CM Magazine is the flagship quarterly publication of the Association of Condominium Managers of Ontario (ACMO) and for more than 30 years has served as the leading source of in-depth coverage of industry news, issues, information, education and best practices for condominium management professionals and service providers.
CM Magazine has a printed circulation of 7,000+ per issue and a digital circulation of approximately 400 views per issue. The audience consists of Condominium Managers, Condominium Management Companies, Industry Services & Trades Providers, and Condominium Boards.
Article submission is not open to the general public. ACMO members in good standing may contribute articles. From time to time we will reach out to the broader condominium industry and request articles from non-members and other industry experts (e.g. government partners, educational partners, legal experts), if the subject matter requires a distinctive perspective that cannot be addressed by an individual ACMO member or company.
To learn more about writing for CM Magazine, see our Editorial Guidelines.
To advertise in CM Magazine, check out the Advertising Opportunites page or email firstname.lastname@example.org for more information.
A well-executed construction project is a result of strong collaboration between the engineering consultant, the property manager, the board, and the contractor. This article discusses how to avoid common pitfalls.
Ask a property manager to explain what takes up most of their busy workday, and they will probably respond with a list of maintenance items. Most of a condominium manager’s time in any given week is spent working on the maintenance and repair of the condominium structure, equipment, and site. This includes preparation for scheduled items or dealing with those unscheduled emergencies on a Monday morning. So, where does a capital project fit into a manager’s work week?
Feature || Response by Deborah Howden
An advice column where you can ask any question or share a difficult situation relating to condominium management anonymously, and we will endeavour to find an appropriate expert in the field and publish an answer with some advice. Ask the hard questions you may have been afraid to ask for fear of repercussions. Your full name or company will never be published or shared.
Large or small, the use of contractors is inevitable in the day of a manager’s life. It is part of the manager’s job to ensure quality control and value for the condominium’s money, which is done by managing contractors/suppliers and setting expectations.
One of the most often talked about subjects in recent years is the topic of procurement processes. They vary from condo to condo, manager to manager, and management company to management company. Part of that is due to the very nature of condominiums. Individual condos have the decision-making responsibilities of what work will be done, who will do it, what vendors will be used and even what type of contract will be issued. These realities fly in the face of the systemic approach to procurement that most would want to see in our industry.
Condominium living offers a sense of community and security, but as with any community, incidents of violence can occur. As a manager, board member or staff member, it’s essential to be proactive in ensuring the safety of residents and coworkers. The following are steps that condominium communities can take to minimize the risk of violence and be prepared to respond in the event of an emergency.
Feature || Peter Pietrzkiewicz
Many moving parts need to be aligned to ensure everything in the residential community runs smoothly but the critical component is to have open two-way communication. But how do you achieve communication that results in high levels of trust, satisfaction, and engagement? How do you turn daily contact into stronger relationships?
The seasonal and infrequent services market is often tricky for property managers to maneuver. This article will shed light on some of the associated issues and give concrete suggestions for managers to succeed in dealing with service contractors in this space.
Message from the Executive Director || Paul B. MacDonald
Message from the President || Katherine Gow, RCM
Last Word || Nicole Kreutzberg
As a condo manager, I’ve worked with my share of personalities – misogynistic, maniacal, narcissistic, bullies, complainers, social climbers, aristocratic, etc. – and that doesn’t even capture what we have met head-on with boards. But condo managers are not allowed to talk about that.
RCM Profiles || Val Khomenko, RCM
Recognizing condominium management professionals who have achieved a higher standard.
Shining a light on an ACMO 2000 Certified Management Firm choosing to offer a higher standard of service to elevate their business.
RCM Profiles || Ramazan Kellezi, RCM
I will cherish this important milestone in my professional career forever. I am honoured and extremely privileged to receive this recognition from ACMO.
A quick glance at what’s happening with ACMO and the condominium industry.