Six priority actions for a successful OACIQ

Here is an overview of the actions that have helped improve the public protection mission of the Organisme d'autoréglementation du courtage immobilier du Québec and allowed us to build on a culture of accountability, integrity, competence, collaboration, and leadership. The result is a strong, credible, and competent OACIQ that you see today.

Ensuring our employees' well-being

Implementing a physical and mental health awareness program, including creating a gym and lounge area in the workplace
Deploying volunteer and social activities to embody and develop organizational values
Optimizing the attraction and retention process through a dynamic approach
Strengthening the knowledge transfer program
Improving the employer brand and enhancing the overall offer to employees
Promoting awareness of accepting differences
Recognizing the central role of employees in building their own well-being
Developing training activities on current topics such as innovation, change management, and collaboration
Rolling out the “Leaders' Path” training program for managers
Shaping organizational values through employee participation

Modernizing the OACIQ

Optimizing management tools

Implementing dashboards, governance rules and risk management mechanisms
Adopting solid strategic plans and a business continuity and recovery plan
Upgrading technology, especially by introducing Courtier 360 and automating certain processes
Rolling out digital exams

Adopting an innovative and forward-looking approach

Incorporating artificial intelligence into processes as an additional tool that enhances human skills
Supporting employees in this exciting transition through training and experimentation
Modernizing the information centre Info OACIQ through an educational approach
Establishing a structured monitoring system for emerging practices in various fields relevant to the OACIQ
Undertaking to achieve carbon neutrality

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

Holding consultative meetings and discussions with licensees, consumers, teachers, students, and stakeholders
Organization focused on ongoing learning and adapting to evolving 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
Increasing disciplinary and penal sanctions and adding a probity criterion for becoming a real estate broker
Introducing the obligation for real estate brokers to inform their clients of the protections offered by the Real Estate Brokerage Act and by the OACIQ
Enhancing continuing education for real estate brokers through a practice-based approach and workshops
Helping improve basic training and support for educational institutions and trainers
Implementing administrative monetary penalties
Prohibiting dual representation

Better inform

Developing practical communication tools to support consumers in their real estate transactions
Publishing real estate brokers' records online via the Register of licence holders
Achieving a 429% visibility increase in 8 years, from 5.1% in 2017 to 27% in 2025
Stepping up communications activities and creating public events
Managing media proactively
Introducing the Real Estate Literacy Month
Publishing decisions made by statutory committees
Revamping the OACIQ website, including adding a powerful search engine
Launching and developing Élise, the Info OACIQ virtual agent

Ensuring financial strength

Net assets grew from $4.5 million to $28.6 million over nine years.
Establishing a fund dedicated to sustainability and special projects
Reducing expenses through greater operational efficiency and ongoing improvement
Achieving operational gains that allow investment in high value-added tools and initiatives for public protection
Adopting responsible and sustainable investment policies
Upgrading accounting systems

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