GHC-CCI Condo News Magazine - Winter 2025

VOL. 22 • WINTER 2025

Professional & Business Partners Edition

Atrens-Counsel Insurance Brokers

PROFESSIONAL & BUSINESS PARTNERS 7

Online Search Directory

8

Professional & Business Partners Committee

24

FEATURES 12

Condo Economic Update – Reserve Funding Levels

14

Water Damage in Vertical Communities: A Guide for Property Managers, Residents, and Condo Boards

20

Road Map to Parking Garage Maintenance

24

The Dos and Don’ts of Addressing Roof Leaks

28

A Chat with Ali Arlani, Chief Executive Officer and Registrar of the Condominium Management Regulatory Authority of Ontario (CMRAO).

36

Impact Assessment of Electric Vehicle Parking in Underground Garages

20

CCI NEWS & EVENTS 5

From the President

6

The Ron Danks Leadership Award

18

Introducing Our 2024-2025 Board of Directors

19

Welcome to Our Newest Board Members

23

Upcoming Events

32

Q&A: Electric Vehicle Charging Stations

34

Tool Talk Videos

41

Condo of the Year Information

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SimpsonWigle Law LLP

COMMUNICATIONS COMMITTEE 1 Hunter St. E., Suite 200, Hamilton, ON, L8N 3W1 Phone: (905) 528-8411 | Fax: (905) 528-9008 1006 Skyview Drive, Suite 103, Burlington, ON, L7P 0V1 Phone: (905) 639-1052 | Fax: (905) 333-3960

OUR BUSINESS IS CONDOMINIUM

Craig McMillan Chair

Patrick Greco Board Liaison

Over forty years of helping our clients with all aspects of condominium law including: • Advising Boards of Directors • Development • Construction Claims

Paola Beci Gjata

• Project Financing • Mediation and Arbitration • Litigation

Carole Booth

• Employment

OUR CONDOMINIUM LAWYERS

Jeremy Nixon

Maria Durdan, ACCI Cameron Neil

Colin Ogg

Bilal Mirza Christopher Dilts Warren Mouck Kevin Mitchell

Yeganeh Pejman

Asad Hashim

Kerri Raposo

Tim Van Zwol

4 GOLDEN HORSESHOE CHAPTER OF THE CANADIAN CONDOMINIUM INSTITUTE

Condo News

is produced 4 times per year

From the President

Richard Elia, B.Comm., LL.B., LL.M.(ADR), ACCI

Summer Issue (July) Deadline – June 15th

GHC-CCI President

Fall Issue (October) Deadline – September 15th Winter (January) Deadline – December 15th Spring (May) Deadline – April 15th Articles of interest to condominium owners and directors are welcome.

See details for submissions on page 50.

To advertise contact:

Golden Horseshoe Chapter of the Canadian Condominium Institute

Box 37, Burlington, Ontario L7R 3X8 Tel: 905-631-0124 | 1-844-631-0124 Fax: 416-491-1670 Email: admin@cci-ghc.ca The authors, the Canadian Condominium Institute, and its representatives will not be held liable in any respect whatsoever for any statement or advice contained herein. Articles should not be relied upon as a professional opinion or as an authoritative or comprehensive answer in any case. Professional advice should be obtained after discussing all particulars applicable in the specific circumstances in order to obtain an opinion or report capable of absolving condominium directors from liability [under s. 37 (3) (b) of the Condominium Act, 1998].

Authors’ views expressed in any article are not necessarily those of the Canadian Condominium Institute. All contributors are deemed to have consented to publication of any information provided by them, including business or personal contact information.

Advertisements are paid advertising and do not imply endorsement of or any liability whatsoever on the part of CCI with respect to any product, service or statement.

#LifeIsGolden

FROM THE PRESIDENT

The New Year Promise As we turn the page to a new year, one of our goals at CCI-GHC is to shine a spotlight on all the reasons to join our community (spoiler alert: there are no bad ones). But perhaps you're asking, “what’s the real benefit of joining?” There is already so much out there to choose from.

True – but none of it is CCI-GHC. We’re not just another “professional organization.” We are cutting edge, we are a community, and, most importantly, we are a safe space to learn, grow, and connect.

I’m constantly encouraging the lawyers in my firm to attend CCI-GHC events. Why? Because no matter how seasoned you are, there’s always something new to learn. Case in point: as Chapter President, I recently had the privilege (and responsibility) of chairing our Annual General Meeting.

The AGM featured an educational component, and this year, we had Patrick Greco, Stephanie Sutherland, and Maria Durdan, all amazing lawyers, delivering an insightful presentation on condominium case law.

One of the cases discussed involved restrictions on an owner’s right of access to records and limitations on what the Corporation could disclose.

In thanking them, I attempted to chime in with a small addition—only to be met with the collective gaze of three lawyers, as though I had just grown a second head. Spoiler alert: I was dead wrong.

And in the most respectful and courteous way possible, I was corrected.

Yes, I was embarrassed, but not because of them. I was left in awe of my colleagues, for their level of sophistication and the cumulative knowledge of those providing condominium law advice. But even more so, I left having learned something through a CCI-GHC event – again. It never fails!

A Fond Farewell CCI-GHC wouldn’t be what it is without the dedication of our volunteers— individuals who put themselves in service of the condominium community in the belief that fostering education and a deeper understanding of how condominiums function will serve all of us. Sandy Foulds is one of these individuals.

Sandy was first elected to the Board of Directors seven years ago, and hit the ground running, contributing to the Membership Committee, chairing the Social Media and Marketing Committee, serving as Secretary, Vice-President, and President (for 2021 and 2022), all while being a leader in the property management industry. Her energy and focus didn’t just keep continued…

Condo News | WINTER 2025

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her moving—they kept us moving. To this end, I regret to share that Sandy has decided to step down from our Board.

In Sandy’s own words: Golden Horseshoe Chapter of the Canadian Condominium Institute Box 37, Burlington, Ontario L7R 3X8 Tel: 905-631-0124 | Toll Free 1-844-631-0124 Fax: 416-491-1670 | Email: admin@cci-ghc.ca Website: Website: www.cci-ghc.ca

2024-2025 Board of Directors PRESIDENT

Richard Elia, B.Comm., LL.B, LL.M (ADR) ACCI (Board Liaison Education Committee) VICE-PRESIDENT

Will MacKay, CFP, CIM

(Member Finance Committee) TREASURER

Alicia Gatto, CPA, CA, LPA (Chair Finance Committee) SECRETARY

Michelle Joy, BA, RCM, OLCM

“It has been a great learning experience and I have enjoyed my time with all of you. But it is time to let the new members jump in. I know that they will all bring great new ideas forward for the Board to consider.”

Sandy, we owe you a tremendous debt of gratitude.

Your impact will be felt for years to come.

Here’s to 2025!

We have now come full circle. As we move into a new year, I wish you all prosperity, peace, and plenty of enlightened interaction with other members of the condominium community. And of course, I hope to see you at many CCI-GHC events. After all, every time we gather, we grow stronger as a community.

Cheers to an exciting year ahead!

Richard Elia GHC-CCI President

BOARD OF DIRECTORS

David Corbett

Maria Durdan, B.A., LL.B., ACCI (Member Education Committee, Member Finance Committee, Member Ron Danks Award Committee) JJ Foulds, BA, OLCM, RCM Patrick Greco, B.A.Sc., LL.B.

(Chair Policy & Governance Committee, Member of the Communications Committee)

Sokol Meta, RCM, CMCA, BA (Board Liaison Professional & Business Partners’ Committee) Paul Nasato, B.Arch.Sc.

Thomas F. Nederpel, B.Sc., PEng (Chair External Relations Committee) Denis Theriault

The Ron Danks Leadership Award The Ron Danks Leadership Awardthe Through the Ron Danks Leadership Award, Golden Horseshoe Chapter recognizes its true condominium board member leaders; those individuals that have gone that extra mile, time and time again, to help their condominium community.

If your condominium corporation is a current GHC member and you know of a current or past board member that exemplifies the spirit of what leadership means, email outlining why the candidate is worthy of this recognition.

Your submission should be of sufficient detail for the judging panel to want to know more. Simply being a long-time board member is not sufficient.

What has your candidate done to make a difference?

Submit your nomination online at https:// cci-ghc.ca/who-is-cci/ron-danks-leadershipaward.

6 GOLDEN HORSESHOE CHAPTER OF THE CANADIAN CONDOMINIUM INSTITUTE

Online Search Directory

GOLDEN HORSESHOE PROFESSIONAL & BUSINESS PARTNERS DIRECTORY Find the right product and service company for your next condominium project online in the Golden Horseshoe Professional & Business Partners Directory

START YOUR SEARCH NOW Click on a category and go directly to that section of the online Directory

Condo News | WINTER 2025

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Professional & Business Partners Committee Golden Horseshoe Chapter

PROFESSIONAL & BUSINESS PARTNERS COMMITTEE

Ryan Griffiths

Condominium Lending Group Chair, Professional & Business Partner Committee Ryan is Managing Director at CLG - Condominium Lending Group, and works exclusively with Condominium Corporations, Property Managers, and other stakeholders across Canada to develop and implement customized financing solutions.

W

elcome to the 2025 Professional & Business Partners Edition of Condo News! I hope you enjoy the articles put forward by some of the industry leading members of our chapter. CCI Golden Horseshoe is very lucky to have a diverse group of professionals and businesses that serve our condominium industry, and we are thankful to those that give back through volunteering with our chapter. I’m very grateful for all the time and efforts from the team on the Professional & Business Partners committee. Thanks again to everyone for all your work over the past year.

The various businesses that support our chapter can be found within the Professional & Business Partners Directory that accompanies this edition of Condo News. I hope you make this your go-to resource for all your condo needs.

As we look towards the upcoming year, our committee is hosting our first Lunch & Learn on January 31st, at the Canadian Warplane Heritage Museum in Mount Hope. The seminar will focus on navigating condo conflicts, and will dive deep into security, conflict and dispute resolution for condo communities. We have a great panel, and an awesome venue so please sign up before the session sells out!

Our seminar at the Warplane Heritage Museum last year was a sell-out with record breaking attendance. After the seminar many of the attendees stayed for a guided tour of the facility filled with vintage warplanes. I hope to see you there!

All the best, Ryan

8 GOLDEN HORSESHOE CHAPTER OF THE CANADIAN CONDOMINIUM INSTITUTE

Golden Horseshoe Chapter

PROFESSIONAL & BUSINESS PARTNERS COMMITTEE Gail Cote, RCM

Property Management Guild gail@pmguild.ca Gail is a Condominium Manager at Property Management Guild. She has enjoyed providing professional Property Management services to her clients since 1999 and has achieved her RCM designation. Gail has enjoyed: past participation on the CCI-GHC Board of Directors as well as volunteering on the CCI-GHC Professional Business Partners and Communication Committees. Gail has participated as a speaker at CCI events including CCI-GHC Annual Conferences, webinars, lunch & learn events as well as having written articles for the CCI-GHC Condo News publication.

Justin Deboer

Skyline Contracting Since 2004, Justin Deboer has led Skyline Contracting with a commitment to excellence in roofing and property maintenance across Burlington, Hamilton, Ancaster, Grimsby, and Stoney Creek. Under his leadership, the company has become known for its responsive service and superior workmanship.

Justin also contributes his expertise as a Committee Member for the Professional and Business Partners Committee of the Canadian Condominium Institute (CCI), where he extends his impact beyond business operations to community and industry development.

Justin’s professional ethos revolves around adding value and making a positive difference in every aspect of his work.

Patrick Greco

Shibley Righton LLP pgreco@shibleyrighton.com Patrick is a partner in the Condominium Law Group at Shibley Righton LLP where he provides a full range of condominium solicitor and advocacy services and particularly enjoys attending and chairing difficult owners’ meetings.

Patrick sits on the CCI-Golden Horseshoe Communications Committee and the CCI-Toronto Education Committee. He writes frequently on condominium issues and enjoys presenting to industry groups. In his free time, Patrick can be found in his garden or, in the winter, planning next year’s garden.

Kelly MacDonald

Detail Roofing & Sheet Metal Kelly has been happily assisting condominium managers and boards with their roofing related needs at Detail Roofing & Sheet Metal since 2017. In her role of Client Engagement & Events, she is dedicated to providing engaging educational content through regular webinars, in-person seminars, and articles, all to help audiences better understand their roof and how to maximize its lifespan. Kelly is a proud member of the Professional & Business Partners Committee.

Shaun McCartney

ServiceMaster Restore of Oakville claims@svmoakvilledr.com Shaun is the Business Development Manager of ServiceMaster of Oakville Disaster Restoration. We are a premier provider of professional restoration services to the condominium marketplace. We are an Atrens-Counsel Preferred vendor.

Zeke Margaritis

ArmourCo Solutions zeke@armourco.condos Zeke Margaritis is currently the business development representative at ArmourCo Solutions. A proud graduate of The Lang School of Business and Economics. Zeke has grown up in the condo industry with a passion for construction. Zeke currently volunteers for CCI-GHC Professional Business Partners and Conference committees.

Craig McMillan, RCM, ACCI, LCCI, CMCA, CAPM Maple Ridge Community Management cmcmillan@mrcm.ca

Craig McMillan is President of Maple Ridge Community Management (MRCM) an Associa Company. He has been a Condominium Professional since 2003. Craig holds his RCM designation from ACMO, and his ACCI and LCCI designation from CCI-National.

He is a member of the Project Management Institute and holds his Certified Associate in Project Management designation CAPM. He currently serves on the Board of Directors for ACMO and ACMO’s Membership & Programs Committee as well as the Condo Conference Committee hosted by ACMO & CCI-Toronto.

Continued…

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Golden Horseshoe Chapter

PROFESSIONAL & BUSINESS PARTNERS COMMITTEE Craig also serves on the Professional & Business Partners Committee and the Communications Committee with CCIGHC, as well as an inaugural member of CMRAO’s Advisory Committee. He is a frequent speaker at industry events & conferences, as well as contributing articles for various industry publications.

Sokol Meta RCM, CMCA, BA

Wilson Blanchard Management sokol.meta@wilsonblanchard.com Sokol is a Director of Condominium Management at Wilson Blanchard Management Inc., an Associa Company.

He has achieved his RCM designation from ACMO and CMCA designation from CAMICB. He has been providing professional Condominium Management services to his clients since 2017.

Kevin Shaw, B.Tech.(Arch.Sc.), LCC Principal – Cion Engineers & Building Scientists kevin.shaw@cion.com

Kevin was instrumental in launching the Cion Building Science Group and continues to be responsible for all operational aspects of the firm’s building science team. With over 25 years of experience in building evaluation and rehabilitation, Kevin is a recognized authority in: building envelope, failure investigations pertaining to the building envelope and structural components of buildings, design and project management of building rehabilitation projects, accessibility audits, performance audits and reserve fund studies. Kevin holds the LCCI designation with CCI and is actively involved in the advancement and education of the Condominium Industry.

Stephanie Sutherland

Sokol volunteers on the CCI-GHC Professional Business Partners and Communication Committees.

Mike Mullen R.C.M, B.A.

Wilson, Blanchard Management Inc. mike.mullen@wilsonblanchard.com Mike is the Executive Vice President of Operations at Wilson, Blanchard Management Inc. Mike has been involved in the Condominium industry since 1999 and has been an RCM since 2003. Mike has sat on many industry related Committees over the years including CMRAO and ACMO Education Advisory Committees as well as CCI Golden Horseshoe Transition Committee. Mike is a frequent speaker at industry events.

Cohen Highley LLP ssutherland@cohenhighley.com Stephanie Sutherland is a condominium lawyer at the Kitchener office of Cohen Highley LLP. Stephanie assists condominium boards, unit owners, and managers with day-to-day governance matters, compliance issues, drafting and registration of new and amended condo governance documents, court and CAT proceedings, and mediations and arbitrations. She sits on several Grand River, Golden Horseshoe, and national CCI committees, and is on the CCI Grand River Board. Stephanie also regularly speaks at CCI events and contributes articles to condo industry publications.

Jordan Vandervelde Edison Engineers

Natalie Park

Park Group of Companies ltd.

HVAC & Refrigeration Contractors www.parkgroupofcompanies.com Natalie Park is Manager/Owner of Park Group of Companies HVAC & Refrigeration Services. We Provide Industry Leading Materials with the Highest Quality Service Solutions for both Residential and Commercial Properties. Natalie is on a Board Member with CCI Golden Horsehoe Professional & Business Partners, Education Committe. She is also the Co-Chair for the CCI Golden Horseshoe Annual Conference.

Jordan is a Project Principal at Edison Engineers that is responsible for building assessments, development of repair strategies, and management of their implementation. Jordan leverages his years of hands-on contracting experience with his structural design and restoration expertise to effectively blend theory with practicality to produce exceptional results. He supports the Edison team across the GTA to help deliver Structural Restoration and Building Envelope repair projects. He also provides invaluable support to Reserve Fund Study development, Capital Plans and Performance Audit Resolutions.

10 GOLDEN HORSESHOE CHAPTER OF THE CANADIAN CONDOMINIUM INSTITUTE

GHC-CCI Professional & Business Partners are pleased to present our ever popular Lunch & Learn January 31, 2025 | 11:00 AM - 2:00 PM ET Canadian Heritage Warplane Museum, 9280 Airport Rd, Mount Hope, ON L0R 1W0 Please join the CCI Golden Horseshoe Professional and Business Partners committee for this session.

This session will delve into the proactive approaches that can be employed in condominium communities to manage and resolve conflicts. Our panel of experts will provide best practices for dealing with conflict and will cover tactical communication approaches, and power principles in communication geared towards gaining voluntary compliance. Attendees will learn about threat cues and how to practice situational awareness to increase personal and community safety. The panel will also provide in-depth insights on the various paths to dispute resolution such as the Condominium Authority Tribunal, mediation / arbitration, and the courts.

In addition to the panel presentation, this important event will feature a networking hour, buffet lunch and a question period for our panelists, followed by the opportunity to view the Warplane Museum at leisure.

Moderator Ryan Griffiths Managing Director Condominium Lending Group

Speaker Marc Bhalla Vice President, Policy, Programs & Dispute Resolution Condominium Authority of Ontario

Schedule: 11:00 am – 12:00 Noon – Registration/Networking 12:00 pm – 12:30 pm – Lunch 12:30 pm - 2:00 pm – Presentation

Speaker Mike Fernandes Vice President, Operations Regal Security Inc.

Speaker Shawn Machado Community Director Maple Ridge Community Management

Register Online Sponsorship Opportunities Available

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FEATURE

Condo Economic Update – Reserve Funding Levels Ryan Griffiths

Condominium Lending Group

Lyndsey McNally,

OLCM, LCCI, CCI (Hon’s)

Condominium Lending Group

O

ver the last few years, our economic climate has seen significant financial pressures impacting condominium corporations, particularly in the construction sector. While your average Canadian has been struggling to adapt to increased living costs related to consumer inflation and mortgage rate increases, condominium owners have also been facing increases in condo fees related to project costs and savings for longer-term capital repairs through their reserve fund contributions.

What can you expect for 2025?

Construction Inflation Update

The condominium industry has widely discussed the inflationary crisis that we faced during the Covid-19 pandemic and beyond. From Q1 2020 (pandemic start) to Q2 2024, the residential construction price index for the Greater Toronto Area (the closest geographic census data to the Golden Horseshoe Area) increased by 83%. This is in addition to the consumer price inflation that impacted the operating portion of condo fees.

The good news is that in 2024, we have seen inflation levels come back down to reality – although we haven’t seen any deflation in construction costs.

Below is an excellent visual from Statistics Canada, showing the slow down in construction inflation for residential buildings:

Source: Building Construction Price Indexes Data Visualization Tool 12 GOLDEN HORSESHOE CHAPTER OF THE CANADIAN CONDOMINIUM INSTITUTE

Reserve Fund Study Updates

As condominium corporations update their reserve fund studies, we are continuing to see the impact of construction price inflation. Although many condominiums have already completed at least one reserve fund study update since inflation started skyrocketing, it will be another year or two before the market has fully adapted. Many condominiums are facing substantial increases to their required contribution levels because it’s not just current projects that are impacted, it’s all future projects as well that have increased in cost.

It is important to understand that in comparison to the 83% project cost inflation discussed above, the average condominium corporation is assuming a ~3% inflationary adjustment in their studies. This would mean that the condo corporation was planning for a 12% increase in project costs over the same time period. The difference between a 12% increase and an 83% increase on a multi-million dollar project can result in a significant shortfall.

It is necessary for condominium boards and owners to expect that project costs have increased, and reserve funding will need to increase as a result, and boards need to be prepared to explain this to their ownership.

Project Tendering

The impact of the increase in pricing of materials and labour is being witnessed in the resulting bids from major project tenders.

Many condominium corporations are facing sticker-shock when opening bids for major capital repair projects. The current political climate may also continue to impact pricing. This makes it crucial for

It is necessary for condominium boards and owners to expect that project costs have increased, and reserve funding will need to increase as a result.

condo boards to carefully manage and plan their tendering processes to avoid unexpected cost overruns, and to carefully consider the future cost impact of project deferral, if, this is even a viable option. The longer you defer necessary work, the more expensive it becomes.

Net-Zero

There is a strong global push towards reduction of greenhouse gas emissions. It is estimated that 30% of Canada’s emissions come from buildings, and therefore the Canadian government and municipalities are targeting buildings, including condominium corporations, to force a cultural shift in how we plan to maintain and renew our buildings.

Increasingly, it is becoming apparent that deep building retrofits are going to become necessary especially for aging condos. The City of Toronto has established a goal of net-zero by 2050, and it is expected that other Canadian municipalities will follow suit.

Are we ready? Absolutely not.

There is much work to do to help condominium corporations achieve a net-zero goal and it’s important that we start to focus on this issue as an industry.

How can we adapt?

In this market, challenges

are normal and expected. Condo boards and owners should anticipate fee increases as a result of rising costs. These increases are necessary to maintain the longterm financial health of a condominium corporation and to ensure that there is enough funding to keep our communities well-maintained and to help retain value for every owner.

However, these increases can be difficult for some owners to manage. Condominium corporations can consider special assessments and loans to help them minimize the financial impact to the individual unit owners. Boards should consult their reserve fund planner and a lender that specializes in lending to condominium corporations to investigate these options.

Increasingly we are seeing that it is more important than ever to approach project planning proactively, and to consider more detailed studies about our emissions and how we can reduce them when we plan major repairs or replacements.

Ryan Griffiths is Managing Director at CLG - Condominium Lending Group, and works exclusively with Condominium Corporations, Property Managers, and other stakeholders across Canada to develop and implement customized financing solutions.

Lyndsey McNally lyndsey.mcnally@condolending.com

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FEATURE

Hayden McCartney

Water Damage in Vertical Communities: A Guide for Property Managers, Residents, and Condo Boards

ServiceMaster of Oakville Restore

Introduction: Setting the Stage Picture this: A water line bursts on the 12th floor of a condo building during a busy weekday morning. Within minutes, water cascades into units below, seeping into ceilings, walls, and shared spaces. Residents panic, the property manager fields frantic calls, and the condo board scrambles to determine the next steps. Sound familiar?

Water damage is one of the most common, and challenging, issues faced in vertical communities. To help you navigate such incidents, this article answers common questions posed by property managers, residents, and board members.

14 GOLDEN HORSESHOE CHAPTER OF THE CANADIAN CONDOMINIUM INSTITUTE

For Property Managers Q1: What should be the first step when water damage occurs in a building?

The first priority is to ensure the safety of residents and the property.

Quickly assess the extent of the damage and determine if immediate action is needed to mitigate further issues, such as shutting off the main water supply. Contact restoration experts as soon as possible and notify the condo board and affected residents.

Q2: How do I prioritize and coordinate the mitigation and repair process?

Water damage projects typically consist of two main phases: mitigation and repair. The mitigation phase involves removing water, drying the affected areas, and preventing further damage. The repair phase follows and includes fixing structural elements, replacing damaged materials, and restoring the building to its original condition. Ensure that the restoration contractor coordinates with you and provides updates throughout the process.

Clearly communicate timelines and expectations with residents and the condo board.

Q3: How do I manage communication between residents and restoration contractors?

Maintain open lines of communication by relaying information from the restoration team to residents and vice versa. Provide regular updates and address any concerns promptly. Set expectations about noise, access to units, and the timeline for restoration work. This helps to keep everyone informed and minimizes frustration during the process.

Q4: What documentation should be collected for insurance purposes?

Collect detailed photographs of all affected areas, including structural damage, items that need repair or replacement, and any other impacted areas. Retain any failed plumbing parts or appliances that may be relevant for subrogation opportunities with the Corporation’s insurance. Ensure thorough documentation, as this is crucial for possible legal and insurance purposes.

Q5: What is the role of the property manager in coordinating with the condo board during a water damage incident?

The property manager acts as the main liaison between the condo board, residents, and contractors.

It’s essential to communicate updates to the board and work closely with them to assess the situation, make decisions, and ensure all necessary steps are taken to handle the incident efficiently.

For Residents Q6: What responsibilities do residents have during a water damage incident?

Residents should report any signs of water damage or potential issues to property management immediately. They should also ensure that their personal belongings are moved away from affected areas to prevent further damage. Your Condo Corporation is responsible for covering damages to finishes that fall under the Standard Unit Definition. It’s important to communicate with your property manager to confirm what items they will be addressing. Anything above and beyond these items would fall

under the Unit Owner's insurance policy. Personal belongings, including appliances, are the responsibility of the resident.

Q7: How can residents best support the restoration efforts in their unit?

Be proactive in communicating with your property manager and the restoration team. Allow access for inspection and repairs as needed, and keep personal items out of the way to facilitate work.

Document any damage thoroughly for your insurance claim.

Q8: What can I do to stay informed during the restoration process?

Regular updates from the property management or condo board are essential. Be sure to ask questions about the timeline, next steps, and any changes that may affect your unit. If you have engaged your personal insurance company, try to establish a clear avenue of communication between your adjuster and those representing the Condo Corporation to ensure everyone is on the same page. If you haven’t received updates, don’t hesitate to reach out for more information.

Q9: What should residents do to prepare for potential water damage incidents?

Residents should take proactive measures to prevent water damage, such as checking for any leaks or signs of water intrusion and reporting them to property management immediately. Keep important items elevated and away from potential water sources and ensure that personal insurance coverage is up to date. Familiarize yourself with emergency procedures and know the location of the main water Condo News | WINTER 2025

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shut-off valve to minimize damage if an incident occurs.

Q10: How can residents best protect their personal belongings?

Protect personal belongings by moving them to higher ground or storing them in water-proof containers. Use furniture risers or waterproof mats to elevate valuable items off the floor. Additionally, consider purchasing renters’ insurance to cover personal property in case of damage that is not included under the building’s insurance policy.

For Board Members Q11: What role does the condo board play during a water damage incident?

The condo board oversees the response, ensuring that proper procedures are followed and that communication between residents, property management, and restoration professionals is clear.

The board may also help manage insurance claims and work with the property manager to coordinate repairs and support residents during the process.

Q12: How can the board best communicate with residents during a water damage incident?

Use multiple channels, such as emails, notices, and meetings, to keep residents informed. Provide timely updates on the status of the restoration, expected timelines, and any necessary actions residents need to take. Be transparent and empathetic to address residents' concerns and answer questions.

Q13: How should the board manage communication with the

insurance company?

Work closely with the property manager to provide all necessary documentation to the insurance company. Be clear about the extent of the damage, the expected costs, and any potential claims for subrogation. Engaging with the restoration contractor early to set financial reserves for emergency and repair work can help determine if a claim is needed and minimize delays throughout the project. Keep an open line of communication with the insurer throughout the process to ensure claims are processed smoothly.

Q14: What should the board do to prepare for potential water damage incidents?

The board should ensure that the building's maintenance schedule includes regular inspections of plumbing, mechanical systems, and common areas to identify and address potential issues early. Establish an emergency response plan and communicate it to all residents.

Make sure that the property management team, as well as any onsite maintenance and cleaning staff, are aware of the procedures for dealing with water damage. Review insurance coverage to understand what is included and what may need additional coverage. Having an up-to-date contact list for emergency services and restoration contractors can also help ensure a quick response if needed.

Q15: What are the most important takeaways for residents, property managers, and board members when dealing with water damage incidents?

Prioritize safety and immediate action. Ensure open communication between all parties involved and

16 GOLDEN HORSESHOE CHAPTER OF THE CANADIAN CONDOMINIUM INSTITUTE

follow a well-structured plan for assessment, mitigation, and repair.

Keep accurate documentation of damages and engage with insurance providers early to streamline claims. Residents should report issues promptly and be proactive in protecting their belongings. Property managers and boards should stay informed, coordinate effectively, and ensure that emergency resources are available.

Conclusion: Key Takeaways Water damage in vertical communities is inevitable but manageable with a proactive approach. By understanding your role—whether as a property manager, resident, or board member—and having a clear plan in place, you can minimize disruption and costs. Remember, partnering with experienced restoration professionals and maintaining open communication are critical steps toward a successful recovery.

And while no one wants to deal with water damage, with the right approach, it can be just another challenge tackled by a well-prepared team. Here’s to a dry and stress-free future!

Hayden McCartney is the Vice President and Senior Project Manager at ServiceMaster of Oakville Restore. Since joining the company in 2012 as a restoration technician, Hayden has gained hands-on experience across multiple roles within the organization, building a deep understanding of restoration services. Specializing in Condominium Property damage restoration, Hayden combines expertise with a collaborative approach to deliver efficient and reliable solutions for clients.

ServiceMaster of Oakville Restore (905) 847-0995

haydenm@svmoakvilledr.com

Nordik Windows & Doors

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Introducing Our 2024-2025 Board of Directors

18 GOLDEN HORSESHOE CHAPTER OF THE CANADIAN CONDOMINIUM INSTITUTE

Welcome to Our Newest Board Members

Welcome to Our Newest Board Members

Dave Corbett

FirstOntario Credit Union

Solok Meta, RCM, CMCA, BA Wilson Blanchard Management

Paul Nasato, B.Arch.Sc.

Cion | Coulter Engineers & Building Scientists

Dave Corbett is the Director, Cash Management, part of the Business Banking Group of FirstOntario Credit Union. Based in Hamilton, FirstOntario has been providing innovative, local financial solutions to its members for over 80 years in the Golden Horseshoe area, based on its co-operative principals. This community first philosophy lead to the creation of the condominium services segment of the credit union. Offering full service banking to condominium corporations, their residents, and property managers, FirstOntario’s goal is to provide a unique, and market leading way to help this industry.

Dave has lead FirstOntario’s Condominium Services division for the entirety of its 10-year history, starting with the creation of the program with a detailed and collaborative approach. Since then, he has overseen the growth of this market to service boards, residents, and service providers throughout Ontario providing investment, daily banking, and lending advice and solutions.

I currently serve as the Director of Condominium Management at Wilson Blanchard Management. Since starting my career in the condominium industry in 2017 as a Condominium Manager, I have effectively managed a diverse range of properties, including high-rise, mid-rise, townhome, and commercial properties. I earned my Registered Condominium Manager (RCM) designation from ACMO in 2018 and my Certified Manager of Community Associations (CMCA) designation from CAMIB in 2023. I am also a General License Manager with the CMRAO. I am actively involved with the Canadian Condominium Institute (CCI) Golden Horseshoe Chapter, where I volunteer on the Professional Business Partners and Communication Committees. Additionally, I am an instructor for a director certificate program, a role that allows me to connect with industry professionals and promote mutual learning.

Paul Nasato is a Project Manager with Cion Corp., Engineers and Building Scientists. In 2008 he received his undergraduate degree in Architectural Science (Building Science) from Ryerson University.

Paul has over 16 years of experience with Cion, practicing in the building science engineering field. His areas of speciality include building envelope evaluation and rehabilitation, as well as having extensive experience managing reserve fund studies and performance audits.

Paul has previously presented seminars and courses for CCI and for private management companies on various topics including Reserve Fund Studies and Performance Audits.

Condo News | WINTER 2025

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FEATURE

Road Map to Parking Garage Maintenance John Margaritis ArmourCo

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he main point of entrance for most residents, owners and visitors in a high-rise condominium is the underground parking garage, and the condition of the garage says a lot about the property, the corporation and the management. Unfortunately, in many cases, the underground parking facility is not viewed as a high priority, resulting in poorly lit areas, flaking paint on ceilings and walls, and rusting, unmarked pipes — all of which leaves the garage unsightly and unsafe. Some garages don’t even meet the basic requirements mandated in municipal bylaws and the provincial fire code.

So, why doesn’t parking garage maintenance occur as often as it should?

In a word, logistics. Between project management, product specification and bylaw compliance, these types of painting projects can be daunting — but they don’t have to be. To help shed light on the process, here are answers to questions board directors and property managers commonly ask.

When should painting occur?

Garage painting can take place anytime from spring to fall, but planning should start as early as possible. Cars must be removed from the garage while

20 GOLDEN HORSESHOE CHAPTER OF THE CANADIAN CONDOMINIUM INSTITUTE

the painting takes place, and it’s easier to get the city to accommodate temporary street parking before summer festivals and events start. Also, preparing and painting a garage creates a lot of soot, especially after the pipes are sanded, so delay power sweeping and drain and catch basin cleaning until afterwards to avoid having to repeat these processes.

Where do the cars go?

Anywhere but inside. Cars can usually return to the underground parking garage after 5 p.m., but must be out by 9 a.m. There are several ways to accommodate cars during the day. Some buildings have enough visitor parking and above-ground parking to accommodate the extra cars. Otherwise, find out whether the city can accommodate street parking or see if it’s possible to make arrangements with a neighbouring building. In one project, management set up a shuttle service from the building to a local shopping mall parking lot

where residents were temporarily allowed to park.

What kind of paint should be used?

Use only high-quality products for a paint job that will last 10 to 15 years. For walls and ceilings, use 100 per cent acrylic exterior paint.

For pipes, use industrial rust primer and urethane enamel. The contractor should supply product data sheets, which can be consulted to verify that high-quality products are being used.

What are the most critical workplace hazards?

Exposure to carbon monoxide (CO) and vehicle traffic.

The gas-powered power washers that the contractor uses increases workers’ exposure to CO. Workers should wear a personal CO gas detector so they are alerted if CO levels increase. To increase air exchange, ensure that all exhaust vents are operating during the

power-washing phase.

One of the top four workplace hazards that cause injury or death of workers in Ontario is being struck by a vehicle. Workers should wear high visibility vests and cordon off their work area. Depending on the project size, using additional convex mirrors or temporary traffic signals can help prevent vehicles from entering the areas where workers are present.

What are the minimum requirements?

Toronto’s property standards bylaw requires walls, pillars and ceilings to be free of peeling paint, cracks, and holes, and all walls and pillars to be painted white with a solid black dado (a wide band). The same bylaw also requires emergency exit doors and frames, plus part of the wall, to be painted green with all appropriate signage present and visible.

The Ontario Fire Code states that all sprinkler systems and other fire protection equipment must be

MRCM

Condo News | WINTER 2025

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protected from corroding. Sprinklers must be painted safety red, gas and physical hazards yellow, and drainage grey or black.

Non-compliant underground garages are not only unsafe but leave the corporation, directors and management open to liability in the event of an accident.

What should the board look for in a contractor?

Experience and reputation. Contractors that paint several garages every year should be aware of pertinent bylaws and codes. As well, there are hundreds of gallons of paint involved, so consider whether contractors have buying power with their suppliers. Paint accounts for approximately 35 per cent of the cost of a garage project, and inexpensive paint will end up costing

more if re-painting is required well before the 10-year mark. Also, check references.

Should the board meet with the contractor beforehand?

Yes, the contractor needs to work with the board of directors and property manager to develop a schedule that makes sense for production and also addresses owners’ concerns. One reason underground garages aren’t painted as often as they should be is due to the logistics involved in emptying large sections of a garage daily.

The contractor will want to know: Do most owners drive to work? Is there a language barrier?

Are there many seniors? Are there owners on extended vacation?

Have owners been cooperative or

difficult in the past with similar projects? These factors will inform the production schedule, the accountability protocols for owners that refuse to cooperate, the communication frequency and style, plus the level of involvement required from building security and staff.

The simple truth is that garage painting inconveniences owners, so it can be difficult to organize and execute these plans. The contractor should educate the board on the intricacies of garage painting, and the board should educate the contractor on the make-up and dynamics of the community.

That information, combined with effective communication and strong project management, should set these types of projects up for success and ultimately produce bright, clean and safe underground parking garages.

Larlyn Property Management Ltd.

22 GOLDEN HORSESHOE CHAPTER OF THE CANADIAN CONDOMINIUM INSTITUTE

Upcoming Events

All events listed below are approved for CMRAO credits

31 JAN

Lunch & Learn Seminar January 31, 2025

11:00 am – 2:00 pm Canadian Heritage Warplane Museum

Navigating Condo Conflicts

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Condo Talk

FEB

Balancing the Books: Condo Loans, Assessments & Reserve Fund Health

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Condo Talk

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Webinar

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February 18, 2025 - 12:00 – 1:00 pm

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April 15, 2025 - 12:00 – 1:00 pm

Improper Conduct: When Conduct Crosses the Line?

May 20, 2025 - 12:00 – 1:00 pm

Decoding Deductibles & Bylaws: What Every Condo Needs to Know

June 17, 2025 - 12:00 – 1:00 pm

Summer Socials & Straight Talk: Strengthening Condo Communities

Condo News | WINTER 2025

23

FEATURE

The Dos and Don’ts of Addressing Roof Leaks Kelly MacDonald

Detail Roofing & Sheet Metal

O

ver the past few years, while presenting educational seminars on common leak sources, I’ve asked property managers in attendance to raise their hands if they haven’t had to deal with a roof leak in their career.

Not once has anyone raised their hand. Roof leaks are common, especially in multi-unit properties, and they can affect any building type of any age. We have encountered more-and-more condominiums experiencing multiple leak occurrences just a few short years into their lives.

Roof leaks can happen for a multitude of reasons, ranging from natural aging and deterioration, weather events, and poor-quality installation. The severity of a leak can also vary. In some cases, water may be pouring into an interior space, causing extensive damage, while in others it may materialize slowly over time.

Regardless of why a leak is occurring, the following tips will help ensure your leaks are addressed most effectively and that informed, long-term solutions are implemented.

24 GOLDEN HORSESHOE CHAPTER OF THE CANADIAN CONDOMINIUM INSTITUTE

Do: Thoroughly Investigate a Leak Occurrence

There are many factors that can make diagnosing a leak occurrence and finding a permanent repair solution somewhat complicated.

A roof leak isn’t always going to originate from the area directly above the affected interior space, and even when it does, there can be additional, critical findings that may be overlooked if a thorough inspection isn’t completed.

On any roof or building type, water can travel a considerable distance. Within the interior, a leak will appear at the lowest point, however, it can be travelling from distances anywhere from 10 to 100 feet away on the roof surface above, and multiple factors may be contributing to the leak. Whether a leak is travelling or not, finding the source can take time and in some cases trial and error to repair.

Another complexity that makes an investigation necessary, is when the roof system is protected, such as on an inverted or green roof. On an inverted roof, the waterproofing membrane is covered by insulation, filter cloth and gravel ballast or paving stones. Similarly, the waterproofing membrane on a green roof is covered and protected with multiple layers, including those for drainage and root protection. On both systems, the membrane can’t be seen and assessed without removing the various, protective layers. It isn’t feasible to remove the entire roof system for investigation, so instead sections need to be uncovered based on interior findings and expanded when necessary.

If repair recommendations are being provided for a protected roof system that has not been exposed, those recommendations are simply a guess.

During an investigation, it’s also important to assess interior spaces between the effected leak area and the roof to help trace the source of the leak and to determine if additional remediation may be required for issues such as mold growth.

Additional areas to investigate may include attics, crawlspaces, mechanical rooms, or a separate unit.

Don’t: Rely on Band-Aid Fixes

Sometimes leaks are emergencies, and the immediate goal is to stop water from entering the building at once. In these cases, it’s not uncommon to see quick fixes such as tarps, roofing cement, or various roofing sealants. While these may be helpful in the shortterm to mitigate further, immediate water infiltration, it’s important to understand that they are not permanent solutions. These temporary solutions also do not address the root cause of the leak issue. Following emergency remediation, be sure to follow-up with your roofing contractor to determine a plan for identifying the source of the leak and establishing a permanent, compatible repair solution for your roof system.

For corrective repairs, be mindful about the use of caulking as a permanent solution. While leaks can be the result of split or missing caulking, it isn’t always a compatible repair solution and can often be a temporary fix.

Do: Engage a Professional to Identify & Repair Leaks

Foregoing professional consultation on roof leaks is where we tend to see the above-mentioned band-aid solutions most often. Having someone other than a roofing professional complete any required repairs, such as a general con-

tractor or building superintendent, also has the greatest potential for improper repairs which can lead to further damages. At the end of the day, if the person assessing the leak occurrence and completing the repairs doesn’t specialize in roofing, they may not know what to look for or how to correctly stop the leak.

The roofing contractor you engage for your leaks should also be experienced with the type of roof at your property. Some companies specialize in one type of roofing, such as shingles or single ply systems. If the company does not have a proven history with the roof system at your building, they too can cause more harm if using incompatible products or completing improper repairs.

Don’t: Hold Off on Reporting Leaks

Putting off a roof leak can lead to potential for more widespread damages, both on the roof and within the building. During the winter months we tend to see hesitation with addressing roof leaks due to the misconception that roofing work can’t be done this time of year.

While there can be limitations to roof work in winter, there are also practical solutions to ensure leaks are dealt with.

Closely monitoring the weather and scheduling investigative or repair work on clear, dry days can help to ensure work is being completed safely. For repairs, many roofing products have winter-grade versions for seasonal applications.

There are some repairs that won’t be feasible in the winter, if temperatures are consistently below a certain range, however, it’s still important to diagnose the source of a leak as soon as possible to prevent further damage. In cases Condo News | WINTER 2025

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where permanent repairs can’t be completed, compatible temporary repairs can be applied until the weather allows.

Do: Encourage Residents to Report Early Signs of a Leak

Not all leaks may seem like an emergency. If a leak develops slowly over time or isn’t exhibiting any visual signs it may go unreported for a long period of time.

Even leaks that can’t be seen or don’t appear severe can cause extensive damage. It’s important to report a leak as soon as the first signs are noticed, whether those signs are active water infiltration, staining, blistering or bubbling drywall, soft spots or dripping sounds.

For managers, you can only report leaks that are brought to your attention. Periodically checking in with residents and encouraging them to report early signs of a leak can help prevent a minor situation from becoming major. To help identify early signs of a leak or potential water entry points, it’s ideal to complete a walk through the building following major weather events, keeping an eye out for water staining or areas where daylight can be seen from inside.

Damaged or deteriorated roof elements may include shingles, waterproofing membranes, roof flashing, or various sealants. If any of these areas have defects like splits or cracks, water can penetrate and result in a leak. Catching early signs of deterioration can also be helpful to prevent materials from becoming defunct and not functioning as intended.

Don’t: Complete Interior Repairs Before a Leak is Resolved

As mentioned, leaks aren’t always clear cut and can require trial and error to ultimately resolve. Sometimes it also takes a particular weather event for a leak to become active. If, for example, a leak is only active during periods of heavy rainfall, after having corrective repairs completed wait for the next heavy rain to ensure no further leak activity occurs before completing interior repairs.

Don’t: Overlook Drainage Systems

Regardless of what type of drainage system your building has, it’s important to make sure the drains are clear and free flowing throughout the year. Drains blocked by debris, gravel ballast, foliage or vegetation growth will not function as intended and can lead to ponding water throughout roof surfaces. If there are damages or defects in surrounding areas where water has accumulated, this can lead to interior leaks. Certain blockages, such as vegetation growth, also have potential to cause direct damage, if the roots from the growth become embedded in the drain itself or the surrounding waterproofing membrane.

Leaks that result from blocked drainage and a flooded roof can also be harder to diagnose, since accumulated water is often widespread throughout the area.

Do: Complete Routine Inspections & Preventative Maintenance Although there is no way to eliminate all leaks, completing routine inspections of the roof’s surfaces and completing any proactive, preventative maintenance is the best way to reduce their likelihood. Specific items to look for can vary based on the roof and building type, but ultimately any areas that are damaged, deteriorated, or vulnerable should be identified.

26 GOLDEN HORSESHOE CHAPTER OF THE CANADIAN CONDOMINIUM INSTITUTE

Brown & Beattie Ltd

Would you like to Win $ 500 for your Condominium?

FEATURE CON

DO

HCC #81 Located at 2055 Upp er Middle Road in Bur lington, Ontario, our residents have an uno bstructed, million-do llar view of the Escarp ment, the Toronto sky line, including the CN Tow er, or the City of Burling ton and Lake Ontario.

Upper Mid

dle Place

T

If yes, then the Communication Committee encourage your condominium to write an article (with photos) showcasing your condo.

The article should highlight the following points • What are the features/qualities that make your community unique; • What accomplishments has your condo achieved;

his sixteen-floo r building forty years is old, has recen over tly been refurbished inside, and side brick the outhas been covered with cladding.

Suite EIFS of the large s are appealing becau se square foota eight-foot ge and the ceilings. Most of the suites owner-occu Golden pied, but are a few are There are leased. hoe a total of 150 and the Horses building was units, ten suites on each floor, recently equip ranging from with fibreChapter optics plus a den, ped one bedro diverse demo om two bedro and Internof thefor improved televi graphic such oms plus et reception. and three sion ents many as ours presa den, bedro challenges.

Our condo laundry facilit oms, all with in-su Canad Two of the miniuian recent challe m is mana ite volunteer ies and a more nges have seven-persminium ged by a suite has an balcony. Each been the disco ery of asbes on Board electronic tors with theCondo tos fire alarm warni unit and a assist te of our of Direc- building produ in some of the origin vance central comm ng Manager, Institu al cts used in Property unication centre Mich and the reclad constructio chard. A buildi elle Joy of Wilson Blan, n, ding of the buildi 2020 ng4of• SPRING the breakdown VOL. this age and ng due to with a was causing of the outer brick, which leakage throu gh the walls.

Condo News VOL. 16, NO.4

DIGITIZED

| SUMMER 2012

Condo

Feature Condo:

-19) and Condos Coronavirus (COVID ing and – Meetings, Messag Maintenance the inium Ready for Is Your Condom Act? New Construction n and Risks betwee The Differences s Irrigation System Open and Closed ed Systems and Regularly Review INSURANCE: CONDOMINIUM ion?

Correct Market Market Crisis or out Spring Condo Walkab - A Landscaper’s Spring Clean Up Perspective Annual Audit of Preparing for the Financial Your Condominium’s Statements al v. s from Amlani et Valuable Lesson No. 473 York Condo. Corp.

LS GARTH TRAI E THE VILLAG

News –

SUMM ER

• What makes residents proud to live in this community?

The winner of the Condo of the Year will be selected by the GHC-CCI Communications Committee and will be announced at the Annual General Meeting in the fall.

More details can be found on page 34 of this issue, and in each issue of “Condo News”.

The GHC Communication Committee Interested applicants should submit their articles, or contact information for an interview, by mail OR by email to: CCI-Golden Horseshoe Chapter PO Box 37 Burlington, ON L7R 3X8 Email: admin@cci-ghc.ca

2019

7

2020 Winner FEATURE CONDO

Feature Condo: 20 John

Street, Grimsby

Our condo has becom e a home to be proud of, not just a building.

• What is the overall environment like within your condo community; and

Have your condo featured in a future issue of “Condo News” for a chance to win Condo of the Year and $500 for your condo!

One entry will be featured in each issue of the “Condo News” magazine – Spring, Summer, Fall and Winter.

2019 Winner

2021NN#151 Winner

20 John Street, Grimsby

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FEATURE CONDO

ur home is a quaint, three story cially during this Pandemic, concrete block building tucked has made ways persevered. Our first AGM everyone realize how important that I atback in on John Street it is to tended was in October 2017. in live where the people who We really Grimsby. The rear of the building surround you aren’t sure if official AGM’s faces a care about you and your well-being. had been mature woodland with a small Alproperly called in the past. running ways It was at the checking creek - part of the 40 Mile 514” in on your neighbour, of2017 AGM we learned the Creek which t Lofts - “The fering help in any way needed, difference bes Distric : Dunda runs right through just Condo like e Grimsby. tween The spring is Featur having a property managemen family. t beautiful watching the trees company to manage your begin to Being new to condo living, condominium bloom, however the fall is spectacular it has over private management. as opened our eyes to what is The meeting the colour bursts from the trees necessary to was an absolute disaster. It and winmanage and operate a condominium was held on ter is like a wonderland!! Can . It the third-floor lobby of our you think means working together as building – a of a better place to spend the a unit, with bring your own chair or rest of your a team of Board members stand theme. aging days? We can’t. and experiThere were only a handful of enced Management. The most owners who The building is approximate important attended – most of whom talked ly 46 years fact is to listen, have patience through old. Originally built as a 40-unit and always the entire meeting. The lack concrete try to find ways to work through of attenblock apartment building. In difficult dance was apparently due 2001 a condecisions – problem solving. to the fact tractor decided to convert Use hard that all previous meetings the building work and perseverance to were also a into 29 units each with two accomplish disaster. bedrooms your goals. one bath and some with two I took notes to review later. baths. Our Our Condominium has been The Presifriendly caring family atmosphere, through dent ran the meeting along espemany challenging times, and with the Vice we have alPresident who both had been on the BOD

ict Lofts - “The

Dundas Distr

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Condo News – SPRING

2021

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2022 Winner

to be the building had front façade of hisd able but high-en original design for maintained in its ri edifice into a comfort a beloved In 2015 the Valvaso hat do you do with torical purposes. living space. to Property Develhas been left hurdles to jump schoolhouse that brothers won a Heritage from the City of There were many property years? the of of Award mation empty for a number oper Recognition this enable the transfor from the munictransformation of Dundas District the the building for of ial n case resident Hamilto the to a sold beWell in FEATURE er Additionally, tive.CONDO of the units were Feature to a capable develop . Most Condo: building foripality zoning perspec abide by from a The d school, you sell it Mansio launche condons of Forest Glen even end ers ons to into high fore the develop s there were regulati & and transform it The first resident ation Authority mal marketing effort! the Hamilton Conserv beminiums. the summer of 2014. (brothers Dave & ent Commission moved in during Niagara Escarpm The Valvasori Group esat as this are not y to the Niagara this iconic property Restorations such cause of the proximit Mike) purchased warranty but the Creek and a busy Street in Dundas TARIAN a King by of Spencer end nt, covered of carpme the western board conditions had to site for the first year n District school builder stayed on and railway track. Several from the Hamilto issues that arose permits for construc with its Gothic feaoccupancy, fixing fact, be met before the in 2009. The school 2012 management. In issued. Finally, in just below the Dunserving as property help tion were even y tures, built in 1929 to lend a hand or of the propert ’s & Tew’s Falls, had they still show up the transformation das Peak and Webster to when needed. Once an elementary school to solve a problem began. gone from being design had registered, owners internal a middle school. was the y finally 2013 and propert the By early with a high school transn Board to work had been many The plan included elected a 3-perso been developed.

Along the way there r while al units which property manage into 44 individu s and renovations the developer / forming the site al building addition to a property manage e to develop the addition of 35 individu we transitioned with a gym, the made for a challeng envisioned. The ) that for 48 vehicles was ment company. garages (space structure into what with together and building and baldevelopers, along As we have learned matched the original rear units. The award-winning rs and designe and y side visionar the conies for innovative and to transform this architects, planned E

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The ‘Mansions of Forest Glen ’

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GOLDEN HORSESH

OE CHAPTER

OF THE CANADIA

N CONDOM

INIUM INSTITUT

Two condominium corporations joined by a common entrance and share many of the common amenities.

12 GOLDEN HORSESHOE CHAPTER

2023 Winner 8111 Forest Glen Dr. Niagara Falls, Ontario

OF THE CANADIAN CONDOMINIUM

INSTITUTE

Winners in previous issues of Condo News

Condo News | WINTER 2025

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FEATURE

Dave Williams

A Chat with Ali Arlani, Chief Executive Officer and Registrar of the Condominium Management Regulatory Authority of Ontario (CMRAO).

W

hat follows is our third interview involving participating and supporting organizations in the condo industry in Ontario.

The following responses to our questions come from the Condominium Management Regulatory Authority of Ontario (CMRAO).

It is worth noting that the CMRAO and CAO have developed some excellent educational tools and training programs. These programs are of assistance to condo Board members, Property Managers and condo owners/ residents.

DW. If you were to write a “brief next 5 year” vision statement for the condo industry and the CMRAO involvement in it, what would it look like?

AA. This question is very timely considering that our Board of Directors is just wrapping up its strategic planning exercise. Although the new plan will set out the vision for the organization for the next 3 years, it also considers a 10-year horizon.

One thing that stands out is the importance of well-informed condominium managers. Managers need a strong foundation to begin with, but they also need to keep up with trends in the industry. This translates into better service provision, and in turn, higher levels of trust from condo boards and condo owners/residents. The public has to be confident that the assets of condominium communities are being well managed and protected.

DW. The industry has many challenges currently. These challenges include a shortage of property managers, possibly skill sets of property managers (given more complex issues to deal with), need for better industry communications generally, need for condo board directors to have better all-round experience, underfunded Reserve Funds and in some cases rapidly increasing fees.

The current industry players, ACMO, CCI, CMRAO and CAO will play an important role in making improvements in the next five years. How do you see marshalling these various groups to organize and co-operate with respect to 28 GOLDEN HORSESHOE CHAPTER OF THE CANADIAN CONDOMINIUM INSTITUTE

accomplishing the needed improvements?

AA. Continuous collaboration amongst industry players is critical. We all have unique roles to play, but it is in everyone’s best interest that we work together and support each other. We have developed strong relationships with other regulatory organizations like the Condo Authority of Ontario (CAO), the Home Construction Regulatory Authority, Tarion, the Real Estate Council of Ontario, as well as other key industry partners, and we need to continue to build on this.

You mentioned the shortage of condo managers, and this is something we are keenly aware of. The sector, and the organizations that regulate it, need to help enable the supply of competent condominium managers to meet the demand for them.

From its inception, the CMRAO has benefited from being a digital-first organization. The data we collect through licensing, complaints and compliance activities, as well as through our partnership with the CAO, has given us great insights into the condominium management landscape across the province.

any condominium corporation, which is why earlier this year we published a three-part series on reserve funds and reserve fund studies.

of the day, owners are the ones who feel the impact of how the reserve fund is managed, and managers can support the board in keeping owners engaged.

The CMRAO needs to provide managers with the right resources so that they can more easily understand the core principles and legal requirements of reserve fund management, including:

The reserve fund study can only provide an estimate for future needs and even well-run condos sometimes run into challenges.

When the condo community must finance unexpected costs, management might for example advise the board to hold a “town hall” with owners to discuss options.

• what a reserve fund can be used for • when to conduct an updated reserve fund study • who can and should conduct the study • what kind of investments are permitted Managers also need to understand their own limitations. Engineers, financial experts, auditors and lawyers all play key roles in supporting the board’s management of reserve funds.

When managers are given the right resources, they can in fact “coach” condo boards on the importance of these requirements and help influence positive outcomes for condo owners.

DW. Do you think the average condo corporation understands the need to fund the reserve appropriately (from inception) to meet the challenges inherent in building (asset) deterioration over time. Also, are you comfortable that the average condo manager can “coach” their boards in terms of good reserve management?

DW. A blend of reasonable assessments and supportive funding of the reserve could be a solution to modern condo financial management. It could be said that residents should be a part of deciding about this process and not something done by the board in isolation. What would be the CMRAO position on this. Also, allowing a slight move upwards in terms of return rates of monies invested in the reserve fund could help. Any comments on this as well?

AA. This is such an important aspect of the long-term health of

AA. Communication and collaboration are key. At the end

Although it is up to condo boards to make decisions, keeping owners informed can go a long way in terms of building trust and keeping people calm in challenging situations.

DW. Five-year plans are quite common for well-managed corporations. Good “rolling” five-year plans are updated annually, dropping the current year and adding a year at the end. One of the major benefits is continuity of governance in terms of achieving future goals.

A good five-year plan would be different in its objectives from the “reserve study.” It would force boards and condo managers to look more closely at future spends on asset replacement annually, to adjust on the fly and be in position to work more closely with “reserve study suppliers” in preparation for the next review.

What is the CMRAO position with respect to ensuring that Condo Corporations plan appropriately?

Should five-year plans be mandatory? Should property managers lead their condo boards in annual planning exercises?

Continued…

Condo News | WINTER 2025

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AA. Managers have different obligations to condominium corporations in this area. At a minimum they need to keep their boards informed in a timely way of any information about the condition of the property that they have a contractual obligation to manage, maintain or repair. If a management provider is aware of issues with the property, they need to make sure this is properly communicated to the board and the reserve fund study provider to make sure that this is included in future plans.

DW. People arriving at retirement often purchase a condo to downsize, economize and eliminate maintenance tasks. Appropriate “reserve funding” can often, over time, put their monthly costs “out of reach.” This phenomenon is probably more evident after the recent round of inflation. Do you see a fix for this?

AA. Condo living can come with lots of benefits, but owners must remember that these conveniences are not free. Whether you own a freehold property or condominium unit, it makes no difference: owners have to budget for the future repair and maintenance of the property.

Condominium corporations are unique in that owners need to work together to ensure that their reserve fund is appropriately financed. Condominium managers can help in this area by encouraging their boards to follow the legal requirements: conduct reserve fund studies on time, create a plan, engage the right professionals.

I do not think appropriate “reserve funding” puts monthly

costs out of reach. In fact, the opposite—failing to appropriately fund the reserve fund—is what leads to trouble. You can pay for it now or you can pay for it later, but neglecting the condition of the property is not in the owners’ best interest. Delaying necessary repair and maintenance can lead to higher costs in the long run, devalue the property, and simply put, it can be dangerous. Anyone who purchases a condo should pay attention to the property they are considering, the physical building condition, and the corporation’s finances, including the health of the reserve fund.

Providing information about condo living, in plain language, to condo buyers may also help them to understand and be better prepared for future financial obligations.

DW. In my experience, condo boards can be notoriously lacking in “the art” of communicating with their residents. How do you see mandating better communication practices?

AA. Effective and consistent communication, particularly in settings like condo buildings, is critical for well-managed condo communities. Interpersonal Relationships and Communications is one of the core competencies identified in the CMRAO’s Competency Profile for Condominium Managers 2019, and constitutes part of the training required for managers.

DW. The cost of “Property Management” fees towards the overall costs of any condominium’s monthly expenses is fairly insignificant. If

30 GOLDEN HORSESHOE CHAPTER OF THE CANADIAN CONDOMINIUM INSTITUTE

say a 50% increase in these costs could provide a higher skill level in the sector, that might offer more objectivity and informed input to board operations. Would that not be attractive to most condo corporations?

AA. Increasing the skill level and knowledge within the management profession should be attractive to condominium corporations.

The consultations the CMRAO has held with industry leaders tell us that there is a high demand for managers with a General Licence. That said, there are about 4.5 condos per General Licensee in the province. This disparity combined with high demand are leading to higher wages for condo managers, and management providers have had to adjust. But simply increasing salaries does not translate to better service. In order to hold a General Licence, a person needs to meet certain experience and education requirements. In addition to that, General Licensees need to keep their knowledge current through ongoing continuing education requirements.

This is a marked change from before mandatory licensing came into effect.

DW. Further to the above question.

Competition amongst PM companies is keen. My guess is that they are often afraid to increase prices for fear of losing an account. That said, CMRAO introduced a document outlining a number of skill areas that should be considered in hiring future Property Managers. I think there were approximately 79 skill areas outlined.

So, the question is this. Is there a role for CMRAO to play in helping Condo Boards to understand that raising rates (of PMs) could be a benefit to being advised by better trained and educated future managers?

skills’ to work and engage with so many different people within condo communities: owners/residents, board members, lawyers, auditors, engineers, and all the different vendors that service condominiums.

AA. The CMRAO has an important role to play in educating the public about our mandate and what that means for the condominium management sector.

This includes condo boards as important stakeholders.

Last year, the CMRAO introduced a new mandatory Continuing Professional Education (CPE) program for General Licensees, and this has been very successful. General Licensees are required to accumulate 10 CPE credits each year to maintain their licence. It is a major investment in both time and effort to get and maintain a licence as a condominium manager.

Condominium management is a challenging profession. Managers are expected to have a solid understanding of the legal framework that condos operate under, as well as knowledge of financial practices and building operations. But more than that, managers also need to have ‘soft

Officer and Registrar of the Condominium Management Regulatory Authority of Ontario. Mr. Arlani holds a Doctorate Degree in Building Engineering, a Bachelor of Commerce in Economic Management, and is a graduate of Queens University’s Public Executive Program.

This is the final in our series of interviews. Once again, we thank the CAO, ACMO and CMRAO for their support and participation.

Dave Williams is a retired corporate executive and graduate of York University. We would love to hear any comments, and they can be addressed to williamsdavem7@gmail. com.

We thank Mr. Ali Arlani for his frank responses to our questions.

Mr. Arlani is the Chief Executive

RJC Engineers

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Q&A: Electric Vehicle Charging Stations

Electric Vehicle Charging Stations Stephanie Sutherland Cohen Highley LLP

L

ately I have received several requests from clients for my opinion and guidance on the installation of an Electric Vehicle Charging Station (or EVCS) by unit owners or condos. There are a few important basics to know about this process, keeping in mind that every condo is different and there may be unique circumstances at your condo that could affect potential EVCS installation.

Does EVCS installation fall under s. 97 (by condos) and s. 98 (by unit owners) of the Condominium Act, 1998 (the “Act”)?

Contrary to popular belief, NO! While an EVCS is almost always going to involve some addition, alteration, or amendment (“change”) to a condo’s common elements, sections 97 and 98 do not apply. Instead, you can find the EVCS approval and installation process set out in sections 24.2 to 24.6 of the Act’s General Regulation, O Reg 48/01. These sections are like sections 97 and 98 but are specific to EVCS installation. Section 24.2 defines certain relevant terms, section 24.3 governs EVCS installation by a condo, and sections 24.4-24.6 address the process that an owner and the condo must follow when an owner wishes to install an EVCS.

Can a condo Board refuse to allow an owner to install an EVCS? Here’s your typical lawyer answer: it depends.

If the EVCS is being installed entirely within unit boundaries and will not affect the common elements, then no, unless there is a threat to the health and safety of people or risk to the property, or other serious concern. This restriction applies to basically anything you might want to do to your unit or the common elements.

If the EVCS installation will be on or will be a change to the common elements, then generally the Board cannot refuse, if the owner has followed the application

32 GOLDEN HORSESHOE CHAPTER OF THE CANADIAN CONDOMINIUM INSTITUTE

process set out in O Reg 48/01. However, the Board can refuse if, once the application is reviewed, a report or opinion from a professional is obtained that states one (or more) of the following circumstances apply: - The EVCS installation would be contrary to any legislation, and in particular the Electrical Safety Code; - Will have a negative impact on the structural integrity of the property; or - Will pose a serious risk to the health and safety of people, or damage to the property.

The Board can require that an alternative to the proposed manner or location of installation be used, in certain situations.

As a unit owner, do I have to enter into an agreement with the condo for my EVCS installation, like under s. 98 for other changes to the common elements Yes. The condo and owner must enter into an agreement regarding the EVCS installation and operation. This agreement must set out certain terms, including how the installation will be done; how costs of installation are allocated; who is responsible for maintenance, repair, operation, and other duties, and the associated costs; who will own the EVCS; and what happens if the owner no longer wants the EVCS or the agreement is terminated. Just like a s. 98 agreement (also known as an indemnity or alteration agreement), the EVCS agreement must be registered on title to the unit of the owner making the installation.

What if the condo’s governing documents (Declaration, By-laws, and/or Rules) prohibit the installation and use of EVCS? As with everything in the condo world in Ontario, the Act prevails over a condo’s governing documents, which means that the Declaration, By-laws, and Rules cannot overrule a provision of the Act (except in specific situations, which are set out in the Act). The Act, which includes its Regulations, states that an owner is entitled to install an EVCS if that owner complies with the requirements set out in O Reg 48/01.

Therefore, a Declaration, By-law, or Rule cannot take away that right, unless one of the 3 circumstances discussed earlier in this article are present (contravention of a law, threat to structural integrity, serious risk of harm to people or the condo’s property).

Is the condo required to install an EVCS on the common elements if the owners want it? Is the condo allowed to if owners don’t want it?

A Board of Directors, on behalf of the condo, can choose to install an EVCS, but it is not required. Often, a Board’s consideration of the EVCS issue will occur because requests have been received from several owners and the Board believes it is a worthwhile investment to install a system.

While it is unlikely that a Board would choose to install an EVCS or EVCS system if there was overwhelming opposition from the owners, the Board does have the right to do so if certain criteria are met. If the cost of installation (which does not include post-installation costs for operation, repair, maintenance, etc.) will be the same as or less than 10% of that year’s annual budgeted common expenses, and the Board believes it would not materially reduce or eliminate the owners’ enjoyment of their units or the common elements, then the Board must send out a notice to owners advising of the planned installation and its costs. Once 60 days have passed since the notice to owners is provided, the EVCS can be installed.

If the costs of the EVCS installation will be more than 10% of that year’s annual budgeted common expenses, then the Board must follow the same process as above, but the notice is required to also include a statement that the owners are entitled to call a meeting under s.

46 of the Act (a requisition meeting). If the owners do not requisition a meeting within 60 days of receiving the notice, or if they do and do not vote against it at the meeting, then the Board can proceed with the EVCS installation.

Stephanie Sutherland is a condominium lawyer at the Kitchener office of Cohen Highley LLP. Stephanie assists condominium boards, unit owners, and managers with day-to-day governance matters, compliance issues, drafting and registration of new and amended condo governance documents, court and CAT proceedings, and mediations and arbitrations. She sits on several Grand River, Golden Horseshoe, and national CCI committees, and is on the CCI Grand River Board. Stephanie also regularly speaks at CCI events and contributes articles to condo industry publications.

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Tool Talk Videos

Tool Talk The mandate for the Professional Partners Committee has always been to promote and grow a network of trusted professionals for the benefit of all CCI members. To that end much of our focus has been organizing networking events where we bring together our business partners with our CCI members. The majority of these events are planned as educational seminars where our professionals present on a wide variety of topics that the Committee feels will benefit our membership.

The Tool Talk series of videos will provide some behind the scenes views of our professionals to highlight a few of the many services our experts provide to their condo clients. The idea is for these short videos (3 to 4 minutes each), to give our membership a behind the scenes look at our experts at work. Many of these clips will be a view of activities/operations which may never have been seen/witnessed by our members before.

Some of the first videos will focus on engineering, contracting and emergency/ disaster response.

The video clips will be uploaded to the CCI Golden Horseshoe website for easy viewing access and a library of multiple topics/insights will be created. We hope the clips will provide a fun and interesting look “behind the curtain” with our professionals while also educating the viewers on the methods, materials, operations utilized to inspect, resolve and repair typical problems being faced by condominiums within our community.

You can review our current library of videos here:

View Tool Talk Videos As always, the committee welcomes input from our members. If anyone has a suggestion for one of our videos, please feel free to reach out to us at admin@cci-ghc.ca.

34 GOLDEN HORSESHOE CHAPTER OF THE CANADIAN CONDOMINIUM INSTITUTE

Catch our latest video from the Tool Talk Series tackling the topic of Galvanized Fence Coating Failures and how to fix the problem.

Thanks to ArmourCo Solutions for shedding light on this topic!

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FEATURE

Kevin Shaw, B.Tech.(Arch.Sc.) Cion

Impact Assessment of Electric Vehicle Parking in Underground Garages Introduction

Smit Patel, P.Eng. NORR

Greg Allan, P.Eng.

With the continuing move towards a lower-carbon society and the proliferation of electric vehicles, our communities need to start assessing the potential impacts of these changes on our built environment.

One of these is the potential impact of the significantly heavier weight of electric vehicles compared to gasoline powered ones. Can our garage parking structures accommodate the additional weight of electric vehicles while ensuring structural safety and integrity.

Another is to determine whether current fire protection designs can accommodate the potential risks associated with electrical vehicles while ensuring the life and safety of owners and their vehicles.

NORR

36 GOLDEN HORSESHOE CHAPTER OF THE CANADIAN CONDOMINIUM INSTITUTE

Continued…

Vehicle Weight Analysis

To evaluate the impact of adding electric vehicles to a parking garage, we need to compare the weights of typical gasoline-powered internal combustion engine (ICE) vehicles with electric vehicles (EVs) across different categories: a small sedan, a medium sedan, an SUV, and a truck. These categories were chosen to represent a range of vehicle sizes and types commonly found in parking garages.

From the comparison shown in Table 1, we can observe that EVs tend to weigh significantly more than their ICE counterparts. This difference is mainly due to the heavy battery packs used in EVs. However, even with the heavier weight, most of the common EVs found on the market today still fall within a 4000 kg limit.

Assessing the Existing Structure

In order to properly assess the capacity of an existing structure, the original base building structural drawings need to be reviewed to verify the design parameters. For parking garage structures with 200mm thick reinforced concrete slabs with 110mm thick drops, the typical design live load would be in the range of 2.4 kPa. This corresponds to Ontario Building Code

(OBC) requirements for garages supporting vehicles weighing up to 4000 kg in gross weight.

Special Conditions

While most of today’s electric vehicles fall within the 4000 kg limit, there are existing exceptions such as the GMC Hummer EV, which has an operational weight of 4,300+ kg. This is heavy vehicle that could exceed the design weight limit of a typical garage structure although still not likely to pose a structural concern.

Conclusions

When comparing electric vehicle weights with those limits implied and stated in the OBC, existing underground parking garage structures are likely to be capable of supporting current models of electric vehicles however this should be assessed on a case-bycase basis before entire garages are filled with EV’s.

Parking Garage Fire Protection

Fire protection systems for most parking garages within buildings consist of full sprinkler protection in addition to fire hose cabinets on all levels. The spacing of sprinklers should be consistent with the NFPA requirements for parking areas to

be designed to Ordinary Hazard Group 1 requirements. Under NFPA requirements, dry piping systems must deliver water to the most remote sprinkler head within 60 seconds of sprinkler activation.

“Dry” sprinkler systems consist of piping that is empty of water and pressurized with air under normal conditions. This system is often provided in parking garages that are unheated to prevent freezing of water in the sprinkler piping. In a Dry system, water is introduced into the piping system at the sprinkler room when a sprinkler head is activated. The piping fills with water until water reaches the open sprinkler.

Depending on the location of the activated sprinkler, this filling delay can take up to 60 seconds. It is important to note that the inherent delay associated with dry sprinkler systems is problematic with respect to EV’s where early detection and suppression is recommended.

Fire Hazards in Parking Garages

To evaluate the impact of adding electric vehicles to the parking garage, we need to compare the differences between car sizes, fuel type, and fire ignition sources of typical gasoline-powered internal combustion engine (ICE) vehicles with electric vehicles (EV).

Table 1: Comparison of average weights of ICE vehicles versus EVs Vehicle Type

ICE

EV

Small Sedan

Honda Civic – 1365 kg

Tesla Model 3 – 1850 kg

Medium Sedan

Toyota Camry – 1570 kg

Tesla Model S – 2240 kg

SUV

Chevy Equinox – 1570 kg

Chevy Equinox EV – 2200 kg

Truck

Ford F-150 – 2300 kg

Ford F-150 Lightning – 3000 kg

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From Table 1, we can observe that EVs and ICEs are similar in size when comparing vehicles within the same vehicle class. However, when comparing the average size of vehicles from 2013 to 2023 the average length and width of vehicles are 12.24%, and 17.24% larger respectively. As such vehicles have been increasing in size due to modern design and not by fuel type. This is important to note as an increase in vehicle size would increase vehicle density within the parking garage increasing the likelihood of fire spreading from vehicle to vehicle.

Similarly, modern vehicles have an increased usage of plastics and combustible materials when compared to older models. As per the 2020 FPRF report, this change has been significant to the heat release rate (HRR) and it has contributed to increasing the ability for fire to

Table 2: Comparison of average sizes of ICE and EV Vehicle Class

ICE (mm x mm x mm)

EV (mm x mm x mm)

Small Sedan

4,547 x 1,801 x 1,415

4,694 x 1,849 x 1,431

Medium Sedan

4,915 x 1,840 x 1,445

5,021 x 1,987 x 1,431

SUV

4,695 x 1,940 x 1,680

4,714 x 1,882 x 1,613

Truck

5,311 x 2,029 x 1,910

5,683 x 2,032 x 1,796

spread from vehicle to vehicle.

Comparing fuel types for ICE and EV testing performed within the 2020 FPRF report determined that the HRR between the types were similar. If the ignition source does not affect the battery of an EV, prevention methods for ICEs will function for EVs as well. That is, there is no real change to the HRR for the vehicle itself, but there is significant change to the fuel systems.

If the ignition source is from the battery of an EV or it reaches

38 GOLDEN HORSESHOE CHAPTER OF THE CANADIAN CONDOMINIUM INSTITUTE

and ignites the battery, then thermal runaway would occur. This is a particular concern for battery fires as these are self-sustaining and can cause re-ignition by overheating neighboring battery cells. Battery fires also burn at a much higher HRR when compared to ICEs fires causing them to rapidly spread from vehicle to vehicle.

It is important to consider the size of batteries within EVs and how they are expected to change over time.

Figure 1: EV Battery Sizing/Capacities as a Function of Time Greg Allan, P.Eng., is the Studio Manager for Mechanical Engineering at NORR. Greg has over 25 years of experience in mechanical engineering and oversees all the staff and projects within the Mechanical Department.

Smit Patel, P.Eng., is a Structural Engineer with NORR. Smit has over 8 years of experience in executing structural engineering

projects across a variety of sectors including residential, commercial and institutional properties.

Kevin Shaw is a Principal with Cion Engineers and Building Scientists and is responsible for all operational aspects of Cion’s building science services. Kevin has over 25 years of experience in building evaluation and rehabilitation. Kevin holds

his LCCI designation with CCI and is an active member of the Business Partners Committee of the Golden Horseshoe Chapter.

Congratulations to Kevin Shaw on achieving his LCCI designation This accomplishment is a testament to his hard work and dedication to professional development. Earning this designation only highlights his commitment to enhancing his skills and knowledge in the condominium/ strata/copropriété industry and positions him for greater opportunities and success in his career. Kevins achievement demonstrates a significant milestone within the condominium industry and emphasizes his dedication to employment and volunteer time within the condominium industry.

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39

LCCI Designation The LCCI designation is open to any CCI member who provides goods and/or services, through annual employment time and volunteer time, to or within the condominium/strata/copropriété industry. The designation is open to any particular profession or trade.

LCCI Application Process Step 1 – Apply: •

•

Gather the information for the registration form (eligibility criteria):

Submit your application on-line with payment of the non-refundable $150 + HST fee

•

A. An individual or professional member of CCI in good standing;

Your Chapter will review the application and make recommendations to National,

•

The National Executive will review the Chapter recommendation and either approve or follow up to advise why it was not approved

B. Minimum of three (3) years as an individual or professional member of CCI immediately prior to the date of application; C. Minimum of three (3) years’ service to the condominium industry immediately prior to the date of application. This criterion will be satisfied where an individual shows that they have provided goods and/or services, through annual employment time and volunteer time to or within the condominium industry; D. Provide at least two (2) letters of reference/endorsement from a CCI member having at least five (5) years of membership in CCI; and E. Provide an executed declaration that the candidate will comply with the CCI Code of Ethics.

F. Details of participation in CCI at either the Chapter or National level (including roles on committees and conference/seminar attendance) in the three (3) years immediately preceding the date of new designation application.

Note that a candidate must demonstrate compliance with Mandatory Criteria (A) to (F) above and any one (1) of two (2) remaining Additional Criteria (G) or (H):

Additional Criteria: G. Proof of public speaking or presentation experience at two (2) events on condominium related or CCI topics in the three (3) years immediately preceding the date of the new designation application; H. At least two (2) written articles on condominium related topics as published in a newsletter, paper or other publication in the three years immediately preceding the date of new designation application; 40 GOLDEN HORSESHOE CHAPTER OF THE CANADIAN CONDOMINIUM INSTITUTE

Step 2 – Upon Approval of Your Application: •

If National has approved your application, you will be notified and will be able to begin using your new designation once CCI National has formally notified you of your success.

Maintaining the Designation •

Successful new designation members will be required to submit an Annual Report of their activities throughout the preceding year. The details of these reports should be similar to the designation criteria. These reports could be uploaded and saved in the National Database under each member’s name. There could be a random annual audit of some Reports to ensure compliance.

Failure to maintain current applicable membership in CCI and/or failure to provide annual reports supporting maintenance requirements will result in the loss of the LCCI designation. Per section 7 of the CCI-N Bylaws, should your membership be revoked, you will no longer meet the criteria to maintain your LCCI designation.

Should you have any questions regarding the LCCI designation, please email us at info@cci.ca.

Condo of the Year Information

The Golden Horseshoe Chapter of the Canadian Condominium Institute would like to give your Condominium $500.

Tell us why your Condominium is worthy of winning the “Condo of the Year” award? We are all proud of our homes, you just need to highlight the following points in your article that describes your condominium: l l l l

What are the qualities and features of your Condominium?

What are the accomplishments achieved by your Condominium Corporation?

What is the overall environment like in the Condominium?

What makes residents proud to live there?

Each entry will be featured in one of the upcoming issues of the “Condo News” magazine. There are four issues per year: Spring

Article deadline March 15th

Summer

Article deadline June 15th

Fall

Article deadline September 15th

Winter

Article deadline December 15th

You can either send an article or we can interview you via phone and write an article about your condo for you! Don’t forget to include photos of your condominium.

Interested applicants should submit their articles or contact information for an interview to: by mail CCI-Golden Horseshoe Chapter, PO Box 37 Burlington, ON L7R 3X8

OR

by email admin@cci-ghc.ca

The Condominium will be selected by the GHC-CCI Communications Committee and will be announced at the Annual General Meeting in the fall.

36

G O L D E N H O R SESHOE CHAPTER OF THE CANADIA N CO N D O MI N I U M I NSTI TUTE

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41

Are you still stressing over holding your Annual General Meeting virtually?

Can’t find a service provider to host your meeting?

Are you a member of Golden Horseshoe Chapter – Canadian Condominium Institute?

Yes! THEN WE CAN HELP!!

The GHC-CCI will offer our technical Golden Horseshoe Chapter will supply expertise and the use of our Zoom the following: platform to host your AGM. You will • Zoom Pro platform (including polling still be required to prepare everything through Zoom) needed for your AGM: • Conference call number for those not • PowerPoint able to connect through zoom • Script • Any confidential voting requirements • Host through an online survey link • Collection of proxies • A technician to run the event in the • Minute taker background who will: • Polling/voting questions and choice of - set Up link and any recording answers requirements • Distribution of your AGM package - set Up polls • Provide GH with name/emails of - launch Polls and surveys partici-pants - provide tech help/troubleshooting

This service is available for smaller condos as follows: 1-19 Units - $250 + HST 20 – 49 Units - $350 + HST 50 – 80 Units - $450 + HST This service is only being offered to small condominium units that are members of GHC-CCI and is on a first come, first served basis.

If you are interested in using our services please email us at admin@ghc-cci.ca with the date and time of your AGM, and we will get back to you with our availability.

Thank you for being a member of GHC-CCI! 42 GOLDEN HORSESHOE CHAPTER OF THE CANADIAN CONDOMINIUM INSTITUTE

Condo News | WINTER 2025

43

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GOLDEN HORSESHOE CHAPTER OF THE CANADIAN CONDOMINIUM INSTITUTE Box 37, Burlington, Ontario L7R 3X8 Tel: 905-631-0124 / Toll Free 1-844-631-0124 Fax: 416-491-1670 • Email admin@cci-ghc.ca