Condominium Manager Magazine

A condominium building is more than a collection of physical components; it is one of the largest financial assets a community will ever own. Protecting that investment requires more than responding to repairs as they arise; it demands a long-term strategy that balances building performance, financial stewardship, regulatory compliance, and resident expectations. 

Most condominium corporations understand the value of preventative maintenance. Roofs are inspected before leaks occur, and mechanical systems are serviced before failures happen. The philosophy behind these acts is simple: small, proactive investments today help avoid larger problems tomorrow. However, unlike assets with visible maintenance schedules, financial protection strategies can be more difficult to monitor. Insurance appraisals play an important role in bridging that gap. 

Walk into almost any condominium board meeting and ask what protects the long-term value of the building, and the answers sound familiar: reserve fund studies, preventive maintenance, capital planning, qualified contractors. All of them are essential, well-funded, and regularly discussed. But every one of those initiatives depends on something that rarely appears on an agenda: the practical knowledge that builds up over years of running a building. 

When condominium boards think about protecting their buildings, the conversation usually centres on the assets everyone can see: roofs, windows, balconies, garages, and the building envelope. Those components are easy to inspect, easy to budget for, and naturally receive a great deal of attention during reserve fund planning. But some of the building’s most valuable assets are hidden behind the mechanical room doors.

After more than 22 years in condominium management, I have learned that the best way to handle an emergency is to prevent it whenever possible. The strongest communities are not necessarily the newest or the ones with the largest budgets. They are usually the ones where the board, manager and service providers plan ahead, communicate well and deal with small concerns before they become expensive problems.

Preparedness. Prevention. Control. These are the words a group of our clients noted when asked what the word proactivity meant to them. Conversely, when asked about reactivity, they described stress, rush, panic, or “feeling at the mercy of [their] situation.” While budgets and timelines can, and should, influence decision-making, the approach taken and the mindset while engaging trade services make all the difference.

When condominium managers think about protecting the long-term value of a building, attention is often focused on major systems such as roofing, elevators, HVAC equipment, and building envelopes. Yet one of the hardest-working assets in any condo is often overlooked: the automatic entrance door.

When we think about building longevity, attention naturally turns to physical assets. Roofs are replaced before failure, mechanical systems maintained on schedule, elevators inspected regularly, and reserve fund studies help prepare for capital expenditures. These investments are essential to preserving a property’s value and performance.

Ontario’s condominium stock is aging. As buildings move into their second, third, and even fourth decades of service, maintenance issues are becoming more frequent, more complex, and more expensive to resolve. Boards and managers understandably focus on fixing the problems in front of them, but an equally important task is often overlooked: keeping clear, contemporaneous records of the maintenance decisions made and the actions taken.

Unclear maintenance responsibilities are a common source of frustration in condominium communities. When residents do not know whether the corporation or unit owner is responsible for a repair, even minor issues can escalate into disputes, delays, and unexpected costs.

In Ontario, condominium corporations update their reserve fund studies every three years. The study is a carefully planned, forward-looking document that outlines the next three decades of anticipated major repairs and replacements, the costs involved, and a recommended funding plan. 

In condominium buildings, problems rarely begin as major failures. They often start quietly, an intermittent complaint about inconsistent heating, a system requiring more maintenance than expected, or equipment not performing as intended.

The terms tender and request for proposals are often used interchangeably; however, the two are not the same. A formal tender process creates legal obligations once a compliant bid is submitted, whereas a request for proposal is often more flexible and non-binding.

Procurement is the process of purchasing goods and services, often using a competitive bidding process. Condo procurement can range from simple contract renewals to complex multi-million dollar retrofit projects. The process can sometimes feel overwhelming – requiring what can feel like an endless number of decisions.

Ontario’s condominium sector is entering a defining period. Aging infrastructure, climate pressures, rising utilities, and heightened owner expectations are forcing boards to rethink how operational and capital decisions are made. In this evolving environment, smart procurement has become a critical tool for long-term sustainability, financial resilience, and responsible governance.