Condo Living

August 26, 2023 Published by Eastern Ontario Chapter - By Antoni Casalinuovo, Dylan Parobec

Managing Conflict Amidst An Influx of Demographic Changes

From the Volume 35 issue of the CCI Eastern Ontario Condo Contact Magazine

The age-old adage, “an ounce of prevention is worth a pound of cure,” has gained renewed significance, especially for condominium boards adapting to rapidly changing demographics in the province of Ontario. We are witnessing a shift in the fabric of condominium living, that is often overshadowed by other “headline” grabbing news.

One of the most notable, but underreported, transitions facing this province’s population is the influx of seniors; or as I like to say, those who are in their “golden” years.

In 1971, Ontario’s senior population aged 65 or older stood at a modest 700,000, constituting 8.3 percent of its total residents. The most recent statics available are from 2019, and this number increased to 2.5 million, or 17.2 percent of the province’s population. The Ontario government currently forecasts that, regardless of immigration levels, by the end of this decade this number will further increase to 4 million, comprising 21.5 percent of the total population. This demographic trajectory is further accentuated by a 2021 Statistics Canada report, which disclosed that 42% of those aged 85 or above opt to live independently, which is a stark contrast to the 7% in the 20 to 24 age bracket choosing the same lifestyle. This translates to a looming surge of seniors considering condominiums as their retirement havens, due to its access to amenities and without the traditional burdens that come with home ownership.

A ripple effect of this change in demographics is that some residential condominiums are inadvertently being used as de facto care homes. Various factors, ranging from health challenges to circumstances that preclude familial care, result in a growing number of seniors residing on their own in condominiums without the support they need. This emergent trend thrusts an unintended responsibility onto condominiums – ensuring the welfare of these elderly residents. And herein lies a problem that is too complex in nature to be solved in this single article. Unless a condominium was developed in partnership with a service provider specializing in care for seniors, the condominium corporation was likely never designed or equipped to take on this role.

Obviously, requiring boards and managers to build a personal relationship with each and every owner, to fully understand their personal circumstances and individual needs, is a tall and unrealistic task. Most condominiums simply ask owners to provide emergency contact information which usually consists of family or friends. However, I believe we are selling our seniors short, and condominiums are not seizing a “golden” opportunity (yes, pun intended).

One advantage of this demographic shift is that seniors are often present in their community, when most others might be absent. Their increased on-site presence enables them to not only swiftly detect and report issues, whether it’s theft or acts of vandalism, but to deter same. Recognizing the potential role that seniors can play, it becomes imperative to motivate seniors to become engaged in social committees or activities that promote a sense of community. A byproduct of this type of engagement is that it encourages residents to act as vigilant overseers of shared communal spaces.

With the luxury of time on their side, seniors should be encouraged to take part in social engagements within the community and take on an active role in community governance. Their involvement can span from joining committees, spearheading social initiatives, and lending their life experience and wisdom to the community.

Yet, a formidable challenge persists. There seems to be a glaring unpreparedness, both on the provincial front and within the industry, to accommodate this impending flood of the golden generation to condominium communities. While housing has recently become a hot political issue because of the aggressive immigration targets set by the federal government, it is only part of the story. We need to look at who already lives here and not just who is moving in.

The change in demographics of condominium residents is one of several factors condominium boards and managers will need to balance in maintaining a harmonious community.

But regardless of the demographic shifts in condominium communities, there is always a need for proactive conflict management. Tackling concerns with compassion and precision not only paves the way for peaceful cohabitation, but also ensures condominium boards and managers are best equipped to prevent problems versus dealing with their aftermath. After all, it’s better to prepare ahead than to face a storm unaware.

Some quick strategies to help prepare your community to manage conflict are:

1. Establishing A Framework:

It becomes paramount to devise appropriate rules around harassment, communication, governance and general behaviour. Life experience has taught me that “common” sense is not always that common. Establishing the basic expectations for all owners is paramount, because over the last decade it has become socially acceptable (and dare I say “cool”) to be uncivil. Sometimes people need a reminder about the communal rules and that there are limits to what people can and cannot do in a shared community. This extends to establishing policies, whether embedded in the Rules or on their own, about the appropriate manner of communicating with management, directors and other owners, along with establishing the expectation when a condominium corporation will respond to complaints or concerns raised. Condominiums, like any employer, should also demarcate what qualifies as harassment. The framework should be all-encompassing, ensuring coverage for everyone – from board members to security staff and even third-party affiliates.

2. Active Conflict Mitigation:

Of equal importance is a systematic, transparent rule or policy detailing the corporation’s course of action during budding conflicts. While each situation will possess its distinct challenges, a preset guideline can set the framework and expectations how the community will address problems. A clear and concise framework for dealing with any type of dispute, whether it is a breach of the governing documents or a simple nuisance, will help dissolve ambiguities; while at the same time, promote swift and efficient intervention. Crucially, resolving disagreements doesn’t always warrant a combative approach. More often than not, potential escalations can be nipped in the bud through levelheaded, genuine discussions or by ushering in an unbiased third party like a mediator. Either taking an overtly aggressive posture or solely relying on formal communication can inadvertently fuel the discord, leading to unwarranted tensions and financial implications for both the condominium board and the concerned individuals. Again, each situation depends on the nature of the dispute. Boards should not hesitate to rely on the life experience of their colleagues, managers, lawyers and/or other professionals to deal with a problem when it first arises, versus letting it fester into something more or larger.

Antoni Casalinuovo Senior Litigator, Elia Associates PC
Dylan Parobec Articling Student, Elia Associates PC