Why Ontario’s Condo Manager Shortage Is Becoming a Bigger Conversation in 2026
Ontario’s condominium communities continue to grow—but the pool of licensed condominium managers is facing new pressure. Recent CMRAO data and industry commentary suggest that licence renewals and active manager counts have shifted significantly compared with prior years, raising an important question for boards and owners alike: who will manage Ontario’s growing number of communities in the years ahead? (cmrao.ca)
What the Numbers Are Telling Us
The Condominium Management Regulatory Authority of Ontario (CMRAO) reported 4,490 licensed condominium managers as of March 31, 2024—an increase from the previous year. However, later industry analysis following the June 30, 2025 renewal deadline noted a noticeable drop in active licence totals immediately after renewals. While some of that can be attributed to processing timelines, it also points to a broader trend the industry has been discussing for years: retention. (cmrao.ca)
At the same time, Ontario has more than 12,000 condominium corporations, with new developments continuing to come online. That means demand for experienced managers remains strong. (acmo.org)
Why This Matters to Condo Boards
For condominium boards, a tighter labour market can create real operational challenges:
Longer recruitment timelines when replacing a manager
Increased competition for experienced professionals
Heavier portfolios for existing managers
Rising expectations around service delivery, reporting, and communication
Greater importance of succession planning within management firms
In simple terms: when there are fewer available professionals, every transition becomes more important.
Compensation Is Part of the Conversation
One of the clearest themes across the industry is that compensation must evolve alongside responsibility.
Today’s condominium manager is expected to understand budgeting, reserve planning, vendor procurement, compliance, resident relations, insurance claims, major capital projects, and emergency response—all while managing communication in real time. It is a demanding profession that blends finance, operations, customer service, governance, and risk management.
As responsibilities grow, many boards are recognizing that investing in strong management is not just an expense—it is a protective measure for the corporation’s assets and long-term stability.
What Smart Boards Are Doing in 2026
Forward-thinking condominium boards are focusing on:
1. Retention Over Replacement
Keeping a strong manager is often more valuable than repeatedly changing providers.
2. Realistic Expectations
Prioritizing key objectives and understanding workload capacity leads to better outcomes.
3. Competitive Contracts
Strong management companies need the resources to recruit, train, and retain top talent.
4. Partnership Mindset
The best board-manager relationships are collaborative, strategic, and built on trust.
How Peripheral Management Sees It
At Peripheral Management, we believe the future of condominium management belongs to firms that support their teams, invest in systems, and build long-term relationships with boards. In a changing market, experience matters—but so does responsiveness, transparency, and having the right people in place.
Ontario’s condo sector is not slowing down. The companies that adapt now will be the ones best positioned to serve communities tomorrow.
Final Thought
The conversation around CMRAO renewals is about more than licensing numbers. It reflects a larger shift in the industry: condominium management is becoming more specialized, more valuable, and more essential than ever before.
For boards evaluating their management strategy in 2026, this is the right time to think long term.