JANUARY 2020 | $3.50 BUSINESSINEDMONTON.COM
VALUES THAT FIT LIKE A GLOVE
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BOB DALE GLOVE’S VALUES FORM THE FOUNDATION, CORE, PAST AND FUTURE OF THIS EXTRAORDINARY COMPANY
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STORY TITLE // SECTION
Supporting the visions of entrepreneurs one story at a time. Volume 8 | Number 1
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It’s New Year’s Resolution Time—For You and Your City By Terry O’Flynn
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CONTENTS COVER FEATURE
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Values That Fit Like a Glove Bob Dale Glove’s values form the foundation, core, past and future of this extraordinary company By Nerissa McNaughton
ON OUR COVER: ABOVE: DENIS DALE, PRESIDENT AND BRAD DALE, VICE PRESIDENT OF BOB DALE GLOVES (BDG®). PHOTO SOURCE: EPIC PHOTOGRAPHY INC.
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JANUARY 2020 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM
Policy Changes Can Boost Technology Adoption By David MacLean
E dmonton Chamber of Commerce
TOGETHER WE BUILD SUCCESS. We are Alberta’s heavy industrial construction leaders. We look beyond your immediate needs to see the bigger picture, provide solutions, and ensure that we exceed your expectations. We work with our clients to understand their goals, overcome challenges, and earn their trust. We are PCL Construction.
Watch us build at PCL.com
STORY TITLE // SECTION
Supporting the visions of entrepreneurs one story at a time. Volume 8 | Number 1
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THIS MONTH’S FEATURES
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CONTENTS COMPANY PROFILES
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The Right Way to Plan Your Succession By Laura Bohnert
lberta Independent Schools: A Serving Students, Parents and Communities With Directory
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o Work-Life Boundaries D Exist in the Digital Age? By Jamelie Bachaalani
1ST RND
Celebrates 5 Years
Ayre & Oxford Inc. Celebrates 25 Years
C apital Region Housing Celebrates 50 Years
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Family First or Company First?
JANUARY 2020 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM
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JANUARY 2020 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM
IT’S NEW YEAR’S RESOLUTION TIME—FOR YOU AND YOUR CITY // TERRY O’FLYNN
It’s New Year’s Resolution Time—For You and Your City BY TERRY O’FLYNN, CHAIRMAN, ALBERTA ENTERPRISE GROUP
I
t’s a new year, and that means another new resolution— but you aren’t the only one trying to quit that stubborn cookie habit to shave off those holiday pounds; the entire city—and province—is hitting the treadmill hard to quit that stubborn spending habit that has led to an ever growing budget deficit. For individuals, families and businesses, it’s a new year but same old budget grind. For city council, welcome to the diet! It’s easy to slip back into old habits—and to place the blame anywhere you can when you do. It takes a lot of work and dedication to keep trudging on towards those goals, especially when it isn’t convenient. The same goes for the budget. A lot of sacrifices simply must be made, and some don’t seem very reasonable, especially depending on the perspective you are looking at them from. The view from the boardroom is different from the council chambers. The view from the kitchen table is different from the boardroom. But, ultimately, spending is spending and when one spends more than one makes, it’s a problem you are eventually forced to deal with. The truth is, it doesn’t come down to any one entity to take on the burden of this year’s resolution. Everyone is feeling the impact; and some have been feeling the pinch for quite a long time – for five or more years. Living with a reduced budget means funding and services are cut across the board, and while this may seem to impact certain demographics more heavily than others, Edmonton’s economy is structured around balance. Any impact that is felt carries throughout each economic sector and affects all stakeholders. The recent cuts mean the city is ready, willing and able to share the burden of a reduced budget as well as helping us all work towards a resolution. All stakeholders must start working hard together to make the changes that will help
BUSINESSES AND INDIVIDUALS HAVE BEEN LIVING ON A TIGHT BUDGET FOR YEARS, SO WE KNOW THAT WITH SOME BELT-TIGHTENING, IT CAN BE DONE. AS A DEMOCRATIC PROVINCE, WE ALL MADE THE COLLECTIVE CHOICE TO PRIORITIZE OUR BUDGET AND IT’S A DECISION THAT IS BETTER LATE THAN NEVER. everyone reach their cumulative goal—and each sector should support each other through the changes that are causing impacts across the board. Change doesn’t happen overnight; all the stakeholders need to be looking in the mirror before they open the floodgates of criticism regarding how other entities are doing when it comes to budgetary spending or prioritization. Businesses and individuals have been living on a tight budget for years, so we know that with some belt-tightening, it can be done. As a democratic province, we all made the collective choice to prioritize our budget and it’s a decision that is better late than never. Confidence among all the stakeholders must be positive as it is easier to exercise in a positive mind frame then one based in reluctance and misery. Let’s be supportive rather than critical as we all work hard to reach our budget goals.
BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // JANUARY 2020
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POLICY CHANGES CAN BOOST TECHNOLOGY ADOPTION // DAVID MACLEAN
Policy Changes Can Boost Technology Adoption BY DAVID MACLEAN
E
dmonton is home to many dynamic manufacturing businesses who are on the forefront of digitization and technology adoption. These companies are benefiting from lower costs, greater efficiencies, and increased capacity to deliver innovative and, in some cases, more customizable products. As a result, many are seeing rapid growth in their business. Indeed, a growing number of Canadian manufacturers are embracing Industry 4.0 (the digitization of manufacturing) and are investing in digitization and advanced technologies. However, advanced technology adoption is still more the exception than the rule. More than half of Canadian manufacturers are not investing in advanced technologies today and close to half have no immediate plans to do so. Real spending on machinery, equipment and intellectual property products in Canadian manufacturing was about 21 per cent lower in 2017 than it was in 2005, and investment levels have not grown at all since 2010. Canadian (and Albertan) manufacturers lag behind their international counterparts when it comes to investing in new machinery, equipment and technologies. Data from the OECD suggest that we’re close to the bottom of advanced economies in terms of capital investment growth over the last five years. Canadian gross fixed capital formation (GFCF) has risen by 6.0 per cent over the last five years. That’s well below the Organization for Economic Co-Operation and Development (OECD) average of 24.6 per cent. The U.S. growth rate was 26 per cent. The EU’s was 30 per cent. In countries like Ireland and Iceland, GFCF has more than doubled in the last five years.
This must change because we know that, like yeast in bread, technology adoption drives growth. A recent study by Canadian Manufacturers & Exporters (CME) lays out three key obstacles that need to be overcome to reverse these trends. First, Canadian companies lack information and testing opportunities for new equipment and technologies. Second, new technologies are too expensive and the return on investment is uncertain for inherently risk-averse Canadian manufacturers. Third, businesses lack the skilled workers needed to take full advantage of the opportunities presented by digitization and automation. Overcoming these challenges won’t be easy, but CME has laid out some recommendations that will help. The federal and provincial governments, in conjunction with institutions like NAIT and University of Alberta, can facilitate testing and demonstration hubs that give manufacturers the opportunity to learn about and test new and emerging technologies. The feds should also introduce a shared 20 per cent investment tax credit on the purchase of new technology. This can be accomplished partially by extending the 10 per cent credit currently only available only to Atlantic Canadian manufacturers to the rest of the country. Finally, the well-used Canada Job Grant should be expanded and made permanent. Canadians are great manufacturers but, if we want to see future growth, we need to embrace Industry 4.0. In 2020, let’s design a national strategy that will unleash Canada’s potential.
CANADIAN MANUFACTURERS & EXPORTERS (CME) IS THE VOICE OF CANADIAN MANUFACTURING. CME REPRESENTS MORE THAN 2,500 COMPANIES WHO ACCOUNT FOR AN ESTIMATED 82 PER CENT OF MANUFACTURING OUTPUT AND 90 PER CENT OF CANADA’S EXPORTS.
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JANUARY 2020 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM
LIFTBOSS
WHISPERING CEDARS RANCH
L
iftboss Inc. was established in May 2006 by four partners John and Andre Gagnon, Dale Ryan Greir, a full-time powerline technician in Calgary, and wife Beatty and Marc Tougas to be a oneAlta., stop shop Janna, a registered nurse in Chestermere, enjoyneeds. raising their flock of 250 dealership for all material handling Having Rideau Arcott ewesindustry in their spare time. the four partners, worked in the before, pooled all there resources, previous experience Ryan’s passion fordesigned farming developed a young agemodel while heto worked together and a newatbusiness fill the that industry needed. alongmuch side hisneeded great uncleniche Howard withthe horses and cattle. In 2012 they Liftboss is an Alberta owned operated establishedInc. Whispering Cedars Ranch just 10and minutes east of Strathmore. dealership, offering new and used equipment sales, aThe total department, forklift rentals, of forklift ranchparts is a tribute to the memory and dedication Howard who training, and to perform instilled his trained love for the landcertified and animalsmechanics in Ryan. repairs in shop and service vehicles to handle on site repairs. Liftboss it’s lamb self and on quick Ryan and Janna’s goalInc. is to prides raise Alberta provide response the industry time to customer’s breakdowns. with healthy and proven purebred replacement breeding stock. They are also excited to be involving their one-year-old son Finnegan.
adding JCB construction equipment in 2017 has been a great addition, and has made Liftboss Inc. even more They are of the Alberta Lambindustry Producersin and work closely with visible inmembers the heavy equipment Alberta. the University of Calgary, as wellhandling as other They will always stay GenOvis, true toFarmWorks, their material organizations to better sheep industry in Canada. roots, but having anthe established and well respected construction line has solidified the fact that Liftboss Ryan found being ato powerline technician Inc. ishas here formany the similarities long haulbetween and ready compete. and rancher.
Whether you are looking for a new machine, a rental, service parts on an existing unit, or simply want “It comesordown to planning ahead and completing a task that can be a very second option on something, give them a call and that dangerous, sometimes during a major storm or other elements they be happy point says youRyan. in the rightcan direction. makeswill it difficult to stayto focused,” “Farming be very similar, As a group, Liftboss Inc. do what do based from the dangers of running various piecesthey of equipment to making on fourerrors coreinvalues: do whatcalculations you say you will in a an critical feed or medication that could cause timely manner; be open and honest; do whatever it animal to die.” takes; and service the customer above all else. As each grows, each is held Jannadepartment naturally has compassion for theteam welfaremember of people and animals. accountable to those principles, theiroffocus She has always had lot of interest in the health the flock. She uses her isnursing to beknowledge a qualityascompany well as advicethat frompeople the veterinarian to develop are proud work for for.prevention and treatment of ailments in sheep flock health to protocols
Customer service was the reason the company was born, and has captured an impressive share “We put the health and safety of our animals at the forefront,” says Ryan. of business for Liftboss. In the past 3 years, the downturn in thetoAlberta has small definitely The couple decided raise sheepeconomy because of their size and gentle affected the sales activity, but comparatively or lambs. nature. Specifically, they raise Rideau Arcotts, which were developed at the service and Centre parts inbusiness has in the 1980s. Arcott used the Animal Research Ottawa (Arcott) noticed substantial growth. The Ryan and Janna are excited to expand their sheep farm and involve several breeds to develop the line which have improved maternal sales team builds portfolios for their family. characteristics. Certain breeds used in the development include Finnish each client’s service Landrace, Suffolk,needs Dorset, and Shropshire and East Friesen. preferences; this way, they can have “Janna and I would not be successful with sheep if it weren’t for our aThe conversation with a client instead Introducing of construction equipment. extremely helpful and supportive family,” says Ryan. “Even though our improved characteristics include high prolificacy, excellent the future of simplyability, walking them the family isn’t in agriculture, they have been quick mothering increased milkaround production, extended lambing season The new JCB Hydradig is the world’s first wheeled excavator and to support us and eager showroom. Their clients appreciate to learn what we do. They are always coming to visit and help out.” and the ability to breed out of season. They also excel in crossbreeding tool carrier designed for purpose and built without compromise. the attention and reward them with programs with terminal sire breeds which emphasize meat production. Travel to—and around—work sites faster than ever, maneuver into repeat business and referrals.
With limited chore time and a young child, the family needed to find a tight spaces with greater apply theofright attachments singleand versatile piece equipment that would take care of all their As their ewes average 250 to 300 per cent lambing, Ryan and Janna love safety, Material handling and forklifts werewhere and continue to be they’re needed. needs. From moving large bales of feed and bedding, building much this truly Canadian breed. a huge part of what Liftboss Inc. has grown from, but accessing pens and clearing snow in the winter, Contact Liftboss JCB for needed more infrastructure, information. their search soon lead to the choice of a compact track loader. With One of the biggest challenges for Ryan and Janna is marketing their sheep. research, JCB stood out as the obvious choice. JCB’s wide tracks, excellent cab visibility and side-entry cab have made their lives much “Everyone has tried lamb once, more often than not, this has been a bad easier, more comfortable and most importantly, safer. experience,” says Ryan. “Sometimes it can be difficult to convince them that our lamb is delicious.” “The staff at Lift Boss, Calgary have been there whenever we need them; answering our questions, providing maintenance and repairs as needed Ryan and Janna have tried different avenues such as direct marketing, and encouraging us as young entrepreneurs,” says Ryan. private buyers and auctions.
EDMONTON BRANCH 7912 Yellowhead Trail Edmonton, AB (780) 474-9900
CALGARY BRANCH 8010 40 Street SE Calgary, AB (403) 301-0041
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A Head Start for Big Dreams “We want people to dream big and imagine the possibilities that come with zero mortgage payments on a half-milliondollar building. It’s the opportunity of a lifetime.” These are the words of Julie and Shane Kissel. The Kissel’s business, AgZone, opened 11 years ago and has been a great success for the pair; so much so, that they outgrew their location. So, they decided to move to a larger facility and give away their original space. “This opportunity is our way of paying the dream forward because we couldn’t have achieved our success without the support of our incredible community. The Village of Glendon can’t wait to receive and support Canada’s next big dreamer.” The contest winner receives, for the price of $1 and a $250 application fee, AgZone’s original commercial space of 9,000 square feet and 1.5 acres of land. Contestants were encouraged to submit their business ideas for the shot at walking away with this incredible mortgage-free prize. The Village of Glendon will be sponsoring their portion of the winner’s municipal taxes for the first year. Imagination has been the focus of the competition campaign all along, and it’s also what got the Kissels’ business off the ground in the first place. “With owning and operating our business in Glendon for nearly 12 years, what I have come to realize is that it is not only possible to own a successful business in a small community, but it can also thrive. All it takes is a little ingenuity, elbow grease, and supporting the community.” It’s not just about Glendon being a great spot to open shop, either. It’s also practical. “Owning a business in Glendon makes it easier on the pocketbook due to lower overhead costs, which can really make a big difference for startups,” Julie explains. “Not to mention, we have amazing locals that are ready and willing
to support businesses in town, especially the ones that make an effort to address the needs of the community. Due to all those factors, we have been able to find our own success in business, and really couldn’t have done it without Glendon.” Small businesses make up the majority of businesses (and therefore job providers) in Alberta. The Kissels were able to take their love and experience of farming and convert it into a local farm equipment and forage operation, which has had a huge impact on the community – and the Kissels. Now the Kissels want another entrepreneur to experience small business success too. ABOVE: AGZONE’S ORIGINAL BUILDING IS SET TO MAKE SOMEONE’S DREAM COME TRUE. BELOW: PAYING IT FORWARD: THE KISSELS HELP AN ENTREPRENEUR GET A MASSIVE HEAD START.
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Why did they basically give their space away for free? “Why not?” Julie exclaims. “If we can give a business an amazing boost or head start, why wouldn’t we? So many people have great business ideas but are financially challenged, making growth nearly impossible. Hopefully this will inspire individuals to pursue their business aspirations. I simply saw it as a wonderful way to pay it forward!” You can follow the competition and its results by going to www.dreambigcanada.ca or finding them on Facebook at Dream Big Canada. The deadline for the entries was December 31, 2019. The list of 25 finalists will be released online, just before they narrow it down to the top 5. Dream Big Canada will reveal the winning candidate live on Facebook.
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Token Naturals: Building with Growth in Mind “We have felt the unparalleled support of the Edmonton and Alberta communities and institutions as we’ve grown a new company,” says Carla Mitchell, director of communications, Token Naturals. “We are enthusiastic to speak about what’s possible when local supports those seeking national growth.” Not familiar with Token Naturals? Well, you will be. Token Naturals Ltd. has announced that it has executed a longterm lease on a commercial space in Edmonton, Alberta. The building, located on a 60,000 square foot lot in an industrial area of central Edmonton, will be the base of operations for the privately-owned Canadian cannabis company. With a major development permit from the City of Edmonton also acquired and a building permit application submitted, Token Naturals will begin retrofitting an 8,300 square foot facility for cannabis extraction and refinement; and 8,300 square feet is only the starting point. With growth being the goal, the company chose a location that will allow for growth without having to uproot. The first phase of the facility is anticipated to be able to process 65,000 kg of flower into extracted products per year. Keenan Pascal, chief executive officer and co-founder, is labeled as a serial entrepreneur and founded Token Naturals after completing his MBA. Prior to cannabis, Pascal spent more than eight years gaining financial and consulting experience at major banks, while participating in numerous entrepreneurial endeavours that ranged from construction and property management to social experiences. Well- rounded by experience and education, Pascal’s MBA from UBC Sauder School of Business is in consulting and strategic management, and his Bachelor of Commerce degree is from the University of Alberta. He is clearly prepared for the task of running a company with the massive potential of Token Naturals. As a late-stage licensed producer applicant with Health Canada, Token has cleared the intake and screening stage, and has permission to build its production facility as the
next step towards licensing. With design and build teams secured, the intent is to complete the facility in April 2020. Upon facility inspection and approval to process cannabis products from Health Canada, Token expects to produce extracted products for licensed businesses and recreational consumers. The company will also offer tolling services and contract manufacturing. Token anticipates being licensed for processing imminently following the completion of the building, and being licensed for sales by June 2020. Token Naturals has tapped Edmonton-based firm Next Architecture and trusted construction services company Delnor Construction Ltd. as partners to construct the facility. Precision Engineering Inc. has been engaged for process engineering work. This facility will be the most centrally located cannabis processing facility in Edmonton, placed intentionally in an industrial area away from residential neighbourhoods. The facility will feature self-contained manufacturing systems and no cultivation will take place on site, removing the risk of odour emissions. “Signing this lease with a committed ownership group as partners is an exciting step forward for Token and moves us closer to our goal of producing innovative cannabis products in the legal derivatives market,” explains Pascal. “We’re ready to build a state-of-the-art facility to produce a variety of extracted products that enhance experiences and wellbeing.”
ABOVE: KEENAN PASCAL AND HIS TEAM GET SET TO RAMP UP BUSINESS AT TOKEN NATURALS.
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JANUARY 2020 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM
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FAMILY FIRST OR COMPANY FIRST? // FINANCIAL PLANNING
FAMILY FIRST OR COMPANY FIRST? THE RIGHT WAY TO PLAN YOUR SUCCESSION BY LAURA BOHNERT
A
ny business owner knows that estate planning and succession planning are important means of protecting both your company and your family— but what happens when choosing to protect one creates impediments for the other? For instance, when fairly dividing your estate amongst your family means putting the company at risk? Is there a correct way to reconcile this conflict of interests?
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JANUARY 2020 // BUSINESS IN EDMONTON // BUSINESSINEDMONTON.COM
A toast to a man who opened a law firm when toasting was illegal.
What better time to open a law firm? When James Ogilvie first opened the doors to Ogilvie LLP in 1920, he knew that the success of his law firm was reliant on the success of his clients and his community—so he set out to serve both. For the next 100 years, our office has carried on Mr. Ogilvie’s legacy, proudly serving our clients with integrity and enthusiastically supporting educational programs, sports and the arts in our community. Thank you for a remarkable first 100 years, Edmonton.
CORPORATE COMMERCIAL REAL ESTATE LITIGATION & DISPUTE RESOLUTION INSOLVENCY & RESTRUCTURING WILLS, ESTATES & TRUSTS ADMINISTRATIVE | OGILVIELAW.COM
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11/29/19 3:31 PM
Our company is a family consulting firm that has been aligning companies with well-fitted group benefits plans for over 30 years. Unlike other firms, we are dedicated to remaining a hands-on operation with service that is comprehensive and personal. We work closely with you and your staff to ensure that any mystery and confusion surrounding group benefits is dispelled. We have forged solid and amicable relationships with all insurance companies. We know their policies inside and out, tweaking and tailoring them to fit your company’s needs. Beyond the technical, we think you will really like working with us! We love what we do, so much so that we take care of each plan, each contingency, each phone call, personally. You won’t be passed off, asked for your account number or have to dial an extension. We are at your service and always ready to help.
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www.chsbenefitsconsulting.com BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // JANUARY 2020
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FAMILY FIRST OR COMPANY FIRST? // FINANCIAL PLANNING
“Estate planning,” explains Paula R. Hoffman, associate, de Villars Jones LLP Barristers and Solicitors, “is the process of determining who to leave your assets to and when, during your lifetime or after your death. When you are a business owner, your estate plan should address what happens to your business.” That means balancing what is best for the future of the company with the ambitions of your primary successors: your children. “Let’s look at this common scenario,” continues Hoffman. “Bill owns ABC Company Ltd., a profitable business. Bill’s wife is deceased. Bill has three children: Suzie, Zack, and Caroline. Suzie works with Bill in the business, Zack is a schoolteacher, and Caroline is an executive in an unrelated company. Bill wants to start estate planning. The options available to Bill depend on his goals.
“ESTATE PLANNING,” EXPLAINS PAULA R. HOFFMAN, ASSOCIATE, DE VILLARS JONES LLP BARRISTERS AND SOLICITORS, “IS THE PROCESS OF DETERMINING WHO TO LEAVE YOUR ASSETS TO
“Bill may want to retain the business in AND WHEN, DURING YOUR LIFETIME OR AFTER the family. One option is to gift his shares YOUR DEATH. WHEN YOU ARE A BUSINESS OWNER, in the company to Suzie, but what if Bill wants his children to share equally in his YOUR ESTATE PLAN SHOULD ADDRESS WHAT estate? Is it possible for Bill to meet both HAPPENS TO YOUR BUSINESS.” of these goals? Yes, it’s possible. Bill would look at what other assets he owns, the value of those other assets, and the value of his Rick Harcourt, a family business successor with Capital shares. Bill may be able to gift these assets to Zack and Estate Planning Corporation and board member of the Caroline. Or Bill may discover he does not have sufficient Family Enterprise Xchange here in Edmonton, points assets to equalize his children – but he may be able to out that, when it comes to balancing estate and business move funds around to create more assets outside his succession planning, “Fair doesn’t always mean equal.” business. Or Bill may discover that, if he purchases more life insurance, he can meet both of his goals.” “That is, a business owner leaving business assets to family can treat the next generation fairly without treating each of Bill has alternative options as well, Hoffman points out. them exactly the same,” says Harcourt. For instance, an estate freeze “allows him to give growth shares to his child(ren) or to a family trust;” Bill could “sell “Generally speaking, a business will have a monetary value his business directly to Suzie [to] generate funds that he to an owner, as will their other assets. There may be savings, could leave to Zack and Caroline. If Suzie doesn’t want to there’s likely a home, and maybe other properties. You’ll see run the business, Bill could sell to someone outside of family the same situation with a family farm. There may be one and direct his executors to distribute sale proceeds equally child who wants to continue with the farm, and the others among his children.” don’t. But you want to keep the farm (or business) intact.
ABOVE: PAULA R. HOFFMAN, ASSOCIATE, DE VILLARS JONES LLP BARRISTERS AND SOLICITORS.
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// FINANCIAL PLANNING
Master of Entertainment
You don’t want to sell off parts of it in order to fund an inheritance. In a case like this, what we will see is that the founders will purchase life insurance equal to the business value. When the founders die, the business would go to the child inheriting it, and the life insurance goes to those that don’t. It’s a ‘fair’ payment – each side is receiving something, but not an ‘equal’ payment as they aren’t all inheriting shares in the company.” “However, this also assumes that a business owner dies while still owning the business,” Harcourt points out. “Founders don’t often want to let go of something they’ve built with their hard work over the years until they have to. I think there is a strong business case to be made for the transfer of ownership to happen before they are in a crisis situation. This gives a family the opportunity to make the decisions that are right for the business, and even to give the successor the advantage of being in control of the business while the founder is still available to help them navigate circumstances they may not have foreseen.” He continues, “The thing that’s important for families to understand in this case, though, is that the business usually isn’t being inherited by the successor generation – unless the owner maintains ownership until they die. It’s being bought by the successor generation – the kid(s) working in the business. So, you wouldn’t normally see the same kind of equalization as we talked about before in that case because the founders have been paid out by their efforts. The cash from that is building their estate (which is then split among the kids).” Stacy Maurier, founding lawyer of Estate Connection Law Office, points out that the type of business has an impact, too. “An unincorporated sole proprietorship will have all the owners’ assets held by him or her,” Maurier explains. “These types of businesses traditionally are not worth much, and the business assets can be treated like any other personal property, such as a car or a Rolex watch. In this case, most times the value of the business is its products, and these can be transferred to the person who wants them with the business owner loaning these funds through a promissory note to the child so they can take over the business. The promissory note can have payments
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FAMILY FIRST OR COMPANY FIRST? // FINANCIAL PLANNING
occur at a scheduled time, or maybe these payments will compound. When the business owner dies, they can forgive this loan in his will or treat it as an advance to the one child and provide the other children with an equal advance so that their gifts under the will are equalized.” “Incorporated businesses,” Maurier suggests, “usually have more assets and value. The biggest mistake that business owners make is selling a business to their family members for a nominal value.” The CRA will examine and re-assess the value of the assets, leaving your child with capital gains taxes that vastly outweigh the value of their business share. She adds, “The best way to transfer a valuable family business in Canada is through an estate freeze. An estate freeze provides a business owner with the ability to transfer their business to family members and avoid paying income tax on these funds, to still maintain control over the business they are transferring, and also to receive a regular income in their retirement.” The important thing to note is that business owners have options when it comes to balancing succession planning for a business and estate planning for their families, and there are some key resources that can help the business owners who may be facing this challenge in its varying circumstances. “Selling your company is a complicated and time-consuming process,” Maurier says. “It is best to start early and use experienced business professionals (mergers and acquisitions advisory firms specializing in the sale of privatelyowned businesses, business and/or corporate lawyers and accountants
who have handled estate freezes, tax lawyers, private banking advisors, small business appraisers). These experts are a great resource and are able to provide expertise that will guide you through the sale process.” Harcourt points, as well, to The Family Enterprise Xchange, a national non-profit organization built for family businesses and their advisors, and to The Alberta Business Family Institute, a part of the University of Alberta that advises family businesses through transition issues. “Every estate plan is unique, and all these options have tax consequences that need to be considered,” Hoffman concludes. The best resource is to “Surround yourself with a team of advisors so you can obtain the best advice for your particular situation.”
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BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // JANUARY 2020
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VALUES THAT FIT LIKE A GLOVE // COVER
VALUES THAT FIT LIKE A GLOVE BY NERISSA MCNAUGHTON
BOB DALE GLOVE’S VALUES FORM THE FOUNDATION, CORE, PAST AND FUTURE OF THIS EXTRAORDINARY COMPANY
I
t’s the 1980s in Alberta. The 1970s oil boom has gone bust. Jobs are scarce, corporations are failing, and people are migrating out of the province. Hardly the best time to start a business… or was it?
Integrity “We started in the toughest of times,” says Denis Dale, president of Bob Dale Gloves (BDG®). “My father, Robert (Bob), started the company and incorporated in 1981. We launched in our garage in Sherwood Park. He and his business partners were early adopters of importing work gloves into Canada. Dad owned 50 per cent of the shares.” Later, Denis would buy out his partners. Denis smiles as he thinks back to the early years. “Our largest customer at the time was Safeway. Without Safeway we wouldn’t exist.” A glove company in Alberta, where the focus was heavily slanted to energy-related enterprises? To some the idea seemed doomed to fail, but Bob was a very smart man. He knew that oil or not, Alberta had many hardworking labourers, and those labourers need protection on the job. He and his partners started importing gloves into Canada from China. Within a year the business moved from the garage to a small warehouse.
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“It was tough times,” Denis remembers. “I was 14 years old. My siblings and I would be in the garage tagging gloves and filling orders. We would work after school. We worked during the summer. We all helped to get the business going, but it was hard. Interest rates were massively high. People were going under and we were just starting out. It was the values my dad put in place that allowed us to succeed through those first, difficult years.” When Denis was 17 the business started to grow rapidly. It was also the year he left home for a summer job up north. “Suncor Energy offered me a job as an insulator,” he explains. “It paid a substantial amount of money back in the day. At 18 I was finished with school and went into insulating full time. My older brother had an accounting degree and worked for my dad. Insulating was an on and off type of job, so I’d help my dad between contracts.” BDG was successful and gaining market share rapidly in Canada, and Bob was happy to see his children finding their own paths. In fact, when one of BDG’s partners asked Denis to become a salesman and a glove specialist in the distribution line, Denis left his comfortable insulating job and joined the family business. When the position didn’t work out, he went back up north for a year. Then everything changed.
VALUES THAT FIT LIKE A GLOVE // COVER
Honesty At first, it was all going so very well. Denis was 21, married, he and his wife had their first child, and his father-in-law was none other than Harry Buhler, the founder of All Weather Windows and a noted entrepreneur and philanthropist in Edmonton. “My brother was still with BDG and I wanted to do my own thing. Harry offered me an opportunity to go into the window business. For the first year that went very well. I was offered a management position in Winnipeg, so I went home to talk to my parents about it.” That’s when he learned that his parent’s long-term goal was for him to take over BDG.
“We had a long talk and negotiated a deal. I would work for BDG under the condition that I would buy out my father one day and if he passed away, my siblings would get a share, but I would get the company. We worked out a deal that saw everyone in the family treated fairly. Then I had to talk to Harry. He was disappointed but he understood because like me, he valued family.” Denis joined BDG full time as a salesman and increased sales by 5 per cent during his first year. “It’s going great! We are expanding. I brought youth, direction and new products to the table. I got us into welding gloves. The company was growing by double digits every year…” his voice trails off.
ABOVE: DENIS DALE, PRESIDENT AND BRAD DALE, VICE PRESIDENT OF BOB DALE GLOVES (BDG®). PHOTO SOURCE: EPIC PHOTOGRAPHY INC.
BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // JANUARY 2020
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VALUES THAT FIT LIKE A GLOVE // COVER
“Then mother became ill with cancer. Shortly after, my father was diagnosed with cancer. They had it at the same time. Mom died on July 10, 1994. Dad said he never wanted to be away from her; he joined her on Valentine’s Day in 1995.” The Dales always valued family above everything else; the blow was emotionally devastating. Denis was grieving but also overwhelmed. Just like that he was a 28 year old husband and father with a growing business to run. “I’m a sales guy. I’m not prepared for this,” Denis remembers thinking. It was his father’s words that he spoke shortly before he passed that would carry Denis through the next few turbulent years. “Denis,” he told me, “You make all your decisions based on your heart. If business is meant to be won, it will be won. If it is meant to be lost, it will be lost. I gave you a set of values for BDG. If you stay with those core values, you will never go wrong. You will have tough years, you will have good years; but if you stick to our values, you will be successful. I’ve always driven the business with those core principles. Those values are what BDG stands for.”
Humility “I called Harry.” After more than a year of the family focusing on each other as cancer took its toll, Denis emerged knowing that he had to learn more about the business – fast. He was facing six employees and a great deal of inventory in a 4,000 square foot warehouse, and even though he was absent from the helm for months, business was still growing rapidly. “I trusted Harry,” Denis admits. He knew he couldn’t move forward without help. His fatherin-law was more than happy to oblige. He sat down with Denis and they charted a path forward. BDG remains very
grateful for the mentorship Harry provided Denis and the company during that difficult time.
Trust With a newfound understanding of entrepreneurship and the desire to do his family, community and team proud, Denis invested his inheritance into the company and expanded into new retail markets. Within a year, the company went from a 4,000 square foot facility to 10,000 square feet – and then they had to quickly open up additional bays to add more space. Four years later BDG was looking for land. During the year of the move to its current location, Denis bought out his two partners (they remain as employees, happy to work at the company they love even though they are in their late 70s), giving him 100 per cent ownership of the company. Today BDG’s head office sits in a 110,000+ square foot facility on 5.5 acres just a few miles away from the garage where it all began.
Innovation In August 2003, BDG bought out one of their largest competitors in Western Canada – Gander Brand. ABOVE: VICE PRESIDENT BRAD DALE AND GLYNIS SYLVESTRE, MANUFACTURING, AT WORK IN THE BDG HEADQUARTERS. PHOTO SOURCE: EPIC PHOTOGRAPHY INC.
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The Business Owner Presentation Series Insights to Help You Address Your Business Challenges
Alberta’s economy has changed dramatically in the past five years. Add emerging industries and technologies to the mix and there are plenty of topics and challenges top of mind with business owners. MNP’s monthly Business Owner Presentation Series is designed to offer insights on the most relevant topics on the minds of business owners — and help you address the pressing challenges keeping you up at night. January Feature Presentation: Cyber Security Basics Date:
Tuesday, January 28, 2020
Time:
7:30 - 9:30 a.m.
Location: Sawridge Inn and Conference Centre 4235 Gateway Blvd NW, Edmonton Visit MNP.ca/BusinessOwnerSeries-Cyber to register and find out more about this timely event. For more information on this timely event, please call 780.969.1468 or email edmonton.rsvp@mnp.ca
VALUES THAT FIT LIKE A GLOVE // COVER
“They had been manufacturing in Canada since 1949,” says Denis. “We bought their operations in Canada and Sri Lanka, So, now BDG had its first Canadian manufacturing facility.” “The purchase also allowed us to offer the highest quality of welding gloves and strengthened our relationships with one of the largest distributors in Canada.,” says Brad Dale, vice president and Denis’ son. “When we bought Gander Brand, it came with a lot of people and a new sales approach. This created a tri-lateral partnership with our clients, and we were now the manufacturer, distributor, and seller of the end product. “We started a go-to-market strategy where we would visit sites and build gloves specific for our clients’ tasks. We changed from being a product provider to a solution provider. We have solutions for safety, solutions for distribution, solutions for our customer and their customers, and solutions for how we go to market.” Brad continues, “When we launched that approach, our business grew tremendously in the industrial and safety markets.” Like his father, Brad made his own way in the world and enjoyed a life of adventure, but those famous BDG values inspired him no matter where he roamed, and he decided to join the family business. Brad, who has a degree in business management, has worked in every position from picking orders to shipping. He spent time overseas to immerse himself in BDG’s logistics. He went to trade shows to learn from industry professionals, and he sat with the board of directors to learn hands-on management. As BDG entered a new era, Brad helped to inject new approaches to sales, production and marketing, while never losing sight of the core principles on which his grandfather founded the company. Denis couldn’t be prouder of Brad. “It was street smarts for me, but education and hands-on training for Brad,” he beams at his son. “My father was street smart too; he didn’t go to college. For Brad to get his degree and do the things he’s done, it’s brought a whole other level to the table.”
Brad smiles, “At this point,” he says, “we are focused on our strengths and we are focused on solutions.”
Success Five years ago, BDG expanded to the United States. BDG also has a 50,000 square foot facility overseas. “In improving our value proposition, we changed many things,” Denis points out. “One thing we changed was how we handle our imports because we wanted to increase quality. As part of our ISO compliance we inspect and tour our leather suppliers’ factories. We inspect during production. We inspect as the product goes onto the ship and after the cargo disembarks.” This focus on quality and the multi-point inspections are not only for the goods and products of BDG. The company is passionate about ensuring every team member, locally and abroad, is treated ethically, and that all of BDG’s facilities and partners have safe and clean working conditions. During the last 12 months BDG has built an entirely new executive team and appointed new directors in sales, purchasing, accounting and marketing. “The executive team has tremendous strength; each member truly cares about BDG and its people. many of them have worked for successful blue chip companies,” says Denis. “The new executive team has brought us to the next level and is helping us get ready for our next big step,” Brad agrees.
ABOVE: DENIS DALE AND HIS FATHER BOB.
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// COVER
The company, who has always been a quiet supporter behind some of the largest PPE brands in the industry, is now moving in a bold, new direction. BDG is becoming more visible under its own brand, and as with everything the agile company does, the rollout of its evolved identity will be rooted in BDG’s values.
The Future Today BDG is a leading solutions provider across North America, offering high performance hand protection for the construction, energy, automotive, enforcement, forestry, manufacturing, mining and utility industries. BDG is proud to be a Canadian manufacturer and importer with outstanding records for workplace safety and product quality. Denis says, “We are one of the largest of its kind in Canada. Every province and every territory has our gloves. We are strong in Canada and working on being just as strong in America. We didn’t seek out the American market – we were asked to come into the US by our American partners because of the respect they have for BDG’s ethics and values. We are also exploring an opportunity in South America. We are becoming more global because our values are transferable to global markets.” Denis looks around his office, which is inside the headquarters that overseas all of BDG’s operations locally and abroad. He nods to his son, the third generation that will run BDG one day. Staff pass by his window, smiling and happy to come to work where they are valued, appreciated, and respected. New products are being tested in the lab and the warehouse is filled from the floor to the rafters with orders. “My father told me to stick to the company values and never waiver,” Denis concludes. “Dad, those values of integrity, honestly, humility, trust and innovation have brought – and will continue to bring – great success to BDG. Thank you.” At 40, BDG continues to be an industry leader and one of Edmonton’s biggest success stories. Learn more at www. bobdalegloves.com.
BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // JANUARY 2020
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Photo by Rebecca Lippiatt
1ST RND Celebrates Five Years of ELEVATING BURGERS, BEER AND SPORTS by Nerissa McNaughton
I
f Mo Blayways had to name his top two passions, it would be operating restaurants and sports. When an opportunity came along to combine these passions under one roof, he co-founded 1ST RND, a dining and sports experience you won’t find anywhere else. “1ST RND is a restaurant with a focus on burgers, beer and sports where you and your family can have a great meal and/or enjoy the game,” Blayways, president, explains. “We don’t define ourselves as a ‘sports bar.’ We offer a lot more in an interactive environment.” When you walk into 1ST RND, you are immediately excited to see that you can watch the game – not just the game, but pretty much any major league, college game or MMA match going on that day. Each location has 50+ screens and massive matrixed video walls. It’s designed so groups can still converse comfortably while not missing a single play. “We present every game as though it’s a championship game,” Blayways smiles. “Every sport is represented
with audio as well as video. We bring in hosts for a lot of the games to give the fans an experience they won’t get anywhere else in Edmonton. For Monday night football we have a TSN Radio host. We have contests that you can play whether you are 5 or 50. Prizing includes replica helmets, tickets, jerseys, etc. We try to make every game equal or greater than watching the game live. That is
Congratulations on your 5th Anniversary! We are proud to be in partnership with 1st Rnd.
Congratulations 1st Rnd! 13421 St. Albert Trail N.W. Edmonton, AB T5L 4X1 (866) 924-2727 | www.hesco.ca
West Edmonton Mall - 1672 Brbn St., 8882 170 St. - 780 487 4600 28
what separates us from every other pub, sports bar or restaurant in the city.” But that’s not the only differentiator. “We approach our culinary offerings with the utmost pride,” Blayways continues. We are very proud of our 18 signature burgers. The burger patties are always fresh, 100 per cent Alberta beef chuck; we have our own proprietary blend and it is hormone, gluten and antibiotic free. We order several times a week so all of our ingredients, including the buns, are fresh and never frozen. We utilize as many local suppliers as possible and most of the items on the menu are made from scratch. The menu is diverse with something for everyone, including meal size salads and other offerings. As a team we travel, test, and sample to ensure we stay ahead of the curve.”
Marc Levers and Mo Blayways. Photo by Rebecca Lippiatt.
The restaurant’s slogan also promises beer, and aficionados are thrilled to choose from among 36 beers on tap, several of which are locally brewed craft beers, six proprietary 1ST RND blends, and 70 cans and bottles from all over the world.
“Our next step is going to be in New Jersey in the American Dream mall at the Meadowlands,” Blayways is happy to announce. “We will be next to MetLife Stadium and able to capitalize on not one but two NFL teams and a host of major events in one of the most iconic stadiums in America.”
When it comes to burgers, beer and sports, 1ST RND plays in the big leagues!
Blayways concludes. “I would like to continue to grow across Canada as well. I think if we continue down this path, the sky is the limit. When I see a room full of fans watching a game and they are all cheering and everyone has a drink in their hand and food on the table, I have a great sense of pride, because we have accomplished what we set out to do.”
1ST RND opened its first location in 2014 and the concept quickly took off. Now the brand, who is incredibly discerning about its locations, operates out of West Edmonton Mall and downtown on 104 Ave – and a recent opportunity sees the restaurant opening up in the United States.
Learn more at www.1strnd.ca.
Congratulations 1st Rnd for 5 years of a stellar Brand and Team! Thank you for allowing us to provide Point of Sale solutions to support you in the present and future years! Downtown - 11248 104 Ave - 780 428 7177
Contact us to see new technologies and solution offerings for your business.
Toll Free 1-877-455-7463 or sales@starpos.ca www.StarPOS.ca
SERVING STUDENTS, PARENTS AND COMMUNITIES // PRIVATE AND ALTERNATIVE SCHOOLS
ALBERTA INDEPENDENT SCHOOLS:
SERVING STUDENTS, PARENTS AND COMMUNITIES
W
hat are independent schools? Who goes to them? Why should “we” pay for them? Are they held accountable by anyone? Do they serve a public good? These are only a few of the questions surrounding the topic of school choice in Alberta. Independent schools, which are referred to as private schools in legislation, are schools that are independently operated by a not-for-profit corporation or society. In a 2018-19 provincial system of 727,222 students, 31,439 (approximately four per cent) attended independent (private) schools. Another 6,968 attended community-based private early childhood services sites (kindergartens) where about 75 per cent of the students have special needs. As an aggregated group, the population of students is approximately five per cent of the education system. In total, there are over 250 independent schools and ECS operators in Alberta. Parents choose to send their children to independent schools for many reasons. Some schools are operated with a special focus on students with specific learning needs. Others are built to offer a unique type of educational approach like Montessori or Waldorf. Sometimes parents choose a school that respects and supports their child’s faith and world view (like Sikh, Jewish, Muslim or Christian), or because they desire that their child learn about their culture, or for a specific academic, athletic or other educational focus. There are those who would suggest that Albertans can’t afford to pay for educational choices such as independent schools. However, the reality is that independent schools save taxpayers millions of dollars each year. The math is quite straightforward. Every child in Alberta between the ages of six and 16 is legally mandated in the School Act to receive an education. When parents choose to place a child in a public or separate school, it costs the public purse around $13,000 in operating and capital expenses. Alberta independent
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schools receive only partial funding that equates to around $5,200 per year of public money. Therefore, each child that attends an independent school saves Albertans around $8,000 per year. Milke & MacPherson (2019) calculated that independent schools and home education have saved $1.9 billion over the past eight years alone. In order to be able to operate, many independent schools have to charge tuition in order to pay for the remaining costs of operating the school. Tuition fees will vary considerably depending on the kind of capital investments needed for buildings, teacher/student ratios, extracurricular program activities and other program enhancements. Additionally, there are often fundraising initiatives that are run to help alleviate the cost of operating a school. Some schools also offer bursaries to assist parents in managing the tuition requirements. Parents from a broad socio-economic, cultural, religious and geographic background choose to send their children to independent schools. Although each independent school is operated by its own school board, Alberta Education ensures thorough accountability measures are in place. Each year, the schools must submit an audited financial statement; this confirms that the public dollars the school receives are appropriately spent on the educational needs of the students. Most independent schools are accredited; to maintain this accreditation they must teach a program of studies that is approved by the minister of education, and they must hire Alberta-certified teachers. There is also regular onsite monitoring by Alberta Education staff, and schools must annually submit education results reports and three-year plans. Independent schools are also incredibly accountable to their parents; as schools of choice, there must be strong alignment between the needs of the student and the program being offered, or else parents will choose to place their child in a different institution. To ensure the
Karen Whitehead, Annette Kennett, Janelle Jamieson, Joe Smith and Jackie Michaels.
school is meeting the needs of the child, there is often a heightened emphasis on collaboration and parental engagement in independent schools. One of the most powerful arguments in support of independent schools is also the most basic. They serve a public good. Education, at its core, is about providing an opportunity for children to learn, grow and equip themselves to be ethical, engaged and innovative citizens. To ensure this occurs, Alberta Education surveys students, parents and teachers in all schools in Alberta each year. The results show that independent schools are successful at meeting student needs. The 2017 data indicates that independent schools are safe and caring (93.6 per cent versus provincial average of 89.5 per cent), provide excellent education quality (94.6 per cent versus 90.1 per cent), prepare students for work (93.9 per cent versus 82.7 per cent), equip students for their role as citizens (90.4 per cent versus 83.7 per cent) and promote parental involvement (90.2 per cent versus 81.2 per cent). Independent schools help educate Alberta’s students and they do so well. Their graduates become productive citizens who work together with graduates from other schools in Alberta, as well as with immigrants from all over the world, to help build a diverse, successful and inclusive society.
WILLOW HOME ED: A RISING STAR By Parker Grant
H
omeschooling is an extremely popular form of independent education. National figures show steady increases, with more than 10,000 Alberta students being homeschooled.
Willow Home Ed offers traditional home education. With over 600 registered homeschoolers for the 2019-2020 school year, Willow has experienced phenomenal growth over the past four years. Willow is the fastest growing home education community in Edmonton. “We started small, with only two home education managers (HEMs),” explains Willow’s associate principal, Joe Smith. “This year, we have a staff of 12 HEMs serving families across Alberta, with large cohorts in both Calgary and Edmonton.” Willow’s HEMs are all Alberta-certified teachers who support parents in providing a home education program to their children. “They are more than just teachers,” Smith points out. “All of our HEMs have homeschooled some of their own children, so they have valuable first-hand experience delivering homeschooling as parents. They understand the uniqueness of each child and what it takes for them to succeed.” At Willow, the driver of the homeschool program is the parent and the educational choices are almost limitless. “Albertans are fortunate that when it comes to homeschooling, Alberta Education supports parental choice. At Willow, we can help parents tailor a program that meets all provincial requirements while providing the flexibility parents demand to further their children’s passions.” Willow’s students are highly diverse. “Our students are competitive athletes, accomplished artists, successful entrepreneurs and adventurers as well as students with different abilities and everything in between. Each family has their own reason why they choose to homeschool and we’re here to support them,” Smith adds. “Willow supports families of all compositions and creeds in every community across Alberta.” Willow’s success is based on leadership and service. One example is that home education managers do at least two in-home visits per school year, to discuss and review the student’s program and progress. “It’s important for us to see homeschool families in their settings in order to develop understanding, build relationships and truly know our students,” Smith points out. “We are committed to ensure that support is only a phone call, text message or post away.”
Willow Home Ed: it’s “home education, your child’s way.”
josmith@willowhome.ca | (403) 680-5124 www.facebook.com/groups/friendsofwillowhomeed www.willowhome.ca BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // JANUARY 2020
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“We at Progressive Academy support private education
across Alberta and support those looking to start new schools in any way we can. �
Progressive Academy: A Right to Choice in Education
Y
ears ago I found myself in a frustrating conversation at my door with a campaign worker. When I asked about my parental right to choose education for my daughter, I was told that I did indeed have choices: Catholic, Francophone or public schools. I happen to be Christian but not Catholic, and while I was glad there was a Francophone school board, that wasn’t what I wanted for my daughter. This seemed to reduce my choice of education providers considerably. Further, I pointed out, many of the high demand public programs are often over-subscribed, effectively limiting the choice to my catchment area school. By process of elimination, it seemed I had arrived at my available choices as a parent: one choice. Somehow the campaign worker did not equate this as limiting my freedom as a parent, and no amount of discussion could convince him of this fact. We parted ways amicably and I wished him well, as I am always one to admit when we can respectfully disagree. However, it was through this discussion that I realized that the disagreement itself is the real point of the matter. We are all parents, and while we can agree that there are fundamental guiding principles as to what constitutes a good education, the environment in which that education is delivered should be up to us. What constitutes the ideal choice of an educational environment for my family is very likely not the same as yours.
receive 70 per cent of the funding that public schools do, when in fact, the number far less. Private schools do not qualify to receive many of the grants that public schools do, which means that private schools actually receive somewhere in the range of 35-40 per cent of the funding available for a public school student. I would highly recommend visiting Youtube and searching for “AISCA Private Schools serve the Public Good,” and you will find an excellent video that explains how school funding works. Private education is often characterized as being elitist; however, a recent study by the Fraser Institute indicated that 82 per cent of Alberta private schools are non-elite, meaning that tuitions are affordable by the average family. Perhaps surprisingly, according to the same research, the average income of families that choose private education in Alberta is actually 1.8 per cent lower than that of families that choose public education. If private schools were funded at the same rate as public ones, I believe it is reasonable to assume that tuitions might even be lower. Those who know me know that I am often of strong opinions, but those who know me well also know that I am the first to defend the rights of others to their opinions. We at Progressive Academy support private education across Alberta and support those looking to start new schools in any way we can.
Of course, I had already made my choice years before, which is how I became involved with private education to begin with.
As parents it is vital for us to always protect our right to choose what is best for our own family.
The voices against private education are often very loud, but they gloss over or completely ignore some critical facts. Opponents like to report that private schools
Russell Weir Executive Director Progressive Academy
13212 106 Ave Edmonton AB T5N-1A3 Telephone: (780) 455-8344 Email: info@progressiveacademy.ca
DIRECTORY // PRIVATE AND ALTERNATIVE SCHOOLS
DIRECTORY Columbus Academy
Edmonton Academy
Grades 7- 9, Grades 10 - 12 6770 129 Avenue Edmonton, AB T5C 1V7 Phone: (780) 440-0708 Fax: (780) 440-0760 Abh_admin@boscohomes.ca
Grade 4 to 12 Unit 2, 810 Saddleback Road, Edmonton, AB T6J 4W4 Phone: (780) 482-5449 e.richards@edmontonacademy.com Website: www.edmontonacademy.com
Coralwood Adventist Academy Kindergarten to grade 12 12218-135 St Nw Edmonton, AB T5L 1X1 Phone: (780) 454-2173 Fax: (780) 455-6946 office@coralwood.org Website: www.coralwood.org
Covenant Canadian Reformed School ECS, Grades 1 - 6, Grades 7 - 9, Grades 10 – 12 3030 Twp Rd 615A County of Barrhead, AB T0G 1R2 Phone: 780-674-4774 Fax: 780-401-3295 ccrs.office@gmail.com Website: www.covenantschool.ca
Dante Alighieri Italian School K, Grades 1 - 12 c/o Archbishop O’Leary High 14230 – 133 Ave Edmonton, AB T5L 4W4 Phone: (780) 474-1787 aristidem@shaw.ca
Devon Christian School Preschool to Grade 9 205 Miquelon Avenue West Devon, AB T9G 0L8 Phone: (780) 987-4157 Fax: (780) 987-3323 dcs@devonchristianschool.ca Website: www.devonchristianschool.ca
E2 Academy
Edmonton Bible Heritage Christian School Grades 1- 6, Grades 7- 9 35-55517 Rge. Rd 240 N.W. Sturgeon County, AB T0A 0K5 Phone: (780) 454-3672 Fax: (780) 488-3672
Edmonton Islamic Academy ECS, Grades 1- 6, Grades 7- 9, Grades 10 - 12 14525 - 127 Street Edmonton, AB T6V 0B3 Phone: (780) 454-4573 Fax: (780) 454-3498 info@islamicacademy.ca Website: www.islamicacademy.ca
Edmonton Khalsa School ECS, Grades 1- 6, Grades 7- 9 4504 Millwoods Road South Edmonton, AB T6L 6Y8 Phone: (780) 450-8753 Fax: (780) 461-6927 edkhalsa@telus.net Website: www.edmkhalsaschool.org
Elves Special Needs Society Elves School program ECS, Grades 1- 6, Grades 7- 9, Grades 10 - 12 10825 - 142 Street Edmonton, AB T5N 3Y7 Phone: (780) 454-5310 ext. 232 Fax: (780) 454-5889 info@elves-society.com Website: www.elves-society.com
14907 45 Ave NW Edmonton, AB T6H 5K8 Edmonton, AB T6R 2V4 Phone: (780)438-0824 info@e2academy.com Website: www.e2academy.com
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Gabriela Mistral Latin American School
Ivan Franko School of Ukrainian Studies
Pre K, K, Grades 1 – 9, Adults 9359 - 67A Street Edmonton, AB T5J 2N9 Phone:780-914-6574 Edmonton, AB T6B 1R7 gabrielamistraledmonton@gmail.com
Grades 10 - 12 10611-110 Ave Edmonton, AB T5H 2W9 Phone: (780) 476-7529 lsukhy@hotmail.com Facebook: @IvanFrankoSchoolCommunity
German Language School Edmonton
Kneehill Christian School
K-6, Grades 7 – 12, Grades 10 - 12 7608-154 Street Edmonton, AB T5R 1R7 Phone: (780) 435-7540 c/o Rio Terrace School Preschool,
Harvest Baptist Academy ECS, Grades 1- 6, Grades 7- 9, Grades 10 - 12 26404 Highway 16, West Spruce Grove, AB T7X 3H5 Phone: (780) 960-0235 Fax: (780) 960-9235 bdcoldwell@gmail.com
Headway School Society of Alberta ECS, Grades 1- 6, Grades 7- 9, Grades 10 - 12 10435-76 Street NW Edmonton, AB T6A 3B1 Phone: (780) 461-7683 Fax: (780) 485-0507 headman@telus.net Website: www.headwayschool.org
Hillcrest Christian School ECS, Grades 1- 6, Grades 7- 9, Grades 10 - 12 10306 - 102 Street Grande Prairie, AB T8V 2W3 Phone: (780) 539-9161 Fax: (780) 532-6932
Inner City High School Grades 10 - 12 11205 – 101 Street, Edmonton, AB T5G 2A4 Phone: (780) 424-9425 Fax: (780) 426-3386 info@innercity.ca Website: www.innercity.ca
Grades 1- 6, Grades 7- 9 P.O. Box 370 Linden, AB T0M 1J0 Phone: (403) 546-3781 Fax: (403) 546-3181
Lakeland Christian Academy K, Grades 1- 6, Grades 7- 9, Grades 10 - 12 P.O. Box 8397 Cold Lake, AB T9M 1N2 Phone: (780) 639-2077 Fax: (780) 639-4151
Living Truth Christian School ECS, Grades 1- 6, Grades 7- 9, Grades 10-12 Box 89, Mirror, AB T0B 3C0 Phone: (403) 788-2444 Fax: (403) 788-2445 ltcs@abchristianschools.ca Website: www.abchristianschools.ca
Living Waters Christian Academy ECS, Grades 1- 6, Grades 7- 9, Grades 10 - 12 5 Grove Drive W. Spruce Grove, AB T7X 3X8 Phone: (780) 962-3331 Fax: (780) 962-3958 kpenner@lwca.ab.ca Website : lwca.ab.ca
MAC Islamic School Accredited Accredited Kindergarten to G9 11342 127th Street Edmonton, AB T5M 0T8 Phone: (780) 453-2220 Fax: (780) 453-2233 office@macislamicschool.com Website: http://www.macislamicschool.com
DIRECTORY // PRIVATE AND ALTERNATIVE SCHOOLS
Maskwachees Cultural School
Peace Hills Adventist School
Slave Lake Koinonia Christian
Grades 10 - 12 P.O. Box 960 Maskwacis, AB T0C 1N0 Phone: (780) 585-3925 Fax: (780) 585-2080
ECS, Grades 1- 6, Grades 7- 9 R.R. 3, Wetaskiwin, AB T9A 1X1 Phone: (780) 352-8555 Fax: 780-352-8540 peacehillsschool@gmail.com Website: www.peacehillsadventistschool.ca
K, Grades 1- 6, Grades 7- 9, Grades 10 - 12 328 2nd St. NE Slave Lake, AB T0G 2A0 Phone: (780) 849-5400 Fax: (888)881-0428 admin@slkcs.com
Phoenix Academy
Grades 10 - 12 Suite 228, 10621 - 100 Avenue Edmonton, AB T5J 0B3 Phone: (780) 431-1515 Fax: (780) 431-1644 pingping@solomoncollege.ca Website: www.solomoncollege.ca
Meadows Baptist Academy ECS, Grades 1- 6, Grades 7- 8 2215 - 17 Street Edmonton, AB T6T 1J1 Phone: (780) 440-1195 Fax: (780) 490-4410 bhunter@meadowlandsbaptist.com Website: www.meadowsbaptist.ca
Menorah Academy 10735 McQueen Rd NW Edmonton, AB T5N 3L1 Phone: (780) 451-1848 office@menorahacademy.org Website: menorahacademy.org
Morinville Christian School Kindergarten to Grade 9, Home Education Grade 1 - 12 10515 100 Avenue Morinville, AB T8R 1A2 Phone: (780) 939-2987 Fax: (780) 939-6646 mcfs@telus.net Website: www.tfhchurch.ca/care/receive/ morinville-christian-school
Nebula Academy Kindergarten to Grade 6 12023 81 Street Edmonton AB T5B 2S9 Phone: 780-761-0250 info@nebulaacademy.ca Website: www.nebulaacademy.ca
Parkland Immanuel Christian School ECS, Grades 1- 6, Grades 7- 9, Grades 10 - 12 21304 - 35 Avenue N.W. Edmonton, AB T6M 2P6 Phone: (780) 444-6443 Fax: (780) 444-6448 infor@parklandimmanuel.ca Website: www.parklandimmanuel.ca
Grades 1- 6, Grades 7- 9, Grades 10 - 12 6770 129 Avenue Edmonton, AB T5C 1V7
Polish Sienkiewicz School in Edmonton Grades Kindergarten to grade 12 P.O.Box 78076 RPO Callingwood Edmonton, AB T5T 6A1 Phone: 780-454-0205 and 780-439-5916 Fax: 780-439-5916 sfurtak@shaw.ca Website: www.pshs.ca Accredited Heritage Language School
Solomon College
South Side Christian School Kindergarten to grade 9 P.O. Box 219, Red Deer, AB T4N 5E8 (403) 866-2266 admin@southsidechristianschool.ca Website: www.southsidechristianschool.ca
Progressive Academy
SML Christian Academy
Full-Time early childhood program for 3 – 5 year olds, Pre-school, Grades 1-12, Gifted and Talented Program, Special Interest Programs (Robotics, Outdoor Education, International Travel), Out of school care, Summer programs 13212 - 106 Avenue Edmonton, AB T5N 1A3 Phone: (780) 455-8344 Fax: (780) 455-1425 info@progressiveacademy.ca Website: www.progressiveacademy.ca
ECS, Grades 1- 6, Grades 7- 9 5014 - 53 Avenue Stony Plain, AB T7Z 1R8 Phone: (780) 963-2715 Fax: (780) 963-7324 dressler@smlacademy.ca Website: www.smlacademy.ca
Rimbey Christian School Fingerprints, ECS, Grades 1-9 P.O. Box 90 Rimbey, AB T0C 2J0 Phone: (403) 843-4790 Fax: (403) 843-3904 office@rimbeychristianschool.com Website: www.rimbeychristianschool.com
Russian Educational Centre K to Grade 12 9566 – 101 Ave Edmonton, AB T6K 3H6 Phone: (780) 966-7157 oprokhorova@hotmail.com
SCcyber E-Learning Community Grades 7 to 12. 200, B102 – 5212 48 St. Red Deer, AB T4N 7C3 Phone: (403) 872-0487 administration@sccyber.net Website: www.sccyber.net
The Chinese Cultural Promotion Society Grades 7- 9, Grades 10 - 12 P.O.Box 32, Main Post Office Edmonton, AB T5G 2G9 Phone: (780) 485-9718 Email: ccps.clc@gmail.com
Thomas More Academy Grades 7- 9, Grades 10 - 12 6770 129 Avenue, Edmonton, AB T5C 1V7 Phone: (780) 430-6969 Fax: (780) 431-9627 Email: Abh_admin@boscohomes.ca
Waldorf Independent School of Edmonton ECS, Grades 1- 5 7114 98 St, Edmonton, AB T6E 3M1 Email: info@thewise.ca Website: www.thewise.ca
ALTERNATIVE SCHOOLING The Banff Hockey Academy Grades 7 – 12, Box 2242, Banff, Alberta T1L 1B9 Phone: 1-888-423-6369 Fax: (403) 760-0868 registrar@banffhockey.ab.ca www.banffhockey.ab.ca College bound hockey athletes
Tempo School ECS, (Lower School) Grades 1-4, (Middle School) Grades 5-8 and (Upper School) Grades 9-12. 5603 - 148 Street, Edmonton, AB T6H 4T7 Phone: (780) 434-1190 Fax: (780) 430-6209 admin@temposchool.org Website: www.temposchool.org
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DO WORK-LIFE BOUNDARIES EXIST IN THE DIGITAL AGE? // CORPORATE HEALTH
DO WORK-LIFE BOUNDARIES EXIST IN THE DIGITAL AGE? BY JAMELIE BACHAALANI
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uring an interview for the first installation of Vox’s Recode series, which focuses on the changes in the digital world and the impact it has on society, psychologist and consumer expert Kit Yarrow, author of Decoding the New Consumer Mind, was quoted as saying, “Today, we have almost no tolerance for boredom. Our brains are malleable, and I think they have shifted to accommodate much more stimulation. We’re fascinated by newness, and we desire to get the new thing right away. We want what we want when we want it.” While Recode launched in 2014, Yarrow’s words and the overall point of the series, which is still ongoing, continues to ring true. Although most North Americans are dependent on the daily luxuries that technology provides us, it seems like we barely realize just how much the digital
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world is changing us. We live in an on-demand future where everything we could ever want is available with just a few clicks. While fast-food chains like McDonald’s and fast-fashion empires like Zara have made significant contributions to this boom, it is Amazon that laid the groundwork for the instant gratification economy. Thanks to Jeff Bezos, the richest man in modern history who is infamous for implementing brutal working conditions across all branches of his empire, we now live in a world where we can order virtually any item to our doorsteps in under 48 hours, including a prefabricated home in a shipping container, 1,500 live ladybugs, and even caskets. Alongside Amazon, on-demand services like Uber, Netflix and Skip the Dishes are responsible for merging online expectations with offline reality. The internet no longer lives
DO WORK-LIFE BOUNDARIES EXIST IN THE DIGITAL AGE? // CORPORATE HEALTH
behind a screen but has fully blended into the real world, and it is a double-edged sword. These services increase accessibility, create hundreds of thousands of jobs, and allow many of us to replace the mundane tasks that eat up our time with more efficient processes, but they have also created a population of unreasonably impatient people who want more and more with virtually no wait time. We even consume media at a faster rate than ever before. One 2018 report from market research company GlobalWebIndex, estimates that, on average, social media users spend two hours and 22 minutes online each day globally. Last year, Netflix reported that its 117.58 million subscribers watched 140 million hours of content on average per day. It is all too easy to forget that people make “instant” happen, and people create the content we passively consume at hyper speed. Being tethered to the digital world affects everything from our attention spans to our psychological wellbeing, and even our workforce. How can we possibly define the term “work-life balance” when the internet can’t be turned off?
at work last year while the average Canadian worker clocked 1,708 hours. France fell in the middle with an average of 1,520 hours a year. Could and should policies similar to these make it to this side of the ocean? “The lines between work hours and personal hours are definitely blurred, and it is having a huge impact on productivity,” says life and business coach, Stacey Berger. “It’s hard to govern or police work boundaries because it really comes down to the individual. Not everyone wants or does work in a typical 9 - 5 environment. Some people prefer shift work and some people want that blur and flexibility, which digital allows for. Instead of legislation, I think organizations and businesses need to communicate with their teams and have an honest dialogue about what is and isn’t working. If leadership is very clear about honouring work and life boundaries, then it sends the message for everyone else to do the same.”
While the lines between work and leisure time are blurred in North America, it seems to be the opposite in Europe, where policies and legislation create clear cut divides. For instance, Germany recently passed a new labour law allowing certain union workers the ability to opt for a 28-hour work week for up to two years without any loss in wages. In 2017, France passed the “right to disconnect” law, designed to help workers negotiate the hours during which work-related emails can be sent. According to the Organization for Economic Co-operation and Development (OECD), the average German worker spent 1,363 hours
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DO WORK-LIFE BOUNDARIES EXIST IN THE DIGITAL AGE? // CORPORATE HEALTH
BEING SELF-EMPLOYED, A RISING TREND IN NORTH AMERICA’S WORKFORCE, RAISES A NEW SET OF WORK-LIFE BOUNDARIES FOR MCCONAGHY AND OTHERS TAKING THAT ROUTE. Marielle Elizabeth, founder of 21st Century Nonsense, a boutique social media management firm based in Edmonton, says part of owning a sole proprietorship is training clients on how to work with her.
“I have always struggled with the early start-times during school and while working in a traditional office setting,” says Jennifer McConaghy, who found that her productivity, which peaked after 10 a.m., was taking a hit at work because of it. “Eventually, I had to have a conversation with myself and my boss. It resulted in me being able to start and end my workday later, which allowed me to accomplish so much more in my role. I think the rigidness of traditional work systems is being less and less maintained, and I highly value this way of working. Our brains are changing, society is changing, social norms are changing, and this is inspiring to see.” McConaghy has since transitioned into owning her own business called Life Preloved, a secondhand retailer working in collaboration with local businesses to promote circular fashion through clothing swaps and other events. Being selfemployed, a rising trend in North America’s workforce, raises a new set of work-life boundaries for McConaghy and others taking that route. “My work allows me the flexibility to work any hours of any day, however over the last two years, I have found that being too flexible is more of a deterrent than a perk,” McConaghy shares.
“Legislation such as that in Europe really only applies to salaried positions or specific work settings. When you run your own business, it’s important to make your boundaries clear at the beginning rather than waiting for the client to do it. Setting expectations, like not answering emails on the weekend, is much easier to do at the start of a partnership than half-way through,” Elizabeth explains. “Although I have 24 hour access to my studio and my office is my phone, it’s just not feasible to work all the time or answer every email within a few hours, because if you are always loosely on call than do you ever really have time off? Figuring out those boundaries has been a work in progress over the last four years.” Instead of trying to evenly segment her day into eight hours for work, sleep and personal time, Elizabeth takes the braided-approach — seamlessly integrating her work into her life and working according to when is best for her. “Everyone deserves to have a life outside of work. I get to decide what my balance is and if a client or organization can’t respect those boundaries then they just aren’t the right fit.” Humanity has spent less time in the digital age than out of it, so the challenge of how to live, work and play while being connected is still a work in progress. Whether the solution is legislation, or individuals making choices about their own time, remains to be seen. The positive is that connectivity is now part of the wellbeing conversation, and we are all intent on proactively moving to a more balanced place.
ABOVE: JENNIFER MCCONAGHY, OWNER, LIFE PRELOVED
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2020 Board of Directors
What does 2020 have in store for business?
Board Executive
Chair: Bryan DeNeve Senior Vice President Finance & CFO, Capital Power Vice Chair: Elan MacDonald Senior Vice President, National Client Development Global Public Affairs Secretary-Treasurer: Craig Thorkelsson Head of Tax, PCL Constructors Inc.
By Janet M. Riopel, President & CEO, Edmonton Chamber of Commerce
Board Directors
Haydar Al Dahhan Principal/Electrical & Mechanical Engineer, Design Works Engineering and Inspections Ltd. Nathan Carter Vice President, Engineering, ATCO Natural Gas Scott McEachern Vice President, Pipeline Control, Enbridge Pipelines Inc. Annemarie Petrov President & CEO, Francis Winspear Centre for Music Dennis R. Schmidt Principal, ALTURA Legal Advisory Jeffrey Sundquist Chief Executive Officer, EDC Environmental Group of Companies Inc. Dr. Jenelle Trenchuk-Saik President & CEO, Parker Ford and MacKay Specialty Opticians
Edmonton Chamber Executive Janet M. Riopel President & CEO
Scott Channon Director, Marketing and Communications Brent Francis Director, Advocacy and Outreach Christen Rumbles Director, Finance Amin Samji Director, Member Services Kevin Thomas Director, Operations
Contact
Edmonton Chamber of Commerce #600 – 9990 Jasper Avenue Edmonton, AB T5J 1P7 T: 780.426.4620 | F:780.424.7946
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New Year brings with it new possibilities, and 2020 has the added bonus of being the start of a new decade. What will define the year and decade ahead for Edmonton businesses?
The past year was a challenging one, as Albertans continue to struggle with the worst economic downturn in a generation. Unlike other parts of Canada, Edmonton’s unemployment rate is rising, with the loss of 9,000 jobs from our economy in the past year alone. With inflation increasing at a faster rate than average weekly earnings, Edmontonians have fewer dollars to spend in the local economy. While statistics can help paint a picture of our region’s economic outlook, the stories we hear from local businesses reveal even more. We speak to business owners like you every day, and you tell us that things have not improved. We know that you’re working hard to grow and succeed, and we want to make sure that governments have your back. That’s why restoring competitiveness continues to be the Edmonton Chamber’s most important priority. If we want to revitalize our struggling economy and attract much-needed investment, every order of government must take action to help make our city, province and country more competitive. This message is one we have championed for several years, and we will continue to underscore its importance throughout 2020 on behalf of businesses. Holding the line on property tax increases First and foremost, we must focus on making our city a magnet for investment and creating the right conditions for entrepreneurs to choose Edmonton as the best place to establish their businesses. This requires reversing the trend of everincreasing property taxes and removing the barriers that businesses face, including delays in permitting and unnecessary red tape. We recognize that the release of the provincial budget in October presented new challenges in achieving these goals, with significant reductions to municipal funding and large decreases to capital grants. While these challenges show that the path back to balanced budgets is not the easy path, we believe Budget 2019 also presents an important opportunity to follow the Province’s lead and reset our City’s fiscal course. Now more than ever, it is essential that the City find ways to reduce spending – by controlling labour costs, delaying and rescoping large projects, and prioritizing the City’s competing needs – all while striving to hold the line on property tax increases. Continued on next page... BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // JANUARY 2020
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Eliminating red tape Much like lower taxes encourage investment and competition, ensuring that we have an effective regulatory environment is vital to enabling business success. In business, time is money. Streamlining regulations makes it easier for entrepreneurs to start and grow their businesses, create new products, and access new markets. That’s why we’re pleased with the leadership shown by the provincial government, which has made red tape reduction a cornerstone of their efforts to signal that Alberta is once again open for business. Last fall, the City prepared a Red Tape Reduction Submission. We’re optimistic that with two orders of government focused on reducing red tape, 2020 could be a landmark year for eliminating the burden it places on businesses.
Increasing pipeline capacity When it comes to trade and market access, there is perhaps no issue more important to Albertans than completing the Trans Mountain Pipeline Expansion project. With investor confidence in our country seriously at risk, there is no question that we need new pipelines to tidewater to ensure Alberta oil reaches global markets, where we can get the best possible prices for our high-quality products. Moreover, failing to build this pipeline sends dangerous signals to investors that you can follow the rules, get all the required approvals, and still see your job-creating investment delayed. We received a much-needed boost of confidence when Trans Mountain began construction in 2019, but we will hold off our celebrations until the pipeline is complete and our resources start flowing to new markets.
Enabling interprovincial trade Since the 2019 spring election, the Alberta Government has introduced a number of probusiness initiatives to boost our province’s competitiveness. With the passage of the Job Creation Tax Cut, Alberta is now the province with the lowest corporate tax rate, and further reductions are planned in the coming years.
As last year’s federal election made clear, many Canadians feel we are at a critical point when it comes to fighting climate change, and we believe that Alberta energy has an important role to play. Ultimately, we need federal leaders to address not only the underlying regulatory issues that led to the circumstances surrounding Trans Mountain, but also encourage a more balanced conversation on how responsible resource development can actually help advance our environmental and climate goals. The faster we get our responsibly produced and ethical energy products, including liquefied natural gas, to international markets – where they can offset higher-emission fuel sources in other countries – the greater an impact we can have in fighting climate change on a global scale.
So much of Alberta’s economic potential lies beyond our borders, and we simply cannot achieve this potential without tearing down Canada’s internal trade barriers. Trade barriers between provinces fragment our country’s already small market and unnecessarily restrict growth for businesses. Worst of all, they cost our economy up to $130 billion each year, increasing costs up to 7% on goods flowing between provinces. The Alberta government has responded by working to unleash free trade across Canada, dropping half of the Province’s exemptions under the Canadian Free Trade Agreement this summer and eliminating eight more of the remaining 14 in the fall. While Alberta will soon be the province with the fewest trade barriers, meaningful progress can only be achieved with the help of other provinces. The Manitoba government has signalled their intention to lift some of the province’s CFTA exemptions, and we’re hopeful that 2020 will be a turning point for free trade in Canada.
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The year ahead promises to bring with it new challenges and opportunities for the Edmonton business community. As in years past, we will continue to advocate on behalf of businesses like yours to create a healthy, vibrant and competitive environment that supports greater prosperity for everyone. The Edmonton Chamber would like to hear from you. What are the top issues and priorities for you and your business for 2020? Please contact us by email at: policy@edmontonchamber.com.
Connecting you to the right people. It’s what we do.
Our members not only have access to a massive directory of contacts and discounts, but they’re also connected to a variety of networking and educational opportunities, and part of a strong collective voice to government. It’s the perks of being part of one of the largest chambers in Canada. Call us today at 780.426.4620 and become a member.
edmontonchamber.com BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // JANUARY 2020
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Dan Garcia, Chief Operating Officer, Principia Assessments Ltd.
Principia Assessments Ltd. Member Profile Dan Garcia, Chief Operating Officer knowprincipia.com What’s your story? We believe the world is a better place when professionals are empowered to be their best. So, we tackle complex challenges in professional competence using an assessmentbased approach. Our clients are regulators, educators, employers, and individuals who care about professional competence. We help them answer questions like: What are the competencies someone needs to do a job? How can these be measured? How can learning and development be optimized? Our work has included helping a regulator develop a new professional training and licensing program, helping a law school measure its effectiveness in educational delivery, and helping professionals assess challenging (but critical) competencies like intercultural competence. What do you enjoy most about being a member of the Edmonton Chamber of Commerce? The Edmonton Chamber does a great job of organizing and hosting relevant events for its member – and they are fun! The events are
a great way to hear from a range of subject matter experts, political leaders, and meet other members. My favorite event is the Taste of the Chamber. What is one thing people are surprised to learn about your business? There are very few—if any—organizations like ours in Canada. We have combined our knowledge of assessment, analysis, communications, executive leadership, human resources, intercultural competence, law and legal context, management, organizational theory and design, project management, and technology to develop our unique approach to partnering with clients. Who is your ideal client? Employers and individuals who care about professional competence. This includes professionals who are, or are considering, undertaking diversity and inclusion initiatives. For clients that are about to embark on this journey, we provide a starting point (or baseline assessment) that helps measure the effectiveness and success of their initiatives. We also provide them with recommendations specific to their context because no two organizations are exactly alike. That’s why we don’t start with a solution, we start by listening to our clients’ needs. BUSINESSINEDMONTON.COM // BUSINESS IN EDMONTON // JANUARY 2020
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Wild + Pine Member Profile Chris Kallal, Principal, Wild + Pine www.wildandpine.ca What’s your story? I am the founder of Wild + Pine, an environmental restoration and social optics firm located at the Edmonton International Airport’s Alberta Aerospace and Technology Centre (AATC). My expertise spans across the oil & gas, forestry, and transmission sectors where I have built a foundation that focuses on practical, operationally sound resource management systems. My passion for business and the environment has allowed me to occupy a niche where innovation and value creation have become the hallmarks of my trade. I have a degree in Forest Management from the University of Alberta and a technical diploma in Forest Technology from the Northern Alberta Institute of Technology. Since Wild + Pine’s inception, the business has grown organically where we offer an in-demand service base and value-add culture. During these years, I have developed a passion for marketing, business development, and industry disruption where Wild + Pine has developed a role as a catalyst of industry transformation. In addition to my role with Wild + Pine, I am a director with the Association of Alberta Forest Management Professionals, a University of Alberta Alumni Council member and Agriculture, Life & Environmental Sciences Faculty Representative, and I serve on a regionally focused stewardship committee with the Nature Conservancy of Canada. In 2018, I was honoured to be named one of Edmonton’s Top 40 Under 40 business leaders. What do you enjoy most about being a member of the Edmonton Chamber of Commerce? Since Wild + Pine is a small firm, at times it is difficult to visualize outside perspectives. What I enjoy most about the Edmonton Chamber is the connection to ideas and mentorship within the business community. Edmonton has a robust community of industry leaders with a passion for giving back, and the Edmonton Chamber allows us to connect with these members helping us grow and evolve.
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Chris Kallal, Principal, Wild + Pine
What is one thing people are surprised to learn about your business? In Alberta, we are on the frontlines dealing with some of our generations greatest challenges. From restoration, renewal and future of Alberta’s diverse forests and green spaces, Wild + Pine focuses on experimentation over efficiency. We are dedicated to solving these challenges despite the size of our firm. Who is your ideal client? From oil and gas to energy and construction, we’re proud to partner with clients to help our province’s people and environment thrive. But our ideal clients are simply those that are up for grabbing a cocktail after work! What has been your biggest challenge in business, and how did you overcome it? I’m a young business owner – therefore, everything was new to me. I had to learn how to ask for help as well as trust my own instincts. And now we’re not only devoted to environmental services, but also education and leadership in our natural habitats. Through our comprehensive model, we help our clients, partners and industries achieve sustainable results. What is your favourite thing to do in Edmonton? With Edmonton’s vibrant market scene, one of my favourite things to do is to take a stroll to the Ritchie Market for some local treats! If you could make one substantial improvement to Edmonton’s business environment, what would it be? Edmonton has a humble nature, yet we are extremely well positioned to be the leader of an economic re-brand that is now being demanded across Canada. I feel we have started to vocalize this – but let’s shout it from our roof-tops!
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We’ve got room for you and up to 119 guests. It’s what we do.
Situated in the heart of downtown Edmonton, the World Trade Centre offers comfortable and convenient meeting rooms, conference spaces and temporary offices, in a beautiful historical building. Whether it’s a small or large board meeting, a presentation or luncheon, or a temporary workspace, we’ve got you covered. Book today at 780.426.4620 or booking@edmontonchamber.com
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AYRE & OXFORD INC. THE LEGACY CONTINUES
The real estate management company looks to the future while saying goodbye to a founding member By Nerissa McNaughton
Ayre & Oxford Inc. • Celebrating 25 Years 47
Paul Jones, Rose Evans, Robyn Brown and Marcy McMillan.
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yre & Oxford Inc. offers property maintenance along with residential, condominium, and commercial property management; and services for homeowner associations and property developers. The company was founded by John Ayre 25 years ago. John passed on November 14, 2019, but not before seeing his dreams come true. He leaves behind a team and clients that remember him very fondly; a business partner and friend, Don Oxford, that built the company alongside him; and an enduring legacy in the city of Edmonton. While Ayre & Oxford Inc. will never be the same without John, the foundation John and Don gave the company provide it with a memorable past, and a future full of possibilities. Like many of Edmonton’s most recognizable businesses, Ayre & Oxford Inc. started in a basement. Steady growth and business practices based in honesty and integrity quickly grew the company, resulting in a move to professional quarters in 1997. Today, the company is managed by: Don Oxford, BCOMM, FRI, CLP, CPM, associate broker, vice president; Rose Evans, CPM, AMO, ARM, ACM, president, partner, broker;
Marcy McMillan, Paul Jones, Rose Evans, John Ayre and Don Oxford.
Ayre & Oxford Inc. • Celebrating 25 Years • Page 2
COMMITTED TO EXCELLENCE At NB Benny’s Contracting we deliver safe, high quality service and support that focuses on the activities essential to productivity since 2007. We are continually seeking areas of growth and constantly adopting new equipment and improving quality to meet the ever-changing needs and requirements of our customers. We are proactively adopting practices to improve the efficiency and safety of our service while reducing the environmental impact. We have a long tradition of being driven for results which improves the costeffectiveness, efficiency, safety and environmental impact of our operations. Recognizing that today’s construction challenges are unpredictable in nature and significantly impact our customers’ operations; we develop partnerships that deliver functional solutions, enable high performance, and maintain safety as a value we hold above all else. NBB is committed to conducting our business in a manner that safeguards our employees, customers, community neighbors, suppliers and the environment in which we operate. NBB will continue to meet or exceed all applicable Health, Safety and Environmental laws and regulations.
Congratulations Ayre & Oxford on 25 years of business excellence!
We wish you many more years of continued success Renovation • Landscaping/Lawn Maintenance • Snow Removal 16815- 110 Ave NW | info@nbbennys.com | 780-265-4029 www.nbbennys.com
Robyn Brown, CPM, ARM, vice president, partner, associate broker; Paul Jones, CPM, ACM vice president, partner, associate; and Marcy McMillan, controller, partner. Ayre & Oxford Inc. employs more than 230 people and manages approximately 180 properties and associations in Alberta. Rose and Robyn reflect on the company’s humble beginnings, its growth, and its future. “Ayre Management Inc. changed to Ayre & Oxford Inc. when Don joined as a partner,” they explain. The company was started because it was work that John and Don knew and loved. It was decided that the name ‘Ayre’ would be listed ahead of ‘Oxford’ so the company would be at the top of the list in the Yellow Pages!” It was soon clear that being easy to find in the Yellow Pages was just a small part of what made the young company so successful. With twin mottos of “the client is always right, whether or not they are right,” and “people are our best asset,” both clients and staff continue to enjoy the work culture and opportunities created by John and Don.
“Their vision remains our vision today,” say Rose and Robyn. “‘As a professional real estate management company, our vision is to continue to develop a profitable, professional and hands on real estate management organization, recognized by building owners and the real estate community as an innovative industry leader.’ At Ayre & Oxford Inc. we value our employees and strive to provide an environment that allows them to meet their goals and objectives within our corporate structure. We are extremely fortunate and proud to have such a dedicated team working together. Other factors that contribute to our success are our longevity, commitment, stability and professional training and education.” They continue, “Our strong commitment to lifelong learning and training with industry educational organizations such as the Institute of Real Estate Management (IREM) and The Real Estate Institute of Canada (REIC) has allowed us to draw from a uniquely focused talent base. Continuing education for ourselves and our team ensures that we are aware of the content that enables us to tailor internal training specific to our company values.”
Ayre & Oxford Inc. • Celebrating 25 Years • Page 4
BFL CANADA Real Estate Congratulations Ayre & Oxford on 25 years of excellence! We are proud to be a partner and wish you many years of continued success!
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Keeping ahead of trends in technology and automation is also a priority in providing worldclass management services. “CONDOCafé™ and RENT Café® portals integrate with our new Yardi Voyager property management systems to provide access to realtime financial information, document processing, ownership, tenancy details and more without compromising security,” Rose and Robyn explain of one of the latest technologies Ayre & Oxford Inc. has embraced. “It also provides convenient access to online ledgers, electronic fee payments, calendar reminders and additional forms and documents. Clients, vendors and customers can view, download and print real-time ledger activities, update contact information and submit and review online maintenance requests.” Business In Edmonton’s Leaders Award Sponsors present Rose M. Evans from Ayre & Oxford Inc. with her Business Ayre & Oxford Inc.’s positive corporate culture In Edmonton Leaders Award. Left to right: Terry Connell (ServPro Edmonton Southside), Michelle Miller (MNP) Rose M. Evans (Leader) and Shawn Mevel (ATB). Photo by Courtney Lovgren. has not gone unnoticed. Rose was humbled to accept a 2019 Business Leaders award, and she attributes this recognition to the efforts of the entire team. The company was thrilled to receive their 10th named as the Management Company of the Year (2015) by Consumers Choice award recognizing business excellence in the Edmonton Chapter of the Real Estate Institute of Canada, property management services. Other honours include being and a W.P.J. McCarthy Corporate Citizen of the Year Award.
John and Don Congratulations on your 25th anniversary. Rose, Paul, Marcy and Robyn we continue to look forward to more great adventures. Our times together have been both productive and enjoyable. Thank you for the opportunity to contribute and to be a part of building both of our great organizations.
On February 4th, 2014, Ayre & Oxford Inc. earned the Accredited Management Organization® (AMO®) accreditation from the Institute of Real Estate Management (IREM®). Ayre & Oxford Inc. stands by the AMO® pledge to: “Advance professional real estate management through the mutual efforts of AMO® Firms of the Institute of Real Estate Management and by any other proper means available. To maintain the highest moral and ethical standards consistent with the objectives and higher purpose of the Institute. To comply with the principles and declarations of the Institute of Real Estate Management as set forth in its Bylaws, Statement of Policies, the AMO® Code of Professional Ethics and the IREM® Code of Professional Ethics.” “Our team believes our company success and growth in the industry, especially in the recent downturn in the local economy, is directly related to our demonstrated best practices and ethics, strong commitment to education, volunteer involvement in industry related organizations, industry contributions and outstanding service,” conclude Rose and Robyn. Ayre & Oxford Inc. gratefully recognizes and thanks the people and organizations that are instrumental in the success of the company.
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“We continue to strive to be innovative industry leaders and look for new ways to be involved with our personnel, show our appreciation and offer training and support where needed to meet the everchanging needs of our current and future clients.”
Ayre & Oxford Inc. • Celebrating 25 Years • Page 6
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Congratulations to the team at Ayre & Oxford on 25 years of success.
Congratulations to Ayre & Oxford, as they celebrate 25 years of professional real estate management across Edmonton.
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Ayre & Oxford Inc. • Celebrating 25 Years • Page 7
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REMEMBERING JOHN AYRE On November 20, 2019, family, friends and colleagues gathered to celebrate the life of John Ayre in an event called John’s Happy Hour. The emcee started the proceedings with a quote that John himself was fond of saying: “Let it happen, captain.” What followed was a true testament to the man that not only built an incredible company, but a man that had clearly touched, changed, and even saved many lives. Before he passed, John had the opportunity to help plan his tribute, and his sense of humor was prevalent throughout. As his daughter noted, they did not, as he had requested, play Hello by Adele, as the lyrics hello from the other side were a bit “too soon.” John also asked that his tribute be short, but as his daughter noted, “that would be impossible. There are too many stories… and such little time.” Those that came forward to share stories of his life gave insight into the man he was: a wonderful husband. A caring
father. A devoted business partner. A trustworthy friend. It was said that when you spoke to John, even if you were a youth, he listened with his whole being, making you feel like you were the only person in his world during those moments. He was respectful, even if he disagreed with another’s opinion. At work he is remembered for going to each team member’s office every day to greet them individually with a “good morning” and a smile. The room was packed with those that had come from near and far to share how John had worked with them, believed in them, was the ‘cool uncle’ to their children, and how he could always be counted on during thick or thin. He always came through, and he did so with grace. Although many gathered to say goodbye to John Ayre, the light he put into the world continues to shine brightly. He leaves behind a warmth in the community that can never be extinguished. His legacy will continue.
#203, 13455 - 114 Avenue Edmonton, AB, Canada, T5M 2E2 Phone: (780) 448 - 4984
www.ayreoxford.com Ayre & Oxford Inc. • Celebrating 25 Years • Page 8
CAPITAL REGION HOUSING:
50 Years of Helping People Find Their Way Home by Nerissa McNaughton Capital Region Housing - Celebrating 50 years
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M
aza, a single mother with two boys, was struggling to pay the rent in her apartment. A bad car accident had her living on Workers’ Compensation Board benefits, and the bills were piling up. To make matters worse, the landlord didn’t like her children, and ultimately asked her family to leave the apartment. In the blink of an eye, Maza found herself out in the city with limited support. So, she turned to Capital Region Housing (CRH). “With God’s grace, I was accepted,” says Maza. “Receiving my keys to a new place with enough bedrooms was a dream finally coming true. We are safe and happy.” Maza’s story is just one of thousands in Edmonton and the surrounding area. The need for affordable housing for the city’s most vulnerable is high. Although CRH is currently home for more than 9,000 families in the Edmonton Metropolitan Region, thousands more are in the process of applying for homes or are on waiting lists. In spite of the waiting lists and applications, CRH is making a huge difference to families and affordable housing in Edmonton. For 50 years, the organization has aggressively lobbied for change, evolving and challenging the status quo to continue subsidizing and providing homes for families, and building new homes for those in need. What started with a modest nine homes and 416 federally owned units in 1970 is now, under CRH, more than 4,500 units of government-owned housing, subsidies for over 3,200 private renters, and ownership for
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Capital Region Housing - Celebrating 50 years
Congratulations
to Capital Region Housing Corporation on 50 years of success from The RMS Group
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Specializing in large multi-family, office conversions, commercial and industrial construction projects
REAL ESTATE DEVELOPMENT PROPERTY MANAGEMENT SERVICES EQUIPMENT RENTALS The RMS Group of Companies - #220, 9303 34 Avenue NW Edmonton, AB T6E 5W8 P. 780-414-0330 | www.rms-group.ca
more than 600 units of affordable housing – with more units currently being built in the Londonderry area and soon in the Lendrum community. CRH manages millions of dollars in assets and is the second largest residential landlord in the region. The need for affordable housing was identified by the City of Edmonton in the late 1960s. At that time the Edmonton Community Housing Organization was formed to initiate conversations with the Federal and Provincial Government to request funding through the National Housing Act (NHA). In 1970, the Edmonton Housing Authority (EHA) was incorporated and launched the initial project of nine homes and 416 housing units. As the first project took shape, Alberta grew interested in having a more active role in the ownership, construction, and location of future housing projects. To this end, the Provincial Government negotiated an agreement with the federal government to change the cost sharing to 50 per cent federal, 40 per cent provincial and 10 per cent municipal. Under this model, between 1975 to 1983 the province developed 86 housing projects (2,964 units) with management being contracted to the EHA. The next big change came in 1994 when the EHA entered into a contractual agreement with the province to act as its agent for the administration of the Private Landlord Rent Supplement Program in the Edmonton region. Also in 1994, the new Alberta Housing Act came into effect. The province made significant changes to the Act, including
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Capital Region Housing - Celebrating 50 years
Dewling joined CRH in 2013 and he and his team have been instrumental in transforming the organization into a more purpose-driven, entrepreneurial social enterprise. the creation of management bodies. Capital Region Housing was incorporated in 1995 and assumed the assets and liabilities of the EHA. Immediately, CRH began exploring the possibility of building its own units, since government orders had significantly slowed down the construction of government-owned units. In 2007, the Provincial Government decided to give municipalities control over the affordable housing funds, so that each municipality could determine their own priorities and engage directly with developers – a significant win for the CRH mandate. CRH’s path to get to its current state today has not been a fast or an easy one, but one thing has never changed: the desire to provide affordable housing for those in need. CRH’s growth has always been in support of this goal, from when the need was identified to the many changes to programs at the federal, provincial, government and municipal levels. Today, Greg Dewling, CEO, is leading CRH through its latest evolution. Dewling joined CRH in 2013 and he and his team have been instrumental in transforming the organization into a more purposedriven, entrepreneurial social enterprise. In 2017, he secured the first CRH private development project, in which CRH holds a 50 per cent partnership. The build resulted in 174 homes and 35 subsidized selfsustaining units that tenants began to occupy in late 2019.
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Additional projects are in progress to add 240 homes to the portfolio in the coming months, with a further 600 planned for the near future. “I was a pastor for 17 years before I got into housing,” says Dewling. “Why the switch? Well, no pun intended but some doors closed, and others opened.” Originally a pastor from Newfoundland, Dewling worked in various local churches in Newfoundland before taking roles as the chaplain and a business instructor at Memorial University. He discovered a passion for working with seniors’ housing when he moved to Alberta. When an opportunity at CRH gave him a chance to work with both seniors and families, he knew the position was an ideal fit. “I had to learn the business, but for me it made sense,” he notes the overlap of pastoral work and housing as being the passion for caring about and working alongside people. “One of my first summer jobs was in a warehouse. I hated it from day one! When I had to quit to get my appendix out, I was excited because I didn’t have to go back there and work alone anymore! I like working with people, discussing and achieving goals together, and growing together.” Ideally, the goal is to have everyone in the Edmonton area living safely in a home they can afford. But is that possible?
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Capital Region Housing - Celebrating 50 years
“That is a goal we work towards everyday,” Dewling says. “That is absolutely our aim, and we are working towards it.” But it’s not easy, and he knows it. With Alberta’s constant boom and bust economy, and the recent back-to-back recessions, the need continues to grow and outstrip supply. For people like Shalini, the situation can become desperate. Pregnant with her first child and without emotional, physical, and financial support, Shalini stood in the CRH office feeling confused and overwhelmed by the paperwork. “I knew I needed help, desperately,” she says. “After applying and visiting the office a few times, with my tummy growing bigger, my need and desire for a home were getting stronger. One month after my delivery, I finally got a call from CRH. I felt so relieved and super excited. I couldn’t wait to see my new house! “I remember carrying my new baby and new hopes close to my heart and standing outside and ringing the doorbell. The day I got the keys, I felt a sense of survival. I had hope that I can raise my children in a safe environment.” CRH wants a positive outcome for every client.
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Capital Region Housing - Celebrating 50 years
“I remember carrying my new baby and new hopes close to my heart and standing outside and ringing the doorbell. The day I got the keys, I felt a sense of survival. I had hope that I can raise my children in a safe environment.” “The greatest challenge is the misunderstanding about the housing sector and how it works,” Dewling points out. “Most expect that a silver bullet of money will solve everything. In reality, the underlying issues about poverty and housing are complicated. In ideal circumstances, housing is usually a full third of the cost of a monthly budget, on top of the need to pay bills, buy groceries, and buy life’s necessities. However, politically and economically speaking, there is no doubt that [Edmonton] is in challenging times, and those challenges are driving the need for those that were just getting by, but now are running out of savings. There’s always a gap; either rents are too high or incomes are too low, so we are always trying to find that balance. In Edmonton right now we need approximately 16 per cent of the homes to be affordable, but what we have is about 6 or 7 per cent and those people in the gap are paying 40, 50, or even 80 per cent of their income on rent. So, if someone says to me, ‘Greg, please build me a home,’ and I say ‘maybe in five years I’ll have one ready for you…’ that’s a long time.
Congratulations CRHC on 50 years of service to our community! SINCE ESTABLISHING ITSELF 20 YEARS AGO AS A PARTNERING NOT FOR PROFIT COMPANY, SUMMIT HAS BECOME A LEADER IN AFFORDABLE HOUSING PROPERTY AND FACILITY MANAGEMENT. I am routinely asked one simple question; “how can you help us come in under budget and run our operations and properties more efficiently” – It’s simple. Our licenced property managers and experienced team of professionals can manage every detail of the day-to-day operations, maintenance, leasing, accounting and on-site property/tenant management. We are truly a “one stop shop.” Our focus is to always align with your goals and revenue growth strategies by controlling expenses to maximize your long term objectives. We specialize in Total Property Management from office to residential repurposing projects, co-living properties, affordable housing communities and market apartment leasing and management.
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“There is certainly a shortage [of affordable housing],” Dewling continues. “Building was more robust about 30 years ago, then it slowed down. There’s been a few programs along the way but building certainly hasn’t kept up. In the past a home was about three times your annual income in most municipalities. Now homes are seven or eight times the income, and in a less robust economy.” CRH is being aggressively proactive about the problem. “We’ve built the first private public partnership in Canada that integrates affordable housing into market development with no government funding,” Dewling says with pride. “We were the first of two agencies that raised some mortgage debt on the bond market last year. That is typically not done in the affordable housing market. We took out a mortgage on a new development. “CRH has also started the first social housing regeneration project in the province. In the Londonderry area we removed 80 homes and we are in reconstruction to put back 240. This will be a social space in addition to housing. It will provide for tenants and have retail space.” That’s not all. In addition to directly tackling the lack of housing, CRH is addressing the many other issues that drive people to affordable housing in the first place.
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Capital Region Housing - Celebrating 50 years
That’s not all. In addition to directly tackling the lack of housing, CRH is addressing the many other issues that drive people to affordable housing in the first place. “More than 1,800 school-aged children live with us. We [partner with other organizations] to emphasize the importance of academics, leadership and volunteering for our youth,” Dewling says of one of many social programs CRH has initiated. He’s also passionate about the organization being self reliant. “CRH is now also selling back office services such as HR, IT, project management and financial services,” he notes. “Building capacity to be self supporting and building a revenue stream ultimately helps build more affordable housing.” This multi-faceted approach to affordable housing is gaining traction across Canada. “Many of our ideas were accepted by provincial and national housing strategies,” Dewling is pleased to say. “We believe in our robust
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community engagement programming. My philosophy is that you always pay. You pay now or pay later. Later is always more painful and usually more expensive. This is why we invest heavily at the start when we do a new project and why we spend time talking to our clients about their overall needs. We are proud of our processes and they have produced very good results.” Four clients experiencing these results are Marlene, David, Abkar and Julie. As the single parent of two adult children and a grandmother to a fiveyear-old boy, Marlene struggled to support herself and her family on her disability payments. “I was extremely excited when I finally got the call stating my application was being processed and I was given the opportunity to start looking at places to live,” she says. “I only looked at two places before I found my current home. It feels good to finally have the security, comfort, stability and to say I can raise my family to the best of my ability with no more worries or sleepless nights. I am forever grateful for my low-income home.” David became home-insecure and depressed due to an unstable family situation. CRH renewed his purpose in life.
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Capital Region Housing - Celebrating 50 years
“My life is different now and I’m just grateful to have a roof over my head! The moment I first moved into my home I felt a sense of peace and of finally feeling safe and excited for my future. I want to apply myself and go back to school to study music; specifically, song writing and becoming a lyricist. Now that I have my home, I can focus on having a purpose.” “I came to CRH in search of a place to call home after going through a difficult time living with my family. I was able to get a referral to CRH and the agency also helped me with the paperwork necessary for applying for community housing. I had a lot of depression and was fighting with my stepdad and sister at home. I just wanted peace and to be happy,” David says. “My life is different now and I’m just grateful to have a roof over my head! The moment I first moved into my home I felt a sense of peace and of finally feeling safe and excited for my future. I want to apply
Congratulations Capital Region Housing on 50 great years!
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Capital Region Housing - Celebrating 50 years
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Abkar, 72-year-old low income senior that receives a rental subsidy.
Thank you Capital Region Housing for 50 years of caring!
realtyunleashed.ca
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Capital Region Housing - Celebrating 50 years
“I have no words on how I can offer my heartiest thanks to the CRH team! Now that I have help from Capital Region Housing, I can buy groceries and sleep without any headaches! My life is very comfortable.” myself and go back to school to study music; specifically, song writing and becoming a lyricist. Now that I have my home, I can focus on having a purpose.” Abkar is a 72-year-old low income senior that receives a rental subsidy. “Due to my rent subsidy, I’m able to maintain my budget and have peace of mind,” she smiles. “I have no words on how I can offer my heartiest thanks to the CRH team! Now that I have help from Capital Region Housing, I can buy groceries and sleep without any headaches! My life is very comfortable.” Julie says she had a great childhood. She moved to Edmonton for that “big city” life. In short order, she found herself without adequate housing and her dreams of a good life were in peril. “I was actually in the hospital with a broken ankle when CRH called me. I was so excited; I didn’t mind leaving early to look at my new place,” Julie recounts. “Now that I have an affordable home, I can focus my energy on returning to school to learn more about computer technology and keep busy with hobbies such as sewing and attending traditional communal Cree ceremonies in the city. I’m very happy and comfortable. My site manager is helpful, and I have great neighbours,” she adds of how CRH helped turn her situation around.
www.parlee.com We are a large, regionally-based law firm with significant legal experience across a multitude of service areas. This allows us to build skilled, responsive teams designed specifically to meet your unique needs, while respecting your time and resources.
Congratulations to Capital Region Housing on 50 Outstanding years supporting our community. 1700 Enbridge Centre 10175 101 Street NW Edmonton, AB T5J 0H3 Ph: 780.423.8500 Fax: 780.423.2870
3300 TD Canada Trust Tower 421 7 Avenue SW Calgary, Alberta T2P 4K9 Ph: 403.294.7000 Fax: 403.265.8263
Capital Region Housing - Celebrating 50 years
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CONGRATULATIONS! Capital Region Housing For your continued partnership and 50 years of providing quality, affordable housing for Edmontonians.
Cascade Environmental Consulting Ltd. (CEC) provides hazardous materials consulting, indoor air quality testing, asbestos testing, and abatement site services throughout Alberta.
CONGRATULATIONS TO CAPITAL REGION HOUSING ON 50 YEARS! 10061-166 Street, Edmonton, AB, T5P 4Y1 Phone: (780) 488-2325 • Fax: (780) 488-3019 www.cascadeenviro.ca
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Capital Region Housing - Celebrating 50 years
Dewling likes to quote Hellen Keller: “Alone we can do so little; together we can do so much,” as he points to the team, board, contractors, government, and all the other people instrumental in executing on CRH’s vision. “A great deal of our success is due to the diversity of our leadership team,” he says. “I’m the only white Canadian dude, and I wasn’t even born in Canada. We have six females and six males on the team. Our leaders come from all over the world – Lebanon, Tanzania, Burundi, Iraq and England. The diversity in our team through culture and gender makes us one of the top leadership teams in the country and we are often sought out by other agencies to share our story. The diversity happened organically. I wanted the best people, but also recognized and acknowledged that finding the best is rooted in knowing the strength of diversity. Did we set out to have an equal number of men and women? No. It just worked out that way because of seeking out the best.” This team has made a huge difference for the 9,000+ families in the Edmonton region that have a safe place to call home. “Whether it’s a family that needs an affordable home, an advocate for housing, one of our contractors, or a government official, it’s not ‘us against them,’ Dewling says. “It’s all of us pulling in the same direction so society, communities, and families benefit.”
“Whether it’s a family that needs an affordable home, an advocate for housing, one of our contractors, or a government official, it’s not ‘us against them,’ Dewling says. “It’s all of us pulling in the same direction so society, communities, and families benefit.” Capital Region Housing - Celebrating 50 years
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MERIDIAN Housing Foundation
Your Home of Choice
Congratulations CRHC on your 50th anniversary! We wish you many more years of continued success. 5303 – 47 Street Stony Plain, AB T7Z 1P1 Ph: 780-963-2149
meridianhousingfoundation.ca
A great example of how this collaborative approach has benefitted not just a family, but the community at large is seen in SoCheat’s story. Originally from Cambodia, SoCheat and her daughters found their home through CRH’s Community Housing Program. SoCheat was proud to live with CRH because it allowed her family to have access to support services and amenities close to home. “I was referred by a friend to apply for housing at CRH, and it has been amazing,” says SoCheat. “CRH has affected my daughters a lot – a lot! They’ve become happier and more joyful. As a single parent, I’m still able to provide for my kids to get what they need and still have food to eat. We have good clothes. I have the money that I need so my kids can go out on programs. This is the way your home should be; it should bring you joy and happiness. Capital Region Housing has changed my life so much. I’ve become more independent. I’ve become stronger and I’ve proven to a lot of people that I can do anything.”
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Capital Region Housing - Celebrating 50 years
ASBESTOS, MOULD, AND LEAD ANALYSIS IN EDMONTON 780‑488‑2325 • WWW.ASPENIAQLAB.CA
CONGRATULATIONS CAPITAL REGION HOUSING ON 50 YEARS OF CONTINUED SUCCESS. WE WISH YOU MANY MORE.
CONGRATULATIONS ON 50 YEARS!
Originally from Cambodia, SoCheat and her daughters found their home through CRH’s Community Housing Program.
Originally from Cambodia, SoCheat and her daughters found their home through CRH’s Community Housing Program. SoCheat was proud to live with CRH because it allowed her family to have access to support services and amenities close to home. Capital Region Housing - Celebrating 50 years
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Proud to work with Capital Region Housing Corporation
“Serving our clients and our communities with integrity, clarity and hard work since 1962.”
12840 ST. Albert Trail NW Edmonton, AB T5L 4H6 Ph: 780.489.9606 | Fax: 780.484.9689 | Toll Free: 1.877.489.9606 www.metrixgroup.ca
Congratulations Capital Region Housing Corporation on your milestone anniversary! HPC Housing Investment Corporation A Dedicated Lender for Canada’s Affordable Housing Sector The HPC Housing Investment Corporation (HIC) helps housing providers access longterm, low-cost money available in the capital markets. Founded by BC Housing, Manitoba Housing and Ontario’s Housing Services Corporation with support from CMHC. HIC is finance for housing people, by housing people.
www.housinginvestment.ca
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Capital Region Housing - Celebrating 50 years
With the stability she gained, SoCheat did what many CRH clients work towards. She bought a house. In 2018, CRH caught up with SoCheat and her family to learn how life has changed. “I bought a house and we love it! It’s close to school and work and we couldn’t be happier!” she reported. “I have a great job working in the pharmaceutical industry. Everything is going well, and my kids are doing great with school and sports. I really like my job and I couldn’t ask for more!” SoCheat’s story represents what happens when organizations like CRH, along with governments and industry advocates come together to welcome deserving people home. The hard work is far from over. The need for affordable housing in the Edmonton region is still very prevalent, but as long as the need persists, CRH will continue to be proactive and innovative in support of affordable housing.
Environmental Challenges? We Have Solutions. TALK TO US Nucor Environmental Solutions pride ourselves on applying our experience and ingenuity to complex, demanding projects. We provide a wide range of industrial and commercial environmental services in the following areas:
The hard work is far from over. The need for affordable housing in the Edmonton region is still very prevalent, but as long as the need persists, CRH will continue to be proactive and innovative in support of affordable housing.
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Congratulations Capital Region Housing! We wish you many more years of continued success. 18208 – 102 Ave NW Edmonton, AB T5S 1S7 Office: 780-481-1461 Fax: 780-481-1436 info@nucorenv.ca nucorenv.ca
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MODERN, IMPACTFUL, INNOVATIVE PROGRAMS TO SUPPORT AFFORDABLE HOUSING Capital Region Housing (CRH) encourages everyone to rethink social housing and invest in a new model that provides success for partners, funding agents and clients. To this end, CRH is working on several initiatives that are challenging and reforming how social housing operates.
These initiatives include: It Starts with Home: www.itstartswithhome.com This is a long-term vision and strategy to “regenerate social and near-market housing and transform communities.” Redevelopment projects under this vision are underway or planned in the communities of Londonderry, Lendrum, Parkdale, Youngstown and Keheewin. Rentsmart Alberta: www.rentsmarteducation.org Rentsmart empowers adults through transformative education about how to be a good tenant. Skills learned include legal rights and responsibilities, financial management, communication and basic maintenance. “We understand the importance of high-quality housing and life skills education in helping people have successful tenancies,” CRH says. “Successful tenancies and housing stability are key to preventing homelessness. Whether preparing young people for their first time renting, or assisting people to exit homelessness, RentSmart is a key part of the solution.” Ninety-four per cent of Rentsmart certificate holders say they have gained more confidence about renting and being a tenant, and 93 per cent report positive relationships with their landlords; 81 per cent said doing the Rentsmart program made finding a place to rent easier. Success stories through Rentsmart include Donna, who was battling addiction and living in desperate circumstances after her marriage ended. M’akola Housing recommended that she take Rentsmart to improve her housing situation. Donna did, and with her Rentsmart graduation certificate and a portfolio of reference letters and a credit check, a landlord offered her an apartment. Jennifer is another Rentsmart success story. She went from being homeless to living in a one-room situation with a partner and two dogs. Then she fell pregnant. With her Rentsmart certification, Jennifer set short and long-term goals and learned how to better present herself to landlords. She was able to secure good accommodations and her landlady is so impressed, she may present Jennifer a with a rent-to-own offer. Hackers Fore Housing: www.hackersforehousing.ca Hackers Fore Housing is an annual charity golf tournament. Proceeds support those in need of affordable home ownership. Businesses have opportunities to provide sponsorship and door prizes. If you love golf, check out the website listed above so you are the first to know when registration opens.
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Capital Region Housing - Celebrating 50 years
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Congratulations to CHRC on 50 Years!
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GEC congratulates the Capital Region Housing Corporation on 50 years of continued success. We are proud to work with them on projects such as Parkdale One.
LOW INCOME HOUSING FOR SENIORS
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Congratulations Capital Region Housing On 50 years of business excellence! 11622-119 STREET EDMONTON, ALBERTA PHONE: 780-476-1470 | EMAIL: ADMIN@VISTAHOUSING.ORG WEBSITE: WWW.VISTAHOUSING.ORG
CONGRATULATIONS CAPITAL REGION HOUSING ON YOUR 50TH ANNIVERSARY!
s t a r g Con
CRHC on 50 years of helping those in need from your partners at CVL Engineers Inc. 101, 18020 – 105 Avenue, Edmonton, Alberta T5S 2P1 780.982.8931 | info@cvl-eng.ca www.cvl-eng.ca
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Bissell Centre would like to wish a happy 50th Anniversary to Capital Region Housing Thank you so much for the work you do in our community!
#302, 4719 - 48 Ave. Red Deer, AB T4N 3T1 403-343-2177 • rdha.ab.ca
Bissell Centre is proudly partnering with Capital Region Housing to create a NEW Early Learning & Child Care Centre for families living in poverty. Learn more at bissellcentre.org
CONGRATULATIONS on 50 years! We are proud to be a part of your success.
Capital Region Housing - Celebrating 50 years
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“Well, as you know, we have a few people that still need us,” Dewling smiles. “So, during our next five years we really want to add at least another 2,500 homes to our portfolio, and maybe even more. Some of those builds will happen this year. That will get us started.”
own housing needs. The organization also thanks City of Edmonton for its advocacy, the national associations and networks CRH works with, and all their industry partners and supporting agencies. Learn more about CRH by visiting www.crhc.ca.
CRH thanks the Government of Alberta for their support and for shifting the model to allow the City to prioritize its
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s t a r g n o C CRHC On 50 Years! Call us First! 10008 32 Avenue NW, Edmonton, AB T6N 1G7 Main: 780-462-1083 | Toll Free: 1-877-627-6797 www.phsdisaster.ca
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ON YOUR 50TH ANNIVERSARY Proud partner of
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Capital Region Housing - Celebrating 50 years
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