MODULAR
HOUSING: A SMARTER WAY TO BUILD
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David Hutniak Chief Executive Officer
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James Blair, Dorothy Friesen, Matin Ghavi, Kerri Jackson, Sarah Lui, Shawn Punton, Kim Schuss, Allan Wasel
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CEO’s Message
Modular Housing: a Smarter Way to Build
How Landlords Can Spot Senior Financial Abuse
Addressing Procedural Unfairness
Investing in EV Charging
Succession Planning
Building Community is Good for Business
CEO’S MESSAGE
David Hutniak, CEO, LandlordBC
WHAT’S INFLUENCING CANADA’S RENTAL CONSTRUCTION
Rental construction is essential to easing Canada’s housing supply shortage, but developers face growing hurdles. This is especially concerning as we risk losing the momentum we’ve experienced in recent years to increase the supply of purpose-built rental housing and thus face the very real potential for a reinvigorated supply crunch a few years from now. We can’t afford to stop building new purpose-built rental housing.
WHAT’S THE WORD ON THE STREET:
• Canada must significantly scale up private-sector rental construction to restore affordability.
• Developers are largely optimistic long-term, but more pessimistic about short-term project viability.
• Rising costs, complex financing, and limited innovation are reshaping developer strategies.
Canada’s rental housing shortage continues to grow. According to CMHC’s Supply Gap analysis, the country needs to build 430,000 to 480,000 new homes per year by 2035 to restore affordability. Since most purpose-built rental housing is developed by the private sector, understanding what’s driving or blocking new construction is essential.
CMHC’s 2025 Rental Construction Survey* published in July 2025 shows that the long-term outlook remains stable, with more than half of developers reporting optimism. However, short-term sentiment has worsened significantly, with 42 per cent of developers expressing pessimism. Developers say that while interest rates are easing and construction cost growth is slowing, costs remain high, and financial viability continues to be challenged by a forecast of softening revenue, development fees, and tariffs.
Access to financing remains a critical factor in rental development, with many projects navigating complex funding structures. In fact, 72 per cent of developers needed more than one source of financing to complete a project in the past year. CMHC-backed financing is critical in that context. Development fees often make up more than 10 per cent of total project budgets, and tariffs on materials could add another 5–10 per cent, further squeezing margins.
In response, more developers are shifting to “develop-and-hold” strategies; in 2025, 65 per cent are planning to retain projects as long-term assets, compared to 51per cent in 2024. This shift reflects a growing preference for stable rental income in today’s economic climate. Developers are also opting for longer amortization periods (40–50 years) to improve cash flow, supported by CMHC financing tools.
Innovation remains a challenge. While modular and prefabricated homes offer potential for faster builds, only 19 per cent of developers currently use them. Barriers include high costs, complex permitting, and workforce constraints.
Looking ahead, developers generally remain confident in the long-term demand for rental housing, but short-term risks — costs, financing hurdles, and trade uncertainty — continue to slow momentum. More targeted support, streamlined processes, and innovation will be key to unlocking the scale of rental development Canada needs.
*Shared in LandlordBC’s August 26, 2025 member e-newsletter.
Flowguard Water Detection Program Protecting your Peace
Did you know around 60% of residential property insurance claims are caused by water damage? 1
Coming up with solutions to prevent this costly problem has never been more important, yet until now there have never been any insurance incentives to reward proactive measures.
That’s why we’re pleased to introduce the BFL CANADA Flowguard Program - an innovative solution that rewards properties that install water detection systems to help curb rising claims. Flowguard is more than just an insurance incentive - it’s a smart investment that will save you money, time and hassle in the long run. Don’t wait until it’s too late! 2
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MODULAR HOUSING: A SMARTER WAY TO BUILD
By Noah Topp, Business Development Manager, Nexus Modular
Modular housing is changing the way homes are built across British Columbia. They have come a long way from the mobile homes and trailers of yesteryear; with modern modular homes being fully code-compliant, energy-efficient, high-quality dwellings, manufactured in climate-controlled facilities. They meet the same (and often higher) building and energy standards as traditional site-built homes and are designed for year-round living.
The demand for affordable, efficient, and quickly deployable housing has brought modular solutions into the spotlight, and modular builders across B.C. are leading the charge.
While modular construction currently represents about 4-5 per cent of new housing builds in British Columbia (according to Modular BC), that share is growing rapidly. New zoning legislation has opened the door for backyard suites, houseplexes, and multi-unit developments, all areas where modular excels.
Modular builders are paving the way in this space, focusing on purposebuilt construction —from rental garden suites and apartments to full-scale family residences. Modules are built off-site to exacting standards, then delivered and installed in a fraction of the time traditional construction requires.
There’s a prevalent misconception that modular homes are low-quality or “cookie-cutter” in design, but modular builders in the industry are working hard to change that narrative. Many modular homes use
premium materials, meet BC Building Code and Energy Code standards, and are designed to blend seamlessly into existing neighbourhoods.
Another myth is that modular homes can’t be customized, but this isn’t necessarily the case. Many modular builders have the capacity, and desire, to build bespoke modules. These modules are done custom specifically for the client, and offer flexible floor plans, customized aesthetics, and high-end finishes tailored to client needs.
THE BENEFITS OF MODULAR HOUSING Rental Income
One of the most appealing uses of modular housing is the creation of Accessory Dwelling Units (ADUs) — also known as garden suites. These units are ideal for long-term renters, aging parents, or adult children, and they comply with municipal zoning bylaws across many B.C. municipalities.
With the rising cost of living and growing demand for affordable rental stock, a modular garden suite can quickly become a smart financial asset for property owners, with the average monthly rent for a garden suite in B.C. being between $1,500-$2,500 per month.
Increased Property Value
Installing a modular home or suite on your property, whether as an ADU or primary residence, can substantially increase resale value. It is easy to find modular homes that are built to last, are fully code-compliant, and are attractive to buyers looking for multi-generational living or rental potential.
Because many modular builders take care to match architectural details and finishes to the surrounding home or neighbourhood, the result feels like an intentional extension of the property, not an afterthought.
Minimal Neighbourhood Disruption
Modular construction drastically reduces on-site noise, traffic (both foot and vehicle), and general disruption. Modular builds are often completed to a near-turnkey state in climate-controlled facilities where they undergo constant quality control without unnecessary exposure to weather delays or construction site chaos.
Site work is often limited to site services and foundation preparation, typically lasting only a few weeks. This is a major benefit for homeowners living on-site or in densely populated residential areas where traditional construction might be too invasive or disruptive.
BMS Plumbing & Mechanical is the best solution to your plumbing problems. Family owned and operated, we has been repiping throughout the Lower Mainland since 1986. Having pioneered and implemented innovative systems, we consistently deliver the highest quality service both on time and on budget. BMS takes your project from planning stages to the finished project, while ensuring your experience is stress free.
No Compromise in Quality
Many upscale modular builds are now indistinguishable in quality and appearance from site-built houses. In fact, the factory-controlled environment can result in better build quality due to stricter oversight and minimized exposure to moisture and seasonal elements.
Modern modular builders can meet or exceed BC Energy StepCode and BC Building Code requirements, with review from a structural engineer and energy consultant being a standard part of every build. Homeowners can expect beautiful, durable structures built to last decades.
Customizable Design
While modular often evokes images of rigid, mass-produced layouts, there are often many options for customization. Homeowners can choose from a variety of floor plans, layouts, exterior styles, and interior finishes. Many modular builders can even design/build something completely custom for the client, working to ensure the design meets both functional needs and aesthetic preferences.
Cost Efficiency
Because construction happens in a controlled environment, there are fewer delays, change orders, and material costs are managed more efficiently.
While finished costs vary depending on size and customization, savings can be significant. Compared to traditional construction, time, labour, and material cost reductions associated with modular building can represent savings in double-digit percentages.
Speed (Efficiency & No Weather Delays)
One of the strongest selling points of modular construction is the build timeline. While traditional homes may take eight to 18 months to complete, modular builders can deliver a completed garden suite or single-family home in a fraction of that time. Often measured in weeks, not months, from start to finish.
Factory construction happens alongside site prep, meaning the overall project moves much faster, and with fewer scheduling surprises due to rain, snow, or trade availability.
Reduced Waste
Modular building naturally lends itself to sustainability. Materials are used more efficiently, off-cuts are recycled, and there’s less risk of weather damage during construction. These factors lead to a considerable reduction in construction waste, reducing the environmental footprint when compared to traditional builds.
This lower environmental footprint is particularly important in British Columbia, where eco-conscious development is a growing community priority.
Permitting, Planning, and Municipal Collaboration
Building modular housing in British Columbia still requires a thorough understanding of local zoning, permitting, and utility connection requirements. Each municipality has slightly different rules for garden suites and primary/secondary dwellings. Luckily, modular builds constructed to CSA A277 standards should be allowed in every municipality in B.C.
Many modular builders will offer clients full support throughout the permitting process, including site assessments, design adjustments, permit submissions, and inspections. Helping homeowners benefit from reduced paperwork and quicker approvals.
Modular builders work not only with individual homeowners but also with developers, municipalities, and non-profits. Their teams are well-versed in multi-unit developments and pilot programs designed to address the housing crisis. As British Columbia continues to encourage infill development and gentle density, modular construction companies are poised to become valuable partners for local governments seeking rapid, sustainable housing stock.
LOOKING AHEAD
There is no doubt that modular housing will play an increasingly important role in meeting the housing needs of British Columbian’s (and Canadian’s as a whole) over the coming years. As modular building practices continue to grow and evolve, legislation favours efficiency and affordability, and local municipalities continue to see the benefits of modular housing in their communities, it will only be a matter of time until modular building is commonplace.
Modular housing is no longer a fringe solution — it’s becoming a mainstream answer to B.C.’s housing crisis.
From financial benefits like rental income and increased property value to practical ones like build speed, quality, and sustainability, modular construction checks all the boxes for modern homeowners. As zoning laws shift and municipalities embrace new forms of housing, those looking to add value, flexibility, and livability to their properties would do well to consider the modular path.
Nexus Modular is a Vancouver Island-based Modular builder delivering innovative, award-winning modular building solutions. With decades of experience, the team works closely with clients, designers, and engineers to create beautiful, unique, long-lasting projects. Committed to supporting local economies, Nexus Modular sources materials from Canadian suppliers and partners with trades across Vancouver Island. From pre-construction planning to project management, Nexus builds smarter—right here at home in British Columbia. Learn more at www.NexusModular.ca or contact Noah Topp at Noah@NexusModular.ca
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HOW LANDLORDS CAN SPOT SENIOR FINANCIAL ABUSE
By Seniors Services Society of BC
Financial abuse is the most common form of elder abuse in Canada. It can happen at any time, but it will often start after a health crisis or after the death of a spouse, partner or close friend. People who are alone, lonely or in poor health are more vulnerable. Financial abuse is often a pattern rather than a single event, happening over a long period of time. It can include:
• Lending or giving away money, property or possessions.
• Being pressured to sell or move from home.
• Making or changing a person’s will or power of attorney.
• Signing legal or financial documents that seniors don’t understand.
• Working for little or no money, including caring for children or grandchildren.
• Making a purchase that isn’t needed.
WHY IS IT PARTICULARLY A PROBLEM FOR SENIORS?
While anyone can be a victim of investment fraud or an unsuitable investment, older adults have less time to recover from a financial loss. A financial loss can also affect an older adult’s health or cause a person to withdraw from friends and family, thereby isolating themselves from important people in their network.
WHAT DOES FINANCIAL ABUSE IN SENIORS LOOK LIKE?
Financial abuse can happen online, over the phone or in person. “Gary”, age 67 was a victim of financial fraud online. He had recently moved into a newer building with affordable rent. He thought he was engaging in online investing when he sent his fraudsters $1,000. This was all the money in his savings account, which he relied on each month for his basic expenses. After intervention, Gary realized that he should only be investing directly with his bank, rather than people he met online to avoid this happening in the future.
An elderly woman had a man call her saying he was from the Department of Justice. He provided a badge number. He
LOW-INCOME SENIORS CAN BE ENTICED BY PROMISES OF BIG RETURNS ON “INVESTMENTS”
instructed her to pay $4,500 and put it in a yellow Bitcoin box in her community. She cut him off before he could finish his threat. He is still calling, from various phone numbers within B.C., Alberta, Ontario and Georgia, USA. She went with her gut and called the fraud department. Once a senior puts cash into a yellow Bitcoin box, there is no way to get it back or trace it.
Low-income seniors can be enticed by promises of big returns on “investments”. A housing navigator discovered that a client had been sending approximately $200 a month to an “investor,” with the belief that she would receive a $30,000 return next year.
As a result, she is left without enough money each month to afford basic necessities, including food. The “investor” advised her not to disclose their identity or the name of the company. She is now working with the RCMP, who has advised her to stop sending money. However, she feels she is already too deeply involved and fears losing her promised return.
Lonely seniors like “Ella” can often fall victim to a romance scam. A fraudster posed as a local celebrity and contacted Ella via social media. False promises were made to meet, and the client began an online relationship. Soon, the fraudster started asking for money
REPORTING FINANCIAL ABUSE
and Ella sent it to him each time. Eventually, she put herself at risk of eviction because she was sending all her money to the fraudster.
Her landlord was concerned about her and did not want to evict her. A non-profit housing navigator was able to meet with the client and together they built a plan to report the fraud and remove the online site from her device. Through a financial assistance program, Ella was able to obtain one month of her rental arrears.
A 92-year-old client fell victim to a door-to-door scam through two men coming to her door claiming to represent a reputable service provider with whom she had an account. They told her that prices will be increasing, but that she would have price protection if she took advantage of the offer they were presenting. The client is 90 per cent blind and was unaware of the impact this had on her bills, which quadrupled in price. She only realized there was a problem when she received a notice threatening her continued access to the service. Due to her limited vision, she wasn’t reading her bills properly and was paying at the old rate, eventually accumulating over $1,000 in unpaid charges. Through advocacy on her behalf, the contract was cancelled.
Abusers are not always strangers. They can also be close family members. “Loretta” had a good income and lived independently
Financial abuse of elders seldom stops by itself and should be reported. Included below is a list of local community safety resources you can contact for assistance, guidance, and support.
Seniors Abuse and Information Line (SAIL)
Calling SAIL is a confidential line for seniors and those around them to share situations of mistreatment and get referred to legal advocates and support services. Call 1-866-437-1940 8am-8pm every day
Public Guardian and Trustee
To report financial abuse of a vulnerable adult or abuse by a substitute decision-maker, contact the phone numbers below and ask to be transferred to the Public Guardian and Trustee. Ph: 604 660-4444 Toll-free: 1 800 663-7867 www.trustee.bc.ca
Legal Services Society at 604-408-2172 or toll-free at 1-866-577-2525 or visit https://lss.bc.ca/.
RCMP
Contact the RCMP or local police if you feel the abuse is a criminal matter. You can also call VictimLink BC at 1-800-563-0808 to receive information and referral services if you are a victim of a crime.
BC Securities Commission
If you suspect investment fraud, contact the BCSC: Telephone: 604-899-6854 or 1-800-373-6393 (toll free across Canada) Email: inquiries@bcsc.bc.ca
in the Lower Mainland. She lived near many important services in her community. After she had a minor medical incident, her son and daughter-in-law convinced her to move in with them, so that they could be there for her in case of emergency. They had recently bought a new house, but it was not central to services that she used.
Not long after moving in, she was asked to babysit her grandchildren during the day. On top of that, she was also asked to start paying towards the mortgage. Loretta was very upset about this and felt betrayed and abused by her family.
She decided to leave and has since moved back to the city she left. Her physical and mental health have improved, and she is enjoying life again. Her family visits her, but she has no intention of living with them again.
WHAT TO LOOK OUT FOR:
• Suddenly hearing about a new friend or romance, particularly if there’s a large age gap; whether in person or online.
• Sudden inability to pay bills for necessities like clothes, groceries or medications.
• Sudden change of feelings about a particular person or people.
• Unexplained disappearances of valuable possessions like jewelry or art.
• Hearing a senior talk about a ‘get rich quick” scheme or investment that seems too good to be true.
• Be wary of anyone going door-to-door within a building to sell people anything.
• Changes in social behaviour. Seniors may withdraw from activities a) because they have no money b) because they are embarrassed or ashamed that they’ve been taken advantage of.
• Changes in temperament. Does your usually upbeat tenant now seem depressed or anxious? Gently probe to see what might be behind it.
• Changes to living arrangements, such as someone unexpectedly moving in and potentially living there rent-free.
The Seniors Services Society of BC has more than 40 years of experience in providing programs and services for vulnerable older adults. To learn more or to donate visit www.seniorsservicessociety.ca
ADDRESSING PROCEDURAL UNFAIRNESS
By Joyce Adjei, Lawyer, Refresh Law
The Supreme Court of British Columbia considers the Residential Tenancy Branch (RTB) an expert tribunal in respect to residential tenancy matters. This means that a judge can intervene and set aside an RTB decision only in limited circumstances based on various substantive and procedural considerations, as the case may require. A judge’s review of the decision is called a “judicial review”.
Getting a court to overturn an RTB decision is both procedurally difficult and costly. The standard of review (i.e. the lens that the court uses to decide how much respect to give the RTB’s decision) depends on the type of error(s) made. While the law on judicial reviews is complex, the balance of this article will explain the way in which the courts resolve issues of procedural fairness that may arise during an RTB hearing.
Procedural fairness ensures that the disputing parties have a right to a fair process. Procedural fairness manifests itself in different ways. However, it primarily consists of the right to be heard and the right to an impartial hearing, which includes the right of a party to know the case against them and to have a meaningful opportunity to respond to it.
When faced with an issue of procedural unfairness, the courts will consider whether, in all of the circumstances, the tribunal acted fairly (section 58(2) (b) of the Administrative Tribunals Act.)
A recent case that illustrates the issue of procedural unfairness is the Supreme Court’s decision in Xu v Jin, 2025 BCSC 307 (CanLII).
THE XU V JIN CASE: A RECENT EXAMPLE OF PROCEDURE UNFAIRNESS
In Xu, the court found that the process leading to the RTB decision was procedurally unfair, thereby setting the decision aside.
This case arose from a common—but often contested—scenario: a landlord issued a notice to end tenancy for personal use of the rental property. Following the tenant’s departure from the rental unit, the tenant alleged that the landlord never actually moved in, contrary to the requirements of the Residential Tenancy Act.
The tenant sought 12 months’ rent in compensation, as permitted by law if a landlord ends a tenancy on false pretenses. Despite the landlord submitting evidence to the RTB that they had moved in, the arbitrator found the evidence insufficient and awarded compensation to the tenant.
The landlord sought judicial review, arguing that the RTB’s decision was unreasonable and unsupported by the evidence.
REASONS TO SET THE RTB DECISION ASIDE WAS BASED ON PROCEDURE UNFAIRNESS
The BCSC found that the RTB’s process was procedurally unfair because the landlord was deprived of the opportunity to know and respond to the case against them (Xu v Jin, para 14, 40). Specifically:
• The landlord was unassisted by a lawyer during the RTB hearings.
• The court found that the landlord was deprived of the right to know the case against them because they did not receive the tenant’s evidence before the decision.
• Although the arbitrator adjourned the hearing to allow for a simultaneous exchange of evidence, this did not cure the procedural unfairness caused by the initial defect in service.
• The court concluded that restricting the parties to evidence already submitted, without the landlord having had the opportunity to review the tenant’s documentary and digital evidence before marshalling their own, deprived the landlord of the ability to respond effectively.
• The court emphasized that, on a procedural fairness analysis, it is not necessary to determine whether the problem with service likely affected the outcome; the focus is on the right to a fair process itself.
• Given the finding of procedural unfairness, the Supreme Court of British Columbia decided to set aside the RTB’s decision, reviewed and then sent it back to the RTB for reconsideration. This ensures that the matter can be heard again with a fair process.
THE XU CASE PROVIDES SEVERAL KEY TAKEAWAYS FOR LANDLORDS IN B.C.:
1. Landlords have the right to a fair RTB process.
2. Uncertain terrain around what kind of evidence is “enough” for the RTB to be satisfied that a landlord used the property as claimed. If in doubt, call RTB agents to find out more or seek legal advice.
3. Landlords must be meticulous in documenting issues with their rental — utility bills, mail, photos, or even sworn affidavits may be necessary. Start the documentation early and document in a timely fashion.
4. All parties must do their best to submit documents on time. It may not be helpful to wait until the last minute to serve the tenant.
5. RTB decisions can be challenged in court—but only on legal grounds, not simply dissatisfaction with the outcome. Also, judicial review can be very costly.
6. Honest landlords should not be penalized if they act in good faith and can prove it. Fairness must apply in both directions.
7. Simply adjourning a hearing and ordering a simultaneous exchange of evidence may not be enough to rectify a prior procedural unfairness, especially if a party has already been prejudiced by not having timely access to evidence (para 34). The court emphasized that the focus is on the right to a fair process itself, not whether the procedural defect likely affected the outcome (para 40).
8. RTB still often have the final say once a Judge reviews the decision. Where a Supreme Court judge finds a decision to be procedurally unfair or patently unreasonable, in that case, the Judge will usually refer the matter back to the RTB and order that another hearing be held. This means that even if you are successful with a Judicial Review application, there is no guarantee that you will win your new dispute resolution hearing at the RTB.
CONCLUSION
In essence, Xu highlights the crucial importance of ensuring that all parties in RTB proceedings have a full and fair opportunity to present their case and respond to the evidence presented by the opposing party. A failure to provide adequate disclosure and a genuine chance to respond can lead to a finding of procedural unfairness, necessitating a rehearing.
When preparing for an RTB hearing, make sure to submit evidence on time, organize arguments clearly, prepare your witnesses, follow RTB procedures, ensure workable technology (such as a phone) and allocate sufficient time for the hearing.
Finally, do not hesitate to seek additional assistance and information from the LandlordBC helpline, the Residential Tenancy Branch itself or from residential tenancy lawyers.
Joyce O. Adjei, is a Lawyer at Refresh Law. Refresh Law is a law firm in Burnaby, offering advice to residential landlords, strata corporations and strata homeowners across British Columbia. Refresh Law is a proud corporate member of LandlordBC. www.refreshlaw.ca
INVESTING IN EV CHARGING
By Wendy Wall, Vancouver Island Strata Owners Association
You’d be hard pressed to open the proverbial newspaper these days without seeing articles about electric vehicles and the lack of charging facilities in both strata and purpose-built rental buildings. There are more and more stories about tenants frustrated by the lack of charging stations at their buildings. For renters, is access to EV charging becoming a dealbreaker?
Clean Energy Canada recently partnered with Abacus Data to conduct a survey of 3,000 respondents in the Greater Toronto Hamilton Area (GTHA) and Metro Vancouver. The goal of this research was to better understand the next adopters of clean technologies, their barriers, and solutions. Clean Energy Canada’s report, Electrifying the Lot, was released in March 2025, followed by Empowering Households in September 2025. Fifty-nine per cent of respondents (55 per cent in GTHA and 69 per cent in Vancouver) said they are inclined to buy an EV as their next car. Broken down by tenure, 56 per cent of tenants and 68 per cent of homeowners are interested in buying an EV.
Looking at a certain demographic, 60 per cent of people aged 20-44 live in apartments or condos in Metro Vancouver and 77 per cent of them are inclined to go electric. While some of these are resident-owners, many are tenants. However, 75 per cent of respondents living in apartments, condos, and townhouses say that access to charging is a barrier to EV adoption.
To attract and retain high-quality tenants, it may be time to consider investing in EV charging facilities. Without this amenity, properties risk losing prospective tenants to competitors who are EV ready. As building owners, you have the autonomy to make decisions to upgrade and retrofit your buildings. However, in the strata context, you are just one of many voices in decision-making. So, what options do you have as a landlord of a strata property?
While some strata owners have considered the installation of EV charging infrastructure as a low priority, there are several driving forces pushing adoption forward including electrical planning reports, “right to charge” legislation, rebates, and low carbon fuel credits.
ELECTRICAL PLANNING REPORTS
In December, 2023 a new Strata Property Regulation brought into effect the requirement for strata corporations to obtain electrical planning reports. The deadlines to obtain a report are December 31, 2026 for stratas located within the Capital Regional District, Fraser Valley District, and the Metro Vancouver Regional District, and by December 31, 2028 for certain islands within those districts and all other areas of B.C.
The purpose of the report is to help strata owners understand the electrical system for the entire property including strata lots and the common property. Being aware of the limits of its spare electrical capacity can help the strata corporation make informed decisions before adding additional electrical loads.
However, there is a secondary purpose. Obtaining an electrical planning report or failing to obtain it by the deadline triggers Strata Property Act (SPA) s. 90.1, a new section of the Act that gives considerable rights to an owner who wants to install a charging station at their expense. Some are calling this “right to charge” legislation.
THE RIGHT TO INSTALL A CHARGING STATION
Once SPA s. 90.1 is triggered, an owner has the right to make a request to alter common property (including limited common property) at their expense for the purpose of installing an EV charging station and any infrastructure required. SPA s. 90.1 and Regulation 5.3 list the information that must be included in the request such as a description of the proposed EV charging infrastructure, the contractor, the cost, where it would be installed, and the parking stall number where it would be used.
While the decision to approve or deny the request is generally within the council’s authority, there is one decision that requires a vote of the owners at a general meeting: a majority vote resolution to approve a significant change in the use or appearance of common property under SPA s. 71. Usually, this resolution would only need to be passed once and would apply to future requests.
There are several factors that council can consider under SPA s. 90.2. For example, council can consider “the capacity of, and current and anticipated demands on, the strata corporation’s electrical system”. Here’s the kicker in favour of the owner: unlike requests to alter common property under Standard Bylaw 6, SPA s. 90.2 says the strata “must not unreasonably refuse to approve an owner’s request made under s. 90.1.”
However, under SPA s. 90.2-90.3, the council may impose conditions which may result in significant consequences for the owner. A condition of the approval can require the owner to “modify or replace the proposed EV charging infrastructure in the event that the strata corporation installs other EV charging infrastructure for the benefit of the owners.” For example, if the strata later makes all stalls EV ready, the owner may have to remove the infrastructure they paid to install and they might have to purchase a new charging station that is compatible with the strata’s system.
DRIVING STRATA PROJECTS
Given the conditions above, you may be reluctant to invest in EV charging infrastructure for your strata tenant. Another approach is to wait for the strata to make all stalls EV ready or to install charging stations for residents to share.
While there is currently no legislation that requires a strata corporation to install EV charging infrastructure or provide charging stations for residents’ use, there are benefits in doing so. With provincial rebates covering up to 50 per cent of the installation costs, and low carbon fuel credits providing a new revenue stream for the strata corporation, installing EV charging stations on strata properties can be a win-win-win for strata owners, landlords, and tenants.
A strata corporation is usually eligible for low carbon fuel credits if charging takes place at a residential building of five or more attached dwelling units, common electricity is supplied to the charging stations, the electricity can be accurately measured, and the strata has detailed records for each charging session. Even strata owners who do not have vehicles, or do not intend to buy an EV, benefit from the potential revenue as well as increased property value.
You can take an active role in the governance of your strata corporation(s) by attending general meetings and voting to support resolutions related to EV charging. Helping your stratas move forward helps you be prepared to meet the growing demand from tenants seeking the convenience of charging their EVs at home.
Wendy Wall is the president of the Vancouver Island Strata Owners Association (VISOA), a non-profit society. For more than 50 years, VISOA has been providing education and support to strata owners throughout B.C. and advocating for their concerns to governments. Wendy can be contacted at president@visoa.bc.ca
Apartment Financing Specialists
604‐683‐2518 dtownsend@ citifund.com
700 – 1111 W. Hastings St. Vancouver, BC V6E 2J3
Visit our website at www.citifund.com to see some of our past projects.
SUCCESSION PLANNING
How to Maximize Value and Ensure a Successful Transition
By Arthur Klein, M&A Advisor; Ben Capps, Partner, Accounting & Assurance; Gagan Ahluwalia, Partner, Advisory Services, Smythe
For many property management business owners in British Columbia, the company they’ve built is more than just a livelihood. It represents years of effort, relationship building, and problem-solving in a sector where stability and trust are paramount. Yet every owner, at some point, faces the same pivotal question: what happens when I step away?
Succession planning, whether for retirement, a planned exit, or simply a reduction in day-to-day involvement, is not a matter to leave to chance. Without a clear strategy, owners risk leaving significant value on the table, or worse, finding their options severely limited. With intentional planning, however, a transition can become an opportunity to realize the true worth of the business, safeguard staff and client relationships, and secure an enduring legacy.
WHY PREPARATION MATTERS
Many owners assume that the value of their business will be obvious to the market, but the reality is often more complex. Ultimately, buyers understand they have a finite amount of capital, and in order to maximize their own shareholder returns, they have undergone the process of defining their investment parameters. Unless a business has been carefully prepared for sale and can articulate its strengths and address its weaknesses, owners may find themselves facing soft pricing, unfavourable terms, or even no serious interest at all.
By contrast, businesses that invest early in succession planning often generate multiple competitive bids, allowing owners to negotiate from a position of strength. Selling a property management firm is not simply a transaction, it’s a process. The outcome depends not just on what the company has achieved historically, but also on how well it is positioned to thrive in the hands of a new owner.
WHAT BUYERS VALUE MOST
While every buyer has unique objectives, several themes consistently drive acquisition decisions in property management.
The first is recurring revenue. Monthly management fees tied to longterm contracts create the kind of predictable, stable income streams that acquiring property management firms and private equity groups find appealing. Firms that can also demonstrate diversified revenue, such as leasing services, maintenance coordination, or tenant insurance, signal resilience and an ability to weather market fluctuations.
Equally important is scalability. A business that has modern systems, well-documented processes, and efficient use of technology looks very different to a buyer than one that runs on manual spreadsheets and the owner’s personal oversight. Scalability reassures investors that growth is possible without a proportional increase in overhead or risk.
Another major factor is team structure. Companies that are overly dependent on the owner are viewed as fragile. On the other hand, firms with empowered staff and team-based client relationships are seen as robust, transferable, and therefore more valuable.
Finally, clean and transparent financials remain non-negotiable. Buyers want confidence in the numbers (e.g., revenue per door, client retention rates, operating margins) before committing themselves to a deal. Sloppy or incomplete reporting not only slows the process but can undermine trust.
AVOIDING COMMON PITFALLS
If those are the attributes that enhance value, it follows that their absence can significantly reduce it. Many owners underestimate how quickly a prospective buyer can spot weaknesses during due diligence. Over-reliance on one or two major clients, outdated technology, personal expenses or non-core assets commingled with business finances, or a lack of documented procedures are all red flags. Even operational issues such as high staff turnover or poor tenant satisfaction can weigh heavily on valuation.
Fortunately, most of these issues are addressable with time but waiting until the business is already on the market to tackle them often proves too late.
POSITIONING FOR PREMIUM VALUE
The most successful transitions are those where owners take a deliberate, long-term approach to succession planning. Even modest adjustments can yield significant returns.
Expanding the client base reduces concentration risk and signals stability. It’s also encouraging for prospective purchasers when a property management firm regularly maintains market-level rental and leasing rates and are successfully able to cross-sell additional value-add services to clients on a regular basis. Investing in technology — from automated rent collection systems to online portals streamlines operations, reduces overhead, and positions the business as forward-looking. Perhaps most importantly, empowering staff and documenting procedures ensure the company can operate smoothly without the owner’s daily presence.
In short, every improvement that makes the business easier to run today also makes it more attractive to buyers tomorrow.
RUNNING THE SALE PROCESS
Even when a firm is well-prepared, how it is brought to market plays a crucial role in the outcome. A structured process is far more effective than casual conversations with potential acquirers. By employing a confidential and structured divestiture process, competitive tension is created amongt buyers, which ultimately results in highest valuations and favourable terms.
Typically, this involves several phases: preparing detailed financial models and a confidential information memorandum; identifying and qualifying buyers; launching a controlled marketing effort; and managing negotiations through to a letter of intent and final closing. Each phase requires discipline, documentation, and steady communication. Done properly, the process not only produces multiple strong offers but also helps ensure the chosen buyer is the right long-term steward of the business.
WITHOUT A CLEAR STRATEGY, OWNERS RISK LEAVING SIGNIFICANT VALUE ON THE TABLE, OR WORSE, FINDING THEIR OPTIONS SEVERELY LIMITED.
OWNERS WHO ENGAGE ADVISORS TEND TO ACHIEVE NOT ONLY HIGHER VALUATIONS BUT ALSO SMOOTHER, LESS STRESSFUL TRANSITIONS.
THE ROLE OF ADVISORS
For many owners, the idea of managing such a process alone is daunting. Selling a property management company is complex, involving legal, financial, operational, and emotional considerations. This is where experienced advisors add real value.
An advisor brings objectivity, market knowledge, and structure. They know how to position the business to highlight strengths and minimize perceived risks. They also act as a buffer, managing buyer communications and negotiations so the owner can remain focused on running the business. Most importantly, they create a competitive environment that maximizes buyer interest, often the difference between a single tentative offer and multiple strong, competing bids.
Owners who engage advisors tend to achieve not only higher valuations but also smoother, less stressful transitions.
PLANNING YOUR PATH FORWARD
Succession planning is not just a financial exercise; it is about protecting the legacy of a business that has often taken decades to build. For property management owners, the combination of recurring revenue, strong client relationships, and operational resilience creates real appeal in the marketplace. But realizing premium value requires foresight, preparation, and careful execution.
Whether your horizon is one year or five, now is the time to start planning. By investing in systems, people, and processes, you strengthen your business today and secure its value for tomorrow. By working with trusted accounting and mergers and acquisitions (M&A) advisors, you ensure that when the time comes, the transition will not only be financially rewarding but will also safeguard the reputation and relationships that define your success.
Smythe was founded in 1980 and is one of British Columbia’s largest independent professional services firms, specializing in assurance, tax and advisory services to owner-managed businesses.Our transaction advisory team members have successfully represented clients in transactions ranging from $5 million to $750 million in value. Being a full-service professional services firm strengthens our ability to help business owners navigate and evaluate the complexity of transitioning their business to new ownership, whether that be management, the next generation or external parties. www.smythecpa.com
, We o er Complete Design, Engineering & Installation Services, including restoration of all nishes.
BUILDING COMMUNITY IS GOOD FOR BUSINESS
By Rob Wipond, Contributing Editor, Hey Neighbour Collective
“Landlords and property managers can do a little or a lot to support residents of their buildings to become more socially connected with their neighbours,” says Michelle Hoar. “Either way, the benefits can be significant for both sides.”
WHAT LARGER HOUSING OPERATORS HAVE DONE
Hoar is director of Hey Neighbour Collective (HNC), a multi-stakeholder project aimed at building social connectedness and community resilience in multi-unit housing. With increased recognition of how social connectedness supports resident safety and well-being, HNC’s growing network of partners include community-based non-profits, rental housing operators and housing sector associations (like LandlordBC), researchers, municipal governments, health authorities, and others.
In August 2025, HNC released its latest learning report summarizing the Collective’s activities, impacts, and learnings from the past five years— and the findings demonstrate that a wide range of positive pay-offs for landlords and property managers can be well worth an investment in helping their residents become more socially connected.
HNC activities have included interviews, surveys, and focus groups with a range of large and small, British Columbia-based, market and non-market housing operators. In addition, core HNC housing partners have managed or hosted initiatives in their own buildings with the aim of improving resident wellbeing.
For example, Brightside Community Homes Foundation has integrated community development goals into its planning and operations including regular surveys of residents done in collaboration with Simon Fraser University researchers.
“The surveys have been really helpful to understand who our residents are and what their needs are, and to see the impacts of our community-building efforts over time,” says Liam Griffin, manager of Communications and Partnerships at Brightside.
Through HNC, Brightside has worked with five non-profit organizations in 26 of its independent-living non-market rental buildings across Vancouver. Initiatives included supporting food security programs and making amenity spaces available for events, workshops, health fairs, and community gardens. Community non-profit organizations led emergency preparedness workshops and engaged with and assisted older adult residents to support better conditions for aging in place.
Concert Properties, a large market rental operator, tested a “Community Connectors” program in 11 of its buildings. Selected residents were offered free training and toolkits, and given monthly honoraria for taking leadership in organizing social events and activities. Concert also authorized their building managers to provide support to the resident connectors.
Staff at BC Housing directly-managed buildings have been getting trained in Building Resilient Neighbourhoods’ Connect & Prepare program, and residents in one building recently established a floor connectors system to help keep each other safe during emergencies.
OPPORTUNITIES FOR SMALLER HOUSING OPERATORS
Many landlords don’t have the resources of larger organizations, but that doesn’t have to be a barrier.
“Initiatives to boost social connection can often look like ‘nice-to-haves’ for which some housing operators feel they don’t have the capacity or time,” says Hoar. “But we’ve found that even small efforts can have big impacts.”
HNC’s practice guide for housing operators describes different approaches for fostering resident social connectedness in multi-unit housing, from easy and light-touch to those requiring more investment, such as:
• Install a bulletin board for resident use
• Invite residents to an online communications platform
• Give easy access to an amenity room
• Optimize communal spaces such as lobbies and corridors by using low-cost design elements that encourage social interaction
• Offer a storage area for shared emergency supplies
• Hold an on-site BBQ or other social event
• Allow community organizations to host activities onsite
• Give training, support, or honoraria to resident leaders willing to organize community-building events and initiatives.
Other opportunities include improving indoor and outdoor amenity areas during building retrofits to encourage socializing, and following best practices in age-friendly, sociable design for new buildings. According to some housing operators, the positive impacts of these kinds of efforts can be immense.
THE BENEFICIAL IMPACTS OF BEING AN ‘ENABLING HOST’
HNC’s learning report highlights that housing operators can be vital enablers for supporting social connectedness between residents. However, Hoar says that the relationships of power between tenants and landlords or property managers can affect trust and collaboration. “It’s often easier and more cost-effective for housing operators to partner with third-party, communitybased organizations that can more comfortably engage residents,” says Hoar. This approach can also help connect more vulnerable residents to community services that support their wellbeing.
Some market landlords have reported that supporting resident community-building has strengthened their brand profile — and indeed, HNC found that 50-90 per cent of participating residents and partners surveyed reported improved relationships between residents and building staff or managers.
Housing operators were also glad to see some groups of residents become better prepared for emergencies, and they believed that made the building safer for everyone.
“Connect & Prepare was very positive for me,” said one building manager. “And it’s all to the building owner’s advantage as well, if the tenants who live in this building are thinking about safety, prevention, and preparedness.”
Sometimes, the impacts of having successfully fostered social connectedness were “softer” or less visible, but still meaningful: a neighbour taking a day off work to help another who was ill; neighbours rushing out during the night to help someone whose apartment had flooded; a resident with a lonely, barking puppy who received offers of dog-sitting from other dog-owners.
“Tenant issues were being resolved by tenants because the online platform facilitates communication, problemsolving and mutual aid around things that previously would have gone to the manager as a concern,” said one housing operator.
Some on-site staff reported feeling a morale boost themselves, and said they believed social connectedness programs appeared to be contributing towards more stable tenancies.
LOOKING AHEAD: ENGAGING MORE MARKET LANDLORDS AND PROPERTY MANAGERS
Now that “social programming” is proving to have wide-ranging benefits, Hoar says that HNC is working to inspire “culture change” across the housing industry as a whole. “How can we help make socially connected multi-unit housing communities the new normal?” she asks.
At HNC’s recent symposium (Living Together: Connecting housing, social health and resilience), co-sponsored by LandlordBC, a number of ‘calls to action’ emerged, including engaging more market landlords and property managers and continuing to build a strong evidence-base around business benefits for housing operators.
Many symposium participants also highlighted the immense value of social connectedness as a “multi-solver” during the mounting “polycrisis” that Canada is currently facing.
“Stronger social connections between neighbours can support emergency preparedness efforts, climate adaptation plans, and stronger conditions for aging in place – all at the same time!” says Hoar.
BECOME PART OF THE CHANGE
HNC continues to facilitate opportunities for industry peer-learning, as well as to create and make available practice guides, design toolkits, resident survey templates, event planning kits, and more.
Hoar says that whether a company or organization is already a socialconnectedness champion, just getting started, or merely curious, HNC welcomes opportunities to explore possible collaborations.
Rob Wipond is a contributing editor for Hey Neighbour Collective. View Hey Neighbour Collective’s 5-year Learning Report here:
Reach Hey Neighbour Collective through their website and access the resources referenced above and related readings here:
ANNUAL GENERAL MEETING CHANGES
The Board of Directors of LandlordBC is pleased to share an important update regarding our Annual General Meeting (AGM). Beginning in October 2025, the AGM will be held in a fully virtual format to ensure all members across the province can participate easily and at no cost.
As part of this change, the in-person education program and tradeshow that were previously held alongside the 30-minute business portion of the AGM will no longer take place.
The board would also like to highlight the importance of attending the AGM.
We encourage you to support your association by attending the 2025 AGM on October 29, 2025, at 9:00 a.m. (virtual format). More information is available at www.landlordbc.ca/agm
FREQUENTLY ASKED QUESTIONS
What is an AGM?
An Annual General Meeting (AGM) is a meeting of members, led by the chair of the board. Directors and officers present reports, and members have the right to attend, speak, and vote.
ADVICE FOR LANDLORDS FROM THE GROUND UP
• Residential Tenancy Branch
• Evictions
• Landlord/Tenant Disputes
• Construction and Repair Claims
• Strata Disputes
• Judicial Reviews
• Lease Drafting and Reviews
• Applications for Rent Increases
CALL ALEX J. CHANG
LESPERANCE MENDES LAWYERS
550-900 Howe Street, Vancouver BC
Phone: 604-685-3567 Email: AJC@LMLAW.CA
Why are AGMs held?
• They are a legal requirement.
• To conduct official business (elections, financials, bylaw changes).
• To provide members an opportunity to engage with the board.
What business is covered?
• Amendments to bylaws or articles
• Election of Directors
• Review of audited financial statements
• Appointment of the auditor
• Amendments to Rules (if applicable)
Why attend?
1. Accountability – Elect directors, ask questions, and hold the board responsible.
2. Information – Hear reports on performance, finances, and future direction.
3. Support – Help LandlordBC meet quorum requirements so business can proceed.
What if I can’t attend?
You may vote by proxy. A proxyholder (who must also be a LandlordBC member) can attend and vote on your behalf. The proxyholder has the same rights as the member who appointed them, however, a proxyholder must be a LandlordBC member. LandlordBC makes proxy form available to each member well in advance of the AGM via our e-newsletter.
How does voting work?
Decisions require a simple majority (50% + 1). Voting will be conducted securely through the virtual AGM platform.
HUNTER’S HINTS
Navigating Digital Evidence in Tenancy Disputes
By Hunter Boucher, Vice President, Operations, LandlordBC
Digital evidence is playing a bigger role than ever in the Residential Tenancy Branch (RTB) dispute resolution process. Landlords and tenants can submit documents, photos, videos, and other records electronically, as long as they follow the RTB’s rules on formats and file sizes. To keep things fair, both sides need to make sure the other can actually open and review the files. That usually means confirming access in advance, which gives arbitrators confidence that everyone had a chance to see the evidence before the hearing.
That said, digital evidence hasn’t always made life easier for landlords. Until recently, landlords had to confirm receipt with every single tenant they served. In practice, that meant filling out the Digital Evidence Details form (RTB-43) to show the other party could access the files. For a typical dispute with one or two tenants, this was more of an annoyance than a real barrier, and landlords could usually switch to another service method without too much hassle.
But when it came to Additional Rent Increase for Capital Expenditures (ARI-C) applications in large buildings, this same requirement quickly turned into a nightmare. Having to repeat the same confirmation for dozens, or even hundreds, of tenants created piles of paperwork without really improving fairness in the process. LandlordBC raised this concern with the RTB policy team, and as a result, on September 16, 2025, the Rules of Procedure were updated so landlords applying for an ARI-C no longer have to submit an RTB-43 form for each tenant.
Landlords using digital evidence in an ARI-C should still provide tenants with the option of receiving the evidence in another format, such as printed copies, if digital access isn’t practical for them; it’s not enough to just share a digital link. Landlords
should clearly let tenants know, in writing, that alternate formats are available on request and keep documentation that this offer was made. Submitting that documentation to the RTB shows the arbitrator that tenants had a fair opportunity to access the evidence before the hearing. This simple step helps protect the integrity of the application and avoids unnecessary delays.
It’s important to note that this change to the RTB-43 form only applies to ARI-C applications. For all other types of disputes, landlords are still required to confirm that tenants can access the digital evidence as part of the process.
In the end, digital evidence does give landlords a lot of flexibility, but there are still rules to follow that go beyond just how the evidence is served. Arbitrators expect submissions to be well-organized, clearly labelled, and in accepted formats like PDF, JPEG, or MP4. If evidence is messy, incomplete, or unreadable, it risks being rejected and that can weaken an otherwise strong case. Landlords should make sure their evidence is clear, accessible, and backed up, and remember they need to keep exact copies for at least two years after the case wraps up.
Arbitrators may also question whether evidence is authentic and matches the original. To meet this standard, landlords
WHEN IT COMES TO VIDEO EVIDENCE, ARBITRATORS EXPECT IT TO
might need to testify themselves, rely on a third-party witness, or get agreement from the other side confirming authenticity. If authenticity is challenged, the landlord has the burden of showing the evidence is reliable, essentially proving that it’s more likely than not to be true.
When it comes to video evidence, arbitrators expect it to be a fair and accurate reflection of the facts, without any intent to mislead. The authenticity of the recording, the quality of both the picture and sound, and whether the video actually adds useful information to the case are all factors they’ll weigh. Videos that break privacy laws or were obtained improperly won’t be accepted. Like all digital evidence, videos need to be authenticated before they can be considered. This can be done by the person who recorded it, someone who witnessed the recording, or another party who can speak to its accuracy. The key is being able to explain how, where, and when the video was made and confirm that it’s a true representation of events. Finally, make sure your video is clear and good quality, editing is allowed, but only if it doesn’t change or distort the facts.
If you’re sharing digital evidence through services like Dropbox, OneDrive, or Google Drive, make sure your sharing settings are correct. Under Rule 3.10.6, tenants should only be able to view or download files, not edit them. This keeps the evidence secure and avoids headaches for the arbitrator. If you send a link that allows editing, the arbitrator may choose not to consider that evidence at all. The best practice? Always double-check your settings and stick to read-only links so there’s no doubt about the authenticity of your documents.
As a final tip, if you’re submitting digital evidence, take a moment to double-check that each file you plan to use meets the RTB’s requirements. Policy Guideline 42 lays out accepted formats and file size limits, and anything outside of those parameters could be rejected. A quick review before you file can save a lot of frustration later, and it ensures your evidence will actually be considered at the hearing. Think of it as a last line of quality control, making sure all your digital ducks are in a row.
ACCESS CONTROL KEY FOB
Vandelta Communication Systems Ltd.(VDC)
Christopher Rae (604) 732-8686 vandelta.com
ACCOUNTING
D&H Group LLP
Arthur Azana (604) 731-5881
dhgroup.ca
Smythe LLP
Daniel Lai (604) 687-1231 smythecpa.com
ADVERTISING - VACANCIES
Yardi Breeze Premier
Jasmin Rodas (800) 866-1124 yardibreeze.ca
AIR CONDITIONING
Lambert Plumbing and Heating Ltd
Youhann Semov (604) 734-0890 lambertplumbing.ca
ADVERTISING & PROMOTION
Places4Students.com
Laurie Snure (866) 766-0767
Places4Students.com
APPLIANCE - RENTALS
Coinamatic Canada Inc.
Lyle Silverstein (604) 270-8441 coinamatic.com
Penguin Appliances
Sales & Services Inc.
Harb Sangha (604) 451-4411 penguinappliances.ca
APPLIANCE - SALES & SERVICE
Penguin Appliances
Sales & Services Inc.
Harb Sangha (604) 451-4411 penguinappliances.ca
3rd Gen Barons Holdings (Formerly Trail Appliances)
Catherine Maxwell (604) 838-3385 trailappliances.com
Coinamatic Canada Inc.
Lyle Silverstein (604) 270-8441 coinamatic.com
APPRAISAL - INSURANCE
Normac
Nicole Daniels (604) 221-8258 normac.ca
ASBESTOS REMOVAL
BMS Plumbing & Mechanical Systems Ltd.
Tamara Merchan (604) 253-9330 bmsmechanical.com
Lambert Plumbing and Heating Ltd
Youhann Semov (604) 734-0890 lambertplumbing.ca
BUILDING ENVELOPE
ATRIA Building Solutions
Wojtek Ulasewicz (604) 837-8813 atriaconstruction.ca
CONCRETE WORK
Garpy Concrete & Restoration Ltd.
Claudio Pineda (604) 375-3017 garpyconcrete.com
Seal-Crete Restoration Ltd.
Claudio Pineda (604) 375-2017 seal-crete.ca
CONTRACTORS
BMS Plumbing & Mechanical Systems Ltd.
Tamara Merchan (604) 253-9330 bmsmechanical.com
Lambert Plumbing and Heating Ltd
Youhann Semov (604) 734-0890 lambertplumbing.ca
CONTRACTORS
RENOVATION & REPAIRS
KS Maintenance LTD
Teresa Cheung (604) 339-8223 ks-propertyservices.com
CREDIT REPORTS
RentCheck Credit Bureau
Brenda Maxwell (800) 661-7312 rentcheckcorp.com
DRAINAGE & SEWER
Lambert Plumbing and Heating Ltd
Youhann Semov (604) 734-0890 lambertplumbing.ca
DUCT CLEANING
Air-Vac Services Canada Ltd.
Brent Selby (604) 882-9290 airvacservices.com
ELECTRICIANS
Evanson Electric Ltd.
David Evanson (604) 657-7957 evansonelectric.com
ELEVATOR
Metro Atta Elevator Ltd
Preet Binning (604) 569-2977 metroelevator.ca
ENERGY EFFICIENCY & CONSERVATION
BC Hydro
To learn more about energy savings opportunities go to bchydro.com
FortisBC Energy Inc.
Mel Tugade (888) 224-2710 fortisbc.com
FRESCo Building Efficiency
Jordan Fisher (778) 783-0315 frescoltd.com
Yardi Breeze Premier
Jasmin Rodas (800) 866-1124 yardibreeze.ca
Wyse Meter Solutions
Bianca Rosales (800) 672-1134 wysemeter.com
ENGINEERS
FRESCo Building Efficiency
Jordan Fisher (778) 783-0315
frescoltd.com
Read Jones Christoffersen Ltd.
Jason Guldin (250) 213-2520
rjc.ca
ESTATE & SUCCESSION
PLANNING
Monarch Financial/ Manulife Securities Inc.
Richard Laurencelle (604) 681-2699
EV CHARGING STATIONS
Sparkle Solutions
Connie Goldman (866) 769-0680
sparklesolutions.ca
FIRE PROTECTION & MONITORING
Telus Communications Inc
Sarah Ballantyne (250) 310-3343 telus.com
FIRE PROTECTION, MONITORING & EQUIPMENT
Community Fire Prevention Ltd.
Jordan Kennedy (604) 944-9242 comfire.ca
Vancouver Fire and Radius Security
Angela Nottingham (604) 232-3473 vanfire.com
FLOORING AND CARPETING
Mira Floors Limited
Kevin Bergstresser (604) 856-4799 mirafloors.com
FOOD WASTE DISPOSER
Super Save Group of Companies
Danielle Johannes (604) 533-4423 supersave.ca
GAS SERVICES
Lambert Plumbing and Heating Ltd
Youhann Semov (604) 734-0890 lambertplumbing.ca
HEATING FUELS
Columbia Fuels
Chris Mallory (877) 500-4328 columbiafuels.com
INSURANCE
AC&D Insurance Services Ltd.
Robert ten Vaanholt (604) 985-0581 acdinsurance.com
Acera Insurance Services Ltd.
Mike Nichol (250) 519-2300
acera.ca
BFL Canada Risk and Insurance Services Inc.
Ajayvir (Ajay) Gill (778) 374-4125 bflcanada.ca/real-estate/
INTERCOM REPAIRS & INSTALLATION
Vandelta Communication Systems Ltd.(VDC)
Christopher Rae (604) 732-8686 vandelta.com
INVESTMENT & RETIREMENT PLANNING
Monarch Financial/Manulife
Securities Inc. Richard Laurencelle (604) 681-2699
LANDSCAPING - LAWN & GARDEN MAINTENANCE
BUR-HAN Garden & Lawn Care
Robert Hannah (604) 983-2687 bur-han.ca
LAUNDRY EQUIPMENT
LEASING AND SALES
Sparkle Solutions
Connie Goldman (866) 769-0680 sparklesolutions.ca
LEGAL SERVICES
Haddock & Company
Jessica McNeal (604) 983-6670 haddock-co.ca
Lesperance Mendes
Alex Chang (604) 685-3567 lmlaw.ca
Refresh Law
Oscar Miklos (604) 800-8096 refreshlaw.ca
MEDIA
MediaEdge Communications
Dan Gnocato (604) 549-4521 mediaedge.ca
MORTGAGE FINANCING
Citifund Capital Corporation
Derek Townsend (604) 683-2518
citifund.com
CMHC
Shiva Moshtari Doust (604) 737-4161 cmhc.ca
ONLINE PAYMENT SERVICE
Yardi Breeze Premier
Jasmin Rodas (800) 866-1124 yardibreeze.ca
PAINT SALES
Cloverdale Paint
Dave Picariello (604) 551-8083 cloverdalepaint.com
PAINTING SERVICE
Garpy Concrete & Restoration Ltd. Claudio Pineda (604) 375-3017 garpyconcrete.com
Remdal Painting & Restoration Inc.
Paul Maryschak (604) 882-5155 remdal.com
PEOPLE SEARCH
RentCheck
Credit Bureau
Brenda Maxwell (800) 661-7312 rentcheckcorp.com
PEST CONTROL
Assured Environmental Solutions
Brett Johnston (604) 463-0007 assuredenvironmental.ca
Solutions Pest Control Ltd.
Jason Page (604) 815-0093
PestSolutions.ca
PIPE LINING/ RE-PIPING
CuraFlo of Canada Ltd
Sanjiv Gupta (604) 298-7278 curaflo.com
Lambert Plumbing and Heating Ltd
Youhann Semov (604) 734-0890
lambertplumbing.ca
PLUMBING/HEATING/BOILERS
Allied Plumbing Heating LTD Lance Clarke (604) 731-1000 allied-plumbing.ca
BMS Plumbing & Mechanical Systems Ltd.
Tamara Merchan (604) 253-9330 bmsmechanical.com
Brighter Mechanical (604) 279-0901
brightermechanical.com
Cambridge Plumbing Systems ltd.
John Jurinak (604) 872-2561 cambridgeplumbing.com
CuraFlo of Canada Ltd
Sanjiv Gupta (604) 298-7278 curaflo.com
Lambert Plumbing and Heating Ltd
Youhann Semov (604) 734-0890
lambertplumbing.ca
Manna Plumbing Ltd.
Chris Kobilke (604) 710-3908 mannaplumbing.com
Montalbano Plumbing Services Ltd.
Andrea Giovanni (604) 444-0222 montalbano.ca
Xpert Mechanical & JK Lillie Ltd. Kerry West (604) 294-4540 xpert.ca
PRINTING
Citywide Printing Ltd
Gordon Li (604) 254-7187 citywideprint.com
PROPANE
Columbia Fuels
Chris Mallory (877) 500-4328 columbiafuels.com
PROPERTY MANAGEMENT
88West Realty Ltd
Caroline Yuen (604) 281-1828
88westrealtypm.com
8X Real Estate
Dustin Miller (778) 678-9815
8x.realestate
AA Property Management Ltd.
Aaron Leung (604) 207-2002
aaproperty.ca
Advent Real Estate Services Ltd.
Michelle Farina (604) 736-6478 rentwithadvent.com
Ami Dixon Property Management
Ami Dixon (604) 833-4144
Appelt Management Inc.
Ryan Gray (250) 980-3577
risemanagement.ca
Associa British Columbia, Inc.RHOME Property Management
Ilana Roberts (604) 591-6060 rhomepm.ca
Associated Property Management (2001) Ltd.
Rob Zivkovic (250) 712-0025 apmkelowna.com
Barbican Property
Management
Dragana Lazic (604) 424-8276 barbicanpm.ca
Bayside Property Services Ltd.
Lynda Creamer (604) 432-7774 baysideproperty.com
BentallGreenOak (Canada) LP
Candace Le Roux (604) 646-2814 bentallgreenoak.com
Birds Nest Properties
Alvin Cheung (604) 260-9955
birdsnestproperties.ca
Bodewell Realty Inc.
Myra Rajan (604) 633-5511 bodewell.ca
Brightside Homes
Ronald Singh (604) 684-3515 brightsidehomes.ca
Candid Management Group
Andi Pham (630) 475-7191 candidgroup.ca
Cape Group (424116 BC LTD.)
Misha Ratner (604) 788-9761 capegroup.ca
Casa Rental Management
Tammy Diego-Mott (604) 273-6801
Cathay Pacific Realty Ltd
Adelina Ko (604) 657-3783
Century 21 Energy Realty Ltd
Mike Buburuz (250) 785-0021
c21energymanagement.ca
Century 21 In Town Realty
Michael La Prairie (604) 685-5951
century21vancouver.com
Chard Property Group Ltd.
Renee St. Germaine (778) 800-1180
Cherry Creek Property Services Ltd.
Val Ketel (250) 427-7411
ccps.email
Cindy Hamel Personal Real Estate Corporation
Cindy Hamel (604) 807-1105
picketfencepmg.com
City2City Real Estate Services Inc
Rick Chen (778) 522-2163
CLV Group
Isra Alsalihiy (236) 808-2745 clvgroup.com
Copper Ridge Court
Vera Lloyd (250) 372-0829
Coronet Realty Ltd.
Aaron Best (604) 298-3235 coronetrealtyltd.com
Custom Realty Ltd.
Jolene Foreman (604) 916-6345 custom-realty.ca
Devon Properties Ltd.
Caroline Armstrong (250) 595-7000 devonproperties.com
Devonshire Properties
Nathan Kato (604) 879-7368 devonshire-inc.com
Dexter Realty/Dexter PM
Gurm Pandher (604) 869-8226 dexterrealty.com
Dorset Realty Group
Damien Roussin (604) 270-1711 dorsetrealty.com
DPM Rental Management Ltd.
Phillip Paull (604) 982-7051 DPMonline.ca
Eagleson Properties Ltd.
Katherine Eagleson (604) 879-1070 eaglesonproperties.com
EasyRent Real Estate Services Ltd.
Sharam Rafati (604) 662-3279 easyrent.ca
Eve Chuang Personal Real Estate Corporation
Eve Chuang (778) 881-9771 evechuang.com
First Service Residential Boon Sim (604) 683-8900 fsresidential.com
Four Seasons Property Management Ltd
Tanveer Sandhu (778) 322-1493
fourseasonsmgmt.ca
GMC Projects 2022 Inc. David Milne (604) 717-4477 gmcprojects.com
Greater Vancouver Tenant & Property Management Ltd.
Keaton Bessey (604) 398-4047 gvantpm.com
Green Door Property Management Ltd
Jayde Cooke (250) 345-2133 gdpm.ca
Greystar Samantha Poyner (604) 789-8978
Greystar Canada Property Management Services Ltd.
Renee St. Germaine (504) 512-6789 greystar.com
Gulf Pacific Property Management Ltd.
Sarah Roberts (604) 990-1500 gulfpacific.ca
GWL Realty Advisors
Residential Inc.
Lucy Gouveia (416) 552-5992 gwlraresidential.com
Hathstauwk Holdings Ltd.
Terra Turton (604) 272-7626
hathstauwk.com
Holywell Properties
Adam Major (604) 885-3460
holywell.ca
HomeLife Property Management BC
Nikki Sull (604) 644-4491 homelifepropertyrentals.ca
Hope Street Management Corp.
Alice Hua (604) 416-0042 hopestreet.ca
Hugh & McKinnon Realty Ltd.
Scott Higgins (604) 531-1909 hughmckinnon.com
Hume Investments Ltd.
Sally McIntosh (604) 980-9304 humeinvestments.com
Hunter McLeod Realty Corp.
Richard Anderson (604) 734-8860
hmrealty.bc.ca
Inmax Realty
Alex Ren (604) 364-8188 alexren.com
Kim Houlind Property
Management
Kim Houlind (778) 363-6881
kimhoulindpropertymanagment.com
L Bennett Consultants
Lolly Bennett (604) 307-3080
Lions Court Management Corp.
Tanja McLellan (604) 789-8978
Locarno
Riley Mari (604) 366-4111
Locke Property Management Ltd.
Lorne Dennis (250) 492-0346 lockeproperties.ca
Lookout Housing & Health Society
Lorissa Demoskoff (604) 620-0110
Lougheed Enterprises Ltd.
Andrew Statham (604) 980-0067
Macdonald Commercial R.E.S. Ltd.
Tony Letvinchuk (604) 736-5611
macdonaldcommercial.com
MacPherson Real Estate Ltd.
Rob MacPherson (604) 605-2534
cbmre.ca
Macro Properties
Imran Jivraj (250) 627-5003 macroproperties.com
Maple Leaf Property Management Apartments
Tim Damirov (604) 925-8215
Maude, MacKay & Co. Ltd.
Rod MacKay (604) 736-0181 maudemackay.com
Maxsave Real Estate Services
Linda Stacey (250) 640-3471 maxsave.bc.ca
Midwest Property Management
Tina Ding (604) 291-6878 rentmidwest.com
Minto Properties Inc
Lynne Bedard (613) 301-6097 minto.com
Mountain Town Properties Ltd
Jodie Ouimet (250) 368-7166
Mr. Christopher E Hughes, CCIM
Christopher Hughes, CCIM (604) 833-7922 realestatex.com
Northland Asset
Management
Debbi Nelson (778) 227-2870
northlandmanagement.ca
Oak West Realty
Yori Nakatani (604) 731-1400
Oakwyn Realty Ltd.
Arlene Chiang (604) 897-0458
oakwyn.com
Peninsula Property Management
Doug Holmes (604) 536-0220 rentinfo.ca
Peterson
Andrew Charney (236) 668-9895 petersonrentals.ca
Plandn Property Services Corp.
Matthew Li (604) 209-8066
Porte Realty Ltd.
April Funk (604) 732-7651 porte.ca
Prospero International Realty Inc.
Jeff Nightingale (604) 669-7733
prospero.ca
Quality Property Management
Real Estate Services Ltd
Marianne Miller (778) 878-7304 bcpropertyspecialist.com
Raven Property
Management Ltd.
George Holmes (250) 881-8866
RE/MAX City Realty
Dan Tsuji (604) 989-7474 rentlinkbc.com
RE/MAX City Realty Gibsons
Jason Ruck (604) 682-3074 coastrentals.ca
RE/MAX Crest Realty
Tom Wang (604) 897-3390
RE/MAX Rental Pros
Marlon Brass (250) 585-9445 remaxrentalpros.com
Re/Max Sea to Sky Real Estate Ltd.
Shankar Raina (604) 935-9071 remaxseatoskypm.com
Realstar
Steve Matish (416) 923-2950 realstar.ca
Red Door Management Corp
Lisa Biggin (778) 827-0377 reddoorpm.ca
Regius Group
Robert Boykiw regiussuites.com
RE/MAX City
Ken O’Donnell (604) 740-7652
RE/MAX Crest Realty
Aidin Ashkieh (604) 566-1010
Rent It Furnished Realty
Robson Souza (604) 628-3457 rentitfurnished.com
Rent Real Estate Group
Lucy Willcox PREC* (604) 737-8865
rentrealestateservices.ca
Reside Management
Ericko Toni (236) 429-6198 residemanage.com
Rize Alliance Properties Ltd.
Rebecca Mumford (604) 630-1645 rize.ca
Roboson Holdings Ltd.
Sarah Hill (604) 682-2088 rennie.com
S.A.H. Properties Ltd
Leslie Pomeroy (778) 230-3706
South Okanagan Property Management
Ashley Lutke-Schipholt (250) 485-9935
southokanaganrentals.com
Southland Mortgage Ltd.
Erik Hyatt (778) 674-7925
Strand Development
Kris Loncar (778) 386-0522
Sunden Management Ltd
Leah Ludwig (250) 376-0062
Sundenmanagement.com
Sunstar Realty Ltd.
David Mak (604) 436-1335
sunstarrealty.ca
Sutton West Coast Realty 120
Joseph T-Giorgis (604) 816-2928
Swift Realty Ltd.
Reza Khatami (604) 239-2144
swiftrent.ca
Tang and Kung Real Estate Group
Randal Kung (604) 787-1234
Townline Property Management Corporation
Kelly Hannah (604) 327-8760 townline.ca
Townsend Management
Don Townsend (250) 448-0242
Transpacific Realty Advisors Accounting Department (604) 873-8591 transpacificrealty.com
Tribe Management Inc.
Shelley Wittal (604) 635-5000 tribemgmt.com
Turner Meakin Management Company Ltd.
Brian Meakin (604) 736-7020
Unique Real Estate Accommodations Inc.
Nina Ferentinos (604) 984-7368
VADA Asset Management Inc
Michelle Farina (604) 416-3880 vadaam.com
Vancouver Property Management, VPM Group RE/MAX Farid Entezari (877) 633-7910 VPMGroup.ca
Vancouver Rental Group
Seva Roberts (604) 537-4399 vancouverrentalgroup.ca
Vantage West Realty Inc
Brenda Maxwell (250) 868-3151
Wealth Realty
Bill Mitsui (778) 986-7759 wealthrealty.ca
Wesgroup Properties
Annie Hui (604) 648-1800 wesgroup.ca
West Kootenay Rentals
Paula Owen (250) 359-5021
Wynn Real Estate Ltd.
Juhan Lee (604) 762-4200 wynnrealty.ca
Zhang’s International Holdings Ltd.
Lucy Liu (604) 418-7936
REAL ESTATE SALES
CBRE Limited
Lance Coulson (604) 662-5141 nationalapartmentgroupbc.ca
Goodman Commercial Inc.
Mark Goodman (604) 714-4790 goodmanreport.com
Macdonald Commercial R.E.S. Ltd.
Tony Letvinchuk (604) 736-5611 macdonaldcommercial.com
Macdonald Commercial R.E.S. Ltd.
Dan Schulz (778) 999-5758 bcapartmentinsider.com
REDEVELOPMENT
MANAGEMENT
IDS Group
David Adelberg (604) 245-9898 idsgroup.ca
RENOVATION & REPAIRS
BMS Plumbing & Mechanical Systems Ltd.
Tamara Merchan (604) 253-9330 bmsmechanical.com
Lambert Plumbing and Heating Ltd
Youhann Semov (604) 734-0890 lambertplumbing.ca
RE-PIPING
BMS Plumbing & Mechanical Systems Ltd.
Tamara Merchan (604) 253-9330 bmsmechanical.com
Brighter Mechanical (604) 279-0901 brightermechanical.com
Cambridge Plumbing Systems Ltd.
John Jurinak (604) 872-2561 cambridgeplumbing.com
Lambert Plumbing and Heating Ltd
Youhann Semov (604) 734-0890 lambertplumbing.ca
Manna Plumbing Ltd.
Chris Kobilke (604) 710-3908 mannaplumbing.com
ROOFING
Read Jones Christoffersen Ltd.
Jason Guldin (250) 213-2520 rjc.ca
ROOFING
Cambie Roofing Contractors
Paul Skujins (604) 261-1111 cambieroofing.com
SECURITY & INTERCOM SYSTEMS
Telus Communications Inc
Sarah Ballantyne (250) 310-3343 telus.com
Vandelta Communication Systems Ltd. (VDC)
Christopher Rae (604) 732-8686 vandelta.com
SOFTWAREPROPERTY MANAGEMENT
Pendo
Jodelene Weir (604) 398-4030 pen.do/partners/landlordbc
SUPPLIES - HARDWARE, BUILDING, MAINTENANCE Rona
Basil Sealy (604) 314-1366 rona.ca
Super Save Group of Companies
Danielle Johannes (604) 533-4423 supersave.ca
The Home Depot Canada Michael Lirangi (416) 571-8940 homedepot.ca/pro
ASSOCIATE MEMBERS/CORPORATE SUPPLIERS - VANCOUVER ISLAND
ACCOUNTING
D&H Group LLP
Arthur Azana (604) 731-5881
dhgroup.ca
Smythe LLP
Daniel Lai (604) 687-1231
smythecpa.com/
ADVERTISING – VACANCIES
Yardi Breeze Premier
Jasmin Rodas (800) 866-1124 yardibreeze.ca
ADVERTISING & PROMOTION
Places4Students.com
Laurie Snure (866) 766-0767
Places4Students.com
APPLIANCE - RENTALS
Coinamatic Canada Inc.
Lyle Silverstein (604) 270-8441 coinamatic.com
APPLIANCE - SALES & SERVICE
3rd Gen Barons Holdings (Formerly Trail Appliances)
Catherine Maxwell (604) 838-3385 trailappliances.com
Coinamatic Canada Inc.
Lyle Silverstein (604) 270-8441 coinamatic.com
APPRAISAL - INSURANCE
Normac
Nicole Daniels (604) 221-8258 normac.ca
ASBESTOS REMOVAL
BMS Plumbing & Mechanical Systems Ltd.
Tamara Merchan (604) 253-9330 bmsmechanical.com
CLEANINGCARPET & UPHOLSTERY
Island Carpet & Upholstrey Cleaning Inc.
Ron Gould (250) 590-5060 islandcarpetcleaning.ca
CONTRACTORS
BMS Plumbing & Mechanical Systems Ltd.
Tamara Merchan (604) 253-9330 bmsmechanical.com
CREDIT REPORTS
RentCheck Credit Bureau
Brenda Maxwell (800) 661-7312 rentcheckcorp.com/
DRAINAGE & SEWER
Callaway Plumbing and Drains Ltd.
Brett Callaway (250) 216-7159 callawayplumbing.ca
ELECTRICIANS
Rushworth
Electrical Services Inc.
Dustin Rushworth (250) 361-1231 rushworthelectric.ca
ELEVATOR
Metro Atta Elevator Ltd
Preet Binning (604) 569-2977 metroelevator.ca
ENERGY EFFICIENCY & CONSERVATION
BC Hydro
To learn more about energy savings opportunities go to bchydro.com
FRESCo Building Efficiency
Jordan Fisher (778) 783-0315 frescoltd.com
FortisBC Energy Inc.
Mel Tugade (888) 224-2710 fortisbc.com
Wyse Meter Solutions
Bianca Rosales (800) 672-1134 wysemeter.com
Yardi Breeze Premier Jasmin Rodas (800) 866-1124 yardibreeze.ca
TELECOMMUNICATIONS
Telus Communications Inc
Sarah Ballantyne (250) 310-3343 telus.com
UTILITY SUB-METERING
Enerpro Systems Corp.
Andrew Davidson (604) 982-9155 enerprosystems.com
WASTE/ RECYCLING
Super Save Group of Companies
Danielle Johannes (604) 533-4423 supersave.ca
Waste Connections of Canada Inc.
Tomas Hansen (604) 834-7578 WasteConnectionsCanada.com
WATERPROOFING
Read Jones Christoffersen Ltd. Jason Guldin (250) 213-2520 rjc.ca
WINDOW - REPLACEMENT/ INSTALLATION/RENOVATION A1 Windows Roque Datuin (604) 777-8000 a1windows.ca
Centra Windows Andrew Anderson (888) 534-3333 centrawindows.com
Retro Teck Window Wilfred Prevot (604) 291-6751 retrowindow.com
ENGINEERS
FRESCo Building Efficiency
Jordan Fisher (778) 783-0315 frescoltd.com
Read Jones
Christoffersen Ltd.
Jason Guldin (250) 213-2520 rjc.ca
FIRE PROTECTION & MONITORING
Telus Communications Inc
Sarah Ballantyne (250) 310-3343 telus.com
FIRE PROTECTION, MONITORING & EQUIPMENT
Vancouver Fire and Radius Security
Angela Nottingham (604) 232-3473 vanfire.com
Rushworth Electrical Services Inc.
Dustin Rushworth (250) 361-1231 rushworthelectric.ca
FLOORING AND CARPETING
Mira Floors Limited
Kevin Bergstresser (604) 856-4799 mirafloors.com
FOOD WASTE DISPOSER
Super Save Group of Companies
Danielle Johannes (604) 533-4423 supersave.ca
GAS SERVICE
Callaway Plumbing and Drains Ltd.
Brett Callaway (250) 216-7159 callawayplumbing.ca
HEATING FUELS
Columbia Fuels
Chris Mallory (877) 500-4328 columbiafuels.com
INSURANCE
AC&D Insurance Services Ltd.
Robert ten Vaanholt (604) 985-0581 acdinsurance.com
Acera Insurance Services Ltd.
Mike Nichol (250) 519-2300 acera.ca
BFL Canada Risk and Insurance Services Inc.
Ajayvir (Ajay) Gill (778) 374-4125 bflcanada.ca/real-estate/
LEGAL SERVICES
Haddock & Company
Jessica McNeal (604) 983-6670 haddock-co.ca
Lesperance Mendes
Alex Chang (604) 685-3567 lmlaw.ca
Refresh Law
Oscar Miklos (604) 800-8096 refreshlaw.ca
MEDIA
MediaEdge Communications
Dan Gnocato (604) 549-4521 mediaedge.ca
MORTGAGE FINANCING
Citifund Capital Corporation
Derek Townsend (604) 683-2518 citifund.com
CMHC
Shiva Moshtari Doust (604) 737-4161 cmhc.ca
ONLINE PAYMENT SERVICE
Yardi Breeze Premier Jasmin Rodas (800) 866-1124 yardibreeze.ca
PAINT SALES
Cloverdale Paint
Dave Picariello (604) 551-8083 cloverdalepaint.com/
PEOPLE SEARCH
RentCheck Credit Bureau
Brenda Maxwell (800) 661-7312 rentcheckcorp.com/
PIPE LINING/ RE-PIPING
CuraFlo of Canada Ltd
Sanjiv Gupta (604) 298-7278 curaflo.com
PLUMBING/HEATING/BOILERS
BMS Plumbing & Mechanical Systems Ltd.
Tamara Merchan (604) 253-9330 bmsmechanical.com
Callaway Plumbing and Drains Ltd.
Brett Callaway (250) 216-7159 callawayplumbing.ca
Cambridge Plumbing Systems Ltd.
John Jurinak (604) 872-2561 cambridgeplumbing.com
CuraFlo of Canada Ltd
Sanjiv Gupta (604) 298-7278 curaflo.com
PRINTING
Citywide Printing Ltd
Gordon Li (604) 254-7187 citywideprint.com
PROPANE Columbia Fuels
Chris Mallory (877) 500-4328 columbiafuels.com
PROPERTY MANAGEMENT
460 Property Management Inc.
Carol Buck (250) 591-4603 460pm.com
AQP Management
Sophie Bekes (778) 966-7277 aqpmc.com
Abingdon Moore Realty
Marilyn Koehle (778) 421-8797
Advanced Property Management & Real Estate
Lorri Fugle (250) 338-2472 advancedpm.ca
Associated Property Management (2001) Ltd.
Rob Zivkovic (250) 712-0025 apmkelowna.com
BentallGreenOak (Canada) LP
Candace Le Roux (604) 646-2814 bentallgreenoak.com
Brown Bros Agencies Limited
Drew Storey (250) 385-8771 brownbros.com
Century 21 Queenswood
Chris Markham (250) 477-1100 century21queenswood.ca
Chard Property Group Ltd.
Renee St. Germaine (778) 800-1180
Clover Residential Ltd. (Formerly Duttons)
David Logan (250) 383-7100 cloverresidential.com
Colyvan Pacific Property Management
Jodi Levesque (250) 754-4001 colyvanpacific.com
Colliers
Grant Evans (250) 414-8373 collierscanada.com
Complete Residential Property Management
Dennie Linkert (250) 370-7093 completeresidential.com
Coronet Realty Ltd.
Aaron Best (604) 298-3235 coronetrealtyltd.com
Devon Properties Ltd.
Caroline Armstrong (250) 595-7000 devonproperties.com
DFH Real Estate Ltd.
Megan John (250) 477-7291
Equitex Realty Ltd.
Joe Bellows (250) 386-6071 equitex.ca
Greenaway Realty Ltd.
Kirsten Greenaway (250) 216-3188 greenawayrealty.com
Greystar Canada Property Management Services Ltd.
Renee St. Germaine (504) 512-6789 greystar.com
Hugh & McKinnon Realty Ltd.
Scott Higgins (604) 531-1909 hughmckinnon.com
Hume Investments Ltd.
Sally McIntosh (604) 980-9304 humeinvestments.com
JKS Realty & Property Management
Jason Kahl (250) 391-8484 jksrealty.ca
Lookout Housing & Health Society
Lorissa Demoskoff (604) 620-0110
Macdonald Commercial R.E.S. Ltd.
Tony Letvinchuk (604) 736-5611
macdonaldcommercial.com
Minto Properties Inc
Lynne Bedard (613) 301-6097 minto.com
Northland Asset Management
Debbi Nelson (778) 227-2870 northlandmanagement.ca
Pemberton Holmes Property Management Ltd.
Claire Flewelling-Wyatt (250) 478-9141 thepropertymanagers.ca
Peterson
Andrew Charney (236) 668-9895 petersonrentals.ca
Porte Realty Ltd.
April Funk (604) 732-7651 porte.ca
Proline Management Ltd.
Adam Taylor (250) 475-6440 prolinemanagement.com
Prospero International
Realty Inc.
Jeff Nightingale (604) 669-7733
prospero.ca
Quality Property Management
Real Estate Services Ltd
Marianne Miller (778) 878-7304 bcpropertyspecialist.com
Raven Property Management Ltd.
George Holmes (250) 881-8866
Re/Max Sea to Sky Real Estate Ltd.
Shankar Raina (604) 935-9071 remaxseatoskypm.com
Richmond Property Group Ltd
Jean McKay (250) 388-9920 richmondproperty.ca
Royal LePage Coast Capital Realty (250) 477-5353 atriumpropertymanagement.ca
Royal LePage Nanaimo Realty
Brenda Gilroy (250) 760-2234 royallepagenanaimo.ca
S.A.H. Properties Ltd
Leslie Pomeroy (778) 230-3706
Sanpra Real Estate Inc
Siddharth Jain (250) 813-1961 sanpra.ca
Strand Development
Kris Loncar (778) 386-0522
TPM Properties
Debbie Hunt (250) 383-7663
Tribe Management Inc.
Shelley Wittal (604) 635-5000 TribeMgmt.com
Turner Meakin Management
Company Ltd.
Brian Meakin (604) 736-7020
View Royal Apartments
Karen Freeland (250) 812-5061
Widsten Property Management
Steve Widsten (250) 753-8200 islandrent.com
REAL ESTATE SALES
CBRE Limited
Lance Coulson (604) 662-5141 nationalapartmentgroupbc.ca
Colliers
Grant Evans (250) 414-8373 collierscanada.com
Goodman Commercial Inc.
Mark Goodman (604) 714-4790 goodmanreport.com
Macdonald Commercial R.E.S. Ltd.
Tony Letvinchuk (604) 736-5611 macdonaldcommercial.com
RENOVATION & REPAIRS
BMS Plumbing & Mechanical Systems Ltd.
Tamara Merchan (604) 253-9330 bmsmechanical.com
RE-PIPING
BMS Plumbing & Mechanical Systems Ltd.
Tamara Merchan (604) 253-9330 bmsmechanical.com
Callaway Plumbing and Drains Ltd.
Brett Callaway (250) 216-7159 callawayplumbing.ca
Cambridge Plumbing Systems Ltd.
John Jurinak (604) 872-2561 cambridgeplumbing.com
ROOFING
Read Jones Christoffersen Ltd.
Jason Guldin (250) 213-2520 rjc.ca
SECURITY & INTERCOM
SYSTEMS
Telus Communications Inc
Sarah Ballantyne (250) 310-3343
telus.com
SOFTWARE - PROPERTY MANAGEMENT
Pendo
Jodelene Weir (604) 398-4030 pen.do/partners/landlordbc
SUPPLIES - HARDWARE, BUILDING, MAINTENANCE
Rona
Basil Sealy (604) 314-1366 rona.ca
Super Save Group of Companies
Danielle Johannes (604) 533-4423 supersave.ca
The Home Depot Canada Michael Lirangi (416) 571-8940 homedepot.ca/pro
TELECOMMUNICATIONS
Telus Communications Inc
Sarah Ballantyne (250) 310-3343 telus.com
UTILITY SUB-METERING
Enerpro Systems Corp.
Andrew Davidson (604) 982-9155 enerprosystems.com
WASTE/ RECYCLING
Super Save Group of Companies
Danielle Johannes (604) 533-4423 supersave.ca
Waste Connections of Canada Inc.
Tomas Hansen (604) 834-7578
WasteConnectionsCanada.com
WATERPROOFING
Read Jones Christoffersen Ltd.
Jason Guldin (250) 213-2520 rjc.ca
WINDOW - REPLACEMENT/ INSTALLATION/RENOVATION A1 Windows
Roque Datuin (604) 777-8000 a1windows.ca
Centra Windows
Andrew Anderson (888) 534-3333 centrawindows.com
Retro Teck Window
Wilfred Prevot (604) 291-6751 retrowindow.com
Sign up to get exclusive reliable rental housing intelligence
Four iconic heritage buildings 140–150 West 10th Avenue, Vancouver
Restored income property with value-add potential. 2.5 blocks to Vancouver City Hall.
List $10,000,000
Chestnut Court Apartments
5262 Ladner Trunk Road, Delta
28-unit apartment building on a large 41,334 SF lot – steps to Ladner shopping mall. Dev. potential.
List $8,300,000
Stratified investment property
2928 Commercial Drive, Vancouver
30 large strata units (2-bed/2-bath, 817 SF avg) in the Kensington-Cedar Cottage neighborhood.
Sold $11,900,000
Landmark Chateau 2225 Triumph Street, Vancouver
Extensively updated 42-suite townhouse complex in Cedar Cove. Ocean, mountain & city views.
List $22,200,000 (5% cap rate)
The Station at Thomas Rd 46180 Thomas Road, Chilliwack
Two newer 5-storey buildings with 160 market rentals on a 3.04-acre site. Leasehold interest.
List $66,500,000 (4.5% cap rate)
Granville Towers
8770 Granville Street, Vancouver
48-suite Marpole apartment building on a massive 26,692 SF corner lot (250’ × 107’).
Sold $12,200,000
The Station on Mellard 46060 Mellard Avenue, Chilliwack
Brand-new 5-storey 40-suite apartment building in Chilliwack Proper neighbourhood. 0.72-acre lot.
List $16,750,000 (4.2% cap)
Royal Villa 15158 Royal Avenue, White Rock
30-suite meticulously maintained apartment building with unobstructed ocean views.
List $8,975,000 (4.7% cap rate)
The Inverness 1325 Pendrell Street, Vancouver
Well-maintained 20-suite apartment building located in Vancouver’s West End.
Sold $4,900,000