Full Article - Association of Condominium Managers of Ontario

RCM MINI-PROFILES
in their OwnWords
■ Name: Sally-Anne Dooman
Current employer: Andrejs Management Inc.
Year entered the profession: 2004
Year RCM obtained: 2007
Other education: Business Administration Courses at Centennial College
Mentor in the industry: Not just one. At Wilson, Blanchard Management
Brigitte Finoro and Karen Reynolds, at Andrejs Tim Bourdignon and Peter
Dubyk have each advised and taught me lessons that
have helped me in my progression as a manager. As
well, lawyers, engineers and other professionals that
I have worked with – Lou Natale, Michael Clifton,
Lou Reginato to name but a few – have influenced and
guided me through many difficult situations that have
turned into valuable learning experiences.
How do you perceive ACMO’s impact on the industry?
By providing so many opportunities for managers
and other professionals in the industry to learn and
grow, by setting and enforcing standards for managers
and management companies to achieve and maintain,
ACMO can and does enhance “the quality of performance
of condominium managers and management
companies” (ACMO mission statement).
A personal success story on the job: There are many
“small” success stories that could be shared – being
instrumental in helping a new board member gain an
understanding of condominiums, creating a positive
relationship between a board and unit owners where
previously there had been feelings of animosity and
Sally-Anne Dooman, RCM
mistrust – but I think the most obvious success stories
are those that can be seen with the naked eye. I managed a townhouse
complex in Kitchener that had been experiencing water penetration into a
number of units over several years. When I began managing the property,
the board and I worked through a thorough investigation by the corporation’s
engineer. The renovation project turned out to require the removal
and replacement of all existing siding as well as many doors and windows.
Once removed, it was discovered that the damage was severe and the project
became much more extensive than originally anticipated. The possibility of
taking legal action against the builder and previous contractors was also
investigated.
The entire process took over a year, and encompassed every facet of condominium
management – physical building management, legal, financial
and administrative. What a challenging and exciting opportunity to use all I
had learned and to learn more still! In the end, the property was transformed
into an attractive, leak-free complex with increased property values.
A business pet peeve that you wish could be changed. Why? My pet peeve
has to do with unit owners and even some board members who treat the manager
as if we are working against them. I would like everyone to understand
that boards and managers are on the same team. We are working toward the
same goal – the efficient, effective running of the condominium corporation
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within the requirements of the law.
Of course, better education is the answer.
Some of that will come from the
manager and some will come when
all board members and prospective
board members open themselves up
to attend seminars and courses that
will teach them about the Condominium
Act and the procedures that
must be followed to ensure that we’re
taking appropriate action, whether
it be in the physical management of
the building or in enforcing rules or
ensuring that the corporation’s documents
are up-to-date and accurate.
Only when we all work together as
a cohesive team in all things, will
managers be seen as proficient and
professional as they should.
Best business advice you ever received:
From Ray Wilson – always
remember that your Manager’s Report
is your opportunity to “pat
yourself on the back”. Don’t leave
anything out. Let the board know
what you’ve done and what you
are continuing to do for them. I’ve
learned that board members appreciate
being kept up-to-date even about
the “little things” because those are
invariably the things that a unit owner
will notice if not taken care of.
Favourite part of the job and
How satisfying is your condo management
career: I feel like I’ve spent
all of my adult life looking for a job
that has a lot of variety. I am not
happy doing the same thing two
days in a row. When I began my
career as a property manager, I was
pleasantly surprised at the vast array
of duties and areas of involvement
that a manager must master. It is not
always easy, since no one can be an
expert in every area, but it is challenging
and ever-changing and that,
for me, is truly satisfying.
How has the condominium management
industry become more professional
– how has this helped you
focus on your own career objectives,
and how does it help your relationships
with your client-boards:
As more board members become
educated, and as we continue to educate
ourselves, the value of the RCM
designation will increase. Boards
are beginning to look for it, if not
demand it, and their expectations of
a professional manager are growing.
In some ways this makes managing
more difficult as there are still only
the same number of hours in a day
and the same resources available to
us, but as the boards’ expectations
grow so does my resolve to learn
more and to expand my abilities in
order to meet those expectations.
■ Name: Maria Bianca
Desforges, RCM, ACCI
President of J & W Condominium
Management Ltd., Hamilton, ON
Year entered the profession: 1995
after working 20 years in home
health care
Year RCM obtained: 2006
Other education: I graduated
from Mohawk College with a Business
Diploma and continued my
studies on a part-time basis and received
a diploma in Business Management
Studies.
At the time I became a property
manager I had purchased a condo
unit and was serving on the board of
directors when the opportunity came
For more information contact:
John Oakes, M.A., CPM, R.C.M., ACCI, FCCI
President & CEO
joakes@brookfieldresidential.com
Telephone: 416-510-8700
Brookfield Residential Services Ltd.
3190 Steeles Avenue East - Suite 200 - Markham, Ontario L3R 1G9 - Canada
www.brookfieldresidential.com
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Maria Bianca Desforges, RCM
portant to me. During my career I attended
many informative educational
sessions presented by ACMO and CCI
(Golden Horseshoe Chapter). I wrote
my RCM exam in 2006 and obtained
this designation with a very good
mark; this was an especially proud
moment for me. More recently I have
obtained my ACCI designation.
I am currently serving my third
3-year term as a director on the board
of the Golden Horseshoe Chapter of
CCI. As a director I am called upon
to participate in various educational
sessions for condominium directors
and managers organized by ACMO
and CCI. This is very satisfying to me
and helps to promote my career as a
property manager.
A business pet peeve that you wish
could be changed. Why? One of my
pet peeves in the industry is management
companies who undercut
the price of their services. Smaller
management companies have a difficult
time competing in a marketplace
where larger companies undercut
the fee for management services.
Generally the responsibilities and
long hours expected by most condo-
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my way. I was looking for a career
change. The property manager for my
condo said that she thought I had the
people skills and knowledge needed
to be a good property manager. I was
hired by the company and was on the
road to a new career as a condominium
property manager! Sixteen years
later I still live in a condo. I believe
this helps me to evaluate issues from
both sides – as a manager and owner.
Education continues to be very imminium
corporations outweigh the
management fee paid. I always go the
‘extra mile’ for my clients; I am accessible
almost 24hrs a day through the
addictive Blackberry! I do not believe
that many boards realize what ‘a day
in the life of a property manager’
includes. Going forward I would like
to see a standardized fee schedule for
condominium management services
across the industry.
Best business advice you ever received:
The best business advice I
have received is not to take things
personally. There will be times when
an owner/director needs to vent at
someone and the property manager
is usually the target. If you do take
things too personally, you will not
last in this industry.
How has the condominium management
industry become more professional
– how has this helped you
focus on your own career objectives,
and how does it help your relationships
with your client-boards:
ACMO has had a great impact within
the industry through their educational
sessions and their quarterly
CM Magazine which is always full
of informative articles. I encourage
my directors to read these magazines
in order to keep up with the latest
trends in the industry.
If asked to evaluate my career as
a property manager I would say that
one of my biggest strengths would
be my people skills. To be a good
manager you need to be a good listener
with a great deal of patience.
We meet many different personality
types; most of them are easygoing,
but there are some demanding individuals
out there! It takes a listening
ear to help diffuse an angry owner …
sometimes they just need to vent. My
most enjoyable moments are interacting
with seniors … many of my clients
are senior-based condominiums.
I find my career as a condominium
property manager to be very
satisfying. However, the demands on
your time can impact on family life.
It requires 100% commitment … this
is definitely not a 9-to-5 career.
Condominiums are a growing industry
and we need to be geared for
the future with an aging population
who are looking at investing in the
‘condominium lifestyle.’ ■
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