As a realtor, you juggle everything from client relationships, crafting and implementing marketing strategies, handling endless paperwork and trying to balance both work and life — often all at once. Cue the overwhelm!

What if there was a way to work smarter, not harder? The secret to tackling overwhelm is outsourcing.

Embracing outsourcing means you can streamline operations, save valuable time and focus on what you do best: selling properties. Let’s explore how outsourcing can transform your real estate business.

Common real estate challenges

Outsourcing alleviates these common challenges in real estate, empowering you to grow your business while focusing on what truly matters.

1. Time constraints: Long hours managing multiple clients, listings, open houses and more.

2. Administrative overload: Paperwork and scheduling consume your energy.

3. Market competition: Standing out requires maximizing your productivity.

Why outsourcing will transform your business

Here’s why your business can be transformed through outsourcing.

1. Time is money: Focus on what matters. Your time is invaluable. Prioritize activities that drive your sales, such as client engagement and closing deals. By outsourcing tasks like scheduling, marketing and paperwork, you can shift your focus to high-value actions that enhance your business performance.

With the global outsourcing market growing to over $700 billion (according to a report from Deloitte), now is the ideal time to leverage this resource for your business growth.

2. Access to specialized skills. You may not always have expertise in areas like marketing or paperwork management. The good news is that outsourcing gives you access to specialized skills without the overhead of full-time staff.

Many businesses that outsource their marketing experience enhanced engagement and lead generation.

3. Scalability without stress. Outsourcing offers flexibility as your business expands, allowing you to adapt to increased demand without long-term commitments.

During peak seasons, businesses can often manage significantly more clients while maintaining high-quality service by outsourcing tasks.

4. Elevating your client experience. Reclaim valuable time to focus on delivering exceptional service to your clients. With a tech-savvy virtual assistant (VA) managing your administrative tasks, your CRM and automation systems will operate seamlessly, leading to enhanced client satisfaction.

This personalized approach can generate better reviews and increase referrals. HubSpot found that a 5.0 per cent improvement in customer retention can boost profits by as much as 25 per cent, highlighting the significant impact of excellent customer care.

5. Cost-efficient and productive. Full-time staff can be costly, but outsourcing provides similar productivity at a fraction of the cost. According to a GlobalStrategic.com analysis, approximately 37 per cent of small businesses outsource at least one business process, showcasing a growing trend toward efficiency.

The same source notes that in the real estate sector, 44 per cent of firms choose to outsource document or back-office-related tasks, allowing them to effectively manage repetitive work without staffing concerns.

Outsourcing solutions

The following tasks and tools will be key outsourcing solutions for your business.

1. Administrative tasks: Appointment scheduling, email management, paperwork filing

2. Marketing: Social media management, email campaigns, property listings

3. Lead generation: Researching and following up with potential clients

4. Customer support: Handling inquiries and providing updates

5. Data entry: Maintaining databases and client records

6. Managing your CRM: Managing client relationship systems

Navigating regulatory challenges

Stay up-to-date on market statistics and regulations, such as the British Columbia Real Estate Development Marketing Act or similar acts for your region. Outsourcing compliance research helps you maintain credibility while focusing on client relationships.

Real-life success story: Sarah, a realtor from Toronto

Sarah, a Toronto-based realtor client of ours, transformed her business through outsourcing. Before she began the process, Sarah found herself overwhelmed, working long hours just to keep up with her responsibilities. Once she integrated VAs and online business managers into her operations, her business transformed:

• Enhanced client satisfaction. Quicker response times and better task management led to positive feedback, strengthening Sarah’s reputation in the market.
• Streamlined operations. Delegating tasks allowed Sarah to optimize her workflow, focusing more on high-priority tasks and strategic growth.
• Stronger networking opportunities. Increased referrals created new connections and potential collaborations with other professionals in the industry.
• Sustainable growth. The efficiency gained through delegation positioned Sarah for long-term success, enabling her to scale her business effectively.
• Focused marketing efforts. The time saved allowed Sarah to invest in targeted marketing strategies, reaching a wider audience and attracting more qualified leads.

Sarah’s success story, based on her detailed measurements and tracking, highlights the potential benefits you could achieve through outsourcing.

Imagine what you could accomplish with the right support! Here’s how to get started.

How to start outsourcing

1. Identify time-consuming tasks. Track your activities for a week to pinpoint areas ripe for outsourcing.

2. Set clear goals. Define what you want to achieve through outsourcing, such as 20 per cent more client interactions.

3. Start small. Begin with one or two tasks to get comfortable with the process.

4. Choose the right partner. Research and interview potential service providers or VAs.

5. Establish clear processes. Create detailed guidelines for outsourced tasks to ensure consistency.

6. Monitor and adjust. Regularly review the effectiveness of your outsourcing strategy and make adjustments as needed.

Overcoming common concerns

Be aware of the following common concerns and ways to overcome them:

• Quality control. Establish clear expectations and regular check-ins to maintain high standards.
• Data security. Use secure platforms and ensure your outsourcing partners follow data protection protocols.
• Cost concerns. Start with a small investment and scale up as you see returns.

Outsourcing goes beyond saving time; it’s about maximizing your efficiency and focusing on what truly matters — selling homes and building client relationships. By delegating non-sales activities, you regain time and energy to elevate your real estate success.

Take a moment to assess your daily tasks. Consider how outsourcing can help you scale your business and thrive in today’s competitive market. Remember, successful realtors like Sarah have transformed their businesses through strategic outsourcing. You can too.

Start small, focus on high-impact areas and watch your productivity soar. With the right outsourcing strategy, you’ll not only work smarter but also achieve the growth and success you’ve been aiming for in your real estate career.

In the rush to spin out the Canadian Real Estate Association (CREA)’s Realtor.ca as a taxable entity capable of generating revenues, I can’t help but wonder if we’re eliminating the very reason for its continued success.

Why have Canadians made Realtor.ca the leading real estate advertising platform in the country?

Spoiler alert, it’s not the technology. According to CREA, the three primary reasons Realtor.ca has held strong as the leading real estate platform for consumers across the country are trust, transparency, and complete lack of bias in how information on the platform is presented.

There is trust that Realtor.ca presents a complete picture, or as complete a picture as possible, of the real estate market across the country.

There is a belief that the information provided is done so in a transparent manner with more information, such as sold data, coming online as consumers demand it — without the requirement to set up an account or to provide any user information.

There is a belief that the information is unbiased and represents the source of truth for Canadian real estate markets.

I believe that the nature of Realtor.ca — owned by CREA and part of a not-for-profit, advertising-free and account requirement-free entity — is the very thing that has created a bond of trust with Canadian consumers. Realtor.ca is not revenue-driven or revenue-motivated. I believe this is what makes it very different from every other platform out there, and ultimately what makes it important to Canadians.

Revenue generation: Comes at a cost to the existing strong consumer relationship

Changing the nature of Realtor.ca to mirror that of every other for-profit, revenue-driven platform out there could be a fatal mistake. It’s all well and good that members might save a few bucks if it can be spun out and made to generate its own revenue, but at what cost to the relationship Realtor.ca has built with the consumer over the last many years?

The introduction of advertising, both direct and indirect for the purpose of generating ancillary referral revenue and selling user data, will fundamentally change the user experience that Canadians seek from Realtor.ca. Consumers will not only see but feel this change, and the touchstones of market differentiation that Realtor.ca currently owes for its success could dissipate.

There are other issues with spinning out Realtor.ca. These will be debated, hopefully, at the upcoming CREA SGM, but they are largely mechanical and logistical in nature. My concern is more existential. 

Just to be clear — what’s created a bond of trust with our consumers, and the literal foundation of our success, is that Realtor.ca is not revenue-driven and that there’s no motivation to create revenue from the consumer.

In spinning out Realtor.ca as a taxable entity, are we risking transforming our iconic site into just another platform driven by self-interest?

The British Columbia election is making headlines and capturing attention throughout the province, yet the proposed solutions to address one of the most pressing issues — housing affordability — have largely missed the mark.

Conservative plans: ‘Rustad Rebate’, ‘Get BC Building’

Let’s start with the Conservatives’ Rustad Rebate, a $3,000 monthly credit on rent or mortgage interest costs. While well-intentioned, this rebate seems to be a short-term fix that skirts around the larger systemic issues plaguing the housing market. This plan risks inflating property values further by offering rebates instead of addressing the root causes of high housing costs. The rebate could also inadvertently increase demand without a corresponding surge in supply, thus exacerbating the affordability issue it aims to alleviate. 

To be fair, the Conservatives have offered other housing solutions beyond the Rustad Rebate in the form of the “Get BC Building” plan. 

The costed platform and details of this plan were revealed just days before the election, leaving experts little time to understand the long-term implications of the proposed initiatives. Moreover, the platform sets an ambitious and unrealistic GDP growth target of 5.4 per cent, along with a deficit comparable to the one presented by the NDP. A lot of the content focuses on criticizing the NDP rather than providing further details on potential solutions.

Rustad’s proposal to develop new towns certainly captures attention and sparks creativity. But, many British Columbians, including myself, are eager to learn more specifics about how the details of this ambitious plan would be implemented. 

NDP plans: Cover 40% of a home’s cost for new buyers, tax cut & more homes for middle-class

On the NDP front, David Eby’s pledge to cover 40 per cent of a home’s cost for new buyers is similarly problematic, essentially transforming the NDP into the very speculators they criticize. 

While it’s designed to simplify entry into the housing market, this may also result in higher home prices, as sellers anticipate greater purchasing power from buyers. This also only targets a small group within the larger housing market in B.C. – first-time buyers. While we can all agree that first-time buyers are having an increasingly hard time getting into the market, this excludes equally important groups like young couples looking to start a family and seniors looking to downsize.

The plan also ties homeowners to long-term financial commitments that could become a burden if personal circumstances shift, echoing concerns from economic analysts about its potential to create new forms of financial insecurity. 

The NDP’s plan, combined with the Federal Liberals, could also significantly impact our housing market by encouraging potential buyers to pursue short-term incentives for homes that may ultimately exceed their long-term financial capabilities.

Both strategies reflect a trend toward using public funds to bring down housing costs. However, critics argue that these financial interventions don’t tackle fundamental issues such as property taxes and the cost of developing a project, which stand as significant barriers. 

Beyond Eby’s big idea to fund housing costs for new buyers, the NDP proposed a $1,000 boost for household budgets through a middle-class tax cut, along with a plan to intensify efforts against speculators and build 300,000 new homes for the middle class, which appear to be a fresh spin on their earlier policies. 

Green plans: Rental support & emergency housing

And lastly, the Green Party’s focus on rental support and emergency housing clearly leans on the public sector to boost housing supply and protect affordable rentals. While the public sector definitely has a role in making housing more affordable, we can’t forget about helping the private sector too. This approach overlooks a chance to come up with strong, creative policies that could connect with a wider audience looking for real change.  

Many of these electoral solutions fail to address the root causes of the complex housing affordability crisis in the region. From what we can see, even when they do acknowledge these underlying issues, they often lack specific details on how the party plans to implement effective measures.

Key solutions missing from the discussion include addressing the skilled worker shortage affecting home construction, slowing the growth of housing prices to allow wages to catch up, collecting wealth windfalls from zoning changes to fund affordable housing and implementing strategies to control costs in the regular housing market.

Ultimately, these housing strategies, though well-intentioned, risk becoming costly stopgaps. True progress demands policies that not only offer immediate relief but also pave the way for sustainable growth in our housing supply. B.C.’s housing crisis calls for a balanced approach that includes fiscal responsibility, market dynamics and long-term planning — a challenge that remains unmet in the current political discourse.

The attachment many Canadians have to their family cottage runs deep. These properties often become central to family traditions and legacies, passed down from generation to generation. But with the recent capital gains tax changes, this treasured inheritance could come with a hefty price tag.

The change and the concern

Effective June 25, 2024, the capital gains inclusion rate increased from 50 per cent to 66.67 per cent, except for the first $250,000 of net gains per year for individuals and some trusts, which are included in taxable income at 50 per cent.

This change raises significant concerns for families owning cottages or other secondary properties. Property values have soared, and many Canadians face an unpleasant reality: passing down the family cottage might result in a sizeable tax burden for their heirs.

When I work with families concerned about wealth transfer, I’ve seen firsthand how the new rules have impacted planning strategies. One increasingly popular solution is permanent life insurance, particularly joint last-to-die policies, which can offer a tax-efficient way to pay the tax bill.

Understanding capital gains taxation 

When someone passes away, their assets, including real estate other than their primary residence, could be subject to capital gains taxes. Capital gains are calculated by subtracting the property’s adjusted cost base (which includes the original purchase price, eligible expenses and capital improvements) from its fair market value at the time of death.

With the new inclusion rate, two-thirds of that gain is now considered taxable income, less the first $250,000 of net gains. For a family cottage purchased or inherited decades ago and now worth millions, this could mean hundreds of thousands of dollars in taxes.

The role of joint last-to-die life insurance

For many of my clients with spouses or partners, permanent joint last-to-die life insurance has become the obvious answer to this problem. It’s a relatively affordable solution that allows couples to preserve the value of their assets while avoiding the need to sell properties that hold significant sentimental value.

These policies insure both spouses but pay out only after the second spouse passes away, which is when capital gains taxes on their assets typically become due. The tax-free death benefit from the policy can be used to cover the capital gains taxes, ensuring your client’s heirs aren’t left scrambling to find the funds.

Strategy in practice 

Let’s look at an example. John and Susan, a couple in their late 60s, had owned a cottage in Muskoka for more than 30 years. It was their dream to pass the cottage down to their two adult children, who grew up spending summers there and now have children of their own who are forming cottage memories. 

The property, originally purchased for $300,000, now has a fair market value of $2 million. When John and Susan learned about the 2024 changes to the capital gains tax rules, they were shocked by the serious tax burden this would create for their children.

• Since the property appreciated by $1.7 million, the estate would be responsible for paying capital gains tax on this unrealized gain upon the second parent’s death. 
• The first $250,000 of the gain would be subject to a 50 per cent inclusion rate. For the remaining $1.45 million, 66.67 per cent would be included in taxable income.
• The total taxable capital gain would be approximately $1.1 million, resulting in an estimated tax bill of over $580,000, assuming Ontario’s highest marginal tax rate of 53.53 per cent.

This staggering amount could force their children into selling the beloved cottage to cover the taxes — something John and Susan are determined to avoid.

Working with their insurance advisor, John and Susan purchased a joint last-to-die life insurance policy with a death benefit of $400,000, intended to cover the bulk of the anticipated tax liability. 

The peace of mind from this type of planning is invaluable. Now, John and Susan can focus on creating more memories at the cottage, knowing it will remain in the family for future generations to enjoy.

Advise your clients to review their estate plan

The capital gains inclusion rate increase is a wake-up call for many Canadians. 

Life insurance is not only a way to preserve their legacy, but also a financial tool that can prevent asset liquidation during a difficult time for families. Joint last-to-die permanent life insurance policies are more affordable than individual coverage and couples can typically secure a policy even if only one spouse is insurable. It’s often the best option for long-term estate planning.

By planning proactively, your clients can safeguard their family’s future and ensure that cherished assets like the family cottage are passed on as a legacy — not a liability.

Recent changes in the housing market present exciting opportunities for homebuyers. As a realtor, your role is crucial in guiding clients through these updates, helping them build effective plans to achieve their homeownership goals by having them reach out to a mortgage broker to see what they are able to afford.

Knowing these new rules and guidelines will help with strategy and future goals of climbing the “real estate ladder.”

Expanded amortizations for first-time homebuyers

Starting December 15, first-time homebuyers will have access to 30-year amortizations. This change can benefit your clients in two significant ways:

1. Lower income requirement. By extending the amortization period, the income required to qualify for a home purchase decreases. This means more clients can meet the necessary criteria.

2. Reduced monthly payments. Clients will experience a decrease in their monthly payments, making homeownership more financially manageable. For instance, on a $600,000 purchase, the monthly payment could drop by approximately $250, providing greater flexibility in budgeting.

Increased insured mortgage cap to $1.5 million

For clients with high incomes but difficulties saving for a down payment, the increase in the insured mortgage cap to $1.5 million can accelerate their path to homeownership. Previously, purchasing a $1.4 million home required a down payment of $280,000. Now, as of December, clients can potentially purchase the same property with a down payment of about $115,000 — a savings of $165,000.00 in upfront requirements.

This change is also advantageous for “right-sizers” looking to downsize. It allows them to allocate more funds from the sale of their larger home toward retirement, as they can put less down on a new, smaller property. However, clients should keep in mind that closing costs, typically around 3.0 per cent of the purchase price, need to be accounted for in each scenario.

For a $600,000 purchase price, anticipate that clients will need an annual income of approximately $150,000 to meet today’s stress-test requirements.

Switching lenders at renewal: A business opportunity

While you may not initially think about how switching lenders can benefit your business, it’s essential to understand that mortgages encompass more than just interest rates. The Canadian Mortgage Charter now allows insured mortgage holders to switch lenders at renewal without undergoing a stress test. This change opens up opportunities for borrowers to shop around for better rates and terms, potentially saving them thousands of dollars.

Encourage your clients to consider lenders that don’t adhere to posted rates. This strategy can significantly reduce Interest Rate Differential (IRD) penalties.

Case in point

For example, let’s compare a $1 million mortgage with three years left on a five-year term at a 5.0 per cent interest rate: 

By choosing a monoline lender (provided qualifications are met), your client could save $25,000 in IRD penalties, allowing them to manage financial changes better and seize new opportunities.

Tax-efficient savings strategies

As well, two important tax-efficient savings methods have emerged that can empower your clients on their journey to homeownership:

1. RRSP withdrawal limit increase. The amount that can be withdrawn from an RRSP has increased from $35,000 to $60,000 per borrower. This change provides additional funds for clients to put toward their down payments.

2. First-time home saver account. Introduced in 2023, this account allows clients to save $8,000 per year in contribution room, which reduces their taxable income. Unlike RRSP withdrawals, funds from this account do not need to be repaid and any gains earned within it are tax-free. This account, however, has a sunset clause in 2028, making it vital for clients to act quickly to maximize its benefits.

These recent changes create valuable opportunities for your clients. By understanding the implications of expanded amortizations, increased mortgage caps, flexible lender options and tax-efficient savings strategies, you can help them make informed decisions on their path to homeownership.

Recently, I had a productive conversation with clients who were planning their retirement. We discussed timelines and strategies to secure their future, including selling their current home and weighing the benefits of continuing homeownership versus stepping away from the housing market.

Their current home is valued at around $1.2 million, with no mortgage. They also have savings and RRSPs, but most of our focus was on how to optimize their real estate assets for retirement. If they sold their home, they’d have around $1.14 million in equity to invest, so the key question was how to best use that money to achieve their goals, including frequent travel.

Here’s a look at the options we explored based on their real estate and assets. A scenario like this could apply to many of your clients and come in handy when discussing their options.

Option 1: Sell and invest locally

One possibility was selling their home and purchasing a property in Oshawa with a legal accessory apartment for around $800,000. After covering purchase and closing costs, they would have $300,000 left to invest.

At a 4.0 per cent return, this would generate approximately $12,000 in annual income. In addition, the accessory apartment could be rented for about $1,800 per month, bringing in an additional $21,600 annually.

This would give them a total of $33,600 per year in combined income, which would be taxable but with minimal tax implications given their lower retirement income. Plus, some home expenses could be written off as rental deductions.

Option 2: Buy a seasonal or vacation home

Another appealing option was using the $300,000 to purchase a winter home in Florida instead of investing it in the stock market. After converting the funds to American dollars, they would have about $225,000 to buy a property in “The Villages” northwest of Orlando.

The carrying costs would be about $300 per month. Although this option wouldn’t generate investment income, they would still earn $21,600 annually from renting out their Oshawa property. Additionally, they could rent out their Florida home when not using it, potentially generating $3,000 to $4,000 per month in U.S. dollars.

Helping your clients explore equity-shifting opportunities

This conversation highlighted how many homeowners, particularly those who have lived in their homes for decades, overlook the financial potential of downsizing or shifting their equity into different types of properties. Even if they opted to rent rather than purchase a vacation home, the income from investments or property rentals could still comfortably cover their travel and living expenses.

For homeowners in the Durham Region and many other areas, selling and reinvesting home equity offers a range of benefits, from financial freedom to increased quality of life. I’ve spoken to many who regret holding onto their homes for too long, only to find that rising maintenance costs strained their budget and limited their ability to enjoy retirement luxuries like travel.

At a certain point, it’s important to reassess whether homeownership continues to make sense or if downsizing is the smarter financial move. For my clients, their next step was to consult their accountant about the tax implications of owning rental properties both locally and in Florida.

It’s a good problem to have as they enter this exciting new phase of life. Your clients might be in a very similar position.

Struggling to close deals in today’s market? Let’s get practical and tactical and look at three simple goal-setting techniques that will help you increase your closing ratios.

Early on in my career, I woke up without a plan. I would log into MLS, get distracted by the notifications, decide to update my profile, open my email and social media accounts and dive headfirst into the wormhole. 

I would get a lead and be super excited about the opportunity, but I didn’t have a system for getting from the call to closing. I felt “busy,” but I wasn’t getting the expected results. 

So I found people who were. And I studied them in depth. What did they do differently by which they were achieving success when so many in this industry gave up before they even had a chance to succeed?!

Do some goal-setting before investing time, skill or money

A huge unlock for me was zooming out and setting up goals for what I wanted to accomplish BEFORE I deployed time, skill or money.

The three pillars I focused on to start with were setting clear goals personally, professionally and transactionally.

Personal goals

If your personal life is falling apart, it will seep into your professional life, and people can FEEL it. 

No one wants to do business with people they don’t trust or who don’t show discipline or professionalism in their personal life.

If you had to grade the following from 1-10, with 7 not being an option,* where would these fall in your life? (This is my stack. Modify it to whatever tracks with your ambitions.)

• Faith
• Fitness
• Family
• Friends
• Finances

If I take care of my stack in order, by the time I get to work, I’m PUMPED and EXCITED that I GET to do my job. 

Others I meet resent their work because their family is upset they work all the time. Or they feel sluggish and unhealthy, which studies have proven makes you more irritable and likely to fly off the handle. 

What you focus on expands. 

It doesn’t mean I’m perfect by any means, but if any of these fall below a 6, I ask myself what small action I can do to make it an 8-10. 

Often, it’s just frontloading the calendar with family trips, walks to the beach and time-blocking my workouts in at a time I KNOW they’ll get done. Personally, I had to start waking up earlier to get my mind and body right before the world started pulling on me. It took time and effort to make the change, but I can tell you that the version of myself now would run OVER Justin 1.0. 

If I don’t take the time to ask myself these questions, how fast will time pass without me making improvements? I can tell you: Decades in the blink of an eye.

Professional goals

Having a plan for what you would like to be known for, including transaction volume, marketing plans and budgets, is no different than plotting a course for a journey across the ocean.

Not having a plan is also no different than not plotting a course across the ocean.

Which would you rather do if you were crossing the Pacific?

Reverse engineer success. As an example, if you want 50 deals:

• 8 dials = 1 contact
• 12 contacts = 1 lead
• 5 leads = 1 appointment 
• 2 appointments = 1 contract
• 2 contracts = 1 transaction 
• 240 contacts = 1 transaction

By this metric, if you wanted to do 50 deals a year, you should contact 230 people a week. Let’s say you can only commit to prospecting four days a week. That’s 55 people (rounded down).

That’s not a lot. If you sit down for 30 minutes, open your CRM, hit 45-50 people a day x5 days a week — there are your 50 deals. 

The key is like my morning routine: start with 1-5 people daily until you develop a system. What you focus on improves. If you commit to it, you get faster. My bet is with one hour of focused prospecting time daily, you can get to 100-200 touches quickly. But it starts with one. 

The real secret? Most successful agents do 1-3 hours a day because they understand one clear thing: prospecting is the easiest way to always stay in business. 

This doesn’t mean turning into a boiler room cold-calling machine. Prospecting can be DMing a contact on Instagram, texting or emailing, but yes, a human call is the mother of all connections. The key is to log the contact in a system where you can track your efforts. 

The basics are undefeated. 

Transactional goals

Many people don’t realize that it’s essential to have a clear picture of success in a transaction with a client. Be it a buyer or seller, tenant or landlord, all of these have different measures of success.

Some are price-related, some are condition-related, some are tied to an overall portfolio strategy where the transaction is part of a bigger plan. 

The best thing you can do for a client is spend the time to reverse engineer what success looks like for THEM. Many agents get this wrong — they fail to remember that we are FIDUCIARIES. This means that the client’s goals are above our own. 

Think about how this has played out in the industry:

Agents who throw cutting comments amid tense negotiations to belittle others so they can feel important or because they felt slighted in the past and are looking for revenge — all while their client suffers the costs, unbeknownst to them. 

A broker-owner so caught up in a personal vendetta that he chooses to exert power over a minor contractual disagreement that could lead to an unneeded legal battle between clients when everything could have been easily mediated.

The listing agent who literally tells a client that they need to buy through them “because it’ll be easier to get the deal done” and builds a reputation for it. 

I could probably write three articles on stories that all give you the same “feeling,” but I think you get the point. All of these are typically a sign of shortsightedness and insecurity. 

Over time, focusing on the transactional goal will allow you and your clients to develop a stronger bond and relationship as you’re tested with various challenging situations because, if documented, you can always zoom out to the original goal, then zoom in to the problem at hand for a pragmatic solution. 

Plan ahead to execute well

So, what goals are YOU going to set — personally, professionally and transactionally?

I bet there are deals and things you can think of RIGHT NOW.

I know that simply writing this has reminded me to update mine. I used to business plan every December, but over the years I’ve realized that in our business, you need to be working 60-90 days AHEAD of when you’re looking to execute. This means that planning for me now starts after Labour Day so I’ve got a clean plan in writing by October. 

If you need help or accountability, reach out anytime. Sometimes all it takes is sending a message.

* 7 is a non-answer — if you force yourself to choose 6 or 8, you know where you really stand.

We know the majority of real estate agents love selling homes because they love architecture or helping and working with people. For many agents, there is nothing more satisfying than helping people find their first home or a new home, and they often wear many hats other than just helping to buy or sell properties.

The public asks a lot of their agents but maybe not enough when it comes to selling condominiums. Assessing the property value of a condominium is so much different than a single-family home. 

Be your client’s first line of defense in a potential condo purchase with warning signs

Buyers are purchasing a unit in a corporation run by a board of directors voted on by its owners — do real estate agents take this complex situation into consideration when selling a condominium unit?

Agents can be the first line of defense when showing potential condominium owners new units by helping them identify the signs of a bad board of directors — and to do this, they don’t have to review documents. A condominium board has a fiduciary responsibility to the owners and the corporation itself, so they are directly responsible for a neglected building.

The first time I walked into the building of my first condominium I was a little surprised that the entry system had not been updated. There was no fob system either, just the same old lock and key system installed over 20 years ago. A little ping in my head went off, and I remember thinking how odd it was — it’s not a huge expense to introduce a fob system into a building so what did this mean?

This was the first red flag I should have considered because the problems didn’t stop after I stepped into the building.

Bring up potential issues as you view a property

Real estate agents can help potential buyers by identifying a few potential red flags, which can be communicated while showing the property. Depending on the number of warning signs, it may be necessary to consider an additional review of documents.

Buyers can see the red flags but they often don’t register because buying a home is overwhelming.  We all know the only thing most buyers see is that fantastic kitchen or large patio, for example. Everything else just fades away and any practical signs are often overshadowed by those great features. If a realtor can help identify some of these flags, they can assist potential owners in making sure they don’t get stuck in a really bad condominium building with a unit that happens to have a great kitchen. 

Watch for these common red flags

These little signs will allow you to possibly make a suggestion to your buyer that a more detailed review will be needed: 

1. Little to no upgrades. If you’re walking into a time warp, it’s a sign that the board is not working well together. Why the building hasn’t been upgraded should be something you think about before your client buys.

2. Meeting minutes. A lack of minutes isn’t necessarily a flag but it could be something to consider. The board may be very efficient and do a lot of governing by emailing each other so they don’t meet every month, or maybe it’s because the board is dysfunctional or undemocratic and doesn’t hold meetings.

3. Neglect. Have a look in the corners of the common areas, elevators and back alley to see how often the building has been cleaned. Buildings need a good commercial cleaning and a power wash on the inside and outside every couple of years — if it’s not done, that’s a pretty good sign something is not working in the corporation.

4. No welcome or information package. The more services a building provides, even for small buildings, the more important these types of documents become. They should include items such as passwords, garbage policies, recycling and any number of helpful things an owner should know about their building. If there isn’t anything provided, it’s a sign that there is very little organization from the board and you may need to dig deeper.

Best to take it one step at a time

While it’s a big thrill to sit and write the offer for a unit on the spot, if the building is exhibiting several reg flags it’s worth the extra effort to first wait and check out how the building and corporation function.

If the owner isn’t interested in the time or expense of a detailed document review then it’s prudent to at least suggest taking a second look. Have the buyer bring a friend or family member to the building that isn’t wearing those rose-coloured glasses and can point out some of the flaws.

Selling a condominium should take a little extra attention and more work because of the nature of communal living. Ensuring your buyer is investing in the best building is your first priority. There are too many problems with boards and property managers that affect the health and well-being of an owner, unlike what they’d experience in a single-family home.

Working to safeguard and protect your buyer in picking the right condominium in a building where the board operates in the best interests of its owners should be at the top of the list.

The sayings “You get what you pay for” and “Penny wise, pound foolish” are tales as old as time.

I’ve seen these messages play out in the real estate industry throughout my career, and they apply to everything, including choosing a lawyer. It’s tough to ignore price, but this should not be your clients’ focal point. What should be foremost in their minds is getting value for their money.

‘Cheaper’ law firms

When I recommend lawyers to my clients, I don’t tell them “this is the cheapest lawyer” or “this lawyer won’t charge you as much as the others.” Instead, my lawyer recommendations are based on personal experience, ability, eye for detail and their upfront honesty and work ethic.

I have heard and witnessed horror stories of clients who don’t listen to my advice. They make up their mind that “cheap is best.” But nothing could be further from the truth.

For example, one of my clients chose a lawyer that purposely advertised their fees as being X amount of dollars flat rate and everything done with no hidden fees. Well, you guessed it, the hidden fees are what absolutely caused a transaction to not close. This law firm did not provide them with the correct land transfer tax figure or the correct cost of title insurance, they charged “hidden fees,” and they then tried to blame the client for the reasons the amounts were different (higher) than previously advised.

Unrealistic amount of 4-5 star reviews

There have been issues with law firms, from what I hear from other firms, blatantly “buying” reviews. If a law firm is offering a discount for a review, those are indeed “bought” as people want money back or a “discount” on their costs to buy or sell a home.

These reviews could be, and lots of the time are, disingenuous or inaccurately reflective of the law firm, its staff and its services. When you look at the 1-2 star reviews, you might hear a tone that doesn’t match the “cookie cutter” positive reviews but does match one other about problems, lack of services and post-closing issues that cost clients more than what they saved.

What a quote should indicate

When you request a quote from a law firm, you want to see the following, with an amount, next to each item:

Legal fees

• Purchase/sale – $X.XX
• Mortgage/discharge of mortgage – $X.XX
• First-time home buyer documents – $X.XX
• Land transfer tax compliance – $X.XX
• Applications/notice of assignment of rents, etc. – $X.XX

Disbursements

• Title search – $X.XX
• Office disbursements – $X.XX
• Tax certificate – $X.XX
• Water certificate – $X.XX
• Software – $X.XX
• Bank charges – $X.XX
• Other fees/charges
• Title insurance – $X.XX
• Registration – $X.XX
• Land transfer tax – $X.XX

This is a quote you can trust.

One of the best quotes that I have seen, advised who exactly was receiving the money. This law firm’s quote specifically stated the amount of money that was being paid to Service Ontario, the amount that was being paid to the Minister of Finance, the amount paid to the title insurance company, which title insurance company the law firm was using, etc.

This gave the clients a comprehensive breakdown of not only the amount of money owed but who was benefiting from that money, and they could also do a bit of research into the title insurance company and have some ease knowing what protection they were getting from that specific company. When you look at the amounts on a quote, it can seem very overwhelming, and quite frankly expensive — but the point is, you see it!

There should be no hidden costs, no surprises, no scrambling last second to come up with money. Your client is well prepared when they see a full, upfront and honest quote.

Purchasing a new build

The costs associated with purchasing a new build always catch my clients off-guard. To account for this, law firms with experience in purchasing new builds will advise clients that they need to prepare for a significant amount of money to be provided. Since the COVID-19 pandemic, the material costs, development costs and, depending on the nature of the purchase i.e. a condominium, townhouse, single-family house, etc., other associated costs are not a simple mathematical equation done by an agent or mortgage broker.

We usually tell clients on resales to anticipate anywhere from 1-3 per cent of the purchase price, but with new builds, this can be an extremely low estimate. An amazing law firm will, after reviewing the Agreement of Purchase and Sale (APS), provide a ballpark of the amount but with the warning that it could be a lot more. The biggest hitter on these charges is development fees, which are paid to cities/municipalities, provinces, government ministries, etc. to cover and accommodate the new influx of people moving into the area. This includes, for example, adding more public transportation, new roadways that will need to be maintained each season (e.g. snow plowing), schools, parks and more.

On a basic 1-2 bedroom condominium, these fees can be $6,000-$7,000, and on an average semi-detached or detached home (depending on location) they can be $12,500-$25,000. And this is only one charge. Hydro and water connections range from $350-$1,500 each, driveway paving ranges from $650-$1,250 and tree planting can be around $500-$1,000. Since these are not normal costs on a resale property, the 1-3 per cent estimate doesn’t work. 

Conversations with buyers about these charges should not only start with me as a real estate agent but should also be reiterated by the law firm. This is why the most important thing to do with new build purchases is to have a clause that allows for solicitor review, as law firms can write a letter asking that these costs be “capped” to a certain amount and can then negotiate on your client’s behalf. Depending on the property being purchased, a great law firm will get these additional costs, including development fees, capped at $5,500-$15,000. This will give your clients an idea of how much “extra” money they need at closing.* 

Title insurance

Buyers should never close a transaction without the protection of title insurance, especially with the amount of fraud that’s so prevalent these days. Title insurance is their sword and shield — it steps in to sort out issues. Nonetheless, this insurance is always a sore spot with my clients. They don’t understand why their $1.5 million home purchase has title insurance in the amount of $1,300-$1,500, even when lawyers advise that after $500,000 premiums are paid in increments as the purchase price gets higher. 

This one-time payment protects homeowners for as long as they own the home, for example, from mortgage or total title fraud. It also covers outstanding bills, like water or property taxes, that the seller didn’t pay, along with undisclosed orders on the property and more.

I had a client buy a (commercial) property with TSSA (Technical Standards and Safety Authority) orders that would have cost him around $150,000 out of pocket, but title insurance paid the value of the whole policy plus the 10 per cent increase after one year, making the damage minimal to his pocket.

An amazing lawyer will ensure buyers have Deal Protection Endorsement and Market Value Endorsement (MVE). MVE will protect the value and equity in the home. If an issue pops up, say, 10 years from closing and the home has exponentially increased in value, if they’re to be paid out anything, MVE ensures it’s for the current market value, not the original value shown on the policy.

The bottom line: if a law firm doesn’t explain this to their clients, it’s not a law firm that you should be recommending or using, ever.

The law clerk/legal assistant

Your client’s main point of contact will be the law clerk and/or legal assistant assigned to their file. One telltale sign of a disorganized law firm, or a law firm that won’t take a client’s best interest to heart, is if the transaction has been “bounced” around to multiple parties at the office. Now, if there has been an emergency and the clerk/assistant is not in the office, that’s a reasonable explanation for a file to be moved to a new person. These situations happen and they don’t mean the law office is less than par, but if they’ve been given to more than four different people, this should be worrisome.

It’s one thing if they mostly talk to the assistant and then the clerk calls to clarify something (as the clerk has the better legal knowledge and does most of the legal work on the file), but if they’ve spoken to multiple clerks/assistants and are constantly getting asked the same questions over and over again, this is a “cause for pause” and a conversation they need to demand they have with a lawyer.

My favourite law firm has the law clerk talking to everyone, she makes notes in every file and the front of every file has a checklist to indicate what happened/is happening, when and why, what’s outstanding and still needs to be addressed, etc. Your clients need to be comfortable with the clerks and assistants.

My rule has always been if they’re not forthcoming with what to anticipate or if they find out but don’t divulge information clients most definitely should know, that’s a sign for concern. A prime example here is if the law firm finds out your client is in a “train transaction,” meaning they’re selling to buy and the people they’re buying from are also selling to buy: the parties are reliant on the very first transaction. In this case, a good firm would tell them to try and get a same-day bridge loan. This will stop them from incurring costs on the purchase in the event that the seller doesn’t get their mortgage funds, funds don’t come in time, etc.

No law firm wants to deal with extremely costly extensions due to subsequent train transactions. These are law firms that know what potential situations can incur and the costs they might involve, and they’ll do everything to ensure clients aren’t getting “screwed” financially.

Above all, the law firm your clients go with will make or break their experience, finances and sanity. Help them make the best choice.

* I’ve heard of cases where builders set water/hydro connections at $70,000 to “get around” the capping agreement, as these charges aren’t included in capping (also not included in capping are property tax, common expenses, grading/performance deposit, etc.). Lawsuits have come out of this and possibly still are.

Canada’s post-secondary education system is globally recognized, attracting students from around the world. However, a severe shortage of student housing threatens this success, posing a broader socioeconomic challenge that demands urgent action.

The Canadian housing market faces a significant supply and demand imbalance, with over four million homes needed over the next six years to restore affordability.* Other policymakers, such as the Canadian Human Rights Commission, believe this number could be even higher. Rising government charges and insufficient construction capacity have exacerbated this crisis.

Without positive government intervention and policy adjustments — such as the recently introduced HST exemptions on rental housing — amid the currently challenged financial environment, the lack of housing starts witnessed in the past two years will persist, particularly in university cities and towns where demand for all housing is exceptionally high. 

The magnitude of the student housing shortfall 

Canada is experiencing an unprecedented shortfall in student housing, with a deficit of over 400,000 beds nationwide.** This shortage is particularly acute in the country’s 20 largest university markets, which host approximately 1.5 million post-secondary students but offer only around 170,000 beds.*** The result? An overwhelming majority of students are forced to compete for already limited and expensive rental housing, exacerbating the housing crisis in local communities. 

In university towns like Guelph, Ontario, the housing shortage is particularly severe, reflecting a broader trend across many such communities. The strain on local rental markets, driven by insufficient student housing, has led to rising rents and forced many, including students, into substandard or overcrowded accommodations. Compounding this issue, the provincial tuition freeze mandate for domestic students has compelled universities to increase international student intake to cover rising costs, further straining the housing supply. 

The role of purpose-built student accommodations 

Purpose-built student accommodations (PBSAs) offer a viable solution to this crisis. Unlike traditional rental units, PBSAs are specifically designed to meet the unique needs of students, providing them with safe, affordable and community-oriented living spaces.

Countries like the United Kingdom and the United States have successfully implemented PBSAs at scale, significantly alleviating housing pressures on students and local communities alike. Off-campus PBSA accounts for 60 per cent in the U.S., 58 per cent in the U.K. and 69 per cent in Australia, but only 29 per cent in Canada.**** The PBSA market in Canada remains underdeveloped.

To close the gap, we must incentivize the development of PBSAs through policy changes, financial support and streamlined regulatory processes. The recent introduction of PBSA in the Government of Canada’s Affordable Housing Fund, which aims to provide low-interest loans for new affordable housing projects, is a step in the right direction, though details have yet to be released. Still, more needs to be done given PBSAs are essential to drive affordable housing and economic growth, by alleviating existing housing stock that can be made available to the general non-student population.

Student housing in Ontario amid ongoing municipal approval challenges 

Bill 185 in Ontario is a significant development for expediting approvals in the student housing sector. This legislation has enabled Forum Asset Management to unlock approximately 1,100 units across projects in Guelph and Toronto, providing University of Guelph and York University students with high-quality, community-focused housing.

However, despite the progress made by Bill 185, developers continue to face headwinds, from continually escalating development charges (which in Toronto, according to data from Scotiabank, have increased by 2,000 per cent over 20 years) to higher construction and financing costs. 

The way forward: Collaborative efforts and policy reform 

The Canadian student housing crisis cannot be solved by developers alone. It requires a combined effort from all stakeholders, including government agencies, educational institutions and the private sector. Key policy changes, such as the inclusion of PBSA in the definition of affordable housing (which would create development charge exemptions) and the adoption of policies similar to Bill 185 across other provinces, are essential to unlocking the potential of this sector. 

Additionally, property tax exemptions for student housing catering to specific university student bases, both on and off-campus, should be created. These exemptions could play a pivotal role in supporting universities’ broader educational and community missions, regardless of whether the housing is university-owned or operated by the private sector.

By lowering the operational costs for student housing providers, such exemptions could directly translate into lower rents for students. This is particularly critical as students often face significant financial pressures, including the burden of repaying student loans upon graduation. Alleviating financial strain allows students to focus more on education and well-being, and less on the economic challenges associated with finding suitable housing.*****

Moreover, universities must take a more active role in facilitating the development of PBSAs on or near their campuses. The QUAD at York University is an example of what can be achieved when public and private entities work together toward a common goal. 

Canada’s housing crisis is multifaceted and impacts all Canadians as well as international students. By adopting supportive policies, we can create more PBSA, which delivers a “two birds, one stone” approach by freeing up traditional housing while providing students with the safe, affordable housing they deserve.

Successful projects such as ALMA @ Guelph and The QUAD at York University offer a blueprint for creating vibrant communities that benefit both students and the broader population. Crucially, these projects require experienced developers who understand the unique needs of students, as PBSAs are far more than just conventional apartment developments — they’re about building communities that foster social belonging, well-being and positive environments essential to the development of our future leaders.

* Canada Mortgage and Housing Corporation, Housing shortages in Canada, Updating how much housing we need by 2030.
** Forum estimate using data from Bonard, Student Housing Market Canada. November 2023, and Statistics Canada.
*** Bonard, Student Housing Market Canada. November 2023.
**** Canada Mortgage and Housing Corporation, Canada’s Housing Supply Shortages: Estimating what is needed to solve Canada’s housing affordability crisis by 2030.
***** Simplydbs. Student Housing Index Survey. Student housing and youth mental health: Survey finds strong correlation.