DEEP RETROFIT ROADBLOCKS
Overcoming regulatory barriers
Condo fee analysis, manager recruitment strategies, and harassment triggers legal scrutiny
Deep Thinking
Rebecca Melnyk Editor, CondoBusiness rebeccam@mediaedge.ca
AA REPORT FROM the Pembina Institute last year, titled Beyond Better Efficiency, details a proposed paradigm shift in decarbonizing Canada’s aging building stock. The think tank emphasized that while deep energy retrofits are typically valued for their energy savings, Canadian decision-makers must begin focusing on broader objectives, such as carbon emissions reductions, occupant health and wellness, affordability, and climate adaptation.
The condo industry is a key sector where deep retrofits could have a substantial impact; however, regulatory obstacles are preventing projects from even getting off the ground. New research released this year suggests opportunities for progress, including streamlined policies. See page 22 for more.
In our final issue of the year, we explore a range of other pertinent issues: how harassment is being diluted through dispute resolution, new approaches to making condo management a viable career path, and an in-depth look at Ontario’s condo fees.
As the industry grows, so does the need for novel solutions that address everything from sustainability and governance to the resident experience. Heading into 2026, it’s clear that while the sector faces complex challenges, there are ultimately opportunities for progress that can improve condo living across Canada.
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Q&A: What to Expect From the Condo Market in 2026?
Condo buyers’ priorities have shifted in recent years. Don Kottick, president of REMAX Canada, explains how owners can meet these evolving expectations, improve the long-term value of their homes, and what the condo market may look like heading into 2026.
Condos remain one of the few affordable housing options for firsttime buyers and downsizers. How do you see this market evolving into next year?
Kottick: Condos remain an important housing option in urban centres as they offer a relatively more affordable entry point compared with single-family homes, while still providing close proximity to transit, employment and other amenities. The interest rates coming down throughout 2025 have also been encouraging for buyers who had previously adopted a wait-and-see approach.
At the same time, the condo market is seeing slightly older buyers, moving in with their partner or family, requiring more living space. As a result, previous popularity in smaller units has tapered off. The shift in preferences explains why some of the current inventory, built for young first-time buyers, is not moving as quickly as expected.
Heading into 2026, demand for condos is expected to pick up amid ongoing affordability challenges, but the focus will increasingly be on units that accommodate these evolving needs. Condos with well-designed layouts, space, additional amenities, and maintenance are
likely to attract the most interest. Condos aligned with these evolving buyer expectations will serve as a more practical and desirable housing choice.
Some owners are grappling with the challenge of aging buildings and rising maintenance costs. What steps should they take to protect and increase the long-term value of their condo?
Kottick: Owners should focus their efforts on what today’s buyers are looking for: functional, comfortable and adaptable spaces. That means units with
better layouts, and areas that can accommodate both family space and working from home. Affordability is less impactful when these needs are not met; needs that have become more essential in recent years, helping attract buyers who view the condo as a long-term investment rather than a temporary stopgap. Beyond units, the shared spaces and common areas throughout the condo also play a big role in how attractive the condo will be perceived by buyers. Wellmaintained lobbies, hallways, and amenities signal to buyers that the building is well cared for and managed, boosting buyers’ confidence in its overall quality. This further highlights the importance of proper maintenance and transparency regarding the condo’s reserve fund —– money set aside to cover major repairs or replacements such as roofs and elevators.
When owners shift their focus to the
evolving needs and preferences of buyers, units can attract more interest and sell faster notwithstanding economic conditions. As more buyers enter the market in 2026 with declining pessimism, properties reflecting these needs upfront will see stronger demand.
Canada’s condo market is in a deep freeze. What’s holding it back now, and what’s needed to turn it around?
Kottick: The current headwinds are a result of overlapping factors. Historical borrowing costs and buyer hesitancy had suppressed demand, particularly among first-time buyers who are often the primary purchasers of condos. Affordability remains a primary challenge for many buyers, even as interest rates have gradually eased through 2025. At the same time, an oversupply in large urban markets – especially Toronto and
Vancouver – have kept prices from appreciating, resulting in stagnation. Investor activity, which had helped prop up demand, has also slowed due to tighter mortgage stress tests and changing rental yields.
Resuscitating the condo market will likely require a combination of actions: Policy incentives, lower interest rates, renewed buyer confidence, and, perhaps most importantly, stronger alignment between existing supply and evolving buyer expectations. Developers and owners will also need to adapt their approach to focus on creating and maintaining more modern, liveable units to meet evolving affordability and lifestyle needs. A measured recovery is possible, but it will require time and concerted effort from key decision-makers and market participants.
Don Kottick is president of REMAX Canada. https://www.remax.ca/
Avoiding the Race to the Bottom
Considering value in the procurement of engineering services.
BY JONATHAN DICKSON AND MINA TESSERIS
In the pursuit of cutting costs, everyone loses. Whether it’s purchasing goods or procuring professional services, the outcome is the same: the buyer chooses the lowest price, only to receive an inferior product, while the supplier makes little to no profit. That inferior product inevitably requires premature replacement, resulting in higher long-term costs and undue frustration to the purchaser. The supplier’s financial model is not sustainable. It’s a lose-lose situation.
TThe condominium market is clearly facing tough financial times. As a result, condo boards are under increasing pressure to manage the reserve fund more efficiently. When facing these pressures, it is important to consider the long-term implications of decisions, so that future owners are not burdened with unnecessary financial strain. The lowest cost tender does not necessarily provide the greatest value; rather, the board should prioritize long-term
value over short-term savings in its collective decision-making.
IMPORTANCE OF VALUE IN ENGINEERING SERVICES
One area of concern is the provision of engineering services to support the execution of capital expenditures within the condominium. Since the output of engineering services does not result directly in
a physical upgrade to the condominium, boards often mistake these services as low-hanging fruit that can be reduced, or worse, eliminated to lessen the financial burden of a project. Condo corpo rations often undervalue engineering services, despite their importance.
As engineering services become less valued by their clients, consultants are asked to reduce the scope of their services. Like all professional service businesses, engineering consultants rely on working for and getting paid by their clients to run a viable business.
When a client requests their engineering consultant to accommodate a reduced scope of services, the consultant often complies; otherwise, they risk losing business. The race to the bottom for engineering consultants in the condominium sector remains alive and well.
Reducing the scope of engineering services
can be more costly in the long run. For example, consider an engineering consultant engaged by a condominium to design and administer a capital expenditure project. The consultant must be informed on the existing conditions to design a site-specific repair/renovation program. This requires time to investigate, document, and understand the implications of the existing conditions on the proposed work.
If the scope of the consultant’s services is reduced to save costs, the consultant must make assumptions about the existing conditions based on incomplete information, such as “as-built” drawings, which are very often inaccurate or
incomplete. There is a real risk that these assumptions do not truly reflect the existing conditions, which can lead to a cascade of problems during construction.
The engineer’s relationship with the contractor becomes tested, the board is left looking for answers, condominium owners grow frustrated, and fingers start pointing. Such situations are all too common, but generally avoidable.
CONSEQUENCES OF THE LOWEST PRICE ENGINEERING APPROACH
Depending on the size of the capital expenditure project, the costs of engineering design services
can vary, but in general, they represent a small percentage of the overall project cost. Consider an example wherein the full scope of proposed engineering design services, including investigations with exploratory openings to understand the built condition, is $10,000 more than the minimum scope of design services. The minimum scope will prepare drawings based solely on assumed conditions, on which future contractor tenders will be based and the forecasted construction value of the work is $2,000,000, based on these assumed conditions.
The condominium board selects the minimum scope to better fit within the reserve fund, which is already underfunded for the project. Due to the current financial position of the condominium, special assessments are issued to the owners based on this forecasted project value and a 10 per cent contingency allowance.
As the project proceeds, the assumptions made during design prove to be incorrect, and the conditions require a change in scope to accommodate these unforeseen issues. The engineering consultant reviews the contract documents and instructs the contractor to provide pricing for extra work, in accordance with the terms of the contract. Through extensive efforts, the engineering consultant works
with the contractor to lower the cost of the extra work yet the “best deal” is $500,000. However, the condominium has no reserve funds to cover this overage beyond the contingency allowance. The owners have already been subjected to a special assessment, and any further assessments would likely be met with resistance.
Moreover, the condo’s borrowing bylaw does not permit borrowing from financial institutions to cover such costs. All parties become frustrated and dispute resolution mechanisms outlined in the contract may be exercised. The project schedule is delayed while resolution is reached, and multiple meetings are held with the corporation’s legal counsel to discuss options for resolution.
The engineering consultant, as the first interpreter of the contract, determines that the extra work is due to concealed and unknown conditions at the time of the tender. As a result, the consultant requests additional fees from the board to manage the dispute and design a solution to accommodate these newly discovered conditions. As the dust settles, the costs associated with the change are in the range of $600,000.
Overall, the $10,000 savings on engineering design services during the planning stages of the project is small compared to the downstream
implications. Along with the additional costs associated with this extra work, there are further cost implications due to the potential reduction in the long term durability of the repair work, resulting from the assumptions made during the design stage.
The numbers change, but the story is regrettably all too common; experts continue to provide opinions on such files, which have escalated to litigation. Five years after these events, litigation may remain ongoing, with the legal system continuing to churn and issue monthly invoices for its service. The initial savings can quickly be surpassed—10 times, 20 times, even 100 times over.
SMALL INITIAL INVESTMENT. HIGH FINANCIAL RISK REDUCTION
In the end, the short-term savings from rejecting more robust engineering design services become negligible when compared to the long-term financial risks incurred. The trend of reducing the scope of services in engineering requests for proposals and minimizing upfront costs robs condominiums of the potential value these services could provide, leaving them financially vulnerable in the long run.
The fortunate ones manage to survive by depleting their reserve fund and deferring optional
expenditures. The less fortunate, however, become entangled in years of dispute resolution efforts, which adversely affect their financial position and hinder their ability to complete other projects on time.
In some cases, the ability of the owners to sell their units may be impacted. These undesirable outcomes are often avoided with a simple change to the project planning and design process. If engineers are pressured to cut corners, everyone loses.
Jonathan Dickson, M.Eng., P.Eng., BSS is a Senior Forensic Engineer at Arbitech Inc. (jdickson@arbitech.ca). He has managed hundreds of investigations and capital expenditure projects within existing buildings and provides expert witness services to legal counsel on matters involving construction disputes and building failures.
Mina Tesseris P. Eng., LEED AP, LCCI is a Senior Forensic Engineer/General Manager at Arbitech Inc. (mtesseris@arbitech.ca). He has completed a multitude of engineering services to condominium boards for over 30 years and provides expert witness services to legal counsel on matters involving construction disputes and building failures.
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Slumping new condo sales have ripple effect
Investors vanish; end-users seek right product at right price
BY BARBARA CARSS
A fix to revive slumping new condo sales will be tricky to execute in current market conditions. It’s a matter of the right product at the right price, advises Peter Norman, vice president and economic strategist with Altus Group, and neither is easy to come by in the former investment hotbeds of Toronto and Vancouver.
T“The model whereby a lot of sales go to investors — which ultimately get flipped over to end-users — has kind of hit the skids right now because investors don’t see potential value coming through that model,” he observed during the commercial real estate advisory firm’s recent online overview of 2025 market conditions. “I think we’re going to have a lot of challenges through 2026, at least in Toronto and Vancouver.”
Sales of new homes in the Greater Toronto Area, both condo apartment and single-family, have plummeted by about 90 per cent from the 2022 peak. As investors vanish, the preponderance of small units in new condo inventory is increasingly out of sync with what prospective purchasers are seeking.
Meanwhile, developers focused on high-rise projects that take years to deliver to the market have suffered a sustained run of bad timing that’s brought soaring construction costs, escalating interest rates, diminished land values and, now, faltering consumer demand. In
2024, nearly $598 million in residential lands sales in the Greater Toronto Area were due to financially stressed vendors, while Greater Vancouver saw nearly $319 million worth of similar transactions.
Joining Norman for the online presentation, Ray Wong, Altus Group’s vice president of research and data analysis, noted that many defaulters borrowed to purchase land that has since lost value, got hit with higher costs on refinancing and couldn’t hold on long enough to complete projects, close unit sales and garner payment. Others lost skittish investors or “failed to pivot” in the blast of volatile market forces.
“We’ve had quite a few distressed transactions over the last 18 to 24 months, and this will likely continue going into next year,” Wong projected.
Solvent investors appear to either be scooping up big bargains or simply not buying. Altus reports transaction values are down from last year’s levels for all asset types except hotels, but the steepest decline is the 47 per cent drop in residential land.
As of Sept. 30, 2025, $4.7 billion worth of deals had been recorded, compared to $8.9 billion in sales over the first three quarters of 2024.
BUILDERS VOICE PESSIMISM
The larger share of developers who will hold on to complete their in-progress projects are nevertheless struggling to eek out a profit and remain competitive. The Canadian Home Builders’ Association (CHBA) pegs the sector’s outlook on multifamily market conditions at 16.8 on a scale of 100 in its newly released Q3 2025 housing market index. The record-low rating has dipped since hovering around 22 throughout 2024, and plunged from the 87-to-89 range in late 2021 and early 2022.
Just 4 per cent of CHBA’s nationwide panel of regularly surveyed industry insiders characterize current selling conditions as “good” and just 7 per cent expect they’ll be good in the next six months, while 68 per cent call current selling conditions “poor” and 61 per cent
do not expect that status will improve over the next two quarters. The vast majority (80 per cent) report traffic from prospective buyers has been low or very low, while 3 per cent say they have seen a high or a very high level of interest.
“The resale market has had a big price adjustment and is certainly picking up. On the new construction side, one of the challenges is that the product is still priced above the market,” Norman maintained.
He suggests builders in markets outside Toronto and Vancouver, where lower land costs make mid-rise developments and larger units more feasible, may have more leeway to close the gap. There will be continuing new housing demand, even with recent immigration policy adjustments expected to dramatically slow the pace of population growth, including pent-up demand that improved affordability could unleash.
“I think the market is going to come back when we have the right kind of product to appeal to end-buyers. Initially, that will tend to be smaller projects with larger units that can be delivered to the market more quickly,” Norman hypothesized. “Once we see a regular price coming forward that’s more like $700 to $800 per square foot, as opposed to $1,100, that may be something that stimulates the market a little bit.” Thus far in 2025, Altus figures show that Vancouver’s new condo sales have dropped 61 per cent from last year’s rate, while Toronto has experienced an even sharper 64 per cent decline. Year-over-year sales are also down 65 per cent in Calgary and 16 per cent in Montreal. Edmonton is the outlier with a 9 per cent increase in condo unit sales, in contrast to the 21 per cent decrease in single-family home sales in that market.
(single-family and apartment) starts have dropped off to a greater degree in the GTA, but are expected to be largely on par with 2024 — surpassing 250,000 units — nationally.
“The starts that are happening this year are sales that took place in the frothy period of 2022-2023. They’re still getting going in many markets,” Norman said. “The decline in sales is not going to be fully reflected yet. That will come ahead, but we’re still seeing a relatively robust housing environment, at least for the next couple of quarters.”
Canada-wide, multifamily construction starts are steadily shifting to purpose-built rental projects, which account for about 70 per cent of development that has broken ground to date in 2025. Investors also continue to favour existing rental apartment buildings. Multifamily residential in
suburban Vancouver emerged as the top choice among 30 possible combinations of asset types and markets in Altus Group’s Q3 2025 survey of 400+ clients’ attitudes toward investment.
Norman warns that slower population growth is going to eat into the 20-to-35-yearold demographic of apartment dwellers, but points to a source of potential renters that could be tapped.
“Whether or not there’s going to be an excess supply of really small units depends on how quickly the pricing of that supply unleashes a lot of the pentup demand,” he mused. “We may not have a lot of net growth of people in the ages of 20 to 35 in the next 10 years, but those of them who are living in their parents’ houses right now is where a lot of our demand is going to come from, if an adjusted rent can incentivize them to move out of those houses.”
Barbara Carss is editor of Canadian Property Managment.
FUTURE LAGS AND PROSPECTS
That’s not expected to fully flow through to construction employment and the development supply chain until later this decade. New housing
Ontario Condo Fees: Unpacking Costs and Comparing Across Canada
Why monthly fees are increasing and what that means for homeowners and prospective buyers.
BY THOMAS BEATTIE
Condominium living in Ontario continues to attract residents who desire urban convenience without the burdens of home maintenance. Yet, beneath the surface of gleaming towers and vibrant communities lie the oft-debated condo fees, as the monthly payments are both a necessity and a point of contention for many owners.
AAt their core, condo fees are designed to cover the expenses required to maintain and operate the building and shared amenities. These monthly payments are not arbitrary; they represent each owner’s share of costs for services such as landscaping, snow removal, garbage removal, electricity, and security. The fees also fund the maintenance and repair of common elements: lobbies, elevators, hallways, swimming pools, fitness centres, and parking garages, all of which contribute to a
functional and comfortable living environment.
The structure of Ontario condo fees is often opaque to new buyers. A condo’s overall budget is divided into three main categories: Operating Budget: Day-to-day costs like utilities (water, electricity, gas), cleaning, maintenance, property management, and insurance for the building.
Reserve Fund Contributions: A legally mandated fund, set aside for major repairs
and replacements. This fund will pay for significant costs that do not occur annually, such as roof replacement, HVAC upgrades, and façade restoration. Ontario’s Condominium Act requires regular reserve fund studies to ensure adequate savings. Special Assessments: Occasionally, unexpected expenses arise (such as emergency repairs or legal costs) that the reserve fund cannot cover, resulting in additional levies on owners.
The first two categories, operating budget and reserve fund contributions, comprise the monthly condo fees. The actual fee amount varies widely, influenced by building age, amenities offered, location, and fiscal prudence. Luxury buildings with extensive amenities often charge higher fees, while older or smaller complexes may offer lower monthly rates, sometimes at the expense of needed upgrades. Special assessments may occur on top of the condo fees, and while they certainly happen in Ontario, provinces such as British Columbia see them far more frequently under the name special levies.
Ontario’s condo owners frequently express concern over rising fees, sometimes outpacing inflation and wage growth. Deferred maintenance and inadequate reserve funds can lead to sudden increases, catching owners off guard. The lack of transparency in some condo boards’ financial reporting fosters mistrust, with residents demanding more clarity and input into budget decisions. Yet Ontario maintains formal audit requirements that neither Alberta nor British Columbia mandate.
Another issue is the potential for special assessments, which can put significant financial strain on owners, particularly retirees and first-time buyers. Cases reveal residents facing tens of thousands of dollars in unexpected charges due to mismanagement or unforeseen repairs, prompting calls for stricter regulatory oversight and improved governance. Yet once again, Ontario’s requirement to have adequate reserve funds relative to engineering studies places itself in a better position relative to other provinces.
Building type significantly influences fees. High-rise (11-plus storeys) and midrise (5-10 storeys) structures command the highest fees in Ontario, with elevated operating costs and often more amenities in areas of greater density. Townhomes and
detached homes attract the lowest condo fees, though some upkeep is the responsibility of the owners.
Age also tells a story. Buildings from the 1980s demand substantially higher fees, reflecting higher levels of capital replacement and reserve funding in communities of that vintage. Those built in other periods, prior to 2000, are not immune either, as they reflect the impact of capital improvements and, to a lesser extent, reduced energy efficiency.
WHAT PROSPECTIVE OWNERS SHOULD KNOW
Condo buyers in Ontario are advised to scrutinize a building’s financial health before purchasing. Reviewing the status certificate (a document outlining the condo’s finances, reserve fund, and any pending legal issues) can reveal red flags. What the status certificate does not describe are the issues affecting
the community; those matters are discussed in AGM and meeting minutes, as well as the full reserve fund study. Why those documents are not considered core records or mandatory disclosure in Ontario, when they are in British Columbia and Alberta, is a mystery. A buyer cannot understand from a status certificate whether the building has ongoing problems with its elevators, a pest infestation, or may be undergoing a significant envelope project over the next couple of years.
Regardless, condo buyers should review and benchmark the condo fees against other communities of a similar type, size and age to get a better understanding. Drawing on analysis of 10,000+ condo communities across Canada, a clearer picture has emerged with respect to operating budgets and reserve fund allocations from condo fees across Ontario, Alberta and B.C.:
Average Ontario Condo Fees by Year Built ($/unit per month)
Average Ontario Condo Fees by Building
What is immediately apparent is that Ontario’s fees are a couple hundred dollars a month higher than other provinces. Higher fees in Ontario reflect a regulatory framework that prioritizes financial stability over short-term savings. The main driver is the higher reserve contributions, though utilities, management and administration costs are also higher.
Regardless of the baseline, engaged boards and professional management can help keep fees predictable, while proactive maintenance avoids costly surprises. While Ontarians pay more in monthly fees, the reduction in special assessments relative to other
jurisdictions is significant.
Condo fees are the price of shared ownership and collective responsibility. As the condo market evolves, expectations must rise to meet new challenges, ensuring that fees serve everyone’s best interests. Ultimately, the balance between quality of life, financial
stewardship, and active community involvement rests on informed and engaged owners. By requesting reserve fund studies, meeting minutes, and insisting on open board communication, Ontarians can help condo living fulfill its promise, delivering both peace of mind and a strong sense of community.
Thomas Beattie is CEO of OctoAI Technologies, a condo intelligence company that provides reports and data to buyers, owners, property managers, Realtors and businesses that serve condo communities. The company has delivered over 30,000 Eli Reports since 2020, helping thousands of people understand what matters about their property, and recently launched the Annual Benchmark Report to help owners save money. Thomas is a CFA Charterholder, an entrepreneur and former investment banker. Contact him at thomas@elireport.com
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It is Time to Get Serious About Harassment
As tensions in management escalate, the rise in workplace abuse is prompting a closer look at the legal measures needed to address it.
BY SONJA HODIS
Managing a condominium property is not for the faint of heart. The demands placed on condo managers are ever-increasing, and the amount of abuse they are subjected to is, unfortunately, also rising. One of the top reasons condo managers cite for leaving the profession is the failure to secure a safe work environment free of bullying and verbal abuse. For most managers, their workplace is on the condominium property, and the condominium corporation has a duty under the Occupational Health and Safety Act (OHSA) to ensure that their workplace is safe.
MMuch of the bullying and verbal abuse managers encounter comes from disgruntled owners or occupants who are not satisfied with decisions made by the board and implemented by the manager. Usually, the manager is the first to be contacted about this discontent. While owners and residents should have an ability to raise concerns, this does not translate into a right to express such discontent in any manner they wish. There are limits on what is considered an acceptable manner in which to express discontent, even if the complaint is legitimate.
While most condo corporations and managers will attempt to deescalate situations where individuals cross the line of acceptable conduct without commencing legal proceedings, there are situations where condo corporations will have no choice but to initiate legal action to put an end to behaviour that would be considered harassment. Condo corporations must remember that they have a duty under the Condo Act and the OHSA to do so.
When faced with such a situation, condo corporations will often first turn to s. 117 of the Condo Act. Historically, and before the amendments to the Condo Act which created s. 117(2), behaviour that was considered harassment was always treated as a safety issue and a court application was brought under what is now s. 117(1). However, with the implementation of s. 117(2) and the CAT’s expanded jurisdiction there is now a distinction between s. 117(1) safety concern claims and s. 117(2) nuisance claims.
The distinction between s. 117(1) and s. 117(2) has been discussed in many CAT cases, with the CAT making it very clear that it does not have jurisdiction to deal with harassment specifically or serious claims of misconduct that raises safety issues or psychological harm, as those claims fall under s. 117(1). The CAT has clearly stated that its jurisdiction is limited to behaviour that falls under the heading of nuisance, disturbance
or annoyance under s. 117(2) and can only deal with harassment if the corporation has a rule that classifies harassment under those headings.
Despite this distinction, we are seeing cases before the CAT in which condo corporations are alleging “harassment” but characterizing the conduct as a nuisance, annoyance or disturbance in order to bring it within the CAT’s jurisdiction. This practice raises many questions: Why are they doing this, and what purpose does it serve? Are we serving those in the condo industry who live and work in these communities and are subjected to harassment if we classify the behaviour complained of as an annoyance, disturbance or nuisance instead of a safety concern warranting a court application? Are condo communities really benefiting by having these claims dealt with at the CAT instead of by the courts?
To find answers to these questions, a comparison of the results in two recent cases from the spring of 2025 proves helpful. After reviewing these cases, it is evident that we take harassment seriously and properly characterize harassing behaviour as a safety concern—especially when the situations involve “workers” under the OHSA.
We should not water down harassment by classifying it as a nuisance, annoyance or disruption just to fit it into the CAT’s jurisdiction. The terms are not synonymous, and harassment—by definition—is conduct that is vexatious, offensive, aggressive or intimidating. The courts have recognized that harassment is serious and can cause harm to individuals. If we accept that harassment is serious misconduct that can cause injury, then we are engaging s. 117(1) and the obligations under OHSA. As such, the proper forum for harassment claims will always be the courts, not the CAT. By taking this approach, hopefully we can achieve consistent results like those obtained in TSCC 1644 v. Zhu, rather than the outcomes observed in TSCC 2510 v. Sharma.
“We should not water down harassment by classifying it as a nuisance, annoyance or disruption just to fit it into the CAT’s jurisdiction.”
CONTRASTING OUTCOMES
In both cases, the conduct, although not identical, could be characterized as toxic, hostile and disruptive. In each case, the conduct complained of was directed against board members and those working at the condo property. However, the results of both cases stand in stark contrast, despite the fact that the behaviours in both were equally bad. In the CAT case (Sharma), the behaviour was so serious that it led to two condo managers resigning from their positions due to the ongoing harassment.
When looking at the outcomes of cases, one obvious difference is the cost consequences imposed on the individual who engaged in harassing behaviour. In the court case (Zhu), the offending individual paid more than $26,000 to cover the corporation’s costs to address the bad behaviour and obtain compliance. In the CAT case (Sharma), the offending owner was only required to pay the $200 filing fee paid by the condo corporation, leaving the other innocent owners to share the legal bill incurred.
From experience, we know that one of the biggest motivators for changing behaviour in condo communities is the financial impact one’s actions can have. The result in the CAT case does not encourage owners who behave badly to change their behaviour, as there were no serious financial consequences for the misconduct.
Another difference between the results in the two cases can be found in the orders that were made. In Zhu, the court ordered Zhu to refrain from communicating in person or verbally with any owner, tenant, guest, or customer of the board member he was harassing, and from coming within 10 feet of any board member while on the common elements.. He was also restricted from lingering or loitering in certain common areas. The owner acknowledged that if he failed to comply with the court’s orders, he could face an additional order to sell or permanently vacate the unit. The owner advised the court that he understood the consequences and he would comply.
In contrast, in Sharma, the CAT was reluctant to order that Sharma permanently cease all harassing, annoying or disturbing conduct. Instead, the CAT recommended that the board amend their bylaws to address the issues, despite finding that Sharma had violated the corporation’s rules and declaration.
The CAT’s order was simply that Sharma comply with the governing documents, which he is already required to do by statute. Again, the results of the cases send two very different messages
regarding the consequences of equally bad behaviour. These mixed messages do not help condo communities manage inappropriate behaviours, nor do they provide reassurance to those who work in these communities that they will be protected from unacceptable behaviour.
While we cannot change the limits of the CAT’s jurisdiction to deal with unacceptable conduct, we can decide as an industry to treat harassment as a serious safety risk and bring the issue to the courts under s. 117(1). This would allow us to truly hold offenders financially responsible for their actions and impose real consequences for continued bad behaviour.
We can stop diluting the definition of harassment and making it synonymous with annoyances, nuisances and disruptions. Instead, we can should show our condo managers and board members— who are usually the brunt of the harassment—that we take this type of behaviour seriously and do not treat it in the same manner as we do smoking or noise complaints.
Harassment is not a nuisance, annoyance or disruption. It is a course of conduct that is offensive or intimidating and can cause harm or injury to an individual. As we move into 2026, let’s start being more consistent and treat harassment as a safety issue under s. 117(1) and not reduce its impact.
Maybe then this approach will lead to more outcomes like the Zhu case, which could serve as a deterrent to those contemplating harassing behaviour. If we don’t start treating harassment seriously, we cannot blame condo managers for wanting to leave the industry.
Sonja Hodis is a condominium lawyer as well as an independent arbitrator and mediator for condominium disputes. She advises condominium boards and owners on their rights and responsibilities under the Condominium Act, 1998 and other legislation that affects condominiums. She represents parties at all levels of court, various Tribunals and in mediation/ arbitration proceedings. She also acts as independent mediator or arbitrator helping parties resolve disputes or rendering decisions when they can not. Sonja can be reached at (705) 737-4403, sonja@hodislaw. com or via her website at www.hodislaw. com.
This article is provided as an information service and is not intended to be a legal opinion. Readers are cautioned not to act on the information provided without seeking legal advice with respect to their specific unique circumstances. Sonja Hodis, 2025 All Rights Reserved.
Project financing
Deep Retrofits See
Shallow Progress
New research reveals opportunities and barriers to supporting holistic energy-efficient home upgrades in the condo sector.
BY REBECCA MELNYK
Condominiums are one of Canada’s fastest-growing housing types, yet they remain a largely untapped resource in the fight against climate change. Buildings account for 18 per cent of the country’s greenhouse gas emissions, and deep energy retrofits in condos could significantly contribute to national decarbonization efforts. These upgrades can cut emissions by up to 59 per cent per building and also reduce operating costs for owners by as much as 50 per cent.
HHowever, deep energy retrofits—such as upgrades to building envelopes, HVAC systems, and lighting—are still rare in the condo sector. Efficiency Canada, a nongovernmental research and advocacy organization focused on promoting an energy-efficient economy, recently hosted a webinar that examined how barriers like high voting thresholds, restrictive reserve fund rules, and ambiguities within Ontario’s Condo Act stall these projects and prevent communities from fully realizing their potential for energy savings.
Yazan Zamel, researcher and president of the Sustainable Engineers Association at the University of Toronto, said the condo sector plays a critical role in Canada’s climate action strategy.
“Unfortunately, Canada’s retrofit rate is only at around 1 per cent per year, which is below the 2.5 per cent that we need by 2030 to stay on track for net zero,” he said. “Unlocking deep energy retrofits in this sector can certainly accelerate our pathways towards decarbonization, while also driving substantial cost savings in those communities.”
Zamel, alongside Sustainable Buildings Canada (SBC), presented findings from his paper, Legal and Policy Barriers and Enablers to Deep Energy Retrofits in Ontario Condominiums, which examines
600,000
The estimated number of homes Canada must retrofit to help reach net-zero targets by 2050.
Source: Pembina Institute
Ontario’s Condo Act, comparisons with other provinces, interviews with key stakeholders, and highlights how current regulations impede retrofit feasibility. It also provides actionable policy recommendations to modernize condo legislation and support climate-smart upgrades. His research builds upon SBC’s Better Condos Boot Camp, a program that equips condo managers, boards, and residents with the tools to drive deep energy retrofits and building decarbonization.
VOTING THRESHOLD HURDLES IN ONTARIO
In Ontario, section 97 of the Condo Act outlines the process for altering common elements. Repairs and maintenance are defined as replacing or restoring existing components to substantially the same condition as when they were originally built—a ‘like-for-like’ requirement that governs how reserve funds may be used. Larger improvements, on the other hand, especially those with financial implications, require the consent of the building’s owners.
For projects costing less than 1 per cent of the annual budget, no vote is required. If the cost is between 1 and 10 per cent, owners must receive written notice, along with a 30-day requisition period. If more than 15 per cent of owners submit
a requisition, a meeting will be held, and the final decision will rest on the majority vote of those attending.
However, the challenge lies in projects costing more than 10 per cent of a condo’s annual budget, which require a twothirds majority vote from all owners, not just those attending the annual general meeting. With attendance typically around 30 to 40 per cent, this threshold is hard to meet, particularly in large buildings with low participation.
RESERVE FUND LIMITATIONS AND UNTAPPED OPPORTUNITIES
Reserve fund limitations also persist.
Section 93 of the Condo Act states that condo corporations must maintain a reserve fund exclusively for major repairs and replacements of the common elements. Having an updated reserve fund study is essential to account for inflation, rising construction costs and new efficiency standards. In turn, corporations can better finance anticipated retrofits.
“Unfortunately, just 18 per cent of Ontario condo reserve fund studies, between 2018 and 2022, explicitly
in the Act, section 97.5(d), though un-proclaimed since 2015, could allow condo boards to approve sustainability projects without the need for a full owner vote. If proclaimed, this provision could make Ontario one of the most progressive provinces for condo decarbonization.
Rather than overhauling the legal framework, activating the provisions already in place could make a big difference. Zamel emphasized how data highlights the importance of this approach: only 15 per cent of major retrofit proposals in Ontario are implemented, compared to 35 to 40 per cent in British Columbia and Nova Scotia.
LESSONS FROM OTHER PROVINCES
considered high performance elements or carbon reduction,” said Zamel. “There is not high consideration for the retrofit components.”
He noted that boards are often unaware that a petition from 12.5 per cent of owners can trigger an enhanced reserve fund study, opening the door for more in-depth retrofit planning. But this option is rarely used due to a lack of education and engagement.
LEGAL LOOPHOLES
Ontario’s legal framework presents some opportunities amid the hurdles. For instance, engineers may be able to reclassify upgrades—like water technology or lighting replacements—as repairs instead of improvements. If the upgrades are required to meet current building codes, safety standards, or industry benchmarks, they may qualify as repairs, even if they enhance performance.
“If the replacement of old lights is coming in for LEDs, that may qualify as maintenance if that old technology is considered no longer relevant in comparable residential settings,” he detailed. Additionally, a lesser-known provision
Condo retrofit policies across Canada show a wide disparity between provinces. B.C., for example, offers more flexible rules. A majority vote is sufficient for retrofits if the project is included in the depreciation report and pre-funded. As well, the province offers special voting relief for electric vehicle (EV) infrastructure projects.
In contrast, Ontario struggles with its two-thirds approval requirement. Condo lawyers Zamel interviewed said many owners live abroad and rarely engage in discussions or vote. A building designer added that retrofit votes in large condos are “practically unfeasible.”
Other provinces present their own obstacles. Alberta mandates a 75 per cent approval threshold for significant changes, while Manitoba and Saskatchewan require 80 per cent written consent.
On the other hand, Nova Scotia offers a promising case where, despite a 80 per cent voting requirement for any improvement over 25 per cent of the building’s appraised value, owner turnout has exceeded 70 per cent for some retrofit votes. One large-scale EV infrastructure project received 92 per cent approval; its success attributed to early engagement and education.
In Alberta, while there is a 75 per cent approval requirement, the province offers flexibility in its condo legislation. For example, section 38 of Alberta’s Condominium Property
Act permits reserve fund withdrawals without a vote if the project involves replacing components to meet current standards or comply with new building or health codes, as long as it is explicitly included in the reserve fund study
In Saskatchewan, a property lawyer communicated that the flexibility of condo bylaws is a key factor in driving progress for retrofits. As Zamel observed, “there’s a pattern about how the legal text matters, but human engagement matters just as much, which is very important to consider.”
LONG-TERMS GOALS IN CANADA’S CLIMATE STRATEGY
Overcoming condo retrofit barriers could greatly advance Canada’s climate goals. Harmonizing provincial frameworks could boost retrofit completion rates from the current 15 to 20 per cent to 35 to 40 per cent. Streamlining voting thresholds, and providing clearer funding guidelines could greatly reduce project timelines, increase energy savings, and create jobs.
To enable decarbonization in the condo sector, the top three recommendations include:
• Removing the “like-for-like” replacement
requirement to encourage upgrades to higher-performance systems;
• Lowering approval thresholds and tying them to meeting attendance rather than total ownership; and
• Educating owners and boards on the long-term financial benefits of energy-efficient retrofits.
Other critical elements include unified definitions, such as classifying energy upgrades as repairs, and clarifying “common areas” versus private unit ownership, and mandating decarbonization planning in reserve fund studies with minimum scenario requirements and greenhouse gas reduction modeling.
With proper reforms, Zamel argues, retrofits in condos could reduce building sector emissions by up to 60 per cent, create millions of skilled jobs, and play a key role in meeting Canada’s commitment to net-zero emissions by 2050.
“Every retrofit we are delaying could keep that potential locked away,” he posed. “The biggest climate wins may not come from new technologies, but from fixing the rules that govern them.”
“Unlocking deep energy retrofits in this sector can certainly accelerate our pathways towards decarbonization, while also driving substantial cost savings in those communities.”
LIFELONG LEARNING:
the power of continuing education for condominium managers
By Katherine Gow, Executive Director of the Association of Condominium Managers
Condominium management is a profession defined by change. From evolving legislation and building technologies to shifting demographics and owner expectations, today’s condominium managers are navigating an increasingly complex environment. In such a dynamic field, the most successful professionals share one critical trait: a commitment to lifelong learning.
WHY CONTINUING EDUCATION MATTERS
As a regulated profession, Ontario’s Condominium Management Regulatory Authority (CMRAO) requires licensed managers to maintain their professional standing through continuing education. Each licensing year, general licensees must obtain 10 Continuing Education Credits (equivalent to about 10 hours’ worth of education). But beyond compliance, these learning opportunities are a cornerstone of professional excellence. Continuing education ensures that licensees remain current on legal updates, ethical standards, and best practices in areas such as financial stewardship, building maintenance, and community governance. It also empowers managers to handle emerging issues - like
sustainability initiatives, cybersecurity, and conflict resolution - with confidence and professionalism.
Continuing education is not just about meeting a requirement; it’s about raising the bar for our industry. Each course, seminar, or webinar builds a stronger foundation for quality management and more resilient communities.
BRIDGING THE GAP BETWEEN THEORY AND PRACTICE
Condominium management is both technical and relational; managers must interpret complex legislation while supporting diverse boards and communities. Continuing education bridges the gap between theory and real-world application, equipping professionals with the tools to translate regulations into action.
Through ACMO’s educational programs and professional development offerings, managers can explore advanced topics such as:
• Risk management and emergency preparedness
• Strategic reserve fund management
• Financial statements and audits
• Mediation and conflict resolution strategies
of Ontario (ACMO)
• System operations and troubleshooting (i.e. plumbing, HVAC, security, fire and life safety)
• Mediation and conflict resolution
• New builds and TARION
• Leadership and board relations
• Ethical decision-making
By investing in these areas, managers not only enhance their own capabilities but also elevate the reputation of the entire profession. Best of all, these deep dives into specific condominium issues are offered to our members free of charge.
A COMMITMENT TO PROFESSIONALISM
Continuing education is also a reflection of professional pride. It signals to boards, owners, and peers that a manager is dedicated to excellence and accountability. As the condominium sector continues to grow and evolve, maintaining an up-to-date knowledge base is essential to ensuring public trust in licensed professionals. It is for this reason that ACMO continues to advocate for mandatory continuing education requirements for all licensees. All licensed managers need to be involved in learning in order to serve the communities they manage.
THE FUTURE OF LEARNING IN CONDOMINIUM MANAGEMENT
With the rapid adoption of online learning and digital credentialing, education has never been more accessible.
Webinars, virtual conferences, and hybrid training models allow managers to learn flexibly, balancing professional development with busy work schedules. Approved CMRAO eligible continuing education opportunities, both free and paid, can be identified from the CMRAO website. Learning opportunities are listed there and available throughout the year. Condominium managers are encouraged to schedule learning opportunities throughout the year to ensure they have completed the continuing educational requirements long in advance of their license renewals, due on July 1 of each year.
Looking ahead, ACMO remains committed to supporting its members with innovative, high-quality educational programs aligned with CMRAO requirements and industry needs. Whether through the Registered Condominium Manager (RCM) designation, our certificate program, workshops, or mentorship opportunities, ACMO continues to set the standard for education and excellence in condominium management.
LIFELONG LEARNING AS A PROFESSIONAL TOOL
Continuing education is more than a regulatory obligation; it is an investment in personal growth, professional integrity, and the long-term success of Ontario’s condominium communities. By embracing lifelong learning, every licensed condominium manager helps build a stronger, more trusted, and more knowledgeable profession.
Why Condo Management Struggles to Attract Talent
To solve staffing shortages, the industry needs fair compensation, transparent career paths, and a proactive approach to recruitment.
BY DAVID LITTLE
A troubling pattern has been unfolding in condo management and the wider real estate sector, where qualified professionals are becoming harder to find, and those who are hired often don’t stick around.
AAcross the country, condo boards and management firms keep running into the same frustration. Hiring challenges aren’t going away, and it’s becoming clear that this isn’t just a matter of a tough labour market. The problem appears to run deeper, tied to how the industry attracts and retains talent.
THE INVISIBLE CAREER PATH
Property management remains largely invisible to many entering the workforce. University students often can’t describe what a condo manager does. While fields
like engineering, accounting, or marketing are more familiar career choices, condo management often draws little recognition.
For many, a career in condo management wasn’t planned, rather it happened by chance—a receptionist promoted when a position opened, a bookkeeper stepping in after a manager left, or someone referred through a personal connection. This raises a bigger question: how can the industry build a more structured and sustainable talent pipeline?
The industry offers positions where
skilled managers can earn six figures, oversee million-dollar budgets, and genuinely improve people’s quality of life. Yet it competes for talent with industries that actively recruit on campus, have clear career paths, and are well-known to young professionals.
So, what’s the first step in attracting and retaining staff?
The industry needs to make people aware that this career exists. Condo management companies need to engage with local colleges, attend job fairs, and create meaningful internship
programs. BOMA (Building Owners and Managers Association) chapters across the country have already started this work, but individual companies also need to invest in building the pipeline.
LOOKING BEYOND THE USUAL SUSPECTS
An important characteristic of the industry is that a large number of the condo management workforce, especially on-site staff, are newcomers to Canada. For instance, in condo buildings across Calgary and Edmonton, concierges, cleaners, and maintenance workers often speak English as a second language (ESL).
Many of the most reliable, hardworking staff members are immigrants seeking stable work and career opportunities. However, the industry is finding these workers more by chance than by strategy. Applicants come through sites like Indeed, get hired, and it works out. That’s luck, rather than deliberate recruitment.
What if companies actively built intentional partnerships with organizations that support newcomers settling in Canada? Groups like the Catholic Immigration Society in Alberta are already working with skilled immigrants who need Canadian work
“How can the industry build a more structured and sustainable talent pipeline?
experience and opportunities. Many of these individuals have degrees, professional backgrounds, and a strong work ethic—they just need someone to give them a shot.
Smart management companies will begin building relationships with immigrant settlement agencies, offering entrylevel positions with clear advancement paths, and creating supportive environments for ESL staff. This might mean being patient with initial language barriers, providing mentorship, or offering English language training support.
If companies do this well, they build loyalty. The individuals who receive a real opportunity when they are new to Canada are often the ones who stay, grow with the company, and become top managers five years down the road.
WHAT COMPANIES SHOULD BE HIRING FOR?
For years, the industry hired condo
managers from the residential sector or based on whether they understood reserve fund studies, could read engineering reports, and knew the Condo Act inside and out. Those skills still matter, but they are no longer the factors that determine someone’s success.
The condo managers who thrive today have strong soft skills. They can de-escalate a board meeting that has gone sideways, explain complex building issues without being condescending, and manage the emotional labour of dealing with residents who treat every home problem like an emergency.
A more effective approach is to flip the evaluation criteria. Rather than hiring someone with perfect technical knowledge and hope they can develop people skills, organizations should prioritize individuals with emotional intelligence, strong communication skills, and genuine empathy, and then provide training on the technical aspects. Technical
“The condo managers who thrive today have strong soft skills.”
knowledge can be learned; patience and professionalism under pressure are much harder to teach.
Candidates with experience in hospitality, customer service, or other roles requiring professional conflict resolution are often well-suited for condo management.
For example, a former hotel manager who handled angry guests at 2 a.m. may be better prepared for condo management than someone with a degree in facilities management who has never had to say ‘no’ directly to a client.
THE RETENTION CRISIS NOBODY WANTS TO TALK ABOUT
Often, when a company does find a capable condo manager, it celebrates. Six months later, the manager is overwhelmed. Eighteen months in, they’re gone. This happens because the industry expects one person to serve as accountant, engineer, mediator, project manager, HR specialist, and therapist—typically for $65,000 to $75,000 a year. Burnout is inevitable, yet it continues to take the industry by surprise.
Condo management companies that are successfully
retaining staff are doing a few things differently. First, they’re paying appropriately. In Alberta’s current market, companies aren’t keeping good managers on a base salary below $80,000. In Ontario, a good condo manager is looking for approximately $95,000 to $100,000 minimum because they must be licensed and know they are in demand. While some companies are still advertising salaries as low as $60,000, the average ranges from $70,000 to $90,000 for managers with three years of experience, with some paying up to $110,000 to $115,000 for those with seven years of experience.
Second, successful companies provide real support. This includes administrative help, access to technical experts, scheduling board meetings during working hours, and giving managers the ability to actually manage, rather than only showing up when everything is on fire.
What matters most is that they set realistic expectations with boards. In a 200-unit condo where the board expects the manager to respond to emails at 9 p.m. and attend committee meetings on weekends, the building will continue to churn through managers until it finds someone willing to accept these unreasonable demands; someone with no boundaries or other job options.
WHAT NEEDS TO CHANGE
The staffing crisis in condo management will not be resolved overnight. Progress, however, can begin with an honest assessment of what the role requires, fair compensation, real support, and active recruitment, rather than just posting jobs and hoping for applicants.
Condo management must redefine its reputation as a ghost profession that people stumble into and become a profession that people actively choose. Achieving this will require increased visibility, intentional recruitment strategies, including partnerships with immigrant settlement organizations, clear career pathways, and treating the work as the professional career it truly is.
This industry offers promising career opportunities; it now needs to fulfill that promise through concrete steps to support growth, recognition, and long-term retention
David Little is the co-founder and director of recruitment for Alberta at Foresight Recruitment Group. foresightrg.com
Situational Awareness: A Key Leadership Skill for Managing Change
Anticipating shifting conditions is becoming a crucial skill in the condo industry.
BY QUINTIN JOHNSTONE
Situational awareness—the ability to perceive, interpret and respond effectively to changing conditions—has been particularly important in construction work and emergency response. Now, this essential skill is making its way into the boardroom as executives recognize its power to sharpen decision-making, reduce risk and promote employee collaboration.
CCompanies across industries are extending this training beyond frontline roles. Executives who can identify early signs of disruption, anticipate obstacles, and adjust strategy in real time are better positioned to safeguard performance and maintain organizational resilience.
In condominium communities, situational awareness is especially important.
Condo managers, security personnel, and other staff need to be prepared for different levels of awareness. Moving up and down the scale of alertness—from calm to severe—may occur multiple times every day. Whether responding to a security concern or an escalating dispute, the ability to anticipate the next move often determines whether an incident is resolved smoothly or spirals out of control.
Yet the challenge goes deeper. Do employees at all levels perceive the same situation in the same way? In most organizations, finding clarity in roles can be very difficult and frankly frustrating. When employees are faced with unexpected and high-pressure challenges, especially when split-second decisions are required, most fill the lack of clarity and experiential gaps with their own personal view of the world.
Situational awareness training helps bridge these gaps and is a key ingredient in driving better outcomes and a more unified approach.
Key Pillars of Situational Awareness
Situational awareness is built upon three critical pillars: perception, comprehension, and projection. Each pillar has a distinct purpose in helping to determine challenges and opportunities.
Perception
This stage is about gathering information from as wide a source as possible and triaging what is important and what is not. It is more about taking a stalk of surroundings and less about things that may distract attention. A failure to perceive incidents clearly and accurately—an unfamiliar face, a broken door sensor—will always lead to bad outcomes.
Comprehension
Once information is gathered, context is everything. Comprehension involves understanding, recognition, interpretation, and evaluation. It’s about connecting the dots to form conclusions based on information gathered, helping to provide a clear understanding of what is actually happening. It differentiates perception versus reality. It is about comprehending what is normal versus what may be troublesome. Organizations will be better prepared when all employees know what to look for and be able to react properly.
Projection
Projection is about analyzing information to anticipate what comes next. It turns information into foresight, helping employees make smarter decisions and prepare for likely outcomes. Projection relies heavily on accurate information, understanding, and comprehension. Training staff to recognize and respond to these scenarios reduces organizational and personal risk.
A Readiness Framework
One of the most widely used tools for situational awareness is the Cooper Color Code, developed by Colonel Jeff Cooper of the U.S. Marine Corps. It defines five levels of alertness:
White: Individuals are completely unaware or not paying attention to their surroundings. This is a state where people are self-absorbed in thoughts, distracted and oblivious to potential threats.
Yellow: Individuals maintain awareness of their environment. There is no apparent threat, but they remain alert and would notice if a threat appeared.
Orange: Individuals in this state sense potential threats and consider their response(s). A state of increased alertness allows them to assess situations and prepare to act.
Red: Individuals actively respond to threats. There may be imminent danger, and immediate action is required to react to the situation.
Clear roles and responsibilities lead to better outcomes.
Black: This level relates to a state of panic where individuals may be overwhelmed by fear or stress. This can render them unable to respond safely and effectively.
Understanding Situational Awareness
To unlock the full potential of situational awareness, organizations must move beyond training checklists and build strategies that align employees around perception, comprehension, and action. When everyone shares a common understanding, the organization reacts more effectively—and the corporate culture thrives.
Defining Success
Clarity starts with knowing what matters. Organizations that can answer, “What does success look like, and how will we know when we get there?” create a shared benchmark for performance.
Measure to Improve
Being able to measure success leads to better outcomes. Establishing indicators allows organizations to track progress, refine strategies, and continuously improve.
Clearly defining core responsibilities and expected actions empowers employees to respond with confidence in any situation. Staff should
understand when they have the authority to act, but also when they must defer to supervisors for guidance. This clarity reduces hesitation and prevents mistakes.
Staying in Your Lane
Clear roles and responsibilities lead to better outcomes. Non-judgmental feedback and supportive, nonpunitive counseling help employees learn from incidents, creating a culture of growth and understanding.
Understanding that Stress is Okay
High-pressure situations are inevitable. Preparing
employees for stress through support networks like Employee and Family Assistance Programs (EFAP), training, and realistic exercises helps them respond calmly and effectively.
The Organizational Learning Curve
Experiential learning is reactive and costly. Effective situational awareness training goes beyond teaching—it’s about collaborative, supportive education with knowledge testing to reinforce learning.
Top-Down vs. Inclusive Management Styles
Top-down management can hinder situational awareness. Inclusive, participatory leadership is more effective. Leaders must model situational awareness, setting an example that cultivates a culture of preparedness throughout the organization.
Minimize Distractions
In fields requiring constant vigilance, distractions can be costly. Allowing distractions—like personal cell phones or studying on duty—undermines effectiveness. In security, for example, guards must remain focused on CCTV to identify threats. Clear governance and quality assurance protocols make for a better prepared workforce.
Keep It Simple
Organizational governance is key to learning and understanding, setting the tone for employees. Training on governance that is too complicated never leads to good outcomes.
Perception Becomes Reality
Without clear direction and training, employees’ own interpretations often lead to poor outcomes. While organizations can’t predict every scenario, a process-driven approach to training and support prepares them for the unexpected. Defining key steps for employees helps maintain standards, safeguards, and best practices.
Building a Culture of Situational Awareness: Practical Applications
People often resist when change disrupts their familiar routines. To build situational awareness into a company’s culture, start with personal safety training. Employees often don’t see themselves as vulnerable or believe that incidents could impact them. Communities and organizations can set the tone with a few core practices:
1.Establish Occupational Health and Safety Committees as mandated by the Employment Standards Act. They are simple to create and execute and should be the cornerstone of organizational efforts to minimize employee risk.
2.Conduct annual “diagonal slice” surveys across all departments to gauge situational awareness levels and identify communication gaps between management and front-line employees.
3.Run tabletop exercises during management or board meetings. These discussions strengthen decision-making skills and give managers greater confidence as they balance the expectations of their teams.
4.Integrate situational awareness messaging into routine communication—newsletters, staff briefings, and digital bulletins—to effectively change the culture of a community and organization.
In today’s complex business environment, being attentive is simply not enough. Teams succeed when they eliminate distractions and act on clear, rolespecific strategies.
Quintin Johnstone is the CEO of Samsonshield and Riskboss.
Expertise. Insight. Trust.
Mechanical Electrical Sustainability Decarbonization
Having the technical expertise and insight to conduct retrofit projects in established buildings without affecting the day-to-day business of occupants is our specialty. It’s what sets us apart.
The truth is, existing buildings are far more complex and challenging than new construction, and require a unique game plan every time. It’s why the process for delivering mechanical and electrical engineering solutions requires more than a cookie cutter approach – it demands that you have a deep insight into the building and how new systems can be integrated into existing systems seamlessly. All of our projects are reviewed by senior engineers, each with over 30 years of experience in their respective fields, ensuring that our clients always receive engineering services of the highest quality.
T: 416-443-9499 | E: marketing@mcgregor-allsop.com mcgregor-allsop.com
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Powering Up AGM Season with Smart Tools
How elevator screens and electronic voting are helping condo communities engage more owners.
BY VALERIIA DOLGOVA
Annual General Meetings (AGMs) are an essential part of condo governance, but for many property managers, they come with familiar challenges: low participation, repeated reminders, and time-consuming administrative work.
WWhile these issues may seem procedural, they often reflect a deeper problem: many owners aren’t clear on why AGMs matter, how to get involved, or what’s expected of them. This is where modern communication tools can make a difference.
In particular, two tools—elevator screens and electronic voting—are helping improve turnout, reduce confusion, and make meetings more efficient for managers and residents alike.
USING ELEVATOR SCREENS TO BOOST AWARENESS
Elevator screens are already used in many buildings to share notices and updates. During AGM season, they offer a valuable channel for reinforcing key information in high-traffic areas like lobbies, mailrooms, and elevators.
The common uses include:
• Displaying the AGM date, time, and location;
• Sharing voting instructions or proxy deadlines;
• Showing quorum progress updates; and
• Reinforcing why participation matters.
The advantage lies in visibility and repetition. Reminders are delivered where residents are likely to see them multiple times per day, without adding extra steps to a manager’s workload.
ENCOURAGING PARTICIPATION WITH E-VOTING
While raising awareness is important, it doesn’t always translate into participation, especially if the voting process involves paperwork or requires residents to attend in person.
Electronic voting simplifies the process by allowing owners to vote securely from any device, at any time. This makes it easier for:
• Off-site owners
• Residents with mobility challenges or demanding schedules
• Communities with language diversity
From a property management perspective, e-voting offers clear benefits:
• Tracks quorum progress in real time
• Reduces reliance on paper proxies
• Simplifies meeting prep and postmeeting reporting
Many communities that have implemented e-voting report reaching quorum before the meeting date and holding shorter, more focused AGMs
A STRONGER RESULT WHEN USED TOGETHER
Elevator screens and e-voting each bring their own benefits, but together they
form a powerful combination. Elevator screens enhance visibility and clarify information, while e-voting provides residents with an easy, accessible way to take action.The result is a smoother, more organized AGM process with less administrative work and higher engagement from owners.
Property managers who use both tools report several improvements: they handle fewer last-minute questions, reach quorum before meetings thanks to advance votes, see board members and owners come better prepared, and spend less time managing and verifying ballots. Even boards that were initially hesitant often become strong advocates after seeing the benefits firsthand.
SUPPORTING A SHIFT IN CONDO GOVERNANCE
AGMs are more than just a legal requirement; they’re an opportunity to foster transparency, accountability, and resident engagement.
As expectations for convenience and digital access rise, tools like e-voting and elevator screens help condo corporations meet these demands while simplifying operations.
These solutions reflect a broader shift toward modern, resident-focused governance. For many communities, they are quickly becoming the new standard.
Valeriia Dolgova is a marketing manager specializing in technology solutions for condominiums and HOAs. She works with CondoVoter, a leading provider of electronic voting and virtual meeting services across North America
Rate Cuts Bring New Expectations
Lower borrowing costs may spur more buying and selling, but also raise demands for more upgrades, quicker responses, and clearer disclosures within condo corporations.
BY ROBERT SAUNDERS
For the first time in years, Canadians are seeing interest rates go down. The Bank of Canada’s decision to lower borrowing costs has been framed as a relief for homeowners, but its impact goes far beyond monthly mortgage payments. Rate cuts change how people feel about the market, and psychology is powerful in real estate.
BBuyers, once waiting for stability, are starting to return to the market. For condo boards and property managers, this renewed activity brings pressures: more resale requests, increased owner inquiries, and higher expectations for transparency.
When interest rates fall, optimism tends to follow, but that doesn’t automatically lead to trust. From experience working with homebuyers, it’s clear that confidence comes down to visibility. When people can see what’s happening in a transaction, they feel their investment is being handled with care. That same principle applies at the condo board level.
When owners understand how their corporation is managed — how projects are planned, funds are allocated, and decisions are made — they’re more likely to stay engaged and confident, even in uncertain markets. But when information is scarce or vague, trust can quickly erode. The iPro brokerage collapse showed what can happen when transparency breaks down, resulting in confusion, lost money and shaken confidence that will take years to restore. For condo boards, the takeaway is simple: in a post-rate-cut market, transparency means going beyond mandatory disclosures and creating a sense of stability in an otherwise unpredictable environment.
THE TRANSPARENCY TEST
Condo boards understand the importance of reserve fund studies and maintenance plans, but few owners truly
grasp them. These documents are technical by design, often written for engineers and auditors, not homeowners.
In 2025, rate cuts are making owners more confident in their ability to enter the market, but high costs of living and labour challenges will mean it will take more to motivate them to act. In this climate, owners (and potential homeowners) expect this information to be readily available. After all, if technology has brought transparency to so many areas of life, why not one of their most valuable assets?
Boards that can use digital platforms, for example, to streamline communications, can meet or exceed these expectations. It’s also crucial to present plans in plain language, clearly explain how repairs are funded, and make documents easy to find. This signals that the community is well-managed and responsive — which matters now more than ever.
Today, homeowners equate transparency with competence, expecting organizations handling large transactions to “show their work.” Visibility and process clarity have become signs of maturity, which then build trust. This expectation extends beyond the property line. Owners who track deliveries, monitor health via smart devices, and check bank accounts instantly now expect similar insight from their condo board.
But transparency doesn’t mean overwhelming people with data or documents. What really builds trust is clarity: sequencing information logically, using plain language, and showing how decisions fit into a larger plan. In a market where confidence is still rebuilding, that clarity will be what separates well-run condo corporations from those that appear uncertain or reactive. It also means you’re staying focused on clear communication rather than digitizing documents for customers to navigate.
THE OPERATIONAL SQUEEZE
Lower interest rates bring movement, but also workload. In 2026, property managers and board members will face a surge in requests for documents like status certificates and financial summaries. When every sale triggers
the same cycle of questions about upcoming repairs, reserve fund stability and fees, having a system that centralizes and simplifies information will save time and prevent burnout.
Digital tools can help, but the bigger shift in condo boards should be cultural: treating transparency as part of day-today governance, not a compliance exercise. That means thinking about how information flows — who has access to it, how often it’s updated, and whether owners truly understand it.
THE PATH FORWARD IN 2026
Heading into 2026, condo boards have an opportunity to turn these pressures into progress. A few small shifts can make a meaningful difference:
• Translate complex financial documents into clear, digestible summaries for owners.
• Communicate upcoming projects or fee changes early, with context on how they support long-term building health.
• Adopt secure, digital channels for sharing records and updates so owners can find what they need without friction.
These may sound like operational tweaks, but together they build something bigger: trust.
The post-rate-cut era will reward clarity and penalize opacity. As transactions increase, so will the expectations for accountability. Buyers and owners no longer accept “we’ll get back to you.“ They expect answers at their fingertips and decisions they can understand.
For condo boards, these administrative challenges are opportunities to lead. By embracing transparency and modernizing how information is shared, boards can strengthen confidence in their communities and ensure their buildings define what good governance looks like in 2026.
Robert Saunders is the CEO and Co-Founder of Ownright, a digital real estate law platform helping Canadians close home transactions with clarity and confidence. Since its launch in 2023, Ownright has raised over $6 million and processed over $1 billion in over 1,700 transactions.
New & Notable
CANADA HITS NEW HEIGHTS
Canada just reached a sky-high milestone. Pinnacle SkyTower has officially become the country’s first 100-storey building. When finished, the 106-storey masterpiece will feature 958 luxury residences, the Le Meridien Toronto Pinnacle Hotel, and 80,000 square feet of amenities.
The highest floor will align with the CN Tower’s main observation level. The top floors will offer sweeping vistas of Lake Ontario and the Toronto skyline, including a rooftop restaurant and balconies reaching the 88th floor. Inside, floor-to-ceiling windows, high-end finishes, and designer touches are other highlights.
Hariri Pontarini Architects’ 12-sided, tapered design blends waterfront-inspired curves with sharp, diamond-like geometry. “We’ve created a landmark that’s making history for all of Canada,” says Pinnacle International CEO Michael De Cotiis. “Residents and guests will live, gather, and dine at Pinnacle One Yonge, and we look forward to inviting the world to experience everything we will be offering, including the restaurant on the 106th floor. This project speaks to our ambitions to develop new and exciting living experiences across North America.”
The tower forms part of the massive 4.4 million sq. ft. Pinnacle One Yonge development, which promises a mix of residential, retail, hotel, and outdoor spaces. All floors are set for completion in 2026.
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