CAO Guide for Overseeing Condo Managers

Condo boards may hire a licensed condo manager to oversee the day-to-day functions of the corporations.

In most condo communities, the role of condo manager satisfies several important functions:

• As a central liaison between condo residents, and the condo board;
• As the individual or team that runs the day-to-day affairs of the condo corporation, and assists the condo board in executing its legal responsibilities; and
• As an important source of expertise and information to assist the condo board and owners in navigating complex condo requirements and managing issues as they arise.

This in-depth guide includes best practices about understanding Condo manager’s roles and managing them effectively.

This section of the guide provides an introductory overview of types of condo management and what roles a condo manager and condo board play in its day-to-day operations. It also provides information on:

• Condo Management Services
• Responsibilities of a Condo Manager
• Duties of the Condo Board

This section also has information on:

• Scope of Governing Documents
• Avoiding Governance Challenges
• Commonly Observed Scope of Services
• Designing the Role
• Condo Board and Direct Employment Relationship
• The Condo Service Agreement
• Commonly Observed Clauses
• Employment Recordkeeping
• Compensation and Benefits
• Key Considerations when Contracting a Condo Management Provider

The following sections outline reasonable goals, accountabilities, expectations and tasks that are often expected of condo managers, but which should be subject to the needs of the community and negotiated agreement with the condo manager or third-party provider. Part two of the guide has details on:

• Setting Goals and Objectives for Condo Managers
• Managing Priorities
• The Effective Condo Manager
• Day to Day Running of Condo Business and Administrative Activities
• Reporting to the Condo Board

Even when strong performance is observed, it is always helpful and supportive of to provide individuals with clear and constructive feedback on their performance. Part three of the guide states how board can help manager identify ways to meet expectations and be successful. It also covers:

• Managing Performance in Third-Party Arrangements
• Managing Performance of Directly Employed Condo Managers
• Managing Underperformance or Undesirable Behaviours

Irrespective of whether the individual is an employee, or contracted through a third-party condo management provider, if the relationship has become difficult and improvements have not been observed in a reasonable timeframe, the right decision may be to terminate the relationship and seek alternatives. Part four of the guide outlines termination considerations and best practices for each of the three approaches to condo management. It includes:

• Terminating a Condo Management Provider
• Considerations Before Terminating
• Finding a Replacement Third-Party Provider
• Termination Timeline
• Communication with Owners
• Transition Period and Transition Obligations