1. home and garden

March 2015
LPMAnews
London Property Management Association
President’s Message
As all of you know, carbon
monoxide alarms are mandatory in rental
properties. In the December newsletter, I
provided incorrect information about the
deadline dates. The CO alarm regulation
came into force on October 15, 2014.
Buildings that contain no more than six
residential suites are required to comply
with the legislation by April 15, 2015 and buildings with
more than six suites must be in compliance by October
15, 2015.
With spring comes changes to our board of
directors. It's hard to believe but my two-year term as
president is about to end in May. It has been a great
learning experience to sit as the president of LPMA and I
thank you for this opportunity. If anyone is interested in
becoming a member of our board or contributing to our
association, please contact LPMA administrator Brenda
Davidson.
Emma Sims
1st Vice President’s Message
Thank you to those who attended
our marketing seminar on February 5. We
hope you enjoyed Bonnie Hoy and Max
Steinman's presentations.
LPMA's trade show is on April 14
from 6 pm to 8 pm at the Lamplighter Inn.
Admission is free and tables go quickly so
if you haven't signed up yet please do so.
The cost of a table is $150 if you sign up by April 1 and
$200 after April 1. This event is a good opportunity to
Inside This Issue
• CFAA Rental Housing Conference 2015 Coming Soon
• Complying with the Accessibility for Ontarians with
Disabilities Act
• Tips for Dealing with Pothole Season
• Make Personal Safety a Priority When Showing Units
• Landlords and Site Staff: Note the Cost of Casual Gossip
• Staying Safe around Needles
• Upcoming Events
• Deciding Whether to Hire a Property Manager
• Advertise in LPMAnews
• New Members
meet with new suppliers, reconnect with current ones and
network with other landlords and our board of directors.
Our next dinner meeting will be held on May 12 in
the Lamplighter's Regency Room. Registration and
networking will take place from 5:30 pm to 6 pm and dinner
from 6 pm to 6:45 pm. If members register by May 1, the
charge for the dinner will be $25 or $45 for non-members.
Please check out our updated website at
www.lpma.ca. Online registration for events is available, as
is online payment of membership fees and much more.
Shirley Criger
2nd Vice President’s Message
Spring is coming and here are a few
suggestions to prepare you for warmer
weather:
1. Have your roofs – regardless of
the age of the home – inspected for ice
damage. Eaves troughs should also be
inspected for any damage resulting from the
weight of icicles.
2. Remove all salt boxes and sweep
parking lots to rid them of salt and sand.
3. Inspect asphalt parking lots for potholes that may
damage vehicles.
4. Check parking sign posts that may have been
damaged by snowplow blades.
5. Inspect your outdoor taps for splits before turning
them on. Any irrigation systems should be inspected by a
professional.
6. Check basements for groundwater flooding from
the spring thaw.
7. Steam clean corridors and mats to rid them of
salt and sand stains.
8. Turn down the heat, but be mindful of the vital
services bylaw that requires landlords to maintain a
minimum temperature of 20 degrees Celsius in units from
Sept. 15 to June 15.
9. Once the weather warms up, tour your properties
with your landscaper to order repairs to lawns from winter
kill.
10. Order your annual flowers! The Victoria Day
long weekend is just around the corner.
Lisa Smith
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LPMAnews March 2015
CFAA Rental Housing Conference 2015 Coming Soon
“There is something for everyone at the CFAA Rental Housing
Conference, whether you own or operate one rental unit or thousands of
rental units,” according to B.J. Santavy, a past president of LPMA.
Meet new colleagues and network with other landlords. Spend an
evening at the top of the CN Tower. Inform yourself about key issues for
landlords.
Economists Benjamin Tal and Peter Norman will offer clear answers
to these questions: When do the experts expect interest rates to rise and by
how much? How will the drop in world oil prices affect rental demand across
Canada?
Tony Chapman will explain where rental marketing is heading, while
pointing out the impact the changing world will have on best practices for
rental operations.
What is new in building repairs and renovations? Engineers,
architects and landlords will help you decide how to preserve or retrofit your
building to get the best return on investment.
What do you have to do to be a resilient leader for your team or
company? Lee-Anne McAlear will show you how to embrace change,
engage your people and get results.
CFAA Rental Housing Conference 2015 will be held in Toronto. The
Building Innovations Tour will take place on June 10, while the education
sessions take place on June 11 and 12 at the Westin Prince Hotel (near the
401). In a choice of more than 30 sessions, landlords will hear from outside The Building Innovations Tour will take place on
experts and also from experienced, successful landlords who have thought June 10, while the education sessions take
place on June 11 and 12.
through the issues and tried various approaches.
Party at the CN Tower
The main social event will be an evening reception, supper and party on June 11 at the CN Tower.
Continued next page
SIGN UP NOW
Residential Tenancies Act
2014 Refresher course
8:00am – 12:00pm includes full breakfast
th
th
April 9 & 24 Toronto
th
April 29 London
This refresher course will cover starting a
tenancy right, ending a tenancy and case law
update
Special LPMA member pricing at $149.99 per
person plus taxes
FRPO Members $99.99 per person plus taxes
To register, please contact Lynzi Michal at
[email protected]
or 1-877-688-1960 Extension 22.
LPMAnews March
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CFAA Report
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Transportation will be provided to and from the hotel. During the entire conference, there will be many opportunities
to meet new colleagues, network with other landlords and talk to industry suppliers about new and helpful services
and products. Your costs of attending the conference are tax deductible.
B.J. Santavy has attended the CFAA Rental Housing Conferences since they began close to a decade ago.
She notes, “Every year I walk away from the CFAA Conference with a tremendous amount of valuable information
to help our organization become more effective and to improve our bottom line.”
Investors, owner-operators, department heads and executives should attend, while executives and regional
managers should send staff members at all levels from property managers to department heads and in all
departments from building operations to human resources and marketing.
Delegates at the CFAA Rental Housing Conference 2014 made these comments: “I particularly liked
hearing the expert and then hearing the practical aspects from the landlord.” “Fantastic!” “Great conference, great
material.” “Very good speakers, knowledgeable, enthusiastic and willing to share experiences.”
To learn more or to register, visit the conference section of www.cfaa-fcapi.org.
Industry suppliers and property management companies are invited to inquire about exhibiting or
sponsorship opportunities by calling (613) 235-0101.
Participate in the 2015-16 CFAA Employee Compensation Survey
LPMA members and all landlords are encouraged to participate in the 2015-16 Rental Housing Employee
Compensation Survey. The survey is of value to any landlord with a full-time employee or even two part-time
superintendents. By providing your data, you or your company will receive a substantial discount on the survey
report so that it will cost less than $200. The report for London should be available in July. To participate or find out
more, contact CFAA at (613) 235-0101 or [email protected].
LPMA is a member of the Canadian Federation of Apartment Associations, the sole national organization
representing the interests of Canada's $480-billion dollar private rental housing industry, which provides homes for
more than eight million Canadians.
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Complying with the Accessibility for Ontarians with Disabilities Act
Tenants and employees will have improved access to landlords' services
Accessibility is top of mind for landlords who are working to ensure their apartment
buildings, websites and policies meet the requirements of the Accessibility for Ontarians
with Disabilities Act (AODA).
Although complying with another piece of legislation may seem onerous, it's an
opportunity for landlords to ensure their buildings are accessible to seniors and tenants
with disabilities – a segment of the population with considerable spending power.
The provincial government enacted the AODA in 2005 with the goal of making
Ontario accessible by 2025 using a phased approach. Five accessibility standards,
including employment, information and communications, transportation, customer
service and the built environment, are the rules that businesses must follow to prevent
barriers to accessibility.
The Act is intended to promote
The Act is intended to promote accessibility for landlords' employees as well as the
accessibility for landlords'
tenants and guests who access their services. Landlords can visit
employees as well as the
tenants and guests who access www.Ontario.ca/AccessOn for more information.
their services.
Laura McKeen, a London lawyer and a member of the Partnership Council on
Employment Opportunities for People with Disabilities, says Ontario is the first
jurisdiction among Commonwealth countries to take a “progressive, proactive position” on making the province
accessible.
According to the government's website, research has shown that people with disabilities will patronize a
business if their needs are being met by that business. “There is a real business case behind making your
organization accessible,” McKeen says.
“Also, landlords need to remember that we have an aging population and many people are aging in place
and will require more accessibility features as they age and experience more disability-related needs. There's going
to be a push from tenants who will flock towards buildings and complexes that are accessible. There is an
opportunity for landlords to differentiate themselves from the competition.”
There are three standards with imminent deadlines that apply to landlords.
The built environment standard: The first part of this standard applies to buildings and public spaces, and
it aims to remove barriers in buildings by proposing requirements in entrances, doorways and ramps; parking
spaces; signs and displays; and recreation areas, including parks, trails and playgrounds.
“Landlords should be mindful of these when they're looking at making any changes to the exterior of their
properties,” McKeen says.
The second part of the standard is an amendment, which took effect on January 1, to the Ontario Building
Code. The new requirements apply to most new construction and extensive renovations. McKeen recommends that
landlords take the accessibility requirements into account when they're planning new buildings or renovations “and
make sure that those costs are built into their projections.”
Existing buildings where no work is planned are not affected by the requirements. Houses, including semidetached homes, townhouses and duplexes, are also not affected by most accessibility requirements, with the
exception of smoke alarm stipulations.
The amendments to the building code include requirements for visual fire alarms to be installed in all public
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Complying with the Accessibility for Ontarians with Disabilities Act
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corridors of multi-unit residential buildings and in all multi-unit residential suites; for all smoke alarms in all buildings,
including houses, to include a visual component; for power-door operators to be provided at entrances to a wider
range of buildings and at entrances to barrier-free washrooms and common rooms in multi-unit residential buildings;
and for barrier-free access to public pools and spas. For a complete list, go to: www.mah.gov.on.ca/Page10546.aspx
Although the deadline for having a written plan in place was Jan. 1, 2015, McKeen says the government is
allowing companies flexibility in meeting it. The Accessibility Directorate of Ontario, the branch of the government
charged with enforcing compliance with the regulations, has indicated that it plans to make compliance a greater
priority this year.
“They (the Directorate) also acknowledge that the vast majority of businesses in Ontario have not filed their
compliance reports as required under the standard,” McKeen notes.
The employment standard: Large landlords with more than 50 employees will have requirements to meet
starting on January 1, 2016, while landlords with fewer than 50 employees will have to meet a January 1, 2017
deadline. Larger landlords should currently be considering how to meet their obligations within their existing policies
and procedures, McKeen says. “Smaller businesses will have the benefit of seeing what the larger ones do.”
Many of the accommodations required under the Act don't cost employers any money and aren't intended to
be financially onerous. They could be as simple as giving a prospective employee with dyslexia more time when
completing a test that's part of the interview process.
“A lot of them are common sense that would already be part of your normal practices,” McKeen says, adding
that the AODA doesn't alter a landlord's obligations under the Human Rights Code, the Employment Standards Act or
the Occupational Health and Safety Act.
“All of these Acts are supposed to work together to ensure that employees are accommodated and that their
workplace is appropriate and safe for their needs.”
The information and communications standard: As of last year, landlords with 50 or more employees will
need to make any new or refreshed website accessible; there is currently no requirement for companies to retrofit
existing websites. The ministry is encouraging businesses with fewer than 50 employees to make new or refreshed
websites more accessible by offering them free tools and resources.
McKeen says it's wise for landlords to discuss the accessibility requirements with their website developer
because they are highly technical in nature. The aim, however, is common sense since it's desirable for companies to
appeal to as many potential customers as possible.
Barriers to accessibility include print that is too small to read, websites that can't be accessed by people who
are unable to use a mouse, or a website that doesn't support screen-reading software.
McKeen says landlords, upon request, will need to provide a copy of the rental application and lease to a
prospective tenant in an accessible format. Landlord and Tenant Board forms, including notices of rent increase, must
be provided to existing tenants, along with notices advising tenants that an elevator will be out of service so they can
make alternate arrangements.
Other important information includes emergency procedures, which landlords will have to provide to guests
visiting a building upon request. A landlord might also have to schedule an interpreter if a person with a hearing
impairment requests it.
Training employees: All landlords with 20 or more employees need to train employees on the standards that
apply to them and put their accessibility plans in writing. Online training materials, tools, guides and videos are
available at no charge at www.accessforward.ca. Consultants can also be hired, for a fee, to help businesses tailor
their accessibility policies to their particular company. It can be a matter of adapting existing policies instead of
creating new ones, McKeen says.
Companies must keep a written copy of their plan and let customers know how they can locate it; keep a
training log, including who they trained on which standard and when, and file a report with the ministry.
The Accessibility Compliance Wizard, www.appacats.mcss.gov.on.ca/eadvisor, will help landlords determine
what they need to do to comply with the AODA.
McKeen says landlords should focus on meeting their obligations for the standards that are already in force
with deadlines that have passed or that are imminent “and then looking forward to what needs to be done next year
and in the years ahead.”
Disability Statistics
One in seven people (1.85 million) in Ontario has a disability.
By 2036, that number will rise to one in five as the population ages.
About 360,000 Ontario businesses and organizations are affected by Ontario's accessibility law.
Source: Ministry of Economic Development, Employment and Infrastructure
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Tips for Dealing with Pothole Season
When it comes to asphalt, water is the enemy
With warmer weather comes a time of
year not usually recognized by the general public
– pothole season.
Potholes are a trip hazard and they can
also be hard on tenants' vehicles. Nevertheless,
there are several methods of repairing the
problem, depending on a property owner or
manager's budget and whether a short- or longterm solution is required.
Problems start when water seeps into
the cracks in the asphalt. Particularly during the
spring, water freezes and thaws many times.
The water and ice cause asphalt to flex up and
down and back and forth, weakening it. Pooling
water will cause asphalt to break down
prematurely.
Water also causes asphalt to break
down when it makes its way below the asphalt to There are several methods of repairing potholes depending on a property owner
the sub-base. Water begins to erode the subor manager's budget and whether a short- or long-term solution is required.
base, leaving little or no support for the asphalt.
This phenomenon increases the size of the
original crack and the pothole is created. Left neglected, cracks and potholes become larger and multiply.
Over time, asphalt begins to deteriorate due to the regular freeze-thaw cycles and general use. Parking
areas may break down prematurely when there is an insufficient sub-base supporting the asphalt.
In other situations, asphalt may be used for a purpose for which it was not engineered. For example, a
parking area becomes a roadway for heavy garbage trucks. The roadway will crumble under the weight of 60,000-lb.
trucks travelling by on a regular basis when it was designed for much lighter parked vehicles. As a result, the asphalt
will need to be replaced before its time.
Property owners and managers can choose from a wide variety of solutions for repairing and replacing
failing asphalt. The repair choice selected depends on safety (eliminating a trip hazard), the size of the budget and
whether a short- or long-term solution is needed.
Cold patch offers a quick short-term fix. A bag of cold patch can be purchased at a hardware or home
improvement store. The repair can be done in winter and it resolves urgent problems, such as a pothole, quickly.
However, cold patch is a temporary fix and the area often needs to be repaired again and again until a more
permanent repair can be carried out.
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Tips for Dealing with Pothole Season
(Continued)
Placing hot asphalt into a pothole provides a fast, semi-permanent repair that is best performed from April to
November. However, hot asphalt will fail due to water penetration. Water will seep into the seams around the repair,
the cracks will expand and more potholes will form.
Another similar repair involves a saw cut, remove and replace technique. This is preferable to hot asphalt
alone because the damaged edges are cut, debris is removed and hot asphalt is added and then compacted. It lasts
longer than hot asphalt on its own, but potholes will form along the edges of the saw cut. Saw cuts also create
seams and access for water. This strategy is best suited to larger areas where there is only one cut at the perimeter
as opposed to many small cuts within the area.
A new technology – infrared seamless asphalt repairs – offers an excellent, permanent solution for patching
and spot fixes. Water will not penetrate the seams because there are no seams. Infrared light is used to heat an area
slightly larger than the damaged area. Once the asphalt becomes soft and pliable, new asphalt is added and the old
and new asphalt are blended together. The edges are then pinched and compacted. Seamless repairs can be done
any time of the year, but are less costly from April to November. If the asphalt is too far gone, too old or has not been
maintained, the next choice is repaving.
If property owners and managers are thinking ahead, before they need to deal with pothole repairs and more
extensive asphalt damage, crack fill is very cost-effective, preventative maintenance. Hot rubber fills the crack and
bonds to both sides of the crack, keeping water away from the sub-base, preventing erosion and sealing the asphalt.
For crack fill to be most effective, cracks need to be anywhere from the diameter of a pencil to 1 ½ inches
wide. The key to achieving good results is preparation. A hot air lance etches the walls of the crack and extreme heat
burns off and blows away any debris such as sand, dirt or vegetation, allowing for proper adhesion. Crack fill
adheres better to a rough edge. The crack fill material should be of sufficient quality to expand during the winter
months and shrink during summer. The best time for performing this technique is from late April until early October.
Pothole season provides an opportunity to think about how best to maintain parking lots and roadways. With
proactive maintenance, property owners and managers can avoid premature asphalt failure and postpone expensive
repairs.
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LPMAnews March 2015
Make Personal Safety a Priority When Showing Units
“Don't be afraid to be assertive,” says one London rental agent
Last September, Arkansas realtor Beverly Carter went missing while
showing a home. Her body was found five days later. According to The Associated
Press, the man accused of her murder said she was targeted because “she was a
woman who worked alone.”
The case has renewed calls for agents, including rental agents, to be
cautious and use diligence during open houses or private showings.
“Bad things do happen, but they don't happen very often. In fact, they are
pretty rare,” says Sergeant David Ellyatt of London's Community Oriented
Response (COR) Unit.
Diana Diezyn, a leasing agent with Sifton Properties, confirms that safety
is not a big concern among her colleagues. In her 31 years of showing properties,
Diezyn has had only a few disconcerting experiences. “But we do have to be
cognizant of the fact that things can happen,” she adds.
Leasing agents shouldn’t drive clients
Both Ellyatt and Diezyn say using common sense can go a long way to
to showings.
staying safe on the job. Here, they offer a few practical tips to help leasing agents
avoid potentially dangerous situations.
Don't be a chauffeur: Early in her career Diezyn made the mistake of driving a client to a showing. His
unwanted advances prompted her to stop at one of her company's buildings and knock at the superintendent's
door. “It was unpleasant but not threatening,” she notes. “But I made the decision never to take anybody in my
vehicle again.”
Taking separate vehicles can help agents avoid situations in which they might be trapped, says Ellyatt.
“Always meet at the unit,” he advises.
Make initial contact in the office: Ellyatt says any first meeting should be “on your own turf,” which for
most leasing agents means at their office. “If you are feeling uncomfortable, this gives you time to arrange for
someone else to tour the unit with you without being impolite.”
Diezyn typically speaks with clients over the phone even before their first meeting. “Usually I get an email
and then I follow up with a phone call,” she says. “I ask questions about what they are looking for and I can get a
good sense about what is going on.”
While she occasionally agrees to meet single women or families at a unit, the majority of clients come to
Diezyn's office before going on to the showing. “This way, the receptionist is also cognizant of who they are,” she
notes.
Double up: Diezyn does not hesitate to postpone a showing if she feels uneasy. “I cannot refuse to do a
showing, but I will say: 'I can't show the unit at this moment, but I am showing it to another couple tomorrow if you'd
like to come along.' That way, I make sure there are other people with me.”
This strategy allows her to remain polite and professional without putting her safety at risk.
Ellyatt says agents who feel something is “not quite right” could also call a building manager or
maintenance person to join them. “They don't have to be in the unit with you, but they can always remain in the
hall.”
He cautions agents against being alone in a unit with a member of the opposite sex. “You want to protect
yourself against inappropriate allegations of misconduct, as well as against assault,” he notes.
Keep your office in the loop: Let someone know your daily work schedule, says Ellyatt, including where
you are going and how long you expect to be away from the office.
Diezyn uses a day timer and her computer calendar to log appointments. “I always include the time and
place of the meeting, as well as the client's name and phone number,” she says. She also tells her office when to
expect her back and advises staff members if there is a change of plans.
Keep your distance: Maintaining a reactionary gap can help an agent stay out of arm's reach during a
showing, says Ellyatt. It is also wise to walk behind a client so you can see him or her at all times.
“I naturally maintain a larger personal space than many people,” Diezyn says. “If someone does come too
close, I just ask them to move back because I am not comfortable. Being polite but honest works.”
Listen to your instincts: “If you feel that things aren't right, end the showing,” says Ellyatt. Never let
politeness get in the way of your personal safety. “Do you really want a tenant who you are not comfortable with?”
Diezyn agrees that staying safe always comes first, but notes that showing space to relative strangers is
what her job is all about. “It's a balance between your safety and their needs,” she says.
“I don't think that working as a leasing agent is any less safe than just walking down the street. Stay
attuned to the environment and don't be afraid to be assertive.”
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Landlords and Site Staff: Note the Cost of Casual Gossip
In a recent case, the Human Rights Tribunal of Ontario (the HRTO)
awarded a woman $1,000 after she learned that her landlord made inappropriate
remarks regarding the size of her, and her daughters', breasts. The remarks were
made by the landlord to the building superintendent, but were overheard by a third
party who later repeated them to the tenant. The tenant filed a complaint to the
HRTO which ultimately resulted in the award.
Under the Ontario Human Rights Code there are special provisions
governing landlords and prohibiting discrimination or harassment on a number of
The remarks were made by the
grounds, including sex. The HRTO ruled that “…the knowledge she was being
scrutinized by her landlord in a sexualized way” caused the tenant to suffer “injury landlord to the building
superintendent, but were overheard
to [her] dignity, feelings and self-respect.”
by a third party who later repeated
This case and the fine illustrate the need to be mindful about the way in
them to the tenant.
which you and your staff speak about your tenants. Even if you assume that the
comments are made in private, insensitive and inappropriate remarks can be costly if overheard by a third party or
repeated by someone you thought would maintain confidentiality.
Landlords and staff should also be mindful of the potential liability of breaching the landlord's privacy policy
when discussing tenants with non-staff members or when in the common areas of the residential complex. In
particular, on-site staff should be reminded that having a positive relationship with tenants is important, but
“gossiping” with tenants about other tenants is strictly prohibited. Gossiping about a tenant's financial problems,
late rent or behavioural issues with other tenants in the building is a breach of your tenants' expectation of privacy
and could lead to costly claims against the landlord (not to mention the loss of your job).
Bottom line: landlords and their staff should avoid inappropriate comments and gossiping about tenants.
This will avoid the risk of being named as a respondent in a human rights proceeding or a proceeding based on
breach of privacy.
For more information about privacy and human rights issues that affect landlords, contact Maria Mavrikkou
at [email protected] or Joe Hoffer at [email protected].
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LPMAnews March 2015
Staying Safe Around Needles
One London property manager was injured after cleaning out a rental unit
A long-time London property manager and LPMA member thought she
was doing the right thing when she set out to safely dispose of five boxes of
used syringes last September. The needles had been left behind by a former
tenant.
What happened next would leave her shaken, frustrated and
determined to help others learn how to protect themselves.
After placing the closed needle boxes in a plastic bag, the property
manager took them to a nearby public needle disposal bin. “It is a lot like a
mailbox, but it wasn't big enough to accept containers and I didn't feel
comfortable opening up the boxes to pour the needles in,” she says.
A neighbourhood pharmacy was also unable to help, explaining that
they accepted only returns of their own needle containers. Her final stop
was the London Intercommunity Health Centre. “I didn't see a drop-off box,
but I thought I could return them there,” she explains.
While waiting in line, one of the boxes popped open and a needle
pricked her leg.
“I was very anxious and emotional. I knew this person had had
multiple people in her unit. I had no idea who had used these needles or the
potential risks I was facing,” she recalls. “As a property manager, I've got 15
or 16 years of experience collecting needles and I'd never been pricked
One of the boxes popped open
before.”
and a needle pricked her leg.
Distraught, she decided to return to her office, making a stop at the
Unity Project for Relief of Homelessness in London for advice. Unity Project
executive director Chuck Lazenby told her to go to the hospital and offered
One of the boxes popped open and a
to take the needles for safe disposal.
needle pricked her leg.
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Staying Safe Around Needles
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Although an urgent care doctor assured
the property manager that the risk of transmission
was extremely low, she underwent blood tests
and required a Hepatitis B booster shot. She also
decided to undergo preventative HIV treatment –
a course of medication that lasted 30 days.
“I have two children and was told to be
careful not to share toothbrushes or glasses,” she
says. “So there was also the fear of putting my
family at risk, which was part of the emotional side
effect for me.”
Grant Martin sympathizes with her ordeal.
As the managing director of London
Community Addiction Response Strategy (London
CAReS), he is in charge of the city's 17 outdoor
needle disposal bins and for the removal of
needles found on public property.
“It sounds like she was in an unfortunate
situation, scrambling to find what community
options were available to her,” he says.
It’s best to wear gloves, ideally ones that are puncture resistant, when
Martin confirms that public needle bins
handling needles.
are not designed to accept containers and says
the property manager was wise not to try to reopen the containers left by the former tenant.
Pharmacy owners are also entitled to decide whether or not to accept needle containers, he says. “It
changes from pharmacy to pharmacy and sometimes they charge for disposal.”
While London CAReS is available to remove needles found on public property, they are not responsible
for the safe disposal of needles found by a landlord, business or private home owner.
Martin notes that the most important thing to remember when handling sharps – used syringes with
needles attached, used needles, used razor blades, lancets, or broken glass that has come into contact with blood
– is never to touch them with your bare hands.
“Wear gloves, ideally thick ones that are puncture resistant and use metal barbecue tongs to remove
debris, move objects and to pick up any sharps found,” he says. Needles should always be placed and
transported in a puncture-resistant container with a lid.
If a needle injury does occur, Martin says it's important to seek immediate medical attention. “The course
of treatment may vary depending on several factors, including whether the syringes were recovered from a highrisk situation and how old they might be.”
Martin advises property managers to consider purchasing their own biohazard bins through a company
called Stericycle (www.stericycle.ca). “An account for disposal can be established the same as if you were to have
a dedicated company to do other types of junk removal when tenants move out,” he notes.
Martin invites landlords interested in learning more about the safe disposal of needles to contact London
CAReS at www.londoncares.ca or (519) 667-2273 to arrange an onsite training session.
The property manager hopes others will learn from her experience because a needle injury could happen
to anyone.
“I've collected needles before and understand using a hard container and something to pick them up.
What I've now learned is that when you have multiple containers you need to transport them in a bucket in case a
lid comes off,” she says.
“I was also working under the assumption that I could just take needles to a pharmacy because that's
what I've done before at other locations. I didn't realize that the onus is on the private individual to transport and
dispose of these things.”
Page 12
LPMAnews March 2015
Upcoming Events
April 14 LPMA Trade Show
Lamplighter Inn
591 Wellington Road, London
Crystal Ballroom
Time: 6:00 to 8:00 pm
Admission: Free. All are welcome
To Attend the Trade Show: No registration
required.
Details: Sixty exhibitors, door prizes,
complimentary food and drinks.
Cost for a Table: $150 by April 1
To purchase a Table: Go to www.lpma.ca or
contact the LPMA office.
Spring Hope Food Drive
Province-wide, hi-rise food drive
Food Collected: April 28 - 6:30 to 9:00 pm
Food Delivered to London Food Bank: April 29 9:00 am to 12:00 pm
Contact Brenda Davidson at the LPMA office to
register your buildings.
May 12 Dinner & General Meeting
Lamplighter Inn
591 Wellington Road, London
Regency Room
Dinner Sign In/Networking: 5:30 to 6:00 pm
Dinner: 6:00 to 6:45 pm
Cost for Dinner: $25 by May 1, $30 after May 1
To Register for Dinner: www.lpma.ca
Meeting Sign In/Networking: 6:45 to 7:00 pm
General Meeting: 7:00 to 8:30 pm
Cost for General Meeting: No charge and no preregistration required.
Speakers: Rich Danby, a real estate investor, will
discuss the six principles of proactive real estate
investing. Anthony Passarelli, from CMHC, will
present the results of the fall rental market survey.
CFAA Rental Housing Conference
June 10 to 12
Westin Prince Toronto Hotel
900 York Mills Road, Toronto
Topics include investment, employee
management, building science and marketing.
Register at www.cfaa-fcapi.org
LPMAnews March 2015
LPMAnews June 2006
Page 13
Page 9
Deciding Whether to Hire a Property Manager
There are many benefits to choosing a professional, experts say
Many small landlords are capable of wearing several
hats at once: marketing their properties, keeping their units filled
with good tenants, understanding the legislation that affects
landlords and coping with maintenance requests, all while
holding down a full-time job.
However, for those new investors who discover that the
time constraints and the knowledge gap are having a negative
effect on their bottom line, hiring a property manager could be a
good investment in their livelihood.
B.J. Santavy, director of residential operations for the
Skyline Group of Companies, says the decision to hire a
professional depends on the size of the property involved.
“With smaller properties, they probably can manage to
do it on their own on the side in addition to their full-time work. But
if they purchase more properties or they purchase a larger
property, it's quite likely it's more than what they thought they
would be getting into.”
Lack of knowledge and skills are among the first
problems new landlords encounter, Santavy says. Professional
development through landlord associations such as LPMA, and
its Property Management 101 seminars, helps to give them a
good working knowledge of the Residential Tenancies Act (RTA)
so they don't leave themselves open to liability for inadvertently
breaking the law.
Many small landlords are capable of wearing several hats at
Sarah Palmer, owner of Vantage Property Management, once.
agrees. She also recommends that small landlords visit the
Landlord and Tenant Board's website (www.ltb.gov.on.ca/en) to
familiarize themselves with the legal requirements for landlords. It outlines the forms that landlords need to use and
how they should be served.
“There's a lot of information available to landlords, but they need to take the time to study it to make sure it's all
done legally and correctly,” Palmer says.
Finding a property manager: Landlords can find managers through word-of-mouth referrals from
tradespeople; social media sites, such as LinkedIn; from other landlords through organizations including LPMA, and
from their real estate lawyer, realtor or mortgage broker.
“The referrals from others in the industry go a long way to pre-qualifying a property manager,” Palmer says.
A full-service property manager takes care of rent collection; handling of all property maintenance; payment of
property expenses; renting units; monthly financial statements and 24-hour on-call service for maintenance
emergencies. Management fees for those services range from five to eight per cent of the gross rent revenue.
Palmer says some managers offer only a rental service. In this case, the manager looks after marketing and
filling units while the landlord collects the rent, handles expenses and maintains the property.
Landlords should check a manager's references and obtain a criminal background check. As well, they should
interview the manager, preferably in the company of a trusted and objective individual.
When Santavy conducts an interview, she asks property managers to outline crises they've managed, such as
a fire or a flood, how they've dealt with difficult tenants and what their leadership style is like.
“I know if my resident managers are happy in the work they do, the tenants will be happy with the service. And
so, I ask property managers how they would lead the staff to keep them engaged and happy in their jobs. That's a very
important question.”
If landlords decide to manage their own properties, they need solid customer-service skills since the industry
is becoming more customer-service oriented, Santavy says. If tenants believe their needs aren't being met, they will go
elsewhere, which results in vacancies.
“A good property manager is not only going to be able to enforce the rules, but they're going to be able to
provide exceptional customer service,” Santavy says. “If you hire an expert, the job is going to get done better. And
property management is not something that just anybody can do.”
Continued next page
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LPMAnews
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LPMAnewsMarch
June 2006
Hiring a Property Manager
(Continued)
An experienced manager is able to properly screen
prospective tenants and evaluate rental applications based
on income and credit and reference checks. Palmer says a
good manager should have the skills to determine if there
are any inconsistencies in the information that could
indicate that the applicant is a problem tenant. Ultimately,
that analysis will help the landlord to “avoid poor tenant
choices and very costly evictions,” she adds.
Knowing the competition: A property manager
should also understand marketing and the specific market in
which the landlord's properties are located. “They should
know what the competitors are doing. And if they don't know,
they should know how to find out,” Santavy says. “That's a
Landlords should expect to receive written quotations in advance
big part of a property manager's job.”
Minimizing a landlord's vacancy loss is another from their manager for all major costs so the landlord can budget for
important element. The manager should get an apartment them.
rent-ready as soon as the previous tenant vacates by having
the proper people in place – painters, maintenance people and cleaners. Because they represent the landlord when
they work in occupied units, they need to be professional and provide quality work.
Once a landlord has hired a property manager, the landlord should cover his or her expectations with that
individual before problems develop, Santavy says. For example, the property manager may carry out certain jobs, such
as screening tenants, differently from what the landlord wants.
“It's much, much better to deal with it at the front end instead of dealing with the fallout at the back end during
the employment,” Santavy says.
The importance of communication: Palmer says it's important from the outset for landlords and property
managers to be clear on their goals for the property. As an investment, the property should have a positive cash flow
and a reasonable rate of return. A Certified Property Manager, or one who has the equivalent experience, will focus on
ensuring the property is receiving its “highest potential income and return,” Palmer says. That's particularly important in
complex situations, such as multi-unit properties where the net income is the primary measure of the value of the
property.
If small landlords are out-of-town or out-of-country owners, they need to have a local property manager who
will handle the details for them, she says.
The manager should also conduct regular inspections to identify and control maintenance costs and suggest
capital improvements to an aging property, such as upgrades to a kitchen or bathroom, that will help to generate more
rental income and enhance the value of the property. Keeping the property in top form also helps it to compete with
newer properties and prevents it from sitting vacant for long periods of time.
Landlords should expect to receive written quotations in advance from their manager for all major costs so the
landlord can budget for them, Palmer says.
Financial statements: Most experienced managers use property management software to provide accurate
monthly financial statements that include income statements and expense details. The software also allows managers
to track rent collection and repairs. Palmer recommends that landlords meet with their prospective manager so that
individual can show them the system for accounting, documentation and maintenance since it controls the landlord's
costs and revenue.
She says it's important for the manager to communicate by email, provide monthly financial statements and
proof of resolution of problems, keep maintenance records, as well as offer regular written and verbal reports.
Checks and balances: Palmer recommends that the landlord rely on the manager's expertise and
experience and allow that person to manage the property.
“In order to achieve that relationship, it's a matter of trust. The property manager has to be able to offer
consistent communication and consistently deliver positive results by achieving lower vacancies, higher tenant
retention and reduced overall costs.”
Santavy suggests that landlords make “random, unannounced” visits to the property to ensure that property
managers are doing their jobs to their satisfaction. Landlords should also call tenants and ask if they're happy with their
homes and if they plan to stay for awhile and, if not, why. Making it clear to tenants that the call is customer-service
related avoids any suspicion that the landlord checking up on his or her employee.
Continued next page
LPMAnews
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LPMAnewsMarch
June 2006
Page 15
Page 11
Hiring a Property Manager
(Continued)
“You want the property manager to feel like you support them
and that you're interested in their success, so you could easily
undermine that by making it look like you're always checking up on
them. But by the same token, you also have a big vested interest in
the outcome,” she says.
London lawyer Joe Hoffer advises landlords to tell the
manager at the start of the employment period that he or she will be
conducting periodic visits to the properties, which includes talking to
tenants.
“If you do that upfront, no one is going to challenge you after
the fact or be suspicious about it. I think it helps to keep the property
manager on their best behaviour. Any property manager worth their
Lawyer Joe Hoffer says there is no such thing as a
salt is not going to complain about that.”
Avoiding liabilities: Hoffer says if a property manager is standard contract.
acting as the landlord's agent, he or she is treated as a landlord under
the RTA. However, managers need to ensure they're not encumbered by the landlord's liabilities, including being
ordered to compensate tenants if they're inconvenienced because the furnace breaks down, for example. The written
management agreement should have an indemnity clause to protect the property manager from such liability.
Hoffer says as long as the manager hasn't violated the terms of the agreement by committing an illegal act or
being negligent, the manager is entitled to be indemnified by the owner against liabilities, expenses, costs, damages
or claims for personal injury or property damage. For example, if the manager is ordered to pay a tenant $1,000, then
the landlord must reimburse the manager for the same amount.
On the enforcement side, the manager should be authorized to retain a licensed paralegal to represent the
landlord's interests at Landlord and Tenant Board proceedings.
The management contract: Hoffer says there is no such thing as a standard contract and that a contract
needs to be tailored to each specific situation. At the outset of the employment period, the landlord and the manager
should discuss the contract, which should include the legal name of the landlord and the manager, as well as the
addresses of the properties the manager is overseeing. The contract should also make clear that the manager is
acting as the landlord's legal agent and has the legal capacity to bind the landlord to agreements for leases, repairs
and maintenance, has the authority to collect money from tenants and to invoke collection procedures.
The manager should also ensure he or she has the authority to verify that the property complies with
applicable laws, such as the RTA, the fire and building codes and the property standards bylaw. Most landlords want to
give those powers to their managers so that they have operational control of revenue and expenses for the property
and all compliance issues, Hoffer notes.
The contract should outline the maximum amounts that managers can spend on maintenance and repairs,
and capital items without needing the owner's approval. Clauses will also detail the management of bank accounts
and the frequency of statements so the owner can review the financial status of the property. The contract will contain
guidelines, as well, about how the manager will maintain records and how he or she will disclose them to the owner.
Provisions of the contract include the management fee, additional fees for such tasks as supervising
tradespeople, the length of the contract – usually a minimum of one year – and how it can be terminated prior to the
expiry of the time limit. The contract also needs to detail the circumstances under which the contract can be terminated
early and the penalties that will occur.
Condo issues should be addressed in the contract, too, due to the prevalence of condos being rented, Hoffer
says. Clauses in the contract need to indicate what measures can be taken when there are conflicts between the
interests of the condo owners and the interests of the condo corporation. The property manager also needs to warrant
that the operations they oversee comply with the corporation's declaration, bylaws and rules.
Hoffer advises landlords to review the financial statements the manager is providing, visit their property, make
sure that the work that should be done is being done, and interview tenants.
Although it's a positive sign if managers are LPMA members and have experience, it's just one element in prequalifying them.
“You really want to do some reference checks,” Hoffer says. “LPMA members have access to the training and
the education that's provided through LPMA, but it doesn't mean that they attend the meetings and implement the best
practices that LPMA encourages among its members. There are many exceptions.”
LPMAnews
2006
LPMAnews June
March
2015
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LPMAnews
LPMAnews is a quarterly publication of the London Property Management Association. All advertising enquiries should
be directed to the LPMA office at (519) 672-6999.
Opinions expressed in articles are those of the authors and do not necessarily reflect the views and opinions of the
LPMA board or management. LPMA accepts no liability for information contained herein.
Any comments about LPMAnews or requests to submit articles may be made by email to [email protected].
LPMA Contact Information
460 Berkshire Drive, Unit 102
London, Ontario N6J 3S1
Phone (519) 672-6999*Fax (519) 672-6462
Email: [email protected]
Office Hours - Monday to Friday, 8:30 am to 12:30 pm
Administrator - Brenda Davidson
President - Emma Sims
1st Vice President - Shirley Criger
2nd Vice President - Lisa Smith
Past President - B.J. Santavy
Chair, Communications Committee - Bonnie Hoy
Chair, Education Committee - Sean McNally
Chair, Finance & Administration - Bill MacGillivray
Chair, Golf - Brenda Trineer
Chair, Lease - Shannon Kiekens
Chair, Marketing - Bonnie Hoy
Chair, Municipal Affairs - Emma Sims
Chair, Nominations & Elections - B.J. Santavy
Chair, Social Committee - Shirley Criger
Chair, Special Projects Committee - Brenda Trineer
Directors at Large: Jim Lovell, Jody McKee, Kim Walker,
Laura Smith, Murray Black, Peter Neil, Shane Haskell.
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Welcome New Members
Andrew Bowlden, Krista Charbonneau, Edison Engineers Inc. (Associate), Excel Collection Services (Associate),
Fairview Property Management, First On Site Restoration (Associate), Force Installations Ltd, Forest City
Property Management (Dual Member), Freedom 55 Financial – Christian D'Andrea (Associate), Glass Doctor
(Associate), John Hendrikx, Holland Cleaning Solutions Inc. (Associate), Chris Horvath, Nick Hourd, Maureen
Jenkins, Lerners LLP (Associate), Josh MacLean, Kara Malott, Montag Property Management Inc., Kevin &
Rebecca Sharpe, Ross Smibert, The Realty Firm – Nick & Andrea Davies (Associate), Bill Warmels,
Water Matrix (Associate), Mark Widmeyer