“Pain is a good teacher … The silver lining is we don’t have any drama.”

This is what Ravi Singh, team leader of Connexus Group at Re/Max (Connexus), had to say about the fallout of his third major health scare since 2006. After he dealt with a colectomy, cancer, gallbladder removal, degenerative liver disease and 13 emergency room visits in a year, Singh’s team quickly learned what matters and has been extremely motivated to achieve greatness—both for themselves and their leader.

“They work really hard. Our numbers are up 27 per cent (in 2024 from 2023),” Singh notes. “They showed up when (I) needed them.”

He feels that anyone can be successful anywhere but, “Sometimes you want to have somebody to high five. You want to feel like these are my people (and) I can’t wait to share good or bad news.”

Indeed, Connexus saw $1.8 million in gross commissions last year. Of course, this and the rest of their success—including consecutive Re/Max Platinum and Diamond Team awards since 2016—result from very intentional efforts.

 

Habits, rituals and culture

 

Singh says the main things vital to his team’s success are the culture and core beliefs. “We work on an ‘all hands on deck, everyone wins’ philosophy,” he says.

Connexus agents start with the philosophy of contribution. “Giving starts the receiving process,” Singh says, and his team isn’t there for what’s in it for them. “They’re trying to figure out how to grow through giving. To really understand that is at the core of what we do.”

This “servant leadership” approach creates an optimal platform to understand agents and meet them where they’re at, ensuring their version of success is being navigated, not his. “I’m giving them the best possible platform in terms of tools, resources, mentorship, expertise and business best practices that I can to ensure that success.”

 

A balanced view of contribution and value plus quantity and scale

 

Singh notes that agents typically look at quantity and scale, while he looks at contribution and value.

He stresses how important both elements are to success and notes this is where the servant leadership philosophy comes in. “When we serve, the byproduct is kinship and money … It’s about how (we) can make an incredible contribution.”

 

Consistent processes and practices year-round

 

Singh holds two regular meetings that he says are crucial success factors, the first being a weekly “jam session.” There are two components to this.

First, the deals pipeline gives agents a “bird’s eye view and fly-on-the-wall perspective” of what others are working on, to learn through experience, something Singh notes is invaluable to all. The second component is a future focus on marketing initiatives that Singh breaks down into process and projects.

Process involves things like buyer and seller appointments, open houses, showings, offers and paperwork.

Projects are assessed to ensure the team is building a healthy pipeline that targets their ideal client or demographic: an “approachable baller” he describes as very well-rounded, with, say, two kids and a nice townhouse in a walkable, urban Toronto community. Recent projects centred around the holidays and included client gifting, events, drop-bys, annual comparative market analyses, real estate reviews and surveys.

The second regular meeting is a 10-minute agent huddle, where team members stay accountable by reviewing, answering and documenting three questions: What are you working on? What did you do? What is your immediate next step?

Singh also holds an annual offsite for yearly planning, and “all hands on deck challenges” about twice a year. These are proactive campaigns for lead generation with high-touch, one-to-one, personal client transactions. “Nobody leaves until it’s done. I give them what I call ‘rocks’ to call, (or) people and initiatives, like introducing the Re/Max Canada Housing Outlook report to 30 people daily.”

 

An open policy on financials

 

Singh feels his openness around financials sets his team apart. He says the open-book policy has created incredible transparency and trust, and he’s “very comfortable” with the company’s net operating income of 13.5 per cent because he’s being fair to his agents.

The team leader reports that in 2024, his team of seven earned about $1.8 million in gross commission from 83 transactions and 36 leases, growing by about 15 percent year-over-year.

 

Agent profile

 

Singh’s agents have been with him for years, some over a decade, and there’s next to no turnover. They’re very competitive, extroverted high-achievers but, “They have no organization,” he points out with a smile.

This is why Singh hires naturally organized staff who can support the agents with everything from coaching and mentorship, administrative support, listing preparation, database management and programming to increasing lead generation, prospecting or geographic farming and online leads.

Singh’s agents are team-oriented and coachable and don’t need the spotlight. He likens this to a band: “Each band member must play their part … My ideal agents want to succeed but not necessarily do all the parts—(just) be belly-to-belly with clients and thrive in the hot seat.”

Likewise, Singh is intentional about not putting himself in the spotlight. He explains that each team member is their own top producer and could thrive alone. “But the goal is not to create a revolving door of juniors,” he stresses.

 

Advice for agents

 

Connexus has a corporate charter with defined principles or beliefs, including being relevant, energetic and fun. Singh believes this last charter quality is paramount. “If you’re not having fun, why are you here? To shuffle through something you dislike? I don’t want that energy around me.”

He also tells anyone looking to improve to remember that success leaves clues and builds off of mentors, colleagues and models. “Don’t reinvent the wheel,” he advises.

Finally, to truly succeed, he says agents must define what success looks like for them, personally. For Singh, it means retiring on the Amalfi Coast surrounded by his grandkids and his team, looking back on 2023.

“I haven’t built a team, I’ve built a family.”

 

Photo: Connexus Group team

 

As the real estate industry gets more competitive and the market more restrictive, some brokerages are offering clients reduced, flat-fee commissions or cash-back up front as financial assistance.

While not a new business model, amid the National Association of Realtors settlement in the United States concerning several commission lawsuits, and Canada’s Competition Bureau investigation into the Canadian Real Estate Association (CREA)’s commission rules, it’s one that’s changing the industry. 

Consumers are paying attention and demanding more, especially with affordability and higher interest rates impacting their buying power.

 

‘Opportunity to redefine value agents bring’ and help consumers retain equity

 

“The market (and) financial situations are changing. People are going through hardship. They want an alternative and innovation in the industry,” insists Ishtiaq Ahmed, broker of record for Zown. He feels that although the traditional commission model worked in the past, buyers and sellers today expect more flexibility and want to retain as much of their equity as possible.

Ahmed notes buyers are savvier than they used to be. This means less work for the agents involved, so their role has evolved with the shift. This is how Zown passes on savings to its clients.

The company charges a 2.5 per cent commission to the seller and retains a portion of it, with the rest going into the buyer’s pocket. Depending on the deal, for a $1 million property, this might be 1.0 to 2.0 per cent.

Ahmed says Zown sees the opportunity to redefine the value agents bring. “Our goal is to make homeownership more accessible, especially for first-time buyers, given current market conditions. It’s very hard to get into the market and every dollar counts,” he explains.

 

Traditional vs discount brokerages: ‘It’s a whole different world’

 

However, many agents oppose this newer business model. “Some (consumers) might think Realtors are all the same. The reality is we’re not—just like in any profession, there are different levels and you get what you pay for,” asserts Sean Miller, agent with Property.ca.

Miller argues the best agents aren’t cutting their commissions because they offer a lot of value, experience and resources with marketing, strategy and negotiation. “There’s no way we can compete (with each other) because we bring a whole different level of service—from marketing like video advertising to photography and staging.”

He says these services cost a lot of money that simply isn’t available when commissions are cut, and that full-service brokerages come with a more personalized approach and a team of people. “It’s a whole different world.”

But Miller states that it’s all about fit, and some people don’t see the value in what agents bring to the table. “There’s nothing wrong with that … Some people see short-term value more than long-term potential (and) not everybody has the budget or expectations a top-performing agent warrants.”

 

Clients doing more work means money saved and quicker closings

 

Miller believes that brokerages offering reduced fees are more volume-based and complete deals faster than traditional brokerages. Indeed, Ahmed says his team does more deals than it would under the traditional model.

Since January 2023, Zown has sold more than 200 homes. However, Ahmed also notes that Zown offers full service from skilled, experienced agents, which is possible because the agents do less work.

He credits online tools like Realtor.ca and buyers finding properties themselves for reducing the need for numerous property showings. Zown agents adjust their approach to reflect this, saving time and money for everyone: it used to take about eight weeks to close a deal, but that deal can now close in two weeks, sometimes with just one or two property showings, he explains.

However, the agents still perform typical tasks like reviewing the property’s history, guiding buyers through the home inspection and presenting comparables.

 

Resistance to change or concern over negotiation performance?

 

While Ahmed recognizes the industry is resistant to change, his team feels consumers’ pushback. He says many in the industry feel Zown and others like it aren’t helping but “are trying to destroy a model they’re in full control of. They don’t want to change the status quo.”

Miller instead thinks of it in terms of the negotiation process. “If they can’t negotiate their own commissions, how well are they negotiating their clients’ biggest asset? If they’re giving away their money, they’ll do the same with the property.”

He questions if buyers are getting the best deal or if the agent will want to move on quickly because they’re in a volume-based business. “What people don’t realize is how much they’re potentially leaving on the table.”

Miller offers this advice to his clients or those who ask him to lower his fees: “We’re talking about the most significant sale or purchase of your life, and it makes sense to use somebody with a great track record who can negotiate properly and will make you potentially tens or hundreds of thousands of dollars more.”

But he doesn’t blame people for asking. “As a seller, I’d ask that question too. It’s how we respond that makes them feel comfortable about why we don’t (discount).”

 

The industry’s take

 

CREA says that while it doesn’t provide guidance with commissions, Realtors are offering their services in new and interesting ways and consumers can shop for representation that works best for them.

The Toronto Regional Real Estate Board (TRREB) takes a similar stance, having no involvement or engagement in discussions around Realtors’ fees for service.

“There are diverse business models and service levels available to consumers from Realtors and conversations around service levels and fees are a discussion to be had between the consumer and their Realtor,” says TRREB Immediate Past President Jennifer Pearce. “Consumers have choice in how they engage in real estate transactions, and TRREB supports an environment of free and open competition.”

 

With the holidays nearing, so many in the real estate industry are approaching or past the point of burnout—a challenge the World Health Organization has identified as an occupational phenomenon. Symptoms include constant exhaustion, growing detachment or cynicism toward work, and reduced effectiveness on the job—issues that can weigh heavily on Realtors, especially during the year-end rush.

Addressing burnout requires more than surface-level fixes. From rethinking self-care to setting boundaries and rediscovering joy in the job, there are practical steps Realtors can take to recharge and thrive—both personally and professionally—as they head into the new year.

 

Self-care means many things, not only “turning off”

 

Debbie Cosic, CEO and founder of In2ition Realty emphasizes that self-care is a crucial part of combating burnout and notes that it can take many forms. At her company, the annual December strategy meeting is held at a spa, giving team members the chance to reflect, recharge and reset while enjoying treatments. But Cosic is quick to point out that self-care goes beyond spa days and relaxation.

Chris Harding of Engel & Völkers Nova Scotia Halifax agrees, highlighting that Realtors are naturally outgoing and always “on,” whether networking, attending events, or working with clients. “We usually end up in the business because of it,” he says, adding that self-care doesn’t always mean turning off completely. Instead, it can mean stepping outside of your routine and trying something new—whether it’s a simple activity like doing a puzzle or reading a book, or something more involved, like trying a new sport, tackling a home project, or volunteering.

 

Tips on how to recharge day-to-day

 

• Don’t drive whenever possible. “If I don’t have to drive somewhere, I won’t. Get out of the car,” Harding suggests. “These are habits we don’t even think about.

 

• Leave the phone behind. Harding points out Realtors are not on call and don’t need their phones at all hours. “If you’re not waiting for anything time-sensitive, leave it in another room,” he advises. “You have voicemail and can state what your hours are.”

 

• Learn to let go and have fun. Cosic believes in and encourages having fun, especially because her team works incredibly hard. She explains the development industry is filled with events, thanks to large marketing budgets affording things like dinners out, sports games and even trips. “It’s a huge outlet for them, the fun part of the job they look forward to.”While many in the industry don’t get to access events like these, there are many ways to have fun within and outside of work. The key is tapping into what it personally means for you and finding outlets to enjoy yourself.

 

• Quit saying yes to everything. Harding feels learning to say no when needed is probably the hardest one to learn, especially for newer agents, but it’s important. “You can do this nicely, by clearly communicating how and when you talk to clients or the office hours you keep.” Of course, at times you’ll deviate, but the key is to set boundaries. Be polite and keep it simple. “If it’s an appointment request, suggest another time and don’t share your reason. You’ll get a sense of empowerment and your clients will respect it and gain confidence when you negotiate on their behalf—they’ll understand you have power.”

 

• Collaborate and delegate—don’t master everything. This doesn’t mean you need to be a top performer with an executive assistant, but it’s important to take advantage of your colleague’s strengths and weaknesses and use automated tools to alleviate stress and workload.

 

How self-care can impact your business

 

For Harding, his comfort, energy and attitude towards working each day improved when he put self-care on his radar. “It inherently changes how we communicate, which is key since we’re in a relationship business. If you’re communicating from a better place internally, it affects your performance and your clients will notice,” he asserts.

Truly understanding these concepts often comes from experience, which can mean hitting some thresholds before you realize their importance. That’s where mentorship comes into play, especially for early-career agents.

Cosic sees this in her team members, who are extremely driven and work very long hours, adding, “Our biggest problem is trying to teach some of them life balance. We’ll say, ‘You can’t work those hours. Please schedule days off. Take your team out for lunch.'”

She recalls it took a long time to teach them because of their “hardworking, aggressive and successful nature,” and the fact they run the same pace at home that they do on the job. However, there’s a healthy balance to strike: “Yes, you have to work very hard, but you have to take care of yourself,” Cosic stresses. “If you don’t, it’s all for naught. There are only so many dollars you can put in the bank.”

 

How the industry can help agents avoid burnout

 

Harding says that first, self-care needs to be on their radar. In his experience, brokers want to help and would probably take it seriously if it were brought up. For example, “Many bring in industry-related speakers to meetings, but there’s an opportunity to have professionals talk about helping those running the business.”

Cosic has thought about this for a while and supports her team in different ways. For example, since the pandemic, she’s offered team members mental wellness support, including covering the cost of counselling, “Some people have had a dozen or so sessions over a year because they’ve gone through a traumatic situation they needed to deal with.”

Aside from intentionally shutting down her office over the holidays so people can “regroup, rethink the year and come back re-energized,” she’s offered a flexible work schedule from day one, something she says her team takes comfort in when they need a mental health day.

Cosic stresses that although the success of the company is very important, “The success of the culture within it is equally important to me.” For her team, the flexible culture is especially key for those juggling family and children with their careers. 

“There’s a lot expected from a successful professional with a family to raise—it’s really two jobs running simultaneously, and a lot of people don’t realize that. They’re doing it all, so it’s a perfect recipe for burnout.”

Realtors can spend up to 35 hours on administrative tasks to close a single deal, according to Raz Zohar, who left his job in tech to work as an assistant in the industry to uncover its pain points. This realization sparked a “lightbulb moment,” inspiring him to create Mave—an AI-powered assistant designed to streamline tedious workflows and empower agents to focus on what they do best: serving clients and closing deals.

At its core, Mave uses AI technology to streamline tasks. Realtors interact with the tool through messaging platforms like WhatsApp or iMessage. For instance, an agent might text, “What’s the pet policy for ‘X’ building? When was it built? Does it have rent control?” Mave retrieves and organizes relevant information in seconds, enabling agents to provide instant answers to clients—avoiding the dreaded “let me get back to you” response.

 

Supporting agents in two key roles

 

Zohar identifies two primary roles agents juggle: consultant and marketer. Mave is designed to support both areas.

When representing a buyer, agents must act as consultants to help solve their problems, while for sellers, he adds, it goes beyond winning the deal. “Clients want agents to sell their property as fast as possible for the most amount of money,” Zohar notes.

Tasks that traditionally take days—such as creating social media strategies, filming scripts and promotional campaigns—can now be completed in minutes. Agents can quickly produce polished, branded content for platforms like TikTok, Instagram and email, driving engagement and results with minimal effort.

Mave is set up to adhere to brand guidelines for compliance. This means if agents need to market a property with, say, a social media post, a feature sheet or other collateral, they can text their request, and in a few seconds they’ll have branded content ready to go.

 

How Mave was born

 

Zohar’s curiosity was born from his own experience in buying a home—he knew his Realtor was working hard behind the scenes, but admittedly, he didn’t know what they were doing. He saw an opportunity for innovation in an industry often criticized for being slow to adopt new technology. 

He began with a question: What do Realtors actually do during those 35 hours? To understand, he quit his job in tech to work as a real estate executive assistant, immersing himself in the processes behind winning listings, staging homes, arranging repairs and managing marketing.

“The only way was to become someone in the industry doing the dirty work that no one sees.,” he explains. This hands-on experience revealed inefficiencies, particularly for brokerages grappling with shrinking margins and limited resources to hire full-scale marketing teams.

Agents often relied on outdated processes or had to wait days for in-house teams to deliver materials. With Mave, Zohar says those delays are eliminated, allowing agents to act quickly and decisively.

 

Adoption and growth

 

Mave started small but has rapidly scaled, onboarding nearly 6,000 agents across 90 brokerages in the Toronto area. Of the 1,000 beta users actively engaged, about 60 per cent use Mave daily, according to the company’s founder. 

Zohar emphasizes that trust is non-negotiable. “If an agent’s showing a home and Mave says it’s 10 bedrooms but it’s really one bedroom, you’re just not going to trust it,” he says. Mave’s engineers ensure data accuracy and train the AI to minimize errors.

Still, Zohar and his team see certain situations where AI needs to be fact-checked and reviewed “because it’s performing about 30 steps in one.” So, they advise users to thoroughly review any deeper analysis from Mave to be sure the results look right.

 

Collaboration with boards and data providers

 

The tool’s functionality hinges on partnerships with real estate boards and data providers. Zohar cites PropTx, a tech-focused initiative of the Toronto Regional Real Estate Board (TRREB), as an example of industry interest in innovation.

While TRREB President Jennifer Pearce clarified that the board has no formal partnership with Mave, highlighting in a statement, “TRREB is a facilitator of technology for our members who are permitted to have individual contractual agreements with Virtual Office Website providers of their choosing.”

Mave takes data security seriously, adhering to strict protocols from real estate boards and brokerages. “Whenever we onboard a brokerage, we must go through a legal process we’ve guaranteed with the boards to sign off on the right to access data,” Zohar explains.

 

Human touch meets AI efficiency

 

Despite Mave’s capabilities, Zohar believes human interaction remains at the heart of real estate. “Psychologically, consumers are going through what’s usually the most meaningful purchase of their lives. They want support, a human touch and to feel that there’s a trusted companion by their side. This isn’t going to change because of AI,” he says.

Currently, Mave has onboarded one thousand users in Southern Ontario to its beta program with plans for expansion across North America. 

Zohar’s ultimate goal is to reduce administrative time by up to 90 per cent. For now, Mave continues to refine its features and onboard more users, aiming to revolutionize real estate by giving agents their time back.

 

With the holiday season typically being a slow time for real estate markets, it might not seem like the ideal time to buy or sell. But despite the colder weather and darker days there are benefits to transacting this month and, as a Realtor, staying top-of-mind as the holiday season approaches.

 

Why buy or sell during the holidays?

 

Charles Jaque, president and CEO of RDS Brokerage explains that sellers have the opportunity to stand out among fewer listings and less competition. He explains that leading up to the holidays, people are distracted and their attention strays from big decisions like real estate, so sales typically outpace new listings. That decreased competition can make it a great time to list. “December tends to be the lowest month on average for new listings in Toronto, and this is similar nationwide,” he notes.

Adrienne Lake, managing broker of Corcoran Horizon Realty agrees, “This will continue until January (and) there will be less inventory on the market.” She says these conditions make it easier for homes to stand out and sell against the competition that does exist.

Jaque cautions to manage sellers’ expectations and inform them of market realities. For example, his team’s research shows December pricing in the Greater Toronto Area is about the fourth-lowest throughout the year. He also stresses the importance of checking the number of active listings and reviewing comparables for each specific property type and location.

“It’s one thing to have many options in the market in general, but if you’re listing a condominium in a specific neighbourhood and there’s no other similar supply, sellers can be in an advantageous position,” he points out.

 

Why this December may be busier than usual

 

While December is typically a slower month for real estate, this year’s market is already showing signs the holiday season may be extra merry. The reason? Upcoming federal policy change to mortgage rules, set to take effect on Dec. 15.

November saw a year-over-year jump in sales in Canada’s largest cities, including  Toronto and Vancouver. Anecdotally, some Realtors are reporting a late-season rush of listings with sellers trying to get ahead of the spring market and buyers preparing to make moves once the new mortgage rules take effect. 

 

Buyers enjoy an easier, smoother, less-competitive purchase

 

There are more reasons to encourage your clients not to put house hunting on the back burner over the holiday season. For buyers, Lake points out there’s less competition and bidding wars, potentially creating an easier, smoother, more appealing experience. Plus, those putting their homes on the market are typically quite serious.

Jaque has seen this too and points out that people often have to sell. “Otherwise, why wouldn’t they wait until the longer, stronger spring market? Buyers can often take advantage of this strong motivation by finding a good deal.”

What’s more, he says now could be an ideal time to get into the market before it takes off again because interest rates have come down and are projected to decrease again before June.

 

How to gain exposure and boost performance during the holidays 

 

Decorate but don’t go overboard

Whether you’re decorating a listing for the holidays to integrate with staging, or just making it warm and cozy with candles and the fireplace going, don’t turn off buyers who aren’t celebrating, advises Lake. “The home should be inviting and welcoming for every buyer out there.”

 

Client appreciation events

Lake says that running a client appreciation event, like a small cocktail hour or brunch, always helps as it gives agents the chance to connect with clients and share what’s going on in the market

 

Open houses

She says that open houses are a great opportunity to do something special this time of year. “Hire a Santa Claus for photos with pets or little kids. Put a branded tent out front and serve hot chocolate or cider and cookies. Hire carolers. Anything that makes it a little more different,” she emphasizes.

 

Think outside the box, collaborate and show up for the community

Of course, these things must be heavily marketed for people to know that they’re happening, but Lake strongly advises thinking outside the box, “Because human nature is to just keep doing the same thing over and over again.”

She likes seeing agents collaborate. “If, say, four or five homes are for sale within a square kilometre, collaborate with the other agents, for example with an open house blitz on the same day.”

Jaque agrees, also suggesting toy drives or charitable contributions, or running competitions for Christmas tree decorating or gingerbread making. He feels agents can use this emotional experience to tap into the local community and, “It shows clients you’re thinking of ways to make their property stand out.”

 

Make it personal and think year-round

Lake says calling clients or prospects a couple of days out to drop off a holiday card or gift goes a long way. “You’re letting them know you’re there and you want to see them. If they don’t have time, at least they know you were thinking about them,” she says.

Jaque stresses the key to improving business performance is taking action year-round, not just during the holidays. “We deal through Realtors 98 per cent of the time, and I’ll typically only hear from them during the holidays.”

He suggests staying top-of-mind with a year-round campaign that includes personal-looking touchpoints. While it doesn’t need to be a hand-signed note, “there’s software that merges first names into a personalized-looking message.”

Jaque admits this is difficult to do at scale, so agents need to be disciplined, block off the time, move through a list and use a CRM so it’s methodical. “Plug away at it consistently—that will be a huge business generator.”

 

Broaden your scope and scale with a system 

 

Jaque points out that many agents don’t have a system, but top-producing Realtors do, allowing them to scale and repeat. This applies every day of the year, not just the holidays when the market’s slower: “It’s a different type of outreach and relationship building,” he advises. “If you want to really succeed, take the time when others are on vacation and put those extra hours in.”

These are branding opportunities, he points out. “There’s a reason why big retail stores flip the music to Mariah Carey’s Christmas songs. You step inside and feel warm and cozy, ready to spend some money. You can apply that same psychology to your real estate business.”

Editor’s note: REM reached out to MREB for more information on the SGM, its outcome and the decision to move forward with the Cornerstone amalgamation. As of the time of writing, we have not heard back. Any information received will be added here.

 

On Monday, July 1, the Cornerstone Association of Realtors (Cornerstone) began its operations.

This follows a special general meeting (SGM) held by the Mississauga Real Estate Board (MREB) on June 26, where a vote in favour of terminating its amalgamation with three other Ontario boards as Cornerstone took place.

 

SGM vote to reverse decision didn’t stop amalgamation

 

However, MREB’s amalgamation has moved forward, as confirmed in a July 2 email to Cornerstone members from Bill Duce, CEO of Cornerstone:

“Like any amalgamation, this is not about endings but rather new beginnings. All four partnering associations, Hamilton-Burlington, Waterloo Region, Simcoe & District and Mississauga will continue into Cornerstone. We take our extensive and celebrated past into new beginnings to become better together. 

Nothing about this was easy, and by no means is the heavy lifting finished; it is just beginning. As you are likely aware, there has been some eleventh-hour angst at one of our partner associations when some vocal members tried to withdraw from the amalgamation. These members were engaged, passionate and cared deeply about their association. While some of their concerns were absolutely on the spot, others were based on misinformation that created fear, uncertainty and doubt.”

 

‘(MREB) did not honour the mandate of the SGM verdict nor communicate to membership what steps they took after’

 

Tahir Qureshi, broker of record and president of City-Pro Realty Inc., Brokerage, was one such concerned member. Quershi left the new association on July 2. “I have terminated my brokerage membership and designated TRREB as my home board,” he explains, despite supporting and partaking in MREB, his local board, for years.

“The painful part is the SGM reversing the amalgamation was not considered by the board … (They) did not honour the mandate of the SGM verdict nor communicate to the membership what steps they took after the SGM mandate.”

Tehreem Kamal, broker with Royal LePage Real Estate Services Ltd., Brokerage, echoes this sentiment and shares: “The Mississauga Real Estate Board of directors having chosen to disregard the members’ mandate is a serious violation of the Ontario Not-for-Profit Corporations Act (ONCA) and Mississauga Real Estate Board bylaws.

Also important is that the chair and three other directors had a direct conflict of interest in this matter from the start. When the then-president decided not to be on the task force, the president elect was appointed to the task force along with the chair and two other directors. It was determined at the last two meetings of the board (late last year) that the task force would become the (Cornerstone) board once the individual boards were dissolved.”

 

‘Amalgamations between real estate associations are not about MLS systems alone’

 

In his email, Duce goes on to explain that Cornerstone is fully aware of the concerns regarding access to MLS information:

“While the province’s inefficient and arbitrary ‘MLS system boundaries’ are actively shifting, members are still required to access two or more MLS systems. We are actively working on this issue and will continue until a satisfactory solution is reached.

Cornerstone staunchly believes that all Ontario realtors must have access to all Ontario MLS information to fulfill their fiduciary duties to their clients. It is not about how much data one has access to or having more data; you need all the data — full stop.“

He states that the amalgamation task force saw a presentation from PropTx, but that their “immediate attention is on completing the remaining tasks of our amalgamation while ensuring we provide our users with a robust and stable system … Amalgamations between real estate associations are not about MLS systems alone. We see multiple examples of associations within the same MLS system still pursuing amalgamations to provide additional efficiencies and excellence to their members.”

 

Duce’s wrap-up reiterates that real estate is local and that Cornerstone believes boards need to be as well. 

 

Editor’s note: REM reached out to MREB for more information on the SGM and outcome. We’ll update this article as we hear back and learn more.

 

On January 31 this year, Mississauga Real Estate Board (MREB) members voted to amalgamate with the Realtors Association of Hamilton-Burlington (RAHB), the Waterloo Region Association of Realtors (WRAR) and the Simcoe & District Real Estate Board (SDREB) to become Cornerstone Association of Realtors on July 1, 2024.

However, due to large concerns, last month, some MREB members, with the support of several past presidents of MREB, requested the board call a members-only special general meeting (SGM) to rescind the vote to amalgamate.

The request was granted, and a meeting was held on June 26.

 

‘Consensus was unanimous … It’s all about MLS data and access. That’s what we need as working realtors’

 

“An overwhelming majority of the membership was in the room, and the membership’s consensus was unanimous,” Tehreem Kamal, broker with Royal LePage Real Estate Services Ltd., Brokerage, reports about rescinding the vote to amalgamate.

Kamal notes there were more members present than at the earlier SGM in January, where the amalgamation was voted in favour. “However,” she points out, “As cited before, the landscape was different and things have changed rapidly.”

Kamal also highlights that a key factor swaying the vote transpired over the past two weeks: “The Oakville, Milton and District Real Estate Board (OMDREB) decided they would be leaving ITSO (Information Technology Systems Ontario) once their contract comes to an end, and joining Cornerstone wouldn’t be an option.

Basically, it’s all about MLS data and access to data, because that’s what we need as working realtors.”

 

OMDREB’s decision

 

Initially, the proposed amalgamation had MREB and other Ontario boards being part of one board and one MLS system: ITSO’s Matrix. MREB, OMDREB, London and St. Thomas Association of Realtors (LSTAR), Niagara Association of Realtors (NAR) and WRAR all use this system.

Kamal explains that OMDREB’s decision plays a key role as there’s a lot of business crossover from Mississauga to Oakville and vice versa, and that Canadian Real Estate Association (CREA) statistics support this.

About the upcoming change for OMDREB, Anthony Danko, OMDREB president, says:

“Realtors can see for themselves how fast things are changing in organized real estate. Local boards are amalgamating, how we access and receive our MLS data is changing and, perhaps most importantly, the push for province-wide data is becoming stronger than ever.

OMDREB’s goal has always been to ensure our members have access to the most comprehensive data set possible, culminating in one province-wide MLS. Additionally, reviewing and considering your options when contracts approach renewal is good business practice. Knowing that the ITSO contract was approaching renewal, OMDREB’s board of directors did its due diligence by exploring all avenues to provide our members with the best data set possible.

Based on our extensive consultations and the feedback we received from members, along with the fact that it holds nearly all of the data within our jurisdiction, OMDREB decided to move forward with using PropTx as our MLS services provider, which will happen later this year.”

 

The MREB membership directed its board of directors to immediately stop the process, terminate the amalgamation and, if there’s any need, seek an injunction.

 

On May 23, 2024, Information Technology Systems Ontario (ITSO) provided a memo to the boards of its member associations about new exclusive listing functionality it planned to implement as early as this month within its Matrix system.

ITSO sought feedback from its CEO Advisory Group on whether the functionality should be made available system-wide or on an opt-in basis as a non-basic service. However, the organization halted its efforts less than two weeks later.

 

Issues with adding exclusives to an MLS system

 

REM obtained ITSO’s memo, which discusses the issues of adding exclusive listings to the Matrix system after those listings have sold (which is often done for tracking statistics, financing purposes or use in comparative market analyses).

It notes, “The practice raises concerns under Rule 2.08, which provides that a listing is not acceptable if it is not available for showings and the registration of offers. If a listing is already sold before it is entered into the ITSO system, then it is not available for other realtors to cooperate on and therefore is a violation of Rule 2.08.

It is extremely frustrating for realtors to see a new listing, or have their clients see one in an auto-email, only to find out that the property is already sold when they contact the listing realtor for a showing. Adding these listings as MLS listings diminishes confidence in what is supposed to be a cooperative system. Further, the sale price for an exclusive listing is not necessarily reflective of what would be obtained for an MLS listing, so entering these listings into the ITSO system can skew statistics.”

 

How the functionality would help the industry

 

The memo goes on to note there are legitimate reasons for entering these listings into ITSO’s system: “Historically there was no easy way to capture this data for sales records or for financing purposes. The ITSO board of directors wants to respond to the needs of our users so that they will not be forced to breach the MLS rules or, alternatively, find a workaround to avoid compliance issues.”

It then explains this is why ITSO created the Alternative Listing Task Force (ALTF) in 2022, which determined the following, and unanimously agreed to recommend proceeding with the closed exclusive listing functionality:

1. “Augmenting the ITSO system with exclusive listings would be beneficial for statistical and financing purposes.
2. Enabling realtors to put exclusive listings into the ITSO system directly to a pending or closed status will likely increase compliance with Rule 2.08 for MLS listings, as there will no longer be a need to add exclusive listings to system inaccurately as MLS listings.
3. Adding this functionality to the ITSO system could also potentially entice more commercial realtors to put listings into the ITSO system, as MLS rules are often seen as a constraint for commercial listings.
4. Augmenting the ITSO system with exclusive listings could also provide an avenue for assignment listings to get exposure to realtors without being publicly advertised.”

 

The process and journey

 

The memo continues to describe the process and journey ITSO took in developing the exclusive listing functionality.

ITSO’s board of directors approved the ALTF’s recommendation in September 2022 along with its finalized rules for sold exclusive listings in March 2023, which the CEO Advisory Group discussed in April 2023. After some delays in development work and the Trust in Real Estate Services Act (TRESA) coming into effect on December 1, 2023, ITSO changed the rules for exclusive listings to include TRESA terminology changes before meeting with the CEO Advisory Group in December 2023. The intent was to consult about active exclusive listings, but this was put on hold (due to member associations’ work being done with the Ontario Realtor Wellness Plan).

The ALTF met this year to discuss and finalize changes to the exclusive listing rules to accommodate active listings. This caused a delay in launching the functionality for sold exclusives.

In the end, ITSO’s board approved the exclusive listing rules at its May 2024 meeting. The board found the proposed system enhancement would be welcomed by realtors “to fill a void they have been working around” along with association staff “who should see a reduction in listings violating the MLS rules as a result of providing a legitimate method of adding sold exclusive listings to the system for internal use.”

The memo encourages member associations and realtors to familiarize themselves with the exclusive listing rules and notes that Rule 9.01 requires realtors to obtain consent from their clients to collect, use and disclose the exclusive listing in the ITSO system (with sample language provided).

 

Response from CREA

 

After the memo was sent, ITSO had planned to consult with its members on the new functionality and determine how the service could be implemented. However, this was stopped on June 4, when the organization received an email from James Mabey, chair of the Canadian Real Estate Association (CREA).

Mabey tells REM that CREA became aware of the new functionality towards the end of May. “When it came to our attention, we took the opportunity to meet with them and make sure we had a really good sense of what they were trying to accomplish and why. Once we started looking at it, we came to the conclusion quite quickly that it was fundamentally, in our opinion, offside with Article 30 of the Realtor Code and also the Cooperation Policy.”

His email notes that CREA learned of ITSO’s proposal on May 27 in a memo entitled New Matrix Functionality. It says that the functionality appears to be non-compliant with the requirements of Article 30 of the Realtor Code (Duty of Cooperation) and the Realtor Cooperation Policy (the “Policy”) because the proposed functionality “appears to segregate “exclusive listings” from MLS listings “when a client is looking to limit marketing of the property” (as stated in (ITSO’s) memo).”

Mabey writes that placing listings in ITSO’s system this way falls under the definition of “public marketing” under the Realtor Cooperation Policy, as follows:

““Public marketing” means the representation or marketing of a listing to the public or anyone not directly affiliated with the listing brokerage/office in a business capacity. For clarity, public marketing does not include one-to-one direct communication with a realtor unaffiliated with the listing brokerage/office. Public marketing includes any representation regarding the sale of a property, including but not limited to, flyers, yard signs, digital marketing on public-facing websites, brokerage website displays (including IDX and VOW) and onsite brokerage promotion, digital communications marketing (i.e. email blasts, newsletters, social media posts), multi-brokerage listing sharing networks and applications available to the general public.”

So, he concludes, a listing appearing as an “exclusive listing” would trigger the requirement to also place that listing on an MLS system within three days as set out in paragraph 2 of the Policy: “Within three (3) days of public marketing, realtors must place the listing on an MLS system for cooperation with other realtors.”

Mabey highlights that a listing appearing only in the “exclusive listing” portion of ITSO’s system and not on the MLS system doesn’t satisfy the Policy (regardless of the fact that MLS listings are searchable in Matrix).

 

Request to immediately suspend functionality implementation

 

He then makes some other related points and states it’s CREA’s view that ITSO’s proposal “may expose ITSO member boards, associations and realtors to disciplinary action under CREA’s bylaws and rules for failing to comply with CREA’s policies and the Realtor Code.”

The email concludes with CREA’s request that ITSO “immediately suspend all implementation of its proposal and notify CREA member boards and associations that are members of ITSO that it has done so,” along with, “We respect ITSO’s attempts to provide innovative solutions for its members and if ITSO Boards and Associations believe there is an opportunity for improvements to the Realtor Cooperation Policy our door remains open to that feedback.”

During his interview with REM, Mabey points out that the Realtor Cooperation Policy was put together with a lot of consultation from CREA members, and it was passed with a very large majority. “Anytime a policy comes into place, we look to make sure our members are well served. We have a Realtor Code committee that reviews policies on a regular basis. We’re always happy to collaborate. We value our relationship with ITSO and our collaborative efforts to work well with them,” he explains.

Mabey suggests that anytime a board or association is working on something like this, the sooner they reach out and engage with CREA to confirm everyone’s on the same page and that any barriers or differences in interpretation are established, the easier it will be to collaborate and ensure that joint members are served as well as possible.

 

ITSO’s response

 

On June 6, Blair Campbell, president of ITSO, responded to Mabey’s email, confirming that ITSO agrees to suspend the new exclusive listing functionality implementation in Matrix. 

 

Authority to interpret and apply Realtor Code as deemed appropriate

 

Campbell goes on to explain why ITSO is disappointed that CREA feels the new functionality breaches the Realtor Cooperation Policy, particularly since CREA’s rules state that boards and associations have exclusive authority to interpret and apply the Realtor Code as they deem appropriate. He points out that ITSO enforces the Realtor Code for 11 real estate boards, pursuant to CREA’s bylaws and rules, and therefore feels ITSO should have this same authority.

He then explains that ITSO has been actively enforcing Article 30 of the Realtor Code since it came into force and is well versed in the requirements of the Realtor Cooperation Policy, plus the organization’s staff have talked to every realtor named as a respondent in these “PSC (professional standards committee) incidents” — which is how they know that realtors want the functionality.

In response, Mabey tells REM, “Our boards and associations have some latitude in interpreting the code. In this case, we believe the interpretation is fundamentally different. It’s not just a grey area. (The code) was evaluated by our legal team and the people who had developed the policies with us and (the interpretation) is just fundamentally inconsistent — it’s not a degree of latitude difference.“

 

Realtors can’t always meet MLS listing standards only with additional effort

 

Campbell also writes, “Our end users want a way to comply with the Realtor Cooperation Policy while still respecting their clients’ wishes and the nature of exclusive listings. At the same time, ITSO wants to maintain the integrity of the MLS data in our system. We respectfully disagree with your assertion that realtors are always able to meet the standards of MLS listings simply by incurring additional effort.”

The examples Campbell cites include properties that can’t be shown because there’s no access during the winter or where tenants will not allow anyone to enter the property, including properties the listing realtor can’t enter to verify basic details like the number of bedrooms or measurements, whether due to a power of sale or uncooperative tenants.

“These listings cannot meet the standards of an MLS listing and must be taken exclusively,” he writes. “Permitting these listings to be entered on our system as MLS listings with remarks saying ‘no showings’, that ‘the listing brokerage takes no responsibility for the accuracy of the information’ or ‘buyer to verify all details’ goes against CREA’s three pillars and interpretations of the MLS marks and will deteriorate the quality of the MLS data on ITSO’s MLS system.”

Mabey tells REM that MLS systems across the country have different rules and different barriers to entry into the system in terms of the number of fields, the amount of data that must be put in, restrictions on showings, etc.

“If those pieces of MLS rules need to be reevaluated in context of the Realtor Cooperation Policy, then those boards and associations could definitely review the rules in that context to ensure they’re still best serving their members (and) maybe prohibit some of those listings going into the MLS,” he suggests. “I would encourage (them) to review the MLS policies they feel might not be working well with the new cooperation policy and figure out what’s best for them.”

While Mabey notes that if a realtor can’t provide the sufficient level of detail, maybe public marketing the property isn’t the best choice, he points out that CREA isn’t aware of any situation where the barrier is so high that the decision shouldn’t be made to publicly market a listing. “In (that) case, they have other opportunities because the policy doesn’t (forbid) taking an exclusive listing.”

 

A matter of enforcement

 

Campbell also points out that CREA’s stance assumes all listings entered into ITSO’s MLS system as active exclusives would fall under the Realtor Cooperation Policy, but how listings are entered (as MLS or exclusive) is actually a matter of enforcement.

“ITSO and its member associations could still require all listings falling under the Realtor Cooperation Policy to go on the system as MLS listings. Then, the exclusive functionality could be used for the legitimate purposes it was created for — capturing sold exclusives, commercial listings, new builds, assignment sales with clauses that disallow advertising as an MLS listing, etc.”

 

‘Enforcing (the) Realtor Cooperation Policy within current MLS system limitations puts ITSO and its members at risk’

 

Campbell notes that ITSO feels enforcing CREA’s Realtor Cooperation Policy within the current MLS system limitations put both ITSO and its members at risk in light of:

• the United States Department of Justice’s position on the National Association of Realtors’ Clear Cooperation Policy,
• recent press suggesting CREA’s policy may be anti-competitive and
• the Ontario TRESA regulations that require registrants to abide by the lawful instructions of their clients.

He concludes by urging CREA to reconsider its position, stating: “The Realtor Cooperation Policy does not specify that listings must be entered on an MLS system as MLS listings — it says the listings must be placed on an MLS system for cooperation with other realtors.

It is open to CREA to interpret the policy to allow listings on the MLS system as exclusive listings provided the listing realtor is willing to cooperate with other realtors. This would achieve the purpose of the Realtor Cooperation Policy while maintaining the exclusive nature of the listing, respecting sellers’ wishes, enabling Ontario realtors to comply with their regulatory obligations and allowing ITSO to maintain the integrity of the MLS system data that we have worked so hard to achieve.”

 

‘We do not want any of our members to be in breach of their obligations in organized real estate’

 

Campbell shares this statement about the situation and ITSO’s reason for suspending the functionality’s implementation:

“It is ITSO’s position alone that listings falling under the Realtor Cooperation Policy should be able to go on the MLS system as exclusive listings with cooperation. We did not have a chance to discuss all aspects of this functionality with our members prior to CREA sending us a letter requesting that we suspend its implementation.  

We are disappointed that CREA has reached this conclusion and prevented us from implementing functionality that would be of great benefit to the realtor users of our system.

ITSO views MLS listings as the preferred method for selling and buying properties. However, the value of an MLS system is determined not only by the integrity and accuracy of the data but also by the completeness of the database. We’ve all been in a meeting where a client asked about an exclusive listing, and we didn’t have access to the information the client wanted. Being able to capture exclusive listing data would increase the value of the MLS system while maintaining the integrity of MLS listing data. At the same time, capturing exclusive listings would enable realtors to appear more professional and to better serve their clients.

That said, the interests of our members are ITSO’s priority and we do not want any of our members to be in breach of their obligations in organized real estate. That is why we agreed to suspend the implementation of this functionality.”

 

Editor’s note:

On June 14, 2024, REM received the following information from Tehreem Kamal: “More than 10 per cent of MREB’s members have signed a petition for an SGM to be called to rescind the vote to amalgamate with WRAR, RAHB and SDREB. MREB is holding the SGM for its members on June 26.”

 

Over the past several months, members of the Mississauga Real Estate Board (MREB) have been expecting to amalgamate with several other Ontario boards on July 1, as the new Cornerstone Association of Realtors (Cornerstone).

What they likely weren’t expecting are some major concerns that have come up since January’s membership vote.

 

Background

 

In October 2023, the Realtors Association of Hamilton-Burlington (RAHB), the Waterloo Region Association of Realtors (WRAR), the Simcoe & District Real Estate Board (SDREB) and MREB announced that SDREB and MREB signed a letter of intent to join the amalgamation of the four organizations.

On January 31 of this year, MREB members voted to amalgamate with RAHB, WRAR and SDREB to become Cornerstone Association of Realtors on July 1, 2024.

Tehreem Kamal, broker with Royal LePage Real Estate Services Ltd., Brokerage, sat down with REM to explain the issues concerning many members and past presidents of MREB — with less than a month to go before the change takes place.

Kamal, a past president herself, has not served MREB or its committees (or any other board) since her term finished in 2019. She was alerted to the concerns in May at an event hosted by MREB, where conversation ensued about the landscape rapidly changing and what MREB is doing.

“I inquired further to find out the facts, what has changed, why there are concerns and who has them,” she explains. “A few questions were asked of the board of directors and president, and a meeting of past presidents was called on May 8 where (they) answered questions.” This included an inquiry about where the strategic plan could be found. Kamal says the group was told MREB is working under status quo and to “trust the process.”

 

Original vision for amalgamating

 

Initially, the two immediate past presidents of MREB were tasked to engage in conversations on behalf of MREB about an amalgamation, as per their leadership positions. They provided their consent for amalgamation, along with and based on the unanimous consent of MREB.

“All sides came together and started working on a plan and feasibility, and there was a lot of work done from all ends. MREB has spent a lot of money and staff resources,” Kamal notes.

The original vision of the proposed amalgamation was for MREB and other Ontario boards to be part of one board and one MLS system: Information Technology Systems Ontario (ITSO)’s Matrix. MREB, Oakville, Milton and District Real Estate Board (OMDREB), London and St.Thomas Association of Realtors (LSTAR), Niagara Association of Realtors (NAR) and WRAR all use this system.

Boards from Mississauga to London, Niagara and others in between were to become part of one amalgamated organization with better representation and collaboration among member boards. Members could access all they need to serve clients while not paying too many fees for it.

“The main thing is a member on the street is tired of paying too much for too many boards,” Kamal explains. “Agents are always struggling with the fact that to access one system or one MLS or a particular property, they must pay multiple fees throughout Ontario. With Matrix, a lot of boards were being served from one MLS system. It was very convenient and facilitating — agents can just go into that system and pull up the archives to serve their client better, to get all the information on hand.”

 

MLS system decision extension

 

The initial term of ITSO’s MLS services agreement was three years and ends on December 31, 2024. Any association/board that does not wish to renew the term is required to give ITSO six months’ notice, which would have made the deadline July 1, 2024.

However, ITSO confirmed that many of its member groups expressed a desire for more time to decide to continue with the services or switch to a different provider.

For this reason, in February, ITSO’s board of directors notified all its members that they would extend the deadline for giving notice of non-renewal until September 30, 2024.

Tom Lebour, broker at Royal LePage Real Estate Services Ltd., Brokerage, and past president of MREB and the Toronto Real Estate Board (now the Toronto Regional Real Estate Board), says this extension is a result of the changes taking place. “While MREB was given the amalgamation mandate four months ago by membership, since then the MLS landscape has changed quickly and several boards have switched systems.”

He believes that since ITSO has delayed the deadline for its MLS agreement renewal until September 30 — giving three additional months at status quo — this gives boards at least that much time to reassess, take a better look and decide later.

 

Missing pieces and a changed vision

 

While Kamal feels the vision was well intended and done in good faith, some key pieces seem to be missing. Early on, MREB’s two immediate past presidents sent concerns in a letter and email to MREB, asking things like what the organizational chart would look like, who would be CEO, what would happen to MREB’s membership money and if MREB was vetting all their contracts with a lawyer.

As a MREB member, Kamal has requested the board provide her with summaries or minutes of the meetings from October to date, so she can review them to see what’s changed and how.

The boards that were originally going to amalgamate have changed course, too. Since the start, she says that LSTAR and NAR joined another service provider. OMDREB is also possibly leaving Matrix for another system with 80,000 members in Ontario. “There’s power in numbers,” she notes. “If the strength of membership is with one MLS provider to the tune of 80,000 members, where we’d see most GTA listings, then how does it make sense to create a silo of possibly 8,000 members?”

Although this changing landscape alters the original vision, Kamal acknowledges these decisions were surely made with members’ best interests in mind. She knows the boards are autonomous non-profit organizations serving their membership, and she’s confident they’re listening to their membership and what’s best for them.

Nonetheless, with the original amalgamation plan being multiple boards and a few having since changed their MLS system plans, Cornerstone now comes down to four: MREB, RAHB, WRAR and SDREB.

 

Key concerns

 

Kamal and others wonder if MREB is truly listening to what’s going on in the industry as a whole and to what will be most beneficial for membership since the landscape and technology are changing so rapidly. There are a few key concerns about amalgamating.

For one, the original vision is fragmented because the new group of amalgamated boards is smaller and won’t have the same power and benefits as intended. Plus, some MREB members feel they will end up paying for multiple boards all over again instead of one where everyone would be under the same umbrella.  

“I have personally listed and sold properties in London, and so have colleagues in my office — we go all over the GTA, wherever the client takes us,” Kamal explains.

“Likewise, many in my office work and live in Niagara, and they work here (in Mississauga), Oakville and Milton, too. For them, it’s going to be the same problem. The solution that was created, unfortunately, is not relevant or realistic anymore.” Kamal stresses that this is why information and access to data and archives are extremely important.

She says another main concern is the premise being presented to Mississauga’s membership that with the amalgamation there will be a stronger voice in the industry at large, with the provincial and national assemblies.

“It’s actually the opposite. On their own right now, the boards left in the proposed amalgamation total (a certain number of) votes in the Ontario Real Estate Association (OREA) assembly. When they come together, the formula that allocates votes kicks in differently and cuts down the votes. How are we a stronger voice if we don’t have the same vote count? This was my question at that (May) president’s meeting with the board.”

The way it works with OREA is a member board’s vote allocation is calculated by a formula set out in the OREA bylaw and is based on the number of individual members of the member board.  A newly amalgamated member board’s vote allocation would be based on the total number of individual members of the newly amalgamated member board and calculated according to that formula.

As well, Kamal and others are wondering what happens to MREB’s money once July 1 comes. “More than $2 million of membership money will be folded over to (Cornerstone). How will accessing it be handled if we need to get something done in Mississauga in the coming months to, let’s say, do any advocacy work?”

Lebour echoes this sentiment and is concerned the funds will be much harder to access once they’re within the new organization. “The $2.5 million that will be thrown into the (Cornerstone) pot wasn’t hidden, but it wasn’t pointed out,” he notes.

These concerns were raised repeatedly and Kamal says there’s been no clear answer, “Which means that things are not clear. So why the rush to get into this amalgamation? All over the world, whether it’s real estate or a multinational company, organizations come together. However, they do years and years of feasibility reports, studies and what-if scenarios.

All of this is happening, to my knowledge, from October 2023. Within a span of less than 12 months, how can we fold an organization that has sustained itself for 70 years?”

 

Advocacy and MREB’s role

 

Right now, there’s a mayoral by-election in Mississauga. Kamal explains that during these times, MREB has historically reached out to city council and been engaged in government relations and advocacy efforts. But right now, she says MREB is nowhere to be seen.

“This is one of the most important key events in Mississauga. Everybody’s talking about housing and MREB is the pillar, the stakeholder that represents people directly connected with housing — yet, they’re hugely absent in this, which is a huge red flag.”

Lebour points out that in 2021, a rumour surfaced about implementing a land transfer tax and MREB worked with OREA to stop it. “It never materialized,” he recalls. “Now, I’m not sure Cornerstone will be effective at devoting time to local issues, which is very important.”

Wondering why MREB’s focus has shifted, Kamal emailed the board to ask how it’s positioning itself in terms of mayoral debate, reaching out to candidates — and a potential municipal land transfer tax being implemented, again.

Lebour notes one of the leading Mississauga mayoral candidates in the by-election hinted about revisiting the tax and that MREB has a strong government relations committee for local advocacy work. “Mississauga has historically defended imposing a municipal land transfer tax over the years, and I have been part of that,” Kamal affirms.

The response she received to her email was that the board is too busy hosting events like a golf tournament and receptions. Kamal acknowledges the importance of running well-intended charity events like these but stresses that MREB’s job, first and foremost, is “to protect the interest of the consumer on the street pertaining to housing.”

“We cannot take our eyes off the ball,” she stresses. “If this amalgamation or anything else is detracting from what MREB has actually stood for in the past and should still be standing for, there is something seriously wrong.”

 

Transparency needed with partner boards

 

Kamal points out that other amalgamating boards should know about what’s happening. “Do they understand that MREB’s membership is not on the same page as they were in January and that they’re probably moving towards an amalgamation with potential turbulence? They have a duty of care to their membership, so who’s keeping them in the loop?”

Kamal feels that MREB should be very transparent with their partners and not just the people representing the amalgamation task force. They shouldn’t be led into something that MREB isn’t 100 per cent ready for. “Even if a director is not on the task force, they should know they need to go back to their brokerages and say, ‘We’re heading into an amalgamation where one of the key partners coming in with possibly 2,200 members and resources of more than $2.5 million is probably having second thoughts.’”

 

The SGM request

 

“Every member that I’ve spoken to, every past president that has discussed, exchanged ideas and brainstormed — we are all for collaboration, but not for creating silos of the Mississauga board and others. This is the challenge and why membership has requested MREB to call an SGM,” Kamal states.

In May, past MREB presidents and industry members collected signatures that would go on a letter petitioning MREB for a special general meeting (SGM). An email (obtained by REM), signed by past presidents John Cassan and Michael Mills, reiterates concerns regarding the proposed amalgamation, mentions the petition being signed with the SGM request, asks MREB to “pause the amalgamation and call for a meeting of the membership” and states, “It is foolhardy, risky and downright reckless to proceed with the amalgamation.”

The pair recount a past error when MREB’s MLS system was sold to the Toronto board in the 1980s, despite membership concerns: “This short-sighted decision cost us dearly. It took us almost four decades to recover from this mistake, making our board a successful enterprise and here we are again.” They warn MREB it’s about to make a “terrible mistake which will cost us dearly.”

Following this, on May 28, 10 past presidents of MREB, including Cassan and Mills, signed a letter to MREB that requested it call a members-only SGM within the next 10 days. The letter advised the board to “not be hasty in signing any contracts without satisfying members’ concerns at the proposed SGM.”

While Kamal acknowledges that MREB’s repeated response, “the membership voted yes in January to amalgamate,” is indeed true, at the same time she points out, “The information the membership was provided in January is not completely relevant anymore. It has changed drastically.

The membership, in view of today’s reality, would like to rescind the vote from January 31, have the board put a hard stop on anything (relating) to this proposed amalgamation and genuinely take stock of what’s happening in the real estate industry at large that will benefit our members.”

From there, she points out there’s always time to look into future options.

 

MREB’s response

 

As of the time of writing, MREB had not accepted the SGM request, nor had it responded to the email from Cassan and Mills. However, REM received the following statement from Rita Asadorian, chair of MREB:

“We have respected the clear and decisive mandate from our members. Despite this, a small group of individuals has attempted to disrupt the process. While a petition for a special general meeting was submitted on May 28, 2024, signed by 10 past presidents, it did not meet the 10 per cent member threshold required by the Ontario Not-for-Profit Corporations Act.

Nevertheless, we have been proactive in addressing concerns. The MREB board of directors hosted delegates from our partner boards at a board meeting to discuss and resolve any issues. This session was productive and satisfying for all attendees. 

Similarly, we held a session with our past presidents, providing comprehensive information and addressing their questions. Both meetings concluded with a positive consensus supporting the amalgamation.”

Asadorian points out that MREB understands significant decisions can generate some discontent but that, “We have consistently addressed the same concerns and must now proceed with the mandate provided by our members’ unanimous vote. We remain open to all questions and concerns, which can be directed to me at any time.”

She says that all four associations are “eager to demonstrate the benefits of our united efforts,” confirming that the amalgamation documents have been formally filed with the Ontario government and the process will move forward.