004 Inside President’s Message ..............................................................2 IHM Board of Directors..........................................................2 Prepared for Disaster – Peterborough Flood 2004..................3 President’s Commentary........................................................4 Generational Differences in the Workplace............................5 Hiring a Security Tenant.........................................................6 Distance Learning Application Form ......................................8

This edition was compiled prior to Hurricane Katrina. Our thoughts and prayers go to all affected in the states of Louisiana, Alabama, and Mississippi. Greg Grange, B.A, FIHM President

President’s Message

Evict for Anti-Social Behaviour or Manage Tenant Dementia? Greg Grange

As a property manager you experience those untimely crisis calls at 4:15 p.m. on Friday or on weekends.

There is no malicious intent and as property managers we must become more pro-active in identifying dementia related behaviours from anti-social behaviours of our aging tenants.

More often than not, it may involve our senior tenants who, through no fault of their own, become disruptive due to lack of sufficient support services. For those other tenants on the receiving end, it is a case of anti-social or unacceptable behaviour.

Our main task is to ensure that the remaining capabilities of our aging tenants are best used to help the aged remain independent in an environment they are used to. Local support groups and senior associations can provide advice, support, and day clinics.

For the disruptive aged tenant, it quite often is a case of dementia which is one of the most significant age related illnesses.

As noted in our Code of Professionalism and Ethical Business Practices we have a responsibility to:

Condemnation is easy, however it is often understanding that is needed, when it comes to managing perceived anti-social behaviour for not only our aging tenants but our entire tenant population.

As property managers we must learn to manage dementia related capability loses, on behalf of our tenants.

“perform professional duties in a manner that respects the needs, values, and aspirations of the public at large.”

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

As our tenants age, we need to exploit their remaining skills which promote self confidence. To all our other tenants, we must make every effort to increase awareness through public education that tenants do act in particular or peculiar ways, due to medical conditions and there is no malice aimed at them.

2005 Board of Directors PRESIDENT

TREASURER

Greg Grange, B.A., F.I.H.M. Mgr., Housing Division City of Kingston 216 Ontario Street Kingston, ON K7L 2Z3 Tel: (613) 546-4291 ext. 1265 Fax: (613) 546-3004 E-mail: ggrange@cityofkingston.ca

William J. Corrigan, A.I.H.M. Chair: Finance Committee Williams and McDaniel 66 Macdonell Street, Suite #301 Guelph, ON N1H 2Z6 Tel: (705) 788-7690 Fax: (705) 788-0928 E-mail: billco@cogeco.ca

VICE-PRESIDENT

DIRECTORS

Mary Pinto, A.I.H.M. Chair: Membership Committee Regional Municipality of Waterloo Planning, Housing & Community Services 150 Main St. Cambridge, ON N1R 8H6 Tel: (519) 740-5777 Ext. 7080 Fax: (519) 740-5957 E-mail: pimary@region.waterloo.on.ca

Lee Campbell, A.I.H.M. Co-Chair: Communications Committee Kingston Frontenac Housing Corporation Manager, The Social Housing Registry 471 Counter Street, Suite 100 Kingston, ON K7M 8S8 Tel: (613) 546-5591 Fax: (613) 546-9375 E-mail: lcampbell@cityofkingston.ca

SECRETARY Deborah Filice, A.I.H.M. Co-Chair: Communications Committee Halton Community Housing Corp. 690 Dorval Drive, 7th Floor Oakville, ON L6K 3X9 Tel: (905) 825-6000 Ext. 4414 Fax: (905) 849-3568 E-mail: filiced@region.halton.on.ca

Joan Cranmer, F.I.H.M. Chair: Education Committee Victoria Park Community Homes 155 Queen Street North Hamilton, ON L8R 2V7 Tel: (905) 527-0221 Fax: (905) 527-3181 E-mail: dcranmer@cogeco.ca

James Mellor, A.I.H.M. Liaison: Conference Committee Windsor-Essex County Housing Corporation 945 McDougall Street P.O. Box 1330 Windsor, ON N9A 6R3 Tel: (519) 776-4631 Ext. 14 Fax: (519) 776-5510 E-mail: jmellor@wechc.com

Harry Popiluk, F.I.H.M. Chair: Marketing Committee Victoria Park Community Homes 155 Queen Street North Hamilton, ON L8R 2V7 Tel: (905) 527-0221 Ext.215 Fax: (905) 527-3181 E-mail: hpopiluk@vpch.com Don White, A.I.H.M. Chair: Nominations Committee Toronto Housing 267 Jarvis Street Toronto, Ont. M5B 2C2 Tel: (416) 981-5959 Fax: (416) 981-5960 E-mail: Don.White@torontohousing.ca

CANDIDATE REPRESENTATIVE Lynn Alexander Candidate Representative Property Manager The Region of Durham Housing Services P.O. Box 623 Whitby, ON L1N 6A3 Tel: (905) 434-5011 Fax: (905) 434-1943 E-mail: Lynn.alexander@region.durham.on.ca

ADMINISTRATORS: Lynn Morrovat (Administrator)

Ext. 254

Josee Lefebvre Ext. 255 (Administrative Assistant) IHM Office 2175 Sheppard Ave. East, Suite #310 Toronto, ON M2J 1W8 Tel: (416) 493-7382 Fax: (416) 491-1670 Email: ihm@taylorenterprises.com

IHM News

Feature

Prepared for Disaster Peterborough Flood 2004 by Darlene Cook, Peterborough Housing Corporation I am unsure if anyone can truly prepare adequately for a disaster and indeed there are several types of disasters that occur that are not apparent at the time of the event. It is only when you have time to evaluate the losses that you realize that it truly qualifies as a DISASTER! The disastrous flooding that occurred in Peterborough on July 14, 2004 was certainly an event that, although you knew it was extraordinary, the scope of the losses was not apparent until some days after the downpour. Peterborough had experienced a “once in a hundred years” flood in the summer of 2002. The housing corporation had approximately 100 units that experienced wet basements and the staff and restoration company, sent by the insurance, worked along side of the residents and removed wet contents, supplied drying equipment and provided necessities for the worst hit community that was without hydro for upwards of a week. Little did we know that this was the “ business continuity plan” that we would draw on for experience to help us through an event that went far beyond the scope of the first splash of 2002! After being called to the phone at approximately 5:00 am on the morning of July 14, 2004 to hear that there was a large rainfall in Peterborough overnight and we might have some water in some areas, I was astounded (I live outside of the area) by the amount of water on the roadways when I actually attempted to get to the office. The mobile maintenance team “shoveling” water outside of our main office doors greeted me. Many of our staff was unable to come to work because of washed Fall 2005

out roads, floods in their own homes or they were away from the area on holidays. Staff members that were able to get to work were faced with a wet office environment, a deluge of maintenance calls and some very angry tenants. By 9:00 am, we were stranded in our offices because the canal beside us was deliberately flooded to take pressure off other areas of the City of Peterborough and we could not physically leave the building we were in by car. We were able to get to one townhouse development by mid morning only to find tenants in a rubber raft boating in an area where the sidewalk used to be. Freezers and washing appliances were banging on

the ceiling of the basements as water seeped into the first floor of the units. Cars were submerged in the parking lots; hydro was still on and needed to be disconnected for safety reasons. The insurance representatives and restoration companies were told to stay out of the city and City Hall was officially closed! In total, 257 units of our housing were affected. Our own offices were stripped of carpets, drywall and tile. We found having a private conversation quite a challenge, not to mention the predicament of half walls in the washroom areas! Staff, contractors and residents were amazing! Very

Feature

few tested our patience and many of those affected were busy trying to help those who were worse off. Peterborough became a city of crowded boulevards (garbage for weeks), a free for all for appliance salespersons and building supplies and a temporary home for many contractors. Folks from outside the area sent donations, supplies and offers of aid to all parts of the city and the housing community came forward for Peterborough Housing Corporation and our residents. We had toys, furniture, money and offers of staff from all over the Province. Susan Stokes from Social Housing Services Corporation stopped her vacation and came to Peterborough to help with the co-ordination of three restoration companies, five insurance adjusters and helped as a go between for several of the tenants who had insurance. Staff worked throughout the weekends and monitored contractors, helped with paperwork and helped gain entry to all affected units.

The aftermath in later months was unforeseen. Basements heaved, walls collapsed and mould began to form. We replaced 160 furnaces, 257 water heaters and 13 entire first floors. We coordinated trips to evacuation centers, food for staff and residents and had many “on the spot” team meetings. Large poster sized Post It notes served as a tracking system for staff. Many agencies and city staff relied on our staff for information about the needs of our residents. We became very savvy at what insurance would pay for and what it would not so we hired some of our retired staff early in the game as we found a contract and receipt was better than trying to be reimbursed for staff time. The insurance companies were surprised that we insisted on competitive process for later repairs and that we wanted consultants to oversee the installation of the furnaces. We are finally finished most of the rehabilitation, I believe

the final insulating walls are being done this week. We have had some good things come from this disaster. The Province matched the federal government and gave us $50,000.00 per unit for a new townhouse development built on “high” ground donated by the City of Peterborough. Flood victims will get first priority for these units aptly called “River Ridge”. We surveyed households and filled their wish lists with toys donated or bought other toys with cash donations and had enough left to give to the shelter and fund a junior play program in our communities this summer. We are thankful for the support of our peers and other housing agencies and have empathy for those areas that have experienced flood, hurricane and other disasters in the past year (and there have been many). I think I can safely say that we are beginning to relax and let our anxiety level lower with each new rainfall.

President’s Commentary

Tenant Complaints and A Taste from the Past! As a property manager I can attest to the analogy that tenant complaints are like the spoonful of cod liver oil my mother used to force down my throat. (I don’t think she ever knew but I followed it with a spoonful of brown sugar when she went out of the room). Nobody likes cod liver oil, however a spoonful can make you feel better and so can tenant complaints. Cod liver oil is a dose of preventative medicine and so too are tenant’s complaints as it can give advance warnings of mechanical or electrical malfunctions of your building components among other things. Encourage your tenants to report incidents, occurrences, or day-to-day mainte-

nance issues directly to the property management office. If it doesn’t come to you it will fuel the tenant grapevine and only compound your effective management of tenant issues.

Complaint management will keep you ahead of your competition, reduce turnover and associated costs and spread the good word that your rental properties are the place to live.

Listen to your tenants, empathize, accept responsibility, explain corrective action, follow through in a timely manner, and log those complaints.

Encourage complaints!

Resolved and unresolved statistical complaint data over a period of time tells an interesting tale on your ability as an effective and professional property manager. If you hear no complaints, that doesn’t necessarily mean it is a great place to live, it may mean no one bothers to complain, and your tenants move elsewhere.

It may be the best dose of medicine you ever take as a property manager, with the exception of cod liver oil for those of us old enough to remember, and if you don’t know, try it you might like it! You are the ‘Best of the Best’!

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

IHM News

Generational Differences in the Workplace by Bert Robertson Today we are graced with the presence of four distinct generations in the workforce (Veterans, Boomers, Xers and Millennials). Each generation has developed its own unique ways of viewing the world of work. These differences can be the cause of stress and conflict, or a source of creativity, strength and opportunity. As Stephen Covey of “7 Habits” would say, one of the best places to begin is with understanding. If we can understand what is important to each generation, we can learn to see things in a wider perspective and begin to effectively build bridges of communication between the gaps. The Veterans or Matures (born 19251946), are generally comprised of those who are 59 years of age and older. This generation is post-war and their nature is to be loyal to a single employer for a lifetime and in turn, they expect the same degree of loyalty back. In the workplace, they show up on time and take orders well – they do as they are told because they respect their boss. Core values include dedication, sacrifice, hard work, conformity, delayed reward and duty before pleasure. Baby Boomer’s (born 1946-1964) are generally between the ages 41-59 and represent about 45% of the workforce. This is the group that invented the 60-hour workweek. “I Owe, I Owe it’s off to work I go” – Boomers have been great consumers and racked up large debt levels. Generally speaking, they grew up in prosperous economic times and were free to explore other aspects of life like sex, drugs and rock-and-roll. As Boomers grew up they saw institutions as too powerful and they worked for individual rights and a level playing field for all. They are team oriented, nostalgic and interested in health and personal growth. Generation X (born 1965-1980) are 2540 years old and have been referred to as a Fall 2005

“generation on hold”. They grew up in an era of technology, TV, day care, divorce and downsizing. The majority of Generation X grew up with both parents working. They saw their Baby Boomer parents get laid off or they witnessed them being miserable in their jobs. This helped shape their current value system which is “I m going to have a life first and work will come second”. It is Generation X that has been pushing for flex hours, 4-day workweeks and parental leave for both fathers and mothers. This group is adept, clever, resourceful and sometimes edgy. They seek a flexible work environment with lots of choices and room to grow. They are less likely to buy into traditional notions of company loyalty. Their goal is to have fun at work, make a buck and have a life. This group sees learning new things as adding to their marketability. Generation Y or Millennials are 24 years and younger (born 1981-2000). They are likely called Generation Y because that is the question they ask most, “Why?” As a generation, they have seen tremendous economic growth and an explosion of technological convenience. They are confident; achievement oriented and possesses considerable technical know-how. Millennials want to work where they are allowed creative expression, a flexible approach and control over their own hours. They are arriving in the workplace with high expectations. They get bored quickly and need more incentive to work than just a paycheck. They are seeking learning opportunities, friendships, and an opportunity to provide input. Things to know or do if you are managing X’s and Millennials

approach the task as they see fit. Tip – delegate the outcome instead of the individual task. The one perk X’ers appreciate is leading edge technology. GenXers ranked chance to learn new things higher than did Veterans and Boomers. They desire freedom from supervision and are seeking variety in work assignments. In the workplace, Xers are motivated by a sense of belongingness. They are skeptical of the status quo and hierarchical relationships. They believe managers must earn their respect rather than deserve it by virtue of their title. Tips for working with GenX

Be transparent about who you are. Talk openly and with honesty – don’t oversell. Deliver a clear message about the organizations values up front. Share the big picture. Allow time for fun. They dislike inflexibility, hearing about the past and being over managed. Generation Y (Millennials)

Xers and Millennials are similar but Millennials are more optimistic than GenX. Millennials have a strong sense of entitlement and are coming into the job market with higher expectations than previous generations. They become bored easily and want immediate feedback. Be open to their ideas and comments. They have been brought up to have an opinion and they expect to be asked for it. Ask them how they want to be managed, trained and rewarded. The future workforce is very optimistic and has a high regard for environment, community and education. They want as much as possible, as fast as possible and will have high mentoring needs.

What motivates Gen X?

GenXers place great importance on being trusted to get the job done, and on being given the freedom and flexibility to

Bert Robertson works as a Labour Market Information Analyst with Human Resources Skills Development Canada.

IHM News

Hiring a Security Tenant by Mary McIntyre, AIHM, Kingston and Frontenac Housing Corporation

We have Security Tenants residing in all of our adult buildings. They are a valuable asset to our organization, and as a Property Manager, they can make my job a lot easier. However, hiring a Security Tenant can be a challenge and recently I was put to this challenge. We advertised and received many applicants. We selected six to interview. A clean CPIC is necessary so our first question is “Have you ever been convicted of a Federal Criminal offence for which you have not received a pardon?” Everyone says no. Next question “You will be required to get a CPIC, will that be a problem.” Again the answer is always “No problem”. I am now smiling. We choose a successful candidate and send him off to the police station. CPICs can take up to two weeks to receive them. But the guy assured me he would get a clean CPIC, no problem. And because this is my first round of interviews, I am naïve and I give him his keys. Life is good. CPIC comes in and guess what, life is not quite as good. He lied! Who lies in an interview? Okay, dumb question. But who lies about something that will show up in black and white? To say his CPIC was not clean would be an understatement. He has 18 charges ranging from theft to assault to impaired driving. I was stunned and I said so when I spoke to my Security Tenant who is getting quite comfortable in his new apartment. He assured me that most of the charges were misunderstandings and those that are real, were a long time ago. He’s changed. Unfortunately for him and lucky for me, his offer of employment was conditional upon him having a clean CPIC so I now tell him he has to vacate the apartment. He is really sorry especially since this is his first apartment in many years. (Another new piece of information).

So we advertise again and receive fewer applicants. We set up interviews and cross our fingers. First question – Ever been convicted and not pardoned? Definite no. Of course now I am a bit skeptical. Are they lying or maybe they don’t understand the question. But have faith. Next question – Can you get a CPIC? Second guy says no problem; in fact he just got one. Great! I am smiling again. So was it clean? “No, but I can get one.” Smile is gone. Sorry but this interview is over. Everyone else can get one. But now I ask, “Will it be clean” Oh, I think so, does impaired driving count? Yes it does. One person wondered how far back do they check. All the way back to your 18th birthday! But all is not lost, there was one lady who would be delighted for the job and I was convinced I would also be delighted. We are back in business. I am smiling. Life is good. 24 hours later she calls. Her family are against her taking this job. Apparently my building has a “reputation”. Well I am disappointed but not knocked down. There

was another younger lady. I call her and yes she is still interested. Great! 24 hours later she calls and guess what? It doesn’t make sense financially for her to take the job. She’s on ODSP, so free rent means nothing and the hourly wages will be deducted. I guess I can understand what she’s saying. Now I am really disappointed. I am not smiling and I have given up on the good life. Alright, it has now been a few months with no Security Tenant. So now what?! Well I review all past applicants. Maybe I missed a good one. (Definite sign of desperation). But I do not lower my standards and no I did not overlook a good one. So I re-advertise. I get six applicants. This time I will do phone interviews and get those first two questions out of the way. If they pass them, then they will come in for an interview. Two of the applications are couples who are applying for the job together. So first call, I speak with “Mrs. Smith”, I tell

IHM News

her that I can only hire one of them. She thinks her husband would be the better person. He isn’t home but we talk about the job. I mention the thing about criminal offences and a CPIC. No problem that she knows of and they have been together over 20 years. Okay, send him in. Next call I speak with “Mr. Smith” and tell him I can only hire one. Although we speak for some time he never really gets this concept but he would come in for the interview (he was a Minister so I was almost embarrassed to ask him those first two questions). Third and fourth - No and No problem to my questions and they are set for the interview. Great! Four applicants and they have passed the first phase. So we interview. First guy comes in whose wife gave him a raving reference. Just to be safe I decide to ask the first two questions again. So, have you ever been convicted of a Federal criminal offence for which you have not received a pardon? I am smiling because I know the answer (Remember I already talked to his wife and she knows all) He looks shocked that I would ask and says Yes. Smile is gone. I am again stunned. “What?” I said (Maybe he misunderstood the question). Yes he was convicted of assault. How long ago? Oh, about 5 years ago. What?!! Your wife must not know. He said, “Well she should; it was her who called the police, it was domestic assault”. Interview is over. Oh well, that’s only one and I have three to go and one is a retired Minister. The Minister wants to bring his wife into the interview room because she is really good at interviews. Unfortunately this is not possible. So he agrees to be interviewed alone and he still passes the first two questions. I have a slight smile. However his answers to all the rest relied on him giving religious advice to all tenants because that is the way to handle all problems. And a fire alarm, he would leave the building. (Not sure where the tenants or fire department are.) Next guy comes in (No wife in sight). So far so good. First question. Well

Fall 2005

he gave that some thought since we last spoke and he’s not so sure he could get a clean CPIC. World’s shortest interview. Last guy. This does not look good right from the start. He is having a tough time walking the great distance to the interview room. Finally, we’re in and he’s sitting. I am thinking, how will he walk the two storey building twice a day. Anyway we proceed with the interview and he passes those two deadly questions. No changes since we spoke on the phone. Last question, (and the one that I know will be the deciding factor) “Knowing you will have to walk the building, including stairs twice a day, do you have any physical limitations which would prevent you from completing the duties of this job?” Well, stairs may be a problem but his wife could do it. Why am I not surprised? I have given up smiling. Life is definitely not good. It is now suggested to me that I advertise in all the adult buildings. Maybe I will find a tenant. Well it’s worth a try. And, don’t I get the absolute perfect application. I know this person will be terrific. You might think “I am smiling. Life is good”. But as luck (at least my luck) would have it, this terrific person is already a Security Tenant. So yes you see my problem. I will now have a Security Tenant in this building and a vacancy in another building. Do I laugh or cry? So we go ahead with the move and she has proven herself all over again as a great Security Tenant. So what to do with that other building. I don’t know. I just can’t go through all that again. A few days later, (it’s like someone is finally done playing with me), I get a call from a tenant who has been away and would love the Security Tenant job. No she has never even been to a police station. She is physically fit and formerly employed as a homemaker. Does it get any easier? And guess what, she produced a clean CPIC (and before she got keys to the apartment). She has also proven to be a great Security Tenant. I am smiling. Life is good.

Mark Your Calendar

Now! May 10-12 2006

The 2006 IHM Annual Educational Conference will take place at the Hilton Windsor Hotel, in Windsor, ON from May 10th to May 12th, 2006. Watch for exciting program and registration information coming soon to the IHM website www.ihm-canada.com

New Members & Graduates New Candidate Members Pamela Duncan Joanne Fortier Hughes Gwen Howarth Merwin Cathy Shafe Sennan Vandenberg

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