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regional edition

LONDON

The regional market perspective for the London rental housing industry

2020


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FOREWORD

Produced by RHB Inc., creators of RHB Magazine, RHB TV, RHB Newsreel, Perpetual Media Group (PMG) and Boldtv and in collaboration with the Canadian Federation of Apartment Associations (CFAA), theANNUAL delivers a complete market perspective for the rental housing industries of Ottawa, Hamilton, Waterloo and London. There are reasons why in-depth analysis and forecasting aren’t done in this form and on this scale for our industry! Time, resources and industry knowledge are required to deliver a comprehensive report respecting individual regional apartment owners and managers while allowing them to respond to market needs, size and competition. What you’ll find in this Regional Edition of theANNUAL: •  The State of the Industry Report, an in-depth look at the individual cities’ market conditions, based on CMHC and Stats Canada data. •  Realty Check, a look at multi-family sales and purchases in each of the four regional markets, with a special showcase of notable transactions and analysis from Joshua Perlstein of Lennard Commercial Realty, Brokerage. •  Association Report, from our partners at HDAA, LPMA, WRAMA and EOLO, an overview of what you need to know about each city and association.

2 – theANNUAL London

•  Neighbourhood Trends, information and stats you need to know showing what makes them trend! •  Delinqencies and Arrears, Jack Bryan of Suite Excel Collections Canada Inc shares his insight on how to handle delinquent tenants. •  Five Things You Should Know, some interesting tips and tools for managing the key aspects of your buildings provided by Snaile, Parity, Wyse Meter Solutions and Huebsch. The industry’s first vetted report of the Top Ten Owners, Managers and REITs for each area. As Canada’s national voice for the apartment industry, RHB Inc. delivers the latest news and information. Therefore, we’d like to acknowledge the following people and companies for their help with this comprehensive guide: • John Dickie, CFAA and Eastern Ontario Landlord Organization (EOLO); • Arun Pathak, Hamilton and District Apartment Association (HDAA); • Lisa Smith, London Property Management Association (LPMA); • Andrew Macallum, Waterloo Regional Apartment Management Association (WRAMA); • Joshua Perlstein, Lennard Commercial Realty Brokerage; • Jack Bryan, Suite Excel Collections Canada Inc. RHB Inc accepts responsibility for accurately delivering relevant news to the rental housing industry. As well, we always want to hear from you, the people who make up the rental housing industry. Let us know your thoughts on what you’ve read and what you’d want to see next year in theAnnual, both at the National and Regional levels. All the best,

Nishant Rai

Associate Publisher

Associate Publisher Nishant Rai Associate Publisher Debbie Dollar-Seldon Contributing Editor John Dickie, President CFAA Art Director Scott Clark Office Manager Geeta Lokhram Owner Marc Côté

Subscriptions $59.99 Cdn

Opinions expressed in articles are those of the authors and do not necessarily reflect the views and opinions of the CFAA Board or management. CFAA and RHB Inc. accept no liability for information contained herein. All rights reserved. Contents may not be reproduced without the written permission from the publisher. P.O. Box 696, Maple, ON L6A 1S7 416-236-7473 Produced in Canada All contents copyright © RHB Inc. Canadian Publications Mail Product

INC.

Welcome to the 2020 Regional editions of theANNUAL. Not unlike our National edition, theANNUAL is a special industry specific periodical, delivering relevant, timely information and data with a single-minded approach; “What does the Apartment industry need to know!” With that as our goal, our research team reviewed extensive data from numerous sources to bring you the regional editions of theANNUAL. From CMHC, Stats Canada, association executives, Government sources and apartment owners, managers & REITs, we bring you the most complete and thorough industry guide that delivers regional specific information and data.

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TABLE OF CONTENTS 2 – FOREWORD

STATE OF THE INDUSTRY – 8

15 – REALTY CHECK

ASSOCIATION REPORT – 21

4 – theANNUAL London


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TABLE OF CONTENTS

29 – NEIGHBOURHOOD TRENDS

TOP 10 – 35

47 – DELINQUENCIES AND ARREARS

5 THINGS YOU SHOULD KNOW – 55

6 – theANNUAL London


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Brooke, Adelaide-Metcalfe

Thames Centre Middlesex Centre AVR: N/A 2BR: N/A

AVR: N/A 2BR: N/A

4

3

2 8

1 6

5

AVR: 1.8% 2BR: $1081

AVR: 1.4% 2BR: $1055

AVR: N/A 2BR: N/A

London South Strathroy-Caradoc

London Zone Statistics

Southwold AVR: N/A 2BR: N/A

9

Central Elgin AVR: N/A 2BR: N/A

1. Downtown North: AVR: 1.9% 2BR: $1260 2. Northeast: AVR: 3.8% 2BR: $940

current population

3. North London: AVR: 1.7% 2BR: $1268

545,441

4. Northwest London: AVR: 1.2% 2BR: $1220 5. Southwest London: AVR: 1.2% 2BR: $1177 6. Central South London: AVR: 2.0% 2BR: $1083 8. East London: AVR: 2.1% 2BR: $890 9. St. Thomas: AVR: 1.6% 2BR: $957

AVR= Average Vacancy Rate at October 2019 2BR= Average Rent of 2 Bedroom Suite

AVERAGE IN SENIOR’S RENTAL IN 2019 average rentRENT in senior’s rentalHOUSING housing in 2017

$2946 8 – theANNUAL London

per month


27%

Percentage of housing units are apartments

12.3% Percentage of housing units are part of a condominium

$64,724 Median household income before taxes

RENTERS STRUCTURE TYPE 55.9%

Single-Detached

10.5%

Semi-Detached

3.8%

Row

2.4%

Duplex

10.1%

Low-Rise Apt

16.9%

High-Rise Apt

0.4%

0

10

20

30

Other

40

50

60

theANNUAL London – 9


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State of the Industry London (CMA)

London’s primary and secondary rental market universe totals

Primary

49,522

Secondary

24,753 Total: 74,275

33.3% 66.7%

LONDON’S Senior Housing

Vacancy Rate

Average Rent

Total number of spaces

Residents

12.7% $2946 2422 2399 theANNUAL London – 11


State of the Industry Important things to know about London’s primary rental market 2018

2019

Vacancy Rate

2.1%

1.8%

Average Rent

$1,087

$1,107

Median Rent

$979

$1,024

Important things to know about London’s secondary rental market Vacancy Rate - Condo Apt

1.3%

Total Condo Units Used for Rental 2019

2,543

Total Condo Units in 2019

7,727

Percent of condo units used for rental

32.9%

Average Rent

$1,269

The remainder of the London CMA

Middlesex Centre

Thames Central

Info

Bachelor

Central Elgin

1 Bedroom

Brooke, Warwick & Metcalfe 2 Bedroom

Southwold

3 Bedrooms +

Survey Date

Oct-18

Oct-19

Oct-18

Oct-19

Oct-18

Oct-19

Oct-18

Oct-19

Average Vacancy

N/A

N/A

N/A

0.0%

N/A

N/A

1.5%

0.0%

Average Rent

N/A

N/A

$901

$919

N/A

N/A

$869

$930

12 – theANNUAL London


Info Downtown North

Survey Date

Oct-19

Oct-18

Oct-19

Oct-18

Oct-19

Average Vacancy

N/A

N/A

1.5%

2.2%

2.1%

1.3%

N/A

N/A

1.8%

1.9%

Average Rent

$651

$690

$944

$894

$1,334

$1,260

$1,269

$1,434

$1,109

$1,044

Survey Date

Total

Oct-18

Oct-19

Oct-18

Oct-19

Oct-18

Oct-19

Average Vacancy

N/A

0.0%

3.2%

1.9%

4.0%

2.4%

0.0%

N/A

3.6%

2.1%

Average Rent

$577

$580

$742

$819

$827

$890

$872

$917

$784

$853

Survey Date

Bachelor Oct-18

1 Bedroom

2 Bedroom

Oct-19

Oct-18

Oct-19

Oct-18

Oct-19

3 Bedrooms + Oct-18

Total

Oct-19

Oct-18

Oct-19

Average Vacancy

N/A

N/A

4.0%

4.6%

3.9%

3.4%

N/A

0.0%

4.0%

3.8%

Average Rent

$656

$692

$770

$820

$884

$940

$1,054

$1,123

$839

$897

Survey Date

Bachelor

1 Bedroom

1.8%

3.5%

1.4%

1.3%

1.0%

1.1%

N/A

0.6%

1.2%

1.2%

Average Rent

$760

$804

$977

$1,007

$1,196

$1,220

$1,382

$1,335

$1,093

$1,118

1 Bedroom

Oct-18

Oct-19

2 Bedroom

Oct-18

Oct-19

Total

Average Vacancy

Bachelor

Oct-19

3 Bedrooms +

Oct-19

Survey Date

Oct-18

2 Bedroom

Oct-18

3 Bedrooms +

Oct-18

Oct-19

Total

Oct-18

Oct-19

Oct-18

Oct-19

Oct-18

Oct-19

Oct-18

Oct-19

Oct-18

Oct-19

Average Vacancy

N/A

0.0%

3.1%

2.6%

1.4%

1.6%

3.0%

1.4%

2.5%

2.0%

Average Rent

$656

$693

$799

$864

$1,070

$1,083

$1,363

$1,423

$924

$983

Survey Date

Bachelor

1 Bedroom

2 Bedroom

3 Bedrooms +

Total

Oct-18

Oct-19

Oct-18

Oct-19

Oct-18

Oct-19

Oct-18

Oct-19

Oct-18

Oct-19

Average Vacancy

N/A

11.7%

1.9%

1.3%

2.2%

1.1%

5.5%

1.4%

2.3%

1.4%

Average Rent

$732

$754

$842

$905

$1,077

$1,055

$1,295

$1,320

$1,007

$1,010

Survey Date

Bachelor Oct-18

Oct-19

Average Vacancy

0.0%

Average Rent

$693

Survey Date

1 Bedroom

2 Bedroom

Oct-19

0.8%

1.0%

0.9%

1.3%

1.3%

1.5%

1.9%

1.2%

1.2%

$708

$896

$957

$1,099

$1,177

$1,137

$1,308

$1,022

$1,094

1 Bedroom

Oct-19

2 Bedroom

Oct-18

Oct-19

Total

Oct-18

Bachelor

Oct-18

3 Bedrooms +

3 Bedrooms +

Oct-18

Oct-19

Total

Oct-18

Oct-19

Oct-18

Oct-19

Oct-18

Oct-19

Oct-18

Oct-19

Oct-18

Oct-19

Average Vacancy

0.0%

N/A

1.8%

1.2%

1.6%

1.9%

N/A

2.8%

1.6%

1.7%

Average Rent

$774

$727

$958

$1,019

$1,221

$1,268

$1,641

$1,800

$1,120

$1,175

Survey Date

Bachelor

1 Bedroom

2 Bedroom

3 Bedrooms +

Total

Oct-18

Oct-19

Oct-18

Oct-19

Oct-18

Oct-19

Oct-18

Oct-19

Oct-18

Oct-19

Average Vacancy

N/A

N/A

3.8%

2.6%

1.8%

0.6%

0.0%

0.0%

2.3%

1.6%

Average Rent

$513

$568

$694

$725

$1,006

$957

N/A

N/A

$891

$863

Info StrathroyCaradoc

3 Bedrooms +

Oct-19

Info St. Thomas

2 Bedroom

Oct-18

Info North London

1 Bedroom

Oct-19

Info London Southwest

Bachelor Oct-18

Info London South

Total

Oct-18

Info London Central South

3 Bedrooms +

Oct-19

Info London Northwest

2 Bedroom

Oct-18

Info London Northeast

1 Bedroom

Oct-19

Info London East

Bachelor Oct-18

Survey Date

Bachelor

1 Bedroom

2 Bedroom

3 Bedrooms +

Total

Oct-18

Oct-19

Oct-18

Oct-19

Oct-18

Oct-19

Oct-18

Oct-19

Oct-18

Oct-19

Average Vacancy

N/A

N/A

N/A

N/A

N/A

1.3%

N/A

N/A

3.2%

1.8%

Average Rent

N/A

N/A

$781

$857

$826

$1,081

N/A

N/A

$801

$990

theANNUAL London – 13


Joshua Perlstein Associate Vice President, Multifamily Investment

Your commercial real estate partner. Joshua Perlstein* specializes in the purchase and sale of multifamily properties across Ontario. josh@lennard.com 647.993.5674

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200-55 University Avenue, Toronto 416.649.5920

lennard.com


Realty Check

The transactions of note in:

London

London Surrounding areas Brooke, Warwick, Metcalfe Strathroy-Caradoc Middlesex Centre Thames Central Southwold St. Thomas Central Elgin

theANNUAL London – 15


London

Realty Check

rose to $1,024 (up almost 2.0% from 2018). While sizeable opportunities for investors have become more difficult to source, demand for stabilized, income producing properties is rising. That demand has led to an influx in new-build construction initiatives. With many of these newly built properties being completed, there is a much larger volume of new-builds in the pipeline now, compared to past years.

Demand for multifamily assets remained strong throughout 2019 in London and Southwestern Ontario, as investors continued to look for value add and stabilized properties. With excess land now being factored into a purchase price, cap rates continue to compress as price per suite increases. This cap rate compression will continue as buyers look for investments with safe and secure cash flow. Over 50% of transactions completed in Southwestern Ontario in 2019, were buildings with 12 suites or less. Roughly 75% of buildings over 20 suites were transacted as part of a larger portfolio. According to a Fall 2019 CMHC report, within the City of London, the overall vacancy rate decreased to 1.8%, and the average rent

Joshua Perlstein Associate Vice President Multifamily Investment Sales Representative Lennard Commercial Realty, Brokerage

Summary Table Weighted Avg $/Unit

Highest $/Unit

Lowest $/Unit

Highrise Cap Rate Range

2019 Vacancy Rate

$152,198

$333,333

$95,745

4.0%-5.0%

1.80%

* Unit prices, and cap rates derived from Realnet and Costar Research, Vacancy Rate from October 2019 CMHC report * Unit prices encompass only 2019 sales listed below of multifamily properties. Does not include student residences or seniors housing.

530-540 Proudfoot Ln

Purchaser: Starlight Investments Stories: 7 Units: 116 Price/Unit: $100,345

727-769 Second St

Sold at

Purchaser: CAP Reit Stories: 3 Units: 282 Price/Unit: $136,667

$38,540,044

Sold at

11,640,000

theANNUAL London – 17


Realty Check 660-700 Garibaldi Ave Purchaser: Manulife Financial Corportation Stories: 4 Units: 100 Price/Unit: $218,800

1355 Commissioners Rd W

Purchaser: Equiton Inc. Stories: 5 Units: 51 Price/Unit: $333,333

$17,000,000

Purchaser: 5007183 Ontario Inc Stories: 3.5 Units: 47 Price/Unit: $95,745

Purchaser: 139&153 Godfrey Drive Inc. Stories: 2.5 Units: 18 Price/Unit: $111,111

18 – theANNUAL London

$21,880,000

Sold at

1455 Trafalgar St

139-153 Godfrey Dr

Sold at

Sold at

$2,000,000

Sold at

$4,500,000


Recent Realty Transactions 100 Barton St Purchaser: 100 Barton St Inc. Stories: 2.5 Units: 17 Price/Unit: $105,882

564 York St Purchaser: 2370973 Ontario Corp. Stories: 2.5 Units: 12 Price/Unit: $271,429

$1,285,000

Purchaser: Eagle Apartments Ltd Stories: 3 Units: 12 Price/Unit: $95,833

Purchaser: Judymount Corpoartion Stories: 2.5 Units: 8 Price/Unit: $139,000

$1,800,000

Sold at

151 Marconi Blvd

30 Mcclary Ave

Sold at

Sold at

$1,150,000

Sold at

$1,112,000

theANNUAL London – 19


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Association Report

theANNUAL London – 21


Association Report

LPMA is a non-profit organization that has been offering reliable information and mentoring to landlords since 1967. We educate our members and advocate on behalf of large and small landlords at the municipal and provincial levels on issues that affect the rental housing industry. While many of LPMA’s 600-plus members are large landlords, more than 70 per cent own and manage 10 or fewer residential units. Our board is comprised of 17 volunteer directors and one full-time administrator who contribute a great deal of time individually and as a team to our members and to continually improving our organization. Other landlord associations view LPMA as a model and have asked us to lend our expertise to improving the way they operate. History: LPMA is one of the longest-standing landlord associations not only in Ontario but also in Canada. The organization was formed when LPMA’s founding members came together to share ideas and information on the price of electrical work and other services. As a result, large and small landlords learned about operating costs, dealing with tenants and addressing common issues in running their buildings. That sense of co-operation and desire to help other members continues to this day.

22 – theANNUAL London

LPMA member benefits: One of LPMA’s strengths is the willingness of our members to work together and share ideas. We do this in part by holding monthly dinner meetings from October to May in which we discuss important issues that arise at municipal meetings, alert members to changes that affect their businesses, and present guest speakers who address areas of interest to rental housing providers. Topics at recent meetings have included: a breakdown of Bill 184, legal responsibilities relating to the pandemic, and fire code changes. Members also have an opportunity to network informally before the meetings. Our website has many tools and resources for the landlord community. Associate members are listed in alphabetical order according to their profession, allowing landlords to find suppliers easily. The resources section includes links to government offices and departments, as well as other landlord organizations. Our online presence has evolved to include our closed Facebook group, which allows landlords to ask questions and share their ideas in real time. It also helps new landlords connect with those who have more experience as well as expertise in specific areas. Education: LPMA’s strength lies in our mix of small and large landlords, and the exchange of information between the two — all for the price of a membership. There is an education component as part of each monthly meeting to foster best


industry practices and risk management. Special seminars are presented to members when major legislative changes, such as the introduction of the Rental Fairness Act and the Standard Lease Form, are introduced by the province. We also help support small landlords or those purchasing their first income property by staging Property Management 101 and 201, a series of informative seminars, in the Fall. Speakers cover topics such as leasing, customer service, rent rules, and methods of dealing with problem tenants. Legal forms: LPMA has always led the industry in the development of rental applications, tenancy agreements and related leasing documents. Documents authored by lawyer Joe Hoffer of Cohen Highley Lawyers and produced by LPMA are used by large landlords and organizations such as the Federation of Rental-housing Providers of Ontario (FRPO), the Greater Toronto Apartment Association, and the Waterloo Regional Apartment Management Association. Even though LPMA is a non-profit organization, we generate income from the sale and licensing of the legal forms to cover the cost of creating and producing the forms and administering their use by the industry. Editorial projects: LPMA’s goals include educating and informing small landlords. We wrote and published our own 16-page newsletters for more than 10 years and we currently contribute regularly to RHB Magazine’s Rental Association Voice. Through RHB, we we are able to shine a light on our organization across the province. Trade show: LPMA hosts an annual trade show in April. It features 60 to 70 exhibitors who have information and services that are beneficial to the rental housing industry. Charitable activities: Our annual golf tournament, held in September, is our main fundraiser. Recipients of our donations have traditionally been housing-related and include St. Paul’s Social Services, My Sisters’ Place, Ronald McDonald House Charities Southwestern Ontario, and Merrymount Family Support and Crisis Centre.

the province-wide Spring Hope Food Drive held annually in April in apartment buildings across Ontario. Lobbying: As a powerful voice in London for rental housing, we have good working relationships with city officials, and fire and police services. We lobby the city over issues, such as landlord licensing, that affect small landlords. We also attend council meetings where new policies or bylaws that may adversely affect our members are on the agenda. Our goal is to watch for issues that may have an impact on landlords and how to represent their best interests. We are also an active member of FRPO and the Canadian Federation of Apartment Associations, and we support those organizations during policy discussions and decision-making.

LPMA’s Mission Statement LPMA’s purpose is to provide education that helps landlords operate their businesses professionally, mitigate risk, and attract and retain good tenants. Our membership rates are affordable and they include monthly meetings where landlords learn from expert speakers, share ideas and obtain advice from others in the industry. We offer useful tools, such as access to legal forms and credit checks through our website, as well as mentoring and advocacy by representing the interests of property owners and managers at the municipal, provincial and federal level. Our membership culture is inclusive and welcoming, and we encourage members to be open to tenants from all backgrounds. Above all, we aim to help members compete successfully in London’s highly competitive rental housing market.

Milestones Legislative input LPMA is known as an advocate for its members and for Ontario landlords. Lawyer Joe Hoffer was part of a legislative committee, along with fellow LPMA members Paul Cappa and Brenda Trineer, that made recommendations to the provincial government for two years in Toronto while the Tenant Protection Act was being drafted. They provided the government with the industry’s position and pointed out the practical implications of the implementation of the government’s policy.

At our annual Christmas party, we ask that members bring a toy for the Salvation Army’s toy drive. We also contribute to

theANNUAL London – 23


Association Report LPMA helped to unite other associations in lobbying the government to make the laws fairer for all Ontario landlords.

Rent control Introduced in 1975, the legislation united LPMA members and encouraged them to work together. Because there was no provincial rental housing association at the time, LPMA helped to unite other associations in lobbying the government to make the laws fairer for all Ontario landlords. The current vacancy decontrol/recontrol system has been influenced by years of intensive lobbying and support by organizations such as LPMA. It allows landlords to set rents on vacant suites based on what the market will bear which, in turn, permits landlords to upgrade their suites and command higher rents for them. Even today, LPMA continues to educate its members about rent control legislation and to lobby the government on making it more equitable. Property tax LPMA was involved in trying to ease the gap in the property tax rate for single-family property owners and owners of multi-residential properties; the disparity was particularly unfair to London tenants who were being taxed at twice the rate of private homeowners. Because the government made it illegal for landlords to pass the increase to tenants as a separate charge, tenants had no idea their rent was climbing as a result of municipalities shifting more of the tax burden to them. LPMA lobbied for a change and as a result of that effort, the government put a freeze on the disparity between the residential and multi-residential rates. The freeze went into effect in 2001, which prevented municipalities from shifting the tax burden to multi-residential tenants.

Recent political issues Standard lease When the province drafted its standard lease, LPMA suggested changes to streamline it and make it easier for landlords to complete while decreasing their chances of committing errors that could lead to more disagreements with tenants at the Landlord and Tenant Board. LPMA, through a 20-person committee, made four submissions in response to the drafts the province released. As a result of our recommendations, the province streamlined the document significantly and included details that assisted landlords. LPMA also pressed the province to allow landlords to include additional terms and conditions to reflect their specific operations and clientele. An LPMA committee compared the standard lease to its own lease, which lawyer Joe Hoffer originally drafted in the early 1990s, and created the permitted additional terms and conditions which incorporated crucial provisions that are not in the province’s standard lease. To further help landlords, LPMA retained IT specialists to make the standard lease and the terms and conditions available as a pdf or electronically. Tenants can sign the lease from their smart phones or tablets. LPMA licenses the standard lease and the terms and conditions as part of a 27-page package to other landlord associations for their members’ use. The documents that can be signed and completed electronically include the assignment and sublet forms, amended rental application, guarantee form and a two-page notice that landlords must give to tenants. Landlord licensing LPMA fought the attempt by some city council members to impose licensing fees on all rental properties. In challenging

24 – theANNUAL London


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Association Report the issue, lawyer Joe Hoffer worked with legal counsel for the City of London, focusing on what the bylaw would mean to landlords who were required to pay a licensing fee to operate a rental property. The Residential Rental Units Licensing Bylaw was passed in 2009 but, because LPMA fought so hard, the city restricted the fees to properties with four or fewer units and converted dwellings. Unlike other municipalities, the city has kept the licence fee at a moderate level. Affordable housing The London area continues to experience some of the greatest housing affordability challenges in Canada, according to the 2019 Annual Shareholder Report that was presented to city council in June by the Housing Development Corporation (HDC). HDC works with private, non-profit, and government sectors to enable and advance the development of affordable rental housing. The report states: “The lack of available affordable stock, increasing rents and housing prices, and a changing economy are impacting the housing stability of more and more households. And now, the impact of a global pandemic is only accentuating the needs of those facing housing instability.” Recovery from the crisis will require all levels of government and all sectors to continue to invest in housing, the report indicates. HDC’s 2018 report stated that the city needed 3,000 new affordable housing units; however, the agency now estimates that the true gap of housing needed may be closer to 5,000 units. Without those units, more people will face rising housing costs and a lack of availability, waitlists for social housing will continue to grow, the local labour market will be adversely affected, and London’s housing affordability gap will keep expanding.

In the last year, London’s rental vacancy rate dropped from 2.1 to 1.8 per cent, according to Canada Mortgage and Housing Corp. (CMHC), making it even more difficult for renters to find a home. Those adversely affected by the shortage of affordable housing include people who are employed in low- to moderate-income jobs; those who experience housing as a barrier to finding work; people who would like to move to London; those living in vulnerable situations without housing; and people who, without support, risk losing their homes. With respect to that last group, HDC includes in its work partnering with private and non-profit developers to create “specialized housing” projects focused on combining housing with supports, such as health and wellness, to help tenants maintain their housing and lower their risk of eviction. The pandemic LPMA’s final meeting was held in March. Board members began discussing ways of adding value to memberships to compensate for cancelling the annual trade show in April and suspending the meetings for the foreseeable future. The board also wanted to retain members since some had left LPMA to reduce their expenses. We held our first webinar in August and lawyer Joe Hoffer discussed Bill 184, which amends a number of housing statutes in Ontario. The webinars will continue to replace the monthly dinner meetings until the province allows groups of more than 50 people to congregate. LPMA has also helped members stay connected by sharing links to relevant local and industry news articles and to TV news clips on our Facebook and Twitter accounts. In addition, we initiated physical safety measures, including requiring visitors to make an appointment with administrator Rebecca David instead of dropping in to the office. A plexiglass barrier was erected and visitors must wear a face mask while they are in the office.

Conclusion: One of LPMA’s strengths centres on providing small and medium-sized landlords with the guidance of some of the best and most knowledgeable business leaders in the industry. We’ve never lost sight of the smaller landlord, even though the industry is driven by multi-residential high-rises. Because property management techniques are skills that individuals learn on their own, membership in an organization such as LPMA is vital to filling in the gaps in information and ensuring the professional management of their operations.

26 – theANNUAL London


“Through my capacity as Realty Asset Manager for the City of Surrey, I have contracted the services of Canadian Tenant Inspection Services Ltd for the last 10 years. CTI Services has looked after the inspection services for our rental portfolio. I have had no concerns when dealing with CTI Services during our contractual arrangement and know that any request will be completed in a prompt professional manner. In summary, based on the level of service CTI Services has provided for me, I would have no concerns recommending them for inspection services.” –Ken Woodward, Realty Asset Manager, City of Surrey

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Neighbourhood Trends The latest information in London’s many neighbourhoods

theANNUAL London – 29


Neighbourhood Trends

545,441 London’s total population 30 – theANNUAL London

206,450 total private households

74,275 rental households


Less than $20,000 before taxes

Tenant Income distribution

$20,000 to $39,999 before taxes

(before taxes)

$40,000 to $59,999 before taxes

Less than $20,000 before taxes – 18,085

$60k – $79,999k before taxes

$20,000 to $39,999 before taxes – 23,080

$80k – $99,999k before taxes

$40,000 to $59,999 before taxes – 15,480

$100k+ before taxes

$60,000 to $79,999 before taxes – 8,575 $80,000 to $99,999 before taxes – 4,495

0

5000

10000

15000

20000

25000

62.1% of rental households include at least 1 person with activity limitations

The age cohort most likely to rent is

25-34

$100,000 and over before taxes – 4,560

years old

London tenant population by immigrant status

Immigrant Non-permanent resident

20.2%

3.8%

21.6%

Non-immigrant

76.0%

of private rental households have at least 1 child under 18

theANNUAL London – 31


Neighbourhood Trends NEIGHBOURHOODS NEIGHBOURHOODS

32 – theANNUAL London

NEIGHBOURHOODS

STARTS (ACTUAL) COMPLETION

UNDER CONSTRUCTION

NUMBERS ARE THE TOTAL OF STARTS (ACTUAL), UNDER CONSTRUCTION, AND COMPLETIONS IN 2019 ACROSS ALL INTENDED MARKETS (* INDICATES 2020 NUMBERS)

Byron & Riverbend

Hyde Park

Byron & Riverbend

East London

Strathroy-Caradoc

West London


TOTALS

Stoney Creek, Stoneybrook & Upland

Byron & Riverbend

68 row houses 0 apartments

Hyde Park

46 row houses 60 apartments

Stoney Creek, Stoneybrook & Upland

79 row houses 187 apartments

TOTALS

Stoney Creek, Stoneybrook & Upland

West London

Byron & Riverbend

51 row houses* 113 apartments*

Stoney Creek, Stoneybrook & Upland

318 row houses* 519 apartments*

East London

0 row houses* 242 apartments*

West London

76 row houses* 371 apartments*

TOTALS Strathroy-Caradoc

Stoney Creek, Stoneybrook & Upland

Stoney Creek, Stoneybrook & Upland West London

0 row houses 52 apartments

36 row houses 115 apartments

28 row houses 0 apartments

theANNUAL London – 33


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Top 10 London’s top ten private landlords by size

theANNUAL London – 35


Top 10

Owners, Managers & REITs

Drewlo Holdings

Category:

Owner

Number of suites

Website:

drewloholdings.com

4308

Homestead

36 – theANNUAL London

Category:

Owner

Number of suites

Website:

homestead.ca

2979


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Top 10

Owners, Managers & REITs

CAPREIT Category:

REIT

Number of suites

Website:

caprent.com

2762

The Minto Group Inc.

38 – theANNUAL London

Category:

Owner

Number of suites

Website:

mintoapartments.com

2326


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Top 10

Owners, Managers & REITs

Boardwalk REIT

Category:

REIT

Number of suites

Website:

bwalk.com

2210

Sifton Properties

Category:

Owner

Number of suites

Website:

sifton.com

1692

Tricar

40 – theANNUAL London

Category:

Owner

Number of suites

Website:

tricar.com

1513


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Top 10

Owners, Managers & REITs

Timbercreek Asset Management

Category:

REIT

Number of suites

Website:

timbercreek.com

1172

Starlight Investments

Category:

Owner/Asset Manager

Number of suites

Website:

starlightinvest.com

1116

Centurion

42 – theANNUAL London

Category:

REIT

Number of suites

Website:

cpliving.com

955


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44 – theANNUAL London

Honourable Mentions

Northview REIT

CLV

Berkshire

Bradel Properties Ltd.

Ayerswood Development Corporation

Killam Apartment REIT

Q Residential

Skyline Apartment REIT

London Property Corp.

Norquay PM

Owner, Managers & REITs


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Delinquencies and Arrears

theANNUAL London – 47


Delinquencies and Arrears Dealing with tenant delinquencies and arrears Knowing and understanding eviction guidelines and collection procedures is essential, especially as we deal with a pandemic and the government making impactful decisions affecting our industry. While staying up to date is important, understanding and interpreting the new regulations can make the difference in your success and profitability. This year, theANNUAL reached out to Jack Bryan, Managing Director Sales of Suite Excel Collections Canada Inc., who for more than 20 years has specialized in property management, overseeing some of the largest portfolios in Canada. We asked Jack to share his expertise in dealing with delinquencies. theANNUAL is pleased to bring you his insight. We hope the information allows you to implement some guidelines that will help you with tenants and your business. Landlords and property managers depend on tenants regularly paying their rent for their income. Despite best efforts to find good tenants, some will end up being delinquent or fall into arrears, and you’ll have to take steps to recover the bad debt when the tenancy concludes. The pandemic will only make this process more difficult as vacancy rates climb and new Residential Tenancies Act (“RTA”) provisions call for repayment plans to be negotiated with existing delinquent tenants prior to commencing legal actions. Some people look at rental properties as an investment, and treat them like stocks that can either pay off or lead to losses. When an investor loses money on the stock market, it’s “not that bad” because it’s a paper investment – there’s no personal interest in the investment. However, landlords and property managers have a vested interest in their property, as they put a lot of time and effort into maintaining their investment (i.e., the rental property). It’s also more than an investment, as landlords and property managers take pride in providing safe, clean, and affordable housing to their tenants. It’s more of a personal insult when someone does not pay you for the hard work you put into providing them with a home. As a landlord or property manager, it’s up to you to protect your investment to the best of your ability. That involves finding the right tenants who have the ability and desire to pay their rent regularly and treat the property like their home.

Managing the interview and application process Your relationship with a tenant begins during the initial interviews. You’ll need to develop a sense of

48 – theANNUAL London

their character, which should come with experience. Over time, you’ll probably develop a sixth sense about who would make a good tenant for your rental property. You should periodically check that you are not letting conscious or sub-conscious biases affect your judgment. Generally, tenants are responsible and simply want a safe and affordable place to live, and have every intention of fulfilling their financial obligations when they sign the lease agreement. Escalating vacancy rates will also compel property managers to adjust their criteria for acceptable tenants and their usual vetting process. Most tenants will pay their rent and maintain their rental unit. However, you have to do your due diligence to screen out potential tenants who are either unwilling or incapable of regularly paying rent, or who would be a risk to your building and other tenants. The screening process will provide background on the prospective tenant, such as sources of funding, employment status, rental history, and other important information. Collecting the required facts will help you with making a reasonable and informed decision on whether to enter into a rental agreement with the applicant. Every potential tenancy begins with the prospect filling out a rental application. Make sure they fill it out in its entirety and their writing is legible. There have been cases of tenants skipping out or being evicted for non-payment of rent, and the landlord was unable to recover the funds because the initial application was either incomplete or contained illegible information. Always ask the applicant to provide a legal form of identification, such as a driver’s license. You could ask for a date of birth and Social Insurance Number,


So now you’ve rented your unit after screening the tenant, who passed all the tests. Then the first payment is a few days late, the next month’s rent is a week late, and the third one hasn’t shown up. but the applicant is not legally obligated to provide this information. The legal identification is essential, as it will confirm the applicant’s identity, date of birth, and current address, which should match the information provided on the application. It will also help to prevent identity fraud. There have been cases where someone rented an apartment with a fake ID, ran up rental arrears, and had an order from the Landlord and Tenant Board (LTB) set aside by swearing an affidavit that someone used their ID fraudulently. The application should include the names and contact information of the applicant’s previous landlords and employers. Call previous landlords to find out if the applicant owes back rent or if they were problem tenants. If the applicant is employed, contact the employer to confirm the applicant has a current source of income and will be able to pay rent monthly. The applicant should also provide a signed document from their bank that indicates how much money they have in their account, how long it has been open, and whether they have any missed debit payments or NSF cheques, which are good indicators of their fiscal responsibility. The applicant should provide emergency contacts and references. It’s important to be able to contact someone in case of an emergency situation involving the tenants, as well as when you need to track down the tenant should they skip out on their rental obligations. A friend or relative of the tenant would be able to provide a new address or location for the tenant under these circumstances. A credit report is also useful, as it will provide a history of the applicant’s ability to pay their bills and maintain financial obligations. However, a poor credit report should not automatically disqualify a potential tenant. Depending on where your rental property is located, you might have high vacancy rates and competition from other landlords. It can be difficult to find the “perfect” tenant, so you should have some flexibility when dealing

with people who have poor or incomplete credit histories. Some younger tenants might have bad credit or no credit. Requiring them to provide a guarantor, such as a parent or other relative, will provide a layer of security in the payment of rent.

What to do when the rent is late So now you’ve rented your unit after screening the tenant, who passed all the tests. Then the first payment is a few days late, the next month’s rent is a week late, and the third one hasn’t shown up. This is not the time to panic. People make mistakes and might encounter temporary financial hardships. Rather than getting upset and starting an adversarial relationship with your tenant, try to determine why their payment is late. In most cases, the tenant will be more than willing to explain why they’re having difficulties keeping up with payments. They might have just lost their job or had unexpected expenses. Now is the time to figure out how you can work with the tenant to resolve existing issues and avoid future problems with paying rent on time. If the rent is late once and the tenant is currently short of funds, you can ask how much they can apply to their rent owed and what they can commit to catch up on the rent. Giving the tenant a chance to cooperate with paying their rent is a good approach. However, you can only be accommodating for so long and cannot give a series of second chances. The goal is to keep the tenant in the unit so the rent gets paid and the income flows regularly. But you’re also running a business, and you have to ensure that if the tenant cannot handle their commitments, you are prepared to take the next steps to mitigate ongoing losses.

Dealing with delinquent tenants After trying to work things out with the tenant, the situation might become adversarial. The tenant might refuse to pay their outstanding rent,

theANNUAL London – 49


Delinquencies and Arrears While the LTB may rule in your favour, and the adjudicator may agree the tenant owes you back rent, it will not collect the owed funds for you. or the deadline for catching up on the rent will have passed. At this point, you will have to take the situation to the next level, which normally commences with the delivery of an N4 Notice to End Tenancy for Non-Payment of Rent. However, the pandemic has led to the RTA being amended to add new requirements for landlords. Landlords must attempt to negotiate repayment arrangements with tenants who fell behind this year, prior to filing an application and show proof of the attempt before proceeding with the application at the LTB. To meet that requirement, include a letter with the N4 Notice inviting the tenant to reach out to discuss a repayment plan. If possible, mention some community resources, such as a rent bank to assist them. If an agreement for repayment of arrears is reached, the LTB has a new payment form that details the repayment plan, which must be signed by both parties and filed with their office. If an agreement cannot be reached or the tenant does not respond to an offer to repay, proceed to make your application to the LTB. If the tenant makes good before the LTB makes a ruling on the filing, you can thank them for fulfilling their obligations and re-establish the non-adversarial landlord-tenant relationship.

owed. There are two ways to recover the debts: get the tenant to voluntarily enter a repayment arrangement or enforce the LTB’s order through a garnishment. Even though the tenancy has been terminated, you can request the delinquent tenant to start paying you back. Send a letter or email that lays out what will happen if they do not fulfill their duty to pay back the owed funds. Consequences of taking further action may include garnishing their wages, reporting their debt to the credit bureau, or hiring a collection agency to recover the owed funds. Voluntary repayment enables the delinquent tenant to avoid these consequences. However, it is likely you will have to take action to enforce the LTB’s order of repayment. The usual approach is to issue a garnishee to the tenant’s employer or on their bank account. This typically involves filing the LTB order at Small Claims Court in the jurisdiction in which the debtor lives. Filing a garnishee request involves a fee on your part. Before you submit the paperwork, make sure the delinquent tenant is still employed at the company listed on the application. You must list the correct legal name of the place of employment. For example, you cannot garnishee someone at Tim Horton’s, as it is a trade name; the legal name of the franchise where the tenant works might be something like 12345678 Ontario Inc. or Jack’s Donut Dream Inc.

If the tenant does not follow through after an application has been filed or hearing has occurred, you must continue the process and engage the sheriff to provide an eviction date. Evicting a tenant is never a good situation but you must protect your investment, and get a paying tenant back into the unit. Once you reach the point of eviction, you have agreed to terminate the relationship with the tenant.

Note that other garnishees might take precedence over yours, such as a family support garnishment. The ex-tenant might have to pay family support, which means you will not see any payments, or they might be delayed for years.

While the LTB may rule in your favour, and the adjudicator may agree the tenant owes you back rent, it will not collect the owed funds for you. Many landlords mistakenly think that a trial judge will force the delinquent tenant to pay what you are

Trying to garnishee bank accounts can also be an exercise in futility. If the tenant has bounced a number of rent payment cheques, and you’ve evicted them, they will have to come up with first and last month’s rent for their next rental. Therefore,

50 – theANNUAL London


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Delinquencies and Arrears The statute of limitations, or length of time in which you have to bring a court action in a civil (i.e., financial) matter, is two years from the last acknowledgment date. it’s unlikely they’ll have the bank funds to cover what they owe you. The end results of pursuing a bank garnishment might not be worth the effort. Note that Small Claims Court does not follow up on garnishees. You are responsible for ensuring that the debtor’s company has received the garnishee and will make regular payments. Some companies have not followed through due to mistakes on the part of the payroll person or failure to understand what the garnishee meant. In these cases, refer the company to Small Claims Court for an explanation of the employer’s obligations. One drawback to dealing with the LTB is its failure to address lost future rental income due to early lease termination, damages to the unit, and unpaid or outstanding utility and other bills that are now your responsibility. To recover these debts from the delinquent tenant, you will have to file a second claim with Small Claims Court to make up the shortfall in the LTB’s order. Alternatively, you can send the account for collections for the amount owed for rental arrears, lost future rental income, damages, and other charges owed. When the tenant skips out on the rent, or the LTB terminates the tenancy, the landlord is responsible for mitigating the loss. For example, if the tenant leaves two months into a one-year lease, you cannot simply sue the tenant for the remaining 10 months on the lease. The Small Claims Court requires you to take “reasonable” steps to release the unit in a timely manner. This typically involves advertising the unit for rent and keeping a record of prospective tenants to show the court you are doing what is required to fill the unit.

Working with a paralegal or collection services Choosing to work with a paralegal or collection agency depends on your level of expertise and circumstances around the arrears. Some landlords

52 – theANNUAL London

and property managers are experienced with preparing documentation, appearing before the LTB, and attending Small Claims Court, Others might benefit from hiring a legal representative to handle LTB action until the tenant has either paid their debts or vacated the unit. If you have an easily attachable asset for a garnishee, such as an employment, you might want to issue a garnishee on the ex-tenant after obtaining an order and recover you funds instead of paying a fee to a collection agency. However, if you do not have the opportunity to garnishee or are unsuccessful in your efforts, consider hiring collection services to collect the debt. If you do not have the former tenant’s contact information or they have skipped out on owing money, you might want to retain outsourced collection services. Under these circumstances, you do not need a Tribunal Order or Small Claims Court Judgment to pursue your monies. As long as the funds are owed to you, a collection agency can attempt to recover these monies on your behalf. How long you have to collect the monies owed will depend on different factors. The statute of limitations, or length of time in which you have to bring a court action in a civil (i.e., financial) matter, is two years from the last acknowledgement date. This is usually the last payment date or the date of the agreement if no payment was made. If you obtain a court order from the LTB or Small Claims Court, this will extend the period the debt is owing to six years from the date of the order. An unpaid account will remain on an individual’s credit report when it is listed with Equifax and TransUnion for seven years. Some collection agencies will attempt to collect a debt after the statute of limitations has run, but to have the best chance of success, it is always better to act sooner than later.


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5 things you should know Five things every property manager should know about submetering – Page 56 – By Wyse Meter Solutions

Five tips on energy management – Page 57 – By Parity

Here are five key ways a smart parcel locker can help streamline parcel management: – Page 58 – By Snaile, Canada’s Parcel Locker Company

Five tips on maintaining your building’s laundry room – Page 59-60 – By Huebsch

theANNUAL London – 55


5 things you should know Five things every property manager should know about submetering – By Wyse Meter Solutions We know your world has become more uncertain. Increased competition for residents. Escalating costs. Desires to become more sustainable. For many developers, submetering has provided much-needed stability in these areas. Here are five questions I get asked most often about submetering:

1 Aren’t rental increases enough to keep pace with utility costs? No. In Ontario, rent increases are frozen for 2021. Even if they thaw in the future, it will likely never be enough. We’ve seen that electricity rates have outpaced guideline increases each and every year over the past decade. Managing utility expenses is key to your property’s success.

2 What is the financial impact of submetering on my new development? Submetering is essential to a well-managed building of the future, with potential savings of $1,800 per suite per year in building financial performance.

3 What type of organizations are embracing submetering in their projects? Submetering providers work with a range of partners, including institutional investors, international investors, family offices, real estate income trusts, as well as boutique and large-scale developers.

56 – theANNUAL London

4 Can I submeter for water in existing buildings? Absolutely. Wireless technology now exists to retrofit for watering. It is a great way to incorporate water meters into each suite during the suite turnover renovation process.

5 How do residents feel about submetered units? More than 3-in-5 Canadian tenants prefer to have their suite metered and pay only for the utilities they use, according to a 2019 Informa survey.


Five tips on energy management – By Parity

1 Investing in Energy management solutions that reduce energy costs can pay higher dividends in the long run compared to traditional investment strategies

2 Insurance premiums are on the rise due to an increase in climate change related natural disasters. (flooding in particular)

3 Rental multi family building Co2 levels can have a dramatic impact on resident wellness and the transmissions of COVID 19. Lower is better, anything over 800ppm in common areas should be investigated.

4 Parity’s Energy management as a service solution is geared towards looking at Energy Waste in HVAC systems. Even if your building already has a BAS running, there are still savings to be had in almost all cases.

5  According to a recent US survey (4800 residents surveyed), 80% of rental residents believe that Energy saving initiatives are beneficial to their and the planet’s well being.

theANNUAL London – 57


5 things you should know Here are five key ways a smart parcel locker can help streamline parcel management – By Snaile, Canada’s Parcel Locker Company

1 AVOID COSTLY CLUTTER

Fire code violations can be costly. In 2019, legislation was passed enabling even steeper fines for subsequent offences, bringing the cap for a second infraction to $1.5 million! By requiring that deliveries are deposited to a smart locker, lobbies and hallways are kept clear and hefty fines can be avoided.

2 GO CONTACTLESS

The arrival of COVID-19 has resulted in carriers waiving signature requirements and property managers prohibiting carrier foot traffic throughout buildings. A smart parcel locker allows carriers to deposit multiple parcels within minutes, without going past the designated delivery area. QR code scanning for contactless parcel pickup and the bank-grade touch-screen terminal, along with the flat steel surface of the lockers themselves, allow the units to be cleaned and disinfected with ease.

3 FACILITATE THE NEW WORK-FROMHOME NORM As apartments and condos are doing double-duty as the new 9-to-5 workspace, the number of deliveries is increasing accordingly. When a deposit occurs to a smart parcel locker, the recipient is notified the instant the compartment door closes. This allows for timely collection, clearing the compartment for subsequent use, and means that time-sensitive deliveries are flagged right away so no time is lost in a resident’s important workday.

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4 PREVENT THEFT AND DAMAGE

The way we now shop means that valuable items are coming to us, rather than being picked up in store. StatsCan says yearover-year ecommerce revenue is up 110% between May 2019 and May 2020. Items such as phones, computers – as well as sensitive documents that could lead to identity theft – should never be left unattended. Property managers can avoid the liability concerns around theft and damage by ensuring that all deliveries are made to an industrial grade smart locker where parcels are safely contained until the resident has an opportunity to collect them.

5 RELIEVE EMPLOYEE STRESS

Happy employees are more productive. By streamlining parcel deliveries, concierge and security staff will no longer spend countless hours managing incoming deliveries and tracking down recipients. Surveys show 1 parcel takes 10 minutes to log, store and dispatch. Instead those human resource hours can be directed to other, more important endeavours and your team can get back to dealing with people, not parcels.


Five tips on maintaining your building’s laundry room – By Huebsch A clean, well-lit laundry room is a valuable amenity for your apartment building. Not only does an inviting laundry area make a positive first impression on potential renters, it gives current residents a sense of security when laundry day arrives. Here are a few ideas to help you make your apartment building the rental of choice with a welcoming, community-focused laundry room.

1 Communicate COVID-19 guidelines During these times, most residents are likely concerned for their health. Keep a safe space by encouraging residents to avoid hanging out in the laundry room while they’re waiting for their loads to finish. Limit the number of people who can be in the laundry room at one time and hang a sign to let other residents know if they can enter.

2 Make sure you have enough machines Having sufficient commercial washers and dryers is crucial to a successful multihousing laundry room in an apartment or condominium. Constantly having to wait for machines can spur animosity between residents and overall dissatisfaction throughout your building. Angry, annoyed and unsatisfied tenants are probably not going to be as apt to get to know their neighbors, embrace a community vibe or re-sign a lease in your building.

3 Make the space bright and inviting It shouldn’t come as a surprise that residents won’t want to do their laundry in a room that’s dark, cold and uninviting. Even with spending less time in laundry rooms because of COVID-19, an inviting laundry room is important to residents. With that in mind, brightening up the shared laundry area and making it homier and welcoming is a natural way to build that community feel. Consider windows and natural light, natural light lamps and live plants, a fresh coat of paint, and other fun design and decor items.

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5 things you should know 4 Showcase the community What better way to build the community than to feature the people and news that’s important to your residents? Shared spaces in apartment buildings, such as the laundry room, are a great place for a bulletin board that features residents of the building, important local news and events, and other relevant community information. Especially at a time where many people are isolated from each other, it’s the perfect opportunity to learn more about their neighbors and feel like they’re part of a community. If residents are allowed to add pictures and notes to the board, it’s also a great way for landlords and property managers to get to know the tenants better.

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5 Secure the room: No one is going to want to do laundry in a place they don’t feel safe. Securing the entrance to your laundry area helps assure the space is only accessible to residents, giving everyone a little peace of mind. Security cameras can also help you better monitor the space and make sure that tenants are treating others and your equipment respectfully. Hopefully, these tips will help you and your residents get more out of the laundry area and the building overall. With a little attention and TLC, a shared laundry room can be an incredibly valuable space in your apartment complex.


Find ongoing savings with energy-efficient upgrades Free in-suite incentives: • Low-flow showerheads • Heat reflector panels

Free expert help, from start to finish

We provide up to $200,000* in incentives to help affordable housing providers and eligible market-rate housing providers with low-income tenants in Ontario upgrade to high-efficiency equipment. Get up to $8,000 for an energy audit to uncover savings in your building. Start today by contacting an Energy Solutions Advisor for free, expert help.

What equipment is eligible? Boilers

Water heaters

Control systems

Make-up air units

ERVs and HRVs

Custom solutions

Lasting benefits

Reduce energy consumption and greenhouse gas emissions.

Lower ongoing operating costs mean increased reserve for other improvements.

Enhance comfort and well-being for residents.

enbridgegas.com/affordable Connect with an advisor. 1-866-844-9994 energyservices@enbridge.com

© 2020 Enbridge Gas Inc. All rights reserved. * HST is not applicable and will not be added to incentive payments. All incentive offers are available to Enbridge Gas Inc. customers, including those formerly served by Union Gas Ltd. Terms and conditions apply. Visit website for details.


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Profile for Marc Cote

theANNUAL London 2020  

theANNUAL, London, LPMA

theANNUAL London 2020  

theANNUAL, London, LPMA

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