The property management company you hire provides the infrastructure — the systems, the back office, the brand. But the experience your board and your owners actually have is determined almost entirely by the individual manager assigned to your property. Who that person is, how experienced they are, how many other corporations they’re managing simultaneously, and what happens when they leave are the questions that matter most in any management company evaluation.

“When a board is evaluating management companies, I always tell them to spend as much time evaluating the manager as the company. The company sets the standards and provides the support. The manager executes. A great company with an overextended or inexperienced manager assigned to your property is not a great management relationship. Ask to meet the person who will actually be doing the work.”

— Nida Galanxhi, Director of Operations at Duka Property Management and member of the Association of Condominium a recognized professional association (ACMO)

Questions About Credentials

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What CMRAO licence does the assigned manager hold?

The CMRAO (Condominium Management Regulatory the relevant regulatory authority) issues two types of individual manager licences:

General Licence: The full licence. Issued to managers who have completed the required education (Condominium Management Certificate Program through ACMO or equivalent), passed the required examination, and met experience requirements. A General Licence holder can manage any type of condominium corporation without restriction.

Limited Licence: An entry-level or transitional licence. May have conditions — for example, a requirement to work under the supervision of a General Licence holder. Limited Licence holders may not be appropriate for complex corporations or for boards that require a manager who can operate independently.

Ask specifically which licence type the assigned manager holds and verify it at cmrao.Ca using their name or licence number.

What a good answer looks like: A General Licence confirmed by the company, with the licence number provided for your independent verification.

Does the assigned manager hold the ACMO RCM designation?

The RCM (Registered Condominium Manager) designation from ACMO is earned by completing the Condominium Management Certificate Program and maintaining ongoing continuing education requirements. It represents a professional commitment beyond the regulatory minimum.

Ask whether the assigned manager holds the RCM designation and verify through ACMO’s member directory at acmo.Org.

What continuing education has the assigned manager completed recently?

Condominium law and best practices evolve continuously — the Condominium Act has been significantly amended in recent years, CMRAO regulations have developed, and technology platforms have changed operational practices. Ask what professional development the assigned manager has completed in the last 2–3 years.

Questions About Experience

How long has this manager been managing condominium corporations?

Experience matters. Ask specifically how many years the assigned manager has been working in condominium property management, and how many years they’ve been a manager of record (as opposed to a support role).

What types of corporations has this manager managed?

Condominium management experience varies by corporation type:

High-rise residential: Large buildings with complex mechanical systems, significant amenity management, large owner populations, and typically more intensive regulatory compliance requirements.

Townhouse/low-rise: More complex site maintenance, different common element configuration, often more owner-direct interaction on specific issues.

Mixed-use (residential + commercial): Additional complexity in managing different owner types with different needs and legal frameworks.

Adult lifestyle / retirement communities: Different community dynamics and communication approaches.

Ask whether the assigned manager’s experience matches your corporation’s type and complexity.

Can the manager provide references from comparable corporations they have managed?

Ask for references from current or recent clients — specifically boards from corporations comparable to yours in size and type. Contact those references independently and ask:

  • How responsive is this manager to board and owner inquiries?
  • How well do they prepare board meeting packages?
  • How do they handle contractor management?
  • Would you hire this manager again?

Questions About Portfolio and Workload

How many corporations does this manager currently manage?

This is the most operationally important question about the assigned manager. A manager with an excessive portfolio cannot deliver the attention, responsiveness, and proactive management your corporation deserves. Ask the specific number.

What a good answer looks like: A portfolio that allows genuine service — typically discussed in the industry as 8–12 full-service accounts for a single manager, though this varies by corporation size and complexity. Very large or very complex corporations may warrant a dedicated manager or smaller portfolio.

A red flag: Evasion of this question, or a number that seems unreasonably high.

Who provides coverage when the assigned manager is unavailable?

Property management requires continuity — issues don’t pause for vacations, illness, or training days. Ask specifically:

  • Who covers for the manager during vacation?
  • Is that person familiar with your corporation?
  • Is there a backup manager who has access to your corporation’s files and history?

What a good answer looks like: A named backup manager who has access to your corporation’s files and who has some familiarity with the property.

Questions About Manager Transitions

What is the protocol if the assigned manager leaves the company?

Staff turnover is a significant issue in property management. Ask the company to describe specifically what happens when a manager leaves:

  • How quickly will the board be notified?
  • What interim coverage will be provided?
  • Who will be assigned as the permanent replacement, and how will the board be involved in that decision?
  • How will knowledge transfer be managed (files, records, ongoing issues)?

What a good answer looks like: A documented transition protocol with immediate notification, named interim coverage, and a defined timeline for permanent assignment — ideally with board input on the replacement.

Does the management agreement address manager continuity?

Some management agreements allow boards to request a different manager if the relationship isn’t working. Ask whether such a provision exists and what the process for exercising it is.

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