IHM News - Winter 2026

Volume 98, Winter 2026

ENHANCING THE KNOWLEDGE AND SKILLS OF PROPERTY MANAGEMENT PROFESSIONALS

Property Management Bylaws Raise the Bar for Pest Control

Inside President’s Message ........................................................................................................................................ 2 Future Property Management Job Prospects in Uncertain Times..... 3 Are You a Supervisor or a Manager? How to Be the Best at Both!........... 5 Property Management By-laws Raise the Bar for Pest Control.............. 7 An IHM Board Member – WHY Would I Volunteer?.............................................. 8 Course Completions & Newest Accredited Members ...................................... 9

A Profession that Deserves Recognition: Challenges and Mitigation Practices for Property Managers ................................................................. 11 From the Archives - Your Career—Is it Healthy and Stable? ................... 13 Fire Safety - Did You Know? ............................................................................................................... 15 IHM 2025-2026 Board of Directors ............................................................................................ 16 Corporate Members ....................................................................................................................................... 17

P r e s i d e n t ’s M e s s a g e Welcome to 2026!

A new year, with challenges, successes, surprises and, hopefully, feelings of accomplishment and pride.

I truly hope everyone had a wonderful festive season and enjoyed spending time with family and friends. Please accept our best wishes for good health, happiness and the achievement of your goals in 2026.

Of course, 2026 is a very significant year for IHM – our 50th Anniversary. I can assure you we are all very excited and proud of what has been accomplished since our inception. What an incredible experience of developing educational materials for those in the housing profession. We have expanded the delivery methods for all our courses to provide alternatives for our students. We expanded into a new Accreditation Program for all our friends in the co-op housing sector, and are now developing our own elective courses to provide the complete requirements for those seeking accreditation. We are becoming the one-stop education resource for many in the housing sector.

Our expansion has included other groups, such as Peel Region and the Casa Group in Alberta, and we have instructed our core courses to both groups. There are opportunities for IHM to deliver programs for other regions and organizations. It is a fascinating time for IHM. We are putting the final touches on the Annual Educational Conference in Oshawa – (June 1st golf), June 2nd and 3rd, educational conference. As I have said, there will be lots of surprises and fun times at both the golf tournament and the conference. We have lined up some fantastic speakers and great topics this year, and we hope attendance to be a record-breaker. There are options to attend the full conference or for one day. If you have special requests or a group attending, please get in touch with the office and let’s see what we can do to accommodate you.

At our Annual General Meeting, we recognize newly accredited members, we honour those who have been members for several years and we express our thanks to the many directors, instructors and volunteers who make IHM’s success possible.

I want to take this opportunity to express our sincere thanks to two retiring board members.

Philip Eram, FIHM, and Kevin McCann, FIHM, will not be standing for election this year and have decided to retire from the Board of Directors. Our sincere thanks to both of these long-term members of IHM and the Board of Directors. Their contributions, dedication and commitment to IHM will be remembered, and we are so grateful to both of them.

Are we excited about 2026 – simply stated – YES WE ARE. We look forward to celebrating IHM’s 50th Anniversary with our members.

Jimmy Mellor, FIHM IHM President

IHM News • Winter 2026

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Feature

Future Property Management Job Prospects in Uncertain Times By: Kevin McCann, FIHM

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uring the past year, a great deal of economic uncertainty has arisen in Canada due to the introduction of a wide range of tariffs, extreme weather events, high cost of housing in most larger municipalities, rapidly rising costs of food and construction materials and a downturn in real estate sales among other things. This leaves many Canadians very concerned about current and future employment opportunities.

cant deterrent, with many ending up property tax reductions, low-cost selling their properties and invest- loans, expedited approval processes, use of government owned land, ing elsewhere. etc. Current projections suggest In response to these serious issues, that as many as 174,000 new pura host of incentive programs have pose-built rental housing units will recently been introduced by all lev- be constructed across Canada in the els of government to promote the coming decade with 69,000 being development of new rental housing in the Province of Ontario. The last over the next decade. These incen- two years (2024/25) alone have seen tives include tax rebates (GST/HST), a significant increase in the numdeferral of development charges, ber of purpose-built rental housing

Fortunately, there are a number of unique factors involving the field of property management that actually suggest that there may be some significant growth in job opportunities over the coming decade.

...a host of incentive programs have recently been introduced by all levels of government to promote the development of new rental housing over the next decade.

One of the key factors is the recognition by all levels of government that the development of purpose-built rental housing stock in Ontario and other parts of Canada has not kept up with population growth over the past twenty-five years, leaving a huge deficit of rental units. In addition, private investors who purchased and rented condominiums or houses are finding the increasing interest rates and lengthy delays at the Landord Tenant Board a signifiIHM News • Winter 2026

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units constructed. While these estimates can be impacted by many factors that are yet unknown, the overall forecast is for rapid growth in the rental housing sector.

to new rental housing supply.

Overall, the property management industry is in a fortunate position with respect to employment opportunities in the long term and the In addition to the new construction IHM will continue to prepare their estimates, the Government of Cana- members for the challenges ahead. da Job Bank Projections suggest that new job openings in the PM field are Kevin McCann has over 40 years of exexpected to average about 2,610 per perience in the social housing field havyear over the next decade. This fig- ing held several management positions ure considers both retirements and in the areas of property management, housing administration, housing develindustry growth. Statistics reports opment and technical services within that 49% of workers in the proper- the public and private sectors. He is a ty management field are 50 years of Certified Engineering Technologist as age and over with a median retire- well as a long term member and supment age of 65. Approximately 70% porter of the Institute of Housing Manof the job openings will be due to agement. u retirement while 30% will be related

Connect with the Institute of Housing Management on Facebook LinkedIn and

Twitter Visit our website at ihmcanada.net

UPCOMING IHM COURSES

MORNINGS: Thursdays - February 5 to March 12, 2026 Two Options for 2026 Registration

9:00 am to 12:00 pm - Zoom Session Asynchronous Learning between sessions

EVENINGS: Tuesdays - February 3 to March 10, 2026 6:15 pm - 9:00 pm - Zoom Session Asynchronous Learning between sessions

Visit our website’s Events Page for information and updates on all IHM Events

IHM News • Winter 2026

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Feature

Are You a Supervisor or a Manager?

How to Be the Best at Both!

Marcia O’Connor, AM FM Consulting Group Inc.

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n property management, the line between supervising and managing is rarely clear. Most days, we’re doing both—sometimes within the same conversation. We oversee work, guide people, make decisions, resolve issues, and keep operations moving under tight timelines and emotional pressure. The challenge isn’t choosing between being a supervisor or a manager. It’s learning how to integrate both roles with intention, without losing sight of the people and the purpose behind the work.

Supervision is where we stay closest to the day to day realities of our teams and the communities we serve. It’s the space where expectations are clarified, issues are addressed in real time, and support is offered when things don’t go as planned. Effective supervision requires presence. It means noticing when someone is overwhelmed, stepping in during conflict, and ensuring work is done safely, fairly, and consistently. In people centred environments, supervision extends far beyond tasks—it involves navigating emotions, responding to crisis, and setting the tone for how people are treated.

IHM News • Winter 2026

Management, on the other hand, asks us to step back and look ahead.

It’s about planning, prioritizing, allocating resources, and making decisions that support long term outcomes. It requires balancing budgets, policies, risk, and account-

ing but rarely planning. Those who lean too heavily into management may unintentionally lose touch with the realities on the ground. The most effective leaders I’ve worked with and had the privilege to develop, understand that strong leadership

ability while keeping service delivery stable. Across residential, public, and non profit settings, these decisions carry real weight. They shape not only asset performance and compliance, but the lived experience of residents and the well being of staff.

lives in the space between the two.

Being effective at both requires intention. It means setting clear expectations while remaining approachable. It means holding people accountable while also recognizing effort and growth. It means making Challenges arise when one role difficult decisions with transparency overshadows the other. Leaders who and explaining the “why,” especially focus only on supervision may be- when those decisions affect people’s come reactive—constantly respond- homes, workplaces, or livelihoods.

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When expectations are clear and leadership is fair, teams become more resilient, engaged, and confident.

Trust is built not by avoiding hard conversations, but by handling them with consistency, honesty, and respect.

In our profession, we often meet people at moments of stress—emergencies, disputes, financial strain, or uncertainty. Our teams absorb much of that pressure. As leaders, how we show up matters. When staff feel supported and understood, they are better equipped to provide calm, professional service. When expectations are clear and leadership is fair, teams become more resilient, engaged, and confident.

Over the years, I’ve come to be-

The future of our profession depends on leaders who can navigate complexity with both compassion and discipline. IHM members are uniquely positioned to model this balance. I encourage you to continue investing in your leadership praclieve that the strongest leaders are tice—not only for your own growth, those who can move fluidly between but for the resilience of our sector roles—coaching when guidance is and the well being of the communineeded, directing when clarity is ties we serve. When we strengthen required, and stepping back when our ability to lead with clarity, emtrust has been earned. This balance pathy, and purpose, we elevate the isn’t always easy, especially in en- standard of care across the entire vironments with limited resources housing and property management and high demand. But it is essential. landscape.

Supervision and management are not competing responsibilities.

Marcia O’Connor is an inspirational They are complementary disciplines Leader, Educator, and Mentor at AM that, when aligned, create stabili- FM Consulting Group Inc. ty, accountability, and care. When E: marcia.oconnor@amfmconsulting.com we lead with clarity, empathy, and purpose, we strengthen not only the Text/Mobile: 416-433-3565 systems we oversee, but the people Linked In: https://www.linkedin.com/in/ and communities who rely on them marciakoconno u every day.

UPCOMING IHM EVENT

Build Confidence and Speak with Impact February 18, 2026 12:00 pm - 1:00 pm - Zoom Session Speaker: Barb Day, Speak Technique Certified World Class Public Speaking Coach Visit our website’s Events Page for information and updates on all IHM Events IHM News • Winter 2026

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Feature

Property Management By-laws Raise the Bar for Pest Control Why That’s Good News for Both Residents and Landlords By: Simon Leith, HomePro Pest Control

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cross Ontario, municipalities are introducing property management by-laws that are reshaping how pest control is managed in multi-unit residential buildings. Toronto set the precedent with RentSafeTO. Mississauga and Ottawa followed suit a few years later. Now, Hamilton has joined the fray with the enactment of the Safe Apartment Buildings By-law on January 1, 2026.

A proactive pest management program identifies pest issues early, when they are easier and less costly to resolve. Early intervention limits treatments to source units, reduces the risk of spread to neighbouring units, and minimizes disruption for residents. Over time, this approach lowers overall pest control costs and

control has evolved from a routine maintenance task to a critical component of a successful property management strategy.

More municipalities are expected to adopt similar by-laws in the coming years. Apartment owners who adopt a proactive pest control approach

While the specifics vary by municipality, these by-laws share a common objective: higher standards for pest control in the apartment industry.

Municipalities are no longer satisfied with a reactive approach where action is taken only after a tenant complaint. These by-laws align pest control with other essential building systems such as fire safety, elevators, and HVAC - areas where proactive avoids the compounding expenses oversight has long been the norm. that come with widespread infestations.

At first glance, these by-laws may appear to introduce additional ob- Equally important, pest-free buildligations for apartment owners and ings experience fewer tenant comproperty managers. In reality, they plaints, lower turnover, and stronger reinforce best practices that protect resident satisfaction. In an increasboth residents and the bottom line. ingly regulated environment, pest IHM News • Winter 2026

will be better positioned to reduce enforcement risk, improve their residents’ experience, and protect the long-term value of their assets.

Simon Leith is the President of Homepro Pest Control, which specializes in servicing multi-unit residential buildings across Ontario. u 7

Feature

An IHM Board Member – WHY Would I Volunteer?

By: Jimmy Mellor, FIHM IHM President

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n excellent question to ask oneself. Let’s see if I can give you some reasons why you should consider being part of the IHM Board of Directors: Networking: This is an excellent opportunity to connect with housing industry professionals, build valuable relationships, access resources, receive support, expand your career prospects, and help advance IHM’s education programs.

Accomplishment: Serving on the Board and contributing to our programs, events, and training initiatives brings a strong sense of pride, knowing you supported an organization that delivers educational value to those in the housing industry.

ing sector best practices. You will learn how others have met various challenges head-on in their communities.

Personally, serving on the IHM Board has enabled me to connect with a wide range of industry professionals, including property managers, contractors, and experts in law, engineering, and regional administration. I have learned from knowledgeable colleagues, participated in our Annual Educational Conference, and expanded my network. As an IHM Board-approved, accredited member, I have also had the opportunity to teach and share knowledge with those entering the industry or pursuing accreditation.

educational materials for our industry. We have consistently updated our core courses and created a new program for the cooperative sector

to achieve accreditation. You can take pride in being part of IHM’s growth and accomplishments.

I hope these points encourage you to volunteer for the Board of Directors and join our dedicated team Experience: committed to education and opporBoard service is a valuable addition The Board also offers valuable social tunities for our members. to your resume, demonstrating your opportunities through meetings, commitment to supporting others conferences, and our annual Golf You will soon receive a Call for in the property management sector. Tournament, helping you expand Nominations to serve on the IHM your professional network.

Board. I encourage you to considKnowledge: er this opportunity and join the You will have the chance to learn If I had to choose one reason, it dedicated volunteers who advance from other professionals by sharing would be the pride of contributing IHM’s success. u experiences, new ideas, and build- to a team that develops high-quality IHM News • Winter 2026

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Education

Course Completions in Property Management Administration

Finance

Tamara Coombs

Rachel Dagenaus

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Human Relations Susan Drakes Alicja Gzowska Vasilina Mir Mostafa Sarah Piercey Yasmina Polovina Paul Tavi Eugene Tolentino

Lucas Divittorio Bogdan Holovach Leanne James Anthony Mammoliti Kim Myhre Kate Nwojo Brock Powell Lisa Roy Taylor Van Oorschot Virginie Viau

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Kristen Wilson

Maintenance

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Surabhi Patel uuu

Tenancy Law Lisa Bowden Shanise Collins Susan Drake Chelsea LaJoie

Accredited Members Akintunde (Teekay) Akinyemi, AIHM Petr Bakus, AIHM Dick Tse, AIHM Fernando Garcia, AIHM

Tracy Legros Daniela Luiceanu Vasalina Mir Mostaf Karin Musgrove

Start on your journey to the AIHM designation today!

Karla Orozco Sarah Piercey Yasmina Potovina Paul Tavi Megan Thompson Eugene Tolentino

IHM Canada Education

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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IHM News • Winter 2026

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IHM’s 50th Annual Educational Conference Celebrating 50 Years!

June 2 & 3, 2026 | Harmony Event Centre, Oshawa, Ontario Join us for two action-packed days at the premier event for housing and property management professionals in Ontario. The IHM Conference brings together over 100 industry leaders and practitioners to share their expertise, discuss emerging trends, and tackle the challenges facing the housing industry today.

Our engaging and informative program is designed to inspire and empower attendees, offering a dynamic keynote session, interactive and thought-provoking panel discussions. Whether you are looking to gain fresh insights, advance your career, or explore cutting-edge solutions, this conference is your gateway to growth and success.

Beyond the sessions, attendees will have the opportunity to build meaningful connections through unparalleled networking opportunities. Share ideas, collaborate with peers, and connect with leaders from across the housing and property management landscape.

Together, we will explore strategies, share success stories, and set the stage for advancements that will elevate the industry and improve communities across Canada.

Don’t miss this opportunity to be part of the conversation that drives the future of housing management. We look forward to welcoming you to the IHM Conference 2026!

View Program Register Online

IHM News • Winter 2026

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Feature

A Profession that Deserves Recognition: Challenges and Mitigation Practices for Property Managers By: Carola Mittag

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roperty managers play a vital yet often underappreciated role in maintaining housing stability and community well-being. Acting as the bridge between property owners and residents, they ensure that housing remains safe, functional, and compliant with regulations. However, the profession comes with significant challenges, many of which involve personal risk, emotional strain, and operational complexity.

Key Challenges Faced by Property Managers 1. One of the most prominent challenges property managers face is personal safety. Their responsibilities frequently require them to interact with residents during high-stress situations such as evictions, lease violations, rent disputes, or emergency maintenance calls. These interactions can escalate quickly, exposing managers to verbal abuse, threats, or even physical harm. Late-night property visits, emergency repairs, or responding to alarms further increase vulnerability, especially in high-crime or poorly lit areas.

IHM News • Winter 2026

To address personal safety risks, strategies. Employers can proproperty management organimote reasonable workloads, prozations should prioritize clear vide access to mental health resafety protocols. These include sources, and encourage regular conducting site visits during daytime off to prevent burnout. Peer light hours when possible, imsupport groups and professional plementing buddy systems for counseling can also help property high-risk interactions, and using managers process stress and build technology such as security camresilience. On an individual level, eras, access control systems, and setting boundaries, practicing panic buttons. Training in conself-care, and developing effective flict de-escalation and situational communication skills are critical. awareness equips managers with skills to defuse tense encounters 3. Property managers also face opbefore they escalate. erational and legal complexities. They must stay current with 2. Another major challenge is emochanging housing laws, fair houstional and mental strain. Proping regulations, safety codes, and erty managers often serve as the local laws. A single mistake such frontline recipients of tenant frusas improper notice or inconsistrations, financial distress, and tent enforcement can result in lepersonal crises. Balancing emgal disputes, fines, or reputational pathy with enforcement of rules damage. Additionally, managing can lead to emotional exhaustion multiple properties, vendors, and and burnout. Over time, constant stakeholders simultaneously inconflict management and prescreases the risk of errors and sure to satisfy both owners and oversight. tenants can negatively impact mental health.

To manage legal and operational risks, ongoing education is essenMitigating emotional and mential. Regular training on housing laws, documentation standards, tal strain requires both organiand ethical practices helps reduce zational support and individual 11

Property managers are essential guardians of housing stability, yet their work often occurs behind the scenes and under challenging conditions. liability and builds confidence. Utilizing property management software can streamline record-keeping, maintenance tracking, and communication; thereby, reducing

errors and improving efficiency.

Clear policies, standardized procedures, and consistent enforcement further protect both managers and property owners.

Property managers are essential guardians of housing stability, yet their work often occurs behind the scenes and under challenging conditions. From ensuring personal safety to navigating emotional and legal complexities, the demands of the profession are substantial. By recognizing these challenges and implementing best mitigation practices such as safety protocols, mental health support, and continuous professional development, the industry can better protect property managers and enhance the quality of housing management. Ultimately, acknowledging and supporting this profession is not just a matter of recognition, but a necessary investment in safe, stable, and well-managed communities.

Carola Mittag is a Consultant to Langlois Safety Training & Consulting Services. She has been providing health and safety insights for IHM since 2013. u

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IHM News • Winter 2026

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I H M - 5 0 th y e a r C e l e b r a t i o n i n 2 0 2 6 In celebration of this journey, we will be featuring a few past newsletter articles. Here’s a look at an article, reprinted from the August 1995 issue – but still relevant today.

Your Career—Is it Healthy and Stable?

Microscoping Your Career and Improving Weaknesses By: Stephen M. Ryan

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e need to focus on our careers as much as we do our own health in order to ensure that they both flourish.

Neglect either one and we are setting ourselves up for failure.

Take a hard look at the weaknesses with your career. Take care not to attribute these weaknesses to stress, heavy workloads, midlife crisis or burnout. In many cases, these symptoms are self-inflicted and have a negative impact on your performance, thus your ability to advance in your career.

Challenging yourself to take on satisfying and inspiring work can take second place as we get older.

careers. The point is to assess your Take into account your psycholog- feelings, drive ambitions and acical status and any organizational complishments. changes and consider the following.

Career goals that are beyond A shift in personal values. your reach.

Early in our careers there is an urgency to prove ourselves to others.

Challenging yourself to take on satisfying and inspiring work can take second place as we get older. This means performing beyond the limits of your present job to take on more significant projects, even if it means that you transfer departments, change companies, or switch IHM News • Winter 2026

With downsizing common in the workplace today, senior positions are few and far between. Even the hardest working managers find these positions unattainable. Adjust your expectations and accept the fact that you are not going to reach the front office, or move to an organization with greater opportunities.

Start your own company or look at

the opportunity for gaining more power in your present position.

Your current position has become a trap.

You’ve been in your position so long that you have become passive in your performance. You do not feel that you will ever be promoted, you are not challenged and thus are setting up a psychological barrier to your own career progress. If this is the case, identify what it is you would most like to do, and start taking small steps to get you there.

Take educational courses, talk to 13

your peers and your supervisor beneath them ... the political world about projects that would help you witnesses new scenes so rapidly you are out of breath trying to keep up ... reach your objectives. every thing is high pressure ...” Be Your organization is downsizing. aware of the changing environment, Read for what is not being written stay current with technology, stay and listen for what is not being said. plugged into the grapevine and iniKeep in touch with what the organi- tiate change yourself that will help zation is planning, and where you fit you adapt to organizational changes. into the plan. Ensure that you and your position add value to the orga- Promotions are moving you up nization and lobby hard to manage- the wrong career ladder. ment as to the value you can add to As flattering as promotions can be, the newly configured company. they can create a negative impact on

your career if they are taking you in a direction you do not wish to go.

The following comment appeared in Fatter pay cheques and increased the Atlantic Journal in 1837. “The job status will not leave you fulworld is too big for us. Try as you filled. Let senior management know will, you get behind the race in spite gracefully that you appreciate their of yourself. Science empties its dis- confidence, but feel that your talents coveries on you so fast you stagger would benefit the company more if Managing change.

IHM News • Winter 2026

you were put on a different career track.

Office politics wear you down.

Don’t let the politics in the office wear you down. It’s a game we must play to survive and advance. Take care to protect your professional integrity, doing the right things, the right way. Stay plugged into what is going on around you and protect the integrity of the organization first and foremost.

You are the only person responsible for your career. Put that responsibility into someone else’s hands and you will not get to where you want to go. u

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Fire Safety Did You Know?

Under the Ontario Fire Code, the primary directive for tenants upon discovering a fire is to evacuate the building immediately and activate the fire alarm. Using a fire extinguisher is a voluntary measure, not a required action for tenants.

Fire safety plans required by the Ontario Fire Code are designed to ensure occupant safety through orderly evacuation.

Key steps for tenants in case of a fire include: •

Leave the fire area immediately, closing all doors behind you to help contain the fire and smoke.

•

Activate the nearest fire alarm pull station.

•

Use exit stairwells to leave the building. Never use elevators during a fire.

•

Call emergency services from a safe location outside the building (do not assume it has already been done).

•

Do not return to the building until fire officials declare it safe to do so.

Using a fire extinguisher should be considered only under very specific, safe conditions and is neither an expectation nor a legal requirement for an untrained tenant.

• •

It is voluntary: The use of a portable fire extinguisher is strictly voluntary.

Only if trained and safe: Only persons who are trained and familiar with an extinguisher’s operation may attempt to fight a small fire.

•

Never block your exit: You should only attempt to extinguish a fire if it is small, the fire alarm has been sounded, and, most importantly, the fire is NOT between you and your only exit route.

•

Limited capacity: Most portable fire extinguishers only last for 10 to 20 seconds of continuous use.

Fire officials emphasize that the production of toxic smoke and fumes in modern building fires makes any firefighting attempt extremely dangerous for untrained, unequipped individuals. The primary goal is to ensure all occupants escape safely.

IHM News • Winter 2026

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I H M - 5 0 th y e a r C e l e b r a t i o n i n 2 0 2 6 In celebration of IHM 50th Anniversary, we will be presenting some highlights of our accomplishments over the past years.

IHM introduced its monthly Chat Room Sessions in 2020 when Covid prevented us from meeting in person. Since then, we have been bringing experts together to present on topics such as legal issues/requirements, maintenance and tenant challenges, new regulations and an array of other topics that are of vital interest and importance to our members. With over 55 successful Chat Room Sessions offered since 2020, members have had an opportunity to learn, engage and share. We record all sessions and keep them on the IHM website in the members only section.

We are excited to offer a link to these recordings for our members as an important resource for future reference.

Enjoy – we look forward to presenting many more Chat Room Sessions in the years to come.

2026 n

Ontario Fire Code 2026: What Property and Facility Managers Need to Know - January 21, 2026

2025 n n n n n n

Managing Difficult Tenant Conversations: A Key Skill for Property Managers - October 15, 2025 Staying Ahead of the Curve: Mastering Capital Planning for Long-Term Success - June 18, 2025 Bill c45 - April 16, 2025 Safety & Security in Residential Communities: A Collaborative Approach - March 19, 2025 Finance 101 - February 19, 2025 Do’s & Don’ts of Unit Inspections - January 15, 2025

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Let’s Talk - December 11, 2024 Preventing and Managing Crises: Insurance & Risk Management Supports - November 20, 2024 Harnessing AI for Transformation in the Non-Profit Sector October 16, 2024 Emergency Preparedness/ Business Continuity - September 18, 2024 Legal Matters - Landlord & Tenant Board Human Rights – Mitigating While Waiting for a Hearing - June 19, 2024 Let’s Talk Personalities and Behaviour - April 17, 2024 Mental Health - March 20, 2024 Reducing Building Maintenance Costs - February 21, 2024 Crime Prevention Through Environmental Design - January 17, 2024

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Let’s Talk - December 13, 2023 Best Practices in Rooftop Safety & Compliance - November 15, 2023 Efficient Building Systems/Grant Availability - October 18, 2023 Radon Gas - September 20, 2023 Be Aware…Take Care - June 21, 2023 Managing Life Events - April 19, 2023 Effective Renovation Management Strategies - March 15, 2023 Mould Assessment & Abatement - February 15, 2023 Mold Awareness - January 18, 2023

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Let’s Talk - December 14, 2022 Stress Management - November 9, 2022 Duty To Accommodate - October 19, 2022 Tenant Engagement in Environmental Issues - September 14, 2022 Creating a Safe, Inviting and Economical Laundry Facility August 17, 2022 Electric Vehicles Are Here – How Can Property Managers Accommodate - July 13, 2022 Privacy Matters in Housing Management - June 15, 2022 Dispute Resolution - May 18, 2022 Electrical-Life Safety-Mechanical - March 16, 2022 Deep Energy Retrofit - February 16, 2022 Pest Infestations – From Bad to Worse - January 19, 2022

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2021

Property Managers Need To Know! - March 24, 2021

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The Practical Side of Risk Management - December 7, 2021

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Zero - 12 hours After Fire Disaster - March 16, 2021

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Gaps in Workplace Health and Safety: Identifying Effective Solutions - November 30, 2021

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Let’s Talk Maintenance! - February 18, 2021

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Key Tactics Pros Use for Fire Safety Preparation - February 4, 2021

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Lockdown Lowdown - January 21, 2021

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Asset Management Strategy - November 16, 2021

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Project Management Approach For Capital Projects - October 26, 2021

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Enhanced Building Revenues - October 13, 2021

2020

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Looking After Our Seniors - September 28, 2021

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COVID Recovery (re-opening strategies, filter changes, operating equipment, managing employees) - September 14, 2021

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Fireside Chat - July 13, 2021

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Contract Administration (negotiation, managing contractors, long-term contracts, contractor vs employee) - June 29, 2021

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Asset Management & Portfolio Regeneration - June 15, 2021

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Hoarding Disorder - May 11, 2021

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Mental Health Matters - April 22, 2021

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Crime Prevention Through Environment Design - April 13, 2021

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Lawyers, Landlords, & Money – Pandemic Legal Outcomes

IHM News • Winter 2026

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Open Mic - December 17, 2020 Day-To-Day Challenges – The COVID Complication - November 26, 2020 Day-to-Day Challenges - October 29, 2020

VIEW SEMINAR REGORDINGS

CLICK to access all the recordings

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2025-2026 IHM Board of Directors EXECUTIVE President CHMA Committee, Conference Committee Jimmy Mellor, FIHM Property Management Consultant Tel: 902-943-9919 Vice President Ed Cipriani, FIHM, MAATO, Dipl.T., COQ, CET Mohawk College Tel: 905-719-0674 Secretary-Treasurer Conference Committee Lynn Alexander, FIHM Region of Durham Housing Service Tel: 905-666-6239 Ext 2450 IHM Office:

Carolyne Vigon, Executive Director Beth McKenzie, Program Manager

www.ihmcanada.net

DIRECTORS Communications Committee Kevin McCann, FIHM K.J. McCann and Associates Tel: 647-323-4921

Conference Committee Co-Chair Tracy Geddes, AIHM Niagara Region, Housing Services Division Tel: 905-980-6000

Communications Committee, Conference Committee Deborah Filice, MEd, FIHM, CIHCM, CMMIII, RSSW IHM Education Director DAF Property Management Services Tel: 289-244-8269

Conference Committee Co-Chair Stacey Sanelli, AIHM Precision Property Management Inc. Tel: 416-887-1251

Communications Committee Chair Francesca Filice, B.A., FIHM Victoria Park Community Homes Tel: 905-527-0221

2800 14th Avenue, Suite 210, Markham, Ontario L3R 0E4 Tel: 416-493-7382 / 1-866-212-4377 • Fax: 416-491-1670 • Email: info@ihmcanada.net

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Participate on the various committees

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Help with the Annual Educational Conference

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