CCI Condo News Summer 2024 Magazine by LS Graphics

Sweet Summertime: Enbracing Community and Comfort in Your Condominium

Sweet Summertime: Activities, Concerts & Recipes

The Condo Industry... a pathway towards renewal for CCI-GHC

Tackling Misinformation in Condominium Communities

Aging Condos and Shrinking Dollars Q&A: 5 top Questions About Recording Board Meetings TTW Brick: What Is It, and Why Should We Care A Summer to Remember

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Dave Williams

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From the President FROM THE PRESIDENT

Richard Elia, B.Comm., LL.B., LL.M.(ADR), ACCI GHC-CCI President

For many, late spring and early summer is a time of Convocation or Graduation. I recently had the opportunity to attend Queen’s University to witness and celebrate those graduating in Engineering (proud parent moment). While I was thrilled for those graduating, I will readily admit that sitting through a Convocation Ceremony is not my idea of how to spend a beautiful and sunny spring day. This time though, it was different!

It had nothing to do with the flowers, bagpipes, robes or stories. They celebrated the school, the program itself, the graduates, those graduating with distinction, and those who stood out in helping get the students through the program. However, right at the very end, they did something that I hadn’t seen previously (yes, I have had to attend several of these ceremonies). At the very end, there was an award for a high-school teacher – a person who stood out as having inspired her students to get to university in the first place. In this case, it was a math teacher – so extraordinary that she had achieved what some would say was nigh impossible – that math is exciting, it is part of who we are and deserves to be embraced. Besides teaching math, she had ignited a passion for math in her students! I took notice! This was different! But what on earth does this have to do with CCI?

This is also a time for condominium meetings – especially in May and June. Some are very positive; others can be a disappointment. For me, some of the greatest disappointment comes with the misuse or misapplication of knowledge. I regularly hear that a person “called (a certain quasi-government agency) and in their opinion, the law requires blah blah blah”. Worse yet, rather than use this publicly available information to better the community, it is often used (without, it seems, further thought) to criticize and deride those few who have volunteered to be in service of their respective communities.

“Spring is the time of plans and projects.” – Leo Tolstoy

The GHC-CCI Board and the various committees also take this time to plan out the events for the coming fall and winter.

We have the basic education courses – the Introduction to Condos and the more advanced Directors’ Certificate Course. But how best to hold these – in person or virtual, and who should the instructors be? Those with knowledge certainly, but also those with passion to generate further interest

continued…

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

2023-2024 Board of Directors

PRESIDENT

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

VICE-PRESIDENT

Will MacKay, CFP, CIM (Member Finance Committee)

PAST-PRESIDENT

Sandy Foulds, RCM, BA

TREASURER

Alicia Gatto, CPA, CA, LPA (Chair Finance Committee)

SECRETARY

Michelle Joy, BA, RCM, OLCM

BOARD OF DIRECTORS

Maria Durdan, B.A., LL.B., ACCI

(Member Education Committee, Member Finance Committee, Member Ron Danks Award Committee)

JJ Foulds, BA, OLCM, RCM

Tom Gallinger, BBA, FCIP

Patrick Greco, B.A.Sc., LL.B. (Chair Policy & Governance Committee, Member of the Communications Committee)

Thomas F. Nederpel, B.Sc., PEng (Chair External Relations Committee)

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

Denis Theriault

and discussion. We have to think about bringing up the next generation of instructors.

The Fall Conference planning is in full swing. CondoTalk planning is underway. The difference here, as compared to the core education, is that these events are current and cutting edge. What is impacting condominium communities now.

Professional Partners are planning how to bring practical application to all of these above.

In short and going back to Queen’s Engineering Convocation – I like to think that GHC-CCI is that highschool teacher – and that GHC-CCI is igniting a passion in condominium directors, managers and anyone else who participates at its events, to think beyond the basics, beyond the narrow vision of right and wrong, and start imagining what is possible and what can be. Have a safe and enjoyable summer.

Craig McMillan, RCM, ACCI, LCCI, CMCA, CAPM Maple Ridge Community

A Summer to Remember

Summer in Canada is best described as fleeting and before we know it, we will all be bracing ourselves for the cold winter months that seem to stay long past their welcome.

So how can a condominium community squeeze every drop of sunshine out of summer and build community engagement at the same time?

A good place to start is to establish a dedicated “Summer Fun Committee” and solicit the community for committee members. Look for enthusiastic and passionate people that match the goal of making the most out of the summer months.

Surveying the residents to obtain a list of possible summer activities and tailoring that list to what is possible for the community to achieve is a great way to start. Remember to consider any constraints that may get in the way of the “Fun” and determine when and where the events would occur.

Once the list of events is set, the details will need to be communicated to the wider community. Share the event details early and often requesting an RVSP to help the committee plan for resources based on expected attendance numbers

for each event.

It’s also a good idea to share photos and positive comments of previous events to drive more participation within the community for any future events.

If your condominium has neighbouring communities, consider inviting those neighbours to a dedicated event. Expanding the invitation list will help build a wider community spirit beyond the condominium boundaries.

Consider utilizing existing common elements within the community and any amenities including parks, playgrounds, swimming pools, tennis courts or party rooms to hold the function. This will help to reduce the costs of any event and help to raise community engagement as they are being held close to home.

sults of these collective efforts will promote community involvement from the residents and provide some memorable events and lasting memories to keep your residents smiling, even on the coldest of winter nights.

Barbeque gatherings are always popular. These gatherings are relaxed and less formal, creating organic opportunities for residents to reconnect after the winter months and forge new friendships which in turn strengthens relationships within the community.

Take advantage of technology that is widely available to hold an outdoor movie night, and this can be tailored towards different demographics. Consider a movie classic night or a family friendly movie night -- the possibilities for themed movie events are endless. Coordinating fitness groups, yoga on the lawn or walking clubs, all of which will encourage residents to

come together and to stay active.

Thinking outside the box, there are ways to engage with the community on a different level. Some thought could be given to offering gardening tips from a professional gardener or hosting a soil and flower day, education workshops on subjects like fire prevention or personal skill building topics. Providing refreshments at these events will ensure good attendance.

In conclusion, engaging your residents in the summer months requires creativity, collaboration, and a time commitment from the “Summer Fun Committee”. The re-

Craig McMillan, RCM, ACCI, LCCI, CMCA, CAPM - Maple Ridge Community Management

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.

He also serves on the Professional & Business Partners Committee and the Communications Committee with CCI-GHC, 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.

Dave Williams

A Chat with Robin Dafoe, CEO & Registrar at the Condominium Authority of Ontario

It is interesting to speculate about the future of the Condo Industry. To try to better understand where the industry is going, we provided a set of questions to Robin Dafoe, CEO & Registrar of the Condominium Authority of Ontario. Our objective is to look at what the Condo Industry might look like 5 years from now.

Robin, thanks for your time.

D.W. If you were to write a brief 5 year “Vision Statement” for the Condo industry, what would that look like?

R.D. Thank you. This is a very important question. Condo living is becoming more and more popular. 1.7 million Ontarians live in condos and half of homes built in the province each year are condos.

The CAO’s vision is to make sure that these growing communities are strong and vibrant. Our mission is to engage and empower them by providing information, education and dispute resolution services that strengthen consumer protection.

Recently, I joined the CAO’s Board and Senior Leadership Team in a strategic planning exercise that renewed our commitment to our vision and mission. This exercise involved an environmental scan and a SWOT analysis of internal and external strengths and weaknesses to identify best practices, relevant trends and insights in the condo sector.

The outcome was a plan for the next three years that allows us to continue delivering on our mandate and meeting the needs of a sector facing changing demands and heightened expectations.

Part of this means continuing to enhance digital services, driving innovation and strengthening partnerships across the sector.

D.W. The industry has many issues currently; including shortage of property managers, possibly skill sets of property managers, need for better industry communications generally, need for condo board directors with better all-round experience, under-funded Reserve Funds and in some cases fees.

Industry players like ACMO, CCI, CMRAO and CAO will play an important role

in making improvements. How do you see marshalling these various groups to organize the needed changes?

R.D. Stakeholder engagement and collaboration is essential to the CAO’s mandate.

One of our priorities for the next few years is to continue collaborating with other condo sector organizations to promote and enhance our services. We routinely host focus groups, consultation tables and user testing sessions that anyone in the industry can join.

We have a “Memorandum of Understanding” with CMRAO and work together routinely on data sharing and other joint initiatives to support consumer protection.

We have a big digital focus and have been using social media to engage with these organizations – including CCI’s local chapters - to cross promote resources. I also am looking forward to participating in and speaking at CCI Eastern Ontario’s upcoming conference and am of course pleased to be speaking with CCI Golden Horseshoe now!

Last but not least, CAO will be attending ACMO CCI Toronto’s Condo Conference in November and the CAI Canada Conference in September.

We look forward to connecting with all condo community members there.

D.W. Do you think the average condo corporation understands the need to fund the reserve appropriately to meet the challenges inherent in building (asset) deterioration over time?

R.D. I think at a high level, yes. Everyone understands that home ownership requires repairs and maintenance.

The CAO recently wanted to dig deeper and so we conducted a sector survey on reserve funds. The survey confirmed that most corporations are taking reserve funds seriously and following the advice of experts.

Results also showed that condo owners could gain greater awareness of reserve fund concepts and the importance of maintaining an adequate fund, and that all condo community members should work together to keep up with inflationary pressures on reserve funds.

Ultimately, good reserve fund planning requires that condo owners, directors, managers and reserve fund study providers collaborate to identify strategies and develop a plan that best works for their community. This involves regular reviews of reserve fund studies, prudent financial management and transparent communication with owners about the fund’s status and needs.

D.W. A blend of assessments and supportive funding of the reserve could be a solution. I think residents should be a part of deciding about this process and not something done by a board in isolation.

R.D. The CAO recommends effective and proactive communications with owners. Transparency is one of the principal ways that boards can create harmonious communities and ensure that owners are kept informed

throughout the reserve fund planning process.

There are legally mandated updates about financials that must happen throughout the corporation’s fiscal year and as part of Annual Meetings. Owners should ensure they read those, and boards must make sure to send them in a timely manner.

In addition to these, the CAO has developed a Reserve Fund Guide, an Owner’s Meeting Guide and Governance Guide that highlight best practices for making sure that owners are engaged and that communications are frequent and inclusive.

D.W. What is the CAO position with respect to ensuring that Condo Corporations plan appropriately? Should five-year plans be mandatory?

R.D. Prudent planning for corporations is crucial.

In our Annual Requirements Guide, we provide an outline of how to draft a yearly plan so that boards can ensure they are meeting their governance and operational requirements.

Our Advanced Director Training also provides best practices on how to plan prudently for long-term risk management and reserve fund sustainability.

We have not heard any specific feedback from the sector about mandating five-year plans.

D.W. People arriving at retirement often purchase a condo in efforts to downsize, economize and eliminate maintenance tasks. They see the condo as being their final residence. 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?

R.D. Condo living provides many advantages over traditional freehold home ownership, such as not having to worry about yard maintenance, generally lower costs and more.

Here’s a few important points to remember about financials when deciding if condo living is for you:

Understand the community you are buying into – as the common expenses pay for the services and amenities that the corporation has, it is important to understand if you are going to use them.

Proper reserve fund planning saves money in the long run –Buyers should review the condo financials to see if this is happening.

Be prepared to do your part - Lastly and most importantly, once you have purchased, you must understand that you must do your part to ensure proper maintenance and safety.

Condo buyers and owners should read CAO’s Condo Buyers Guide and Reserve Fund Guide for more on this topic.

D.W. In my experience, condo boards can be notoriously lacking in “the art” of communication. How could you mandate better communication?

R.D. As the saying goes, “you can never communicate too much.” It helps to ensure that everyone is informed and aware of what’s happening in their community. The Condo Act has specific requirements about owner’s meetings, AGMs and Periodic Information Certificates that boards must undertake to communicate with owners. Beyond that, boards should understand the needs of their community and be proactive in providing updates and information in a way that works for their owners.

CAO strives to provide communication best practices. Boards can refer to our “Buyers’ Guide” , “Guide on Condo Reserve Funds, “Owners’ Guide” and “Owners’ Meeting Guide” on this topic.

A dditionally, we recently released a “Guide on Communication and Conflict Resolution” that provides additional advice for boards on this topic.

D.W. The Condo governance model in Ontario can sometimes be a bit autocratic. This can be measured in terms of poor or no communication, lack of prescribed turnover of board members, lack of the use of nominating committees etc. How do you envision correcting some of these practices?

R.D. It would be difficult to find a one size fits all solution. The province has many small condos with few units, whose needs and challenges in terms of communication, governance and reserve fund readiness are very different from large downtown high rises.

The best solution in our view is education, both at the director level and the owner level.

Director training is a crucial piece of this, which is why, after consulting with the sector, we are expanding our mandatory director training program this fall to include more in-depth information.

We are very excited about this and encourage owners to take the training as well.

I t’s important that all members of a condo community understand their rights, duties and responsibilities.

The CAO’s Governance Guide is also an important resource here. It contains great tips about ensuring transparent communication with owners, ensuring proper board composition, managing risk and more.

D.W. Many states in the US have robust laws covering all aspects of condo governance. All board meetings must be posted for everyone to see, people are free to attend and ask questions or make comments, minutes of meetings must be very detailed and director terms are mandated. The same applies to nominating committees. Why is condo law here so vague on these practices.

R.D. Condo legislation in Ontario is similar. It is based on a self-governance model with director term limits where the corporations have the flexibility to fine-tune governance processes that best meet the needs of the community while ensuring consumer protection.

The Condo Act specifies the opportunities for owners to provide input to the board and to receive updates on board decisions, such as at the AGM and through requisitioning an owner’s meeting.

The CAO also offers a quick and affordable online Tribunal, the Condo Authority Tribunal, where condo owners can take disputes about not getting the records they are entitled to, among other issues. Ontario is one among a few jurisdictions to offer this dispute resolution option to condo owners.

D.W. Nominating committees can be very useful. Do you see this and other meaningful changes coming to the governance model in the next five years?

R.D. There is a lot of value that committees can provide for the overall governance of a condo corporation, including getting the owners more involved.

CAO provides detailed informa-

tion in our Governance Guide about the best practices for setting up committees, including nominating committees, such as developing Terms of Reference which establish in writing the structure, responsibilities and roles of the committee.

We often hear of corporations struggling to get volunteers to serve on the board and to generally get owners interested in the governance process. I think providing corporations with the flexibility to decide whether a nominating committee is right for their community reflects the nuanced nature and diversity of the condo sector in Ontario.

Robin, many thanks for your time and excellent and honest answers to our questions. I think it now behooves CCI Golden Horseshoe Condominium Management Companies and their managers to ensure this information is distributed to their member corporations.

Robin Dafoe is Robin is the Chief Executive Officer and Registrar of the Condominium Authority of Ontario and has been instrumental in starting up and growing both it and the CMRAO since their inceptions in 2016-17.

Previously, she held senior management roles in the Ontario Public Service, including at the Ministry of the Attorney General, Ontario College of Trades, the Education Quality and Accountability Office, Legal Aid Ontario, and the Ontario Heritage Trust. Robin holds a Master of Laws from Osgoode Hall Law School, a Master of Business Administration from Schulich School of Business. She volunteers as Vice Chair of the Board at Balance for Blind Adults, a non-profit supporting individuals with sight loss.

Dave Williams is a retired business executive and graduate of York University. We are always anxious for feedback on our articles and this informative interview is no exception. You can email Dave at <williamsdavem7@gmail.com>

Sienna Molu Shibley Righton LLP

Sweet Summertime: Embracing Community and Comfort in Your Condominium

As the days grow longer and the sun shines brighter, the arrival of summer brings an undeniable sense of excitement. This vibrant season is the perfect time to embrace the warmth of the sun and the community within your condominium. Here’s how you can make the most of this “Sweet Summertime” in your condo, ensuring it is light, positive, and in line with condominium governing documents.

1. Host a Summer Kick-Off Event

What better way to welcome summer than with a community gathering? A summer kick-off event can be a fantastic opportunity for residents to mingle and enjoy the pleasant weather. When planning events, ensure they are well-

coordinated, safe, and considerate of all residents to maintain harmony within the community.

2. Beautify Shared Spaces

Summer is the ideal time to spruce up the shared areas of your condominium by adding vibrant flowers, lush greenery, and maybe even a small herb garden. Enhancements to common areas not only beautify the environment but also provide a serene and inviting space for residents to relax and unwind. Consider creating a gardening committee to assist.

3. Promote Healthy Living

With the warm weather, it’s easier to incorporate outdoor activities into daily routines. Organize fitness classes, yoga sessions, or walking groups. These activities promote a healthy lifestyle and create opportunities for residents to engage with each other. Ensuring that all amenities and services are accessible to all residents fosters inclusivity and well-being in the community

4. Enhance Safety and Security

Summer often sees an increase in outdoor activities and visitors. Ensure that your condominium’s safety and security measures are up to date. This might include reviewing and reinforcing pool safety rules, updating security systems, or organizing safety workshops for residents. A secure environment allows everyone to enjoy their summertime activities with peace of mind.

5. Support Local and Sustainable Practices

Encourage residents to support local businesses and sustainable practices during the summer months. This could include hosting

a workshop on sustainable living and eco-friendly practices. By fostering a sense of environmental responsibility, the condominium community can contribute to a healthier planet while enjoying the bounty of summer.

6. Utilize Technology for Convenience

In today’s digital age, technology can greatly enhance the convenience and enjoyment of condominium living. Use condo management apps to keep residents informed about events, maintenance schedules, and important updates. Virtual bulletin boards can be a fun and interactive way to share summer recipes, event photos, and community news. Effective communication ensures everyone stays connected and informed.

7. Plan for the Future

While enjoying the summer sun, it is also a good time to think ahead and plan for future improvements. Engage with residents to gather feedback on what they’d like to see in the condominium. Whether it’s more social events, enhanced amenities, or better maintenance practices, taking a proactive approach ensures that the community continues to thrive and meet the needs of its residents. Planning for major repairs and replacements ensures the corporation is financially prepared for future needs.

Points of Caution

While summer is a time for fun and relaxation, it’s important to keep a few points of caution in mind to ensure a safe and harmonious community:

l Event Coordination: Ensure that any gatherings or events do

not cause a nuisance or hazard to residents. Activities in common areas should be well-organized and considerate of all members of the community.

l Safety Protocols: Regularly update and reinforce safety measures, especially around high-risk areas like pools.

l Sustainable Practices: When supporting local and sustainable initiatives, ensure they do not substantially alter the use or appearance of common elements without proper approvals.

l Effective Communication: Use technology to keep residents informed and connected, aligning with the board’s responsibility to communicate effectively. Ensure all data privacy laws are adhered to when using digital platforms.

Sweet summertime in a condominium is all about embracing the warmth of the season and the community. By fostering a sense of togetherness, beautifying shared spaces, promoting healthy living, and ensuring safety, condominium corporations can create a positive and enjoyable environment for all residents. Let this summer be a season of joy, connection, and community spirit, making condominium living truly sweet and memorable Enjoy the sunshine and the company of your wonderful condo community!

The Condo Industry.... a pathway towards renewal for CCI-GHC [Opinion

Dave Williams

The Condo Industry… a pathway towards renewal for CCI-GHC [Opinion]

Organizations are strange organisms. They can be expansionary, planful (or not), they can be for-profit or not-for-profit, dictatorial or democratic… well you get the idea. One thing we can say for sure is that they survive successfully, (or not), by the behavior of those managing them.

While it can be argued that there is a big difference in managing a “for-profit” versus managing a “not-for-profit,” there is not… a big difference that is.

Peter Drucker said this about the “Five most important questions you will ever ask about your not-for-profit organization?”

• What is our mission?

• Who is our customer?

• What does the customer value?

• What are our results?

• What is our plan?

If you haven’t asked similar questions about your organization, in this case CCI GHC, and been able to answer them, then you may be missing a lot. I have been associated with CCI Golden Horseshoe for several years now and have never heard of any organizational self-assessment or plan for that matter, being carried out.

So why is this important?

Organizations get “bogged down” over time… same old same old syndrome. Suddenly, they wake up one day to find that they are not replacing members, or the annual membership renewal rate is diminishing. Worse still, no new members are being recruited.

Recently, the president mentioned the need to recruit new members. To do this one needs to consider the “value statement.” The third consideration according to Drucker. In other words, what value can we provide for new potential members and to a point who are these new members? More lawyers? More property managers? More Condo Boards? What is our retention rate so far?

What the big guys do.

I love watching Proctor and Gamble. A few years ago, they purchased, very quietly, the products within the brand “Old Spice.” They had a plan. The plan was merry the “Old Spice Brand” with the “Head and Shoulders Brand.” All done very quietly but check out the “shelf presence” today. Two mature brands were modernized and now have a greatly enhanced share of the market. You can tell by the shelving. (Retail stores grant more shelving space to successful brands.)

You can be assured they re-

It is, however, safe to say that someone took their eye off the ball and failed to accept the fact that change was occurring.

searched everything carefully to determine what the customer valued. They are now brand-extending to more premium versions of the two famous brands.

Another interesting consideration is General Electric. A few years ago, the company expanded their business in many different directions. Too many possibly. Profits declined as did the stock price. Today, many of those businesses have been spun-off but the jet engine business is flourishing. Moral here? GE shrank the business and is far more profitable.

I can hear the naysayers going, what has that got to do with Golden Horseshoe?

The issue is this, you cannot stand still and succeed… for-profit or not-for-profit.

The “Brampton Community Foundation,” a not-for-profit is now the “Brampton and Caledon Community Foundation.” They expanded the geography to attract new donors. It is a change.

CCI Golden Horseshoe

So, what is the answer here? The Chapter is standing still to a

point where people are calling for new members spelled… “we need new and/or additional revenue.”

Going back to Drucker, what do customers value?

Boards are looking to connect with legal experts, engineers, or property management companies. Lawyers are looking for clients; engineers, accountants, landscapers are looking for new community customers.

The one forgotten group that yes, also pays the bills, is the resident. Hard to understand why they have not been attracted to buy memberships. Is it a “they don’t know about CCI?” Is it a “they have looked and didn’t see the value?”

I was a resident for 12 years. I am no longer in that category. We, in our community, were never apprised of CCI, their programs or their educational opportunities for residents if in fact any existed.

It is not hard to understand that they (resident owners) could potentially bring in a lot of new (membership) revenue.

Back to Drucker and the value statement. What would the average resident consider as a valuable service, sufficiently enough to pay $100 bucks to join? Maybe a resident membership fee of $50 would work.

Education and Information (transparency?)

It appears that the CAO, (Condominium Authority of Ontario) is getting closer to being the educational provider that the industry requires and needs. How does the information they have developed aid the resident/owner when the availability is not passed along to residents*. I believe that CAO might be utilizing social media to reach out but more is required to bring the education to the potential user.

*For clarification, I believe CAO wants to expand availability but does not/cannot advertise.

Here is the “thing” folks. CAO has no fewer than 19 guides available on their website. We the public, yes, the condo lawyers, the property management companies, the individual condo boards and directors have paid for this. (Taxes). Why are we not making sure our resident owners are not only aware of this information but utilizing it?

Is it a syndrome of “keep them in the dark?”

There is a long list of failed companies in Canada. Eaton’s, Simpsons, Bad Boy (twice)… The list goes on. One does not have in-depth knowledge respecting these failures. It is, however, safe to say that someone took their eye off the ball and failed to accept the

fact that change was occurring. It is why the five simple questions that really boil down to an exercise in “introspection,” are of “lifesaving” importance.

Hoping, in and of itself will not make necessary change happen. Planning, identifying your customer and his needs then executing, does!

There are, however, two more ingredients needed to close the loop successfully. One is the will to accept and not fear change. The other is development of what we could call the chain or pathway for the information to flow.

CAO has developed “the educational tools,” so no cost there. The pathway begins with successfully disseminating the information through CCI Chapters, to member Property Management Companies to resident/owners

and encouraging them to read it, understand how it affects them and then contribute to the operation of their building/community.

There is a saying “Happy Wife… Happy Life.” We could probably extend this a bit to read “Happy, informed resident owner… Happy CCI Life.

Dave Williams is a retired corporate executive and graduate of York University. You can reach him at williamsdavem7@gmail. com. We encourage your comments and would love to hear what you have to say on our topics.

Sweet Summertime Activities

There are plenty of fun activities you can do in the summer...

1. Go for a hike or nature walk.

2. Have a picnic in the park.

3. Visit the beach or go for a swim.

4. Plan a road trip or weekend getaway.

5. Try out water sports like kayaking, paddleboarding, or jet skiing.

6. Attend outdoor concerts or festivals.

7. Have a barbecue or host a summer party.

8. Take a bike ride or go for a run in the sunshine.

9. Try out a new hobby or craft.

10. Simply relax outdoors with a good book or enjoy a leisurely stroll in the evening.

The possibilities are endless - just choose activities that you enjoy and make the most of the sunny weather!

When attending a summer BBQ, popular food options you could bring include:

1. Burgers and hot dogs

2. Grilled chicken or kebabs

3. Fresh salads (such as coleslaw, potato salad, or pasta salad)

4. Corn on the cob

5. Watermelon or fruit salad

6. Chips and dip

7. S’mores ingredients for a sweet treat

8. Lemonade, iced tea, or other refreshing beverages

The Golden Horseshoe region offers several beautiful hiking destinations. Some popular places to hike in the Golden Horseshoe area include:

1. Bruce Trail: This is Canada’s oldest and longest marked footpath, offering stunning views of Niagara Escarpment landscapes.

2. Dundas Valley Conservation Area: Located near Hamilton, this area features a variety of trails through forests, meadows, and along the Niagara Escarpment.

3. Rattlesnake Point Conservation Area: Known for its scenic lookout points and rocky terrain, this area is great for hiking and enjoying panoramic views.

4. Webster Falls and Tew Falls: Located near Dundas, these waterfalls offer hiking trails through beautiful natural surroundings.

5. Hilton Falls Conservation Area: This area near Milton features trails that lead to Hilton Falls and offer opportunities for hiking, mountain biking, and picnicking.

Before heading out to any of these hiking spots, make sure to check for trail conditions, park hours, and any regulations or permits that may be required.

David Heska WSP

Sarah Asmat WSP

Aging Condos and Shrinking Dollars

Our buildings are aging. All of them — and condominiums are no exception. In cities such as Hamilton and Toronto over 25% of the buildings were built before 1960 and over 60% of them were built before 1980. These buildings are now reaching critical milestones where large capital repairs are required, leading public sector leaders unsure how to maintain a state of good repair and condominiums unsure how to proceed. Being a well-educated condo Board member and working together with trusted engineering and trade partners is crucial when planning and implementing these major projects. It is well documented that many of the common problems do not show up until the 15 to 25 year mark. There are various components that will need to be replaced like concrete balconies, guards, windows, roofs, and cladding components. For mid and high rise buildings the interior components also will require

renewal including plumbing, electrical and HVAC systems. Having an adequately funded reserve fund is critical so that when these projects arise your condo has sufficient funds to be able to complete the work.

Here are a few sample projects that you may be planning for at your condo.

l Balcony repairs. They can be expensive, disruptive and require a high level of coordination. In newer condos we have seen a trend towards more precast concrete as opposed to conventional reinforced balconies. Whatever type of balconies you have, it’s important to understand how your balcony guards are secured. Are the anchors embedded into the slab? Are the guards secured through the front vertical face of the balconies?

l Window replacement. These projects have grown

in cost and frequency in the past ten years. Living through a balcony repair project can be frustrating and noisy for residents, but when entire windows are removed and replaced the project can be even more intrusive. Planning and effective communication of the schedule during window projects should be a top priority.

l Roof renewal. Your townhouse shingles will degrade as a result of ultraviolet exposure and age, some may also have blown off and renewal will be required. We have seen initial “builder” shingles last less than ten years, much less than the typical service life of twenty to twenty-five years.

A lack of adequate soffit ventilation is also a common issue that may cause ice damming along the gutters requiring inspections to

determine an appropriate solution to the problem. Flat roofs have similar issues. When replacing built-up roofs or modified bitumen membranes there are several factors that need to be considered such as the details at the upturns, mechanical units, set-up locations on the property, etc.

l Parking Garage Repairs. More and more we are seeing condos prioritize the renewal of their waterproofing membrane. This helps prevent salt penetration, steel corrosion and concrete delamination. It is much more costly and disruptive to replace concrete then to periodically renew the waterproofing.

Now that we have covered the aging condos portion, let’s turn our attention to the shrinking dollars side of the equation. Planning for upcoming building repair projects

has never been easy, but in the midst of uncertain economic times it’s even more important.

Additionally, having a properly funded reserve account—and in turn, some buffer and flexibility—is critical. We have all heard over the past four years about the inflation rollercoaster we have been on. We hear the general inflation rate regularly reported in the news having fluctuated from 2% to as high as 8% and now back down to the 2% to 3% range. However an additional measure some in our industry have been referring to is the residential construction price index (RCPI). In fact, RCPI has gone up at a much faster rate than the generally reported inflation rate.

According to Statistics Canada the residential construction price index in Toronto went from 111 in Q1 2020 to 203 in Q1 2024. An 83% increase! The average for all major census metropolitan areas across Canada over the past four years has been over 60% increase. In other words, construction inflation has

been approximately 15% per year.

The good news is this inflation number has peaked and is decreasing, however the impact is still being felt by condominium owners across the province. Here are just two examples: In a recent study of a 144-unit condo built in 1975, we found that they needed a 44% increase spread over three years for projects planned for 2031-2033. This was primarily due to a window project that jumped in terms of cost, as well as other inflationary factors that needed to be considered. The total Reserve Fund contribution was around $5,000 per unit per year. Ten years ago it was common to hear numbers in the range of $2,000 to $2,500 per unit per year, but not anymore.

In another study done of a 75 unit, well-funded, townhouse complex built in 2008, we found they needed an increase of 20% spread over three years. This meant getting total Reserve Fund contributions up to $300,000 (or $4,000 per unit per year). Even as a well funded condo,

these 7% increases year over year impacted residents pocket-books. So where do we go from here? A final recommendation is to plan ahead. The next time your Reserve Fund Study is updated pay attention to how much the various project budgets have increased and if the increase is less than 5%, it’s probably under-estimated. And if your condo has a project planned in the next five years, you should be hiring an engineer to complete a condition evaluation to assist in developing an appropriate scope of work for the upcoming project.

David Heska, P.Eng., LCCI is a Professional Engineer and the Southwestern Ontario Director with WSP. He is an active member of CCI and over the past 16 years has worked with many condominiums on capital repair projects and reserve fund studies. He can be reached at David. Heska@wsp.com

Sarah Asmat is completing her undergraduate degree at Toronto Metropolitan University and is a Building Science Consultant at WSP. She can be reached at Sarah. Asmat@wsp.com

Ben Martin

Brown & Beattie Ltd.

TTW Brick Masonry: What It Is, and

TTW Brick Masonry: What It Is, and Why We Should Care

While most of the brick masonry we see on buildings today is drained veneer used as part of rain screen wall assemblies, not so long ago the construction industry in Ontario, particularly southwestern Ontario, used a type of structural brick masonry known as Through-The-Wall (TTW) brick masonry as a way to allow for more rapid construction of multiunit residential buildings at lower costs. While no longer in use, this method of construction was something that began in the 1960’s and continued into the early 1990’s. Many of these buildings are still around and some are in fact condominium buildings. If you live in or manage one of these buildings, you may already be familiar with TTW brick. So what is it exactly?

Well, to answer that question, let’s first look at how brick masonry is typically utilized in present day construction. Typically, brick masonry is used as the outer most cladding layer in a drained rain-screen wall assembly, where the bricks are meant to stop bulk water from entering the wall system. Inevitably a little bit still gets through, either through cracked mortar joints, or simply by saturating

The bricks are what holds the building up.

The bricks are what keeps the water out. The bricks are what keeps the wind out… There is no secondary barrier against leakage. This makes maintaining the integrity of these bricks extremely important.

the bricks to the point that it soaks through to the back side. This water then runs down inside the cavity between the brick veneer and the back-up structural wall component, and out through weep holes between bricks at the bottom of the wall. The brick veneer assembly is laterally tied to the back-up wall to keep it stable. There is a little more to it than that, but the point is that the bricks are only the first line of defense against leakage, and they are not a structural component of the wall assembly.

TTW brick is a different animal. A typical TTW brick wall assembly consists of a single wythe (row) of brick masonry with a cementitious parging layer covering the backside of the bricks. Often a layer of expanded polystyrene insulation is embedded in, or adhered to, the parging layer and then covered

with drywall or plaster. Another variation includes light gauge steel stud framing and batt insulation instead of the layer of polystyrene insulation. That’s the whole wall system, if you can believe it!

The bricks are what holds the building up. The bricks are what keeps the water out. The bricks are what keeps the wind out…There is no secondary barrier against leakage. This makes maintaining the integrity of these bricks extremely important.

The challenge with bricks is that they soak up water like rigid sponges. This would be less of a problem if we lived in a much warmer climate where temperatures rarely, if ever, dropped below freezing, but here in the heart of southwestern Ontario, freezing temperatures are pretty common for nearly half of the calendar year. We’ve all seen what happens when water freezes and turns to ice - it expands. The same thing happens to water that has soaked into brick masonry, and when it expands, it starts to break apart the bricks from the inside out, causing the faces of the bricks to break away and fall off. The technical term for this deterioration is spalling. As more and more of the brick face breaks away, more water is absorbed by the wall assembly, leading to more spalling, and the cycle of progressive deterioration continues. This deterioration mechanism is common with all masonry, but its impact is more substantial with a TTW brick wall assembly because of the many functions these bricks are meant to perform within a wall assembly.

Repairing TTW brick is also a bit of a challenge, in no small part because replacement bricks are no longer manufactured in Canada and are usually not possible to source.

The other significant challenge with locally replacing

TTW bricks is that we don’t want to damage the parging layer on the backside of the bricks, which would inevitably occur if entire bricks were removed. To avoid damage to the parging layer, typically only the front ½ - 2/3 of the brick is removed to avoid disturbing the parging. This requires a bit of skill and care on the part of the individual completing the removals.

Since replacement TTW bricks are typically not available, repairs are often carried out by using smaller brick pieces cut from regular size bricks. Since TTW brick masonry is structural, if more than a few bricks are being replaced in one area, shoring or temporary support for the remaining masonry may be required. Repairs can also be completed using concrete repair materials, although tend to stand out visually.

So what can be done to prevent this type of deterioration from occurring in the first place? Well, since the damage is caused when water absorbed by the masonry freezes, we either need to keep the bricks warm, keep the bricks dry, or both. Since the bricks are the outer most layer of a wall assembly and exposed to the elements, keeping the bricks warm in our climate is pretty hard to do.

There are a few more options available for keeping the bricks dry. Breathable sealers and coatings are available which are meant to keep bulk moisture from being absorbed by the bricks while also allowing any moisture within the bricks to evaporate to the exterior. While the life expectancy of coatings can vary, periodic recoating is required in order to maintain the integrity of the coating. Over-cladding is another option available which can be used to keep the bricks dry. Various forms of cladding are available, but the more commons systems would be prefinished steel or an exterior

insulation and finish system (EIFS). These systems are a more long-term solution, but do come at a higher initial cost compared to sealers and coatings. One of the significant benefits of over-cladding is that it affords the opportunity to include insulation behind the cladding, which effectively keeps the bricks warm as well, with the added benefit of improved interior comfort and energy efficiency. In some cases, if deterioration is concentrated in specific areas, consideration could

be given to only cladding the affected portions of the building.

In some cases water shedding flashings can be installed to help direct water away from the masonry, particularly at locations such as window sills and where balconies and walls meet.

Regardless of the approach taken, any deteriorated masonry should be repaired or replaced prior to over-cladding or coating application.

While localized repairs can often be carried out on a periodic basis to maintain the condition of the masonry, it is usually prudent to begin planning for eventual over-cladding or coating application as part of regular reserve fund planning so that funds are available when the time comes to undertake a significant project as this.

Ben Martin is a Construction Supervisor at Brown & Beattie Ltd., a building science engineering firm dedicated to providing clear and sensible building improvement, maintenance, and repair planning advice by listening to clients’ objectives. Ben is Professional Engineer and a University of Waterloo graduate with over 18 years of engineering and project management experience, primarily providing services to the private condominium sector.

Start your weekend off right with the Perfect Friday Night! Pack up your chairs and blankets, gather friends and family, make a picnic dinner or eat out in Downtown Burlington, then head to the Visitor Center Amphitheater at 6pm and listen to live music until 8pm. This is a FREE Summer Concert Series that you don’t want to miss!

Fridays, 6:00-8:00 p.m.

Burlington Visitor Center Amphitheater 520 East Fairhaven Avenue

SUMMER NIGHTS 2024 LINE-UP:

July 12th | The Enthusiasts

July 19th | Minimum Wage Band

July 26th | Dirty Pilots

Aug 2nd | Lonely Hearts Club Band

Aug 9th | Troy Fair Band

Aug 16th | Fat Fridays

Aug 23rd | Mary Ellen Lykins & the CC Adams Band

Aug 30th | Mama Dirty Skirt

Information from https://burlingtonwa.gov/603/Summer-Nights-Concerts

Live Music all Summer Long

Come down to Towne Square every Saturday and Sunday for Oakville’s Summer Music Series, presented by TD Ready Commitment. It’s a great way to take in some live music, enjoy the sunshine, and spend quality time with friends and family in beautiful Downtown Oakville. Plus it’s free!

We’ve got more than 15 musicians lined up featuring local talent that’s sure to entertain. So grab a Muskoka chair or blanket, pull up an extra seat for a friend or two and enjoy the sounds of summer.

Information from https://www.oakvilledowntown.com/tdsummer-music-series

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

Asad Hashim SimpsonWigle LAW LLP

Tackling Misinformation in Condominium Communities

Disagreements between the Board of Directors and unit owners are all too common.

Picture this: The board of directors have made a decision to replace the roof in the condominium. A small group of unit owners disagree with the decision. This dissenting group of owners decide to speak with the other owners voicing their displeasure and share false and misleading information about the capital project. Now owners are confused and start hounding the board and the property manager for more information on the project, and the dissenting group of owners continue to circulate other false information. This goes in circles until the board decides to put the project on hold, delaying any necessary work, to deal with the rumour mill.

This is not an original story and continues to happen regularly in condominiums.

It is encouraging that unit owners are engaged in their community. What is less encouraging is this engaged group of owners are prone to spreading misinformation around the community.

So, how can a board of directors and property managers deal with misinformation?

1. Establishing Robust Communication Channels

Constant, open, and transparent communication is essential in dealing with misinformation. The Condominium Act, 1998 (the “Act”) typically only requires boards to hold annual meetings and meetings requisitioned by owners.

These meetings are prescribed by the Act and must be held within specific timeframes.

However, boards can also hold informal town hall meetings to address any topics, including correcting misinformation. These informal town hall meetings are not about attacking the dissenting owners but serve as an opportunity for the board to be open and transparent about their decision-making process. Additionally, if the board has relied on professional opinions (such as engineers, accountants, or lawyers) in reaching their decisions, bringing the third-party professionals during the town hall meeting can help immediately clarify any confusion.

2. Immediate Response to Misinformation

Addressing misinformation swiftly and accurately is crucial. Quick corrections prevent false information from proliferating. By using established communication channels (such as e-mail newsletters or an online portal), condominiums can immediately issue corrections and provide clarity when misinformation surfaces. Boards can also seek a third-party’s opinion to ensure all responses to false information are fact-checked and accurate. Finally, instead of addressing any dissenting individual owner specifically, general communication directed to the entire community can be more effective in directly responding to any false information.

3. Providing Education and Resources

Another strategy to tackle misinformation is educating owners

about their rights under the Act and clarifying the responsibilities and functions of the board of directors and property managers identified in the condominium’s governing documents. Consequently, owners can be reminded of the board’s obligations under the same Act and governing documents. When owners understand the laws and rules governing their community and the board of directors, they are more likely to understand the process that the board and property managers go through in reaching their decisions.

Providing educational resources can help clarify these aspects and promote informed discussions. Distributing guides and FAQs about the board of directors’ functions can help residents understand their rights and responsibilities, while an online repository of the condominiums’ governing documents ensures accessibility for all residents.

4. Promoting Transparency in Condominium Operations

Transparency in board decisions and actions is vital to building trust and preventing the spread of misinformation. Board members should openly share the rationale behind their decisions, through established communication channels, like newsletters, emails, and notices. Depending on the nature of false information, publishing detailed minutes of board meetings, which are part of the condominium’s records, helps to ensure that residents are kept informed. Also, holding townhalls with owners to have an open discussion, can pro -

vide opportunities for residents to ask questions and express concerns. These townhalls can and should include professionals that the board consulted and relied on in making decisions.

5. Maintaining Accurate Records

Record keeping is a critical part of any condominium community. Whether the condominium is self-managed or managed by a property manager, keeping accurate records can help ensure accurate and swift responses to any false information when they arise. Maintaining good record keeping also helps establish clear timelines and makes it easer to identify when a problem started, to when professionals were engaged, and ultimately when the board reached a decision. By maintaining accurate records and providing swift responses, boards can quickly and efficiently change the negative environment in the community to a positive and harmonious community.

Managing misinformation in condominium communities requires a proactive and transparent approach. By using communication channels like emails and newsletters, educating residents, responding promptly to misinformation, maintaining transparency, and maintain accurate records, board members and managers can foster a well-informed and functional community. These strategies will help to build trust and ensure smooth community operations.

Asad Hashim is an Associate Lawyer at SimpsonWigle LAW LLP practicing in the areas of condominium law, real estate, and land development. Asad is also the Chair of the Education Committee for the CCIGHC chapter.

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

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

Fall

Winter

Article deadline March 15th

Article deadline June 15th

Article deadline September 15th

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 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!