CAM May/June 2022

Apartment CANADIAN

VOLUME 19 / NUMBER 3 / JUNE 2022

WHO’S WHO 2022 INSIDE CANADA’S FLOURISHING APARTMENT SECTOR

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PA R T O F T H E

HIRING TIPS & STRATEGIES

PM#40063056

HOUSING

SUPPLY ISSUES RENTAL MARKET INSIGHTS

P A R T

O F

T H E

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EDITOR’S NOTE>>

Apartment CANADIAN

A WHOLE NEW WORLD

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COVID-19 has caused unprecedented economic and social disruption, having impacted virtually every business sector while putting millions in financial jeopardy. But here we are, more than two years later, persevering in a world that’s forever changed, with a host of new priorities driven by the desire for a healthier, happier future.

So, what do people want today, after endless months of selfisolating and fearing the unknowns of a deadly, contagious virus?

They want the freedom to live, work and play on their own terms, without sacrificing their mental health and safety. They want the right to work from home, to balance the needs of their families, and essentially live better—and to do so, they are challenging the rules and norms we once considered unbendable.

Naturally, the employment landscape has shifted to reflect this new mindset, and it’s not been an easy transition for those on the hiring end. On page 22, we delve into the dynamics of this competitive new job market and what two leading property managers are doing to attract (and retain) new talent.

As always, we are excited to present this year’s Who’s Who ranking, which is only made possible thanks to your voluntary reporting. Each year, it’s exciting to see which companies have grown in Canada, and how the industry has expanded and changed. In the coming days, a PDF of the list will be available online, so please feel free to download it at REMInetwork.com.

In the meantime, have a wonderful summer, and we look forward to connecting with you in the near future.

Erin Ruddy @cdnapartmentmag

Editor

Erin Ruddy

Art Director

Annette Carlucci

Graphic Designer

Thuy Huynh

Production Manager

Rachel Selbie

Contributing Writers Andy Schwartze National Sales

Bryan Chong Melissa Valentini

Digital Media Director

Steven Chester

Circulation

Adrian Holland For sales information call (416) 512-8186

Canadian Apartment Magazine is published six times a year by:

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President Kevin Brown Group Publisher Sean Foley Copyright 2022 Canada Post Canadian Publications Mail Sales Product Agreement No. 40063056 ISSN 1712-140X Circulation 416-512-8186 ext. 234 circulation@mediaedge.ca Subscription Rates: Canada: 1 year, $50*, 2 years, $90*, US $75 International $100, Single Copy Sales: Canada: $12* * Plus applicable taxes Requests for permission to reprint any portion of this magazine should be sent to Erin Ruddy.

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rent trends

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.

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Apartment CANADIAN

VOLUME 19 / NUMBER 3 / JUNE 2022

FEATURES 27 W HO’S WHO 2022 Our annual ranking of the top players in the Canadian apartment industry

18 D YSFUNCTION AT THE LTB Ontario landlords seeking justice may have to wait a little longer

COLUMNS 8 Transactions Canada’s Flourishing Rental Market 12 CMHC Who Calls Canada Home?

36 Newsworthy Industry Hot Topics 40 Insurance Conflict in the Ukraine

COVER STORY

DEPARTMENTS

22 YOU’VE GOT TALENT Today’s property managers need to up their employment game—or risk losing out!

by Erin Ruddy

4

ON THE COVER:

Apartment CANADIAN

Editor’s Note

VOLUME 19 / NUMBER 3 / JUNE 2022

The Toronto skyline at dusk

WHO’S WHO 2022

42 Smart Ideas

INSIDE CANADA’S FLOURISHING APARTMENT SECTOR

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PA R T O F T H E

PA R T O F T H E

HIRING TIPS & STRATEGIES

PM#40063056

HOUSING

SUPPLY ISSUES

P A R T

O F

T H E

P A R T

O F

T H E

RENTAL MARKET INSIGHTS

CAM_June_2022.indd 1

2022-06-10 10:36 AM

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Canada’s Flourishing Rental Market Demand is expected to soar through remainder of 2022 Canada’s commercial real estate industry has emerged from the pandemic remarkably well, with demand and construction activity building in all sectors in the wake of easing health restrictions. According to research from CRBE, the main detractors to economic growth throughout 2022 will continue to be inflation, labour shortages, and to a lesser degree, the threat of another wave of COVID-19. Multifamily and industrial are expected to continue leading this year’s investment activity as the retail and office asset classes recover into Q4, fuelled by a return of capital and investor conviction. CRBE predicts the apartment sector is set for a record-breaking year amid solid fundamentals and heightened investor interest.

New & Notable transactions Address

Source: Morguard

City

# of Units

Sale Price (Millions)

Sale Price/ Unit

Purchaser

1.

Joia Greater Montreal Portfolio

Montreal

516

$281.0

$544,574

CAPREIT

2.

20 North Shore Blvd W

Burlington

220

$112.5

$511,364

Realstar Group

3.

CX Tower 10022 110 St

Edmonton

222

$81.0

$364,865

Hazelview

4.

55 Brownlow Ave

Toronto

121

$56.2

$464,298

Menkes/Quadreal

5.

21 Maynard Ave

Toronto

117

$42.0

$358,974

Hannah Real Estate Group

6.

177 St. George St

Toronto

57

$22.5

$394,737

Dream Unlimited

7.

514, 516 Dawes Rd

Toronto

80

$25.6

$320,000

Golden Equity Properties

8 | Canadian Apartment | Part of the REMI Network |

TRANSACTIONS >>

Meanwhile, renters may be less inclined to rejoice. In the 4th annual Rental Market Predictions Report from Rentals.ca, 24 housing experts, economists and analysts shared their predictions for what’s ahead for the remainder of the year, and the consensus is that high demand and insufficient rental supply will continue to negatively impact tenants.

“The daily pandemic news put the housing crisis in the background for a while,” said Matt Danison, CEO of Rentals.ca Network. “But now as COVID-19 recedes, we are talking again about our lack of supply. This problem will keep rents on the rise in most of Canada for the rest of the year.”

The forecast calls for Toronto average monthly rents to bounce back 11 per cent by the end of the year; Mississauga monthly rents will be up 7 per cent by December; Vancouver average rents will increase 6 per cent; Montreal will post an annual increase of 5 per cent and Calgary rents will go up 4 per cent annually, according to Ben Myers, president of Bullpen Research & Consulting.

For the Toronto rental market specifically, Tony Irwin, president and CEO of the Federation of Rental-housing Providers of Ontario (FRPO) said he believes building infill development on existing sites, reducing taxes and fees on rental projects, and zoning amendments in areas such as transit corridors, could be the keys to boosting supply: “We need to

get all types of rentals built. We’re starting to see more projects in the pipeline, but we need action from all levels of government to help solve the problem.”

Referring to the broader rental market, Max Steinman, CEO of Rentsync, predicts that vacancy rates will continue to drop as supply cannot keep pace with demand. Additionally, he says rents will continue to increase in most markets because of supply issues, and millennials will continue to migrate to secondary markets as employers remain flexible to working from home. Steinman projects that tighter supply will become a bigger issue in secondary markets, accelerating rental rates even greater than in many primary markets. In terms of solutions, he says he would like to see more office space converted to residential projects and criticizes the bureaucratic processes that have hampered these conversions in most municipalities.

Jennifer Hunt, an international real estate investment expert, and chief intelligence officer at the Real Estate Wealth Lab, predicts that “rents will rise in nearly all markets in North America over the next 10 years,” adding that Canada needs unprecedented construction levels to address the supply problem which has been slowed by supply chain disruptions, government-imposed COVID restrictions, lumber costs and inflation.

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This disclaimer shall apply to CBRE Limited, Real Estate Brokerage, and to all other divisions of the Corporation (“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.

| www.REMInetwork.com | June 2022 | 9

TRANSACTIONS >>

HIGH DEMAND FOR RENTAL IN VICTORIA, BC

The Greater Victoria purpose-built rental market had a record-breaking year in 2021, according to Colliers International. This was a result of high demand, stable returns, and low interest rates. As the group reported on May 30th:

• There are currently 3,535 units under construction across the region, but only 63% of these will be typical market rentals.

• The Urban Core and West Shore dominate in total units in the pipeline, while the Saanich Peninsula lags with only 183 units under construction and 235 units approved.

• There are currently 6,428 units with open rezoning applications across the region, and the majority of these are in the Urban Core.

A Record-setting Transaction in London, Ontario

In late May, Park Property Management purchased the iconic Cherryhill Village in London, Ontario for a record-setting $571 million. The 12-tower, 2113-unit property and shopping mall was sold by Minto, KingSett Capital and a private partner in what’s been referred to as the largest reported single multiresidential asset transaction in Canada.

The concrete towers sit on a 40-acre property, offering the new owners the opportunity for significant expansion. According to Margaret Herd, senior vice-president of Park Property Management, the company had previously sought to purchase the same portfolio back in 2011, when it was acquired by Minto Group for $215 million. With the addition of the Cherryhill Village apartments, Park Property Management now owns 10,141 rental units in Canada and manages 11,275.

10 | Canadian Apartment | Part of the REMI Network |

Yes, we can!

Since MetCap Living established itself as a leader in property management, we have routinely been asked one, simple question; “Can you help us run our property more effectively?” And, for well over thirty years, the answer has remained — Yes, we can! Our managers are seasoned professionals, experienced in every detail of the day to day operations and maintenance of multi-unit rental properties. From marketing, leasing, finance and accounting, to actual physical, on-site management, we oversee everything.

We concentrate on revenue growth, controlling expenses, and strategic capital investment in your property to maximize your profitability over the long term — when you’re ready to discuss a better option; we’ll be there. You can count on it.

Kazi Shahnewaz Director, Business Development Office: 416.340.1600 x504 C. 647.887.5676 k.m.shahnewaz@metcap.com

www.metcap.com

Who calls Canada home?

2021 Census data paints a picture of the Canadian resident Conducted every five years by Statistics Canada, Census data provides critical insight into key socioeconomic trends impacting future planning and housing-related needs.

L

ast completed in 2016, the new release sheds light on the impacts the pandemic had on Canada’s demographic makeup, with most of the population growth attributable to immigrants who came here to start a new life prior to the pandemic. Since the last Census, 1.8 million more people have been calling Canada home, with 4 out of 5 being new arrivals from other countries.

12 | Canadian Apartment | Part of the REMI Network |

Ages & stages As baby boomers are getting older and immigration continues to boost numbers in the younger generations, these population changes will have considerable impact on the labour market, services aimed at seniors, and the consumption of goods and services.

For the first time since the baby boom era, those born between 1946 and 1965

(aged 56 through 75 in 2021) make up less than a quarter of the Canadian population compared with 1966 when this under-20 segment represented 41.7 per cent of the population.

Millennials—those born between 1981 and 1996, and aged 25 to 40 years old in 2021— are the largest and fastest-growing cohort, having risen 8.6 per cent between 2016 and

CMHC REPORT >>

“Ontario’s population grew at a faster pace than Canada’s overall population from 2016 to 2021 for the first time since the 2006 Census.”

population of neighbouring Newfoundland and Labrador declined (-1.8%) from 2016 to 2021.

Yukon’s population (+12.1%) grew at the fastest pace nationally from 2016 to 2021, while Prince Edward Island experienced the fastest growth among the provinces (+8.0%).

Over 6.6 million Canadians lived in rural area in May 2021, up 0.4 per cent compared to 2016, but well below the pace of growth in urban areas (+6.3%) where immigrants are most likely to settle.

In 2021, Canada had 41 census metropolitan areas home to more than 100,000 people, up from 35 in the previous census. The six large new urban centres include: Fredericton, Drummondville, Red Deer, Kamloops, Chilliwack and Nanaimo.

2021 due to immigration. Millennials account for the largest share of the working-age population (33.2%) in Canada and represent more than one-third (35.1%) of the downtown population of large urban centres.

Where Canadians live Canada continues to urbanize, according to the latest Census. Among the 36,991,981 people spread across the nation, close to 27.3 million people—or nearly 3 in 4 Canadians—reside in one of Canada’s 41 large urban centres.

For the first time in Census history, which began in the 1940s, the population of the Maritimes grew at a faster pace than the Prairie provinces due to rising immigration levels and an influx of Canadians migrating from other parts of the country. Conversely, the

Former resort destinations such as Squamish, B.C, Canmore, AB, Wasaga Beach and Collingwood, ON, are among the fastest-growing communities in Canada.

Population growth in Ontario and Quebec Ontario’s population grew at a faster pace than Canada’s overall population from 2016 to 2021 for the first time since the 2006 Census.

Up 5.8 per cent to 14,223,942, this acceleration in growth was largely due to higher levels of immigration prior to the pandemic. Ontario welcomed almost twice as many permanent and temporary immigrants this Census cycle compared with the previous one. Quebec’s population also grew at a faster pace (+4.1% to 8,501,833) from 2016 to 2021. Most of this growth was also due to international

Urban densification of Canadian communities: A sharp increase in the number of apartments in buildings with 5 or more storeys Single-detached house

4.4%

Apartment in a building that has five or more storeys

14.7%

Apartment in a building that has fewer than five storeys

7.8% 10.0%

Row house Semi-detached house

6.8%

Apartment or flat in a duplex Other

4.7% -0.6%

| www.REMInetwork.com | June 2022 | 13

CMHC REPORT >>

migration pre-pandemic. Permanent and temporary immigration increased compared with 2011 to 2016, to account for about fourfifths of the population growth from 2016 to 2021.

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Several factors explain this trend: • an aging population (seniors downsizing) • higher housing prices • smaller household sizes • increasing urbanization Housing data from the 2021 Census will be published on September 21, 2022 and will provide more details on housing in Canada.

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Building Envelope Repairs

Dwelling types Single-detached houses are still the most plentiful type of housing in Canada, but apartments and row houses are beginning to catch up. Census data shows that the country’s 7.8 million single-detached homes accounted for approximately 53 per cent of Canada’s housing supply, down from 54 per cent during the 2016 census.

Meanwhile, the number of high-rise apartment buildings (with 5 or more storeys) has increased by 14.7 per cent, more than double the total growth in the number of private dwellings.

Apartments accounted for 34.4 per cent of total dwellings in Canada in 2021, compared to 30.1 per cent in 1981. This rapid increase is expected to continue in the future, as apartments represented more than half of the building permits issued from 2016 to 2021.

(Before 2011, apartments accounted for less than 40% of all building permits issued.)

DAVROC. CO M

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SPONSORED CONTENT

Proactive

Pest Management A Q&A with Paolo Bossio, Advantage Pest Control

A

pril showers bring May flowers … and pests! Generally, many insects survive the winter months as immature larvae with the protection of heavy debris litter, and when the weather doesn’t fluctuate between thawing and freezing temperatures. With the pandemic shifting food waste to residential buildings, vermin such as rats and mice have also shifted their behaviour from restaurant harborage to residential buildings. Now is an essential time for property owners/managers to protect their residents from these unwanted guests.

For insights into pest control challenges and tips on how to swat them, we turned to Paolo Bossio, president and CEO of Advantage Pest Control.

Why is spring an important time to consider pest management?

This is the time of the year when the weather starts warming up and most pests begin to become active from their dormant state to forage, lay eggs, and expand their colonies. However, mice and rats remain active all year long, even during the colder months.

They will eat just about anything to survive, and the gestation period for mice is anywhere from 21 to 28 days. So, it is smart to consider pest management all year round.

How has the pandemic compounded the problem?

One major problem is that it has forced many restaurants to rely on food delivery services to serve their customers. What that does, though, is it transfers the food waste from commercial properties to residential establishments. Now, all the mice and rats who used to feed on the dumpsters behind restaurants or strip malls are following that food trail to condos, apartments, or singlefamily dwellings.

Over the year, we have witnessed thousands of mice and rats behind multi-residential buildings where they’re very well fed.

That’s why we proactively send our technicians to all of our property managers to check if that is happening at their property and ensure they were well prepared to manage the issue. This is an example of our dynamic integrated pest management approach.

SPONSORED CONTENT

What is dynamic integrated pest management?

Integrated pest management (IPM) describes an ongoing process of pest control that takes an eco-forward approach to manage pest populations. The first step is an inspection of the pest population or environmental conditions indicating that pest control must be taken, and the second is identifying and monitoring pest activity.

Next comes preventative measures and exclusions, and the last step is controlling the problem by using physical trappings and using baits and sprays when appropriate.

Dynamic IPM, however, is about seeing things before they happen and adapting to our customer’s needs. Each program is specifically curated to each multi-residential building since each residential home is unique. As Wayne Gretzky said, “it’s about where the puck is going, not where it has been.”

For example, when we do a roach service treatment and we are using a combination of a spray and aerosol inside an apartment, what if the person cannot leave? What if they are bedridden or have no place to go because of the pandemic? We must get creative and maybe slightly alter how we complete the service by using the vacuum or use more glue boards. We cannot just say, “Well, this is the IPM program, so we can’t change anything.” Our team is trained to be agile and ready to modify their approach according to the circumstances, even if that means taking more time to do the job more thoroughly and responsibly.

One of the questions I ask during technician interviews is, “How many units can you treat in a day?” which is a trick question. Some applicants come from pest control companies where they are expected to handle 30 or 40 units a day, but if they say they’re proud of doing that many, they usually don’t make it past to the next round since it isn’t about the number of treatments they can do, but the quality and outcome from doing the job. I want to ensure our team delivers quality treatments and top-notch customer service, even if it takes more time to get the job done efficiently and effectively.

“

Paolo Bossio is the President and CEO of Advantage Pest Control Inc., a family-owned and operated business specializing in Dynamic Integrated Pest Management programs.

Each program is specifically curated to each multi-residential building since each residential home is unique.

416-297-8010

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What pest management tips can you offer property managers to prepare for spring and summer?

There are a few things property stakeholders and property managers can do. For instance, always check the exterior of your property to make sure there is no water leaking from the gutters, and the water pump is pushing the water away from the property if you have one. Standing water is a breeding ground for insects! Also, do not store any debris or firewood at the side of the property because that can act as a new point of the harbour for mice or rats.

Another tip is to check surrounding trees are not touching the property. If you have a limb touching the roof or a balcony, that can be an open invitation to unwelcome guests like squirrels, which are now looking for places to procreate.

Lastly, take a moment to consider how else you can deter pests from making your property their new home. Keep food out of reach and eliminate easy points of entry. Seal up any entry points, especially have a harsh winter, for gaps around pipes, vents, windows, and doors. If you need help or want a partner who will spot and address pest control issues on your behalf, give us a call.

info@advantagepestcontrol.co www.advantagepestcontrol.co

Dysfunction at the LTB Ontario landlords seeking justice may have to wait a little longer It’s been a long, weary road to resolution for landlords and tenants caught in the evictions backlog that was exacerbated in 2020 when the pandemic forced the Landlord Tenant Board (LTB) into a five-month hiatus.

Though online hearings have since resumed via the Tribunals Ontario Portal, technical difficulties, prolonged waits, and complaints of biases abound.

“O

ur paralegals are frustrated with the process, so I expect landlords are too,” says Joe Hoffer, a lawyer and partner with Cohen Highley LLP. “I think of the opening of Dickens’ novel Bleak House where the inscription outside the courthouse door reads, “Suffer any wrong that can be done 18 | Canadian Apartment | Part of the REMI Network |

you rather than come here!” because the delays, the cost, and the dysfunction result in daily miscarriages of justice for both landlords and tenants.”

Hoffer isn’t alone in his exasperation with the LTB, where problems have persisted for years. In fact, the sluggish pace of

proceedings became the subject of an investigation by Ontario Ombudsman Paul Dubé before the State of Emergency was declared. According to his 2019-2020 annual report, Tribunals Ontario ranked fourth for most prevalent topic of complaint — and tellingly, 74 per cent of the 1,051 complaints

FEATURE >>

about the Tribunal were specifically related to the LTB. In the two years prior to COVID, the LTB received approximately 80,000 applications per year, 90 per cent of which were filed by landlords seeking to end a tenancy or collect money owed. In 2020, that number dropped to about 48,000 applications due to the fivemonth LTB closure. As many feared, this created a surge in cases once the eviction moratorium lifted, and despite efforts to chip away at that backlog via online hearings and mediation, the board continues to struggle.

Acknowledging this is a real problem, the Ontario government recently earmarked $19 million over three years to help the Ontario Land Tribunal (OLT) and the Landlord and Tenant Board reduce their respective backlogs. The Province says the funding is intended to help both tribunals appoint new adjudicators, have resources on hand for mediation, improve IT platforms, and resolve disputes faster.

“Matters have gotten worse” Though it’s still early on, Hoffer says he has yet to see any evidence of improved efficiencies at the LTB — and, if anything, matters for landlords seem to have gotten worse.

“Board members are facing a deluge of applications, and apparently they have no time assigned to writing orders because it can take months to receive them,” he reports.

“In many cases following a hearing, we’ve found that the board member’s appointment may have expired, or that the board member resigned prior to issuing orders, and we then receive directions that we have to come back and have another hearing. You can imagine how well that goes over for the parties who thought they finally had their day in court, only to have to go back and start over.”

Adding more to the list of grievances, Hoffer says landlord applications for arrears

B.C.’s Residential Tenancy Branch now recording hearings B.C.’s Residential Tenancy Branch (RTB) announced in early June it would begin recording all dispute-resolution hearings in an effort to promote fairness and transparency.

“This change will help bring more fairness, transparency and justice for everyone involved in a tenancy dispute,” said Spencer Chandra Herbert, chair of the Rental Housing Task Force and MLA for Vancouver-West End. “The recording of disputeresolution hearings fulfils an important recommendation of the Rental Housing Task Force. Renters and rental housing providers all agreed this change was important to improve accountability and confidence that justice has been served.”

The Residential Tenancy Branch says that having an audio record of what happened during a dispute-resolution hearing will give all parties more confidence in the process and promote good conduct. The change was also called for by tenant advocates and the Office of the Ombudsperson, who collectively felt that not having these recordings made it difficult for parties to challenge a decision they believed was unfair.

“The Tenant Resource & Advisory Centre has always hoped that this Rental Housing Task Force recommendation would be implemented,” said Andrew Sakamoto, executive director, Tenant Resource & Advisory Centre. “All dispute-resolution participants deserve a right to procedural fairness, and recording hearings will go a long way toward improving transparency, accountability and consistency at the Residential Tenancy Branch.”

have been held up since December due to a dysfunctional computer system. Meanwhile, tenant applications have been processed in a matter of weeks. In short, he says, “I cannot recall a time over the past 35 years of my practice when the adjudicative system for landlord and tenant matters has been as dysfunctional as it is now.“ The good news is, according to an operational update posted May 5 to the Tribunals Ontario website, users who experienced technical issues filing their “Applications to End a Tenancy” and “Evict a Tenant or Collect Money” (L2 applications)

through the portal will not be required to start the process over again.

“Applicants who filed an L2 application affected by this issue will be receiving a letter from the LTB asking that they complete a new L2 application using our PDF forms and upload it to their Tribunals Ontario Portal file,” the post reads. “This will not have an impact on the affected application’s place in the queue with respect to hearing dates and legislative deadlines, and any supplementary filings such as the Request to Extend or Shorten Time will also be unaffected. The original filing date will be preserved.”

“I cannot recall a time over the past 35 years of my practice when the adjudicative system for landlord and tenant matters has been as dysfunctional as it is now.”

| www.REMInetwork.com | June 2022 | 19

SPONSORED CONTENT

HEALTHY BUILDINGS FOR LIFE The 6 principles of sustainable building envelope design Canada’s apartment sector has come a long way in terms of sustainable design and construction. With large commercial buildings now accounting for 13 per cent of Canada’s Greenhouse Gas (GHG) emissions, developers and owners are seeking ways to lower their carbon footprint and build healthy, resilient, cost-effective structures that decrease the negative impacts on the environment. In fact, sustainability objectives are largely driving today’s commercial design and construction projects—and given the building envelope is an essential component that serves to protect the interior of a structure while facilitating climate control (keeping the occupants both safe and comfy), its importance cannot be understated.

Broadly speaking, achieving a sustainable building envelope means avoiding resource depletion of raw materials, energy, and water, to prevent environmental degradation caused by operation demands of buildings and their infrastructure throughout their life cycle. It’s a complicated pursuit with long-lasting benefits that impact all aspects of an apartment building.

Here, RJC Engineers shares six principles of sustainable building envelope design that are driving the industry forward.

1. Designing for resilience – “a tough skin” Just like we say that someone who can withstand whatever life throws at them has a “tough skin”, a similar thing might be said of a building envelope. A resilient building envelope is designed to factor in the changing climate conditions on our planet, as well as the current local conditions of the area like moisture, humidity, wind, and temperature fluctuations. These climate patterns and projections influence the materials of construction and the long-term energy performance strategies for the building, ensuring that interior comfort is protected while energy demands of heating and cooling systems are minimized.

2. Optimizing energy use – “the right jacket” Wearing the right jacket will keep us warm in the winter and block out damaging sunrays in the summer. Similarly, the right building envelope will protect the interior space from the exterior climate, resulting in less consumption

SPONSORED CONTENT of resources. A sustainable envelope relies on efficiency and passive design measures for its operation as much as possible and includes features like spectrally selective glazing, thermal insulation, solar shading devices, building integrated photovoltaics (BIPV) and passive ventilation to meet or exceed applicable energy performance standards. The building commissioning process includes the building envelope to determine that performance requirements related to energy efficiency, such as air tightness, are met.

3. Use of sustainable materials – “healthy food” If eating healthy food keeps our bodies healthy, then building from sustainable materials keeps our buildings and planet healthy. Sustainable building envelopes should be constructed using materials that optimize service life and minimize life-cycle environmental impacts. Considerations include length of service life, global warming potential of materials, resource depletion, human toxicity, as well as embodied energy and GHGs due to materials acquisition, manufacturing, packaging, transportation, installation, use and reuse/recycling and disposal. The goal is to eliminate materials that have a short service life, are pollutants or toxic, and consider the use of building envelope assemblies that can be deconstructed and re-used at the end of the building service life.

4. Enhancing indoor environmental quality – “sunshine and clean air” The indoor environmental quality of a building has a significant impact on occupant health, comfort, and productivity. Increased airtightness and better thermally broken systems help control energy losses but must be met with corresponding improvements in ventilation and indoor quality. Daylighting is an important feature of indoor environments, and energy efficiency can be maintained by using high performance glazing systems

that control energy flow while maintaining high levels of visible light transmission. Even when inside a building, or maybe especially when inside a building, we still want to see some sunshine and breathe clean air.

5. Optimizing operational and maintenance practices – “regular workouts” Kind of like how it takes regular exercise to improve our fitness levels, incorporating operations and maintenance considerations into the design of a building envelope contribute to operational efficiency over its lifetime. Building occupants and operators should be appropriately trained in a comprehensive preventative maintenance program to keep all building systems associated with the building envelope functioning as designed.

6. Retrofitting existing buildings – “getting a physical, new wardrobe and a make-over” Things are not as they used to be. Building practices have changed, and so has our climate. Canada needs to retrofit many of its existing buildings to achieve our GHG emissions commitments. Building envelope retrofit strategies have evolved to the point where buildings can be retrofitted while fully occupied and brought up to the performance levels associated with Passive House standard. Retrofit strategies are an important part of the construction industry’s future, since nearly all inefficient buildings in Canada have already been built. It is usually more sustainable to renovate or retrofit an existing building or facility than to tear one down and construct an entirely new one. Improvements to building envelope systems reduce concerns related to air infiltration and leakage, moisture diffusion, surface condensation, and rainwater entry—issues that can negatively impact the building’s energy performance and indoor environmental quality.

Visit RJC Engineers at rjc.ca to learn more about how we can help with sustainable design, structural engineering, structural restoration, building energy modelling, building envelope, reserve fund studies, roof and plaza deck design, condition assessments and more, to design, assess, maintain and improve your buildings.

COVER STORY >>

YOU’VE GOT T Today’s property managers need to up their employment game— or risk losing out!

By Erin Ruddy In today’s competitive job market, finding, recruiting, and retaining employees is a challenge for most business sectors. But for rental housing providers that cater to a wide range of demographics and personalities, the importance of having a reliable, professional, service-oriented staff can’t be prioritized enough.

22 | Canadian Apartment | Part of the REMI Network |

TALENT

| www.REMInetwork.com | June 2022 | 23

COVER STORY >>

“W

e have an operating philosophy at M&R Holdings that we’ve been adhering to for decades,” says Randy Daiter, Vice President, Residential Properties. “We put our employees first, and our customers second. The reason is that if you take care of your employees then they’ll take care of your customers.”

Daiter says this strategy has contributed greatly to his company’s high employee and tenant satisfaction ratings, which in turn, has helped produce a continuous stream of brand ambassadors. Given one of the primary goals of this business is to attract new tenants and fill vacancies as efficiently as possible, the positive word-of-mouth generated by those immersed in a building’s culture is an advantage with lasting results.

“We found that our operating practices for the preceding decades helped us when our industry was in a crisis,” he says, referring to COVID. “In the end, we experienced lower vacancies than other buildings, and lower employee turnover. As Collin Powell once said, organizations don’t really accomplish anything. Plans don’t accomplish anything, either. Endeavors succeed or fail because of the people involved.

Only by attracting the best people will you accomplish great deeds.”

Sarah Yusyp, Director of Human Resources at Skyline Living, concurs, calling the process of finding, hiring, training, and retaining the right people for her organization critical.

“We are an essential service that provides best-in-class living accommodations and superior customer service to our tenants,” she says. “Our front-line staff are the face of our organization and the individuals offering that exceptional customer service. If those front-

line employees are understaffed or poorly retained and are leaving our organization taking their years of knowledge with them, it affects the service our tenants receive. Hiring, training, and retaining the right talent is what keeps Skyline competitive. It’s at the forefront of our operational needs.”

So, how does an organization attract the best people?

According to Daiter, if your company has a good reputation which it continuously upholds with a track record that can be researched, job candidates will be more inclined to apply for an open position.

“Our corporate culture and clearly-defined values have taken us a long way, helping us win two FRPO customer service awards two years in a row,” he says. “This acknowledgement by the industry has translated into our strong reputation both online and informally among industry employees and talent recruitment agencies.”

Having solid leadership is another important cog in the machine— as is an organization’s commitment to developing, nurturing, and recognizing talented prospects. If an employee seems like a “good fit” and shows long-term potential, keeping that individual engaged, motivated, and properly compensated for their efforts is better than the alternative: losing out to a competitor after months of investing in training and development.

“It’s nothing like it was a few years ago,” Daiter says. “People want more flexibility and the right to work from home. There just aren’t as many qualified candidates to choose from, and salary expectations have gone up along with the expenses of running an apartment building.”

“Candidates are being more selective about which employers they will apply to from the get-go, resulting in fewer applications and far less choice.”

24 | Canadian Apartment | Part of the REMI Network |

COVER STORY >>

The 4 Pillars of Job Satisfaction Sarah Yusyp, Director of Human Resources at Skyline Living shares what matters most to employees in today’s competitive job market: Purpose – employees need to know how their efforts contribute to the organization they work for. They want to be a part of change and growth.

Growth – employees want to know that they have a future at their organization. They want their employer to be a place where they can develop their skills and be recognized for their achievements.

Culture – the call to organizations for systemic reform has never been louder. At Skyline Living, we hear those calls and are committed to change. We are continuously learning and actively exploring what it means to be a diverse, inclusive, and sustainable employer, with the goal of fostering an environment where social and environmental sustainability is upheld, and where all our employees feel supported to be their most authentic selves.

Total Rewards – employees want to work for an organization that compensates them fairly for the work they do and provides them benefits that promote and support their mental well-being.

Impacts of the pandemic Since COVID-19 shuttered the world in March 2020, the employment landscape has changed considerably. Long-term efforts to mitigate the virus have impacted everything from where and how people work, to what they expect from their employers. For rental housing providers, even the tenants have been affected—meaning both employees and residents are demanding more from their management, and both are prepared to walk if the conditions aren’t right.

Five years ago, we could find highly skilled candidates and fill a vacancy within a few weeks,” Yusyp says. “Today, it’s the opposite. With a surge of open positions following the curve of the pandemic, paired with labour shortages, it’s now a candidate’s market.”

In other words, candidates are in the driver’s seat throughout the recruitment process unlike the days of old. Candidates are being more selective about which employers they will apply to from the getgo, resulting in fewer applications and far less choice. Adding to the challenges, Yusyp says jobseekers today are fierce about negotiating higher salaries while considering multiple offers at once.

“We just can’t spend as much time evaluating a candidate anymore, or we may lose them to our competitors,” she says. “Furthermore, we’ve

seen a notable shift in our interview process: it’s not just us asking the candidate why they’d like to work for us, it’s the candidate asking us the tough questions. Today, we have to sell our company just as much as the candidate has to sell themselves.”

For this reason, Yusyp says Skyline Living has had to evolve the ways in which it attracts candidates to remain competitive in this new labour market, putting more emphasis on the benefits the organization has to offer versus the vacant position simply selling itself.

Mental health, wellness, and the environment While COVID has left a devastating trail in its wake, it has also shone a spotlight on our mental health and wellbeing— something that used to be considered out of the realm of an employer’s responsibility.

But after months of isolation, uncertainty, and operating in an environment with heightened needs to sanitize and social-distance, pandemic measures have taken their toll on much of the workforce and altered the perspective of what’s considered normal.

“Gone are the days of working long, grinding hours,” says Yusyp.

“Employees today aren’t just expecting a paycheque for their hard work; they want to work for an employer who truly cares about their needs and supports work-life balance. Based on these expectations, at Skyline we heightened our focus on training and communication.

Our front-line staff require training that is more readily available, accessible, and functional in a virtual environment.”

Clear, timely and continual communication is another requisite of site-staff who want to feel seen and heard. Essentially, Yusyp says employees are seeking a caring work community that respects them and aligns with their values, while also showing a commitment to the greater good. More than ever, employees are placing a high importance on their companies’ environmental, social, and governance (ESG) strategies, proving the point Daiter made earlier that corporate culture counts for a lot.

In closing, Daiter says, “I wouldn’t be surprised if we moved to a four-day work week at some point in the future given the importance of work-life balance. Five years ago, that concept would have seemed far-fetched.” | www.REMInetwork.com | June 2022 | 25

SPONSORED CONTENT

YOUR ROADMAP TO MULTIFAMILY SUCCESS IN 2022 By: Peter Altobelli, vice president, Yardi Canada Ltd. 2022 is turning out to be a promising year for the Canadian economy and multifamily industry.

Canada is experiencing a robust recovery from the pandemic, adding more than 200,000 jobs and dropping the unemployment rate to 5.3% in Q1. To help with the talent shortage, Canada is striving to accept more than 400,000 immigrants by the end of the year, creating a ripe opportunity for the multifamily market.

The Q1 2022 Yardi Canadian Multifamily report showed rent growth is abundant across London, Hamilton and Kitchener-CambridgeWaterloo, with each area experiencing a 10% increase on average.

While affordable housing is still an issue, a shift toward multi-use properties comprising of residential, office, retail and hotelling hopes to alleviate concerns within the real estate market.

Where marketing success happens According to a 2021 tenant survey by Informa Canada, more than 50% of renters found their ideal units online, with internet listing services (ILSs) appearing prominently in searches. But to really stand out and attract quality renters, your real estate marketing strategy needs to extend beyond the ILS. Today’s customers expect properties to have a user-friendly, attractive and interactive online presence. In the same survey, 50% of renters who visited a property’s website said the visit influenced their decision to rent.

Search engine optimization (SEO) and reputation management should be foundational elements for your brand. While inexpensive compared to ILS costs, both require consistency and expertise. Some prefer to use an agency rather than manage inhouse. Putting SEO best practices in place now will lead to longterm success, helping your communities outrank the competition in local searches.

Where conversion success happens It’s an optimal year to take leasing to the next level, especially if your business plans to grow. In the Informa Canada survey, more than half of these renters preferred to interact with the leasing office via email, text or chat, with only a minority still preferring to 26 | Canadian Apartment | Part of the REMI Network |

call. With the right technology, it’s easy to stay on top of evolving renter expectations. Your leasing and customer relationship management solution should offer your staff the flexibility to connect to prospects and residents 24/7, 365 days a year — from anywhere and via multiple channels.

To stay competitive and support your leasing team, integrate an omnichannel chatbot into your property websites and resident portals. Make sure to select a bot powered by artificial intelligence (AI) that can truly help your guests. This ensures prospects have a frictionless experience when inquiring about building amenities, tour options and lease agreements. Al is also the key to centralizing leasing data, keeping customer information current and accurate, and accelerating unit turnovers .

Overall, guiding your prospects through a seamless search and leasing experience can establish trust for your business and create more conversions down the road.

Find success every step of the way This is a transitional year with a positive outlook for the residential market. The next wave of renters expect a cohesive leasing experience, and the technology to meet their expectations is readily available. Yardi has completely integrated solutions that can help you achieve success every step of the way, from customer acquisition to resident retention. See it all at: yardi.com/ multifamily

For more information about Yardi, please call (888) 569-2734 or visit yardi.com

CANADIAN APARTMENT WHO’S WHO 2022

IN THE CANADIAN APARTMENT INDUSTRY MANAGE ONLY

CERTIFIED NUMBER OF RENTAL UNITS BUILDING

MetCap Living Management Inc.

20,534

Cogir Real Estate

18,796

The DMS Group

17,740

Greenwin Inc.

17,615

Briarlane Rental Property Management Inc. Sterling Karamar Property Management

OWN ONLY Globe Capital Management Oxford Properties Group Crestpoint Real Estate Investments Ltd. I.G. Investment Management, Ltd.

CERTIFIED NUMBER OF RENTAL UNITS BUILDING

MANAGE & OWN

CERTIFIED NUMBER OF RENTAL UNITS BUILDING

7,600

Starlight Investments

61,904

2,113

Canadian Apartment Properties REIT

47,419

2,010

Boardwalk REIT

33,264

1,609

Homestead Land Holdings Limited

26,885

15,460

Westcliff

1,350

Realstar Management

26,768

14,180

Sabjoy Inc.

1,216

Hazelview Investments Inc.

22,329

1,170

Skyline Apartment REIT

21,139

900

Killam Apartment REIT

18,685

Lanesborough Real Estate Investment Trust Bedford Properties & Estates

Devon Properties Ltd.

10,258

GWL Realty Advisors

9,152

Tribe Management Inc.

8,480

Fiera Properties

658

Mainstreet Equity Corp.

15,475

Berkley Property Management Inc.

7,125

Choice Properties Real Estate Investment Trust

605

Centurion Asset Management Inc.

14,840

CANADIAN APARTMENT WHO’S WHO 2022

CERTIFIED RENTAL BUILDING

RANK

UNITS MANAGE

OWN

BUILDINGS BOTH

2,536

TOTAL

MANAGE

2,536

21

OWN

BOTH

TOTAL

1

Apollo Property Management Ltd.

2

Arnon Corporation

3

Atlantis Realty Services, Inc.

611

611

11

11

4

Avison Young

467

467

9

9

5

AWM-Alliance Real Estate Group Ltd.

1,034

1,034

14

14

6

Bayshore Property Management Inc.

802

802

63

63

7

Bedford Properties & Estates

8

BentallGreenOak (Canada) Limited Partnership

1,425

3,606

5,031

13

26

39

9

Berkley Property Management Inc.

7,125

200

7,325

85

4

89

10

Blackwood Partners Inc.

57

1

11

BlueStone Properties Inc.

12

Boardwalk REIT

13

Briarlane Rental Property Management Inc.

14

Brown Group of Companies Inc., The

15

Canadian Apartment Properties REIT

16

Canadian Urban Limited

17

Canahahns Company Limited

18

Canlight Management Inc.

19

CaraCo Property Management Ltd.

20

Centurion Asset Management Inc.

21

Choice Properties Real Estate Investment Trust

22

Cogir Real Estate

18,796

13,286 32,082

183

23

Colliers Macaulay Nicolls Inc.

2,085

2,085

39

39

24

Colonnade BridgePort

628

628

3

3

25

Compass Commercial Realty LP

524

524

1,048

8

26

Concert Properties Ltd.

4,112

4,279

640

900

640

5

900

57 916

21

20

20

1

916

11

33,264 33,264 15,460 671

212

1,407

2,078

9

47,419

47,419 490

350

2,656

267

267

36

386

990 14,840 605

167

212 9

18 -

4

4 5

5

1

5

990

12

12

17,496

128

128

4

605

-

Discover intuitive & powerful property management software

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YardiBreeze.ca | (888) 569-2734

11 -

15,460

490

5

74

2

257

8

16

20

22

CANADIAN APARTMENT WHO’S WHO 2022

CERTIFIED RENTAL BUILDING

RANK

UNITS MANAGE

27

Condominium Living Management Inc.

28

Crestpoint Real Estate Investments Ltd.

29

Davpart Inc.

30

Dayhu Investments Ltd.

31

Devon Properties Ltd.

32

Downing Street Property Management Inc.

33

Drewlo Holdings Inc.

34

Epic Investment Services

35

OWN

BUILDINGS BOTH

576

TOTAL

MANAGE

OWN

BOTH

576 2,010

-

2,010 1,180

1,180

49

49

TOTAL

35

35 15

15 -

10,258

10,258

197

197

73

73

16

16

11,711

11,711

69

69

3,526

3,526

Equitable Real Estate Investment Corporation Ltd.

616

616

29

36

Equium Group

147

300

21

37

Fiera Properties

38

Gillin Engineering & Construction Ltd.

39

Gitalis Group

40

Glenview Management Limited

41

Globe Capital Management

42

Goldview Property Management Ltd.

43

Goodwood Property Investment Ltd.

400

400

3

3

44

Greenrock Property Management Ltd.

1,883

1,883

7

7

45

Greenwin Inc.

3,012

20,627

203

17

220

46

Gulf Pacific Property Management Ltd.

421

421

5

5

47

GWL Realty Advisors

9,152

9,152

50

50

48

GWL Residential

982

9,768

7

49

Hazelview Investments Inc.

50

Hollyburn Properties Ltd.

51

Homestead Land Holdings Limited

52

ICC Property Management Ltd.

153 658

658 780

780

80

2

82

145

16

161

7,600

108

297

8,489

12

1 78

4

1 78

4

7,596

36

30

-

26,885 26,885 36

9

4

22,329 22,329 7,596

29

12

7,600

108

17,615

-

4

4

141

152

251

251

76

76

214

214

2

2

Master the art & science of marketing Reach renters everywhere with help from a full-service agency

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CANADIAN APARTMENT WHO’S WHO 2022

CERTIFIED RENTAL BUILDING

RANK

UNITS MANAGE

OWN

BUILDINGS BOTH

MANAGE

BOTH

54

InterRent REIT

12,880

12,880

161

161

55

Kelson Group

4,079

4,079

60

60

56

Killam Apartment REIT

18,685

18,685

221

221

57

Kings College Management Limited

58

Kroma Management Ltd.

59

Lameer Management

61

8

TOTAL

I.G. Investment Management, Ltd.

Lanesborough Real Estate Investment Trust Lawrence Construction/Grant Management

1,609

OWN

53

60

1,609

TOTAL

8

2,100

2,100

20

20

913

913

15

15

1,950

100

1,400

550 1,170

787

1,170 1,041

400

1,828

25 15

8

125 15

15

400

23

62

Lionheart Property Management Inc.

63

M&R Holdings

4,810

4,810

38

38

64

Mainstreet Equity Corp.

15,475

15,475

770

770

65

Manulife Investment Management

1,398

1,105

2,503

66

McCor Management (MB) Inc.

1,132

67

Medallion Corporation

10,573

10,573

77

77

68

Melchior Management 777 Corporation

1,499

1,499

58

58

69

Melcor Developments Ltd.

83

83

1

1

70

MetCap Living Management Inc.

71

Minto Properties Inc.

967

7,928

8,895

13

180

193

72

Morguard

910

7,900

8,810

3

24

27

73

NexLiving Communities Inc.

74

Niot Investments Holdings Ltd.

75

Northland Properties Inc.

76 77

1,132

20,534

-

17

17

20,534

549

-

549

-

1,000

1,000

19

19

552

552

9

9

Northview Canadian High Yield Residential Fund

11,321

11,321

318

318

Old Oak Properties Inc.

3,606

3,606

30

30

Yardi Resident Screening ®

S creen & q u a l i f y re s i de nts i n min u te s Learn more at yardi.com/screening- for-canada

CANADIAN APARTMENT WHO’S WHO 2022

CERTIFIED RENTAL BUILDING

RANK

UNITS MANAGE

OWN

BUILDINGS BOTH

TOTAL

MANAGE

1,657

1,657

5,125

5,690

1

2,040

2,389

3

4,969

7,082

OWN

BOTH

TOTAL

78

ONNI Group

79

Osgoode Properties

299

80

O'Shanter Development Company Ltd.

349

81

Oxford Properties Group

82

Pacific Quorum Properties Inc.

83

Park Property Management Inc.

9,168

9,168

81

81

84

Preston Group

1,190

1,190

4

4

85

Prospero International Realty Inc.

4,087

4,087

92

92

86

Provincial Property Management Limited

1,800

1,800

28

28

87

QuadReal Property Group

88

Rancho Management Services

89

Real Estate 360 Property Advisory

90

Realstar Management

91

The Regency Group

30

30

92

Richmond Community Management Services Corp.

259

259

2

2

93

Royal/Kente Property Management

500

500

35

35

94

Sabjoy Inc.

95

Shape Property Management Corp.

300

96

Shelter Canadian Properties Limited

5,896

97

Shindico Realty

94

98

Skyline Apartment REIT

99

Sluis Properties

2,113 1,876

SolutionCondo/Rentalys Solutions

102

Southwest Properties Ltd.

103

Starlight Investments

1

8

10,073

132

3,051

26

778

18

16

28

13

21

42

42

1

27 18

273

273 -

1,232

1

599

6,495

48

3

51

644

738

3

8

11

21,139

21,139

234

234

154

154

7

7

171

347

St re a m l i ne un i t tu r n s , m a i nte n a n ce a nd i ns p ec t i o n s

25

300

171

®

88

59

26,768 26,768

1,216

86

59

10,073

778

Yardi Maintenance IQ

L earn more at yardi.com/maintenanceiq

1,876

2,919

100 SmartCentres REIT 101

266

-

347 1,583

1,583

61,904 61,904

1

1

1

10

10 28

28

1,511

1,511

CANADIAN APARTMENT WHO’S WHO 2022

CERTIFIED RENTAL BUILDING

RANK

UNITS MANAGE

OWN

104 State Building Group 105

Sterling Karamar Property Management

BUILDINGS BOTH

TOTAL

1,111

1,111

MANAGE

OWN

BOTH

TOTAL

15

15

14,180

14,180

176

176

106 Summa Property Management

103

103

2

2

107

Taft Management Inc.

85

85

8

8

108

The DMS Group

17,740

17,740

160

160

109 The Enfield Group Inc.

700

700

4

4

8,480

8,480

162

162

53

53

7

7

110

Tribe Management Inc.

111

Triovest Realty

112

Twin City Management Limited

1,174

1,174

70

70

113

Warrington PCI Management

710

710

11

11

114

Westcliff

115

Westcorp Property Management

116 117

1,350

1,350

520

897

1,417

Williams and McDaniel Property Management

3,755

WJ Properties

1,944

105 1

4

5

3,755

112

112

1,944

12

12

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It was June 2008 when the Federation of Rental-housing Providers of Ontario (FRPO) first revealed the Certified Rental Building™ program (CRBP) at a (then) joint Minto/GWL apartment community complex in High Park, Toronto, Ontario. At the time, few would have predicted that this program would one day become Canada’s foremost “ESG-focused” accreditation program supporting the multi-residential industry.

CRBP grew quickly in Ontario, and in late 2015, at the request of several members, it was expanded to British Columbia. Now, just five years later, FRPO is embarking on a Canada-wide expansion program to support multi-res industry members with a defined sustainability and ESG strategic focus.

“With many of the REITs, institutional, and investor-driven members leading the multi-res industry’s transformation to an ESG discipline, it became imperative to undertake expansion of CRBP across the Canadian landscape to support their needs,” says Tony Irwin FRPO’s

President & CEO. “As all levels of government gain greater awareness of the ESG mantra across all industries, there is little doubt that they will soon be asking – or, perhaps, demanding – what our industry is collectively doing on this front.”

Initially conceived in 2008 as a Corporate Social Responsibility initiative that would demonstrate the industry’s ability to selfregulate itself, CRBP has grown to become a highly robust, integrated professional property management program. Operating as a “notfor-profit” entity and focused directly on the muti-res industry, it is now Canada’s leading sustainability program in this real estate sector.

As Ted Whitehead, CRBP’s Director of Certification, states: “Importantly, it supports not only the ‘E’ of ESG but also the ‘S’ and the ‘G’ factors through recognizable standards and requirements that are independently thirdparty audited. Moreover, it provides a unique ‘grass-roots’ ESG perspective that multi-res organizations can easily communicate with their staff and residents.”

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CRBP 101 The Certified Rental Building Program’s™ CRB “certification” approach provides a professional property management framework to infuse any muti-res organization. Moreover, it instills a strong basis for effective building sustainability, governance, and resiliency.

Its standards offer a six-pronged focus on: 1. Human resources 2. Resident operations 3. Building operations 4. Financial/Risk management 5. Environmental management 6. State of Condition requirements The CRBP received official GRESB Real Estate partner status in early 2022. Importantly, it is also part of their list of recognized and approved green building certification programs, as the CRBP certficiation impacts a member’s GRESB scores and performance. Moreover, by demonstrating compliance with the program’s Standards of Practice, a member’s ESG and sustainability efforts are more fully integrated across their operations.

THE FUTURE OF ESG & THE MULTI-RES INDUSTRY Considering the often negative public sentiment our industry garners from time to time cloud adopting a strong ESG framework across the multi-res industry could well be necessary to the

industry’s long-term regulatory survival in years to come. The multi-res industry provides apartment homes to one in three Canadians, or approximately 4.4 million people, and these numbers will only continue to grow. Coupled with the fact that Canada has demonstrated a commitment to environmental stewardship (e.g., climate change, Net Zero, clean energy, etc.) and mending the social issues of the day (e.g., diversity, equality, housing shortages, income disparities, etc.), and there’s little doubt that there will be increased pressure on the multi-res industry to demonstrate what it is proactively doing to address these challenges on all fronts.

“Nearly 13 per cent of multi-res industry players have already adopted a formal ESG way of doing business and those numbers need to dramatically increase if we are going to be able to proactively state our case on these fronts,” insists Whitehead, “The good news is that most professional property management organizations practice ESG-related activities every day; they just do not think of them in that way.”

“We believe the Canadian Certified Rental Building™ program provides a visible pathway for professional property managers/owners to move forward with confidence and success on the ESG front,” he continues.

For more information on the Canadian Certified Rental Building™ program, please connect with Ted Whitehead at twhitehead@frpo.org.

NEWSWORTHY >>

Industry Hot Topics Average rent in April back to pre-pandemic highs

T

he average rent in April for all Canadian properties listed on Rentals.ca was $1,821 per month, representing an annual increase of 9 per cent from a year ago and down just 1.5 per cent from 2019. The most expensive units are single-family homes, with landlords asking $2,776 per month on average compared to $2,265 for townhouses, $2,235 for condo apartments, $1,651 for rental apartments, and $1,590 for basement units.

At the national level, rental apartments, which make up the majority of the listings on Rentals.ca, experienced a month-overmonth increase of 0.3 per cent from $1,646 in March to $1,651 in April.

At the provincial level, British Columbia had the highest rental rates for April, with landlords seeking $2,347 per month on average for all property types (median: $2,200), representing a monthly increase of

2.7 per cent. Ontario had the second highest rental rate at $2,093 per month (median: $2,000), while Newfoundland had the lowest at $950 per month (median: $875).

Saskatchewan had one of the highest monthly changes in average rental rates, increasing by 2.3 per cent to $1,051 per month. Alberta also had a relatively high month-over-month increase in average rent, increasing by 2.1% to $1,289 per month.

Condo apartments have more or less stayed the same month over month from February to April, remaining between $3.11 psf and $3.13 psf.

However, the April 2022 rent level has increased by 8.7 per cent from the April 2021 average of $2.88 psf. The market had bottomed out in February of 2021 at $2.82 psf.

Rental apartments have also stayed relatively steady, declining slightly from $2.24 psf in March 2022 down to $2.22 psf in April 2022. This also represents an annual increase of 3 per cent from the April 2021 average of $2.15 psf.

Hazelview supports displaced Ukrainians with housing and donations

H

azelview Properties is among several rental housing providers that have banded together to support displaced Ukrainians since the war began in March 2022. To date, collective efforts by Boardwalk REIT, CAPREIT, Hazelview Properties, Homestead, InterRent REIT, Minto Apartment REIT, and Starlight Investments have helped hundreds of families impacted by the ongoing humanitarian crisis.

For its part, Hazelview has provided more than 50 suites from Halifax to Winnipeg via the company’s housing support program. Additionally, team members have been stepping up to help newcomers in other ways, including collecting, storing and delivering donated items, making financial contributions, and assisting with employment searches.

“My husband and I just wanted to say thank you for your help in finding a place to live,” said Kseniya, who arrived with her family in early April and has been living in a Hazelview apartment. “We love it a lot and are so happy that we were able to find such good people as you are.”

To ensure the Ukrainian families continue to get the essential supplies they need, such as strollers, diapers, furniture and appliances, Hazelview recently launched a fundraiser using the GoFundMe 36 | Canadian Apartment | Part of the REMI Network |

platform. Those who donate are automatically entered into a raffle to win an original painting from Toronto artist Ric Santon.

“I think this project and movement is amazing,“ said Diana Swift, a property manager with Hazelview Properties who’s helped with ongoing efforts. “It is another reason why I am so proud to be part of the Hazelview family.”

“I am incredibly proud of the Hazelview team for coming together to support this program and the Ukrainians who have been hit the hardest by this conflict,” added David Melo, Managing Partner & President of Hazelview Properties. “We remain committed to supporting displaced Ukrainians arriving in Canada for as long as they require it.”

NEWSWORTHY >>

Skyline Living honoured with two CFAA awards

S

kyline Living was the proud recipient of two Canadian Federation of Apartment Associations (CFAA) National Rental Housing Awards for Rental Development of the Year and Rental Housing Provider of the Year.

The CFAA is the national voice of the apartment housing industry in Canada and engages in advocacy on behalf of the industry as a whole. Held each year in May, the awards commemorate housing providers that go above and beyond in serving their tenants and the communities in which they operate.

“At Skyline Living, we pride ourselves on examining our practices and working towards continuous improvement,” said BJ Santavy, Vice President, Skyline Living. “This past year, we have focused on our sustainability goals and are proud to see those efforts recognized in the rental housing industry,” This year’s awards were held in-person at the Toronto Hyatt Regency after two years of virtual presentations due to COVID-19.

“There were many amazing entries in each category, and we congratulate all of our peers on their tireless work to advance our industry and set a high standard every day,” Santavy said. ” It’s an honour and a privilege to be recognized amongst our industry’s best.”

For Rental Development of the Year, the winning property was Carrington View Apartments located in West Kelowna, British Columbia. Described as a beautiful three-building, 186-unit luxury rental development with spectacular views of Okanagan Lake, Carrington View was designed to be net-zero energy ready, and features an array of solar panels that are expected to produce enough power to operate all common areas of the property.

CFAA’s Rental Housing Provider of the Year Award recognizes a rental housing provider that has demonstrated exceptional leadership through an action, practice, or a dedicated initiative. Skyline Living is proud to be recognized for its deep focus on Environmental, Social, Governance (ESG). In early 2021, Skyline Group of Companies, the parent company of Skyline Living, formalized its ESG initiatives with an official and measurable Sustainability Plan it has since put into effect.

“These changes are key toward making a positive difference in our world in every way we can,” noted Santavy. “The data acquired through this formal process has helped to effectively determine which efforts would have the greatest impact. Many other rental providers have begun implementing their own ESG plans, and we hope to continue to have a positive influence in this regard. This process enshrines Skyline Living’s concept of a housing provider as not only a business but a contributor toward its community.”

VISIT US AT

CONTACT Michael Gnat Phone: 416-635-4835 Email: mgnat@midnorthern.com

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| www.REMInetwork.com | June 2022 | 37

NEWSWORTHY >>

Industry responds to Premier Ford’s re-election

D

oug Ford has been re-elected as Premier of Ontario in a victory many rental housing professionals and associated sectors were hoping for. On June 2, 2022, the party won a majority government for the second term, triggering the resignation of NDP Leader Andrea Horwath and Liberal Leader Steven Del Duca.

“Tonight’s victory — it isn’t about me, it isn’t about the party,” Ford said afterwards to a round of applause in Etobicoke. “This victory belongs to every worker who knows that they deserve better. Every family knows that they can dream bigger.”

Though not all Ford’s policies have gained favour among the masses, threats of rent control and other divisive strategies proposed by his opponents had landlords and housing developers fearing the alternative. The Building Industry and Land Development Association (BILD) was quick to issue a statement congratulating the returning Premier, while also emphasizing the importance of housing supply.

“There is a broad consensus that the roots of the region’s housing challenges lie in the lack of supply, which is fuelling the affordability crisis,” said Dave Wilkes, President and CEO of BILD. “Now is the time to take bold and decisive action to address the underlying policy issues

38 | Canadian Apartment | Part of the REMI Network |

that have constrained land supply, added costs to new housing and slowed the addition of new supply to the market.”

The Residential Construction Council of Ontario (RESCON) also offered congratulates to the Ontario PCs, calling out Steve Clark and Monte McNaughton specifically for recognizing the importance of residential construction and the skilled trades to the broader economy.

“We are looking forward to working with the government on urgent initiatives to boost the supply of housing, modernize the development application process, and move forward with programs to get more people into the voluntary trades,” said Richard Lyall, President, RESCON. “We were especially pleased at the commitment during the campaign to build 1.5 million homes over the next 10 years.”

Since passing the “More Homes, More Choice Act” in 2019, the PC government has taken many positive steps to address the housing crisis and commit to boosting housing supply with an ongoing plan RESCON says it supports. However, the group also encourages more action be taken to address the supply situation given the influx of immigrants expected to arrive in the coming years. Suggestions include embracing innovation, streamlining the development

approvals process, and continuing with initiatives that clear the path for more youth, women, and people from underrepresented groups to learn the specialized skill sets needed to work in residential construction.

“Ontario’s PCs have played a leadership role in addressing the ongoing housing crisis since taking office,” Lyall said in conclusion.

“They have listened to the concerns of the residential construction industry and have been working towards a solution to the significant housing supply deficit.”

For its part, the Federation of Rentalhousing Providers of Ontario (FRPO) is pleased with the results of last night’s election and looks forward to continuing down the progressive path it established during Ford’s first term.

“FRPO would like to congratulate Premier Doug Ford and the Progressive Conservative Party of Ontario on their election victory and second consecutive majority government,” Tony Irwin, President, FRPO said. “We look forward to building on the progress that has been made over the past four years with Premier Ford, his Cabinet and Caucus, to tackle the housing supply crisis while also striking the right balance between strong consumer protection for residents and a well-functioning industry for rental housing providers.”

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Costa advised that he no longer wished to occupy his role as president. The emergency meeting took place at the defendant’s (MTCC 1292’s) premises.

At the emergency meeting, the plaintiff and Mr. Da Costa entered into a heated argument, which led Mr. Da Costa to “lose it” and strike the plaintiff on the head with a chair. Mr. Da Costa was charged by the police and received a conditional discharge for assault with a weapon. iff commen The plaintiff commenced a civil action against Mr. Da Costa fo for his use of force as well as MTCC TCC 1292 for fo failing to ensure her safety and nd failing to employ security meet measures at board meetings.

MTCC 1292 brought a motion summary judgment otion for su to dismiss the plaintiff’s plaintiff’ claim against it nly opposed by Mr. Da Costa which was only given his crossclaim MTCC 1292 ossclaim against ag on and indemnity. inde for contribution

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their premises reasonably safe for those who enter it. But what about when an individual commits assault while at one of these meetings? Should the occupier or organizer of the

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In Omotayo v. Da Costa, 2018, the defendant occupier, Metro Toronto Condominium Corporation 1292 (MTCC 1292), was successful in dismissing the plaintiff’s claim and the assailant’s crossclaim when a member in attendance at a condominium board meeting struck another meeting attendee with a chair.

Justice Nishikawa found that the duty the condominium corporation owed to the plaintiff did not include preventing an assault that occurred during their condominium board meeting.

Facts of the case T he plaintif f, J ac queline O mot ayo, was a resident and former chair of the condominium corporation. The defendant, Jose Da Costa, was also a resident and former president of the condominium corporation. An emergency board meeting was held on Oct. 4, 2011, to discuss the future organization of the board as Ms. Omotayo had recently been removed from her position as chair and Mr. Da

By Steven Chester

SERVING THE FACILIT Y CLE ANING & MAINTENANCE INDUSTRY

Let’s face it, we all want our businesses to be social media rock stars, and we know it ain’t easy.

It’s becoming more prevalent that some of the most popular social media platforms have been infiltrated by those who game the system.

This includes those that buy fake followers and “likes” in order to create the illusion that their social media profile is more popular than it is.

These fake followers are predominantly bots – accounts run by software designed to look and act like real people.

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New services are also popping up that allow authentic social media accounts to become part of the bot game. By signing up for the service, the user authorizes their account to automatically like, follow and randomly comment on other users’ posts, and in turn they trade that fake engagement with other users. Sound harmless enough? The thing is you have no say in in the message your account is spreading or where it ends up.

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Summary judgment motion udgment m positi MTCC took the position that its duty w is confined confine to the physical under the law condition of the premises premise and foreseeable e unforese risks, not the unforeseeable conduct of individuals in attendan attendance. Meanwhile, Mr. Da Costa that MTCC 1292’s a argued th s to having rules of conduct duty extends s, policies re for meetings, relating to abusive l an gu a g e, thre at s aan d intimid atin g d a duty to h behavior, and hire and supervise competent professional professionals to oversee its luding, if appropriate, ap business (including, security Cos further argued personnel). Mr. Da Costa ult was foreseeable fore that the assault given the M quarrelsome nature of MTCC 1292’s board nd a prior unrelated u meetings and incident involving the plaintiff and another member of MTCC 1292 wherein the police was 292 wherei called. ng her dec In reaching decision, Justice Nishikawa looked Coleiro v. Premier ooked to C s where summary sum Fitness Clubs judgment d in favour of the defendant was granted

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Ask yourself this: What’s more important, having 50,000 cosmetic followers, or having

500 followers who are in your target market REMEDYING FOUR that actually want to hear from you?

COMMON CARPET As a consumer, it’s even simpler, as PROBLEMS deceptive tactics are easy to spot. If you’re using underhanded methods to promote your business, this can be viewed as a reflection of your product or service. Your integrity is at stake.

This is one of the more complex topics that can’t be fully covered in this space. As always, I invite you to stay social and continue the conversation on Twitter at @Chestergosocial where I’ll share a link to the full article.

SCENT OF

SUCCESS Steven Chester is the Digital Media Director of MediaEdge Communications. With 15 years’ experience in cross-platform communications, Steven helps companies expand their reach through social media and other digital initiatives. To contact him directly, email gosocial@mediaedge.ca.

www.REMInetwork.com | June 2018 15

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Conflict in the Ukraine We’re in it together, whether we like it or not

by Andy Schwartze As the tragic events in the Ukraine continue to unfold, it’s only natural to wonder how the ongoing devastation will impact the insurance world once a resolution is reached in the distant future. As history has shown us, rebuilding a war-ravaged nation is no easy feat. It takes years of labour, materials, and patience—hence why insurance contracts in western countries all contain “war” exclusions that omit this type of damage from their insurance coverage. The responsibility rests on the backs of the affected communities and their governments.

40 | Canadian Apartment | Part of the REMI Network |

INSURANCE >>

That said, every conflict has its unfortunate collateral damage, and this is where we may find some level of claims activity or impacts on premiums and reinsurance costs. Here’s an example: a house builder here in Canada ordered new windows from a Ukrainian factory before the war began, and has been unable to get the shipment for obvious reasons. What is that builder to do—find an alternate supply and ignore the purchase obligation to the Kyiv-based manufacturer? Or plead with the owner of the new build for an extension while somehow trying to figure out a way to fulfill the order. There is every reason to assume that the contract between the builder and the client does not shield the builder from the delivery obligation in the event of a war in a foreign country.

Things are always more complicated than they first appear, even when it comes to war exclusions. The conflict in the Ukraine will no doubt bring many insurers into the courtroom as they attempt to find gaps in their insurance contracts. Not unlike the pandemic’s impact on businesses in various countries, there will be a phalanx of legal teams ready to take on cases similar to that of our hapless builder to test the insurance that was placed. Much of this testing will occur over many years, and how it plays out is impossible to predict, but there will be significant legal costs incurred by underwriters dragged into court—and, as everyone knows, such costs are then loaded onto the premiums we all pay.

There are additional side effects that make this conflict a bit more impactful. A significant increase in the price of oil is already affecting the long list of things we buy and use. Simply pointing to the price of gasoline, while understandable, is just the beginning.

Products of all varieties have parts and/or components that

are derivatives of oil. Transportation costs, public and private, are affected by this development. While governments have historically tried to underplay inflation, it has returned in grand style, and we face price increases throughout our economy.

Back in the late 1970s and early 1980s when inflation and interest rates peaked in double-digit territory, replacement cost insurance typically rose by 10 per cent at every renewal, due to the possibility that a significantly damaged building could require a complete rebuild if municipal standards deemed it necessary. Today’s mortgage lenders demand full replacement cost coverage on not just a part of a building, but rather on the whole structure, including bylaws mandating upgrades.

So, while we may not be directly affected by the events overseas, we are certainly feeling the collateral damage everywhere, from the gas pumps to the grocery stores and the lumber yards. That means an unavoidable impact on insurance company claims costs which will have an upward impact on our coverage levels. It is not just rates that affect a premium; coverage levels also do their part.

I always like to remind my clients that there is an inverse relationship between world and economic events and the cost of insurance protection. When the former goes downhill, the latter goes up. When the good times return, insurance costs will moderate. Sadly, this second scenario seems to be a bit optimistic and regrettably far off.

For questions regarding multi-residential housing insurance, please visit: www.takecover.ca

Arriving to a housing shortage Industry rallies to support Ukrainian evacuees Since the war began in the early spring, thousands of Ukrainian evacuees have arrived in Canada on the expedited threeyear visa to a glut of short- and long-term rentals. Groups leading the effort to support these embattled newcomers came together in April to find ways to offer aid.

“We’re all bridges to homes. We’re all bridges to jobs,” said Michael Brooks, chief executive officer of REALPAC, during an industry-organized online discussion to garner insight from the Ukrainian Canadian Congress (UCC).

Members of the webinar’s sponsoring organizations — REALPAC, Building Owners and Managers Association (BOMA) of Greater Toronto, Urban Land Institute (ULI) Toronto, NAIOP Toronto, Federation of Rental-housing Providers of Ontario (FRPO), Toronto CREW, Canadian Urban Institute, Toronto Region Board of Trade, and the Ontario Professional Planners Institute (OPPI) — were briefed on the needs of the arriving evacuees and invited to contribute.

Placements in private homes and/or temporary lodgings such as university residences and hotels were seen as key for shortterm, transitory housing. Longer term, UCC and other agencies looked to the private rental housing sector for concessions and logistical insight to help match apartment-seekers to markets that could provide community supports.

Toronto was the entry portal for about 80 per cent of the roughly 11,700 Ukrainians who landed in Canada during March.

However, UCC chief executive officer Ihor Michalchyshyn reported that the organization’s branches in cities like St. Catharines, Winnipeg and Saskatoon also drew their share of newcomers.

For the full story, visit www.REMInetwork.com.

| www.REMInetwork.com | June 2022 | 41

Smart Ideas

THE HEALTH OF YOUR BUILDING MATTERS New data shows a direct correlation between health and real estate value A new report from The Centre for Active Design, in collaboration with QuadReal Property Group, points to the positive ways that certain health indicators drive value in real estate.

According to the report’s findings, implementing key healthy building strategies at your multi-residential building can translate into higher tenant satisfaction ratings while improving your bottom line. While public health research has made it clear for decades that the built environment has a direct impact on the health outcomes of occupants, COVID-10 has intensified the message. Building owners today are under increasing pressure to provide data showing how their built environments are impacting human health.

Entitled, “Health Drives Value in Real Estate” the new report reveals there is a measurable correlation between healthy building strategies and tenant satisfaction.

42 | Canadian Apartment | Part of the REMI Network |

Survey says…

• Residential projects located in walkable districts with plenty of amenities and access to nearby services command higher rents.

• Residential projects that conduct regular maintenance and implement operational strategies to clean, monitor and improve the building have higher occupant satisfaction ratings.

• Residential projects that offer healthy food access (via food courts, lobby offerings) represent a major opportunity for residential developers.

To learn more about the Fitwel standards or to access the complete report, visit fitwel.org or contact info@fitwel.org.

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