IHM News - Fall 2024

Volume 93, Fall 2024

ENHANCING THE KNOWLEDGE AND SKILLS OF PROPERTY MANAGEMENT PROFESSIONALS

The 5 Hidden Costs of Deferring Maintenance

Inside President’s Message ........................................................................................................................................ 2 Why is it Important to have Diversity on Your Board of Directors? . 3 5 Hidden Costs of Deferring Maintenance ....................................................................... 6 The Top 10 Benefits of Having IHM Accredited Staff............................................. 9

What are Some Ways Property Managers can Lead

by Example? .............................................................................................................................................................. 12 ‘Broken System’ Leaves Landlords to Foot Bill for Tenants Trashing Home ....................................................................................................................................................... 14 Unlearning: Expecting Employees to Go ‘Above and Beyond’................17

Course Completions & New Accredited Members ............................................. 10

IHM 2024-25 Board of Directors ................................................................................................. 20

NewIHM Co-op Housing Management Accreditation (CHMA) News • Fall 2024 Program .......................................................................................................................................................................... 12

Corporate Members .......................................................................................................................................

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P r e s i d e n t ’s M e s s a g e Over the past year, we have had some great success in uniquely offering our core courses. These courses run over six weeks. One day a week, we join the students via Zoom to review course materials and discuss the chapters being reviewed. This is done in the mornings, and then the students have until the following week (on the same day each week) to complete the chapter reviews and read the chapters for the next Zoom Meeting. We complete the course in five weeks; the students write the exam in the sixth week. It takes some commitment, but the feedback on completing a course quickly has been very positive and the results have been excellent.

We continue to welcome new accredited members each year. It seems people are trying to complete their courses and apply for their designation. More members have applied in the last couple of years than in the previous five years. It is very encouraging to welcome the increased number of our accredited Members. A reminder: if you have finished your courses and meet the property management experience requirement, we encourage you to submit your application.

Perhaps the most exciting news on the education front is that the Cooperative Housing Management Accreditation (CHMA) program was officially launched in August. This program is available through Distance Learning, Hybrid and In-Person at the CHF Annual Conference, offering students an opportunity to take the courses on their schedule in the format that suits their learning style.

Our monthly Chat Room sessions continue to grow in the number of participants joining each month and are becoming part of the discussions and learning. We try to bring exciting subjects essential and relevant to our daily activities within the property management sector. If you have suggestions on future topics, please let us know. Our goal is to provide the information that you want to learn about. The November 20th Chat Room session focuses on insurance – Preventing & Managing Crises: Insurance & Risk Management Support. And a reminder that our December 11th session is our annual Let’s Talk – Open Mike with a panel of experts to answer your questions, address your concerns and share experiences.

Yes, I know it is early, but as this is the last issue in 2024, on behalf of the Board of Directors and the staff at Association Concepts, we wish everyone a very healthy and Happy Festive Season.

Enjoy the celebrations with family and friends.

Jimmy Mellor, FIHM IHM President

IHM News • Fall 2024

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Feature

Why is it Important to have Diversity on Your Board of Directors?

By: Tracy Geddes, AIHM

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aving a diverse Board of Directors, one that reflects the differences in your community, is crucial for several reasons.

1. Broader perspectives – A diverse Board brings a range of ideas, perspectives, and experiences, which can lead to creative resolutions to complex housing issues. Different viewpoints can help identify service gaps and provide innovative solutions to create tailored strategies.

2. Enhanced Community Representation – A Board that reflects the demographics of your community can better understand and advocate for their needs.

inclusivity and represents the populations it serves. This can lead to increased funding and partnerships within the sector.

3. Improved decision-making – Research shows that diverse 5. Access to a greater range of services – Board members teams make better decisions! from different backgrounds Diverse teams are more likeoften have different networks ly to challenge the ‘status quo’ and connections, which can be and think outside the box. This invaluable for tendering, fundcan lead to creative solutions in raising, advocacy, and collaboaddressing affordable housing ration. This expanded network challenges, such as increasing can open doors to new resources affordable housing stock, and and opportunities. community engagement strategies.

6. Aligning your values with your mission – Incorporating diver4. Increased credibility – Stakesity into the Board aligns with holders are more likely to supthe mission of many Co-operport, and take guidance from, an atives and Non-Profits, to proorganization that visibly values IHM News • Fall 2024

mote equity and social justice.

A commitment to diversity reflects the organizations values and dedication to enriching the lives of those they serve.

A diverse Board, one that’s attentive and responsive to the community’s needs, and reflects the demographic of its residents, fosters an environment of trust, and ensures that the organization is addressing the concerns of all stakeholders. By incorporating a variety of backgrounds, including race, gender, socioeconomic status and professional expertise, Boards can analyze problems more thoroughly and arrive at well rounded solutions! u

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Feature

Rising Insurance Costs By: Kevin McCann, FIHM

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nsurance costs are rising rapidly in almost every sector, including rental properties. There are many reasons for the increases that are beyond the control of landlords.

Climate change is a big factor, with more weather-related damage occurring and expectations that this type of damage will only get worse in coming years. Society is becoming more litigious with more claims being made and higher payouts being awarded. The costs of building materials and labour needed to repair damage have risen rapidly in recent years as has the cost of defending claim.

done with an expert such as an insurance broker.

they have kept up with maintenance upgrades, especially to their electrical, plumbing, HVAC systems and roofs, are being assessed at higher rates. (An insurance expert can give advice)

Social housing providers can benefit - Compare options and shop from the Housing Services Corporaaround. Review quotes annually tion Group Insurance Program that or upon renewal of your current uses the bulk buying power of many policy. housing providers and in-house ex- Maintain a good claims histopertise to secure better pricing. Pri- - Bundle insurance policies where ry by being conscientious about vate sector landlords can work with possible. As an example, if your safety and paying out of pocket an expert (broker) to assess and uncompany has a fleet of vehicles, it for smaller claims. derstand their needs and risks and may be beneficial to combine the - Maintain your property propsecure competitive quotes. Whethbuilding and vehicle policies erly and keep it safe. Annual or er you are a private or public social more frequent inspections show housing landlord there are a num- - Increasing your deductible may due diligence and can assist in be another option to consider as ber of things that you may want to identifying/heading off potenhigher deductibles result in lowconsider in order to secure better tial risks and mounting a defense er rates with the owner taking on insurance rates while maintaining a against claims. For example: some of the risk as a result. reasonable level of coverage. complete fire safety inspections - Review your coverage and un- - Landlords of older buildings and document actions taken, who cannot demonstrate that derstand your needs. This is best examine sidewalks after winter IHM News • Fall 2024

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for potential lifting and trip hazards, have playgrounds and roofs inspected annually by an expert, Document all of these activities.

Maintain your property and keep it safe.

- Emphasize safety measures in your buildings when filling out your building profile information for a potential insurer, i.e. security cameras, improved lighting, regular inspections of roof, fire safety, HVAC systems, etc.

It is important to discuss your insurance needs with an insurance expert to determine the best methods of limiting your organization’s exposure to risk, potential litigation and rising insurance costs. u

UPCOMING EVENT

Preventing and Managing Crises: Insurance & Risk Management Supports November 20, 2024

Thank You to Our Event Sponsor

12:00 pm - 1:00 pm - Zoom Session Presenter: Jenny Gloria, (She/Her), Senior Manager, Insurance & Risk, Housing Services Corporation Moderator: Jimmy Mellor, FIHM, IHM President

Details and to Register

Visit our website’s Events Page for information and updates on all IHM Events IHM News • Fall 2024

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Feature

5 Hidden Costs of Deferring Maintenance By: James Piper, P.E., FacilitiesNet

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very year, billions of dollars in needed maintenance repairs to facility assets are deferred.

Inadequate funding is the most often cited reason for deferring maintenance, closely followed by insufficient staffing. But there are other factors.

Maintenance managers and personnel may not fully understand all of the tasks that are necessary to properly maintain building assets.

Assets may have been installed in a way that makes maintenance difficult or impossible. And those setting the budget may not understand the full cost of deferring maintenance.

Studies of organizations show that on average, for every dollar “saved”by deferring maintenance, there comes a four dollar increase in future capital renewal costs. Those are the direct costs for that specific asset. There are additional indirect costs that may have an even larger impact. Over the life of that asset, those additional costs may total more than 15 times what would have been spent on the maintenance had it not been deferred.

If managers are to be successful in changing the culture that results in deferring maintenance, they must present a case that lays out all of

IHM News • Fall 2024

the costs of deferred maintenance, the facility. When this happens, the from emergency repairs to collateral maintenance department is under pressure to fix the issue, even if it redamage. quires the use of overtime for maintenance personnel or contracting Emergency Repairs with outside services.

The ideal maintenance program is a proactive one — maintenance per- If parts must be ordered or if the sonnel perform the necessary tasks asset must be completely replaced, when needed. And when the asset there will be additional expenses approaches the end of its service life, that must be added to the cost. Deits replacement is scheduled. But lays as a result of part or replacedeferring maintenance changes the ment asset availability can require process from proactive to reactive. that operations be moved to another area of the facility. In the event of With reactive maintenance, the as- a failure of a HVAC or other simiset picks the time when it needs lar system, temporary replacement emergency service or total replace- systems may have to be brought in ment. This can cause disruptions at an additional expense. When the during peak occupancy periods or asset controls the timing of its repair complete shutdowns of portions of or replacement, costs will always be 6

ating efficiency by two to three percent.

higher and there will be disruptions.

Shorter Asset Life All building assets have a finite service life. While there are many factors that impact the actual service life in a particular application, one of the most important is how well it has been maintained. Without proper maintenance, the service life of practically all facility assets will be shortened.

While there are many factors that impact the actual service life in a particular application, one of the most important is how well it has been maintained.

For example, pealing wood trim paint on the exterior of a building will allow water to penetrate the wood, leading to cracking, splitting, and decay. Failing to inspect the trim on a regular basis and stretching the paint cycle out several years may save some money today, but it will only allow more damage to take place. Eventually, the damage will building mechanical systems. Proper maintenance of these systems require that the wood be replaced. is particularly important if energy The same thinking applies to build- costs are to be minimized. ing mechanical systems, where a very common practice is reactive or run-to-failure maintenance. Consider building HVAC and domestic water pumping systems. A typical centrifugal pump in these applications requires periodic lubrication, inspection of seals, vibration monitoring, alignment checks, and other routine maintenance tasks. A well-maintained centrifugal pump can easily operate for 20 to 30 years.

That same pump under run-to-failure maintenance practices can fail in as little as five years.

For example, if boilers are to operate at peak efficiency, there are a number of maintenance tasks that must be performed on a regular basis.

The boiler must be tuned regularly to ensure that the proper amount of air is being introduced. Too little air and the fuel is not fully oxidized.

Too much air and heat are lost up the stack.

Safety and Health Risks Deferring maintenance on a wide range of building assets can cause harm to employees and visitors.

Some are obvious, like failed floor tile that poses a trip hazard. Others may be less obvious, like the buildup of mold behind water damaged walls. Skipped or irregular cleaning of building HVAC systems can lead to the buildup of mold, mildew, and pathogens within the systems that then are distributed throughout the building. Even simple things, like door closers that are not properly adjusted, can cause injury should the door slam closed on a person's hand.

A poor working environment due to poor air quality or frequent breakdowns of assets will damage employee productivity. Visitors will see and sense these deficiencies, too, and the organization's reputation will be damaged.

Deferred maintenance can also lead to compliance issues with local code and regulatory officials. Spot inspections or complaints from building occupants can lead to failed compliance inspections, fines, and bad public impressions. In more severe cases, they can lead to mandated shutdowns of the facility until items Boilers also require periodic cleanhave been corrected. ing to remove soot from the fireside of the boiler tubes or heat exchangCollateral Damage er. Similarly, the waterside of the boiler must be cleaned to prevent The impact of deferring mainteReduced Equipment the buildup of scale. Soot and scale nance is not limited to just that asset.

Efficiency both interfere with the transfer of Often, it extends well beyond. ConThe impact on energy efficiency re- heat within the boiler, reducing its sider the situation of a failing roof. sulting from the deferral of main- efficiency. Skipping even one annual The roof has been leaking and in tenance is most noticeable with cleaning can reduce a boiler's oper- need of replacement for some time, IHM News • Fall 2024

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but funds are not available. So maintenance personnel make patches to the areas where leaks are reported.

But in spite of their efforts, additional leaks will occur and some may go unreported. Additional repairs are made, and while the leaks may have been temporarily stopped, they will have caused collateral damage.

How big is the deferred maintenance issue in your facility? Numbers talk. Remember you are competing with other departments for a limited pot of funds. Start with an assessment of the facility, including mechanical and electrical systems, the building envelope, the building interior structures and finishes, and the building site. The facility assessment should evaluate the condition of each of the assets and identify any deficiencies. Rate the critical nature of the asset and the seriousness of each deficiency. Finally, develop a budget for its repair or replacement, along with an estimated timeframe for the work.

Water damage to roof insulation and decking may now require that sections be replaced. Ceiling and walls may now have to be repaired or replaced due to water damage. Structural elements exposed to the water may have corrosion or rot damage necessitating repairs. Water damaged lighting fixtures and electrical wiring will have to be replaced.

Having a list of needed repairs along with projected costs isn't enough.

Collateral damage can turn a single, In most cases, there will be so many maintenance issue into a nightmare. items and they will be so costly Not only will the organization have that those who set the budget may to pay for correcting the original choose to ignore them, thinking maintenance issue, they will have maintenance is just crying wolf. To to pay for repairing or replacing help present your case, give them all other assets damaged, and they examples from the past that show will have to do so on an emergency how deferring a particular repair or basis further increasing costs. If replacement action resulted in adthe collateral damage is serious or ditional repair costs, disruptions to extensive enough, managers may operations, or compromised safety. lose the use of the impacted space Presenting solid data that shows the for an extended period of time while scope of the issue and how it has immaterials are ordered and repairs pacted the organization in the past made, yet another cost increase. will strengthen your case. u

Avoiding the Deferred Maintenance Trap If facility managers are to be successful in reducing the total cost of deferred maintenance, they must build and present their case to those controlling their budget. They must present sound evidence that supports the budgeting of maintenance projects today, rather than deferring them to some future time.

IHM News • Fall 2024

We know that a Property Manager’s job can be both challenging and interesting. How often have you come to work with your day all planned in your head only to have something unexpected come along?

We are looking for some stories to share with your colleagues in the Property Management field. If you have an interesting story that you would be willing to author, please contact the Newsletter Committee at info@ihmcanada.net

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Feature

The Top 10 Benefits of Having IHM Accredited Staff By: Tracy Geddes, AIHM

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n support of employee development, a detailed professional training plan is imperative to meet the corporation’s intended objectives. As you review your training plan, you might be wondering, why should my Staff be accredited with the IHM?

dents and fostering a harmoniregulations, and best practices. ous community environment.

Their knowledge helps ensure that the organization remains 6. Professional development – compliant with property stanAccredited Staff are typically dards and legal requirements, committed to continuous learnreducing the risk of penalties or ing and professional continulegal issues. ous development. This commitment can lead to innovative 3. Quality assurance – Accredipractices and improved services tation often involves rigorous Do the benefits outweigh the costs? as they stay updated on industry training and evaluation, ensurCan my Staff afford the time away trends and advancements. Staff ing your Staff meet specific profrom their duties to work on their fessional standards. This quality will meet people from across the designation, just to add some letters sector, including property manassurance leads to higher service after their name? agement students, knowledgelevels, benefiting members, othable instructors and industry er Staff, and the sector. When The short answer is, yes! Having partners, which leads to valuwe raise the bar, we rise to meet IHM accredited Staff in your orgaable networking opportunities the challenge! nization brings several benefits that and access to diverse ideas and can significantly enhance the effec4. Increased credibility – Having resources. tiveness of your corporation and the accredited Staff enhances the quality of services provided. Here credibility of the organization. 7. Stronger financial manageare the top ten key advantages: ment – Accredited financial Stakeholders, including tenants, current and potential new Staff, professionals can provide solid 1. Enhanced expertise – Accredfinancial oversight, ensuring the Service Managers, The Institute ited Staff possess specialized sustainability of an organization of Housing Management - Canknowledge and skills in areas ada, and industry partners are for years to come. such as property management more likely to trust and support administration, financial man8. Better community engagement an organization that employs agement. human relations and – Staff with accreditation can efquality professionals. community engagement. This fectively foster relationships with expertise enables them to navi5. Effective conflict resolution – tenants, other Staff, and sector gate the complexities of portfoStaff with accreditation learn partners, encouraging participalio management. various techniques for problem tion and collaboration. This insolving and resource gathering. volvement strengthens the sense 2. Improved compliance – AcThis skill set is invaluable in of community and enhances credited professionals are often managing disputes among resitenant and Staff satisfaction. well-versed in relevant laws, IHM News • Fall 2024

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9. Performance metrics and evaluation – As Staff work through the accreditation process, learning and being tested, they gain skills in evaluation techniques.

This enables them to set and measure performance, both for themselves and the organization. They can then assess their operations, as well as that of other Staff and the organization as a whole, to evaluate the effectiveness of their current practices, and make data driven improvements.

10. Attracting funding and partnerships – Funders and sector partners are more likely to support organizations that demonstrate a commitment to professionalism and quality. Having accredited Staff can enhance grant applications, operational reviews, and hiring of property management companies, as well as open doors to collaborative opportunities.

Employing accredited Staff can lead to improved expertise, compliance, and community engagement, ultimately enhancing the overall effectiveness and sustainability of the Property Management Profession for generations to come.

Tracy Geddes is currently a Housing Administrator at Niagara Region and has a history of working in the non-profit and co-op management industry. u

Education

Course Completions in Property Management Maintenance

Tenancy Law

Alexander Aguiar Sonia Boiago Peter Kocalev Melissa Mercer Karin Musgrove Amanda Stevenson Danielle Walker Olga Zelenenka

Deepti Batra Ryan Campbell Melanie Corriveau Bernadette Degsi Dana Dufford Godfred Okyere Koranteng Cara Weatherell

uuu

Administration Tsion Getachew Admassie Olga Boyko Cheryl Donoghue Courtney Flinn Melissa Hancock Alison Henderson Bruce Keating Petar Kocalev Daniela Luiceanu Michelle Matkowski Tracy Penley Lisa Roy Kyle Schertzer Emilee Wotton

uuu

Human Relations Harpreet Kaur uuu

Finance Alexander Aguiar uuu

Honourary Candidate Memberships Harpreet Kaur AIHM(c)

uuu

Join the Institute of Housing Management on

Facebook, LinkedIn and

Twitter Visit our website at:

ihmcanada.net to gain access

IHM News • Fall 2024

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Education

Learn more about the CHMA Program

IHM News • Fall 2024

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Feature

What are Some Ways Property Managers can Lead by Example?

Powered by AI and the LinkedIn community https://www.linkedin.com/advice/1/what-some-ways-property-managers-can-lead-example-xk4lc

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s a property manager, you are responsible for overseeing the daily operations of your properties, ensuring the satisfaction of your tenants and owners, and managing your team of staff and contractors. But how can you also be a leader who inspires trust, loyalty, and excellence in your work environment? Here are some ways you can lead by example and set the standard for your industry.

1. Communicate clearly and consistently Communication is key for any successful property manager, as you have to deal with various stakeholders, issues, and expectations. You can lead by example by communicating clearly and consistently with your tenants, owners, staff, and contractors, using the appropriate channels and tools for each situation. You can also provide regular feedback, updates, and recognition to your team, and encourage them to share their ideas, concerns, and achievements with you. By communicating effectively, you can build rapport, trust, and collaboration among your network.

IHM News • Fall 2024

2. Be proactive and solutionoriented

the resources and guidance they need. By being proactive and soluProperty management is a dynam- tion-oriented, you can demonstrate ic and challenging field, where you your competence, creativity, and have to face different problems and commitment to your goals. opportunities every day. You can lead by example by being proactive 3. Show integrity and accountability and solution-oriented, anticipating potential issues and taking preven- Integrity and accountability are estive measures, resolving conflicts sential values for any property manand complaints promptly and pro- ager, as you have to uphold high fessionally, and seeking new ways to ethical and legal standards, protect improve your processes and services. the interests of your tenants and You can also empower your team to owners, and manage your resourctake initiative and responsibility for es efficiently and effectively. You can their tasks, and support them with lead by example by showing integri12

ty and accountability in your actions and decisions, following the rules and regulations of your industry, being honest and transparent with your stakeholders, and admitting and learning from your mistakes.

You can also foster a culture of integrity and accountability in your team, by setting clear expectations, monitoring performance, and rewarding excellence. By showing integrity and accountability, you can earn respect, credibility, and loyalty from your network.

4 Be adaptable and flexible Property management is a fastpaced and evolving field, where you have to adapt to changing market conditions, customer demands, and technological innovations. You can

lead by example by being adaptable and flexible, embracing change and innovation, learning new skills and tools, and adjusting your strategies and plans accordingly. You can also encourage your team to be adaptable and flexible, by providing them with training and development opportunities, exposing them to different scenarios and challenges, and soliciting their feedback and suggestions.

By being adaptable and flexible, you can enhance your performance, competitiveness, and growth potential.

You can lead by example by caring for yourself and others, prioritizing your health and well-being, setting boundaries and limits, and taking breaks and vacations. You can also promote a healthy and positive work environment for your team, by recognizing their efforts and contributions, offering them support and assistance, and celebrating their successes and milestones. By caring for yourself and others, you can boost your morale, motivation, and productivity. u

5 Care for yourself and others Property management is a demanding and stressful field, where you have to balance multiple responsibilities, deadlines, and expectations.

UPCOMING EVENT

Let’s Talk - Open Mike December 11, 2024

Thank You to Our Event Sponsor

12:00 pm - 1:00 pm - Zoom Session Details to follow.

Visit our website’s Events Page for information and updates on all IHM Events IHM News • Fall 2024

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Feature

‘Broken System’ Leaves Landlords to Foot Bill for Tenants Trashing Home By: Greg McGrath-Goudie, Barrietoday.com

The couple raised concerns about nine people using the well and septic, but those concerns fell on deaf ears.

“After I found out that there was so many people over there, extra people, I told her that’s not acceptable.

There’s too many people there. It’s too much on the well; it’s too much on the septic,” Kim said. “She said, ‘Well, she’s here to help me with my mother.’”

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Ramara Township landlord has had to come out of retirement to foot the bill for tenants that have refused to pay rent for more than six months.

Rob Maranzan, along with his wife, Kim, have rented out a three-bedroom unit on Creighton Street since January 2023. While their tenants initially paid their monthly rent of $2,200 and their share of the utilities, by February 2024 they had stopped paying for anything — leaving the Maranzans on the hook for around $18,000 since that time.

IHM News • Fall 2024

Ultimately, the couple went to the Landlord Tenant Board for overcrowding concerns, and the tenants stopped paying rent at that point, Three adults initially rented the the Maranzans said, leaving them to unit, but by December last year an pay for rent, utilities, and problems additional six people had moved in, caused by the overburdened well including two adults and four young and septic system. children, bringing the total number of occupants up to nine people, “We had to put a new pump in the along with three dogs. septic,” Rob said. “They’re killing everything. I mean, there’s one freak“We were on vacation, so when we ing toilet for (nine) people. I could got back it was December … and go on and on and on.” because kids were on holidays … we didn’t notice right away because Kim added the tenants have burned they don’t come out of the house,” out the pump for the well, which has recalled Kim. “It was when they been drained three times since the went back to school, all of a sudden six extra residents moved into the I see these kids go out.” home.

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Over the ensuing months, the Maranzans have filed with the Landlord Tenant Board to evict the residents, all while watching the property fall into a state of disrepair while simultaneously footing the bill for their tenants’ expenses.

Garbage, excess belongings, a triple-decker bunk bed, and more are crammed into the 800-square-foot unit, with the deck covered in additional garbage and dog waste.

“We can’t stop paying utilities or nothing. Like, where’s the justice in any of this?” Rob said.

In an email to Village Media, Ramara bylaw officials explained that property maintenance issues are the responsibility of the landlord.

“It’s not the role of the township to manage tenant-occupied properties

“We have the basement of that house,” Rob said. “We’re below that deck, and they got dogs’ feces above us.”

To cover the bills, Rob has had to come out of retirement, and Kim “We’re trying to appeal has had to work full time. that one, but I mean, another application — here “We had to go back to work because we are in August — it we couldn’t afford it,” Kim said. could be April of next Ultimately, the couple had a hear- year,” Rob lamented. ing with the Landlord Tenant Board earlier this month, but they said the application was thrown out on a technicality, after they uploaded a form without a signature onto the online portal.

Efforts to address the problem with the Township of Ramara have also fallen flat, with Rob saying the fire department and bylaw office on behalf of landlords or property have “washed their hands” of the sit- managers. While violations of the property standards bylaw may ex“The reason that it was closed is be- uation. ist on tenant-occupied (properties), cause we couldn’t provide proof that there was a signature, and we … “We’ve had Ramara fire wash their it is not the township’s mandate or have the proof that there’s a signa- hands, like nobody’s even come to jurisdiction to manage these propture, but he didn’t want to listen to the property,” Rob said. “Because erties or these issues,” said John us,” said Kim, who noted they were they’re breaking standards of liv- Popple, the township’s manager of rushed through the process at their ing — you need 100 square foot per community standards. person … (bylaw) talked the big hearing. talk, but at the end of the day, (they) “It is the property owner/landlord’s responsibility to exercise their powThe couple has since filed a com- washed (their) hands of it too.” ers under Ontario law as a landlord.” plaint, and plans to appeal the results at the hearing, but they are The situation has caused significant concerned that there could be an- distress to the couple as they strug- As such, Popple explained the townother multi-month wait before they gle to foot the bill for their delin- ship will not issue fines for infractions on landlord-controlled properties. quent tenants. can get the issue resolved.

IHM News • Fall 2024

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“Where landlords/property owners file complaints about their own properties, the township will not take action under its bylaws, and property owners and landlords should seek legal advice from a legal professional, or exercise their rights as a landlord under Ontario law and under the authority of the Landlord and Tenant Board of Ontario,” he said.

Mayor Basil Clarke said a part of the reason the township does not issue fines in these situations is that they would ultimately be the responsibility of the landlord.

“We can issue bylaw infractions.

Unfortunately, that fine falls on the landowner, and we hate to do that,” Clarke said. “I mean, these landlords are already out a bunch of money, so we don’t want to double down and (cost) them even more.”

The Maranzans raised concerns about whether the property adhered to the fire code, given the number of resident and the cluttered state of the unit, but Clarke said such violations usually relate to the structural integrity of the property, such as wires hanging out of a wall, or tenants knocking down a load-bearing wall — and not the amount of garbage in a unit.

Government can’t say you can’t have your mother come and visit for the weekend, and that’s what happens when you go to move forward: ‘They don’t really live here. They’re just visiting, right?’

“If you’re a tenant, it’s a 12-month wait. If you’re a landlord, it’s a 10-month wait — that’s how backlogged the systems are,” Clarke said. “I’ve endorsed motions here at Simcoe County, as well as Ramara Township on lobbying the government, that they have to look into the landlord tenant agreement and fix it.

It’s a broken system.”

He said the system is “broken on both sides,” for landlords who are dealing with bad tenants, and vice versa.

“I’ll be honest, the feds and the province have really dropped the ball on these rental agreements. It’s extremely hard today to get people out,” he said. “These are the ones they really need to crack down on … this example makes it bad for have your mother come and visit for other tenants.” the weekend, and that’s what happens when you go to move forward: Greg McGrath-Goudie has been ‘They don’t really live here. They’re with Village Media since 2021, where just visiting, right?’” he has worked as an LJI reporter for CollingwoodToday, and now as a city Clarke said he feels “bad for the hall/general assignment reporter for folks,” and pointed to the back- OrilliaMatters. logged Landlord Tenant Board as Reprinted with permission from the crux of the issue.

BarrieToday.com u

Regarding the number of tenants on site, Clarke said that since the lease states there are three occupants, the township’s hands are tied when it comes to the additional “guests.”

“They leased it to the legal amount of people. The rest are invited guests.

I can’t tell you … that you can’t have guests in your apartment,” he said.

“Government can’t say you can’t IHM News • Fall 2024

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Feature

Unlearning: Expecting Employees to Go ‘Above and Beyond’ By: Lianne Picot

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here is an ongoing lament that I have been hearing in my leadership coaching and facilitation that brings about a collective sigh from people of a certain age when it is raised. I do not judge. I am also of that age. However, I do not share the same quiet and sometimes not so quiet despair.

the organization get things done ganization that hired them owns all when needed. of their time?

This might include staying later to get something finished, coming in on weekends to get caught up or taking work home to get done in the evenings because the boss wants it the next day. It also might mean employees stepping up and doing work “Our employees don’t have the same that is outside of their pay grade work ethic anymore. They won’t go sometimes. These are things that above and beyond.” many of us have done throughout our careers, and WE have not comIf this is something you have heard plained (much), right? yourself say, please stay with me. I am here to help!

However, it is important to ask ourselves why we did those things. Is it You are not alone. Many leaders are because of our natural born work frustrated by what seems to be a col- ethic? Is it because we started worklective agreement amongst the next ing at 14 and know what ‘hard work’ generations of employees to not give looks like? Is it because that is just more than they are paid for or than ‘what you do’ when you work? the work day allows.

Or is it possible you have sometimes Before we go any further, please put in extra effort because you were read the last part of the sentence threatened with punishment, job again more slowly and take it in: “to loss or would not get promoted if not give more than they are paid for you didn’t? Or perhaps you have alor than the work day allows.” I am ways felt an incredibly high sense of not being facetious. It’s important to responsibility as you needed to earn recognize that when we say ‘above for your family, so you just did what and beyond’, we are referring to you needed to in order to survive? wanting our employees to give more Or is it your point of view that when time and/or effort to help you and a person is hired to do a job, the orIHM News • Fall 2024

You may instinctively say ‘NO’ to any or all of these but I am going to ask you to sit with them for a minute. Consider each of these and be curious with yourself as to whether they resonate deeply with you. No one is watching or listening. This is just for you.

Now I am going to break down each of these questions in terms of the differences from when we were coming up professionally and what is happening now. Why? Because when we compare our experience as younger workers to those of today, we are not making a fair comparison. It’s like comparing today’s music with 80s music. Just not the same right? Neither is the workplace AND it may not be all bad.

Employee Mobility As a young Canadian I moved to the UK for 15 years at the start of my career. There, it was the norm for people to move around in their jobs and if you stayed more than 5 years you were often viewed as being ‘stuck’. When I went back to Canada, I sometimes worked with people who had been in their jobs almost as 17

long as I had been alive.

The judgment came from the opposite viewpoint – no loyalty.

Our perceptions may depend on where we are or have grown up rather than being ‘facts’ or even ‘problems’. For example, part of the reason people in the UK were able to move around in their work so much is because there were so many opportunities due to the variety of work available and the geographic proximity to Europe where they had a right to work at the time (sadly fewer opportunities for younger Brits now though).

The pandemic and the move to remote work created a similar expansion in opportunities for employees.

This means that threatening employees with job loss is less powerful now. People are also less willing to stay and tolerate being treated badly by their boss or peers in the workplace. If we are truly honest with ourselves as older workers, we might recognize how traumatizing it has been to live with the constant threat of losing financial security if we don’t give more of ourselves. It has made many of us more anxious and then resentful of younger staff that say ‘no’. Perhaps we should be learning from them?

Sense of Responsibility For much of the 20th century, work was considered the number 1 priority in the lives of men. Industrialization meant that men were leaving the home for work rather than having their own business attached IHM News • Fall 2024

the lives of their children from an early stage is important to them. They know what it is like not to have their parents around and want to be there for their own kids. I am not saying this to make you (me) feel bad. I am just describing the impact of these shifts. Add to this the 2008 recession, mass to it eg. shopkeepers, masons, layoffs, and the treatblacksmith, etc. However, during ment of workers as ‘expendable’ in the 1980s, women started to enter a punitive environment driven by the workforce in significant num- risk aversion and hyper-focused on bers and those of us growing up at profit, and the employees today are that time were the first generation looking away from work and toof women to be expected to go to ward their partners, families, comhigher education and have a ‘career’. munities, and own mental/physical health as being just as much of a reNo, I am not going down the ‘it’s sponsibility as work. feminism’s fault’ route and neither should you. What happened So no, they are not willing to stay next was capitalism and the cult of extra hours and miss their daughindividualism (as perpetrated by ter’s soccer game to finish up the Thatcher and Reagan in particu- document you just handed them at lar) went into full swing, driving up 4pm. And good on them I say! the cost of living so high that most families then required both parents Employer - Employee to work, just to be able to live. The Contract number of unions decreased at the same time, removing long held em- I have been researching the histoployee protections, making workers ry of leadership and I have found more vulnerable to the whims of it fascinating to make connections their individual leaders and ‘stra- between where we have been and tegic shifts’ of their organizations. where we are now with regard to the This created a collective sense of structure of work. One of the most anxiety about work, and as compe- important moments in that history tition in the workplace grew to be is when industrialization took hold. even more pronounced, giving extra Previous to that, much of the work time and effort was used as a cur- done by everyday people was trade or craft related and it was often part rency to show loyalty. of a person’s identity eg. ‘Blacksmith’ However, for many young people or ‘Dressmaker’. These were highly that not so coincidentally might be skilled people that had often learned those you have raised, being part of their trade from their parents and 18

the anxiety of life right now to do another minute of work. In asking them to stay do that one thing that you failed to get to in your day, you are disrespecting their time. And I When the factories expanded, and challenge the idea that anything is technology was introduced that SO important that it must be done could make goods or fix things ‘right now’. Very little cannot wait faster and cheaper, the demand de- until the next day. creased for those running their own businesses. So, they had to go work Just to be clear, I am not saying that in the factories too, often working life is not hard right now for the oldalongside much lower skilled folks er generations. However, many of us who could operate the machinery do not have to worry about where just as well but had no experience our rent will come from as we have in their field. These tradesmen and what is now a privilege in owning craftsmen traded their profession our own homes, are not raising little and often, their pride, for the secu- people with all the associated costs, rity that a job would bring to them and have reached a level at work where we can take off to see our and their families. granddaughter’s soccer game rather than staying late.

This was essentially the creation of the ‘employer-employee’ contract All I am asking is that you don’t and is when trading exclusivity for judge the performance of the next security became the norm. Howev- generations based on an outdated er, in the past 20 years or so, em- way of working that no longer exployers have not lived up to and/or ists. Please stop complaining about actively broken this contract. Short their lack of willingness to go ‘above term contracts, zero hours con- and beyond’. Instead, organize yourtracts, commission and the removal self a little better so that you teach/ of benefits, pensions, paid leave, etc show/hand off to them earlier in the has left many employees with lit- day/week/month/year so they can tle choice but to have ‘side gigs’ or get the work done in the time you second (or third) jobs. The mainte- are paying for them to be available. nance of wage levels while inflation This is just one example of where increased has also made it challeng- our sense of entitlement to the time ing for everyday workers to pay for of the people we have hired may acthe basics such as housing, childcare tually be causing the problem – not and simple vacations – all things their effort. that previous generations had access to at an affordable level.

Also, as I mentioned earlier, there is a lot we could learn from those that These employees literally cannot go we may judge as less committed. above and beyond for you because Your health and happiness outside they are either leaving to go to their of work matters too! next job, picking their kids up from school as they can’t afford daycare, Until next time! and/or they are too darn tired from wanted to pass it down to their own.

The work was their living but was not just about money. It was also about talent and familial pride.

IHM News • Fall 2024

Lianne Picot is a leadership coach, consultant & educator on a mission to help build better workplaces and world - for all - through more equitable, inclusive leadership and organizations.

This article was first published in the author’s Unlearning Leadership Substack Newsletter. Subscribe for free HERE (please link to https://www. unlearningleadership.com/) u Continue your unlearning journey at the Unlearning Leadership Lab being offered by Lianne in November. Find out more and register with a $100 discount for being an IHM Member here: https://maven.com/lianne-picot/ unlearning-leadership-lab?promoCode=IHM

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