Articles Archive - Page 139 of 928 - REMINET
REMI

Cameron Community Centre awarded to Graham

Graham has been awarded the Cameron Community Centre and Library project with a contract value of $275M. Located in Burnaby, this 213,000 sq. ft. facility will serve as the civic heart of the Lougheed District Town Centre, enriching local infrastructure and supporting the community’s growing needs.

The new community centre, which is four times larger than the one it replaces, will include a 26,000 sq. ft. library, a large aquatic area with a lap pool, leisure pool, lazy river, and warm pool. It will also feature double gymnasiums, a 10,000 sq. ft. weight room and cardio facility, indoor running track, fitness studios, multipurpose rooms, a childcare facility with both interior and exterior playgrounds, revitalized outdoor leisure spaces, and a civic plaza.

Dedicated spaces for seniors, teens, digital media, music, sensory experiences, and other community offerings will ensure the facility serves people of all ages, needs, and interests.

The building will be a hybrid composite of steel and mass timber, including CLT roof and floor slabs, glulam beams and columns, and extended CLT canopies. Additional highlights include a living green roof with more than 200 solar panels, a feature staircase with ample seating, a large outdoor amphitheater, 145,000 sq. ft. of parkade space, and secured public bicycle parking. As a post-disaster-rated building, the facility is also designed to remain operational in the event of a seismic event.

The new community centre is designed to achieve net-zero carbon targets, featuring all-electric, low-carbon HVAC and pool mechanical systems, and a robust thermal envelope to minimize energy consumption. The use of mass timber in the structure further contributes to carbon reduction.

Construction of the Cameron Community Centre is scheduled to begin in September 2024, with completion expected in November 2027.

 

Improving warehouse efficiency

Warehouse operations have evolved, and tools have emerged to streamline operations, improve functionality, and make efficiency an easier goal to achieve. There are steps warehouse managers can take to simplify processes for staff, better allocate labour, improve inventory management, and get better results for their business.

Technology

Today’s technology can help facility managers streamline operations, improve accuracy, better manage inventory, and increase efficiency. Look at tools that help manage inventory, orders, and billing to save on labour and improve accuracy. Some technology can even predict future orders to help with budgeting, handle minor customer service issues to free up your staff, and monitor stock levels to let you know when it’s time to reorder.

Advanced shipping notices can help you plan for arrivals so you can better allocate staffing and manage your resources appropriately.

Robotics can also help increase safety, speed up picking and packing, and reduce the risk of human error.  Studies show that companies that have implemented automation have increased productivity by 30 per cent, so while it might mean a large initial investment, the potential ROI can have a large impact on your business.

RELATED: The future of warehouses

Systems

Prioritizing organization means faster, more efficient operations. Here are some of the ways you can improve the organization in your warehouse:

  • Optimize your layout: Create wide aisles for easy access, to accommodate high traffic, and increase visibility through the facility.
  • Use all available space: Use vertical space to help you maximize your square footage and save time by easily accessing your inventory.
  • Be strategic with your inventory: Group items that are often ordered together to save multiple stops while processing orders.

Progress

Regularly assessing your procedural effectiveness and tweaking your approach means constantly improving your results. Study the data your technology provides, request feedback from staff, and stay vigilant in your pursuit to improve. Regularly scheduled assessments will allow you to identify areas for improvement and strategize to maximize efficiency in your warehouse in all areas.

Happy employees are productive employees so work on creating a culture where your teams like to work. Consider factors like the temperature in the warehouse, shift scheduling, safety, and more.

A more efficient warehouse makes the facility manager’s job easier, saves time and money, and improves the bottom line.

Inside the Great Hall’s seismic renewal at the MOA

As a young architect in the early 1970s, Nick Milkovich made original building models of the Museum of Anthropology (MOA) while apprenticing for Arthur Erickson. Little did he know that more than 50 years later he would lead a major renovation that involved tearing down part of that museum and rebuilding it from the ground up.

Located at the University of British Columbia, the MOA has stood upon the traditional, ancestral and unceded land of the Musqueam people since its completion in 1975.

Above ground, its structure of concrete and glass blends with its natural environment, between the forest and sea, as it overlooks the Strait of Georgia and North Shore Mountains.

Yet far below ground lies a hotspot for volcanoes and earthquakes. The Ring of Fire is a nearly 25,000-mile path that curves around the Pacific Ocean, tracing the meeting points of many tectonic plates. As these plates move against one another, causing friction, they can potentially release enough stored-up energy to trigger earthquakes.

Since the museum opened in 1976, knowledge about active faults in the Pacific Northwest has greatly evolved. So too have earthquake codes that are better equipped to protect properties in case of a catastrophe.

When UBC and global engineering firm Arup began assessing the museum’s resilience through a campus-wide seismic action plan, the Great Hall was flagged as being high priority; it had about 25 per cent of the capacity to resist seismic loads that was required according to the 2018 BC Building Code. Earthquake simulation modelling also predicted the Great Hall would collapse early if an event occurred.

A major earthquake could happen at any time in B.C. and cause significant damage. The building, inspired by the cedar post-and-beam construction of traditional Northwest Coast First Nations villages, was at risk.

So were the valuable collections inside. Over the years, the MOA’s curated displays have created more awareness of Indigenous art, particularly from the Northwest Coast First Nations. Visitors will find massive carvings, weavings and contemporary pieces. The museum is also home to the world’s largest collection of works by renowned Haida artist Bill Reid.

How could this art, and Erickson’s original design vision, possibly survive an earthquake?

A Great Fall

After Nick Milkovich Architects won the contract for the Great Hall, a design team, which included project architect Anne Gingras and project manager Wai Lui, contemplated several strategies alongside Equilibrium Consulting and Arup.

They ultimately decided on base isolation technology, which involves placing the structure on flexible bearings or rubber pads. These isolators move and stretch under pressure and absorb much of an earthquake’s impact by reducing swaying and shaking. The technique is more commonly used in Japan and New Zealand. There is only one other building in Canada said to have used base isolation—a school in B.C. made of brick—one of the most vulnerable building materials.

Base isolation of the Great Hall wasn’t enough though. The roof would need reinforcing and a site investigation revealed that the concrete columns were hollow, which greatly affected the seismic performance of the existing structure.

“After a lot of deliberation and hesitancy, it was decided to take the Great Hall down and rebuild it from scratch,” explains Milkovich. “That was a difficult decision for the university and everybody, but it seemed like the direction that would make the most sense, especially if you’re trying to keep the building intact visually. It was a bit of a sad day—to watch it come down. It was part of my education in a way.”

Over the next seven years, as the Great Hall gradually re-ascended into a new and movable version of itself, it had to be separated from the ground and adjoining museum structure.

The main floor slab now floats on rubber base isolators located in a new crawl space under the building. Milkovich says when energy is transmitted through the isolators, the building will move laterally, up to about 14 inches in any direction, which will reduce stress on the upper structure. Isolating the building also impacts connecting elements like the floor, walls and ceiling. In this case, movement plates were discreetly incorporated at the junction of slabs while camouflaging into the building.

MOA

The massive carvings were temporarily relocated to other parts of the museum during construction. Photo by Michael Elkan, courtesy of the Museum of Anthropology at UBC, Vancouver, Canada.

Arup was the design consultant for the skylights and glass façade, which was another challenge. The previous system would have failed during an earthquake.

Windows needed to be replaced yet replicated. They were previously constructed as one sheet of tempered glass held together with a bronze plate. The tallest glass facade was nearly 50 feet high.

 

The new windows are designed as two sheets of tempered glass with an interlayer located in between. “That interlayer is also cutting out all the ultraviolet light, which the building never had before and is damaging to exhibits,” says Milkovich.

Skylights of single-glazed, bronze-tinted acrylic were replaced with vaulted double-glazed sealed units that achieve required U-values and shading coefficients. “They were all fabricated and installed as they were originally, but much more worthy of a museum space that protects the building,” he adds.

Other upgrades include an enhanced fire detection system and new computer controlled track lighting and LED fixtures.

Preserving the Past and Reimagining Space

Long before construction, to better understand the cultural significance and history of the land, architects consulted with the MOA, the Musqueam Nation and Cornelia Hahn Oberlander, a pioneering figure in landscape architecture, who before passing away in 2021, helped shape many green spaces across North America, including the grounds of the MOA.

MOA

Photo by Michael Elkan, courtesy of the Museum of Anthropology at UBC, Vancouver, Canada.

A statement about tfhe museum’s significance includes various conservation principles to guide the heritage value associated with the site and building. Protecting landscape elements, such as evergreen trees and native plants traditionally used in Musqueam culture, which provide a naturalistic coastal environment for the museum’s collection, was a prime concern.

So too was a pool of water at the base of the building, outside the front entrance, which Erickson had envisioned as an inlet. “Only with the water could you understand the reason behind the siting,” he once said. “It recalled the native coastal villages and their critical relationship to the forest and the sea and the powerful creatures which they would incorporate into their mythic art.”

Erickson, Oberlander and others had spent decades advocating for the inlet’s permanent installation in 2010. “You look out of the Great Hall and there is this waterway and beyond that is the Salish Sea,” says Milkovich today. “That is the connection Arthur wanted, so the building feels like it’s part of that coastline where most of the Indigenous peoples originated and lived for a long time.”

The landscape is being restored and enhanced with an Indigenous-informed approach. A working committee, including the Arthur Erickson Foundation, also set out to preserve the character-defining elements of the previous Great Hall. The intricacies of this became quite extensive, even to the point of matching the colour of concrete to the original structure.

The new Great Hall also had to be dimensionally identical to the existing building, with similar precast channel beams, precast columns, and cast-in-place link beams, yet more earthquake resistant.

“In one of our earliest meetings, when we started working on the project, I said our objective is that when we leave, it should feel as though we were never there,” says Milkovich. “And I think it’s close; it feels fresher and lasts much better.”

This past June, when the Great Hall re-opened its doors to the public following an almost four-year closure period, the physical architecture appeared largely the same, but new artwork and visitor experiences reverberated throughout the space.

Much has evolved since the museum’s original art installation in 1976, back when Harry Hawthorn was the first director alongside Audrey Hawthorn, the MOA’s first curator.

“Many people who come here from around the world have a vision that there is one Northwest Coast Indigenous people,” says Susan Rowley, MOA’s current director. “There are so many First Nations along what is now B.C.’s coast.”

She says the rebuild was a chance to deeply engage with Indigenous communities, bring their voices into the space, and discuss what messages are important to convey to the public, such as belonging and diversity.

“Museums are about relationships and people,” she explains. “We were heartbroken to close for as long as we did but there was an incredible opportunity for us to really rethink the exhibit spaces, to come up with new themes, working with community members to think about what it is that Indigenous communities are looking to share with the public and how we provide them with that information.”

Feature photo by Michael Elkan, courtesy of the Museum of Anthropology at UBC, Vancouver, Canada. 

B.C. code changes for single egress stair designs

The BC Building Code (BCBC) is changing to allowing single egress stair (SES) designs in low- and mid-rise buildings.

The province has updated the BCBC to remove the code requirement for a second egress, or exit, stairwell per floor in buildings up to six storeys. This change will make it possible to build housing projects on smaller lots and in different configurations, while allowing more flexibility for multi-bedroom apartments, more density within areas of transit-oriented developments and the potential to improve energy efficiency in buildings. Previously, the BCBC called for at least two egress stairwells in buildings three storeys and higher.

To ensure the continuing safety for residents, all new SES designed buildings will require specific safety measures, including sprinklers, smoke-management systems and wider stairwells.

Single egress stair building designs build on advancements in fire and life safety, while requiring only one egress stairwell. These building designs are currently implemented in major cities, such as Seattle and New York, and support the supply of more homes for people where development was previously not possible due to lot size, cost of land assembly and other limitations.

“By adjusting B.C.’s building code to allow single egress stair buildings, we can not only boost housing supply, but also create more options for people and families who need larger layouts and more bedrooms,” said Minister of Housing Ravi Kahlon.

The province said it will continue working with other partners across Canada to carry on discussions about how their building codes can be innovated to include SES designs and other features aimed at helping increase housing supply. This includes looking to see how government can develop standards to permit other design innovations, such as mixed-use occupancies, underground parking, and alternate requirements for two- to three-storey SES buildings.

 

Canada highly transparent for CRE investors

Canada is once again ranked fifth and deemed to be highly transparent in JLL’s biennial survey of openness, integrity and credibility in global real estate markets. The newly released Global Real Estate Transparency Index assesses 89 countries on 256 factors that fall into six variously weighted broad categories contributing to the composite score.

Countries are assessed for the availability, reliability and standardization of information that investors can obtain to make decisions, and for the regulatory/legal governance and vigilance against nefarious players in those markets. This includes quantitative and qualitative data related to market performance, market fundamentals, transactions and ESG. Scores range from the possible best of 1 to the bottom end of 5.

For 2024, Canada’s score of 1.49 has it sharing the fifth slot with the Netherlands. The United Kingdom tops the list with a score of 1.24, followed by France (1.26), the United States (1.34) and Australia (1.37). Another seven countries — New Zealand, Ireland, Sweden, Germany, Japan, Belgium and Singapore — are also categorized as highly transparent, while 22 countries are grouped in the transparent tier, just below.

The report notes that countries in the highly transparent tier have collectively attracted about 80 per cent of global direct investment in real estate during the past two years, equating to about USD $1.2 trillion. It also tallies a number of coalescing trends that are fueling demand for verifiable data that can enable comparison of assets within and across markets and/or provide proof of compliance.

Real estate investment continues to shift away from traditionally predominant asset classes. Last year, 50 per cent of global direct investment was directed to the industrial and “living” sectors — the latter which now encompasses a range of options beyond multifamily rental accommodations — up from 29 per cent 10 years earlier. JLL identifies 14 emerging sectors, also including data centres, life science labs, self storage and cold storage, that are well positioned to capture a growing share of investment.

“Transparency and information on operating and pricing fundamentals in many niche parts of the market is rising but remains considerably lower than in more established property types, with over one third of markets lacking any reliable data outside the ‘core’ sectors. While institutional investors are selectively active in these sectors across a broad set of markets, the ‘highly transparent’ countries account for the majority of stock and highest-quality data, positioning them to capture an outsized share of diversification benefits,” the report states.

At the same time, analysts foresee regulatory demands for more transparency around the range of non-bank lenders gaining prominence in the market. That’s in step with international momentum on anti-money-laundering (AML) and the rise of ESG reporting mandates.

Although static in the index rankings since 2022, Canada is flagged for its top-10 margin of improvement over its previous score. Cited transparency gains in the intervening two years include new federal legislation related to disclosure of beneficial ownership, a pending move to require select companies to align their reporting with the Task Force on Climate-related Financial Disclosures (TCFD) and Montreal and Vancouver’s new requirements to report greenhouse gas (GHG) emissions from buildings. Canada is also commended for deepening data availability pertaining to both core and alternative property sectors

In an associated commentary, Jacques Gordon, executive in residence with the MIT Center for Real Estate and formerly a global strategist for LaSalle Investment Management, reflected on the evolution from “data scarcity to data abundance” since the transparency index was launched 25 years ago — making data quality and management the new pressing priorities.

“Higher levels of transparency do not eliminate volatility, even though they often reveal it,” he reiterated. “A transparency index score or ranking is no substitute for learning a market through direct experience, transactions and on-the-ground observation. However, it can be an excellent starting point to see what to expect when venturing into different countries or cities for the first time.”

Diamond Schmitt selected for cultural precinct study

The Vancouver Concert Hall and Theatre Society has retained Diamond Schmitt to undertake a feasibility study for a new cultural precinct in Vancouver that will include a variety of performance spaces including symphony hall, recital hall, and opera/ballet hall.

The study will encompass building a business case, identifying possible locations, along with Indigenous engagement and public consultation, and marks a major step forward for Vancouver as it puts arts and culture at the centre of its city building over the next several years.

Fourteen performing arts organizations from across the city, including the Vancouver Symphony Orchestra, Vancouver Opera, Ballet BC, Vancouver Chamber Choir, Vancouver Youth Symphony Orchestra, and Vancouver Youth Choir as key users, have provided their support for a new cultural precinct, with additional and improved performing arts facilities. Apart from providing acoustically superior performance spaces to accommodate orchestral and chamber music, the new cultural precinct would also support the needs of dance with a potential 1,200-seat theatre, a venue size that currently does not exist in Vancouver.

The cultural precinct will seek to provide flexible public spaces both inside and out, establishing places for creativity, education and performance that showcase the wealth of performing arts organizations in the city. Creating a cultural catalyst and destination for Vancouver, it will pave the way for the next generation of artists, musicians and performers.

“I am thrilled to see the Vancouver Concert Hall and Theatre Society kick off this exciting first step in their plan,” said Mayor Ken Sim. “Developing new performing arts facilities is a fantastic opportunity to showcase the incredible talent we have right here in Vancouver and elevate our city as a global centre for the arts. This initiative is about more than just the arts – it’s about solidifying Vancouver as a world-class city for both visitors and residents alike.”

 

UBC opens new Brock student residence

The University of British Columbia has added another 282 beds to its Vancouver campus thanks to a new student residence building.

Brock South formally opened its doors to students earlier this summer. Brock South features 16 four-bedroom suites, 212 studio units and six one-bedroom units.

“UBC is committed to providing living spaces on campus at below-market rates because we know the Greater Vancouver rental market is very challenging,” said Andrew Parr, associate vice-president Student Housing and Community Services. “Brock South is the latest demonstration of that commitment.”

The opening of Brock South completes the multi-phase Brock Commons precinct, a mixed-use student housing project mainly for upper-year undergraduate and graduate students and academic development. The precinct includes three buildings—Brock North, Brock South and Tallwood, and is located in the northern part of the campus near the Peter A. Allard School of Law.

Brock North opened in summer 2023 with 316 beds. The total cost of the North and South buildings was $165 million, consisting of 327,826 square feet of mixed-use space.

In addition to the 1,002 total beds in Brock Commons, the buildings include associated student support spaces and study spaces as well as two collegia. Academic and administrative areas include Faculty of Arts Academic Advising, legal clinic space for the Peter A. Allard School of Law, classrooms, and key offices for the Vice-President Students portfolio. Brock South includes new Hero Coffee and Harvest Market locations, enhancing food services to that area of campus for students, faculty and staff.

Since 2010 UBC has invested more than $700 million to build 6,080 new residence beds for students in Vancouver and in the Okanagan.

 

New B.C. first aid requirements coming into effect

Starting Nov. 1, 2024, amendments to the B.C. Occupational Health and Safety Regulation (OHSR) relating to the provision of occupational first aid take effect.

WorkSafeBC is asking B.C. employers to take the necessary steps to ensure they meet the new occupational first aid requirements. These amendments will result in the first aid requirements for many workplaces changing, with the greatest impact on higher-risk and remote industries.

For nearly 20 years, first aid requirements in B.C. have remained largely unchanged. During that time, there have been improvements in both first aid training and equipment, as well as new standards from the Canadian Standards Association (CSA).

The purpose of the amendments is to strengthen the current requirements and to harmonize occupational first aid in B.C. with CSA standards. WorkSafeBC has also identified and addressed challenges related to appropriate emergency transport for injured workers in remote areas. These changes will improve occupational first aid provision for workers, resulting in better outcomes if injury or illness does occur.

The following key changes are taking place:

  • First aid certification and training levels: First aid certification levels are being aligned with CSA standards. Level 1, 2, and 3 certificates and kits will become Basic, Intermediate, and Advanced, respectively.
  • First aid kits: First aid kits will be required to meet CSA standards, with additional requirements specific to B.C. Kits will need to include personal protective equipment, first aid records, and, for “advanced” kits, oxygen therapy equipment.
  • First aid assessments required by employers: Employers will be required to conduct and document a two-part first aid assessment for every workplace. As a result of this assessment, minimum levels of first aid may change for some workplaces and there may be new requirements for less accessible workplaces.
  • Emergency transportation: The regulatory changes specify performance-based requirements that emergency transportation must meet, allowing for more flexibility in selecting alternative methods, such as air transportation. More workplaces will require first aid attendants to be trained with the skills and knowledge needed to prepare and transport injured or ill workers to medical aid.
  • First aid drills: The new regulation requires employers to carry out drills every year and whenever there are substantial updates to procedures.

The requirement to provide first aid services appropriate to the workplace is a basic responsibility of all employers under the OHSR.

Employers should review these changes to ensure their occupational first aid programs are appropriate and compliant. These changes may require employers to obtain first aid training for their occupational first aid attendants, and new or different equipment, by Nov. 1, 2024.

More information about occupational first aid requirements and the changes is available on the First aid requirements webpage.

 

Building sustainable multifamily communities

For a multifamily community to be successful, housing providers should leverage the three pillars of sustainable development: economic, social, and environmental. Gone are the days of simple bricks and mortar buildings. Successful rental communities today are using these pillars to inform their construction, management and operations and ensure holistic, long-term success.

Pillar 1: Economic sustainability

Economic sustainability refers to any practices that support long-term economic growth without negatively impacting the social, environmental, and cultural aspects of a community. Striving to achieve economic sustainability, at the beginning of a project and throughout its lifetime, is crucial for attracting, supporting, and maintaining a healthy tenant base.

Key components include:

  • Access to transit and infrastructure: Multifamily housing communities located near public transit, major employers, hospitals, schools and other services are best equipped for long-term sustainability given tenants are attracted to these conveniences and opportunities.
  • Addressing housing affordability: Creating housing projects that also cater to middle and lower incomes is needed now more than ever, as the supply-demand imbalance continues to affect so many Canadians. Consider higher-density projects and other ways to bring rental costs down in support of affordability.
  • Fair trade practices: Prioritizing locally sourced, sustainable materials and products can help residential buildings have a positive impact on their communities. This involves working with like-minded organizations and businesses that share similar values.

Challenges in this area may include: 

  • Unemployment: If elevated, unemployment rates can hinder the spending power of residents and affect the economic sustainability of the community.
  • Inflation: Rising costs and inflation can erode residents’ spending power and increase the costs of housing and services.
  • Construction costs: High development and land costs, labour and material costs and high interest rates all significantly increase the costs of housing construction. As a result, rents may need to be higher to offset the costs of building.

Pillar 2: Social sustainability

The primary goal of social sustainability is to enhance the wellbeing of residents and create an environment in which all residents feel valued and accepted. This includes fostering a sense of community, ensuring accessibility, safety and inclusiveness for all.

Key components include: 

  • Regular engagement with residents: Frequent communication and actively seeking feedback across various platforms will allow housing providers to better tailor their programs to the real needs of tenants, and expand and evolve their services  accordingly.
  • Maintaining high-quality amenities and programs: Offering gyms, common spaces, and regular events on the property have been proven to enhance residents’ wellbeing and build connections within a residential community.
  • Fostering inclusivity: This means going above and beyond to create a community that is inclusive, diverse, equitable and accessible (“IDEA”); it begins with setting out to understand the various social factors at play and ensuring no one is excluded.

Challenges may include: 

  • Navigating social inequalities: Not everyone has access to the same resources and opportunities, and often these disparities will show across the tenant base.
  • Access to care: Ensuring critical services like childcare and social supports are available and accessible to residents isn’t always easy, particularly in underserved areas.
  • Cultural barriers: Cultural differences can present problems in some communities. Fostering inclusivity begins with providing services that are tailored to the cultural needs of the diverse resident base and encouraging acceptance among all who live there.

Pillar 3: Environmental sustainability

Environmental sustainability is likely the first thing most people think of when they hear the word ‘sustainability’. Housing providers have a responsibility to conserve natural resources, save energy, and work to protect the global ecosystem.

Key components include: 

  • Natural resource management: This can look different depending on the scope and budget of a housing project. Having the right building features, systems and appliances in place, and using data to identify potential savings areas are great places to start.
  • Waste management and pollution control: Implementing effective waste management strategies will help minimize the environmental impact of a community. This involves educating tenants about proper recycling and waste diversion techniques, encouraging alternate forms of transit, such as EV and car sharing, and being mindful of water usage.
  • Climate change mitigation: Energy management systems, high efficiency building systems, renewable energy, LED lights, and building automation systems (“BAS”) can all help reduce greenhouse gas emissions and contribute to climate change mitigation.

Challenges may include: 

  • Technology risks: Many technologies for reducing the carbon footprint are still new and untested, which can pose risks related to their effectiveness, reliability and long-term performance.
  • Data availability: Obtaining high-quality and timely data on building operations and resident activities requires effective tracking, data collection and management.
  • High costs: Some sustainability initiatives involve significant up-front costs, making it prohibitive for some projects. In addition, operating costs related to switching from gas powered building systems to electricity can be high.

Integration of the 3 pillars

Integrating the three pillars of sustainability—economic, social, and environmental—is crucial for the success of any sustainable development project.

  • Economic sustainability ensures that communities can continue to grow and support other sustainability efforts.
  • Social sustainability focuses on the well-being of the community, equality, inclusion, diversity and accessibility.
  • Environmental sustainability, the most recognized pillar, ensures that resources are used responsibly and that the ecosystem is protected for future generations through practices like waste control and climate change mitigation.

Balancing these pillars requires careful planning and a holistic approach, recognizing the interconnectedness of economic growth, social equity, and environmental stewardship. By addressing the challenges and leveraging the strengths of each pillar, multifamily communities can achieve sustainable success, fostering resilience that meet the needs of both current and future generations.

Renee Wei is the Director of Investor Relations & Sustainability at InterRent.

Keeping pests out as warm weather continues

With summer temperatures extending into the fall, businesses aren’t just dealing with more heat; longer spans of warmer temperatures can drive pests indoors to seek refuge from the heat. Understanding why this happens and how to help prevent pest issues is crucial to maintaining a clean and safe business environment.

 RELATED: Summer’s most popular pests

Here are some key reasons why heat encourages pests to move indoors during these months:

Escaping the heat: Pests such as ants, cockroaches, and rodents can be sensitive to temperature extremes. During warmer months, the outdoor heat becomes unbearable for these critters, prompting them to seek cooler, more stable environments. Indoor spaces, such as your business, offer shelter and cool air from the harsh temperatures outside.

Food and water sources: Better weather often means more outings and outdoor dining. Food-related businesses and businesses where outdoor dining is available become prime targets as the smell of food, spilled beverages and outdoor trash cans create ideal conditions for infestations.

Breeding conditions: Warm temperatures accelerate the reproductive cycles of many pests. For instance, cockroaches and flies breed faster in warmer conditions, which leads to rapid population growth. This means an infestation that starts with only a few pests can quickly become a huge problem if not addressed promptly.

 Common summer season pests and their Impact

Increased pest activity in the warmer months can pose significant challenges for businesses. From damaging property to disrupting operations, these common pests can have a serious impact on your bottom line. Here’s a look at some of the most prevalent warmer weather pests and how they affect your business:

Ants: These pests are troublesome in warmer weather as they seek out food and water. They can invade businesses, creating trails and potentially contaminating food products. Their colonies can also nest in building structures, causing long-term damage.

Cockroaches: These insects thrive in warm, humid conditions. This is troublesome for your business, because not only are they a nuisance but also a health hazard that can spread diseases and trigger allergies. They love hiding out in cracks and crevices, which often makes them difficult to detect until it’s too late.

Flies: They are drawn to decaying organic matter and can spread diseases through their contact with food and surfaces. Their presence in a business setting can be both unhygienic and off-putting to workers and customers.

Rodents: Mice and rats often seek shelter in cooler, indoor environments during the warmer months. But they also like to overwinter in warmer areas as the weather cools. This is double the reason to watch out for evidence of their presence in your business. They are known for causing structural damage, chewing through wiring and contaminating food supplies with their droppings and urine.

 Prevention tips for businesses

It’s essential for businesses to take proactive steps to help prevent infestations. Unchecked, pests can cause damage, disrupt operations, and harm your reputation. To help safeguard your business, here are some effective prevention tips to keep pests out:

Maintain cleanliness: Sanitation is the first line of defence against pest prevention. Regularly clean floors, countertops and equipment to remove food debris and spills. Ensure that garbage is disposed of quickly and stored in sealed, pest-proof containers. Establish a routine cleaning schedule and ensure that all staff are properly trained.

Seal entry points: Since pests can enter through even the tiniest openings, it’s important to inspect your business facility for gaps, cracks, and holes, especially around windows, doors, and pipes. Be sure to seal these entry points using appropriate materials like caulk or weather stripping to help prevent pests from gaining access.

Manage waste properly: Make sure all trash bins are tightly closed and regularly emptied. Both indoor and outdoor garbage areas should be kept clean and well-maintained to avoid attracting pests.

Control humidity: Since many pests are attracted to moisture, it’s important to control humidity levels within your business, whenever possible. Be sure that air conditioning units are working, and that condensation is maintained. Also, repair any leaks in pipes or roofs to eliminate potential water sources for pests.

Implement regular inspections: Routine inspections by a professional pest control provider can help catch potential problems before they become major issues. Schedule regular visits to monitor for signs of pests and help ensure that your company’s preventive measures are as effective as possible.

Warmer weather – even in the fall – will cause an increase in pest activity, driving them inside your business as they search for a cool place to hide. It’s important to stay up to date with facility inspections and intentional with proactive measures to help prevent pest issues before they arise. By following the tips above, businesses can help protect their customers, employees, reputation and bottom line from the numerous problems pests can cause. Acting now will help ensure a healthier, more welcoming business environment and keep pests outside where they belong.

 Alice Sinia, Ph.D., is the Quality Assurance Manager of Regulatory/Lab Services for Orkin Canada, focusing on government regulations pertaining to the pest control industry. For more information, email Alice Sinia at [email protected] or visit orkincanada.ca.

Mental health and substance use hub opening

The new Westshore Mental Health and Substance Use Hub is set to open in Colwood, B.C.

The western communities service hub is designed to meet a range of mental-health and addiction needs. It offers immediate access through same-day walk-in or call-in counselling and assessments, care planning, integrated services – five days a week.

The purpose-built site includes meeting space, clinical consult and exam spaces, as well as a dedicated gathering space.

“With the opening of this hub, we’re taking a significant step in addressing the growing need for mental-health and substance use services in our communities,” said Leah Hollins, Island Health board chair. “By providing local, integrated care for a range of needs, we’re creating a more responsive and effective system that can truly support individuals throughout their recovery journey.”

The Hub will serve people with moderate to less severe conditions, including depression, anxiety and other mental health conditions as well as addictions. The Hub team includes professionals from various fields such as psychiatry, addictions medicine, nursing, counselling, occupational therapy and peer support.

Dr. Nelson Collins, South Island Medical director and South Island Psychiatry Division head, emphasizes the importance of this integrated approach. “The hub model is the best way to provide community mental-health and substance use services,” said Collins. “By bringing together a diverse team of experts under one roof, we can provide more cohesive, personalized care that adapts to each individual’s journey towards recovery.”

The Hub’s services were developed in consultation with local Indigenous communities to ensure they are culturally informed and relevant. This collaborative approach aims to make care accessible and appropriate for all community members.

 

 

Q&A: Security cameras and condos

Many condo corporations and individual unit owners are taking advantage of easy-to-access technology and implementing additional security features for the common elements and units.

An increasing use of security cameras in and around condo communities has come with more questions and issues condo boards, property managers and condo lawyers are forced to deal with. The installation of security cameras raises numerous legal issues under the Condominium Act, the Criminal Code and privacy legislation.

Below are some of the most common questions I’ve been answering over the past year, which can provide a starting point to engage in further investigation. As every condo corporation and its governing documents are not identical, it is advisable to seek further legal advice about your specific situation.

Can a condominium corporation install security cameras on the common elements?

Yes, condo corporations can install security cameras on the common elements. One of the duties of the corporation is to manage the safety and security of the common elements and persons that enter the property. Security cameras can help with fulfilling this duty. However, before a board decides to install cameras, they need to clearly identify what the purpose of the cameras are and determine if there is a less intrusive method that would meet the needs of the corporation.

In addition, it is very important that corporations establish policies regarding surveillance and privacy. These policies, at a minimum, should cover issues such as:

  • Purpose of surveillance;
  • General location of cameras;
  • Types of personal information that will be captured;
  • Who has access to surveillance and who will review it;
  • How will surveillance be stored and for how long;
  • Process for requests for access to surveillance;
  • How owners and residents will be advised of any changes or expansion of camera locations;
  • Process for responding to privacy breaches.

There will be some common element areas, such as washrooms and change-rooms, where there will be a higher expectation of privacy than a hallway or garage. There will be few if any legitimate reasons for installing cameras in such areas. Wherever cameras are installed, it is imperative that clear signage is posted giving everyone notice that surveillance is in place. It is also important to remember that no cameras should be directed at any one unit and they should not capture the inside of units when the doors are opened.

Do condominium corporations have to get owner approval to install security cameras?

Section 97 of the Condominium Act deals with situations where a condo corporation makes changes to the common elements or assets. Under Section 97 (2)(b), a change such as installing security cameras would not require notice to the owners if the purpose of installation is for the safety and security of the property and persons using the property. If the installation is for some other purpose, then a more careful review of s. 97 and a discussion with your condo lawyer would be prudent to determine whether or not notice and/or a vote is required.

However, even if you are not required to give notice to owners in advance of installing the cameras, it is always important to give notice once they are installed. It is important that you post signage which indicates to owners, residents and anyone visiting the property that there is surveillance in place. In addition, when giving owners and residents notice of the installation of the cameras, do not forget to share your surveillance and privacy policy with them.

Can owners install security cameras?

It depends where the owners are installing the cameras. There will likely not be an issue if the owner is installing the camera within their unit; the images captured are of the inside of the unit only and the owner is not making any changes to the common elements as a result of the installation. However, if owners are installing cameras (such as doorbell cameras) on the outside of their units or are making changes to the common elements in order to install a camera, s. 98 requires that they get approval from the board and enter into a s. 98 agreement.

If boards are contemplating allowing owners to install cameras on the outside of the front doors, the board should consider developing a policy and set of conditions that must be followed with respect to this type of installation. Door cameras raise privacy concerns as they tend to capture images and/or sounds that take place on the common element hallways, walkways etc. They may also capture images/sounds from other units within the vicinity of the camera.

As such, when giving owners approval for this type of installation, be mindful of the images and sounds that may be captured by the device being installed. Ensure that the privacy rights of others are not being violated before approval is given. Many condo corporations have banned the installation of door cameras for this very reason. If the board is considering banning door cameras, you will want to amend your governing documents to do so.

Can the security footage capture private conversations or just images?

It is important that any security camera the owner or corporation installs captures only images and not conversations. The recording of private conversations is an offence under Section 184 of the Criminal Code of Canada when the person making the recording is not a party to the conversation.

There are exceptions to s. 184, such as a warrant is obtained authorizing the capture of the private conversation as in the cases of wiretaps. Corporations and owners should seek legal advice if they intend to record private conversations. In most situations involving the corporation’s or owner’s security cameras, the exceptions will not be applicable. As such, it is recommended that audio recording options should be shut off for any cameras the condo corporation or owners install.

Can owners access security footage from the corporation’s cameras?

Owners should not have automatic access to security footage. The corporation’s policy regarding cameras should clearly state who has access to the footage and if someone wants access to the footage, the procedure that must be followed.

Recently, I had a case where an owner was injured as a result of the actions of another owner on the condo property. The incident was captured on the security cameras. The owner who was injured wanted a copy of the surveillance footage as he had commenced a claim against the other owner.

In this type of situation, the proper procedure is to advise the owner (or their legal counsel) requesting the footage that they must obtain a court order requiring the corporation to release the footage. It is a common procedure in civil claims to get court orders for third party records. A court order protects the condominium corporation, the board and property management from any allegation that the footage was improperly released.

Although you should not hand over the footage unless a court order is obtained, it is important to make sure when such a request for the footage is made that you preserve the footage in its original, unaltered format in a safe location. Many security systems will overwrite footage every certain number of days. You want to make sure that the footage is not overwritten and it is preserved in case the court orders you to release it.

Does a condo corporation have to hand over security footage to the police?

During a police investigation it is not uncommon for the police to ask property management or the board for video surveillance footage that has been captured on the corporation’s cameras. While you may want to assist the police in their investigation and be cooperative, it is important that when you are faced with such a request, you ask the police to obtain a warrant.

Once the warrant has been obtained, it would be wise to have your condo lawyer review it before any footage is handed over to ensure the footage complies with the terms of the warrant. In addition, once the request is made, ensure that you preserve the footage in its original format in a safe location in case the court orders you to hand it over to the police.

Can the board or property management give police permission to install police cameras on the common elements for the purposes of an investigation?

No. If the police request permission to install cameras on the common elements for the purposes of investigation, the board and property management should advise the police that they will cooperate once the police get an order from the court authorizing same.
Are surveillance recordings considered “records” under the Condo Act that could be subject to a records request by an owner?

Video surveillance could be considered a “record” under the Condo Act (the Act) and subject to a records request. As with any records request, it is important to remember that section 55(4) of the Act will apply and there may be situations that fall under the s. 55(4) exemptions, which would prohibit disclosure.

Although video surveillance is not a record that a condo corporation must keep under s. 55 of the Act, that does not mean it is not a record if it is created. A 2022 CAT decision (Kent v. Carleton Condominium Corporation No. 268) held that a record of the corporation is something that is created and maintained by the corporation for a purpose that is related to the ongoing role of managing the corporation. Video surveillance could fall into this category.

In the Kent case, which involved the recording of an owner’s meeting, the CAT held that although there is no obligation to create the recording, by choosing to create it and retain it, the corporation makes the recording a record under the Act and subject to an owner’s right to access and examine the record in accordance with s. 55. The same analogy could be applied to surveillance recordings.

In addition, a 2020 CAT case (He v. Waterloo Standard Condo Corp No. 541) ordered on consent that video surveillance be disclosed under a records request. The condominium corporation did not oppose the disclosure of the record, which was not surprising as the video footage supported their allegations that the owner or their tenants violated the rules. I am unaware of any CAT case to date in which the corporation refused to release video footage when requested by the owner and the CAT ordered it released.

As condo corporations are permitted under s. 55(1)(12.) and 55(2)(3.) of the Act to stipulate additional records they must keep in their bylaws and for how long these additional records will be kept, a board may want to consider amending their bylaws to include video surveillance as a record of the corporation in order to be able to manage this type of record and to specify how long the recording will be kept.

Any provisions in the bylaws should align with the surveillance and privacy policy created by the board and with the practical realities of the equipment and software used to record and store the surveillance footage.

Sonja Hodis is a condominium lawyer as well as an independent arbitrator and mediator for condominium disputes. She advises condominium boards and owners on their rights and responsibilities under the Condominium Act, 1998 and other legislation that affects condominiums. She represents parties at all levels of court, various Tribunals and in mediation/arbitration proceedings. She also acts as independent mediator or arbitrator helping parties resolve disputes or rendering decisions when they cannot. Sonja can be reached at (705) 737-4403, [email protected] or via her website at www.hodislaw.com.

This article is provided as an information service and is not intended to be a legal opinion. Readers are cautioned not to act on the information provided without seeking legal advice with respect to their specific unique circumstances. Sonja Hodis, 2024 All Rights Reserved.

Ad hoc venues trigger risk management headaches

Public gatherings in informal, unlicensed venues are creating risk management headaches for local officials in large and small Ontario communities. A recent submission from the Association of Municipalities of Ontario (AMO) tallies health, safety and bylaw enforcement concerns, and urges the provincial government to address the resulting administrative and financial burdens.

“Municipalities recognize the importance of providing Ontarians with safe and affordable public spaces, and supporting the entertainment industry for local economic development and community well-being,” it states. “At the same time, Ontario’s municipalities are concerned about the potential negative repercussions associated with unlicensed event venues.”

Makeshift event spaces in barns, vacant commercial and industrial properties or residential dwellings inherently come with hazards arising from facilities that may not meet appropriate standards for fire alarms, exits and containment, load bearing, food handling, waste disposal and/or adequate bathrooms. Municipal emergency services responders and public health officials are first in line to deal with the fallout of the negative consequences from any of those failings.

Local officials also find themselves juggling complaints about excessive noise and disruptive behaviour emanating from unlicensed venues, and from operators of licensed facilities who have lost business to rogue event spaces. Municipalities likewise lose out financially since licensing is one of the few revenue generators they’re afforded in Canada’s breakdown of jurisdictional powers. Meanwhile, both large and small municipalities argue that limited resources inhibit their ability to respond.

“With municipal finances being under considerable strain, municipalities are challenged in hiring more staff to enforce bylaws at these events. Similarly, there is a challenge and impracticality of municipalities investigating those unlicensed events which are ‘pop-up’, temporary and unpredictable,” the AMO submission states.

AMO is now beseeching the Ontario government not to erode municipalities’ control over zoning bylaws so that they can “remain equipped to determine the regulations and actions that make sense to their local contexts” and is further highlighting the need for more financial autonomy and revenue sources to fulfill service delivery obligations. An earlier briefing on the latter topic calculates a roughly $4 billion shortfall between the responsibilities the province has downloaded and its provision of funds.

The submission additionally recommends that the provincial government lower the threshold for imposing fines, making it easier for municipalities to enforce penalties against hosts of unlicensed events. It suggests tax incentives could be used to lure currently unlicensed operators into the legitimate business stream, which would necessarily require health and safety and bylaw compliance. Short-term rental operators like Airbnb are also seen to have a role to play in imposing stricter consequences for sites on their platforms found to be hosting public events.

Equipment associations announce merger

The Canadian Equipment Dealers Association (CEDA) announced its merging with the Associated Equipment Distributors (AED). The merger is expected to be a seamless transition for CEDA and is scheduled to be finalized by November 1st.

“We are pleased with the outcome of the vote and look forward to the future with AED,” said CEDA president and CEO Beverly J. Leavitt. “CEDA board members carefully evaluated various factors before selecting AED. AED offers the best benefits and resources for our members going forward. AED’s history of providing first rate dealer education and advocacy on behalf of the equipment industry played a big role in our decision.”

Leavitt will take on the role of vice president at AED and will be responsible for seeing a smooth integration of CEDA’s over 160 members into AED. She will also work on member recruitment for AED in her new role.

“We are confident that CEDA members will see increased value with the merger of their organization into AED. CEDA has a long history of delivering outstanding service to its members and we look to build upon this strong foundation,” said AED president and CEO Brian P. McGuire. “The industry will be stronger as we unite as one organization.”

CEDA members will gain access to the full range of AED resources and benefits including educational conferences and seminars, online courses, multiple industry reports and strong advocacy in Ottawa. AED will carry on CEDA’s representation
at the provincial level in Ontario.

 

GRESB to revise indicators for multifamily sector

Multifamily real estate entities reporting to GRESB, the global assessment and benchmark for the ESG performance of portfolios, can expect new criteria next year. The GRESB Foundation has issued a notice of changes to be implemented in 2025 with a promise of more details later this fall.

The slate of ESG indicators, which collectively underpin GRESB scores, will be revamped to better reflect residential operations and management considerations. Some existing indicators will be culled; others will be revised or given new weights within the total score; and new ones will be added.

GRESB calls the move part of a “wider effort to bring greater sector specificity to the standard” and it is also in sync with growing participation from the multifamily sector. Speaking during a recent webinar, Dan Winters, GRESB’s senior director, strategic initiatives, reported that multifamily accounted for the largest share of new respondents to the recently completed 2024 assessment from a property sector perspective.

In its 15th year, more than 2,200 real estate entities, encompassing roughly 210,000 individual assets worldwide, participated in the GRESB assessment. That’s up from 2,084 portfolios, collectively comprised of 170,000+ assets, in 2023.

Winters theorized the ever-expanding roll of reporting entities is tied to investor demand and, particularly, institutional investors’ need to meet targets for the reduction of greenhouse gas (GHG) emissions and prove other types of environmental and social compliance. At the same time, many of those investors are shifting their real estate allocations away from office properties and into other asset classes.

“We’ve got a lot of 2050, 2045, 2040 commitments, particularly from the big pension plans, and they’re looking for partners in progress to drive down their carbon footprints and to report up to their chief investment officers as well,” he said. “We traffic in non-financial data, and we’ve put a framework and process around non-financial measures that are first and second order material to LP (limited partners) and pension plans.”

Canada launches new tool to lease federal lands for housing

The federal government has launched the Canada Public Land Bank, a tool linking builders to federal properties available for lease and where plans can be submitted to turn existing facilities into housing.

The Canada Public Land Bank currently features 56 federal properties that have been identified as suitable for housing development, including five properties intended for immediate leasing, but the list will grow in the coming months.

“Available, accessible and affordable housing options are scarce, and too many people do not have a safe place to call home,” said Minister of Public Services and Procurement, Jean-Yves Duclos. “We need to do things differently and work in partnership to build more homes, faster. We are leading a Team Canada effort to unlock public lands for housing at a pace and scale not seen in generations, thus leveraging these properties to build strong communities and more affordable housing for the benefit of all Canadians.”

Canada Lands Company, in partnership with Canada Mortgage and Housing Corporation, has launched a call for proposals from housing providers to access some of the Canada Public Land Bank properties available in Toronto, Edmonton, Calgary, Ottawa and Montréal on a long-term leasing basis at a discounted value. The detailed proposal information can be accessed through direct links in the property listings in the land bank.

Additionally, the government says it is accelerating its real property disposal process to match the speed of builders and the urgency of getting affordable homes built. Public Services and Procurement Canada will adopt service standards to deliver these properties to interested partners for the purposes of housing. New measures will continue to be announced under the Public Lands for Homes Plan in the coming months.

Meanwhile, to provide feedback on the land bank and its properties, the federal government is launching a call for housing solutions through a secure online platform. Input provided will inform the development of these properties, including engaging the broader interest of Indigenous Peoples and organizations, community organizations, builders, and other partners and housing providers.

Multifamily rental fundamentals likely to remain strong

Morningstar DBRS has published a comprehensive analysis of the North American multifamily rental market targeting property owners and operators from a credit-risk perspective. The three-part research series delves into the intricacies of the sector, offering a detailed exploration of the current and future state of the market in both Canada and the US.

In the first published installment, the group asserts that the strong multifamily fundamentals found in key undersupplied North American rental markets will continue to provide multifamily owners/operators the ability to increase revenues amid rising construction costs, high prices for land, and the shortage of skilled labour. In addition, it warns that larger rental housing operators with strong ownership, liquidity, robust access to capital, and a balanced capital structure will be better positioned to withstand economic fluctuations and maintain favourable credit ratings—in other words, smaller regional operators with have less of a competitive edge.

“While the North American multifamily rental sector will face numerous challenges in the near to medium term, such as economic uncertainty, cost inflation on services, taxes, insurance, high interest costs, and challenging labor supply, experienced multifamily owner/operators should be well equipped to mitigate these and other risks,” said Aniruddha Jadhav, Assistant Vice President – North American Corporate Real Estate Ratings.

For the full report entitled, “The Multifamily Market Metamorphosis: Exploring North American Multifamily Rentals Through the Real Estate Methodology”, click here:  dbrs.morningstar.com