The Role of the Condominium Manager in Governance Compliance
Condominium managers do not govern—they support the board by ensuring compliance with legislative requirements and maintaining focus on long-term strategic planning. The manager’s primary governance-related duties include:
Educating Board Members on the CPA
Boards must comply with statutory responsibilities under the CPA and associated regulations.
Managers help interpret and apply legislation to board decisions.
Ensuring Policy and Bylaw Adherence
Boards must follow their condominium bylaws and internal governance policies.
The manager ensures compliance with bylaw amendments, voting procedures, and governance transparency.
Maintaining Transparency in Financial Oversight
The Real Estate Act Rules require condominium managers to properly manage trust funds, reserve funds, and financial reporting.
Managers ensure that financial records, budgets, and annual reports are accurate and transparent.
Providing Legal and Procedural Guidance
While not legal advisors, managers must flag potential violations of the CPA and help boards avoid governance missteps.
This includes meeting procedures, contract compliance, and dispute resolution processes.
Legislative Reference:
According to the Condominium Property Act, boards must act honestly and in good faith, exercising care, diligence, and skill when managing condominium affairs.
Strategies for Keeping Boards Focused on Governance
One of the greatest challenges condominium managers face is ensuring that boards prioritize governance and compliance rather than getting involved in operational tasks. Some effective strategies include:
Clarify Board vs. Management Roles
Clearly define the board’s governance duties versus the manager’s operational responsibilities.
Remind board members that they set policies, while the manager executes those policies.
Use a Governance Calendar
Implement a compliance-focused board calendar with AGM dates, reserve fund study deadlines, budget planning cycles, and CPA reporting timelines.
Regularly remind the board of upcoming legislative obligations.
Provide Structured Agendas
Ensure that board meetings have structured, agenda-driven discussions.
Keep topics aligned with governance issues (budgeting, bylaw enforcement, strategic planning) rather than operational tasks.
Encourage Consensus-Based Decision-Making
Use mediation and structured discussion techniques to prevent micromanagement and maintain efficiency.
Focus discussions on policy decisions and long-term planning rather than day-to-day administration.
Redirect Boards from Micromanagement
If the board oversteps into daily operations, tactfully redirect discussions to policy-level decision-making.
Example: Instead of discussing which brand of paint to use in the hallway, guide the board to decide on a maintenance policy and allow the manager to execute it.
Techniques for Managing Difficult Board Dynamics
Difficult board dynamics—such as personal conflicts, dominant personalities, or uninformed decision-making—can interfere with governance. Managers should use diplomatic strategies to maintain professionalism and control discussions.
Managing Board Conflicts
Challenge: Board members disagree on a major decision, leading to stalled discussions.
Solution: Act as a neutral facilitator, encouraging constructive dialogue and consensus-building.
Challenge: One board member dominates discussions and disregards others’ opinions.
Solution: Use structured speaking time limits in meetings and promote equal participation.
Challenge: The board resists CPA compliance recommendations.
Solution: Cite relevant legislation and explain the legal risks of non-compliance.
Challenge: The board becomes too involved in daily operations.
Solution: Remind the board of its policy-setting role and the manager’s responsibility for execution.
Developing a Board Engagement Plan
Scenario:
A condominium board has been struggling with staying on track during meetings. They frequently focus on minor operational issues rather than discussing strategic governance topics. The board also neglects CPA compliance deadlines and has conflicts between members.
Task:
Develop a Board Engagement Strategy that includes:
Governance Education Plan – How will you educate the board on the CPA?
Meeting Management Tactics – How will you keep meetings structured and compliance-focused?
Conflict Resolution Strategies – What techniques will you use to manage board disputes?
Accountability Framework – How will you ensure the board follows through on compliance obligations?
