STATUS
Complete

REGION
Across BC

CLIENT
M’akola Housing Society

MDS ROLE
Portfolio review and analysis

PROJECT SIZE
260 properties

MDS SERVICES PROVIDED
Municipal bylaw review
Financial modelling
Operations and asset management planning
Redevelopment sequencing

COMPLETION DATE
December 2025

MDS worked with M’akola Housing Society (MHS) to complete a portfolio review and assessment of the properties MHS owns and operates across BC. The Strategic Real Estate Development (SRED) plan analyzed the development potential of MHS’ portfolio in the context of municipal policy, available funding sources, and organizational growth priorities (both regionally and overall). This included a review of over 260 properties to identify and prioritize opportunities for redevelopment, acquisition and disposition in each region, considering the number of units under expiring agreements, projected redevelopment, upcoming development projects, and operational capacity.  

The MDS team coordinated with MHS to establish a set of evaluation criteria for redevelopment potential, including location & regional context, building age & condition, operating agreement status (i.e., ongoing subsidy), and potential unit increase (based on lot size & current municipal bylaws) to create a plan which was received by the Board in 2025. Recommendations in the final plan were compiled by region and were focused on advancing MHS’s Mission of providing and maintaining quality homes and assisted living supports primarily for Indigenous communities across BC.  

STATUS
Complete

REGION
Lower Mainland

CLIENT
Brightside Community Homes Foundation

MDS ROLE
Portfolio review and analysis

PROJECT SIZE
20 properties

MDS SERVICES PROVIDED
Municipal bylaw review
Financial modelling
Operations and asset management planning
Redevelopment sequencing

COMPLETION DATE
February 2025

Brightside Community Homes Foundation (Brightside) retained M’akola Development Services (MDS) to conduct a portfolio review of Brightside-owned and operated properties to identify potential redevelopment opportunities and a companion strategy for redeveloping or retrofitting existing assets. The Strategic Real Estate Development Plan (SRED Plan 2024) analyzes the development potential of Brightside’s portfolio in the context of new zoning and funding streams as well as opportunities for partnerships with Indigenous groups and non-profits.

The SRED Plan (2024) provides an overview of the provincial, local and neighbourhood policy context in Vancouver and Burnaby and scored 20 Brightside-owned or held properties based on their development potential. Considerations that impacted scoring included municipal policy direction, zoning, opportunity for increasing density, potential acquisitions to increase development size, and other key factors. The goal of this review was to identify a strategy for site redevelopment and retrofitting to meet Brightside’s Net Zero Strategy (2023) and to maximize the number of units within Brightside’s housing portfolio. The SRED Plan (2024) includes redevelopment and retrofit sequencing considerations based on tenant relocation strategies within Brightside’s current and future portfolio, mitigation of future repair and maintenance capital expenditures, and prioritize investment in owned assets.

STATUS
Complete

REGION
Vancouver Island

CLIENT
Songhees Nation

PROJECT TEAM
MODUS

MDS ROLE
Strategic Planning

MDS SERVICES PROVIDED
Housing Action Plan
Engagement and Facilitation

COMPLETION DATE
March 2024

STATUS
Complete

LOCATION
Langford, BC

REGION
Vancouver Island

CLIENT
M’akola Housing Society

PROJECT TEAM
Low Hammond Rowe Architects
Scansa Construction

BUILDING SIZE
2 buildings
100 housing units

TOTAL PROJECT COST
$43 million

COMPLETION DATE
Fall 2021

M’akola Development Services (MDS) partnered with  M’akola Housing Society (MHS) for the design and construction of the mixed use (commercial and residential) Station Avenue project in Langford, BC.  

The development is a two-phased affordable housing project designed to support urban Indigenous families, elders/seniors, and singles in need of stable, affordable and high-quality housing in the Westshore area. Phase One of the project was funded by BC Housing’s Provincial Investment in Affordable Housing: Aboriginal Housing Initiative (PIAH).  

Phase One, completed in March 2020, includes the construction of a six-storey, wood frame building consisting of 60 units of self-contained rental units in studio, one-bedroom, two-bedroom, and three-bedroom layouts. Approximately, 6,500 sq. ft. of commercial space is owned and operated by Hulitan Family and Community Services Society (HFCSS). HFCSS provides social and emotional support through programs and services to Indigenous children, Indigenous youth, and Indigenous families. In addition, approximately, 4,000 sq. ft. of commercial space on the ground floor will be used as MDS office space to further advance affordable housing in the Province.  

Phase Two, completed in the fall of 2021, involved the construction of a six-storey development with 40 units of affordable housing in a second building at the rear of the site. This project was approved under the 2018 Indigenous Housing Funding call and received full support from BC Housing.  

The M’akola Development Services team was responsible for the feasibility analysis, business case development, site planning, and project management through construction, to one year warranty review stages. 

MDS Services

• Feasibility Analysis    
• Site Due Diligence    
• Funding Applications    
• Design Team Procurement   
• Rezoning   
• Project Management of Project Planning and Construction   
• Operations  

STATUS
Complete

LOCATION
Kamloops, BC

REGION
Interior

CLIENT
Lii Michif Otipemisiwak Family & Community Services

PROJECT TEAM
Richard Hunter Architect
D&T Developments

BUILDING SIZE
18,624 s.f.
31 housing units

TOTAL PROJECT COST
$6.9 million

COMPLETION DATE
November 2020

Lii Michif Otipemisiwak Family & Community Services (LMO), with the support of the City of Kamloops, has completed construction of a 31-unit residential building to house First Nation, Métis and Inuit youth who are aging out of care alongside Elders. This unique project, in honour of Alex’s Story, is aiming to provide a culturally supported, safe and suitable home for youth who can fall through the cracks on the housing continuum.

“Ki-kek-yel-c” means to cover young protectively; how birds wrap wings around their young. The name was gifted to LMO by a group of Secwepemc speakers to honour the territory. “A Place of Belonging” is the name of LMO’s first housing project and honours the Métis and the efforts of the organization to bring this much needed project to life.

The project vision included the development of a 31 unit, two-storey apartment building comprised of 15 studio units and 16 one-bedroom units. Six of the 31 units will be adaptable. Through a partnership with AHMA, tenant support workers will be available on-site for youth to access.

To date, MDS has prepared a feasibility analysis, need, and demand, and, through successful funding applications, securing funding from both the federal and provincial government to mobilize the project through to construction. MDS led a successful comprehensive community engagement strategy through a contentious rezoning process. The project broke ground in May 2019 and received substantial completion in August, 2020.

MDS SERVICES PROVIDED

• Feasibility analysis and studies
• Need and demand study
• Procurement and consultant management
• Partnership development
• Community engagement
• Construction administration

STATUS
Complete

LOCATION
Chilliwack, BC

REGION
Interior

CLIENT
Mamele’awt Qweesome Housing Society

PROJECT TEAM
Craven Huston Powers Architects
VanMar Constructors

BUILDING SIZE
77,625 sq. Ft.
80 housing units

PROJECT COST
$21 million

COMPLETION DATE
March 2019

The vision of the Waterstone was to create a walkable residential / mixed-use development that will increase the stock of quality, affordable housing in Chilliwack for low-income Indigenous families and singles.

With a range of affordability, the Waterstone development provides housing along the housing continuum from market housing through to moderate income, to affordable housing. A ground level commercial component, with an on-site daycare and playground will bring needed services and amenities to the tenants and surrounding residents. There are a total of 80 residential units, made up of one- to four-bedroom apartments, with 50% of the units designated as adaptable and five one-bedroom units voluntarily designed as wheelchair accessible.

Mamele’awt Qweesome Housing Society (MQHS) committed to adopting the highest sustainability standards as set out by the municipality and BC Building Code. Project specific goals will meet and exceed BC Housing’s Design Guidelines and Construction Standards (2014). These included: reducing energy consumption and GHG emissions during construction and operations; improving indoor environmental quality for tenants; and reducing operating, maintenance costs, and energy costs for future residents. The Waterstone began construction in August 2017 and completed construction in February, 2019.

MDS Services

• Need and demand study
• Population projections
• Housing and community infrastructure assessment and planning
• Community engagement
• Land use planning
• Project management
• Operations

STATUS
Complete

REGION
Vancouver Island

CLIENT
Beacon Community Services

MDS ROLE
Portfolio review and analysis

PROJECT SIZE
13 sites

MDS SERVICES PROVIDED
Municipal bylaw review
Site and land use planning
Financial analysis
Redevelopment sequencing

COMPLETION DATE
June 2018

M’akola Development Services (MDS) completed a portfolio review for Beacon Community Services (BCS). BCS owns 13 sites across five municipalities within the Capital Regional District. Sites have a variety of uses, existing BCS programs and redevelopment potential. MDS analysed site opportunities, municipal contexts and barriers to development for each site. A scoring and evaluation matrix was developed to help assess site potential and three sites with strong redevelopment opportunities were identified. MDS then developed a high-level financial comparison for the top three sites, generating ballpark costs for redevelopment, potential operating expenses and revenue. A review of current funding opportunties and BCS project fit was also provided. A strategic sequencing plan identified the most effective method of decanting space during construction, minimizing program disruption while making best use of underutilized BCS space. Next steps and key decisions were identified for BCS to move forward with redevelopment. 

The MDS team was responsible for site analysis including density, usage, setbacks, municipal context including OCP, Zoning, LAP and other bylaw reviews and a high level feasibility analysis of the sites. MDS utilized a sophisticated model to derive high level finanical comparison and was responsible for making strategic recommendations to BCS.