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Phone: (905) 639-1052 | Fax: (905) 333-3960
OUR BUSINES S IS CONDOMINIUM
Over forty years of helping our clients with all aspects of condominium law including:
• Advising Boards of Directors
• Development
• Construction Claims
• Project Financing
• Mediation and Arbitration
• Litigation
• Employment
OUR CONDOMINIU M LAWYER S
Maria Durdan, ACCI
Cameron Neil
Bilal Mirza
Christopher Dilts
Warren Mouck
Kevin Mitchell
Asad Hashim
COMMUNICATIONS COMMITTEE
Craig McMillan Chair
Carole Booth
Paola Beci Gjata
Jeremy Nixon
Colin Ogg
Tim Van Zwol
Kerri Raposo
Patrick Greco Board Liaison
Yeganeh Pejman
Condo News
is produced 4 times per year
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Deadline – June 15th
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Deadline – September 15th
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Deadline – December 15th
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Deadline – April 15th
Articles of interest to condominium owners and directors are welcome. See details for submissions on page 50.
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.
From the President FROM THE PRESIDENT
Richard Elia, B.Comm., LL.B., LL.M.(ADR), ACCI GHC-CCI President
The New Year Promise
As we turn the page to a new year, one of our goals at CCI-GHC is to shine a spotlight on all the reasons to join our community (spoiler alert: there are no bad ones). But perhaps you're asking, “what’s the real benefit of joining?” There is already so much out there to choose from.
True – but none of it is CCI-GHC. We’re not just another “professional organization.” We are cutting edge, we are a community, and, most importantly, we are a safe space to learn, grow, and connect.
I’m constantly encouraging the lawyers in my firm to attend CCI-GHC events. Why? Because no matter how seasoned you are, there’s always something new to learn. Case in point: as Chapter President, I recently had the privilege (and responsibility) of chairing our Annual General Meeting. The AGM featured an educational component, and this year, we had Patrick Greco, Stephanie Sutherland, and Maria Durdan, all amazing lawyers, delivering an insightful presentation on condominium case law.
One of the cases discussed involved restrictions on an owner’s right of access to records and limitations on what the Corporation could disclose. In thanking them, I attempted to chime in with a small addition—only to be met with the collective gaze of three lawyers, as though I had just grown a second head. Spoiler alert: I was dead wrong.
And in the most respectful and courteous way possible, I was corrected. Yes, I was embarrassed, but not because of them. I was left in awe of my colleagues, for their level of sophistication and the cumulative knowledge of those providing condominium law advice. But even more so, I left having learned something through a CCI-GHC event – again. It never fails!
A Fond Farewell
CCI-GHC wouldn’t be what it is without the dedication of our volunteers— individuals who put themselves in service of the condominium community in the belief that fostering education and a deeper understanding of how condominiums function will serve all of us. Sandy Foulds is one of these individuals.
Sandy was first elected to the Board of Directors seven years ago, and hit the ground running, contributing to the Membership Committee, chairing the Social Media and Marketing Committee, serving as Secretary, Vice-President, and President (for 2021 and 2022), all while being a leader in the property management industry. Her energy and focus didn’t just keep
continued…
Golden Horseshoe Chapter of the Canadian Condominium Institute
Alicia Gatto, CPA, CA, LPA (Chair Finance Committee)
SECRETARY
Michelle Joy, BA, RCM, OLCM
BOARD OF DIRECTORS
David Corbett
Maria Durdan, B.A., LL.B., ACCI (Member Education Committee, Member Finance Committee, Member Ron Danks Award Committee)
JJ Foulds, BA, OLCM, RCM
Patrick Greco, B.A.Sc., LL.B.
(Chair Policy & Governance Committee, Member of the Communications Committee)
Sokol Meta, RCM, CMCA, BA (Board Liaison Professional & Business Partners’ Committee)
Paul Nasato, B.Arch.Sc.
Thomas F. Nederpel, B.Sc., PEng (Chair External Relations Committee)
Denis Theriault
her moving—they kept us moving. To this end, I regret to share that Sandy has decided to step down from our Board.
In Sandy’s own words:
“It has been a great learning experience and I have enjoyed my time with all of you. But it is time to let the new members jump in. I know that they will all bring great new ideas forward for the Board to consider.”
Sandy, we owe you a tremendous debt of gratitude. Your impact will be felt for years to come.
Here’s to 2025!
We have now come full circle. As we move into a new year, I wish you all prosperity, peace, and plenty of enlightened interaction with other members of the condominium community. And of course, I hope to see you at many CCI-GHC events. After all, every time we gather, we grow stronger as a community.
Cheers to an exciting year ahead!
Richard Elia GHC-CCI President
The Ron Danks Leadership Award
The Ron Danks Leadership Award
Through the Ron Danks Leadership Award, the Golden Horseshoe Chapter recognizes its true condominium board member leaders; those individuals that have gone that extra mile, time and time again, to help their condominium community.
If your condominium corporation is a current GHC member and you know of a current or past board member that exemplifies the spirit of what leadership means, email outlining why the candidate is worthy of this recognition.
Your submission should be of sufficient detail for the judging panel to want to know more. Simply being a long-time board member is not sufficient. What has your candidate done to make a difference?
Submit your nomination online at https:// cci-ghc.ca/who-is-cci/ron-danks-leadershipaward.
GOLDEN HORSESHOE PROFESSIONAL & BUSINESS PARTNERS DIRECTORY
Golden Horseshoe Chapter
PROFESSIONAL & BUSINESS PARTNERS COMMITTEE
Ryan Griffiths Condominium Lending Group Chair, Professional & Business Partner Committee
Ryan is Managing Director at CLG - Condominium Lending Group, and works exclusively with Condominium Corporations, Property Managers, and other stakeholders across Canada to develop and implement customized financing solutions.
Welcome to the 2025 Professional & Business Partners Edition of Condo News! I hope you enjoy the articles put forward by some of the industry leading members of our chapter. CCI Golden Horseshoe is very lucky to have a diverse group of professionals and businesses that serve our condominium industry, and we are thankful to those that give back through volunteering with our chapter. I’m very grateful for all the time and efforts from the team on the Professional & Business Partners committee. Thanks again to everyone for all your work over the past year.
The various businesses that support our chapter can be found within the Professional & Business Partners Directory that accompanies this edition of Condo News. I hope you make this your go-to resource for all your condo needs.
As we look towards the upcoming year, our committee is hosting our first Lunch & Learn on January 31st, at the Canadian Warplane Heritage Museum in Mount Hope. The seminar will focus on navigating condo conflicts, and will dive deep into security, conflict and dispute resolution for condo communities. We have a great panel, and an awesome venue so please sign up before the session sells out!
Our seminar at the Warplane Heritage Museum last year was a sell-out with record breaking attendance. After the seminar many of the attendees stayed for a guided tour of the facility filled with vintage warplanes. I hope to see you there!
All the best, Ryan
Golden Horseshoe Chapter PROFESSIONAL & BUSINESS PARTNERS COMMITTEE
Gail Cote, RCM
Property Management Guild gail@pmguild.ca
Gail is a Condominium Manager at Property Management Guild. She has enjoyed providing professional Property Management services to her clients since 1999 and has achieved her RCM designation. Gail has enjoyed: past participation on the CCI-GHC Board of Directors as well as volunteering on the CCI-GHC Professional Business Partners and Communication Committees. Gail has participated as a speaker at CCI events including CCI-GHC Annual Conferences, webinars, lunch & learn events as well as having written articles for the CCI-GHC Condo News publication.
Justin Deboer
Skyline Contracting
Since 2004, Justin Deboer has led Skyline Contracting with a commitment to excellence in roofing and property maintenance across Burlington, Hamilton, Ancaster, Grimsby, and Stoney Creek. Under his leadership, the company has become known for its responsive service and superior workmanship.
Justin also contributes his expertise as a Committee Member for the Professional and Business Partners Committee of the Canadian Condominium Institute (CCI), where he extends his impact beyond business operations to community and industry development.
Justin’s professional ethos revolves around adding value and making a positive difference in every aspect of his work.
Patrick Greco
Shibley Righton LLP pgreco@shibleyrighton.com
Patrick is a partner in the Condominium Law Group at Shibley Righton LLP where he provides a full range of condominium solicitor and advocacy services and particularly enjoys attending and chairing difficult owners’ meetings. Patrick sits on the CCI-Golden Horseshoe Communications Committee and the CCI-Toronto Education Committee. He writes frequently on condominium issues and enjoys presenting to industry groups. In his free time, Patrick can be found in his garden or, in the winter, planning next year’s garden.
Kelly MacDonald
Detail Roofing & Sheet Metal
Kelly has been happily assisting condominium managers and boards with their roofing related needs at Detail Roofing & Sheet Metal since 2017. In her role of Client Engagement & Events, she is dedicated to providing engaging educational content through regular webinars, in-person seminars, and articles, all to help audiences better understand their roof and how to maximize its lifespan. Kelly is a proud member of the Professional & Business Partners Committee.
Shaun McCartney
ServiceMaster Restore of Oakville claims@svmoakvilledr.com
Shaun is the Business Development Manager of ServiceMaster of Oakville Disaster Restoration. We are a premier provider of professional restoration services to the condominium marketplace. We are an Atrens-Counsel Preferred vendor.
Zeke Margaritis
ArmourCo Solutions zeke@armourco.condos
Zeke Margaritis is currently the business development representative at ArmourCo Solutions. A proud graduate of The Lang School of Business and Economics. Zeke has grown up in the condo industry with a passion for construction. Zeke currently volunteers for CCI-GHC Professional Business Partners and Conference committees.
Craig McMillan, RCM, ACCI, LCCI, CMCA, CAPM
Maple Ridge Community Management cmcmillan@mrcm.ca
Craig McMillan is President of Maple Ridge Community Management (MRCM) an Associa Company. He has been a Condominium Professional since 2003. Craig holds his RCM designation from ACMO, and his ACCI and LCCI designation from CCI-National. He is a member of the Project Management Institute and holds his Certified Associate in Project Management designation CAPM.
He currently serves on the Board of Directors for ACMO and ACMO’s Membership & Programs Committee as well as the Condo Conference Committee hosted by ACMO & CCI-Toronto.
Continued…
Golden Horseshoe Chapter PROFESSIONAL & BUSINESS PARTNERS COMMITTEE
Craig also serves on the Professional & Business Partners Committee and the Communications Committee with CCIGHC, as well as an inaugural member of CMRAO’s Advisory Committee. He is a frequent speaker at industry events & conferences, as well as contributing articles for various industry publications.
Sokol Meta RCM, CMCA, BA
Wilson Blanchard Management sokol.meta@wilsonblanchard.com
Sokol is a Director of Condominium Management at Wilson Blanchard Management Inc., an Associa Company.
He has achieved his RCM designation from ACMO and CMCA designation from CAMICB. He has been providing professional Condominium Management services to his clients since 2017.
Sokol volunteers on the CCI-GHC Professional Business Partners and Communication Committees.
Mike Mullen R.C.M, B.A.
Wilson, Blanchard Management Inc. mike.mullen@wilsonblanchard.com
Mike is the Executive Vice President of Operations at Wilson, Blanchard Management Inc. Mike has been involved in the Condominium industry since 1999 and has been an RCM since 2003. Mike has sat on many industry related Committees over the years including CMRAO and ACMO Education Advisory Committees as well as CCI Golden Horseshoe Transition Committee. Mike is a frequent speaker at industry events.
Natalie Park
Park Group of Companies ltd. HVAC & Refrigeration Contractors www.parkgroupofcompanies.com
Natalie Park is Manager/Owner of Park Group of Companies HVAC & Refrigeration Services. We Provide Industry Leading Materials with the Highest Quality Service Solutions for both Residential and Commercial Properties. Natalie is on a Board Member with CCI Golden Horsehoe Professional & Business Partners, Education Committe. She is also the Co-Chair for the CCI Golden Horseshoe Annual Conference.
Kevin Shaw, B.Tech.(Arch.Sc.), LCC Principal – Cion Engineers & Building Scientists kevin.shaw@cion.com
Kevin was instrumental in launching the Cion Building Science Group and continues to be responsible for all operational aspects of the firm’s building science team. With over 25 years of experience in building evaluation and rehabilitation, Kevin is a recognized authority in: building envelope, failure investigations pertaining to the building envelope and structural components of buildings, design and project management of building rehabilitation projects, accessibility audits, performance audits and reserve fund studies. Kevin holds the LCCI designation with CCI and is actively involved in the advancement and education of the Condominium Industry.
Stephanie Sutherland is a condominium lawyer at the Kitchener office of Cohen Highley LLP. Stephanie assists condominium boards, unit owners, and managers with day-to-day governance matters, compliance issues, drafting and registration of new and amended condo governance documents, court and CAT proceedings, and mediations and arbitrations. She sits on several Grand River, Golden Horseshoe, and national CCI committees, and is on the CCI Grand River Board. Stephanie also regularly speaks at CCI events and contributes articles to condo industry publications.
Jordan Vandervelde Edison Engineers
Jordan is a Project Principal at Edison Engineers that is responsible for building assessments, development of repair strategies, and management of their implementation. Jordan leverages his years of hands-on contracting experience with his structural design and restoration expertise to effectively blend theory with practicality to produce exceptional results. He supports the Edison team across the GTA to help deliver Structural Restoration and Building Envelope repair projects. He also provides invaluable support to Reserve Fund Study development, Capital Plans and Performance Audit Resolutions.
GHC-CCI Professional & Business Partners are pleased to present our ever popular Lunch & Learn
January 31, 2025 | 11:00 AM - 2:00 PM ET
Canadian Heritage Warplane Museum, 9280 Airport Rd, Mount Hope, ON L0R 1W0
Please join the CCI Golden Horseshoe Professional and Business Partners committee for this session.
This session will delve into the proactive approaches that can be employed in condominium communities to manage and resolve conflicts. Our panel of experts will provide best practices for dealing with conflict and will cover tactical communication approaches, and power principles in communication geared towards gaining voluntary compliance. Attendees will learn about threat cues and how to practice situational awareness to increase personal and community safety. The panel will also provide in-depth insights on the various paths to dispute resolution such as the Condominium Authority Tribunal, mediation / arbitration, and the courts.
In addition to the panel presentation, this important event will feature a networking hour, buffet lunch and a question period for our panelists, followed by the opportunity to view the Warplane Museum at leisure.
Moderator
Ryan Griffiths Managing Director Condominium Lending Group
Schedule:
Speaker
Marc Bhalla Vice President, Policy, Programs & Dispute Resolution Condominium Authority of Ontario
11:00 am – 12:00 Noon – Registration/Networking
12:00 pm – 12:30 pm – Lunch
12:30 pm - 2:00 pm – Presentation
Mike Fernandes Vice President, Operations Regal Security Inc.
Shawn Machado Community Director Maple Ridge Community Management
Sponsorship Opportunities Available
Speaker
Speaker
Ryan Griffiths
Condominium Lending Group
Lyndsey McNally, OLCM, LCCI, CCI (Hon’s)
Condominium Lending Group
Condo Economic Update –Reserve Funding Levels
Over the last few years, our economic climate has seen significant financial pressures impacting condominium corporations, particularly in the construction sector. While your average Canadian has been struggling to adapt to increased living costs related to consumer inflation and mortgage rate increases, condominium owners have also been facing increases in condo fees related to project costs and savings for longer-term capital repairs through their reserve fund contributions.
What can you expect for 2025?
Construction Inflation Update
The condominium industry has widely discussed the inflationary crisis that we faced during the Covid-19 pandemic and beyond. From Q1 2020 (pandemic start) to Q2 2024, the residential construction price index for the Greater Toronto Area (the closest geographic census data to the Golden Horseshoe Area) increased by 83%. This is in addition to the consumer price inflation that impacted the operating portion of condo fees.
The good news is that in 2024, we have seen inflation levels come back down to reality – although we haven’t seen any deflation in construction costs. Below is an excellent visual from Statistics Canada, showing the slow down in construction inflation for residential buildings:
Source: Building Construction Price Indexes Data Visualization Tool
Reserve Fund Study Updates
As condominium corporations update their reserve fund studies, we are continuing to see the impact of construction price inflation. Although many condominiums have already completed at least one reserve fund study update since inflation started skyrocketing, it will be another year or two before the market has fully adapted. Many condominiums are facing substantial increases to their required contribution levels because it’s not just current projects that are impacted, it’s all future projects as well that have increased in cost.
It is important to understand that in comparison to the 83% project cost inflation discussed above, the average condominium corporation is assuming a ~3% inflationary adjustment in their studies. This would mean that the condo corporation was planning for a 12% increase in project costs over the same time period. The difference between a 12% increase and an 83% increase on a multi-million dollar project can result in a significant shortfall.
It is necessary for condominium boards and owners to expect that project costs have increased, and reserve funding will need to increase as a result, and boards need to be prepared to explain this to their ownership.
Project Tendering
The impact of the increase in pricing of materials and labour is being witnessed in the resulting bids from major project tenders. Many condominium corporations are facing sticker-shock when opening bids for major capital repair projects. The current political climate may also continue to impact pricing. This makes it crucial for
It
is necessary for condominium boards and owners to expect that project costs have increased, and reserve funding will need to increase as a result.
condo boards to carefully manage and plan their tendering processes to avoid unexpected cost overruns, and to carefully consider the future cost impact of project deferral, if, this is even a viable option. The longer you defer necessary work, the more expensive it becomes.
Net-Zero
There is a strong global push towards reduction of greenhouse gas emissions. It is estimated that 30% of Canada’s emissions come from buildings, and therefore the Canadian government and municipalities are targeting buildings, including condominium corporations, to force a cultural shift in how we plan to maintain and renew our buildings. Increasingly, it is becoming apparent that deep building retrofits are going to become necessary especially for aging condos. The City of Toronto has established a goal of net-zero by 2050, and it is expected that other Canadian municipalities will follow suit.
Are we ready? Absolutely not. There is much work to do to help condominium corporations achieve a net-zero goal and it’s important that we start to focus on this issue as an industry.
How can we adapt?
In this market, challenges
are normal and expected. Condo boards and owners should anticipate fee increases as a result of rising costs. These increases are necessary to maintain the longterm financial health of a condominium corporation and to ensure that there is enough funding to keep our communities well-maintained and to help retain value for every owner.
However, these increases can be difficult for some owners to manage. Condominium corporations can consider special assessments and loans to help them minimize the financial impact to the individual unit owners. Boards should consult their reserve fund planner and a lender that specializes in lending to condominium corporations to investigate these options.
Increasingly we are seeing that it is more important than ever to approach project planning proactively, and to consider more detailed studies about our emissions and how we can reduce them when we plan major repairs or replacements.
Ryan Griffiths is Managing Director at CLG - Condominium Lending Group, and works exclusively with Condominium Corporations, Property Managers, and other stakeholders across Canada to develop and implement customized financing solutions. Lyndsey McNally lyndsey.mcnally@condolending.com
Hayden McCartney
ServiceMaster of Oakville Restore
Water Damage in Vertical Communities: A Guide for Property Managers, Residents, and Condo Boards
Introduction: Setting the Stage
Picture this: A water line bursts on the 12th floor of a condo building during a busy weekday morning. Within minutes, water cascades into units below, seeping into ceilings, walls, and shared spaces. Residents panic, the property manager fields frantic calls, and the condo board scrambles to determine the next steps. Sound familiar?
Water damage is one of the most common, and challenging, issues faced in vertical communities. To help you navigate such incidents, this article answers common questions posed by property managers, residents, and board members.
For Property Managers
Q1: What should be the first step when water damage occurs in a building?
The first priority is to ensure the safety of residents and the property. Quickly assess the extent of the damage and determine if immediate action is needed to mitigate further issues, such as shutting off the main water supply. Contact restoration experts as soon as possible and notify the condo board and affected residents.
Q2: How do I prioritize and coordinate the mitigation and repair process?
Water damage projects typically consist of two main phases: mitigation and repair. The mitigation phase involves removing water, drying the affected areas, and preventing further damage. The repair phase follows and includes fixing structural elements, replacing damaged materials, and restoring the building to its original condition. Ensure that the restoration contractor coordinates with you and provides updates throughout the process. Clearly communicate timelines and expectations with residents and the condo board.
Q3: How do I manage communication between residents and restoration contractors?
Maintain open lines of communication by relaying information from the restoration team to residents and vice versa. Provide regular updates and address any concerns promptly. Set expectations about noise, access to units, and the timeline for restoration work. This helps to keep everyone informed and minimizes frustration during the process.
Q4: What documentation should be collected for insurance purposes?
Collect detailed photographs of all affected areas, including structural damage, items that need repair or replacement, and any other impacted areas. Retain any failed plumbing parts or appliances that may be relevant for subrogation opportunities with the Corporation’s insurance. Ensure thorough documentation, as this is crucial for possible legal and insurance purposes.
Q5: What is the role of the property manager in coordinating with the condo board during a water damage incident?
The property manager acts as the main liaison between the condo board, residents, and contractors. It’s essential to communicate updates to the board and work closely with them to assess the situation, make decisions, and ensure all necessary steps are taken to handle the incident efficiently.
For Residents
Q6: What responsibilities do residents have during a water damage incident?
Residents should report any signs of water damage or potential issues to property management immediately. They should also ensure that their personal belongings are moved away from affected areas to prevent further damage. Your Condo Corporation is responsible for covering damages to finishes that fall under the Standard Unit Definition. It’s important to communicate with your property manager to confirm what items they will be addressing. Anything above and beyond these items would fall
under the Unit Owner's insurance policy. Personal belongings, including appliances, are the responsibility of the resident.
Q7: How can residents best support the restoration efforts in their unit?
Be proactive in communicating with your property manager and the restoration team. Allow access for inspection and repairs as needed, and keep personal items out of the way to facilitate work. Document any damage thoroughly for your insurance claim.
Q8: What can I do to stay informed during the restoration process?
Regular updates from the property management or condo board are essential. Be sure to ask questions about the timeline, next steps, and any changes that may affect your unit. If you have engaged your personal insurance company, try to establish a clear avenue of communication between your adjuster and those representing the Condo Corporation to ensure everyone is on the same page. If you haven’t received updates, don’t hesitate to reach out for more information.
Q9: What should residents do to prepare for potential water damage incidents?
Residents should take proactive measures to prevent water damage, such as checking for any leaks or signs of water intrusion and reporting them to property management immediately. Keep important items elevated and away from potential water sources and ensure that personal insurance coverage is up to date. Familiarize yourself with emergency procedures and know the location of the main water
shut-off valve to minimize damage if an incident occurs.
Q10: How can residents best protect their personal belongings?
Protect personal belongings by moving them to higher ground or storing them in water-proof containers. Use furniture risers or waterproof mats to elevate valuable items off the floor. Additionally, consider purchasing renters’ insurance to cover personal property in case of damage that is not included under the building’s insurance policy.
For Board Members
Q11: What role does the condo board play during a water damage incident?
The condo board oversees the response, ensuring that proper procedures are followed and that communication between residents, property management, and restoration professionals is clear. The board may also help manage insurance claims and work with the property manager to coordinate repairs and support residents during the process.
Q12: How can the board best communicate with residents during a water damage incident?
Use multiple channels, such as emails, notices, and meetings, to keep residents informed. Provide timely updates on the status of the restoration, expected timelines, and any necessary actions residents need to take. Be transparent and empathetic to address residents' concerns and answer questions.
Q13: How should the board manage communication with the
insurance company?
Work closely with the property manager to provide all necessary documentation to the insurance company. Be clear about the extent of the damage, the expected costs, and any potential claims for subrogation. Engaging with the restoration contractor early to set financial reserves for emergency and repair work can help determine if a claim is needed and minimize delays throughout the project. Keep an open line of communication with the insurer throughout the process to ensure claims are processed smoothly.
Q14: What should the board do to prepare for potential water damage incidents?
The board should ensure that the building's maintenance schedule includes regular inspections of plumbing, mechanical systems, and common areas to identify and address potential issues early. Establish an emergency response plan and communicate it to all residents. Make sure that the property management team, as well as any onsite maintenance and cleaning staff, are aware of the procedures for dealing with water damage. Review insurance coverage to understand what is included and what may need additional coverage. Having an up-to-date contact list for emergency services and restoration contractors can also help ensure a quick response if needed.
Q15: What are the most important takeaways for residents, property managers, and board members when dealing with water damage incidents?
Prioritize safety and immediate action. Ensure open communication between all parties involved and
follow a well-structured plan for assessment, mitigation, and repair. Keep accurate documentation of damages and engage with insurance providers early to streamline claims. Residents should report issues promptly and be proactive in protecting their belongings. Property managers and boards should stay informed, coordinate effectively, and ensure that emergency resources are available.
Conclusion:
Key Takeaways
Water damage in vertical communities is inevitable but manageable with a proactive approach. By understanding your role—whether as a property manager, resident, or board member—and having a clear plan in place, you can minimize disruption and costs. Remember, partnering with experienced restoration professionals and maintaining open communication are critical steps toward a successful recovery. And while no one wants to deal with water damage, with the right approach, it can be just another challenge tackled by a well-prepared team. Here’s to a dry and stress-free future!
Hayden McCartney is the Vice President and Senior Project Manager at ServiceMaster of Oakville Restore. Since joining the company in 2012 as a restoration technician, Hayden has gained hands-on experience across multiple roles within the organization, building a deep understanding of restoration services. Specializing in Condominium Property damage restoration, Hayden combines expertise with a collaborative approach to deliver efficient and reliable solutions for clients.
ServiceMaster of Oakville Restore (905) 847-0995
haydenm@svmoakvilledr.com
Welcome to Our Newest Board Members
Dave Corbett FirstOntario Credit Union
Dave Corbett is the Director, Cash Management, part of the Business Banking Group of FirstOntario Credit Union. Based in Hamilton, FirstOntario has been providing innovative, local financial solutions to its members for over 80 years in the Golden Horseshoe area, based on its co-operative principals. This community first philosophy lead to the creation of the condominium services segment of the credit union. Offering full service banking to condominium corporations, their residents, and property managers, FirstOntario’s goal is to provide a unique, and market leading way to help this industry.
Dave has lead FirstOntario’s Condominium Services division for the entirety of its 10-year history, starting with the creation of the program with a detailed and collaborative approach. Since then, he has overseen the growth of this market to service boards, residents, and service providers throughout Ontario providing investment, daily banking, and lending advice and solutions.
Solok Meta, RCM, CMCA, BA Wilson Blanchard Management
I currently serve as the Director of Condominium Management at Wilson Blanchard Management. Since starting my career in the condominium industry in 2017 as a Condominium Manager, I have effectively managed a diverse range of properties, including high-rise, mid-rise, townhome, and commercial properties. I earned my Registered Condominium Manager (RCM) designation from ACMO in 2018 and my Certified Manager of Community Associations (CMCA) designation from CAMIB in 2023. I am also a General License Manager with the CMRAO.
I am actively involved with the Canadian Condominium Institute (CCI) Golden Horseshoe Chapter, where I volunteer on the Professional Business Partners and Communication Committees. Additionally, I am an instructor for a director certificate program, a role that allows me to connect with industry professionals and promote mutual learning.
Paul Nasato, B.Arch.Sc.
Cion | Coulter Engineers & Building Scientists
Paul Nasato is a Project Manager with Cion Corp., Engineers and Building Scientists. In 2008 he received his undergraduate degree in Architectural Science (Building Science) from Ryerson University.
Paul has over 16 years of experience with Cion, practicing in the building science engineering field. His areas of speciality include building envelope evaluation and rehabilitation, as well as having extensive experience managing reserve fund studies and performance audits.
Paul has previously presented seminars and courses for CCI and for private management companies on various topics including Reserve Fund Studies and Performance Audits.
John Margaritis ArmourCo
Road Map to Parking Garage Maintenance
The main point of entrance for most residents, owners and visitors in a high-rise condominium is the underground parking garage, and the condition of the garage says a lot about the property, the corporation and the management. Unfortunately, in many cases, the underground parking facility is not viewed as a high priority, resulting in poorly lit areas, flaking paint on ceilings and walls, and rusting, unmarked pipes — all of which leaves the garage unsightly and unsafe. Some garages don’t even meet the basic requirements mandated in municipal bylaws and the provincial fire code.
So, why doesn’t parking garage maintenance occur as often as it should? In a word, logistics. Between project management, product specification and bylaw compliance, these types of painting projects can be daunting — but they don’t have to be. To help shed light on the process, here are answers to questions board directors and property managers commonly ask.
When should painting occur?
Garage painting can take place anytime from spring to fall, but planning should start as early as possible. Cars must be removed from the garage while
the painting takes place, and it’s easier to get the city to accommodate temporary street parking before summer festivals and events start. Also, preparing and painting a garage creates a lot of soot, especially after the pipes are sanded, so delay power sweeping and drain and catch basin cleaning until afterwards to avoid having to repeat these processes.
Where do the cars go?
Anywhere but inside. Cars can usually return to the underground parking garage after 5 p.m., but must be out by 9 a.m. There are several ways to accommodate cars during the day. Some buildings have enough visitor parking and above-ground parking to accommodate the extra cars. Otherwise, find out whether the city can accommodate street parking or see if it’s possible to make arrangements with a neighbouring building. In one project, management set up a shuttle service from the building to a local shopping mall parking lot
where residents were temporarily allowed to park.
What kind of paint should be used?
Use only high-quality products for a paint job that will last 10 to 15 years. For walls and ceilings, use 100 per cent acrylic exterior paint. For pipes, use industrial rust primer and urethane enamel. The contractor should supply product data sheets, which can be consulted to verify that high-quality products are being used.
What are the most critical workplace hazards?
Exposure to carbon monoxide (CO) and vehicle traffic.
The gas-powered power washers that the contractor uses increases workers’ exposure to CO. Workers should wear a personal CO gas detector so they are alerted if CO levels increase. To increase air exchange, ensure that all exhaust vents are operating during the
power-washing phase.
One of the top four workplace hazards that cause injury or death of workers in Ontario is being struck by a vehicle. Workers should wear high visibility vests and cordon off their work area. Depending on the project size, using additional convex mirrors or temporary traffic signals can help prevent vehicles from entering the areas where workers are present.
What are the minimum requirements?
Toronto’s property standards bylaw requires walls, pillars and ceilings to be free of peeling paint, cracks, and holes, and all walls and pillars to be painted white with a solid black dado (a wide band). The same bylaw also requires emergency exit doors and frames, plus part of the wall, to be painted green with all appropriate signage present and visible.
The Ontario Fire Code states that all sprinkler systems and other fire protection equipment must be
protected from corroding. Sprinklers must be painted safety red, gas and physical hazards yellow, and drainage grey or black.
Non-compliant underground garages are not only unsafe but leave the corporation, directors and management open to liability in the event of an accident.
What should the board look for in a contractor?
Experience and reputation. Contractors that paint several garages every year should be aware of pertinent bylaws and codes. As well, there are hundreds of gallons of paint involved, so consider whether contractors have buying power with their suppliers. Paint accounts for approximately 35 per cent of the cost of a garage project, and inexpensive paint will end up costing
more if re-painting is required well before the 10-year mark. Also, check references.
Should
the board meet with the contractor beforehand?
Yes, the contractor needs to work with the board of directors and property manager to develop a schedule that makes sense for production and also addresses owners’ concerns. One reason underground garages aren’t painted as often as they should be is due to the logistics involved in emptying large sections of a garage daily.
The contractor will want to know: Do most owners drive to work? Is there a language barrier? Are there many seniors? Are there owners on extended vacation? Have owners been cooperative or
difficult in the past with similar projects? These factors will inform the production schedule, the accountability protocols for owners that refuse to cooperate, the communication frequency and style, plus the level of involvement required from building security and staff.
The simple truth is that garage painting inconveniences owners, so it can be difficult to organize and execute these plans. The contractor should educate the board on the intricacies of garage painting, and the board should educate the contractor on the make-up and dynamics of the community.
That information, combined with effective communication and strong project management, should set these types of projects up for success and ultimately produce bright, clean and safe underground parking garages.
Upcoming Events
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February 18, 2025 - 12:00 – 1:00 pm
Balancing the Books: Condo Loans, Assessments & Reserve Fund Health
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Condo Talk
May 20, 2025 - 12:00 – 1:00 pm
Decoding Deductibles & Bylaws: What Every Condo Needs to Know
Over the past few years, while presenting educational seminars on common leak sources, I’ve asked property managers in attendance to raise their hands if they haven’t had to deal with a roof leak in their career. Not once has anyone raised their hand. Roof leaks are common, especially in multi-unit properties, and they can affect any building type of any age. We have encountered more-and-more condominiums experiencing multiple leak occurrences just a few short years into their lives.
Roof leaks can happen for a multitude of reasons, ranging from natural aging and deterioration, weather events, and poor-quality installation. The severity of a leak can also vary. In some cases, water may be pouring into an interior space, causing extensive damage, while in others it may materialize slowly over time. Regardless of why a leak is occurring, the following tips will help ensure your leaks are addressed most effectively and that informed, long-term solutions are implemented.
Do: Thoroughly Investigate a Leak Occurrence
There are many factors that can make diagnosing a leak occurrence and finding a permanent repair solution somewhat complicated. A roof leak isn’t always going to originate from the area directly above the affected interior space, and even when it does, there can be additional, critical findings that may be overlooked if a thorough inspection isn’t completed.
On any roof or building type, water can travel a considerable distance. Within the interior, a leak will appear at the lowest point, however, it can be travelling from distances anywhere from 10 to 100 feet away on the roof surface above, and multiple factors may be contributing to the leak. Whether a leak is travelling or not, finding the source can take time and in some cases trial and error to repair.
Another complexity that makes an investigation necessary, is when the roof system is protected, such as on an inverted or green roof. On an inverted roof, the waterproofing membrane is covered by insulation, filter cloth and gravel ballast or paving stones. Similarly, the waterproofing membrane on a green roof is covered and protected with multiple layers, including those for drainage and root protection. On both systems, the membrane can’t be seen and assessed without removing the various, protective layers. It isn’t feasible to remove the entire roof system for investigation, so instead sections need to be uncovered based on interior findings and expanded when necessary. If repair recommendations are being provided for a protected roof system that has not been exposed, those recommendations are simply a guess.
During an investigation, it’s also important to assess interior spaces between the effected leak area and the roof to help trace the source of the leak and to determine if additional remediation may be required for issues such as mold growth. Additional areas to investigate may include attics, crawlspaces, mechanical rooms, or a separate unit.
Don’t: Rely on Band-Aid Fixes
Sometimes leaks are emergencies, and the immediate goal is to stop water from entering the building at once. In these cases, it’s not uncommon to see quick fixes such as tarps, roofing cement, or various roofing sealants. While these may be helpful in the shortterm to mitigate further, immediate water infiltration, it’s important to understand that they are not permanent solutions. These temporary solutions also do not address the root cause of the leak issue. Following emergency remediation, be sure to follow-up with your roofing contractor to determine a plan for identifying the source of the leak and establishing a permanent, compatible repair solution for your roof system.
For corrective repairs, be mindful about the use of caulking as a permanent solution. While leaks can be the result of split or missing caulking, it isn’t always a compatible repair solution and can often be a temporary fix.
Do: Engage a Professional to Identify & Repair Leaks
Foregoing professional consultation on roof leaks is where we tend to see the above-mentioned band-aid solutions most often. Having someone other than a roofing professional complete any required repairs, such as a general con-
tractor or building superintendent, also has the greatest potential for improper repairs which can lead to further damages. At the end of the day, if the person assessing the leak occurrence and completing the repairs doesn’t specialize in roofing, they may not know what to look for or how to correctly stop the leak.
The roofing contractor you engage for your leaks should also be experienced with the type of roof at your property. Some companies specialize in one type of roofing, such as shingles or single ply systems. If the company does not have a proven history with the roof system at your building, they too can cause more harm if using incompatible products or completing improper repairs.
Don’t: Hold Off on Reporting Leaks
Putting off a roof leak can lead to potential for more widespread damages, both on the roof and within the building. During the winter months we tend to see hesitation with addressing roof leaks due to the misconception that roofing work can’t be done this time of year. While there can be limitations to roof work in winter, there are also practical solutions to ensure leaks are dealt with.
Closely monitoring the weather and scheduling investigative or repair work on clear, dry days can help to ensure work is being completed safely. For repairs, many roofing products have winter-grade versions for seasonal applications. There are some repairs that won’t be feasible in the winter, if temperatures are consistently below a certain range, however, it’s still important to diagnose the source of a leak as soon as possible to prevent further damage. In cases
where permanent repairs can’t be completed, compatible temporary repairs can be applied until the weather allows.
Do: Encourage Residents to Report Early Signs of a Leak
Not all leaks may seem like an emergency. If a leak develops slowly over time or isn’t exhibiting any visual signs it may go unreported for a long period of time. Even leaks that can’t be seen or don’t appear severe can cause extensive damage. It’s important to report a leak as soon as the first signs are noticed, whether those signs are active water infiltration, staining, blistering or bubbling drywall, soft spots or dripping sounds. For managers, you can only report leaks that are brought to your attention. Periodically checking in with residents and encouraging them to report early signs of a leak can help prevent a minor situation from becoming major. To help identify early signs of a leak or potential water entry points, it’s ideal to complete a walk through the building following major weather events, keeping an eye out for water staining or areas where daylight can be seen from inside.
Don’t: Overlook Drainage Systems
Regardless of what type of drainage system your building has, it’s important to make sure the drains are clear and free flowing throughout the year. Drains blocked by debris, gravel ballast, foliage or vegetation growth will not function as intended and can lead to ponding water throughout roof surfaces. If there are damages or defects in surrounding areas where water has accumulated, this can lead to interior leaks. Certain blockages, such as vegetation growth, also have potential to cause direct damage, if the roots from the growth become embedded in the drain itself or the surrounding waterproofing membrane.
Leaks that result from blocked drainage and a flooded roof can also be harder to diagnose, since accumulated water is often widespread throughout the area.
Although there is no way to eliminate all leaks, completing routine inspections of the roof’s surfaces and completing any proactive, preventative maintenance is the best way to reduce their likelihood. Specific items to look for can vary based on the roof and building type, but ultimately any areas that are damaged, deteriorated, or vulnerable should be identified.
Damaged or deteriorated roof elements may include shingles, waterproofing membranes, roof flashing, or various sealants. If any of these areas have defects like splits or cracks, water can penetrate and result in a leak. Catching early signs of deterioration can also be helpful to prevent materials from becoming defunct and not functioning as intended.
Don’t: Complete Interior Repairs Before a Leak is Resolved
As mentioned, leaks aren’t always clear cut and can require trial and error to ultimately resolve. Sometimes it also takes a particular weather event for a leak to become active. If, for example, a leak is only active during periods of heavy rainfall, after having corrective repairs completed wait for the next heavy rain to ensure no further leak activity occurs before completing interior repairs.
Would you like to Win
hat is the overall environment like within your condo community; and
• What makes residents proud to live in this community?
Have your condo featured in a future issue of “Condo News” for a chance to win Condo of the Year and $500 for your condo! One entry will be featured in each issue of the “Condo News” magazine – Spring, Summer, Fall and Winter.
The winner of the Condo of the Year will be selected by the GHC-CCI Communications Committee and will be announced at the Annual General Meeting in the fall.
More details can be found on page 34 of this issue, and in each issue of “Condo News”.
The GHC Communication Committee
Dave Williams
A Chat with Ali Arlani, Chief Executive Officer and Registrar of the Condominium Management Regulatory Authority of Ontario (CMRAO).
What follows is our third interview involving participating and supporting organizations in the condo industry in Ontario. The following responses to our questions come from the Condominium Management Regulatory Authority of Ontario (CMRAO).
It is worth noting that the CMRAO and CAO have developed some excellent educational tools and training programs. These programs are of assistance to condo Board members, Property Managers and condo owners/ residents.
DW. If you were to write a “brief next 5 year” vision statement for the condo industry and the CMRAO involvement in it, what would it look like?
AA. This question is very timely considering that our Board of Directors is just wrapping up its strategic planning exercise. Although the new plan will set out the vision for the organization for the next 3 years, it also considers a 10-year horizon.
One thing that stands out is the importance of well-informed condominium managers. Managers need a strong foundation to begin with, but they also need to keep up with trends in the industry. This translates into better service provision, and in turn, higher levels of trust from condo boards and condo owners/residents. The public has to be confident that the assets of condominium communities are being well managed and protected.
DW. The industry has many challenges currently. These challenges include a shortage of property managers, possibly skill sets of property managers (given more complex issues to deal with), need for better industry communications generally, need for condo board directors to have better all-round experience, underfunded Reserve Funds and in some cases rapidly increasing fees.
The current industry players, ACMO, CCI, CMRAO and CAO will play an important role in making improvements in the next five years. How do you see marshalling these various groups to organize and co-operate with respect to
accomplishing the needed improvements?
AA. Continuous collaboration amongst industry players is critical. We all have unique roles to play, but it is in everyone’s best interest that we work together and support each other. We have developed strong relationships with other regulatory organizations like the Condo Authority of Ontario (CAO), the Home Construction Regulatory Authority, Tarion, the Real Estate Council of Ontario, as well as other key industry partners, and we need to continue to build on this.
You mentioned the shortage of condo managers, and this is something we are keenly aware of. The sector, and the organizations that regulate it, need to help enable the supply of competent condominium managers to meet the demand for them.
From its inception, the CMRAO has benefited from being a digital-first organization. The data we collect through licensing, complaints and compliance activities, as well as through our partnership with the CAO, has given us great insights into the condominium management landscape across the province.
DW. Do you think the average condo corporation understands the need to fund the reserve appropriately (from inception) to meet the challenges inherent in building (asset) deterioration over time. Also, are you comfortable that the average condo manager can “coach” their boards in terms of good reserve management?
AA. This is such an important aspect of the long-term health of
any condominium corporation, which is why earlier this year we published a three-part series on reserve funds and reserve fund studies.
The CMRAO needs to provide managers with the right resources so that they can more easily understand the core principles and legal requirements of reserve fund management, including:
• what a reserve fund can be used for
• when to conduct an updated reserve fund study
• who can and should conduct the study
• what kind of investments are permitted
Managers also need to understand their own limitations. Engineers, financial experts, auditors and lawyers all play key roles in supporting the board’s management of reserve funds.
When manager s are given the right resources, they can in fact “coach” condo boards on the importance of these requirements and help influence positive outcomes for condo owners.
DW. A blend of reasonable assessments and supportive funding of the reserve could be a solution to modern condo financial management. It could be said that residents should be a part of deciding about this process and not something done by the board in isolation. What would be the CMRAO position on this. Also, allowing a slight move upwards in terms of return rates of monies invested in the reserve fund could help. Any comments on this as well?
AA. Communication and collaboration are key. At the end
of the day, owners are the ones who feel the impact of how the reserve fund is managed, and managers can support the board in keeping owners engaged. The reserve fund study can only provide an estimate for future needs and even well-run condos sometimes run into challenges. When the condo community must finance unexpected costs, management might for example advise the board to hold a “town hall” with owners to discuss options.
Although it is up to condo boards to make decisions, keeping owners informed can go a long way in terms of building trust and keeping people calm in challenging situations.
DW. Five-year plans are quite common for well-managed corporations. Good “rolling” five-year plans are updated annually, dropping the current year and adding a year at the end. One of the major benefits is continuity of governance in terms of achieving future goals.
A good five-year plan would be different in its objectives from the “reserve study.” It would force boards and condo managers to look more closely at future spends on asset replacement annually, to adjust on the fly and be in position to work more closely with “reserve study suppliers” in preparation for the next review.
What is the CMRAO position with respect to ensuring that Condo Corporations plan appropriately? Should five-year plans be mandatory? Should property managers lead their condo boards in annual planning exercises?
Continued…
AA. Managers have different obligations to condominium corporations in this area. At a minimum they need to keep their boards informed in a timely way of any information about the condition of the property that they have a contractual obligation to manage, maintain or repair. If a management provider is aware of issues with the property, they need to make sure this is properly communicated to the board and the reserve fund study provider to make sure that this is included in future plans.
DW. People arriving at retirement often purchase a condo to downsize, economize and eliminate maintenance tasks. Appropriate “reserve funding” can often, over time, put their monthly costs “out of reach.” This phenomenon is probably more evident after the recent round of inflation. Do you see a fix for this?
AA. Condo living can come with lots of benefits, but owners must remember that these conveniences are not free. Whether you own a freehold property or condominium unit, it makes no difference: owners have to budget for the future repair and maintenance of the property. Condominium corporations are unique in that owners need to work together to ensure that their reserve fund is appropriately financed. Condominium managers can help in this area by encouraging their boards to follow the legal requirements: conduct reserve fund studies on time, create a plan, engage the right professionals.
I do not think appropriate “reserve funding” puts monthly
costs out of reach. In fact, the opposite—failing to appropriately fund the reserve fund—is what leads to trouble. You can pay for it now or you can pay for it later, but neglecting the condition of the property is not in the owners’ best interest. Delaying necessary repair and maintenance can lead to higher costs in the long run, devalue the property, and simply put, it can be dangerous. Anyone who purchases a condo should pay attention to the property they are considering, the physical building condition, and the corporation’s finances, including the health of the reserve fund.
Providing information about condo living, in plain language, to condo buyers may also help them to understand and be better prepared for future financial obligations.
DW. In my experience, condo boards can be notoriously lacking in “the art” of communicating with their residents. How do you see mandating better communication practices?
AA. Effective and consistent communication, particularly in settings like condo buildings, is critical for well-managed condo communities. Interpersonal Relationships and Communications is one of the core competencies identified in the CMRAO’s Competency Profile for Condominium Managers 2019, and constitutes part of the training required for managers.
say a 50% increase in these costs could provide a higher skill level in the sector, that might offer more objectivity and informed input to board operations. Would that not be attractive to most condo corporations?
AA. Increasing the skill level and knowledge within the management profession should be attractive to condominium corporations.
The consultations the CMRAO has held with industry leaders tell us that there is a high demand for managers with a General Licence. That said, there are about 4.5 condos per General Licensee in the province. This disparity combined with high demand are leading to higher wages for condo managers, and management providers have had to adjust. But simply increasing salaries does not translate to better service. In order to hold a General Licence, a person needs to meet certain experience and education requirements. In addition to that, General Licensees need to keep their knowledge current through ongoing continuing education requirements. This is a marked change from before mandatory licensing came into effect.
DW. The cost of “Property Management” fees towards the overall costs of any condominium’s monthly expenses is fairly insignificant. If
DW. Further to the above question. Competition amongst PM companies is keen. My guess is that they are often afraid to increase prices for fear of losing an account. That said, CMRAO introduced a document outlining a number of skill areas that should be considered in hiring future Property Managers. I think there were approximately 79 skill areas outlined.
So, the question is this. Is there a role for CMRAO to play in helping Condo Boards to understand that raising rates (of PMs) could be a benefit to being advised by better trained and educated future managers?
AA. The CMRAO has an important role to play in educating the public about our mandate and what that means for the condominium management sector. This includes condo boards as important stakeholders.
Condominium management is a challenging profession. Managers are expected to have a solid understanding of the legal framework that condos operate under, as well as knowledge of financial practices and building operations. But more than that, managers also need to have ‘soft
skills’ to work and engage with so many different people within condo communities: owners/residents, board members, lawyers, auditors, engineers, and all the different vendors that service condominiums.
Last year, the CMRAO introduced a new mandatory Continuing Professional Education (CPE) program for General Licensees, and this has been very successful. General Licensees are required to accumulate 10 CPE credits each year to maintain their licence. It is a major investment in both time and effort to get and maintain a licence as a condominium manager.
We thank Mr. Ali Arlani for his frank responses to our questions. Mr. Arlani is the Chief Executive
Officer and Registrar of the Condominium Management Regulatory Authority of Ontario. Mr. Arlani holds a Doctorate Degree in Building Engineering, a Bachelor of Commerce in Economic Management, and is a graduate of Queens University’s Public Executive Program.
This is the final in our series of interviews. Once again, we thank the CAO, ACMO and CMRAO for their support and participation.
Dave Williams is a retired corporate executive and graduate of York University. We would love to hear any comments, and they can be addressed to williamsdavem7@gmail. com.
LElectric Vehicle Charging Stations
Stephanie Sutherland Cohen Highley LLP
ately I have received several requests from clients for my opinion and guidance on the installation of an Electric Vehicle Charging Station (or EVCS) by unit owners or condos. There are a few important basics to know about this process, keeping in mind that every condo is different and there may be unique circumstances at your condo that could affect potential EVCS installation.
Does EVCS installation fall under s. 97 (by condos) and s. 98 (by unit owners) of the Condominium Act, 1998 (the “Act”)?
Contrary to popular belief, NO! While an EVCS is almost always going to involve some addition, alteration, or amendment (“change”) to a condo’s common elements, sections 97 and 98 do not apply. Instead, you can find the EVCS approval and installation process set out in sections 24.2 to 24.6 of the Act’s General Regulation, O Reg 48/01. These sections are like sections 97 and 98 but are specific to EVCS installation. Section 24.2 defines certain relevant terms, section 24.3 governs EVCS installation by a condo, and sections 24.4-24.6 address the process that an owner and the condo must follow when an owner wishes to install an EVCS.
Can a condo Board refuse to allow an owner to install an EVCS?
Here’s your typical lawyer answer: it depends. If the EVCS is being installed entirely within unit boundaries and will not affect the common elements, then no, unless there is a threat to the health and safety of people or risk to the property, or other serious concern. This restriction applies to basically anything you might want to do to your unit or the common elements.
If the EVCS installation will be on or will be a change to the common elements, then generally the Board cannot refuse, if the owner has followed the application
process set out in O Reg 48/01. However, the Board can refuse if, once the application is reviewed, a report or opinion from a professional is obtained that states one (or more) of the following circumstances apply:
- The EVCS installation would be contrary to any legislation, and in particular the Electrical Safety Code;
- Will have a negative impact on the structural integrity of the property; or
- Will pose a serious risk to the health and safety of people, or damage to the property.
The Board can require that an alternative to the proposed manner or location of installation be used, in certain situations.
As a unit owner, do I have to enter into an agreement with the condo for my EVCS installation, like under s. 98 for other changes to the common elements
Yes. The condo and owner must enter into an agreement regarding the EVCS installation and operation. This agreement must set out certain terms, including how the installation will be done; how costs of installation are allocated; who is responsible for maintenance, repair, operation, and other duties, and the associated costs; who will own the EVCS; and what happens if the owner no longer wants the EVCS or the agreement is terminated. Just like a s. 98 agreement (also known as an indemnity or alteration agreement), the EVCS agreement must be registered on title to the unit of the owner making the installation.
What if the condo’s governing documents (Declaration, By-laws, and/or Rules) prohibit the installation and use of EVCS?
As with everything in the condo world in Ontario, the Act prevails over a condo’s governing documents, which means that the Declaration, By-laws, and Rules cannot overrule a provision of the Act (except in specific situations, which are set out in the Act). The Act, which includes its Regulations, states that an owner is entitled to install an EVCS if that owner complies with the requirements set out in O Reg 48/01. Therefore, a Declaration, By-law, or Rule cannot take away that right, unless one of the 3 circumstances discussed earlier in this article are present (contravention of a law, threat to structural integrity, serious risk of harm to people or the condo’s property).
Is the condo required to install an EVCS on the common elements if the owners want it? Is the condo allowed to if owners don’t want it?
A Board of Directors, on behalf of the condo, can choose to install an EVCS, but it is not required. Often, a Board’s consideration of the EVCS issue will occur because requests have been received from several owners and the Board believes it is a worthwhile investment to install a system.
While it is unlikely that a Board would choose to install an EVCS or EVCS system if there was overwhelming opposition from the owners, the Board does have the right to do so if certain criteria are met. If the cost of installation (which does not include post-installation costs for operation, repair, maintenance, etc.) will be the same as or less than 10% of that year’s annual budgeted common expenses, and the Board believes it would not materially reduce or eliminate the owners’ enjoyment of their units or the common elements, then the Board must send out a notice to owners advising of the planned installation and its costs. Once 60 days have passed since the notice to owners is provided, the EVCS can be installed.
If the costs of the EVCS installation will be more than 10% of that year’s annual budgeted common expenses, then the Board must follow the same process as above, but the notice is required to also include a statement that the owners are entitled to call a meeting under s. 46 of the Act (a requisition meeting). If the owners do not requisition a meeting within 60 days of receiving the notice, or if they do and do not vote against it at the meeting, then the Board can proceed with the EVCS installation.
Stephanie Sutherland is a condominium lawyer at the Kitchener office of Cohen Highley LLP. Stephanie assists condominium boards, unit owners, and managers with day-to-day governance matters, compliance issues, drafting and registration of new and amended condo governance documents, court and CAT proceedings, and mediations and arbitrations. She sits on several Grand River, Golden Horseshoe, and national CCI committees, and is on the CCI Grand River Board. Stephanie also regularly speaks at CCI events and contributes articles to condo industry publications.
Tool Talk
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.
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.
You can review our current library of videos here:
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.
View Tool Talk Videos
Catch our latest video from the Tool Talk Series tackling the topic of Galvanized Fence Coating Failures and how to fix the problem.
Thanks to ArmourCo Solutions for shedding light on this topic!
Kevin Shaw, B.Tech.(Arch.Sc.) Cion
NORR
NORR
Impact Assessment of Electric Vehicle Parking in Underground Garages
Introduction
With the continuing move towards a lower-carbon society and the proliferation of electric vehicles, our communities need to start assessing the potential impacts of these changes on our built environment.
One of these is the potential impact of the significantly heavier weight of electric vehicles compared to gasoline powered ones. Can our garage parking structures accommodate the additional weight of electric vehicles while ensuring structural safety and integrity.
Another is to determine whether current fire protection designs can accommodate the potential risks associated with electrical vehicles while ensuring the life and safety of owners and their vehicles.
Continued…
Smit Patel, P.Eng.
Greg Allan, P.Eng.
Vehicle Weight Analysis
To evaluate the impact of adding electric vehicles to a parking garage, we need to compare the weights of typical gasoline-powered internal combustion engine (ICE) vehicles with electric vehicles (EVs) across different categories: a small sedan, a medium sedan, an SUV, and a truck. These categories were chosen to represent a range of vehicle sizes and types commonly found in parking garages.
From the comparison shown in Table 1, we can observe that EVs tend to weigh significantly more than their ICE counterparts. This difference is mainly due to the heavy battery packs used in EVs. However, even with the heavier weight, most of the common EVs found on the market today still fall within a 4000 kg limit.
Assessing the Existing Structure
In order to properly assess the capacity of an existing structure, the original base building structural drawings need to be reviewed to verify the design parameters. For parking garage structures with 200mm thick reinforced concrete slabs with 110mm thick drops, the typical design live load would be in the range of 2.4 kPa. This corresponds to Ontario Building Code
(OBC) requirements for garages supporting vehicles weighing up to 4000 kg in gross weight.
Special Conditions
While most of today’s electric vehicles fall within the 4000 kg limit, there are existing exceptions such as the GMC Hummer EV, which has an operational weight of 4,300+ kg. This is heavy vehicle that could exceed the design weight limit of a typical garage structure although still not likely to pose a structural concern.
Conclusions
When comparing electric vehicle weights with those limits implied and stated in the OBC, existing underground parking garage structures are likely to be capable of supporting current models of electric vehicles however this should be assessed on a case-bycase basis before entire garages are filled with EV’s.
Parking Garage Fire Protection
Fire protection systems for most parking garages within buildings consist of full sprinkler protection in addition to fire hose cabinets on all levels. The spacing of sprinklers should be consistent with the NFPA requirements for parking areas to
be designed to Ordinary Hazard Group 1 requirements. Under NFPA requirements, dry piping systems must deliver water to the most remote sprinkler head within 60 seconds of sprinkler activation.
“Dry” sprinkler systems consist of piping that is empty of water and pressurized with air under normal conditions. This system is often provided in parking garages that are unheated to prevent freezing of water in the sprinkler piping. In a Dry system, water is introduced into the piping system at the sprinkler room when a sprinkler head is activated. The piping fills with water until water reaches the open sprinkler. Depending on the location of the activated sprinkler, this filling delay can take up to 60 seconds. It is important to note that the inherent delay associated with dry sprinkler systems is problematic with respect to EV’s where early detection and suppression is recommended.
Fire Hazards in Parking Garages
To evaluate the impact of adding electric vehicles to the parking garage, we need to compare the differences between car sizes, fuel type, and fire ignition sources of typical gasoline-powered internal combustion engine (ICE) vehicles with electric vehicles (EV).
Civic – 1365 kg
Model 3 – 1850 kg Medium Sedan
Camry – 1570 kg
Equinox – 1570 kg
F-150 – 2300 kg
Model S – 2240 kg
Equinox EV – 2200 kg
F-150 Lightning – 3000 kg
Table 1: Comparison of average weights of ICE vehicles versus EVs
From Table 1, we can observe that EVs and ICEs are similar in size when comparing vehicles within the same vehicle class. However, when comparing the average size of vehicles from 2013 to 2023 the average length and width of vehicles are 12.24%, and 17.24% larger respectively. As such vehicles have been increasing in size due to modern design and not by fuel type. This is important to note as an increase in vehicle size would increase vehicle density within the parking garage increasing the likelihood of fire spreading from vehicle to vehicle.
Similarly, modern vehicles have an increased usage of plastics and combustible materials when compared to older models. As per the 2020 FPRF report, this change has been significant to the heat release rate (HRR) and it has contributed to increasing the ability for fire to
spread from vehicle to vehicle.
Comparing fuel types for ICE and EV testing performed within the 2020 FPRF report determined that the HRR between the types were similar. If the ignition source does not affect the battery of an EV, prevention methods for ICEs will function for EVs as well. That is, there is no real change to the HRR for the vehicle itself, but there is significant change to the fuel systems.
If the ignition source is from the battery of an EV or it reaches
and ignites the battery, then thermal runaway would occur. This is a particular concern for battery fires as these are self-sustaining and can cause re-ignition by overheating neighboring battery cells. Battery fires also burn at a much higher HRR when compared to ICEs fires causing them to rapidly spread from vehicle to vehicle.
It is important to consider the size of batteries within EVs and how they are expected to change over time.
Table 2: Comparison of average sizes of ICE and EV
Greg Allan, P.Eng., is the Studio Manager for Mechanical Engineering at NORR. Greg has over 25 years of experience in mechanical engineering and oversees all the staff and projects within the Mechanical Department.
Smit Patel, P.Eng., is a Structural Engineer with NORR. Smit has over 8 years of experience in executing structural engineering
projects across a variety of sectors including residential, commercial and institutional properties.
Kevin Shaw is a Principal with CionEngineers and Building Scientists and is responsible for all operational aspects of Cion’s building science services. Kevin has over 25 years of experience in building evaluation and rehabilitation. Kevin holds
his LCCI designation with CCI and is an active member of the Business Partners Committee of the Golden Horseshoe Chapter.
Congratulations to Kevin Shaw on achieving his LCCI designation
This accomplishment is a testament to his hard work and dedication to professional development. Earning this designation only highlights his commitment to enhancing his skills and knowledge in the condominium/ strata/copropriété industry and positions him for greater opportunities and success in his career. Kevins achievement demonstrates a significant milestone within the condominium industry and emphasizes his dedication to employment and volunteer time within the condominium industry.
Figure 1: EV Battery Sizing/Capacities as a Function of Time
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.
F. Details of participation in CCI at either the Chapter or National level (including roles on committees and conference/seminar attendance) in the three (3) years immediately preceding the date of new designation application.
Note that a candidate must demonstrate compliance with Mandatory Criteria (A) to (F) above and any one (1) of two (2) remaining Additional Criteria (G) or (H):
Additional Criteria:
G. Proof of public speaking or presentation experience at two (2) events on condominium related or CCI topics in the three (3) years immediately preceding the date of the new designation application;
H. At least two (2) written articles on condominium related topics as published in a newsletter, paper or other publication in the three years immediately preceding the date of new designation application;
• Submit your application on-line with payment of the non-refundable $150 + HST fee
• Your Chapter will review the application and make recommendations to National,
• The National Executive will review the Chapter recommendation and either approve or follow up to advise why it was not approved
Step 2 – Upon Approval of Your Application:
• If National has approved your application, you will be notified and will be able to begin using your new designation once CCI National has formally notified you of your success.
Maintaining the Designation
• Successful new designation members will be required to submit an Annual Report of their activities throughout the preceding year. The details of these reports should be similar to the designation criteria. These reports could be uploaded and saved in the National Database under each member’s name. There could be a random annual audit of some Reports to ensure compliance.
Failure to maintain current applicable membership in CCI and/or failure to provide annual reports supporting maintenance requirements will result in the loss of the LCCI designation. Per section 7 of the CCI-N Bylaws, should your membership be revoked, you will no longer meet the criteria to maintain your LCCI designation.
Should you have any questions regarding the LCCI designation, please email us at info@cci.ca.
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
Summer
Article deadline March 15th
Article deadline June 15th
Fall Article deadline September 15th
Winter
Article deadline December 15th
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 OR by email
CCI-Golden Horseshoe Chapter, admin@cci-ghc.ca PO Box 37 Burlington, ON L7R 3X8
The Condominium will be selected by the GHC-CCI Communications Committee and will be announced at the Annual General Meeting in the fall.
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 expertise and the use of our Zoom platform to host your AGM. You will still be required to prepare everything needed for your AGM:
•PowerPoint
•Script
•Host
•Collection of proxies
•Minute taker
•Polling/voting questions and choice of answers
•Distribution of your AGM package
•Provide GH with name/emails of partici-pants
Golden Horseshoe Chapter will supply the following:
•Zoom Pro platform (including polling through Zoom)
•Conference call number for those not able to connect through zoom
•Any confidential voting requirements through an online survey link
•A technician to run the event in the background who will:
-set Up link and any recording requirements
-set Up polls
-launch Polls and surveys
-provide tech help/troubleshooting
This service is available for smaller condos 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.
