Canadian Apartment Magazine / June 2016

CANADA’S NATIONAL PUBLICATION FOR APARTMENT OWNERS AND MANAGERS

VOLUME 13 / NUMBER 2 / MAY/JUNE 201 6

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Who’s Who 2016 The industry’s major players revealed

WORKING WITH

PA R T O F T H E

PRIDE AND PURPOSE Oxford’s Andrew Lowe on the art of team building

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Editor’s Note

Recognizing Apartment Industry Leaders

/cammediaedge /cdnapartmentmag /mediaedgecam

It’s been a tumultuous few months for Canadian apartment owners, particularly in western markets where wildfires devastated the city of Fort McMurray and economic hardship continues to affect rental vacancies. Overall, however, the sector is enjoying a healthy Q2 with demand that is outpacing supply.

In this issue, we are pleased to present our annual Who’s Who ranking of the top players in the Canadian apartment industry.

Each year the all-important data is collected and sorted for your reading pleasure, and as always, we strive to make the list as comprehensive as possible.

That said, to achieve the best possible outcome, it relies upon you—the industry—to submit accurate information. For all those who took the time to participate, we thank you, and the results of your efforts can be found on page 17.

Oxford Residential’s Andrew Lowe is our issue’s Industry Influencer. A wealth of knowledge when it comes to occupancy techniques, customer service and team-building, Andrew has a lot to say about managing apartment communities and building teams that care. Please read up on his effective management strategies in our profile section on page 30.

Other topics covered in this issue include: mass notification systems, staff engagement techniques, digital marketing strategies, the evolution of laundry facilities, and more. Please enjoy the issue and follow us on Twitter, Facebook or LinkedIn for all the daily news briefs and market info you need to stay in the apartment industry loop.

Editor

Erin Ruddy

Publisher

Senior Designer

Mitchell Saltzman

Designer

Jennifer Carter

Production Manager

Rachel Selbie

Digital & Sales Coordinator

Paula Miyake

Contributing Writers

aula Gasparro P Randy Daiter Chaim Rivlin Taleen Merjanian Andy Schwartze

National Sales

Sean Foley, Stephanie Philbin

Digital Media Director

Circulation

Steven Chester

Annette Carlucci

Maria Siassina

For sales information call (416) 512-8186 ext. 248

Canadian Apartment Magazine is published six times a year by:

5255 Yonge St., Suite 1000, Toronto, Ontario M2N 6P4 E-mail: info@mediaedge.ca

President Kevin Brown

Sincerely, Erin Ruddy @ehruddy

Group Publisher Melissa Valentini Copyright 2016 Canada Post Canadian Publications Mail Sales Product Agreement No. 40063056 ISSN 1712-140X Circulation ext. 246 Subscription Rates: Canada: 1 year, $50*, 2 years, $90*, US $75 International $100, Single Copy Sales: Canada: $12* * Plus applicable taxes

Quoteworthy

Requests for permission to reprint any portion of this magazine should be sent to Melissa Valentini

“We can easily find ourselves looking for what’s wrong. I think what’s hard for leaders is to find what’s right, to look for things we can celebrate.”

-Andrew Lowe

Authors: Canadian Apartment Magazine accepts unsolicited query letters and article suggestions.

Manufacturers: Those wishing to have their products reviewed should contact the publisher or send information to the attention of the editor.

The opinions expressed are those of the authors of articles and do not necessarily reflect the views of Canadian Apartment Magazine. This information is general and is not a substitute for legal advice.

Sworn Statement of Circulation: Available from the publisher upon written request. Although Canadian Apartment Magazine makes every effort to ensure the accuracy of the information published, we cannot be held liable for any errors or omissions, however caused. Printed in Canada.

– page 32

STABILITY AND BALANCE

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CONTENTS COVER STORY

FEATURES

30 Industry Influencer

16 Elevating the Industry

The Changing World of Property Management Oxford Residential’s Andrew Lowe discusses teambuilding and the importance of delivering quality customer service

By Erin Ruddy

17 Who’s Who 2016 28 Support for Fort McMurray

By Erin Ruddy

36 In the Event of an Emergency

By Taleem Merjanian

COLUMNS 10 Transactions Q2 Market Brief

By Erin Ruddy 12 CMHC National Housing Market Forecast

By Paula Gasparro 27 Newsworthy A New Era in Rental Housing

By REMI Network 40 Management Making Cents of Human Capital

By Randy Daiter 42 Insurance Protecting your Insurer

By Andy Schwartze 44 Marketing Promoting your Rental Property

By Chaim Rivlin 47 Legislation Ontario Opens way to Inclusionary Zoning

By Erin Ruddy

DEPARTMENTS 4

Editor’s Note

35 Ask the Expert 54 Smart Ideas

UPCOMING EVENTS The Canadian Institute of Plumbing & Heating: Annual Biz Conference June 26 to June 28 Banff Springs Hotel www.ciph.com/en/

2016 FRPO Charity Golf Classic July 25, 11 a.m.

Rattlesnake Point Golf Club www.frpo.org/events/2016-frpo-charitygolf-classic

Canadian Apartment Investment Conference September 7 Metro Toronto Convention Centre http://www.realestateforums.com/caic/

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THIS MONTH’S ONLINE EXCLUSIVES ALL THE BUZZ

Does the rental industry have an image issue?

New survey sheds light on public’s ambivalent attitude toward Ontario’s apartment sector, in which approximately 30 per cent of households live. Gentrification, affordability and the downward trending vacancy rate are just a few of the many sub-themes guaranteed to spark lively debates about the current state of the rental housing industry.

A CMHC report predicts that housing starts will slow in 2016 and 2017.

FROM THE GREEN BIN

A guide to glass balcony guards and breakage Over the past several years, there have been many instances of glass balcony guards breaking from high rise buildings. Amid these periodic reports of shattering panels, an expert explains how to mitigate the risks.

Tarion review consultations kick off in Toronto As consultations in the Tarion review kicked off in Toronto April 13, the former trial judge commissioned to independently examine the Ontario New Home Warranties Plan Act and the corporation that administers it said that he had assured those who had expressed concerns that he has “no marching orders.” Justice J. Douglas Cunningham said that he would not have accepted the assignment if it came with constraints.

The CaGBC is expanding training to meet rising demand for skilled workers in the green building field.

EXPERT ADVICE

Peter Mills talks sub-metering in multifamily space.

CONNECT WITH US ON:

www.REMInetwork.com

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Transactions

Q2 Market Brief Strong Demand Continues to Anchor the Canadian Apartment Investment Sector

National vacancy levels remain healthy as we wind down Q2, supporting strong income stability for owners and investors throughout most of Canada. That said, with the energy sector crisis still affecting Alberta, Calgary has been impacted with RealNet Canada reporting that no major sales have closed during the months of April or May. To entice new tenants, apartment owners in Calgary have resorted to offering incentives like free rent.

Elsewhere in Canada where vacancy remains strong, the demand is surpassing the supply of available product. Keith Reading, Director of Research at Morguard, notes: “Despite moving to a high of 3.3 percent—the highest it’s been since 1998 for the nation’s 35 largest markets—the apartment

investment sector continues to be healthy, posting an annual return of 8.6 percent for the 12 months ending in March 2016, which, according to MSCI, is outperforming the broader index at 7.7 percent.”

Notable Q2 sales to date:

InterRent REIT acquired two new buildings; the first a 127-unit apartment at 1101 Rachel Rd East in Montreal for $21.6 million (or $169,685 per unit); the second a 418-unit complex on Parkway Park in Ottawa for $55.7 million (or $133,254 per unit)

10 www.canadianapartmentmagazine.ca

Starlight Investments acquired Denwin Investments portfolio in Toronto, which contains 131 units for

$19.3 million

(or $146,147 per unit).

Starlight also acquired 15 Maple Avenue in Barrie, comprised of 169 units for $62 million

(or to $366,864 per unit)

Golden Equity acquired 25 Trudelle Street in Toronto for $32.4 million for 216 units (or $150,000 per unit)

Transactions

In other apartment news…

The Heathview recognized by CFAA for excellence Morguard’s The Heathview, in mid-town Toronto, has been recognized again for excellence in a purposebuilt rental development, this time as co-winner of the New Development of the Year Award by the Canadian Federation of Apartments Association (CFAA).

CFAA represents the owners and managers of close to one million residential rental suites in Canada, through 11 associations.

In December, The Heathview was awarded the 2015 Rental Development of the Year by the Federation of Rental-Housing Providers of Ontario (FRPO). The FRPO MAC Awards recognize Ontario’s top landlords and property managers for excellence in the rental housing industry.

The Heathview is comprised of two 30-storey towers located in Forest Hill Village – the first new rental housing development of its kind for that neighbourhood in more than forty years.

“The Awards underscore the value that The Heathview brings to this community,” said Brian Athey, Vice President of Development at Morguard. “The new LEEDdesigned towers replaced two older 1950s end-of-life rental buildings. The Heathview provides a sound and secure alternative to the condo market and offers a range of mid-market to luxury suites in a prime location to accommodate the market demand.”

Vancouver welcomes four new affordable housing sites A partnership of co-op and non-profit organizations led by the Cooperative Housing Federation of B.C. and the Vancouver Community Land Trust Foundation is developing 358 affordable homes on four sites owned by the City of Vancouver. Construction is underway on all four affordable housing sites with the first 48 homes scheduled for completion next March and the remainder to follow early in 2018.

“This development is unique because it combines the strengths of multiple sites, investors and partners in a portfolio that maximizes economies of scale and long-term affordability,” said Thom Armstrong, Executive Director of CHF BC. The Land Trust originally signed a development agreement with the City in October 2014 to secure the sites on 99-year leases and begin the complex job of designing more than 350 homes for a diverse mix of incomes and household types. Once complete, the development will be operated by a new non-profit housing co-op and two non-profit housing societies. Residents will include low-income singles and seniors, and low to moderate-income families. Unlike most new developments in Vancouver, more than a quarter of the new homes will have three bedrooms to serve families in desperate need of affordable housing.

Rents for these new homes have not yet been set, but the target affordability will be an average of 76 percent of market rents across the four properties.

Timbercreek announces new president Timbercreek Asset Management announced that David Melo, current Managing Director of Finance for Timbercreek Asset Management, has been appointed to the role of President, Timbercreek Communities, the division responsible for the operations of the Canadian multi-residential properties held in Timbercreek-managed portfolios.

“David has been a key contributor to Timbercreek’s growth over the past decade in his role as Managing Director, Finance,” said Blair Tamblyn, Managing Director & CEO of Timbercreek Asset Management. “David’s hands-on involvement in growing Timbercreek’s multi-residential management business makes his transition to the role as President of Timbercreek Communities a natural one.”

May/June 2016 11

CMHC

National Housing Market Forecast CMHC Expects Multi-Unit Starts to Slow in 2016 and 2017

By Paula Gasparro

Canada Mortgage and Housing Corporation’s (CMHC) Q2 Housing Market Outlook (HMO), Canada Edition, highlights important regional differences in housing activity. Housing starts at the national level are expected to slow in 2016 and 2017, while MLS sales will reflect renewed economic growth in 2016 before falling back slightly in 2017.

“Our forecast shows that there are important provincial variations in the housing market forecast in Canada,” said Bob Dugan, CMHC National Economist. Increased housing starts in Ontario and B.C. will be more than offset by decreases in provinces that are affected by the drop in oil prices in 2016. MLS sales will increase due to stronger economic growth in 2016 before falling back slightly in 2017.”

Annual housing starts are expected to range from 181,300 units to 192,300 units in 2016 and from 172,600 units to 183,000 units in 2017. Multiple Listing Service (MLS) sales are expected to range from 501,700 units to 525,400 units in 2016 before dropping into a lower range of 485,500 units to 508,400 units in 2017. The average MLS price is forecast to be between $474,200 and $495,800 in 2016 and between $479,300 and $501,100 in 2017.

12 www.canadianapartmentmagazine.ca

There will be strong variations in housing market activity across provinces. Slower growth in oil-producing provinces such as Alberta, Saskatchewan and Newfoundland and Labrador will be partly offset by increased activity in British Columbia and Ontario.

Multi-unit starts In the first quarter of 2016, multi-unit starts decreased by 4.2 per cent compared to the fourth quarter of 2015, based on seasonally adjusted data. In 2016, multi-unit starts are expected to continue slowing from the nearhistorical records reached in the second half of 2015, and are expected to stabilize in 2017.

Some imbalances in the market have improved. Data suggest that new housing construction is starting to adjust to high inventory levels and higher vacancy rates

for rental units, and will continue adjusting throughout the forecast horizon.

The number of completed and unsold multiple units was 2.8 units per 10,000 population in the first quarter of 2016, down from 3.2 units in the first quarter of 2015.

However, this number is still above the historical average of 2.3 units suggesting more reduction to come.

Rental starts in 2015 were the largest share of total urban starts since 1992 which, coupled with an increased vacancy rate at the national level, will encourage less construction of new rental units.

As discussed above, another important source of demand for lower priced multi-unit new housing construction are first-time home buyers. While the downward pressure on multi-unit starts from both supply imbalances

CMHC

and demographic trends is expected to increase over the forecast horizon, these factors are projected to be partially offset by a shift in demand away from relatively more expensive new single-detached homes towards less expensive options, including multi-units in the new and resale markets.

In fact, data for March 2016 show the MLS house price index for single-family homes in the resale market is continuing to diverge from the price index for apartments, continuing the trend of the last five years. This divergence reflects the different paths for affordability between the two types of units.

Accordingly, multi-unit starts are expected to continue slowing in 2016, but to stabilize thereafter. In 2017, multi-unit starts are expected to remain essentially unchanged from their 2016 level, ranging between 108,600 units and 121,500 units in 2016 and between 106,300 units and 121,800 units in 2017.

In Ontario, housing activity is expected to maintain its momentum in 2016 before easing in 2017.

“Despite an improving Ontario economy, housing activity is expected to ease over the forecast period as the cost of owning a home continues to increase,” said Ted Tsiakopoulos, CMHC Regional Economist. “However, homes in southwestern and southern Ontario markets bordering the GTA tend to be more affordable, thus we expect a growing share of activity in those centres as we do for higher density housing which includes less expensive rental accommodation.”

Ontario vacancy rates will continue to edge lower although will remain stable in markets anticipating more condominium and purposebuilt rental accommodation. Factors supporting rental demand include: rising cost gap between owning and renting, an improving job market and rising international migration. Improving job markets, a rising cost gap between owning and renting and rising international migration will support rental demand across the province.

“With an improving labour market, growing population and low mortgage rates, the GTA housing market is expected to remain healthy over the forecast horizon,” explained Dana Senagama, CMHC’s Principal of Market Analysis for the GTA. “New home starts and existing home sales will slow as we approach 2017, as affordability concerns hamper home buying activity, especially among first-time buyers.”

The presence of uncertainty creates some risks to the Ontario economic and housing outlook. This can result in a wider range of possible outcomes over the forecast horizon.

Stronger growth in the US economy, interest rates remaining low longer and strong demand for single family homes could support much stronger housing activity.

Alternatively, weaker job growth, growing

imbalances in the housing market and rising inventories in both the resale and new home market could result in much weaker activity.

While rental supply in the Toronto CMA is projected to increase over the forecast period, demand will continue to stay strong and will have little impact on the primary rental vacancy rate. The average purpose built apartment vacancy rate will remain

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* Sales Representative This disclaimer shall apply to CBRE Limited, Real Estate Brokerage, and to all other divisions of the Corporation; to include all employees and independent contractors (“CBRE”). The information set out herein, including, without limitation, any projections, images, opinions, assumptions and estimates obtained from third parties (the “Information”) has not been verified by CBRE, and CBRE does not represent, warrant or guarantee the accuracy, correctness and completeness of the Information. CBRE does not accept or assume any responsibility or liability, direct or consequential, for the Information or the recipient’s reliance upon the Information. The recipient of the Information should take such steps as the recipient may deem necessary to verify the Information prior to placing any reliance upon the Information. The Information may change and any property described in the Information may be withdrawn from the market at any time without notice or obligation to the recipient from CBRE. CBRE and the CBRE logo are the service marks of CBRE Limited and/or its affiliated or related companies in other countries. All other marks displayed on this document are the property of their respective owners. All Rights Reserved.

vertical-magazine-ad-design - de changes v2.indd 1 Untitled-4 1

May/June 2016 13

2/2/2016 10:38:00 AM 2016-02-08 9:04 AM

Affordable Housing Update

unchanged at 1.6 per cent in 2016 before edging slightly higher to 1.7 per cent in 2017.

Over the next few years, stronger demand for purpose-built rental accommodation in Toronto will be fuelled by improvements in job growth among typical renter age cohorts (young people in their 20s to mid30s), stronger immigration, along with rapidly rising ownership costs. The supply of rental apartments will also grow at a stronger pace.

In the first quarter of 2016, rental apartments under construction reached a 23-year high at 5,362 units.

As many as 3,000 new rental apartments are likely to be added annually to the primary rental market over the outlook period, and high demand for rental accommodation will fuel developers to build more rental units.

14 www.canadianapartmentmagazine.ca

Furthermore, condominium apartment completions will exceed their historical averages. Out of the 22,000 to 24,000 units projected to be completed on average in 2016 and 2017, our estimates suggest that about 40 per cent will be offered for lease. While it is usually deemed that relatively more expensive and superior condominium rentals do not compete directly with purposebuilt rental segment, there will actually be a growing number of renters who will be able to trade up into condominium units or choose them in the first place, thus putting some upward pressure on the private rental apartment vacancy rate in 2017.

The complete HMO, including national, regional and CMA forecasts is available at www.cmhc.ca .

For more information, or to take advantage of CMHC’s Mortgage Loan Insurance, contact Paula Gasparro, Manager, Business Development, Multi-Unit Mortgage Insurance at 416-250-2731 or via e-mail at pgasparr@cmhc.ca.

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Feature

Elevating the Industry From Professionalism to Energy Efficiency, the Certified Rental Building Program helps Create Apartment Communities that Care As talk of new landlord licensing legislation swirls in the GTA, residents have made it clear that they are looking for quality assurance in their rental accommodations. Since 2010, The Federation of Rental-housing Providers of Ontario (FRPO) has been delivering that assurance via its well-embraced Certified Rental Building Program, which was designed to provide property managers with a tangible way to differentiate themselves in the competitive marketplace while promoting professionalism in the industry.

Now in its 8th year of operation, the CRB program has grown to include over 1,000 CRB-approved apartment buildings located across the province of Ontario. Over 105, 000 apartment units have been enrolled in the program with more than 265,000 residents now renting with confidence in CRB-approved buildings.

Park Property Management’s new 23-storey residence, known as 66 Isabella, is an example of the program’s merit. In addition to being recently certified, it has also embraced the CRBP’s sustainability initiative, Living GREEN Together—the first industry-developed environmental operating standards for multiresidential apartment buildings. Glen Murray, Ontario’s Minister of the Environment & Climate Change, celebrated the important milestone at a recent public launch event.

Notably, Park Property Management has also been named one of the two winners of the Sustainable Project of the Year award in 2015 by the Ontario Sustainable Energy Association for its work in Thorncliffe Park.

The green standards at 66 Isabella include a central heat recovery system on the fifth-floor amenity areas and ground-floor lobby, Energy Star appliances (where applicable), a green roof on the top floor, low-flow toilets and ecojet shower heads, LED lighting throughout the common areas and garage, motion sensor controls on the corridor lights, Low-E, highenergy performance windows and a rain water storage system used for the lawn sprinklers.

Ted Whitehead, Director of Certification has spearheaded the CRBP and its commitment 16 www.canadianapartmentmagazine.ca

From left to right: Gerg Wengler, Park Property Management; Honourable Glen Murray; Scott Andison, FRPO

Management has, and urges current members to work together with residents in order to push things to the next level.

“The success of the CRBP’s Environmental Standards depends on our members working effectively with their residents to strengthen and support a greener environment,” he says.

“By engaging and encouraging residents to do the small painless things to conserve energy, like turning down the thermostat, turning off lights when they 66 Isabella leave for work or recycling their garbage and waste correctly – then everyone to excellence since its inception. He says wins! We can and we will create a culture he hopes to see many more members of environmental caring and greener embrace the program like Park Property apartment communities across Ontario.”

WHO’S WHO 2016

BUILDING PROVIDED BY

225 DAVISVILLE AVENUE TORONTO, ON

PRESENTED BY:

CANADIAN PROPERTY MANAGEMENT WHO’S WHO 2016 OFFICE TOTAL SQ. FT. MANAGE (MILLIONS)

The Vancor Group Inc.

0.371

Gold Castle Holdings Ltd.

0.352

Summa Property Management

0.345

Edie & Associates

0.344

REMCO

0.287

Bedford Properties & Estates Ltd.

0.284

Goodwood Property Investment Ltd.

MANAGE Chester DevelopmentsONLY Ltd.

MetCap CIVDEV INC. Living Management Inc. Mutual Developemnt Corp The DMS Group RW Commercial Property Management Inc. Greenwin Inc. Southwest Properties GWLEducation RealtyLtd. Advisors Nelson

INDUSTRIAL

OWN

BOTH

MANAGE

OWN

RETAIL BOTH

OWN

BOTH

MANAGE

OWN

CONDO BOTH

0.277 20,632 0.275 16,715 0.250 0.250 13,204 0.239 12,294 0.233

0.039

0.300

0.033

OWN

BOTH

0.332

0.178

0.201

0.134

0.143 0.287 0.284

0.004

CERTIFIED NUMBER OF 0.010 RENTAL UNITS

OWN 0.040ONLY

0.239 BUILDING

Homestead 0.035 Landholdings Ltd.

0.200

InterRent REIT

25,238 0.042

Healthcare of Ontario Pension 0.038 Plan Inc. (HOOPP) The Regional Group of 0.233 Companies Inc. Williams and McDaniel Property Management G3 Property Solutions Inc.

Provincial Property Management Limited Société de Gestion Cogir

0.027 8,506

Lawrence Construction/ 0.014 0.050 Grant Management 0.006 Twin City Management Ltd.

Ontario Property Parkhurst Asset Corp.

Mangement Group Inc.

0.013 5,009

Canadian Urban Ltd.

Dorset Realty Group

3,082

Realstar Management 0.201

29,000

2,400

Starlight Investments Ltd.

25,000

1,562

0.191 Northview Apartment REIT

24,202

1,450

Timbercreek0.058 Asset0.056 Management

1,012 948 712

0.109

16,735

Skyline Apartment REIT 0.090 Killam Apartment REIT Minto Properties Inc.

15,178 13,670

0.020

Vertica0.013 Resident Services

RANKED APARTMENT MANAGEMENT COMPANY

MetCap Living knows the importance of your property investment. With over 28 years in professional property management and experience in owning and managing all aspects of multi-unit housing, we have the expertise to boost your NOI. From Marketing, Leasing, Utilities and Site Management, Collections and Accounts Receivable, we tailor our services to your needs.

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41,177

CAPREIT

#1

We manage over $2 Billion in assets owned by private families and institutional investors. Our focus is on revenue growth and vacancy reduction, while maintainting strict control over expenses. We also

CERTIFIED NUMBER OF RENTAL UNITS BUILDING

32,947

1,150

0.005

0.270

MANAGE & OWN 0.090 0.180 Boardwalk Rental Communities

8,336

0.113 11,594 0.109 9,824 0.090 9,100 0.064

18 www.canadianapartmentmagazine.ca

MANAGE

0.052

Gateway 17A Properties Property Management Corporation Marklyn Management Briarlane Property Management Inc. Leimerk Developments Ltd. CLV Group Sluis Properties Sterling Karamar Property Oak Bridge Properties Inc. Management

Cell: 647.887.5676 k.m.shahnewaz@metcap.com www.metcap.com

MANAGE

OTHER

IN THE CANADIAN APARTMENT INDUSTRY

CERTIFIED 0.284 OF RENTAL NUMBER UNITS BUILDING 0.279

0.191 11,803

MANAGE

APARTMENT

12,170 11,091

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CANADIAN APARTMENT WHO’S WHO 2016 CERTIFIED RENTAL BUILDING

RANK

UNITS MANAGE

OWN

BUILDINGS BOTH

TOTAL

MANAGE

OWN

BOTH

TOTAL

1

CAPREIT

41,177

41,177

646

646

2

Boardwalk Rental Communities

32,947 32,947

220

220

3

Realstar Management

29,000 29,000

170

170

4

Homestead Landholdings Ltd.

5

Starlight Investments Ltd.

25,000 25,000

410

410

6

Northview Apartment REIT

24,202 24,202

444

444

7

MetCap Living Management Inc.

20,632

8

Timbercreek Asset Management

290

16,735

17,025

1

228

229

9

Greenwin Inc.

13,204

3,667

16,871

504

19

523

10

The DMS Group

16,715

16,715

122

11

Minto Properties Inc.

3,944

12,170

16,114

147

12

Skyline Apartment REIT

15,178

13

Killam Apartment REIT

13,670

14

GWL Realty Advisors

12,294

15

Gateway Property Management Corporation

11,803

16

Briarlane Property Management Inc.

11,594

17

Vertica Resident Services

18

CLV Group

19

Mainstreet Equity Corp.

20

Sterling Karamar Property Management

9,100

21

Morguard

2,317

22

Oxford Properties Group

1,936

23

Société de Gestion Cogir

8,506

24

Drewlo Holdings Inc.

25

InterRent REIT

26

Park Property Management Inc.

8,321

8,321

70

70

27

Peel Living

7,000

7,000

68

68

28

Centurion Apartment REIT

5,233

6,963

44

56

29

Globe General Agencies

6,620

6,620

85

85

30

Osgoode Properties

5,624

5,624

25

25

31

Berkley Property Management Inc.

278

5,256

3

72

32

Hollyburn Properties Ltd.

5,143

5,143

81

81

33

Ontario Property Management Group Inc.

20 www.canadianapartmentmagazine.ca

25,238

25,238

199

9,824

122 411

558

15,178

166

166

13,670

170

170

12,294

76

12,002

207

11,594

149

76 6

69

240

218 129

6,774

9,091

5

6,729

8,665

8,336

218 129

6

22

27

12

18

68

68

8,427

59

8,336

5,009

69 -

9,345

8,506

213 149

11,091

9,100

8,427

5,009

-

9,824 9,345

4,978

210

20,632

11,091

1,490

210

59 -

10

69

45

2

45

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CANADIAN APARTMENT WHO’S WHO 2016 CERTIFIED RENTAL BUILDING

RANK

UNITS MANAGE

OWN

BUILDINGS BOTH

TOTAL

4,848

4,848

MANAGE

OWN

BOTH

TOTAL

39

39

34

M&R Holdings

35

Bentall Kennedy (Canada) Limited Partnership

36

Concert Properties Ltd.

37

Devon Properties Ltd.

4,334

4,334

103

103

38

ComField Management Services Inc.

4,200

4,200

38

38

39

Prospero International Realty Inc.

4,189

4,189

67

67

40

Pinedale Properties Ltd.

41

Rancho Management Services

42

Kelson Group

43

Healthcare of Ontario Pension Plan Inc. (HOOPP)

44

IMMOMARKETING INC.

2,912

68

2,980

45

Old Oak Properties Inc.

977

1,931

2,908

5

46

Colliers International

2,657

48

47

Firm Capital Properties Inc.

48

The Regional Group of Companies Inc.

2,400

49

O'Shanter Development Company Ltd.

450

50

Brown Group of Companies Inc.

51

4,741

4,741 463

3,661

4,059

4,522

3,955

3,955

74

3,735

3,335

3,335

3,082

47 3

2,537

21

33

24

33 -

46

3,082

2,657

47

245

46 245

3

3

11

16 48

2,537

41

41

2,400

60

1,800

2,250

5

1,436

2,039

Greenrock Property Management Ltd.

2,034

52

WJ Properties

2,021

53

Dorset Realty Group

54

Apollo Property Management Ltd.

55

Williams and McDaniel Property Management

56

Melchior Management

57

Steeves and Rozema Group

58

Lawrence Construction/ Grant Management

59

G3 Property Solutions Inc.

60

Southwest Properties Ltd.

1,250

1,250

26

26

61

Preston Group

1,182

1,182

4

4

62

Davpart Inc.

1,180

1,180

14

14

63

Sabjoy Inc.

1,164

1,164

14

14

64

State Building Group

1,111

1,111

15

15

65

King's College Management

1,057

1,057

5

5

66

Tandem Group

1,008

1,008

3

3

22 www.canadianapartmentmagazine.ca

603

850

1,150

23

10

19

2,034

16

16

2,021

15

15

2,000 1,562

462

473

18

9

2,000

2,000

60

40 24

1,562 1,093

1,555

1,515

1,515

1,012

1,485

1,450

1,450

40 24

40 19

6

40 34

53

21

21

16

22

16

16

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CANADIAN APARTMENT WHO’S WHO 2016 CERTIFIED RENTAL BUILDING

RANK

UNITS MANAGE

OWN

968

BUILDINGS BOTH

TOTAL

MANAGE

OWN

BOTH

TOTAL

9

977

14

1

15

948

948

43

43

67

AWM-Alliance Real Estate Group Ltd.

68

Twin City Management Ltd.

69

Westcorp

70

CitiGroup Properties Ltd.

917

917

21

21

71

Kroma Management Ltd.

913

913

15

15

72

Manulife Real Estate

73

Bayshore Property Management

778

778

21

21

74

Pacific Quorum Properties Inc.

730

730

3

3

75

Canadian Urban Ltd.

76

BlueStone Properties Inc.

675

675

9

9

77

Gillin Engineering & Construction Ltd.

630

630

3

3

78

Compass Commercial Realty

80

611

79

I.G. Investment Management, Ltd.

80

Equitable Real Estate Investment Corporation Ltd.

81

Northland Properties Inc.

552

552

9

9

82

Ram-Land Property Management

500

500

7

7

83

Shindico

398

492

3

4

7

84

Atlantis Realty Services, Inc.

487

487

6

85

Bedford Properties

442

442

13

13

86

Arnon Corp.

441

441

3

3

87

Cominar REIT

432

432

1

1

88

Gistex

430

430

10

10

89

The Vancor Group Inc.

38

365

403

90

Lionheart Property Management Inc.

374

91

Goodwood Property Investment Ltd.

92

Fiera Properties

93

Canlight Hall Management Inc.

250

94

Warrington PCI Management

267

95

Shepherd Village Inc.

96

Martello Properties Services Inc.

97

17A Properties

239

239

7

7

98

Canahahns Company Limited

209

209

2

2

99

LaSalle Investment Management

198

198

1

1

918

793

712

531

1

6

10

36

258

2

2 28

6

329 2 4

267

7

263 258

45

15

300

5

1

175

3

6 7

15

6

2 4

1

198

1

5

329

286

5

6

28

292

263

130

24 www.canadianapartmentmagazine.ca

374

292

101

The Enfield Group Inc.

584

300

198

793

605

584

94

5

712

605

100 Summa Property Management

918

1 15

6 2

5

CANADIAN APARTMENT WHO’S WHO 2016 CERTIFIED RENTAL BUILDING

RANK

UNITS MANAGE

OWN

BUILDINGS BOTH

TOTAL

MANAGE

OWN

BOTH

TOTAL

102

Lloyd Zerker Realty Ltd.

172

172

2

2

103

Downing Street Property Management Inc.

168

168

5

5

104 Glenview Management Ltd.

161

161

1

1

105 Colonnade BridgePort

139

139

1

1

106 Equity Hill Properties Group

121

121

6

6

107

iA Groupe Financier

115

115

108 Sluis Properties

112

109 Taft Management Inc.

3

112

3 5

5

92

92

9

9

111

SDM Realty Advisors Ltd.

92

92

1

1

110

Gitalis Group Inc.

80

80

2

2

112

Marklyn Management

113

Loncom Property Management

44

114

Parkhurst Asset Corp.

15

115

ICC Property Management Ltd.

116

Regency Group

14

64

64

20

64

2

15

1

14 -

2

2

1

3 1

1

1 10

10

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A New Era in Rental Housing Catering to a Specific Clientele

Quebec City Condo to Allow Airbnb-style Rentals

Condos LB9, a new $150-million condominium development to be located in Quebec City, is the first project in Canada with a condominium agreement that specifically allows units to be used as short-term rentals.

The development, which features three 12-storey buildings, will be located near Quebec City’s Videotron Centre in Lebourgneuf. One building will be a 198-unit complex for owner-occupants or investors, while the second building will feature 250 units with a condominium agreement explicitly allowing legally compliant short-term rentals. The third building will also allow Airbnb-style rentals, but will be dedicated to retirees.

Condos LB9 will also feature businesses and services such as a deli, a café, restaurants with terraces, a convenience store, a salon, a pharmacy and a medical clinic.

Other amenities include Wi-Fi-enabled spaces, an indoor pool and gym, a lounge, a greenhouse for residents to plant herbs, a terrace with a view of the city, an outdoor fire pit and a barbecue.

Groupe Bolduc brought consultants on board for this development, including Dany Papineau, founder of the airbnbsecrets.com training platform, which gives advice to homeowners on how to maximize the amount of money they can make through short-term rentals. Unit owners can take training on the site free of charge, as home sharing at this development will be completely legal, with each future owner paying all necessary taxes and complying with all laws in effect.

With the Airbnb-type clause in Condos LB9’s condominium agreement, homeowners can rent units for short periods, up to a few months each year. According to Papineau, the development was designed so that homeowners will be able to rent with support from specialized concierge and maintenance services in the development.

New Urban Retirement Residence Breaks Ground in Toronto

Chartwell Retirement Residences, Welltower Inc. and The Daniels Corporation unveiled plans in early June for ‘The Sumach by Chartwell,’ a new urban rental residence for active, retired adults located in the revitalized Regent Park neighbourhood of Toronto.

To bring this state-of-the-art rental development to completion, the partners will invest over $100 million, with occupancy scheduled to take place in September 2018.

“The Sumach by Chartwell is our first large-scale development in Ontario offering a wide variety of amenities and activities on an à la carte basis, making this living option much more affordable in comparison to an all inclusive retirement living model prevalent in the province today,” said Brent Binions, President and CEO of Chartwell Retirement Residences. “We expect that this state-of-the art, urban development located in the vibrant Regent Park neighbourhood will generate significant interest as we continue to expand Chartwell’s service offering.”

Rising 12 storeys, the 332-suite residence located at Sumach and Shuter Streets, will provide retired occupants with a maintenance-free, adult lifestyle set among a diverse range of dining options, arts and entertainment venues, and health and fitness centres. Each suite will offer generous living spaces and will be equipped with full kitchens. The residence will also include 82 underground parking spaces, 100 bike racks, pet spa, close to 5,500 square feet of retail spaces, an outdoor terrace and a BBQ area for entertaining.

The Sumach by Chartwell represents the latest initiative in the 69-acre Regent Park revitalization, which is being led by a partnership between The Daniels Corporation and Toronto Community Housing.

May/June 2016 27

Feature

Support for Fort McMurray Rental Industry Rallies in the Wake of Disaster

By Erin Ruddy

Apartment owners and property managers stepped up in support of Fort McMurray residents who lost their homes and belongings, or were displaced when wildfires swept through the community in May 2016.

As reported by Canadian Property Management, most of Fort McMurray’s commercial, industrial and multifamily real estate was outside the fire zone and unscathed when the city’s population emptied out under a compulsory evacuation order.

But, nevertheless, with provincial officials reporting that up to 2,400 structures in the city were destroyed—including a huge number of houses—temporary accommodations in nearby cities have been in high demand.

“It’s a town of one airport, one rail line, one highway and one bridge that’s really just a tiny dot in the middle of the boreal forest,” explained 28 www.canadianapartmentmagazine.ca

Ken Williamson, senior vice president, national investment services, with Colliers International.

But isolated as Fort McMurray is, the city is home to more than 125,000 people—the bulk of whom work in the oil industry or for one of the businesses serving it. Manpower in the area was already weakened due to layoffs from collapsing oil prices, and now many question whether the community will ever be the same again.

On June 1st, as the first wave of residents prepared to return home, officials declared

that 500 houses and a dozen apartment buildings in the hardest hit areas were deemed still uninhabitable. Current speculation is that they could remain condemned until September, 2016.

Since the fires began, there has been an outpouring of support from across Canada, with the Canadian Red Cross receiving more than $112 million in private donations to be matched by the federal and provincial governments.

The rental industry has also rallied to ease circumstances for their displaced residents.

Feature

Though by no means a comprehensive list, here is a summary of some of the provisions offered by property management companies with buildings in the affected region: Mainstreet Equity Corp. was quick to pledge support for its Fort McMurray tenants, promising three months free rent to all its evacuees. It also filled 100 suites in Edmonton, Calgary and Saskatoon, then followed up with an additional 100 units in Edmonton along with the following incentives: Free rent for the month of May; a $500 IKEA gift card; no security deposit requirement; and month-to-month lease terms (waiving the 12-month contract requirement).

Northview Apartment REIT announced it would not be charging rent for the months of May and June for its 645 Fort McMurray residents displaced by the fires. This assistance followed a previously announced offer of free accommodation for those evacuees at any Northview property in Canada, and the matching of employee

donations to the Red Cross Alberta Fires Appeal up to $25,000.

Boardwalk Rental Communities, which owns and manages nine multifamily buildings in the city, promised its tenants a $1,500 cash reimbursement of May’s rent and the opportunity to move into other Boardwalk buildings during the evacuation phase. It also had all units and common areas professionally cleaned before the tenants returned home.

Skyline Living reserved 60 units for its Fort McMurray residents in three Edmonton properties and launched a furniture drive to help temporarily equip those units.

The Wood Buffalo Housing & Development Corporation (WBHDC) announced that it would provide rent relief to all its tenants beginning May 3rd up to the time tenants are allowed to safely re-occupy their rental units.

By the numbers • It is estimated that the wildfire, nicknamed “the Beast”, has caused $9 billion in damage • The fire destroyed 2,400 structures, nearly 10 percent of the city, and forced more than 80,000 residents to flee • Three of the hardest hit neighbourhoods were Abasand, Beacon Hill and Waterways • The fire spread over 85,000 hectares, and while destructive, it did not result in any direct casualties • The largest wildfire in Canadian history was the Great Fire of 1919 in Saskatchewan and Alberta.

It spanned 2.8 million hectares.

• Before Fort McMurray, Canada’s most famous fire was the one in Slave Lake, AB, in May 2011.

7,000 people had to evacuate the town and $750 million in damages was incurred.

YOU DESERVE

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Our timely news briefs, expert insights, in-depth features and company profiles have contributed to our exceptional growth.

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2016-06-20 11:15 AM May/June 2016 29

Industry Influencer

THE CHANGING WORLD OF PROPERTY

MANAGEMENT Oxford’s Occupancy Guru Andrew Lowe Shares Tips and Industry Insights for Better Staff and Tenant Engagement

By Erin Ruddy

30 www.canadianapartmentmagazine.ca

Industry Influencer

May/June 2016 31

Industry Influencer Andrew Lowe is a seasoned veteran of the property management business. Ask him a question on virtually any industry topic and you’re sure to get an insightful, educated response. As the Director of Residential Real Estate Management at Oxford Properties Group, he regularly shifts his time between the board room and the buildings, discussing big picture matters and delivering hands-on management to the 225 staff he oversees at Oxford’s 18 rental communities across Canada.

“I really enjoy that aspect of my work,” he says of his fluctuating duties. “I love putting on the suit and tie and talking with the executives about our business and our financials, then I love taking the tie off and being at the sitelevel with our cleaners and maintenance staff, our property managers and our leasing staff. I love working with them, helping them develop their skills and teaching them to take pride in what they do.”

Lowe’s career began in the hospitality sector after he completed Hospitality Management at the University of Guelph and quickly rose through the ranks of several hotel establishments. By the ripe age of 24, he’d already solidified himself as a capable manager in his own right—an experience that came as a badge of honour and a source of difficulty. “Being promoted to manager so young was a feather in my cap, but it wasn’t always easy,” he reflects. “People don’t see you as a leader until you’ve proven yourself. Then as you gain that experience, you gradually earn their trust and respect.”

From St. Johns, Newfoundland, to Sault Saint Marie and Kingston, Ontario, Lowe eventually found himself in Toronto. “That was around the time the RTA legislation had changed,” he recalls. “Suddenly you could take an apartment building, invest significantly in it, and let the market drive the rent levels.

That meant tenants had higher expectations, and the needs of the business and staffing requirements had to follow suit. Customer service was now an important part of tenant

“

retention, which is why Minto recruited me from the hotel business.”

Lowe was hired on as Minto’s Director of Customer Experience, a job that entailed developing new policies and procedures to create a culture of customer service. It was a brand new era in apartment management: tenants once paying $700 a month were now paying double, and the service they received needed to be in line with that cost hike. “So there was a big shift to a more service-oriented management style,” he says, “and that’s something we’re continuing to see today.”

From Minto to Vertica and then on to Transglobe, Lowe eventually joined Oxford in 2010. At that time, the company had $500 billion in asset value – today it has $1.2 billion.

“We want to continue to grow and get closer to two million,” he says. “We have some exciting development opportunities currently underway, both in Toronto and out west, though it’s still early in the process.”

Creating value for stakeholders New developments aside, Lowe believes that creating value for Oxford’s stakeholders is not only a constant pursuit, but a pursuit he holds dear above all others. “By stakeholders, I mean everyone—employees, customers, owners, business partners—it’s everybody involved in our properties,” he says. “We are trying to create value in what is still seen as a challenging industry. There is this perception of a renter that perhaps they are in a transitional stage of life, still

We are trying to create value in what is still seen as a challenging industry.”

32 www.canadianapartmentmagazine.ca

developing in their careers and not able to be home-owners yet. For us to create that value proposition for them is what I love most.”

Known as a hands-on manager who supports training and career-pathing, Lowe says he takes pride in continuously challenging both his people and the status quo. “What we do today doesn’t always mean it’s going to work tomorrow. So we are always evolving, always looking to the future. And I think at times we can focus too much on the real estate aspect,” he says. “We can easily find ourselves looking for what’s wrong. I think what’s hard for leaders is to find what’s right, to look for things we can celebrate. I like to think I can add that value back into our operation, find those reasons to say thank you, to recognize and give praise when employees deserve it.”

Lowe points out that when it comes to apartments, there seems to be a pervasive lack of pride that exists for both the tenants who live there and the staff who run them.

It’s a perception he hopes will change. “The general feeling is that if you work in the apartment industry, you’ve landed here by happenstance,” he says, noting that this is oftentimes true. “But when I look at our cleaners and our maintenance staff, I know their roles are critical to our operation. I know that a lot of them might be new to the country, or their education might be limited, but I also know that they made a choice. That choice was to work—and they work in an industry that is quite thankless. So I value that choice every day, the fact that they are coming in and mopping that lobby or turning that apartment around. They are working hard for us and they should be celebrated for that.”

Oxford’s aggressive back-to-back leasing policy Apartment work can be gruelling, and indeed “thankless” at times, as Lowe points out. Then, add to that the demands of Oxford’s back-toback leasing strategy and for many, the real pressure is on.

“If you ask me what business we are in, I could say real estate or customer service or rental apartments – but I like to simplify it even further. I like to say we manage vacancy,” Lowe says. “Every day a unit sits empty is money lost.

We can never make it up. So in that respect, we all report up to vacancy. We’ll have great assets, well-maintained units, good landscaping, and they all report to my “vacancy boss.” We’ll have knowledgeable, well-trained, service-oriented

Industry Influencer staff all reporting up to vacancy. Vacancy is the CEO, because everything we do supports reducing that risk.”

To support the rigours of minimizing its vacancy, Lowe says one of Oxford’s main pillars of business is hiring and developing the best people from the start. “We want our employees to live and breathe our culture and our brand,” he says. “We want to empower them to make decisions on behalf of the customer and on behalf of the business without always having to refer to someone above. We’re guilty as an industry of saying, “Here is the key to the car,” but then we don’t teach that person to drive.”

To prepare new employees, each individual must embark on a two-week training plan.

This enables them to hit the floor running, Lowe says, noting that it takes a lot longer to embed that all-important company culture. “I always say it takes up to a year for an employee to become Oxfordized. What that means is, although they may get the gist of their day jobs and their tasks fairly quickly, certainly within a month or so, it takes a lot longer to be able to deliver customer service and excellence, to move from good to great and to feel empowered.”

And just as staff training is important, customer service is another critical area of focus for Oxford. “What helps to set us apart from our competitors is the world class experience we strive to deliver. Our teams genuinely care and they want to solve the problems and right the wrongs. If they don’t care, if they don’t genuinely want to solve, then maybe Oxford isn’t the right place for them – and that’s okay, because who wants an unhappy person in their home?”

Industry risks and challenges Whether it’s new purpose built apartment developments with all their wealth of amenities and finishes, or the 40-year-old apartment towers that make up the majority of Canada’s rental stock, tenants today have more choice when it comes to choosing their living space, and technology is the driver of that choice.

“Airbnb is going to impact our business just as Uber impacted the Taxi business,” warns Lowe. “My opinion is that, as an industry, we better start keeping an eye on it. We need to figure out how we can adapt and remain competitive. We want to remain the best option out there for our customers for years to

come and not have to worry about individuals re-renting their apartments, or trying to create their own business out of it.”

From the ease with which people can privately rent out their own accommodations, to the immediate communication channels offered through social media, Lowe says that advances in digital technology have both good and bad implications for business. “I think the biggest risk social media brings with it is how it can implicate brands,”

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he says. “Nowadays, individuals can post emotional responses to things without any restrictions whatsoever. People can film encounters they’ve had with staff members, and those videos can go viral in seconds. In the end, how all this will shape the future of our industry is still debatable, but I’m of the mind that buying decision still happens on location. It comes down to three things: price, quality and the individual they are speaking to in that moment. Nevertheless,

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Industry Influencer

“

The risk social media can bring to brand reputation is real”

the risk social media can bring to brand reputation is real.”

Despite technology and the way it is affecting the industry, for Lowe, the number one challenge remains talent acquisition. “We don’t want just warm bodies filing a role,” he says. “When we are looking for people, we do our due-diligence and try to acquire service-minded individuals who are good candidates for a specific job. When hiring, we use a tool called “predictive indexing” and we ask all potential employees to fill it out. The employment outcome isn’t solely based on the results of the test, but it helps us gauge their natural tendencies and whether or not they are well-suited for that specific role. If also helps us from a management perspective because it gives us insight into what type of recognition style, or leadership style, would work best for that individual.”

Juggling expectations: the GTA gap Lowe notes another interesting management challenge that seems to be impacting his business today, and that is the growing gap between expectations in the GTA

versus other jurisdictions. As he points out, circumstances in Toronto have put performance pressures on high.

“Our hustle and bustle, our continuing growth, is changing the way we operate and live our lives. The city is seeing steady migration, and this creates traffic and transportation challenges. It’s forcing us to adapt. Rush hour doesn’t exist anymore. Rush hour has become a full day occurrence. The speed in which we expect things, whether it’s a response to an email or a solution to a problem, is immediate.

That is not necessarily the case outside the GTA. So balancing our expectations, our hyper competitiveness and our methods, can be a struggle. We need to find a way to navigate this discrepancy effectively, to remain competitive and consistent throughout the company.”

And that instant satisfaction is not just something the business craves, but it’s what the tenants crave too. Lowe is optimistic that with his high calibre team, Oxford’s great training plan, and his own positive, people-oriented management approach, that need for instant satisfaction will translate into long term tenancy, which is, of course, the ultimate goal.

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2016-04-25 2:24 PM

Ask the expert

Creating a Modern, User-Friendly Laundry Room

Chris Brick, commercial laundry product and brand training manager at Whirlpool

The technology-driven world of today drives what residents expect from a multi-housing facility. Today’s tenants want their living spaces to fall in line with the technological standards of the day, with services such as Wi-Fi access in common areas, online rent payment, strong reception for mobile devices and the use of social media to communicate with apartment management. The same holds true for multihousing common area laundry facilities. And, by creating a more up-to-date, user-friendly laundry room with the latest technologies and high-efficiency machines, property managers can attract new renters, save on utility costs and add value to the property. We spoke with Chris Brick, commercial laundry product and brand training manager at Whirlpool Corp.

What are tenants today looking for in their laundry machines/facilities?

Today’s tenants are looking for a customizable, but efficient end-user experience. Apartment complex owners can increase convenience for their tenants, while generating additional revenue with programmable cycles. For example, apartment building owners and managers can program a set price for a specific cycle type, while also charging more for additional cycle options, such as wash time or additional rinse. In addition, some machines offer adjustable water levels and wash temperatures to help improve cleaning performance for specific load types.

Tenants are also looking for multiple payment options, and providing more than one payment choice can not only improve the end-user’s experience, but also increase revenue for a property owner.

Most of today’s laundry equipment is able to process both coin and credit card payment options, which provide end-users with more flexibility. In fact, machines that accept credit card payments offer the added benefit of freeing an end-user of needing change to do laundry.

In addition, people remain environmentally conscious and residents are aware that energy- and water-efficient options exist.

Building owners and facility managers looking to illustrate that they understand the importance of environmental impact go a long way in the eyes of their residents when they offer water- and energy-efficient machines.

Are there any new trends or advances in technology we should know about?

Manufacturers are developing new webbased, wireless programs that allow owners to manage their laundry facilities remotely via computer or mobile devices from any location with an Internet connection. For example, with this latest technology, an owner can remotely set up and modify vending prices to maximize profits, review cycle data, understand ongoing maintenance needs by receiving fault-code notifications, receive information on money collection and analyze laundry usage patterns. This allows apartment building owners more freedom and flexibility in their laundry operation management, as well as helps reduce downtime if a machine should need to be serviced.

How have laundry rooms in rental buildings changed the most in the past 20 years?

Over the past 20 years, laundry rooms have seen advancement in payment options, such as smart cards, and increased machine efficiency. Laundry rooms have also become more aesthetically pleasing through improved machine fascia and design, as well as the development of instructional signs, which enhances the end-user experience. Many of today’s laundry rooms are also larger in size, which helps to keep more residents on-site to get their laundry done.

What can we expect in the future?

Technology will continue to drive the laundry room experience in the future.

More and more customers will see the growth of improved payment options, such as mobile payment, which removes unnecessary friction from the laundry payment experience.

May/June 2016 35

Feature

In the Event of an Emergency Implementing Mass Notification Systems in High-Rise Apartment Buildings

By Taleen Merjanian

When there’s an emergency in a multi-residential setting, things can turn chaotic fast. To prevent undue chaos, all residents, visitors and staff need to know what to do and how to react immediately. The most effective way to accomplish this is with a customized, real-time mass notification system.

Mass notification systems enable faster and more accurate response because they incorporate both audible and visual alerts in order to share potentially life-saving information. When integrated into existing building infrastructure, along with pertinent policies, procedures and operations, this layered approach to emergency communication brings a number of different technologies together to form a comprehensive and effective solution.

In addition to ensuring the safety for residents, many apartment

facilities are required by law to abide by firm building code requirements and regulations. In Canada alone, high-rise apartment buildings (and apartment facilities with a specified number of residents) are required to install voice enabled fire safety systems. Many buildings are also required to install audio systems loud enough to reach residents right in their bedrooms. Integrating emergency communication technology helps an apartment facility ensure compliance with strict regulations and building codes.

Feature

Getting started To help apartment facilities systems work together as a unified whole, it’s important to match the building’s needs with the most effective technologies. As a first step, property owners should assess risks, establish priorities and identify current strengths and weaknesses based on existing infrastructure, applicable codes and protection needs. Some apartment buildings, for example, may have sound systems already in place that can broadcast appropriate messages during emergencies. In this case, owners could take advantage of the building’s standing systems in order to cut unnecessary costs and installation time.

Best practices From emergency voice systems to visual displays, mass notification systems implement technologies that warn occupants about threats and prompt them with the most appropriate response depending on the situation and their location.

The following provides an overview of top mass notification technologies that can be used to protect apartment residents, visitors and staff in the event of an emergency:

Direct communication If a staff and resident contact database is well-maintained, phone and text communication can provide timely and relevant details to apartment building occupants, by instructing them to shelter in place or move to a different floor of the facility, depending on the threat.

Visual signage Interior text messaging boards can be mounted in high traffic areas of an apartment facility to broadcast live or recorded visual messages and alerts.

Messages can be tailored to specific apartment buildings, floors and apartment suites, and are especially useful for the hearing impaired. These systems can be particularly useful in apartment common areas such as exercise rooms and lobbies.

TVs and video screens can also serve as channels for sharing essential information, in addition to their primary entertainment purpose. These devices are often found around elevators and in lobbies, as well as within residents’ suites, and can be used as efficient communication tools in the event of an emergency.

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Voice communication systems Whether through automated or live updates, apartment facilities should have the ability to deliver universal or individual messages tailored to specific areas, buildings, floors, and rooms for a completely customized approach.

In addition, voice communications systems should have the ability to broadcast messages in multiple languages to ensure all residents can understand and react to clear direction in the event of an emergency.

Managing an emergency Additional “occupant” registration and tracking systems can be implemented to allow first responders to easily determine who has evacuated and who may still be at risk. This is often handled through muster point information systems to tabulate who is present and who is missing during an emergency event.

Bringing it all together It’s important to customize a real-time emergency notification system — audible and visual notifications, as well as text displays — to share lifesaving information inside and outside of your apartment building.

Implementing a comprehensive mass notification system with consideration to careful planning, installation and integration will provide a reliable solution that can help protect residents’ lives and property from potentially catastrophic events.

For more information on how your apartment building can build an integrated mass notification system, visit https://www.tycoifs.ca/en/ how-we-can-help/protect-your-business/sound-and-communication/ emergency-communication. Taleen Merjanian is the corporate marketing manager at Tyco Integrated Fire & Security, Canada

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Management

Making Cents of Human Capital Inspire Your Staff and Your Customers will Benefit

By Randy Daiter

While popular belief may tell you that focusing solely on the customer is the key to success, getting your staff on board with a comprehensive resident satisfaction strategy will pay dividends. Armed with this knowledge—that customer service starts on the frontlines with your team—M&R won the Customer Service Excellence award at the 2015 FRPO MAC Awards in Toronto.

Rather than imposing an exclusively customer-centric culture on its people, the company’s approach to increasing resident satisfaction focuses on employees—the people in the trenches—in a model that is unique to the property management industry. The strategy stems from Herb Kelleher’s operating principle, which he established at Southwest Airlines.

M&R believes that employees come first and the customer comes second. Why? Because taking care of employees ensures they are better equipped to take care of renters.

By putting such a large emphasis on training and motivating its team members, M&R sees increased employee satisfaction rates and happier renters who stay longer and refer other residents. Ultimately, this approach results in lower turnover 40 www.canadianapartmentmagazine.ca

rates, lower vacancy loss and an improved bottom line. After all, it’s the employees who are in the trenches, day in and day out, doing what needs to get done in order to ensure the success of the business.

Other organizations, like Four Seasons Hotels, have similar visions for the future of customer service. In the case of Four Seasons, founder Isadore Sharp has said that the greatest asset to a company’s triumph is its people—something M&R has, quite literally, taken to heart.

Feel the beat M&R’s comprehensive strategy includes ongoing customer service training for its employees, and adhering to the values

Management espoused in the acronym HEART. This acronym was developed by M&R staff, who were urged to contribute ideas to build the customer service credo that would come to define the company: Honesty Excellence Accountability Respect Teamwork By involving staff in larger business decisions and empowering them to define how the company will move forward, property management companies will foster a supportive workplace and give employees the tools they need to succeed. Confidence comes from knowing that everyone’s contributions, and ideas matter. In a culture that places value on those ideas, employees are able to make better decisions that will ultimately improve the lives of renters.

Support greatness Starbucks CEO Howard Schultz echoes this sentiment. In interviews, he has often mentioned that, “We all want the same thing as people—to be respected and valued as employees and appreciated as customers.” In order to provide a great working environment and facilitate treating each other with respect and dignity, Starbucks gives employees the opportunity to work with a diverse team in a position where they feel empowered to add value. Employees also receive medical benefits and the opportunity to grow within the company.

By celebrating the unique greatness of each employee, you are providing them with a platform to perfect their unique skills, giving them a clearer path to increased job responsibilities and chances to flourish both professionally and personally. Furthermore, it’s important to arrange periodic check-ins with your team to see how things are going. For some people, it can feel daunting to bring forward issues on a day-to-day basis; an informal meeting is the perfect forum for encouraging an open dialogue.

You could even take it one step further and bring agility into your workplace. A common practice among web developers

and other technology-based companies, agile activities provide a safe, caring and understanding environment in which to discuss what’s working and what isn’t. A “retrospective” meeting ideally held at the end of each quarter, is a way to look back at everything you and your team have worked on over the past three months. Adding an agile activity like “Mad, Sad, Glad,” a game that involves each employee writing down everything that made them feel, well, mad, sad or glad over the past quarter, facilitates conversation. You would be surprised at how much better employees feel after a retrospective, as they often come away with a clearer picture of what is expected of them and how they can achieve positive outcomes.

Show appreciation Staff appreciation events are an integral part of any successful business strategy.

M&R, for instance, organizes outings each quarter to encourage teamwork among staff and to recognize their hard work on a more frequent basis. The endof-year party sees staff walk off with prizes that range from sports tickets to big screen TVs. Now that M&R has been recognized for its innovative approach to customer service by the Federation of Rental Housing Providers of Ontario, it is more motivated than ever to keep pushing the envelope insofar as investing in human capital is concerned. To truly honour accomplishments like this award, the company’s leadership team knows that progress only happens when the bar is consistently raised higher. The goal: to exceed the customer’s expectations by mining ways to build up the skills, confidence and satisfaction of frontline staff. For any company, you couldn’t ask for a better challenge to have.

Randy Daiter is Vice President, Residential Properties at M&R Holdings

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Insurance

Protecting Your Insurer Revisiting the World of Commercial Contracts

By Andy Schwartze

Many decades ago, most agreements were made over a simple handshake—and any disagreements that may have arisen after that handshake were resolved amicably, knowing that future business could be at stake otherwise.

Since those honour years of the fifties and sixties, we have allowed our legal advisors to move further into the realm of complex legal agreements, where opposing interests create pages of legal verbiage intended to predict every possible stumbling block and the manner in which responsibility is shared or assigned, and then mitigated.

The result has been contracts that ramble on forever, and in spite of best intentions, significant complexities in the relationship that can involve huge costs spent on arguing over minute principles. Just look at Texas, where the total costs of litigation now exceed five percent of gross domestic product. The cost to business is enormous.

How has this world of complex relationships impacted the insurance contracts that we buy in order to protect our businesses? Let’s first focus on the liability insurance niche, as it is 42 www.canadianapartmentmagazine.ca

these carriers who so often find themselves facing-off over issues that have arisen out of a conflict between two or more businesses.

Most contracts will contain some reference to the insurance requirements imposed on both parties to the agreement. Typically, and unfortunately, the experienced insurance and risk management advisor does not see these contracts until after they have been signed.

Having been vetted by each side’s legal experts, it is not uncommon for there to be clauses that go against the wishes of either side’s insurance underwriters. Waivers of subrogation, indemnity clauses and the assignment of atypical responsibilities are often presented to the insurer with a full expectation that the insurance contracts will automatically fall in to line. This is not at all necessarily the case….

A liability insurance contract is only going to respond in terms of its actual legal wording.

Nothing that an insured agrees to in a commercial contract will, in any way, expand the legal liability that the insurer has contracted to protect. No commercial contract can “expand” or “broaden” the policy’s obligations to its insured. This means that, having been presented with a client’s contractual requirement, wherein the insurer is asked to expand coverage, the choice to do so is entirely the underwriter’s.

There is absolutely no obligation whatsoever for the insurer to broaden coverage because the commercial agreement requires it.

Conversely, however, the law clearly states that the insurer can only stand “in the shoes” of its policyholder. What this means is that if the agreement entered into restricts the legal recourse that the policyholder has against the other side, the insurer is blocked too. If, for example, the agreement disallows any recovery as to damages incurred by the other side’s

Insurance negligent acts, then the insurer’s statutory right to “subrogation” is also extinguished.

Having understood this fundamental aspect of liability insurance contracts, we need to look at how we provide evidence of liability insurance to one another. Many of our readers will regularly pick up the phone, call their insurance advisor and request a certificate of liability insurance, for one reason or another. This document will, supposedly, confirm the existence of insurance and presumably in full compliance with the commercial contract from which this request emanated. Hold on for a minute…

Insurance brokers represent the client; for that reason they are called brokers. However, in an effort to speed up service and keep the wheels of commerce moving, insurers have allowed brokers to actually issue these certificates. But in doing so, the broker must be very careful to ensure accuracy relative to the insurance policy wordings and limitations. Failure to represent the policy properly can result in the broker’s professional liability insurer becoming involved. For that reason, a standard “Certificate of Liability Insurance” template was agreed to by liability insurers in Canada and the U.S. some years ago. The Canadian version is entitled CSIO whereas the American template is called ACORD. Both are remarkably similar and are the recommended templates to be used. Those brokers who continue to use their own template risk making errors in the confirmation of coverage in the name of their client.

The beauty of the CSIO and ACORD templates is that, not only are they industry accepted, they form a backdrop against which business owners, whose insurance skills may be somewhat limited, can easily review coverages of suppliers and contractors in a consistent way. For that reason, we like to recommend the use of these templates so that we can quickly show our clients how to review and accept (or decline) insurance that must be evidenced. It’s a simple and effective system that works quickly and effectively at showing the existence of liability insurance.

We believe everyone can live with higher expectations.

Since 1955, O’Shanter has been a property management and development firm with international standards accreditation in both quality and environmental management. Our commitment to excellence, a tenantfocused approach and a portfolio of over 2500 residential rental units have made us a leading provider of rental housing across the GTA. To learn more visit oshanter.com or call 416.466.2642.

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Marketing

Promoting your Rental Property A Digital Marketing Guide for Apartment Owners and Property Managers

By Chaim Rivlin

It’s all been said before: To succeed in this modern marketplace, rental property managers need to embrace social media channels like Facebook and Twitter. They also require a professional quality website, and their property ads to be posted on sites like RentSeeker.ca, Kijiji and Craigslist.

But what about all those new apps and platforms that keep popping up? Is it necessary to leap into yet another unknown digital space?

To help landlords navigate their digital journeys, the team at RentSeeker.ca has rounded up today’s top marketing tools, promising all those who embrace them an edge in the online marketing game.

part of global marketing strategies,” says Kate Talbot of Social Media Examiner. “It is perfect for real-time social media marketing because it can give the audience direct access to live events, product launches, trade shows or oneof-a-kind events.”

For the property management industry, Snapchat is a great way to showcase newly renovated suites, cover tenant appreciation events and give your audience a behindthe-scenes peek at your culture. “Snapchat gets your audience excited because you’re providing a different, more authentic view of what’s going on,” explains Talbot.

In other words, Snapchat helps to humanize your brand.

Making it snappy Snapchat is the latest and greatest app to have captured the Millennial hordes. So popular, in fact, that it has over 100 million daily active users with 71 per cent of those falling into the 18 to 34 age range.

“Even if your audience doesn’t fall in that demographic, Snapchat is becoming a vital

PPC and SEO When it comes to marketing your brand online, there are two very important acronyms that need to be embraced: PPC and SEO. According to Google, PPC stands for payper-click, a model of Internet marketing in which advertisers pay a fee each time one of their ads is clicked. Essentially, it’s a way

44 www.canadianapartmentmagazine.ca

of buying visits to your site, rather than attempting to “earn” those visits organically.

Search engine advertising is one of the most popular forms of PPC. It allows you to bid for ad placement in a search engine’s sponsored links when someone searches on a related keyword. For example, you could bid on the keywords “Apartments for Rent in Toronto,” and when someone searches for that (or closely related) terms in Google, your ad could appear near the top of the page.

“Every time our ad is clicked, sending a visitor to our website, we have to pay the search engine a small fee,” says Larry Kim of WordStream. “When PPC is working correctly, the fee is trivial, because the visit is worth more than what you pay for it.”

SEO stands for search engine optimization, and is a way to organically determine where your site and its content will appear in search engine results. If your site has a blog (and it should), using keywords that you know your target audiences will be looking for is a great way to get yourself a higher ranking in search

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Make your audience intelligence count results. When creating content on your site, always add keywords that are relevant to not just the content you’re posting, but your business in general.

Remember, however, that SEO isn’t always going to guarantee that you will be one of the top search results on Google, especially in a competitive marketplace.

That’s where PPC comes in to give you a little helping hand.

Re-marketing Have you ever visited a website to look at purchasing a product, only to see an ad for that very same item on Facebook just a few hours later? This is called re-marketing and it’s a great way to help business owners reconnect with potential buyers as they continue to browse the web.

Often, people will start the “soft-search” for an apartment months before they are ready to actually make the plunge. Re-marketing allows companies to stay top-of-mind with the potential tenants who have visited their website days, weeks and sometimes even

months down the road. Essentially, it’s a way of saying that we are there when you are ready to reach out to us.

Video marketing The property industry is tailor-made for video marketing. From virtual suite tours to staff and tenant profiles, optimizing your video marketing strategy is vital.

“Video marketing is the next big thing in business. In fact, it’s not the next big thing in business because that implies it’s coming. It’s here right now and there’s no getting away from it,” says AJ Agrawal of Forbes. “If you haven’t started to build your video marketing strategy, chances are you are falling behind your competitors.”

Having a main corporate video, as well as individual videos showcasing each property, is a great way to create visual messages and give prospective renters insight into your company and brand. Videos also build credibility while establishing your web presence, because, lest we forget, videos are highly valued and ranked on search engines.

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By Steven Chester Now that we’ve identified your social media goals, it’s time to figure out which platform is best for you.

Start with the big three: Facebook, Twitter, and LinkedIn. Using the search feature, look into each platform and search out industry terms, names of companies you’re interested in, clients, and especially your competitors.

Here are some tips to make that audience intelligence count: • Are there lots of active Twitter conversations for your search term?

Take a look at those conversations, are you noticing recurring hashtags? Then dig a little deeper, and take note of those hashtags and what they mean – you’ll need them later.

• With LinkedIn, search out companies and check out what’s being said via their profile page. But don’t forget Groups – LinkedIn may have discussion groups related to your business interests with tens of thousands of participants already chiming in. Join the groups and look at the participants – see anyone you want to connect with?

• If you think Facebook is just a way to connect with friends and see what your teenaged niece ate for lunch, think again. Search terms via Facebook will dig up company pages, news feeds, comments from users, photos, places and events, all related to that search term.

Now gauge which platform has the most of the above, then rank which platform(s) deserve the most attention.

Next up, we’ll talk about that all-important content strategy.

Steven Chester is the Digital Media Director of MediaEdge Communications and helps companies expand their reach through social media and other digital initiatives. To contact him directly, email gosocial@mediaedge.ca or call 416.512.8686 x224.

May/June 2016 45

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Going paperless Finally, if you haven’t gone paperless yet, now is the time to do so. Not only does it save an untold amount of trees and appeal to the environmentally conscious nature of Millennial renters, it makes life easier for your employees.

“I noticed that our property managers were constantly travelling to our various locations — Toronto, Hamilton, Tillsonburg and so-on — to get the lease applications, confirm their approval and process them,” says Brian Turpin, Greenwin Inc.’s Director of IT. “Subsequently, there was also the issue of where are these documents being stored and who’s keeping track of them.”

The solution? Take them online. From rental applications to service requests, the mountains of paperwork required to run a property can be given the electronic treatment. In Greenwin’s case, they were able to take the vast majority of their paperwork and filter it through an app for their tenants called MyGreenwin.

“The MyGreenwin app (powered by PropertyVista) gives us the distinct advantage of being able to track and respond to our tenants’ requests in realtime,” Turpin says. “They can log in to pay their rent, log a service request or send us messages of a non-urgent nature.”

There isn’t one simple key to success when it comes to marketing your business in the 21st century. But by thinking outside the box and expanding your reach, you’ll be well on your way to helping people find you – right when they need you.

And like all marketing and operational strategies, “sticking with the game plan” is key to success. Some ideas will perform better than others in specific markets, while others may take a bit more time to adopt.

The key is to maintain the strategy you’ve decided on, and a clear and consistent message.

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944 South Service Road • Stoney Creek, ON • L8E 6A2 • www.norstarwindows.com T: (905) 643-9333 1-800-363-4810 F: (905) 643-3633 Montréal: (514) 447-0243 Ottawa: (613) 336-3159

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Legislation

Ontario Opens Way to Inclusionary Zoning What the New Legislation Means for Apartment Developers and Landlords

By Erin Ruddy

New inclusionary zoning legislation in Ontario could soon give municipalities the power to require that builders include affordable housing units in all new residential developments. If passed, the Promoting Affordable Housing Act, 2016, will be the first of its kind in Canada and could take effect in early 2017.

Though the framework for the new policy is still in development and will be fleshed out by municipalities, developers and other interested parties in the coming weeks, the proposed structure for inclusionary zoning would allow municipalities to mandate that residential developers set aside a certain number of new units for low- to moderate-

income households. Municipalities would also have flexibility to specify height and density, and to offer incentives such as reduced parking, waived or reduced fees and faster approval processes in an effort to offset the economic burden for developers.

Still, Joe Hoffer, Cohen Highley LLP, is not convinced this will be helpful, noting

the potential for a ripple effect of negative implications. “The new powers will be viewed by municipalities as a mandate to expand municipal departments, create studies, create regulations, and of course, impose fees on landlords and developers to pay for the increased bureaucracy,” he forewarns. “Though it is still too early in the May/June 2016 47

Legislation process to know what other direct impact the new municipal powers will have, there may be delays in municipal processing of infilling redevelopment proposals while municipal staff address the planning implications this will cause.”

Inclusionary housing vs. conventional social housing Inclusionary housing programs are municipal programs that use development regulations to require that private developers provide a percentage of units within all new projects at a ‘below market” rent and price. This approach is not new and widely used in the United States, but fundamentally different to the conventional social housing programs still favoured here in Canada, which rely on financial subsidies from the government.

According to Toronto-based affordable housing consultant Richard Drdla, inclusionary zoning legislation would be a major breakthrough and a critical step forward in addressing the affordable housing crisis in our province.

“Based on the precedents set in cities like New York, Boston, Chicago and San Francisco, I believe our market can support inclusionary zoning,” says Drdla, noting that Toronto is growing and developing steadily. “It’s a straightforward concept but the details and regulations can be daunting.”

The Ontario Minister of Municipal Affairs, Ted McMeekin, has expressed his wish for the legislation to be passed by early June, commenting that granting municipalities the authority to compel private developers to contribute affordable housing will be “transformational” to how affordable housing is provided.

Indeed, it will be—but does it also mean residential developers are left footing the bill?

“No, they won’t be footing the bill,” assures Drdla, “but the requirement for developers to provide housing at less than its full market value creates a cost burden that must be absorbed somehow in the development process. Eventually it will be passed back to the land costs. In time, the whole market will respond to these additional requirements and land owners will carry the burden—not the consumer or the developer.”

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That said, Drdla agrees there needs to be ample advice and assistance on the rules and regulations, both to create an effective program and to minimize the adverse impacts inclusionary zoning may have on developers. In some U.S. municipalities, for instance, the affordable units are allowed to be smaller or built with a lower standard of finish and fixtures. While this won’t recoup the entire cost burden, it will serve to soften it somewhat.

Andrew Lowe, Director, Residential Real Estate Management Oxford Properties Group, sees the coming legislation as concerning for the industry because rent on a per square foot basis is generally much higher in the major U.S. centres than it is in Ontario. “Though it’s not our most pressing challenge as an industry,” he says, “the ability to offset any loss in revenue makes the returns far less attractive, creating less incentive to build.”

Meanwhile, Drdla is confident that given the strength of Ontario’s market, developers will be able to accommodate the affordable housing requirements without any significant damage to their bottom lines.

“Although inclusionary zoning can mandate the provision of affordable housing as a condition of building, municipalities have no power to compel developers to actually build anything. Developers can and will stop building when suffering an undue financial loss caused by the inclusionary requirements.”

The guiding principles of inclusionary zoning: • To provide housing that is affordable on a long-term or permanent basis to succeeding owners or renters • To provide affordable housing within market housing developments and not on separate sites or in different locations • To rely on concessions available through the regulatory process (like density bonuses, tax waivers and fee rebates) rather than financial subsidies to reduce the cost burden on the developers • To operate under fixed and nonnegotiable rules that treat all developers in a consistent, equitable and transparent way.

Toronto could see new landlord licensing system A new landlord licensing system could be hitting the Toronto apartment industry as early as January 2017.

Representatives of tenant advocacy group ACORN discussed the idea with city officials at a Municipal Licensing and Standards Committee meeting on Thursday May, 19th, and voted to move ahead with the plan.

Similar to the city’s DineSafe restaurant licensing system, a “multiresidential rental property licence” would entail annual inspections of building common areas and require landlords to develop detailed plans for maintenance, cleaning and pest control.

In total the program would affect about 3,300 rental buildings with 10 units or more, and three storeys or higher.

Aspects the program might include: • Prohibiting landlords with outstanding work orders from applying for rent increases or leasing vacant units • Letting tenants pay rent into an account set up by a court or local housing department, instead of to their landlord, until repairs are done.

• Fining landlords who don’t comply with work orders up to $100,000.

According to the group, there has been a history of non-compliance with city work orders under the current inspection system, and a lot of work needs to be done to bring rental buildings up to an acceptable standard. Since 2008, more than 58,000 deficiencies were found in the 1,046 apartment towers that were audited and more than 4,446 work orders were issued.

The proposed program, at an estimated cost of $3.5 million, would be recovered through an annual licensing fee of $12 to $15 per unit.

If the landlord licensing framework is approved by city council in June a draft bylaw could be ready by next fall and in place by early 2017.

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Smart Ideas

TOOLS FOR LANDLORDS AND TENANTS Connecting with potential tenants—and screening them—keeps getting easier thanks to new platforms and solutions

Calgary’s RentZa A new online platform has emerged in Calgary, mutually benefitting both renters and owners. Called RentZa, the website provides a marketplace for people who want to rent out their properties—and even their belongings.

Owner Brad Henman was renovating his own condominium when the idea first came to him. His initial concept was to design a platform for peer-to-peer tools and equipment rental, but the focus soon shifted to property rentals as a result of user feedback.

Launched in 2015, one new and popular feature of the site is its petfriendly accommodations section. This area emerged after the owner noticed the distinct shortage of pet-friendly rental properties available in Calgary. Until June 30th Rentza will be donating $5 to the Calgary Humane Society for every pet-friendly property posted. www.rentza.ca

Tenant Screening Through tenant screening technologies, landlords can now calculate the dollar value of risks associated with an applicant’s score, thus informing and protecting a landlord from potential losses.

Yardi Resident Screening, for example, is an online screening system that offers comprehensive reports so property managers can make smart rental decisions and minimize risk. The system offers credit reports from the three major bureaus, plus terrorist, drug trafficker, sex offender, and Social Security fraud screening, rental payment history records, and eviction and landlord/tenant civil court records. www.yardi.com/residentscreening 50 www.canadianapartmentmagazine.ca

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