Immobili\u00e8re au Canada<\/p>\n
Canadian Property
\nVol 63 | Book 4 \/ Tome 4 2019<\/p>\n
P
\nM<\/p>\n
#
\n40<\/p>\n
00
\n82<\/p>\n
49
\n R<\/p>\n
et
\nur<\/p>\n
n
\nun<\/p>\n
de
\nli<\/p>\n
ve
\nra<\/p>\n
bl
\ne <\/p>\n
C
\nan<\/p>\n
ad
\nia<\/p>\n
n
\nA<\/p>\n
dd
\nre<\/p>\n
ss
\nes<\/p>\n
t
\no:<\/p>\n
A
\npp<\/p>\n
ra
\nis<\/p>\n
al
\n In<\/p>\n
st
\nit<\/p>\n
ut
\ne <\/p>\n
of
\n C<\/p>\n
an
\nad<\/p>\n
a,
\n 4<\/p>\n
03
\n-2<\/p>\n
00
\n C<\/p>\n
at
\nhe<\/p>\n
ri
\nne<\/p>\n
S
\nt.<\/p>\n
, O
\ntt<\/p>\n
aw
\na,<\/p>\n
O
\nN<\/p>\n
K
\n2P<\/p>\n
2
\nK<\/p>\n
9.
\n E<\/p>\n
m
\nai<\/p>\n
l:
\n in<\/p>\n
fo
\n@<\/p>\n
ai
\nca<\/p>\n
na
\nda<\/p>\n
.c
\na<\/p>\n
See page 7<\/p>\n
Voyez la page 12<\/p>\n
\u00ab Votre avenir
\nse dessine
\nmaintenant \u00bb<\/p>\n
\u201dYour voice,
\nyour choice\u201d<\/p>\n
mailto:info@aicanada.ca<\/p>\n
CDC provides quality,
\nprofessional valuations
\nto our clients on a timely
\nbasis with integrity,
\neffectiveness and value.
\nCDC fournit des \u00e9valuations
\nprofessionnelles de qualit\u00e9 \u00e0 ses
\nclients, de fa\u00e7on rapide, avec int\u00e9grit\u00e9,
\nefficacit\u00e9 et valeur. <\/p>\n
LocaL appraisers,
\nNatioNaL coverage,
\nexceLLeNt service.<\/p>\n
\u00c9vaLuateurs Locaux,
\ncouverture NatioNaLe, <\/p>\n
service exceLLeNt.<\/p>\n
CDC INC. is a national full service appraisal firm
\nCDC INC. est une firme nationale d\u2019\u00e9valuation multiservices
\nT \/ T\u00e9l. : 1.866.479.7922
\nF \/ T\u00e9l\u00e9c. : 1.877.429.7972
\nE \/ Courriel : info@cdcinc.ca
\nW : www.cdcinc.ca<\/p>\n
REAL PROPERTY APPRAISALS
\n\u00c9VALUATIONS IMMOBILI\u00c8RES
\nOur Value. Your Future.
\nNotre expertise. Votre avenir.<\/p>\n
mailto:info@cdcinc.ca
\nhttp:\/\/www.cdcinc.ca<\/p>\n
CDC provides quality,
\nprofessional valuations
\nto our clients on a timely
\nbasis with integrity,
\neffectiveness and value.
\nCDC fournit des \u00e9valuations
\nprofessionnelles de qualit\u00e9 \u00e0 ses
\nclients, de fa\u00e7on rapide, avec int\u00e9grit\u00e9,
\nefficacit\u00e9 et valeur. <\/p>\n
LocaL appraisers,
\nNatioNaL coverage,
\nexceLLeNt service.<\/p>\n
\u00c9vaLuateurs Locaux,
\ncouverture NatioNaLe, <\/p>\n
service exceLLeNt.<\/p>\n
CDC INC. is a national full service appraisal firm
\nCDC INC. est une firme nationale d\u2019\u00e9valuation multiservices
\nT \/ T\u00e9l. : 1.866.479.7922
\nF \/ T\u00e9l\u00e9c. : 1.877.429.7972
\nE \/ Courriel : info@cdcinc.ca
\nW : www.cdcinc.ca<\/p>\n
REAL PROPERTY APPRAISALS
\n\u00c9VALUATIONS IMMOBILI\u00c8RES
\nOur Value. Your Future.
\nNotre expertise. Votre avenir.<\/p>\n
Find \u2022 Invest \u2022 Develop \u2022 Manage \u2022 Real Estate <\/p>\n
Uncover the real value
\nof your property or portfolio. <\/p>\n
Precise and dependable property
\nvaluation services to help you make
\ntimely, informed real estate decisions.<\/p>\n
Dave Black
\nSenior Vice President
\n& National Practice Lead
\nAdvisory and Appraisal Services
\nDave.Black@am.jll.com
\njll.ca\/value<\/p>\n
mailto:Dave.Black@am.jll.com
\nhttp:\/\/jll.ca\/value<\/p>\n
www<\/p>\n
Ready? <\/p>\n
Contact Brandi Heidler at:
\ncanada.careers@colliers.com
\nfor a confidential chat to learn <\/p>\n
more about our competitive
\ncompensation packages and <\/p>\n
the benefits of joining the
\nColliers Team. <\/p>\n
14 Offices
\n90 Professionals
\n4,500 Appraisals Each Year
\n1,250 Tax Appeals<\/p>\n
Interested in
\nbuilding value?
\nWe are actively seeking experienced
\ncommercial appraisers ready to take their
\ncareers to the next level.<\/p>\n
Accelerating success.<\/p>\n
Be inspired.
\nAt Colliers, we provide you with the tools to grow your business,
\nwhether you want to build a team and\/or become an asset type expert.
\nOur renowned educational platform, Colliers University, mentorship
\nstructure and innovative business model are just a few ways we can
\nhelp you build your career. <\/p>\n
Be collaborative.
\nWork with a fun and supportive team of professionals across North
\nAmerica who are ready to lend a hand and share their expertise.
\nThis gives you the opportunity to work on a variety of asset classes
\nwith the support of our specialty asset type leaders. <\/p>\n
Be entrepreneurial.
\nWe give you the freedom and flexibility to build and manage your
\ncareer. Our role is to give you every advantage necessary to
\naccomplish your work efficiently so you can take that next step. <\/p>\n
Colliers International Canada
\nValuation & Advisory Services<\/p>\n
collierscanada.com\/vas<\/p>\n
mailto:canada.careers@colliers.com
\nhttp:\/\/collierscanada.com\/vas<\/p>\n
The articles printed in
\nthis issue represent
\nauthors\u2019 opinions only
\nand are not necessarily
\nendorsed by the
\nAppraisal Institute
\nof Canada. Copyright
\n2019 by the Appraisal
\nInstitute of Canada.
\nAll rights reserved.
\nReproduction in whole
\nor in part without
\nwritten permission
\nis strictly prohibited.
\nSubscription, $40.00 per
\nyear. Printed in Canada. <\/p>\n
Les articles imprim\u00e9s dans
\nce num\u00e9ro ne rep\u00e9sentent
\nque l\u2019opinion de leur auteur
\nrespectif, mais ne sont pas
\nn\u00e9ces\u2013sairement endoss\u00e9s
\npar l\u2019Institut Canadien des
\n\u00c9valuateurs. Tous droits
\nreserv\u00e9s 2019 par l\u2019Institut
\nCanadien des \u00c9valuateurs.
\nLa reproduction totale ou
\npartielle sous quelque
\nform que se soit sans
\nauthorisation \u00e9crite est
\nabsolument interdite.
\nAbonnement $40.00 par
\nann\u00e9e. Imprim\u00e9 au Canada.<\/p>\n
* The Appraisal Institute of
\nCanada reserves the right
\nto reject advertising that it
\ndeems to be inappropriate.<\/p>\n
** The publisher and the
\nAppraisal Institute of Canada
\ncannot be held liable for
\nany material used or claims
\nmade in advertising included
\nin this publication.Indexed
\nin the Canadian Business
\nIndex and available on-line
\nin the Canadian Business &
\nCurrent Affairs database.
\nISSN 0827-2697<\/p>\n
Publication Mails Agreement
\n#40008249<\/p>\n
Return undeliverable
\nCanadian addresses to:
\nAppraisal Institute of Canada
\n403-200 Catherine St.,
\nOttawa, ON K2P 2K9.
\nEmail: info@aicanada.ca<\/p>\n
Director – Communications:
\nPaul H\u00e9bert, Ottawa<\/p>\n
Publication management,
\ndesign and production by:
\nDirection, conception et
\nproduction par :<\/p>\n
3rd Floor \u2013 2020 Portage
\nAvenue, Winnipeg,
\nMB R3J 0K4
\nPhone: 866-985-9780
\nFax: 866-985-9799
\nE-mail: info@kelman.ca
\nWeb: www.kelman.ca<\/p>\n
Managing Editor:
\nCraig Kelman<\/p>\n
Design\/Layout:
\nKristy Unrau<\/p>\n
Marketing Manager:
\nKris Fillion<\/p>\n
Advertising Co-ordinator:
\nStefanie Hagidiakow<\/p>\n
50 A Professional
\nAppraiser\u2019s Perspective
\nThe Corridor Valuation
\ntextbook \u2013 the Canadian
\nexperience<\/p>\n
56 Legal Matters
\nWhy can the public file
\ncomplaints against
\nMembers? <\/p>\n
60 Professional
\nPractice Matters
\nLaunch of
\nCUSPAP 2020<\/p>\n
64 Marketing &
\nCommunications
\nTake back control
\nof your email<\/p>\n
67 Advocacy
\n2019 Federal
\nElection Results<\/p>\n
69 News
\n\u2022 In Memoriam
\n\u2022 AIC Exchange Blog<\/p>\n
70 Designations,
\nCandidates, Students<\/p>\n
52 Point de vue d\u2019un
\n\u00e9valuateur professionnel
\nLe manuel d\u2019\u00e9valuation
\ndes corridors – l\u2019exp\u00e9rience
\ncanadienne <\/p>\n
58 Questions juridiques
\nPourquoi le public
\npeut-il porter plainte
\ncontre un membre?<\/p>\n
62 Parlons de la pratique
\nprofessionelle
\nLancement des
\nNUPPEC 2020<\/p>\n
65 Marketing et
\nCommunications
\nReprenez le contr\u00f4le
\nde vos courriels <\/p>\n
68 D\u00e9fense
\nR\u00e9sultats des \u00e9lections
\nf\u00e9d\u00e9rales de 2019<\/p>\n
69 Nouvelles
\n\u2022 En memoire
\n\u2022 Le blogue \u00c9change de l’ICE<\/p>\n
70 D\u00e9signations,
\nstagiaires, \u00e9tudiants<\/p>\n
The commercial real estate market
\nis changing\u2026 but are appraisers?<\/p>\n
Le march\u00e9 de l\u2019immobilier commercial
\nest en pleine \u00e9volution… mais les
\n\u00e9valuateurs le sont-ils aussi? <\/p>\n
An Analysis of Partial Takings and
\nContributory Value in the Context
\nof Various Court Decisions<\/p>\n
Analyse de l\u2019expropriation partielle et
\nde la valeur contributive en fonction
\ndes d\u00e9cisions des tribunaux<\/p>\n
46<\/p>\n
16<\/p>\n
COLUMNS CHRONIQUES<\/p>\n
Shaping our Future<\/p>\n
Fa\u00e7onner notre avenir<\/p>\n
07<\/p>\n
www<\/p>\n
Ready? <\/p>\n
Contact Brandi Heidler at:
\ncanada.careers@colliers.com
\nfor a confidential chat to learn <\/p>\n
more about our competitive
\ncompensation packages and <\/p>\n
the benefits of joining the
\nColliers Team. <\/p>\n
14 Offices
\n90 Professionals
\n4,500 Appraisals Each Year
\n1,250 Tax Appeals<\/p>\n
Interested in
\nbuilding value?
\nWe are actively seeking experienced
\ncommercial appraisers ready to take their
\ncareers to the next level.<\/p>\n
Accelerating success.<\/p>\n
Be inspired.
\nAt Colliers, we provide you with the tools to grow your business,
\nwhether you want to build a team and\/or become an asset type expert.
\nOur renowned educational platform, Colliers University, mentorship
\nstructure and innovative business model are just a few ways we can
\nhelp you build your career. <\/p>\n
Be collaborative.
\nWork with a fun and supportive team of professionals across North
\nAmerica who are ready to lend a hand and share their expertise.
\nThis gives you the opportunity to work on a variety of asset classes
\nwith the support of our specialty asset type leaders. <\/p>\n
Be entrepreneurial.
\nWe give you the freedom and flexibility to build and manage your
\ncareer. Our role is to give you every advantage necessary to
\naccomplish your work efficiently so you can take that next step. <\/p>\n
Colliers International Canada
\nValuation & Advisory Services<\/p>\n
collierscanada.com\/vas<\/p>\n
mailto:info@aicanada.ca
\nmailto:info@kelman.ca
\nhttp:\/\/www.kelman.ca<\/p>\n
SAVE THE DATE!<\/p>\n
R\u00c9SERVEZ LA DATE !<\/p>\n
SAVE THE DATE!<\/p>\n
R\u00c9SERVEZ LA DATE !<\/p>\n
The Appraisal Institute of Canada (AIC) Board of Directors recently struck a Task
\nForce to undertake a wholesale examination
\nof the disruptors facing our industry,
\nanalyze the impact of those disruptors, and
\ndevelop recommendations regarding how
\nthe organization can facilitate Members\u2019
\nadaptation to the new marketplace with
\nstrategies that will allow them to thrive.
\nGiven the magnitude of the market changes
\nfacing the membership, the importance of the
\nTask Force\u2019s work cannot be overstated.<\/p>\n
We are honored to have been named co-
\nchairs of the Task Force and we look forward
\nto leading this multi-year project; the very
\nsuccess of our industry may hinge upon
\ngetting this right. The Task Force\u2019s kickoff
\nmeeting was held on October 27, 2019 and
\nthe work is already underway.<\/p>\n
One of the guiding principles identified
\nby the Task Force was that the entire
\nmembership be engaged and that their input
\nbe solicited throughout the process of this
\nimportant work. We will be communicating
\nthe progress of the Task Force\u2019s work on a
\nregular basis and will always advise you of
\nyour opportunities to provide input.<\/p>\n
In this, the first of a regular column in the
\nCPV about the Task Force\u2019s progress, we wanted
\nto provide some context that we feel relates
\nwell to the position in which the AIC and the
\nmembership find themselves. As you will see,
\nwe are far from being the only industry having to
\ndeal with disruption and change.<\/p>\n
Throughout history, products, services,
\neven entire industries have had a finite
\nlifespan. Commercial offerings are inevitably
\ndisplaced by disruptive technology or <\/p>\n
SAVE THE DATE!<\/p>\n
R\u00c9SERVEZ LA DATE !<\/p>\n
SAVE THE DATE!<\/p>\n
R\u00c9SERVEZ LA DATE !<\/p>\n
BY BRAD BREWSTER, AACI, P.APP. AND DAN BREWER, AACI, P.APP., FELLOW<\/p>\n
B
\nR<\/p>\n
E
\nW<\/p>\n
S
\nT<\/p>\n
E
\nR<\/p>\n
B
\nR<\/p>\n
E
\nW<\/p>\n
E
\nR<\/p>\n
Volume 63 | Book 4 \/ Tome 4 | 2019 7Return to CONTENTS<\/p>\n
1. Real estate<\/p>\n
In 2018, real estate accounted for about
\n12.75%, or $250 billion, of Canadian GDP,
\nas reported by Statistics Canada. That is
\nmore than any other industry, including
\nmanufacturing at $174 billion. Real
\nestate, as a whole, covers a number of
\nmarket segments, including commercial
\nindustries such as retail construction and
\nrentals to the residential market. Real
\nestate construction alone contributed
\nmore than $80 billion to the Canadian
\neconomy last year, while apartment rental
\nproperties are worth north of $100 billion.<\/p>\n
The real estate industry provides a
\nhuge market for opportunity. A US example
\nof AI in this space is from Compass, a
\nstartup that uses AI to connect potential
\nhomebuyers and renters with properties
\nthat best meet their needs. While
\nthere are multiple websites that offer a
\nsimilar service, Compass perfected the
\nart by breaking the mold and standing
\nout. According to a representative of
\nSoftBank Vision Fund, which invested
\n$450 million in Compass, it is well
\npositioned for future growth for building
\na \u201cdifferentiated end-to-end tech
\nplatform that aggregates across diverse
\ndata streams to support agents and
\nhomebuyers through the entire process.\u201d<\/p>\n
2. Insurance<\/p>\n
Insurance companies and their leaders have a
\nlot to deal with lately, as reported by Deloitte\u2019s
\nlatest market research report called Fintech by
\nthe numbers. As reported by Deloitte, \u201cPolitical
\nand regulatory upheavals around the world are
\nchanging some of the ground rules about how
\ncarriers are allowed to operate. An accelerating
\nevolution in the way business is conducted is
\nbeing driven by innovation and higher customer
\nexpectations, while disruptive newcomers are
\nlooking to take market share from incumbent
\ninsurers in the insurance industry.\u201d <\/p>\n
Upheaval and changes create opportunities
\nfor savvy entrepreneurs, which is exactly
\nwhat Lemonade is capitalizing on. Without
\nrelying on legacy players in the space,
\nLemonade blends insurance with tech and
\ndigitally transforms the user experience by
\nappealing to consumers of all ages, removing
\ncosts and expediting claims. The data
\nthat is gathered helps drive efficiency and
\nquantify risks.<\/p>\n
In December 2016, Lemonade set the world
\nrecord for settling a claim in three seconds
\nusing its AI-powered claims bot, which ran 18
\nfraud algorithms simultaneously. Its technology
\nunderstands the nature, severity and urgency of
\nmost claims. If any claim is too complex, it gets
\nhanded over to human counterparts for further
\nmanual analysis.<\/p>\n
rendered obsolete by other changes in
\nthe marketplace. Their lifespans can
\nvary greatly in length, from the relatively
\nshort, such as Sony BetaMax VCRs, or
\nvery long, as with the horse and buggy.
\nHowever, in each of these cases, the
\nproduct was either displaced by emerging
\ntechnology; in the case of the horse and
\nbuggy it was the automobile, and with
\nBetaMax, it was VHS\u2019 ability to flood the
\nmarketplace despite the superiority of the
\nSony products. From prehistoric stone
\ntools, to the Blackberry, the lifespans of
\nproducts and services are, in a significant
\nway, subject to displacement by emerging
\ntechnologies or obsolescence due to
\nexternal marketplace changes. <\/p>\n
Industries under siege
\nMost recently, we have seen dramatic
\ndisruption in the marketplace with the
\nadvent of Artificial Intelligence (AI). Two
\nexamples of industries facing disruption
\ninclude real estate and insurance.<\/p>\n
Return to CONTENTSCanadian Property Valuation | \u00c9valuation Immobili\u00e8re au Canada 8<\/p>\n
Adapt to survive
\nand thrive
\nSome products and services, however,
\nmanage to adapt or reinvent themselves
\nin order to thrive, despite threats from
\ncompetition, technology or a changing
\nmarketplace. Today\u2019s business landscape
\nis often in a state of flux. Whether these
\nchanges are cultural, economic, or
\ntechnological, companies are challenged
\nto keep their businesses relevant in the
\nface of an evolving market. No matter
\nhow successful a company may be,
\nthey can be vulnerable to new trends or
\nrapidly advancing technology.<\/p>\n
Fortunately, a number of business
\nleaders are able to adapt in times of
\nchange. Some are not only able to
\nadapt, but they are also able to use
\nchanging habits and game-changing new
\ntechnology that eventually gave way to
\nenormous growth.<\/p>\n
1. Netflix: online streaming <\/p>\n
Now an online streaming juggernaut,
\nNetflix started as a DVD rental home
\ndelivery service. At the peak of its <\/p>\n
popularity in 2010, Netflix\u2019s DVD-
\nby-mail service had 20 million <\/p>\n
subscribers.<\/p>\n
Netflix has since been pulling
\nin substantial growth in revenue
\nand subscriber numbers in recent
\nyears. Its online streaming business
\nunit is booming, with $6.1 billion in
\nrevenue and 75 million subscribers
\nin 50 countries, and its DVD-by-mail
\nbusiness is also alive and well, with
\n5.3 million subscribers still paying for
\ntheir monthly DVD delivery service.<\/p>\n
Netflix\u2019s reinvention shows that
\ninnovation does not necessarily
\nmean forsaking the old in favor of the
\nnew. By retaining its DVD-by-mail
\nbusiness while growing its online
\nstreaming unit, the company has
\nbeen able to retain a loyal customer
\nbase while reaching out to new
\naudiences.<\/p>\n
2. National Geographic: <\/p>\n
integration of new media<\/p>\n
The yellow-bordered National
\nGeographic magazine has come a
\nlong way. Founded 128 years ago,
\nthe magazine was at risk of dying out
\nalong with some of its peers in print
\npublication because of digitalization.
\nTheir subscription revenue fell from
\n$289 million in 1999 to $211 million
\nin 2009.<\/p>\n
National Geographic embarked on
\na massive restructuring and sought
\nto diversify its media platforms. The
\npublication struck a $100 million cable
\nprogramming deal with Fox in 2012 and
\nmade editorial changes to improve and
\nintegrate its content. Its website was
\nredesigned to have better navigation and
\nmore intuitive access to the editorial
\nteam\u2019s stories, photography and videos.
\nNational Geographic also successfully
\nutilized social media to reach new
\naudiences that actively and visibly engage
\nwith the brand.<\/p>\n
As a result, the company made a total
\nof $569 million in revenue in 2013 with
\nboth its print and digital business units
\nthriving. National Geographic currently
\nhas almost 53 million followers on its
\nInstagram account and its Facebook page
\nhas more than 40 million fan page likes.
\nAs of 2014, the print magazine had 6.8
\nmillion subscribers, while its website
\ngarnered 41 million page views.<\/p>\n
The appraisal industry
\nin a disrupted marketplace
\nThe appraisal industry is not immune
\nto the types and scale of change
\ndiscussed above. Disruptors like Artificial <\/p>\n
Return to CONTENTS Volume 63 | Book 4 \/ Tome 4 | 2019 9<\/p>\n
Intelligence, Blockchain, Proptech, Open
\nBanking and many more are already
\nhaving an impact on the appraisal
\nindustry, and the pace and breadth of
\nchange will only increase over time.<\/p>\n
Shaping our Future
\nThe appraisal profession and market
\nlandscape have changed dramatically
\nover the past number of years. In the
\nface of this changing landscape, AIC is
\nconstantly working to ensure that, as an
\norganization, we continue to meet and
\nanticipate the needs of Members. In fact,
\none of our primary objectives is to
\nensure the continued viability of the
\nappraisal profession and to help our
\nMembers thrive, regardless of market
\nconditions. To that end, the AIC Board of
\nDirectors, along with the leadership of all <\/p>\n
of the provincial affiliates assembled on
\nFebruary 24, 2019 in Toronto. The group
\nconducted a facilitated issue analysis,
\nvisioning and brainstorming exercise
\naimed at defining how AIC can continue to
\nbest meet the needs of its membership in
\nlight of ongoing and anticipated changes
\nin the marketplace. The process included
\na detailed issue analysis to identify and
\narticulate all the factors and changes that
\nare impacting the appraisal profession.
\nThe day also included a brainstorming
\nexercise to identify a list of potential
\nmeasures that AIC can take to work with
\nMembers in addressing and adapting to
\nthe changing landscape.<\/p>\n
The work that was begun by the
\nworking group in February 2019 has
\nnow been assigned to a Task Force
\nthat was struck by the AIC Board in <\/p>\n
August 2019. The Task Force has been
\ncharged to develop organizational
\nrecommendations to the AIC Board
\nregarding how AIC can continue to best
\nmeet the needs of its membership in
\nlight of ongoing and anticipated changes
\nin the marketplace. Specifically, the
\nTask Force will:<\/p>\n
\u2022 explore the impact of technology
\nand other industry disruptors on
\nthe profession;<\/p>\n
\u2022 analyze various scenarios of the
\nchanging landscape for appraisals; <\/p>\n
\u2022 conduct a review of AIC\u2019s
\ngovernance, organizational and
\noperational structure(s) to provide
\nmore efficient and effective delivery
\nof services and programs; and<\/p>\n
\u2022 identify how AIC can best focus its
\nresources to facilitate Members\u2019
\nability to diversify their services.<\/p>\n
The Task Force\u2019s work has been
\nbranded \u2018Shaping our Future\u2019 because
\nthat is exactly what the resulting
\nrecommendations are intended to do.<\/p>\n
The Task Force held its first meeting
\nin October 2019, with Shaping our
\nFuture expected to be a multi-year
\nproject. As co-chairs of the Task Force,
\nwe commit to you, the membership of
\nAIC, to continually work to solicit your
\ninput and participation in the process
\nand we further commit to being fully
\ntransparent with you throughout the
\nprocess. This will include a regular
\nupdate in this magazine, in the
\nmonthly communiqu\u00e9, and more often,
\nas required.<\/p>\n
You, the membership, will have
\nmultiple opportunities to provide your
\ninput; you will be notified once the
\nconsultation period begins, and we
\nstrongly encourage you to participate \u2013
\nit is your future!<\/p>\n
We welcome the opportunity
\nto guide this project, as it is of
\ncritical importance to the future of
\nour profession.<\/p>\n
If you have any questions about the
\nTask Force, please contact the AIC
\nNational Office at future@aicanada.ca. <\/p>\n
Suite 101, 24 Inglewood Drive, St. Albert, AB T8N 6K4<\/p>\n
Please send resumes to: info@crvg.com
\nAACI & Candidates<\/p>\n
Tel: (780) 424-8856 \u2022 Fax: (587) 290-2267<\/p>\n
Canadian Property Valuation | \u00c9valuation Immobili\u00e8re au Canada 10 Return to CONTENTS<\/p>\n
mailto:future@aicanada.ca
\nmailto:info@crvg.com<\/p>\n