VANCOUVER’S TRANSITIONING ROBSON STREET CORRIDOR
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AN INDUSTRY UNITED
Three years ago in April, Canada’s average asking rent fell to the COVID-low of $1,662. Since then, Rentals.ca reports that residential rents have soared by approximately 33 per cent, accelerating sharply through the spring and summer of 2023 before moderating slightly in Q1-2024. As the supply-d emand imbalance continues, developers, policymakers and the industry at large are united in finding ways to amp up construction and improve access to affordable rental housing. In this issue, we explore some of the data, challenges, constraints, and potential solutions as Canada and the apartment sector continue to tackle the housing crisis.
In our cover story on page 22, we look at Vancouver’s developing West End, and specifically the Robson Street corridor. GWL Realty Advisors has been a key player in this transitioning neighbourhood since 2016, bringing more, much-needed purpose-built rental housing to the popular shopping strip where vacancy rates have hit record-lows. Meanwhile, as climate change and aging infrastructure make apartment buildings more vulnerable to damage, rising insurance premiums are negatively impacting property owners. We cover strategies for better water risk management and other timely topics impacting the rental sector in our feature stories.
Last but not least, don’t miss our annual “Who’s Who” report, identifying the top players in Canada’s multi-residential real estate sector. Please enjoy this special edition, and if you have any questions, comments, or article topics you’d wish to share, feel free to reach out to us via email, or contact us on our new Canadian Apartment LinkedIn page. Looking forward to hearing from you!
Sincerely,
Erin Ruddy
Editor Erin Ruddy
Art Director Annette Carlucci
Graphic Designer Thuy Huynh-Guinane
Production Coordinator Ines Louis
Contributing Writers Errol Small, Trisha Glazer
National Sales Jake Blanchard Melissa Valentini
Digital Media Director Steven Chester
Circulation Adrian Holland For sales information call (416) 512-8186
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Proactive water risk management strategies By Errol Small & Trisha Glazer
Bold action needed now to reach Canada’s unlikely target by Erin Ruddy
28 WHO’S WHO
Top players in the Canadian Apartment Industry
GWLRA
in
West End by Erin Ruddy
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Q2 MARKET UPDATE
Demand for rental housing remains strong in Canada’s major urban areas, in keeping with the trend of the past few years.
According to Keith Reading, Director of Research at Morguard, the high cost of owning a home supported this trend through Q2, resulting in low tenant turnover and vacancy rates.
Record-high international immigration also boosted demand for rental accommodation,” he said. “Rents, on average, remained at the cycle peak, but rent growth was strongest in Alberta due in part to the surge in population.”
In recent month s, the comparatively low cost of housing in Alberta has been a draw for families and individuals escaping the record-high rents and cost of living in places like Vancouver and Toronto. Reading expects that rental market conditions in Canada will remain stable and healthy over the balance of 2024 in keeping with the first and second quarters.
Investment market
Investment sales activity remained muted in Q2, while Investors continued to exhibit confidence in Canada’s multi-suite residential rental property sector outlook. The gap between buyer and seller pricing expectations negatively impacted sales activity through the first five months of 2024.
At the same time, relatively few significant portfolios have been brought to the market for sale. A Starlight Investments portfolio was the exception, offering a comprised 2,643 suites spread over 26 properties in Ontario and British Columbia. The sale of the Starlight portfolio will boost transaction volume significantly, following a period of muted activity levels.
Source: Morguard
Alberta leads provinces for housing starts in 2024
Recent data from CMHC indicates total housing starts in Alberta reached 9,722 from January to March, representing a 50 per cent increase from the 6,200 starts over the same period in 2023. This growth puts Alberta well ahead of the rest of Canada, where a 16 per cent growth rate was achieved.
“Our province is leading the way in getting more homes built,” said Jason Nixon, Minister of Seniors, Community and Social Services. “We will continue to support our partners in the residential construction industry to help increase housing options available for all Albertans. Our construction industry is making strong progress addressing our market housing shortage through these new builds.”
Alberta has seen considerable growth in rental homes in the last three years, with 25,477 units constructed. This represents more, new rental housing starts than the previous 15 years combined (25,285).
“The government has prioritized removing red tape while adding critical elements of predictability,” said Scott Fash, CEO, BILD Alberta Association. “This has supported Alberta’s residential construction industry in achieving record levels of housing construction, including purpose-built rental units. The industry is building at a historic pace to meet rising demand, and through continued collaboration with the government, we can help secure Alberta’s housing advantage for generations to come.”
“The government has prioritized removing red tape while adding critical elements of predictability.”
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Reaching Canada’s Housing Potential
Despite surge in apartment starts, construction expected to slow in 2024
Since the launch of Canada’s Housing Plan and the subsequent 2024 Federal Budget, many analysts remain skeptical about the country’s capacity to build enough homes to meet its aggressive 2031 target. Case in point: last year, Canada’s production of 240,267 housing units failed to reach its potential of exceeding 400,000 homes per year.
Canada should be building between 130,000 and 225,000 more homes per year than it currently is,” wrote Mathieu Laberge, Senior Vice-President, Housing Economics and Insights. “Reaching this full potential will require structural changes that go far beyond the short term. There are adjustments occurring across the country right now that may help get us closer to this goal, such as changes to regulations at the municipal level.
That said, more can and must be done by governments and the industry to achieve greater housing outcomes.”
Until the mid-2000s, housing starts were closely aligned with employment and gross domestic product (GDP) in residential construction. In the following years, despite increased investment in residential construction through both funding and labour, the pace of construction did not keep up.
As Laberge put it, “Achieving the government’s goal of 3.87 million new homes by 2031 demands both regulatory reforms and industry consolidation to increase efficiency and productivity. The Housing Accelerator Fund is a huge step in achieving this outcome.”
Record rental starts
Meanwhile, rental apartment construction in Canada’s six largest cities surged to 41,460 units in 2023. This increase in rental starts can be attributed to significant tightening of rental market conditions characterized by historically low vacancy rates and remarkable rent growth. Similar to condominium apartments, many rental apartment projects started in 2023 had secured construction financing when interest rates were lower. The impact of the increases in financing and construction costs that were observed in 2023 have, therefore, yet to fully materialize.
In Toronto, total housing starts increased by five per cent compared to last year, reaching 47,428 units—the second-highest level since the 1960s. This increase was driven entirely by apartment construction, with rental apartment starts more than doubling from 2022. According to the Spring 2024 Housing Supply Report, this strong growth in apartment construction was largely due to projects that were financed or launched for sale in the lower-interest rate environments of 2021 and 2022. Starts of ground-oriented
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housing types, meanwhile, declined. This was a common trend observed across most of Canada’s large urban centres, reflecting weaker demand for higherpriced homes in a higher mortgage rate environment. Their shorter development timelines resulted in a quicker response to the deterioration of macroeconomic and financial conditions.
In Calgary, total starts increased by 13 per cent to 19,579 units—an all-time high. This strength was supported by a steady economy and strong employment and population growth. Apartment starts were at a record-high driven by rentals, which accounted for more than half of multi-residential starts.
In Vancouver, there were a record-high 33,244 new housing starts in total, marking a 28 per cent increase from 2022. Like Toronto, the surge in new construction was entirely driven by the apartment sector, which accounted for 83 per cent of the city’s total starts. Both condominium and rental apartments reached record-high start levels last year.
“Similar to condominium apartments, many rental apartment projects started in 2023 had secured construction financing when interest rates were lower. ”
More highlights from the report:
• Although overall housing starts remained stable in 2023, Canada saw a 7% surge in purpose-built apartment and condominium construction and a 20% decline in single-detached starts.
• Housing starts trends varied from city to city with Toronto, Vancouver and Calgary experiencing record-high apartment construction, and Montréal facing an 8-year low in apartment starts.
• Purpose-built rental construction hit record levels, reflecting unprecedented demand for rental housing. Despite the growth in purpose-built rental construction, supply
has not kept pace with demand, evidenced by low vacancy rates and strong rent growth.
• Condominium apartment starts also hit record levels, reflecting robust pre-sale activity and favourable borrowing rates secured before 2023.
• The sharp drop in single-detached starts was the result of weaker demand for higherpriced homes in an elevated mortgage rate environment.
• Rising costs, larger project sizes and labour shortages have led to longer construction timelines. In response, various levels of government have launched or announced new programs to stimulate new rental housing supply.
For CMHC’s latest Rental Market Report, visit www.cmhc-schl.gc.ca
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Proactive water risk management strategies for multi-residential property owners Riding the Wave of the Future
by Errol Small & Trisha Glazer
Property owners in Canada are well-aware that residential insurance rates have been rising in recent years. What’s worse; these rate hikes are largely due to reasons outside their control, like severe weather from climate change leading to costly floods. One way to ensure a building gets the best insurance rates is to lower its exposure to risks from water. Industry experts today say that the sharp increase in water damage costs caused by aging and inadequate infrastructure exceeds the cost of natural weather damage. In addition, outdated buildings and infrastructure are simply ill-equipped to handle and keep up with urban population growth.
Proactive risk management
Insurance companies report that water damage claims account for more than 60 per cent of all insurance claims in Canada, totaling between $4 and $6 billion annually. Furthermore, the costs involved to repair flood and leak damages not only increase insurance rates but can significantly impact capital budgets.
The increasing cost of water, combined with the general lack of tenant mindfulness and the difficulty in effectively monitoring water consumption, are three key factors that significantly affect multi-unit residential and commercial buildings’ Net Operating Income (NOI). Toilets alone account for approximately a third of all indoor water usage in multi-unit residential buildings, and it is estimated that approximately 20 to 25 per cent of toilets in North American experience undetected leaks at any given time.
Volatile weather on the rise
Flooding is Canada’s most costly natural disaster, causing over $1 billion in direct damage to homes, property, and infrastructure per year. Although spring flooding happens everywhere, the western provinces are particularly vulnerable, with evacuations and states of emergency hardly rare occurrences. The B.C. floods of November 2021, in fact, are still considered the most expensive natural disaster in the province’s history, costing the federal government a historic $5 billion. According to Resources Canada, severe floods are expected to rise in frequency — and they’re getting more dangerous. Flooding can be caused by heavy rainfall, rapid melting of snow, ice jams, coastal storm surges, or strong onshore winds. If floodwater inside a home or building is not dealt with quickly, walls, carpets, flooring, ceilings and personal property will become damaged beyond repair. Flooded zones will become unsafe for human exposure as the dangerous bacteria multiply in the wet environments, leading to mold growth. According to restoration experts, it only takes a few inches of water to create a serious threat to your building, so it’s important to act fast.
“The most effective and proactive way to counter rising premiums and mitigate risk is to have a comprehensive action plan.”
Unintended forced water consumption results in the loss of billions of dollars in NOI each year. These unit-related risks, along with a building’s aging infrastructure and plumbing, can cause significant damage to multiple units, floors, and other common areas, resulting in higher insurance premiums—or worse, insurance coverage cancellation.
As the demand for upgraded units increase, there are more points in apartment units where water may leak. For example, some residential units now contain dishwashers and ensuite laundry. Clothes washers and dishwashers obtain water from a source hose and then dispense of the water through a drain. Assuming the installations are done according to code
with a licensed plumber, there is generally little initial concern for immediate leaks or floods. However, there is also an assumption that the tenant will maintain and operate the machines according to specifications. Unfortunately, landlords are aware that tenants do not typically maintain rental units properly, and over time, hoses become compromised, and problems occur.
Potential leaks are disasters waiting to happen and will increase the chances that
your building will be denied insurance premiums in the future.
Building a comprehensive action plan
Since water-related claims are among the most common and expensive in Canada, water risk management is quickly emerging as the primary focus for building owners and shareholders looking to reduce premiums
and deductibles to protect and increase the value of their assets. The most effective and proactive way to counter rising premiums and mitigate risk is to have a comprehensive action plan to keep buildings as safe as possible before accidents occur, and claims are made. Although the technology exists to detect, alert, mitigate and prevent such catastrophic events, water risk planning has not yet caught up to fire safety and prevention planning in terms of its level of adoption.
Sustainable and preventative planning with multi-residential building stakeholders, such as building management, security, and concierge and maintenance staff, is a key component to mitigating risk. Working with a water management consulting company to determine which leak detection technology and solutions are right for your building is the best place to start. These experts will assess the health of the property, identify the risks, and recommend the right services and solutions to help you build a plan to manage your facilities’ water consumption.
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Housing labour and innovation
Bold action needed now to reach Canada’s unlikely target
by Erin Ruddy
For Canada to meet its target of building 5.1 million homes in the next twelve years, cutting-edge tools and strategies are needed imminently to ensure housing affordability, scalability, climate compatibility, and resilience are achieved along the way. Apartments, in particular, face numerous obstacles stifling their development. According to the panelists speaking on housing labour and innovation at the 2024 CFAA Rental Housing Conference in Toronto, May 16th, no new shovels will hit the dirt unless governments and policymakers are prepared to make changes.
Ithink we are in big trouble as an industry,” said Dean Campbell, VP of Construction and Design at Parkbridge. “Innovation is desperately needed if we are going to build the kind of housing we need. There just aren’t enough young people entering the skilled trades. High school students aren’t required to
take shop class anymore. Fewer are considering jobs as masons or bricklayers. We are also missing out on half the population—women. Unless we find a way to recruit them and address this chronic understaffing, the labour force will continue to dwindle and there won’t be the workforce to meet the demand.”
“Pressure is on to innovate” With housing starts already concerningly down in 2024, as the challenges continue to pile up, none of the panelists were particularly optimistic that 5.1 million new homes could possibly rise over the next 12 years, especially given Canada’s track-
record of producing just two million homes in its best eight-year stretch. That said, when the pressure is on to innovate, big problems can lead to big opportunities—and like the COVID vaccination sprint of 2020, this isn’t a race we are running alone.
“Canada isn’t the only country facing a housing crisis,” pointed out George Carras, founder and CEO of R Labs. “The policy and framework around housing is a problemrich environment around the world. The opportunity for industry-level innovation is three times the normal size given that whatever homes we build today must be affordable, attainable, and resilient. Working towards achieving these goals calls for intensive research and development, cuttingedge tools and methodologies including automation and robotics, and embracing modular construction.”
According to Matt Spoke, a former tech entrepreneur and partner at Toronto Standard, zoning changes and government policy should better align with the needs of developers.
“We need policymakers to allow the industry to get creative with solutions,” he said. “We need to embrace change and innovation. Multiplexes are now permitted, which is helping. The type of skilled labour required to build these smaller homes and infill projects, or to convert existing single-family homes, is different than what’s needed to build high-rise concrete apartment buildings. It won’t solve the housing crisis on its own, but it is part of the toolbox of solutions.”
The problem, as Richard Lyall, president of RESCON, sees it, is that red tape keeps getting in the way of progress and stymying the industry’s attempts to build the required housing quickly and decisively. The dismally long approval processes add months, if not years, to any new building project, and particularly purpose-built rentals.
“This isn’t a housing crisis, it’s a growth management crisis,” he said. “Although there have been some positive changes introduced recently by all levels of government, it’s not enough. Starts are falling, the market is dysfunctional, housing is a need and we’ve turned it into an investment play. There needs to be a concerted, focused effort on technology and innovation, and it needs to be bold.”
The Housing Now example Lyall and the other panelists point to Toronto’s Housing Now initiative as a prime example
of government policy getting in the way of development. Launched in January 2019 under Mayor John Tory, the program is designed to activate City-owned lands and stimulate the development of affordable rental housing within transit-oriented, mixed-income communities. It remains a key housing supply program that supports the City’s target of building 285,000 homes by 2031. Yet despite launching in 2019, the first Housing Now project didn’t get underway until August 2023—that’s a five-year holdup on a key priority.
Issuing the following statement, the City said it “continues to work as quickly as possible with non-profit and private sector developers to get shovels in the ground while navigating a number of external challenges. Impacts of the COVID-19 pandemic, significant increases in construction costs and interest rates, labour shortages and global supply chain disruptions have affected Housing Now projects, as well as other residential projects in Toronto and across Canada.”
The City also noted that legislative
changes were to blame for the slow-down, including changes to the federal National Housing Co-Investment Fund that resulted in grant funding being capped at levels too low to support the cost of developing new affordable housing. At the same time, the Province of Ontario’s Bill 23, More Homes Built Faster Act, eliminated housing services from Development Charges revenues, which was the City’s primary funding tool to support the delivery of new affordable rental housing supply.
“It’s been a debacle. Nothing has been built,” Lyall said. “And the clock is ticking on those targets.”
In short, Carras, Campbell, Spoke, and Lyall ended the session in agreement that to build the kind of housing Canada needs—5.1 million homes in 12 years—it’s going to take fundamental policy changes, intense research and development, a focused effort to cultivate, train and recruit new talent, and the widespread adoption of technology and innovation. In other words, it’s mission-critical and the time to kick-start those efforts was yesterday.
THIRTY YEARS OF FOREST GROWTH FROM HUMBLE BEGINNINGS TO INDUSTRY LEADERSHIP:
When laying the groundwork for his inaugural business, Domenic Gurreri knew choosing the right name was crucial.
It was 1994, and as a civil engineering student, Domenic had secured some contracting completing interlock and soft landscaping work for residential clientele. With the positive responses he received, he soon realized it was something he could build a successful career on. To reflect his vision of rejuvenation and growth, Domenic landed on “Forest Contractors” for his company name, laying the foundation for a growing entrepreneurial pursuit.
Domenic knew owning his own business was going to be tough—at least at first—but he was familiar with commitment. His Italian father had instilled the ethos of dedication and commitment into him from an early age, and his summers were spent working for the family business, a janitorial company. Although Domenic had no direct connection to the construction industry, many of his friends did. He was fascinated by the processes involved with construction and, through some contacts, was able to take his first steps towards working in the industry.
He soon found that much of his profit was eaten up by the cost and delay of using equipment rentals. To be competitive, he knew he needed to own the machinery outright. While still a student at Toronto’s George Brown College, he made arrangements for a bank loan. He was quickly denied—in fact, the bank manager laughed at him—but undeterred, Domenic returned with the backing of his parents who agreed to act as co-signers.
INNOVATIVE EQUIPMENT ACQUISITION
With the money in his pocket, the company acquired key pieces of machinery including a Combination Roller, a piece of equipment used for compacting asphalt. The machine was not yet being used by competitors in a patch and repair setting and was considered an innovative move in the commercial and industrial sector. Fun fact: you can find the Combination Roller displayed in the second-floor foyer at the Forest Group head o ce. Along with the Combination Roller, Domenic acquired a dump truck, doolies, back hoes, mini excavators, skid steers, rollers, small spreader, and a trailer to move the equipment from one job to another. Just two years into their inception, Forest now could take on a larger volume of jobs and move into the commercial industrial arena. They now had the control over quality needed to ensure seamless project completion.
In those first years, every dollar earned was put back into the business to allow it to establish itself and grow. And it grew considerably.
BEGINNINGS OF FOREST GROUP
In 1997, Forest Contractors Ltd. found its first o ce location with an attached shop. In 2004, he owned his first o ce facility with a yard, and in 2012, Forest opened their own asphalt plant strategically located at the junction of two major highways to conveniently serve customers across the GTA and beyond. With five storage silos for various hot-mix asphalt types and updates made to the acquired asphalt plant facility, Forest Paving Ltd. was born, marking the beginning of the Forest Group! In 2017, Forest winterized the asphalt plant, allowing the plant to produced hot-mix asphalt all year round for our clients.
Now aligned with their own asphalt plant, Forest Group were able to be more competitive on municipal projects. Forest was able to successfully bid and work with municipalities by providing low and competitive pricing to clients and was not only able to supply itself with high quality asphalt but serve as a supplier to other asphalt companies. The asphalt plant also serves as a recycling division, whereby waste concrete is crushed and reused as a gravel base approved by MTO standards.
In 2015, Forest acquired A. Wesley Paving Ltd., further expanding their capabilities in providing high-quality paving and asphalt services.
With over three decades of experience, Forest Group employs over 250 dedicated professionals and maintains a fleet of over 450 machines. Forest Group has headquarters in Vaughan, a paving division in Concord, and equipment yards in both Brampton and Burlington. With an emphasis on sustainability and resource management, Forest has earned the trust of top-tier clients including Canadian Tire, Rogers, CIBC, York University and CN Rail, along with many other satisfied clienteles.
WELCOMING FOREST READY MIX
It doesn’t stop there. Forest has been recognized as a Platinum Club member of Canada’s Best Managed Companies and has been the recipient of numerous awards including the Vaughan Business Achievement Award, ICCO Business Excellence Awards, and the BOMA Canada Pinnacle Award promoting service excellence in the Commercial Real Estate Industry.
Forest Group continues to expand and grow. Recently, the company introduced the SmoothRide solution to Ontario. Originally engineered for large road and highway paving, Forest Contractors Ltd. have adopted the technology for use in parking lot paving. SmoothRide enhances the removal of old asphalt, significantly minimizing the disposal of millings and reducing the use of excess asphalt. This approach extends the asphalt’s lifespan, eliminates deficiencies, and optimizes e ciency, resulting in less overall waste per project. The SmoothRide solution is an environmentally responsible option for property owners who value sustainability and cost savings.
As they did years before by using the Combination Roller, Forest Group have once more proved themselves as initiators of innovative technology in the paving and asphalt industry.
from the past three decades. Domenic and his team recognize that the unwavering support of their employees, clients, partners and community are the backbone of Forest’s continued success. The anniversary celebration was an incredible evening that reignited the flame of future ambitions, and gratitude for past achievements.
THE QUESTION FOR DOMENIC GURRERI IS, WHAT COMES NEXT?
Specializing in asphalt paving and concrete construction, the Forest Group o er extensive and diverse services and solutions for initial construction, maintenance and repair. Results-driven and client-focused, Forest Group builds strong, sustainable foundations to protect our client’s investment for today and for the future.
To book a visit with a site representative, or to find out more, please contact 416-951-2159 or visit www.forestgroup.ca
Ready Mix to the group of companies. Forest Ready Mix provides
to customers and upholds the company’s core values
In 2023, the company expanded further with the introduction of Forest Ready Mix to the group of companies. Forest Ready Mix provides premium concrete mixes direct to customers and upholds the company’s core values of excellence and innovation.
CELEBRATING THIRTY YEARS
Forest Group recently celebrated their thirty years of service with family, friends, and clients in Vaughan, sharing many success stories
RISE OF THE ROBSON STREET CORRIDOR
GWLRA announces plans for a 2-tower rental development in Vancouver’s West End
ROBSON CORRIDOR
By Erin Ruddy
The aging buildings of Robson Street in Vancouver’s West End have a long history of serving as storefronts for an array of fashion retailers, from boutique luxury shops to renowned global brands. But like many popular shopping destinations, the oncethriving corridor has faced its share of challenges since the heydays of the 80s and 90s, including changing consumer preferences, exorbitant lease rates, and buildings that have noticeably weathered over time.
In 2014, the City of Vancouver launched a formal plan to revitalize the area in an attempt draw back businesses, improve livability, and create new housing for residents of all income groups. With these efforts, the West End will continue to blossom into a diverse, walkable neighbourhood, offering world-class parks and beaches, a vibrant social scene, and a wide range of restaurants and commercial services.
No stranger to the Robson Street corridor, GWL Realty Advisors (GWLRA) acquired a development site for a boutique-style building known as “Chronicle” in 2016. The 21-storey market rental tower at 825 Nicola Street officially opened in 2021, adding significant new rental stock to the Lower Robson neighbourhood.
As the first Robson Street rental project approved under the City’s West End Community Plan, Chronicle captured a lot of attention and its units leased-up with ease. Since then, GWLRA has purchased two new adjacent sites at 1555 and 1525 Robson Street
that are collectively zoned to accommodate 400 purpose-built rental units and 40,000 square feet of retail density.
According to Geoff Heu, Vice President, Development Service, Western Canada, these latest acquisitions align with the company’s long-term strategy to help ease Vancouver’s housing shortage and bring quality rental inventory to a neighbourhood lacking supply. Most of the rental stock on Robson Street is decades-old and inadequate for the influx of new residents—but GWLRA saw the potential with its proximity to Stanley Park, host of shopping amenities, and the Central Business District (CBD), when it set out to create Chronicle eight years ago.
“Since then, we have been strategically focused on securing additional opportunities for development in the West End, and specifically on the Robson Street corridor,” he said. “Continued development and a renewed rental inventory will lead to a more diversified housing supply for the community and bring in new residents—which in turn, will help
local businesses thrive while creating further retail amenities in the future. We anticipate this renewal will have a positive impact on the success of the already-popular retail corridor.”
A neighbourhood focal point
Projected to break ground in late 2025, the two adjacent sites purchased by GWLRA for the same investor client in 2023 and 2024, will allow for a two-tower, mixed-use project that Heu anticipates will act as a focal point and a neighbourhood hub.
“The two residential rental towers with approximately 200 units a piece will offer much-needed rental housing options and a host of amenities aimed at delivering an elevated resident experience,” he said. “It will be one of the few new rental projects along the Robson corridor, bringing additional life and animation to the area.”
Meanwhile, the 40,000 square feet, twostorey commercial podium will help improve the streetscape and offer a variety of new retail options, including a potential new grocer and a
host of other, smaller scale, pedestrian-oriented retailers.
According to Heu, GWLRA had a development permit application in progress for a 193-unit residential tower for the first site acquired in 2023 and were working through the entitlement process with the City prior to acquisition of 1555 Robson in April. That application has since been put on hold while the team redesigns for a consolidated project on the larger site. The project is expected to proceed through the City entitlement process for the next twelve months before construction kicks off in the second half of 2025.
“We are excited about the opportunity to combine 1555 Robson with our client’s neighbouring ownership position,” added Steven Marino, Executive Vice President, Portfolio Management, GWLRA. “The combined site represents a rare, scaled opportunity in one of Canada and North America’s most attractive and dynamic markets.”
About the West End
The West End is situated between West Georgia Street, Burrard Street, Stanley Park, and English Bay. It includes the Davie Village—the
city’s lesbian, gay, bisexual, transgender, and queer (LGBTQ) community—and Denman Street, which provides local shopping, services, and restaurants. Robson Street is known as the higher-end shopping district and main thoroughfare to the downtown core. According
to the latest data, the West End community is home to approximately 48,000 residents, the majority of which are renters.
For more news and updates, visit: GWL Realty Advisors
Chronicle, GWLRA’s first purpose-built apartment on Robson Street.
COMBINING ILS, WEBSITES, AND SEO FOR APARTMENT MARKETING
by Peter Altobelli, Vice President and General Manager, Yardi Canada Ltd.
The Canadian multifamily market remains strong, with national vacancy rates hitting a low 2.9% as per the Q1 2024 Yardi multifamily report, creating fierce competition among renters. When searching for their future rental, 92% of Canadian renters prefer a property specific website as their main online touchpoint while 76% find internet listing services (ILS) as still important, as stated by simplydbs. In today’s dynamic rental market, a comprehensive and integrated marketing strategy is essential for attracting and converting quality renters. This article explores three key digital strategies— ILS, property websites, and search engine optimization (SEO)—and how to leverage their strengths for optimal results.
ILS:
Raising Awareness and Visibility
ILS are online platforms that aggregate apartment listings from various communities. While their lead conversion rates (CR) might be lower than SEO, they are crucial for early-stage visibility. Listing on popular ILS platforms lets you reach a wider audience of potential renters actively searching for apartments, expanding your tenant pool. A 2024 Yardi ILS survey revealed 78% of Canadian renters view interior apartment photos as most influential, most find virtual tours valuable but 88% prioritize individual floor plans.
Property Websites: Converting Visits into Leases
Your property website serves as your online presence and should be designed to turn quality visitors into leads and into leases. A recent Yardi property website study showed five features that help encourage prospects to take the next step: Live video tours achieve 36.03% CR, nudge marketing yields 15.64% CR, floor plan assistants help users to filter based on their desired features, floor plan availability notifications CRs exceed 11% and digital leasing that offers secure online screening options.
SEO: Building a Long-Term Foundation
SEO focuses on improving your website’s ranking in search engine results pages for relevant keywords. This involves optimizing both the content and structure of your website. While SEO requires consistent effort and takes time to show results, it offers a sustainable source of low-cost leads in the long term. To optimize your website for SEO:
• Keyword research: Update your website content to include page titles, headings and key words renters often use when searching for apartments in your area.
• Mobile-friendly design: Ensure your website is mobile-friendly as many potential renters use their smartphones to search for apartments.
• Online reviews: Leverage positive reviews from your residents to significantly boost your local SEO ranking and build trust with potential renters.
Strategy for Success
Each approach offers distinct advantages:
• ILS: Reaches potential renters early in their search and boosts awareness.
• Website: Converts visitors into leads and fosters stronger brand engagement.
• SEO: Generates consistent traffic and leads over time.
By strategically balancing ILS, your website, and SEO, you can create a powerful marketing force that generates consistent leads, increases brand awareness, and ultimately, drives successful leases. Remember, continuously monitor and adapt your strategy based on your target audience and market dynamics to ensure you stay ahead of the curve.
To learn more about your marketing technology options, visit reachbyrentcafe.com.
IN THE CANADIAN APARTMENT INDUSTRY
CANADIAN
Industry Hot Topics
CAPREIT to retrofit 60 rental buildings
CAPREIT has received approval on a $70-million loan through the Canada Infrastructure Bank (CIB) to finance deep energy and decarbonization upgrades at select rental buildings across Canada. The retrofit projects are expected to result in the significant reduction of greenhouse gas (GHG) emissions annually, while benefiting residents living in approximately 14,000 suites. Building upgrades include energy recovery among various mechanical systems, installation of highefficiency electric heat pumps, as well as building automation systems, lighting retrofits and sub-metering.
“As a leader in affordable rental housing, CAPREIT is also working to reduce the carbon footprint of its properties across the country,” said Sean Fraser, Minister of Housing, Infrastructure and Communities. “The energy retrofits to CAPREIT’s rental properties will reduce energy costs and make them safer and more comfortable for their tenants across Canada. Through the CIB’s Building Retrofits Initiative, CAPREIT is doing its part to help us achieve our goal of net-zero by 2050.”
The CIB loan, which is part of its Building Retrofits Initiative, helps to close economic gaps associated with deep energy retrofit projects that are not typically economically viable with traditional sources of capital. The loan contains tenant protections which prevent rent increases and the imposition of additional utility burdens on existing building residents. To date, the CIB has invested more than $1.2 billion in sustainable building retrofits across the country.
“Working with CAPREIT to fund deep energy and decarbonization retrofit projects will help improve the living experience for thousands of their residents in Canada,” said Ehren Cory, CEO, Canada Infrastructure Bank. “The CIB’s loan will also help to tackle the reduction of a key source of greenhouse gas emissions, which is essential to contributing to the achievement of Canada’s climate change goals.”
According to CAPREIT, these retrofit projects will help reduce energy costs and make the buildings “safer and more comfortable” for tenants; they will also help the company achieve its net-zero goal by 2050.
“We’re thrilled to have been able to partner with the CIB and participate in their Building Retrofits Initiative, an important program in place to benefit both residents as well as the environment through projects that wouldn’t have been financially feasible otherwise,” said Mark Kenney, President and CEO of CAPREIT. “This loan will enable us to proceed with retrofitting approximately one-third of our existing Canadian apartment portfolio, which will significantly reduce its carbon emissions annually. Through the CIB, we’re pleased to be contributing to the achievement of Canada’s climate-change commitments while also making meaningful progress on our own, and we’re excited to continue this vital energy conservation work. CAPREIT remains proud to be a provider of affordable housing for Canadians.”
Budget Implementation Act prioritizes measures to help renters
Introduced May 3rd, Canada’s Budget Implementation Act, 2024, is a significant piece of new legislation that aims to advance key housing priorities outlined in Budget 2024. The government says the goal of the Act is to “make the housing market fairer for renters and first-time home buyers by advancing measures that will ultimately help improve market conditions, such as introducing harsher penalties for illicit short-term rental operators and launching a $50 million short-term rental enforcement fund.
“For too long, renters and first-time home buyers haven’t been getting a level playing field,” Trudeau said. “We’re changing that. With Budget 2024, we’re cracking down on short-term rentals and foreign home buyers, giving more power to renters and first-time home buyers, and making the housing market fairer for every generation.”
Budget 2024 also includes a proposal to make rental payment history count towards Canadians’ credit scores. In other words, for tenants with a long track-record of paying their rent in full and on time, that history may be counted toward their credit score, helping them secure better mortgage rates when the time comes to buy a home.
“Our budget is about fairness for every generation, especially for Millennials and Gen Z,” said Chrystia Freeland, Deputy Prime Minister and Minister of Finance. “It is made up of real, tangible measures that are going to help more younger Canadians get those first keys of their own. We’re acting now because the cost of inaction today would be borne chiefly by younger Canadians – and we will not leave them behind.”
Windmill Development gets One Planet Living nod
Windmill Development Group has been named a Global Leader under the One Planet Living (OPL) framework, securing a rare distinction seldom accorded to a corporate entity. The newly bestowed status recognizes Windmill’s alignment with OPL’s 10 principles for social fulfillment with minimized environmental impact, its record of developing sustainable residential and mixed-used projects and its role in fostering impact investment in real estate.
“A Global Leader shows potential for far-reaching systemic change and is taking steps to actively inspire others in their industry to follow suit,” advises Sue Riddlestone, chief executive and co-founder of Bioregional, the sustainability consultancy that devised One Planet Living in partnership with the World Wildlife Fund. “Windmill has embedded One Planet Living into its culture more deeply than any other company, and they are encouraging their partners and the wider industry to follow suit.”
Among its previous achievements, Windmill developed Canada’s first certified LEED Platinum community, Dockside Green, and Canada’s first One Planning Living endorsed masterplan community, Zibi. Although the Global Leader designation is typically conferred to individual projects rather than companies, Windmill is commended for its consistent application of expected performance standards, including 100 per cent combustion-free new construction, embodied carbon targets in line with the Canada Green Building Council’s zero-carbon building requirements and 90 per cent diversion of construction waste from landfill.
The One Planet Living framework is grounded on principles of health, happiness and equity; support for the local economy, culture and community, including local and sustainable food; land and nature; sustainable water; sustainable travel and transport; zero waste; and zero carbon energy.
“We believe in this framework because it puts people at the centre,” affirms Jeremy Reeds, president of Windmill Development Group. “It helped us look holistically at Windmill’s business to ensure our sustainability practices positively impact residents’ health and happiness in tandem with the environment.”
“The Creek” rental project kicks off in Port
Moody
Located at 296 Angela Drive in Port Moody, BC, The Creek affordable rental housing project is now underway, thanks in part to a combined investment of $200 million from the provincial and federal governments. The Creek is the first phase of a much larger, multi-phase development called Portwood, which will be Port Moody’s first master-planned community since 2004. The redevelopment will take place over the next 15 to 20 years, transforming the site into a vast, mixed-use development with an innovative mix of housing, two new city parks, childcare spaces, and retail stores.
The Creek—a partnership between the federal government, the province of BC, EDGAR Development, the City of Port Moody, M’akola Housing Society, and Entre Nous Femmes Housing Society—will be operated by M’akola Housing Society in partnership with Entre Nous Femmes Housing Society. BC Housing, through the Provincial Rental Housing Corporation, will own the apartments and will lease them to M’akola for a nominal fee over a 60-year term.
“With the building of these 328 below-market homes, more people in the community will have access to homes within their reach, bringing more peace of mind and stability in their lives,” said Ravi Kahlon, BC Minister of Housing. “We know that high costs of housing are currently taking a toll on many people in Port Moody and throughout B.C., and these homes will provide relief to people so they can thrive in the community they call home.”
The Creek will include three six-storey apartment buildings with one-, two- and three-bedroom homes. Sixty-six of these homes will be fully accessible and 166 will be adaptable for future accessibility needs. Rental rates will be determined closer to the opening of the buildings; however, the government maintains they will be offered at below-market rates.
“The peace of mind that comes with having a secure and stable home is invaluable,” said Ken Hardie, Member of Parliament for Fleetwood-Port Kells. “This is why the federal government is glad to support the creation of these 328 new units, which will provide families, seniors and Indigenous peoples in Port Moody with affordable and quality housing. Everyone deserves a safe place to call home, and through the National Housing Strategy, we are committed to making that a reality for all Canadians.”
Completion of The Creek is expected in late 2026. Residents will be selected through the M’akola Housing Society and Entre Nous Femmes Housing Society’s application process in unison with the BC Housing Registry.
Edmonton ranks 1st as relocation choice
Edmonton is the top-ranking relocation destination among residents in the Greater Toronto Area and Greater Vancouver. A survey from Royal LePage found 19 per cent of respondents from each area shared this sentiment, with Quebec CIty ranking second.
The survey of 900 Canadians was conducted by Hill & Knowlton in mid-May 2024, with affordability and cost of living emerging as the main factors influencing their choice.
“There’s an old saying in real estate, ‘drive until you qualify,’” said COO Karen Yolevski, “As housing affordability continues to deteriorate and Canadians face increasingly higher barriers to entry when buying a home, this adage is becoming more of a reality. Many aspiring homeowners in the country’s largest and priciest urban centres are seriously considering relocating to less expensive cities in order to get a foot on the property ladder.
THE RESIDENT EXPERIENCE THROUGH ADVANCED ACCESS CONTROL SYSTEMS MAXIMIZING
In the multifamily housing market, maximizing the resident experience is pivotal to a community’s success. Tech is revolutionizing the way multifamily operators evaluate, plan for and deploy access control. Building owners and managers should prepare for the new era of keyless, mobile-ready, technologically advanced and significantly more secure solutions that are now available to the multi-residential market.
The risks and expenses involved with keys are plainly obvious. Traditional metal keys were designed to be easily copied by a facility manager or locksmith. Today, anyone can walk into a home improvement store or go on the Internet and copy a physical key— even through a simple photo. By adopting modern access control systems, buildings can operate more securely, residents will feel safer, and management can increase productivity. They can also significantly improve the bottom line.
FUTURE INNOVATIONS AND A COMMITMENT TO MULTIFAMILY HOUSING
Many property management firms face the challenge of servicing and maintaining disparate locking systems running on outdated software platforms across their portfolio, this often comes with exorbitant costs and logistical headaches. Retrofitting buildings with next-generation access technology can streamline operations, simplify building and facilities management and significantly reduce expenses—often in a shorter payback time than expected. It’s not a simple rip-and-replace proposition though. When planning or undertaking a retrofit project for an existing property, consideration must be given to integrating the access systems with the existing property management platform along with any thirdparty systems—this is crucial to the project’s success.
Over the last five years, there have been massive investments made in the proptech market—electronic access control included. Across Canada, many people already use the digital wallets and apps on their smartphones to buy groceries, order food or book a ride, now they can use them to access their apartment units.
INTRODUCING SALTO’S DBOLT TOUCH
Earlier this year, Salto launched the Salto DBolt, a product designed and purpose-built for the multifamily industry to serve as a viable replacement to the age-old standard—the mechanical deadbolt. The Salto DBolt is a simple 1-for-1 replacement for existing deadbolt locks; it installs in minutes using the same hole and requires no wiring. This means it is incredibly easy and quick to retrofit all or portions of a property, and it o ers infinitely greater control over access.
Operating on Salto’s proprietary SVN (Salto Virtual Network) technology, the SVN allows locks to communicate through user credentials such as key cards, key fobs, or smartphones. This proprietary “Data-on-Card” approach means there is no need for the individual locks to be connected to the internet, since information is transferred through the access credential rather than the lock itself. This innovative approach reduces the need for expensive and disruptive installations, making it easier for property managers to upgrade their buildings.
SVN allows the lock to communicate through a user’s credential. “Users take information to the lock on the memory of their credential, whether it’s a key card, a key fob or their phone,” explains Preston Grutzmacher, Residential Business Leader for Salto North America. “What this means for retrofits, is there’s no need to incur the expense of a wireless infrastructure gateway. For a Salto retrofit, we simply have one of our Authorized Business Partners go in, take out the old deadbolts and install the new DBolt locks. The installation is complete, and there’s almost no disruption.”
Sometimes retrofit building systems or hardware can look forced, like an afterthought, or worse, the cover up of a previous mistake. Salto’s product design team understands the importance of branding and design in multifamily marketing, which helps properties di erentiate within their markets. With a sleek design and multiple finish options, which fit into both classic and contemporary design schemes, the DBolt easily blends with the look, feel and character of most apartment communities.
Introducing a product like the DBolt to residents who have been living with antiquated deadbolts and mechanical keys can go a long way to increasing resident satisfaction and retention rates. O ering modern access control that enhances both their security and convenience, creates a more seamless living experience. Additionally, advanced features allow residents to send temporary access credentials to their visitors, deliveries and services providers. Residents can easily monitor entries to their residence via a mobile application, further enhancing their sense of security and control.
With a focus on seamless integrations and future-proof technology, Salto has created a new standard for property management in the multifamily housing market. “The goal is to let people in—in a safer, more convenient and smarter way”, says Grutzmacher.
SEAMLESS INTEGRATION WITH PROPERTY MANAGEMENT SYSTEMS
From the main entrance, to stairwells, garages, or elevators, as users move throughout a building they’re tapping various locks for entry. Each time they tap, the credential exchanges information with that lock. When they access a wired reader, all events which have been collected on the credential are updated to give a true audit statement of the user’s movements.
“Information is stored on a credential’s memory, similar to using a USB thumb drive,” says Grutzmacher. “The next time I use it at a wired access control point—say, the main entry at the elevators or the garage—it doesn’t just transfer information about that one event, it exchanges information about every access event you initiated and every access event that any other user who accessed those locks attempted. The wired access control points update not just secure access, but also update memory credentials and bring memory from locks.”
Salto’s can also integrate resident data from PMS systems, automating move-ins and move-outs, significantly reducing administrative workload. “In an apartment, one of the most important things is to integrate into their existing property management systems,” he says. “Through either Salto Tech partners or through our platforms, we can pull resident data from property management systems—tools that property managers are using every day—to completely automate resident moves in and out.”
DIVERSE HARDWARE FOR VARIED NEEDS
Salto o ers a wide range of smart locking hardware to accommodate every access point and meet a variety of di erent use cases within a multifamily building. From weather-resistant locks for pool gates to high-usage locks for main entrances, Salto’s diverse portfolio ensures that each access point is appropriately secured. Most locks operate on o -the-shelf batteries, supporting between 50,000 to 120,000 access cycles, equating to several years of operation before needing a battery replacement.
The company has also introduced Salto Homelok, a cloud-based all-in-one access solution custom-designed for the residential and multifamily market. With Homelok, property managers can easily facilitate access to every door and access point in the entire community from an intuitive, user-friendly interface, and monitor systems live on a 24/7 basis.
Also from Salto is the enigmatic and futuristic lock system known as Salto’s Ælement Fusion. With an extreme minimalistic aesthetic, the Salto Ælement Fusion is the “pinnacle” of Class A luxury living. Salto continues to champion innovative-thinking and is a leader in access control technology, o ering unparalleled convenience and security. The future is ready to unlock. To learn how your building can benefit, visit saltosystems.ca
Pathway to a Better Future
Daniels’ Home Investment Program (HIP) helps tenants save for first home
by Erin Ruddy
The Canadian real estate landscape has changed significantly since the early 2000s, back when buying a home was achievable for almost anyone with steady employment. Today, homeownership in markets like Vancouver or Toronto is nearly impossible unless buyers are prepared to spend a fortune on a downpayment and the rest of their lives drowning in debt.
Employment rates have not kept pace with the growing demand for jobs, post-pandemic,” observes John Hickey, Senior Director, Residential Asset Management and Property Management at The Daniels Corporation. “Mortgage rates have seen a sharp increase, as well as job turnover rates. Income uncertainty is more prevalent now than it has been in the past. These conditions have created affordability pressures for all age groups, but mostly for younger families and millennial
professionals who are finding it challenging to transition from renting to homeownership.”
Combined with the housing supply shortage, affordability constraints are forcing existing renters to remain in their units longer; meanwhile, rising immigration and changing attitudes about renting are contributing to the heightened demand. Data shows that, increasingly, Canadians are choosing to live alone or with a roommate, resulting in a noticeable decline in turnover rates—and for the cohort that does want to invest in their own home,
the exorbitant cost of housing isn’t making the transition easy.
Enter Daniels’ Home Investment Program (HIP), a unique program designed to help tenants create a pathway to future homeownership. Open to all residents of Daniels’ Gateway Rental Communities, tenants are invited to accumulate HIP dollars towards the purchase of a new Daniels home.
As Hickey explains it, “After renting a Daniels home for twelve months, Gateway tenants get
a certificate for $6,000, which can be applied towards the purchase of any new Daniels home. If they are not quite ready to buy at that point, no problem—they can continue collecting $500 HIP Dollars per month to a maximum of $25,000.”
The program launched in 1999 when the first Gateway Rental Communities opened in the GTA. Since then, over 4,550 rental residents have been automatically enrolled, with no pressure to opt-in or commit to buying a home at any point along the way.
“Our footprint extends beyond traditional home-building,” Hickey says. “Daniels exists to build inclusive and sustainable communities to create a better future for all. We harness our influence for positive change, demonstrating that development can be a force for good through impactful partnerships with not-forprofit, government, institutional, and privatesector entities.”
Other innovative programs and services
In addition to HIP, Daniels Gateway Rental Communities offers an array of programs and services to meet the needs of a wide range of residents. For its high-rise tenants, Daniels
offers the Amenity Activation Program, which brings people together for cultural celebrations and art exhibits on a regular basis.
In 2023, Daniels partnered with Kinder College Early Learning Centre to open a daycare on the ground floor of the EVOLV rental building in Toronto, with priority placement for residents. Today, Hickey says the centre is recognized as having one of the best early childhood education programs within the region, known for its “exceptional care” for children ages three months to four years.
At Uniti, Daniels recently partnered with the BlackNorth Initiative (BNI) to create an Artist in Residence Program and help remove systemic barriers faced by Black artists in accessing housing, workspaces, and economic
opportunities. The program also promotes art, culture, and resident engagement.
Meanwhile, sustainability is engrained into each Gateway rental community from the earliest design stages.
“Our low carbon communities reduce energy consumption and fossil fuel use, thus, futureproofing against climate change and mitigating the risk of costly retrofits or drastic energy price shocks as the market and code shift towards low-emission buildings,” Hickey says. “We also launched the Daniels Decarbonization Roadmap, an industry-first strategy to reduce whole-life carbon emissions from our real estate developments.”
For more info visit: danielsgateway.com
MAINTAINED GARBAGE ROOMS IN MULTI-RESIDENTIAL BUILDINGS
Waste disposal systems in multi-residential buildings are under a great amount of pressure. Every day, residents pack their garbage down the interconnecting metal chutes which make up a building’s garbage disposal system, culminating in the garbage room. Cleanliness and garbage rooms may not instantly seem conducive, but the sanitary health of the waste disposal room is more important than you think. Here, we learn from the MJW Team the importance of ensuring garbage room maintenance is never overlooked:
1. Hygiene & Pests
“Food waste and household garbage is going down chutes unbagged. This is creating problems.” - Frank Spadafora, General Manager of MJW Team
• Health: Dirty trash chutes are a breeding ground for harmful bacteria and fungal pathogens which can significantly affect resident health. Ensuring a regular cleaning program will alleviate this risk.
• Pest Infestations: If garbage chutes aren’t cleaned regularly, the walls get thick with grease and organic matter. This creates a food source for pests like cockroaches. If waste collection bins and rooms are not thoroughly cleaned, rodents can become a problem. Cockroaches, mice and rats are some of the pests that can thrive in unsanitary garbage rooms, rapidly breeding. A building manager can reduce pest control costs by keeping waste management systems clean.
2. Odour Control
“Every time the garbage is picked up, the bin needs to be washed, and not just with water. We provide industrial degreaser to
building staff—the same product that our teams use when onsite for scheduled cleanings.” - Albert Perri, Accounts and Business Development Manager of MJW Team
• Unpleasant Odours: Regular cleaning helps control unpleasant odours which come from the garbage room making living conditions more pleasant for residents and guests.
• Industrial-Grade Cleaning Products: In-between cleaning visits, MJW educates onsite staff on recommended cleaning products and odour control methods and provides helpful recommendations for day-to-day upkeep. When used properly, the industrial-grade cleaning products give your staff the upper hand with cleaning garbage areas. Coupled with eco-friendly odour control products from shopmjw.com, the dirtiest room in the building can be kept clean, safe and hygienic.
3. Equipment Preservation & Fire Safety Systems
“Regular maintenance and cleaning of a building’s waste system allows for essential repairs to be identified and completed before they become an issue.” - Frank Spadafora, MJW Team
• Damage to Equipment: While the first noticeable sign of a problem is often the lingering smell from the chute, garbage bin, and the garbage room itself, there’s a bigger problem to contend with. Grease, oil and residue eat away at the waste equipment—that’s when things stop working correctly. In addition, the corrosive nature of garbage eats away at floors and waterproofing systems.
• Long-Term Savings: Establishing a regular cleaning regime preserves the life expectancy of waste disposal equipment and saves on emergency repair and replacement costs.
• Fire Safety: A building’s garbage disposal system consists of a network of garbage chutes which collect garbage from building floors and lead it to the garbage compactor. The area is protected from fire by a fire damper, a spring-loaded shield device at the bottom of the garbage chute which is an essential life safety system. “If there’s a fire within the compactor, a mechanism within the fire damper melts away releasing a spring-loaded door so that the fire is unable to travel up the chute,” Spadafora explains.
4. Maintenance Made Easy
“Regardless of whether you’ve got a 5-storey or a 60-storey building, the condition of the garbage chute remains dirty and needs to be maintained.” - Frank Spadafora, MJW Team
• Waste Equipment Maintenance Plan: For boards and managers, a specialized garbage room maintenance plan can ensure safer living conditions for residents, cut building maintenance costs, and save time. While the biggest complaints around garbage might be the smell and infestation concerns, the fire safety significance should not be overlooked. MJW offers a convenient waste equipment maintenance plan to make things easy for busy building managers.
• Predictable Monthly Fee: Using a predictable monthly fee, garbage chute maintenance and odour control can be easily built into the property’s annual budget with payments spread out during the year.
• Quality Control and Waste Equipment Inspection: Following a cleaning by MJW, a representative will return to the building to complete a Quality Control and waste equipment inspection. Going floor-by-floor checking chute doors, fire dampers, sorters, compactors and bins, MJW will provide a full report on the mechanical and sanitary health of the waste control equipment. Recommendations for any faulty or damaged parts are noted along with quotations for their repair or replacement.
• Cost Savings: Extending the scope of possibilities, over the course of a three-year commitment, MJW maintenance plan clients ensure priority booking, and are able to take advantage of 10% off any other service offered by MJW, services which include underground and parking lot sweeping, washing and waterproofing, drains and catch basin cleaning, and parking lot striping and painting.
Establishing a regular maintenance plan with MJW for waste disposal systems makes it easy for boards, building owners, and managers to focus on matters which really need their attention. The services offered by MJW play a crucial role in supporting clean, hygienic garbage rooms, positively impacting residents’ health and living conditions, and keeping budget costs down.
MJW Team offers services throughout the Greater Toronto Area, London, Ottawa, and Montreal. To learn how the MJW team can help service your building, call 416-741-3999 or visit www.mjwcanada.ca
HEALTHY BUILDINGS, HAPPY TENANTS
Introducing the new Fitwell v3 standard
First launched in 2016, the original Fitwel standard helped countless commercial property owners meet the rising demand for healthy, highquality assets. Today, with the release of version 3, Fitwel has introduced new strategies on how to future-proof buildings for climate adaptation, while more efficiently addressing the health of real estate assets and maximizing their value.
The enhanced v3 incorporates new public health research, market trends and industry feedback, while building on the success of version, v2.1, which launched in 2018. Fitwel’s v3 also introduces the Smart Scorecard, a simplified digital experience intended to reduce documentation time.
Overall, there are now eight distinct scorecards and 140 evidence-based strategies that link health and the built environment and prepare assets for the rising risks of climate change. These scorecards were improved through extensive user consultation.
The new version also introduces significant enhancements and updates driven by an extensive analysis of new public health research. According to Joanna Frank, Fitwel’s President and CEO, the comprehensive, site-wide engineering rebuild has resulted in a program that will help users “meet the rising demand for healthy, high-quality assets while mitigating climate risks, promoting value, and streamlining certification for efficiency.”
ABOUT FITWELL
Fitwel is a leading certification system, generated by expert analysis of 7,000+ academic research studies. Fitwel is implementing a vision for a healthier future where all buildings and communities are enhanced to strengthen health and wellbeing. Fitwel was originally created by the U.S. Centers for Disease Control (CDC) and Prevention and U.S. General Services Administration. The CDC remains the research and evaluation partner for Fitwel. The Center for Active Design was selected as the licensed operator of Fitwel, charged with expanding Fitwel to the global market.
For more information, visit www.fitwel.org
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 e ectively?” 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, nance 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 pro tability 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
O ce: 416.340.1600 x504
C. 647.887.5676
k.m.shahnewaz@metcap.com
www.metcap.com
