Alberta invests $43M in new NAIT training centre

The Alberta government is investing $43 million in a new apprenticeship and technology-based education centre on the Northern Alberta Institute of Technology’s (NAIT) Edmonton campus.

The 640,000-square-foot Advanced Skills Centre (ASC) will focus on training for the construction, transportation, manufacturing and energy sectors. It is the biggest development in the institute’s history.

“The Advanced Skills Centre at NAIT will see more apprentices trained in four sectors critical to our economy, while fostering innovation not just in the Edmonton region, but throughout northern Alberta and beyond,” said Alberta Minister of Advanced Education Rajan Sawhney.

Planning funds will help prepare for construction, which will start in 2025. The centre will add 640,000 square feet of new, state-of-the-art learning space to NAIT’s main campus and support the evolution and growth of programming over time, allowing NAIT to meet emerging needs to support Alberta’s diverse and competitive industries.

“This funding from Alberta’s government acknowledges the crucial role of skilled trades in the economy and NAIT’s role in delivering apprenticeship education that is essential for our province’s prosperity. In collaboration with industry and the community, NAIT is set to modernize and expand our training capabilities. This is an investment in our vision, setting the stage for Alberta’s future,” said Laura Jo Gunter, president and CEO, NAIT.

When construction is completed, the Advanced Skills Centre will include flexible and adaptable learning spaces that can be expanded to accommodate program growth or the introduction of new programs to meet labour market demand.

LEED v5 and water consumption for maintenance and property managers

Recently, the US Green Building Council (USGBC) formally introduced LEED v5, its latest leadership in the Energy and Environmental Design (LEED) certification program. This proposed new version of LEED is currently in a public comment period, a crucial stage where the USGBC collects and reviews public comments. These comments could lead to changes or adjustments before the final version of v5 is released in 2025.

While some sections of v5 are considered controversial, one of the most significant aspects of LEED v5 is not: its emphasis on reducing water consumption in commercial facilities.

Historically, facilities seeking LEED certification could earn points, also known as credits, if they took several proven steps to reduce water consumption. Now, some of these provisions are requirements in order to earn certification.

Historically, two of the most frequently used steps to reduce consumption have been the installation of low-flow toilets and no-water urinals. This is because, in most urban settings, more water is used in restrooms than in any other part of the facility. Transferring to these fixtures has proven that water consumption can be reduced significantly, especially in a larger facility.

We should note that the LEED certification program is not just for U.S. facilities. In fact, according to the Canada Green Building Council, Canada ranks number three on the list of the top 10 countries in the world having LEED-certified buildings. This represents more than 5.3 million gross square meters (GSM) of LEED-certified space.

LEED-certified buildings also span the globe, and even in their absence, the LEED program has consistently served as a transformative force. Governments, building owners, developers, and managers universally recognize LEED as the benchmark for building construction and operation, underscoring its global significance.

Because it is such a key part of LEED v5, and because much of the world, including Canada, is now focused on reducing water consumption, how can commercial facilities in Canada use water more responsibly and efficiently? (Note: water efficiency refers to long-term water reduction. This is accomplished by installing more water-efficient restroom fixtures and water-using mechanicals in a facility.)

To answer this question, let’s pull four of the water-related provisions in LEED v5, explain why the USGBC made them a crucial part of v5, and examine how they can be used to help Canadian property managers reduce water use in their properties.

Establish water policies

The increasing frequency of droughts and water scarcity underscores the urgency of establishing comprehensive water policies in North America. Such policies are crucial for sustainable water management, aiming to reduce consumption and, at the same time, ensure the safety and functionality of water infrastructure within the facility. Integrating these policies into LEED v5 encourages building managers to adopt more efficient water use practices, while also aligning with sustainability and responsible resource management goals.

Installation of sub-water meters throughout a facility

The integration of permanent water meters in facilities, as outlined by LEED v5, represents a significant advancement in sustainable management practices. This proactive approach facilitates real-time monitoring and management of water resources and empowers facility managers to promote accountability among tenants. By precisely tracking water usage within a property, facility managers can encourage adherence to water conservation policies and, if necessary, charge tenants for violating these water policies. Ultimately, the goal is to foster a culture of water responsibility, with facility managers at the helm of this control.

Measuring total water use

With submeters installed, LEED v5 requires that facilities measure total water use each month for 12 consecutive months to earn LEED certification. This information is then presented to the USGBC when seeking certification. However, along with earning certification, water use every month is one of the best ways to determine if leaks exist or whether water is being used responsibly, as referenced earlier.

Greywater and rainwater harvesting systems

Greywater recycling can significantly reduce the water footprint of commercial buildings. By treating and repurposing water from sinks, showers, and laundry, buildings can decrease their reliance on freshwater sources. This conserves precious water resources and promotes a more sustainable and environmentally conscious approach to water management.

Rainwater harvesting refers to capturing and storing rainwater, which can be filtered and, many times, purified for later consumption. Rainwater harvesting has long been viewed as a crucial way to contribute to water conservation and stormwater management.

Other ways to reduce water consumption

Before considering LEED v5 certification, there are other steps managers should consider to reduce their water consumption. The first and crucial step is to conduct a water audit.

Water audits include assessing how much water is used, which later can be utilized as a benchmark, helping managers determine how much they have reduced water consumption over time. Water audits are also used to see where water use can be eliminated. Building engineers should be able to conduct a water audit in a smaller facility. However, in larger properties, professionals trained in performing a water audit should be called in to get the job done.

Some other steps to take include:

Assessing large water-intensive equipment. HVAC systems, for instance, use large amounts of water daily, which can increase as these mechanicals age. The assessment should investigate inefficiencies that can be corrected and help determine when these systems need to be replaced.

All faucets and fixtures should be updated. While restroom fixtures are designed to last for years, over time, they may use more water than initially designed. We mentioned earlier the importance of transferring to low-flow toilets and no-water urinals. Faucets and other water-using fixtures should also be replaced with more efficient systems as they age.

While it is not explicitly addressed in LEED v5, installing outdoor vegetation native to an area can reduce water consumption dramatically. While restrooms in urban facilities tend to be where most of the water in a facility is used, in suburban areas, it is often most-used for outdoor landscaping.

Ultimately, the reduction of water consumption should be viewed as a strategic investment and not a cost. By implementing water-saving measures, managers can substantially reduce water usage and related operating costs while fortifying their properties against climate change and potential water-related risks.

Klaus Reichardt is CEO and founder of Waterless Co. Inc., a pioneer in advancing water efficiency. Reichardt is a frequent author and presenter who discusses water conservation issues. He can be reached at [email protected].

New Squamish oceanfront park unveiled

The District of Squamish and developer Matthews West have unveiled the Sp’akw’us Feather Park. The oceanfront 11-acre park is described as the “culmination of a vision 20 years in the making.”

“While we still have some work to finalize on the park, we didn’t want to wait any longer to share this space with our community. Squamish has been an oceanfront town without access to the water for too long,” said John Matthews, president of Matthews West.

Sp’akw’us Feather Park transforms the tip of the Oceanfront Peninsula into a beautiful and vibrant community gathering space. The oceanfront park features multiple significant art pieces by local artists including James Harry and Maskull Lassere, a playground designed in collaboration with Indigenous youth that retells Sḵwx̱wú7mesh Úxwumixw stories of the land; slackline posts; lawn area designed for a sound stage; and cultural gardens with an area for outdoor classes.

Over the past four years, this area has been a hub of construction activity. Eleven acres of land have been reclaimed, extensive environmental remediation conducted, and the site has been elevated to address sea level rise concerns. The park not only helps mitigate future sea level rise but includes a seismic berm to further stabilize the peninsula.

“This gem of an outdoor space is the first physical fruit of our partnership with Matthews West, and we know it will be enjoyed by the Squamish community for years to come” said Sxwixwtn, Wilson Williams, Sḵwx̱wú7mesh Úxwumixw spokesperson and council member. “I’m particularly proud of the work of our Squamish mén̓men (children) in designing the playground based on an important Squamish oral history – this important piece of cultural recognition will remind everyone who visits that they are on Squamish land.”

Work on the park will continue into the summer, including the installation of Welcome Gate, the final art piece by Sḵwxw̱ ú7mesh Úxwumixw artist James Harry.

The grand opening of Sp’akw’us Feather Park will take place on August 17, coinciding with the annual Sp’akw’us Feather Shakedown in partnership with Squamish Arts’ annual Squamish Arts Festival.

“This is an incredible milestone that is both a finish line and beginning of a complete community with housing, walkways, greenspaces and industries that will leave a legacy for our community today, and for many generations to come,” says District of Squamish Mayor Armand Hurford.

Sp’akw’us Feather Park is part of the 60-acre Oceanfront Squamish mixed-use master plan development under Oceanfront Squamish Developments, which is a partnership between Matthews West and Sḵwxw̱ ú7mesh Úxwumixw. The development will include future retail, office, and residential spaces.

With the park complete, the next milestone will be the opening of the Presentation Centre in September, followed by House of Lager in December.

Vancouver awards more funding to cultural spaces

Vancouver City Council approved 254 grant awards for facility support and cultural projects within the city’s non-profit arts and culture spaces. The funding, which totals more than $7.1 million, will also bring rental relief to groups using Vancouver Civic Theatres and contribute to a new Cultural Tourism Event Fund Partnership.

The city invested $7.5 million earlier this year. Mayor Ken Sim said the recent funding boost will help the cultural community maintain, renovate, acquire or access local spaces for performances or exhibitions. “The most critical challenge facing arts and culture in Vancouver is finding affordable and accessible spaces,” he said.

The funding advances directives of Vancouver’s 10-year culture plan, Culture|Shift, and the Making Space for Arts and Culture infrastructure plan, and aligns with reconciliation, cultural equity and accessibility goals.

Grant recipients include:

38 Cultural Spaces Capital Grants totalling $2.9 million which support cultural building-based projects including space planning, purchase, renovation, or expansion of an arts and cultural facility;
18 Affordable Spaces Grants totalling $305,000 to support facility operating costs for local non-profit space operators who provide subsidized affordable space for Vancouver-based artists and/or cultural organizations;
111 Theatre Rental Grants totalling $3,142,269 to support users of Vancouver’s four civic theatres (Orpheum, Queen Elizabeth Theatre, Vancouver Playhouse, and Annex);
72 Communities and Artists Shifting Culture Grants totalling $520,000 that support a wide range of short-term, one-time, or limited series arts, cultural, and creative projects; and
14 Cultural Learning and Sharing Grants totalling $100,920 to help artists and cultural organizations access or deliver learning opportunities that will build and strengthen skills, knowledge, and relationships.

Once again, the City is also partnering with Destination Vancouver, the Vancouver Hotel Destination Association and PAVCO to contribute to the new Cultural Tourism Event Fund, established in 2023.

ECABC calls for prompt payment ASAP

The Electrical Contractors Association of British Columbia (ECABC) is calling for B.C.’s political parties to commit to enacting prompt payment legislation as soon as possible, to bring payment timeline certainty and fairness to contractors and skilled tradespeople.

Prompt payment legislation has become standard across Canada and other jurisdictions. But B.C. currently has no requirements for payment timelines on construction projects, and contractors often are forced to wait months to be paid for work that has been completed and invoiced. In the meantime, they must meet payroll and supplier obligations.

“The number one issue I hear from our members is not knowing when they’re going to get paid,” said ECABC president Matt MacInnis. “B.C. is the wild west for allowing predatory clauses in contracts that shift an unreasonable and unfair burden of risk and carrying costs on small and medium-sized trade contractors. This creates unnecessary and avoidable instability for businesses and for the skilled tradespeople British Columbia relies on to build our homes, hospitals, clean power infrastructure and community amenities.”

Ontario passed prompt payment legislation seven years ago, and it has been in force for approximately five years. Alberta, Saskatchewan, Manitoba, Nova Scotia and New Brunswick have subsequently passed similar legislation. Quebec provides prompt payment provision on most public sector projects, and the government of Canada recently enacted legislation that ensures payment timelines on construction projects led by the federal government.

The legislation has strong support from the construction industry. The provincial government previously received a letter signed by 31 industry and labour organizations requesting prompt payment legislation. ECABC and other industry associations, including the B.C. Construction Association and Mechanical Contractors Association of B.C., have been advocating for B.C. prompt payment legislation for more than five years.

“The construction industry is being asked to do more than ever, faster than ever,” said Derek Fettback, vice president of Western Pacific Enterprises and chair of ECABC. “Enshrining payment timeline minimum standards in law will improve the construction industry and help avoid unnecessary increases in construction costs from contractors having to finance costs while waiting to be paid sometimes as much as six months.”

The Select Standing Committee on Finance and Government Services has recommended the government implement prompt payment legislation multiple times in its annual budget consultation report.

Maisonneuve Library turns a new page

In the old city of Maisonneuve, now the Mercier-Hochelaga-Maisonneuve borough of Montreal, a historic building has turned a new page in the story of its life. The Beaux-Arts-style Maisonneuve Library underwent sensitive internal and external renovations to meet changing user needs and expand programming that was accessible for all.

Along the way, EVOQ, in partnership with Dan Hanganu Architects (now part of EVOQ), wanted to maintain the building’s significance and heritage value.

Once the headquarters of the town’s administration and council from when it was built in 1912 until 1918, the building has since taken on symbolic meaning as a hallmark of community culture. From 1926 to 1967, the building housed the Radium Institute, where more than 67,000 cancer patients were treated with radiation during the early stages of oncology. The library branch began operating on the site in 1981.

“This was a very active library and people in the neighbourhood were very attached to the building as it was,” explains Georges Drolet, partner at EVOQ. “They voiced their concerns when they learned there would be a major construction.”

Natural light pours into one of the new areas in the addition. Photo by Adrien Williams.

Like many projects that seek to redevelop the state of a much-loved historic landmark, public consultations were integral to the evolution of the library’s new look.

What the designers successfully proposed during the public architectural competition in 2017 was to keep the original structure as an identifiable architectural piece of the revival and redesign its outdoor public space to reinforce the library’s presence within the cultural hub.

Before it was annexed to Montreal in 1918, Maisonneuve was one of Canada’s largest industrial suburbs.

“The city councillors decided to create a centre of the town that was forward looking but also an important architectural presence within an industrial town, which was quite unusual,” says Drolet.

They turned to the City Beautiful approach of beautifying rapidly growing cities as a precursor of civic virtue. At the time, the urban planning movement was popular in the United States, with its wide boulevards and spacious public plazas, its BeauxArts elements of symmetry, decorative columns and grand entrances

A floor mosaic with the emblem of the City of Maisonneuve was discovered and restored. Photo by Adrien Williams.

The architects worked closely with landscape designers to bring this past to life. “We wanted to keep this importance of civic pride and identity and build that in,” says Drolet. “It was important for us to make this new open accessible library part of this public whole.”

The structure’s historic past is never far from view. One challenge architects were up against was a constrained site. With no room to build from behind, the project tripled the original floor-plate by creating two glass atriums on both sides. The glazing also brings the masonry of the limestone facade into visitors’ daily experience of the modern expansion.

“The ability to perceive the whole three dimensions of the historic building was super important,” says Drolet. “The interior was conceived to leave the side facades completely visible and give the ability to explore the sculpted stonework as you walk across the various parts of the library.”

Circulation spaces were created so the old building is always noticeable. As patrons move around the space, they also become part of the surrounding neighbourhood and city at large. Strategically placed windows bring views of traditional row houses in the community. Moving up, on the rooftop terrace, one can take in a panoramic view of the city and Mount Royal.

Throughout the space, the programming speaks to the modern expectations libraries now hold for all demographics. “While you want it to be completely open, you want every segment of the population to feel comfortable,” says Drolet.

Features include teamwork rooms and a quiet lounge for reading and concentration, indoor and outdoor social spaces, a community room and cafe, learning and creative spots like a media lab and animation room for school groups, and an indoor garden. A rooftop garden produces vegetables and herbs for donating to local organizations, and offers activities geared to promoting urban agriculture. There are play areas for young children and teenagers, including a video game room.

The flexibility of the library was also a priority. Spaces can transform for exhibitions, conferences and thematic events. “You have to be able to define the spaces specific for some users, but also give it a level of flexibility that gives the librarians an ability to be creative,” says Drolet. “Even during construction, we were in close contact with the librarians to make sure that they felt it was their place as well, not just something they were going to move into. That was a very rich experience in terms of a sustained conversation.”

Flexible spaces serve various demographics of the community. Photo by Adrien Williams.

The universal accessibility of the expansion also reflects an inclusiveness that is vital for modern-day civic spaces. The team was able to do so without destroying heritage elements like the grand marble stairway in the existing building.

Other heritage gems, unearthed while restoring the original building, were brought back to life, such as a floor mosaic with the emblem of the City of Maisonneuve and plaster work hiding behind suspended ceilings.

Architects also revived an original stained glass dome at the centre of the upper floor, where the town council chamber was located, and a grand metal door of the main entrance.

Much care was delivered to the facade; it involved a fair bit of masonry work as the limestone suffered wear-and-tear over the years due to Montreal’s unforgiving weather. Some parts had to be dismantled and rebuilt.

On the newer side, in keeping with the city’s sustainability policies, highly efficient building systems keep energy consumption low and boost thermal comfort. A geothermal system was installed beneath the front yard to provide the library’s heating and cooling needs. Radiant floors also help maintain the temperature within the space, and the curtain wall incorporates thermal breaks and solar protection properties.

Heritage elements like stained glass windows were carefully restored. Photo by Adrien Williams.

Libraries now play a wider role in creating sustainable and resilient communities, but also are a means for socializing, learning and creating. To make its libraries more of a “living room for the community,” the city had been moving through different neighbourhoods to renovate them, explains Drolet.

Completed in March 2023, the Maisonneuve Library came with a budget of $34 million. Further funding was allocated for refurbishing the surrounding sidewalks and Place Ernest-Gendreau behind the library. Overall, the investment totaled $42.6 million.

Despite the public’s being able to view every proposal during the open competition, there was much worry over how the design would evolve. “Some were very vocal about their concern,” says Drolet. “During opening week, there was a line-up at the door; the place was packed with people all day.”

Those who were initially opposed to the project were now celebrating it. “That sense of ownership of the place has been carried to this new life of the library and I think that is extremely rewarding for an architect when that happens.”

Feature photo: The structure of the old building is viewable through the glass facades of the new addition. Photo by Adrien Williams.

How good is your FM data?

Facility managers have access to vast amounts of data, but the quality of this data can vary widely. Data serves as the backbone of facility management processes and influences decision-making at every level in an organization.

Criticality of good data impacts various factors, such as validation that the facilities are being well-managed, equipment failures, determining future funding needs, compliance with regulations and standards, and mitigating health and safety risks.

Establishing practical solutions for improving the quality of data starts at the outset. This encompasses how the data is collected in a standardized manner, when the data is collected, how the data is being used, and how the data is maintained and updated. Automating data consumption from business applications and consolidation processes streamlines operations, enabling faster decision-making and response times.

Good data can make a significant difference, from better customer service and improved work order responses to better use of work space occupancy levels. Establishing standard operating procedures is essential for good data management to ensure where the data can be found and how the data is collected, validated and entered into a database for ongoing usage.

There are many types of data that should be categorized and defined to help understand usage and benefits, which will impact the quality and credibility of the data. Many organizations omit the necessity to provide training and learning, assuming facility managers have this knowledge, education and expertise.

Usage is based on the value and quality of the data to the organization. With the introduction of big data analytics and artificial intelligence (AI), facility managers are able to access their data sources, providing an even more detailed understanding of the operation of their facilities. As AI evolves, its integration with good data enhances insights and predictive analytics, fostering continuous improvement in facility management.

Initiatives like OpenAI strive for AI accessibility and promise a future rich with optimization opportunities. In this intricate landscape, data quality becomes pivotal, shaping operational efficiency. Prioritizing data management and enhancing quality unlocks valuable insights, driving informed decision-making and optimizing facility performance.

Data plays a crucial role in facility management, offering valuable insights to optimize facility performance, improve operations, enhance asset management, and reduce costs.

Improving facility data helps plan strategically, make informed data-backed decisions, streamline processes, generate in-depth data to help optimize and reduce time to repair assets, ease administration work, reduce unpredictable costs and drive sustainable business practices. When it comes to facility management, the question isn’t just, “how much data do you have?” but rather, “how good is your data?”

Marcia O’Connor is president of AM FM Consulting Group. She is a strategic-minded leader with more than 20-plus years of progressive experience in corporate real estate, asset management, and integrated facilities management. Marcia has a passion for mentoring young professionals and helping people, teams, and organizations see their potential. She is the lead instructor for the University of Toronto School of Continued Studies’ facilities management courses, including the FM Certification Program and many others.

Employment equity plaudits for security provider

A security services provider for the commercial and residential property sectors has received a national award for advancing employment equity. Securiguard Services is among 13 newly named recipients for 2024, recognized for its efforts to remove barriers, correct under-representation and introduce policies to encourage a diverse workforce.

The annual awards are aligned with the federal Employment Equity Act to recognize employers committed to ensuring fairness and creating opportunities for women, Indigenous peoples, people with disabilities and members of visible minorities. Private sector companies regulated under the Act and federal contractors are eligible.

Securiguard Services is commended for its Indigenous employment and training program, which includes covering the full cost of candidates’ one-year security worker licence. As well, the company hired 645 women across the organization in 2022, equating to a 3.5 per cent uptick from the average for 2020-21. Both employment trends arise from active outreach to prospective candidates from under-represented groups, while training also emphasizes diversity and inclusion.

“When you include everyone, you get the best,” says Canada’s Minister of Labour and Seniors, Seamus O’Regan, Jr.. “The winners of these awards represent the best of the best.”

AAA appoints Erum Afsar as executive director

The Alberta Association of Architects (AAA) has appointed Erum Afsar, P.Eng., ICD.D as the new executive director. Afsar comes to the AAA with a proven track record of leadership, regulatory, governance and board experience.

A graduate of Civil Engineering from Queen’s University, Afsar has a background as a professional engineer. She gained regulatory experience with Association of Professional Engineers and Geoscientists of Alberta (APEGA), where she was responsible for discipline and compliance functions in her role as director, enforcement.

Afsar’s board governance experience includes two terms as a municipal councillor with Kananaskis Improvement District where she served as a board chair and vice chair of key committees including budget and audit. She has completed the Institute of Corporate Directors Program offered by the Rotman School of Management and obtained the ICD.D designation.

Outgoing executive director Barbara Bruce retired in mid-May. The association said it has great appreciation for her years of dedicated service and leadership and wishes her the best in her future endeavors.

With Afsar leading the organization, the AAA is poised to continue working hard to collectively advance the professions of architecture and interior design while ensuring public safety.

The AAA also announced that Natasha Jalbert will serve a second term, continuing in her role as president of the AAA Council for 2024-2025.

She brings a wealth of expertise to the role, having been involved with numerous AAA committees and task forces. Over this past year, she joined the finance and audit and risk management committee, in addition to her involvement with the governance and human resources committee.

More delays on two B.C. infrastructure projects

The B.C. government announced significant delays on two major infrastructure projects in the Lower Mainland.

The Pattullo Bridge Replacement Project started at the beginning of the pandemic in February 2020. Since then, it has faced significant challenges, including inflationary pressures and global supply issues related to the delivery of specialized components from around the world.

Construction of the main tower for the new bridge to replace the existing Pattullo, connecting Surrey and New Westminster is complete. Construction took longer than expected on what is now the tallest bridge tower in B.C. As a result, the new bridge is expected to open in fall 2025. This is the second delay to the original 2023 opening date.

Design and construction activities on the Broadway Subway Project, which also began during the pandemic in September 2020, have taken longer than originally expected, including work to relocate major utilities and install traffic decks, while keeping traffic moving along Broadway. Tunnelling, which included boring under the Canada Line, and station excavation also took longer. This was in part due to a five-week concrete strike in 2022 that delayed construction of the launch pad for the tunnel-boring machines.

Tunnel boring operations have finished, marking the completion of the most technically complex and challenging part of the new subway construction. But despite making significant progress so far, the new line is expected to go into service in fall 2027. The original completion date was late 2025.

“Despite facing significant global challenges, we’ve seen tremendous progress on both of these projects,” said Rob Fleming, minister of transportation and infrastructure. “These projects will move people and goods more quickly and safely around the Lower Mainland.”

The Pattullo Bridge and Broadway Subway are two of the largest infrastructure projects underway in B.C.

Consumer protection on Ontario’s condo agenda

Ontario’s Condominium Authority Tribunal (CAT) could be called on to resolve more types of disputes between condo corporations and owners. The provincial government is considering adding processes related to owner-requisitioned meetings to the online tribunal’s adjudication duties.

A 30-day public consultation is now underway, seeking feedback on the process for triggering special meetings and related rules for providing notice, establishing quorum and voting. Currently, if disputes around such issues can’t be resolved informally, disagreeing parties must turn to formal mediation or the courts.

The consultation was announced in tandem with Ontario’s newly tabled Bill 200, a package of various consumer protection measures aimed at homeowners and prospective homebuyers. That includes steps: to prevent suppliers of rented home equipment, such as water heaters, from registering a notice of their interest on the property title; and to instigate a 10-day cooling off period, during which purchasers of new condos or freehold houses could withdraw from the deal without penalty.

Although, there are no amendments to the Condominium Act within the Bill, the government’s accompanying backgrounder reiterates its awareness that “more than one million Ontarians call a condominium community home”. In addition to the consultation on broadening the CAT’s jurisdiction, which is open for comments until June 26th, a future consultation is planned to examine how owners and purchasers can secure better access to and understanding of status certificates, disclosure statements and documentation pertaining to material changes during construction.

“The province intends to explore changes that could help increase operational and financial clarity so that owners are provided with transparency, while limiting burden to the condo corporations that are entrusted with running a condo on behalf of a community,” the backgrounder states.

BGIS and Des Nedhe Group form Ela Hultsi Facilities Management

BGIS has partnered with Des Nedhe Group to form Ela Hultsi Facilities Management.

The venture brings together BGIS’s facility management experience with the heritage and entrepreneurial spirit of the Des Nedhe Group, established by the English River First Nation.

Founded in 1991, the Des Nedhe Group has evolved from a community enterprise into a leader of Indigenous entrepreneurship and economic development in Canada. This collaboration aims to foster sustainable employment and business growth within Indigenous communities across the country.

The Dene phrase “Ela Hultsi” means “let’s build for the future”. Ela Hultsi Facilities Management will integrate Indigenous practices and modern sustainability principles into major construction and facilities management projects. It is an Indigenous business registered with the Canadian Council for Aboriginal Business and is designed to leverage BGIS’s global reach and Des Nedhe’s deep connection to Indigenous communities to create a unique model in the industry that prioritizes cultural respect, environmental stewardship, and innovative economic development.

“Our collaboration with Des Nedhe Group through Ela Hultsi is a powerful step towards reshaping the future of building management and construction,” said Gord Hicks, CEO of BGIS. “It aligns perfectly with our commitment to sustainable practices and social responsibility. We are excited about the possibilities that this partnership opens up for both partners.”

The official launch of Ela Hultsi is well underway, with several significant projects already in the pipeline. These initiatives will showcase the partnership’s commitment to innovative, sustainable solutions that honor the legacy and aspirations of the Indigenous communities.

“This partnership is a testament to the strength of Indigenous-led business and its potential to transform industries,” added Sean Willy, CEO of Des Nedhe Group. “Ela Hultsi is not just a business endeavor; it’s a cultural bridge that brings together the best of two worlds, ensuring that our growth is inclusive and beneficial for all stakeholders involved.”

The Town of Newmarket:

Exterior maintenance is no easy feat, often including a combination of function and flair as managers make repairs, attend to the grounds, and maintain equipment – all while keeping curb appeal top of mind. But outdoor maintenance takes on a whole new meaning when it includes over 45 active parks and 800 acres of parkland!

For the Town of Newmarket, outdoor maintenance is a four-season endeavour. Planning begins at the start of the year, with spring and summer maintenance generally up and running in April for trails, walkways, parking lots, garbage bins, tree pruning, inspections, and more. The flower program is also on the schedule, going well beyond the “norm,” with 292 hanging baskets, 342 planter boxes, 20,124 square meters of shrub beds (equal to 400 shrub beds), and 15,800 plant plugs planted each spring. Fall and winter work happens from November to April and includes maintenance of sidewalks, parking lots, trails, walkways, and staircases.

How does the Town of Newmarket handle the demand and volume it takes to keep the neighbourhood green and growing? With a team of 35 full-time and contract staff, plus an additional 38 summer staff, they are committed to keeping parks and green spaces beautiful and functional. “The hard work and dedication of our staff, along with the support we receive from Council help make our parks and trails well beyond the ordinary,” says Kristi Carlen, Director, Parks and Facility Services.

A plan for success

With such a vast scope of work, careful planning and effective execution are critical. The Town’s comprehensive outdoor maintenance strategy relies on a multi-pronged proactive approach, including:

Setting goals: The Parks and Facilities department creates annual goal-setting plans for performance-based objectives, including identifying areas for professional development, in-house and job training, local workshops, and industry conferences to continue to develop staff skill sets.

Staffing: Credentials and hands-on experience are celebrated and valued, with many team members trained to specialize in horticulture, arboriculture, turf management, and various trades such as heavy equipment operation, irrigation, carpentry, and landscape design.

Engagement: Gathering data from the community is a vital component in the success of parks and trails. The town uses resident surveys and public meetings to gather feedback, along with collecting information through the customer service department to act on, track, and archive data to improve department operations and maintenance efficiency.

Legislation: Unlike many maintenance teams, the Town of Newmarket operates within several regulatory requirements. For example, The Town provides additional inspections as a best practice to ensure spaces and amenities used by the public are safe to use, maintained, repaired, and replaced as required.

Making it work

Taking care of so much green space is not without its challenges. The high volume of use, combined with shifting weather patterns means many of the green spaces and fields are deteriorating faster than the grass can regrow. As a result, the parks team is required to be even more diligent in monitoring the space to ensure it continues to be safe and enjoyable for all.

The Town needs to balance the demand and usage of parks. As Newmarket continues to grow, there needs to be enough green space available for all users, and this means planning for playgrounds with a wide range of age ranges and abilities, widening trails and paths, and building more amenities like trails, spray pads, playgrounds, and sport courts.

Vandalism is another challenge that the Parks and Facilities team faces. Unforeseen costs to repair or replace damaged infrastructure and assets can interrupt the use of space, resources, and labour.

Even with such a compact urban municipal boundary and very little new land available for parkland and green space in Newmarket, the maintenance teams’ responsibilities continue to grow! In 2018, Newmarket Council voted unanimously to purchase the Mulock Property, a 16-acre green oasis set under a tree canopy in the heart of urban Newmarket. Once complete, the park will feature trees, forest and open green space, a refrigerated skating trail that converts to paved paths, a water play feature for warmer months, an artist studio, and a conservatory greenhouse. The plan also includes a dedicated maintenance building to better service the park, making maintenance more accessible as the portfolio grows.

A changing climate

Climate change has presented many challenges to outdoor maintenance, with shifting weather patterns bringing more rain, interrupting regular maintenance schedules, and requiring more time and resources to repair public areas for use. Rising average temperatures, more days of high heat and extreme weather events have also impacted park assets. With longer outdoor recreation seasons and increased usage, the shortened asset life spans require extra maintenance and attention from the teams.

To mitigate the effects of climate change on their practices and continue to deliver consistent results, the Town has:

Developed a climate change strategy
Added inspections for extended seasons
Ensured an environmental lens gets used in the design of new park assets
Procured ‘green’ vehicles, equipment, and materials
Implemented public education and awareness initiatives for environmental stewardship

Looking ahead to a greener future

Sustainability continues to play a part in so many maintenance practices, from using green products to saving energy to lessening environmental impact. For the Town of Newmarket, sustainability is a Council priority, as they work to preserve environmental assets and address climate change for future generations. As part of their efforts to go even greener, the Town is:

Implementing a fleet management strategy, converting vehicles and equipment to electric while carefully assessing performance, longevity, and reliability.
Phasing in LED lighting and solar panels on trails and sports fields to reduce power consumption and operating costs.
Eliminating pesticides (pesticides, insecticides, and fungicides) from being used.
Including low-impact development in design where possible for rain gardens, bioswales, permeable paving, urban trees, and green roofs.
Enhancing and restoring natural areas to make them more sustainable ecosystems.
Improving biodiversity by increasing the abundance, types and sizes of ground plants, shrubs, and trees to provide a greater variety of habitats for wildlife such as birds and pollinators to thrive.
Increasing the bee population with nine pollinator gardens, with more scheduled for this year.
Streamlining the horticulture program for more diverse flower beds.
Instituting an urban forestry management plan for long-term care and maintenance of all trees in Newmarket over the next 20 years. Along with planting, the teams focus on tree maintenance and pruning during optimal seasons to maintain a healthy and strong tree population.
Introducing new projects, like Mulock Park, which prioritizes sustainability wherever possible, paying careful attention to energy use through an in-ground geothermal heating and cooling system and solar panels integrated into the design of parking areas. As well, a tree stewardship strategy was established to keep the property natural while increasing the total tree cover for generations to come.

Community is the heart of Newmarket’s outdoor maintenance strategy, as the teams work to increase the Town’s accessibility through their maintenance efforts. Newmarket offers over 44km of trails and walking paths that the Parks and Facilities team work hard to maintain, making the most of the tools available to improve their efforts. “We believe we can improve efficiency in operations and management by investing in technology like trail counters and data analytics to gain insight into things like parking lot usage, trail use, sport field utilization, and more,” says Carlen.

The Town utilizes all available resources to provide residents with positive experiences, managing all maintenance from ensuring trails are clear of snow and ice, free from litter and debris, and safe (while managing invasive species and noxious weeds). Accessibility, community, and education also factor into the day-to-day responsibilities of the maintenance teams:

Accessibility: 2005’s Accessibility for Ontarians with Disabilities Act (AODA) created accessibility standards for (public, private, and non-profit sectors) organizations that must be followed. Accessibility continues to be considered in all planning stages and implementation for amenities like playgrounds, trails, and park benches in the town.
Community partnerships: Partnerships and agreements (with school boards, conservation authorities, community groups, etc.) allow teams to share operation, maintenance, and replacement costs to provide recreation opportunities for residents.
Public education: Educating the public can help lengthen the lifespan of environmental resources and better manage maintenance. For example, educating the user groups to use low-traffic areas of a sports field to ensure a better experience for competition days.

Up and coming

Beyond beautifying the Town and keeping public spaces functional for the residents, the Parks and Facilities team are part of the dedicated staff who create exceptional experiences for the community.

Winter’s Ice Lounge on Main Event took place along Newmarket’s Main Street over four days, featuring food and beverage, lounge areas, fire pits, igloos, art installations, live entertainment, and a partnership with local businesses. Events like these mean it’s all hands on deck, connecting many departments like Parks and Property Services, Recreation and Culture, and Roads to work together for a successful event. Given all the work involved, it’s not surprising that Newmarket won the Municipality of the Year Award from Festival and Events Ontario two years in a row!

When planning a large-scale event like that one, the Parks team is involved in conducting site meetings, planning emergency routes, ensuring there are enough waste and recycling bins, executing road closures, setting up and tearing down, cleaning and preparing the site, managing parking lots, sidewalks and flower beds, and ensuring staff are on hand at all times for a safe and enjoyable event.

Maintenance for the Town involves so much more than planting trees and mowing lawns; the teams are a fundamental part of beautifying the community and providing services for residents. From fulfilling their daily responsibilities to analyzing data, planning for the future, collaborating on events (and much more) the Town of Newmarket maintenance teams go above and beyond to put the community at the forefront, providing and preserving much-loved areas for residents to enjoy.

This article was originally published in the Spring/Summer issue of FCM Magazine.

Housing labour and innovation

For Canada to meet its target of building 5.1 million homes in the next twelve years, cutting-edge tools and strategies are needed imminently to ensure housing affordability, scalability, climate compatibility, and resilience are achieved along the way. Apartments, in particular, face numerous obstacles stifling their development. According to the panelists speaking on housing labour and innovation at the 2024 CFAA Rental Housing Conference in Toronto, May 16th, no new shovels will hit the dirt unless governments and policymakers are prepared to make changes.

“I think we are in big trouble as an industry,” said Dean Campbell, VP of Construction and Design at Parkbridge. “Innovation is desperately needed if we are going to build the kind of housing we need. There just aren’t enough young people entering the skilled trades. High school students aren’t required to take shop class anymore. Fewer are considering jobs as masons or bricklayers. We are also missing out on half the population—women. Unless we find a way to recruit them and address this chronic understaffing, the labour force will continue to dwindle and there won’t be the workforce to meet the demand.”

“Pressure is on to innovate”

With housing starts already concerningly down in 2024, as the challenges continue to pile up, none of the panelists were particularly optimistic that 5.1 million new homes could possibly rise over the next 12 years, especially given Canada’s track-record of producing just two million homes in its best eight-year stretch. That said, when the pressure is on to innovate, big problems can lead to big opportunities—and like the COVID vaccination sprint of 2020, this isn’t a race we are running alone.

“Canada isn’t the only country facing a housing crisis,” pointed out George Carras, founder and CEO of R Labs. “The policy and framework around housing is a problem-rich environment around the world. The opportunity for industry-level innovation is three times the normal size given that whatever homes we build today must be affordable, attainable, and resilient. Working towards achieving these goals calls for intensive research and development, cutting-edge tools and methodologies including automation and robotics, and embracing modular construction.”

According to Matt Spoke, a former tech entrepreneur and partner at Toronto Standard, zoning changes and government policy should better align with the needs of developers.

“We need policymakers to allow the industry to get creative with solutions,” he said. “We need to embrace change and innovation. Multiplexes are now permitted, which is helping. The type of skilled labour required to build these smaller homes and infill projects, or to convert existing single-family homes, is different than what’s needed to build high-rise concrete apartment buildings. It won’t solve the housing crisis on its own, but it is part of the toolbox of solutions.”

The problem, as Richard Lyall, president of RESCON, sees it, is that red tape keeps getting in the way of progress and stymying the industry’s attempts to build the required housing quickly and decisively. The dismally long approval processes add months, if not years, to any new building project, and particularly purpose-built rentals.

“This isn’t a housing crisis, it’s a growth management crisis,” he said. “Although there have been some positive changes introduced recently by all levels of government, it’s not enough. Starts are falling, the market is dysfunctional, housing is a need and we’ve turned it into an investment play. There needs to be a concerted, focused effort on technology and innovation, and it needs to be bold.”

The Housing Now example

Lyall and the other panelists point to Toronto’s Housing Now initiative as a prime example of government policy getting in the way of development. Launched in January 2019 under Mayor John Tory, the program is designed to activate City-owned lands and stimulate the development of affordable rental housing within transit-oriented, mixed-income communities. It remains a key housing supply program that supports the City’s target of building 285,000 homes by 2031. Yet despite launching in 2019, the first Housing Now project didn’t get underway until August 2023—that’s a five-year hold-up on a key priority.

Issuing the following statement, the City said it “continues to work as quickly as possible with non-profit and private sector developers to get shovels in the ground while navigating a number of external challenges. Impacts of the COVID-19 pandemic, significant increases in construction costs and interest rates, labour shortages and global supply chain disruptions have affected Housing Now projects, as well as other residential projects in Toronto and across Canada.”

The City also noted that legislative changes were to blame for the slow-down, including changes to the federal National Housing Co-Investment Fund that resulted in grant funding being capped at levels too low to support the cost of developing new affordable housing. At the same time, the Province of Ontario’s Bill 23, More Homes Built Faster Act, eliminated housing services from Development Charges revenues, which was the City’s primary funding tool to support the delivery of new affordable rental housing supply.

“It’s been a debacle. Nothing has been built,” Lyall said. “And the clock is ticking on those targets.”

In short, Carras, Campbell, Spoke, and Lyall ended the session in agreement that to build the kind of housing Canada needs—5.1 million homes in 12 years—it’s going to take fundamental policy changes, intense research and development, a focused effort to cultivate, train and recruit new talent, and the widespread adoption of technology and innovation. In other words, it’s mission-critical and the time to kick-start those efforts was yesterday.

Cowichan District Hospital reaches milestone

The diagnostic and treatment centre at the new Cowichan District Hospital has hit a milestone, reaching structural completion.

The centre will house outpatient and diagnostic-care services, including an emergency department, medical imaging, ambulatory care, a pharmacy and cafeteria and will be linked to an inpatient tower through a community hall.

“We are tremendously proud of reaching this milestone, and our team’s contributions to the Cowichan District Hospital Replacement Project. This is a vital step toward building a hospital providing integrated health services with special considerations to the diverse health, community and cultural needs of the broader Cowichan region. As part of the alliance, we look forward to delivering a hospital that puts patients first,” said Sean Dekoning, senior vice-president and area manager, EllisDon.

Work will now continue on its interior, while structural work continues on the seven-storey inpatient tower and service centre. Construction of the 204-bed hospital is on track for completion in 2026, and is expected to be ready for patients in 2027.

Designed by Parkin Architects, it will be the first fully electric hospital in B.C. It is being built to LEED Gold standards, featuring an 80 per cent reduction in operational greenhouse gas emissions compared to the current hospital.

The hospital will be 56,448 square metres (607,601 square feet), more than three times larger than the current facility. The number of spaces in the emergency department will increase from 17 in the current hospital to 36. This includes two trauma bays, fast-track streaming, monitored care and a dedicated acute psychiatric zone.

There will be seven operating rooms, an increase of three, with one dedicated to C-sections, as well as increased CT scanning capacity and built-in magnetic resonance imaging (MRI). In addition, there are nine surgical procedure rooms, an increase of six rooms from the current hospital.

Calgary Airport west runway project underway

Construction of phase 1 of the Calgary Airport West Runway Rehabilitation project has begun with completion expected in 2025. PCL Construction is the construction manager.

The approximately $200 million project is a complete overhaul and replacement of the aging runway, making significant regulatory, safety and environmental upgrades, including:

Recycling 80 per cent of the existing runway materials, including asphalt, concrete and gravel.
Upgrading existing electrical fixtures to LED.
Future proofing for climate resilience with upgrades to storm infrastructure beneath the runway.
Incorporating carbon entrapment technology in the concrete used.
Adding Runway End Safety Areas to comply with regulatory requirements.

In support of the project, the Government of Canada is providing $57.5 million through the federal Airport Critical Infrastructure Program, with the remaining $142.5 million being fully funded by The Authority.

The rehabilitation of the west runway will not only boost operational efficiency but also reinforce the Authority’s role as a key economic catalyst of the region.

“This project is just one of many we’re undertaking to ensure we are continuing to meet the needs of the people of this region and serving as an economic driver both today and for decades to come,” said Chris Dinsdale, president and CEO of The Calgary Airport Authority.

The project will create an estimated 300 construction jobs and take two construction seasons to complete. Through the process, sustainability remains a core focus for the Authority, demonstrated through collaboration with various contractors and consultants, to achieve Canada’s first airport project certified under the Envision framework for sustainable infrastructure.

ISSA launches Emerging Leaders Awards

ISSA, the worldwide cleaning industry association, is pleased to announce the launch of the 2024 ISSA Emerging Leaders Awards.

The inaugural awards program is designed to recognize the brightest young talents from across the cleaning industry supply chain – manufacturers, manufacturer representatives, wholesalers, distributors, building service contractors, in-house service providers, residential cleaners, and associated service members – who are proven leaders in their field. Participation in the ISSA Emerging Leaders Awards program is a complimentary benefit for all current ISSA members and nominations are open to anyone employed by an ISSA member company who will be younger than 40 years old as of November 30, 2024.

“In recent years, we have witnessed an influx of fresh new talent in the cleaning industry,” said ISSA Executive Director John Barrett. “There’s no better time than right now to cast a spotlight on these rising stars. As an association, we have an obligation to acknowledge the amazing achievements of these Emerging Leaders as we encourage them to continue to shine brightly and elevate our entire industry to new heights.”

Now through July 31, ISSA members are invited to help shape the next generation of industry pioneers by nominating individuals and completing a short questionnaire at www.issa.com/EmergingLeaders. Self-nominations are also accepted. The winning submissions will be selected by the ISSA Emerging Leaders Committee and notified in early October.

The 2024 ISSA Emerging Leaders will be recognized in Las Vegas this November as part of ISSA Show North America 2024. This year’s winners also will be featured in an article of the November/December edition of the association’s member magazine, ISSA Today, and across ISSA’s social media channels.

For more information on the ISSA Emerging Leaders Awards and to submit a nomination, visit www.issa.com/EmergingLeaders.

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