IHM News Magazine - Fall 2025

Volume 97, Fall 2025

ENHANCING THE KNOWLEDGE AND SKILLS OF PROPERTY MANAGEMENT PROFESSIONALS

Join us in the celebration!

Annual Conference June 2 & 3, 2026 Harmony Event Centre Oshawa

Inside President’s Message ........................................................................................................................................ 2

Course Completions & New Accredited Members ............................................... 9

AI in Property Management: Hype or Game-Changer?................................. 3

Heating Season: Furnace Preventive Maintenance ........................................... 10

Bill 10 - Protect Ontario Through Safer Streets and Stronger Communities Act................................................................................................................................................... 5

Who Decides What Accommodation in Appriopriate? .................................. 12

Psychological Safety in Housing and Support Housing: Building Stronger Teams to Better Support Communities........................................................ 7

Corporate Members ....................................................................................................................................... 16

IHM 2024-25 Board of Directors ................................................................................................... 15

P r e s i d e n t ’s M e s s a g e

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

IHM News • Fall 2025

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Feature

AI in Property Management: Hype or Game-Changer?

By: Marcia O’Connor

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rtificial Intelligence (AI) is no longer just a tech buzzword—it’s quietly transforming how we manage buildings, engage tenants, and steward resources. From chatbots answering routine questions to predictive tools flagging maintenance issues before they escalate, AI is reshaping the landscape of property management.

But for those of us working in affordable housing and non-profit sectors and the residential sector, the question isn’t whether AI is coming—it’s whether it serves our mission.

AI refers to machines performing tasks that typically require human intelligence: recognizing patterns, learning from data, solving problems, and making decisions. These systems can process vast amounts of information faster than we can, offering insights that help us plan, prioritize, and respond with greater precision.

In property management, AI is already embedded in many of the platforms we use—accounting software, building automation systems, maintenance tools. But its true potential lies in how we choose to apply it. Predictive maintenance, for example, allows us to move beyond reactive or scheduled repairs.

IHM News • Fall 2025

In property management, AI is already embedded in many of the platforms we use.

By analyzing sensor data and historical trends, AI can alert us when equipment like boilers or elevators are likely to fail, enabling proactive interventions that reduce downtime and tenant disruption.

Tenant communication is evolving as well. AI-powered chatbots can handle routine inquiries, freeing staff to focus on complex or sensitive issues. These tools can even detect complaint patterns, flagging recurring problems before they esEnergy optimization is another area calate. Still, technology must never where AI shines. Smart systems can replace empathy. When tenants face adjust lighting, heating, and cooling challenges like rent arrears or accesbased on occupancy and weather sibility concerns, human connecpatterns, cutting waste and lowering tion remains essential. costs. For housing providers operating on tight margins, these efficien- On the administrative front, AI can cies matter. AI can also support ESG streamline document processing, (Environmental, Social and Gover- flag inconsistencies in rent rolls, nance) reporting by automatically and assist with procurement by generating sustainability metrics— comparing supplier pricing. These helping us track emissions, energy efficiencies are especially valuable intensity, and progress toward cli- in affordable housing, where staff mate goals. often manage large portfolios with 3

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.

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 Yet with all its promise, AI brings our ability to manage it wisely. challenges. Systems used for tenant screening, for instance, must be So how do we move forward? Start handled with care. If trained on bi- small—pilot AI in one area, such ased data, AI can unintentionally as maintenance or energy optireinforce discrimination. Our sector mization. Ask vendors to explain must ensure fairness, transparency, how their algorithms work. Protect and compliance with privacy and tenant data with robust cybersecuhuman rights legislation. rity measures. Keep people involvement in the loop. Train staff to use The benefits of AI are clear: better AI confidently and ethically. And decision-making, increased produc- always monitor outcomes to ensure tivity, improved service quality, and the tools deliver real value. cost savings. But these gains depend on responsible implementation. AI won’t solve affordability or staff-

IHM News • Fall 2025

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

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Feature

Bill 10 - Protect Ontario Through Safer Streets and Stronger Communities Act By: Tracy Geddes, AIHM

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he 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-

IHM News • Fall 2025

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.

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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.

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

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.

2026 IHM Membership Renewals Coming Soon

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November 19, 2025 12:00 pm - 1:00 pm - Zoom Session Visit our website’s Events Page for information and updates on all IHM Events IHM News • Fall 2025

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Feature

Psychological Safety in Housing and Support Housing: Building Stronger Teams to Better Support Communities By: Carola Mittag

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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.

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 Psychological safety, describes a cul- share their own reflections without ture where team members feel safe fear of criticism. Over time, it nurto speak up, ask questions, and ad- tures a culture where people are mit mistakes without fear of blame comfortable voicing concerns earor punishment. In housing and sup- ly, before they escalate into larger port work, where decisions often problems, something particularly impact people’s lives and safety, fos- vital in housing and support work. tering this kind of environment can Equally important is inclusive commake all the difference. munication. Everyone in the team, from maintenance staff to support When frontline staff feel psycho- workers and managers, should feel logically safe, they’re more likely to their voice matters. Encouraging share concerns about a resident’s diverse perspectives helps identify wellbeing, flag safeguarding risks blind spots and strengthens deciearly, or propose new ways of de- sion-making, especially when relivering support. Conversely, in cul- sponding to complex tenant needs tures where people fear judgment or emergency situations. or repercussions, vital information can be lost, potentially affecting the Reframing failure as learning is critquality of care and client outcomes. ical. Whether it’s a missed intervenLeaders and managers in housing tion or a difficult interaction with play a crucial role in creating this a resident, teams that discuss chal-

IHM News • Fall 2025

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 • Includes tools, checklists, sample policies, hazard-factors (psychosocial), job-level analysis. PSHSA • 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 Occupation7

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 it’s about delivering better, more compassionate services. When as employers of staff/teams. teams feel supported, trusted, and Below are seven high-quality re- empowered to speak up, the positive sources relevant to psychological impact is felt not only within the orsafety / mental-health support in ganization but across the communithe housing or community services ties they serve. sector — many Ontario-based or Canada-adaptable. You may need to Carola Mittag, the former owner of tailor them to your housing-organiWorkplace Safety Group, is now a Consation context, but they offer strong sultant to Langlois Safety Training & frameworks, toolkits and guidance. Consulting Services. She has been pro-

viding health and safety insights for

Creating psychological safety in IHM members since 2013. u housing and support housing isn’t just about improving staff morale,

#

RESOURCE

WHY IT’S USEFUL & HOW TO APPLY IT

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Canadian Mental Health Association Ontario Division — “Returning to a shared workspace: A psychological toolkit for transitioning … (Ontario)” CMHA Ontario

Even though it’s not housing-sector specific, it focuses on psychological safety of staff in Ontario workplaces.

Good for housing-provider staff culture.

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Canadian Observatory on Homelessness — “Canadian Housing First Toolkit” Homelessness Learning Hub+2housingfirsttoolkit.ca+2

This one is directly housing/homelessness-sector relevant, with mental-health focus. Useful for housing providers working with vulnerable tenants.

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Canadian Centre for Occupational Health and Safety (CCOHS) — Workplace Mental Health Toolkit ccohs.ca

Provides general workplace psychological health & safety tools (assessment, hazards, policies) that housing providers can adopt.

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Centre for Addiction and Mental Health (CAMH) — Mental Health Toolkit CAMH Mental Health Toolkit

More general mental-health resource, but Ontario-based and good for broad organisational culture & support.

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Canadian Centre for Housing Rights — “Human Rights and Rental Housing in Ontario: SelfAdvocacy Toolkit” Canadian Centre for Housing Rights

While more focused on tenants and rights, it touches on psychological safety in the tenant-landlord/housing relations context.

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Ontario Health — Social Determinants of Health Framework & Resource Guide ontariohealth.ca

Offers a lens on how housing, work, social context affects mental health — useful when designing safe housing environments and supports.

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Centre for Innovation in Peer Support / Support House — Provincial Systems Resource Hub Support House - You’re never alone

Offers peer-support tools and resources in Ontario — useful for tenant or staff peer programs within housing organisations.

IHM News • Fall 2025

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Education

Course Completions in Property Management Administration

Maintenance

Patricia Baena Gomez Patricia Hicks Firoz Osmani Josh Wong

Clair Stanley Josh Wong

Matthew Solomon, AIHM

Finance

Bernardo Navarro, AIHM

Matthew Solomon Josh Wong

Tenancy Law

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Ros Langer, AIHM

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Lucas Divittorio Anthony Mammoliti Drew Nihill Kate Nwojo Taylor Van Oorschot Ashley Scott Hilary Waterfield Xiaona Zhang Nicki Zilkalns

Accredited Members

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Human Relations Heather Boyachek Bernadette Degsi Shannon McDowell Karin Musgrove Jennifer Nichols Karla Orozco Matthew Solomon Akintunde Akinyemi Teekay Emilee Wotton

Start on your journey to the AIHM designation today!

IHM Canada Education

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UPCOMING IHM EVENT

Chat Room Series - “Lets Talk”

Thank You to Our Event Sponsor

December 10, 2025 12:00 pm - 1:00 pm - Zoom Session Visit our website’s Events Page for information and updates on all IHM Events IHM News • Fall 2025

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Feature

Heating Season: Furnace Preventive Maintenance By: Ed Cipriani, FIHM

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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.

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.

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 The PM plan includes calibrating the connections. connected thermostats, inspecting for possible carbon monoxide and 11. Recommend any needed repairs. natural gas leak points, extending By using in-house trained staff or an the life of the furnace, maintaining HVAC contractor, key components healthy air quality in the building, A detailed PM plan will identify should be tested, cleaned and in- and providing assistance in avoiding small issues with the furnace and spected for damage and operation- emergency repair calls during the repair them before they escalate al issues. For example, a typical PM heating season. into more significant and expensive plan would include inspecting the repairs. burners, heat exchanger, and blower A furnace PM plan would include, motor, along with changing the fur- at a minimum, the following tasks: Ed Cipriani is the current Vice President nace air filter. If left unchanged, this 1. Vacuum the burners and area of IHM, conference speaker and long time would cause the motor to run hardaround the furnace. member of IHM - Canada u er to pass air through the ductwork.

2. Inspect the heat exchanger for cracks, corrosion, or blockage.

A significant benefit of a furnace PM plan is the improvement in the fur- 3. Lubricate moving parts.

IHM News • Fall 2025

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to our newest

Corporate Members

Connect with the Institute of Housing Management on Facebook LinkedIn and

Twitter Visit our website at ihmcanada.net to gain access

Upcoming 2026 Course

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

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IHM News • Fall 2025

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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 Winter 2014 issue – but still relevant today.

Who Decides What Accommodation is Appropriate?

By: Lauren Bernardi, Bernardi Human Resource Law

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any 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 notifying the employer of a need for what form of accommodation is re- accommodation and cooperating in quired? The simple answer is no. the process of obtaining supporting medical documentation.

Employers and employees both have duties in the accommodation The physician’s role in the accomprocess. The employer has two du- modation process is to provide a ties: a procedural duty and a sub- prognosis with respect to the emstantive duty. The procedural duty ployee’s disability related limitations to accommodate mandates that an and needs, but not to diagnose the employer make enquiries to deter- workplace itself. A physician is obmine whether and what accommo- viously not in a position to deterdation is required. The substantive mine whether an employee is beduty is to make those accommoda- ing harassed or subjected to undue tions. The employee’s duties include work-related stress. Nor can the

IHM News • Fall 2025

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 12

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 IHM News • Fall 2025

process and her termination was employees to fashion an accommoheld not to be in breach of the school dation plan they can live with. Ultimately, though, when faced with board’s duty to accommodate. multiple forms of accommodation you, as an employer, may choose the Tips for Employers one that is most appropriate from a The Baber case makes it clear that practical and business perspective. even if a doctor makes a recommendation about an accommodation 1 2011 HRTO 213 measure, you do not necessarily need to follow it. What you should do is ensure that you have received Lauren M. Bernardi is a lawyer and human resource advisor with the Missufficient information to assess sissauga firm of Bernardi Human Reand determine the most appropri- source Law and Nicolas Bigaignon is an ate form of accommodation. If the articling student with the firm. Lauren’s treating physician fails to or is un- advisory, training and educational serable to provide this information, it vices help managers direct their human may be appropriate to send the em- resources in a strategically sound and ployee for an independent medical legally appropriate manner. She is an accomplished and entertaining speaker 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

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

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Education

Learn more about the CHMA Program

IHM News • Fall 2025

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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 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

HERE’S HOW YOU CAN HELP! n n

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Participate on the various committees

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Help with the Annual Educational Conference

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Submit relevant articles for the IHM quarterly newsletter

Mentor a Candidate member (FIHM/AIHM Members only) Become an Instructor (FIHM/ AIHM Members only)

Contact the IHM office for more information on how you can help.

Email: info@ihmcanada.net IHM News • Fall 2025

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Thank You to Our Corporate Members

IHM News • Fall 2025

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