But before we begin the celebrations, let’s reflect on the remarkable year that is coming to a close:
} More Accredited members were approved in 2025 than in 2023 and 2024.
} Three of the four CHMA core courses were customized for the Cooperative Housing Management Accreditation program. The three customized programs have been offered this year.
} We had a great conference with excellent presentations and the highest attendance in the last five years.
} Our education program saw continued growth for those in the housing profession and for those seeking a career in housing.
} Our monthly CHAT Room Sessions continue to grow with increased participation and excellent topics presented by subject matter experts.
} We completed the delivery of our five core courses to CASA in Alberta.
} Peel Region will complete their program with two courses offered in 2024 and two in 2025.
I end by expressing my sincere thanks to Association Concepts and their staff, our Board of Directors and volunteers for their tireless efforts in contributing to IHM’s success. Our thanks to the instructors who share their expertise and real life experiences to the many students who take IHM’s education programs.
We wish everyone a very Merry Christmas and warm wishes for any celebration you may participate in during the Festive Season. May 2026 bring good health, happiness and fun times for everyone.
As we look forward to our 50th year anniversary celebrations, we encourage members to get involved by volunteering, attending the Annual Educational Conference, spreading the word about IHM’s outstanding education program and participating in our monthly Chat Room Session.
Jimmy Mellor, FIHM IHM President
limited resources. AI also supports risk management by analyzing inspection data and maintenance logs to identify safety hazards or compliance gaps—critical in regulated environments.
Yet with all its promise, AI brings challenges. Systems used for tenant screening, for instance, must be handled with care. If trained on biased data, AI can unintentionally reinforce discrimination. Our sector must ensure fairness, transparency, and compliance with privacy and human rights legislation.
The benefits of AI are clear: better decision-making, increased productivity, improved service quality, and cost savings. But these gains depend on responsible implementation.
Data privacy is paramount. Skill gaps also pose a risk—many teams lack expertise in AI or data analytics, leading to over-reliance on vendors. Integration with legacy systems can be complex, and without proper oversight, technology may outpace our ability to manage it wisely.
So how do we move forward? Start small—pilot AI in one area, such as maintenance or energy optimization. Ask vendors to explain how their algorithms work. Protect tenant data with robust cybersecurity measures. Keep people involvement in the loop. Train staff to use AI confidently and ethically. And always monitor outcomes to ensure the tools deliver real value.
AI won’t solve affordability or staff-
ing shortages. It won’t replace the experience and judgement of skilled property managers. But it can enhance how we plan, maintain, and serve. As these tools become more accessible, they’ll open new opportunities for organizations of all sizes. AI can help us manage smarter, reduce costs, and focus on what matters most: providing safe, affordable, and dignified housing for all.
Marcia O’Connor is an Inspirational Leader, Educator, and Mentor at AM FM Consulting Group Inc.
E: marcia.oconnor@amfmconsulting. com
Text/Mobile: 416-433-3565
Linked In: https://www.linkedin.com/in/ marciakoconno u
Bill 10 - Protect Ontario Through Safer Streets and Stronger Communities Act
By: Tracy Geddes, AIHM
The Bill 10 - Protect Ontario Through Safer Streets and Stronger Communities Act is sparking important discussions among housing providers, tenants, and policymakers across Ontario. This legislation focuses on tackling illegal drug activity and enhancing public safety through a range of measures, including stricter regulations on tenant behavior and an increased law enforcement presence in housing areas. The bill establishes new regulations, while amending multiple laws and acts, potentially increasing responsibilities for housing providers and Service Managers across Ontario. The bill received royal assent on June 5th, 2025.
Bill 10 amends several key pieces of legislation, including:
1. The Bail Act
2. The Children’s Law Reform Act
3. Christopher’s Law 2000
4. The Community Safety and Policing Act, 2019
5. The Courts of Justice Act
6. The Family Law Act
7. The Highway Traffic Act
8. Measures Respecting Prem-
ises with Illegal Drug Activity Act
While the goal is clear—to foster safer communities—it’s essential to consider how these changes might impact various housing sectors, such as for-profit, Non-Profit, and Co-operative housing.
The bill brings about specific changes that will affect how housing providers operate. For-profit housing providers may encounter challenges with enhanced tenant screening processes requiring more
thorough background checks. This could limit access for individuals with prior offenses, raising concerns about equitable housing opportunities. Additionally, the promotion of zero-tolerance policies means that any illegal activities spotted on the premises could lead to faster eviction processes. This presents landlords with the challenge of balancing community safety with fair access to housing for all potential tenants.
Non-Profit housing providers, often operating with limited resources, will also feel the effects of Bill 10.
The Ontario Non-Profit Housing Association has pointed out the added responsibilities that may come with the new regulations, such as increased reporting requirements and implementing safety measures. These demands could stretch Staff resources thin, and there are financial considerations as well; Non-Profit providers might need extra funding to meet the bill’s requirements, raising questions about their long-term sustainability.
The Co-operative and social housing sectors will see changes, too.
Members of housing Co-operatives may take on greater responsibilities concerning safety initiatives within their communities. While this shift can encourage engagement and participation, it may also challenge the inclusive spirit that Co-operatives are known for. Collaborating with law enforcement is intended to enhance safety, but it’s crucial to ensure that this aligns with the values that these communities uphold.
While Bill 10 aims to improve safety, it’s important to recognize that a strictly punitive approach may not tackle the root causes of crime and instability. A more balanced and supportive response, such as access to mental health services and addiction treatment, can meaningfully contribute to long-term community well-being.
Looking ahead, engaging all community partners, (tenants, housing providers, community organiza-
tions, Service Managers, and law enforcement), in conversations about Bill 10 will be vital. Collaborative efforts can lead to effective strategies that prioritize safety while respecting the rights and dignity of all residents. By creating community safety plans that incorporate input from residents, we can foster a sense of ownership and shared responsibility.
Bill 10 represents a significant shift in housing management in Ontario. While the aim of enhancing community safety is crucial, it’s important to consider the diverse implications for the housing sector. With a thoughtful approach and active engagement across all levels of government and the community, we can navigate the complexities of this legislation and work towards creating safer, more connected communities throughout the province.
Tracy Geddes, AIHM is a Housing Administrator with the Niagara Region, as well as an Educator, Mentor and Consultant for Co-operative and Non-Profit housing.
She is a current member of the IHM Board, and is Co-Chair of the Conference Committee. u
Chat Room Series - Topic TBA
November 19, 2025
12:00 pm - 1:00 pm - Zoom Session
By: Carola Mittag
IPsychological Safety in Housing and Support Housing: Building Stronger Teams to Better Support Communities
n the housing and support housing sectors, staff are on the frontlines of some of society’s most complex challenges, supporting vulnerable individuals, navigating crises, and balancing compassion with compliance. In such emotionally demanding environments, psychological safety isn’t just a workplace buzzword, it’s essential to staff well-being, service quality, and team resilience.
Psychological safety, describes a culture where team members feel safe to speak up, ask questions, and admit mistakes without fear of blame or punishment. In housing and support work, where decisions often impact people’s lives and safety, fostering this kind of environment can make all the difference.
When frontline staff feel psychologically safe, they’re more likely to share concerns about a resident’s wellbeing, flag safeguarding risks early, or propose new ways of delivering support. Conversely, in cultures where people fear judgment or repercussions, vital information can be lost, potentially affecting the quality of care and client outcomes. Leaders and managers in housing play a crucial role in creating this
safety. By modeling frankness and vulnerability, for example - admitting when something could have been handled better or asking for feedback, they show that it’s okay to be human and to learn from mistakes. Regular team check-ins, reflective practice sessions, and supervision meetings can also serve as safe spaces for honest dialogue. This kind of authenticity humanises leadership, breaks down hierarchical barriers, and encourages staff to share their own reflections without fear of criticism. Over time, it nurtures a culture where people are comfortable voicing concerns early, before they escalate into larger problems, something particularly vital in housing and support work. Equally important is inclusive communication. Everyone in the team, from maintenance staff to support workers and managers, should feel their voice matters. Encouraging diverse perspectives helps identify blind spots and strengthens decision-making, especially when responding to complex tenant needs or emergency situations.
Reframing failure as learning is critical. Whether it’s a missed intervention or a difficult interaction with a resident, teams that discuss chal-
lenges constructively grow stronger and more adaptive over time. Here are some resources relevant to organizational culture, staff well-being and safe workplaces:
1. Public Services Health & Safety Association (PSHSA) – Workplace Psychological Health and Safety Guide
• A detailed guide for organisations in Ontario to build or improve psychological health & safety programs in the workplace. PSHSA+2PSHSA+2
• Although not housing-specific, very applicable for any service organisation (including housing providers) in Ontario.
2. Ontario Government – Workplace Mental Health Law & Resources
• Via the webpage on “Mental health in the workplace” (Ontario) which outlines legal/regulatory responsibilities (e.g., under Occupation-
al Health and Safety Act, duty to accommodate etc.) Ontario
• This helps frame what housing organisations in Ontario need to consider in terms of psychological safety of staff.
3. Ontario Chamber of Commerce / Employer-Guidance
• Their “Working Towards Mental Health” resource lists tools for employers building mentally healthy workplaces. OCC
• Good for housing providers as employers of staff/teams.
Below are seven high-quality resources relevant to psychological safety / mental-health support in the housing or community services sector — many Ontario-based or Canada-adaptable. You may need to tailor them to your housing-organisation context, but they offer strong frameworks, toolkits and guidance.
Creating psychological safety in housing and support housing isn’t just about improving staff morale,
1 Canadian Mental Health Association Ontario Division — “Returning to a shared workspace: A psychological toolkit for transitioning … (Ontario)” CMHA Ontario
2 Canadian Observatory on Homelessness — “Canadian Housing First Toolkit” Homelessness Learning Hub+2housingfirsttoolkit.ca+2
3 Canadian Centre for Occupational Health and Safety (CCOHS) — Workplace Mental Health Toolkit ccohs.ca
4 Centre for Addiction and Mental Health (CAMH) — Mental Health Toolkit CAMH Mental Health Toolkit
5 Canadian Centre for Housing Rights — “Human Rights and Rental Housing in Ontario: SelfAdvocacy Toolkit” Canadian Centre for Housing Rights
6 Ontario Health — Social Determinants of Health Framework & Resource Guide ontariohealth.ca
7 Centre for Innovation in Peer Support / Support House — Provincial Systems Resource Hub Support House - You’re never alone
it’s about delivering better, more compassionate services. When teams feel supported, trusted, and empowered to speak up, the positive impact is felt not only within the organization but across the communities they serve.
Carola Mittag, the former owner of Workplace Safety Group, is now a Consultant to Langlois Safety Training & Consulting Services. She has been providing health and safety insights for IHM members since 2013. u
WHY IT’S USEFUL & HOW TO APPLY IT
Even though it’s not housing-sector specific, it focuses on psychological safety of staff in Ontario workplaces. Good for housing-provider staff culture.
This one is directly housing/homelessness-sector relevant, with mental-health focus. Useful for housing providers working with vulnerable tenants.
Provides general workplace psychological health & safety tools (assessment, hazards, policies) that housing providers can adopt.
More general mental-health resource, but Ontario-based and good for broad organisational culture & support.
While more focused on tenants and rights, it touches on psychological safety in the tenant-landlord/housing relations context.
Offers a lens on how housing, work, social context affects mental health — useful when designing safe housing environments and supports.
Offers peer-support tools and resources in Ontario — useful for tenant or staff peer programs within housing organisations.
Course Completions in Property Management
Administration
Patricia Baena Gomez
Patricia Hicks
Firoz Osmani
Josh Wong u
Tenancy Law
Lucas Divittorio
Anthony Mammoliti
Drew Nihill
Kate Nwojo
Taylor Van Oorschot
Ashley Scott
Hilary Waterfield
Xiaona Zhang
Nicki Zilkalns
Maintenance
Clair Stanley
Josh Wong
Finance
Matthew Solomon
Josh Wong
Human Relations
Heather Boyachek
Bernadette Degsi
Shannon McDowell
Karin Musgrove
Jennifer Nichols
Karla Orozco
Matthew Solomon
Akintunde Akinyemi Teekay
Emilee Wotton
Accredited Members
Ros Langer, AIHM
Matthew Solomon, AIHM
Bernardo Navarro, AIHM
Start
IHM Canada Education
December 10, 2025
12:00 pm - 1:00 pm - Zoom Session
AHeating Season: Furnace Preventive Maintenance
By: Ed Cipriani, FIHM
building heating system is a critical component that provides warmth and comfort. Like any other heating, ventilation, and air conditioning (HVAC) system, furnaces require maintenance to ensure optimal performance. Preventive maintenance (PM) on the furnace is essential to extend its lifespan while reducing operational costs and improving air quality. Still, the PM will enhance energy efficiency and ensure the safety of the building’s occupants. Natural gas, electric, or oil furnaces are subject to wear and tear with their electrical connections, air filters, and the furnace’s internal moving parts. Introducing a PM program on your furnaces will help keep the heat on during the winter season.
By using in-house trained staff or an HVAC contractor, key components should be tested, cleaned and inspected for damage and operational issues. For example, a typical PM plan would include inspecting the burners, heat exchanger, and blower motor, along with changing the furnace air filter. If left unchanged, this would cause the motor to run harder to pass air through the ductwork.
A significant benefit of a furnace PM plan is the improvement in the fur-
nace’s energy efficiency, as it will consume less energy and save money by having reduced utility bills. The accumulation of dirt, dust, and corrosion may cause the furnace to run longer to maintain the desired temperature, potentially leading to a damaged and clogged heat exchanger. Consider a cracked heat exchanger and its impact on air quality, as it can potentially leak dangerous carbon monoxide and affect the occupants. As we are aware, carbon monoxide is an odourless, colourless gas that can seriously affect us through illness or death if inhaled in high concentrations.
The PM plan includes calibrating the connected thermostats, inspecting for possible carbon monoxide and natural gas leak points, extending the life of the furnace, maintaining healthy air quality in the building, and providing assistance in avoiding emergency repair calls during the heating season.
A furnace PM plan would include, at a minimum, the following tasks:
1. Vacuum the burners and area around the furnace.
2. Inspect the heat exchanger for cracks, corrosion, or blockage.
3. Lubricate moving parts.
4. Clean out the flue pipes and inspect them for rust or leaks.
5. Clean the furnace blower.
6. Air filter replacements trap airborne particles such as dust and pollen, preventing them from circulating throughout the space.
7. Examine the flame sensor, fuel line, pilot light, and thermocouple.
8. Inspect the condensate line and remove any clogs.
9. Test thermostat and safety controls, calibrating as necessary.
10. Check, test and adjust gas pressure and gas and electrical connections.
11. Recommend any needed repairs.
A detailed PM plan will identify small issues with the furnace and repair them before they escalate into more significant and expensive repairs.
Ed Cipriani is the current Vice President of IHM, conference speaker and long time member of IHM - Canada u
Visit our website at ihmcanada.net to gain access to our newest Corporate Members
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Upcoming 2026 Course
MORNINGS: Thursdays - February 5 to March 12, 2026
9:00 am to 12:00 pm - Zoom Session
Two Options for 2026
Registration
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 - 50 th year Celebration in 2026
In celebration of this journey, we will be featuring a few past newsletter articles. Here’s a look at an article, reprinted from the Winter 2014 issue – but still relevant today.
Who Decides What Accommodation is Appropriate?
By: Lauren Bernardi, Bernardi Human Resource Law
Many employers struggle with the duty to accommodate. One of the biggest challenges is dealing with a doctor’s note that specifies what position the employee should hold and who he or she should report to. But does the physician get to make this assessment?
It is not uncommon for an employee to produce a doctor’s note indicating that he or she is experiencing workplace stress or harassment and requesting a transfer to a different job or different supervisor. But does the physician get to diagnose the workplace? Can he or she dictate what form of accommodation is required? The simple answer is no.
Employers and employees both have duties in the accommodation process. The employer has two duties: a procedural duty and a substantive duty. The procedural duty to accommodate mandates that an employer make enquiries to determine whether and what accommodation is required. The substantive duty is to make those accommodations. The employee’s duties include
notifying the employer of a need for accommodation and cooperating in the process of obtaining supporting medical documentation.
The physician’s role in the accommodation process is to provide a prognosis with respect to the employee’s disability related limitations and needs, but not to diagnose the workplace itself. A physician is obviously not in a position to determine whether an employee is being harassed or subjected to undue work-related stress. Nor can the
physician determine what specific positions would best suit the employee. That responsibility belongs to the employer, as it is in the best position to evaluate what jobs and accommodation measures meet the needs identified by the physician.
The above duties were addressed in the Ontario Human Rights Tribunal decision in Baber v. York Region District School Board1. Ms. Baber had various physical and mental health problems. During discussions regarding accommodating her
disabilities, Ms. Baber’s physician provided a note stating: “due to increasing health issues please allow for this employee to be a teacher librarian”. The note did not identify medical restrictions or limitations, nor the specific accommodation required; it merely stipulated that she change positions. The school board refused to transfer Ms. Baber and gave her three options: (i) have a nurse with the school board’s disability management program obtain clarification from Ms. Baber’s physician; (ii) attend an independent medical examination; or (iii) apply for long-term disability benefits. Ms. Baber refused all three options and refused to attend work and, as a result, the school board terminated her employment. In response, Ms. Baber filed a human rights complaint. The Human Rights Tribunal of Ontario (HRTO) dismissed her complaint and found that the school board took reasonable steps to attempt to fulfill accommodate her despite her lack of cooperation. In reaching its decision, the HRTO stated, “[i]t is not sufficient for a medical certificate to merely state that an employee would benefit from placement in a particular job. The medical practitioner’s role in the accommodation process is not to identify the specific job in which an employee is to be accommodated but rather to identify the employee’s disability-related needs and restrictions.
The employee also “had a duty to cooperate with the accommodation process by providing her employer with medical documentation confirming those needs”. By not adhering to the request, Ms. Baber failed to cooperate in the accommodation
process and her termination was held not to be in breach of the school board’s duty to accommodate.
Tips for Employers
The Baber case makes it clear that even if a doctor makes a recommendation about an accommodation measure, you do not necessarily need to follow it. What you should do is ensure that you have received sufficient information to assess and determine the most appropriate form of accommodation. If the treating physician fails to or is unable to provide this information, it may be appropriate to send the employee for an independent medical examination.
Once you have the requisite information in place, you can determine what accommodation works best for your organization. This does not mean that you should ignore an employee’s preferences as it is always wise to work closely with your
employees to fashion an accommodation plan they can live with. Ultimately, though, when faced with multiple forms of accommodation you, as an employer, may choose the one that is most appropriate from a practical and business perspective.
1 2011 HRTO 213
Lauren M. Bernardi is a lawyer and human resource advisor with the Mississauga firm of Bernardi Human Resource Law and Nicolas Bigaignon is an articling student with the firm. Lauren’s advisory, training and educational services help managers direct their human resources in a strategically sound and legally appropriate manner. She is an accomplished and entertaining speaker on management and human resource issues. For more information, you may reach Ms. Bernardi at 905-486-1991, by e-mail at lbernardi@hrlawyers.ca or on the web at www.hrlawyers.ca. u
CALLING ALL PROPERTY MANAGERS
…with stories to share!
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
2024-2025 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
DIRECTORS
Communications Committee
Kevin McCann, FIHM
K.J. McCann and Associates
Tel: 647-323-4921
Communications Committee, Conference Committee
Deborah Filice, MEd, FIHM, CIHCM, CMMIII, RSSW
IHM Education Director
DAF Property Management Services
Tel: 289-244-8269
Communications Committee Chair
Francesca Filice, B.A., FIHM
Victoria Park Community Homes
Tel: 905-527-0221
Conference Committee Co-Chair
Tracy Geddes, AIHM
Niagara Region, Housing Services Division
Tel: 905-980-6000
Conference Committee Co-Chair
Stacey Sanelli, AIHM
Precision Property Management Inc.
Tel: 416-887-1251
, Executive Director Beth McKenzie, Program Manager 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
n Participate on the various committees
n Help with the Annual Educational Conference
n Submit relevant articles for the IHM quarterly newsletter
n Mentor a Candidate member (FIHM/AIHM Members only)
n Become an Instructor (FIHM/ AIHM Members only) Contact the IHM office for more information on how you can help.
