l CONDOMINIUM HOME OWNERS’ ASSOCIATION OF B.C. Vol. 10 No. 3 $4.95 FALL 2003 INSIDE THIS EDITION å x & 1.877.353.2462 www.choa.bc.ca President’s Message...3 CHOA Education Fall 2003...3 Project Framework...4 Human Rights and Strata Corporations...6 Water Damage...8 Mechanical Owning and Operating Costs...10 The Unsuccessful 3/4 Vote Resolution...13 List of Free Resources for Members...16 CHOA Business Members...17 #
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CONDOMINIUM HOME OWNERS’ ASSOCIATION OF B.C.V o l . 1 0 N o . 3 $ 4 . 9 5 F A L L 2 0 0 3
I N S I D E TH I S E D ITI O N
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&1. 877. 353 . 24 62w w w. c h o a . b c . c a
President’s Message...3
CHOA Education Fall 2003...3
Project Framework...4
Human Rights and Strata Corporations...6
Water Damage...8
Mechanical Owning and Operating Costs...10
The Unsuccessful 3/4 Vote Resolution...13
List of Free Resources for Members...16
CHOA Business Members...17
#
Strata Corporations Multi-Family Rentals Single-Family Homes & Duplexes
Providing Professional Management Servicesfor more than 10 years:
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Our Services Include:• 24/7 Emergency Maintenance Service• Building Site Inspections• Preventative Maintenance• Extensive Leaky Condo Restorations• Commercial Properties• Complete Accounting Service & Budgeting• Strata Council Meeting Attendance• Insurance Coverage Reviews
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CHOA’S EDUCATION PROGRAM FALL 2003CHOA CONFERENCE CENTRE 7: 00 pm Suite 202-624 Columbia St., New Westminster
October 15 InsuranceOctober 22 Contingency Reserve PlanningOctober 29 Conducting Hearings
November 5 AccountingNovember 12 Bylaws/Caselaw/UpdatesNovember 19 General Meetings: Resolutions, Notices, ProxiesNovember 26 Landscaping: Winter Pruning, Planting, Gardens
PROVINCIAL SEMINARSSeminars will cover Bylaws, Buildings, Records, Meetings, Mediating Disputes,and Legal Updates. Sessions may vary. Updates of all sessions, locations andspeakers will be posted on our web site at: www.choa.bc.ca CHOAreserves the right to cancel sessions due to insufficient registration orweather related conditions.
October 18 KamloopsOctober 23 NelsonOctober 24 KelownaOctober 25 Penticton
November 1 VancouverNovember 15 Chilliwack
February 2004 Nanaimo
March 2004 Victoria
Many strata corporations have experienced unexpectedlosses due to broken water lines, roof leaks, window fail-
ures, deck rotting, premature equipment break downs, injuriesand unnecessary insurance claims. Often times, many failuresand costs can be reduced or eliminated with properly admin-istered service contracts and loss prevention programs. Thisissue of the Journal contains many articles and free resourcesthat are available through CHOA to assist your strata corpora-tion with loss prevention and long term maintenance and repairprograms. Within CHOA, our staff actively performs loss preven-tion procedures by reviewing agreements, verifying accuracy ofrecords and reports, engaging in continuing education, maintain-ing high professional standards and thorough research and devel-opment of new resources for our members. The professionalliability insurance of the association is vital for our operations.To maintain a claim free status, an effective loss preventionprogram is mandatory. Many of the CHOA seminars and work-shops provide valuable information and resources that canassist your strata in its day-to-day roles of loss prevention.CHOA invites you to attend the educational programs and takean active role in the loss prevention program of your stratacorporation. y
CONDOMINIUM HOME OWNERS’ASSOCIATION OF BCThe Condominium Home Owners’Association of BC promotes the under-standing of strata property living and theinterests of strata property owners by providing: advisory services; education;advocacy; and resource support for itsmembers.
Website: www.choa.bc.ca
E-mail: office @choa.bc.ca
Toll-Free: 1-877-353-2462
SUITE 202-624 COLUMBIA ST.NEW WESTMINSTERB.C. V3M 1A5TEL: 604.584.2462FAX: 604.515.9643
CHOA JOURNALThe CHOA Journal is published quarterlyby the Publisher.
DISCLAIMERThis publication is designed to provideinformative material of interest to itsreaders. It is distributed with the under-standing that it does not constitute legalor other professional advice.Although thepublished material is intended to beaccurate neither we nor any other partywill assume liability for loss or damage asa result of reliance on this material.Appropriate legal advice or other expertassistance should be sought from acompetent professional.The services orproducts of the advertisers contained inthe CHOA Journal are not necessarilyendorsed by the Condominium HomeOwners’ Association.
ADVERTISERS WELCOMEFor advertising information and rates,please contact our office.
TEL: 604.584.2462FAX: 604.515.9643
MEMBERSHIP INQUIRIESNew members are always welcome.Contact CHOA for more information.
Website: www.choa.bc .ca Members ’ Password: MAPLE
Before you proceed with a Construction AgreementThe contracting process for the simplest job can becomecomplicated with damages, injuries, material failures, work-manship, and cost over runs. Negotiating a written contractthat is binding for both parties and protects the interests ofyour strata corporation is critical. Never underestimate thecosts of what could go wrong. A well negotiated contract,warranties and insurance coverage will contribute to asuccessful relationship and frequently avoid the pitfalls ofmisunderstood terms and conditions, they also form part of
a well planned loss prevention program within astrata corporation.
The Contract1. Have you negotiated a
written contract? 2. Is it a standard con-
struction agreement?3. Is there a certified pro-fessional (ie: engineer/architect) required toprovide assurances ofthe contracts perform-ance?4. Do you have a techni-cian who will prepare thescope of work and super-vise the construction?
WCB coverage: 1. Who is responsible for the cost and the filing ? 2. In most agreements the contractor, subcontractor, trades
and professionals are responsible for WCB coverage. WCB coverage is mandatory by law.
3. You can obtain clearance letters of WCB standing on lineat www.wcb.bc.ca . It is important to routinely check thestatus of your contractor.
Insurance:1. Who is providing the insurance coverage ? 2. What types of insurance are necessary? 3. Who is paying the cost of the insurance coverage ?4. Are there any exclusions in the insurance you may be
unaware of?5. Have you requested a list of exclusions ? 6. Consider the following insurance issues that may be
necessary: Liability insurance, errors and omissions, performance bonding, toxic waste and disposal, employeefidelity and injury.
7. Insurance applies to both certified professionals and contractors alike.
Building Permits: Many municipalities require building permits for specificvalues and types of construction. Before you proceed,contact the permits and planning department at yourmunicipal office or regional district and determine if apermit is required. If a permit is required:
3. Who issues completion certificates? 4. Are assurance certificates required by your certified professional ?
Once the project is under way: 1. Who supervises the project ?2. Who inspects progress, and how frequently ?3. Who reports ? How frequently ? In what manner and to whom ?4. Who authorizes progress payments & change orders ?5. Are accounts payable aware there may be holdbacks ?6. Who issues completion certificates and statutory declarations of completion and
payments of all trades, subtrades and suppliers and services?7. Who gives notice that the contract is starting? Residents, owners, caretakers,
landscapers and service contact providers need to know when the constructionis commencing, underway and complete.
After the contract: 1. Is there a service manual, maintenance manual or warranty? 2. Are there obligations or maintenance that must be performed to protect the
warranty?3. Who has the manuals and warranties? 4. Who is responsible to insure the obligations are performed? 5. When are inspections performed and who performs them? 6. How are inspection reports filed?7. Who receives them?
Before you sign an agreement for contract services, it is recommended that youundertake a legal review of the contract for terms, conditions, services, warranties,payment schedules, dispute resolution, liability and insurance. There are manycomplicated negotiations in a contract that if not properly coordinated may putyour strata corporation at risk. y
6 CHOA Journal Fall 2003
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{Several owners have brought human rights complaintsagainst their Strata Corporations and have been successful.
This article will focus on three cases involving owners thathave successfully brought human rights complaints againsttheir Strata Corporations.
The three cases we will discuss in this article are:
1. Ganser v. Rosewood Estate Condominium Corp. (No. 1)(2002), 42 C.H.R.R. D/264 (an Alberta case we will refer to asGanser)2. Williams v. Strata Plan LMS 768 (2003), B.C.H.R.T. 17 (aBritish Columbia case we will refer to as Williams) ; and 3. Konieczna v. Strata Plan NW 2489, [2003] B.C.H.R.T.D. No.37 (a British Columbia case we will refer to as Konieczna).
Ganser involved Elizabeth Ganser, an 87 year old woman,who had her parking stall taken away from her. ElizabethGanser had disabilities, including virtual blindness and a lim-ited ability to stand or walk. When she had first purchased hercondominium unit she was assigned an indoor parking stall
which gave her easy access to a security door which lead to theelevator to the units. She did not own her own car but her stallhad been regularly used by her granddaughter and other care-takers when they visited her. The Strata Corporation amendedits bylaws and certain conditions for eligibility for an assign-ment of an indoor parking stall were introduced. To be eligiblefor an indoor parking stall, a resident owner had to hold a validdriver’s license, own a vehicle, have insurance and drive theirvehicle regularly. The Alberta Human Rights Panel found thatthey had jurisdiction to hear this matter because any memberof the general public could potentially be a resident owner. ThePanel found that the bylaw dealing with the assignment ofparking stalls was discriminatory against Elizabeth Ganser onthe basis of her disability. She was awarded $5,000 in damages.
In Williams, the Strata Council changed how the securitysystem of the building was being used. From 8:00 p.m. to 8:00a.m. owners were required to go to the front door to allowvisitors into the building rather than “buzzing” them in fromtheir unit. Once again, this complainant had serious medical
Human Rights and Strata Corporations
ELAINE MCCORMACK, COUNSEL, McCORMACK & COMPANY LAW CORPORATION
problems. She was concerned that if she ever needed emer-gency medical attention at night, she would not be able to letthe paramedics into the building. The British ColumbiaHuman Rights Tribunal found that the Human Rights Codeapplied. The Tribunal considered whether accommodatingDorothy Williams would create an unacceptable security riskto other owners in the building and found that it would not.The Tribunal ordered the Strata Corporation to disconnect thetimer and return the operation of the intercom and entry sys-tem to 24 hour a day use. Dorothy Williams was paid $1,500.00to compensate her for injury to her dignity, feelings and selfrespect.
Finally, the case of Konieczna considered the effect of abylaw that prevented the installation of flooring, other thanwall-to-wall carpeting, on Halina Konieczna, who had severalallergies to latex, mould and dust in carpeting that aggravatedher allergies and asthma. When she purchased her unit, hard-wood floors were permitted, if written permission of the StrataCouncil was received. The bylaw provided that written per-mission of the Strata Council was not to be unreasonably with-held. She applied and was granted permission to install hard-wood floors, provided that she would sign and return anIndemnification Agreement. The Strata Corporation laterchanged the bylaw to provide that only wall-to-wall carpetingwas allowed. Halina wrote to the Strata Corporation andadvised that she had not carried out the installation of the hard-wood floors before the bylaw was passed because repairs werebeing made to the external walls of her unit at that time. Theowners refused to grant her an exemption to the hardwoodfloors bylaw. The Tribunal found that the Strata Corporationhad exhibited a high degree of inflexibility and had failed toaddress Halina’s concerns. The Tribunal ordered that HalinaKonieczna was allowed to install hardwood flooring at herexpense. The Strata Corporation was ordered to pay her$3,500.00 as compensation for the injury to her dignity, feel-ings and self-respect.
When a Strata Council applies a bylaw to a specific individ-ual, it is important for the Council Members to not only consid-er the provisions of the bylaw, but also how the bylaw will affectthe individual involved. It is also important for Strata Councilmembers to consider how the management of the commonproperty is affecting those with disabilities in the complex. y
Servicing strata corporations, strata owners, and management companies
• Resolving disputes by negotiation, mediation,arbitration or court
• Revising and creating bylaws• Attending strata meetings• Collecting strata fees and special levies• Drafting contracts
PATRICK SMITH, SALES ASSOCIATE, COOPERATORS INSURANCE
ª
One of the important roles of the Council is to protectthe strata and provide safe and secure homes for its
members. Protecting the strata is more than just paying yourinsurance premiums on time. Working to manage andreduce the risks that can lead to injuries, damage andunnecessary insurance claims.
This can be accomplished fairly easily by setting up aprogram called a Risk Management Program.
A risk management program is a system of tracking theinsurance claims and safety and security issues a strata hasdealt with in the past and preparing for the risks it may haveto deal with in the future. A risk management program pro-tects your strata by way of prevention. This program will alsohelp you to have the lowest possible insurance premiums.
Risks can be classified into - preventable and unpre-ventable types. Unpreventable would be things such asnature related , i.e.: windstorm, hail, lightning.
A risk management program involves.... • educating members on how to protect themselves and
their homes • setting up preventative maintenance routines • planning for emergencies, • reviewing your insurance coverage.
Your strata may or may not be self managed. If you aregoing to designate a member or several members to handlea preventative maintenance program...(make sure yourinsurance coverage includes coverage for volunteer acci-dent coverage , in the event a designated member gets hurt.)
Loss prevention is a very important issue. It affects younow and in the future, your resale values, your insurancecoverages and pride of ownership. See what kind of pro-gram your strata has enacted or should create and then youcan enjoy more peace of mind knowing that buying yourstrata unit was the best decision you ever made.
The following checklists can be helpful in preventingloss or damage.
ANNUAL INDIVIDUAL UNIT OWNERS INSPECTION LIST
Check Floors,Walls, Ceilings, Basements For:• Damp spots• Stains on concrete• Scaling, flaking, peeling paint• Rust on metal columns• Water marks or rot on stairways• Seepage around any joints (structure, equipment, for plumbing)• Stained, warped or lifting of wall board• Cracked or heaved flooring• Signs of staining, flaking, mold, excessive condensation, around windows
and doors
Check Bathrooms For:• Toilets -that are loose, cracked, or always running• Toilets- with poor drainage (need to be flushed more than once or low
water)• Leaking from feed lines, tank or base of toilet• Loose caulking or grouting around tiles, sinks, showers• Loose or cracked tiles• Roof ventilation fan-ensure is clean and fan operating• Moisture around pipes inside sink vanity• Sweaty toilet tanks collect moisture and cause floor damage and mould.• Check shut off valves for dripping
Check Kitchens For:• Slow drainage from sink• Caulking around sinks• Signs or smell of moisture under sink vanity• Signs of leaking from taps or feed lines• Check shut off valves for dripping
Check Laundry For:• Proper ventilation for dryer• Build up of lint in dryer vent hose• Clean out or replace dryer vent hose moisture• Address dampness or smells of dampness.
List of Emergency Names and Numbers (Water Related):
• Plumber • Staff• Municipal Public Works (City) • Utilities: Hydro, Gas, etc.• Electrician • Ambulance and Fire Department• Insurance Company: • Phone and 24 Hour Emergency No.:• This List Dated: • Updated: (months)• Person Allocated for up-keep
WHAT MEMBERS NEED TO KNOW...
Caring For Your Unit
Members should familiarize with some of the following:• The need for personal insurance to protect their contents and liability• Have someone check their unit they are going away-water leaks occur a lot
during these times.)• Close doors and windows-especially deck doors (weather changes quickly.)• What goes down the toilet (liquid and solid waste and toilet paper) and sinks
(waste water)• What does not go down (kitty litter, grease, oils, solvents, food, toys, etc.
(actually had a raw chicken get flushed down a toilet--didn’t work!)• Use strainer in the sink and empty the remains into the garbage or compost• Supervise young children using the toilet--they like to make things disappear -
-all kinds of things!• Turn off taps (sinks, tub, shower) when you are called away to another room
or the telephone rings.• How to shut off and winterize outside faucets• Measure laundry detergent carefully as undissolved detergent can and will clog
pipes• Keep laundry room drains clear and in good shape• Ensure that your hot water tanks have a pressure relief valve and that they
have some sort of drain for dispersing this overflow water• Maintain water heaters, water softeners and sump pumps, dishwasher and
washing machine connections• Stay in the same room when running new dishwashers and washing machines
for the first time--connections not tested may blow!• Keep emergency numbers handy in case of a water crisis -e.g. plumber,
restoration company, rental companies (for wet vacs)• Inquire if a wet vac is available in the strata complex to use in emergencies-if
not, suggest 1 or 2 be purchased.They are not expensive!
10 CHOA Journal Fall 2003
How to Flat-line Your Mechanical Owning and Operating Costs
KALINKA DAVIS, ASSOCIATE WITH TROTTER MORTON FACILITY SERVICES
It is a well-known fact that Strata Councils and PropertyManagers must perform their tasks within a reasonable
operations budget. This is not an easy task when you considerthat there are numerous occurrences throughout the year thatare difficult or impossible to anticipate. When creating andmanaging budgets, Strata Councils and Property Managershave a few goals in mind and they include:•Protection of the primary asset of the Strata Owners – thebuilding and its environs.•Managing the properties with “zero based budgeting”. Atthe end of the year, monies received from owners for operat-ing the building are fully allocated with no depletion of cashreserves.•Prevention of unforeseen special levies that wreak havoc onthe owners’ personal budgets.•No budget surprises.
One of the major costs within an operating budget is theheating, ventilation and cooling (HVAC) system. It is dependedon daily for comfort and it represents a significant financial
investment within a Strata. Mechanical systems are complexand require specialized skills to understand and maintain.Procrastinating about their maintenance needs can be costly.Ultimately, if not properly maintained, the heating and cool-ing system can be a continuous source of problems whichresults in unexpected emergencies and the Strata is facedwith a situation of repairing or replacing heating and air con-ditioning that is not in the budget. If sufficient monies are notin the Contingency Fund Reserve then special levies arerequired to pay for these unbudgeted emergencies. Home-owners bare the brunt of the situation.
Contingency Fund Reserves can quickly be depleted whenthe unexpected replacement of mechanical equipment or amajor component repair is needed. Sometimes the Contin-gency Fund Reserve isn’t large enough, and a special votefrom the homeowners is required. This process can be timeconsuming and become quite emotional. Since the majorityof the owners must agree to expend funds from theContingency Reserve except in the case of an emergency,
CHOA Journal Fall 2003 11
Councils are in the unenviable position of waiting for equip-ment to fail before they can authorize major repairs orreplacements. Inevitably, the heating or air conditioningsystems will fail during a period when it is under the highestdemand; the coldest or hottest day of the year. When a coldsnap or hot spell occurs and the system fails, the telephonenever stops ringing for Property Managers and Council mem-bers. Speed in getting the system back up and runningbecomes the sole goal, rather than quality and cost effective-ness as the primary criteria for making a major investment inthe building.
Marketability of lots in the Strata Corporation can be greatlyaffected by the resulting increase in monthly fees. When theword hits the real estate rumour mill that unforeseen costsfor the Strata Corporation are above and beyond those thatare normally expected, the damage is far too great to measure.
Couple the unexpected strata levies with a “marketabilityfactor”, and the Strata Corporation can find itself in a precar-ious situation. The solution is to mitigate the risk of mechan-ical equipment replacement and associated major compo-nent repairs. Although the solution is different for everyStrata Corporation, there is one common factor: proactivepreventative maintenance on the mechanical equipment thatwill ultimately extend the equipment life expectancy. As theHVAC equipment ages, it inevitably needs to be replaced.However, if not properly maintained, breakdowns and mal-functions occur earlier than the average life expectancy.
Consider the following checklist. Does your StrataCorporation:
•Perform scheduled preventative maintenance?•Have a firm cost for annual maintenance?•Have a source for fast, reliable emergency service?•Set aside emergency funds for major equipment repairs?•Have specialized in-house maintenance personnel?•Monitor and maintain maintenance tasks?•Stock tools, supplies and replacement parts?•Have a refrigerant management program in place?
Typically, Strata Councils and Property Managers don’thave enough time to oversee these matters comprehensively.This results in uneven heating and cooling, equipment break-downs, operating headaches, unexpected maintenance costs,and excessive energy consumption.
To alleviate HVAC problems, pro-active preventativemechanical maintenance programs should be implemented.These programs are specifically designed to flat-line owningand operating costs through progressive agreements. An exam-ple of this type of program is the “Linc System” provided bythe “Linc Contractor Network” throughout North America.
Programs such as the Linc System provide a single sourcesolution that takes total responsibility for the mechanicalsystem for a fixed fee. Because the cost is fixed, there are nosurprises and no impact on the annual operating budget orContingency Fund.
The program provides inspection and testing, preventativemaintenance, repair and replacement, and emergency callresponse. ...continue on page 12
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Many Strata Corporations have found this type of pro-gram to be a successful solution in achieving budget controland eliminating risk associated with mechanical breakdownsand emergencies.
The following is an actual case study of a Strata Corporationthat was experiencing high costs in maintaining its mechani-cal equipment, causing it to be over budget for several yearsin a row. On average, its equipment was ten years old. Severalcomponents had to be replaced due to breakdowns that werenot anticipated, therefore these were handled as emergencyservice calls and premiums were paid for the repairs. The costof doing business this way was affecting the residents’ com-fort, and they realized the reactive approach was having asevere negative impact on the bottom line of their budget. Thecosts for operating and maintaining their equipment usingreactive measures versus proactive measures are outlined inthe following systems analysis:
By choosing an all-encompassing service agreement, theStrata saved 54% of the costs including operating expensesas well as capital replacement. The guaranteed amount of$14,570 per year (with an annual increase in cost of livingonly) means the Council now has a guaranteed flat-line costin their operating budget with no additional expenses formaintaining or replacing the mechanical equipment.
Implementing a proactive rather than reactive maintenanceprogram provides the following benefits:
• Minimized loss potential• Improved comfort• Problem solution and avoidance• Administrative control• Improved maintenance methods• Fixed budget and reduced costs for staffing, equipment,
repairs and energy consumption• Improved system efficiency• Maintaining the value of the facility• Identifying one source of responsibility• Reduced complaints• Peace of mind
The Trotter & Morton Mechanical Services Group is a member ofthe LINC Contractor Network and provides proactive maintenanceprograms throughout Western Canada. Trotter & Morton is a CHOABusiness Member and has a customer base that includes condo-minium complexes, residential towers, retirement facilities andmixed use developments. If you would like a service overview andsurvey of your equipment, they can be reached at 604-584-5462. y
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EQUIPMENT REPLACEMENT (to be allocated to Contingency $11,000 $0.00 reserve fund annually)
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The Case of the Unsuccessful 3/4 Vote Resolution
The Role of an Administrator in Assessing SpecialLeviesThe Supreme Court recently considered whether anAdministrator could be given the power to assess a speciallevy on owners without the owners having approved thespecial levy by a 3/4 vote.
The owners in a strata development were faced with twooptions to repair their building. One option was a completerecladding of the exterior at a cost of approximately $4.7million. The other option was a more modest repair for acost of $750,000.00. In order to carry out either of therepairs the owners were required to approve a special levy.The owners voted on both special levies at two meetings,however, neither special levy could achieve a 3/4 vote asrequired by the Strata Property Act.
An owner petitioned the Court for the appointment of anAdministrator. The Petition requested that the Courtappoint an Administrator and provide the Administratorwith the power to choose which repair option should beundertaken and to assess the owners a special levy in theamount required to pay for the repair.
The Judge considered whether section 174 of the StrataProperty Act, which permits the Court to appoint anAdministrator, allows the Administrator to disregard theneed for a 3/4 vote when one is clearly required by the Act.Section 108 of the Strata Property Act requires that before aspecial levy can be assessed against the owners, the levymust be approved by a resolution passed by a 3/4 vote at anAnnual or Special General Meeting.
The Judge confirmed that the Strata Corporation and theowners are two separate entities and that the owners had
specific powers, such as approving a special levy by a 3/4vote, which were distinct from the powers of the StrataCorporation. The Judge stated that section 174 of the StrataProperty Act which provides that the Court may appoint anAdministrator to “exercise the powers and perform theduties of the Strata Corporation” did not permit anAdministrator to exercise the powers and duties of owners.The Judge concluded that section 174 of the Act did notpermit the Court to grant an Administrator the power todisregard the need for a 3/4 vote.
The Judge then stated that in cases such as the onebefore the Court, where the Strata Corporation was obligatedunder the Act to repair the building but where the ownerswere unable to obtain a 3/4 vote to undertake the repair, theCourt could order the special levy under section 165 of theStrata Property Act. Section 165 provides that the Courtmay order the Strata Corporation to perform a duty it isrequired to perform under the Act and it may make anyOrder it considers necessary to give effect to such an Order.The Judge stated that the Court could use section 165 toorder that the owners pay a special levy. In this case, how-ever, as that request was not before the Court, no Order wasmade in that regard.
The case confirms that an Administrator may only exer-cise the powers and duties of the Strata Corporation. Whena decision requires the approval of the owners, either bymajority vote or 3/4 vote, the Administrator cannot be giventhe power to disregard the need for such a vote. Only aCourt is able to make an Order which overrides the need fora vote of the owners. y
14 CHOA Journal Fall 2003
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We offer Full Cleaning Service and many extra Services and we are available 24hrs for your convenience. We are covered by WCB, fully bonded and carry liability insurance. For quote or more information please call... or go to ourWebsite at: http://www.markvance.com
981 West 21st. Ave, Vancouver, BC V5Z 1Z2TEL: 604-731-5694 FAX: 604-731-5641 PAGER: 604-686-9345