Choosing a condo refurbishment contractor is the decision that most determines whether a common element project finishes on time, on budget and to the standard the board approved. It is also the decision boards are least equipped to make, because the documents they receive are designed to be compared on price, and price is the least reliable indicator of the outcome.

A condominium refurbishment is not a commodity purchase. It happens in an occupied building, touches fire-rated assemblies and accessibility requirements, involves multiple trades in confined spaces, and disrupts residents daily. The contractor who is cheapest on a spreadsheet is frequently not the one who protects the building, communicates with residents, or closes out the deficiencies.

This guide sets out how to structure the process — from defining the scope, through the request for proposals, to the award decision — and what to actually compare. It is written for boards of directors and property managers who have to make a defensible decision and live with the result.

Before You Go to Market: Get the Scope Right

Most failed contractor selections are decided before the process starts, because the board issued an incomplete scope. If the documents do not say what is included, proponents will each interpret the gaps differently — some conservatively, some optimistically — and the resulting prices will not be comparable.

What the scope document must contain

• Scope by element and location — which corridors, which floors, which landings, which amenity rooms, with quantities in linear and square feet
• A finish schedule naming specific products with manufacturer and reference numbers, not “or equivalent” without a stated basis
• Whether existing finishes are to be removed and disposed of, and who owns that cost
• Substrate preparation assumptions and how unknown conditions will be handled
• Lighting and electrical scope — whether fixtures are replaced in existing positions or the layout is redesigned
• Door and hardware scope — refinishing versus replacement, and the requirement to preserve fire ratings
• Accessibility corrections included in the work
• Fire test documentation requirements for all finishes and furnishings
• Phasing requirements — how many zones, and the requirement to maintain egress and access at all times
• Working hours and noise restrictions, including whether after-hours work is expected
• Protection, dust control and cleaning requirements
• Resident communication responsibilities and notice periods
• Closeout requirements — deficiency process, documentation package, warranties, attic stock

A board that cannot produce this document is not ready to tender. The cheapest way to get it is a condition assessment and scope from a design-build partner or consultant, which is usually provided at little or no cost as part of a site visit and estimate. Our guides to corridor refurbishment, lobby refurbishment and amenity refurbishment each set out the scope items specific to that element.

Design-Build, Design-Bid-Build or Negotiated?

There are three broad routes to market, and the right one depends on the project’s complexity and the board’s appetite for managing interfaces.

Route	How it works	Advantages	Risks
Design-bid-build	Board engages a designer, produces documents, tenders construction to general contractors	Competitive pricing; clear separation of design and construction	Board owns the interface between designer and builder; change orders when design and site conditions conflict in an occupied building
Design-build	One party is responsible for both design and construction	Single point of responsibility; faster; surprises in concealed conditions are the contractor’s problem, not a change order negotiation	Requires trust in the partner’s design capability; less price competition unless multiple design-builders are invited
Negotiated	Board selects a contractor early and negotiates scope and price, often with an open-book approach	Early contractor involvement on buildability and sequencing; good for complex phased work	Requires confidence in the contractor’s pricing transparency

For occupied-building common area refurbishment, the practical argument for design-build is the concealed-conditions problem. Until corridor carpet is lifted nobody knows what the substrate looks like. Under design-bid-build that discovery becomes a change order negotiation with a board that has no leverage. Under design-build, the party who owns the design also owns the consequence of being wrong about it. Our comparison of design versus design-build sets out the trade-offs in more detail.

Whichever route is chosen, the board should invite a small number of parties — usually three — and give each the identical scope document. Inviting six proponents does not produce better prices; it produces more incomplete submissions and frustrated contractors.

What to Ask For in the Proposal

A proposal that only states a price is not a proposal. The submission requirements below are what allow a board to make a real comparison.

Scope and inclusions

• A written scope organised by element and location, with quantities
• An explicit list of inclusions and exclusions, with no unexplained gaps
• Identification of any assumed or provisional items, and how they will be priced if conditions differ
• Confirmation of whether HST is included and shown separately
• The contingency treatment — whether it is held by the board or inside the contract price

Schedule and logistics

• A staged schedule showing zone sequence, notice periods and expected duration per zone
• The proposed working hours and how they respect the building’s noise rules
• A protection plan for existing finishes, the elevator and the concierge work area
• A dust control plan, including negative air and hoarding approach
• A plan for maintaining fire separation, egress and accessible routes at all times

Compliance and credentials

• Certificate of insurance showing commercial general liability limits and confirmation of WSIB coverage or an independent operator status
• WSIB clearance certificate in good standing
• Health and safety policy, and evidence of a site-specific safety plan
• Confirmation of the ability to supply fire test documentation for specified finishes and furnishings
• Licensing or qualification for any regulated work, including elevator-related scopes
• Where relevant, trade qualifications and lead-hand experience on occupied-building work

Experience and references

• A list of comparable condominium projects — buildings of similar size, type and occupancy, not retail or office fit-outs
• References a board can actually contact, with permission
• Named project manager and site supervisor, and their relevant experience
• Whether the firm self-performs any trades or subcontracts everything

Commercial terms

• Payment schedule tied to progress milestones, not to time elapsed
• Holdback treatment and the applicable lien period
• Warranty terms — duration, what is covered, and how claims are handled
• Change order process, including how pricing for extra work is established
• Deficiency process and the closeout documentation to be provided

Our article on questions to ask before placing a deposit is a useful shortlist for the meeting stage, and our guide to project execution shows what a well-run closeout should deliver.

How to Compare Proposals Properly

The mistake boards make is comparing totals. The table below is the comparison that actually predicts the outcome.

Comparison dimension	What to look for	Warning sign
Scope completeness	Every element and location addressed, inclusions and exclusions explicit	Vague scope, “as discussed”, or major items absent
Exclusions	Listed openly, with the cost of adding them available on request	Exclusions buried in fine print or omitted entirely
HST treatment	Stated clearly as included or excluded	Unclear, making comparison impossible
Contingency and provisional sums	Stated separately with a clear draw mechanism	Large provisional sums used to keep the headline price low
Schedule	Phased by zone with realistic durations and notice periods	A very short programme that ignores phasing or cure times
Protection and dust control	A specific written approach with equipment named	A single line saying protection will be provided
Resident communication	Defined responsibilities, notice periods and a single point of contact	Left entirely to building staff
Compliance documentation	Confirmed ability to supply fire test certificates and accessibility compliance	Uncertainty about documentation
Insurance and WSIB	Certificate provided with the proposal and verified as current	Provided “on request” or only at contract stage
References	Comparable condominium projects with contactable references	Only non-condominium or overseas references
Warranty and closeout	Specific terms, dated deficiency process, documentation package listed	A generic one-year warranty with no process
Team continuity	Named project manager and supervisor who will actually run the job	Senior names at the pitch, unfamiliar crew on site

Normalise before you compare

If two proposals exclude different things, their totals are meaningless until normalised. The practical method is to build a comparison grid with every item in the scope document as a row and each proponent as a column, marking included, excluded or unclear, and requesting a price for anything excluded. Only then does a total mean something.

On price

Assess a materially low price by asking what is absent. Usually it is one of: contingency, protection, supervision, after-hours allowance, documentation, or the accessories and attic stock that make a finish last. A board that awards on the lowest number and then pays for the missing items through change orders has not saved money — it has simply moved the decision to a point where it has less leverage.

Red Flags

• A large deposit request before any work. Deposits should be modest and tied to mobilisation, with payment thereafter against progress.
• No certificate of insurance or WSIB clearance readily available. This is non-negotiable in an occupied building.
• Pressure to sign quickly or a price that expires in days. Legitimate firms allow a board’s decision cycle.
• Unwillingness to itemise or explain exclusions. If a proponent resists transparency at proposal stage, expect the same during a change order.
• No comparable condominium references. Occupied-building work is a distinct skill from empty-building construction.
• Vague answers on dust control, fire separation or resident communication. These are the questions that reveal real experience.
• Cash or off-invoice payment requests. A governance and insurance problem for the corporation.
• A schedule with no phasing detail. In a residential building, phasing is not optional.
• Substituting specified products without documentation. Particularly serious where fire-rated finishes are involved.
• Reluctance to provide a written deficiency process. How a firm handles the last 2% predicts how it handled the first 98%.

The Award Decision and the Contract

Weighting the criteria

A defensible award uses weighted criteria rather than a single number. A typical weighting for a condominium refurbishment:

Criterion	Indicative weight	Why it matters
Scope completeness and clarity	25%	Determines whether the price is real
Price, normalised for inclusions	25%	Matters, but only once comparable
Relevant condominium experience and references	20%	Occupied-building work is a distinct skill
Approach to protection, dust, fire separation and residents	15%	Determines whether the building and residents are protected
Schedule realism and phasing plan	10%	Determines whether the project is tolerable
Compliance, insurance and documentation	5%	Threshold requirement, verified for all shortlisted proponents

Weights should be set before proposals are opened and recorded in the minutes. This is what makes the decision defensible to owners and protects directors.

What the contract must cover

• The scope of work and the finish schedule, attached as schedules to the agreement
• The accepted price, with HST treatment and the payment schedule stated
• The staged schedule, phasing requirements and notice periods
• Protection, dust control, cleaning and working hours obligations
• The requirement to maintain fire separation, egress and accessible routes at all times
• The change order process and how extra work is priced
• Insurance, WSIB and health and safety obligations, with certificates attached
• The deficiency process, closeout documentation and attic stock requirements
• Warranty terms and the holdback and lien period provisions
• Dispute resolution

Boards should have the contract reviewed by the corporation’s legal counsel before signing, and should confirm that the value does not trigger any requirement for owner approval under the corporation’s governing documents and the Condominium Act, 1998.

Recording the decision

Minute the process: the criteria and weightings, the proposals received, the normalised comparison, the references contacted and what they said, and the reasons for selecting the successful proponent. This record protects the board and makes the decision transparent to owners. Our guide to reserve fund refurbishment covers the governance and disclosure side of funding the project.

Working With Your Condo Refurbishment Contractor

Selection is the beginning of the relationship, not the end of the board’s involvement. The practices below correlate strongly with projects that finish well.

• Single point of contact. One person on the board or management liaises with the contractor. Multiple board members giving direction on site is the most common cause of confusion and extra cost.
• Regular site meetings. A short weekly walk-through with written minutes catches problems while they are cheap to fix.
• Written change orders only. No verbal instructions, no informal extras. Every change documented with cost and schedule impact before work proceeds.
• Protect the contingency. Do not treat it as spare budget. Spend it on genuine concealed conditions.
• Keep residents informed. Weekly updates during construction, honest notice when something slips. Our article on surviving the disruption of a condo renovation covers this in detail.
• Document as you go. Photograph concealed conditions before they are covered, keep the finish schedule current, and collect fire test documentation as products are installed rather than chasing it at the end.
• Hold the deficiency process. A written, dated deficiency list and a re-inspection before final payment. Our guide to the refurbishment timeline covers the closeout stage.
• Collect attic stock and documentation. Labelled spare finishes, warranties, product data and test certificates. Then update the reserve fund study.

A board that runs the project this way will usually find that the contractor relationship strengthens rather than deteriorates, because problems are surfaced early and resolved against an agreed process. And a board that does this once will find the next project significantly easier. You can see how these disciplines play out in the 50 Lynn Williams and 160 Woodbridge projects, or browse the full project portfolio and our testimonials.

Frequently Asked Questions

How do condo boards choose a refurbishment contractor?

Start by producing a complete scope document so every proponent prices the same work. Invite around three parties, require inclusions and exclusions to be listed explicitly, verify insurance and WSIB coverage, contact condominium references, and assess the approach to protection, dust control, fire separation and resident communication as well as price. Award against weighted criteria set before proposals are opened, and normalise prices for differing inclusions before comparing totals.

What should a condo refurbishment RFP include?

The scope organised by element and location with quantities, a finish schedule naming specific products, the treatment of removal and disposal, substrate assumptions, lighting and electrical scope, door and hardware scope, accessibility corrections, fire test documentation requirements, phasing requirements, working hours, protection and dust control, resident communication responsibilities, and closeout requirements including the documentation package, warranties and attic stock. Submission requirements should also cover insurance, WSIB, health and safety, references and commercial terms.

Is the lowest bid the best choice for a condo refurbishment?

Rarely. A materially low price usually indicates that something is absent — contingency, protection, site supervision, after-hours allowance, compliance documentation, or attic stock. Because proposals frequently exclude different items, totals are not comparable until they are normalised against the scope document. A board that awards on the lowest number and then pays for omitted items through change orders has not saved money; it has moved the decision to a point where it has less leverage.

What insurance and coverage should a condo contractor have?

A contractor working in an occupied condominium should provide a current certificate of insurance showing commercial general liability coverage, and evidence of WSIB coverage or independent operator status, including a WSIB clearance certificate in good standing. They should also have a health and safety policy and provide a site-specific safety plan. These should be verified before award rather than promised at contract stage, and certificates should be attached to the agreement.

What is the difference between design-build and design-bid-build for condos?

In design-bid-build the board engages a designer, produces documents, and then tenders construction separately, which means the board owns the interface between designer and builder. In design-build one party is responsible for both design and construction. For occupied-building common area refurbishment, design-build is often preferable because concealed conditions — such as the state of a substrate under existing flooring — are unknown until work begins, and under design-build the party who owns the design also owns the consequence of being wrong about it, rather than converting every discovery into a change order negotiation.

What contract terms should a condo board insist on?

The scope and finish schedule attached as schedules, the price with HST treatment and payment schedule, the staged schedule with phasing and notice periods, protection and dust control obligations, the requirement to maintain fire separation, egress and accessible routes at all times, the change order process, insurance and WSIB obligations with certificates attached, the deficiency and closeout process, warranty terms, holdback and lien period provisions, and dispute resolution. Legal counsel should review the agreement before signing.

How many contractor quotes should a condo board get?

Three is usually the right number. It provides a genuine price comparison without creating an administrative burden or producing incomplete submissions. Inviting substantially more proponents tends not to produce better prices, because contractors invest less effort in a tender they are unlikely to win, and the board then has to compare several incomplete proposals. What matters far more than the number is that every proponent receives the identical, complete scope document.