Resolvable barriers still impede accessibility

The building features that most commonly impede people with disabilities are not those that are the costliest or most structurally complicated to correct, new survey findings show. Respondents to a recent poll conducted on behalf of the Rick Hansen Foundation ranked the absence of handrails, grab bars, ramps and automatic door openers as the barriers to mobility they most frequently encounter outside their homes.

That’s somewhat discordant with the prevalent perception across the entire survey base, of both the able-bodied and people with disabilities, in which 57 per cent of respondents hypothesized poor accessibility is related to the difficulty of renovating older buildings and 45 per cent identified high cost as a factor. Other results, which the Canadian market research firm, Leger, gathered from 1,500 respondents in February, reveal that 57 per cent rate the accessibility of the public and private spaces they frequent as “fair” or “poor” and 41 per cent have seen no improvement or a decline in the accessibility of those spaces over the past three years.

“People with disabilities continue to face major barriers to participating in everyday activities in their communities,” says Brad McCannell, vice president, access and inclusion, with the Rick Hansen Foundation. “The study shows that Canadians feel the accessibility of buildings and spaces in their city are improving too slowly or haven’t improved at all. Current practices simply aren’t meeting the real needs of the community.”

Although just 14 per cent of survey respondents defined themselves as a person with a disability, their answers to more detailed questions reveals that 35 per cent have a condition that is classified as a disability. As well, 31 per cent have a family member with a disability whom they live with or help to care for, and 40 per cent have friends or close acquaintances who have a disability.

Mobility and/or hearing impairments are most common, cited by 26 per cent of survey respondents, while 8 per cent report vision impairment and 5 per cent have a neurological condition or an acquired brain injury. Nearly 20 per cent of respondents experience chronic pain and more than 20 per cent have another chronic health condition, such as diabetes, heart disease, chronic obstructive pulmonary disease (COPD) or autoimmunity.

Approximately 900 respondents report they occasionally or frequently encounter barriers to access. Among this group, 36 per cent experienced obstructions in homes that are not their own, 33 per cent flagged festivals/special events and public washrooms, and 32 per cent cited outdoor public places such as sidewalks, pathways and parks. Office/professional buildings, grocery stores, restaurants and other retail/commercial venues have presented impediments for 29 per cent, while 24 per cent confronted barriers in sports and recreation centres.

Public facilities have a moderately better track record, with 23 per cent of respondents reporting they’ve encountered barriers in hospitals, libraries and city halls, and 16 per cent facing barriers in schools and/or on post-secondary campuses. However, perhaps particularly notable in the latter case, just 10 per cent of the total survey base is between the ages of 18 and 34, while 57 per cent is 55 or older.

Calls for easy fixes outnumber those for capital-intensive undertakings

Drilling down to the types of barriers encountered, 579 respondents reported 12 different scenarios outside their homes, with each, on average, experiencing 2.8 of them. Related to relatively low-cost features, 42 per cent of respondents report the absence of hand rails or grab bars; 38 per cent report a lack of ramps or sloped pathways; 36 per cent report lack of automatic door openers; and 18 per cent report lack of appropriate directional signage. Narrowing the focus further to 138 respondents with physical mobilities who are employed in workplaces outside their homes, 19 per cent report their workstation design is unsuitable.

Turning to inadequacies that likely require greater capital investment to resolve, 24 per cent of respondents who have encountered barriers outside their homes report narrow doorways and hallways; 21 per cent report inadequate elevator access; and 21 per cent report unsuitable flooring surfaces.

Meanwhile, the Canadian government has recently opened a new round of funding to support small-scale projects aimed at improving physical access or implementing supportive technology for people with disabilities. Up to $14.7 million has been earmarked to provide up $125,000 per project to upgrade:

public facilities that host programs/services in which people with disabilities may choose or need to participate; or,
workplaces where people with disabilities are or could be employed.

Not-for-profit organizations, private companies with fewer than 100 employees, municipalities, Indigenous organizations, territorial governments and organizations that provide emergency, temporary or transitional housing can apply for the facility improvement funds until July 23. Grants will be available as set amounts for a designated list of common upgrades, including: ramps; accessible washrooms; accessible doors; elevators; accessible lifts; pool lifts; accessible playgrounds; multi-sensory rooms and stations; accessible parking; accessible drop-off areas; and accessible electric vehicle charging stations, or based on the project-specific budgets of other types of initiatives.

Indigenous organizations, organizations based in Yukon, Northwest Territories and Nunavut or other designated rural or remote areas, emergency and homeless shelters, foodbanks and meal providers, and charities that offer secondhand clothing can obtain funding to cover 100 per cent of eligible project costs. Other grant recipients must supply 25 per cent of the amount from their own funds or other secured sources.

“We acknowledge the impact organizations across the country are having in building truly accessible communities and workplaces,” says Canada’s Minister of Diversity, Inclusion and Persons with Disabilities, Kamal Khera. “Through the Enabling Accessibility Fund, our government is proud to support those community champions who, project by project, are creating a Canada for everyone, where barrier-free access and disability inclusion are the norm.”

The overwhelming majority of respondents to the Rick Hansen Foundation/Leger survey agreed it is important for people with disabilities to be able to participate in the community and the economy. They also prioritized accessible housing, initiatives to ensure buildings and public spaces are accessible and efforts to educate Canadians at large about accessibility issues. Concurrently, 28 per cent attributed barriers in the built environment to failure to adequately enforce accessibility regulations, and to neglectful designers and builders. Another 23 per cent suggested existing accessibility standards are too lax.

Respondents were also most inclined to hold designers, developers and building owners/managers to account, with 70 per cent concluding that this group has “significant responsibility” for accessibility. Fewer expressed such high expectations of provincial (64 per cent), municipal (63 per cent) or federal (57 per cent) governments.

Fitwel’s v3 brings new climate adaptation strategies

The newly released version 3 (v3) of Fitwel’s evidence-based standard brings new strategies on how to future-proof buildings for climate adaptation, while more efficiently addressing the health of real estate assets and maximizing their value.

The Center for Active Design (CfAD) announced v3 this week. The enhanced version incorporates new public health research, market trends and industry feedback, while building on the success of the previous version, v2.1, which launched in 2018.

Fitwel’s v3 also introduces the Smart Scorecard, a simplified digital experience, introducing smarter scorecard interactions that reduce documentation time.

Overall, there are now eight distinct scorecards and 140 evidence-based strategies rooted in more than 7,000 peer-reviewed studies that link health and the built environment and also prepare assets for the rising risks of climate change.

The scorecards were improved through extensive user consultation to boost health-promoting strategies for multi-tenant commercial buildings. V3 also brings consistent strategy requirements across all products, streamlining implementation and reducing costs for users managing diverse asset portfolios.

“Version 3 meets the rising demand for healthy, high-quality assets while mitigating climate risks, promoting value, and streamlining certification for efficiency,” said Joanna Frank, Fitwel’s president and CEO. “Today we can definitively show that health, encompassed in the social pillar of ESG, is one of the greatest opportunities to future-proof assets. The updated Standard and improvements to the data-driven Fitwel Platform are designed to help real estate capitalize on these opportunities.”

Fitwel v3 also brings a new generation of technology to deliver credible data that is in high demand across the industry. “Integrating health considerations into project planning not only enhances a project’s marketability and long-term viability but also empowers users to make informed, data-driven decisions that optimize both health outcomes and financial returns,” said Zachary Flora, Fitwel’s executive vice president of market growth.

In addition to updating its strategy library to include timely climate adaptation-related strategies, Fitwel recently announced plans for a new product–Social Performance–to substantiate ‘S’ data for real estate. This addresses the growing demand from investors and forthcoming regulations for a rigorous, standardized approach to integrate

Social metrics, including health and wellbeing measures, into ESG reporting. When used together, Social Performance and asset certifications, including those from v3, will provide the industry with a method for evaluating the social performance of 100 per cent of buildings.

To date, more than 2.5 billion square feet of real estate across the globe has been assessed using Fitwel, equating to almost 1 million square feet of space per day since the standard first launched in 2016.

The rise of green buildings and the implications for cleaning services

In recent years, there has been a significant shift towards creating more sustainable buildings, also known as green buildings. Designed to minimize environmental impact, these buildings incorporate features such as high-efficiency HVAC systems, sustainable materials, and solutions that help reduce water waste. In fact, by 2030, sustainable buildings will present a $24.7 trillion investment opportunity. In these green buildings, sustainability is prioritized in all aspects, including day-to-day operations such as cleaning.

What is considered a green building?

A building is deemed green when its entire life cycle, encompassing planning, design, construction, and operations, prioritizes energy and water efficiency, as well as indoor air quality (IAQ). These buildings often incorporate various design features and technologies aimed at helping reduce environmental impact. To determine if a building qualifies as green, a widely accepted certification to look for is Leadership in Energy and Environmental Design (LEED). This globally recognized certification signifies a building’s accomplishments in sustainability.

Adapting to the new standard

With more buildings shifting focus towards sustainability, it’s important to understand how to adapt to these changes. For example, traditional cleaning products often contain volatile organic compounds (VOCs) that can pollute the air and pose a potential health risk to building occupants. Using these chemicals within the building would disqualify it from being considered green.

Here are some of the ways your cleaning team can adapt to this new standard:

Use third-party certified cleaning products

Ensure your cleaning products are certified by a reputable third-party organization like Green Seal®. These organizations perform life cycle assessments (LCAs) to ensure the product meets a set of strict environmental and health criteria. Opting for third-party certified products demonstrates your team’s commitment to sustainability.

Offering electrochemically activated solutions (ECAS) as part of your cleaning program helps demonstrate your commitment to sustainability. ECAS are created using salt, water and electricity, created using an on-site generator. Since this solution comprises of only three ingredients, it ensures the absence of VOCs and, being made in-house, diminishes the waste caused by shipping and packaging.

Implement technology in the cleaning routine

Utilizing cleaning machines, such as robotic floor scrubbers, can help reduce chemicals and excess water usage. It can optimize chemical distribution through algorithms, allowing for longer operational periods without the need for tank refills. This technology aligns with green building standards by promoting water conservation.

The robotic floor scrubbers can also operate autonomously, which helps make cleaning more efficient as it does not require human operation. These robots can perform time-consuming tasks for hours on end, enabling your cleaning team to allocate more time and effort to other projects throughout the facility.

Thoroughly train your cleaning team

Training is instrumental in enabling your cleaning team to meet green building standards. A sustainable cleaning program is only successful when every team member understands how to use the cleaning chemicals and equipment properly. Also, training educates them on how their practices help directly contribute to creating a sustainable environment.

It’s time to go green

The rise of green buildings presents opportunities for cleaning services. By embracing sustainable cleaning practices and staying informed about advancements in green building design, your cleaning team can align with and support sustainable building practices. By doing so, they not only help contribute to the environmental and health benefits of green buildings, but also position themselves as valuable partners in the journey towards a more sustainable future.

Kurt Kuempel is the Vice President of GSF USA, a sustainable commercial cleaning company that carefully considers the impact of cleaning on people and the planet. GSF USA is dedicated to building a trusted, professional cleaning staff and cultivating an environment where employees can thrive and grow.

RFQ issued for new Richmond Hospital pavilion

The B.C. government has issued a request for qualifications (RFQ) to build the new Yurkovich Family Pavilion at Richmond Hospital.

Redeveloping Richmond Hospital will add 113 more hospital beds, increasing from 246 to 359 acute care beds. In addition, medical care spaces will increase throughout the hospital. For example, emergency department spares will increase from 62 to 86 and three operating rooms will be added, bringing the total to 11. Three CT scanners, an MRI and an interventional radiology room will be added to the hospital.

The total project cost is now $1.959 billion, an increase of $1.1 billion since the business plan developed in 2020-21. The price tag has more than doubled with construction cost escalation related to market conditions cited as the primary reason.

Through the alliance RFQ process, Vancouver Coastal Health will shortlist up to three qualified proponents, who will be invited to participate in the next step of the competitive selection process, the alliance development agreement (ADA) request for proposals (RFP) stage. It will determine which proponent will be chosen to lead design and construction.

The RFQ process is expected to be finalized by August 2024 followed by the ADA RFP process, which is expected to take approximately six months. Following this process, the team will embark on the alliance development phase, with the anticipated timeline being one year. Phase 2 construction is expected to start in early 2026 and complete in late 2029.

Demolition of the rotunda for Phase 1 is expected to begin this summer. The Park Centre is expected to be demolished starting in December 2024. Renovations to the Milan Ilich Pavilion for the new cancer care clinic were completed in October 2023.

The entire project is expected to be complete in 2031.

Energy achievers enjoy sustained winning streaks

The newly conveyed 2024 ENERGY STAR awards for existing commercial and institutional buildings reinforce sustained winning streaks in the office category, with two honourees earning the accolade for the fourth consecutive year. In total, 11 buildings have been recognized for outstanding performance among those certified and benchmarked through ENERGY STAR Portfolio Manager, along with 20 other award winners for energy-efficient products, stewardship and advocacy.

QuadReal Property Group’s 6985 Financial Drive, a five-storey, 180,000-square-foot office building in Mississauga, Ontario, and the Sun Life Waterloo complex, which serves as the company’s Canadian head office, each received a fourth consecutive award in the office category. BentallGreenOak manages the Sun Life campus and is also the owner/manager of the third winner in the office category, Commerce South Office Park, Building B, a three-storey, 91,000-square-foot building located on 51st Avenue in Edmonton, which garnered an ENERGY STAR award in 2021 and 2022.

First-time winners this year include 271 Platts Lane, a 169-unit multifamily rental building in London, Ontario, and 1121 Thornton Road South, a 410,000-square-foot warehouse in Oshawa, Ontario. BlueStone Properties owns and manages the multifamily building, which was built in 2017, and is cited for the environmental policy and resident communications strategy that were instituted last year to guide the company’s sustainability actions. CAP Ontario Inc. manages the warehouse on behalf of the owner, Panatonni Development, which built it in 2021.

Other award winners for existing buildings include:

Saint John Regional Hospital, Saint John, NB, in the hospital category;
Etobicoke Wellness Centre, Toronto, ON, in the medical office category;
Sunrise Windsor, Windsor, ON, in the seniors’ residential category;
Erin Mills Twin Arena, Mississauga, ON, in the ice and curling rink category;
Bliss Carman Middle School, Fredericton, NB, in the kindergarten-to-secondary school category; and
155 Ashtonbee Road, Toronto, ON, in the mailing centre and postal station category.

Three builders based in southwestern Ontario took the ENERGY STAR awards for new home construction. Terra View Custom Homes Ltd., based in Guelph, won in the small builder category; Doug Tarry Homes of St. Thomas was named mid-sized builder of the year; and Waterloo-based Activa captured the large building category.

Additionally, Ontario’s Independent Electricity System Operator (IESO) was named the energy efficiency program administrator of the year for its slate of commercial, residential and institutional initiatives through the Save on Energy program, while Efficiency Manitoba was honoured as utility program administrator of the year.

takeCharge, a joint initiative of Newfoundland Power and Newfoundland and Labrador Hydro, received a duo of awards for sustained excellence and the promotional campaign of the year. The two utilities deliver rebates and awareness programs for commercial and residential customers.

“I offer my congratulations and thanks to this year’s ENERGY STAR Canada award recipients,” says Canada’s Minister of Energy and Natural Resources, Jonathan Wilkinson. “It’s through innovative leadership of organizations like these that we can continue to reduce energy costs and emissions and move toward achieving Canada’s climate goals and economic ambitions.”

Place Versailles transformation to create 5,200 housing units

The Place Versailles shopping centre in Montreal will be demolished as a $2.2-billion redevelopment project gives rise to more than 5,200 housing units.

After the 61-year-old retail centre in the Mercier-Hochelaga-Maisonneuve borough is torn down, the project will bring condominiums, rental housing, social housing, family housing, and residences for seniors. Three parks with a total area of 15,800 square meters situated the heart of the residential sector will strengthen the ecological resilience of the site—a key focus. Plans entail a biodiversity corridor along Highway 25, the greening of common spaces and rooftops and the installation of permeable surfaces and stormwater retention systems on the site, in parks, streets, and private properties.

The plan also reserves land for a primary school, a public square with a multi-use park pavilion and play areas, and a commercial hub with offices, shops and a hotel.

The owners of Place Versailles are working closely with municipal authorities to ensure a harmonious integration into the urban fabric with the creation of bicycle paths, local streets, shared lanes, and private roads to improve the connectivity and accessibility of the 17-hectare site.

The project is part of a sustainable development vision, inspired by the Transit Oriented Development concept, and seeks to maximize the proximity of the Radisson metro station.

Calgary breaks ground on multi-service facility

Ground has been broken on a new $16 million multi-service development in Calgary’s Cornerstone community.

Phase one will include a fire station and a household hazardous waste drop-off. A future phase will include non-market housing.

The two-bay Cornerstone Fire Station will replace the nearby temporary one-bay Skyview Fire Station and represents a significant milestone in Calgary’s ongoing efforts to enhance public safety and accommodate expanding needs.

“The Cornerstone Multi-Service Development reflects our commitment to integrated civic facility planning and our dedication to serving Calgarians better. Featuring a fire station and future affordable housing, this development will lower construction costs and increase operational efficiencies. This is a responsible investment for our city’s future, one that will yield dividends in public safety, environmental sustainability, and community prosperity.” said Mayor Jyoti Gondek.

Multi-service developments are fiscally responsible and reduce the overall cost of new facilities by co-locating more than one service on a site. This aligns with the council’s direction to identify more efficient land use opportunities, build fewer corporate sites, and reduce operating costs.

The multi-service development aims is seeking LEED (Leadership in Energy and Environmental Design) Gold certification, underscoring the commitment to the city’s Sustainable Building Policy.

Once completed in 2025, the fire station will feature advanced air quality ventilation designed with low-emitting building materials. Some features in the fire station, such as improved acoustic separation between active and living areas and indoor environment controls related to lighting, daylighting and thermal comfort have been included to support firefighters’ health and wellness.

Turning passion into profit through franchising

Are you passionate about your commercial cleaning or maintenance business but hesitant about taking the entrepreneurial leap? Franchising might be the perfect solution for you, as it allows individuals to own and operate their businesses while benefiting from the support and resources of a well-established brand.

Finding the right one can be daunting, with hundreds of commercial cleaning and maintenance franchise brands in the U.S. and Canada, so researching and finding a franchise that’s a good fit for you and your interests is essential.

Franchise vs. independent business

Franchise ownership and independent ownership have their unique advantages and disadvantages. One of the significant benefits of franchise ownership is the support and resources you receive from the franchisor. Franchisors typically provide training, marketing technologies, and ongoing support to franchisees, which can be an asset for new business owners who may not have the experience or knowledge to run a business independently.

Another advantage of franchise ownership is the recognition of being part of a more prominent brand. Customers are often more likely to trust and do business with a franchise than with an independent business, giving franchisees a significant advantage in the marketplace.

On the other hand, independent ownership offers more freedom, as there are no required brand guidelines to follow. This can be a great advantage for entrepreneurs who prefer complete autonomy to pursue their ventures. One of the biggest challenges is the lack of support and resources. Independent business owners do not have the same access to training, marketing assistance, and ongoing support as franchisees. This can make it more difficult for independent business owners to succeed.

Ultimately, deciding whether to become a franchise or independent business owner is personal. Both models have pros and cons; your best choice will depend on your circumstances and goals.

Time and money – friend or foe?

There are two important factors to consider when choosing a franchise: time and money!

The first financial commitment is the initial franchise fee, which can range from a few thousand dollars to over $100,000, depending on the brand and business model. This fee covers the franchisee’s right to operate under the brand name, logo, and business model. In addition to the initial franchise fee, franchisees will pay ongoing royalty payments to the franchisor. These payments are typically a percentage of the franchisee’s gross sales. Some franchisors also charge additional fees for advertising, sales leads, and other services.

A franchise’s potential return on investment (ROI) can vary widely. The ROI of a franchise will depend on several factors, including the franchise industry, the location of the franchise, and the franchisee’s business acumen.

The second is time. Running any business can be demanding, and franchisees must be available to respond to their customers’ inquiries and concerns.

Franchisees must also attend training programs and business meetings as part of the franchise agreement. It’s essential to consider the financial and time commitments involved before deciding.

Conduct due diligence first

Before investing your hard-earned money into a franchise, conducting thorough research to ensure that it aligns with your goals and financial capabilities is crucial. Begin by investigating the franchisor’s financial stability and reputation. Look for a franchisor with a proven track record of success and strong financial footing. Scrutinize their financial statements and inquire about their debt levels and profitability. Additionally, research their reputation within the industry and among past and current franchisees.

You’ll want to meticulously review the franchise agreement before signing it. This legally binding document outlines the terms and conditions of the franchise relationship, including your rights and responsibilities as a franchisee. Consider critical provisions such as the initial franchise fee, ongoing royalty and marketing fees, and territory rights. Consult with a franchise attorney to understand the agreement’s implications fully.

Furthermore, thoroughly analyze the target market and the demand for the products or services. Assess the competition within the industry and identify your potential customer base. Evaluate the franchise’s market size, growth potential, and unique selling proposition.

Lastly, research the franchisor’s training and support programs. A reputable franchisor should provide comprehensive and continued training to help you operate your franchise business successfully. Inquire about the training programs’ duration, content, and delivery methods. Assess the franchisor’s ongoing support level, including marketing programs, operational guidance, and technical support. These factors are essential for ensuring your long-term success as a franchisee.

Ultimately, this is your decision! Careful consideration of personal strengths, financial capabilities, and long-term objectives is crucial in choosing between franchising and independent business ownership.

Maria Martinez is a twenty-year commercial cleaning industry veteran and the Master Franchise Owner for Anago of Orlando, part of the Anago Cleaning Systems brand supporting over 1800 franchises across the U.S. and Canada. For more information about Anago of Orlando, visit www.AnagoCleaning.com/Orlando.

CG Tower tops off in Vaughan

Cortel Group topped off its 60-storey CG Tower in Vaughan last week. Located at Jane and Highway 7, the skyscraper holds 507 condo units and stands at the foot of Edgeley Pond & Park, the largest city-owned green space.

Photo by Cortel Group.

Crafted in collaboration with Quadrangle, the condo features entertainment spaces, a wellness centre and yoga studio, an outdoor pool, children’s play area and a green roof.

The 32 floor holds a co-working space, various meeting areas and a patio and lounge.

The red brick facade is said to pay homage to the area’s suburban history and “the warmth of family life,” as the Vaughan Metropolitan Centre (VMC) continues to intensify with shops, restaurants and 442 acres of condos.

Construction is ongoing and occupancy is slated to commence later this year.

CG Tower is the final tower of Expo City, the original community of the VMC.

Feature photo courtesy of Cortel Group.

Ontario retailers ponder alcohol sales viability

Leases and logistics will be major factors in whether Ontario retailers can act on pending flexibility to sell beer, wine, cider and ready-to-drink alcohol-infused beverages in grocery and convenience stores. Liberalized rules had been slated to take effect across the province in 2026, but a newly accelerated schedule has advanced that timing to this summer and fall — extending regulatory permissiveness for private-sector operators well beyond the current network of about 450 licensed grocery stores and 225 boutique wine shops.

Eligible retailers will have to secure a license from the Alcohol and Gaming Commission of Ontario (AGCO) and abide by those conditions, but up to 8,500 will be made available. Under the phased rollout, grocery stores that are already licensed to sell wine, beer and cider can begin to offer ready-to-drink beverages and larger-quantity packs holding up to 30 containers as of August 1, 2024. Convenience stores can enter the alcohol sales market on September 6, with the remainder of grocery stores allowed to follow on November 1.

“Our responsible and balanced approach treats Ontario consumers like adults by giving them more choice and convenience,” Ontario Finance Minister Peter Bethlenfalvy said late last month, as the provincial government unveiled the updated schedule.

Given the sudden advancement of the start-date, many newly eligible retailers may be unprepared to jump into the market imminently. Other contractual obligations may also constrain or prevent their ability to do so.

“The legality of it doesn’t necessarily mean that a particular tenant can start selling alcohol,” affirms Marco Gammone, a partner practicing with Aird & Berlis LLP’s real estate and commercial leasing group. “There are typically three things in existing leases that apply and will govern.”

That begins with a use clause, which spells out what a tenant can do within the space. With that, landlords often include a list of general prohibited uses. As well, tenants may have to abide by the exclusive rights landlords have granted to other lease-holders within a facility. For example, a restaurant or anchor tenant may have the exclusive right to sell alcohol within a portion of or an entire mall.

Gammone foresees that convenience stores — defined under the regulation as venues no greater than 4,000 square feet, in which at least 50 per cent of the product space is devoted to food and beverages — will encounter more obstacles than larger food retailers. In contrast, use clauses for major grocery stores tend to be more expansive, allowing for many different kinds of uses and changes in use that are considered consistent with normal grocery store operations.

Compliance parameters and competing interests

Retail strategists point to other potential complications, particularly for small operators with limited shelf and/or storage space. Alcohol sales could bring staffing pressures since anyone handling the product will need to be at least 19 years of age and possess Ontario’s Smart Serve certification. There may also be concerns about security, new insurance costs and energy costs tied to an extra refrigeration load.

“It’s going to take up shelf and storage space so what do they give up in a small store to be able to accommodate the alcohol?” muses Lisa Hutcheson, managing partner with the retail strategy consulting firm, J.C. Williams Group.

“They may have higher-margin goods they’d rather sell,” concurs Alex Edmison, a senior vice president with CBRE who leads its urban retail team in Toronto.

Under the rules, the Liquor Control Board of Ontario (LCBO) will act as the wholesaler for grocery and convenience stores and is mandated to give retailers a 10 per cent discount on its basic retail price until 2026. The provincial government pledges to have a new wholesale price framework after that time, and to consult with stakeholders in devising it.

The pricing of individual products will no longer have to be uniform across Ontario, but it cannot dip below a designated minimum. Nor can retailers engage in marketing programs that offer rewards points or coupons or tie discounts on alcohol to the purchase of other types of products.

Despite a store’s business hours, alcohol can be sold only between 7 a.m. to 11 p.m.; packages of containers cannot be opened up and sold individually; and containers with a volume greater than 5 litres are prohibited. All alcohol merchandise must be delineated by product type and located in one contiguous area of the store, and at least 20 per cent of available beer, cider and ready-to-drink beverages must be from small producers. Allowable alcohol content cannot surpass 7.1 per cent by volume for beer, cider and ready-to-drink beverages or 18 per cent for wine.

Some market segments poised to prosper

Many retailers are expected to find room to manoeuvre profitably within those parameters. While the new retail flexibility is coinciding with what appears to be a general decline in alcohol consumption, it’s in sync with other trends that could serve some market segments, and their landlords, well.

“It’s certainly an interesting opportunity for specialty food businesses, where we’ve really seen a movement occurring.” Hutcheson says. “With people being a little more cash-strapped in the current economy, they’re not going to restaurants quite as much and they’re gravitating to the specialty grocers and the independent grocers. They’re also looking for efficiency and one-stop shopping and this could really align with that.”

Edmison notes that multinational convenience store chains like Circle K and 7-Eleven have a history in American jurisdictions where alcohol retailing has long been allowed, which likely comes with a corporate footprint for launching sales in Ontario. Even so, rollout won’t necessarily speed up just because the start-date has been reset 16 months earlier than first scheduled.

“They might be trying to expand stores and slightly remerchandise them. The product is physically bulky so they might need a larger physical space,” he speculates. “That takes time to do, although they may have allowed for it in some of their newer stores, based on what they knew was coming.”

Meanwhile, favourable locations are tapped to deliver lucrative paybacks for both big and small players. “With all the convenience store locations that could be available in the province of Ontario, yes, there are going to be winners where alcohol sales are very accretive,” Edmison predicts.

Landlords could see spinoff benefits in increased foot traffic in malls and outdoor shopping centres, financially healthy tenants and potential for rent growth on lease renewal. However, percentage rent deals are not considered an expedient option.

“Landlords should be wary of taking a percentage of profits from revenue streams that they’re not licensed to take,” Gammone cautions. “Taking a cut of the profit generated from a controlled substance comes with some risk if they don’t have the same or a similar license as the retailer.”

Parallels to cannabis expected to be muted

The provincial regulation stipulates that First Nations band councils must pass an approving resolution before the AGCO can issue a license to a grocery or convenience store located on a reserve. Elsewhere, objectors appear to have little leeway to dissuade eligible license-holders if there is nothing in the lease to block them.

Gammone recounts the scenario that arose when some residential condominium corporations were stymied in their efforts to prevent cannabis retailers from establishing businesses in the commercial area of mixed-use buildings. Historic condominium documents that simply prohibited illegal activities became ineffective once cannabis was legal. However, he hypothesizes that past drafters may have had more foresight about potential future alcohol sales.

“The condo documentation didn’t (explicitly) prevent it because 10 or 20 years ago when they were creating these condo docs, nobody thought to prohibit the sale of cannabis. I think more people put their mind to the sale of alcohol in condo documents or leases because it’s a product that has been sold everywhere — in restaurants, the LCBO, the Beer Store, etc. — for a very long time,” Gammone muses.

Unlike the legalization of cannabis, which prompted a wave of leasing to accommodate a new category of single-purpose retail facilities, it’s expected most grocery and convenience store operators will initially begin selling alcohol under an existing lease. With up to 8,500 licenses promised to be available, there’s also less urgency to scramble to get into the market.

“I think retailers may choose to wait to see how it goes and what the competition is like,” Hutcheson says. “It will be interesting to see how some of the big grocery stores execute this. Right now, where it’s offered, it’s really just that boutiquey kind of aisle that’s got a lot of Ontario-based product and the small six-packs of things.”

“I would call it more incremental change than a profound shift in retail, but it’s, on balance, a positive,” Edmison maintains.

Quebec City and Edmonton top relocation choices

Edmonton is the top-ranking relocation destination among residents in the Greater Toronto Area and Greater Vancouver. A survey from Royal LePage found 19 per cent of respondents from each area shared this sentiment. Quebec City is the most popular choice among respondents from the Greater Montreal Area (29 per cent), followed by Sherbrooke and Trois-Rivières.

The survey of 900 Canadians was conducted by Hill & Knowlton in mid-May 2024. Half of the respondents (the majority being renters) said they would consider buying a property in one of Canada’s most affordable cities. Besides the prospect of an affordable home, the lower cost of living is the largest factor at play. Others desire nature, situated among fewer people and living at a more relaxed pace.

“There’s an old saying in real estate, ‘drive until you qualify,’ said COO Karen Yolevski, “As housing affordability continues to deteriorate and Canadians face increasingly higher barriers to entry when buying a home, this adage is becoming more of a reality. Many aspiring homeowners in the country’s largest and priciest urban centres are seriously considering relocating to less expensive cities in order to get a foot on the property ladder.”

Out of the 15 most affordable cities in Canada, Thunder Bay tops that list where 22.2 per cent of a household’s monthly income would be required to service a mortgage payment. Saint John, Red Deer, Trois-Rivières and Edmonton round out the top five, where between 25.1 and 28.9 per cent of a household’s monthly income is needed to service a mortgage payment.

“Since the pandemic, the share of buyers from outside Trois-Rivières, particularly from the Montreal region, remains important,” said Martin Leblanc, broker with Royal LePage Centre. “Demand extends to different property types, but is more pronounced in the condominium segment, which mainly attracts first-time buyers and retirees.:

In Ontario, the only other city to make the list was Windsor – Essex, which ranked thirteen and where the average home price is $491,100.

Cities in Manitoba and Saskatchewan were also on the most affordable list. “Homebuyers from other regions are often surprised with how far their dollars can stretch in the Saskatoon housing market,” said Lorri Walters, sales representative at Royal LePage Saskatoon Real Estate. “For under $500,000, you can easily find a detached home, or you can buy a condominium for less than half of that.

“Meanwhile, new developments for single-family, condo and rental housing continue to pop up across the city, meaning a steady supply of new accommodations are being built.”

Respondents from the GTA also showed interest in moving to St. John’s Newfoundland and Labrador, which ranked seventh among the most affordable cities in Canada. St. John’s is one of four cities in the Atlantic provinces to make that list.

“Relative to home prices across the country, St. John’s is expected to continue to be affordable for the long-term,” said Jerry Boyles, sales representative, Royal LePage Property Consultants. “However, labour shortages, zoning restrictions and a general resistance to densification will challenge the creation of new homes needed to meet demand in the future, forcing prices upward.”

Royal LePage’s Affordability Factor is based on the percentage of income required to service a monthly mortgage payment, using Statistics Canada 2022 provincial median total income of economic families and persons not in an economic family, and city-level aggregate home price data from the Royal LePage Q1 2024 House Price Survey.

Hygiene and happiness

Today’s facility managers are under mounting pressure to do more with less. Supply chain challenges, labour shortages, and Canadians’ increased expectations around cleanliness and hygiene post-pandemic are making an already demanding job even more difficult.

According to a recent Statistics Canada report, more Canadians who were working exclusively from home are returning to the office in both hybrid and full-time capacities, with the number of hybrid workers tripling over the past three years.¹ In fact, 12.6 per cent of the workforce aged 15 to 69 still exclusively work from home. As business leaders increasingly focus on their workforce’s return to the office, the rise in foot traffic is requiring facility managers to ramp up their hygiene practices. With facility managers spending an average of 40 per cent of their time overseeing cleaning performance,² simple changes to hygiene management can have a big impact.

When it comes to employee satisfaction, leaders are typically concerned with factors like work-life balance, compensation, and company culture. A clean environment is unlikely one of the first things that comes to mind. However, leaders may be surprised to learn that 86 per cent of office employees cited cleanliness as the most important aspect of a good work environment.³ A comprehensive approach to hygiene is the key to unlocking improved employee satisfaction and, in turn, better business performance. With an efficient approach to cleaning, facility managers can optimize staffing and resources, reduce employee complaints, and ultimately deliver a superior environment throughout the facility.

Optimizing restroom cleanliness

In offices and workplaces, bathrooms are a hygiene hotspot. Restrooms that do not meet employee expectations account for over 45 per cent of office building complaints,⁴ and that’s more than any other area of the workplace. Making sure restroom maintenance runs efficiently is the key to optimizing cleaning practices for the entire facility. A major factor in ensuring bathrooms measure up to employee standards (while lightening cleaning personnel’s workload) is choosing the right dispensers for your facility.

With Canadians prioritizing personal hygiene in post-pandemic times, empty soap and paper towel dispensers can be a major source of dissatisfaction. Implementing high-capacity dispensers that are easy to use and quick to refill can combat this by reducing soap and towel outages for employees and maximizing cleaning staff’s time. Ultimately, reducing the time that maintenance personnel must spend checking for refills and refilling dispensers frees them up to focus more on other high-traffic areas, and the facility’s overall cleanliness.

Making hygiene high-tech

Smart technology has expanded into almost every aspect of our lives, so why not add cleaning to the list? Most offices today are serviced with frequency-based cleaning. When all areas of the facility are getting the same number of cleans, this means high-traffic areas are likely not being serviced often enough, while low-traffic areas may be getting cleaned too much. 70 per cent of cleaners say they come across empty dispensers on cleaning rounds.⁵ Commercial hygiene is ready to see the benefits of data-driven cleaning, which harnesses the power of real-time data to identify when and where there are service needs in your facility. Data-driven cleaning ultimately takes some of the pressure off of facility managers by removing the guesswork from cleaning operations.

Gone are the days of empty soap dispensers and getting stranded in the bathroom stall with no toilet paper (we’ve all been there). With data-driven cleaning elements, sensors track real-time levels of soap, paper towel and toilet paper dispensers and notify cleaning staff when they are running low or need a refill. In addition to saving cleaning staff valuable time by eliminating unnecessary dispenser checks, real-time hygiene insights help facilities accomplish consistent, high-quality cleaning standards, which is a key factor in driving down complaints and boosting employee satisfaction.

Data-driven cleaning does not have to stop at the restroom. Implementing people counters throughout the facility provides staff with updates on which areas are being used more heavily and need cleaning versus low-traffic rooms that can be skipped. The ability of maintenance staff to prioritize their time becomes especially critical when considering that 70 per cent of cleaners often find that rooms they’re supposed to clean have not been used since they were last cleaned.⁶ Further, 73 per cent of cleaners say if they knew which rooms had been busiest, it would be easier to know where cleaning was most needed.⁷ Now is the time to modernize traditional cleaning methods and bring the data revolution to commercial hygiene to experience the benefits fully optimized cleaning can have across the entire business.

Delivering continued operational success

Ensuring an office space stays clean can feel like a never-ending battle some days, but it doesn’t have to be that way. Employing strategic cleaning practices, such as leveraging high-capacity systems and real-time data insights, is the key to driving a higher standard of cleanliness throughout the facility. By taking a more proactive approach to hygiene management, commercial businesses can achieve a culture of productive, happy employees, and continued operational success for years to come.

Rachel Olsavicky serves as the Regional Marketing Manager for Commercial and Public Interest at Essity Professional Hygiene. For the last four years, Rachel has dedicated her expertise to the Tork brand by bringing a comprehensive understanding of the market dynamics in these sectors.

References:

1 2024 Statistics Canada report “Research to Insights: Working from home in Canada”

2 2020 Quantitative study for Essity “Bringing the Office Customer to Life.”

3 June 2022 Behaviorally – Qualitative and quantitative office segment research with 600+ respondents in North America and Europe.

4 Statista: average across 2017 to 2021, 185 respondents North America, building service contractors and commercial cleaning provider.

5 2023 Quantitative research with 100 Facility Managers in US.

6 Ibid.

7 Ibid.

CAO to launch Director Training 2.0

The Condominium Authority of Ontario (CAO) is launching a new condo director training program this November, based on feedback from the province’s condo sector.

The Director Training 2.0 program is described as “an enhanced consumer protection initiative that will continue to support condo communities, strengthen governance and better equip directors to be stewards of condo owners’ investments.”

The CAO’s director training was introduced seven years ago. This new mandatory training program will feature never-seen-before modules and more practical tips and tools. An updated knowledge assessment will also ensure learners gain relevant knowledge and directors are more prepared for their roles.

All active directors must complete the training within six months of being elected to their board and retake training every seven years. Learners who partially complete the current training before November will see their progress transferred to the new training program. They will credited for the work they’ve already completed.

“Anyone can continue to take the training for no cost at their own pace,” the CAO stated. More details will be announced in the coming months

PNE amphitheatre breaks ground in Vancouver

The new PNE amphitheatre in Vancouver has broken ground. Designed by renowned Vancouver-based architecture company Revery Architecture, construction on the amphitheatre is anticipated to be complete in summer 2026.

The amphitheatre project, which has been in the planning stages for several years, is
anticipated to be one of the most spectacular venues of its kind on the West Coast of North America.

The project will be designed to showcase British Columbian and Canadian building products and engineering while adhering to the highest standards of environmental sustainability.

One of the most spectacular elements of the design is the roof structure, which will be longer than the roof of the Richmond Oval and one of the longest clear-span roofs in the world.

“We can’t wait for the new state-of-the-art amphitheatre to entertain hundreds of thousands of people each year, ensuring the PNE continues to be a premier destination for live entertainment that brings visitors back, again and again,” said B.C. Minister of Tourism, Arts, Culture and Sport Lana Popham.

The venue’s new naming rights partner was announced by PNE president and CEO Shelley Frost.

“Following an extensive nationwide call for proposals, we welcome Freedom Mobile as the naming rights partner for our spectacular new outdoor covered music venue,” said Frost. “This partnership brings together two organizations who are both clearly committed to being the home of incredible experiences for Vancouverites, British Columbians and guests from around the world.”

The 12-year agreement includes a number of additional elements with support not only for the amphitheatre, which is anticipated to open in 2026, but beginning in 2024 a partnership on some of the PNE’s most beloved properties including the annual summer Fair and the PNE’s extremely popular Halloween event, Fright Nights.

Insight into Roof Design, Energy Performance, Longevity and Environmental Impact

A roofing system’s primary function is to protect the building from water infiltration and weather damage and to do this effectively for as long as possible. Increasing environmental challenges posed by climate change require roofs to be more efficiently designed, maintained and inspected.

Whether retrofitting an existing roof or designing new, various factors need to be considered such as the building’s use and anticipated lifespan, the roof’s function, local weather conditions and the client’s budget.

Roof system designs can provide optimized performance, but only if installed according to the specifications and manufacturers’ requirements.

As a roof system design philosophy, it is beneficial to install components that can remain in place for the majority of the building’s lifespan, says Jean-Guy Levaque (RRC, RRO), lead for Pretium Engineering’s Roof Consulting Team. “If you design to have proper components in place and your waterproofing membrane is replaced and recycled over the years—you can replace the waterproofing membrane above all other roof system components,” Levaque explains.

Roof Preventive Maintenance

The longevity of roof systems is directly impacted by the efforts in preventive maintenance. Repairing a roof on an “as-it-happens” basis is an ongoing approach by many buildings, but it’s not the most effective. By the time a leak is noticed, you’ve no choice but to react with emergency measures. When water seeps into the roofing materials, it can lead to rapid deterioration of the roof assembly or direct leaks into the building.

Different types of roofs have their own vulnerabilities and understanding them is crucial for effective maintenance. Adopting a proactive approach to roof maintenance is far more effective than reacting to issues as they arise. Investing in preventative maintenance not only saves money in the long run but also helps to extend the lifespan of the roof and maintain its integrity. Proactive maintenance prevents small problems from turning into major issues.

Roof Energy Performance

The thermal performance of a building is influenced by various factors including its design, size, and the materials used—particularly in the roof structure. In buildings with larger roof areas, the roof is possibly its most expensive component. Heat loss is a costly waste of valuable resources. It’s estimated that thermal bridging—weak points and gaps between layers of insulation—can reduce assembly performance by up to 30%. In a climate demanding robust thermal performance, paying attention to a building’s thermal properties is paramount.

If insulation is not tight in the roof assembly, there will be gaps in the insulation. Areas of heat loss are visible by using thermographic scanning tools. By modeling and analyzing thermal bridging of roof system components such as insulation fasteners, the thermal loss impact of gaps in the insulation can be realized and reacted to.

The type of materials and components installed can preserve not just the lifespan of the roof itself, but the lifespan of the building. As we see energy efficiency playing an expanding role in our yearly budgets, thermal performance levels of Canadian properties increasingly come under scrutiny. According to Canada’s Green Building Strategy, in the years counting down to 2050, the energy efficiencies (and deficiencies) will be public data, with the potential to greatly influence our real estate market.

If roof scans confirm that roof system components below the membrane are still performing, some salvaging strategies can be considered.

“For roofs installed 25 years ago, thermal performance standards and requirements for insulation are now outdated,” says Levaque. “But you may be able to remove the waterproof membrane, salvage the existing insulation, and add more insulation. As a result, you have less waste and environmental impact.” This insight underscores the importance of updating older roofs to meet modern thermal performance standards while minimizing waste and environmental impact.

Roof Retrofit Options

Adopting a proactive approach to long term performance of roofs starts with preventive maintenance and repairs. Addressing roof retrofits on a timely basis can help salvage roof system components. Updating older roofs with improved insulation while salvaging existing materials offers numerous benefits, including enhanced thermal performance, environmental sustainability, cost-effectiveness, regulatory compliance, and increased building value. This approach represents a win-win solution for building owners, occupants, and the environment alike.

Roof retrofits can potentially save between 5% and 15%+ of total energy consumption. Pretium listens to their clients’ needs to provide both short- and long-term solutions and assess roofing replacement strategies. Pretium can help your properties discover innovative and strategic solutions, create up to an 80% reduction in embodied carbon emissions, and achieve great savings.

Understanding the building materials used in your roof’s construction empowers you to make informed decisions about its maintenance and longevity. Pretium Engineering specializes in providing this understanding, enabling clients to take control of their roofing projects.

Pretium Engineering’s Roof Consulting Team, led by Jean-Guy Levaque (RRC, RRO), plays a vital role in optimizing the performance and longevity of roofing systems while minimizing risks and expenses for building owners and managers.

Whether it’s identifying opportunities for repair, retrofit, or replacement, Pretium Engineering’s expertise ensures that clients receive solutions tailored to their needs and budget constraints.

With expertise in various types of roofing systems, both steep and low slope, Pretium’s Roofing Technical Leadership Team is a highly skilled and experienced group. Being members of the International Institute of Building Enclosure Consultants (IIBEC) further emphasizes their commitment to excellence and industry best practices.

When it comes time to review your roof, consulting with Pretium Engineering can offer invaluable insights and recommendations tailored to your specific needs and circumstances. Whether you’re considering repairs, replacements, or proactive maintenance strategies, Pretium’s team can help you make informed decisions that protect your investment and maximize the value of your building assets.

Reach Pretium Engineering at [email protected] or call 905-333-6550.

Cleaning chemicals and the dangers they pose

Even though sustainability is emerging as a top cleaning trend, with organic ingredients and eco-friendly practices on the rise, harsh, toxic chemicals still exist in many common commercial cleaning products. Considering ingredients and paying attention to labels will help keep commercial cleaners safe and protected from the potential dangers of cleaning chemicals.

Toxic ingredients

VOCs are a concern for indoor air quality, as they can contribute to chronic respiratory issues, allergic reactions, and headaches. These can be found in air fresheners, chlorine bleach, dry cleaning chemicals, detergents and dishwashing liquid, rug and upholstery cleaners, furniture polish, and oven cleaners. Choose chemicals that are low or no-VOC for the safest use, and visit sites like the Environmental Protection Agency (EPA) or Green Seal for a list of cleaning products that meet their standards.

Recent research has drawn attention to quaternary ammonium compounds as a dangerous ingredient that could cause brain cell damage, as well as developmental and reproductive toxicity, metabolic function disruption, and other adverse health effects. Further research is being conducted on this ingredient, but knowing the risks and avoiding toxic ingredients can help limit health risks to cleaners and building occupants.

Read labels

Avoiding exposure to harmful chemicals altogether in the cleaning industry is unlikely, but being aware of proper dilution, recommended storage, risks of mixing and appropriate use can reduce the dangers when using these cleaning chemicals. Safe use is crucial, and following label instructions will help protect cleaning staff.

Stay protected

To stay safe, cleaners need to be equipped with the proper PPE as they complete their daily duties. Allowing as much ventilation and airflow as possible and wearing protective clothing, gloves, and safety goggles all help to protect cleaners from the effects of harmful chemicals in the products they use every day. Ensure that staff is trained on reading the labels and protecting themselves as part of your onboarding and on-going employee training.

Staying informed, following manufacturer instructions, and training your staff help reduce the risk that comes with working with harmful chemicals in cleaning products.

“Any cleaning product can be used safely if workers are trained and have knowledge about cleaning ingredients and are provided with and wear personal protective equipment that decreases the risk of exposure to chemicals,” says Dr. Gavin Macgregor-Skinner, senior director of the Global Biorisk Advisory Council® (GBAC), a division of ISSA.

New report exposes inequities in rental housing

The review panel on the “Financialization of Purpose-Built Rental Housing” has made its report public following a period of engagement with over 200 participants on Canada’s systemic housing issue and the inequities facing tenants in greatest need.

The panel consisted of three members of the National Housing Council: Sam Watts, CEO of the Welcome Hall Mission; Dr. Ann McAfee who has over 50 years of experience in housing and city planning; and Maya Roy who has experience in gender-based analysis, racial equity, and human rights.

“The housing market, left to its own devices, is not delivering what is needed,” said Sam Watts, Chair of the review panel. “Canadians expect universal access to health care; they should expect access to adequate housing. There is an urgent need to respond to this challenge. The right to housing is a shared responsibility, but one where the Government of Canada must lead the way.”

During discussions, the review panel heard that some “financial actors” focus on purchasing rental housing units and managing these properties solely for short-term financial gain. The evidence showed that this practice can severely impact tenants. Coupled with the rapid loss of affordable rental housing and the long-term underinvestment in non-market housing, this issue is critically affecting tenants in greatest need. Consequently, the review panel is raising an urgent call to action, emphasizing that more must be done to address these inequities and protect the housing rights of those most vulnerable.

The review panel’s recommendations are opinion-based only and stem from what was heard from participants. The recommendations are a blueprint for the Minister to advance the progressive realization of the right to adequate housing in Canada:

Incentivize the development of new affordable rental housing supply, particularly in the non-market sector
Actively protect existing affordable rental supply through a rental acquisitions program for non-market rental housing providers
Establish a comprehensive non-market rental housing plan to manage and distribute federal funding and lending to increase the supply of affordable non-market rental housing
Implement housing support for tenants facing housing precarity
Serve as a convenor to bring all actors to the table to identify national consensus standards for tenant protections

The Minister is required by legislation to respond to this report within 120 days and to table a response in Parliament within 30 days of sending it to the review panel.

Calls for easy fixes outnumber those for capital-intensive undertakings

Compliance parameters and competing interests

Some market segments poised to prosper

Parallels to cannabis expected to be muted

BOMEX 2026

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