CALGARY INFLUENTIAL WOMEN IN BUSINESS LIFETIME ACHIEVEMENT AWARD WINNER LORRAINE MITCHELMORE ON HER CAREER JOURNEY
Today, more than ever, feedback, word-of-mouth and reputation are important. It’s why “Calgary’s condo game changer” and “All the lifestyle comforts and amenity luxuries possible” are just some of the recent reactions to Arris Residences, the stunning, state-of-the-art and exceptional 41-storey condo tower at 530 3 Street SE in Calgary.
The respected reputation for quality and design, the innovative and community-centric long-term vision, and the acclaimed track record for building vibrant neighbourhoods in desirable areas, are all vital aspects of the 50+ year Bosa Development success story.
“Ultimately it’s all about lifestyle,” says the upbeat Robert Marchand, vice president of Bosa Development Sales and
home with every detail of superior craftsmanship and precision, combined with fabulous amenities.
“In many ways, Arris is unique and a Calgary first,” he adds with enthusiasm. “It defines the uncompromising Bosa Development focus and commitment that a home is where you live, work and play. And the Arris Residences are home!”
It is the vital East Village location, in the heart of one of Calgary’s most dynamic and desirable areas. It is the design, the features and the exceptional touches. The bright openness of the 337 spacious layouts, and the remarkable 25,000+ square feet of in-house amenities. They all make Arris unique.
Marchand is positive and upbeat about the designs and layouts of the one- and two-bedroom homes, as well as the game-changing focus on quality of life and lifestyle.
Arris Residences is a combination of comfortable condos and enjoyable amenities. The fully equipped gym. The expansive indoor pool, sauna and steam room. Private study rooms. The relaxing indoor and outdoor social lounges, complete with a chef-inspired kitchen. The sprawling outdoor greenspace, the outdoor BBQ area and even a dedicated outdoor dog park. And the distinction of being the first residential development with the convenience of the 80,000-square-foot Real Canadian Superstore right downstairs.
The rave-review feedback is a testimonial. The premium fitness and social spaces outshine the most exclusive private clubs, and the facts confirm that Arris has the largest amenity space of any residential Calgary highrise.
Studies show that in major Canadian cities developers tend to compromise and sacrifice condo size for enhanced amenities. Calgary’s Arris Residences is different!
A key part of the Bosa Development focus for a safe and enjoyable condo lifestyle is modern, spacious layouts and a vast amenity space, without compromises.
The Arris specialness is an example of the Bosa Development approach to quality and value of contemporary condo living. “It defines the gateway to downtown Calgary,” Marchand says with excitement and pride. “It is an achievement of smart-growth housing, where people can live, work and play in proximity. A lifestyle which contributes to people’s overall happiness, health and well being.”
QExperts are forecasting a promising picture for Calgary in 2024 amidst a backdrop of economic growth, sustained oil and gas prices and continued strength in employment sectors. Additionally, interest rates are predicted to begin drop by Q4 with some anticipating a rate of 4% by the end of the year. In 2024, Calgary experienced an increase in home prices, a trajectory unlike other major Canadian cities. The allure of Calgary shines brightly with a higher median household income, continued employment growth, and a relatively affordable housing market compared to other provinces. This sets the stage for a dynamic and exciting 2024. Here’s an insightful glimpse into what lies ahead for Calgary’s real estate market.
Inter-provincial migration to Alberta hit record highs in 2023. Employment opportunities, economic growth, and a higher median household income attracted Canadians to move to Alberta. Also, relative affordability was a major reason for the influx of people. To put it into perspective, the average price of a property in Calgary in 2023 was $539,313, compared to $1,168,700 in the greater Vancouver area and $1,127,426 for the greater Toronto area. Additionally, there is no provincial sales tax and no land transfer tax in Alberta making purchasing a home here even more attractive. Migration is expected to continue to be strong in 2024, with the Calgary Real Estate Board predicting 52,000 people moving into the Calgary area. That works out to approximately 20,000 additional buyers searching for a home in the city.
The supply of newly constructed homes is not at a level that balances out migration rates. This scarcity, reminiscent of the conditions observed last year, will persist throughout 2024, maintaining seller’s market conditions.
Prices are expected to increase, but not at the same pace we experienced in 2023. Demand for entry-level detached homes and properties in lower price brackets will remain robust, propelled by a persistent quest for affordability. This pursuit will continue to steer buyers towards alternatives such as duplexes, townhomes and apartments. Properties above $1 million are not likely to see the same pressure on pricing. Increasing sales and prices will be primarily driven by elevated migration rates and a diminishing inventory of homes.
With international migration into Calgary also on the rise, rental properties will continue to be in demand, translating to higher rental prices. Although not ideal for renters, this climate is favourable for prospective buyers considering investing in rental properties. When compared to Vancouver and Toronto, the Calgary real estate market offers a notable margin of profit between the asking rent and monthly mortgage payment, further enhancing its appeal to discerning investors.
COUGAR RIDGE | $2,695,000
PRIDDIS GREENS | $1,950,000
Nestled on a serene cul-de-sac with sweeping views, this opulent home is a true marvel. A foyer with soaring ceilings leads to a formal living room, complemented by a cascading fountain, while the coffered ceiling of the dining room adds to the elegance. The family room offers comfort and splendid vistas, accompanied by a fireplace and built-in cabinets. The kitchen is a chef’s paradise, boasting high-end appliances and a caterer’s/spice kitchen. Ascend the curved staircase to a bonus room with a fireplace and stunning views. The primary bedroom is a lavish retreat with a fireplace, walk-in closet, and a spa-like ensuite. Three additional bedrooms each offer private ensuites. The walk-out basement features a spacious games area, family room, wet bar, exercise room, and a theatre with snack bar. Indooroutdoor living is seamless with expansive decks offering river and city views, a hot tub and fire pit area. Walking trails at your doorstep and proximity to prestigious schools add to the appeal. A triple garage with access to the lower level and an extra single garage cater to your practical needs. Welcome to a home where opulence meets comfort.
Welcome to luxury within Hawks Landing. As you enter, a double-height panelled foyer offers a tantalizing glimpse into the space. A grand sitting room with a striking fireplace sets the tone for cozy family gatherings. Adjacent, the living room French doors open onto a sprawling deck, offering captivating views of the 14th Tee Box of the Priddis Greens Golf Course. The formal dining area contains a wine cellar and server’s pantry and the chef’s dream kitchen is complete with a Viking 6 burner gas range with double ovens. Upstairs, the primary bedroom is a haven of comfort, featuring a balcony, an ensuite with a steam shower, freestanding tub, and his & her walk-in closets. The second bedroom offers comfort with its own ensuite while bedrooms three and four share a Jack and Jill bathroom. The bonus room has been set up as a theatre for family movie nights. A large recreation area bathed in sunlight can be found in the the walk-out basement, along with a wet bar, two additional bedrooms and a sizeable gym. The four car garage offers ample space. This home invites families to create lasting memories in a sanctuary of unmatched elegance on Priddis Greens.
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This double-sized condominium within a gated community has spectacular views of the city skyline. Upon stepping through the double French doors, you’re embraced by a spacious living room with expansive windows and an inviting fireplace. Adjacent, an elegant formal dining area is ideal for hosting celebratory feasts. A generously appointed kitchen, complete with a central island is a culinary haven suitable for home chefs. A versatile den/office is perfect for working from home. The primary bedroom boasts a sitting area, balcony access, and an ensuite with dual vanities, jetted bathtub, and a spacious walk-in closet. A secondary bedroom is the perfect sanctuary for guests and the flex room could effortlessly transform into a hobby room or third bedroom depending on your needs. One of this condo’s best features is the covered balcony, an outdoor haven of over 500 SF. Additional conveniences include 2 underground parking stalls, a party room, and a rentable guest suite. This property is a haven for snowbirds seeking a seasonal residence without sacrificing square-footage.
Since the 1990s, Alison Davie watched her parents launch and grow North Paddock Farms. They started with sugar beets but in 2000, the farm began growing potatoes. Inspired, Davie obtained an agribusiness degree with the intent to run the farm someday.
“Someday” came sooner than anticipated.
Davie’s parents moved to Nicaragua to work with La Semilla Ministries’ agri-development program. While her parents come back annually to help Davie and her team with the harvest, at 23-years old she and her husband Michael assumed ownership and control of running North Paddock Farms.
“That definitely came with some challenges; it was a few bumpy years in the beginning,” she reminisces.
At a time when many people their age were still figuring out their life’s path, they suddenly had a business to run and employees to manage – full-time.
That wasn’t the only adjustment. The Davies took over in 2013 and shortly after disaster struck, making 2014 North Paddock Farms’ worst harvest on record.
“We had eight inches of rain in the fall and then a killing frost. All harvest we were battling mud and rot. Once harvest was done, we turned around and started washing and shipping right away. I still remember sitting on top of a pile of potatoes with my husband and a few of our key employees thinking, ‘What can we do?’”
Compounding the issue was something all too familiar for the women-led business. People tended to overlook Davie, discount her thoughts and trying to go over her head to talk to her father. Despite being raised in the business and being familiar with the farming community, it took some time to gain acceptance and to have her voice heard.
“It takes a little while for people to warm up to you when you’re young and also a woman,” she says. “People weren’t really sure how to take me at first. However, as people got to know me and what I can bring to the table, it got easier over time. I decided to just focus on being the best farmer I could be and everyone else could just ‘get over it.’
Her skills, leadership, team and success with the farm rapidly helped the naysayers ‘get over it,’ and so did W by ATB, the financial institution’s initiative dedicated to powering possibilities for women in business. W by ATB delivers gender-intelligent practices, solutions and services designed to overcome gender bias across industries.
“I choose to work with W by ATB because my relationship manager, Ryan, likes to come out and understand our operation. Every farm is unique and because he’s been to the farm so often, he knows our crops, our cash flow cycles and our family dynamics,” says Davie. “Since he wants to understand us, we want to work with him. I also appreciate how ATB brings awareness and understanding to the challenges that women face in business.”
She continues, “Additionally, ATB empowers me by helping me have a successful business. I want to run a profitable farm with my husband and with our crew. ATB gives us access to timely funding and that’s a big part of how we succeed because I might need to act quickly on land or equipment as the opportunity arises.”
Despite weather challenges, North Paddock’s potato acres have doubled and the Davies have diversified the farm. In addition to the signature potato crop, North Paddock also grows timothy hay, seed canola, wheat, flax, faba beans and garlic.
Davie also champions the role of local, Alberta crops and their importance in the provincial, national and international food chain.
In 2023, the agri-food sector accounted for 10 per cent of Alberta’s international merchandise exports, amounting to $17.7 billion. Alberta ranks third in agricultural product exports in Canada, following Ontario and Saskatchewan. The province leads in potato and barley production, ranks second in wheat and canola production and holds the top position in beef production.
The primary agriculture sector contributed $6.8 billion to Alberta’s real GDP in 2022, while food and beverage manufacturing generated $4.2 billion. The agri-food sector’s economic impact surpasses several other industries, including information and cultural industries, accommodation and food services, utilities and arts and recreation.
Approximately 75,000 individuals were employed in primary agriculture and food and beverage manufacturing in 2022, representing 3.1 per cent of Alberta’s total employment. The Camrose-Drumheller region notably exhibits a higher proportion, with primary agriculture accounting for approximately 10 per cent of total employment.
Moreover, in 2023, food manufacturing in Alberta yielded over $2 billion monthly, constituting more than 23 per cent of the province’s manufacturing sales. With an annualized revenue of $24 billion, Alberta possesses the third largest food and beverage manufacturing sector in Canada, trailing behind
Davie helps consumers locally and abroad understand the importance of Alberta agriculture, and she does this, in part, by leveraging social media. Her modern approach shows short but impactful, punchy messages combined with colourful photos on Facebook and Instagram that immediately grab and hold attention. From veggie close ups to important information like the value of snow packs for irrigation, from conference coverage to showing off farm tech and instruments, the North Paddock Farms’ social feeds are fun, engaging and educational.
That is not the only way Davie helps promote the importance of Alberta agriculture. She encourages initiatives to inspire and support more women entrepreneurs to attend
“I’d love to see continued support for women to access training, attend conferences and other growth activities. I have attended the Advancing Women in Agriculture conference in the past and I found it a great encouragement for stepping outside my comfort zone and networking with likeminded individuals.”
Davie has overcome it all from a trial-by-fire start in the world of business to gender-based obstacles and even facing down the uncontrollable challenge of bad farming weather. Through it all she took each hurdle and turned it into a building block, growing and nurturing a diverse farm that provides local employment, shines as an example of a successful women-led business and champions Alberta agriculture to the world. With partners like her husband, team and W by ATB by her side, she invites you to watch and see what grows next at North Paddock Farms.
Learn more on Facebook and Instagram (@northpaddockfarms) and learn more about W by ATB at atb.com/womeninbusiness.
ATB is pleased to present a 2024 profile series on the businesses and people who are facing challenges head-on to build a strong Alberta.
TOP: MICHAEL DAVIE, ALISON DAVIE AND ATB RELATIONSHIP MANAGER, RYAN KWIATKOWSKI.
UNIVERSITY DISTRICT has flourished into a thriving northwest community with a bustling Retail Main Street that runs along University Avenue NW lined with more than 30 restaurants, shops and services now open.
Mindfully designed with a people-first approach, this award-winning community offers convenient access to groceries, restaurants, coffee shops, fitness studios, salons, specialty stores, a hotel and cinema – all located within walking distance. Experience the diverse Retail Main Street at University District. Life works here.
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After enjoying several days of golf in warm Arizona, I returned home to hear about people hand shoveling their driveway five times a day after the heaviest snowfall of the season. I must admit I felt no guilt that I had coincidently escaped this event. But I couldn’t help wondering if this was part of that ‘existential climate emergency’ we have been warned about that has led to paying for substitutes to ‘plastic bags’ and ‘single use utensils.’ Why did I think the emergency was to be all about the sun, supposedly too much sun, and high temperatures that led to what appeared to be cloud seeding before I left for Arizona?
The Globe and Mail carried an Andrew Coyne article that headlined ‘Canada is no longer one of the richest nations on the Earth’ as our GDP had suffered further decline in the fourth quarter of 2023. We ‘dodged a recession’ for the time being. Coyne further stated the economy is growing slower than the population which accounted for the decline in our living standards.
2023 wasn’t the most comfortable time for Prime Minister Trudeau – nor for Canada – for too many reasons, and 2024 isn’t starting out to be much better! New challenges, along with ‘skeletons stepping out of the closet’ seem to occur daily. In 1981, Canada ranked sixth among OECD countries and has now dropped to 15th. Among the richer countries, and according to Coyne, we are on our way to becoming one of the poorer and the only way out is faster growth. This is the crisis – not the climate! Our net federal debt i at $1.2
trillion and provincial debts are around $800 billion. We also have similar unfunded liabilities in the Canada Pension Plan and relatively fewer people of working age. His article goes on to suggest that deterioration is due to an extraordinary decline in business investment in Canada among other reasons. For example, Calgary based pipeline Enbridge alone has just announced slashing six per cent of its workforce due to difficult business conditions. I wonder why fossil fuel companies for instance would want to invest more money in a country where they are basically being accused of causing the end of the world. Just ask Ministers Guilbeault and Wilkinson!
Also, in the news is mention of a federal government proposed ‘Online Harms Act’ as Bill C-63 that is not about anything online but could create offences under the Criminal Codes as motivated by hate. This could be simply what someone could deem to be hate speech, like sign slogans during political rallies, dark comedy or even ‘hate thought.’ I’m not sure who is able to read thought, but worse yet, these ‘so-called offences’ could lead to penalties up to life imprisonment, criminal conviction for mischief or confinement to home with an ankle bracelet, a curfew and other ridiculous punishment. Another bill C-367 is being debated that could tie religious speech to hate speech also with a threat of jail time. Petitions ‘galore’ are circulating on the internet.
Canadians need to grow a spine – and fast!
recently finished the book “Calling Bullshit” written by Carl T. Bergstrom (2020), a professor of Biology at U of Washington. The premise of the book is awareness of how much misinformation there is in our now data driven world.
Bergstrom who normally writes about epidemiology, evolution, medicine and science shares how often statistics, patterns and odds are misrepresented to benefit a special interest or sway a select group.
If you take the time to digest the messages in this book, it teaches us some simple concepts about critical thinking that we should be able to execute without difficulty.
Yet these days, we are getting further and further away from using forethought. We regularly rely on referred knowledge, trusting sources that are presumed accurate (but not verified) to make our decisions, rather than use our gift of critical thinking skills. BTW, social media is a force multiplier allowing for deceptive information to appear and disappear like a ghost.
Yah, we all hear it, “things are moving so fast, we don’t have time to think.” That is exactly the problem. Today’s disposable mentality has moved past the concept of fast fashion, to fast strategy. Wear it once and throw it away has become “try it and toss it.” This is a great waste!
Now don’t let me sound like a slow poke. I completely agree with fast idea to market strategies such as prototyping in the field. This sort of go-to market strategy has been highly effective in many industries, including tech, oil and gas, and even medical.
But there is a difference between prototyping and waste. Good critical thinking and prototyping is brilliant and will mainstream innovations quickly. Lack of critical thinking is nothing more than a “garbage in and garbage out” process for failure.
Considering critical reasoning such as game theory, strategic thinking, and awareness of reasonable outcomes are the opposite of the “garbage in and out” process.
Critical thinking starts with a simple question: “Does this make sense?” It is followed by a 5-W assessment to determine value and then a go or no-go decision. It is not rocket science. It is simply good basic blocking-and-tackling process management that in this writer’s opinion, seems to be lost a lot these days.
In this future world of AI, machine learning and reliance on data to make our decisions, critical thinking skills are going to be the number one value and performance expertise. It’s kind of like toilet paper. Its value is completely ignored, until you find yourself needing a roll.
Teach these skills in your management, operations, finance and sales teams. Your organization will benefit and gain.
Diverse new retailers include University District’s first flower shop and a tanning and wellness studio.
University District continues to develop its thriving Retail Main Street located along University Avenue N.W. with the addition of five new retailers, all expected to open later this year. Among the exciting additions to Calgary’s award-winning community include Flowers and Beyond, Bronze Baxx, Pho Pham, Swish Oral Care and Sunnyhill Pediatric Clinic.
University District is currently home to more than 2,000 residents and boasts over 30 shops and services on its Retail Main Street. Upon completion, the neighbourhood will span across 200 acres, with more than 40 acres of greenspace offering residents a convenient lifestyle with everything they need within walking distance of their home.
Says Novy Cheema, president and CEO of University of Calgary Properties Group, “We warmly welcome these new retailers and services to our growing community. Each addition brings a unique offering and enhances the convenience of University District by providing a diverse spectrum of shops and services available within walking distance, further establishing University District as a prime destination to live, work and play.”
Flowers and Beyond will be the first flower boutique to call University District home. Says owner Elena Mansour, “A few years ago I asked myself what I wanted to do with my life and decided to open a flower shop. Soon after, I got a job at another local shop to learn the business and now I couldn’t be more excited to be fulfilling my dream by opening my own shop in University District.”
Bronze Baxx will be the first tanning and wellness studio to open in the community. This will be their eighth location, with existing stores throughout Calgary, Edmonton and Airdrie. Owner Rachel Husted says, “We specialize in more than just sunbeds and spray tanning, with other services including infrared sauna, lymphatic massage with the Ballancer Pro, our hydration station and red-light therapy. We are thrilled to be joining the energetic community of University District and to start serving new clients.”
Pho Pham will offer delicious Vietnamese cuisine to University District, and they have a great story to tell.
Owner Lan Dang Pham, originally from Vietnam, came to Canada as a refugee in 1992 to escape war and poverty in her home country. After working for many years in Vietnamese restaurants, she saved enough money to open her own. In 2005, Lan opened Pho Pham’s sister restaurant, Pho Hoan Pasteur and has since opened multiple Vietnamese restaurants around the city. This new location in University District will be the second Pho Pham location.
Says Pham, “When designing our new location, we wanted to highlight one of our favourite cities in Vietnam, Hoi An, which is known for its thousands of colourful lanterns that illuminate the streets. We are hoping to create this same magical atmosphere in our newest location, honouring our home country and giving our guests the opportunity to embrace our rich Vietnamese heritage.
Also coming to U/D is Swish Oral Care, an innovative dentistry clinic offering a patient-centred service that focuses on a fear-free experience. Many people might recognize the clinic from this viral Tik Tok that helped make the demand for their unique experience skyrocket overnight.
Says Adam Jiwani, co-founder of Swish Oral Care, “When deciding where to open our highly anticipated second location, University District was an easy number one choice. We see University District as one of Calgary’s most intentional, innovative and community-minded neighbourhoods, a perfect fit as our next home.”
Founded in 1990, Sunnyhill Pediatric Clinic has been providing pediatric patients with quality medical care from birth to adolescence for decades. With a team of 10 pediatric physicians, Sunnyhill Pediatric Clinic will be moving its existing practice to University District.
Of the new retailers, Flowers and Beyond, Bronze Baxx and Sunnyhill Pediatric Clinic are expected to open this spring, while Pho Pham and Swish Oral Care are anticipated to open this summer.
For more information about University District, visit http://www.myuniversitydistrict.ca/.
Enbridge announced on March 7, the closing of its acquisition of The East Ohio Gas Company (“EOG”) from Dominion Energy, Inc. The gas utility will be doing business as Enbridge Gas Ohio and will join Enbridge’s Gas Distribution and Storage Business Unit.
EOG is a premier single-state utility, serving over 1.2 million customers across more than 400 communities in Ohio, with key locations in major metropolitan areas. The gas utility has a robust portfolio of assets, including over 22,000 miles (over 35,400 kilometres) of transmission, gathering and distribution pipelines, underground storage, and interconnections to multiple interstate pipelines and large natural gas producers.
“The addition of a strong Ohio-based gas utility company is a great strategic fit for Enbridge. It further diversifies our business and enhances the stable cash flow profile of our assets,” said Michele Harradence, Enbridge executive vice president and president, Gas Distribution and Storage. “Natural gas utilities have long useful lives and are ‘musthave’ infrastructure for providing safe, reliable and affordable
energy. This gas utility will help blend and extend our cash flow growth outlook through the end of the decade by adding a steady, regulated investment that supports our long-term dividend profile. With this acquisition, Enbridge has all four of its business units represented in Ohio, providing further value-add opportunities. We welcome EOG and its employees into the Enbridge family of companies and look forward to building long-term productive relationships with all stakeholders in Ohio and continuing to offer Ohio customers the same safe, reliable service they are accustomed to.”
The closings of the purchases of Questar Gas Company and its related Wexpro companies (collectively, “Questar”) and the Public Service Company of North Carolina, Incorporated (“PSNC”), respectively, are expected to occur following the receipt of required regulatory approvals applicable to each gas utility and are not cross-conditioned. The acquisitions of Questar and PSNC are on track to close in 2024. EOG is expected to contribute more than 40 per cent of the total annualized EBITDA from the three gas utilities Enbridge has agreed to acquire from Dominion.
A safe and enjoyable downtown is everybody’s business!
It’s why the City has invested $1.9 million to help seven downtown civic partners achieve community safety, crime prevention and intervention, as well as connecting people who experience vulnerabilities with more needed resources.
The grant targets are the Calgary Public Library, Arts Commons, the Contemporary Calgary Arts Society, the Fort Calgary Preservation Society, the MNP Community Sports Centre, TELUS Convention Centre and the Vecova Centre for Disability Services and Research. The important funding will help boosts safety projects like lighting, additional security staff, the presence of surveillance cameras and more.
“Our civic partners provide important programs and services in the downtown core and near transit, and they contribute to the vibrancy and the enjoyment of our downtown,” explains Lori Kerr, Calgary’s manager of Major Partners.
“The City’s $1.9 million investment will strengthen their focus and their efforts by providing more resources for the essential services necessary to the popular downtown Calgary public places safe and reliable for visitors, customers, residents and all Calgarians.”
It’s unanimous. The City’s recent grant is welcomed, appreciated and, unfortunately, very necessary.
In Calgary, as in most major urban areas, risks to public safety in the downtown core continue a difficult and urgent issue. Concerns over social disorder and crime in Calgary’s downtown core and along LRT lines, have escalated in recent years and prompted not only concerns but a range of responses, including provincial funding to add police patrols and task forces working to find effective solutions.
Last year, after Calgary Police Service data showed violent crime in the city’s downtown spiked by more than 7.5 per cent than the previous five-year average, a Calgary task force was formed. Their assignment was to examine social
disruption and security issues facing the downtown core, partly created by the 2014 economic downturn as well as the subsequent pandemic disruptions. The task force recommended solutions for downtown safety.
Two years ago, Calgary’s Citizen Perspective Survey showed that 83 per cent of respondents said they felt safe walking alone downtown in daylight hours. By last year, the number fell to 35 per cent. The survey also reported that 77 per cent of respondents urged that more police or peace officers were needed in the core.
Lori Kerr notes that this latest Civic Partner Community Safety Grant Program is just one of several city investments, strategies and plans which Council has initiated to improve Calgary’s downtown safety.
“The $1.9 million grant is just the latest boost,” she adds. “It is in addition to other recent public safety-related funding, like the City’s Public Transit Safety Strategy, increased CCTV surveillance, upgraded lighting on CTrain platforms and the recruitment of 65 new transit peace officers.”
ABOVE: LORI KERR, CALGARY’S MANAGER OF MAJOR PARTNERS.
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n the dynamic landscape of business, where adaptability is essential and uncertainty is the norm, one critical aspect often relegated to the backburner is succession planning.
Highlighted by a 2022 Canadian Federation of Independent Business survey, a mere nine per cent of companies have a concrete succession plan in place, a statistic that serves as a stark wake-up call, as noted by Eleanor Culver, president of Real HR. Culver emphasizes that this figure is not just a number; it is a call to action for businesses of all sizes to prioritize the long-term sustainability of their operations.
Richardson Wealth Limited portfolio manager/investment advisor Tricia Leadbeater agrees and says that planning is important for both large and small companies, for different reasons.
“A clear plan for succession in a larger company provides confidence to customers, staff and the board in the longterm strategy. In smaller private corporations, such as dental practices, succession planning is intricately linked with estate planning. Successors and executors require clear guidance regarding intentions, debt resolution and the allocation of tangible and intangible assets. This clarity facilitates the business owner’s understanding of both short- and longterm business objectives,” explains Leadbeater.
‘Succession planning’ is more than a buzzword; it is a strategic necessity. Assistant professor, Strategy & Global Management at the Haskayne School of Business Phillip Davidson likens it to an internal insurance policy, providing stability during unforeseen leadership transitions. But it goes beyond mere continuity; succession planning ensures the
right leadership is in place to steer the company towards its future goals. “Succession planning is about finding someone not just to keep the wheels turning but to propel the organization forward.”
When it comes to succession planning, there is no ‘one-sizefits-all’ approach. Davidson says it is a meticulous process, highlighting the importance of “assembling the right team and clearly defining the attributes and skills needed in potential successors.” From family businesses to corporate giants, the selection of successors demands a delicate balance of personal dynamics and professional acumen.
Culver identifies some key reasons why succession planning is critical to any business:
• Continuity: a succession plan ensures that businesses can operate smoothly during an unexpected departure or retirement, preserving their vision and preventing disruptions.
• Minimized disruption: without a succession plan, confusion and conflict may arise regarding who will take over the business, leading to disruptions in operations, loss of key employees and a decline in business value.
• Preserved value: a well-thought-out succession plan preserves the value of a business by ensuring a smooth transition of leadership, which is crucial if there are plans to sell the business or pass it on to family members.
• Employee morale: a succession plan boosts employee morale by providing clarity and stability regarding the future of the business, showing that leaders care about the longterm success of the company and its employees.
• Legal and financial considerations: a succession plan addresses legal and financial considerations such as estate planning, tax implications and ownership transition, ensuring everything is handled correctly.
When it comes to implementation and determining the involved parties, Davidson points out that, “Succession planning is a process, not a person. You’re laying out how you will identify the right person, what the desired attributes of this person are when it is foreseen to occur (if known), and how much you can afford to invest in both the process, and ultimately, the selected candidate.”
WHEN IT COMES TO SUCCESSION PLANNING, THERE IS NO ‘ONE-SIZE-FITSALL’ APPROACH. DAVIDSON SAYS IT IS A METICULOUS PROCESS, HIGHLIGHTING
THE IMPORTANCE OF “ASSEMBLING THE RIGHT TEAM AND CLEARLY DEFINING THE ATTRIBUTES AND SKILLS NEEDED IN POTENTIAL SUCCESSORS.”
He adds, “When transitions hit unexpectedly, often the focus shifts to finding someone capable and available to step in on short notice to avoid chaos that can be triggered by the absence of leadership. This will accomplish the objective but may not be the type of person that forethought would identify as having the capabilities to advance the company rather than save it from self-destruction.”
Davidson lays out four important steps to succession planning:
1. Determine who is part of the team that is charged with developing this plan.
2. Determine the skills and characteristics of the individual you are seeking.
3. Determine the resources the firm has available to acquire a successor.
4. Identify potential targets that meet the criteria.
“Much of the implementation depends on when the plan is generated. If the plan is being created in response to a sudden need, your timeline is rather short. If you have done this planning in advance, you open the door to a much wider
ABOVE: PHILLIP DAVIDSON, ASSISTANT PROFESSOR, STRATEGY & GLOBAL MANAGEMENT, HASKAYNE SCHOOL OF BUSINESS.
It’s true! You never get a second chance to make a first impression. “So, it better be good,” says the savvy Calgary owner of Calgary Mat & Linen.
A venerable Calgary establishment, locally owned and operated for 35 years, prioritizes comprehensive linen cleaning services throughout the year. While acknowledging the necessity of commercial mat rentals and mat sales for businesses year-round, Calgary Mat & Linen’s core focus lies in expertly maintaining the pristine appearance of linens in various settings.
Their staff, well-versed in the nuances of linen care, understand the pivotal role these items play in enhancing businesses’ image and ambiance. From tablecloths and napkins to linens for restaurants, weddings, banquets, clinics, hotels and other hospitality establishments, the company’s dedication to year-round linen cleaning underscores its unwavering commitment to excellence.
“In addition to important cleanliness and hygiene factors, people do notice,” he says. “The fresh and clean look and feel of clean linens is so important.”
What they clean is as important as how they clean. Efficiently and professionally clean aprons, coveralls, work wear, sheets and pillowcases as well as sports gear, blinds, drapes and curtains are also parts of the unique Calgary Mat & Linen specialty.
The Calgary Mat & Linen service is built on attentive and professional service relationships. And the impressive growth of the hard-working and successful Calgary company is a reflection of its commitment to client-centric values.
“Responsiveness. Professionalism. Quick turnaround times. Reliability. Customer respect. And fair pricing. It is the core of what we do and how we do it,” he adds.
The company is uncompromisingly customer focused. By prioritizing fast and high-quality linen services, the company caters to the often time-sensitive needs of wedding planners, caterers, hotels and clinics.
For 35 years, Calgary Mat & Linen has earned an exceptional reputation, evolved its services and transitioned from a popular Calgary area dry cleaner to a sought-after provider of linen and other commercial cleaning services.
Its commitment and the company’s success extend to a sense of pride about its professional services, timely responsiveness, a fleet of delivery vehicles and courteous drivers who ensure timely deliveries, and solid business relationships built on competitive pricing, transparent billing and invoices and statements that are easy to read and understand.
“We don’t use contracts,” he points out. “Amazing customer service is what retains our clients.” The owner also emphasizes the importance of personalized customer feedback, to continually refine and improve services. “Our five-star website rating is a testimonial to our unwavering dedication to reliable customer service and getting it right the first time.”
range of potential candidates – recognizing the availability to perform due diligence on checking them out while grooming them for the role,” says Davidson.
Effective succession planning is a process that requires careful consideration and time investment.
According to Jim Rea, a partner with MNP’s Private Enterprise group in Calgary and the firm’s Regional Succession Services leader, many businesses find themselves unprepared due to inadequate planning. “By initiating planning years before exiting, you can ensure that you don’t leave valuable wealth on the table when you transition out of your business. This proactive approach ensures alignment with both the company’s future objectives and the owner’s personal goals.”
Leadbeater concurs and says, “My recommendation would be to start early. Depending on the structure of a company and the types of assets being sold, finding the best successor takes time.”
Yet, despite the best-laid plans, unforeseen circumstances can throw a wrench into even the most meticulously crafted succession strategies. Health setbacks or sudden demise can disrupt the transition process, leading to uncertainty and confusion. It is important to have clarity regarding roles and obligations, ensuring a seamless handover of responsibilities.
Differentiating between business planning and succession planning is key says Leadbeater. “While business planning focuses on current operations and growth, succession planning is about ensuring the continuation of the organization’s legacy beyond the current leadership. It is not just about finding a replacement; it is about safeguarding the values, vision and culture that define the business.”
The consequences of neglecting succession planning can be dire, warns Culver. “Operational disruptions, loss of key talent, conflicts among stakeholders and diminished business value are just some of the repercussions. Additionally, legal and financial issues can compound these challenges, leading to a negative impact on the company’s reputation and bottom line.”
Another obvious complication, according to Davidson, is selecting the wrong successor. “Often, we chase a shiny new leader because they look good in their current context, without considering how they will function in our context.
LEADBEATER SAYS, “MY RECOMMENDATION WOULD BE TO START EARLY. DEPENDING ON THE STRUCTURE OF A COMPANY AND THE TYPES OF ASSETS BEING SOLD, FINDING THE BEST SUCCESSOR TAKES TIME.”
Consider things like corporate culture, leadership styles (directive or collaborative), ability to learn and understand the fundamentals of your business.”
Rea highlights that business owners rarely get the opportunity to transfer or sell their business more than once. Consequently, any decision made in this regard carries a high risk of error. Given the importance of the ultimate and most valuable transaction involving the business, avoiding failure becomes imperative.
Davidson points out another common challenge: leaders often gravitate towards selecting replicas of themselves. However, this approach may not always be optimal, regardless of whether the current leader is effectively fulfilling their role. “This can be mitigated by having a waterfall succession map shared at each level,” says Davidson, “so that peers can provide insight and recommendations into the names that show up on the internal succession map and leaders can guide their subordinate leaders on how to mentor their potential successors.”
Succession planning is an ongoing process that requires careful consideration and strategic foresight. By prioritizing succession planning, businesses can safeguard their continuity, preserve their legacy and thrive in an everevolving marketplace.
ABOVE: TRICIA LEADBEATER, RICHARDSON WEALTH LIMITED PORTFOLIO MANAGER/INVESTMENT ADVISOR.
While the close-to-Calgary fun and relaxation real estate markets – like Canmore and Sylvan Lake, and even Osoyoos, Kelowna and the Shuswap – are impacted by mostly different factors than Calgary’s conventional urban and suburban real estate market, the basics and the dynamics are similar.
Details like inflation, mortgage rates, benchmark prices, inventories and listings to sales ratios are common to both.
But close-to-Calgary recreational properties also deal with some unique speedbumps and variables. The consequences of floods, droughts, disastrous forest fires and the public perception which often translates into consumer confidence or consumer jitters.
Despite the past 18 months or more of scary and tragic TV news reports about the fires and wafting smoke from B.C. and last fall’s horrendous, 139-square-kilometre McDougall Creek wildfire which evacuated 10,000 people from beautiful Kelowna, and the public concerns and perceptions, the unfortunate situations haven’t affected the close-to-Calgary property prices or the demand.
If anything, from the Shuswap, Osoyoos, Canmore to north of Calgary in Sylvan Lake, recreational property demand is high, supply is low and prices are spiked.
According to Drew Betts, associate broker and REALTOR® with Royal LePage Solutions, serving Canmore and Banff, neither the air quality from the drifting smoke, the graphic
news coverage of wildfires or the year or so rollercoaster of hiked Canadian mortgage rates have impacted the recreational property market, particularly in the consistently hot Canmore and Shuswap areas.
“To this point, the fires and the smoke have not really had an affect,” he says. “And mortgages don’t really have much of an effect on second homes in recreation property markets. In fact, the trends and numbers are positive.
“Benchmark prices in all segments are up at a minimum 40 per cent, while inventory is unfortunately still down about 60 per cent.”
Recreational real estate specialists explain that Canada’s recreational markets have slowed and, now that COVID disruptions are in the distant rearview mirror, they are returning to more traditional seasonal sales patterns.
Also, Canadian interest rate hikes have less of an impact on the recreational market than homes in urban situations, because families typically put more money down and borrow less for second properties.
But overall inflation, combined with a severe lack of recreational property inventory, has dampened sales in most popular areas.
For example, Betts points out that a majority of property transactions in Canmore are made without financing, so the higher interest rates have not dissuaded most homebuyer hopefuls from making purchases. It also means Canmore homeowners are much less likely to rent out their home, not needing to offset otherwise increased borrowing costs.
Realtors in most close-to-Calgary recreational areas echo that buyers are willing to wait for the right property, a sharp contrast to what the market experienced during the pandemic, when many buyers scoured and competed for listings not far from Calgary’s great outdoors.
According to year-to-year numbers and comparisons to other popular cottage areas like Osoyoos and Sylvan Lake, Canmore is definitely a recreational property template and a bit of a high-end anomaly.
While most mountain towns in Canada are seeing decreases in average home prices, recreational housing prices in
ACCORDING TO BETTS, NEITHER THE AIR QUALITY FROM THE DRIFTING SMOKE, THE GRAPHIC NEWS COVERAGE OF WILDFIRES OR THE YEAR OR SO ROLLERCOASTER OF HIKED CANADIAN MORTGAGE RATES HAVE IMPACTED THE RECREATIONAL PROPERTY MARKET, PARTICULARLY IN THE CONSISTENTLY HOT CANMORE AND SHUSWAP AREAS.
Canmore are continuing to surge. Betts cites the most recent Royal LePage Recreational Property Report, that the sales volume of Canmore’s recreational real estate market continues to revert back to pre-COVID norms, and the double-digit price gains during the height of the pandemicfueled market boom have somewhat subsided.
Market conditions favour the seller in most segments, and are inching slowly towards a balanced market.
The RLP Report crunches Canmore numbers to track that the median price of a single-family detached home for the first 10 months of 2023 increased 9.6 per cent year over year
ABOVE: DREW BETTS, ASSOCIATE BROKER AND REALTOR® WITH ROYAL LEPAGE SOLUTIONS
to $1,707,300, while the median price of a condominium increased 4.3 per cent to $696,900.
Canmore is tremendously popular with recreational property shoppers, despite a reputation for being one of the priciest markets close to Calgary. Besides, today’s benchmark Canmore prices pale in comparison to 2021, when the median price for a single-detached Canmore home leaped 25 per cent from $985,900 to $1,234,000.
Experienced recreational market realtors and cottage/ cabin ownership trending also shows a demographic shift in the market.
Statistics Canada highlighted the fact that the Canadian population is changing, due to Baby Boomers getting older and immigration boosting numbers in the younger generations. The changes are translating into shifts in the
labour market, services to seniors, the consumption of goods and services, as well as housing and investing in recreational properties.
In fact, for the first time since the end of the baby boom, Boomers – who were born between 1946 and 1965 – now make up less than a quarter of Canada’s population.
In most aspects of Canadian life, it’s Gen X’s turn. Last year’s ReMax Cottage Trends Report showed that Gen Xers (aged 43 - 58) are driving demand in 91 per cent of surveyed recreational property markets. And more that 51 per cent of Canadians who owned recreational property were motivated by the chance to pass their real estate assets down to children or other family members.
Although close-to-Calgary recreational properties don’t usually go through the flux and trends of Calgary’s
STATISTICS
CANADA ALSO HIGHLIGHTED THE FACT THAT THE
CANADIAN POPULATION IS CHANGING, FAMILIES ARE CHANGING AND FAMILY
PRIORITIES ARE CHANGING. FAMILIES ARE DIFFERENT. HOME LIFE IS DIFFERENT. WORK LIFE IS DIFFERENT. WORKFROM-HOME OPTIONS ARE DIFFERENT. EVEN THE CALGARY COMMUTE IS DIFFERENT.
conventional, suburban markets, in various ways, hotspots like Canmore are ‘a different kettle of fish.’
The Agricultural and Recreational Land Ownership Act limits foreign ownership of agricultural and recreational land in Alberta. It allows foreigners to develop factories, residential subdivisions and recreational properties but restricts how much land they can buy.
Drew Betts points out that, for the last couple of decades, Canmore’s zoning laws have restricted short-term rentals to specific areas. It is why the area hasn’t faced the same supply challenges as other areas and other provinces, with an influx of investor-owned properties.
Whether it’s Canmore, Sylvan Lake, the Shuswap, Osoyoos, Nakamun Lake or beyond, recreational properties for lifestyle enjoyment as well as long term investment value are key factors.
“Waterfront properties and access to water remain a top priority for buyers and because there is a limited amount of waterfront land available, waterfront or near-waterfront properties remain in high demand.
“The pandemic has driven a desire for all things outdoors. In Canmore, and most popular cottage areas, there is low availability for rentals, campsites and resorts. People want to get away from the stress of city-life and enjoy the cottage lifestyle. Cottages bring families together.”
Statistics Canada also highlighted the fact that the Canadian population is changing, families are changing and family
priorities are changing. Families are different. Home life is different. Work life is different. Work-from-home options are different. Even the Calgary commute is different.
Savvy recreational property experts also mention that the changing market demos are also transforming the Calgary wants, needs and expectations about buying getaway properties.
A recent recreational property trending survey showed that:
• Technology and the pervasive work-from-home (WFH) trend is redefining recreation properties.
• 33 per cent of recreational property buyers prioritize cell phone reception and internet access.
• 15 per cent of buyers think “on the water” means private access, although it is likely near a public beach.
• 13 per cent say water source (well or lake) is an essential factor.
• Sometimes overlooked recreational property musthaves include basics like snow removal on roads, garbage and recycling services access, and regulations regarding motorized watercraft.
• Location relative to utilities and facilities is important. Can the property be accessed year-round? Are there nearby hospitals or stores?
Experienced realtors underscore that those and other important factors affect not only recreational property usage and enjoyment, but also resale value.
ADVOCATES SAY MUCH IS BEING DONE TO IMPROVE DOWNTOWN SAFETY, BUT ITS ONLY THE TIP OF THE ICEBERG
BY JAMIE ZACHARYDavid Wallach has seen first-hand the reasons behind escalating safety concerns in downtown Calgary.
For more than two decades, the owner and broker of Barclay Street Real Estate and his team have operated out of the company’s offices on the corner of Eighth Avenue and 3rd Street S.W.
In recent years, he’s had an increasing number of employees reporting incidents ranging from harassment to being physically attacked – often occurring just steps away from their office both before and after work.
IN RECENT YEARS, WALLACH HAD AN INCREASING NUMBER OF EMPLOYEES REPORTING INCIDENTS RANGING FROM HARASSMENT TO BEING PHYSICALLY ATTACKED – OFTEN OCCURRING JUST STEPS AWAY FROM THEIR OFFICE BOTH BEFORE AND AFTER WORK.
“And those are just the things we hear about,” he says. “We never used to have these issues. It’s turning into extreme behaviour, and it’s scaring a lot of people away from wanting to be down here.”
Wallach is not alone. Public concerns about safety in the core continue to be an ongoing issue for Calgary. In the City’s 2023 Citizen Perspective Survey, 94 per cent of Calgarians say City Hall should be doing more to address safety issues in Calgary’s downtown.
For its part, the City created a Downtown Safety Leadership table last year to identify gaps and barriers to creating a safer downtown, while also finding “targeted and action-oriented” approaches to addressing public safety concerns.
The task force came back early this year with some initial recommendations that included bringing a police station back to downtown, 24-7 outreach services and immediate funding for specialized housing for people facing addiction and mental health challenges.
The final report is expected to be released to council this spring.
Calgary Downtown Association executive director Mark Garner, who co-chaired the task force, strongly advocates that the path to addressing safety concerns in the core will need to be multi-faceted, and deal with the root causes of safety concerns.
“It’s not a one-time thing, it’s an allthe-time thing,” he says.
To that end, while he advocates for a downtown police station, Garner believes Calgary cannot just enforce its way out of the current situation. As an example, he points to a threemonth pilot program last spring that saw Alberta Sheriffs join Calgary Police Service (CPS) officers on patrols through the inner city.
Operating from February 27 to May 31, the pilot sought to discourage crime in the Core through the presence of more uniformed officers who could better connect vulnerable communities with support services.
However, a CPS report released last fall found that the sheriff program did not result in a “marked decrease” in social disorder that would be expected during increased enforcement and patrols.
The report surveyed 76 downtown businesses and residential agencies. Many noted the perception of safety did not change, citing continued open-air drug use, generalized social disorder and safety concerns on public transit.
“The sheriff’s program was a good thing to increase visibility. Would I welcome it back? Sure, I would. But it’s part of a multipronged approach that needs to be implemented,” says Garner.
“You can’t enforce your way out of these problems. You’ve got to have wraparound services.”
Wallach agrees, adding, “you can’t have police on every street corner. We can’t afford it. It doesn’t make sense. It’s not the right solution. The solution is how to deal with the issue and to deal with the people who create the issue. It has to be a community solution, not a police solution.”
Garner says Calgary also needs to do a better job of addressing the perception of safety downtown.
“It’s the open consumption, the graffiti, garbage cans overflowing … these are the things that are going to be the immediate things that could address perception of safety issues,” he says.
In early 2023, the province provided $1 million to the Calgary Downtown Association to support projects meant to improve the overall cleanliness and safety of the Core. Garner notes much of those funds were put toward beautification projects such as power washing graffiti off buildings and general cleanup throughout downtown.
Garner credits the Alberta government for stepping up, but is calling on both the provincial and federal governments for continued support in tackling social disorder in downtown Calgary.
“Don’t get me wrong. The province did a great job. But I need a million dollars every year,” he says, adding that, “all three levels of government need to work together in a way they’ve never worked before.”
Arts Commons president and CEO Alex Sarian agrees with Garner in saying Calgary can’t do it alone.
“It has to be a team sport, but not just from all levels of government,” he says. “We also need to be able to have very sophisticated conversations between the public and the private sector. We need to engage the local business community … and create incentives for them to also have a vested interest in seeing the downtown thrive.”
Sarian believes revitalization efforts included in the existing downtown strategy will help in providing a backbone in the creation of safer spaces throughout the Core. Among several capital projects planned for the area is a $480-million expansion and modernization of Arts Commons located between 9th Avenue and 8th Avenue S.E.
SARIAN BELIEVES REVITALIZATION EFFORTS INCLUDED IN THE EXISTING DOWNTOWN STRATEGY WILL HELP IN PROVIDING A BACKBONE IN THE CREATION OF SAFER SPACES THROUGHOUT THE CORE.
The transformation, being led by the Calgary Municipal Land Corporation (CMLC), represents the largest cultural infrastructure project in Canadian history. It will include a new 200,000-square-foot performing arts facility, a reimagining of the adjacent Olympic Plaza and a complete modernization of Arts Commons’ existing building.
The first phase of construction is scheduled to begin in 2025.
“Anecdotally, we hear a lot about how people are worried about coming downtown. I mean, the data shows it,” says Sarian, “But what gives me great confidence is when those same people who are nervous about safety in the downtown are asked how it should be addressed, the number one option they put forward is increasing the vibrancy through programming, through retail, through food and beverage.”
One of the things that Sarian says he’s most excited about it is the recent addition of the Olympic Plaza redevelopment being included into that scope of the Arts Commons transformation project.
“One of the things we get to do is to curate a more comprehensive patron experience within the downtown core,” he says. “And it doesn’t just stop with us. It extends to the Glenbow Museum, the National Music Centre, the library … we’re starting to create this network of opportunities that will get Calgarians out and engaging and contributing to the vibrancy of our downtown.”
While Wallach is encouraged by the attention the issue is getting, he believes it’s going to take a lot more than just talking to resolve the systemic issues impacting safety in downtown Calgary.
“It’s not about another plan. It’s about execution. If we don’t start executing, it will just get worse,” he says.
Wallach goes a step further and says that sentiment should extend beyond downtown.
“I don’t know why we’re just focusing on downtown because I regularly hear about safety concerns in Kensington, East Village … many people aren’t willing to take the LRT from the 69th Street station or get off at Chinook because they feel it’s too dangerous. The issue is growing,” he says.
“So, we cannot just look at downtown. If we don’t solve the issue, the issue will just move somewhere else.”
Lorraine Mitchelmore’s career has been a journey of transformation. From humble roots in the coastal communities of Newfoundland and Labrador, Mitchelmore’s enthusiasm for adventure and growth has propelled her on a path of strong leadership, seen in her roles both with Shell and multiple boards across some of Canada’s largest companies.
As this year’s Lifetime Achievement Award winner of the Calgary Influential Women in Business (CIWB) Awards, presented by Axis Connects, Mitchelmore has done it all. Her diverse roles span scientist, businesswoman, leader, public policy proponent and women’s advocate, to name a few. Over the course of her career, Mitchelmore embraced each successive position with passion and an unwavering commitment to excellence.
Reflecting from her office in Calgary, Mitchelmore describes her 39-year journey which has brought her to today – she serves on the boards of Bank of Montreal, Suncor Energy, Cheniere Energy and the Alberta Investment Management Corporation, and on the advisory council for Advancing Women Executives.
Nonetheless, Mitchelmore never expected a Lifetime Achievement Award. “I was surprised and humbled when
I found out,” she admits. “Especially with all the incredible talent in Calgary.”
Hailing from Green Island Cove in Newfoundland, the young Mitchelmore had very little exposure to business. “Our community had a population of about 200 people, and very few pursued careers,” she reminisces. “Most people were in fishing, construction and trades. We had very little exposure to the broader world.”
At 16, she left home to attend university, first in Corner Brook and then at Memorial University in St. John’s. “I didn’t know what I wanted to do, except I knew I liked problem-solving and math,” she recalls. “I tried physics when I went to university and found I loved it. So I combined physics with geology due to my love of the outdoors, and pursued a geophysics degree.”
It was the mid-1980s when Mitchelmore secured a job with Petro Canada as a summer student and then again as a graduate in Calgary. This marked her initial foray into the oil and gas industry, and she was instantly hooked.
“However, that was in 1985, and a few months later the oil price crash came,” she recalls. “I got laid off my first year, which was quite an experience. But I knew I wanted to work
in energy and within weeks I was at Chevron. I was very lucky. And that’s where my career really started.”
An incredible training ground, Mitchelmore reflects on her time at Chevron where she was exposed to everything –including the world. “It was an international company where we would train in Houston facilitating all these different connections around the world,” she explains. “I became addicted to the international scene. It wasn’t very long before I wanted to go international.”
It was then, in 1990, that BHP came recruiting in Calgary, and offered Mitchelmore a job in Australia. She happily accepted and moved to Melbourne where she was exposed even further to the global scene. “I worked all over the world from Australia, they gave me incredible opportunities,” she says.
While in Australia, Mitchelmore also completed a master’s degree in geophysics: “I thought I’d be a geophysicist forever,” she chuckles.
After six years down under, Mitchelmore was promoted to a business leadership role based in London. “That was my first real leadership role,” she reminisces. “Having gained experience in technical, business and strategy by then, it was a natural step.”
From London, she worked in Angola and the Middle East. “While in London, I decided I actually really loved business, so I did a part-time MBA while I was there.”
After five years in London, Mitchelmore returned to Calgary in 2002. “I hadn’t planned on being overseas for 11 years, but once I had my daughter in London, I decided it was time
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to return to Calgary and reestablish family connections,” she says. “Then Shell offered me a job in Calgary.”
Mitchelmore would go on to spend 14 years at Shell, moving up the ranks to successive senior leadership roles. “I was fortunate to have great leadership roles, including starting the shale gas business for Shell Canada and then later after Royal Dutch took over Shell Canada in 2009, that role expanded to all of the Americas unconventionals. A short time later, I took on the additional role of Canada country chair, and then they asked me to lead the oilsands. By the end of 2015, I decided to retire because I felt I had achieved my career goals and I really wanted to take the time with my teenage kids while they still had time for us!”
During her time at Shell Canada, Mitchelmore says she developed an interest in the energy transition, innovation, public policy and Canada’s role in the low carbon economy.
Indeed, over the last eight years Mitchelmore poured her time and energy into shaping Canada’s energy future.
She joined the boards of several companies, while also chairing Resources of the Future Economic Strategy Table for the federal government. “From that work, it was clear that Canada excels at innovating, but is very poor at commercializing innovation. I knew we needed to create more scale up capital in Canada if we were going to succeed in the energy transition,” Mitchelmore notes. “I worked with the federal government and other great Canadian leaders to create a scaleup fund. It did not work out quite the way we envisioned, but the federal government did create the $15 billion Canada Growth Fund and a portion of that fund is allocated to scale up capital. This is very exciting, but there is so much more to do.”
“We need to build on our existing energy industrial base, decarbonize that, and from it, create technology companies that can be exported globally,” she continues. “We don’t have many global energy companies headquartered in Canada. So, I hope the next phase of energy will be more global for Canada than it has been in the past. Canada has so many opportunities.”
In addition to her work on decarbonization, Mitchelmore’s other recent passion is on diversity and women leadership.
MITCHELMORE
ALSO HIGHLIGHTS
AXIS CONNECTS, A NON-PROFIT BASED IN CALGARY, WHO PROVIDES INVALUABLE SUPPORT
TO WOMEN IN BUSINESS: “IT’S PUTTING THE SPOTLIGHT ON ACCOMPLISHED WOMEN MAKING THEM VISIBLE ROLE MODELS FOR OTHERS. I LOVE THE QUOTE: “IF YOU CAN SEE IT, YOU CAN BE IT”.
She is involved with an organization called Advancing Women Executives, put on by McKenzie’s.
“I’ve been passionate about women executives for a long time, but this has now become purposeful for me,” she says. “A group of former women executives started the program in Houston and then expanded to Western Canada. I joined this group as an advisor just over two years ago. We work with a group of about 25 women in Calgary and take them through a two-year program. It is the most rewarding thing I’ve ever done. You see these women at the beginning of the program, and they are so accomplished, yet so full of doubt. After learning together for two years, you just observe the growth in confidence at the end of the journey and that is just so rewarding.”
Mitchelmore also highlights Axis Connects, a non-profit based in Calgary, who provides invaluable support to women in business: “It’s putting the spotlight on accomplished women making them visible role models for others. I love the quote: “If you can see it, you can be it”.
“The world has become so complex, and we need great talent to be successful,” she argues. “I firmly believe that the outcome of picking the best talent is a diverse talent.”
Her advice to younger people with aspirations for a successful career like hers? “The most important thing
is a love of learning,” she advises. “Don’t hesitate to ask questions. You’ve got to be curious and focus on working on what really matters. Competency is number one.”
Secondly, she says, believe in yourself: “And that’s very difficult, especially for woman. It’s a mindset to say you are just as good as someone else and sometimes better. Be courageous. It brings confidence and that is a critical element to success.”
Mitchelmore also recommends a wide network. “It’s not just about doing your job well, it’s about working and collaborating with other people, being good to get along with,” she says. “Relationships are critical. It truly takes a village to be successful.”
With two daughters now in university, Mitchelmore spends what free time she can with them in Vancouver. She also likes to travel with her husband and stay active.
“I hope my two daughters and the other women I work with actually realize their full potential,” she reflects. “Women know it, they know it inside themselves. If I can have any impact or influence on them, I hope it’s that they are courageous, competent, confident people. That would be just a joy to look back on.”
The 5th annual CIWB Awards gala will take place on April 12 at the TELUS Convention Centre. For more information go to https://www.axisconnects.com/event/ciwb-awards.
The Calgary Influential Women in Business (CIWB) Awards, set for April 12, 2024, will honour six exceptional professionals acknowledged for their contributions to fostering diverse leadership throughout the city. While their roles may differ significantly, each recipient showcases a profound commitment to enhancing inclusivity and representation to enrich and empower their communities.
BD&P LAW
Alicia Quesnel is the managing partner of Burnet, Duckworth & Palmer LLP (BD&P), a leading Calgary-based business and complex litigation firm. She is responsible for the overall management and, with the firm’s executive committee, the strategic direction of the firm.
“I am equally honoured and humbled by receiving this award. I have been inspired by so many professional women in law and business throughout my life and career. The fact that I am a woman who may inspire others is amazing to me. In my mind, I am a quiet, shy, studious, small-town girl with big dreams yet to fulfill. It is such a privilege it is to be recognized for the value I have brought to the table.”
Quesnel says she has the great fortune of working with incredibly accomplished women in the Calgary community, as colleagues in law as well as executives in business. “There is something very special about making connections with women who have gone before me, those who are my contemporaries and those that are coming up behind me. Each is a source of inspiration to me for different reasons.
“I am very fortunate to have many incredibly smart and talented female colleagues at BD&P who inspire, challenge and support me, and I have had the privilege of working with, and opposite, so many incredibly gifted female colleagues at other law firms and companies over the years. “Our community is growing, and with that growth comes impact and cultural change. We see that in professional services, and we see it in business.
Doreen Cole joined Cenovus Energy (Cenovus) in 2021 and is currently executive vice president, Downstream. As a member of the Cenovus executive team, Doreen also supports and sponsors company networks such as Mental Health Matters and Women@Cenovus.
“I am proud to be the recipient of the 2024 CIWB Large Enterprise Award. This award has given me the opportunity to represent the many accomplished women leaders in the Alberta energy industry as an executive of one of Canada’s largest integrated oil companies. It also puts a spotlight on the fact that women are indeed successfully leading large businesses, and I’m truly honoured to be recognized alongside the impressive list of past Large Enterprise (Award) recipients.”
Having been surrounded by a network of influential and accomplished women in every company she has worked at, Cole says, “These women not only contributed to my success but are strongly committed to the companies that they are a part of. There is an opportunity to better align and unleash the executive leadership potential of these women across the Alberta energy industry.”
When it comes to words of wisdom to other women, Cole advises, “Take your seat at the table as a leader and demonstrate ownership of what your role and the overall organization needs to deliver. Taking your seat at the table means not giving up your voice or de-prioritizing your perspective. Have the courage to speak up and conviction to do the right thing. With courage and conviction, you will do what you passionately believe is right even if others do not always agree or approve. Be mindful of, and planful about your career path – it is yours to manage
Wendy Beauchesne is the CEO at Alberta Cancer Foundation, the largest provincially based health care foundation and non-government investor in cancer research in the province. As CEO, her mandate is to lead and advance the organization through a period of innovation and transformation, and to deliver the greatest value for donors, partners and all Albertans dealing with cancer. This includes leading one of the largest health campaigns in western Canada in support of innovation and excellence at the new Arthur JE Child Comprehensive Cancer Centre.
“Being recognized with a CIWB award comes with all the feels! My first thought was, of course, ‘surely there is someone more deserving’. After some soak-time, I’m left with an incredible sense of pride in what the small yet mighty team at the Alberta Cancer Foundation team continues to accomplish. Above all, it is rewarding and encouraging to see the social enterprise category presented alongside the business community at the same award ceremony. I applaud Axis Connects for its leadership in recognizing the value of the social enterprise sector. It’s recognition that just because an organization isn’t driven by profit, it doesn’t mean it’s simple to run.”
Beauchesne has been fortunate to be surrounded by intelligent, creative and inspiring women who are motivated to make the world a better place. “These women are my friends, colleagues, mentors and sponsors. And, today, many of them are on the Alberta Cancer Foundation Board, on our OWN.CANCER campaign cabinet for the new cancer centre, and on our team. These are incredibly driven women who are committed to finding better ways to treat cancer and improve the cancer experience for Albertans.”
Bryan de Lottinville is the founder and chief evangelist at Benevity Inc. (Benevity), a Calgary-based company and one of Canada’s first B Corps. Benevity is a leader in corporate purpose software that powers some of the world’s most iconic, purpose-driven brands.
de Lottinville has had an unconventional career path rich in diversity and valuable lessons. “Winning the CIWB award, Male Champion is bittersweet,” he says.
“Until the playing field is truly and permanently level, if winning an award like this serves to inspire even a single other person to be a more active proponent of diversity, then I’m truly proud to receive it. So many of the social issues affecting our society require collective action to solve, and the changemakers that act as catalysts to that have many different faces. I’m grateful to have been identified as one of those.”
“Benevity is now a powerfully diverse employer: 56 per cent of our nearly 1,000 employees are women; 66 per cent of our executive leadership team are women; 37 per cent of our engineering talent are women; we have a female CEO, CTO, CPO, among other senior leaders. Overall, 60 per cent of the promotions at Benevity are awarded to women. This didn’t and doesn’t happen by accident yet is a huge part of any success that Benevity has achieved to date. I know, too, that many of the people who have worked for and with Benevity have observed the power of this diversity and will no doubt seek to replicate it as they move through their careers, whether at Benevity or elsewhere. This kind of ripple effect is key to any sea-change.”
Jennifer Massig is the CEO at MAGNA Engineering, which she founded as a sole proprietorship seven years ago. She is responsible for overseeing the overall operations, strategic directly and growth of the company. MAGNA has grown it into a thriving company with 30 employees.
“Winning the CIWB Small/Medium Award is an incredible honour for me. It signifies recognition of the hard work and dedication that I, along with my team at MAGNA, have put into building the company and making a positive impact in our industry and community. This award serves as validation of our efforts and motivates us to continue striving for excellence.”
Massig credits working with other influential and accomplished women as being instrumental in her and MAGNA’s success. “It provides a supportive network of like-minded individuals who understand the challenges and opportunities faced by women in business. Collaborating with such women not only fosters personal and professional growth but also brings diverse perspectives and ideas to the table, ultimately contributing to the success and innovation of our organization.
“My advice for other women in the workplace is to believe in themselves, their abilities and their worth. Don't be afraid to take risks, speak up and assert your value. Surround yourself with supportive mentors, allies and colleagues who uplift and empower you. I am committed to empowering and advocating for other women in the workplace in the hopes of creating a more inclusive and equitable environment where all individuals can thrive and succeed.”
Providing
Loans
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BY JOHN HARDY
Sometimes – unwittingly or unknowingly, relying on stubborn gut-feel intuition versus facts and professional advice, penny-pinchingly blaming tight budgets or resigned to making do with just okay versus sharp and good – Calgary small businesses make big mistakes.
Technology continues to dramatically and excitingly transform business and make business not only fabulously efficient but also more fiercely competitive than ever, at every level.
Especially when it comes to the power of websites, especially for Calgary small businesses.
It is a proven, documented, undisputed and unavoidable fact. A sharp, effective and targeted website is good for business. A weak, lame, DIY or lousy website is a missed opportunity and bad for business. An effective website is the welcome mat of a small business.
It is critical, contemporary, make it or break it, state-ofthe-art branding, marketing information about a business’ operations, products and services. An effective website not only promotes products and services, but, particularly for competitive small businesses, a website distinguishes the business, builds credibility and provides a provenly potent competitive edge.
A blunt small business caution warns about basic business missed opportunities. “If customers can’t find your business, they will find someone else.”
No judgements or preaching. It is unanimous. An effective website is a critical must-have to drive business in today’s digital world. Period. Full stop.
Astonishingly, a recent Google Analytics business survey found that more than 36 per cent of small businesses do not have a website. A dangerously high 30+ per cent begrudgingly
accepted the necessity of having one, and settled for a DIY version which a staff member informally maintains.
IT experts and savvy website developers agree. An effective small business website is the company’s digital brochure. It is informational. It provides insights into who the business is, what it does, why it is different and what products or services it provides.
Itemizing the many differences between a weak or an effective business website, there is emphasis that, at its effective best, a Calgary small business website can build community, connection and loyalty when and if the content is kept fresh and engaging.
The difference between a good and a bad small business website is critical.
Surveys show that it takes about 50 milliseconds for a user to make a judgment about a website, and visual design affects the first impression. And cliché or not – first impressions matter. Ecommerce surveys are proof that in 94 per cent of cases, users’ first impressions are connected with website design. After a single bad experience, a user is 88 per cent less likely to return to that website. Access speed matters, and North American retailers lose up to $2 billion dollars a year due to slow-loading websites.
IT experts point out that, particularly a small business website, is the gateway, door and welcome mat of a business. It should educate the consumer as well as elicit the desired and targeted emotion. It is the very first impression that will be made and it can determine with certainty whether or not the consumer will continue the online engagement.
According to Corey Hayes, the dynamic and respected CEO of Calgary’s Get X Media, the most important specific aspects and functions of an effective Calgary
small business website should include making navigating the website effortless.
“A seamless journey converts visitors into customers. And mobile is a must. More than half of the business’ audience is on mobile. A non-optimized site is simply a lost opportunity. And lightning speed wins, every time.” He adds that slow websites frustrate and drive away visitors, kill conversions and drain ad budgets.
Hayes also explains the importance of CTAs. “A Call to Action (CTA) on a website is an instruction to the visitor in order to encourage them to take some kind of action. A CTA might be simple instructional text, such as “call us now,” “find out more” or “subscribe to our newsletter.”
“It is important, because on a small business website, direct action is key. It guides users to click, call or buy. And
engaging content is so important. Quality content also boosts Search Engine Optimization (SEO) and attracts more visitors. It’s not just text. It’s the business’ brand and voice.” Search engines play an important role in the online success of businesses, and SEO is an important basic of small business websites.
Technology allows digital search engines to find the business. It’s up to the business’ website to effectively create and target what they find. Because optimizing a business’ website greatly increases showing up in search results, even for internet browsers who are not even searching for a specific business.
IT consultants agree on some common problems and missed opportunities with small business websites.
• Many are not mobile-first. A mobile-first website is essential for any business! Stats show that some 60 per cent
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of website visits originate from a mobile device. For some specific industries, this increases to over 90 per cent. But some 60 per cent of all small-business owners do not have a mobile-friendly website and have no way of knowing if their website is responsive and mobile capable. Without the technology to engage mobile visitors, many small businesses are missing out on critical consumers.
• Poor design. Because the expense of a professionally designed website can get pricey, many businesses take shortcuts like using a free template or popular hosted solutions like Wix or Squarespace.
• No call to action (CTA). Surveys show that 93 per cent inchingly of small business websites don’t even display a contact email address, and 49 per cent don’t list a contact phone number on their home page.
• Poor SEO. Even though small business marketing is critical, and getting more and more competitive, online discoverability is essential, helping potential customers find the business. Somehow, 26 per cent of small businesses cannot be found in online searches! Because they do not understand SEO basics, many small-business owners are hesitant to implement a search engine optimization strategy.
• Confusing navigation. If the business’ website was a city, and visitors were tourists, navigation would be the direction signs. Confusing direction signs are a frustrating digital visitor turn-off.
Calgary’s Corey Hayes notes various reasons why Calgary small businesses don’t maximize the power of digital technology and chug along with a weak and ineffective website, content in the fact that they, at least, have a website.
“Often, it’s about cost concerns. The price tag of professional development is usually exaggerated and can intimidate the budgets of some small businesses,” he says. “But the ROI from a well-built, strategic website often outweighs initial costs. And staffing factors are also an issue. Additional manpower to liaise with developers and manage the site can seem daunting, while it is proven to be an investment in the business’ brand and online success.”
Some business consultants point out that a small business’ attitude about being “small,” and not needing fancy, high tech can be an issue about having an effective website.
Or maybe it’s clutching the traditional “it-ain’t-broke/why fix it” attitude, believing in the cliches about traditional word-of-mouth being good enough.
The facts, figures and success stories tell the true story. Effective websites are re-defining small business!
With the growth rate of the 65-plus age group expected to double in 20 years, much needs to be done to ensure there are enough care homes for those who develop dementia.IBY LISA KOPOCHINSKI
t’s no secret that people are living longer these days. With life expectancies in Canada increasing over the past 50 years, many believe this to be a good thing.
For example, in 1970 the average lifespan for men was 73 years old and 81 years old for women. Fast forward to today and those figures have increased to 78 for men and 84 for women.
While aging can be a great thing for those in good health, it may be lesser so for those individuals who are suffering from incurable dementia-related diseases such as Alzheimer’s.
Essentially, Alzheimer’s disease is a brain disorder that worsens over time that causes the brain to shrink and brain cells to eventually die. Considered the most common cause of dementia, those afflicted will see a gradual decline in memory, thinking, behavior and social skills, all of which can largely affect their ability to function.
“We are proud to be trailblazers, on a mission to change the way people perceive – and enjoy – living in retirement,” says the positive and upbeat Natalie Tommy, vice president of Marketing and Community Growth at Wellings of Calgary, the unique and exceptional independent 55+ community.
When it comes to discarding stale stereotypes about Calgary seniors and retirement, the Wellings “Carefreedom Living” concept is overdue.
Because life changes. People change. Attitudes change. Personal wants, needs and expectations change. Recent stats show that 36 per cent of Alberta’s senior population lives in Calgary, with 61 per cent under the age of 74.
Studies also show that traditional retirement homes were designed for seniors who could no longer live in their own homes and often required care. “It certainly does not offer what active, 55+ independent retirees are searching for,” Natalie Tommy explains.
Wellings believes that contemporary, active seniors deserve a better option. One that respects the freedom to personalize, offering flexibility to customize how they live carefree and enjoy the perks of retirement.
It is time to stop worrying about property values, taxes, maintenance and unexpected expenses. It is why Wellings is so popular as Calgary’s exceptional, maintenance-free community.
The Wellings approach is that the 55+ adults expect to be respected, seen, heard and valued. Their goal is to stay independent and well for as long as possible. “After all,” Tommy adds, “today’s seniors have lived independently, and on their own terms, for decades. They don’t expect, or deserve, to suddenly move into a
community that tells them how life should work; in fact, they expect us to listen to their wants and adjust accordingly.
It is why the Wellings “Carefreedom Living” was created. Today, especially in Calgary, most seniors are active, still driving, getting together with friends, eating out, travelling and enjoying life. They are proof that staying active is the key to living a full life.
Wellings of Calgary’s core values are focused on individual resident needs, comfort, convenience, choice and connection, and the chance to socialize and be together with friends.
Wellings features comfort-designed suites, two floors of amenities including a fireplace, dining areas, two licensed lounges, customized fitness programs, hair and spa services, and close to walking trails, shopping, and fully matured neighbourhoods.
The Wellings of Calgary lifestyle customizes the resident experience and is sometimes compared to a 5-star hotel experience, with amenities and services designed specifically for independent 55+ adults.
Ultimately, the priorities are enjoying a better, more rewarding quality of life while having the freedom to enjoy it on their own terms with people who share the same goals of independence. It is what the Carefreedom Living is all about.
As Natalie Tommy points out, “Wellings is where you belong, long before you ever need a retirement home. Most importantly, it’s where you want to be, not where you have to be.”
www.wellingsofcalgary.com
In advanced stages, those afflicted can suffer a severe loss of brain function that can cause dehydration, malnutrition, infection and death. While medicines may improve or slow the progression of symptoms, and programs and services can help support people with the disease and their caregivers.
Olivia Chubey is the chief service and operations officer at Silvera, a non-profit non-health care organization in Calgary that provides a diverse selection of housing with services and supports for independent older adults. Silvera has grown to 1,758 units in 27 supportive living and independent living communities in all four quadrants of the city.
She says early signs of dementia include forgetfulness that impacts one’s life, safety concerns or social isolation.
“If such concerns become repetitive and impact a person’s ability to care for themselves, it is important to take note and approach the person with dignity and compassion. If you’re witnessing these signs with a loved one or if you’re feeling overwhelmed caring for someone who is experiencing these signs, it may be time for your loved one to be assessed by a medical practitioner.”
Lindsay Kulyk is community builder/leasing specialist at Wellings of Calgary, an independent community for adults aged 55 and over. While Wellings does not provide dementia care, Kulyk is no stranger to this unrelenting disease.
Kulyk was her grandfather’s care provider for three years and saw the impact dementia had on him and her family.
“When one gets dementia, it can be uncertain how long they will live as it depends on what kind of dementia they have,” she says. “There is not a specific life expectancy. The decline can be gradual and for others it’s a sharp decline. It all depends on how the disease progresses.”
With her grandfather, the family could see it coming for three years.
“This was the onset. He was very active and prone to roaming. I went out for a hike with him every day. Then there were three years where it was quite bad. He passed on about a year after that. We had seven years with him after the diagnosis.”
According to the Alzheimer Society of Alberta and Northwest Territories, approximately 46,000 Albertans are living with dementia. By 2043, this is expected to increase to 225,000 Albertans.
According to the 2016 Population Estimates of Dementia in Alberta (PEDA) report, the number of people living with dementia in Calgary in 2020 was 36,800 – a number that is projected to increase to 59,100 by 2030. That means an average annual growth rate of those with dementia is 4.9 per cent. This is slightly higher than the national average of 4.8 per cent and much higher than the global rate of 3.6 per cent, according to the Alzheimer’s Association.
To emphasize the rapidly growing trend of people with dementia in Calgary since the pandemic, the estimated and extrapolated increase is a staggering 18.1 per cent from 2020 to 2023. Furthermore, the prevalence of dementia more than doubles every five years for Canadians 65 years and older – from less than 1 per cent for those 65 to 69 to approximately 25 per cent for those 85 and years and older.
She adds that when you live with someone or are close to them, you generally know their baseline as far as moods, emotions and behaviors.
“When you start to notice things outside that behavior –such as forgetting the name of their close friend – the best thing to do is take them to a doctor.”
Once your friend or relative has a dementia diagnosis or has been assessed as having cognitive impairment or early to mid-stage onset, they may require memory care with an organization like Silvera Beaverdam Commons.
Located in the community of Lynnwood, Beaverdam offers a memory care program that supports seniors living with mild to moderate memory loss or early to mid-stage dementia.
What is aging, with its complicating factors and what can we do about it? We, at Focus on Caring, think aging is complicated by acceptance, settling and ultimately rationalizing or justification.
Oh, what an interesting bag of tricks and that’s what they are, tricks.
As we age our lifestyle can change, possibly through health but oftentimes, it is through these very tricks and if we’re not looking, we fall right into that trap.
We ask ourselves or get asked by others if we’re eating well. We respond with ok or good. What about, are you getting out? No, but it’s ok. How are you feeling? Fine. Are you planning any travel? No, but it’s good. Do you still go to the club or the spa or the gym? No, but it’s ok.
Do you see the trap? We are in acceptance. It’s ok. It’s good. Ah, but then comes settling. We tell ourselves it’s better to just accept things as they are. We’re getting older. We need to be more careful. We convince ourselves that this is all good, part of aging and we settle for less than is possible and even less than we would love.
Enter rationalization and justification. We’re dedicated to this phase. It’s a natural progression, we tell ourselves and others. I’m
not as young as I used to be. It’s time I slow down. I really wasn’t enjoying the club, spa, gym, travel as much as I used to. It’s good. I’m ok. But you’re not great.
We have joined in the aging process. We help it along as we accept, settle and justify. Do we do this consciously? No, we just go with what we think of as our new normal.
Consider the possibility of great. Can we even have great? The resounding answer is yes. Step out of the trap and consider what you would love your lifestyle to look like as opposed to what it has or may become. Embrace that maintaining your lifestyle can actually help prevent furthering the aging process.
Please meet your very own lifestyle assistant and discover what lifestyle choices, activities, community engagement, travel and freedom can look like. Dismiss the oks, the fine, the good and go for great. It’s attainable and available, even if it’s not exactly the way it used to be.
Our lifestyle assistants help with the life you would love. We support the activities that seem out of reach but when we break through the trap, we discover what our new normal can actually look like. Focus on Caring is waiting with your lifestyle assistant, ready to embrace your best life, taking you from good to great.
“The 59-unit allows seniors with memory challenges to continue living independently with 24/7 home care delivered by Silvera’s partner CBI Health, full dining services, weekly housekeeping, leisure programs to promote physical, cognitive and social health, and an emergency call-bell system,” says Chubey.
While this is a first-rate facility, the problem that still remains is the massive shortage of care options for seniors in Calgary, the province and across Canada, especially for those with early-to mid-stage stage dementia.
“As a result, it’s not easy to find a place to live for aging Calgarians who require memory care, particularly in community-based housing,” explains Chubey.
“Traditionally, older adults experiencing dementia are assessed for continuing care housing, which has limited capacity to keep up with the growing number of people with dementia-related needs.”
Silvera operates Beaverdam Commons, a unique community-based lodge with 24/7 home care supports, which supports older adults with memory loss and early to mid-stage dementia to remain as independent as possible without the need to move to continuing care.
“We need more community housing models with 24/7 home care such as Beaverdam,” adds Silvera. “This program demonstrates that older adults with dementia can age in place longer with the right supports.”
Kulyk adds that there are only a handful of buildings she would recommend for dementia care.
“I wish there were more. There are a lot of people fighting for more housing solutions for these folks and companies determining how to offer this care at an affordable rate. Some care homes are being changed into dementia-friendly homes. For example, they will make one floor devoted to dementia care, and refit spaces to accommodate them. But this is still not solving the problem.”
With the growth rate of the 65-plus age group expected to double in the next 20 years, much works needs to be done to ensure there are enough care homes for those who develop dementia.
“The growing demand for memory care outstrips the housing supply,” says Chubey. “The solution will require the right partnership between the government, private partners, and housing providers, such as Silvera, to meet the growing need for housing for seniors with early-to-mid-stage dementia.”
Kulyk agrees and adds, “The biggest thing I can say is to embrace it. If it’s happening, it’s happening.”
The Calgary Chamber of Commerce exists to help businesses reach their potential. As the convenor and catalyst for a vibrant, inclusive and prosperous business community, the Chamber works to build strength and resilience among its members and position Calgary as a magnet for talent, diversification and opportunity. As an independent, non-profit, non-partisan organization founded in 1891, we build on our history to serve and advocate for businesses of all sizes, in all sectors across the city.
An outlook through the lens of real estate
As we enter the second quarter of 2024, the landscape of Calgary’s real estate market is poised for significant transformation. This change is driven by a mix of economic indicators, government initiatives and market trends, working together to advance the future of Calgary’s business community.
Calgary continues to demonstrate resilience in the face of economic challenges. In fact, in 2023, Calgary was one of the top five major cities in Canada with significant investment activity, according to IQI Global. Further, Barclay Street Real Estate found transactions in 2023 reached approximately $3.4 billion for total dollar volume invested. Calgary continues to attract global attention, leading to pointed investment growth in the city’s commercial and residential development. Barclay Street Real Estate finds investments in industrial properties increased by 18 per cent from 2022, reaching over $846 million, while multi-residential and commercial properties
attracted investments around $655 million respectively; additionally, retail assets had a gain of $609 million in investments, and the office sector rebounded significantly, posting its highest total dollar investment since 2019.
Economists predict Canadian interest rates are likely to drop by the end of 2024, with its key interest rate forecasted to fall to four per cent. According to CBRE’s Canada Real Estate Market Outlook, Canada is forecasted to lead the G7 countries in GDP, employment and population growth over the next five years, which paints an optimistic picture for Calgary’s businesses landscape.
The last half of 2023 saw a surge in office leasing activity due to mergers, acquisitions and companies renewing leases or relocating to the city. In contrast, the industrial market is taking a pause from the intense leasing activity experienced from 2021 to 2023, according to CBRE’s Canada Real Estate Market Outlook. High rents impacting the multifamily sector, significant undersupply
and unprecedented population growth have positioned Calgary as Canada’s most active market.
The same CBRE Outlook finds that on the retail front, Calgary
and Edmonton boast the highest disposable incomes in the country, leading to a rush of retailers eager to enter the Alberta market. This influx of retailers not only stimulates
the local economy but also fosters a competitive environment that can lead to innovation, improved customer service and a diverse range of shopping options for consumers.
Efforts by the City of Calgary and the Government of Alberta to revitalize Calgary’s downtown makes it an attractive hub for businesses and consumers alike. CBRE’s Outlook for 2024 shows a steady decrease in office vacancy rates, from 33 per cent in 2021 to 30 per cent in 2023 and is on trend to decline in 2024 at nearly 29 per cent in Q1, supporting the notion that investments in downtown infrastructure and vibrancy have led to a decrease in office vacancies. According to CBRE, Calgary’s office attendance rate is higher than most major cities, sitting between 75 to 85 per cent mid-week, partially due to shorter commute times and ‘returnto-office’ guidelines and incentives. As Calgary’s downtown experiences revitalization, the decline in office vacancy rates and the increase in office attendance signals a positive trajectory for the local real estate market and economic growth.
Since October 2022, Alberta’s population has grown by 194,000 people – a significant four per cent increase – prompting a surge in demand for rental properties. As a result, Calgary has witnessed a 10.4 per cent year-over-year rise in average rent, ranking it among the highest increases across major Canadian markets. This growth carries both promise and challenges. On the positive
side, it opens a world of opportunities for Calgary’s businesses. An expanding population translates to a larger customer base, potentially driving increased sales across diverse sectors – from retail to restaurants and healthcare to home services. Additionally, the growing workforce provides businesses with a rich talent pool of potential employees, a gain for industries grappling with labour shortages.
However, there is a flip side. The increased pressure for rental properties adds to the already heavy demand for affordable housing. Further, it has the potential to lead to escalating commercial rents, impacting businesses’ overhead costs. Balancing these opportunities with cost considerations becomes crucial for sustainable growth.
Governments play a crucial role in spurring economic development. In Calgary, the municipal government has funded the conversion of vacant downtown spaces into residential or mixed-use properties, attracting more downtown residents. Similarly, the Government of Alberta continues to invest in economic development initiatives that attract businesses and industries to the province, as outlined in Budget 2024, including the development of postsecondary campuses and the expansion of public transportation infrastructure in Calgary. The federal government is collaborating with the City of Calgary and the Government of Alberta to secure additional funding for high-priority redevelopment projects. While each level of government is working to address housing, the trajectory of our population growth necessitates a bold, collaborative strategy between all levels of government to ensure we have adequate and appropriate housing.
As the Calgary Chamber of Commerce, we recognize that the evolving landscape of Calgary’s real estate market presents both challenges and opportunities for our vibrant business community. Our city’s remarkable economic resilience, coupled with significant population growth and revitalization efforts, are shaping a bright future. We are confident these dynamics, if effectively navigated, can position Calgary as a magnet for talent and investment.
t’s time to get ready for the golf season. Here are some short tips to get you ready for your best year ever!
Driver – Get professionally fit for a driver if you are curious about the new tech out there. A PGA professional / club-fitter can build you a club to try with the head design, loft, shaft and lie that may maximize your distance and dispersion. Insist on hitting your own driver at the fitting so you can measure the results against the fitter’s recommendation. If you are going to get a new shiny toy, why not make it one that performs like a Ferrari, not a Lada. Irons – Have the lie angles of your irons checked to see if they fit your swing. The lie angle can be altered on your present irons (with high-end clubs). If you are buying new clubs make this a priority. A properly fitted lie will allow you to have more consistent contact and improved direction. How? Here is an example:
If you are a right-handed golfer and you make a perfect swing but your lie angle is too flat, your ball will fly right of the target line. Moreover, the amount it flies off-line increases as the loft increases in your clubs. It’s physics. Ask PING Golf… this is how they became the industry club fitting leader in the ’70s and now all major manufacturers offer this option.
Golf Simulators – The games make it more fun, giving us more focus and keeping golfers engaged in the winter. However, temper your expectations when you move outside to the range and to the real deal. The simulator offers a perfect lie for your ball and for your stance. The screen offers a perfectly flat surface to align yourself to, and to aim at. It may take a bit for the data points outside to mesh with your indoor swing. Be patient; if you have improved your swing this winter trust that it will pay off; don’t go searching for a new swing thought too quickly.
The Swing Machine – Get yourself physically ready to make a better golf swing. Your muscles and joints need to get ready for this unique motion. Get a few lessons before the season to work on the skillful motion and positions your body needs to achieve. If your body isn’t conditioned to move to these positions, then it won’t.
Chipping – I chip with a 56-degree sand wedge in my living room. Great incentive not to top a ball into the cabinet in front of me. I hit shots to a foam roller upright about six to eight feet in front of me. This really helps me with my alignment and learning to keep my hands and wrists very quiet during the swing. If I can’t hit the target from six feet, why should I expect to hit from farther away?
n Calgary, and throughout North America, golf is a uniquely enjoyable, double-headed monster of a game. Unlike other popular sports, like hockey, basketball, soccer and softball, golf is a wonderful social sport, and also a uniquely special and terrific way to schmooze, network and do business.
Stas and trends show that, despite the fluky but golfboosting pandemic bump and the rush for the great outdoors, golf in Canada, and particularly in Calgary, is hotter than ever. There are 334 golf courses in Alberta, including 268 public, 38 municipal, and 28 private courses.
The average golf season in Alberta runs from (any day now) April to October, depending on the weather. Courses in Calgary and southern Alberta open sooner, while courses in the mountains and in northern Alberta open later.
The Calgary pros and the tee-time weekend warriors are testimonials that Calgary golf is wonderfully relaxed and competitive good times, and also provenly good for business.
From Springbank Links, Confederation, Shaganappi and Bearspaw, The Glencoe and even Calgary’s tremendously popular LaunchPad Golf, the state-of-the-art driving range which proudly admits to being Calgary’s “ultimate party venue.”
According to Kevin Heise, the personable general manager of Calgary’s Springbank Links, “Since I started in the biz 25 years ago, the social component of Calgary golf has grown by leaps and bounds, but particularly during and now post-COVID. And there has been a noticeable shift in the demographics.
“A definite increase in family and couple golfers, with more spouse and junior play. It shows in Springbank’s Junior
ACCORDING TO HEISE, “SINCE I STARTED IN THE BIZ 25 YEARS AGO, THE SOCIAL COMPONENT OF CALGARY GOLF HAS GROWN BY LEAPS AND BOUNDS, BUT PARTICULARLY DURING AND NOW POST-COVID. AND THERE HAS BEEN A NOTICEABLE SHIFT IN THE DEMOGRAPHICS.”
program as well as our Ladies’ Nights, which are now as busy as our Mens’ Nights.
“And the clubhouse has become more and more important every year. Having the right music, or bringing in live music, dinner features, trivia nights, tournaments, are all important. And the staff are welcoming and engaged to create the perfect social atmosphere that members expect and guests want to be around.”
Kevin Thistle, the gung-ho CEO of PGA Canada, the respected and membership-based non-profit association representing over 3,700 club professionals across Canada, explains, “The growth that the sport has seen has been incredible over the past little while. We have seen it firsthand with our RBC PGA Scramble program. There were over 12,000 amateurs who competed last year across Canada, a new record. I have also heard many PGA of Canada
Professionals talk about the waitlists they have at their private clubs, and how full tee sheets are nearly every day at public courses.”
He is enthusiastic and proud about how the Canadian game, and particularly Golf Canada, tracks the rounds-played data, which shows that, since 2020, there has been an uptick in play each year. “Every summer we seem to hit new records for rounds played.”
Thistle also underscores that the popularity of golf has increased throughout the entire country. The number of PGA of Canada members is at an all-time high throughout the provinces. According to the most recent count, there were 300,000 golfers and 1,400 member clubs in Canada.
Golf insiders and therapists continue to rave about the social aspects of the game. Golf is actually a very social sport which brings people together, forges new friendships and acts as a potent networking tool. Considering golf is one of the most difficult sports to play, enjoy and excel at, it has been shown to boost self esteem, grow emotional strength and also enhance a person’s focus.
Although even the most enthusiastic golf boosters shy away from claims about the game being “good for health,” the distinguished British Journal of Sports Medicine reported a 2016 Swedish study of 300,000 golfers and non-golfers, showing that golfers live five years longer than those who don’t play.
“There aren’t many other activities to get four hours of undivided time with another individual,” Thistle says with a smile. “Some of my favourite memories with PGA of Canada members, industry partners and friends have happened on a golf course.
“It’s so easy to get overloaded nowadays by screens, whether it’s computer monitors or cell phones, but when you’re out on the golf course with three other people, it is really back to basics and getting to enjoy people, which is incredible for mental health.”
On the flip side, a lot of businesspeople not only enjoy playing golf but, on various levels, doing business on a golf course. It is where connections are said to be formed and deals are said to be made.
It’s unanimous that golf provides virtually unlimited opportunity to network and forge new contacts. Some business golfers even call it golf networking. Informal guesstimates suggest that 33 per cent, (one in every three) golfers are doing some kind of business on the golf course.
Aside from the hardcore shop-talk mini-huddles, the business side of golf is valuable because it reveals the true character of a person.
It may be subtle but it has been proven. Business golf tests the honesty, integrity and professionalism of the player. Golf has many rules and regulations, and a player who plays by the rules indicates someone who can follow directions and agreements. Another tell-tale aspect of business golf is that scores are self-reported. Lying about scores or cheating during the game may be a sign of dishonesty in other aspects of life.
Because golf is an inherently difficult sport – a round is filled with psychological ups and downs – playing with someone is also a chance to notice how they deal with opposition, frustration and success. Are they graceful in victory and professional in defeat? An unwritten business-of-golf rule is that a person’s attitude and behavior on the course will likely be mimicked in the office.
Even management consultants acknowledge the potential of business golf. They mention most limited opportunities for spending solid quality time with a valued client. With today’s hectic schedules, most business types are lucky to get just five minutes! They even break it down that, a golf swing takes five seconds, so in a game of 500 seconds swinging, there’s amazing potential in the remaining four hours to finish one game.
Accomplished and successful business golfers subtly offer tips about talking shop, closing deals and smart business golf.
• Focus on relationships.
• Always be on time.
• Play to pace, don’t slow play.
• Be honest.
• Respect golf etiquette. Fill your divots, fix the green and take care of the course.
• Play the tees of your handicap and play it forward.
THISTLE ACKNOWLEDGES THE VALUE OF BUSINESS GOLF. “I RECOMMEND TO ANYBODY LOOKING TO DO BUSINESS ON THE GOLF COURSE, TRY NOT TO FOCUS ON THE BUSINESS ASPECT OF IT. DON’T GO IN WITH AN AGENDA.”
• Be cautious with alcohol.
• Gamble only if it’s appropriate.
Heise notes from direct experience that the business golf is more and more popular. “Golf genuinely boosts business and forms relationships. It is a valuable four hours of a captive opportunity to bond and do business. They key is, never cheat, throw a club and, when lining up that finishing putt, ask yourself if dropping the putt for the win is worth losing the sale,” he laughs.
The PGA Canada’s Kevin Thistle acknowledges the value of business golf. “I recommend to anybody looking to do business on the golf course, try not to focus on the business aspect of it. Don’t go in with an agenda. Go into the round, getting to know the person you’re playing with. Build a relationship. That’s what business golf is all about.
“Once the relationship builds and people get to know each other better, the opportunities to do business may, or may not, happen. But the relationship matters the most.”
ABOVE: KEVIN THISTLE, CEO OF PGA CANADA
Just before breaking ground on the new Big 4 Motors – the first Chrysler Dodge Jeep Ram store in North America located entirely on Indigenous land – dealership general manager Rob Coleman and leaders from the Wood Automotive Group took part in a special Pipe Ceremony. The ceremony, lead by Elders from the Tsuut’ina Nation, where the dealership is located, had a lasting impact on Coleman.
“During the Pipe Ceremony, the Tsuut’ina Elders emphasized the importance of Big 4 and the Nation members walking together to a better future. Not one in front, and one behind but walking together. To me that’s a key to reconciliation.”
Fast forward two years and with construction complete, Big 4 Motors is now open for business. After operating for 40 years from its cramped but friendly quarters on Macleod Trail, the new dealership located in Taza Park just south of the Grey Eagle Casino and Event Centre, has room to grow, providing even better service to its flourishing customer base. The 60,000-square-foot store on nearly eight acres is state of the art, with the technology and design that you can only find in a new facility.
“We congratulate Big 4 Motors on their new, larger location, representing the first Stellantis dealership on First Nations land,” says Paul Edmunds, the Western Business Center senior manager. “It’s the latest success for a store with well over four decades of experience in customer care and community involvement.”
The new store is customer focused. Floor-to-ceiling windows, free Wi-Fi, a children’s play area, large screen TVs, and according to many customers, the best coffee in town. The two showrooms have space for 12 cars and trucks. One features Jeep products like Wranglers, Grand Cherokees, Compasses and Waggoneers, and the second features Chrysler, Dodge and especially Ram pick-up trucks.
The shop floor has 34 service bays, five detailing bays and is ready for the EV revolution with an investment of more than half a million dollars on 12 charging stations and 12 service bays equipped with EV hoists.
“Wow” was the reaction from long-time customer Ray Redekopp, whose family has purchased more than a dozen vehicle from Big 4 over the years. “The service drive-through is fantastic and we even got a personal tour of the new store, but its always about the great people at Big 4.”
“They love the new beautiful warm environment and the technology we have which is a value-added to them,” says Big 4 service manager Brian Reed. “We get lots of great comments.”
And a larger Parts Department, stocked with tens-ofthousands of items, means faster service times according to parts manager Tim Church.
“In the old Big 4, we were stacking things on top of each other and stacking things on the roof. Now, when you bring your vehicle in for service, we’ve got the part and can fix it the first time you’re here.”
The new space is providing Big 4 with new opportunities to attract more commercial and fleet customers, wholesale parts clients and there’s a lot more room on the lot for pre-owned vehicle sales. The dealership is committed to growth.
For several years, Wood Automotive Group founder Gerry Wood and his team, including sons Rory Wood, vice-president parts and service, and Cailean Wood, vice-president sales and marketing, have been looking at the Taza Park development project between Tsuut’ina Nation and Candrel. The Group acquired a 95-year lease on almost 30 acres. The team strategically recognized that the Stoney Trail/Tsuut’ina Trail ring road would be a game-changer, providing easy and direct access from all quadrants of the city, and especially the under-served southwest.
“We are thrilled to have such strong community advocates at Taza,” says Taza Development Corporation president James Robertson. “And we welcome them to support our vision of setting ourselves apart as an innovative, standalone development within a culturally harmonious and modern setting.”
“When you see the plans the Nation has for the land and the setting around us,” says Coleman. “We’re talking about 4,000 homes in and around Taza Park. Big box stores are planned for close by, and already the traffic that we’re recognizing on the ring road is almost at par as what was on Macleod Trail.”
A loyal, dedicated and experienced staff is the backbone of Big 4, and all 75 employees participated in a special Indigenous awareness workshop before making the move to the Taza Park location including sales consultant, Larson Starlight, a member of the Tsuut’ina Nation.
“I feel a huge responsibility for bridging that gap in a professional way,” says Starlight. “Being from Tsuut’ina Nation and working for a non-Nation company. It’s very nice and very fulfilling because I know I’m helping bridge that gap.”
Coleman, Starlight and the Big 4 team are working with the Nation in what’s described as a reconciliation – providing opportunities for employment and business.
“There are so many opportunities for the Tsuut’ina people,” says Stalight. “For partnerships, for good professional
Big 4’s spacious customer lounge features free Wi-Fi, large screenTVs, a children’s play area and (according to customers) the best coffee in town.
relationships and for friendships. There are a lot of companies that work with Indigenous people, but they’re all away, away from Calgary, in northern Alberta, so far away from home. This is at home and it’s more accessible.”
“We’re excited to have people from the Nation working alongside us,” says Coleman, “We’re part of the community and we want to be a local supporter of employment and business opportunities.”
Coleman adds his gratitude to the Tsuut’ina people for all the support they’ve shown Big 4, noting that many Nation members are among Big 4’s best customers.
As a strong community supporter, Big 4 Motors recently signed a multi-year major sponsorship agreement with the Seven Chiefs Sportsplex and Chief Jim Starlight Centre for naming rights of the main ice arena.
“This comes back to a lesson our founder Gerry Wood learned from his father James,” says Coleman. “You have to
give to get, and you can’t expect to get people’s business if we’re not prepared to give some support where needed and be representative of the community.”
Coleman and his Big 4 team are committed to the advice given by James Wood and by the Tsuut’ina Elders at the Pipe Ceremony when construction first began. Walking together, not in front and not behind. “We’re meeting new neighbours every day,” says Coleman and our goal is to have the Tsuut’ina people be proud of the businesses that operate on the Nation, and we want to be one of the proudest.”
Home is where the heart is, and that heart has always been found in the family kitchen. Legacy Kitchens has been bringing that heart to life for 40 years and counting, creating dream kitchens for Calgary homeowners.
The Buller family knows kitchens: they started Winnipeg-based Kitchen Craft Connection in 1977 and John Buller moved to Calgary to run the western locations in 1978. The industry boomed, but when the economy crashed in the early 1980s, construction lagged and home builders floundered. John and a partner took a chance and bought the three Alberta locations from Kitchen Craft in 1984. Starting with a small team, they poured their talents and attention
into the Calgary store which they rebranded as Legacy Kitchens in 1999 and remains the flagship for the company today.
Since the early 1990s, Legacy has added seven additional locations in Calgary, Kelowna and Arizona, and are proud to meet the diversity of customer needs. As Legacy grew into a highly respected and successful organization serving homeowners and homebuilders, Stephen and Andrew Buller became second-generation leaders, ready to carry Legacy Kitchens into the future. They were the perfect succession choice having worked their way up from sweeping floors and loading trailers as teens to estimating projects and ultimately leadership roles in the company.
Changing economic conditions and circumstances created challenging periods of leadership for Stephen and Andrew, but the pair endured and came out the other end stronger for it.
“The first year of COVID was our lowest year but ever since that we’ve seen growth and are excited for the company’s future. We’re grateful for that,” says Stephen Buller, CEO of Legacy Kitchens. “And this summer we’re going to install our 100,000th kitchen in Calgary. It’s quite a milestone.”
Making this growth and success possible is the incredible team of around 140 professionals who are committed to delivering quality customer service and who proudly earn Legacy its worldclass Net Promoter customer satisfaction ratings every day. One Legacy client shared their experience and wholeheartedly recommended the team: “I had my kitchen renovated this year and was impressed by the efficient, professional way that Legacy Kitchens handled my reno. My designer, Kimberley, was amazing. She was creative but able to pull my ideas into the design seamlessly. It was her vision that led me to choose Legacy. The install was incredible. The cupboards are perfect and the follow-up to ensure everything was done right was a game changer.”
Employees are the key elements and game changers leading to the long-term success of the company. One designer has worked as a Legacy employee for 38 years of the company’s 40 years in Calgary, and there are several other employees celebrating 10-, 20- and 30-year milestones. In a labour-strained construction industry, this is a coup. The Bullers know it can be challenging to attract and retain skilled staff, so they strive to create a positive, safe environment that makes employees want to stick around.
“We have an incredible staff here at Legacy that contributes to our great company culture,” says Stephen.
Customers expect a top-tier experience from this incredible team and Legacy delivers, all the while honouring the founding principles and core values. From a client’s first meeting in the state-of-the-art showroom
Legacy Kitchens | 40 Years | 2 Photo by Riverwood Photography Photo by Levi Wedel Photo by Levi Wedel Photo by Levi Wedel
and initiation of the design process, all the way through kitchen installation, the team puts in the time to understand what a client wants from the space to create the perfect kitchen, always treating their customers’ home as if it was their own along the way. They want nothing but the best for their customers.
“We don’t wait for customers to tell us what is wrong with our kitchens. Each kitchen is thoroughly inspected by a field supervisor and serviced by one of our experienced technicians,” says Russ Jowett, Legacy’s Customer Service manager.
Stephen adds, “Legacy has come a long way in four decades, and what we’re doing today is very different than it was in the beginning. In the early days it very much was putting boxes on walls whereas now it’s much more sophisticated.”
The goal is to ensure every interaction is a positive, warm and welcoming one to build long-lasting relationships. These relationships are critical, and Legacy works at maintaining solid relationships with not only customers but also with vendors and suppliers. Their main suppliers have a long history with Legacy, with Kitchen Craft working with them for 40 years and Décor Cabinets for 15.
Legacy Kitchens partners with suppliers to provide the best products for each job no matter the size, scope or budget. The company’s entry-level Cabinet Solutions brand offers do-it-yourself products similar to big box retail stores with the added advantage of having design professionals onsite and in-stock cabinets to make it easy to tackle renovation projects of any size.
“We supply the cabinets, and customers pick up their cabinetry and install it themselves. It’s a much more scaled-down, simplified business model. It’s done very well for us,” says Andrew Buller, director of Operations.
Legacy has done well for all clients, with DIY to high-end products, and clients know they will get the perfect cabinets for their family home. After all, family is important at Legacy, and the company strives to support its work families, client families and
the families in the community and around the world through its philanthropy.
Since its inception, Legacy has been intentional in its charitable giving. Currently, Legacy has three Charities of Choice. The first is Umoja Community Mosaic, a grassroots organization that serves newcomers and low-income families in Calgary through sport, learning and inclusion. The second is Investing Hope Foundation which teaches kids and young adults in Colombia savings strategies and business principles through education models and hands-on entrepreneurial work. Habitat for Humanity is the third Charity of Choice, and Legacy donated cabinetry for 18 homes in Calgary last year with another dozen slated for 2024, and its employees participate in the organization’s Build Days.
Over its 40-year history, Legacy has been proud to join forces with many other incredible organizations including the Mustard Seed and most recently, supplying cabinets for the new Children’s Cottage Crisis Nursery and Family Support Centre in the city’s northwest.
“Charitable giving was a foundational principle right from the beginning. We try to engage our employees directly in our charitable initiatives so they can have a direct impact on real families,” says Andrew.
It all goes along with Legacy’s driving passion for creating opportunity for transformation not only in spaces but people every day.
“Everything happens in the kitchen, from homework to relationship building over food and conversation. We get to be a part of the transformation of such a meaningful space for our customers,” says Stephen. “We are grateful to be celebrating 40 years of providing beautiful kitchens and getting to see transformation in action.”
By Nerissa McNaughton
OpenCircle, an Alberta-based not-forprofit organization, is the evolution of Merit Contractors Association and Merit National. To bring together more than 35 years of experience and service, the organizations have rebranded under one name that encapsulates its mission – to support construction workers and industry partners across the nation.
How does OpenCircle do this? By providing strong, sustainable and supportive workplaces with a full suite of tools to help employees grow, and with an industry-leading health benefit plan. As a member-based association, OpenCircle also provides programs and services to empower employers and employees in the construction industry.
With nearly four decades of experience in this sphere, OpenCircle fully understands the challenges faced by the construction industry, especially in Alberta. From health benefits to skills training and from mental health supports to diversity, equity and inclusion (DEI) integration, OpenCircle is making a tangible difference across Canada.
There is no doubt that the construction landscape is rapidly changing. There is a huge push to get more youth into the trades and more women are entering construction and its related industries as well. More eco-friendly initiatives are emerging, as is the technology employees use to do their jobs. As the landscape changes, so must policies, workplaces and ideals. OpenCircle proudly helps its 1,7000+ members and 50,000+ employees across Canada face this changing future with confidence.
The story of OpenCircle began in 1986 with 15 contractors forming Merit Contractors Association to ensure construction companies were rewarded for being competitive. In 2020, the association went national with Merit National. Now, as OpenCircle, the new branding minimizes confusion in the market.
Line Porfon, CEO, explains, “OpenCircle recently underwent a significant rebranding and business reorganization. We shifted our focus towards initiatives that would better serve our members as employers and employees. New initiatives will be launching soon and I am truly excited about how they will support our members and transform the industry.”
Porfon joined OpenCircle in 2014 after spending more than 25 years serving the public sector. She was appointed CEO in 2023. She is the association’s first female CEO, demonstrating the continued progressive stance of the organization.
“Our association represents close to 25 per cent of the construction industry in Alberta,” she continues. “With more than 35 years in the market, we have advanced the industry and moved with the times. We are representing an industry with increasingly more competition.”
One of the areas in which OpenCircle is making a difference is the increasingly present trades labour shortage. Factors contributing to the shortage include the retirement of Baby Boomers from the workforce and the diminishing crew sizes on construction jobs.
According to a report by BuildForce Canada, the province will soon need approximately 20,000 skilled workers to support $22 billion worth of resource value-added projects. It’s evident that addressing this labour shortage is crucial for sustaining Alberta’s trade industry and ensuring the continued growth and development of the province. OpenCircle is taking the challenge head on.
“OpenCircle has been advocating with decision makers for years, working with government, industry and other likeminded associations to address the labour shortage,” assures Porfon. “We also provide advice and support for programs in elementary, junior and senior high schools to boost interest in construction and its related trades.”
One of OpenCircle’s proud offerings is its cost effective health benefit plan for members. The plan is simple, flexible and designed to provide robust support for employers’ hourly and salaried staff.
Healthy employees are happy employees and happy employees are more productive. To this end, OpenCircle’s health benefits address physical and mental well-being by offering coverage for dental, vision and prescriptions as well as the Employee Assistance Program, which provides access to professional counselling. Life insurance, including short- and long-term disability is also offered. The association is looking into an increase in virtual programs and benefits to further support members and their families. In March, OpenCircle Benefits launched Telemedicine – a virtual offering where member employees (and their families) have 24/7 access to health professionals.
OpenCircle supports lifelong learning. Members’ qualifying dependent children have access to the OpenCircle Scholarship, while members themselves can take advantage of the Tuition Refund Program. OpenCircle’s Tuition Refund Program offers reimbursement of tuition costs for qualifying employees from member companies.
Members of the association also benefit from a very robust affinity program that offers deals and discounts for goods and services like accommodations, office supplies and gym memberships.
Another major advantage of being an OpenCircle member is the exclusive Registered Retirement Savings Plan (RRSP) and Tax-Free Savings Account (TFSA) provided for members and their employees. This involves matching options, lower fees and access to essential retirement planning resources to help employees reach their retirement goals.
The association takes great care of its members while also focusing on the community. Porfon explains, “Our passionate employees work for change. Our team fundraises for causes close to their hearts and we match every dollar. It’s all part of how we empower others to be their best selves.”
OpenCircle’s employees select charities with a preference towards not-for-profits that support children, including organizations such as Little Warriors. This is an organization that provides awareness, prevention and treatment for child sexual abuse, as well as offering support for those affected.
With OpenCircle and Porfon’s many years of observing and engaging in Alberta’s changing landscape, she and the association have a bird’s eye view of the advantages of the province and how they can continue to inspire beneficial change.
“Alberta has long been known for its unique advantages – a robust economy, a thriving business sector and a vibrant community. However, what truly sets Alberta apart, in my view, is the people,” says Porfon. “Albertans are risk takers with an entrepreneurial spirit that propels our province and its economy forward. This modern Alberta Advantage is defined by the courage, innovation and determination of its residents.”
She continues, “Edmonton, where I grew up, holds a special place in my heart. The business community here is incredibly positive, resilient and inspiring. It’s a city that fosters growth and encourages creativity, making it an ideal place for businesses to thrive. The spirit of camaraderie and mutual support among the Edmonton business community is something that I deeply admire.
“Calgary, another major business hub in Alberta, is equally impressive. Known for its charitable nature and indomitable spirit, Calgary’s business community never lets any obstacle hinder their path to success. The city’s focus on philanthropy and community involvement adds a compassionate dimension to its business environment, making it a truly unique place to work and live.”
For those that have yet to enjoy the many member benefits of OpenCircle, Porfon says, “If there’s one thing I would like to tell our clients, it’s that our organization is built on not-for-profit principles. Every dollar we earn goes back into services, programs and rates that serve our members. We believe in creating value for our members and contributing to our community’s well-being.
OpenCircle is open for business and ready to welcome new members.
“Our membership is comprised of big and small companies. In fact, 65 per cent of our members are small and medium enterprises,” Porfon adds.
When it comes to long-term associations that are meeting the challenges of the construction industry and creating a beneficial environment for its workers and employers now and far into the future, it doesn’t get much better than OpenCircle. From advocacy to member benefits, to promoting lifelong learning to giving back to the community, OpenCircle continues to make a difference here in Alberta –and beyond.
Learn more online at opencircle.ca
The association is also active on LinkedIn, Facebook and Instagram.
The RMS Group is a fully integrated real estate development, construction and property management company. Founded in 1994 by President and CEO, Curtis Way, RMS has played an integral role in the development and construction of over 3.5 million square feet of commercial, industrial and multi-family apartments in western Canada. Its property management brokerage, Royal Management Services Inc., manages approximately $500 million in commercial and multi-family assets in western Canada, both for the RMS Group and third-party clients.
Curtis Way launched Royal Management Services as a real estate development company in 1994. In the early 2000s, due to the booming oil and gas economy, Curtis began developing industrial land in northern Alberta and British Columbia. This eventually became the catalyst that effectuated the construction division of RMS, as it became clear to Curtis that it was more cost effective to establish his own construction company, due to the lack of contractors.
As Curtis’ passion in real estate development grew in the late 1990s, RMS Group’s industrial and commercial projects expanded across western Canada. The opportunity came for Curtis to develop a large section of land out of a receivership, where he built the first of many multifamily apartment projects. As RMS developed more multi-family and industrial projects, the construction division grew and completed millions of dollars of third-party work. As underground site service work became more relevant, the construction division acquired hundreds of pieces of equipment and the RMS equipment leasing division was created.
This year RMS celebrates its 30th anniversary and Curtis reflects on the winding road that brought him and his team to this point.
“RMS has far exceeded my expectations,” he begins. “I remember being a young teenager and meeting one of my father’s acquaintances who was a house builder. At 14, I thought, ‘That is what I want to do. I want to build houses.’ I had no idea that I would be building multi-million dollar apartments or have this value of property in our portfolio. We have far exceeded my wildest dreams and that is the direct result of my daughter, Laura, and the other partners and team members we have. To say we are a family-run business is accurate but that includes a lot of employees who have become like family and put their heart and soul into RMS alongside us.”
In addition to the milestone of its 30th anniversary this year, RMS is excited to announce the promotion of Laura Way-Olenek, from Executive Vice President to her new role as President of the RMS Group.
“Laura, from a young age – very shortly after college – ran hotels across western Canada as a General Manager,” says Curtis. “I asked her to come to RMS because we are a family business and I needed help. That was 18 years ago and she climbed the ranks on her own merit.”
“I joined my father partway through his career,” Laura explains. “I took a look at RMS’ portfolio and thought, ‘I have to manage this.’ The company had grown and I knew we had to invest more time and energy in actively managing our assets. My past hotel management experience came in useful and was very critical in ensuring that RMS’ asset portfolio remained consistent in its growth.”
As Laura advanced in her various roles within the organization, RMS continued to grow quickly in all divisions of the Group. Today, RMS’ residential portfolio alone equates to 1,500 apartments.
“Our growth was unique to watch,” continues Laura. “Seeing how we take a piece of land, finance it, service it, develop it, build on it and then roll it over to the property management division all under one group shows vertical integration at its best. This is what makes RMS so remarkable.”
Seeing Laura succeed in the world of construction, which is typically a male dominated industry, is a source of Curtis’ pride.
Being a woman in a male-dominated industry, Laura admits she does get asked, “How did you overcome this challenge?”
“At first it was very much leaning on my father’s guidance and direction in how to shape situations in order to get the outcome that benefits the company best. If someone was not acknowledging my changes to management and implementing as directed, I would ask my
father, ‘How do I make them recognize that this change is beneficial?’ Ultimately it comes down to building effective communication and maintaining good working relationships.”
Adamant and passionate about women’s leadership in the industry, Laura joined Edmonton CREW (Commercial Real Estate Women) in 2015 and in 2022, she became the Edmonton CREW President.
Congratulations RMS on 30 years of business excellence
CREW was established with the aim of connecting women in commercial real estate with networking and business opportunities. In collaboration with CREW Network and CREW Network Foundation, they strive to bring more women into commercial real estate by educating women about career opportunities in the industry, supporting collegelevel education through scholarships, and offering mentorships to those new to the industry.
In RMS’s 30th year in business, Laura is poised to take on her biggest and most rewarding career challenge yet – presidency of the RMS Group of Companies.
As this role is passed to Laura, there is a realization that the company will undergo a transformation and continue its growth trajectory under a new generation of leadership.
“It was overwhelming, humbling and exciting all at once,” says Laura. “As I watched our team evolve and adapt management strategies, I realized that while our vision, mission and values remain constant, the building blocks of how we engage relationships will change. We must continuously pivot in response to societal, political and economic shifts, like weaving a masterpiece, ensuring the threads never break.
“Being part of a family-owned business, our structure is incredibly flat. Over time, I have stepped into almost every role or had a hand in shaping its protocols and policies. I’ve seen us grow
from good to great in construction and the real estate industry and the scale of our operations, now compared to then, is staggering. Yet in this growth and change, we remain rooted in our values and commitment to our people.”
Dan Demers, celebrated his 10 year anniversary with the company and recently accepted the position of Executive Vice President of the RMS Group. Demers describes some of the ways the organization gives back.
“The Salvation Army is our charity of choice. Over the years we have significantly contributed to their cause. We believe in what the Salvation Army does and hope, in some small way, that we are helping to make people’s lives better.”
He adds, “We are also proud to be the first in Canada to develop a public-private affordable apartment housing project. This sets the stage for a new era of public-private partnerships in affordable housing.”
The project is called Pine Creek Manor and is a joint venture with Civida (formerly known as Capital Regional Housing), a provider of affordable housing in the Edmonton area.
RMS and Civida co-own and built the apartment building that serves as a model for future developments. This unique project comprises 174 apartment units, 35 of which are subsidized by the government. What sets this venture apart is that all apartments, subsidized or otherwise, are identical, ensuring equity and dignity for all residents.
The partnership with Civida extends beyond construction. Pine Creek has created a support system for residents who are striving for better lives. Dan speaks to a good example of how, through Pine Creek Manor, this is actualized.
to be uprooted from her community and disrupt her routine. This stability is invaluable and can significantly contribute to her future successes.”
While similar programs exist in other parts of the world, Pine Creek was the first of its kind in Canada.
“Consider a single mother who wishes to return to school. Under our program, she would have access to school funding and subsidized rent, but what happens once she completes her schooling and her income improves? Unlike other programs where she might be forced to relocate, the Pine Creek Manor program allows her to stay in her unit. Her rent will gradually increase until it matches the market rental rate. This means she doesn’t need
With a transition of leadership in place, 30 years of experience behind RMS and infinite possibilities ahead, what does Curtis see on the horizon?
“Over the next 5-10 years, the vision is growth in all aspects of the Group including the development of another $500 million in real estate projects and growing the property management portfolio to $1.5 billion in assets.”
Even though he has no plans to retire fully as Laura takes the reins, Curtis insists, to the good-natured
chagrin of his daughter, that he’ll be dropping in to provide mentorship and see how things are going, in between his travels.
“Just because the old guy is going out the door, doesn’t mean the company is stopping,” he laughs.
He reflects on how the company started with an idea and is now a second-generation successful Group with notable brands under its umbrella.
“Being recognized by Business in Edmonton’s Leaders Awards has always been a great memory for me. Additionally, a very rewarding recognition was in 2015 and 2016 when RMS Builders Inc.,
our construction company, was recognized as the fastest growing construction company in Canada two years in a row by Profit 500 Magazine. It’s awards like this that really make you realize what great opportunities we have here in Canada.”
Curtis concludes, “The RMS team has been instrumental to our success. Our employees have always been our best strength and the dedication they have shown over the years is second to none. Currently, our senior management in all departments have stellar reputations and we are proud they are part of the RMS Group.”
As the next chapter unfolds, the RMS story continues to evolve.
When Clare and Judy Shoemaker, along with a handful of family members, started their drywall business in Lethbridge in 1974, they could never have imagined what Shoemaker Drywall Supplies would become over the next five decades. And while the company has experienced a great deal of change over those years, the commitment to quality and a focus on people has never wavered.
It may have started as a small family-run operation in Lethbridge and Medicine Hat, but the Shoemakers had big plans for the organization. They saw opportunity in the larger centres and decided to close the doors in Lethbridge and launch the Shoemaker brand in Calgary in 1979. The company established a reputation for integrity and a dedication to service, and as that reputation grew so did the company. They moved from Medicine Hat to Edmonton in 1985, expanded to Kelowna in 2007, spread throughout the province and into British Columbia through acquisitions, opened a second location in Calgary in 2015 and are currently expanding in the Manitoba market.
“They started a journey of growth, and Shoemaker went from being a two-store company to having locations spanning every province in Western Canada, some with multiple locations. Some came by way of new greenfield locations and some by way of acquisition,” says Greg Holunga, president of Shoemaker Drywall Supplies. “As of today, we are 14 locations strong and still looking at ways that we can continue growing.”
One of those paths to growth led them to join other influential companies in the industry in January 2009. Shoemaker merged with
Artist, Patsi Gagnon. Photo by YYC-HEADSHOTS.COM
For decades, our partnership has been the foundation of excellence, helping shape outstanding communities, while delivering the best and most innovative building materials to our customers.
Today, we stand on the threshold of a new era as CGC prepares to begin construction of our latest Gypsum plant in Alberta's Wheatland County. With your unwavering support and our commitment to quality, innovation, and sustainability, we are poised to reach new heights in the years to come.
Congratulations, and here's to many more decades of shared achievements!
Ontario’s Watson Building Supplies and the Beauchesne Group of Companies out of Quebec to create WSB Titan, the largest independentlyowned drywall supplier in the country. As a subsidiary, Shoemaker was able to expand its offerings by acquiring companies in related fields and diversifying its product lines and services to serve a larger swath of the building market. The capabilities of the WSB Titan group attracted the attention of Gypsum Management and Supply (GMS), the largest Gypsum Specialty Dealer in North America. In 2018, the group became part of GMS Canada thus shifting the company from the family business to a publicly-owned entity operating as a subsidiary division of GMS.
“It was a big transition going from private to public but we’ve overcome those initial hurdles, and while there are challenges of course, our staff retention and satisfaction have steadily improved. What we’re doing moving forward as a public company is ticking those boxes while still being true to our core values. I think it has served us well,” says Holunga.
We’ve got solutions to maximize energy efficiency and provide comfort in every room of your home, all from one manufacturer. Johns Manville’s complete line of high-quality building insulation products provides top-notch insulation while helping to lower energy bills so you can worry about what matters most—the people.
FIBREGLASS
Those core values dictate the direction the business takes and no matter how large or diverse the company gets, the Shoemaker family’s original values remain the foundation of the company.
Those values navigated the company through a significant growth period as Shoemaker became both larger and more diverse in the market, so much so that it outgrew its original name. The company is more commonly known as SDS due to product expansion and the wide diversity of product lines. Today, it is a trusted distributor of the best construction products in the country with applications running the gamut of residential, commercial and institutional sectors.
One significant growth area is roofing. The organization started residential roofing 14 years ago and the success of that pushed the team to recently enter commercial roofing as well. They are seeing impressive results in the test markets and they plan to offer full-service organizationwide commercial roofing in the near future.
“We’ve made heavy investments in commercial roofing and I suspect that one day it will be a key product category for us,” says Holunga.
While SDS still accommodates its traditional customers with a range of quality drywall, insulation and steel framing products, it has also extended its product lines to include fasteners, polyethylene, finishing products, roofing and general tools. SDS offers everything from spray foam and fire stop to wall fabrics and acoustical ceiling panels. That growth is mirrored in the office where SDS has built a comprehensive team of sales, finance, human resources and operations professionals who offer incredible service and build relationships to continue growing the business. Shoemaker goes above and beyond, offering after-hours
Photo by YYC-HEADSHOTS.COM
Congratulations for this truly impressive achievement. We thank you for your support and look forward to more years to come.
THE
Central Library in Calgary; Rogers Place, Yellowknife Hospital and Stantec Tower in Edmonton; University of Lethbridge Science Centre and Agiplex; Red Deer Justice Centre; Human Rights Museum, Wawanesa Tower and 300 Main in Winnipeg; and Royal Inland Hospital, The Parc Tower, Lionsgate Hospital and Children’s and Women’s Hospital (VGH) in British Columbia; and so many more.
“Our success has been driven by customer demand, market opportunity and a relentless pursuit to be a major contributor to the Western Canadian construction scene by providing critical products and services to meet the demands of home builders, developers and general contractors, in partnership with our customers,” Holunga says. “Through communication, coordination and execution, we are unstoppable!”
Rob Kennedy, Jason Powell, Curtis Salt, Lloyd Mills, Jason Bowley, Dmytro Kovalenko, Jody Jones, Troy Crawford, Greg Holunga, Kyle Begg and Shane Drover.
Congratulations to Shoemaker on 50 years!
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Congratulations Shoemaker Drywall Supplies 50 Years of business excellence!
LONG LASTING ROOFING SUPPLIES. GUARANTEED.
North America’s leading roofing and building accessories manufacturer.
SDS is a true partner and the company’s unstoppable success has hinged on delivering exciting projects for client partners without compromising the family atmosphere and positive culture made possible by its foundational core values.
TRUSTED BY:
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The company was built on relationships and throughout the ownership transition, challenges during COVID and economic fluctuations, the SDS team has continued to invest in them. After all, relationships are what fuel the company’s mission and vision. The goal remains to create opportunities, build significant relationships and deliver solutions, all of which are facilitated by the core values woven throughout the organization.
“Investing in relationships and servicing others is what we do. The majority of partners, which is how we look at our customers, have been with us since the beginning,” says Jason Bowley, vice president of Sales for SDS.
At its core, SDS focuses on giving its people the independence and authority to be effective, investing in relationships with vendors and customers, placing a priority on service and pursuing a safe work environment and operational excellence. Its philosophy is summed up by one
V20
simple statement, “you can never go wrong doing the right thing,” and Shoemaker prides itself on doing the right thing for staff, suppliers, customers and the community every day.
By providing quality products coupled with an unbeatable customer experience, Shoemaker has created a strong, loyal client base and solid relationships with vendors that date back decades. Rather than jumping from vendor to vendor chasing the lowest price, SDS opts for loyalty and stays with partners that offer the best value for the team and the customer. Vendors appreciate that loyalty and view Shoemaker as much more than just a distribution company; they are partners dedicated to getting large amounts of quality product out to customers, making both sides successful. On any given day, SDS takes 50 B-Trains of product into its locations, allowing the teams to meet their commitments to vendors and exceed customers’ expectations.
“Something [former owner] Ryan Shoemaker said stuck with me, and that is you should treat your vendors like they’re your largest customer, and I think we’ve done very well at that,” says Shane Drover, Supply Chain manager for SDS.
The company has also done well at attracting and retaining quality staff who are committed to the corporate culture of respect, service and quality and who are invested in making SDS a continued success.
At SDS, the people make the difference and the executive team does all it can to support the staff. Their extensive training and safety programs ensure that employees are qualified to do their jobs well so they’re set up for personal success while producing exceptional results for clients. Their education goes beyond job training, and the executive team is happy to help employees develop their careers through courses or degree programs. SDS encourages growth, so whenever possible the team promotes from within to introduce those growth opportunities and facilitate an employee’s desired career change. As the company expands into new areas, employees are also able to pursue new and varied careers without leaving Shoemaker.
SDS employees also have access to the GMS Family Fund which helps people cover unexpected financial setbacks ranging from replacing a totalled vehicle to repairing property damage from forest fires. Shoemaker looks out for employees, and the payoff is immense. The company boasts a large number of long-time dedicated employees, some of whom have 30-plus years of service, and the executive team is thankful to have a mix of seasoned and novice employees helping them grow the company across the region.
The company takes care of the community as well, and throughout the years SDS has supported the Red Cross of Canada’s response to natural disasters and emergencies across the country. The team also supports the people in its backyards, sponsoring local minor sports teams, food banks, children’s hospitals and huge toy drives for kids. They are proud to give back to the communities that have supported them over the past 50 years.
As Canada addresses the need for more infrastructure and housing, SDS will be there to support the construction industry to make it happen. After 50 years of growth and evolution in the industry, the future is bright and exciting at Shoemaker Drywall Supplies.
well remember Irwin Drugs on the corner of 17th Avenue and 8th Street S.W., way back after we arrived in Calgary, and I was selling advertising for The Albertan newspaper – a noble occupation. Commenting on the cost of drugs, the owner said, “It’s bad enough being sick without having to pay for it.”
That memory came back to me on reading of the increase in parking at hospitals.
It’s bad enough worrying about a loved one that needs treatment without having to pay to visit them or take them for consultation.
I have to take my wife to the South Health Campus on a fairly regular basis. Last week I had to roam around looking for a space in its vast parkade, and then cough up $13.50 as one never knows how long one will be.
Pity those who have to park on a regular basis.
And the volume would suggest that the revenue far exceeds many of the downtown lots that are only half full.
Why the need for an increase?
Yet, there must be a lot of money around. People are able to travel to Vancouver from here and pay $2,000 per ticket to go see Taylor Swift. But that doesn’t compare with the amount of money doled out on gambling as billions were recorded betting on the Super Bowl.
And gambling must be an acute disease in the UK as Denise Coates, the founder of BET365, was paid £270 million in 2023. Her company has 7,200 employees.
Better to be genuinely employed like Ronnie Wood of Rolling Stones fame who earns $1 million a year from sales of his paintings.
Had an interesting column by American opinion columnist Pamela Paul passed on to me about returned items purchased online, particularly clothes.
It appears that some will order an item of different colours and sizes and return most or all of them. Sellers simply don’t have the time to inspect for repackaging so often they are just dumped, ending up in landfills. Helping fashion become the third-most-polluting industry after construction and food.
What’s in a name? Plenty as I have discovered in trying to separate myself from my namesake. Be assured that this David Parker is not the same person as the offensive Take Back Alberta mouthpiece.
Back to my favourite topic of communications.
Companies need to make it as easy as possible for potential clients to reach them. So, why would you run a full-page advertisement offering suites in a residential tower without mentioning the street address? And a website that asks me to fill in my details before a company will talk to me means I no longer want to talk to them.
People complain to me about TV commercials that are hard to understand and therefore not doing their job. An exception is the one showing cute, flopping-around Labrador pups that easily draw attention to the need to support CNIB guide dogs.
The best thing about travel is that it teaches which are the places that are not worth seeing.
