CONDO Business - Fall 2024

Canada’s Most Widely Read Condominium Magazine

Fall 2024 • Vol. 39 #3

ADAPTABLE

LIVING

Prepping for aging in place

PART OF THE

PM#40063056

The pitfalls of shared facilities, board

accountability and tips for updating

employment contracts

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Contents

60 38

FEATURE

24 The Unbearable Darkness of

Shared Facilities

By Sally Thompson

32 Breaking Barriers

By Rebecca Melnyk

GOVERNANCE

6 Navigating Board Elections

By Laura Gurr

10 Sharing Difficult News

By Lyndsey McNally

LEGAL

14 Reviewing Employment

Contracts

By Ryan Edmonds and Alexis Radojcic

REGULATORY

38 Short-term Rental Registry

Stuck on Manual

ENERGY & SUSTAINABILITY

50 Eco-Friendly Upgrades

By Jack Albert and Wendy Macdonald

DESIGN

57 Small Space Design

By Earl Ducharme

60 Ten Home Staging Tips

By Bri Macdonald

IN EVERY ISSUE

4 Editor’s Note

62 New & Notable

20 Expanding Condo Board

Oversight

By Salim Dharssi and Val Khomenko

46 Retaining Cleaning Staff,

Security Personnel and

Property Managers

By Todd Hofley

“High-conflict elections

can have devastating and longterm

impacts, leading to costly

and protracted litigation.”

Page 7

EDITOR’S NOTE

Expanded Vision

By 2035, Canada is projected to become a

nation with one in four residents surpassing age 65.

Since disability can naturally accompany the aging

process, it is becoming more imperative to facilitate accessible and

safe living environments in condominiums.

During a recent conversation with Brad McCannell, vice president

of access and inclusion at the Rick Hansen Foundation (RHF), he

shed light on why condo boards must view their maintenance and

renovation projects through the lens of people with disabilities.

One feature for this month looks at how condo boards can help

transform their communities into more adaptable living environments

so more people can age in place—which the RHF defines as “the ability to live in one's own home

and community safely, independently, and comfortably, regardless of age, income, or ability level.”

Also in this governance-focused issue is an article on the growing consensus in the industry

regarding more robust oversight of condominium boards and a look at retaining cleaning and security

staff using a multi-faceted approach.

Another feature deep dives into the contentious issues stemming from shared facilities

agreements, which can become extremely complex. How can multiple parties that share a building

develop a collaborative working relationship? What are some key areas of attention when reviewing

such an agreement? There is so much to consider.

Plus, look for articles on employment contracts (updating them will help ensure compliance and

limit liability), board elections, how to best inform owners about tricky news like capital repair projects,

and some tips for eco-friendly living and small space design.

As the aging population grows across Canada, changing the way people live, the condo industry

will play an important part in supporting the options people have when it comes to finding

comfortable and safe dwellings.

Rebecca Melnyk

Editor, CondoBusiness

rebeccam@mediaedge.ca

Editor

Rebecca Melnyk

Advertising Sales

Jake Blanchard, Sean Foley,

Ron Guerra, Melissa Valentini

Art Director

Annette Carlucci

Graphic Designer

Roxy Huynh-Guinane

Production Coordinator

Ines Louis

Contributing Writers

Jack Albert, Salim Dharssi, Earl Ducharme, Ryan

Edmonds, Laura Gurr, Todd Hofley, Val Khomenko,

Bri Macdonald, Wendy Macdonald, Lyndsey McNally,

Alexis Radojcic, and Sally Thompson.

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Navigating Board Elections

As we look at elections in the

political sphere on the news,

the importance of governance, accountability, and community

participation in condominiums moves sharply into focus. At the heart of

condominium governance lies the board—a body elected by unit owners tasked with making key

decisions that shape the future of the condominium.

BY LAURA GURR

6 CONDOBUSINESS | Part of the REMI Network

GOVERNANCE

Board elections are a vital aspect of governance,

offering owners the opportunity

to influence the direction of their community.

Unfortunately, these elections are sometimes

plagued by low turnout and limited engagement,

with few candidates willing to stand for

election in these volunteer positions.

This poses a significant challenge.

Engaged and well-functioning communities

are more likely to elect boards that will manage

finances responsibly, address maintenance

issues efficiently and foster a positive

living environment. Boards that are disconnected

from the community or dominated by

a small group of individuals can lead to disengagement

and governance issues.

Other communities have highly contested

and fraught elections each and every year, posing

a different challenge. High-conflict elections

can have devastating and long-term impacts,

leading to costly and protracted litigation.

Ideally, communities want to be somewhere

in the middle, with an election process that is

engaged and competitive, but not high conflict.

Given the authority vested in the board, it is

essential for owners to take an active interest

in the election process, ensuring that the most

qualified and committed individuals are entrusted

with these responsibilities.

Qualities of effective board members

Board members require a variety of skills to

navigate the complex responsibilities of governance.

Legal and financial knowledge, project

management skills, and a clear understanding

of the condominium’s by-laws and rules are all

important. However, the most critical quality is

a commitment to putting the community’s best

interests above personal interests.

Effective board members should prioritize

transparency, communication, and fairness in

decision-making. They should also be willing to

work collaboratively, not just with their fellow

board members, but with property managers,

legal professionals, and unit owners.

Strong leadership also requires empathy

and a sense of community responsibility. A

board member who understands and values

the experiences and concerns of their

neighbours is better positioned to foster a

sense of unity and address potential conflicts

before they escalate. Condo living is

a shared experience, and board members

who focus on inclusivity and mutual respect

will help maintain harmony.

Best practices for a successful election

Running a successful board election starts

with encouraging greater participation from

unit owners. A lack of awareness or apathy can

result in low turnout. To counteract this, boards

should proactively communicate the significance

of elections, provide clear information

about candidates, and make the voting process

as accessible as possible.

Send timely reminders to all owners about

the election date, the voting process, and

the roles of board members. It is also helpful

to provide candidate bios and information in

advance, allowing owners to make informed

decisions. Some communities find it useful to

organize meet-and-greet events or virtual sessions

where owners can interact with the candidates,

ask questions, and learn more about

their platforms. These sessions encourage

transparency and allow candidates to outline

their vision for the condominium.

The current board should consider succession

planning and actively encourage

a diverse range of candidates to fill vacancies

and ensure turnover occurs. A board

that reflects the demographic and cultural

diversity of the condominium is more likely

to be attuned to the needs of the entire

community. Directors who serve their

communities for multiple terms (or multiple

decades) can be a significant benefit,

allowing for board members to develop

expertise and deepen their knowledge.

www.REMInetwork.com | Fall 2024 7

GOVERNANCE

However, the introduction of fresh perspectives

can be important for the transition

of knowledge and to allow greater

representation of the community’s evolving

needs.

The mandatory proxy form, although not

very new, can still be difficult for owners

to complete. Recognize that some people

may be unable to vote in person. Providing

a clear process for proxy voting or electronic

voting ensures that all voices are heard,

even from those who cannot physically

attend the election. The board should also

take steps to ensure that the election process

is conducted fairly and transparently.

This may involve appointing an independent

chair, election monitor, or using an online

voting platform to minimize the potential for

disputes or irregularities in the counting of

proxies and ballots.

Fostering community through governance

While board elections are an essential aspect

of governance, they also serve a broader pur-

pose—fostering a sense of community within

the condominium. A strong and engaged board

can help build connections among unit owners,

promote collective responsibility and create a

positive environment where everyone feels

invested in the condo’s success.

To that end, it is important for board members

to remember that they are not only

managing a physical building; they are governing

a community of people with shared

interests and concerns. During election season,

both candidates and owners should be

mindful of the long-term impacts of their

choices, not only about whom they vote

for, but also about how the election is conducted.

The election and the election process

should focus not only on financial and

operational matters but also on the health of

the community itself. 1

Laura is a managing partner with Cohen Highley LLP and is part of the multi-residential housing

group. Her practice focuses on condominium law, acting for condominium corporations,

property managers, and developers in a broad range of litigation, operational and governance

matters. Laura is actively involved in the condominium and multi-residential housing industry.

She regularly writes and speaks about legal issues affecting the industry. Since 2014, Laura has

been a board member of the Canadian Condominium Institute (London Chapter) and on the

board of directors for Homes Unlimited (London) Inc.


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MANAGEMENT

Sharing Difficult News

Communication tips for finding middle ground between boards and owners

An all-too-common occurrence

at owners’ meetings is the surprise

residents feel when financial shortfalls for major

capital repair projects are up for discussion.

BY LYNDSEY MCNALLY

Some would argue that owners are apathetic

and should pay closer attention to

notices or participate in every owners’ meeting

to stay up-to-date. Others might say condo

corporations should focus more on when and

how they are communicating so that owners

have a better opportunity to understand what is

happening in their community.

What is the best way to find middle ground

so owners don’t feel ambushed when difficult

news is delivered?

Back to basics

Communication is critical in a condo community.

Notices and newsletters inform owners

about disruption related to construction, unit

access, fire alarms, and more. But are boards

effectively communicating all the planning work

that goes on behind the scenes? The planning

process can take years, particularly for major

capital repair projects, but owners are often

unaware of what is really going on. They may

see in the reserve fund study what projects

are expected and they receive notice when the


GOVERNANCE

deliver the same message. Being considerate

of how people consume information will offer

maximum reach and minimize surprises.

Get the board talking

Being a board member involves long hours and

difficult decisions—all while trying to be part

of the community. As such, some boards rely

on their managers to deliver every message,

but eventually, the elected leaders will need to

speak directly to their neighbours.

This often happens at the annual general

meeting where the president will deliver a

report. While a good start, there may be owners

who cannot attend or new community

members moving in throughout the year. Think

about adapting the president’s report into other

forms of more regular communication.

work is scheduled, but what about all the stuff

in between?

Engaging with owners regularly about what

is being planned extends beyond the day-today

operations. It’s also about proactive leadership,

consistency, and providing opportunities

to ask questions along the way.

Use multiple communication channels

Using digital communication channels is an

essential practice for keeping owners up to

date, but be aware that complete reliance on

digital tools is a fools practice. Since many individuals

shy away from technology, know your

audience and connect in a way that works for

everyone. In most communities that means

using multiple communication channels to

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GOVERNANCE

Don’t wait

Planning a capital repair project has many

moving parts. Owners might strictly

focus on how project execution will affect

their lives, information which may not be

known until the board has signed with a

contractor. As well, the financial realities

can change as planning progresses.

Many boards want to wait until they know

everything before engaging with owners. If

this is the case, construction will have already

started and owners will know nothing. Communication

must begin as early in the planning

process as possible, which means being

upfront about what is known and committing

to keeping everyone informed throughout the

process.

People do not like to be surprised. Not everyone

pays as much attention as they should. But

using reasonable efforts for transparency will

minimize finger pointing when challenges arise.

Involve owners in the solutions

After keeping people informed, if challenges

arise, boards have an opportunity to engage

ownership in the solutions. Don’t shy away

from owner information meetings, even if the

subject matter is difficult or unpopular.

Delaying the conversation only provides an

opportunity for people to get more worked up.

Take a deep breath, face the conversation head

on, and thoughtfully consider any feedback that

is received, even if that feedback is negative.

This can present its own challenges as

sometimes owners can be quite unreasonable;

they may want the board to take no action at all,

even if there is a statutory obligation that can’t

be avoided. For this reason, when there are

difficult discussions to be had, preparedness

is key.

Make materials available

As a general rule, boards shouldn’t make

blind decisions. They rely on their experts

to guide them in the decision-making process.

When complex resolutions need

to be made, this usually involves written

reporting to the board.

A common question at meetings is, “Can

I get a copy of the engineer’s report?” This is

often followed by the manager giving a complicated

explanation of how records requests

work. These details are not secret, yet there

are sometimes reasons to keep things confidential.

Instead of waiting for someone to complain

about needing more information, make it

available from the beginning.

There is no sense guarding information that

owners have the right to access anyway, and

providing it helps ensure a productive owners’

meeting.

Ultimately, every decision the board makes

will impact condo owners. Capital repair projects

can be especially disruptive and have a

major financial impact. Conversations about

these issues can be tricky but are absolutely

necessary. Timely, relevant, and transparent

communication is key for success, and can

help to reduce conflict when the unexpected

happens. Don’t ambush owners with difficult

news, and they will be less likely to ambush

you in return. 1

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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LEGAL

Not Set in Stone

Five reasons to review employment contracts

BY RYAN EDMONDS AND

ALEXIS RADOJCIC

Drafting an employment agreement, and

specifically a termination provision, is

not a straight-forward task. It is common to

see termination provisions like this:

“The Corporation may terminate your

employment at any time without cause,

upon providing you with notice or pay in lieu

of notice as per the Ontario Employment

Standards Act, 2000. If there is just cause

for dismissal, the Corporation cy terminate

your employment at any time for cause,

without any obligation to you on account of

notice or pay in lieu of notice or severance

pay.”

Anyone thinking this condominium corporation

is protected from wrongful dismissal claims

would be wrong. Not only do courts in Ontario

hold employers to strict standards when it

comes to termination clauses in employment

agreements, this standard can be akin to a moving

target.

Since courts are always receptive to

new and creative arguments that invalidate

termination clauses, a provision

that may have been sufficient years ago

is now likely vulnerable to challenge.

The plain wording of a termination

provision must accomplish two tasks:

it must clearly and unambiguously

state what a terminated employee

will receive upon the termination of

their employment, and it must not, in

any way shape or form, provide less

than what the employee is entitled to

receive under employment standards

legislation.

If a termination provision excludes any

minimum statutory entitlement (inadvertently

or otherwise), or doesn’t pass

muster based on current case law, an

employee becomes entitled to common

law reasonable notice, which is

significantly more generous than the legislated

minimums. Case in point, while

statutory termination notice and pay in lieu

is counted in weeks, common law notice

is contemplated in months.

With that foundation, here are the top

five reasons why a condominium corporation’s

employment contracts need to be

reviewed regularly:

What worked yesterday may not work

today

Employment law is ever-changing. A termination

clause deemed compliant by a judge five

years ago may now be unenforceable due to

new and prevailing precedents. With judges

deciding cases regularly and the government

periodically revising the legislation, drafting an

enforceable termination provision can never

be thought of as a one-and-done exercise. All

too often we are forced to break the news to a


LEGAL

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board and/or property manager that the termination

clause drafted in 1999 for the superintendent

they wish to terminate is invalid, and as a result, a

dismissal that could have cost eight weeks of pay

is now going to cost 18 months of pay or more.

Hidden landmines

When put in front of a judge, an employee’s

entire contract comes under intense scrutiny.

The employment contract may include termination-related

clauses in other provisions, and if

there is a deficiency in any provision that relates

to termination, that single deficiency, regardless

of its location, can bring all terminationrelated

clauses crashing down. For example,

an Ontario court recently invalidated an otherwise

enforceable termination provision because

part of the agreement dealing with confidential

information purported to allow the employer to

terminate in a manner offside with employment

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LEGAL

What you “meant” to say doesn’t matter

Many employers mistakenly believe that their

intention to comply with employment standards

legislation is sufficient. Unfortunately,

intention is not enough. A court will

look exclusively at the contract’s wording.

If the wording doesn’t comply with legislation,

the termination provision is toast.

Even an employer’s post-termination conduct

(taking all the correct steps and providing

all minimum entitlements) cannot

rectify a deficient termination provision.

Ambiguity gives employees the nod

To top it all off, a court can also invalidate a

termination provision simply because the language

could be interpreted in more than one

way. With the court’s inclination to side with

non-unionized employees, a judge will interpret

an ambiguous termination provision in the

employee’s favour, rendering it unenforceable

and awarding a much more generous common

law termination notice in its place.

Limiting liability

Having an enforceable termination provision

in an employee’s contract is the single most

important thing a condominium corporation

and/or property manager can do to limit liability

for employee severance claims, otherwise

known as “wrongful dismissal”.

Recently, a condo corporation was terminating

a 64-year-old, part-time superintendent.

The corporation employed

the superintendent for approximately

30 years. If the corporation had used an

employment agreement with a termination

provision updated for today’s standards,

the corporation’s liabilities would

have been limited to eight weeks of pay

and benefits, plus payment of accrued

vacation pay. However, because the termination

clause was decades-old and thus

completely unenforceable, it ultimately

cost the corporation 21 months of pay,

plus the cost of benefit continuation and

bonuses over that period.

It is crucial to regularly review and update

employment contracts.

Outdated employment contracts expose

condo corporations to financial and legal risks

they could otherwise avoid. By taking a proactive

approach to regularly review and update

employment agreements, ideally in conjunction

with annual salary adjustments, boards and/or

property managers can protect the corporation

by ensuring compliance and limiting liability. 1

Ryan Edmonds and Alexis Radojcic are

condo lawyers at Lash Condo Law LLP.


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With this in mind, and as energy and utility costs continue

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One of the best ways for Ontario condominiums to defi ne that

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This is an in-depth study, analyzing two to three years of utility

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A level two study helps condominiums identify opportunities

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lighting—all of which impact a building’s energy consumption.

This scope also includes the full building envelope: balconies,

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During an ASHRAE Level 2 Energy

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Energy usage data is used to create a

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• Water Use Intensity (WUI): Total litres

of water converted to a standard unit

and divided by condition space within

the building.

• Green House Gas Intensity (GHGI):

Total energy use converted using local

grid factors for gas and electricity

divided by condition space within

the building. GHGI is expressed as

the amount of Carbon Dioxide (CO 2

)-

equivalent emissions per square

metre of fl oor space per year.

UNLOCKING AVAILABLE FUNDING

“An ASHRAE Level Two energy audit

helps the condominium board and

property manager get an idea of how the

building is performing. From there, we can

explore the applicable retrofi t/incentive

programs to help further improve the

return on investment,” explains Moore.

To support condominium corporations

in their energy efficiency journey, a variety

of incentive programs are available.

Through programs like the IESO Ontario’s

Save On Energy Rebates and Enbridge

Commercial & Multi-Residential Air

Tightness Testing Program, the available

fi nancial supports can offset the costs

of implementing Energy-Conservation

Measures (ECM) identifi ed in audits.

During the audit, Pretium will identify

funding opportunities and provide high

level estimates of their value. Once an

audit is complete, Pretium can assist with

fulfi lling the requirements for the selected

rebate application(s).

“An in-depth, full building energy

audit has the potential to cut energy

consumption and greenhouse gas

emissions by 50-80%,” suggests Moore,

who asserts that incentive programs

are beginning to switch their focus:

“Traditionally, incentive programs were

primarily focused on reducing energy

costs and usage, but we’re now seeing

incentive programs focused on improving

greenhouse gas emissions, accessibility

and occupant comfort.”

As the incentive programs evolve,

Pretium adapts their strategies to

maximize the benefi ts of the latest

fi nancing and rebate opportunities

available for their clients. Their skilled

team of in-house envelope specialists,

building performance modelers,

engineers, and project managers,

diligently seek out emerging incentive

opportunities and the latest technologies

to optimize project returns.

PUTTING IT ALL TOGETHER

Upon audit completion, Pretium delivers a

comprehensive report detailing estimated

capital, utility savings, emissions

reductions, operational cost reductions,

payback periods, project timing, and

available incentives for each Energy

Conservation Measure (ECM). This

report can be used as a road map for the

condominium, allowing them to execute

their chosen ECMs either as components

near the end of their useful service life, or

as funding allows.

By investing in a thorough energy audit

and leveraging available incentives,

Ontario condominiums can achieve

a triple bottom line: reduced energy

costs, improved resident satisfaction,

and a smaller environmental footprint.

This strategic approach positions these

buildings as leaders in sustainable

development.

To learn more, visit

www.pretiumengineering.com.

Expanding Condo Board Oversight

Common issues with accountability and the potential for future regulations

As more condominiums rise up across

Ontario, boards play an increasingly vital role

because they oversee the operation, both physical and

financial, of these communities.

BY SALIM DHARSSI AND

VAL KHOMENKO


GOVERNANCE

Governance has been scrutinized since the

first condominium in the province went on

sale in 1967. Some have argued that boards form

a fourth level of government, with directors having

almost absolute power over the affairs of their

condominium corporations.

This level of authority eagerly invites the need

for accountability, which is essential to ensure

transparent governance, ethical decision-making,

ongoing economic viability and for maintaining

trust in the condominium model within the province.

The vibrancy and viability of all condominium

communities, including the broader housing market,

depend on it.

Common issues with condo board

accountability:

1

Lack of transparency

One of the most common complaints

from condo owners is the lack of transparency

in decision-making. The Condominium Management

Regulatory Authority of Ontario (CMRAO),

which oversees condo managers, has said that

board decisions are a top complaint it receives,

despite having no jurisdiction over board directors.

Some boards fail to provide clear communication

about financial matters, renovation projects, or

major repairs. Owners receive annual budgets and

audited year-end financial statements, but these

documents merely group revenue and expenses

into high-level categories. Owners can be left in

the dark about the specifics of how their fees

are being spent, which can lead to mistrust and

frustration. In extreme cases, boards have been

accused of concealing important financial details

or approving questionable expenditures without

consulting owners.

2

Abuse of power

While most condo boards refrain from

abusing their power, some have been known to

overstep their authority, imposing rules or penalties

on owners without following the proper legal

processes.

Some boards may attempt to control every

aspect of condo life, from withholding renovation

requests or dictating renovation timelines,

to inconsistently enforcing rules about

pets, parking, or even how units are decorated,

all based on their personal and subjective

preferences. This type of behaviour often creates

a hostile living and working environment,

where owners, tenants and staff do not have

certainty for how their actions will be treated;

they can feel powerless and harassed.

3

Conflicts of interest

Board members may also act in their own

self-interest rather than for the good of the entire

condominium. This manifests in various ways,

such as favouring certain owners over others,

hiring family members or friends to provide their

condo with services without competitive bidding,

or pursuing personal agendas that do not benefit

the wider community.

These issues and the level of accountability and

oversight were surely tested in the value-for-money

audit, which was conducted by Ontario’s Audi-

tor General in 2020. The report was presented by

the standing committee on public accounts to the

House in February 2023.

There were many recommendations, which

the Condominium Authority of Ontario (CAO) and

the CMRAO have since adopted. Currently, the

scope of disputes and issues the CAO’s Condominium

Authority Tribunal (CAT) can weigh in on is

limited. The CAT cannot look into issues relating to

board decision-making or governance, unless they

relate to noise complaints, smoke migration, pets

and records requests.

Aside from taking steps to call a special meeting

of owners for the removal and disqualification

of board directors, there is no other recourse available

to owners to address board governance and

decision-making problems, other than making an

application to the Superior Court of Justice, which

is a costly and time-consuming endeavor.

It is extremely difficult to remove or otherwise

hold directors accountable, even if they have eroded

the trust of the community. More interestingly,

the standing committee recommended that the

ministry of public and business service delivery

should work with the CAO to include an array of

key areas, such as board misconduct and fraudulent

board elections.

Arguably, the writing is on the wall: the jurisdiction

of the CAT will likely expand to include alleged

board misconduct. Regulatory amendments and

their proclamation into law can take time as they

grind through political and administrative government

processes.

In the meantime, condo boards should

try to adopt and promote good governance

practices by following these three

simple steps:

1

Foster transparency

Owners’ allegations about a director’s

abuse of power and misconduct often stem from

poor communication and asymmetric information.

Board directors have all the information about their

condominium’s operations, maintenance, repairs,

capital projects, and spend. Owners receive practically

none of this information, unless a board

actively shares it.

Transparency requires more than just sharing

board meeting minutes, which are brief and don’t

capture details about discussions or the “why”

behind the decisions being made. Transparency

also requires more than sharing records because

records don’t contain project plans, timelines, or


GOVERNANCE

Stronger enforcement of the

Condominium Act

Bringing the condo governance disputes into

the CAT’s jurisdiction as per the standing committee’s

recommendations would be an alterpriorities

of all the requests and maintenance work

the board is tasked with.

In fairness to boards, fostering full transparency

isn’t easy. Traditionally, boards don’t have a central

place to keep all their records, project plans,

and operational work. To improve transparency,

get organized and locate all your condominium’s

operational information in one place.

2

Engage ownership

Good governance requires boards to

engage with owners regularly and in a manner

that allows owners to be heard. At a basic level,

engagement requires boards to share information

actively with owners. This includes maintenance

records, spend, opinions and updates

from vendors, reasons for decisions, and how

they are prioritizing requests that owners and

tenants are making.

At a more advanced level, engagement

requires boards to have a communications strategy,

which ensures owners appreciate the intent

and nature of the message. Communications

should not be a check-the-box type exercise.

Finally, the best engagement comes when owners

have the ability to ask questions and have a

dialogue with the board or their property manager

in a friendly and non-adversarial setting.

Director qualifications and

professional board members

Condo boards are responsible for managing the

affairs of their corporations, which includes making

decisions and carrying out duties relating to financial,

mechanical, structural, social and legal issues.

To achieve good governance, board members

must have a combined skill set that covers these

areas. Otherwise, they are left with voids that may

affect their decision-making and actions.

While it’s possible to fill gaps by hiring property

managers and vendors (which is undoubtedly

done and is the norm in the industry), a

board with these skills across their members will

have more success and encounter fewer issues

because they won’t have as many blind spots.

Over the longer term, there is growing

consensus in the industry about the benefits

of furthering the oversight of condominium

boards across Ontario. Some

recommendations have included:

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Follow us:

ing change of the Act’s self-governance model.

The ministry of public and business service

delivery should offer protection for condo owners

and buyers by providing the CAO with

inspection, investigation, and enforcement

powers to ensure compliance with the Act.

Amalgamate the CAO/CMRAO

Both organizations are already intertwined

with information sharing, education, and

registries. The value-for-money audit suggested

that the CAO and CMRAO could

be combined into one authority, with an

estimated annual cost savings of up to

$753,000. This move would establish a

one-stop shop for all things related to condominium

governance and management.

Expand further on education

With the seven-year anniversary of the first

wave of directors’ training expiring, education

should be strengthened to focus further

on governance and interpersonal relations.

During the time of the audit, more

than 6,000 directors (over 13 per cent) had

not completed their training within the prescribed

period of time.

Accountability in condo board governance

is crucial for the well-being of any community

and for stability of the housing market in

Ontario, more generally. By fostering transparency,

setting clear policies, encouraging

resident involvement and ensuring that

board members are trained and equipped to

handle their responsibilities, the board can

build a community based on trust, fairness

and mutual respect. The government has an

opportunity to act by adopting the recommendation

from the value-for-money audit.

Implementing these suggestions can help

prevent conflicts, protect a property’s financial

and physical health, and maintain a high

quality of life for all residents of condominiums

in Ontario. 1

Val Khomenko, RCM, OLCM is a Regional

Condominium Manager with TSE Management

Services Inc.,s providing full-service

property management and consulting services

in the Greater Toronto Area.

Salim Dharssi, BASc, JD is a two-term condominium

board director and Founder and CEO of

Managemate, a SaaS solution used by condominium

boards and managers to reduce costs by

centralizing their maintenance, capital project and

record keeping processes.


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The Unbearable Darkness

of Shared Facilities

The common pitfalls of shared facility agreements and practical advice for navigating these

challenges effectively.

Shared facilities exist at many

condominiums and are the bane of the

existence of managers and directors alike. During

development, many stakeholders, from city planners to developers, each with their own

agendas, converge to shape these spaces.

BY SALLY THOMPSON


LEGAL

However, amidst this complex negotiation,

the voices of future condominium

corporations—the very entities that will bear

the brunt of managing and maintaining these

shared facilities—are conspicuously absent.

This oversight frequently results in convoluted

agreements that are difficult to interpret

and implement, leaving volunteer condominium

boards grappling with unforeseen responsibilities

and costs.

Starting out wrong

When a developer sets out to develop a condominium,

there are many players at the table,

all pushing for their own interests. The city

wants a lively streetscape, with retail spaces at

the base of the building. The developer wants

to maximize the sellable gross floor area and

profit. Another division of the city wants a new

park or daycare. The province wants affordable

housing interspersed throughout the condominium

units. The construction lender may not

be willing to lend enough money to build all 70

floors of the building into a single condominium,

which may result in the developer planning to

register two condominiums in the same tower.

The result is a highly complex development

with multiple parties occupying the final building

or complex. The relationship among the various

parties and how they will share in costs is set

out in a site reciprocal or sharing agreement.

The one party who is not at the table during

this negotiation is a representative of the condominium

corporations who will end up responsible

for the lion’s share of the costs and related

efforts. And everyone at the table seems to

forget that the volunteer condominium boards

are lay people, with no formal training or special

skills in operating a complex multi-component

facility.

The outcome is often a shared facility

agreement that is a quagmire of legal

mumbo jumbo that is next to impossible

to interpret and, even when interpreted,

doesn’t always align with the as-built

construction or worse, cannot be implemented

as written. Many agreements

completely omit significant and obvious

shared components. For example, including

a line item related to snow removal

from a shared laneway, but not speaking

to a $500,000 electrical switchgear or a

$1-million roof that serves both parties.

Many agreements set out the requirement

for shared facility committees, but then

structure in annoying voting requirements. A

party who is only responsible for 1 per cent

of a cost may hold the deciding vote in a setting

where unanimous consent of a shared

facility committee is needed.


GOVERNANCE

Get consensus early

If your condominium has shared facilities, you

need to consider the agreement provisions

from two perspectives: how are operating

costs shared and how are capital costs shared.

Early in the life of a condominium, everything

may seem to be going swimmingly.

There are some costs, like cleaning a shared

garage or changing some light bulbs, that are

minor in nature. Utilities are hopefully well

sub-metered and appropriately shared. The

parties reach some harmony with respect

to sharing the costs. They may even reimagine

the agreement in a way that feels

more logical to all involved. For example,

you clean beyond this arbitrary line, and we’ll

clean the rest. That can work reasonably well

for several years, but often causes serious

problems when major capital work becomes

necessary. When hundreds of thousands

or even millions of dollars are involved, suddenly

everyone takes a more serious look at

the legal wording of the agreement and runs

for cover. This can result in a condominium

corporation being on the hook for significant

costs that they have not reserved for.

All condominiums with shared facility obligations

should have their agreement reviewed

Reserve funds for shared facilities

Another thing that needs to be understood early

on is how the reserve fund for the shared facilities

is to operate. Many shared facility agreements set

out the need for a shared facility committee. This

committee may be required to develop an annual

budget for operating costs. Some agreements

require a separate reserve fund study and reserve

fund account for the shared facilities. But many do

not, particularly if one or more of the sharing entities

is not a condominium.

If no shared facility reserve fund is required, then

condominiums who are party to the agreement

will still need to reserve to cover their shared obligations.

This can be handled by including the corpoearly

on by their legal counsel and an engineer

familiar with interpreting shared facility agreements.

This should start with a summary

of what is shared, ideally resulting in a list of

shared equipment, components and spaces

that all parties can agree to. Shared equipment

might even be labelled as such on site.

It should also include a review of the site to

identify components, which are shared in

practice, but have been omitted from the

agreement.

Renegotiating the terms or amending the

agreement twenty years before any significant

capital work arises will be much easier

than attempting to do it when a major capital

project is imminent.

Some areas that deserve particular

attention in this review:

• Incoming water services and outgoing

sewers, cisterns and related sumps: these

may be covered by some general wording,

but it is better if they are clearly identified.

• Main electrical switchgear and transformers:

not just the power consumed, the

equipment itself.

• Horizontal boundaries: for example, the

ground-floor retail patios sit on top of the

commercial/residential parking garage. Or the

residential amenity terrace sits on top of the

roof of the office component. Delineating who

pays for repair and replacement in these cases

is very difficult, but important.

• Roofs: does the roof on the 20th floor of the

residential tower also serve the office component

located on floors 2 to 6?

• Suspended access equipment: if there is a

multi-floor office or retail entity at the base of

a residential high-rise, they will need to use the

suspended access equipment to repair their

walls.

• If garage drive aisles and ramps are shared

how will the ventilation, lighting, sprinkler systems

and drains be handled, considering that

these systems span both the shared drive

aisles and non-shared areas?

• If certain service rooms are shared, is all the

equipment located in the service room shared?

If not, does the sharing of the room include air

conditioning and ventilation equipment serving

that room? Is the floor waterproofing shared?

• If site landscaping is shared, but it is located

above one or more parking garages, who pays

for what when the garage roof decks are excavated

and re-waterproofed?

• Have shared facilities been properly separated

and sub-metered so the parties are paying their

appropriate share of utilities?

• At townhouse sites with significant roadways,

which water mains and sewers located under

the roadways are shared? If the phase two

townhouse condominium corporation’s mains

and sewers run under the phase one roadways,

who is responsible for paving when the

roads get dug up to replace the pipes?

• “Shared with shared” components, for example,

central plant equipment, like boilers or chillers,

which serve shared amenities as well as

serving one entity. Will a share of the cost of

those components be considered shared?


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GOVERNANCE

Berkley_CPM_Winter_2023_FINAL.pdf 1 2023-11-17 11:08 AM

30 Mohawk Road Hamilton

(Upper James St) 905.387.0300

2760

ration’s portion of shared costs in their main reserve fund study. This

is often the simplest solution, so be glad if this is how your shared

facilities are structured.

Some agreements call for a shared facility reserve fund, but don’t

clarify the mechanics of the funding. This is a particular issue for

agreements that include many different sharing ratios. For example,

in a three-way shared agreement, the cost of the boilers may be

shared on a 25/60/15 ratio, whereas the site may be shared on a

33/33/34 ratio. When different sharing ratios exist, I recommend

against using a single reserve fund. Co-mingling money that is contributed

according to different percentages often creates unnecessary

confusion.

Let us say the three parties above set up a single account to accumulate

money for both the boilers and the site. If the fund contained

$110,000 of the 25/60/15 boiler dollars and $20,000 of the 33/33/34

site dollars, and then the entities wanted to spend $120,000 on the

boilers, they would face a challenge. They cannot supplement the

$110,000 contributed per the 25/60/15 boiler ratio with $10,000 of the

33/33/34 site dollars because then the parties would be contributing

towards the boilers in the wrong share.

In these cases, I recommended either one reserve fund study

and one reserve fund account per sharing type or separate reserve

accounts for each entity. In the example, there could be two shared

facility accounts—one where all parties contribute towards the boilers

and a second where they contribute towards the site.

Alternately, a single study can cover both the boilers and the site,

but in this case a separate reserve account would exist for each entity.

The study would include two cash flow analyses, one for each entity,

reflecting the aggregate of their shares of each category of sharing.


GOVERNANCE

Some accounting software can track the

contributions by each party and allocate each

invoice per the appropriate sharing type, but

we often find that managers using these systems

struggle to reconcile the costs, making

it difficult to know how much of the balance

in the account is attributed to each entity.

This opening balance information is needed

for each reserve fund study update.

If all the sharing ratios are the same, for

example, if two towers share the lobby, amenities,

site and garage all in a 48/52 ratio, then

one shared facility reserve fund study can be

completed and one reserve account can be

used for both parties. In this case, all the dollars

in the account are 48/52 dollars, so they

can be used indiscriminately.

Responsibility for repair

At some sites, there is a shared facility committee

that acts very much like the condominium’s

board, overseeing a manager and budget for

the shared facilities. They take care of all repairs

for the shared facilities.

At other sites, one party is assigned

responsibility for arranging for repairs to certain

shared facilities and then presents an

invoice to the other sharing party after the

fact. This responsibility can be set out in an

itemized list in the shared agreement or can

sometimes flow with property boundaries.

In this case, there is generally a lot of dispute

because the party receiving the invoice may

feel that the work was unnecessary or excessively

expensive.

Lack of alignment

Another layer of complexity exists if the motivations

of the parties represented on shared

facility committees are not always aligned.

One party wants to keep the shared amenities

in tip-top shape and the other just wants

to minimize fees.

Or a commercial sharing partner wants to

significantly upgrade the streetscape outside

their retail units and unceremoniously presents

the residential condominium with a bill

for their share of the cost. All parties involved

in a successful sharing relationship need to

work hard to accept that the world will not

always be perfectly fair and that compromise

is sometimes needed to keep the peace. As

with everything, open lines of communication

and transparency are key.

Recommendations for shared facilities

So, my warning to those with shared facilities

is to proceed with caution. Understand what

your agreement covers and what it misses.

Create clarity early. Don’t just focus on utility

costs; think about capital costs, too. Work

hard to develop a strong working relationship

with your sharing partners. Set out a

vision statement for the shared facilities that

attempts to align expectations. And keep the

lines of communication open. If something

feels unfair, it is very likely your sharing partner

has something else they think is unfair.

If you work closely and respectfully together,

hopefully you can have a successful, war-free

shared facility experience. 1

Sally Thompson, MSc P.Eng. LCCI, is a

managing principal at Synergy Partners

and president of CAI Canada.

Readers can find more insight into the complexity of shared facilities in Sally Thompson’s

new book, Condo Questions and Answers, Ontario Edition, published this year by

James Lorimer & Company. Her four-part book, which was written for condominium owners

and directors, addresses the most common and unexpected problems facing condominium

owners.


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IS YOUR PROPERTY

PROPER?

INSURANCE

Contending with property damage is an undesirable, yet unavoidable, reality of

condominium management. For this reason, having the right property insurance

goes a long way toward protecting your financials and giving all stakeholders

greater peace of mind.

That being said, is your property insurance the proper fit for your building? It’s a

question that demands consideration, especially as property insurance is mandatory for

all condominiums. For review, Ontario’s Condominium Act requires all standard registration

condominium corporations to carry property insurance covering the common elements

and the units, but not any betterments done to the units. Importantly, it clarifies the types

of loss that a property needs to be insured against (aka “major perils”) and makes it clear

that the insurable value must be the full replacement cost of the property. Additionally,

the Act specifies that the insurance policy must be set up to protect three key parties,

including the condominium corporation, each unit owner, and each unit’s mortgagee.

The mandatory requirement for property insurance for condos makes complete

sense. Since unit owners collectively own the condominium, they want to protect their

investment but do not want to bear any personal risk from an inadequate insurance

limit or insurance companies that are not financially able to pay their claims during a

catastrophic event.

Meanwhile, mortgage providers and lenders want assurances that a condo

corporation’s insurance coverage will restore the livability and sellability

of the unit by repairing damage to both common elements and

the basic unit. Similarly, financial institutions that provide

mortgages on condo units will often be concerned

that the policy is insured to full replacement

cost value at all times and insured

with financially stable, A-rated

insurance companies.

Savvy owners will

want to

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ensure this as

well, as the intent of

the insurance is to transfer

risk to an insurance company.

So, what should a condo board look

for to know if their property insurance is

adequate? From a high level, you want to ensure

your coverage program is:

• entrusted with stable and financially sound insurers;

• has a proper replacement cost limit of insurance;

• carries reasonable deductibles (as required by the Condo

Act), and

• does not contain any co-insurance penalties.

There are additional points and tips to consider when assessing

if your property insurance is the right fit. They include:

• THE AM BEST GUIDE: When brokerages evaluate

the financial stability of potential insurers, they will

commonly consult the AM Best Guide. This is a reputable

and independent rating agency that assesses the

financial strength and stability of insurance companies.

An “A” rating indicates that the company has a strong

ability to meet its financial obligations, including paying

out claims. This verifies that the insurer has sufficient

funds to cover potential losses and provides peace of mind

to policyholders. Many large corporations and financial

institutions require a minimum “A” rating for their insurers.

• REPLACEMENT COST APPRAISALS: To ensure your

corporation carries an appropriate limit of property

insurance, you should secure a replacement cost

appraisal regularly. This report should be completed by

an accredited independent third-party appraiser that

carries an ASA or AACI designation. This will provide

your board with assurances that your corporation

is insuring its full replacement cost value and is in

compliance with the Condo Act. Your declaration may

specify how often to secure an accredited appraisal; but

when in doubt, most condos observe the rule of thumb

of every three to five years.

• REASONABLE DEDUCTIBLES: The Condominium Act specifies

that a condo corporation’s property insurance may carry a

deductible but that the deductible must be reasonable. The

term “reasonable” is used often in the Act, and it essentially

means that the deductible is appropriate (and not in excess)

based on the details of your particular condominium.

In our experience, many condos carry a water damage

deductible of $25,000 or $50,000 as they feel that it is a good

“managing deductible” for the corporation. In essence, it allows

the condo to charge back up to that amount to the responsible unit

for the nuisance unit-to-unit losses but still allows the corporation

to access its insurance coverage at a reasonable deductible level.

WHAT IS COINSURANCE?

Coinsurance is a penalty designed by insurers to penalize an

insured (and make them a co-insurer on the loss) when an

insured’s property insurance limit is below the full replacement

cost. As a basic example, if you have a coinsurance clause in your

policy, and only insure to a limit that is 50% of the replacement

cost value of your property, the insurer will only pay roughly 50%

of any loss your corporation incurs. This makes the condominium,

and ultimately the unit owner, a co-insurer in the loss.

Be cautious of workarounds that require a board member or

property manager to sign-off on the insurable property value.

These forms create significant exposure to boards and property

managers and, if requested, should only ever be signed by an

accredited independent appraiser. The most optimal option is to

have your insurer remove any coinsurance penalties and provide

a true no-coinsurance policy which offers maximum protection.

Between floods, fires, windstorms, and owner accidents,

property damage is a near inevitability in a condominium. But

when repairs or restorations are needed, there is value in being

equipped with a properly-tailored property insurance policy

that will insulate the condominium corporation from financial

burdens and let everyone rest easier.

Tom Gallinger is Senior Vice President of Atrens-Counsel

Insurance Brokers (www.atrens-counsel.com).

FEATURE

BREAKING

AGING BARRIERS PLACE

Condo safety is an evolving topic with much-needed government regulations.

Anticipating the future needs of aging condo communities and viewing

Quintin renovations Johnstone through writes the lens about of accessibility.

innovating emergency response on page 28,

while Sonja Hodis answers questions about security cameras as corporations

By Rebecca Melnyk

use them more readily. And unsafe events often bring to light new lessons. Luis

A. Hernandez and Ingrid Kulik detail a recent legal case that involved multiple

incidents of threatening behaviour (page 36).

FEATURE

Close to 87 per cent of Canadians believe

there should be accessible housing

for everyone, according to a newly released

national accessibility study by the Rick Hansen

Foundation (RHF). Yet most multi-residential

buildings don’t anticipate the needs of an

aging population, which comes with more

disabilities.

Nearly two-thirds of Canadians have a

disability or live with or take care of a family

member with a disability. A report from Statistics

Canada, released last year, found that

between 2017 and 2022 the disability rate

among seniors increased to 40 per cent.

“You’re only temporarily able-bodied,” says

Brad McCannell, vice president of access and

inclusion at RHF and a wheelchair user for

40-plus years. “Everyone will join our community

sooner or later, so how do we accommodate

that as condo boards and owners?”

McCannell, who is also a member of the

Accessibility Standards Canada Board, urges condos

to make a concerted effort to get both seniors

and people with disabilities on their boards.

“There is nothing like the lived experience,” he

says. “Get that direct input and it will allow you to

anticipate the needs going forward.”

Older condos often face greater challenges

when it comes to adapting their property for

long-term use, says Kirsten Dale, property

manager with MCRS Property Management.

She finds the needs associated with aging

in place can be complex, but if well supported,

residents can comfortably remain in their

homes for as long as possible.

“When my firm begins working with a new

community, we encourage residents to speak

up often and early to express their wants

and needs as this feedback helps us to plan

for their long-term enjoyment of their investment,”

she says. “Our residents learn quickly

that as they age and their needs change, their

homes can evolve right along with them.”

Solutions can partly come from disability

awareness training, which may include hiring

knowledgeable consultants, as well as groupbased

simulation activities that support teambuilding

among boards. “Borrow a walker or

wheelchair and try to navigate the common

areas of your community,” suggests Dale.

“Or put on a blindfold and try to find your way

down to the refuse chute room in your hallway

from your unit entrance. The ways you could

help those with accessibility challenges will

become clear very quickly.”

Condo lawyer Sonja Hodis, of Hodis Law,

suggests that corporations think proactively

and address accessibility issues during renovations

and when reviews of the common

elements are undertaken. “Just as they look at

their common elements from a reserve fund

study perspective, they need to look at them

periodically from the perspective of accessibility,”

she says. “Disability-related needs and

accessibility are not just an age-related issue.

Anyone could require accommodations to be

able to equally access common elements.

Condos need to ask themselves if their premises

are accessible and, if not, what can be

done to make them so.”

Sometimes government funding becomes

available for accessibility projects. Dale says

this funding can greatly assist in offsetting the

cost of what would otherwise be an added

expense to the community.

While planning, McCannell says a first step

is understanding how every site is different.

“If you are reactive to aging-in-place solutions,

you’ll always be behind,” he adds. “The important

thing is to get ahead of the needs of the

community and understand there's no onesize-fits-all

solution. Every single building will

have unique tenants, owners and features.”

Such an approach will give residents greater

control over their future independence; yet

sometimes there are situations where owners

or residents, despite their age, can no longer

live on their own for their own safety or the

safety of others. Hodis says it is important that

property managers have current and up-todate

emergency contact lists, including names

of powers of attorney and estate trustees. “A

lot of condos don’t know who to contact if

something happened to a resident or if there

are issues with the unit and the resident is

incapable of dealing with them,” she says.


FEATURE

From a legal perspective, she also cautions

that condos are not long-term care facilities.

She has seen people move elderly family

members into a condo and then rely on

condo staff, management and board members

to take care of the individuals who cannot

live independently. “This is outside the

scope of what the role of the condo corporation

is,” she says. Condos have to be careful

that they don’t overstep that boundary and

take on responsibilities and liabilities that they

shouldn’t.”

While many seniors are generally quite

capable as far as accessibility is concerned,

Dale adds that sharing information with a

community about the range of non-medical

assisted living services can help them plan

and prepare.

Easy-to-achieve solutions and fixes that

require more pre-planning

Before undertaking accessibility projects, Dale

points out four categories to consider: physical,

cognitive, auditory and visual. For instance,

when replacing signage, could condos consider

adding alternative languages or braille

for the visually impaired? During fire system

upgrades, could there be additional strobes or

sensors incorporated for the hearing impaired?

Through his extensive consulting on universal

design, McCannell says managers should

regularly inspect the property for mobility hazards

to remediate. More specifically, replacing

conventional door closers with delayed action,

low-resistance closers will hold doors open for

up to 30 seconds. “All those doors become

much simpler to operate and move through

and, in many cases, safer,” he says. “We’ve

had lots of reports of people being knockedoff

their canes or crutches by these doors and

it's completely unnecessary.”

Other quick fixes can be woven into day-today

maintenance. Losing depth perception—

the way eyes perceive the distance between

two objects—is one of the first signs of aging.

This can pose a problem in common areas

such as hallways with light-coloured floors,

walls and ceilings. Using contrast will help,

for example, painting baseboards a different

colour to create a parallax effect.

The mailroom is another area of concern.

When renovating, condos can add extra post

boxes at an accessible height and remove

sharp corners from 90-degree counters so

people who bruise easily don’t bump their hips.

The same goes for corridors, where removing

90-degree corners can help reduce collision

hazards for residents with hearing loss.

Intercoms, which are typically installed for

standing users, can be lowered during a renovation

to accommodate visitors, and when

looking at fitness centres through an adaptable

lens, light levels should create flat, even

illumination, rather than shadows, glare and

pools of light. Turned-up HVAC systems can

raise noise levels of the gym that hearing aids

may amplify. Equipment designed for ablebodied

people can be supplemented with a

broader range of equipment or upgraded. For

example, replacing the step on treadmills with

a ramp to mitigate tripping hazards. In these

crowded spaces, without an appropriate turning

radius, walkers may be tricky to navigate

and falling can cause incident reports.

Pet ownership is another convoluted issue.

In Vancouver, some condos have implemented

a designated pet-relief area serviced by a

weekly cleaning professional. Owners are fined

if they use other areas. “Everyone says you

should pick-up after your dog, but what if you

can’t bend over?,” says McCannell. “Do you

have to get rid of it? Maybe that means charging

an extra $5 for a suite with a dog to have

that service."

Parking garages are going to become an

increasing problem as more people need


FEATURE

spaces designated for disabilities. Gaining

access to this common element requires dexterity.

A proximity card can replace the act of

inserting cards and pushing buttons.

Building better condos and the future of

aging in place

Some features that commonly impede people

with disabilities aren’t the most expensive to

upgrade. Others are costlier when retrofitting compared

to incorporating into brand-new condos.

As it stands, the minimum accessibility

requirements for condos in the Ontario Building

Code (OBC) are quite dismal, says Vanessa

Tanolo, an interior designer and principal at

Tanolo Tech Integration, which provides building

code and accessibility consulting. “I have

heard of owners purchasing barrier-free units

and not realizing what they are actually getting

in terms of accessibility,” she says. “Developers

have an opportunity to go beyond but

most unfortunately don’t, either due to cost or

lack of understanding of how to do so.”

Codes are often a decade behind the real

needs of a community, adds McCannell. Recent

updates to B.C.'s building code require all units in

new condos to be adaptable to meet the needs of

people with disabilities. However, that update has

been delayed until 2027.

“That’s the third time it's been kicked down

the road, but it doesn’t change the need for it

today,” McCannell warns. “On new construction

the cost is about 4 per cent. As a retrofit,

it’s around 40 per cent.”

In Ontario, new updates to the OBC come

into effect January 1, 2025, and include a

requirement that all doors with self-closers

have a power door operator (for example,

entrance doors to suites or rooms served by a

public corridor or a corridor used by the public)

and that all pedestrian entrances to a barrierfree

storey be barrier-free and connect to a

barrier-free exterior path of travel.

Although these updates are part of the

code’s most substantial overhaul since its introduction

in 1975, little has improved in this new

version when it comes to accessibility. Tanolo

suggests looking beyond code requirements at

the Accessibility Designed Program from The

Daniels Corporation, with features such as lowered

concierge desks, accessible sink details in

kitchens and bathrooms, pull-out shelves at the

oven, and waste chutes with automatic door

openers. CSA has model code standards for

accessibility, specifically for dwellings and common

areas, including reception and amenity

spaces. Canada Mortgage and Housing Corporation

has also published a universal design

guide for designers, builders and developers of

multi-unit residential buildings.

The RHF Accessibility Certification, which

launched in 2017 for both new and exisiting

multi-residential buildings, rates everything

from wayfinding and interior circulation to sanitary

facilities. The whole system was recently

updated to include a neurodiverse section.

Buildings that complete the rating gain access

to other incentive programs. So far, 81 multiunit

residential sites across Canada (rented

and owned) have achieved certification. The

program itself offers three levels of training for

boards and professionals who wish to learn

more and deep dive into resources.

As someone who has conducted many RHF

ratings, McCannell wishes developers would

rethink their approach. “What we really want

is the infrastructure of the home to anticipate

the user,” he says. In the bathroom, without

affecting the footprint, features can include

a wall hanging sink with a removable vanity

underneath, or a roll-under sink in the kitchen.

As people age, they require more power

outlets in their bedrooms for CPAP machines,

electric hospital-style beds and charging

scooters. McCannell estimates that adding

an extra circuit will cost the builder about $30

at the time of construction compared to thousands

after the fact. “Right now, my mom has

a power bar in the bedroom with eight extension

cords,” he says. “Not only is that a fire

hazard but a tripping hazard.”

As well, room controls, such as light switches

and security panels, should be lowered by


FEATURE

“We’re getting all kinds of reports now about

people falling because they’re reaching for the grab bar

and it’s not in the right place.”

six inches, while outlets, traditionally located

close to the floor, should move up six inches

to prevent people from having to bend over.

During construction, adding backing to

walls and ceilings will allow for future grab

bars and lifts where needed. “Right now, you

can go to the store and buy a grab bar but

you have to bolt it in where the studs are,” he

says. “We’re getting all kinds of reports about

people falling because they’re reaching for the

grab bar and it’s not in the right place.”

These are just a few simple features that can

be part of new condo design in a cost-effective

way. In the future, smart home proponents envision

rapid technological advancements will play

a greater role in the evolution of aging in place.

Andy Rittenhouse, specifications manager

with Somfy Systems, a smart home

solutions company, has witnessed a growing

demand for technology that enhances

the comfort and well-being of aging residents

in condos. There’s a strong focus on

increasing accessibility but also promoting

health, safety and autonomy.

“We’re seeing increased interest in a range

of smart technologies: voice-activated systems,

automated lighting that adjusts to individual

needs, and temperature control systems

designed for both ease of use and energy

efficiency,” he says.

Other key innovations for the future of

aging in place include automated shade

systems that help maintain a consistent

circadian rhythm, which if left unbalanced

can exacerbate conditions such as dementia.

He also envisions window systems that

automatically adjust based on light levels,

temperature, and even the time of day.

These systems, integrated with voice-activated

controls or smart home assistants,

would make it easier for seniors to manage

their environment without physical effort.

Common areas could see innovations like

personalized lighting systems that adjust

intensity and colour temperature to suit

residents’ needs, creating more inviting

and health-focused communal spaces.

While building features play a role in future

adaptability, so does the surrounding neighbourhood.

“Aging in place also means remaining

close to your community and family,” says

Quinn Samardzic, director of sales and marketing

for Mattamy Homes' GTA Urban Division.

This includes built-in retail services and locational

attributes like connectivity to everyday

needs and transit systems.

She says condo developments should

also reflect amenities that downsizers once

enjoyed during their single-family home years,

such as a community garden, a space that

mirrors a garage workshop and large dining

rooms for hosting big holiday celebrations.

Aging-in-place design can encompass

many details. When it comes to adapting

living spaces and creating physical

accessibility, McCannell advises condos

to refrain from labelling barriers. “Older

adults hate being labeled disabled,” he

says. “Don't stick a little sign on the

lower mailbox saying this is only for older

adults or people with disabilities. People

can have multiple disabilities and be in

complete denial about them. You want to

make it accessible, but people will figure it

out on their own.” 1


Short-Term Rental Registry Stuck in Manual

Toronto Auditor General calls for enhanced data management capabilities

The City of Toronto’s licensing department has been

directed to improve data management for the short-term rental

registry after a municipal audit found that about 10 per cent of approved housing hosts may

have overstepped the rules.

Toronto Auditor General Tara Anderson also

flagged challenges in determining whether

municipal accommodations tax (MAT) has

been accurately collected because details are

missing from the information licensed short-


term rental companies submit to Toronto’s

revenue services department.

She concludes that administrators’ heavy

reliance on manual review processes hinders

oversight of the approximately 8,400 regis-

trants currently approved to offer short-term

rental accommodations in their principal residences.

Her report and recommendations

were adopted at Toronto Council’s meeting in

late July. This follows after Council updated the

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municipal bylaw governing short-term rentals

earlier this year in an effort to make it easier to

enforce.

“Challenges persist due to ongoing noncompliance

and difficulties in enforcement,

alongside limited resources, outdated techniques

in data analysis and highly manual,

labour-intensive internal processes,” the audit

report observes. “It is essential to implement

efficient and effective monitoring of the shortterm

rental operators’ adherence to the regulations

to ensure the goals of the bylaw are being

achieved as intended.”

Under Toronto’s rules, homeowners and

tenants can rent out up to three bedrooms

within their principal residence for a maximum

of 28 consecutive days and no more

than 180 days total in a calendar year. To do

so, they must be registered with the City

and the registration number must be cited

in cross-listings with any of the three companies

— Airbnb, Booking.com and PodsLiving.

com — that are licensed to facilitate short-term

rentals in the city.

In applying to join the registry, owners/tenants

must supply identification and information

for an emergency contact or contacts who will

be reachable 24/7. Auditors found that successful

applicants generally received approval and

a registration number within three weeks, but,

on average, administrators took four months to

render decisions on the roughly 16 per cent of

rejected applications during the 2021-2023 period

due to the “additional investigation efforts”

required.

Approved registrants are required to pay an

annual registration fee, remit municipal accommodations

tax (MAT) equivalent to 6 per cent

of revenue earned from room rentals and make

quarterly declarations to Toronto’s revenue ser-


REGULATORY

Vancouver Updates Short-Term Rental Rules

Vancouver City Council approved updates to the short-term rental policy, aligning it with the

recently enacted Short-Term Rental Accommodations Act.

The definition of a short-term rental has changed from less than 30 days to less than 90

days. Long-term rental license holders who are currently renting their property for periods

between 30 to 90 days will need to either apply for a short-term rental license, if they meet all

requirements, or extend their rental terms to more than 90 days and continue to operate using

their long-term rental license. The City is also requesting that the province amend the Vancouver

Charter to allow municipal tickets to be served by registered or electronic mail.

In early 2025, all short-term rental operators will be required to enroll in the provincial registry,

which will enhance data sharing and compliance monitoring. As of September 12, 2024, residents

can apply and obtain a long-term rental license completely online.

vices department even if they have no earnings

for the period. Although Airbnb has committed

to collect and convey MAT on behalf of registrants

listed on its platform, which accounts

for about 92 per cent of tax collected from the

registry thus far, housing hosts are still obliged

to submit individual quarterly reports to the City.

Audit data shows Toronto garnered roughly

$20 million in MAT in the 42 months from the

launch of the registry in September 2020 to the

end of February this year. An additional $3.7

million was collected up to the end of 2023

from registrations and a surcharge applied on

nightly bookings through licensed short-term

rental companies’ platforms.

However, the recent update to the authorizing

bylaw will increase the revenue from

the latter fees. The annual registration fee for

housing hosts will jump from $53.22 to $375

beginning in 2025, while short-term rental

facilitators are now levied $1.50 per nightly

stay booked through their platforms — up

from the previous charge of $1.06 prior to

June 30 this year.

Automation and API could enable

information exchange and risk detection

audit report acknowledges the many challenges

that licensing staff faces in reviewing

applications for the registry and underscores

the impossibility of keeping track of every transaction

for every night of stay, which numbered

approximately 2.4 million across all registered

properties during the period scrutinized.

As part of the bylaw update, City Council

has already called for the development and

implementation of an application programming


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interface (API) to enable better information exchange with the licensed short-term rental platforms.

The audit report further recommends advanced analytics and automation to focus on

six indicators of rules violation.

The following are considered plausible-to-strong hints that short-term rental accommodations

are not located in registrants’ principal residence:

• exceeding the limit of 180 nights per year for rentals;

• renting out more than three bedrooms per night;

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These are all risks that human administrators are

currently monitoring through intuitive, labour-intensive

processes.

“To pinpoint non-compliance, the MLS (municipal

licensing and standards) compliance team primarily

analyzes the transaction data for short-term

rentals, focusing on past violations and active noncompliant

listings. They target suspected operators,

looking particularly for violations of the threebedroom

rule, by manually analyzing the transaction

data,” the audit report advises.

During the period covered in the review, the

auditor found that:1,438 housing hosts may

have exceeded the 180-night limit; 545 may

have exceeded the three-bedroom limit; and

170 may own more than one short-term rental

property. Notably, 1,100 of the registered

homeowners had a different mailing address

for their property tax bill than that for the

short-term rental accommodations. As well,

there are concerns about pirated and noncompliant

registration numbers showing up

in listings on the short-term rental companies’

platforms, which are evident in a mismatch

of information for advertised and registered

properties bearing the same number.

Airbnb’s voluntary agreement to collect and

remit MAT on behalf of registered housing hosts

who are listed with the platform is described as

“beneficial” for the City of Toronto. “It improves

compliance, simplifies tax deduction at the

source, streamlines collection, reduces reliance

on remittance by operators and reduces the

administrative burden on City staff,” the audit

report maintains.

Nevertheless, the auditor calls for more transaction

details from both Airbnb and the smaller number

of housing hosts who collect and submit MAT

themselves. The latter group is simply required to

remit a lump sum and declare the number of nights

of rentals it represents. Airbnb does submit transaction

data separately to the licensing department,

but this typically chronicles patrons’ check-in and

check-out dates rather than when payment was

received.

“Without additional transaction details

accompanying remittances, reconciling or

verifying the accuracy and completeness of

Airbnb’s MAT remittances is challenging,”

the audit report states. “Operators who remit

the tax themselves are not required to provide

transaction details. This results in the

City relying on an honour system, expecting

operators to collect and remit the correct

amount of MAT.”

It’s recommended that Toronto’s revenue

services department establish a quarterly reconciliation

process to compare MAT remittances


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from more detailed transaction data that Airbnb

and other short-term rental facilitators would

be required to provide. Random “sampling and

comparing” procedures are also proposed for

housing hosts.

Verifying consent from landlords and

condo corporations

Among key concerns for landlords and condominium

corporations, the audit report

calls for more vigilance to ensure renters

have the unit owner’s consent, and that

offered condo units are not located in buildings

where short-term rentals are prohibited.

The City currently does not require proof

that tenants have permission to rent out

short-term accommodations in their units,

but there is an expectation that they do and

that they will also abide by Ontario’s Residential

Tenancies Act when they effectively

become landlords.

The audit report cites examples of other

cities, including Ottawa, Vancouver and

New York, that directly inform property owners

when tenants apply to register units for

short-term rentals or require tenants to submit

written consent from their landlords with

their applications — and suggests a similar

policy could better protect Toronto against

liability. As of January 2024, three lawsuits

had been registered against the City for

neglecting to confirm a tenant had the landlord’s

permission.

“The City needs to clarify the roles and

responsibilities regarding landlord-tenant

matters of all involved parties and consider

adopting risk-based sampling procedures in

the future for verifying landlord consent for

short-term rental registrations,” the audit

report states.

Meanwhile, the auditing team sampled the 20

downtown condo buildings that sport the highest

concentration of registered short-term rental

units (collectively amounting to 1,459 units). That

exercise uncovered 42 registered units in a building

that prohibits short-term rentals along with 41

scenarios where renter occupants had registered

a unit even though condo rules restricted shortterm

rental hosting to owners only.

Toronto’s licensing department does keep a

list of condominiums that have rules restricting or

prohibiting short-term rentals, which numbered

145 buildings when the audit was conducted

in January 2024. However, the report suggests

more proactive monitoring could be employed

at the application stage, rather than drawing on

the information to revoke registrations at a later

time. 1


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Nurturing the Backbone

of a Condo Community

Retaining property managers, cleaning staff and security personnel

Staff play an indispensable role

in maintaining a community's wellbeing

and safety, as well as the financial health of

the corporation.

BY TODD HOFLEY


GOVERNANCE

From the property manager who oversees

daily operations, to the cleaning staff who

keep spaces immaculate, to the security

personnel who bring peace of mind and are

often the first smile residents see each day,

their contributions are invaluable but often

underappreciated.

Retaining these essential employees is a

reflection of a community's values and makes

savvy business sense. A high turnover rate

disrupts the belonging that residents strive to

foster, incurs unnecessary costs associated

with recruitment and training, and may be an

indication of a culture gone wrong. This is

why it’s crucial to prioritize employee retention

through a multi-faceted approach that

acknowledges their unique needs, contributions

and situations.

While, technically, all of a condominium’s

employees work for another company, legally,

a condo board has a duty to ensure their work

environment is safe, inclusive and welcoming.

If employees aren’t happy with their working

conditions, a corporation can collaborate

with its management company to make

improvements.

Property managers: the heart of a community

While condominiums come in all shapes and

sizes, property managers will be the linchpin

of the community—even if they interact less

with residents compared to cleaning staff

or security. They are tasked with navigating

myriad responsibilities, so recognizing their

expertise and dedication is paramount.

One strategy that can be particularly effective

is providing annual performance-based bonuses.

In my own condo, this is set at a base level of 5

per cent salary, which can move up or down

depending upon their execution. Last year, there


GOVERNANCE

were several large projects that came in substantially

under budget because the manager dug for

deals and used her network. She was given a portion

of those savings to recognize her extra work.

On top of this, inviting property managers to

participate in community events, such as holiday

gatherings or barbecues, reinforces their integral

role. Understanding and accommodating their

commuting needs, such as flexible work hours

or assigning a parking space, also demonstrates

empathy and consideration.

Cleaning staff: the unsung heroes

Cleaning staff make shared living spaces

hygienic and inviting, contributing significantly

to residents’ quality of life. Annual bonuses

can be tied to performance evaluations to

acknowledge their commitment to maintaining

a community's standards. Setting a

minimum wage above provincial guidelines

also acknowledges the many staff who have

extremely long commutes by bus and train.

As well, a simple thank-you note, a small

gift card, and quarterly lunches for all employees

boost morale and foster a sense of

belonging. Be mindful of their working conditions

and ensure access to proper cleaning

supplies and equipment.

Security personnel: guardians of our safety

Security personnel work tirelessly to safeguard

their communities, often in challenging

circumstances. Annual bonuses of up to

5 per cent can increase with seniority. Helping

out by paying for new shoes, lunches,

and the occasional note of thanks also goes

a long way.

This retention strategy may sound

costly, but added up, it equates to about

2 per cent of the overall budget in my

own building. Over the past 10 years, we

have monitored the savings generated by

this approach and found the return to be

roughly four to five times. Our property

manager, who has been with us for 12

years, saved us more than $80,000 last

year alone.

When an emergency happens, our staff,

regardless of title or responsibility, will jump in to

help, saving further amounts of money. Additionally,

cleaning staff are the eyes and ears in the

building. They know if something sketchy is happening

or if someone is in distress. Having an invisible

ear to the ground is immeasurably valuable

when assessing and mitigating risks within any

communal building.

Implementing these types of retention strategies

cultivates a dedicated and loyal workforce that

enhances the quality of life within a community

and saves the corporation significant dollars. When

thinking holistically and with empathy, it becomes

a win-win-win-win. 1

Todd Hofley is the President of Toronto

Standard Condominium Corporation 2164.

1-866-570-2757


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MANAGEMENT

Eco-Friendly Upgrades

Understanding green condos to meet sustainability targets

Reaching net zero by 2050 means

sustainability targets for all buildings, both old

and new, will need to change quickly. This includes existing condo

buildings.

BY JACK ALBERT AND

WENDY MACDONALD


As building performance levels increase

at an accelerated rate, it’s not surprising

that condos built several decades ago will

start falling behind the status quo if upgrades

are not made. Choosing the right building

energy and sustainability revamps is critical

for keeping pace with today’s green ambitions.

When it comes to energy upgrades, the

best candidates are condo buildings that

need some work done anyway. For example,

if a building already has windows, a roof and

HVAC (Heating, Ventilation and Air Conditioning)

systems all in need of replacement, then

it just comes down to looking at the premium

to get the best possible product while optimizing

integration. That’s exactly where an

energy study comes in.

The energy study can be coupled with a

life cycle assessment (LCA) to assess other

environmental impacts of potential building

upgrades. This includes analyzing the condo’s

carbon footprint, both embodied and operational.

Currently, a major focus is minimizing

embodied carbon in buildings, and this is

where existing condos have an advantage; the

building with the lowest embodied carbon is

the one that has already been built.

A vital strategy in this “time value of carbon”

approach is to maintain existing buildings.

This cuts out all the embodied carbon

emissions that are associated with material

extraction, manufacturing and construction

of a brand-new building. Energy models and

LCAs are vital decision-making tools, as they

help owners analyze embodied carbon and

greenhouse gas emissions on their projects,

as well as energy use and cost.

Popular sustainability revamps

Window replacement

Improved insulation for windows trickles

down to improved energy efficiency.

When condo windows are replaced, less

energy is needed to regulate temperatures,

saving work for the HVAC system.

For older condos in the 30- to 50-year

range, window replacements have a

major impact on occupant comfort and

energy use. As a weak point in the building

envelope, windows transfer a significant

amount of heat and they can leak.

Energy modelling can be leveraged

to compare the benefits of high-performance

windows versus standard windows.

This often includes looking at energy

savings to estimate the payback on the

premium investment, as well as how high

windows need to perform to allow for a

smaller or electrified HVAC system.

Trained professionals can best assess

different options for window replacements,

working with a board to set clear

priorities. Sometimes the right approach



BC Retrofit Accelerator Targets Decarbonization

Certified 5 years in a row

The Zero Emissions Innovation Centre

(ZEIC) has launched the BC Retrofit

Accelerator (BCRA), a three-year

$20-million program aimed at kick-starting

climate and energy upgrades across

hundreds of the province’s commercial

and residential buildings.

With funding from Natural Resources

Canada, the Ronald S. Roadburg Foundation,

Metro Vancouver, ZEIC, and others

contributors, the BCRA will provide

hands-on guidance to the owners and

managers of larger commercial and

residential properties—including strataowned,

rental, non-market, and off-reserve Indigenous housing.

Over the next three years, the BCRA aims to deliver decarbonization plans for 500

large existing buildings, each showing a path to zero emissions by 2050 aligned with

major capital renewals.

Many property owners and managers, including strata councils, want to upgrade and

decarbonize their buildings by transitioning to all-electric heating, cooling, ventilation, or

water heating. But they grapple with a range of barriers, including low awareness, complexity,

and challenges in sourcing financing.

The program will provide expert coaching for all stages of a retrofit project, such as

identifying technology and financing options and support through procurement and implementation.

By navigating building owners and managers through the upgrade process,

the BCRA aims to spark deep energy retrofits—including the installation of heat pumps

or distributed renewable energy systems—in 125 larger properties across the province.

Contact us today by

scanning the QR code.

5753 Coopers Ave.

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means replacing the windows and frame.

This can be costly, but ultimately yield stronger

performance. Other times, just the glass

can be replaced, creating cost efficiencies

and less disruption for residents.

Roofing replacement

Replacing your condo building’s roof

does so much more than keeping rain

and snow out; it also improves overall

energy efficiency by creating better

insulation. Much like for window

replacements, energy modelling can

be used ahead of roofing replacements

to determine the return on investment

garnered from higher amounts of insulation.

Overcladding or recladding

While window and roofing upgrades call

for simple lifecycle replacements, cladding

is often not fully replaced but rather

maintained. For example, brick or precast

cladding can last as long as 75 to

100 years without any full replacements

needed. That being said, cladding systems

are sometimes replaced or overclad in

response to leaks, new goals to elevate

an older condo aesthetic or to improve

energy performance.

If overcladding or recladding is already

being considered for a condo complex,

a deep energy retrofit may be a good fit.

It is recommended to bundle the cladding

upgrade with window and roofing

replacements, plus an energy study to

unveil whether the HVAC system can be

improved or minimized in any way.

HVAC systems

The main driver behind a building’s carbon

emissions will depend on its heating

and hot water systems, which can be

fossil-fuel fired or electric. Dubbed “fuelswitching,”

changing from oil or gas to an

efficient electric system can be the fastest

way to reduce a building’s operational carbon

emissions.


Older buildings often have what would

now be considered insufficient ventilation:

an issue brought into public awareness amid

the COVID-19 pandemic. Energy audits are a

great way to analyze the building as a whole

and determine the best strategies to improve

both energy efficiency and carbon reduction.

While replacing HVAC systems may be critical

for lowering operational carbon, upgrading

the building envelope is a solid first step. This

often results in a smaller, and therefore less

costly, HVAC replacement.

Energy efficiency in action

Many current projects feature replacement for

windows and heating/cooling systems, such

as changing PTAC (packaged terminal air condition)

units to more efficient split systems.

This improves comfort and reduces energy

usage with a minimal premium, if any, over

simple end-of-life replacement costs. These

upgrades are also easily completed in existing

buildings while they’re occupied.

Contractors are knowledgeable and experienced

in the work and coordination involved,

reducing the cost and impact on the owners.

Many elements in a condo’s building envelope

will last 30-plus years. A typical end-of-

life replacement is often the only chance to

make meaningful energy changes that will

last decades. Coordinating these vital energy

upgrades all together can maximize building

performance. However, replacing these

elements independently or without smart

improvements means missing out on a oncein-a-generation

opportunity to really improve

building performance, reduce environmental

impact, and position the building attractively in

the marketplace.

This is where evaluating all options is critical.

Using tools such as LCAs and hourly full

building energy models allows the board to

make informed decisions based on buildingspecific

data and comprehensive options. 1

Jack Albert, MEng, P.Eng., LEED® AP, is a Principal at RJC Engineers.

Wendy Macdonald, P.Eng., ENV SP, LEED® AP BD+C, is a Sustainability

Consultant at RJC Engineers.

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DESIGN

Small Space Design

Maximizing the functionality of modern condo living

As living costs continue to

skyrocket, particularly in urban

BY EARL DUCHARME

centres like Vancouver and Toronto, the way people think about their

living spaces is changing. With the average home in these cities costing well above

$1 million, the value of each square foot has reached unprecedented levels.

At the forefront of this shift is a focus on

small space design—an area where

innovative thinking and smart solutions are

essential as designers and homeowners look

for ways to justify the growing price tags on

modestly-sized properties.

Emerging trends in condominium design

Many of the design trends that have long been

popular in Europe are making their way across

the Atlantic and into North American cities. The

move towards minimalism, driven in part by

the high cost of living and the desire for more

sustainable lifestyles, is reflected in the trend

towards smaller, more efficient living spaces.

One of the most significant trends is the

partitioning of spaces for both aesthetic and

functional purposes. This includes uncluttered

features like hidden kitchens and coffee centres

that can be concealed behind panels, where

you can create what has become known as the

“appliance garage.”

Another trend gaining traction is the shift

from traditional cabinets with swing doors

to base cabinets that primarily feature drawers

for versatility. In upper cabinets, European-inspired

flap stay hardware is being

integrated more frequently. This hardware

allows upper doors to swing, fold, or accordion,

providing easier access to traditionally

inaccessible areas. From an aesthetic standpoint,

cabinets that extend to the ceiling are

becoming the norm, contributing to a sleek,

modern look.

The use of different types of wood, particularly

in natural and darker tones, add depth and warmth

to spaces, aligning with a broader movement

towards designs that feel both contemporary and

timeless.


DESIGN

Innovative storage solutions and multi-purpose furniture are playing

a critical role in this regard. For instance, wall beds, also known as the

murphy bed, have seen a resurgence in popularity, particularly in rooms

that serve as both a bedroom and an office or entertainment space.

Drawer organizers for utensils, pots, and pans, as well as spice rack

pull-outs positioned near cooking worktops, are becoming standard

rather than an upgrade in kitchen design. Waste management solutions

that fit into lower cabinet pull-out drawers are now commonplace,

reflecting a European influence that North American design has

embraced.

Furniture selection and orientation

Understanding how a space is used on a day-to-day basis and how needs

evolve will help maximize functionality without sacrificing aesthetics.

Every detail matters, from the placement of furniture to the choice of

materials and finishes.

Lighting: enhancing space perception

Good lighting can make a small space feel larger and more inviting.

Task lighting, functional lighting, and atmospheric lighting each

have their role to play in small space design. Solutions that combine

light within furniture—in shelving, under cabinetry, surrounding bed

frames—create an integrated, fully-connected experience that enhances

the material and texture within a room and various living spaces,

whether for relaxing, entertaining, working, etc.

The importance of thoughtful furniture selection and orientation is

increasingly apparent while navigating the challenges of multi-residential

living. By choosing pieces that serve multiple purposes and arranging

them to enhance flow and functionality, condo dwellers can create

spaces that are efficient and inviting. 1

Earl Ducharme is the managing director at Häfele Canada Inc.

We’ve Got You Covered

At Crossbridge, we consistently strive to provide the best

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DESIGN

10 Home Staging Tips

By Bri Macdonald

Getting a home ready for potential buyers

can feel a bit overwhelming, but it’s really

about making the space look its best. Here are

some tips to do just that.

1

. Declutter and create space: Before

staging, go through each room and remove

items that are no longer needed. This makes a

space appear larger and helps with packing for

a move. In smaller units, three key tricks can

create the illusion of more space. First, opt for

lighter shades on walls, furniture, and decor to

create an airy feel that reflects more light. Second,

mirrors are your best friend. Strategically

place them to reflect light and create the illusion

of depth. A large floor-to-ceiling mirror on one

wall can make a big difference. Lastly, arrange

furniture in a way that promotes natural flow

and movement. Avoid placing large pieces in

the centre or blocking pathways.

2

. Deep clean: A clean home is essential.

Dust, vacuum, and scrub every surface.

Pay special attention to kitchens and

bathrooms, as these areas can make or break

a buyer’s impression.

3

. Go neutral: Bright and bold colours tend

to distract and make it hard for potential

buyers to envision their own style in the space.

Consider repainting with neutral tones.

4

. Depersonalize: Remove family photos,

personal memorabilia, and anything

that might distract buyers from imagining

themselves in the home.

5

. Highlight key features: Make sure the

home’s unique architectural details or features

stand out. Arrange furniture and decor to draw

attention to them.

A beautiful fireplace mantel can serve as a

stunning focal point when furniture and colour

schemes are arranged thoughtfully around it.

Use exposed beams to showcase high ceilings

for character and warmth.

6

. Don’t forget the outside: Whether

it’s a patio, a small back or front yard

or a balcony, there’s a way to freshen it up.

Add potted plants or flowers to create a

welcoming environment or trim the hedges.

For townhomes, if the entrance or siding needs

a quick paint touch-up, take extra time to give it

curb appeal.

7

. Lighting: Ensure all rooms are well-lit.

Open curtains for natural light and use

lamps strategically to brighten up darker areas.

8

. Add inviting touches: Consider

fresh flowers, a bowl of fruit, or a few

cozy throws to create a warm and inviting

atmosphere, or even some freshly baked

cookies before every open house.

9

. Get feedback: Before showings, ask

friends or family for their honest opinion

about your staging efforts. Sometimes an

outside perspective can help identify areas for

improvement.

. Consider professional staging: If

10 the furniture screams mismatched,

uncoordinated, or may be a bit of an eye sore,

consider investing in a professional stager who

has knowledge about enhancing the appeal of

your space.

Staging your home doesn't have to be costly

or time-consuming. Even in an older condo,

simple upgrades can truly transform a space.

For instance, adding new knobs to kitchen cabinets

or giving a wall a fresh coat of paint can

dramatically improve the look without breaking

the bank. 1

Bri Macdonald is an interior designer and

contributing writer for several North American

publications on topics related to interior

design.


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BUILDINGS

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Dec 4 - 6, 2024

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NEW & NOTABLE

INDIGENOUS PARTNERSHIP

Nearly 2,600 condo units being built at the 21-acre Heather Lands

site in Vancouver will be sold at 60 per cent market value, with the

province of British Columbia covering the other 40 per cent of the

cost. The attainable housing initiative was announced as a joint

financing partnership between the province and the Musqueam,

Squamish and Tsleil-Waututh (MST) Nations.

The initiative will allow for studio, one-, two- and threebedroom

99-year strata leasehold homes to be initially purchased

and financed by middle-income earners at below-market prices,

with priority going to first-time homebuyers.

“Ten years ago, Musqueam, Squamish and Tsleil-Waututh

signed groundbreaking agreements that led to our Nations working

together to regain ownership of several properties within

our shared territories,” said Musqueam Chief Wayne Sparrow.

“This relationship

has evolved, and we

are proud to collectively

introduce this

new initiative that

will ease the housing

crisis faced by our

members and the

general public.”

The partnership will include MST Nations providing the land

and the government of B.C. contributing up to $672 million, which

is expected to be repaid by purchasers to the province under the

initiative. The province will reinvest returned funds into future

provincial programs such as housing.

GREEN HEIGHTS

Property developer Rachel Julien launched the first phase of Canoë,

a mixed-use residential development in the Mercier—Hochelaga-

Maisonneuve district of Montreal.

Canoë proposes an urban solution to current housing issues and

will accommodate more than 900 condos and rentals, cooperative

housing units, small local shops, a daycare centre, public spaces, and

a park. Sustainability plans include heat recovery from grey water,

recovering remaining energy from electric vehicles via reversible

terminals and collecting energy generated by humans exercising on

gym equipment.

REIMAGINING RETAIL

The first phase of a $6-billion shopping mall redevelopment project

is launching this fall in Toronto’s west-end. Mattamy Homes and

QuadReal Property Group released final designs for The Clove, a

33-storey tower with an adjoining nine-storey mid-rise building, which

will rise on the 32-acre site of the Cloverdale Mall.

The buildings will create 600 condominium units (studios to three

bedrooms) atop 2.3 acres at 2 and 10 The East Mall Crescent in

central Etobicoke.


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All programs subject to bank approval and loan amounts are subject to creditworthiness. Some restrictions may apply on account activity pricing. Products are subject to change.

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CONDO Business - Fall 2024

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