Fastidious work lies ahead of AI advancement

Artificial intelligence (AI) is expected to enable a dramatic leap in the commercial real estate industry’s analytical and predictive capabilities, but a significant amount of fastidious work to wrangle data and train generative models is foreseen before those new efficiencies and insights can be achieved.

Early adopters and leading enthusiasts tally a long list of possibilities for portfolio management, risk management, valuation and assessing investment performance. For now, though, they’re mostly slogging through the monumental task of gathering and integrating the underlying intelligence.

“We’re spending our time cleaning client data so we can feed it into our models to provide the analytics back to them,” Charles Fisher, JLL’s director of global real estate risk analytics, reported earlier this year during a webinar sponsored by the Open Standards Consortium for Real Estate (OSCRE). “To get to scale, it gets more complicated. Definitely, there are lots of levels of maturity on this curve.”

Eventually, he anticipates AI will be enlisted in that task, once models can identify and remove rogue data. In the interim, the industry is accumulating and refining resources, and employing a range of application programming interfaces (APIs) to integrate data from across its multidisciplinary landscape to spot trends, forge connections and inform decision-making. Firms are also implementing AI where it’s workable.

“We’re already using generative AI to update some of our repetitive tasks like summarizing documents, data collection, aggregation, report generation or even some of our more administrative tasks like taking notes during meetings, summarizing the outcomes, takeaways and action items,” Amanda Carrillo, director of analytics insights and intelligence for CBRE Investment Management in the Americas, told the webinar audience.

Kevin Shtofman, global head of innovation with the real estate data and analytics consulting firm, Cherre, highlighted some of the machine learning functions — which he characterized as “the step before you get to AI” — that have become fairly commonplace. For example, it can serve as a swift and meticulous proofreader, cross-referencing the many contributing details in companies’ reports with the source documents.

“It’s automatically running some validation rules around lease length, correct lease dates, correct square footage, correct number of units, matching and netting trial balances,” Shtofman explained. “It’s just applying a lot of basic rules to prevent a flawed dataset from being presented.”

He also described some early inroads in using AI to predict the risk of tenants defaulting. Risk profiles are derived from history of rent payment timeliness and occurrences or patterns of falling behind and requesting restructuring of payment terms, which are analyzed across all leases a tenant holds within a landlord’s portfolio.

“Understanding AR (accounts receivable) risk has been the first use-case where we’ve found a lot of success in AI,” Shtofman said.

Looking to the future, webinar participants noted both generative AI’s interface, which would allow information-seekers to pose a question and get the program to retrieve the answer from a vast trove of data, and the many new insights that such dexterity could quickly and straightforwardly reveal. Carrillo cited a raft of performance analytics that will presumably become much easier to obtain, while Fisher envisioned how AI could support investors’ pursuit of value growth.

“We’re really focused on drivers of performance: sector allocations; market allocations; property selection; our valuation metrics and how they’re moving against the benchmark; impacts of leverage; and, at the end of the day, how our portfolio performed versus the underwriting and why,” Carrillo affirmed.

“I am definitely interested in arbitrage opportunities, looking at what a property is selling for versus what the model says the value should be, and taking advantage of AI’s scale to start layering in other data,” Fisher mused. “I think there’s a lot of interesting scale use-cases, which we’ll see embedded into other platforms to make investment decisions faster.”

Data is tapped to be increasingly vital once generative AI capabilities are in place, with bigger players better placed to reap the benefits.

“The more information that you’ve got, proprietary from your own investments or proprietary data from your own occupied portfolio, combined with purchased data, the more you’ll likely be able to make more intelligent decisions that are predictive and prescriptive,” Shtofman submitted. “I think the biggest firms with the biggest budgets for purchasing data will end up with an outsized advantage.”

New skills training centre coming to Vaughan

The Ontario government is investing more than $26 million to build a new training centre at LiUNA 183’s skilled trades training campus in Vaughan, Ontario.

The union will be able to train nearly 50,000 additional workers, doubling their current training capacity to almost 100,000 workers, for in-demand careers in construction across the Greater Toronto Area such as bricklaying, heavy equipment operators and concrete finishing.

This investment comes from the province’s new $224 million Skills Development Fund (SDF) Capital Stream, which was announced in June 2023.

The project includes an industrial workshop and classrooms to deliver both hands-on and in-class training, as well as a renovated union hall with increased capacity for workers and apprentices. Currently, LiUNA’s Vaughan campus offers their largest training program where students have the opportunity to build a full-size two-storey residential home within the centre.

“As a large share of experienced tradespeople are retiring over the coming years, we must transfer the skills and expertise from the Golden Generation of Skilled Tradespeople to the next generation of students,” said David Piccini, minister of labour, immigration training and skills development.

Three individual’s earn IFMA’s highest honour

The International Facility Management Association (IFMA) bestowed its highest honour upon three facility management professionals.

The 2024 Class of IFMA Fellows include Kate North, Joseph “Matt” Dawson and Wayne Whitzell who will serve as IFMA advisors and ambassadors, furthering the interests and influence of the association and the FM profession.

IFMA Fellows are viewed as multifaceted, enterprising members who are dedicated to enriching the association, contributing to the profession’s body of knowledge, and elevating opportunities for both the organization and the industry.

“IFMA Fellows appreciate the responsibility that comes with this prestigious title and are committed to giving back to the association that has given so much to them,” said IFMA’s Global Board of Directors Chair Lynn Baez, FMP, SFP, IFMA Fellow. “Over the years, Kate, Matt and Wayne have had a direct impact on expanded opportunities for FM professionals and in elevating IFMA’s reputation as a global leader. Their contributions are vast, and their continued counsel will be indispensable to our progress.”

The program was established in 1992. Only 0.5 percent of membership may hold the title. In addition to excelling in their professional careers, fellows volunteer and serve in a number of capacities to advance the industry and support and promote IFMA programs and initiatives.

The 2024 Class of IFMA Fellows will be officially inducted on Oct. 9, 2024, at the opening session of IFMA’s World Workplace 2024 Conference and Expo in San Antonio, Texas.

Each year, the IFMA Fellows nominating committee identifies qualified individuals and assists those who nominate members for consideration. Nominations are submitted to a jury of fellows, which uses a standardized evaluation methodology to determine results.

Canada’s first tsunami evacuation tower built in B.C.

A new school in Masset, B.C. includes Canada’s first-ever tsunami evacuation tower.

The Government of British Columbia provided more than $16 million for seismic upgrades and a tsunami evacuation tower at Daaxiigan Sk’adáa Née Secondary school. The Haida Gwaii Board of Education provided $250,000.

The school is now home to Daaxiigan Sk’adáa Née Secondary school and Tahaygen Elementary students as a single-site K-12 facility, which will serve Masset families for generations.

The new tsunami evacuation tower is a 10-metre tall steel structure built on school property that includes storage for emergency supplies. This is a significant improvement, as the former evacuation safe zone was more than 10 kilometres from the school.

In addition to safety improvements, the project includes renovations to ensure the school is suitable for students in every grade. That includes the addition of a new main entrance, a special-education room and the creation of a secondary Xaad Kil Haida language-learning space.

“The board of education for the Haida Gwaii School District is excited to open the doors on the newly renovated and renamed school, Daaxiigan Sk’adáa Née,” said Roeland Denooij, board vice-chair, Haida Gwaii School District. “As the first K-12 school in the district, we look forward to seeing the positive results for student achievement as our staffing and resources are all in one building for the communities of northern Haida Gwaii. Haawa to all the people who have made this project a reality.”

Fire safety experts warn of B.C. building code change

The Fire Chiefs Association of B.C. and the B.C. Professional Fire Fighters Association have released a joint statement warning of a dangerous amendment the province of British Columbia recently made to its building code that allows for a single exit stairway (SES) in multi-residential buildings.

Permitting residential multi-unit dwellings to reduce their minimum egress stairways down to a single stairway for up to six storeys is a cause for concern. “Layered ﬁre prevention measures encompassing multiple means of egress, ﬁre suppression systems, ﬁre-rated construction, automatic ﬁre alarm systems, compartmentalization, and many other codes provide a reasonable, widely accepted, and nationally developed level of protection,” the letter states. “Drastic changes, such as those proposed, directly contrast with time-tested safety fundamentals.”

Both associations declare the amendment doesn’t adhere to advice from public safety and fire service professional organizations and made the BC Building Code “incongruent with the intent of a harmonized code with the National Building Code.”

“Circumventing the code development process jeopardizes the public, building occupants, and ﬁrst responders,” said FCABC President Dan Derby. “Much like smoke alarms and carbon monoxide alarms, proper exiting is known to have saved thousands of lives and remains the fundamental building block to life safety.”

They say the single-egress stairway concept is complex and should be evaluated through the national code change process. BCPFFA President Todd Schierling said this allows for “equal, non-biased dialogue between all stakeholders to ﬁnd consensus.”

B.C.’s planned adoption of single-egress stairways is said to be moving too quickly without supporting data and stakeholder input. The latest Canadian data was also not considered.

There is much to contemplate. Emerging issues such as lithium-ion battery fires make this proposal even riskier, while human movement research on evacuations revealed a negative impact with a single exit.

RESCON calls for urgent action to end housing crisis

The Residential Construction Council of Ontario (RESCON) is calling for immediate action to speed up the approvals process and create conditions conducive to building new homes across Canada. To spark discussion and find solutions to the restrictions caused by “runaway bureaucracy, endless red tape, exorbitant taxes, and an approvals system that is slow, antiquated and dysfunctional,” RESCON is hosting its fourth annual housing summit on Wednesday, Oct. 9, from 12:30 to 4:30 p.m.

“In many ways, we are still in the dark ages when it comes to housing approvals,” said Richard Lyall, president of RESCON. “The residential construction industry is handcuffed by the extensive labyrinth of restrictive rules, cumbersome processes and exorbitant fees. It’s like a self-inflicted wound. Plans that have been developed lack focus and vision and it will take a serious epiphany to turn the situation around.”

Discussions and presentations will cover a variety of key topics such as taxes, fees and levies, public policy initiatives, public opinion surveys, market analysis and potential solutions.

Confirmed speakers to date include Toronto Mayor Olivia Chow, Guelph Mayor Cam Guthrie, Oshawa Mayor Dan Carter, Barrie Mayor Alex Nuttall, London Mayor Josh Morgan, Tony Irwin of the Federation of Rental-housing Providers of Ontario (FRPO), Jason Mercer of the Toronto Regional Real Estate Board (TRREB), Marlon Bray of Clark Construction Management, David Coletto of Abacus Research, David Amborski of TMU, Corey Pacht of Fitzrovia, architect Naama Blonder, and Jag Sharma2, deputy city manager, development and growth services at the City of Toronto. Sponsors are FRPO, TRREB and Enbridge.

“We are in the midst of Canada’s worst-ever housing affordability and supply crisis,” says Lyall. “Housing starts are down, the condo market is deteriorating to levels not seen since the recession in the 1990s, and we are falling far short of the number of homes that need to be built to make housing affordable and attainable. Approval timelines are growing longer and taxes on a new home are jaw-dropping, as they now account for 31 per cent of the price tag, which is only adding insult to injury.”

To register for the summit, click here

Average home price in August dips slightly in GTA

Greater Toronto Area home sales were down in August, while new listings slightly rose. The Toronto Regional Real Estate Board released year-over-year data for August 2024, finding there was more supply and the average home price decreased a little.

“As mortgage rates continue to trend lower this year and next, we should experience an uptick in first-time buying activity, including in the condo market,” said TRREB President Jennifer Pearce.

There were 4,975 home sales last month, down by 5.3 per cent compared to 5,251 sales reported in August 2023. New listings amounted to 12,547, up by 1.5 per cent. On a seasonally adjusted basis, August sales rose on a monthly basis compared to July, whereas new listings were down slightly compared to the previous month.

The average home price was down by 4.6 per cent, while the average selling price was down by 0.8 per cent to $1,074,425. The different annual rates of change between the home price index composite and the average selling price were largely due to an increase in the share of detached home sales compared to last year, impacting the average price.

“As borrowing costs trend lower over the next year-and-a-half, home buyers will initially benefit from both lower monthly mortgage payments and lower home prices,” said TRREB Chief Market Analyst Jason Mercer. “Even as demand picks up, especially in 2025, it will take time for the inventory of listings to be absorbed. Ample choice in the market will help keep price growth moderate, at least in the initial phases of recovery.”

Although the region’s housing market is well-supplied right now, TRREB CEO John DiMichele forecasts this inventory will likely dwindle. “We need to maintain a sustained focus on boosting home construction, especially as it relates to producing the right mix of home types to meet consumers’ needs,” he urged. “This new housing also has to be affordable. Municipalities can help by reducing development charges, which are ultimately passed on to home buyers. If people can’t find affordable housing in the GTA or surrounding Greater Golden Horseshoe, they will move elsewhere, and not necessarily to other parts of Ontario or Canada.”

CAO releases report on state of reserve funds

As the long-term financial health of condominiums remains an ongoing concern across Ontario, the Condominium Authority of Ontario has released preliminary findings on the state of reserve funds and owners’ awareness.

This follows the Auditor General’s 2020 value-for-money audit on condominium oversight, which found the majority of condos surveyed didn’t have adequate reserve funds to pay for future repairs and replacements.

Respondents to two surveys the CAO conducted in April and May 2023 included 5,986 condo owners (87 per cent were current or former directors) and 724 condo corporations.

There were some noteworthy limitations of the initial data, such as the sample size and representation among corporations (there are currently more than 11,000 condominium corporations across Ontario), abnormally high inflation rates at the time of the survey, and the complexities of reporting this data, yet the CAO says its findings affirm the need for enhanced owner education and support for directors.

“The results show that greater awareness of key reserve fund concepts is needed within the condo sector to facilitate better planning and collaboration within the condo community to identify and implement strategies for maintaining an adequate reserve fund as required under the Condo Act,” the report states.

From the owners who were polled, less than half of non-director owner respondents report familiarity with the Condominium Authority of Ontario’s (CAO) in-depth guide on reserve funds, which outlines best practices for managing them.

Going forward, there are plans to collect more robust data for in-depth and more accurate insights. As it stands now, the provincial regulator found that forward-looking inflation rates used for reserve fund study projections appear to have increased since 2021. Nearly two-thirds of corporations were told to increase their reserve fund contributions by more than 3 per cent.

Meanwhile, most corporations reported adhering to recommendations for annual reserve fund contributions. An estimated 79 per cent said their budgeted contributions would meet or exceed the recommended reserve fund contributions for their current fiscal year at the time of the survey.

The CAO also found that two-thirds of corporations contributed more than 30 per cent of their total budget to the reserve fund in 2023. As well, 63 per cent contributed more than $2,000 per voting unit to the reserve fund last year. The report also points out that rising construction costs over the last three years may be triggering more special assessments and loans used to adequately fund the reserve fund. Although, more data and clarification is needed on this front.

Looking at common expense fees, of the corporations who reported on their percentage increases per year, including both operating and reserve fund contributions, more than 80 per cent said their fees rose by less than 10 per cent for 2021, 2022, and 2023. A small upward trend was noted after other corporations reported a 10 t0 20 per cent increase during this same period.

“The reasons for these increases and their proportions contributed to reserve funds are unclear,” the report adds. “The exact proportion of increases in common expenses fees related to reserve fund contributions will be collected in future research.”

Turning to owners, more than 90 per cent of respondents who were non-directors reported being very, somewhat or slightly familiar with the reserve fund compared to all owners who were former or current directors. Yet, as noted above, they were not as aware of key reserve fund notices and the CAO’s resources on the topic.

There are plans to enhance the CAO’s existing materials and add new resources to further awareness of the importance of maintaining a healthy reserve fund.

In the past, many corporations have felt a disconnect between owners and boards. While its director training programs are only mandatory for directors, the CAO suggests owners also become aware of and complete the foundations director training course to better understand the responsibilities of the board that governs their condominium.

Most respondents in this survey who never served on a condo board reported being very, somewhat, or slightly familiar with such training, but fewer (45 per cent) were aware of the advanced training course, as well as the reserve fund guide. Those who were or are current directors obviously reported much more familiarity. Yet the CAO says it hopes to better reach condo owners directly and promote its reserve fund materials and concepts.

Compiled in consultation with industry experts, this report is being viewed as a preliminary step towards identifying more opportunities and clarifying issues with more thorough data.

MGA selected to design tallest mass timber tower

Vancouver-based Michael Green Architecture (MGA) has been selected as the architect for the Marcus Performing Arts Center redevelopment in Milwaukee, along with The Neutral Project, LLC as the developer.

The $700 million proposed project will see a multiple mixed-use building(s) to built over several phases. The project could include up to 750 residential units, 190,000 square feet of office space, 40,000 square feet of retail space, 300 hotel rooms, 1,100 structured parking spaces, and public plazas/walkways.

This innovative project aims to set a new global benchmark for mass timber construction. If built, it will be the tallest mass timber structure in the world and the tallest building in Wisconsin at up to 55 storeys and 1.2 million square feet across the development.

“This project is an opportunity to create a meaningful and valuable new center in Milwaukee that also advances important proven building technologies and designs for the future of humanity and our planet,” said architect Michael Green. “It sets a benchmark for achieving urban density and affordability while aligning with our common goal of low-carbon solutions to reduce the significant impacts of our changing climate.”

Milwaukee Mayor Cavalier Johnson said the project ties in with his goal to increase the city’s population to one million.

“To do that, we need to be aggressive and reach for new heights,” he said. “This project will help us do just that, literally aiming to set local and global records, but just as importantly add density and activity to an underutilized city-controlled parcel in downtown Milwaukee.”

The redevelopment will transform the Marcus Performing Arts Center (MPAC) parking garage at 1001 North Water Street.

Prolonging the Life of your Below-Grade Parking Structure

When cracks appear in the concrete foundation walls of your below-grade parking structure, the sight can be disconcerting. But the reality is, it happens in every facility at some point in its lifecycle and there are trusted methods to prevent them from worsening. According to Nigel Parker, Principal, Building Science and Restoration at RJC Engineers (pictured above), the first step is to assess the cracks for severity and take prompt action to ensure the structural integrity of the parking garage isn’t compromised.

“Cracks in concrete foundation walls can result from various factors such as settlement, flexural movement, temperature changes, and water infiltration,” he says. “Regardless of the immediate threat, timely intervention is critical to preventing further deterioration.”

RJC’s work at The Boulevard in North York, Toronto, involved wholesale waterproofing replacement, replacement of all parking garage and podium deck drains, localized slab-on-grade repairs and localized structural concrete repairs.

Area vs. traditional crack injection

Currently there are two principal methods to address cracking in concrete foundation walls, and each has its own advantages. Traditional crack injection is a tried and true, short- to medium-term repair solution to address localized leaking, while area injection addresses a much larger swath of the wall. Given water often migrates to the next crack, creating a new leak location in the same vicinity, the area injection method prevents potential leaks and eliminates the need for adjacent repairs. Area injection is recommended over traditional crack injection when the localized repairs are longer effective or when there is extensive water infiltration.

“We also recommend it when the foundation wall is adjacent to critical infrastructure such as electrical equipment, or when excavation and replacement of exterior foundation wall waterproofing system is not practical or cost effective,” Parker adds.

Unlike traditional crack injection that fills the length of a leaking crack, area injection is performed in a grid pattern both horizontally and vertically around a much larger wall area, which may include the entire wall.

“The area injection method results in the resin forming a new waterproofing barrier on the backside of the foundation wall and not just along a single crack,” Parker explains. “Since water tends to find the path of least resistance, wholesale injection of the foundation wall provides additional protection over the localized crack injection approach limiting the number of pathways moisture may flow through the foundation wall.”

As more injection ports are required and more resin is injected with the intent to create a new waterproofing layer, area injection does take longer to implement and require a qualified, trained professional to ensure a successful result—in other words, yes, it is more costly. But Parker points out that the advantages include a ten-year warranty from manufacturers and installers, less disruption at the site, and time and cost savings associated with the waterproofing. Area injection is also more versatile and can be undertaken on surfaces that would not accommodate traditional crack injection, such as stone rubble foundation walls.

Maintenance best practices

To limit cracks and prolong the life of your below-grade parking structure, regular maintenance is the best preventative measure, and this includes addressing leaks at the earliest opportunity.

“Ongoing water infiltration leads to corrosion-related structural deterioration, and if left uncheck, this will result in safety concerns and costly structural repairs,” he says. “Furthermore, from a customer point of view, a leaking foundation wall crack is indicative that the parking facility is not kept in a state of good repair.”

For more information on prolonging the life of your below-grade parking structure, please visit www.rjc.ca or contact Nigel Parker directly.

Tackling skilled labour challenges

Demand for skilled labour continues to be a pressing issue across the construction industry. While solutions have been identified, barriers remain.

The industry is grappling with an aging workforce, a negative image, lack of diversity and immigration hurdles. A lot of progress has been made to tackle the labour shortage over the years, but there’s still a long way to go.

Many of these issues and what needs to be done were discussed by a panel of industry experts during a webinar on the skilled labour deficit.

The general consensus was that the industry is not doing a good enough job of selling the potential for rewarding careers in construction.

“There’s an onus on us to sell the business. Somewhere along the way, the industry forgot to sell this as a viable career path to people in primary and secondary schools,” said Myke Badry, vice president and district manager at PCL Construction. “There is a general lack of awareness of what is a construction career.”

VRCA president Jeannine Martin suggested the industry needs a rebrand. “We need to bring sexy back to construction. We need to bring attention back on the industry as a viable career. There are so many different paths – from the office to the field.”

Increasing education and funding programs in schools to raise awareness and expose young people to construction is key, according to Bill Ferreira, executive director, Buildforce Canada. “Most young people have no idea how to join this industry. We need to do better about educating them about the pathway.”

Both the industry and all levels of government need to collaborate and provide more support for young people to join the construction sector. Unless someone knows other people already in construction, there is a lack of awareness and interest.

Addressing the skills shortage needs a more holistic approach where everyone is on the same page, according to Barry Murphy, director of business development at EllisDon.

“If we’re all doing our own things…we’re not going to win. We’re not going to get where we need to be,” he said, noting, “We have to recognize the demographic we’re targeting is very different from the demographic when I entered in the 90s. We can’t approach with old methods.”

With an estimated 350,000 workers needed over the next 10 years in Canada, recruiting domestically can only do so much to fill that demand. Changes are needed to Canada’s immigration system because the process is taking too long and is not doing a good job at matching skills gaps.

“We’re not moving fast enough. We’re not cutting the red tape fast enough,” said Martin.

Current labour market information also does not take into account the additional workforce needed to deliver on key public-policy priorities such as building new home construction, infrastructure and the move towards electrification.

“We need to see the workforce increase dramatically,” said Ferreira.

He shared that the construction sector has seen a significant decline in admissions of individuals with the necessary trade skills experience since the early 2000s. Landed immigrants now make up a large percentage of the overall workforce in Canada and “construction needs to get its share of landed immigrants,” he said.

Improving strides towards achieving diversity, equity, and inclusivity is another way to shrink the skilled labour gap. While larger companies have the ability to invest in diversity efforts, it is a challenge for smaller companies which make up the bulk of the industry, said Murphy. Not all companies have the education, resources or funding to invest in it.

With women making up 50 per cent of the available workforce, more has to be done to recruit and retain that group in construction. Women account for just five per cent of the onsite construction workforce in 2023.

“As far as we’ve come, it’s not far enough,” said Martin. “Job sites are not welcoming for these groups. Behaviours have not changed enough to create a draw to make [women] want to stay in the industry. When we condone those behaviours, they continue. You have to take action when things are inconsistent with company values.”

Ferreria agreed that working conditions are less than favourable for inclusive and diverse environments in construction.

“We’re still fighting about whether we should have separate washrooms for women or not on worksites. Women are still not being provided with proper PPE. We focus on recruitment but retention is just as critical. There is still a lot of improvement that needs to happen,” he said.

Without an adequate workforce to deliver key projects, Canada also risks losing economic competitiveness and investments.

“We’re going to start losing investment to other countries. If we want to continue to remain at the forefront of investment, we need to be able to build faster,” said Ferreira. “The industry is doing its best to implement new technologies to try to accelerate construction to overcome some of the skill labour challenge but there’s only so much we can do.”

Stakeholder collaboration, more government action and a stronger education push to inspire the next generation is critical. “If not, we will be living in a country in 10 years where the infrastructure won’t be keeping up with population growth,” said Badry.

Cheryl Mah is managing editor of Construction Business.

Prepare for winter with your fall maintenance checklist

We’re still enjoying summer, but fall is around the corner, and that means being prepared for the winter weather that’s coming. Maintenance managers know that taking a prepared, proactive approach means less hassle, making the most of your time and money, and less risk for unexpected costs and work stoppage.

There are several steps you can take to get a jump-start on the change in seasons and prepare your building and property for the harsh winter weather.

As the light fades, keep safety and visibility in mind. Adjust the timers for your lighting to come on earlier to accommodate for the shifting daylight. Also, replace any missing bulbs in stairwells, parking lots, and entrances to ensure maximum visibility and increase safety.
Check parking lines and signage, repairing and replacing them where necessary to ensure clear directions for snow removal and winter traffic.
Cleaning eavestroughs and roof drains can help move water away from your building and avoid ponding water on your roof, which can cause damage during winter’s freeze-thaw cycle.
Protect your pipes and avoid accidental freezing by preparing them early. Wrap exterior pipes to insulate them, remove and store all hoses, and cover faucets to help protect them through the winter.
If you have sprinklers, get your irrigation system winter-ready by shutting off the water and draining the system. Do this at the end of the season, as watering your lawn is important through the fall.
Check door, vent, and window seals for drafts or air leakage and re-seal any spots necessary. These tend to be easy fixes you can address with a caulking gun and weather-stripping once you locate the target areas.
Discourage pests from nesting in your building by sealing any cracks or possible entry points with mesh and foam or caulking.
While safety is always a concern, fall is a great time to check your fire exits, alarms, sprinklers, and smoke detectors to ensure that they are in working order for the upcoming season.
Ensure that your heating system is ready for the drop in temperatures with seasonal maintenance like changing the air filter, cleaning the heat exchange, investing in smart thermometers, and checking for any leaks or cracks that need repairing.
Protect your landscaping from snow, ice, and wind by wrapping trees and bushes. Using a durable material like burlap allows the tree to breathe while limiting its exposure to the harsh elements. This will keep it healthy and ready for spring.
Once the leaves fall, rather than raking them or blowing them, leave them to decompose on the lawn over the winter to create a habitat for pollinators, insulate your grass through the season, and provide nutrients for your lawn in the spring.
Create a strategy for snow removal so you are not scrambling when winter arrives. Stock up on ice melter, check last year’s equipment to ensure it’s still operational, and contract for snow removal if necessary. Watch the weather reports so you are ready for the first snowfall.
Snow and ice can increase the risk of slipping and falling, so plan to add matting to your entrances to protect your floors and your occupants. Also, consider adding non-slip treatments to indoor and outdoor surfaces for extra protection and stock up on wet floor signage to prepare for winter weather.
With more required cleaning, staff allocation may need to be adjusted during the winter months. Ensure that you have enough staff to stay on top of wet floors and any snow and ice that get tracked through the building to keep it looking its best.

Getting ahead of the winter weather with a fall maintenance checklist can help you avoid costly surprises and stay prepared for winter’s arrival.

Impact of labour shortage on housing construction

A new report from Desjardins points to the ongoing labour shortage in the construction industry as the primary constraint holding back new housing starts in Canada. Despite the federal government’s vow to unlock 3.87 million new homes by 2031, the report projects there will be a significant shortfall.

While the federal housing plan could translate into nearly 70,000 additional housing starts in 2028 thanks to new measures such as tax incentives and efforts to build more housing on public lands, new housing starts overall still won’t come close to achieving Canada Mortgage and Housing Corp.’s estimated targets for restoring affordability by 2030.

“At the end of the day, building 5.8 million new homes in the next eight years would be an ambitious plan even if all the stars aligned,” the authors wrote, adding it took three decades to build the last 5.8 million homes in Canada.“ With significant labour, materials, financing and regulatory constraints, the stars aren’t currently aligned in Canada.”

According to an article by The Canadian Press, Canada needs more than one million additional residential construction workers to meet CMHC’s target as per estimates from the Canadian Home Builders’ Association.

“Amid slower population growth and an immigration system that is not focused on attracting skilled tradespeople, an even greater share of domestic resources will need to be dedicated to residential investment to meet federal housing targets,” it said.

Elevated interest rates and inflation have also increased the cost to finance construction projects, as have regulations such as those requiring builders to use more costly climate-resistant building materials due to extreme weather.

Is your smart building worth the investment?

Smart buildings have come a long way, adding technology to help manage staffing, collect valuable data, and increase operational efficiency. From simple sensors to AI and automation, are you making the most out of your smart building?

Do the math

Figuring out whether your smart building is worth the investment starts with compiling the costs. Consider all initial outlay including hardware, software, licensing, installation, upgraded internet, increased servers, constructions costs, and any other set up expenses.

Next, look at your operational costs and what you are paying regularly for the technology, taking into account the expected lifespan of your systems. Consider any ongoing licensing, support, and maintenance or upgrades of the technology as part of your analysis. Keep in mind that these costs will likely increase as the technology ages, so adding a 10 to 20 per cent increase on these values can help you account for additional costs down the line.

Finally, measuring the benefits and weighing them against the costs is going to help you get a sense of your ROI. Saving money operationally on labour, inventory replacement, security, and increased efficiency are factors to consider. In addition, increased property value and higher rent rates, would also count towards the benefits for your business.

Weighing the financial pros and cons of your smart technology can help you identify opportunities to improve your operations and streamline your processes.

Factor in staff and customers

The math is important but so are your staff and customers. Does the technology make it easier on your team and lighten their workload? Does it attract potential top talent? These factors matter as your staff is the heart of your business and employee retention can save you a lot of money in turnover and training, as well as increasing productivity. Consult your team to see how smart technology helps them get the job done faster, easier, or better.

Similarly, have your customers noticed improved service? Does the technology allow you to stand out from the competition and offer something unique to your customers? If your smart building is a draw for visitors and customers, that offers significant value for your investment.

As smart technology continues to evolve and grow, it’s important to weigh the cost against the value to determine whether the investment is right for your business.

TSSA introduces new fees

The Technical Standards and Safety Authority (TSSA) is introducing two fees that take effect on November 4, 2024.

An inspection appointment cancellation fee will apply to customers who don’t give more than two days notice. Cancellation or rescheduling one or two business days prior to scheduled inspection date would cost about $147 to $192, subject to the regulated industry.

The fee will also apply if a scheduled inspection can not be completed because a customer is not ready. In this latter case, including for same-day cancellations, a full cancellation fee would be $163 to $1,591, depending on the inspection type. The TSSA is requesting advanced notice of at least three business days so avoid inefficiencies and additional costs.

Secondly, a late payment fee for licences and other authorizations aims to encourage on-time authorization renewals and reduce regulatory costs. “Timely renewal of authorizations by individuals and organizations is essential to ensuring safety,” the regulator states. “While 80% of TSSA customers renew their authorizations on time, overdue renewals result in additional oversight costs and pose potential safety risks to the Ontario public.”

This will be charged as a flat fee when invoices are paid after the due date. Invoices are typically sent 60 days before they are due and can be paid on the TSSA’s new client portal.

From Battlefield to Security with Purpose: Commissionaires Great Lakes celebrates 100 years of veteran support

As Canada’s only national not-for-profit security company, Commissionaires has a proven history of duty, integrity, and service.

The Canadian Corps of Commissionaires was founded in 1925 to provide employment to those who had served during the First World War. This commitment is entrenched in its social mandate to provide meaningful employment to veterans of the Canadian Armed Forces and RCMP, members of their families and others who wish to contribute to the safety and security of the country. Today, Commissionaires remains Canada’s largest private employer of veterans who apply their specialized skills as part of a national workforce of 22,000.

“It’s the connection to military and security culture that makes Commissionaires such a natural fit for veterans transitioning to civilian life,” says Terry Hunter, a veteran of the Canadian Armed Forces and Vice President, Client Services with Commissionaires Great Lakes. “Veterans are well represented at all levels of the organization including governance and leadership, working alongside civilians to fulfill our social mandate. It’s a deliberate choice that helps veterans feel at home.”

Structure and Belonging

The importance of a sense of service and belonging cannot be overstated. This seamless transition is crucial as many veterans struggle to find their footing in the civilian world, often feeling adrift and disconnected from the structure and camaraderie they once knew. The structured, disciplined environment of Commissionaires provides familiarity and purpose that can be difficult to find elsewhere.

This was the case for Hunter, who recalled the challenges of transitioning from military life to a more traditional corporate role.

“It was a shock to me when I left the military and went to work in a civilian job. In the military, you’re trained so well and to such a high standard as team member that if your surroundings are not to your expectations, it can be a letdown.”

Long known for its security of federal government and military properties, Commissionaires provides services to many residential and commercial clients including residential and office buildings, warehouses and distribution centres, commercial enterprises and more.

Veterans who work for Commissionaires take pride in having permission to display their service ribbons as part of their uniform.

“When people enter a building and they see someone in uniform with their service ribbons displayed, you know that person served the country,” Hunter says. “That goes a long way.”

Veterans: A Perfect Fit for Security

Offering a wide variety of security services including access control, concierge and reception services, parking monitoring, visitor registration and mobile patrol, Commissionaires has ample ability to deliver with law enforcement and military veterans being particularly well-suited to these positions. Commissionaires also provides employee background checks, fingerprinting and ID services, and alarm response services.

“The work involves multitasking, customer service, and attention to detail—at which all our veterans excel. If you take a condominium for example with a staff member in uniform sitting at the front desk, their job is not only to protect the building but, as the first point of contact with all who enter, our guards need to respond well to every resident in that building and their guests. Our veterans are customer service oriented and have the security background and training to ensure that unauthorized persons are not provided access.”

For Hunter, being part of the Commissionaires is a way to continue serving his country, even if it is not in the traditional military sense. “It’s an organization that’s committed to Canada, and organizations within Canada,” he summarizes. “We offer security with purpose. I get the feeling of giving something back every day, and it feels good.”

To learn more, visit https://commissionaires-cgl.ca/ or call 416-364-4496

Annual rent growth returns to longer-term average

Asking rents for purpose-built and condominium apartments in Canada increased by 4.7 per cent marking the slowest annual rate of rent growth in nearly three years, according to the latest National Rent Report. On a month-over-month basis, average asking rents decreased by 0.1 per cent, extending the trend of moderation seen in Canada’s rental market since May.

“Rent increases in Canada finally returned to their longer-term average after nearly three years of excessive growth,” said Shaun Hildebrand, President of Urbanation. “This was achieved through a combination of more supply being built, as well as a rollback in demand from population-related changes in government policies.”

In August, purpose-built apartment rents rose 6.2 per cent to an average of $2,118, while condominium apartment rents edged up by just 0.1 per cent, averaging $2,308. Studio condominium rents declined for the sixth consecutive month, down 3.3 per cent annually to $1,825, while purpose-built studio rents surged by 10.7 per cent to $1,784.

B.C. and Ontario remained the provinces with the highest rents, despite experiencing annual declines. In B.C., average apartment rents dropped 5.2 per cent annually to $2,536, while Ontario saw a 4.3 per cent decline to $2,390. Meanwhile, Saskatchewan led rent growth with a 21.4 per cent annual increase, bringing average apartment rents to $1,338.

Among Canada’s six largest markets, Edmonton was the only city to record annual rent growth, with apartment rents rising 9.2 per cent to an average of $1,579. Calgary, Ottawa, and Montreal all experienced marginal declines, while Toronto saw the steepest decline at 6.9 per cent. Vancouver continued its nine-month streak of annual declines, although apartment rents began to trend upward again.

Shared accommodation listings recorded an 8.0 per cent annual increase in asking rent across four provinces, reaching an average of $1,011 in August, the highest on record. Despite this, roommate rents in Vancouver and Toronto saw declines, dropping to $1,481 and $1,234, respectively. Other major markets experienced increases, with Calgary reaching $928, Ottawa at $944, and Montreal at $950.

Structure and Belonging

Veterans: A Perfect Fit for Security

ASHRAE Building Decarbonization Conference

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