Good morning, ladies and gentlemen, welcome to the Boardwalk Real Estate Investment Trust fourth quarter 2020 earnings conference call. At this time, all lines are in listen- only mode. Following the presentation, we will conduct a question- and- answer session. If at any time during this call you require immediate assistance, please press star zero for the operator. This call is being recorded on February 26, 2020. I would now like to turn the conference over to Mr. James Ha. Please go ahead. Thank you, Anas, and welcome to the Boardwalk REIT 2020 fourth quarter results conference call. With me here today is Sam Kolias, Chief Executive Officer, Lisa Smandych, Chief Financial Officer, and Lisa Russell, Senior Vice President of Corporate Development. Note that this call is being broadly disseminated by way of webcast. If you have not already done so, please visit bwalk.com/investors, where you will find a link to today's presentation, financial statements, MD&A, as well as supplemental information package. Starting on slide two, we'd like to remind our listeners that certain statements in this call and presentation may be considered forward-looking statements. Although the expectations set forth in such statements are based on reasonable assumptions, Boardwalk's future operation and its actual performance may differ materially from those in any forward-looking statements. Information that could cause actual results to differ materially from these statements are detailed in Boardwalk's publicly filed documents. I would like to now turn the call over to Sam Kolias. Thank you, James, and thank you, everyone, for joining us this morning. Leading with care and integrity, Boardwalk's top priority remains the health and safety of both our resident members and our Boardwalk team of heroes who continue to adapt, evolve, and emerge through this pandemic environment. We remain committed to providing our essential service of safe, affordable housing in all our markets and are so grateful and proud of our team who have been rewarded with record-high resident satisfaction scores, which in turn have delivered resilient and growing FFO results for our unitholders, a virtuous circle. Coming together with all hands on deck with safety always in mind, we are moving the COVID-19 mountain, especially with vaccinations on the way. Slide four demonstrates our most impressive FFO per unit growth of 6.6%, including retirement costs, 9.3% excluding them. Our FFO per unit remains the highest in the Canadian multifamily REIT sector. Slide five provides a summary of CMHC's recently released occupancy and average rental rate data compared to Boardwalk's portfolio in our core markets. Boardwalk, represented by the blue bars, outperforms in both metrics in our core markets. Building better communities continues to be at the heart of what we do, and Boardwalk remains the choice housing provider in all our markets. Slide six illustrates some key operational metrics. Our team continues to optimize our revenues, balancing occupancy, occupied rent, and the use of incentives. Occupancy has seen a percentage decrease, a reflection of seasonality and the second wave of lockdowns in our core markets. Our occupied rents have continued to increase. Our rentals this year have outpaced our move-outs, and our trend for March is for rising occupancy, as it has been over the last three years, as per slide 40 in our appendix. Next, slide seven highlighted our new and renewal lease spreads, the precursor to average occupied rents. Our revenue optimization strategy through the current environment continues to focus on retention. New leasing spreads have gradually improved from the onset of the pandemic with increased lead generation. With our current high occupancy and the lifting of rental rate restrictions, Boardwalk has reintroduced sustainable discount reductions on our renewals and continue to see success targeting inflationary adjustments. With approximately 60%-70% of Boardwalk's lease activity in the form of renewals, these sustainable discount reductions will provide a resilience and growth in optimizing Boardwalk's revenue to offset increasing non-controllable expenses. Incentives for new leases are being offset with an increase in occupancy we are now experiencing in the first quarter. Slide eight, Boardwalk's portfolio of well-located affordable homes provide an exceptional value proposition for current and future resident members. Of Boardwalk's 33,000 apartment units, approximately 62% are based in Alberta, 11% in Saskatchewan, with each of these provinces providing exceptional affordability with multi-decade low rents as a percentage of incomes, creating an opportunity for incentives to be reduced further to help offset increasing non-controllable expenses. Ontario and Quebec represent 27% of Boardwalk's communities, providing exceptional affordable average rents as well with opportunity for future revenue growth. Slide nine, Boardwalk's product diversification captures a much wider audience of resident members' needs, increasing the overall demand for Boardwalk communities. We provide three different branded communities, Boardwalk Living, affordable value, Boardwalk Communities, enhanced value, and Boardwalk Lifestyle, affordable luxury. Currently, we have approximately 6% Lifestyle, 44% Communities, and 50% Living suites across our portfolio. Each brand provides exceptional value at each price point, grounded on some of the most affordable rents in Canada. Slide 10-13 highlight our most recent rebrand communities completed in 2020 with targeted rental rate adjustments. To date, we have completed approximately 34% of our total portfolio common area and amenity improvements, as well as 23% of total suite improvements. Our design team, in-house renovation team, and contractor partners moved mountains on renovating 23 community common areas last year. Well done, teams. Slide 11. Our design, asset management, and operations teams work closely to strategically identify each community rebrand or refresh. Our focus is to continue to deliver the best product, optimizing our capital allocation for our value-add program to our targeted resident member demographics, so we can continue to provide the most exceptional, elevated experience at an affordable price. The result is increased market demand, exceptional value, and appealing returns with sustainable market rental adjustments. We have highlighted Richmond Towers in Calgary and both Southgate Towers and Tower Hill in Edmonton as most recent completions that have continued during the COVID-19 environment. Slide 12 showcases more of our value-add capital program rebrand communities. Three communities in Edmonton, The Palisades, Terrace Tower, and Northridge Estates, as well as one community in Calgary, Oak Hill Estates, with modest exterior, lobby amenity, and experience center upgrades, unveiling a tremendous improvement in both aesthetics and resident member experience. Slide 13 continues on our value add capital program rebrand features in Regina, Calgary, and Edmonton. Slide 14 and 15 illustrates actual returns on two renovations we had completed approximately a year ago, providing actual stabilized average in-place rent relative to comparable communities where renovation dollars were not invested. Our Wimbledon community in Edmonton and our Carlton Tower community in Saskatoon are delivering a 10.4% and 9% yield on renovation costs well above our 8% stabilized target. Our results continue to reflect the success of the re-engineering of our service, product quality, diversity, and experience led by our design team and executed by our entire team's all-hands-on-deck approach. Thank you to our entire Boardwalk team. We would like to now pass the call on to Lisa Smandych, who will provide us with an overview of our financial results. Lisa? Thank you, Sam. On Slide 16, the Trust delivered strong FFO and AFFO growth, with FFO increasing by 6.6% from CAD 32.2 million to CAD 34.3 million for the three months ended December 31, 2020. AFFO increased by 14.1% from CAD 26.1 million -CAD 29.7 million using an annualized maintenance CapEx estimate of CAD 596 per apartment unit. For the year ended December 31, 2020, FFO increased 6.7% from CAD 131 million -CAD 139.7 million, while AFFO increased 12.1% from CAD 106.9 million -CAD 119.9 million. Included in our year-end FFO and AFFO results is approximately CAD 33.7 million, apologies, for retirement costs. Slide 17 summarize the Trust's monthly revenue collections from its resident members for 2020 and January of 2021. Please note, collections are reported for the calendar month only and do not include revenue collected in subsequent months. 98.4% of January revenue was collected in January, which is consistent with the Trust's historic run rate. Though varying by province, city, and site, prior to 2020, the Trust's historic bad debt expense was between 1% and 1.1% of total revenue. For the year ended December 31st, 2020, bad debt expense was 1.3% of total revenue. During COVID and up to today, Boardwalk has offered its resident members a deferral program for those who can demonstrate financial hardship. As at the end of January, there were approximately 30 participants in this program, which is down from 100 participants at the end of July. Additionally, the total deferred balance was approximately CAD 24,000 at the end of January, also down from the CAD 85,000 at the end of July. Slide 18 provides a summary of Boardwalk's available liquidity. The Trust is well-positioned with approximately CAD 70 million in cash and subsequently funded financings, as well as an undrawn CAD 199 million operating line. This approximate CAD 269 million in liquidity provides the Trust with a flexible financial position in the current environment, as well as providing the ability to take advantage of opportunities as they present themselves and as visibility improves. Slide 19 illustrates Boardwalk's mortgage maturity schedule. Our mortgages are well staggered, with approximately 99% of our mortgage balance carrying NHA insurance through the Canada Mortgage and Housing Corporation. This insurance remains in effect for the full amortization of the mortgage, and in addition to carrying the government of Canada's backing, provides access to low-cost financing, with current estimated five and 10-year CMHC rates of 1.3% and 2.1% respectively. The Trust's debt metrics continue to improve with an interest coverage of 2.79 in the current quarter. The summary of our 2020 mortgage maturities is presented on slide 20. Boardwalk took advantage of the current low interest environment to renew, forward lock, as well as secure additional up financing from our mortgage portfolio. In 2020, we renewed CAD 310.5 million, as well as secured CAD 184.9 million in new financing, all at record low interest rates, taking our maturing interest rate down by 90 basis points from 2.54% - 1.64%. Slide 21 summarizes our progress on our 2021 mortgage maturities. To date, we have renewed or forward locked approximately 21% of our 2021 mortgage maturities, as well as secured CAD 16.5 million in new financing at record low interest rates, highlighted by some recently completed financing at interest rates just over 1%. Current underwriting criteria in our most recent submissions to CMHC and our lenders has remained in line with our historically conservative estimates. I would now like to turn the call to Lisa Russell, who will provide an update on our investments. Thank you, Lisa. Slide 22 provides a brief update on our current and future development projects, which provides progression toward our long-term strategy of geographic diversification and high grading our portfolio. 45 Railroad in Brampton, Ontario is the trust's only development project currently under construction. Work on the two tower, 365-unit project continues to move forward on time and on budget. We anticipate the first tower to be delivered in late 2022. Both the underground parkade and podium structures are complete, with work now focusing on tower portions. The partnership is nearing its 40% equity requirement and will be moving into the construction financing facility, which will fund the remaining construction costs. The Mississauga, Ontario development site, which Boardwalk holds a 50% interest in, continues through the rezoning process. We estimate rezoning to occur in the summer of 2021. In addition to our eastern development projects, the trust has two future development sites in Victoria, B.C. Rental fundamentals in this market have remained strong throughout 2020, with low vacancy rates and demand outpacing the supply of rental housing. These two prime development sites give Boardwalk a solid foothold in this high-growth market. The Victoria site, Eagle's Nest, is located in the growing municipality of View Royal. This land was purchased in Q4 2020 for CAD 14 million and has zoning in place for approximately 250 rental units. This prime site is located near Victoria General Hospital as well as a large retail plaza and provides quick access to both downtown Victoria and Langford. Work on permitting is currently underway for a potential 2022 construction start. The second Victoria site, the Carlisle land, is an assembly of 14 residential lots in the gentrifying municipality of Esquimalt and was acquired for a total of CAD 14.8 million. Located across from the newly developed Esquimalt Town Square and Recreation Center, this prime development site will provide new rental housing in a growing and undersupplied market. Planning and entitlement work is underway, and we anticipate rezoning to be completed in 2021. These two sites provide the opportunity for Boardwalk to utilize its past experience and success in building accretive low-rise developments. The trust is excited to bring Boardwalk's brand of unique design and affordability to Victoria while creating value for the trust in our proven low-rise development program. We will continue to progress through rezoning, entitlement, and the design of all of our new development projects in 2021. For clarity, the trust will not begin any new construction in 2021. Slide 23 shows several transactions that occurred throughout 2020 in our core markets of Edmonton and Calgary. Though 2020 saw a decline in transaction volume compared to 2019, the resiliency of the multifamily sector continues to attract investment, leading to stable valuations despite economic uncertainty caused by COVID-19. Low interest rates, higher energy prices, rental rate growth potential from a base of strong affordability, and exceptional value relative to increasing replacement and construction costs are leading to an increase in investment activity in Edmonton and Calgary. These most recent low-rise suburban transactions have traded at per door valuations well above the implied valuation of Boardwalk's high quality, well-located portfolio. I would now like to turn the call over to James. Thanks, Lisa. Expanding on Lisa's comments, slide 24 further illustrates the exceptional value Boardwalk's current trading price represents when extrapolating the implied cap rate based on the trust's current trailing financial results. This slide utilizes our reported NOI to illustrate implied valuation on a cap rate and per apartment door basis. Boardwalk's current trading price implies an attractive 5.6% cap rate on these most recent results. The trust's resilient NOI performance through 2020 is highlighted on slide 25. Boardwalk's resident-friendly approach has provided for steady revenue growth through 2020. Despite increases in non-controllable operating expenses, Boardwalk's focus on innovating controllable expenses provided a significant offset, leading to portfolio operating expense increase of just 50 and 20 basis points for the fourth quarter and full year respectively. Sequential revenue in the fourth quarter declined in our Alberta market, primarily due to increased vacancy. Looking at current availability for the month of February, new rentals have exceeded turnover and with lower availability, are seeing occupancies improving. As shown on slide 26, each of Boardwalk's core markets present unique opportunities to continue on our trend of organic growth. Our Alberta and Saskatchewan portfolios provide an opportunity to gain on occupancy while targeting sustainable incentive reductions on lease renewals. Our affordable and high-value offering, Ontario and Quebec markets, remain near full occupancy. Trust continues to focus on achieving sustainable AGI increases for community improvements and optimizing rental rates when units turn over. Just a CAD 25 adjustment in our monthly average in-place rent or a 2% improvement to our occupancy each equate to approximately CAD 0.20 in annual FFO per unit and represents a significant growth opportunity over the near and long term as we continue to optimize our revenue and NOI. Slide 27 reflects on our performance through 2020, one of the most uncertain economic periods of our time. Through it, our competitive advantage and resident-friendly approach was rewarded with resilience and growth through optimization of our NOI, delivering 3.7% same property growth. Our commitment to market-leading product quality and service allowed us to continue to invest in both suite and common area renovation projects that are targeting solid, stabilized returns. Our strong balance sheet, paired with non-core asset sales, allowed us to take advantage of our steady geographic growth plans by accretively acquiring assets to expand our Kitchener and Waterloo portfolio while also entering the Victoria market. Record low interest rates provided for a significant tailwind as we renewed loans near and below 1%, providing a reduction of interest expense going forward. Overall, this resulted in 6.6% growth in one of our key performance metrics of FFO per unit. Looking forward, some uncertainties related to this pandemic remain, and as a result, the trust will continue to provide regular operational updates to our shareholders in lieu of financial guidance to begin the year. As vaccinations progress and both economic and border restrictions ease, this will provide more detail needed to guide the extent of our growth rate for the year. Our outlook for 2021 remains cautiously optimistic with the resilience of our essential service of affordable housing and the persistence of our performance-focused team. We look forward to sharing updates on our progress and our continued performance through this new year and would like to open up the phone line for questions. Operator? Thank you. Ladies and gentlemen. We will now begin the question-and-answer session. Should you have a question please press the star followed by the one on your touch-tone phone. You will hear a three-tone prompt to [inaudible] in your request. Questions will be taken in the order received. Should you wish to withdraw your request, please press the star followed by the two. If you are using a speakerphone, please lift the handset before pressing any keys. One moment please before your first question. Your first question comes from Jonathan Kelcher with TD. Jonathan, your line is now open. Thanks. Good morning. Morning, Jonathan. First question, just on the revenue growth for 2021. I understand that you're not giving guidance, if we just look at some of the stuff that makes it up. On renewals, it looks like you're trending. You've trended towards 2%. Is that something you think you can move higher back to where you were at the beginning, the 4% or so you were at the beginning of 2020 over the course of this year? Right now, we are seeing exactly what we've seen over the last three years. In slide 40, our apologies for sticking that in the appendix. Slide 40 really describes what's happened over the last three years. Really important to look at rentals, which are much higher than move-outs. Our availability is dropping, and as soon as our availability drops and our new residents move in, because our residents typically don't move in the same day they apply for an apartment and get approved. It takes a little bit of time for residents to move in, and as per slide 40, that occupancy increases as our residents move in that we've rented. Right now, we're below 4% availability. As of today, it's closer to 3.5% as of today. The trend, as our availability drops, our incentive for new rentals will drop as well. It's a direct function as to the supply of new rentals that we have. The good news is that the trend that's in place right now will allow us to reduce incentives for new rentals even further. The math on a new rental is much more positive to increase occupancy than to worry about and focus on another CAD 50 of incentive or CAD 30, CAD 40 of incentive. The gain we realize on occupancy is much higher than whatever additional incentive adjustment that we have to make. That is what we're seeing as we speak. Just to add to Sam's comments there, Jonathan, we continue to see success with renewals today. Our team is targeting CAD 20, CAD 30, CAD 40 adjustments on our lease renewals. To Sam's point, as occupancy continues to improve, that's really going to position us coming out of that pandemic to get back to those incentive reductions that we had targeted prior to the pandemic, equating to about half a month or one month reduction or that 4% that you were referring to. Jonathan, we were on a conference call with the Business Council of Alberta members of several CEOs in Alberta, and one of the CEOs Of TransAlta, energy is an economist by training, shared with everybody on the phone. Alberta in February isn't typically a peak energy demand month, and in February, we peaked and went over any other energy consumption the province has ever consumed. Energy is a real leading indicator of economic activity. The CEO of TransAlta shared that with everybody on the line. As there's a lot of negativity out there and the sentiment is still very concerning for Alberta, there are facts like a record energy use that we are using in our province, our core province, that has in the past been a leading economic indicator. Okay. That is very helpful. The second question, just on your renovation program, 2020, you were actually able to do more individual units than you were in 2019, which is pretty impressive given COVID. Were you slowed down at all by COVID in 2020? What do you think you can do in terms of the number of units in 2021? Yeah. We really have to give credit to our team of heroes on whose shoulders we stand. No, we were not slowed down by COVID. Coming together with all hands on deck, we moved another mountain and really focused on partial renovations as well. That's a reason we are able to renovate more units because we focus more on affordability. The demand for affordable units is increasing, and the demand for affordable housing is increasing, and we're seeing that in our numbers. We're focusing in on affordability right now. When the economy comes back, and the vaccines are rolled out, and schools come back in the fall, our demand will increase even more, and we'll see even better results and get back to a new normal as it unfolds. Okay. If you did roughly 1,600 suites last year, is that a number to sort of think about for this year? It is really hard to say. We have got the same budget for suite renovations, it should be very similar. Our budget for this year is very similar to what it was last year, and we expect a similar amount of units to turn and to renovate. Okay. It will be flat. Yeah. Okay, thanks. I'll turn it back. Thank you. you. We have a following question from Matt Logan with RBC. Matt, please go ahead. Thank you, and good morning. Morning, Matt. In terms of your outperformance relative to some of the CMHC stats for your respective markets, what do you think the key factors are in driving that to those operating results? A long time ago, we shared in conference calls the key leading indicator for growth in rental revenues is affordability. We saw this many years ago and shared this. The key driver is affordability. We sat on the affordable housing panel for the province of Alberta, and the data is very clear. There is a growing demand for affordability, and we're seeing that in our rentals and in our performance. That's our focus, is to continue to deliver affordable, amazing homes that folks can live in. We were in British Columbia the other day, and we have to share a conversation. B.C. is doing really well, by the way, and it's growing, and the population is growing there. We're in a restaurant and almost very close to one another, shielded by plexiglass, of course. We couldn't help but hear a conversation next to us is, "I can't believe the rents are CAD 2,000 for a 2-bedroom." It just caught our ears, and I thought, wow. Of all the things that we would hear somebody talk about, and pardon, we were eavesdropping, but it was so loud. It was a big wow. We're shocked that our rents are under CAD 1,200 for typically a 2-bedroom unit. Where else can Canadians come and move to? Please, if you have any friends that are looking for affordable apartment, send them to Alberta. That's the solution for affordable housing. Saskatchewan. There is a solution. It's a beautiful place, by the way. Sorry. I appreciate the color. Maybe changing gears to your same-property revenue and NOI growth in Ontario and Quebec. Can you talk about the sustainability of what we've seen in Q4? Like, does that trend continue into 2021? Yeah. Matt, you're hitting on some key words. Affordability, and last question, sustainability. What a key word that is. We've taken a similar approach in Ontario and Quebec as we have in Alberta and Saskatchewan in the past. Our average rents in both those provinces are well below our peers. By the way, we've been taking a very sustainable, conservative approach and continuing to serve and deliver affordability in both those provinces that have been experiencing much higher stress in and around markets. Now, on the high end, across the country, we've seen the data, and that reflects that there is a softening in the higher price rentals. There's clearly enough supply for higher price rentals. The data reflects more supply than demand, because vacancy has increased most in the higher end. In Ontario and Quebec, like anywhere else in the country, affordability is key as well. We're taking a sustainable approach with the really low average in-place rents of Ontario and Quebec. The question of is this sustainable in those two? Absolutely is the answer. Maybe last one from me. When you think about your priorities and growing in Eastern Canada, how should we think about potential capital recycling this year? On a forward-looking basis, just to give some color to the market, since September, we've seen a lot of deal flow. Moving into 2021, we continue to see the pipeline increase with some notable transactions, and we are actively underwriting right now specific to markets that we've been active in in the past, call it 24 months. We are seeing small deals and larger portfolios, and we're actually really excited about the remaining part of 2021. Now, would that be mostly just a focus on potential acquisitions, or would there be some dispositions as well? We have marketed some three Edmonton products, three Edmonton assets, and we have two of them under contract right now. Be happy to report back next quarter on those two transactions. We're seeing a lot of investment interest in Alberta, it's picking up and the phones are ringing. On the acquisition side, it'll be out east and in B.C. Yeah, we're looking at some transactions in Edmonton right now. Buyers are private, for the most part, very successful private operators, and counter-cyclical operators that are private families and extremely successful and have an impeccable track record at picking market bottoms. It was great news to get a call from one of those families the other day asking for a large portfolio in Alberta. We were very happy to receive that call. Again, we're busier than we've ever been. We talked about that last quarter. We continue to be busier than we've ever been, seeing much more deal flow. It's an exciting time and exciting opportunities that we're seeing both on the acquisitions and disposition opportunities. Well, I appreciate the commentary. Thank you very much. I'll turn the call back. Thank you, Matt. Thank you. We have a following question from Michael Markidis with Desjardins. Mike, please go ahead. Hi, everybody. Two for me this morning. First one would just be on the cost side. One of the themes for this year has been your ability to really drive a lot of efficiencies through your OpEx line and through G&A. I'm just wondering if you could, on both of those fronts, talk to, just to steal a word from [Mr. Logan], the sustainability of that, or were there any sort of anomalous factors that would have suppressed those numbers this year? Hi, it's Lisa Smandych. Certainly looking at our controllable expenses. As you know, as you mentioned, the focus really has been on our headcount. We're probably at a level where we're happy with our headcount. Right now, we are still focused on trying to bring those expenses down and working as hard as we can to keep doing that, focusing largely on technology initiatives. Things like our Yuhu platform, digital leasing, virtual showings. Focusing on just maintaining that headcount at an appropriate level. That obviously will be subject to some inflationary pressure just as we move forward. Same thing for the administrative side. We focused on our headcount in 2020 and have seen a lot of efficiencies there. Looking at technology from an administrative side, what software can we use, changes in some of those platforms to see if those can bring forth efficiencies. Hopefully we can sort of keep that administration cost sort of flat year-over-year, looking for any efficiencies that we can keep bringing. I think the answer to that is no. You guys didn't have any wage subsidies that [audio distortion]? No. I didn't catch the full question. Wage subsidy. Sorry. I s that the question? No. No, just a couple of, not [audio distortion] You're really cutting out on us. We can't hear your question. Okay. Is that better? Much better. Yes. Okay. Sorry. Closer to my phone here. Sorry. Some others have noted that they benefited to a small degree from wage subsidies. I just wanted to confirm that wasn't the case for you guys, which it wasn't. Last one for me. Sam, in the past, you've talked about Grande Prairie specifically and maybe sometimes Red Deer as being canaries in the coal mine in terms of leading indicators. Just looking at the last two quarters, those markets have been, on the revenue side, quite weak. I was wondering if you could just talk to the dynamic there and how you, if at all, read through that into what could be happening in other markets in Alberta? Those markets are improving as well. We are seeing the same as we're seeing in our core markets. Rentals are higher than move-outs in both those markets. Actually Fort Mac, the grand canary in the coal mine, is doing really well. Almost 98% occupancy or 2% availability, 2%-3% availability towards month-end. It is encouraging rental data that we're seeing in those markets. Okay. That's it for me. Congrats on such a strong year in a very odd time. Thank you. Thank you, Mike. Thank you. Your next question comes from Matt Kornack with National Bank. Matt, please go ahead. Hi, guys. Just a quick follow-up on Mike's line of questioning there. I did notice that Fort Mac kind of went from 94% occupancy beginning of last year to 97% as at Q1. Sounds like it improved further. I know historically you've said you don't house energy workers per se, given that they tend to make a lot of money and own homes. How do you think about the improvement of the energy markets from a WTI standpoint with regards to employment across Alberta more generally? Well, Matt, that's a good question. In God we trust, everybody else bring data. The data is quite strong in reflecting a shortage in supplies being concerning. The use of energy continues. Energy is everything for all the science fans out there. The big focus in Alberta, it was great, again, to share a call with so many CEOs on the line. The focus in Alberta is really clean energy. That's the key word. We truly are a world leader in clean energy. The more the world focuses in on clean and environmental sustainability, the more is going to be invested. We had a call from the new CEO of Alberta development CEO. He's getting bombarded by sovereign funds, by large investment bankers calling and saying, hey, Alberta is the cleanest. It is where we want to be. How do we get there? Who do we talk with? How do we invest back in Alberta? That was a great message that CEO shared with everybody on the line today. I hope I'm not sharing secrets, but it was a great call to be on. It's very encouraging to see Alberta turn around. We also were on the line with the two CEOs of the unicorns because everybody believes in flying horses and unicorns where there's multi-billion dollars in value, and Benevity and Shareworks, phenomenal, profitable amazing companies, billion-dollar unicorns here in Calgary talked about how great Calgary is once you get here and how we really have to focus in on Canada. Marcos, the CEO of Shareworks, said, it's about what's great for Canada, because let's face it, folks, Canada is an amazing place to be. When we lift up ourselves as Canadians first and foremost, it'll get better for Alberta and for Calgary and Edmonton and everybody. What an inspiring CEO Marcos is to focus in on lifting everybody up. It's no coincidence his company is a multi-billion-dollar success. Okay. That makes sense. One other follow-up question. I guess the provincial government put out a budget yesterday. I don't know, I'm sure you guys have looked at it in more detail than I have. If you could provide any commentary as to what you think it does for your business. Sounds like you aren't going to see a tax increase, which is nice. Yeah, just in terms of jobs growth, I know there was some focus on infrastructure spending, but at the same time, government efficiencies. Just some thoughts there. Yeah. The big headline was the deficit. Let's, I guess, share some thought with the deficit in that fiscal and monetary policy has changed dramatically with quantitative easing, and I'm sorry, I'm getting into economics here. It's important, though, because the question is a conservative fiscal policy of the past something that is relevant with nations, the biggest nations with record deficits and record continued growth of debt capital. Is it an inspiration to see companies spend on innovation, spend and invest in technology? Are other countries great examples who are spending record amounts of capital on investment in technology and innovation? Is that an inspiration for not just Alberta, but for Canada? How can we look at these other big growth nations and learn from what others are doing? How can we compete if we do not invest in our companies, in our people, and in our technology, innovation, and infrastructure? How are we going to compete as a nation? I'm going to end right there because I'm way off topic. No worries. I hope you know what - Appreciate. No, fair enough. It was a bit of a broad question anyways, but it sounds like, it's better to have a deficit and employ people and put money into infrastructure- Right. from a housing standpoint. How can we compete if we don't, is the question. Look around. It's all relative. Everything is relative. For all the science fans out there, that's another really important fact to know. It's the law of relativity, and we got to keep in mind what everybody else is doing to keep relevant. Okay. Nope. Thanks, guys. Appreciate it. Yeah, looks like you have to look into the future in terms of what you've disclosed, but it seems like things are forming a base and turning around in Alberta. In God we trust. Everybody else bring data. The data says that. Thanks, Matt. Thank you. We have a following question from Howard Leung with Veritas. Howard, please go ahead. Hi. Thanks. Can you comment a bit on turnover and vacancy by brand segment, especially in Calgary and Edmonton? Given how, I think you pointed out earlier that Boardwalk's rents are better than those by the CMHC, I was wondering how you saw the Living segment versus the Communities segment being affected by the competition. Oh, Living, by far, is the big success story. Affordability is really key, Howard. Looking at move-outs, again, we ask everybody to look at the data. Slide 40. Move-outs are pretty well in line with what they have been in previous years and actually dropping, which is a reflection of the success of our team and retention. That's a real key focus. We have invested and worked tirelessly on increasing our retention, and it's working. The data reflects our success. We're doing everything we can to keep everybody in our Communities. Especially in these times, we're being yoga flexible, stretching our legs behind our heads to make a renewal. It's working. It's a reflection of the great team that we have. The Net Promoter Scores that we've been keeping track, it's a record Net Promoter Score result. We get so many amazing reviews as, I'm here because of James. I'm here because of Jeff. I'm here because our team is who our residents are here for. That's why we focus in on our Employee Net Promoter Score. I'm the coverall trainee. I'm a trainee and asking our team, what am I missing? What are we missing as leaders? We work for our site teams, and our site teams work for our residents, and our residents reward us with amazing results who, in turn, our shareholders' and unit holders' benefit. It's a virtuous cycle, is what it is, and it's working, and it's a flywheel that's gaining momentum. For all those Good to Great readers, the flywheel is alive and well, and it's gaining momentum. It's tough to move a big, heavy flywheel. From the past where we were three, four years ago, it's been tough. We give all our team all the credit because our flywheel is spinning faster than it's ever been, and it's not slowing down. It's gaining even more momentum. I've gone over my time limit. Sorry. It makes a lot of sense given we are seeing rental pickup. On your comment on the team, I was wondering, a few years ago, you referenced that Boardwalk had to hire a lot more associates to basically stem the competition that was happening in the space. Now that we see competition pick up a little bit more, do you anticipate having to hire a little more associates to help with that competition? We have to balance technology and robotics with ethics. Again, ESG. Our in-house developed robot, who works 24/7, replies to leads automatically, quicker than anybody else, and doesn't get overtime or anything, is doing an amazing job. Are we going to be using more of that? Of course, we're going to balance and use technology. The question is: how do we make technology our slave, not the other way around? Technology is great when it's used properly and effectively to enhance everybody's performance. It's like the chess players with and without technology. The chess player with technology will always beat, and has continued to beat, the robot. That's what we use technology. Are we going to see more? No. Probably less. The trend, and again, the data, is we're doing a lot more with a lot less because of technology improvements. We have to do that because everybody else is doing it as well. Everything is relative. We explain and we ask our team, what do we want to be? Do we want to be Blockbuster, who didn't change? Or do we want to be Netflix, that's constantly changing? Everybody wants to be Netflix, wants to be a company that innovates. Wants to be a company that's great. Greatness is in all of us, and that's what our purpose is, to be just that, great. Okay. Yeah. That's helpful. Then just one last one from me. On the incentives part, I think you disclosed in Q4 about 177 per door. With rentals kind of exceeding move-outs, you mentioned that they would drop, but I guess for now, they're still at around that level for the first few months. Given your comments about Living versus Communities, are you offering more incentives in the community space than l iving? Yeah, the community space clearly. When we invest in common areas, the in-place occupied and the incentives are less. There is data that reflects we are doing extremely well when we do reposition, in the right location, of course. It has to happen in the right location that has that demand for that enhanced common area improvement. Slide seven clearly reflects a trend of declining incentives for new rentals. The data is clearly there, and the occupancy that we're gaining will allow us to continue to reduce incentives for new rentals and incentives overall. The trend is our friend, and the trend is showing, and our data's showing, that we will be able to reduce incentives with this trend in place. Just to add to that, Howard, we can't reiterate enough our focus on retention, right? That is where represents about 60%-70% of our deal flow. That's where we're starting to see that steady, sustainable incentive decline. As Sam points out on those leasing spreads on slide seven, you can clearly see that. We're going to continue to do that, targeting CAD 20, CAD 30, CAD 40 reductions on our lease renewals. Okay. No, that's great. Thanks, guys. I'll turn it back. Thanks, Howard. Thank you. Your next question comes from Joanne Chen with BMO Capital. Jonathan, please go ahead. Hey, guys. Good morning. Good morning, Joanne. Just two quick ones from me. On the CapEx side of things, how should we be thinking about the trend for 2021? Very similar to what we saw in 2020, we continue to find savings in materials and parts and supplies. The market continues to be extremely competitive, technology and innovation continues too. Flooring prices, for example, Joanne, it just keeps on dropping and dropping. We're really open source and inspired by the tech community, which is a people-focused community and an open-source community. We're coming together as other community providers and like a buyer's club union. We're coming together and putting our buying power together. Works great for [Costco] members. It'll be great to work with apartment community members. This concept is something that the U.S. is way ahead of us. There's large multifamily buyer groups in the U.S. that represent millions of units. This club, I guess you might say, is just starting with pretty well everybody that we call, other of our public and private friends. We're going to get even more savings. Watch out. We're coming with big, big contracts. Sounds good. It's going to be a win-win, Joanne. It will be a win-win. Whatever we reduce in price, we'll make up in volume, though. Again, win-win, always. Okay. I guess, I know this is a little bit further out ahead, but in terms of your Victoria developments, I know a lot of it is the uncertainty with the zoning and whatnot, but what sort of timeline should we be looking at? I guess maybe this might be a tough question to answer, but what sort of yields would you be targeting for the project to kind of move ahead? Yeah. It is pretty early. We're working through rezoning right now and some different entitlements and working with underwritings, have built the consulting team for both projects. It's pretty much, and again, it's so based on rents and we're very early days, but probably about the four and a half to five. Pretty much what the deal will be. The build cycle, Joanne, and everyone, around 12 months. That's the beauty with walk-up, and actually even quicker than 12-month build cycles. The permitting? Yeah. Again, the one site is zoned and the other site that we're taking through rezoning right now. They're at different stages and staggered development projects. Yeah. We'll keep everybody updated. Yeah. The equity capital is the value that we create. Exactly similar to the successful walk-ups we built in Regina and Calgary. Our equity capital is really the 30%, 40% or 30% value, and actually 40% in some because costs have gone up so much. With time, our value goes up, and the value creation goes up as a result, and our equity goes up. That's really the source of our equity is mostly what we create. Brampton, for example, we're building at around CAD 500 a door. Average condo prices in Brampton are over CAD 700,000 a door. That's CAD 200,000 on CAD 700,000. That's a big equity that we've created and realized. It's exciting to create. The value add program that we have is in the most competitive market in the country. Gaining market share and proving that we have the best value add program because it's no coincidence. There's no such thing. We have the best team that produces it. We're super excited with the acquisitions we made in Cambridge and Waterloo, Kitchener. Incredible value creation. Well ahead of our pro forma budgeted NOIs. Well ahead of it. Again, a reflection of the value add program we've really seasoned and curated over the last several years. It's a great recipe. It just keeps getting better and better, and that's what our goal is, get better. No, that's helpful. Maybe that segues kind of into just the last one from me. Could you maybe talk to kind of the competitive dynamics that you're seeing now primarily in Calgary and Edmonton? I know despite some of the headwinds that still hang. Would you say that you continue to take share given the attractiveness and affordability of your portfolio right now? Yeah. It's a tale of two markets, Joanne, and everyone. The competitiveness in the new supply is very high. Even in a very high competitive new market with our 160 units and JV with RioCan, for example, we're doing extremely well. We're heading to about 65% occupancy. We're very close to that or there. I haven't quite looked at Rio today. In that affordable Living and Communities brand, demand absolutely is increasing for us. The market overall continues to add new supply. We continue to see completions in both Calgary and Edmonton. The good news is there's a lot less investment. There's a lot less enthusiasm to build even more supply in Calgary and Edmonton. Our advice is don't. We don't need any more supply in our province. The focus we have to focus is helping folks get into affordable housing and continue to focus in on maintaining that affordable stock and serving the increasing demand of affordable housing that's required by residents today across Canada. That's where the demand is. That's where we are in the middle of, and it's really a well-serviced, well-maintained, well-designed, and engineered product that is exceptional value for residents. That's always in demand. Sure. Okay. No, that's super helpful. That's it for me. Thanks very much, guys. I'll pass it back. Thank you so much, Joanne. Thank you. Your next question comes from Brendon Abrams with Canaccord Genuity. Brendon, please go ahead. Hi. Good morning, everyone, and congrats on a strong 2020 in light of COVID and the pandemic and all those challenges. Thank you. I'm just trying to get a handle on leasing for next year, and I guess one thing I always struggle with, if I look at slide 43, the loss to lease statistics, there shows a significant, I guess, mark-to-market opportunity within the Alberta portfolio. I take a look at slide seven, and it shows spreads on new leases are negative. I understand 60%-70% of leases signed are renewals. On the 30%-40%, just wondering for 2021, and obviously no one has a crystal ball, do you expect there to be upticks in terms of what slide 43 would suggest, or maybe slightly negative, which slide seven might suggest? Hey, Brendon. It's James. As you point out on slide 43, the biggest opportunity in Western Canada is incentives. As a result of that, we post both numbers here. We post the number on the left, which includes incentives, and the number on the right, which excludes incentives. For what we're seeing right now going forward into 2021, our plan, our playbook, is the same as we had in 2020 through the pandemic. It's all about those sustainable increases focused on retention. In this environment, again, targeting those CAD 20, CAD 30, CAD 40 incentive reductions on renewals, that's where we're seeing success, and it's appropriate for this current environment. On new leasing, it is competitive out there. You saw it in the CMHC data that was recently released. There's a cost of acquisition for those new tenants, as Sam pointed out earlier, revenue management or managing that revenue, gaining that occupancy is the best way to manage that for the first part of this year, and that's where you'll see the focus going forward. On the incentive front, it's going to be that balance between what we're able to reduce on the renewals offset by what we may have to give on new leases in the interim. Right? As we start to see a little more velocity in terms of border and economic restrictions, that's what's going to set us up to get back to those larger incentive reductions going forward. Right. Okay. That's helpful. Maybe just taking a look at your urban and suburban portfolios, I don't know the exact split that it would be in Calgary and Edmonton, but are you seeing any differences? Have you seen any differences the last few quarters or even the beginning of 2021 between leasing velocity within your more kind of urban assets versus your suburban assets? We have focused more on redevelopment on our common areas in our urban communities. As a result, our urban communities are improving, and we're regaining market share in those locations. We're seeing improvement overall, both urban and suburban, as a result of that. Okay, no material differences between the two portfolios, or? There is a stabilization as we speak. There used to be. Last year, there was. This year, we're seeing more stabilization between our urban and our suburban because we focused a lot on retention and common area improvements in our more urban Edmonton communities and made some adjustments as per our IFRS on market rents in our urban communities to be more competitive. Those have all helped to re-stabilize the occupancy in both the urban and versus the suburban. Okay, that's helpful. Maybe just last question from me, the most important one. Sam, do you think there will be a Calgary Stampede this summer? Will you be hosting an investor day for that? Well, our theme in 2013 for the Calgary Stampede, Exhibition and Stampede was Hell or High Water. There's going to be a Stampede. Even scientists believe, and we all have heard perception is our reality. When we believe, it creates a reality. Yes. We'll see you at the Stampede. All right. Well, I'm hopeful as well. That's reality, everyone. Thank you. Thanks. Thank you. Your next question comes from Mario Saric with Scotiabank. Mario, please go ahead. Hi. Thank you. Good morning. I realize we're approaching an hour here, just over an hour, so just two really quick ones on my end. For the quarter, I noticed that G&A ticked up about CAD 1.4 million versus Q3, and then the direct operating costs came down a little bit, relative to my expectations at least. I just wanted to clarify whether there's any accounting changes during the quarter that would influence the balance between those two figures. Hi, Mario. It's Lisa. There was no accounting changes from Q3 to Q4. The increase in administration expense largely deals with year-end accruals as we finalize based on bonuses and profit share. Based on improved results for Q4, that was a function of why that accrual was bigger going into Q4 for administrative expenses. Perfect. Okay. You noted that you had three assets on the market. I guess it was in Edmonton. Just curious, with respect to Calgary, the CBRE survey that just came out last week noted about a 25 basis point increase in Calgary multifamily cap rates. Is that consistent with what you're seeing on the ground in terms of overall demand? It sounds like the demand's actually quite strong. I'm just trying to understand- Yeah. the difference. Yeah, it's consistent. Again, cap rates are reported from various groups, private and public. There's different filters that everybody does use to end on their number. That would be a fair comment. It's our comment to say yes. Okay. Then thirdly, I think in terms of the Alberta outlook, I think, Sam, you noted that Calgary has been voted one of the top three or four places in the world to live by The Economist. You mentioned affordability several times. Clearly very affordable. Outdoor living is more important these days post-COVID. That bodes well for Alberta. A lot of good things happening and positive trends. The federal government seems like they're itching to get international immigration kick-started again through various initiatives. That also bodes well for the province, given the lower supply per capita relative to other provinces. The big question then comes to job growth, and it was touched on earlier in the call. With, let's say, the oil industry and the energy industry and the bit of transition, as you pointed out, too, Sam, you've attended a lot of business meetings with other constituents and whatnot on the ground. If you had to point to one industry or two industries where you think that the market is underappreciating the job growth potential within the next 12 months, what would that one or two industries be? Do you have any data that kind of supports the potential quantum of job growth in those two industries? Our health industry is massive. Infrastructure, that's a global growth area for investment as well. Really, the work from home, Mario, is a big movement because we heard from the unicorn CEOs the work from home super helpful. It's a real lesson, especially in the last year, where we have seen, as a global community, how closely we're connected. When somebody sneezes in some place in the planet, our whole planet can shut down. This conversation of how closely we are connected came up with the unicorn CEOs and how important it is to focus in on attracting all types of talent, not just full stack developers because a full stack developer will need a CFO, will need accounting, will need cleaning services in the office. The flexibility, the work from home ability will need affordable housing. The ecosystem is what the tech world talks about, ecosystems. More and more governments and communities are learning about the importance of this ecosystem and how we all have to come together as a country. We really do. Work on real positive reasons and make it super simple. That's the big lesson of technology. KISS and easy. Keep it super simple and easy. If we make it really simple to come to Canada and grow in Canada and innovate and succeed in Canada, word's out. We're already doing that. This data as far as population, word's out Alberta's doing that because the population data, according to StatCan, clearly reflects as Albertans, word is getting out because Alberta, as per StatCan, is growing more than anywhere else in Canada. All those factors we talked about is absolutely working as reflected by the data. We need to get more of that information out. Again, as Albertans, we are proud Canadians first and foremost. That's who Albertans are. That's how we all have to be as Canadians. The more we come together as a country. The vaccine producers and innovators here in Calgary. We have a vaccine company in Calgary that as Canadians, we have to all be really grateful for and support. There's all sorts of great things happening here. The diversity and the data, the economic data clearly reflects a much more diverse economy in Alberta. Every time we go through an energy cycle, our economy gets much more diverse. We're more diverse statistically as per the job data than we've ever been. We're going to continue to be because the mother of invention is necessity. Okay. My last question just on the guidance and kind of wanting greater visibility in order to provide it. Am I correct in saying that the greater visibility is more on the top-line revenue side of the equation as opposed to expenses? Or is it both on the top line as well as kind of wild cards in the expense category that has you on pause now? Hey, Mario, it's James. Look, at the end of the day, we are still in a pandemic here. From an expense item standpoint, good news, I would actually argue that we have better visibility than we did this time last year for 2020. Specifically, I'd point to property taxes, right? You remember this time last year, we talked a lot about property taxes and ended up seeing double-digit tax increases in some of our municipalities. Really good news for 2021, we're not anticipating that. As far as the other expense line items go, again, in the context of what we're seeing right now, we're seeing more inflationary increases, with the exception of maybe insurance as a specific line item. On the revenue front, our playbook for 2021, like I said earlier, is going to be very similar to what we did in 2020 and how we ended up with growth through 2020. That focus on retention, that focus on gaining occupancy. Let's face it, we are in a pandemic, so in the meantime and in between time, we'll continue with our increased transparency and disclosure with regular updates to our stakeholders. As economic and border restrictions ease, that will give us the ability to reintroduce that guidance. Okay, great. Thank you for your time, everyone. Thanks, Mario. Thank you, Mario. Thank you. There are no further questions at this time. You may proceed. Thank you, operator. Before we end the call, our annual and ESG report will be published in March and take a more environmentally friendly, interactive digital approach. As always, if there are any questions or comments, please do not hesitate to contact us. With gratitude, we'd like to thank our amazing team of heroes, our great leaders, loyal residents, CMHC, our lenders, and all our stakeholders. It really is all about our amazing team of heroes whose huge shoulders we stand on. As leaders, we continue to do everything we can to support continued growth and excellence. We really can't thank our amazing team and great leaders enough. We are pleased with our improving results on a foundation of exceptional value we continue to provide our resident members, our investors, and all our stakeholders. Our home is much more than a place. The future is family, where love always lives. What's more important when choosing where to call home? Thank you again, everyone, for joining us this morning, and may God bless us all with continued healing, health, and peace through all times. Thank you. Ladies and gentlemen, this concludes your conference call for today. We thank you for participating and ask that you please disconnect your lines.