Six priority actions for a successful OACIQ

Ensuring our employees' well-being

• Implementing a physical and mental health awareness program and creating a gym at the workplace
• Organizing activities to immerse ourselves in the organizational values and improve them
• Improving the attraction and retention process through a dynamic approach
• Strengthening the knowledge transfer program
• Improving the overall offer to employees and the employer brand
• Promoting consideration and awareness building about the acceptance of differences
• Reinforcing the important role played by employees in their own happiness

Modernizing the OACIQ

Optimizing management tools

• Implementing dashboards, governance and risk management rules
• Adopting a solid strategic plan and a business continuity and recovery plan
• Upgrading technology, especially by introducing Courtier 360 and automating processes

Adopting an innovative and forward-looking approach

• Introducing artificial intelligence
• Assisting our 200 employees in this exciting shift

Strengthening licensees’ oversight

• Developing new compliance and inspection programs
• Implementing a new process for handling files and investigations
• Rolling out 10 guidelines that specify the regulator's expectations
• Providing annual training to members of the statutory committees and the board of directors
• Developing a variety of tools (guides, tutorials, podcasts, etc.) for real estate brokers and agency executive officers

Regulator of proximity

• Meeting with brokers and agency executive officers (forums and various meetings)
• Acting as an agile and proactive organization that adapts to changing needs

Providing better protection for the public

• Increasing the indemnity threshold to $100,000 per claim and fines from $35,000 to $50,000 to create an even greater deterrent effect

• Introducing the obligation for brokers to inform their clients of the role of the OACIQ and the protections offered by the Real Estate Brokerage Act

• Improving training courses for real estate brokers working in the residential and commercial real estate fields

• Helping improve basic training in collaboration with educational institutions and trainers

• Prohibiting double representation

Providing better information

• Developing useful communication tools to support consumers in their real estate transactions
• Publishing brokers' records via the Register of licence holders on the web
• Achieving a 250% recognition increase in 6 years, from 5.1% in 2017 to 18% in 2023
• Boosting communications activities and creating public events
• Managing media proactively
• Organizing public exchange forums

Strengthening the financial health of the Organization to ensure its sustainability and its public protection mission

• Increasing the reserve fund from $4.5 M to over $32 M in 7 years
• Reducing expenses through greater operational efficiency and ongoing improvement