How does the RCM stack up to the General Licence holder? To the casual observer, it appears that the requirements for the RCM are actually quite similar to those of the General Licence. The RCM requires the same four courses and a similar amount of on the job training. This being the case, what makes someone with an RCM stand out?

As the profession develops, what is the next step to ensure continued forward momentum for condominium managers and management providers?

To understand what condominium management may evolve into, we have to look at our current challenges along with tools available or in development to address these needs.

One recent term I heard was “managing expectations” and if there is one thing I struggle with it’s vague, trendy terms that have variable meaning. I had no idea what this meant until I started having face-to-face chats with owners, boards and contractors.

ACMO’s Manager of the Year Award is presented to a Registered Condominium Manager (RCM) who has demonstrated an extraordinary commitment and dedication to professional condominium property management. This year’s recipient is Alexander Vainshtein, RCM of Malvern Condominium Property Management.

Heraclitus, a Greek philosopher, has been quoted as saying “change is the only constant in life.” In the world of condominium management, change certainly has been the norm since November 2017. With the vast number of changes inflicted on us since that time, condominium managers (CMs) have had to evolve very quickly.

A lot has changed for condominium managers in the last generation. In addition to a new set of laws and regulatory agencies, managers now have dozens of new technologies and tools at their disposal. If you could go back in time and explain to a manager in the 1990s what amazing time-saving devices would be available to them in the future, most of them would probably imagine spending their days relaxing while their tasks were reduced to the click of a few buttons. 

As a new condominium manager, there are a few realities of the job one should know. This is not your typical 9-to-5 job. The job bears great responsibility. We not only manage bricks and mortar or building systems, but we also manage communities, manage people and, most importantly, we must be able to manage expectations on both ends of the aisle. Your residents’ lives depend on us, on our ability to manage, to be thorough with our work and to pay a lot of attention to detail. Compassion and dedication should always be at the forefront of our activity. Now let’s dive into the subject.