Important Note: this section has been completely revised, due to a Board member chiming in.

The legal requirement that owners must vote on the passing of the Special Resolution of the balcony repair was somehow missed by the PWII Board.  Instead the PWII Board incorrectly passed the Special Resolution for the balcony repair internally in a closed door Board Meeting with only the Board members allowed to vote, and then only offered the owners the Special Resolution to vote on authorizing the Condo Corporation to borrow money. 

An improved procedure would be to have two separate Special Resolutions, one for the balcony repair and the second for the borrowing of money.

The CPA Condominium Property Act (April 1, 2023) on page 9-10 specifically outlines the following:

  (x) "special resolution" means a resolution

    (i) passed at a properly convened meeting of a corporation by a majority of not less than 75% of all the persons entitled to exercise the powers of voting conferred by this Act or the bylaws and representing not less than 75% of the total unit factors for all the units, or

    (ii) agreed to in writing by not less than 75% of all the persons who, at a properly convened meeting of a corporation, would be entitled to exercise the powers of voting conferred by this Act or the bylaws and representing not less than 75% of the total unit factors for all the units;

The CPA Condominium Property Act (April 1, 2023) on page 49-50 outlines the following:

  Special levy

    39.1(3) If the purpose of the special levy is for the making of a capital improvement, a special resolution is required before the board may approve the special levy.

The PWII Condo Bylaws April 23, 1996 (on page 5) also repeats the definition of "Special Resolutions:

  (y) "Special Resolution" means:

    (i) a resolution passed at a properly convened meeting of the Corporation, by a majority of not less than 75% of all the persons entitled to exercise the powers of voting conferred by the Act or these By-laws and not representing less than 75% of the total Unit Factors for all the Units; or

    (ii) a written resolution signed by not less than 75% of all of the persons who, at a properly convened meeting of the Corporation, would be entitled to exercise the power of voting conferred by the Act or these By-laws and representing not less than 75% of the total Unit Factors for all the Units;

Interpretation - REVISED

If the Board would have taken the time to educate the Owners about the differences, between Capital Repair, Capital Improvement, and Maintenance Expense, it would have most definitely cleared up a lot of the confusion and would have softened the stance held by many Owners.

Ideally an experienced condo lawyer(s) would be the best source for confirming these distinctions, but from searching court decisions, to lawyers specializing in condo laws, and various property managers discussing their own view points, it is largely a grey area that makes it sometimes difficult to interpret whether something should be classified as a Capital Improvement, Maintenance Repair, or a Capital Repair.

The condo laws unfortunately don't make these distinctions very clearly, and so it's somewhat vague to most, never mind to the Owners.

Which explains why lawyers end up fighting in court, both trying to read the exact same clause but both getting a completely different interpretation on what it is really stating. So if its a grey area for the lawyers, than its most likely going to be a very dark grey area for condo boards, owners, as well as property managers.

This is the primary reason why some PWII Owners and Board members are at odds, in that it could be interpreted either way. So a judge in a court case doesn't exactly have an easy task at hand, as it really depends on a case by case basis, each with their own set of intrincacies that could sway the judge to one side versus the other. So there are no one-size fits all solution, unfortunately.

So that is basically in a nutshell as to why some Owners would agree with one approach, and the other group of Owners would agree with what the PWII Board is doing is actually okay. Not a violation per se, just a big misunderstanding caused by very vague condo laws that could easily be interpreted either way.

Breaking Down The Distinction Further

A Capital Repair is such that it replaces a component that is already pre-planned and listed in the Reserve Fund Study. So when that particular component nears its end of useful life, the Board has absolutely full authority to make the decision on its own, without having to go through a Special Resolution. And in this particular case, the Owners do not need to vote on it. This is entirely correct as long as it's "replace like with like", meaning the replacement is comparable to that of the original. There are some exceptions in that if the replacement has a higher specification, slightly better performance rating, and that it doesn't cost a whole lot more for the upgrade (ie. extra 10%-20%, etc), then that is well within reasonable limits for the Board to proceed on its own accord.

However, if the Capital Repair is upgraded to the higher specification, or the replacement is with different material, type, color, etc, and becomes so far removed from the original specification and starts costing substantially more, lets say 30%-100% and higher, then that now technically gets classified as a Capital Improvement, which does require a Special Resolution.

Maintenance Repair is the repair or replacement of a component that is no longer functioning properly, has not been planned, is not a component listed under the Reserve Fund Study, and is nearing the end of its useful life, and is a "replace like with like" with that of the original component. There could be minor deviations in that the replacement item has a longer life or has an improved performance rating or the technology is newer than that of the original component. But overall the cost of the replacement itself, typically falls under a set price threshold, under $10,000 or under $20,000 (or whatever Owners may agree to). Maintenance Repair as outlined above, the Board has the authorization to proceed without requiring Owners voting.

There are the rare cases where in the course of doing a Maintenance Repair, there is a discovery that there are even more damages or deterioriation of a component than previously thought and that it would require an even larger repair bill or would require adjacent components to also be needing replacement, or if it starts going over the $10,000 or $20,000 price threshold (or whatever the Owners agree to), then that could conceivably become a Capital Improvement item instead.

On the other hand, a Capital Improvement is something that has a much higher cost, is an addition or improvement of a capital nature, is a replacement comprising of adding something new or providing a benefit to an asset that did not exist originally, and that does require a Special resolution.

Evaluating Some Projects Undertaken By the Board

2016-07-01 - Roof Shingles Replacement - (Replaced Like with Like, Listed On Reserve Fund Study) - classified as Capital Repair so Board authorized to proceed without Special Resolution.

2017-05-30 - Balcony repair of approximately $6000'ish (don't have the exact numbers) made to Board President's own balcony was because of wood rot and deterioriation of the wood decking - (Replaced Like with Like, Less than $10000 Price Threshold, Listed On Reserve Fund Study) - classified as Capital Repair or even a Maintenance Repair, so Board is authorized to proceed without needing a Special Resolution.

The only concern raised by a previous Board Member regarding Board President's balcony was that she only chose to repair her own, and neglected to have 38 other balconies inspected at the same time. And had they all been inspected and repaired at the same time, the PWII Owners would only have had to pay approx $3000 to $6000 per balcony, instead of the $18731 to $26423 per balcony now. So hopefully this is a good lesson for everyone to learn from, and that is not to act with self-interest as a Board member as that reflects quite poorly. Being a Board President involves taking on a huge responsibility, and every Owner and every Board Member looks up to this person for leadership and guidance, but also the highest integrity. The Board President has done an amicable job for so many years, with some minor areas that could be improved (ie. communications). But everyone here at PWII including the Owners has just as much responsibility, to improve and be better, and to attend condo meetings and be involved as much as possible to help the community prosper and thrive.

2018-01-29 - Elevator Modernization Project - by ThyssenKrupps was projected to be $50,000 but later turned out to be $90,000 plus - (Replaced with Higher Specification, Listed on Reserve Fund Study) - this is a grey area in that a Capital Repair became much more expensive, almost double what was expected, and so it teeters into the territory of Capital Improvement. There are two sides to this, some Owners would accept it, and others might not see a need, so when in doubt a Special Resolution might have been more appropriate.

2018 - Fire Alarm Detection System Replacement $22,277 - (Replaced with a Higher Standard, Listed on Reserve Fund Study) - this is also a grey area in that a Capital Repair became more like a Capital Improvement, because it was an improvement over the original, however the Owners would probably not disagree with any major safety improvement and the cost wasn't so excessive, and so Owners probably didn't need to vote on it after all.

2018-09-10 - Hallway Carpet Replacement with Carpet Tiles of $40,927 - (Change in Specification, Going From Original Wall-to-Wall Carpet to Carpet Tiles, Different Color, Listed on Reserve Fund Study) - this would be classified as a Capital Repair only if it was replaced with a comparable wall-to-wall carpet, however since the replacement was a carpet tile which is different than the original it becomes a Capital Improvement, but Owners probably wouldn't disagree with it and may or may not want to vote on it, and the cost wasn't so excessive. If in the event Owners can't agree on the color or texture of the carpet, then that might require a Special Resolution just to show fairness in the due process.

So as you can see, there are various ways to interpret each. Some have a large grey area, while others are more clearly distinguishable. And a few with lower costs are items that Owners probably wouldn't be too concerned about anyways and a Special Resolution might be a complete waste of time for everybody.

Evaluating The Proposed Balcony Repair - This Is The Problem

2024-July - Proposed Balcony Repair of $730,496 to $1,030,496 -

A test of the balcony repair project is where most of the problems originate from, and why some Owners are extremely upset with the Board because of the high costs and the tidbits of information provided didn't reassure transparency. This is why this website was even created in the first place, and its because Owners felt that their rights were taken away and their voices were muffled inappropriately.

We have a large contingent of Owners who completely disagrees with this Balcony Repair, and how the Board and the Property Manager coerced it upon us, that we have every right to feel violated and that we want answers from the Board, as simple as that.

When we apply the above tests:

To be classified as a Capital Repair the balcony would have had to stick with its original specifications, which would probably place it around say $3000 to $6000 per balcony.

The balcony may have started out as a Capital Repair, but as soon as EXP Engineering specifications are raised to such an extremely high standard, requiring major components to be completely altered, extremely high performance waterproof specifications now included, and the costs exceeding 5 times the original, to now being well over $18731 to $26423 per balcony, it pushes it well into the territory of a Capital Improvement, and that does require a Special Resolution for the Owners to vote on it.

There have been some modifications to this subject area made by the Government of Alberta to help clear up this Capital Repair and Capital Improvement confusion and distinction for condominiums, but we won't talk about it because it adds a whole new can of worms and also overcomplicates things to the detriment of the condo corporation and the owners' interest even further. Sometimes regulators like to attempt to make things much easier and more efficient, but it then creates unintended consequences of harm that they simply didn't anticipate. So we will leave it at that.

Some comments made by contractors suggested that EXP Engineering's extremely high specifications and high performance waterproofing additions are much more feasible for a brand new condo build where it wouldn't cost nearly as much to implement in the first place, and may not necessarily be ideal for an older PWII condo building due a cost feasibility standpoint. I suspect that Eldon Schechtel, Building Expert and Building Inspector who project managed the Promenade West balcony repair also had the same line of thought, that there was no point in replacing something that ain't broken even after 20 years of service, so in all likelihood that component might last until the next balcony refurbishment project in another 20 years time or so. The Contractor DNA though wanted to increase to a higher standard of specifications, but Eldon disagreed and said that it was totally unnecessary. And this is coming from a building inspector with 44+ years of experience.

Board's Fiduciary Duty to Owners and Maintaining High Integrity

There are some well intentioned condo boards that find the process of passing a Special Resolution quite difficult and time consuming, and that some owner(s) may not care to respond or are absent from voting which counts as votes against. 

In the process of trying to keep the building fresh and well maintained, a Board may not want to go through the hassles of a Special Resolution and take on the risk that owners might not even show up or bother to vote, thus it can sometimes be frustrating and inconvenient for the Board to even get things done efficiently and expediently. 

By allowing owners to vote on major items with considerable financial cost implications under a Special Resolution, it insures that there is fairness and integrity in the condo management decision making process, insures that owner's interest, as well as the condo corporation's interest are being served and met, and it eliminates any possibilities of self-interest by Board members or the making of decisions that could potentially jeopardize or cause irrepairable financial harm to the owners or to the condo corporation. 

The CPA and the Condo Bylaws are after all created specifically for the purposes of protection, for the protection of owners' rights and privileges, and to provide the necessary safeguards to prevent abuse of the condo management process and to insure that Condo Boards or property managers do not overstep their roles and boundaries, and that the rules do need to be followed by all the parties involved. This is why its vitally important to follow the condo laws to the best of one's capacity, or to educate oneself appropriately on the proper interpretation of the rules governing condominiums.

The best approach for any condo board when faced with a complex dilemma like the Capital Repair, versus Capital Improvement, versus Maintenance Repair, and trying to make a distinction between them, is to always error on the side of caution, and to always look out for the Owners' interest at all times, so that means getting the Owners' out to vote when in doubt. That then places the onus on the Owners to decide, and it absolves the Board from making the wrong decision.

That is the most ideal approach and the most practical especially since this condo building is owned by all 51 Unit Owners, and not just the Owners sitting on the Board.

Now its all up to the Owners to decide on how they want to proceed with the Balcony Repair, and on establishing guidelines for the classification of the Capital Repair, Capital Improvement, and Maintenance and to set an agreeable price threshold where the Board can easily work with. It all comes down to collaborating as a team effort, and finding some mutual concensus amongst the Owners collective.

This chart shows the various contractor price quotes on the PWII balcony repair project broken down into $Cost Per Balcony.

Promenade West's Condo Board was looking out for the owners' interest right from the start, and their owners voted for their balcony repair capital improvement project. Their project manager was a knowledgeable building inspector named Eldon Schechtel of Excel Inspections, with 44+ years of experience in entire building structures and building inspections. Promenade specifically asked PWII Board to join in together to take advantage of volume discount pricing, but the PWII Board kept rejecting the idea.

The term Growth Mindset is based on research by Carol Dweck since the 1970's, and was only revealed to the world in 2006 in her book release called "Mindset, The New Psychology of Success".

The new generation of leaders and managers slowly adopted and embraced this new mindset concept for the past 2 decades, and so some organizations have benefited greatly from this new understanding of human behaviour and what could possibly lead to success or failure.

See the chart below to compare the traits of a condo board from a Growth Mindset (Open Minded) perspective versus one from a Fixed (Closed Minded) Mindset. The dichotomy between the two reveals a lot about why one mindset might work more successfully and the other might possibly fail under an organization such as a condominium community.

Most people start life in between either side of the spectrum, somewhere between the growth mindset versus a fixed mindset, but over the course of their lives they might start migrating to the other end through positive and negative experiences and interactions, through life's journey, hardships, learning from various teachers and role models, and influences through interactions with various other people they encounter along the way.

Simply being exposed to the various types of management styles in a workplace, parental figures, authority figures, school teachers, social circles, etc, also significantly influences which mindset someone might gravite towards. If at any time, one becomes dead set on a particular opinion on a topic that they truly and honestly believe, they may migrate to the fixed mindset rather quickly but just for that particular set of circumstance.

As one becomes older and starts to struggle with keeping up with the newer generation and what others can do (ie. technology, social media, etc), they might start feeling a threat and may start to become defensive, and hence start migrating back to the fixed mindset once again.

No person ever becomes stuck in one set of mindset over the entire course of their life, but rather they bounce in between the two almost as if its an emotional trigger. Anything that could potentially cause an emotional trigger of some kind could send someone to one extreme very quickly.

A person faced with a mental health crisis could perceivably shut out the rest of society, and become completely fixed minded. Whereas a person faced with the passing of a loved one, could conceivably skew towards the growth mindset, simply to help others who may be in similar circumstances, etc.

The bottom line is that there are certain mindsets that are more conducive and more appropriate to a particular situation or circumstance, role or a unique type of function, or even a type of management necessary to run a unique technology oriented corporation versus a production line facility, effectively and efficiently. So there isn't a one size fits all type of scenario, where only one mindset works all the time.

In a condo community, where every owner has considerable clout and interests, and is a shareholder of the condo corporation, its much more difficult for a board to operate under the fixed mindset. So in order to be successful, a board with the growth mindset has a better opportunity and potential in leading the condo community more effectively and efficiently.

This growth mindset versus fixed mindset might not be well known to many, but this is the new generation of leadership and executive management effectiveness training, as well as what is being taught in the new psychology of human behavior for the past decade or so.

As the economy changes in Canada and around the world, and more people become financially strained and stressed, there will be a change in the way people view their work life balance, and that working harder doesn't necessarily bring more money or better enjoyment, let alone be sustainable for so long. There will be more and more people looking into the better ways of doing things, on reducing the hours dedicated to working, on finding time for loved ones, on being more compassionate to others, on humanitarian grounds, on the protection of the environment, and even preserving our own mental health.

There is already a major shift from various parts of societies that involve the growth mindset, and so its just a matter of time that it becomes mainstream. The new generation of leaders, managers, social media personalities, celebrities, and the younger generation of politicians rising up the ranks are examples of this increased social awareness, and some of which are those that plan on joining the condo board intent on helping other owners.

If you are interested in learning more about the research behind the concept of Growth Mindset, here are a few:

Research behind Growth Mindset originally revealed by Carol Susan Dweck in her book "Mindset, The New Psychology of Success" in 2006 (Screen capture, JPG)

About Carol Dweck - Mindset - Wikipedia (Screen capture, JPG)

Calling on PWII Owners to attend upcoming condo meetings and to join the Condo Board, and to help bring in an improved "open minded" condo management team.

Download the Smoking and Cannabis Affects Everyone (PDF, 208 KB)

Diagram (above) shows a typical apartment style condo building, showing that bathroom exhaust vents and kitchen stove exhaust vents are all interconnected with the neighboring units above one another. So when cigarette smoke or cannabis odors drift, they tend to travel up and down the entire ventilation HVAC stack.

Not only does odors travel thru the ventilation stack, but it also travels through the plumbing and electrical corridors, underneath doorways, and through the opened windows and balcony doors.

The plumbing corridors consist of holes where water supply lines and drains enter each and every condo unit, underneath the bathroom sink, near the toilet, in the clothes/washer utility closet, underneath the kitchen sink, and through the baseboard heater hot water supply and return lines.

The electrical corridors consist of the utility closet where the electrical panel is located and where electrical wires enter holes in and throughout the wood framing for the entire unit, and as well as through small openings within the electrical outlets.

Diagram (above) shows a typical apartment building, and how inside pressure differences and outside pressure differences can cause air flow, contaminated air or smoke to travel throughout the building and circulate over and over again.

This is one of the reasons why when someone smokes cigarettes or cannabis outside the building, or in the parking lot, and within about 1 to 10 meters (1 to 33 feet) from the building, doors, and windows, the pressure differential inside versus outside causes odors to immediately get sucked up into the building like a vacuum cleaner.

With cannabis the odor can travel as far as 50 to 150 feet and even further if the wind is stronger. So within 150 feet of a building, anywhere in the parking lot and even on the street, the cannabis smoke can drift quite far and then become easily sucked into the buildings. So which is why we frequently see cannabis users parked in the Beulah church parking lot just so that it doesn't affect residents in our three condo buildings. The condo building just next to Beulah parking lot wouldn't be so lucky because the winds tend to push everything typically eastward, southeast and sometimes northeast, so any type of distance downwind cannabis smoke will drift.

There are so many other great reasons beyond this list, that could easily be added.

(Source: HOASupport.com)

Download the guide to Condominium Meetings (PDF, 3 MB)

The guide also mentions that within 60 days after an AGM, the condo corporation must provide an owner with approved minutes (or draft minutes if not yet approved), as well as records of votes, special resolution votes, etc.

At present, the PWII Board only provides AGM minutes 1 year thereafter which is already obsolete news, instead of the suggested "within 60 days after an AGM". This needs to be improved.

As per the condo laws, monthly Board meeting minutes should be provided to owners within 30 days; however, the property manager has had a reputation to drag things out to as high as 60-90 days which is entirely unacceptable. A great Condo Board leader would strive for under 2 days, and that is entirely possible if the Board secretary is diligent and technologically efficient, and so that should be one of the ultimate goals for PWII owners.

Unit Owners as a cooperative are the Owners (aka Shareholders) of the Corporation, and has the ultimate say in matters pertaining to the Condo Corporation.

The Board of Directors are elected members for a 1-year term, to a maximum of 2 to 3 consecutive terms as recommended by most other condo boards. Board members are voted on by Owners to represent the Owners’ interest, that being the interests of the Corporation. However if no Owner expresses an interest in joining the Board, then that becomes a problem in itself.

The Members of the Board of Directors do not have more rights or more say than an Owner(s) that is not on the Board. Every single Owner has an equal say and an equal vote in matters pertaining to the Condo Corporation and how its being managed and operated, and in capital improvements, etc. Daily operational requirements and simple maintenance repairs less than $10000 are areas that Board members can make without having to consult with the Owners each and every time, as its simply not feasible.

On larger expenditures over $10000 which is classified as a capital improvement, in no part of the decision-making process should the Board of Directors exclude and discriminate the Owners from having a say, in any form whatsoever, let alone disallowing Owners right to vote. The Owners are the shareholders, and they have every right to question any and all large expenditures above a certain dollar threshold.

The Property Manager is hired on as a contracted “employee” to help manage the affairs of the Condo Corporation, and has the fiduciary duty to represent the interests of the Owners and of the Condo Corporation. An experienced Property Manager provides expert support to the Board, and helps the Board run the Corporation as efficiently and as effectively as possible.

Decisions made by the Property Manager do not ever take precedents over the Board or the Owners, and especially at the detriment to the Owners’ interest.

The ultimate decision making for all important matters pertaining to the Condo Corporation rests exclusively with the Owners, and as represented by the elected Board acting in the best interest of all the Owners, and in consultation with the hired Property Manager for expert advice and guidance, or in consultation with other outside experts and advisors.

Download the PWII Condo Bylaw 1996 (PDF, 1.7 MB)

Download the CPA Condominium Property Act 2023-04-01 (PDF, 743 KB)

Download the Guide to Condominium Meetings 2021 (PDF, 3 MB)

Creating Awesome Condo Board Meetings by Gord Sheppard (YouTube)

Meeting Leadership by Gord Sheppard - Practical Tips, Inspiring Stories

Download the CCI Board of Directors Code of Ethics (PDF, 351 KB)

Download the PWII Board Composition and Member Requirements (PDF, 95 KB)

Board members must follow standards of conduct in running the condominium corporation. Board members who do not follow standards of conduct in running the condominium corporation are at risk of liability. If you are elected to the board, you must abide by the following standards:

Condo Board members have the fiduciary duty to represent the owners’ interest above all, and members must avoid any self-interest and conflict of interest at all times. Preferential treatment, secretive and selective release of information or ideas to some while withholding from other owners’ is discriminatory, and against the CPA.

“Decisions must be made in the best interests of all the condo owners in the building, which may sometimes conflict with what an individual owner wants.” [Reference: Kahane Law Office Barristers & Solicitors. Condominium Ownership in Alberta]

“An owner who has just been around for a day has the same rights and privileges under the law as an owner who has been around for 25 years. The fact that the board is meeting secretly or not sharing information with the owners is also contrary to the basic principles of condominium living. The Condominium Property Act sets out a list of things you can ask for and the board is required to respond”. [Reference: Robert Noce, Q.C. Miller Thomson LLP – Condo Law]

“Well-managed condominium buildings and boards that share information and communicate effectively are the most pleasant places to live, because owners are given information without resorting to the Condominium Property Act and demanding the information.” [Reference: Robert Noce, Q.C. Miller Thomson LLP – Condo Law]

28 (2) Every member of a board, in exercising the powers and performing the duties of the office of member of the board, shall

[Reference: Condominium Property Act - Chapter C-22, January 1, 2020, Subsection 28]

The Condominium Act of Ontario lays it out plainly, so there's no debating it.

(By Marilyn Lincoln - Special to National Post - July 30, 2014 - https://nationalpost.com/life/homes/who-is-in-charge-the-condo-board-or-the-property-manager )

Question: Who is in charge of our condo property? The manager seems to be making all the decisions and the directors are just going along with those decisions. Isn’t the board supposed to be voting on issues at board meetings? I thought the manager was the employee and the condo corporation is the employer. Am I correct? I feel the manager has taken full control and calling the shots. How do we reverse this situation?

Answer: You are correct. The Condominium Act of Ontario clearly states that the board of directors shall manage the affairs of the corporation. The manager’s job is to complete all the duties set out in the management contract. There is no standard contract, as each corporation requires different duties according to size and type of property.

Under no circumstances should the board delegate its decision-making functions to the management company. Managers are hired by the corporation for their valuable experience, knowledge and professional advice. Their job is to make recommendations to the board and then carry out the board’s final decisions.

Directors are responsible for conducting board meetings to discuss, research and vote on any recommendations or suggestions submitted by the property manager. Any board that simply carries out the manager’s suggestions without careful review is not meeting its obligations under the Condominium Act.

If you feel the directors have lost control and the manager is in charge, you have several options to help change things around. You can write to the board and the property manager outlining your inquiries and concerns. You can request a meeting with the board of directors or request in writing that the board place your issues or concerns on the agenda to be discussed at the next meeting of owners.

If the board or management ignores your letters, you may wish to requisition a meeting of owners, under Section 46 of the Act. This will require the support of at least 15% of the unit owners, who must sign a petition indicating the nature of the business to be discussed at the meeting.

(Article written by: Marilyn Lincoln is a condo owner, director and author of The Condominium Self Management Guide.)

Condo Board Secrets by Heather Cournoyer / CCI (2019-03-13, PDF, 770 KB)

Condo Boards often redact pertinent information from Board meeting minutes and without a valid reason in doing so, thus this constitutes a "failure" to provide. (PDF, 530 KB)

Download the entire Robert's Rules of Order Cheat Sheet 2023 (PDF, 1.17 MB)

Extracted from Insite To Condos Winter 2023 - Robert's Rules - Skip the Motion to Adopt The Financials (PDF, 3.4 MB)

We have accumulated a large volume of condo docs, legal docs, research docs, numbering into the 100's if not more...that we would like to share. It just takes time to convert each document so that they comply with website usage and requirements. Check back frequently as we will be adding daily.