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move out before the roof needs replacing ”. Or, “ why do we need a property manager, we are keeping the fees as low as possible and all you guys do is increase them every year ”.
As the condo industry exploded, managers and other industry participants needed a forum where they could learn as well as share their knowledge. There needed to be a resource where precedent setting court decisions were being collected and distributed to all of us in the industry. There also needed to be guidance to managers in establishing best practices and a code of ethics. It was in this environment that groups of concerned condo managers and other industry members banded together and formed ACMO in 1977 and CCI in 1982. Both started in Toronto and took a while to have an impact in London. I joined CCI in London in 1992, the year that London Chapter started, and ACMO in 1994 and soon learned their value. Although membership in both was voluntary, their accreditation gave condo Boards and owners some assurance that their managers were knowledgeable and ethical. Their biggest value however, I think, was in their educational function. While ACMO concentrated on the management side of the industry, CCI provided education as well as became an advocate for the entire industry. As one who has instructed at both CCI and ACMO seminars over the years, I can confirm the value of these education efforts. CCI has done a great job of educating those involved in the industry and has spread knowledge of legal precedents and best practices throughout the industry. The two organizations further proved their value by advocating for owners and managers during the provincial government ’ s amendments of the Condo Act and during the most recent licensing legislation. I am generally pleased with the new licensing provisions and feel that mandatory oversight was long overdue. The industry has come a long way from its origins. Some changes were evolutionary and some, like the creation of the CMRAO and CAO were revolutionary. The result has been managers spending much of the time they used to spend on site inspections and attending board meetings on filling out government mandated forms and explaining to owners how to do the same. Some of which are indecipherable to those who prepare and receive them. This has increased stress levels for managers and interfered with their ability to carry out their real job of property management which is looking after the physical properties and the needs of their clients. While I am confident that these hindrances will eventually be resolved, the industry is reacting with time - saving measures such as integrated property management software, online Board meetings and electronic communication with owners. We, as an industry, are going to have to adapt further if we are going to properly serve our clients. Staff to client ratios are increasing and will have to continue to do so. Managers are not going to work from 8:30 am to 10 pm any more. Many want to work from home. The day of 2 - hour board meetings in someone ’ s home on site starting at 7 pm are over. Managers cannot be expected to work 6 or 7 days per week in today ’ s society nor should they. Good people can make more money working a 35 or 40 - hour week in other industries. How are we going to attract them to the condo world unless we can offer similar work conditions and compensation? There is a staffing crisis growing at the same time that education and training requirements have increased. The industry needs to react quickly by promoting condominium management as a career worth pursuing. For owners this is going to mean higher management fees as high insurance rates, new licensing fees for managers and management companies, increased staffing requirements, rising office rent and expensive technical costs continue to impact on our bottom line. There have been some significant changes taking place in the London market and these will continue as management companies restructure to adapt to these changes. Small condo corporations will continue to find it difficult to find a manager because it costs as much to manage a 20 - unit condo as a 50 unit without equal compensation. In addition, the old adage that you get what you pay for still applies.
Gone is the day when a manager could simply hang their shingle and start their own management company. The new licensing requirements for management companies put the nail in that coffin. I started out as a one - man show working
CCI Review 2022/2023 – 2 —November 2022 Page 13
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