CondoBusiness Fall 2025

SOUNDING OFF

Condo communication gone wrong—and how to make it right

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The Art of Living Together

Rebecca Melnyk Editor, CondoBusiness rebeccam@mediaedge.ca

Editor Rebecca Melnyk

Art Director

Annette Carlucci

Graphic Designer

Thuy Huynh-Guinane

CCONDO LIVING IS, at its heart, about community. Yet concerns over fairness, transparency and proper communication often strain this sense of connection. Condo boards are at the forefront of maintaining harmony, and must do so with skill and support from industry experts.

Recent legal cases highlight the tensions facing communities. Some illustrate the fine line between legitimate complaints and harassment and show how respectful communication can help prevent minor disputes from escalating into costly conflicts. Meanwhile, as many Ontarians continue to feel the pressure of rising costs, condo corporations must balance long-term financial stability with keeping fees manageable. While conversations about costs are far from glamorous, open communication with residents is crucial for establishing trust.

Condo boards have a lot to consider when cultivating balanced living environments. Fortunately, support is plentiful. In this, our fall issue, experts across the industry share various insights—from board-management dynamics and addressing overcrowding to the CAT’s potential expansion, which could demand more vigilance for condo boards, managers and individuals appointed to chair meetings. Updates on mediation and arbitration also bring clarity to a complex dispute resolution process.

Living in close quarters will always come with challenges. But ultimately, condo communities thrive because people are willing to listen and compromise—not because they all agree. In buildings filled with many diverse perspectives, it’s this collaborative effort that helps create harmony.

Rebecca MeInyk

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Andrea Almeida, Sean Foley and Ron Guerra.

Contributing Writers

Jack Albert, Megan Alexander, Mihaela Andrei, Marc Bhalla, James Davidson, Salim Dharssi, Laura Gurr, Todd Hofley, Nancy Houle, Val Khomenko, Lyndsey McNally, Shiona Niven, David Petrozza, Natalia Polis, and Jason Reid.

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Solar Sensation

A 12-storey residential building in Edmonton has been awarded a Guinness World Record for featuring the world’s largest solar panel artwork, a project made possible by Torontobased Mitrex Integrated Solar Technology.

The SunRise Building lives up to its name, turning sunlight into both art and electricity. The 34,500-square-foot mural combines design with buildingintegrated photovoltaics (BIPV), providing 267 kW of solar capacity to power the building’s common areas.

“This project is a bold vision for the future of sustainable architecture,” said Danial Hadizadeh, CEO of Mitrex. “SunRise proves that BIPV solar solutions can produce clean energy, cut emissions, and inspire communities with culturally resonant designs. We’re honoured to lead this revolution.”

Designed by acclaimed Indigenous artist Lance Cardinal, the stunning solar

mural integrates Indigenous and Chinese symbolism, celebrating Edmonton’s diverse cultural heritage. This fusion of BIPV technology and art transforms an aging highrise into a beacon of sustainability, cultural pride, and urban revitalization.

Mitrex’s proprietary BIPV solar panels embed high-efficiency solar cells within customizable, visually striking designs. Each panel generates electricity to lower operational costs while contributing to a vibrant mural that reflects local diversity. The project reduces 150 tons of CO2 emissions annually, supporting Alberta’s clean energy goals and delivering longterm savings for building owners and tenants.

Mitrex collaborated with Avenue Living Asset Management, MBC Group, and Chandos Construction to bring this project to life. The use of standard, industry-compatible installation systems ensured seamless integration into existing construction workflows, eliminating the need for specialized methods.

The SunRise project shows what’s possible when innovation meets urban renewal. By reimagining an outdated high-rise through the lens of BIPV technology, it not only reshapes the skyline but redefines what sustainability can look like in the heart of the city.

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Condo Economic Update

Steering through inflation, tariffs and market shifts.

BY LYNDSEY MCNALLY

For the past several years, the economy has encountered a range of significant challenges. A global pandemic, rising interest rates, difficult international relations, and labour shortages have affected us all.

RRecently, the economic outlook in Canada appears to have improved. Consumer Price Index (CPI) inflation is beginning to return to reasonable levels and the Bank of Canada has started to steadily lower interest rates. Despite these improvements, the cost of living and housing affordability remain the top issues among Ontarians, according to a September 2025 Angus Reid poll.

INFLATION

Besides CPI inflation, there is another measure of inflation that perhaps has an even greater effect on a condo corporation’s

budget: construction price inflation. A large portion of a condominium’s expenses are their reserve fund contributions, which are the amounts set aside for capital repairs.

Residential construction price inflation during the COVID-19 pandemic (Q1 2020 to Q2 2024) was a staggering 83 per cent in the Toronto area, according to Statscan.

Although this measure of inflation has slowed to 1.8 per cent from Q2 2024 to Q2 2025, the damage is done.

There has been no deflation to offset the impact of the inflation that previously occurred. Many communities completing

major repairs are faced with huge shortfalls. Meanwhile, even those without imminent projects have either already implemented, or will need to implement, large increases in condofeestokeeppacewith rising costs of all future repairs.

Condo corporations should monitor this inflation metric closely to properly communicate its financial impact to their communities. As well, boards should educate themselves regarding funding options that exist to support their owners when faced with shortfalls that could have a substantial financial burden on unit owners.

TARIFFS

Tariffs, tariffs, tariffs. It seems like they’re everywhere in the headlines. The problem, however, is the profound unpredictability surrounding them. The full impact remains unseen and tricky to accurately forecast as the rules keep shifting. Yet, it’s clear that tariffs could significantly affect condo budgets and capital projects.

Avoid speculative decision-making or attempts to “time the market”.

These 2 graphs (Consumer Price Index and Policy Interest Rate) go right under this second paragraph: “Recently, the economic outlook in Canada appears to have improved Consumer Price Index

The Canadian Condominium Institute’s Legislative Committee for the Toronto & Area Chapter provides the following advice in a recent newsflash:

1.Stick to the Fundamentals: Develop budgets based on current market conditions. While tariffs could introduce cost fluctuations, it is important to rely on the best available information and adjust as needed.

2.Update Reserve Fund Studies (RFS) More Frequently: When tariffs become a reality, updating your RFS more frequently than the standard three-year cycle may provide a clearer picture of longterm financial impacts and ensure funding remains aligned with anticipated costs. This can be especially critical if there are several major near-term projects.

3.Review Project Timelines: Work with your professionals to assess whether advancing or postponing specific projects makes financial

sense. Consider early procurement of materials where advantageous, but only if the terms and conditions align with your overall financial strategy.

4.Evaluate Alternative Options: Explore price differentials between domestic suppliers and imported materials, as well as alternative products that could offer cost savings without compromising quality.

5.Prioritize Communication with Owners: Transparency is key. Keep owners informed about the potential impact of tariffs and the proactive steps the board is taking to manage costs effectively. Consider adding this topic to your next monthly board

(Source: September 2025 Angus Reid Poll)

meeting agenda to ensure alignment on strategy and messaging.

6.Engage Industry Professionals: Work with consultants, contractors, and suppliers to understand how tariffs might impact supply chains and costs. Re-tendering for specific services or materials may be beneficial in some cases, but only if the timing and contract conditions allow for it.

7.Bottom Line: Stay the Course. Similar to past economic uncertainties, such as the COVID-19 pandemic, attempting to time the market can often lead to higher costs and project delays. The best approach is to remain informed, stick to well-established planning principles, and make strategic adjustments as needed.

REAL ESTATE MARKETS

Condominiums in the Greater Toronto Area are facing challenges in the real estate market. As stated in the Toronto Regional Real Estate Board’s September report, in the GTA, the average price for townhomes is down 4.7 per cent and condo apartments are down 4.3 per cent since September 2024.

Residential Construction Price Inflation. (Source: Statscan)

For condo apartments, there were only 940 sales in the City of Toronto in September 2025, compared to 5,971 active listings. This has created a highly competitive market, making it essential for condo corporations to maintain their buildings in ways that maximize value for unit owners.

UPCOMING LEGISLATIVE CHANGES

What is coming next in condo legislation that may have a financial impact on condo corporations? There are still major changes to the revised Condominium Act, 1998 that have not been proclaimed. The clock is ticking and the changes will lapse in December 2025 if not proclaimed.

These include:

Section 21.1 – Shared Facility Agreements

Sections 26.1 & 26.2 – Developer sweetheart deals & liability releases

Section 75 – First Year Budget Shortfalls

Section 84 – Chargebacks

Sections 89 to 92 – Maintenance/Repairs

Sections 93, 94 and 95 – Reserve Fund

Sections 97 and 98 – Modifications by Corporation / Owners

Sections 111 to 113 – First Year Post-Turnover Issues/Agreements

Section 132 – Mediation/Arbitration

Section 135.1 – Removal of Persons

The provincial government must either proclaim these sections or take specific steps to preserve them. Condo boards should watch this issue closely, as significant changes with financial implication may be on the horizon.

How can condo corporations support their communities amidst these economic challenges? While every single problem in the world can’t be solved, communities can overcome challenges through sound financial planning, and balancing affordability with the need to maintain buildings in a way that protects values.

Condos boards should carry out full due diligence, consult their communities, and make decisions that serve the best interests of all unit owners—practices that apply at all times, not only during economic challenges.

Lyndsey McNally, OLCM, LCCI, CCI (Hon’s), is a Director at Condominium Lending Group and President of the Toronto & Area Chapter of the Canadian Condominium Institute.

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CRA Plans Wider Reporting Obligations for Non-Profits

BY BARBARA CARSS Industry, trade and professional associations, condominium

corporations and other entities that Canada Revenue Agency (CRA) classifies as non-profit organizations may be called on to report more information about their finances, activities and leadership beginning with filings for the 2026 tax year. The Canadian government recently accepted public comment on draft amendments pertaining to several tax measures first outlined in the 2024 Fall Economic Statement, including new efforts to enumerate a segment of the tax-exempt sector that has been largely unquantified.

PProposed amendments to the Income Tax Act would lower the threshold that triggers when non-profits are obligated to file an annual information return with CRA, and would introduce a new “short form” of required information for all entities not captured in the first case. The 2024 economic statement allocates $28 million between 2025-26 and 2029-30 to implement this initiative, with $11 million of that expenditure earmarked for this fiscal year.

Knowledgeable observers theorize the new reporting criteria are tied to a broader agenda than just traditional concerns that organizations could be holding undue cash stockpiles that have grown via tax-free interest. There’s now a thrust for closer monitoring.

“The 2024 Fall Economic Statement also announces the government’s intent to launch interdepartmental dialogues with non-profit organizations to deepen awareness, enhance communication and better combat money laundering, terrorist financing and sanctions evasion risks,” it states.

Under current rules, non-profits that accumulate more than $10,000 in passive income in a fiscal period or hold total assets surpassing $200,000 in value must file an information return with details about:

• revenues earned;

• assets and liabilities;

• remuneration paid;

• organizational activities; and

• record-keeping practices.

It’s proposed that they would additionally have to report if their total gross revenues surpass $50,000 per year.

“Canada Revenue Agency has the Charities Directorate, but the not-forprofit sector doesn’t have a specific oversight body within the CRA that has a sole mandate, like the Charities Directorate with respect to registered charities, to ensure this sector’s money is properly used and not misused or subverted,” explains David Tang, a partner who specializes in charities and not-for-profit law with Miller Thomson LLP. “There would be greater transparency with these proposed

new filings to allow Canada Revenue Agency to look into these organizations if there is any need for investigation or enforcement.”

REDUNDANT REPORTING FOR CONDOMINIUM CORPORATIONS

However, drilling down to the sub-sector of condo corporations, some accountants characterize both the existing and contemplated enhanced requirements as burdensome duplication for incorporated entities that are already mandated to file annual tax returns. Stephen Chesney, a partner with YalePGC Chartered Professional Accountants, confirms more than 50 per cent of the roughly 700 condo corporations for which his firm provides auditing services currently file annual

information returns with CRA. That would jump to more than 99 per cent under the proposed new reporting threshold.

“A lot of non-profits, if they’re not incorporated, do not have to report to the government now so that’s likely why they are looking for this information,” Chesney speculates. “We file a corporate tax return for every condo. So why do they need this?”

Nor does he see much differentiation between the proposed elements of the new short form and what’s currently required in the information return. “To me, it looks like it’s a new long form,” he observes.

Notably, the existing information return does not ask for details about an organization’s directors, trustees or officers, but both the 2024 Fall Economic Statement and the government’s recently released consultation document list this information as an element of the proposed new short-form document for non-profits with more modest revenues and asset holdings. That may also be a hint of future modifications to information requirements for wealthier entities, which would be a new information-gathering exercise for accountants serving the condo sector.

“Condos in Ontario already report the names and addresses of their boards of directors to the Condominium Authority of Ontario (CAO) and that information has to be updated annually,” Chesney says. “So it would be more duplication, but it would also be more work for the people preparing the CRA forms because they would have to put all those names in.”

SPECIFICATIONS FOR TAX-EXEMPT STATUS

Non-profits are defined in the Income Tax Act as clubs, societies or associations that are organized and operated for reasons other than making profit, such as social welfare, civic improvement or educational, cultural and recreational pursuits. Tang notes that such organizations are expected to largely “run flat” with incoming revenues balancing out their operating expenses. Beyond that, there is a stipulation that the income a non-profit generates cannot flow through to the organization’s members as direct payouts or other kinds of financial benefits.

There are separate rules to govern registered charities and charitable foundations, which, like corporations, are required to file annual tax returns.

A more rigorous level of oversight is associated with providing donors and federal and provincial/ territorial governments that grant tax credits with assurance that charitable organizations are fulfilling their missions, whereas non-profits that aren’t incorporated and don’t meet the current threshold for submitting an annual information return are essentially invisible to CRA.

“The proposed new reporting requirements create the capability to understand that part of the sector,” Tang says. “For example, the simplified form will identify who the directors and trustees of these organizations are because, otherwise, there’s not necessarily any way to know at all.”

It’s proposed the new short form for smaller non-profits would also ask for: the organization’s name, mailing address and business or trust number; its total assets, liabilities and annual revenues; a description of its activities and whether those occur solely within Canada or further afield; and other potential information that might be prescribed in the future.

“We don’t know yet, but presumably there’s not going to be any real enforcement activity for really, small informal organizations that don’t conduct

enough business to warrant a business number,” Tang muses.

On the flipside, many of Canada’s more prominent industry, trade and professional associations are incorporated and most will already be submitting the annual information return. Some may also earn significant revenue from membership fees and other programming products, but this is where the second prong of tax-exempt status — prohibition on flow-through financial benefit to members — comes into play, as revenues are invested back into operational activities.

“Associations do a whole lot of things, including setting standards, undertaking research and providing education so that the members of an industry or profession can deliver a higher level of service, knowledge and professionalism that is a benefit to the public,” Tang says. “That’s the idea behind the tax-exempt status — that this is a benefit not just to members, but to society as a whole.”

ENFORCEMENT MIXED MESSAGING

Meanwhile, Chesney suggests that philosophy has not been so clear-cut in the condo sector, where taxfree revenues are often applied to offset operating

WINDOWS & DOORS ALUMINUM & VINYL

“I get dozens of calls from my clients every year asking about the tax implications of these kinds of things and whether it will affect their non-profit status.”

expenses that condo fees would otherwise have to cover. This can be construed as a financial benefit to unit owners and an unfair advantage over single-family homeowners who would have to pay tax on similar types of income.

To date, CRA has conveyed mixed messages about the fairly ubiquitous ways condo corporations generate extra revenue, through rents from rooftop telecommunication installations, guest suites and party rooms, or even from the sale of common space, such as a superintendent’s unit. Following a past random audit of non-profit organizations, Chesney recalls that numerous condo corporations received

cautionary letters about identified inappropriate income, but there was no follow-up action.

“I am not aware of any condo corporation in this country that has ever been assessed any type of penalty for earning income that it shouldn’t be earning,” Chesney says. “I get dozens of calls from my clients every year asking about the tax implications of these kinds of things and whether it will affect their non-profit status. My answer is: I don’t know because that’s never happened yet. It seems the only thing CRA has used the information returns for is to fine condo corps when they don’t file them on time.”

Barbara Carss is the editor-in-chief of Canadian Property Management.

The Unshakeable Foundation

Why the financial health of a condominium is non-negotiable.

BY TODD HOFLEY

For millions of Canadians, the condominium represents the pinnacle of urban living or a vital investment. Yet, the true nature of condominium ownership is often misunderstood. It is not merely owning a unit; it is becoming a shareholder in a multi-million-dollar corporation.

MModern condo corporations, especially those in major metropolitan centres, can contain hundreds of owners and represent assets valued in the hundreds of millions of dollars. The sheer scale and complexity of these entities demand a level of financial governance equivalent to any major business. For a condo board of directors, the task of maintaining the collective financial house in order is not a courtesy; it is a fiduciary duty—a legal and ethical mandate to act solely in the best interest of the entire corporation.

THE CHALLENGE OF COLLECTIVE INTEREST

The complexity of condo finance is compounded by the inherent diversity of its owners. While the corporation must act as one, its owners arrive with varied and often conflicting financial priorities:

• The Investor vs. The Resident: One owner may view their unit purely as an investment, prioritizing the lowest possible monthly fee to maximize rental yield or short-term profit. Another considers it their ‘forever

home,’ valuing a robustly maintained building above all else, regardless of the monthly cost.

• Varying Capacities: Some owners have the financial agility to absorb unexpected costs, while others cannot withstand a sudden, large special assessment without facing significant hardship.

• Differing Timelines: The newly arrived owner may balk at funding a reserve fund for a roof replacement scheduled 20 years from now, while the long-term owner is keenly aware that inadequate planning today only shifts the burden—plus interest—to the next generation of owners.

The reserve fund is the essential mechanism that bridges these disparate interests. It is the building’s collective savings account, a non-negotiable budget line item dedicated to the future repair and replacement of major common elements (roofs, elevators, facades, mechanical

systems, etc.). Its health is the primary measure of the board’s responsible stewardship.

THE CORNERSTONES OF FINANCIAL STABILITY

A condo’s financial house is “in order” only when governance adheres to three core principles:

1. A Realistic Annual Budget: A responsible board rejects the temptation to ‘low-ball’ common element fees to appease owners. Fees must be set to realistically cover annual operating expenses, including rising insurance, utilities, and maintenance, while also including a sufficient contribution to the reserve fund. While a low fee can be a sign of efficiency and masterful financial governance, it can also be an indicator of deferred maintenance and future financial shock.

2.Diligent Reserve Fund Planning: This requires boards to commission

and, crucially, adhere to professional reserve fund studies (RFS). These studies forecast capital expenditures over a 20-to-40-year horizon, depending on jurisdiction. Following the RFS’s recommended funding targets ensures that the money for the next major repair is collected gradually over time, avoiding the panic of an emergency special assessment. Boards must also invest reserve funds prudently, prioritizing security and liquidity while striving for modest returns.

3.Complete Transparency: Financial management must be an open book. Annual audits, clear monthly financial statements, and open communication about how and why funds are being spent are vital. Transparency is the bedrock of owner trust and accountability, transforming fee-paying from a begrudging chore into a shared investment in collective property.

THE ACID TEST: FINANCIAL HEALTH IN A CORRECTING MARKET

The critical importance of sound financial governance is never clearer than when the real estate market undergoes a significant correction, as seen recently in many cities like Toronto and Vancouver. In a cooled or cooling market, a property’s inherent quality and financial stability can become the deciding factors for buyers and, more importantly, for lenders.

The moment a condo unit is listed for sale, the financial stability of the corporation becomes subject to intense scrutiny via the status certifi cate and related condo documents.

are increasingly sophisticated in their due diligence. They view an insufficient reserve fund as a material risk. If the building’s finances are weak, a lender may refuse conventional financing, demand a larger down payment, or refuse to loan against the unit at all, severely restricting the buyer pool and effectively kneecapping the unit’s marketability.

In short, when the market corrects, stable condo finances transform from a governance best practice into a competitive market advantage. The building that responsibly funded its reserve for a new roof can proceed with the work seamlessly; the building that delayed the inevitable must now face owners the prospect of a crippling special assessment or significantly increased monthly fees.

A MANDATE FOR ALL OWNERS

The responsibility for a condominium’s financial health ultimately rests with every owner. While the board has the fiduciary duty to govern, owners have a responsibility to elect competent directors, to pay their fees on time, and to support - rather than obstructprudent financial decisions.

By prioritizing long-term fiscal planning over short-term fee-freezes, and by treating the reserve fund as the foundational capital of a multi-million-dollar corporation, condominium communities across the country can ensure the long-term protection of their assets, enhance market stability, and preserve the peace of mind for every Canadian who calls a condo home. The financial security of the corporation is, in the truest sense, the financial security of every single owner.

• For the Buyer: An underfunded reserve fund, high delinquency rates, or the history of a recent, large special assessment acts as a quantifiable discount on the unit’s value. Buyers in a soft market have the leverage to walk away from a financially troubled building, favouring a competitor that offers greater long-term cost predictability.

• For the Lender: Mortgage providers

Todd Hofley is the President of Toronto Standard Condominium Corporation 2164.

New Resources Simplify Mediation and Arbitration

The Condominium Authority of Ontario responds to sector feedback with guidance to navigate

dispute resolution.

BY MARC BHALLA

This fall, the Condominium Authority of Ontario added a section to the dispute resolution part of its website. The new material provides guidance where the Condo Act requires mediation and arbitration and has been developed in response to feedback from condo communities asking for help to navigate the dispute resolution process.

SSome condominiums have no guidance at all around how to engage in mediation or arbitration, even when it is required by law. Others have by-laws that are so detailed they are near impossible to follow. Examples include a requirement that the mediator be part of a roster that no longer exists or underlying assumptions that there are more potential service providers available than there are.

Another key challenge is understanding which disputes must go through mandatory mediation and arbitration and which can proceed to the Condominium Authority Tribunal or court. While the Condo Act provides

general guidance, it doesn’t spell out the steps in a clear, practical way, leaving many people uncertain about how to initiate or reply to mandatory proceedings.

Although each community has flexibility to customize these processes, some commonality was identified across the province in terms of support needs. This summer, the CAO engaged with individuals across the sector— including owners, directors, lawyers and managers—representing a range of experience. There was widespread agreement on the type of help needed, which guided the development of these new resources.

What became clear is that successful mediation and arbitration depends on having practical, step-by-step guidance. Resources can help those navigating condo conflicts by allowing them to build skills as they go, supporting ongoing relationships, collaborative problem-solving and attaining closure.

To assist in finding mediators and arbitrators, a collaboration has been developed with the ADR Institute of Ontario to help identify qualified professionals. While there is no endorsement of specific service providers, and no requirement to engage only these dispute resolution professionals, their designations indicate that they

have met established national standards.

Yet, being qualified to mediate or arbitrate isn’t enough. Conflict within a condo setting is often complex. Consider the condo’s role in a spat between neighbours or the impact of a standard unit definition on the allocation of responsibilities. There is often more to these disputes than meets the eye. The feedback reinforced how critical it is for mediators and arbitrators to understand how condos work, and the risks that can arise when they do not.

One example is the story of an experienced family mediator who decided to try their hand at condo dispute resolution. In the course of exploring settlement options to resolve an issue between an owner and their condo corporation, the mediator suggested that the condo buy the owner’s unit. When asked by the parties how the condo could afford to do so, the mediator suggested tapping into the condo’s reserve fund. What the mediator failed to appreciate, however, was that under the Condo Act, these reserve funds are strictly earmarked for major repairs and replacements of common elements and assets of the condominium.

A mediated settlement that calls for a condo to misuse its reserve fund doesn’t work, and can ultimately make the situation worse for everyone involved. While mediators do not offer legal advice, good ones see themselves much like surgeons—they aim to ensure that no one leaves the process worse off than they arrived. That risk becomes very real without a base level of understanding.

The ADR Institute of Ontario’s list highlights mediators and arbitrators qualified to handle condo disputes, all of whom have completed the CAO’s free,

online training and have a base level of understanding of how condos operate.

While this training does not make someone an expert, the foundational education is a good place to start. The training is mandatory for condo directors and has proven useful for people who aren’t. Lawyers, condo managers and other professionals often take it voluntarily to gain practical insights into condo operations and common challenges.

To support proposing and replying to invitations to participate in mediation or arbitration, the new materials include five optional one-page forms: Notice of Submission to Mediation; Response to Notice of Submission to Mediation; Mediation Report; Notice of Submission to Arbitration; and Response to Notice of Submission to Arbitration.

These forms aim to address challenges, such as when a request to mediate

Marc

is mistaken for a demand rather than an invitation to collaborate, or when an arbitration offer is met with uncertainty about the process or how to respond.

By providing clear, neutral templates and information, the goal is to help set a collaborative tone from the start and help parties focus on working together.

The idea is to broaden understanding of mediation and arbitration, support parties in agreeing on a mediator or arbitrator, and then go from there. Once involved, the dispute resolution professional’s expertise can help sort out process details, such as whether sessions will be in-person or online, the volume of materials, and other specifics that can complicate and derail progress.

These new support materials are designed to help folks who could benefit from mediation and arbitration, especially when participation is mandatory.

Bhalla is Vice President of Policy, Programs and Dispute Resolution at the Condominium Authority of Ontario.

The LandscapeEvolvingof Condo Disputes

What corporations need to know about the Condominium Authority Tribunal’s expanding jurisdiction.

BY LAURA GURR AND MEGAN ALEXANDER

Since its launch in 2017, Ontario’s Condominium Authority Tribunal (the CAT) has evolved from a niche dispute resolution forum to a central pillar in the province’s condominium governance and dispute framework. Initially tasked with handling only records-related disputes, the CAT now oversees a broader range of issues that affect the daily operations of condo communities.

WWith proposed amendments to the Condominium Act, 1998 (the Act) and Ontario Regulation 179/17 on the table for stakeholder feedback, the CAT’s jurisdiction is expected to expand further. These changes will bring new opportunities and challenges for owners, condo boards and condo managers.

THE CAT AND ITS CURRENT SCOPE

The CAT is Ontario’s first fully online dispute resolution body, designed to provide a more accessible and costeffective alternative to court proceedings. The CAT uses a three-stage process: Phase One: “Negotiation”; Phase Two: “Mediation”; and finally, Phase Three: “Adjudication”.

The CAT has steadily expanded its reach over the last few years. While it initially handled only disputes related to access to condo records, as of the date this article, its jurisdiction has expanded to include:

• Disputes regarding condo records;

• Noise, vibration, light, odour, vapour, smoke, and nuisance complaints;

• Provisions in the governing documents

(declaration, by-laws or rules) about unreasonable nuisances;

• Disputes involving pets, vehicles, parking, and storage; and,

• Disputes related to indemnification and chargebacks related to the above disputes.

It appears that the CAT’s jurisdiction may be expanding again soon, although the exact timeline is still unclear. This next expansion is expected to be in an area that lies at the heart of the operation and governance of every condo community: owners’ meetings.

THE PROPOSED AMENDMENTS TO THE ACT AND REGULATIONS: WHAT MIGHT CHANGE

The Ministry of Public and Business Service Delivery is currently reviewing proposed amendments to the Act which, if passed, would allow the CAT to hear disputes relating to how owners’ meetings are conducted. If enacted, the CAT could hear disputes involving:

• Requisition meetings;

• Timing and procedures for calling meetings;

• Validity of meeting notices;

• Quorum; and,

• The voting process.

These proposed amendments aim to improve access to justice and reduce reliance on costly court proceedings. It is fairly easy and low cost to start a CAT claim. As a result, an expanded CAT jurisdiction is expected to lead to a rise in applications and greater scrutiny of procedural steps and the decisions of the board and the chair of the meeting.

A DOUBLE-EDGED SWORD?

The proposed amendments to the CAT’s scope of jurisdiction could be a double-edged sword for condo communities.

On one hand, this change could empower owners to raise legitimate

concerns about governance in a way that is affordable and accessible. It also reinforces the importance of accountability and transparency in how meetings are run. There are circumstances where minority owners or non-board member owners may have legitimate complaints about how meetings are called and run. There may also be boards and managers that do not know or understand the rules of procedure to properly call and run an owners’ meeting.

Increased scrutiny and decisions from the CAT may provide guidance and direction to condo corporations across the province, but this will likely be at a significant cost for the corporations that are required to respond to these applications.

In addition, the increased oversight and potential for litigation is likely to bring higher administrative workloads for managers and boards that are already faced with heavy workloads and not enough qualified candidates. There is also a risk that unhappy unit owners will use the CAT as a way to challenge every unsatisfactory outcome or bring these applications to challenge the meeting process because they are unhappy with the substance of the decision.

The costs of the CAT process may not be limited to the costs to respond to the appeal, but there could be delays in operational and financial decisions. For example, a unit owner who has voted against a borrowing by-law may appeal to the CAT because they are unhappy with the result of the election. This could cause some unnecessary and potentially very expensive delays to the condo corporation’s ability to move forward with the loan or the proposed construction.

Depending on the timing of when an appeal can be brought to the CAT, this could lead to circumstances where a condo board believes that

If the CAT’s jurisdiction is expanded, condo boards, managers and individuals appointed to chair meetings will need to be more vigilant.

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a decision is final, for example, that a borrowing by-law is approved at the owners meeting and the corporation enters into an agreement with a contractor as a result. Only later, after the by-law is registered and the loan is in progress, does an owner appeal the meeting and the vote.

If the CAT’s jurisdiction is expanded, condo boards, managers and individuals appointed to chair meetings will need to be more vigilant. Proper procedures and thorough preparation for owners’ meetings will be key to avoiding challenges before the CAT and to effectively respond to any challenges.

BEST PRACTICES FOR OWNERS’ MEETINGS

Whether or not the proposed amendments are passed, now is the time for condo corporations, managers and other condo professionals to sharpen their governance practices.

Here are five key tips to help boards prepare for the possibility of increased scrutiny.

1.Understand

and Follow the Notice Requirements: Condo boards must send two notices before any owners’ meeting, as required under the Act. First, a Preliminary Notice (per s. 47(1)(c)) must be sent at least twenty (20) days before the formal meeting notice. This timeline gives owners a chance to submit material for possible inclusion. Exceptions apply for requisitioned meetings under s. 46, in this circumstance only 15 days are required. The second notice, which is the official Notice of Meeting must be sent at least 15 days before the scheduled meeting (be mindful of service timelines, if being sent via regular mail or electronically).

Use the prescribed forms and stick to the deadlines. Make sure that you understand what documents need to be included in the meeting package and that you know if your condo corporation has specific requirements for documents to be included or rules about service of documents.

2.Become

Confident in Your Application of the Corporation’s Bylaws

Whoever chairs the meeting, whether a condo lawyer, paralegal, condo manager or member of the condo board, ensure that they are familiar with the procedural requirements. This includes: how to manage disputes or points of order, how to review proxies, and how to apply the rules fairly.

The most well-known and commonly used rules of order for meetings are “Robert’s Rules of Order” or “Nathan’s Company Meetings.” For

condo corporations, the general operating by-law may establish what rules of order must be used. While the material may be a bit dry in nature, understanding how to run a proper meeting is vital for the operation of a successful condo corporation.

3.Maintain Transparency During Elections

Be prepared to explain how ballots are counted, who can be a scrutineer for counting those ballots; and, how proxies are verified. A poorly handled election is expensive and can trigger suspicion, reducing the owners confidence in the Board.

4.Be Prepared and Stay On Track (The Agenda is Your Friend)

The most effective owners’ meetings start with solid preparation.

Board members should meet ahead of time to review the agenda, clarify key items, determine who will speak on each item, set realistic speaking

times, and ensure all members are on the same page. This avoids last-minute confusion, boosts confidence and helps the meeting run smoothly.

Once the meeting begins, follow the agenda as distributed. Once a meeting is “duly convened,” meaning the chair has confirmed that both notice and quorum requirements have been satisfied in accordance with the corporation’s governing documents, the chair should move through the agenda items in an organized manner. Avoid letting individual issues or side conversations derail the flow of your meeting. A clear, well-managed agenda keeps the meeting focused, fair, and efficient for everyone involved.

5.Seek

Legal Advice Proactively.

Getting legal advice early is one of the best ways to keep condo meetings on track.

Whether it’s about meeting rules, owner requests, or tricky parts of the Act that may require some interpretation, a quick check-in

with a condo lawyer or paralegal can save time, money, and stress down the road. Being proactive with any potentially legal issue helps the condo board stay compliant, avoid mistakes, and make confident, informed decisions for their community. Think of it as a smart step to prevent disputes and manage risks, not a last resort.

With the CAT’s scope potentially expanding, boards and managers are entering a new era of scrutiny and accountability. Solid governance is not just about ticking boxes, it is about building trust and avoiding costly disputes.

By embracing best practices now, boards and managers can minimize disputes, build owner confidence, and keep their communities running smoothly. After all, a well-organized meeting is more than good governance, it’s the most effective way to avoid a scratchy situation with the CAT.

Laura Gurr is a partner with Cohen Highley LLP in London. Cohen Highley LLP has offices in London, Kitchener, Chatham, Sarnia, Stratford and Strathroy. Laura provides risk management and regulatory compliance advice to condominium corporations, unit owners, and property management companies. Megan A. Alexander is a licensed paralegal who works within the Commercial Litigation and Multi-Residential Housing Groups at Cohen Highley LLP in London, Kitchener, Stratford, Strathroy and Windsor. Ms. Alexander’s main areas of practice are within the Ontario Small Claims Court (including enforcement) and the Condominium Authority Tribunal (CAT).

CONNECT, COLLABORATE, CONQUER THE CCI TORONTO ADVANTAGE:

The stress of working in condominium management can feel like a “pressure cooker” of overwhelming tasks.

The endless circle of deadlines, contracts, meetings and emails feels intense no matter the time of year.

When it gets chaotic, it’s easy to forget what you’ve already achieved as you become hyper-focused on your next project. But taking a step back helps you review the full picture and see a clear trajectory.

Whether you’re a director on a board or managing corporations, the fundamental concepts of condominium living means leaning into collaboration. Interacting with your peers is a key tool to success, and working with a team helps you complete the puzzle so you can confidently move on to the next challenge.

CCI Toronto and area (CCI-T) events provide collaborative forums for managers, directors and industry experts to

work together on emerging issues. CCI-T events such as the annual Condo Conference (co-hosted with ACMO) are specifically designed to forge core connections with likeminded people, broaden horizons, and decompress — both on a personal and professional level.

Events are aimed at helping members escape from the regular routine and reinforce their passion for the industry. The casual setting of a golf course or a pickleball court — outside of formal meet scenarios — encourage lightheartedness while also allowing space and privacy for deeper, more meaningful, discussions.

Real-life “condo-conundrums” can be deconstructed in a relaxed setting, where thought leadership takes center stage. With a wide range of industry experts regularly presenting or leading panels at CCI-T events whether online or in-person, you can trust that a day with CCI-T will never feel like “just another workday.”

“ “

Real-life “condo-conundrums” can be deconstructed in a relaxed setting, where thought leadership takes center stage. With a wide range

of industry experts regularly presenting or leading panels at

CCI-T events whether online or inperson, you can trust that a day with CCI-T will never feel like “just another workday.”

the Pre-Conference Networking Event to see some familiar faces and meet new and emerging experts in the condo world.

• The Holiday Lunch and Legal Update on December 5 is a time to get into the festive spirit while studying recent legal cases and take stock of what can be expected for the next year.

Events planned for 2026 include a discussion on the emerging trend of condominiums buildings predominantly occupied by seniors. Naturally Occurring Retirement Communities (“NORC”) is planned for Thursday, January 22, 2026 (date subject to change), while CondoSTRENGTH — the condominium-equivalent of The Oscars – is in the works for February. Along with yearly fan favourites such as the annual golf tournament and the pickleball showdown, an all-new, “mini” conference is planned for April — more on that coming soon!

Membership with CCI-T is a window into connectivity, collaboration and mentorship with a valuable team of experts — all at your fingertips. Our quarterly magazine, Condovoice, is an open door for members to share condo-related stories and expertise!

CCI Toronto events put you on the path to success and encourage you to flourish. To learn more visit ccitoronto.ca

UPCOMING EVENTS TO ADD TO YOUR CALENDAR INCLUDE:

• The 2025 CCI Toronto AGM on October 29 comes with a special terrifying twist for Halloween. ‘Condo Horror Stories’ will feature a panel of three industry experts who will share their ‘spooky’ and cautionary tales from the more woeful world of condos.

• The 2025 Condo Conference (hosted by ACMO and CCI-T) on November 21 and 22 is a time to reenergize and keep track of the latest advancements in the industry. Grab a golden ticket to

Overcrowding in Condominiums

BY SHIONA NIVEN

Ontario’s housing crisis is creeping into the walls of condominiums across the province. The lack of affordable dwellings is blamed for homelessness and social inequality, but it has also given rise to a largely overlooked issue—overcrowding.

PProfessionals in the residential sector are encountering this challenge with increasing frequency. Not only is overcrowding hard to address, it is also extremely difficult to resolve, especially when governing documents offer little clarity.

Many corporations have declarations, bylaws and/or rules that reference unit occupancy by a “single family,” but they fail to define what “family” actually means. This vagueness leads to complications with enforcement. Condominiums are designed with certain assumptions in mind. A

two-bedroom unit, for example, is meant to house two to four people—not ten. Everything within the building, from plumbing and HVAC to elevators and garbage rooms/chutes, is planned around these occupancy assumptions. When units become overcrowded, the effects spread quickly beyond the four walls of the unit.

More people means more garbage. Waste collection is usually tied to condominium/ common element fees, so an increase in garbage will most certainly strain the

existing budget. As a result, the added costs will fall on unit owners. Inside the unit, overcrowding often leads to mattresses on the floor, cramped living conditions and poor upkeep. This can trigger pest issues such as cockroaches and bed bugs, which inevitably spread to other units and the common elements. It’s another tough problem to prove that can be both costly and difficult to fix.

Overcrowding also strains the building itself. Elevators, garage doors, plumbing

crowded spaces

“Proving the number of people residing in a unit is a nearly impossible task without infringing on human rights.”

and HVAC systems wear out faster. Residents end up dealing with higher maintenance costs, more frequent maintenance repairs and/or breakdowns, and inconveniences like long wait times for elevators and gym equipment. Excess noise can also be an issue, leading to tension between neighbours and a general decline in quality of life—or, as we say in the condominium world, “owners and occupants are entitled to the quiet enjoyment of their units and common elements, free from nuisance or unreasonable disturbance”.

Governance is another difficult issue. Even when a unit is clearly overcrowded, managers face significant barriers. Boards and managers can request names of occupants, vehicle info and emergency contact information, but are limited by what residents disclose. Under section 83 of the Condominium Act, 1998 (the Act), “all owners must notify management within ten days of signing a lease.” However, this requirement often carries little weight unless the corporation files a dispute with the Condominium

Authority Tribunal (CAT), which can be hard to enforce and prove.

The Ontario Human Rights Code, which takes precedence over the Act, prohibits discrimination based on family status, marital status and other protected grounds. A corporation, therefore, cannot ask residents to prove they are related, nor can it impose arbitrary definitions of “family.”

Notices such as “no unit shall be occupied in a manner that causes unsanitary conditions or unreasonable wear on common elements” sound clear and straightforward on paper, but are almost impossible to enforce. What is “unreasonable wear” to one person may seem perfectly normal to another. Managers are left trying to balance the expectations of owners, the limits of governing documents, and the realities of human rights law.

The Ontario Building Code and Fire Code establish limits tied to square footage and safety requirements, but again are hard to enforce. In extremely obvious situations, municipal property standards (by-law) can be enforced when conditions become unsafe or unsanitary.

So, what can corporations do to help minimize the issue of overcrowding? They should modernize their governing documents to reference “occupants” rather than using the term ‘family.” This kind of language should help, however, enforcement would remain difficult. Proving the number of people residing in a unit is a nearly impossible task without infringing on human rights.

Overcrowding in condominium units is a byproduct of Ontario’s affordable housing crisis that rarely gets the attention it deserves. It poses a tangible risk to buildings, increases the cost to owners

(increased condo fees and/or special assessments) and creates major challenges for managers and boards to navigate.

Until condo corporations’ governing documents provide clearer guidance, and the broader issue of housing affordability is tackled, these corporations are left balancing a fine line between safeguarding their communities and respecting the human rights of their residents

Shiona Niven, BA, OLCM, is the founder and President of Niven Condo management Inc., a boutique firm serving Waterloo and Wellington Regions. With a strong background in business and customer service, Shiona brings a hands-on, client-focussed approach to condominium management. By intentionally managing fewer communities, she ensures each receives exceptional attention, transparency, and care – delivering on her vision of Condo Management Redefined. www.nivencm.com

THE CONDO CONFERENCE:

This November, the Toronto Congress Centre will buzz with professionals from across the condominium sector—property managers, board directors, service providers and industry leaders—all coming together to connect, collaborate and exchange new ideas.

This isn’t just another conference. It’s the Condo Conference, taking place Friday, November 21 and Saturday, November 22, 2025—the one event where the entire condo industry unites.

THE EXHIBIT HALL: BIGGER, BOLDER, BUSIER

Beyond the registration area, the exhibitor floor is expected to offer a lively and engaging atmosphere. This year’s event will offer an expanded space with more booths, products and innovation. Every corner will hold a new solution, a

WHERE THE CONDO WORLD CONNECTS, COMPETES, AND CELEBRATES

fresh idea, or a partnership waiting to be made. Attendees will have the opportunity to chat with professionals from across the sector—including engineers, legal experts and tech providers—all showcasing the latest tools and services aimed at strengthening condo communities.

In addition to the exhibits, The Best Booth Contest will encourage creative displays so every stop feels like a mini adventure. Gamification features, such as earning points for visiting booths, answering questions or joining activities will make the event feel like a scavenger hunt with rewards at every turn.

LEARNING AND LAUGHTER

Throughout the day, attendees can pop into educational sessions led by industry leaders. Topics will range from navigating tricky regulations to finding practical solutions for everyday condo challenges. These sessions will offer valuable insight and thoughtful discussions, leaving participants with new strategies and new professional connections made during Q&A segments.

Then there’s the casual magic of bumping into colleagues in the hallways, being introduced to a future business partner in the coffee line, or hearing about an innovative project while swapping cards at an exhibitor booth. It’s these serendipitous moments that make the Condo Conference more than just an event— it’s where the industry truly connects.

Register Now!

TORONTO CONGRESS CENTRE

NOVEMBER 21-22, 2025

condoconference.ca

info@condoconference.ca

THE FRIDAY NIGHT EXPERIENCE

By late afternoon, the buzz of the day won’t fade, it will simply shift gears. At 4:30 p.m., the doors will open for Friday Night Networking, transforming the space into a more celebratory atmosphere. More than 700 attendees are expected to gather for drinks, music, and laughter. Conversations that started in sessions and on the trade show floor will continue in a relaxed environment, offering a chance to recharge, reconnect and spark even more opportunities.

WHY YOU CAN’T MISS IT

If you’ve never been to the Condo Conference it’s hard to describe. Beyond the agenda, it’s the atmosphere that defines the experience—being surrounded by the best and brightest in the condo world, the hum of the exhibitor floor, the spark of new ideas in sessions, the excitement of the Best Booth Contest, the fun of the gamification games, and the lasting friendships made during the networking event. Tickets are limited, and those in the know tend to secure their tickets early.

SEE YOU IN NOVEMBER

Will you be in the room when thousands of professionals gather together to shape the future of condominium living— or hear about it later from those who were there?

The choice is yours. Just don’t wait too long.

The 2025 Condo Conference takes place on Friday, November 21, and Saturday, November 22, at the Toronto Congress Centre. Full details and registration can be found at condoconference.ca

Come for the learning. Stay for the networking. Leave with the connections and ideas that will define your year.

Communication

on Trial

When tempers flare in condo communities, the tone of a complaint can matter as much as its content—sometimes with legal consequences.

BY REBECCA MELNYK

In a series of recent legal cases, condo boards, unit owners and property managers have been grappling not only with disputes but the complex nuances of communication. This extends to how residents and board members interact and what constitutes harassment or unacceptable conduct.

TThree cases this year, one heard by the Condominium Authority Tribunal (CAT) and two by the Superior Court of Justice, showcase the distinction between legitimate grievances and abusive behaviour.

As condo lawyer Sonja Hodis recently noted while discussing the cases during an event hosted by CCI Huronia, it’s not just the content of communication, but the tone and manner in which it’s delivered. “Be careful how you talk,” she said. “If you’re in a situation where things are heated and becoming personal, step back. Maybe have someone else do the communicating so they have that fresh, third perspective.”

In the most recent case, Peel Condominium Corporation No. 96 v. C.L., decided in June 2025, the Superior Court acknowledged that while a unit owner may have had a valid concern, conduct that is abusive, harassing, threatening or intimidating crosses the line. Over a 10-month period, the owner had sent more than 119 emails to the board, property manager and condo lawyer— most of them marked with hostility and personal attacks. As a result, the court granted a compliance order limiting the owner’s communication.

A CAT case from April 2025, TSCC 2510 versus Sharma, involved a board member accused of engaging in harassing conduct toward fellow board members, property management, and others. The corporation alleged Mr. Sharma was violating the governing documents and rules, such as the condo’s harassment rule. He was creating a toxic environment,

Top 5 Condo Communication Tips

Straightforward advice from Jennifer Beaver, CEO at CIE Property Management & Consulting.

1. Reach your community: Use multiple communication channels such as email newsletters, physical notices in common areas, and digital messaging tools. Make sure the format fits your audience.

2. Be clear, concise and transparent. Residents want to know what is happening, when it's happening and how it affects them, especially dates, disruptions and costs. Share the reasons behind decisions, explain fee impacts and highlight any key details they need to understand.

3. Encourage two-way communication. Host regular town halls and offer one-on-one sessions with the manager. Sometimes, a direct conversation with a resident can quickly resolve tension or specific issues. Always respond promptly and respectfully. Use service requests or community portals to keep conversation flowing and give your board insight into what residents are struggling with. Make sure everyone responds. Nothing is more frustrating than being ignored.

4. Set clear communication protocols. Define how and when updates are shared—emergencies versus non-emergencies. Make sure these guidelines are included in the welcome package so everyone knows what to expect.

5. Foster a positive and inclusive tone. Speak with “we” not “you.” Keep communication community-focused by highlighting shared goals, benefits, and celebrating wins together.

and abusive in the way he communicated through disparaging and aggressive remarks made during meetings and visits to the management office, where he often refused to leave. This behaviour ultimately caused the manager to resign.

In the end, the tribunal found that his behaviour amounted to harassment, annoyance, and disruption. “They referenced his repeated emails, multiple complaints to the CMRAO, overtaking others at board meetings, and they upheld that he breached the rules,” said Hodis, noting the CAT was also cautious about granting a restriction sought by the corporation.

“Instead of having an order that says you shall cease all harassing, annoying or disturbing conduct—which is a very broad order—they suggested that the board consider options that might assist in self-governance,” she explained. These include appointing a single board member as liaison between the board and management outside of the meetings and establishing a code of board conduct, enshrined in a bylaw to hold members accountable.

“This case is interesting because the kind of communication style that Mr. Sharma obviously engaged in was harassing and an

annoyance and a breach of the rules,” she added. “But in terms of the end result, even having an order that says you shall not do this, may not stop that behaviour.”

While the CAT awarded this corporation with $200, the Superior Court awarded a corporation in another similar case with full indemnity costs of more than $26,000. In TSCC 1644 v. Chinese Muslim Association of Canada and Zhu, May 2025, the condo corporation alleged a breach of section 117 of the Act. A unit-owning board director embarked on a “campaign of harassment”, targeting the board, management and security staff; however, video evidence played a pivotal role in this case.

“There is nothing that can beat evidence when you actually have something recorded,” noted Hodis. “I know there is a cost to having video surveillance in common areas, but it can definitely be very helpful in dealing with these types of situations. It takes out the he-said shesaid nature and lets the decision maker see what is happening.”

In the end, the pattern of harassing, bullying and threatening behaviour cost the owner a lot of money. “[The Superior Court] acknowledged that while the unit owner may have

had a legitimate complaint about the condo corporation it’s the manner in which he was communicating those complaints that got him in trouble.”

Thoughtful communication goes both ways. Hodis emphasized that boards and property managers must handle grievances against owners and tenants with care, even when the complaints have merit.

NAVIGATING WHAT CAN AND CANNOT BE SAID

Boards must also be mindful of how they communicate internally, specifically when determining what information can be shared without causing conflict or breaching confidentiality.

While the Condo Act requires that owners are kept informed in a timely and transparent manner, this often leads to frequent email exchanges among board members. This raises questions about what should be created as a record and what should be shared or not shared, said condo lawyer Patricia Elia, of Elia Associates. A derogatory comment about an owner, for example, has no place in an email thread and should remain private.

She also highlighted how property managers can summarize informal discussions and email a final resolution

to board members, which can be addressed at the next meeting. This ensures confidentiality and preserves proper decision-making protocol at duly constituted board meetings.

“Boards cannot and should not share with unit owners information at their disposal,” Elia noted. “There is no obligation on a board to share emails that are sent between board members in relation to discussion about operational matters with unit owners.”

DELICATE ISSUES ARISE AT AGMS. WHAT TO DO?

The delicate balance of how to best communicate also plays out at the Annual General Meeting—an important platform, which can sometimes spur conflict if owners raise legal or personal issues. Legal counsel can help navigate sensitive topics or defer them to a more appropriate time, Elia suggested. She advises board chairs to remind attendees that unit-specific concerns should be addressed privately through property management, keep AGM discussions general and avoid the trap of gossip or heated discussions.

“Take the high road; don’t do it. It’s in the minutes and it can cause further problems,” she said. “How you communicate and what you communicate at an AGM is very important.

Communicating Effectively with Condo Boards

Practical strategies from Debbie Dale, president of MCRS Property Management.

1. Prioritize the pre-board meeting report. The most important communication tool between management and the board is a pre-meeting board report, issued several days prior to each scheduled board meeting. The document should: clearly outline decisions requiring motions; track action items and carry-overs from past meetings; state management accomplishments and recommendations; and keep directors informed of progress on directives. This gives volunteer directors a concise, accurate snapshot of past instructions, allowing them to make informed decisions. Set up a predictable schedule for reports and meetings, including an annual calendar.

For management firms that have not yet done so, consider structuring your management agreement to align billing with the frequency and scope of board meetings—not as a revenue generator, but to encourage strong governance practices.

2. Structure communication using the pyramid model. To avoid overwhelming the manager’s inbox and improve clarity, managers should direct communication through the board president (or designated director). Directors can internally discuss and debate via email. The president then summarizes the board’s feedback and relays a single, consolidated response to management. If used, this pyramid model should be outlined in the management services contract.

3. Handle between-meeting decisions carefully. While decisions should be made at duly constituted board meetings, that isn’t always possible. Ratification of betweenboard-meeting decisions, recorded in the minutes at the next board meeting, is a reasonable way to proceed. However, be cautious about contract decisions or large dollar items outside a formal setting.

Prepare volunteer directors for decisions by offering multiple quotes, highlighting resident concerns, outlining potential impacts, and providing clear, actionable recommendations. Don’t just present information—explain it.

4. Communicate professionally and thoughtfully. Respectful communication builds trust. When addressing rule breaches or compliance issues, aim for language that fosters mutual success. People respond better to guidance than criticism. AI tools can help draft sample notices with a variety of tones. In meetings, managers should maintain a calm environment and listen actively—directors value being heard. Define manager availability for both board members and residents and consider appointment-only times for walk-in questions.

5. Leverage board expertise and respectful dialogue. If your board includes professionals, tap into their skills. Ask the lawyer to help frame legal aspects of communication. Consider virtual chats with the corporation’s engineer to streamline understanding. Ask thoughtful questions to understand differing views. Respectful communication leads to consensus. Also, be mindful of harassment risks as an essential part of boundarysetting.

The Next Step in Decarbonization Planning ENHANCED RESERVE FUND STUDIES:

Since the Condominium Act of Ontario came into effect in 1998, completing a periodic Reserve Fund Study (RFS) has been a mandatory requirement for condominium corporations. The importance of this study cannot be overstated: it is an in-depth planning tool that projects capital repairs and replacement costs over a thirty-year span. As a “living” document, it must be adjusted every three years to best reflect a property’s evolving condition.

Many condominiums in the GTA were built during a construction boom in the late 20th and early 21st centuries. As these buildings reach a critical age where major components require renewal, reserve fund planners are becoming increasingly aware of municipal and federal expectations for reducing greenhouse gas emissions. With initiatives such as Toronto Net Zero 2040, sustainability metrics and environmental performance are becoming increasingly integral to long-term reserve fund planning. Reserve fund studies typically outline the expected costs of “like-for-like” repair and replacement of major condominium components. They do not yet account for the less visible costs associated with improving building performance, lowering longterm operating costs, or reducing carbon emissions. New policies such as Toronto’s Building Emissions Performance Standards (BEPS) will require boards and property managers to consider

their building’s environmental impact and incorporate reduction plans into their financial planning.

THE ATMOSPHERIC FUND

For condominiums in the GTA and Hamilton region, a regional climate agency, The Atmospheric Fund (TAF), is playing a key role in supporting energy and carbon reduction planning into their long-term financial goals. As a member of the Low Carbon Cities Canada (LC3) network, TAF has introduced an important tool to support condominium boards on this journey: the Enhanced Reserve Fund Study (ERFS).

INTRODUCING THE ENHANCED RESERVE FUND STUDY

An ERFS builds on the foundation of a traditional RFS by incorporating the impact of emissions reduction strategies into long-term financial forecasting. While it still covers the anticipated costs of standard repairs and replacements, it also examines how energy and carbon reduction measures can change the trajectory of a building’s repair and replacement needs over the same thirty-year period.

An Enhanced RFS will incorporate three key components:

1. Energy Benchmarking

The first step to taking control of a building’s energy performance

“

“and cladding, alternative strategies that offer improved durability, efficiency and environmental performance will be considered. Examples of such strategies include ground and air-source heat pumps, solar PV installation, enhanced air sealing and insulation, heat recovery systems, and smart thermostats.

3. Scenario Modelling

A condominium corporation that completes an ERFS can expect to receive two capital plans: one that follows a tradition “business-as-usual” approach with “like-forlike” replacements, and another that integrates energy-efficiency and decarbonization measures into renewal decisions. This dual approach provides a clear roadmap for achieving lower emissions over time, while also demonstrating how those outcomes can be financially attainable.

FUNDING OPTIONS

One of the key advantages of pursuing an ERFS at this time is that the additional cost will be largely offset by TAF’s Retrofit Accelerator Initiative. This funding program will cover up to 70% of the ERFS cost, which brings the overall cost close to a standard RFS. This measure makes pursuing an ERFS significantly more financially feasible for condominium boards.

The funding available from TAF makes it that much easier for condominium owners and managers to take a ��rst step towards improving the energy consumption and carbon emissions at their buildings. Understanding the possibilities – their pros, cons, and costs –allows them to make informed decisions about their buildings.

– Jennifer Hogan, Energy and Carbon Reduction Leader at Pretium Engineering Inc.

is the development of an annual energy and emissions profile. This provides a clear picture of building’s current energy consumption and waste and allows for year-over-year tracking of improvements. With this baseline in place, the ERFS identifies projects that align with legislative requirements and decarbonization objectives.

2. Beyond Like-for-Like: Smarter Component Replacement

Rather than assuming like-for-like replacement of major assets like roofs, HVAC systems, boilers, windows,

THE PRETIUM ADVANTAGE

As a TAF approved consultant, Pretium Engineering is well-positioned to deliver Enhanced Reserve Fund Studies to the boards exploring this option. With building science expertise spanning capital planning, building condition assessments, and energy modelling, Pretium is ready to take on a comprehensive, technically rigorous and energy-centric approach to long-term forecasting.

Enhanced Reserve Fund Studies represent the next evolution of reserve fund planning in Ontario. They allow condominiums to move beyond the mandatory repair planning, and towards strategic, future-focused planning that aligns with climate objectives. Pretium Engineering is ready to help condominiums take the next step toward resilience and decarbonization.

To learn more, contact Pretium Engineering at www.pretiumengineering.com

Understanding Boardroom Politics

The hidden governance of condominiums.

BY MIHAELA ANDREI AND VAL KHOMENKO

For millions of residents, a condominium isn’t just a place to live—it’s a form of government with all the drama, power plays and a budget debate you would expect from Parliament but with more pets and hallway gossip. In addition to the traditional layers of government— federal, provincial, and municipal—condominium boards hold substantial authority. They manage multi-million-dollar budgets, establish rules, and make decisions that directly affect the daily lives and financial interests of those who live and work there. With this authority, however, comes a complex and often contentious political environment.

AA well-run board can be the glue that holds a community together. But when things go sideways—think power struggles, secretive meetings, and passive-aggressive emails—the building can start to feel less like home and more like a political thriller.

WHAT A CONDO BOARD REALLY IS: FAR BEYOND A SOCIAL GROUP

Condo boards are not casual clubs. They are elected groups of volunteers— usually owners—tasked with managing the affairs of the condo corporation. Their responsibilities span financial oversight, property upkeep, rule enforcement, and ensuring compliance with the Condominium Act and the corporation’s governing documents (declaration, by-laws, and rules). These are serious obligations, and as experts point out, few careers truly prepare individuals for the unique demands of managing a residential community.

The political nature of condo boards stems from the collision of these responsibilities with personal interests, conflicting goals, and the reality that board members are also neighbours.

But these dynamics are only part of the picture. A board’s effectiveness is also shaped by its relationship with the property management team, a partnership that can be politically charged, either reinforcing strong governance or becoming a source of tension.

THE BOARD-MANAGEMENT

DYNAMIC — A CRUCIAL PARTNERSHIP

A balanced partnership between a condo board and its property management team is vital. When cultivated effectively, this relationship fosters a flourishing community; however, when mismanaged, the board must often engage in relentless efforts to enforce accountability in vendor oversight, contractor procurement, and on-site fiduciary duties.

Vendor selections made unilaterally by management can lead to persistent issues, including delayed repairs, incomplete maintenance, poor landscaping choices that diminish curb appeal, and

unreliable elevator services, all of which can compromise the community’s living standards and property values.

A cohesive board must advocate for joint evaluations, rigorous performance metrics and the authority to replace underperforming vendors. By implementing accountability measures like regular site inspections, detailed performance reports, and resident feedback loops, a strong board, alongside responsive property management, ensures that vendors meet standards, significantly improving reliability, resident satisfaction, and the overall vitality of the condo community.

Contractor procurement demands even tougher reforms. Questionable renovation bids submitted without expert input and viable reports to substantiate decision-making should prompt majority board members to insist on transparency, multiple bids and expert consultation before undertaking large-scale renovations. These victories require persistence, clear communication, and a firm grasp of governing documents.

Where Conflicts Arise: Common Political Flashpoints

Disputes within condo communities often have multiple layers, from financial disagreements to interpersonal tensions. Some of the most frequent sources of conflict include:

Money matters: Financial issues are often the most divisive. Residents may disagree over maintenance fees, special assessments for repairs, and how the reserve fund is handled. Some board members may advocate for lower fees to reduce costs, while others push for higher contributions to ensure longterm financial health.

Conflicts of interest: A major concern arises when a board member stands to benefit financially from a decision. This could involve hiring a relative’s company for a project or using their position for personal advantage. Ethical governance demands full disclosure of such conflicts and abstaining from related votes.

Condo boards are not casual clubs.

Opacity and poor communication: When boards operate behind closed doors, trust deteriorates. Residents may feel excluded or uninformed. Delays in sharing meeting minutes, financial reports, or other documents can breed suspicion and even lead to legal disputes. Rule enforcement: Disagreements over rules—such as those governing pets, people, parking—can become flashpoints. Uneven enforcement or favouritism can alienate residents and foster resentment.

Personality conflicts and divisions: Even with good intentions, differing views and personalities can lead to gridlock. Boards may split into factions, making decision-making difficult. These divisions can spill into the wider community, creating tension among neighbours.

Misuse of authority: In rare but serious cases, a board may exceed its legal powers or engage in unethical behavior. Such situations can be highly damaging and may require legal intervention to correct or remove the board.

HOW TO NAVIGATE CONDO POLITICS: TIPS FOR RESIDENTS AND BOARD MEMBERS

Whether you’re a resident concerned about governance or a board member striving to serve your community, there are practical steps to reduce conflict and improve collaboration.

Advice for Residents:

Participate actively: The best way to influence change is to get involved. Attend meetings, vote in elections, and consider running for the board. A board with diverse skills— from legal and financial expertise to project management—is better equipped to lead effectively.

Know your rights: Familiarize yourself with your condo’s governing documents and the applicable legislation. This knowledge empowers you to challenge decisions that may overstep legal boundaries.

Communicate thoughtfully: Before escalating concerns, try resolving them through respectful dialogue. Use formal channels like written requests and keep records of all communications. If necessary, escalate the issue to a regulatory body or tribunal.

Advice for Board Members:

Honour your fiduciary duty: Board members must prioritize the interests of the entire condo corporation, not personal agendas or specific groups. This includes making informed decisions (duty of care) and avoiding conflicts of interest.

Promote transparency and dialogue: Clear, consistent communication builds trust. Boards should establish communication protocols, share updates regularly, and make themselves accessible. Providing detailed agendas and minutes shows accountability.

Follow the rules and seek legal guidance: The Condominium Act and governing documents are the foundation of board authority. Adhering to them ensures legality. When uncertain, consult professionals with expertise in condo law.

Maintain professionalism: Board meetings should be structured and respectful. Treat them as formal business sessions, not social events. A professional tone helps prevent personal disputes from derailing important decisions.

Condo board politics are an unavoidable aspect of shared living. Though they can be challenging, they also reflect the democratic nature of these communities. By embracing openness, education, and respectful engagement, both residents and board members can turn a potentially divisive environment into a well-managed and cooperative place to live.

Mihaela Andrei is a Toronto condo board president and realtor who is passionate about community governance and optimizing condo community living. Views expressed are her own. Val Khomenko, RCM, OLCM, is Director of Condominium Management with TSE Management Services Inc., providing full-service property management and consulting services in the Greater Toronto Area.

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Strength in Numbers: The Rise of Team-Based Management

The single-manager model is fueling burnout. Could a shared approach keep properties running smoothly while boosting morale?

BY SALIM DHARSSI

One pressing factor contributing to condo manager burnout is how managers are staffed and assigned responsibilities. Today’s industry typically relies on a single-manager model, but this approach is revealing its weaknesses amid ongoing labour shortages and increasingly constrained budgets.

AAddressing this challenge requires management companies to rethink how work is allocated across their client properties—shifting from a single-manager model to a more modern staffing structure: teambased management.

SINGLE-MANAGER MODEL LEADS TO BURNOUT

In today’s condo industry, a single manager is typically assigned to and responsible for one or more properties. Despite receiving some support from back-office teams or on-site assistants, the individual manager is ultimately responsible for executing operational and reserve fund work for their corporation.

Given this level of accountability, managers must also figure out how to manage their workload. They choose from a variety of personal productivity tools—such as spreadsheets, calendars, or task trackers—and each develops their own system based on personal preferences and strategies for coping with the demands of

condominium management. Even within the same management company, these systems can differ significantly from one manager to another.

These two characteristics of the singlemanager model—namely, one individual manager being responsible for a property and each manager having their own system—leave condos and management companies vulnerable to changes in management personnel.

In the single-manager model, when a manager takes time off or leaves a property, their replacement often has little information about ongoing tasks or priorities. They may not understand the outgoing manager’s system, and even with access to the previous manager’s computer, emails, and tools, getting up to speed is extremely difficult using traditional methods.

As a result, incoming managers are often forced to react to issues rather than work proactively. This added pressure increases the risk of burnout.

It can take several months—if not a full annual cycle—for a new manager in the single-manager model to get up to speed

and institute their own system so they can work proactively. In the meantime, they often face the stress caused by missed tasks and capital projects that steer off track during the transition period.

The condo industry’s ongoing manager shortage, combined with common budget shortfalls resulting from high inflation, leaves management companies and boards with no choice but to evolve and transition into a more innovative model.

A TEAM-BASED APPROACH

Team-based management allocates work across a team rather than placing it entirely on the shoulders of one manager. When managers change,

there is no lost productivity or added pressure on one person to keep the condo running smoothly.

In a team-based managed property, more than one management company professional is assigned to each property. This is separate from the back-office accounting and regional supervisors, who will remain involved.

The team does not need to consist solely of licensed managers. Administrative professionals, project managers, and operational specialists across various disciplines can—and should—participate, provided that licensed condo managers oversee any activities that fall within the scope of a manager’s license.

Staffing professionals in disciplines that complement property management is a natural extension of the current single-manager model. Professional engineers and lawyers, for instance, have long played an active and ongoing role in supporting management teams and boards.

In an environment with a shortage of managers, it makes sense to shift as much administrative and non-regulated work as possible off the manager’s plate. Project managers, for instance, can help keep reserve fund projects on track without inundating a manager who is already at capacity. Similarly, insurance professionals can help evaluate options when facing renewals or an insurable loss.

TRACKING AND DELEGATING TASKS IN A COMMON SYSTEM

In a team-based management model, members use a common system to track work and records. This eliminates the challenge in the singlemanager model, where an incoming manager must decipher an outgoing manager’s personal system or recreate their own.

A common work management system also makes it easier to distribute responsibilities and provide coverage when someone takes time off or leaves the property.

A system designed to support team-based management should include the following capabilities:

• An ability to assign responsibility and due dates across the team;

• Provide easy access to see the status and history for each work item;

• Let’s teammates quickly pick up an item with full context;

• Provides calendar visibility for the entire team, with reminders;

• Allows for sharing updates across the team asynchronously;

• Allows work to be categorized by function so non-manager professionals aren’t providing services requiring a license; and

• Gives boards visibility into the work to reduce micro-management and time spent on reporting.

Moreover, a common work management system should give management company supervisors and back-office personnel visibility into the team’s workload to ensure compliance tasks are completed and to help them support one another effectively.

Traditional tools such as emails, spreadsheets, and file folders fall short of meeting the needs of a team-based management model. They do not facilitate the rapid onboarding that teambased management requires.

For example, addressing a mechanical issue with the property’s boilers can feel cumbersome when staff must search through emails or file folders to piece together maintenance history. Similarly, tracking the next steps for a capital reserve fund project—so it can be properly reported to the board—can be frustrating when reviewing the project’s file folder, which contains a few quotes and a tender specification. Traditional tools are not very helpful when trying to piece together the story and lead the work to completion.

To be effective, a common work management system must serve as the single source of truth for all property history, consolidating both work and records in one accessible location.

RESILIENCE UNDER PRESSURE

The condo industry faces significant headwinds, including stubborn inflation and ongoing manager shortages. Boards and management companies must invest the time and resources to transition from a single-manager model to a team-based management approach, in order to survive in the long run.

Team-based management aligns the right skills with the right tasks, protects managers from burnout, and preserves institutional memory. Most importantly, it directs every dollar where it matters, reducing waste without cutting corners.

This is how boards and managers can navigate today’s pressures and protect affordability: with a team, a system of record, and a steady rhythm that turns work into progress.

Salim Dharssi is the CEO and Founder of Toronto-based Managemate, (https://managemate.app), a project management software platform that helps condo managers and boards share information, updates and stay on top of their work to save time and control costs. Salim volunteers on CCI-Toronto’s Membership Committee, CCI-National’s Events Committee, and CAI Canada’s Advocacy Committee.

HVAC/MECHANICAL

BUILDING

Defining What’s “Reasonable”

From second-hand smoke to pigeon feeding and gym noise, recent rulings from the Condominium Authority Tribunal reveal the challenge of balancing personal freedom and communal living.

BY JAMES DAVIDSON AND NANCY HOULE

Being reasonable is a fundamental aspect of condominium living, but it is not always easy to determine what it means to act reasonably within shared spaces. Recent legal decisions shed light on the challenges and uncertainties condo residents and board members face when grappling with this dilemma in their communities.

AAcross Ontario’s condo law, there are many examples of the importance of being “reasonable.” For instance, nuisances, annoyances or disturbances caused by noise, odour, smoke, vapour, light or vibration are prohibited if they are unreasonable. Judges, arbitrators and tribunal members ultimately decide on the matter, but how do they measure this? Take noise disturbance for example, which was front-and-centre in a few new cases.

In Kwok v. Man, Lo, (May 30, 2025), the Condominium Authority Tribunal (CAT) determined that noise from an upper unit was acceptable because the noise was caused by “ordinary activities of daily living.”

Once again, noise from an upper unit was found acceptable in Farinha v. White, (April 2024), where the CAT stated that the sounds were “more readily characterized as the sounds of everyday living in a household with young children.” The Tribunal went on to say that: “In a communal living environment like a condominium, a certain amount of noise, and perhaps even the potential for a moderate degree of annoyance, may be inevitable and must be tolerated.” The Tribunal also said, “This situation highlights that condominium living necessarily involves living in community with shared rights and responsibilities, and in this instance particularly, a show of

empathy and consideration for each other’s life circumstances.”

On the other hand, in the case of Peel Condominium Corporation No. 312 v. Singh (September 14, 2023), the CAT held that running and thumping noises from children were considered unreasonable. The Tribunal noted that the sounds were “excessive and sustained” and “were not trivial.” Yet in McGugan v. Ritchie et al. (April 1, 2024), the CAT held that noise from a rear yard water feature was acceptable because the sound was natural and not very loud, and other residents would be unlikely to find it unreasonable.

This past March 2025, in Seif v. Toronto Standard Condominium Corporation No. 1511, the CAT decided that noise from a building’s exit door was acceptable. The

Tribunal said: “What is heard on the video is a level of sound that is to be expected in the circumstances – residents using an exit door in the ordinary course of communal living. . .”

However, in 2023, the CAT said noise from a gym was unreasonable in Waterloo Standard Condominium Corporation No. 670. The condo corporation was ordered to take steps to resolve the nuisance, including completion of improvements to the flooring followed by sound transmission testing.

Shared living environments can be fraught with second-hand smoke. Last September, the CAT found in Kovalenko v. Romanino et al. that smoke from an outdoor porch was acceptable because smoking was permitted in the particular condominium and “some smoke and odour migrating through open windows and doors is to be expected and will need to be tolerated.”

Yet two months later in Kegel v. Merritt (November 18, 2024), the CAT decided that smoke escaping from the unit of a legacy smoker was causing an unreasonable nuisance because the smoker had failed to take reasonably available steps to stop the smoke migration.

DUCT CLEANING

More recently, in May 2025, the CAT said an owner was causing unreasonable nuisance by feeding birds from her balcony in Carleton Condominium Corporation No. 476 v. Smalldridge. The owner had ignored warnings and continued feeding pigeons, which caused a mess and damage to other units.

LESSONS LEARNED

Considering the various outcomes of the above cases, there are a few principles that shine through.

The question of what is and is not reasonable is an objective standard. This means that reasonableness is determined from the perspective of a typically-prudent person dealing with a similar situation. As well, what is reasonable in a condominium is what one would normally expect in a community with similar structures and similar governing documents.

As such, it can be tricky for people who are directly involved in a matter to determine what

therefore be wise to obtain input from someone who is independent and more likely to know what is reasonable in a given situation.

Section 37 (3) of the Condominium Act, 1998 also confirms that input from an independent expert can help condominium directors avoid liability. Guidance from several different sources – such as various board members and from the manager – can also help. Numerous perspectives increase the chances of an objective conclusion. To achieve this, fulsome discussion at the board level can be hugely beneficial.

Another key factor to bear in mind is the importance of communal living, which means there can be differing points of view from various members of the community. In order to be reasonable, we need to try to see things from the other person’s perspective.

Open minds and open hearts can help find what is reasonable. It is not always easy to determine, but in many cases, input from multiple and/or independent sources may help reach this goal.

Where Condo Knowledge Meets Community Support

Common Fire Code Violations

A call for vigilance and compliance: practical steps that boards can take to protect residents and maintain safety.

BY NATALIA POLIS

Condominium corporations in Ontario are responsible for ensuring the safety of their buildings and the wellbeing of their residents. One of the most crucial aspects of building safety is fire prevention and protection, which is governed by the Ontario Fire Code (OFC). Compliance with the OFC is not only a legal requirement but also an essential part of maintaining a safe living environment.

SSome condo corporations inadvertently violate the OFC by overlooking its requirements or missing strict timeframes for inspections and tests. The violations may compromise resident safety and result in costly penalties.

COMMON VIOLATIONS OF THE ONTARIO FIRE CODE IN CONDO CORPORATIONS

1.Blocked or Obstructed Fire Routes

One of the most frequent fire code violations in condo corporations involves blocked or obstructed fire routes. The OFC requires that fire access routes, including hallways, corridors, stairwells, and fire exits, remain unobstructed at all times. This ensures that in the event of a fire or emergency, both residents and first responders can quickly and safely evacuate or access the building.

Common areas such as hallways and storage rooms often become cluttered with personal items, furniture,

or even waste. Older buildings with limited storage experience this issue more as residents store belongings in shared spaces. However, this clutter significantly impairs effective emergency evacuation.

It is important for condo corporations to review their governing documents to ensure they have rules in place to restrict obstructing fire routes.

This allows the corporations to have a way to enforce against non-complying residents.

2. Improperly Maintained or Inoperative Fire Safety Equipment

Another prevalent violation involves fire safety equipment, such as smoke alarms, fire extinguishers, emergency lighting, and sprinkler systems, that is either not properly maintained or is inoperative. The OFC mandates that fire safety systems be inspected, tested, and maintained on a regular basis to ensure they will function correctly in an emergency. For instance, smoke alarms and fire extinguishers need to be regularly

checked to confirm they are operational. If they are outdated or have expired, they must be replaced. Similarly, emergency lighting should be checked to ensure it will provide sufficient illumination during a power outage.

It’s important to be aware of the timeframes for regular inspections of fire safety equipment and to maintain proper record keeping of the inspections.

3.Failure to Conduct Regular Fire Drills

The OFC requires that all condo corporations conduct regular fire drills for residents and staff. Fire drills help everyone to evacuate the building in the event of a fire and familiarize them with the location of emergency exits. They also provide an opportunity to test the functionality of the fire alarm and emergency lighting systems.

Some condo corporations neglect to conduct these drills, either due to oversight or the inconvenience of organizing them. However, failure to conduct regular fire drills is a serious violation of the OFC and could lead to significant safety risks in the event of a real fire emergency.

Fire drills may be a pain but they are vital for fire and life safety.

4.Improper Storage of Hazardous Materials

Condo corporations are required to adhere to specific regulations regarding the storage of hazardous materials, such as flammable liquids or chemicals, in common areas. These materials must be stored in designated, well-ventilated areas, away from sources of heat or ignition.

In many cases, hazardous materials are improperly stored in utility rooms, mechanical spaces, or even within individual units. Not only does this create an obvious fire risk, but improper storage also violates the OFC and can lead to fines or other penalties.

Often, we see condo corporations being penalized for residents storing combustible materials in their parking units. Condo corporations have an obligation to take enforcement steps to remove the combustible items, especially if ordered to do so by a Notice of Violation.

5.Inadequate Fire Separations and Compartmentalization

The OFC sets specific requirements for fire separations and compartmentalization within buildings to prevent the spread of fire and smoke. Condo buildings, especially older ones, may have compromised fire separations due to renovations, wear and tear, or improper construction practices.

Common violations include missing or damaged fire doors, improperly sealed fire-rated walls, and unapproved openings in fire-rated assemblies. These violations can significantly hinder the building’s ability to contain fire and smoke, putting the safety of residents at risk.

PROACTIVE

STEPS TO ENSURE COMPLIANCE WITH THE OFC

1.Conduct Regular Fire Safety Audits

A key first step for any condo corporation is to conduct regular fire safety audits, which

can identify potential code violations, areas of concern, and deficiencies in fire protection measures. The audit should include checks for the proper maintenance of fire safety equipment, as well as a review of fire routes, fire separations, and emergency procedures.

Hiring a qualified fire safety consultant or a certified fire protection professional to perform these audits can ensure that any violations are caught early and addressed before they lead to serious consequences. Schedule audits at least annually or after major renovations or upgrades.

Having a fire safety consultant or certified fire protection professional on call also helps condo corporations respond quickly to Notices of Violation requiring immediate remedial steps.

2.Educate Residents and Staff on Fire Safety Practices

Proactive fire safety is not just about maintaining equipment or ensuring compliance with the OFC, it’s also about creating a fire-conscious community. Educating both residents and staff about fire safety practices is critical to preventing violations and ensuring everyone knows how to respond in an emergency.

Regular fire safety communications through newsletters, townhall meetings, and building notices can help residents understand the importance of keeping fire routes clear, the proper storage of hazardous materials, and the steps to take during a fire drill or evacuation.

3.Implement a Fire Safety Maintenance

Schedule To prevent violations related to the maintenance and testing of fire safety equipment, condominium corporations should implement a robust maintenance schedule. This schedule should include regular checks of smoke alarms, fire extinguishers, sprinkler systems, emergency lighting, and fire exits. A maintenance log should be kept to document all inspections and repairs. This is crucial for good record-keeping practices.

Hiring certified professionals to handle the maintenance and inspection of complex systems such as sprinklers and alarms is important so that all equipment complies with the OFC.

4.Review and Update Fire Safety Plan

Condo corporations should ensure that their fire safety plans are regularly updated and reflect any changes to the building or occupancy. These plans should outline the procedures for evacuations, the location of fire exits, the responsibilities of staff members during an emergency, and the location of fire safety equipment.

Additionally, fire drills should be conducted at least annually, with all residents and staff participating. Regular fire drills will help familiarize everyone with the building’s evac uation routes and emergency procedures.

5.Monitor and Enforce Fire Code Compliance

Lastly, it’s essential to enforce fire safety by regu larly holding residents accountable for viola tions like obstructing fire exits and storing hazardous or combustible materials.

Complying with the OFC is critical for condo corporations to maintain a safe living environ ment for residents. Yet, common violations, such as blocked fire routes, inoperative fire safety equipment, and inadequate fire separa tions must be addressed promptly. Proactive steps, including regular fire safety audits and staff education, can significantly reduce the risk of fire-related incidents.

These forward-thinking measures not only reduce the likelihood of emergency remedial actions or legal repercussions, but also rein force a safety mindset. In the end, diligent planning and consistent maintenance do more than meet regulatory requirements—they help protect lives.

Natalia Polis is a partner at Lash Condo Law LLP.

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Cracks & Corrosion: Balconies at Risk

How aging, weather and construction flaws affect safety and how to fix them.

BY JACK ALBERT

Balconies offer access to the outdoors, providing fresh air, sunlight, and views, while enhancing a home’s value and appeal. However, as they age, these features demand structural repair and upkeep to remain safe and inviting.

alkaline environment, the reinforcing steel will not corrode.

However, concrete loses its protective properties if its alkalinity is lowered due to external factors such as carbonation, which attacks the protective layer and initiates corrosion.

M

Most balconies on taller buildings are made of reinforced concrete construction, while those on low-rise structures typically feature wood framing. Both systems can undergo structural deterioration when exposed to moisture and air over time.

Concrete balconies most often suffer from corrosion of their embedded reinforcing steel, while wood-framed balconies usually deteriorate due to rot.

Other causes of deterioration can include construction deficiencies and poor workmanship, overloading of the structure, inadequate design, poor detailing, or the use of poor-quality materials during the construction phase of the building.

STEEL FRAMING

Steel framing with concrete encasement— common in the 1950s and ‘60s—may resemble traditional reinforced concrete slabs, but is often more susceptible to certain types of failure. Concrete delaminations or spalls may indicate deeper problems than in a standard reinforced concrete design.

REINFORCED CONCRETE

Reinforced concrete balconies make up the majority of mid-to-high-rise buildings constructed from the 1960s to today. Reinforced concrete is very durable due to its high alkalinity, moisture tolerance, and lower permeability. Provided the concrete is maintained in a high

Carbonation is the result of a chemical reaction between carbon dioxide (CO2) in the air and the calcium hydroxide in the cement. The rate of carbonation and its impact on the corrosion of the embedded reinforcing steel depends on the quality of the concrete and the depth of concrete cover over the reinforcing steel.

Typically, the first visible sign of deterioration in concrete is the appearance of cracking, followed by spalling in the areas where more progressive reinforcing steel corrosion has occurred. The spalling of the concrete will often expose the reinforcing steel—and once the corrosion process begins, it will continue at an accelerated rate. Spalled pieces of concrete may result in falling hazards to people below.

Waterproofing membranes are often added to concrete balconies to prevent or reduce concrete deterioration and the risks of water infiltration. However, many concrete balconies—including newer builds—were originally constructed without protective membranes.

PRECAST OR MASONRY BALUSTRADES

Many older balconies have exterior walls or balustrades rather than the modern glass and aluminum railings. These include precast concrete balustrades that may be secured to the balcony slabs with embedded steel anchors. Corrosion of the balustrades or anchors can result in safety issues that require attention. Masonry and precast balustrades are often removed completely and replaced with more modern railings. However, this is a fairly major

Noise and loss of outdoor space are primary considerations for balcony repair projects.

undertaking that is more expensive than the typical railing replacement.

WOOD FRAMING

Wood-framed balconies are typically constructed of engineered wood joists

that extend from within the building, cantilevering beyond the facade. The tops of the joists may be secured with plywood sheathing and are often protected with a thin sheet membrane. Unlike traditional concrete balconies,

wood balconies are protected with a roofing membrane complete with proper “tie-in” to the wall control layers. Where water is allowed to penetrate to the structural wood elements, the load carrying capacity of the balconies can be reduced

and shoring may be required for safety. Wood can deteriorate rapidly when exposed to water, and some engineered wood products rot much quicker than traditional lumber.

The protective membrane is susceptible to damage from sharp objects. Since dragging chairs can damage the surface, padded furniture feet are recommended.

The weight of objects placed on a balcony should also be considered. Very heavy objects, such as hot tubs or deep planter boxes, should not be placed on balconies without first confirming that the structure can support the load, typically through an engineering review.

Airflow around the balcony structure allows the wood to dry out, reducing the opportunity for rot. The membrane system, when working, prevents the wood from getting wet. However, if there are any imperfections in the membrane, such as pinholes, water can seep through to the wood. The membrane can actually prevent drying and contribute to wood rot.

As such, it is important to keep the membrane in 100 per cent condition, especially as the system ages. Otherwise, the medium-sized job of membrane

replacement can expand into the much larger job of full balcony system replacement.

BALCONY RAILINGS

Current designs typically include aluminum pickets, aluminum panels, or glass with aluminum posts. Issues with spontaneous glass breakage have been a concern in the 2000s, resulting in code changes and some new buildings requiring full replacement at that time.

Like other components, corrosion may occur at the railings or the material they are fastened to. In both scenarios, the railings may not be strong enough if someone leans on them.

It’s worth noting that building code requirements for railings have evolved over time. While older systems may not meet current standards, they may be grandfathered—depending on the jurisdiction— if they were compliant at the time of construction.

Owners should be aware of this as they may have railings that are less safe, particularly in the “climability” of the railings, which can be of additional concern to those with children or pets.

BALCONY STRUCTURAL REPAIR PROJECTS

Noise and loss of outdoor space are primary considerations for balcony repair projects. Although it would be more convenient to have the work complete in the winter when the balcony is not used, there are technical reasons that the work must be completed in warmer weather.

For example, concrete repair materials and liquid waterproofing systems generally need to be installed in above-freezing temperatures (above 10C is ideal). The noise from concrete chipping can be disturbing, even in areas far from the work zone, as the sound travels through the building structure. It is best to leave the unit when concrete chipping is happening nearby.

Balconies offer a great connection to the natural world and are a wonderful asset to any home. Yet over time, exposure to the elements and defects can lead to gradual deterioration. With foresight, homeowners can avoid costly repairs and, instead, preserve these spaces as an easy retreat into the outdoors.

Jack Albert, P.Eng., is a Principal with RJC Engineers. Jack is a member of the Ontario Building Envelope Council, IIBEC, and is a LEED Accredited Professional. Over the past two decades, Jack has completed many projects involving building envelope repairs as well as studies and audits.

Bringing CommercialGrade Safety to Condos

Elevating residential emergency

management

for long-term resilience.

BY JASON REID

In Canada, Class AAA commercial high-rise towers have traditionally upheld the highest standards of governance in safety and emergency management. Building owners must maintain robust emergency plans, while tenants and employers are required to prepare their own workplace safety procedures. This layered governance model ensures that risks are managed both at the building level and within each organization operating inside. The result is a resilient system with clear responsibilities, a strong focus on safety, and sustained business operations.

NNow consider the residential high-rise sector. These buildings face the same complex risks—fire, severe weather, power disruptions, security incidents— but without the same governance framework. Residents are not required to have emergency plans, and few receive little to no guidance on how to respond. The outcome is predictable: in most residential towers, almost all occupants remain unaware of what to do in an emergency, leaving the community vulnerable.

Why don’t condo communities meet the same governance and preparedness standards as top-tier commercial towers?

GOVERNANCE THAT PROTECTS PEOPLE, NOT JUST ASSETS

Strong governance in residential communities is about more than financial stewardship and daily operations; it is about protecting the people who live there. Boards and property managers hold a fiduciary responsibility to residents, part of which includes anticipating, reducing, and managing risk effectively.

When emergency management is woven into governance, it signals accountability, transparency, and foresight—qualities that build trust among boards, managers, and residents.

SUSTAINABILITY THROUGH RESILIENCE

Sustainability in residential living is often viewed through environmental and financial lenses, but its full meaning encompasses community resilience as well.

A sustainable community is one that can withstand, adapt to, and recover from disruptions with minimal harm and long-term stability.

Site-specific emergency management

plans, tailored for both building owners and residents, play a critical role in achieving this. By reducing the impact of crises, preserving community cohesion, and minimizing social and financial costs, these plans help turn resilience into a core part of sustainable living.

CLOSING THE GAP WITH INNOVATION

One Ontario condo community is leading the way in safety, governance, and resilience. The board of directors, alongside the FirstService Residential management team and Paragon Security, created one of the province’s first emergency preparedness guides specifically for residents.

“Having an emergency plan for our staff is essential, but we realized our residents needed the same clarity and confidence,” says Diljana Doda, senior property manager for a 38-storey, 334-suite tower in downtown Toronto. “By equipping them with this guide, they’ve become an active part of our safety team.”

Their condo program includes:

• Clear site-specific steps for resident preparedness;

• Stronger coordination among residents, staff, and management;

• Practical guidance for various emergencies, including power failures, shelter-in-place, evacuations, severe weather, and security incidents;

• Integration of resident roles into the building’s master emergency plans;

• Reduced risk and clearer documentation to support governance and liability protection;

• Potential cost savings related to emergencies; and

• A platform to capture and communicate resident responsibilities.

Tailoring the guide to the building’s unique risks boosted emergency readiness and fostered greater collaboration between residents and staff. The outcome is a more informed, engaged community that’s better prepared to handle emergencies beyond routine fire drills.

A VISION FOR SUSTAINABLE GOVERNANCE IN RESIDENTIAL LIVING

A growing number of condos are recognizing that true sustainability doesn’t just mean energy efficiency and financial care, but also resilience, preparedness and trust among residents. The high emergency management standards established in commercial buildings must now be

the norm for residential high-rises. For boards and managers, adopting this approach marks a crucial step forward in building more resilient communities.

Jason Reid is the senior adviser for Fire & Emergency Management with National Life Safety Group in Toronto. He has worked with international embassies, government, public and private sector critical infrastructure facilities; commercial/residential high-rise buildings; world class shopping centres and mass assembly facilities. He can be reached at: jason. reid@nationallifesafetygroup.ca Main: 647-794-5505 Toll Free: 1-877-751-0508 www. nationallifesafetygroup.ca.

Keeping Refurbishments Safe

Smart renovations plan around the natural flow of building occupants with clear pathways, wellplaced signage and proactive communication.

BY DAVID PETROZZA

MAP HOW PEOPLE MOVE

Renovating an occupied building is all about thoughtful timing and routing. Before work begins, observe how residents, staff, deliveries, pets, and mobility devices move through the building— morning, midday, and evening. Then, layer the work plan onto that map. Where paths collide, draw a protected route with clear sightlines and good light. Place signs at decision points, not after them, and include a contact number on every notice.

KEEP DUST OUT OF LIVING AREAS

Always seal the work area properly. Use fans that pull air out of the work zone so dust does not drift into common areas. Clean continuously using damp methods and vacuums designed to capture fine particles. Place walk-off mats at exits and replace them as they become dirty. Check thresholds daily. A clean line on the floor outside the barrier sends a message to residents that the site is under control.

MAKE NOISE PREDICTABLE

Noise is easier to manage when it follows a pattern. Publish working hours and stick to them. Group loud tasks within designated time windows, avoiding peak hours for families and shift workers. If the plan needs to change, communicate early and explain why. Avoid side deals between trades and the concierge that disrupt the agreed schedule and break predictability.

SAY WHAT WILL HAPPEN AND REPEAT IT

Clarity comes from simple, repeated messages. Start with a kick-off note that explains what will change, when it begins, and where to find updates. Follow with a one-week reminder for each affected area, a 48-hour reminder for access changes or noisy work, and a short day-of confirmation. Use elevator cards, lobby posters, email, the resident portal, and a QR code that links to a live schedule. Give the concierge a one-page brief so answers stay consistent.

CLOSE THE LOOP ON QUESTIONS

Keep a visible log of questions and fixes, recording what was raised, who is responsible, and what changed. Post a weekly summary. The point isn’t to argue, but to show that raising concerns leads to action. This reduces repeat complaints and helps the team spot patterns that may require process improvements.

WORK IN SMALL, FINISHED ZONES

Only open areas that you can complete and return to service in a clean condition. Finish a zone, clean it, and review it with management before moving on. Consider “approved on the first inspection” as a key milestone for the schedule. Opening multiple areas simultaneously

might seem quicker, but it increases the number of vulnerable edges to manage and the risk of errors.

HANDLE SURPRISES CALMLY

Older buildings often hide unexpected issues. Keep a small set-aside so the team can deal with surprises after selective demolition. When something is found, share a short, factual update explaining what was discovered, what options exist, and any changes to the schedule and scope. Post this update alongside the schedule notices. Clear communication always beats hallway rumors.

CHECK IF RESIDENTS UNDERSTAND

Complete quick pulse checks. Ask residents on different floors about the next week’s schedule, the location of any detours, and the appropriate contact person. If residents can answer these questions, the system is working. If they cannot, adjust the timing or placement of notices and refresh the concierge brief.

Result: Map movement, control dust, make noise predictable, repeat clear notices, log and fix issues, finish zones cleanly, and explain surprises in plain language. Projects move with less friction, residents stay informed, and punch lists shrink at the end.

David Petrozza is owner and principal at PAC Building Group, a full-service general contracting firm that delivers comprehensive building solutions for condominium, commercial, and residential projects across Ontario and Montréal.

New & Notable

SPACE-SAVING EV SOLUTIONS

Carousel parking could help meet the demand for electric vehicle (EV) charging stations in densely occupied garages at multifamily buildings. Western University has been awarded a $1.5 million research grant from the Canadian government to explore how the technology for accommodating vehicles in a vertical stack could be integrated with EV charging.

It’s one of nine projects recently tapped to develop and demonstrate innovative approaches for decarbonizing on-road transportation, and is the only one to tackle how to maximize space for EV charging. Researchers have been enlisted to “design, test and validate energy, communication and cyber-security systems” for EV charging within a carousel parking system.

CLEAN50 HONOURS BETTER CONDOS BOOT CAMP

Sustainable Buildings Canada’s (SBC) Better Condos Boot Camp was recognized as a 2026 Clean50 Top Project, one of only 40 initiatives nationwide to receive this honour.

The program equips condo boards, property managers, and residents with the knowledge and tools to drive deep energy retrofits and building decarbonization.

“Many condominium owners and boards may not realize that decisions they’re making today will determine their ability to prepare for upcoming climate and regulatory changes,” said Bettina Hoar, SBC project director and chair of the Better Condos Boot Camp. “Getting to net zero or even beyond is already feasible, but failing to plan for it now could leave condominiums facing higher costs, reduced property values, and potential insurability challenges in the years ahead.”

The initiative brings together SBC collaborators, industry experts, and publicand private-sector partners to demystify the retrofit process and motivate condo communities to lead by example, with support from Save on Energy (IESO), BDP Quadrangle, the City of Toronto, and others.

“Much of our success depends on partnerships between industry, government, and communities and this award is an example of what’s possible when we all work together to accelerate the transition to a low-carbon future,” added Brynn Nheiley, SBC’s executive director.

Research by Yazan Zamel, “Legal and Policy Barriers and Enablers to Deep Energy Retrofits in Ontario Condominiums,” underscores the importance of initiatives like the Boot Camp. Outdated voting thresholds, restrictive reserve fund rules, and ambiguities in Ontario’s Condominium Act continue to impede retrofit progress.

Blending research insights with hands-on training, the program has become a model for helping condo communities bridge the gap between policy and practice, empowering participants to identify practical strategies that unlock stalled projects and accelerate decarbonization across the multi-residential sector.

CONDOS RISE AT PICKERING CITY CENTRE

Construction has begun on the first two condominiums at Pickering City Centre, with site servicing underway for new roads, utilities, and a park across from City Hall to support future phases of the 55-acre mixed-use community.

Developer CentreCourt said the 40- and 45-storey towers will deliver 974 homes. Once complete, the community will feature 6,000 homes in more than 10 towers and a revitalized shopping centre.

Progress was enabled by a City of Pickering and Region of Durham policy allowing CentreCourt to defer development charges until first occupancy instead of permit issuance.

Peace of Mind by design

With Paragon Security your Safety isn’t left to chance. Our CPTED-certified leadership team applies proven Crime Prevention Through Environmental Design principles to your properties — using smart lighting, clear sightlines, secure access, and thoughtful landscaping — to prevent crime before it starts.

Scan our QR code to discover how together, we can make safer communities and stronger neighborhoods.