Condo News - Spring 2022

VOL. 16, NO.4 | SUMMER 2012

VOL. 12 • SPRING 2022

Featured Condo...

DISTRICT LOFTS 397 King Street West

Succession Planning for Your Board... Really?

Kudos to the Condo Authority of Ontario Best Practices Bulletin

&

Window Replacement: Getting It Right

Eavestroughs A Year Round Concern

Getting Your Condo EV Ready

Tool Talk

FEATURES 7

Succession Planning for Your Condo Board... Really?

12 Feature Condo: Dundas District Lofts “The 514”

23

15 Spring Walk Abouts – and Often Overlooked Items 20 Annual Plan - Kudos to the Condo Authority of Ontario! They are out with a Best Practices Bulletin… see what it includes!

23 Window Replacement: Getting it Right 32 Getting Your Condo EV Ready 37 EAVESTROUGHS - A Year Round Concern

CCI NEWS & EVENTS 5

From the President

11 Introducing Tool Talk 14 Upcoming Events 19 New LCCI Designation 26 Feature Committee - Conference Committee 28 2022 Conference Sponsorship & Exhibitor Information 29 Annual General Meeting Registration

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30 Q&A - Five Common Questions: Condo Law Version

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SimpsonWigle LAW LLP

COMMUNICATIONS COMMITTEE

Colin Ogg Chair

Carole Booth Board Liaison

Bill Clark

Gail Cote

Elaine

Ed

Kent Schultz

Tim Van Zwol

Dave Williams

4

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

From the President

FROM THE PRESIDENT

Condo News

Sandy Foulds, RCM, B.A.

is produced 4 times per year

GHC-CCI President

Summer Issue (July) Deadline – June 1st

Fall Issue (September) Deadline – August 1st

Winter (January) Deadline – December 1st

Spring (May) Deadline – April 1st Articles of interest to condominium owners and directors are welcome.

See details for submissions on page 41.

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

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

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

A

s the pandemic restrictions are being lifted after a very difficult two years for everyone, we are all looking forward to life getting back to normal. At least the new version of normal. While the pandemic has taught us new ways to do business with the convenience of virtual meetings, it will be nice to also get back to doing some events in person. With that goal in mind, our conference committee is working hard to make that happen. Mark your calendars for Friday, September 16th at the OE Centre in Oakville for our first in person conference since the pandemic started. We are all looking forward to networking with board members and exhibitors again. More information will follow in the coming months on this event.

Our virtual seminars and classes continue to be a great success. Thanks to our generous sponsors, most of these virtual events remain free of charge for our members. Many of these seminars and webinars are recorded. These recordings are available on the CCI Golden Horseshoe website. If you missed a topic that you are interested in, please check out the recording’s library.

Recent events in our popular Condo Talk Series included Duty to Repair, Mental Health, Love Thy Neighbour and Pot of Gold (Chargebacks). Upcoming in April is Managers as Advocates. We continue to offer the Level 100 Intro to Condos a few times a year for new directors. This is a great event for new board members. Our Enhanced Director’s Course (Level 200) is being offered in a different way this year. There will be 8 sessions with one session being held per month. The series starts in April, don’t miss it, register now.

Our Professional Partners Committee has started ‘Tool Talk Videos’. These videos are also found on the CCI website. Their great topics so far include ‘Behind the Curtain, a water leak investigation’ and ‘Emergency Response Planning before a water disaster occurs’. Both are great presentations, and we are looking forward to more Tool Talk Videos coming soon. They also presented a "Lunch & Learn" webinar on Inflation and Management Challenges in April.

Check the calendar on our website for the dates of our upcoming events. Our team of committees continue to offer these great events so that we can continue to educate our members. If there is a topic that you think would be interesting or you would like to learn more about, please let us know and we will try to incorporate that into our future education plans. We would love to hear your ideas!

Another wonderful resource is our digital “Condo News” Magazine. Thanks to our professional partners for their sponsorship and articles and to the communications committee for putting these wonderful issues together 4 times a year. Past issues are available on our website in case you missed them. They are full of great articles and information.

We thank you all (board members, professional partners, committee members and individual members) for your continued support of our CCI Golden Horseshoe Chapter.

Sandy Foulds, RCM, B.A. President

#LifeIsGolden Condo News – SPRI N G 2022

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

2021-2022 Board of Directors PRESIDENT

Sandy Foulds, RCM, BA PAST-PRESIDENT

Maria Durdan, B.A., LL.B., ACCI (Member Finance Committee, Member Ron Danks Award Committee) VICE-PRESIDENT

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

TREASURER Tony Gatto, CPA, CA (Chair Finance Committee) SECRETARY

Gail Cote, RCM (Member Professional & Business Partners Committee, Communications Committee) BOARD OF DIRECTORS

Carole Booth, B.Ed., M.A. (Board Liaison Communications Committee, Member Education Committee, Member External Relations Committee, Member Governance/Policy Committee)

Sally-Anne Dooman, RCM (Member Education Committee)

Joseph (Joe) Gaetan, B.G.S. (Chair External Relations Committee, Member Governance/Policy Committee)

Tom Gallinger, BBA, FCIP (Co-Chair Conference Committee)

Ed Keenleyside, B.A., CCI (Hon's) (Board Liaison/Chair Governance/Policy Committee, Member Education Committee, External Relations Committee)

Thomas F. Nederpel, BSc, PEng (External Relations Committee)

Kevin Shaw, B.Tech (Arch. Sc) (Board Liaison Professional & Business Partners’ Committee)

Stephanie Sutherland, BAS (Hons), LL.B., ACCI (Co-Chair Conference Committee, Member Professional & Business Partners Committee) 6

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

Succession Planning for Your Condo Board...

Really?

FEATURE

Succession Planning for Your Condo Board…

Really?

Dave Williams

I

t never ceases to amaze that, for the most part, not-for-profits either do not have a succession plan or process for board succession, or if they do it is flawed. Granted, to many directors, it appears to be a somewhat daunting task that takes patience, time, and some people skills. Additionally, it involves the scary process of trying to replace oneself.

Currently, I am aware of two non-profit organizations that are struggling to find new directors, one in the condo industry and one in the sports industry. The strange part of both situations is this. There are talented people available to both organizations ... why are they not being asked or why are they not stepping forward?

To be sure there are Condo Corporations that consist of only a few units. One I am aware of in Barrie, Ontario has only eight units so in that case residents sort of rotate through the board when their turn comes. Indeed, the buildings and developments with resident numbers in the hundreds need to consider the idea of succession planning.

It is true that the role of corporate directors and CEO’s is in fact changing which we will continued…

Condo News – SPRI NG 2022

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show. This applies to both for-profit and not-for profit corporations. There are many facets of business dictating this need.

So, there are lots of concerns! We will look at what trends are developing in the industry as a whole and then offer a few paths to overcoming the challenge of finding new, willing directors.

But first… succession planning is important… why?

Here are some reasons why a good succession plan is vital to your community: 1. Incumbent directors can get sick, can move away, simply quit their post or overstay their effectiveness.

So often we hear the lament, “No one will put their name up for nomination.”

2. It is a given that as condo communities (either high or low-rise) mature into the second decade (of existence), the decisions respecting replacement parts and the financing of, become more critical. This may highlight the need for differing levels of expertise.

3. While not impossible, it is difficult to train a new director overnight. He/ she needs to sit some committee work first to learn the ins and outs of condo board challenges.

4. So often we hear the lament, “No one will put their name up for nomination.” So it takes some time and effort to identify potential candidates.

5. Is there a “comfort zone effect” going on in the current governance model?

One must wonder sometimes if the 8

property manager, the legal advisor and the auditor don’t want turnover because new incoming directors may not be as friendly to them.

6. Most importantly, director turnover fosters new thinking, new ideas and fresh perspectives on old problems as well as new ones.

the competencies required by a potential property manager candidate for a general license. The study found that the minimum expectations involved 79 professional competencies.

Please note the website pathway (end of article) to read the list of competencies. The important issue is the list of objectives or purposes for the profile:

What is happening in our large corporations?

1. Academic program approval/recognition

Well, a major boardroom battle transpired this fall that has drawn attention to the fact that some corporate structures are possibly too controlling. If you guessed Rogers Communication, you would be right! Is change needed?

The Globe and Mail article of Monday, December 6th 2021 (Nicolas Van Praet and David Milstead), “Couche-Tard’s end of special voting rights…” points out that the famous Quebec based convenience store operator is ending it’s long held “special voting rights” structure.

What does this mean? It basically means that the company is moving to a more participatory posture than before.

Simply put, shareholders will get a voice in governance issues.

Moving into 2022, Globe and Mail of January 11th 2022, (Andrew Willis) writes that “A few of Canada’s biggest companies need post-pandemic CEOs, and they are going to cast a wide net to find them.” Here is a little of what he says. “The pandemic, along with the shifting views of the role of a corporation, means the next generation of leaders needs a whole new tool-box according to government experts.” By the way, the three companies cited include CN Rail, Westjet and Nutrien Ltd.

2. Providing advice/guidance to members

Competency Profile for Condominium Managers in Ontario We have learned that the CMRAO (Condo Managers Regulatory Authority of Ontario) commissioned a study around

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

3. Developing standards and policies 4. Informing matters related to professional conduct 5. Assessing applicants for entry/or reentry into the profession 6. To inform continuing education requirements.

My point? The Condo industry seems to be preparing for a more complex environment as well.

How does this relate to Condo Governance?

Here’s the thing. Condo Directors may need to become a little more willing to accept change... to communicate more effectively with residents… to embrace the notion that there may be some great talented people out there that would, with a bit of encouragement get involved.

Within a tight circle around my unit, no more than 5 units in either direction, are 5 retired executives from some of Canada’s best-known companies and public institutions. There may be more that I don’t know of. So, one must ask why they have never been approached to contribute using some of their talents? Conversely, why have they not volunteered to contribute some expertise? Even if they do not want to stand for office, they could be consultants to the board.

We have already outlined above the notion that future governance will become busier if not more complex. Cur-

rently far too many tasks are downloaded to property managers and with more demands coming from the Condo Act of 1998 (see our article on Annual Planning in this issue)… something has to give.

OK… enough about the problems… some succession solutions please!

Don’t scare the candidate but do be certain to outline the good and the bad parts of the job.

meeting minutes and resident correspondence before the meetings, so they can participate in meetings.

Once the nominating committee has found the desired number of candidates, their work is done. The committee should be disbanded until the next year. The election process involving the residents will choose which candidate(s) they think will serve the community best.

1. Nominating Committee

2. Committees to the Board

The simplest approach is to appoint a “short-term” committee of 3 people each year approximately 5 months ahead of the election. Their job has two parts… to identify potential “director” candidates and to brief them as to the duties and responsibilities of a director.

Oh, there is a 3rd part to their responsibilities, that being to determine the suitability of the individual for a directorship.

A second potential source of new directors is to establish some committees to study different aspects of community governance. As mentioned, the workload falling to individual property managers must be getting to the point of overwhelming. This is not a good thing for lots of reasons not the least of which they can become less and less effective in terms of what they are supposed to be

The briefing is important. Don’t scare the candidate but do be certain to outline the good and the bad parts of the job.

Important to provide a good understanding of the time commitment, the need to be able to interact with people……both other board members and residents. It is also important that they review any documents, ie. previous month’s financials,

MRCM

Condo News – SPRI NG 2022

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doing – that being to assist in steering the ship.

So, committee work can serve two purposes. It can prepare potential directors for future board directorship, and it can take on some of this ever-increasing workload. Here are a couple of suggestions:

Safety Committee We already know that insurance rates are going through the roof. We know that new legislation such as the “Occupiers Liability Act” is requiring greater scrutiny of safety measures in winter.

There are also traffic calming issues to be dealt with (low rise condo developments), there are mental health issues and wildlife issues. So, a safety committee reporting to the board makes a lot of sense.

Now, one Property Manager told me that one of her communities had experimented with a committee and it was hard to control what they did. It is therefore important to define the role properly – to make sure the committee members know their bounds and that their role is more fact-finding, and then recommendation making to the board. They do not have the power to make decisions or implement changes.

Planning Committee This is a good one. The CAO is recommending the initiation of an annual plan.

This plan has a few parts to it including schedules for meetings as well as sched-

Key Property Management & Consultants Ltd.

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ules for various operational and governance initiatives.

The CAO is also recommending annual vendor and service provider reviews as well as the annual collection of feedback from owners.

Who better to gather data than a planning committee? Again, care is needed to ensure the committee understands it’s bounds. What a great preparatory experience for future board members.

In our Communications Article from the Fall issue, we were pushing the idea of a Strategic Plan complete with SWOT analysis. The good thing about these plans is the 5-year nature of them requiring updating every year and adding a new fifth year. It may be a little overkill to begin but it would sure be great to see, and not that hard to build considering most if not all condo corps already have a Reserve Fund Study to build around.

Obviously, the foregoing committees are suggestions. The important takeaway is the idea that committee work is great preparation for future board members.

The Bottom Line It is apparent that as time goes by, the workload for Condo Boards will increase.

This is evidenced by the move toward planning and data gathering by the CAO as outlined above. The “download effect” to Property Managers is only an answer if those same managers have less

buildings/properties to look after. That would mean increasing costs to equalize their remuneration packages.

The need for expanded levels of expertise and experience also dictates the need to attract new directors who have this experience.

If your condo board is having trouble recruiting new directors, there may be a communication problem between your board and the residents. Boards can no longer live in protected cocoons, unwilling to encourage input and discussion with the people who elected them.

Rather, it is time for a willingness to listen, to exchange ideas, and indeed to embrace them as equals who deserve their respect.

Thanks to the following Publications and Organizations: CMRAO website – Resources – Competency Profile for Condo Managers in Ontario Pages 15 to 21 Globe and Mail - Monday December 6th, 2021, Nicolas Van Praet and David Milstead “Couche Tard’s End……….”

Globe and Mail - January 11th, 2022 Andrew Willis “A few of Canada’s Biggest Companies…….”

Special thanks to Dean McCabe, President of “Meritus Group Management,” for a general chat about the industry and some of its challenges.

We always invite readers to contact us at williamsdavem7@gmail.com . We are interested to hear what you think on the subject.

Dave Williams is a graduate of York University and retired corporate executive.

Third Watch Protection Services

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

Tool Talk Video Series The mandate for the Professional Partners Committee has always been to promote and grow a network of trusted professionals for the benefit of all CCI members. To that end, much of our focus has been organizing networking events where we bring together our business partners with our CCI members. The majority of these events are planned as educational seminars where our professionals present on a wide variety of topics that the Committee feels will benefit our membership. Unfortunately, with the current pandemic conditions, we have not been able to host any in-person events. With that in mind, we are initiating a new series of short videos that we have dubbed “Tool Talk” which we hope will bring our members closer to our professionals (at least virtually).

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

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

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

Behind the Curtain – A Water Leak Investigation Episode 1 with Kevin Shaw, B.Tech. (Arch.Sc.), Cion | Coulter Engineers & Building Scientists....

View Tool Talk Video - Episode 1

Emergency Response Planning - Before a Water Disaster Strikes Episode 2 with Bill Calhoun, Owner ServiceMaster Restore, Oakville...

View Tool Talk Video - Episode 2

Condo News – SPRI NG 2022

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FEATURE CONDO

Feature Condo: Dundas District Lofts - “The 514”

Dundas District Lofts - “The 514”

W

hat do you do with a beloved schoolhouse that has been left empty for a number of years?

Well in the case of the Dundas District school, you sell it to a capable developer and transform it into high end condominiums.

The Valvasori Group (brothers Dave & Mike) purchased this iconic property at the western end of King Street in Dundas from the Hamilton District school board in 2009. The school with its Gothic features, built in 1929 just below the Dundas Peak and Webster’s & Tew’s Falls, had gone from being an elementary school to a high school and finally a middle school.

Along the way there had been many building additions and renovations which made for a challenge to develop the structure into what was envisioned. The award-winning developers, along with innovative and visionary designers and architects, planned to transform this 12

edifice into a comfortable but high-end living space.

There were many hurdles to jump to enable the transformation of the property to a residential building from the municipality zoning perspective. Additionally, there were regulations to abide by from the Hamilton Conservation Authority & Niagara Escarpment Commission because of the proximity to the Niagara escarpment, Spencer Creek and a busy railway track. Several conditions had to be met before the permits for construction were even issued. Finally, in 2012 the transformation of the property began.

By early 2013 the internal design had been developed. The plan included transforming the site into 44 individual units with a gym, the addition of 35 individual garages (space for 48 vehicles) that matched the original building and balconies for the side and rear units. The

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

front façade of the building had to be maintained in its original design for historical purposes. In 2015 the Valvasori brothers won a Heritage Property Developer Recognition Award from the City of Hamilton for the transformation of this building. Most of the units were sold before the developers even launched a formal marketing effort! The first residents moved in during the summer of 2014.

Restorations such as this are not covered by a TARIAN warranty but the builder stayed on site for the first year of occupancy, fixing issues that arose and serving as property management. In fact, they still show up to lend a hand or help to solve a problem when needed. Once the property was registered, owners elected a 3-person Board to work with the developer / property manager while we transitioned to a property management company.

As we have learned together and

Garage Design matching original schoolhouse brick which included the roof-top terrace design. The management team is inclusive and participatory, and the decision-making process is based on consensus.

We have drawn from the pool of talented and knowlEntry foyer adorned with art pieces donated by edgeable residents resident artists to deal with ad-hoc taken on more responsibilities, the resiissues such as the regular invasion of dents have come together as a caring tourists looking for the Dundas Peak or community with many forming deep and the Falls which is in our “backyard”, alabiding friendships, actively involved in beit some 200 meters above us! the operation of the building. CommitWe struck an ad-hoc committee in tees were formed for social activities, inyear 2 to review the need and plausibility ternal décor and exterior gardening of an emergency power source for the

Gymnasium on the 2nd floor.

building. This led to the installation of a generator to power emergency lights and critical equipment in the case of power outages. Next on the agenda is to form an ad-hoc committee to determine how and when we can facilitate the installation of EV chargers as well as to explore the feasibility of installing solar panels on our huge flat roof.

Our condo, with its history, quality finishes, unique layouts and proximity to the Bruce Trail and Dundas Peak, as well being a short walk to downtown Dundas, has become a much sought-after address. Many of us cannot imagine living anywhere else.

The Board – WSCC 514 Randy Graham Thomas Nederpel Denise O’Connor

Rooftop terrace with greenery maintained by gardening committee Condo News – SPRI NG 2022

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Upcoming Events

2022 Upcoming Events April 26th 12:00 pm - 1:00 pm

May 13th 5:00 pm - 7:00 pm

June 9th 5:00 pm - 7:00 pm

April 11th - November 14th | 7:00 pm - 9:00 pm

Mark Your Calendar and Plan to Attend ...

September 16th Annual Conference & Trade Show

October 19th Annual General Meeting Register online at: https://cci-ghc.ca/courses-events/upcoming-events 14

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

Spring Walk Abouts – and Often Overlooked Items FEATURE

Spring Walk Abouts – and Often Overlooked Items Gail Cote, OLCM, RCM Condominium Manager at Property Management Guild

Bill Clark Condo Board of Director, WCC439

S

pring has sprung and its time to stretch our legs and walk around the property to notice maintenance items. Sounds easy, right? Not all site walks are productive and often there are items that are overlooked. We have put together some suggestions on items to look at to help keep your major components in good order, and to hopefully reduce the long term effects when not properly maintained.

Owners Input A good rule of thumb to have a successful spring walk is to send out a communication to owners about two to three weeks ahead of time advising owners that the site walk will be conducted, and for the owners to advise the Board and Management of any areas of concern they have noted. The key is to get this feedback in a timely fashion so that the list can be compiled accordingly, and so the site walk is efficient and methodical. If the same items are reported consistently the Board may wish to have a contractor specializing in that area attend the site walk to review with them. Having a contractor attend enables the Board to better understand the issues found, the causes of the issue and to obtain pricing on a course of action to remedy the situation much faster.

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which, if kept in a repaired state, will keep your fencing stronger and help expand the life span of the existing fence.

Some Corporations take this one step further and power wash their fencing to have a clear protective stain coating put on.

Eaves Troughs and Downspouts Over the winter has debris settled in the eaves, resulting in overgrowth of vegetation or blockages? If residents are reporting overflow during rain, there is likely a block along the trough or even in the downspout. Or perhaps the eavestrough needs to be redirected to flow properly.

A good practice would be for the Board to visually examine the eaves after a rainfall to see if there are points in the trough that seem to be “leaking repetitively” versus normal after the rain style dripping.

As well, when performing the spring walk, it is good to take a look at the downspouts to make sure they are still attached to the walls, lined up where they should be and take a look at the bottom where the water comes out to ensure that the splash pad is still there and no ground is eroding. Over the winter, especially in the higher winds the straps holding the downspouts to the building structure can become loose or the screws snap, allowing the downspout to shift.

Shingles/Roofs A visual review of the roofing structure will help identify any areas that shingles may have dislodged in the higher 16

fall/winter winds. Ensuring these are secured in a timely fashion will help keep internal damage repair costs to a minimum.

If your condominium has a flat roof, perhaps having regular condition assessments performed may be something you wish to consider to note and address any deficiencies early.

Patio Stones These can be at the front or back of the units, or in various areas of the common elements. A quick visual review to ensure all are lined up flat and haven’t sunk/heaved over the winter is a good idea to reduce any tripping hazards and reduce liability for the corporation.

A yearly review will help the need to replace or address full patios or walkways that can become costly. If the walkways/patios are reviewed yearly, early issues can be addressed, stopping them from becoming worse.

Fence Boards A quick visual review to ensure all fence boards are where they should be, and no fences are leaning is always a good idea when conducting a site walk.

Fences are notorious for “heaving” in the winter months so a good rule of thumb is to have these looked at each spring,

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

Cladding This would apply to all sorts of condominiums. Cladding can be shingles, siding, brick, stone, etc. Ultimately you are looking at the cladding of your condominium to see if anything has come loose or appears to be “moving”, or any bricks seem to be deteriorating (or cracks in the mortar are present requiring tuck pointing), any shingles or other finishes on mansard style roofs have come loose, etc.

Noting and addressing these required repairs early will help prolong the overall life span of these components and reduce the potential for water to enter the structure causing damages.

Garage This can apply to all condominium types as well. Townhomes may have individual garage doors so examining if the doors are well kept – or perhaps may require maintenance to tighten the panels.

Is rust present; is paint required on the doors or trim;, or has anyone damaged a door?

Some townhomes have underground garages much like buildings may. Examining the garage for signs of water entry, concrete delamination on the walls or roof, or even if there is pitting starting on the floor. Is the membrane coating still in good order? Have parking spaces been damaged by leaking oil? All of these items being noticed early and addressed will help prolong the life span of the garage structure.

Driveways All driveways should be checked for both horizontal and vertical cracks. Many times, cracks will develop alongside the

curve/edges. If there is a lot of cracking in the first 18-24 inches you may only have to repair that area. However, this is a lot cheaper than replacing the whole driveway.

During the winter, the driveways will heave and when they thaw, they can sometimes drop between 1.5 and 2.5 inches at the garage door entrance. The greatest concern will be the heaving of the driveway caused by the frost. If the driveway looks like a roller coaster, its suggested to replace it because it has now become a safety hazard.

Streets/Roadways The same checks are involved as driveways. Look for horizontal and vertical cracks, these can be filled quite easily.

BUT – where the problem may occur is how far apart the lines are. Also, if there is any gravel like substance on the road it can be a more serious problem.

Sewer Watch how the asphalt walkways and pathways are flowing into the sewers.

Too much of a water flow, or excessive cracking around the sewers could cause a weakness around the perimeter of the sewers and cause them to sink, needing costly repairs. Addressing these concerns

early can alleviate these costs.

Back/Front Steps and Patios If the steps are cement, there could be deterioration along the perimeters, or visibly delaminating. Chips will be seen on the ground to let you know there is a problem.

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Fixing it can also create another problem, you will not be able to match the old and new cement, or the product may not properly adhere. Do you paint it /replace it, or just live with it?

Wooden steps should be visibly reviewed, and deficiencies should be apparent. Repairs to these areas can be planned with other items that may require lumber repairs found on the site inspection.

Property Review Another item that Boards need to look at on their walkabout is the property itself. Have the residents put anything that can be considered illegal, not approved by the Board or looks really out of place. Items such as fire pits, hot tubs, flower gardens on the common property, etc. These have to be taken care of right away and followed up to ensure com-

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pleted, whether it be removal or sign off on a Section 98 agreement.

Painting You may also wish to look at paintable surfaces, to see what can use touch ups or what needs to be looked at as a larger project. Some sites have wooden signs that can use a refresh every few years to keep them looking well kept. Other surfaces such as door/garage door frames, doors, window trim, etc. can be inspected in order to keep these surfaces looked after as well.

Signs Are the signs of your site up to date, with appropriate bylaws, and in good appearance? Or are they fading, no longer appropriate, etc. This is a great time to see what state signage is in and update accordingly if needed.

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

Landscaping Although this is always a hot topic in condominiums, we don’t always recommend that Boards address these concerns at walk arounds. Often at times landscaping can take more time than anticipated to review, and if the landscaping concerns are lengthy, it may be best to schedule a site review for that purpose on its own and have the landscapers attend. This allows for a more thorough discussion and having the contractor in attendance can achieve immediate answers for the Board and a plan of action developed.

Obviously if the concerns are very minimal, landscaping could be reviewed at the walk about and a separate meeting would not be needed.

New LCCI Designation

APPLICATIONS FOR THE LCCI DESIGNATION ARE NOW OPEN

CCI’s new designation, to recognize its members from any profession or trade who have and continue to contribute knowledge and expertise to CCI and the condominium industry.

Apply now!

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

LCCI Application Process Step 1 – Apply: Gather the information for the registration form (eligibility criteria): A. An individual or professional member of CCI in good standing; B. Minimum of three (3) years as an individual or professional member of CCI immediately prior to the date of application; C. Minimum of three (3) years’ service to the condominium industry immediately prior to the date of application. This criterion will be satisfied where an individual shows that they have provided goods and/or services, through annual employment time and volunteer time to or within the condominium industry; D. Provide at least two (2) letters of reference/endorsement from a CCI member having at least five (5) years of membership in CCI; and E. Provide an executed declaration that the candidate will comply with the CCI Code of Ethics.

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FEATURE

Dave Williams

Annual Plan - Kudos to the Condo Authority of Ontario! They are out with a Best Practices Bulletin… see what it includes!

Annual Plan - Kudos to the Condo Authority of Ontario!

They are out with a Best Practices Bulletin…

See what it includes!

A big “Way to go”! The bulletin suggests that the best practices were developed to help condominium boards prepare for next year’s governance and operational requirements.

“Consideration should be given to the creation of an Annual Plan, an Annual Vendor and Service Review and The Regular Collection of Unit Owner Feedback.”

We will provide the co-ordinates to this information on the CAO website at the end of the article. Basically, it is a simple plan to begin with but a great start for Condo Corporations.

The balance of our article will deal with the importance of an annual plan, some suggestions from the “for-profit side” for making it operational and meaningful.

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

In his essay; “Five Most Important Questions,” renowned academic Peter Drucker writes the following about notfor-profits; ‘for years, most nonprofits felt that good intentions were by themselves enough. But today, we know that because we don’t have a bottom line, we have to manage better than for-profit business.’

Drucker goes on to recommend a “self-assessment” that includes the following five questions: “What is our mission? Who is the customer? What does the customer value? What are our results? What is our plan?”

Indeed today, a further consideration appears to include ESG (Environmental, Social, and Governance) aspects. We can add to that the notion of “sustainability” which includes “economic considerations” for the future.

Holy Smokes!

Some of the ESG issues may not impact communities for a few years but some already are. The re-planting of trees, provision of charging stations for EVs, the managing of potential for conflict, diversifying the board and willingness to consider alternative structures are some that come to mind.

It is easy to say; “well that doesn’t apply to us.” Think of it this way. Condominium Units need to sustain their value in terms of buying/selling in future. Potential buyers will look for some of these enhancements to be available and if they are missing, buyers will move on to the next community.

In fact, it will become critical for Condo Corp Boards of the future to communicate some of these issues to their residents.

Suggestions for Formulating a Good Plan Vision A simple vision statement can be very helpful to planning the future of the com-

munity. We all want to know that the value of our properties is increasing, which translates to being in good repair and with long term assets being renewed. So, something simple like “people should aspire to live here”, answers a lot of those questions.

SWOT Drucker spoke about self-assessment and the best way to do this is to begin with a SWOT analysis. Here are some brief examples: S = Strengths: Assets in good repair, reserve fund in good shape, happy residents and suppliers W = Weaknesses: Probably the toughest for directors to enunciate but important. Examples might be roadways in disrepair, roofing failing, shortage of directors, underfunded reserve.

O = Opportunities: People stepping forward to do committee work, people volunteering to provide ideas and scrutinize safety issues, properly funded reserve with contingencies and appropriate levels of monthly fees.

T = Threats: Inflation, under-funded reserve, fast accumulating capital expenditures, failure of directors to understand and review monthly financials, and no annual long-term plan.

These can be tough considerations and to be sure, once agreed to, should be shared with residents. This is a great basis for a townhall-meeting and each point should in fact be carefully explained to residents. After all, if the outcome is the need to spend money at a quicker rate, they need to know up-front.

These are but a few example. They differ by building (community) of course, but a great way to begin the building of a plan. Brutal honesty is required in identifying the SWOT issues. The right

disclosure of all four categories will dictate the quality of the ultimate plan.

Embrace Change in Building the Plan Corporations, be they for-profit or notfor-profit need to be prepared to update their thinking. This to do with changing conditions; think inflation, ESG and sustainability.

The best example right now is current unplanned levels of inflation. In Canada we just passed through 5.1%. It means that whatever operational and capital plans a building (community) might have just increased by that amount. On a $1M project, the cost just went up by $51,000. These are not pretending cost increases. They just caused your Reserve Study to become obsolete. If interest rate increases commence in March (2022), it will take a while for inflation trends to be reversed. Directors are expected to anticipate such eventualities (it is what contingencies are for), plan for them and ensure that residents are forewarned.

Building the Plan Using the SWOT and the Reserve Study as a starting point, strategic plans need to be identified. Let’s assume your building is coming up on window replacement. Pretending it will not be needed is not a good idea.

So, a strategic plan might be as follows: initiate annual monitoring of window conditions.

The resulting action plan could be as follows: - Retain a company to monitor and report annually on conditions - Update the Reserve Estimates for window replacement - Decide on a schedule for this work to be done ie maybe not all in one year.

This is but one example. All long-term assets should be reviewed in that way. continued…

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The plan should cover a five-year period.

At the end of each year a new first year should be added.

This planning seems like a major task if you are not used to it. In fact, it is very straight forward. I will always recommend that the plan needs to be built by the directors or a committee reporting to.

It is not fair to expect the Property Management Company to write it. Directors or committee members are owners and as such should want to get their heads around realistic cost planning. They, after all, are the ones that have “some skin in the game.”

So, in a country like Canada where hockey is a major pastime, it is a given that defense alone doesn’t win games – a good blend of defense and offense does. The same applies to buildings. The defence can be thought of as making timely repairs to avoid insurance claims, while the offence can be thought of as

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getting ahead of the curve. Build a plan and put the necessary funding in place to meet the needs. If you provide the necessary discussions with your residents (spelled communications), chances are they will be on your side.

References: The Five Most Important Questions You will Ever Ask About Your Organization, Peter F Drucker, Leader to Leader Institute, Jossey-Bass.

Condominium Authority of Ontario Website, Intoducing Annual Condominium Requirements Guide, Go to Part 3 - Best Practices.

Special Thanks to: Permal Bangaru at the Condo Authority for walking us through the objectives of the Guide.

Salt in the Wounds Our article in the Winter Edition spoke to the concerns municipalities are ex-

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

pressing about the cost of salt damage.

It is an environmental issue that should be considered in future planning. Claire Malcolmson, in a recent article in the Toronto Star of February 14th, 2022, agrees. She is concerned for the future of Lake Simcoe water quality which she says is “on a trajectory to reach toxic levels of salt in 37 years.”

Meaning? It is a good example of the need for future planning. Surely, in this day and age we can invent a “less-toxic” ice and snow melting system… it’s called playing offence.

Dave Williams is a graduate of York University and a retired corporate executive. Always interested in hearing from readers at williamsdavem7@gmail.com

Window Replacement: Getting it Right FEATURE

Window Replacement: Getting it Right Jordan Swail, P.Eng. Read Jones Christoffersen Ltd.

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s a condo owner, replacing windows can be a significant investment in your building.

Window replacement can be expensive and disruptive, but can improve occupant comfort, building aesthetics, and maintain the value of your property. To ensure a successful project and avoid common pitfalls, the Board of Directors should answer the following questions when considering a window replacement project:

1. When Should I Replace My Windows?

There are a number of reasons to replace windows including: leaks, occupant comfort, energy use, road noise, and fogged glass, to name a few. The timing of replacement may depend on the reserve fund study and how widespread the issues have become. An owner survey can provide a good representation of how many owners are currently having issues.

It is important to understand the causes of your window issues to ensure new windows will actually address noted problems. Is your leak really a window leak? Is it condensation continued …

Aluminum window frames are more common for high-rise buildings due to fire resistance and strength requirements.

provements in window designs and materials can significantly reduce condensation, drafts and energy loss. As with all products, different window designs and materials may be better at addressing these issues, so make sure to ask your engineer for options.

3. How Can We Reduce Construction Issues?

As with any capital repair project, proper planning can help reduce the potential of common construction issues.

Make sure you have the following measures in place before undertaking window replacement: or a leak through the adjacent wall? Accurately diagnosing your window issues early on can reduce the potential of rework and help you develop an accurate plan.

2. What Types of Windows Should We Choose?

Windows are available in a variety of configurations with fixed units, sliders, casement, awning, tilt and turn, etc. The operable window type will impact how easy they are to open, durability, energy efficiency, and more.

Common window frame materials include aluminum, fiberglass, vinyl, and wood. Aluminum window frames are 24

more common for high-rise buildings due to fire resistance and strength requirements.

Vinyl window frames are most commonly used for low-rise residential buildings and smaller window sizes. Vinyl is a very energy efficient material, but lacks the strength and fire resistance required for high-rise buildings.

Fiberglass and wood window frames are less common in condominium buildings due to their cost, but may be an option if energy efficiency or aesthetics are of primary concern.

Condensation and interior comfort problems are common in buildings with older windows and poor ventilation. Im-

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

1- Get Real Numbers It is common for condo boards to rely solely on reserve fund studies for financial planning of window replacement projects. While reserve funds can be beneficial for long term planning, many window budgets are no longer accurate due to Covid-19 related cost and supply disruptions. A comprehensive window assessment can give you sufficient detail and accurate estimated costs to effectively plan for a large project.

2- Project Team Assembling the right team of engineering professionals and contractors

can reduce delays, cost overruns, and reduce headaches. Window replacement is a complex process. Obtain pricing from qualified contractors and ensure your engineer includes regular meetings and site visits to keep you informed.

3- Time your Quotations Right There are good times and costly times to tender a window replacement project. Obtaining pricing in the late fall or early winter will typically yield the best pricing, as contractors are planning their workload for the upcoming summer construction season. Missing this optimal timing can increase window replacement costs by 25% or more.

4- Interior Impacts Ensure your project team considers interior preparation and security. Furniture must be moved away from the windows. Window blinds should be removed and then reinstated to reduce the potential for damage.

Window replacement can be disruptive for anyone in the unit during the work, but each window is typically removed and replaced before the end of the work day and the unit is handed back watertight. Finish painting or drywall repairs may require return visits.

Vinyl is a very energy efficient material, but lacks the strength and fire resistance required for highrise buildings.

5- Hazardous Substances Many buildings constructed in the 1970’s and 1980’s may contain hazardous materials such as asbestos in drywall or ceiling finishes. Make sure your engineer or contractor retains the services of an environmental consultant to perform testing of these components prior to undertaking work.

In summary, it is important to properly plan for window replacement to ensure the project meets your needs and budgetary constraints. Assembling the right team and answering these questions early will help start your window replacement project in the right direction.

Jordan Swail, P.Eng. – Project Engineer Read Jones Christoffersen Ltd.

J&W Condominium Management Ltd Millards Chartered Professional Accountants

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Feature Committee - Conference Committee

FEATURE COMMITTEE:

Conference Committee The Conference Committee is responsible for planning the Chapter’s annual conference and tradeshow. The conference and tradeshow brings together condo industry professionals and service providers with unit owners and directors, and offers presentations on a variety of condo-related topics. This year’s Conference Committee is very excited that the 2022 conference and tradeshow will be one of the Chapter’s first opportunities for our Chapter’s condo community to gather in person since the pandemic began.

The Conference, “Clawing Our Way Out”, will be held on September 16, 2022 and will include presentations about how condominium corporations and the condominium industry in general can claw their way out of difficult situations.

Conference Co-Chairs: Tom Gallinger is the Vice President of Atrens-Counsel Insurance Brokers, a brokerage that specializes in managing insurance programs for condominiums, unit owners and property management professionals. Tom has been in the insurance industry for 16 years in various underwriting, brokering and management roles. As a specialist in Commercial and Condominium insurance, Tom strives to deliver a high level of service by managing the long-term insurance needs of his clients. In his career with Atrens-Counsel, Tom has done a number of educational presentations for various industry associations and groups aimed at unit owners, boards, and property managers. Tom holds an honours bachelor's degree in business, his Fellowship Chartered Insurance Professional (FCIP), as well as his Canadian Risk Management (CRM) designations.

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Stephanie Sutherland is a condominium lawyer with Cohen Highley LLP, practicing in the areas of condominium management and litigation, condominium development, and residential and commercial real estate. Stephanie works with condominium corporations, property managers, and unit owners to help them address day-to-day condominium governance matters and resolve disputes.

An active member of the condominium community in Ontario, Stephanie is involved in the Canadian Condominium Institute (CCI) Golden Horseshoe, Grand River, and London chapters and sits on various CCI committees. She is a frequent speaker at CCI conferences and seminars and contributes articles to condominium publications, including Condo News.

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

Conference Committee: Matthew Atkin has worked in property management since 1998 and is currently a Regional Manager and part of the Leadership Team at GSA Property Management.

Matthew has been a panelist with the CCI Golden Horseshoe Chapter, Moderator, and panelist of the Enhanced Directors Course and Matthew is a licensed professional property manager, member of both the Real Estate Institute of Canada and the Association of Condominium Managers of Ontario and holds the following designations: CPM (Certified Property Manager), RCM (Registered Condominium Manager), CMOC (Certified Manager of Condominiums) and ARM (Accredited Residential Manager. Matthew enjoys working with all communities and helping them create a property specific and detailed plan to achieve their short- and long-term goals.

Bill Clark has been involved with Condos before there was a Condo Act. In my first Condo I learned very quickly about the process of evicting tenants and have been involved in a $1.5 million dollar window replacement and have lived in both high rise and townhouse complexes. I have recently sat on three CCI-Golden Horseshoe committees and started to write articles for the Condo News, a very rewarding experience. I believe in the Condo life, and that every Board Member should attend as many webinars, seminars and Conferences to improve both their knowledge and expand their ‘personal’ contact lists.

Michelle Kelly is a condominium lawyer at Robson Carpenter LLP in Ayr. She assists condominiums, managers, and owners throughout Ontario with a range of condominium issues. Michelle currently serves as President for the Grand River Chapter of CCI and previously served as a director for the Golden Horseshoe and London chapters. She regularly contributes articles to condominium industry magazines and is frequently asked to speak about condominium legal issues at seminars organized by CCI. Michelle also writes about condominium legal issues on Robson Carpenter LLP’s condominium management blog: www.ontcondolaw.com.

Karen King (B.Eng, B.Sc., MBA) has over 20 years of experience in the field, including managing projects, developing condominium management legislation and enjoying the progress of her Boards. Her company, King Condo Management Inc., sets itself apart through the care and expertise shown by its managers, who have the knowledge, tools, and determination to make their clients' lives better.

Will MacKay leads the team's condominium investment program, focusing an area of his practice on reserve fund investing for condominiums. In his practice, Will can draw upon personal and professional experience with condominiums to understand their current situation and investment needs. He is a current member of many Canadian Condominium Institute (CCI) chapters, The Association of Condominium Managers of Ontario (ACMO) and a member of various CCI committees.

Will has spoken at many CCI events related to reserve fund investing and spoke at the Canadian Condominium Institute - Golden Horseshoe Chapter conference on condominium financial health, focusing on investing the reserve fund.

Lisa Wilson is a second generation Property Manager; Lisa has been in or around the condominium industry for nearly 30 years. She is currently the Senior Property Manager at CIE Property Management & Consulting Inc. overseeing a personal portfolio of over 500 units ranging from townhomes to high-rises and loft conversions. Lisa has contributed material to CM Magazine and spoken at conferences on a variety of topics.

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

Please join us and visit with some of our Professional & Business Partner members who are looking forward to networking again!

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Condo News – SPRI NG 2022

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Q&A - Five Common Questions: Condo Law Version

Six Commonly Asked Board Questions for a Reserve Fund

By James Armstrong CET & Mizan Moges P.Eng.

At Edison Engineers we prepare numerous Reserve Fund Studies for Condominium clients every year.

We are often invited to present our report in front of Boards, Managers and Owners. Here are some great questions we are often asked.

Q: A:

nWhat is the “critical year” and why is this important?

nA “critical year” is the year in which a Reserve Fund balance drops to its lowest level. This is typically around the time when the Corporation undergoes a period of major expenses in their renewal cycle. Identifying the critical year is important so that a positive cash flow is maintained when the balance is at its lowest. Identifying this year is also important because deferring planned projects beyond the critical year can help mitigate current reserve contribution increases. If the critical year is soon though, project deferral may not be an option.

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Q:

nFuture fund balances seem high, why do we need so much money in the Reserve Fund?

A:

nWhen Boards receive a Cash Flow Table, we recommend that they look at fund balances around the critical year and years with major projects. Balances in the reserve should be assessed based on planned projects. We have developed a ratio that helps Boards determine risk – fund balances related to planned expenses. Smaller Corporations with a few thousand dollars as a balance may have the same risk profile as a larger Corporation with many millions in the reserve.

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

Additionally, risk is generated when a fiscal year falls towards the middle of the calendar year. A Corporation with an April year end will be completing weather sensitive projects at the very start of the fiscal year, before contributions from that year have been received.

Check fund start balances at the beginning of the fiscal year to see how much of that balance is being used up in early projects.

Q:

n Why are the study increases front end loaded? Current owners are just making life easy for future owners

A:

When reserve contribution increases are needed, there is industry consensus that this period should be restricted to a few years before increases become inflation matched. Extending these increases over prolonged periods places more of the known financial burden onto future owners. To be fairer, short-term increases should be based on a fixed dollar amount of an increase in each year not a fixed % for each of those years. Planning these increases in the few years after your study is more “catching up on changes since the last study” that “front end loading”.

Q:

nWhy do we need to look 30 years into the future and further? Why do I have pay for the large project in 30 years’ time, I won’t be here then.

A:

n The Condominium Act requires 30 years of data in the Cash Flow Table. We do though plan beyond the mandated 30 years to show fund balances in years 31 and beyond. Often minor contribution adjustments now can result in healthier fund balances beyond the 30 years and less risk of increases at future study updates.

We are attempting to be equitable to current and future owners. If you are living in the development now you are getting benefit from using a component, so

it is fair that each Owner pays a portion of future costs.

Q:

nWhy are there increases every study update? We never seem to get to inflationmatched increases. What was wrong with the study from 3 years ago?

A:

n We have seen significant restoration construction inflation in the past few years and this has been exacerbated during Covid. This inflation is not CPI or building construction price inflation but is restoration price inflation which has been much higher. This reflects the complexity of completing projects in occupied residential buildings. Prior to Covid we tracked some tenders we completed and saw annual restoration construction inflation between 4-6% higher.

Covid has pushed this inflation even higher.

Each study update includes updated costs for future projects, with these costs increasing at rates higher than inflation, many studies require above-inflation increases in the short term.

Q:

nOur building is aged and we have a backlog of projects in the next 10 years. Our fees just keep going up and up. What are our options?

A:

nCommunicate.

We have experience in helping communities through these difficult years. Start with communicating with all Owners at an Information Night or Townhall Meeting even if the reserve fund is in draft.

Review projects within the period and complete further review if needed. The scope of a Reserve Fund is a visual review, so complete more in-depth engineering review of key components to better determine concealed conditions and develop options.

Identify risk areas and priorities. Many projects can be deferred but higher interim repair costs should be planned for.

The risk of more extensive future structural repairs may be too high in some cases.

Various funding options for the Reserve Fund can then be explored including contribution increases, a Special Assessment and Loans or even a combination of these Edison Engineers is a communicationsfocused engineering consultant specializing in restoration of existing residential buildings. Mizan Moges P.Eng. is a Project Associate in our Grand River office. James Armstrong CET is a Project Principal in our Dundas office.

Robson Carpenter LLP - Michelle Kelly

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Getting Your Condo EV Ready FEATURE

Getting Your Condo EV Ready Ross Morley, P.Eng., LEED A.P. M & E Engineering, A Rimkus Company

A

s the trend of electrical vehicle (EV) ownership in Canada continues to rise, it’s no surprise that condominium boards in both newer and older buildings are experiencing increasing pressure from residents to provide solutions to the growing need for EV charging in their buildings.

While there have been many articles published to address the legal challenges surrounding implementation of new EV charging stations within condo buildings, this article aims to provide the reader with an introductory discussion to the key considerations in planning and implementing an EV charging system within your building and to answer some common questions we are asked.

How much spare capacity does my building have?

The starting point on the journey to an EV-ready condo is to engage a consultant to conduct a capacity assessment. The goal of the assessment is to determine the building’s electrical demand profile and confirm how much spare capacity would be available, which

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is measured in demand (kW) and apparent power (kVA). Once the available spare capacity is known, the consultant will translate the information into the number of EV charging stations the building can support and then will confirm if that amount can meet your current and possible future EV charging needs.

The consultant will analyze the property’s demand profile from monthly electrical utility bills for the last 2 to 3 years, considering both summer and winter

The consultant will analyze the property’s demand profile from monthly electrical utility bills for the last 2 to 3 years, considering both summer and winter peaks, to gain a clear

ant will need to coordinate the installation of a temporary submeter on the building’s main power supply for several months during peak usage months to estimate the maximum demand.

What is the right type of charging station for my condo?

EV charging stations are classified into separate categories based on the charge time and the electrical service required for each. The levels of classification are outlined as follows: Level 1: These charging stations require standard 15-amp/120-volt or 20amp/120-volt receptacles and offer a charging time of 12+ hours. Due to the long charging time, condominium owners generally avoid the implementation of this option.

Level 2: These charging stations require a direct feed from an electrical panel and will provide a shorter charging time, ranging from 4 – 8 hours. This option is the widely used preference for condominium owners.

understanding of the buildings’ anticipated peak demand draws.

peaks, to gain a clear understanding of the buildings’ anticipated peak demand draws, and compare that to the available load from the main transformer. In some cases, we have seen buildings with a remaining available capacity of up to 65% demand that can be utilized by new EV charging stations.

For some properties, the building’s combined utility data will not be accessible due to individual condominium submetering. In these scenarios, the consult-

Level 3: These charging stations require a direct feed from the electrical panel and provide the shortest charge time, ranging between 15 to 20 mins.

These stations require a large electrical feed of approximately 50 kW and are typically used at gas stations and malls.

Based on the increased electrical demand and the high cost of implementation, Level 3 EV chargers are rarely considered for condominium settings.

How will new power feeds be run to parking spaces at my building?

Every building will be slightly different, but the fundamental element in running new power to EV charging stations is to group together the parking spaces

where EV charging will occur, which will substantially reduce the installation costs.

Powering a bank of new EV charging stations in a condominium will typically involve the installation of a new disconnect switch from a spare on the main switchboard. This switch is then fed to a new transformer that will convert the voltage from high voltage to 120/208 volts, which will feed a new breaker panel. The various circuit breakers on the breaker panel will be dedicated to feeding the individual charging stations, typically mounted on the walls of the parking garages.

The sizes of these components and routing of wiring will vary from installation to installation depending on the locations, quantity, and type of chargers, as well as the buildings’ existing power infrastructure. Once this layout is designed by a consultant, the selected electrical contractor will need to obtain permits from the Electrical Safety Authority (ESA), provide the conduit runs, pull wires, and install the charging stations. At the end of the project, a final inspection will need to be completed by the ESA and the consultant.

Should our building be considering EV chargers capable of power sharing?

Smart chargers that can charge multiple electric vehicles from the same circuit simultaneously are now commonly available on the marketplace. Where a building may have available capacity of up to 10 traditional EV charging stations, smart charging stations could allow for more than 50 vehicles to be connected and charged simultaneously through load sharing.

When multiple cars are simultaneously charging from the same circuit, the power supply will be proportionally divided, which will take longer for all cars to charge, but is typically not an issue in

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The use of smart EV charging devices is highly recommended in a condominium setting to allow streamlined billing and the ability to greatly expand the number of connected vehicles through power sharing.

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condominiums where most vehicles are left to charge overnight. Another major advantage of smart chargers is the builtin bill collection and reconciliation software, allowing easier cost recoveries by the condo over traditional methods.

Payment is typically done through an RFID card or an app on your smart phone. Billing for smart EV charging stations is generally set up in three ways: fixed price per hour, per charging hour, or fixed rate per session. Typically, a condominium will be set up to bill per charging hour. Once a car is fully charged, the vehicle owner will no longer be charged the moment the vehicle has stopped receiving hydro consumption.

The use of smart EV charging devices is highly recommended in a condominium setting to allow streamlined billing and the ability to greatly expand the number of connected vehicles through power sharing.

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

In Summary: • Start your EV charging process now by engaging a professional to conduct a capacity assessment to determine how many charging stations can be accommodated.

• Consider the use of Level 2 smart EV chargers to take advantage of billing and reconciliation software, as well as increase the number of available charging stations through power sharing.

• Engage a consultant to design the power distribution upgrade for the building and ensure the contractor is obtaining the necessary permits when the electrical wiring is being installed.

Ross Morley, P. Eng., Practice Leader, M & E Engineering, A Rimkus Company

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

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

What are the qualities and features of your Condominium?

l

What are the accomplishments achieved by your Condominium Corporation?

l

What is the overall environment like in the Condominium?

l

What makes residents proud to live there?

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

Article deadline March 1st

Summer

Article deadline June 1st

Fall

Article deadline August 1st

Winter

Article deadline December 1st

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

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

OR

by email admin@cci-ghc.ca

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

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EAVESTROUGHS - A Year Round Concern FEATURE

EAVESTROUGHS - A Year Round Concern Bill Clark Condo Board of Director, WCC439

In the Winter 2022 issue of this magazine, there were several articles on roofs, but you can’t have an efficient roof system without well maintained eavestroughs.

E

avestroughs also referred to as gutters are a common source of trouble for Condominiums and require ongoing maintenance. From huge icicles in the winter, to cars running over the extensions, to birds nesting in them and presenting the homeowners with wonderful chirping noises - 24/7.

In the 1960’s, the gutter industry was completely revolutionized by the invention of an aluminum gutter machine which produced seamless eavestroughs.

Even with all the technological improvements, gutters still clog and cease working. The main problem is debris clogging the OUTLET, the hole in the gutter at the top of the downspout. It is still small and has a lip around it AND this is where most of our problems start.

All rain gutters must be cleaned periodically, especially if you are near any trees and definitely in late Fall. Water will follow the path of least resistance, over, under and around

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Clogged downspout

debris in the gutter. Your goal should be to have water free flowing to the outlet, down the downspout and safely away from the house.

Before you begin discussions with an Eaves Contractor you should have a general understanding of the role of eavestroughs and how poor maintenance can result in costly repairs:

What purpose do eaves serve?

Eaves collect and direct water to a desired location away from walkways, driveways and foundations.

Why do icicles form on my eaves during winter?

This can happen for many reasons.

The most common is probably as a result of the freeze/thaw climate in Southern Ontario. When snow builds up at the eaves and melts during the warmer daytime temperatures, it turns to water that often can’t be drained efficiently from our eaves and downspouts. As the colder night temperatures set in, this freezes, and as this process re-occurs the icicles will become larger and larger creating ice dams and large hanging icicles.

Another common issue leading to ice build–up at the eaves is when soffit venting is not utilized correctly. We often find that soffit venting has been plugged or blocked from insulation. This prevents the intake of fresh air and allows warm air to build up in the attic space melting the snow and eventually freezing again creating icicles.

Clean Eaves 38

Why maintain your gutters all year round?

1) Visual staining can be caused by leaves and debris build up in our eaves; 2) Foundation problems can be caused by overflowing eaves allowing water to sit on the ground; 3) Eaves damage can result from buildup of debris; 4) Leaks can develop due to the deterioration of applied sealants; 5) Standing water in eaves can be a breeding ground for insects; 6) Eaves are a catch basin for all sorts of things like toys, bird nests, etc.

Should eaves drain into your garden?

While in some cases having the eaves drain into your garden may be fine, however, excessive water can lead to erosion of the soil and if not graded properly the water can make its way back to the foundation resulting in damage or water entry into the home. Always have the eaves directed away from your home.

This is where extensions can be

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

brought into play. There are a few types of extensions on the market: one is a flexible tube available in various lengths that attaches to the end of the eaves and can be directed anywhere. You can also get an extension that is made up of the same material as your eaves. BUT, in both cases, the placement is important because many an extension has been crushed by a car or snow plow which can lead to water damage.

One suggestion would be to bury the eaves leading out the curb, drill a hole in the curb and let the water flow through the hole into the street.

Is it a good idea when replacing your roofs to replace bad eaves?

Yes, work it into your contract. There is nothing more unsightly than a brand new roof and eaves that are falling apart.

Plus inefficient gutters would cause damage to your new roof.

Should you look into getting covers for your eaves?

Yes, especially in areas where there are a lot of trees. Covers or eaves guards can be extremely beneficial. They can

Clogged eaves

prevent your downspouts becoming clogged with debris. However, you will still need to clean them because debris will sit on top of the cover and it will be a lot less labour intensive.

Should eaves be installed at an angle to assist in drainage?

Eavestrough Cover

Yes, eaves should be installed at a slope towards the downspouts to assist in drainage.

When seeking an Eavestrough Installation Company consider the following: How long have they been in the business? A company that has been in business for a lot of years will have experienced a wide variety of challenges and has developed solutions.

Are they local? If your contractor is charging for travelling time it can add to your costs.

Do they have an eavestroughs installation specialist? This could ensure a higher standard of service and quality of job.

Never deal with a company who uses sub contractors. Dealing directly with the personnel who did the work should ensure better communications and easier availability for emergencies.

Are there on-line reviews? Always ask for references, now-a-days, the computer is an excellent source of information.

Proper maintenance of eaves should be one of your top priorities, improper run-off can create preventable foundation problems or expensive roof repairs.

I would like to thank Tyler Colbert of Skyline Contracting for his contribution and assistance in the writing this article.

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39

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

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

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

Yes! THEN WE CAN HELP!!

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

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

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

Thank you for being a member of GHC-CCI!

Do you have an article for the Condo News?

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Send a high-resolution headshot and a brief bio of three or four lines.

Include your credentials next to your name.

Confirm article subject approval before writing.

No word limit.

Email article in Word format.

Write for an audience that includes condominium owners and directors. Avoid technical language.

• If using pictures or graphs within the article, limit to three or fewer.

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• Editors will approach authors about any major edits, but may insert minor changes (e.g. grammar, spelling, etc.) without notice.

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• Email to admin@cci-ghc.ca CCI - Golden Horseshoe Chapter Box 37 Burlington, ON Canada L7R 3X8 Tel: 905-631-0124 or 1-844-631-0124 • Fax 416-491-1670

Condo News – SPRI NG 2022

41

Advertisers Index

A DVE R T I S E

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In the new Condo News Digital Edition!

Without you, this publication would not be possible!

AddAline Asphalt Maintenance . . . . . . . . . . . .22 Atrens-Counsel Insurance Brokers . . . . . . . . . . .2 Brown & Beattie . . . . . . . . . . . . . . . . . . . . . . .36 Chown Property Management Inc. . . . . . . . . . .31 Cion|Coulter . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Condominium Financial Inc. . . . . . . . . . . . . . . .18 J&W Condominium Management Ltd . . . . . . . .25 Key Property Management & Consultants Ltd. .10 Larlyn Property Management Ltd. . . . . . . . . . .22 Maple Hill Tree Service . . . . . . . . . . . . . . . . . . .29 Millards Chartered Professional Accountants . .25 MRCM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9 Normac . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .36

If you service the Condominium Industry and are not listed in this issue YOU ARE MISSING OUT!

Precision Management Services . . . . . . . . . . . .36 RJC Engineers . . . . . . . . . . . . . . . . . . . . . . . . .17 Robson Carpenter LLP - Michelle Kelly . . . . . .31 SimpsonWigle LAW LLP . . . . . . . . . . . . . . . . . . .4 Third Watch Protection Services . . . . . . . . . . . .10 Wilson Blanchard Management . . . . . . . . . . . .34

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Golden Horseshoe Chapter

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