Condos viewed as viable long-term housing option

Condo sales in the Greater Toronto Area increased by 5.3 per cent year-over-year with 4,747 sold in the first quarter of 2024. The Toronto Regional Real Estate Board released its 2024 Q1 Condo Market Statistics last week, showing the average selling price was down 1 per cent since last year, at $693,754.

In the City of Toronto, which accounted for almost two-thirds of total condo sales, the average price was $723,186, down by 0.5 per cent compared to Q1 2023.

The increased amount of sales may signal healthier buyer intentions as confidence grows in the condo market. “As first-time buying activity increases with lower borrowing costs later this year and into 2025, inventory will be absorbed and market conditions will tighten,” said TRREB Chief Market Analyst Jason Mercer. “Increased competition among condo buyers will result in upward pressure on selling prices.”

A recent survey, commissioned by Toronto developer Devron, highlights this trend, showing that 47 per cent of Torontonians believe condos are viable long-term housing options. Another 40 per cent said it’s a potential option, depending on the unit or building.

“These findings suggest a growing acceptance of condos as permanent residences, where families can thrive, rather than mere transitional housing,” says Pouyan Safapour, president of Devron. “However, despite this positive outlook on long-term condo living, there remains a significant dissatisfaction with the current state of Toronto’s condo landscape, with a staggering 93 per cent of respondents who feel that Toronto needs better-built condos and 79 per cent who believe most condo units are cheaply made.”

Here, Safapour further discusses condo market prospects and how developers can best meet buyer demands, including families.

Where do you see the condo market heading this year in the Greater Toronto Area?

The first half of 2024 has been a slow market for pre-construction sales. This is due to the concurrent effect of record-high interest rates and record completions of condos that were sold in the past three to four years. But there is also another interesting and significant factor at play, and that is we are experiencing a much needed ‘flight to quality and value’. This means that buyers are no longer paying any price, for any project and location, all on the speculation that the market is going to make any purchase a good purchase. The result is that the fewer projects with great quality and location are still selling and holding value, but the many projects with low value product and location are not.

As interest rates begin to lower in the second half of 2024, and the completed condos are absorbed, coupled with an historic population increase, we will see a shift in the market both in terms of absorption and eventually pricing, whereby all projects will experience a rise in sales and pricing. This trend of lower interest rates and depleting inventory will continue into 2025, further increasing sales absorption and pricing. I would agree with economists like Benjamin Tal that there is likely going to be a sharp increase in pricing in condos in 2025. That makes this time a very unique opportunity for buyers, before this shift in the market.

How can developers best meet the demands of future condo buyers?

We need to transform Toronto’s condo landscape and raise the standards of condo living in the city. Our condos can and should be so much more than glass boxes and small suites, with only transitory owners/renters as the targeted occupants. We need to prioritize thoughtful architecture, more livable suite sizes, quality design features like sound and noise insulation, better elevators, and much more, so that they can be homes that are loved by people who live in our condos, and even by those in the neighbourhood living amongst them.

Developers shoulder a significant responsibility and are uniquely positioned to lead this change. Architecture matters, every quality feature matters, and offering a variety of suite sizes of homes that can cater to people and families of all ages and life stages matters.

Another important requirement of building sustainable housing is environmental sustainability, given buildings are one of the largest contributors to greenhouse gas emissions. By focusing on energy efficiency and renewable resources like geothermal heating and cooling, we not only reduce environmental impact but also empower homeowners with lower long-term energy costs. Ultimately, by embracing these principles, as developers, we believe we have the responsibility and opportunity to contribute to making Toronto a happier, healthier and more beautiful place to live.

How can developers and policy makers support the average family in their quest for condo ownership?

Developers and policymakers have distinct responsibilities in supporting the average family’s pursuit of condo ownership as a viable long-term option.

Developers must prioritize creating high-quality, sustainable condo projects that not only enhance Toronto’s vibrancy but also make the city an appealing place to live. The current shortage of quality condo options in Toronto is driving people away from the city, leading to increased traffic, longer commutes, and decreased quality of life. Therefore, developers must focus on building communities that create attractive, highly livable homes that encourage people to stay in their multifamily home long-term.

Policy makers can play a significant role in making condos more viable and affordable. The first major challenge is creating more infrastructure in the city centres: transit, schools, parks, community centres, and hospitals.

City centres have grown rapidly, while all of these essential infrastructures have not, making it hard for people to get the services they and their families need to thrive. Policy makers at all levels of government have also created an extremely inhospitable environment to create housing.

In Canada, we have one of the highest tax rates for multifamily development in the world, while also having one of the highest development approval times in the world. All of this added cost and time makes housing more expensive and slower to deliver. So, if politicians and policy makers are serious about fixing our housing crisis beyond just news headlines, we cannot, as a country, be leading the world in excessive taxation and bureaucracy.

Developers and policy makers can help shape what the next pivotal few decades of development in Toronto looks like. We all need to passionately care about steering it in the right direction because Toronto has the potential to be one of the best cities in the world to live and thrive.

Cultural inclusivity drives hospital design

Hospitals are meant to be places of healing. But when the place itself is intimidating or feels restrictive, health outcomes of patients are affected. This impacts Indigenous communities disproportionately.

The design of a hospital plays a vital role in addressing the challenges of the communities it serves. The $1.45B Cowichan District Hospital Replacement Project in North Cowichan was designed to not just meet – but surpass – the needs of Indigenous patients and their families.

At the heart of the culturally-inclusive design elements are the 185 patient rooms that are equipped with provisions for healing customs that involve burning (in Hul’q’umi’num: shqw’uqw- wiils – something used to spiritually cleanse). The initial requirement called for just one such room to be included in the hospital design, but architects on the project worked collaboratively with clinical staff and mechanical engineers, as part of the project’s Nuts’a’maat Alliance, to equip each room with individually-controlled smoke systems – each can be easily activated by staff for 59 minutes at a time.

The design brings healing practices directly into patient rooms, rather than moving patients out of their rooms to perform traditions that are vital to their recovery.

The design of a hospital greatly affects health outcomes of patients

Through the 2020 ‘In Plain Sight’ report and conversations with Indigenous community members, designers understood that Indigenous peoples experience racism and discrimination when accessing the health system; this prevents them from seeking care in a timely manner and ultimately impacts their health outcomes. The patient-centric approach to CDHRP’s design meant the architecture design teams worked closely with Indigenous Nations to ensure the facility was culturally sensitive and significant to the local communities. Fostering a sense of belonging was paramount. The emergency department triage desk became a primary focus.

The project’s Nuts’a’maat Alliance thoughtfully designed a culturally safe and inclusive triage desk area by tucking the security room to a less prominent location, while maintaining safe sightlines. Through Indigenous Patient Journey mapping sessions, community members shared how incorporating Hul’q’umi’num language can contribute to more welcoming care experiences. As a result, the area will include the name Ts’uwtun, meaning ‘greeter,’ so patients seeking care are met with a welcoming and trusting impression as they enter the emergency department.

Out of the 204 patient rooms, 80 per cent will be single-occupancy. Recognizing the fundamental role of family in the healing process for Indigenous patients, the rooms will have space to accommodate sleeping sofas. There are also larger labour and delivery rooms for families to stay. There is also a dedicated culturally-inclusive kitchen, which allows use of traditional food sources for meal preparations. There is a teaching kitchen where leaders can teach ways to cook healthy Indigenous foods.

The 607,601 square-foot, seven-storey hospital has two buildings that are constructed using mass timber structures, including the Reach Out building, which houses the Indigenous health program. Natural elements and views from the surrounding environment were included to promote connection to nature and support the healing process. The use of wood materials, large and operating windows for access to fresh air and natural light, along with dedicated outdoor spaces all contribute to proven benefits in recovery and healing time.

Diversity, equity, inclusion and sustainability designs create a hospital for all

To celebrate the diverse community and support inclusivity and equality, the new Cowichan District Hospital will be fully accessible to people with diverse abilities. 800 parking spaces will include accessibility stalls with electric vehicle chargers, seating nodes through the parking areas to support people needing to take breaks, and tactile road edging to cue people with various visual abilities to know when they are crossing higher risk areas. Parking will remain free of charge.

Sustainability-wise, Cowichan is on track to become the first CAGBC Net-Zero Carbon hospital in Canada. It is designed to meet LEED Gold standards and will be B.C.’s first fully-electric hospital. This will also be the first vertical alliance project delivery model in Canada, making the owner, contractor, and designer all equal partners. The collaborative model allows for “Best for Project” decisions to be made over the course of the project and supports innovation.

More than just a healthcare facility, Cowichan District Hospital Replacement Project represents a shift in hospital design – showing how it plays a vital role in patient care. The project embodies a holistic approach to healthcare design, prioritizing the well-being of patients and staff, as well as the environment.

Construction is expected to be completed by 2026, welcoming patients in 2027. Parkin Architects in association with ZGF Architects, spearheaded the design of Cowichan District Hospital Replacement Project.

Shane Czypyha is a principal at Parkin Architects, a hands-on project manager and architect who takes pride in seeing projects come to life. With extensive experience in healthcare, he enjoys working closely with clients, contractors, and design teams to develop innovative solutions that respond to users’ needs. Shane’s collaborative team-first approach has proven valuable in leading high-performance teams to deliver facilities that make their communities proud. He draws on his wealth of P3 and design-build experience to deliver projects from kickoff to handover.

Equiton acquires land for TEN99 Broadview

Equiton has acquired land at 1099 Broadview Avenue for its third condominium development project in Toronto. TEN99 Broadview, near the Bloor-Danforth subway line and a short commute from downtown Toronto, is expected to welcome occupants in late 2028.

The mid-rise project is the latest from the Equiton Developments team, which operates out of the firm’s recently opened second office location in Toronto’s financial district.

“TEN99 is exactly the kind of project that we plan to acquire and develop more of in the near future,” says Equiton founder and CEO Jason Roque. “The property’s desirable, transit-oriented location is a stone’s throw away from some of Toronto’s best green spaces. Coupled with the local amenities, it’s ideal urban living.”

Private developers have been identified as key stakeholders in alleviating Canada’s housing shortfall. With this new condo, the Broadview corridor counts more than 2,300 units at various stages of development approval.

Last quarter, Equiton Developments launched registrations for KüL Condominium located at 875 The Queensway, west of downtown Toronto. The mid-rise is one of three Equiton projects in Toronto and expands on existing developments in Ottawa and Guelph.

“Our focus is on well-located, mid-rise developments in the early stages of planning,” said Ryan Donkers, Equiton’s vice president of investments. “With our development team’s experience in major markets like Toronto, we can feel very confident that a selected project will result in bringing new homes online while creating value for investors.”

Ontario proposes new site rules to support women

The Ontario government is introducing the Working for Workers Five Act, 2024, which contains a suite of measures to support workers, including mandating that jobsite washrooms are clean and sanitary, and requiring that menstrual products be provided on larger construction sites.

Menstrual products will be required on construction projects with 20 or more regularly employed workers and where the project is expected to last at least three months.

The province says the legislation, if passed, is the first of its kind in Canada and will make the skilled trades more accessible to women and support women at work.

“Under Premier Ford, our government is tackling the generational labour shortage previous governments left in their wake. That means we need all hands on deck – but when women represent only one in ten workers in the skilled trades, we have one hand tied behind our back,” said David Piccini, Minister of Labour, Immigration, Training and Skills Development. “That’s why our government is introducing first-in-Canada changes to encourage women to start a career in the skilled trades and reach their full potential. Because an economy that doesn’t work for women, doesn’t work at all.”

Ontario’s proposed amendments would also add virtual harassment to the definitions of workplace harassment and workplace sexual harassment in the provincial Occupational Health and Safety Act.

Additional measures to address safety in construction will include a comprehensive review of critical injuries and fatalities in the construction sector and a consultation on expanding the types of life-saving equipment, such as defibrillators, to be provided on construction projects.

“All workers must feel safe at work and that includes clean and sanitary workplace washrooms, including menstrual products, protection from harassment, regardless of the medium, and having the correct equipment on construction sites to safely perform the work,” said Giovanni Cautillo, president of the Ontario General Contractors Association.

New rental project kicks off in Collingwood

Construction is underway at Residences at Silvercreek, a three-building, four-storey rental housing complex on Prince of Wales Drive in Collingwood, Ontario. According to the developer, Skyline Group of Companies, the project is expected to increase the town’s rental supply by 33 per cent upon its slated completion in Spring 2026.

Skyline held a private ground-breaking ceremony on May 3, 2024, to celebrate the construction kick-off. The event was attended by Hon. Paul Calandra, Minister of Municipal Affairs & Housing for Ontario, as well as Mayor of Collingwood Yvonne Hamlin and Simcoe-Gray MPP Brian Saunderson.

“Congratulations to the project partners for breaking ground on these rental homes that will create new housing options for people in Collingwood and contribute to the town’s vibrancy and appeal,” Calandra said. “This is an example of how government actions, including reductions to development charges and steps to remove the provincial portion of the Harmonized Sales Tax on qualifying projects, are helping to spur construction of much-needed new purpose-built rental housing across Ontario.”

Residences at Silvercreek will feature a total of 187 rental suites with spacious layouts and views of Georgian Bay, Blue Mountain Ski Resort, and the Cranberry Marsh. The property will also include a 4,800-square-foot central amenity building with indoor kitchen, fireplace, games room, and gym, as well as an outdoor terrace, hot tub, and pickleball court.

Jason Castellan, Co-Founder & CEO of Skyline Group of Companies, emphasized the collaborative nature of the development: “Residences at Silvercreek is an effort across our group of companies, with resources leveraged and expertise utilized among several of our business units,” he said. “We are optimizing the use of the land and ensuring that it is bringing a positive, needed contribution to Collingwood. With the town having a vacancy rate of only 2.5 per cent as of October 2023, we are proud to be providing new rental housing where it is needed most, bringing forward an opportunity for more people to live and work in this town.”

“We are fortunate to have such a recognized and respectable leader in the apartment industry choose our Town for the building of three new quality apartment buildings,” added Mayor of Collingwood, Yvonne Hamlin. “This new development represents a significant step forward in tackling our community’s urgent demand for rental housing. This project will also, through the addition of public trails, connect the new residents of the 187 units to the Collingwood Trails Network which encompasses over 60 kilometers of recreational trails for cyclists, walkers, joggers, cross country skiers and snowshoers.”

For more information, visit SkylineGroupOfCompanies.ca

Stop leaks and over-consumption

While Canada is home to approximately 20 per cent of the world’s freshwater and renowned for its lakes and rivers, many residents are under the wrong impression that water is an unlimited renewable resource. The truth, however, is that water and sewage costs have risen in Canada by nearly 100 per cent since 2005, and energy prices have almost doubled since 2003. For multi-residential property owners, tenant non-compliance and water inefficiencies have a direct impact on their Net Operating Income (NOI).

Since tenants typically do not pay for (or even see) the utility bill, they tend to ignore leaky or faulty fixtures and are less mindful of over-usage. Furthermore, tenants do not generally feel a sense of ownership for their apartments; therefore, persuading them to take a more conservative approach to consumption can be tricky. Yet, studies show that simple behavioural tweaks such as turning off a running tap while brushing teeth or washing dishes vs. using the dishwasher can save hundreds of litres of water per year. It’s in everyone’s best interest to make a habit of reducing their water usage, but those paying the bills are most apt to comply.

Taking a proactive approach

The two main issues building owners face when dealing with water inefficiencies are the ever-increasing cost of water and tenant over-usage—both of which lead to an increase in operating costs. Taking a proactive approach to asset management begins with understanding that you cannot manage what you cannot see or measure.

While building owners and managers often understand the variables that contribute to their monthly water costs, without the capability to accurately measure consumption and loss, there is no adequate and available data to manage. This will ultimately negatively affect one’s competitive position, resulting in the potential need to compensate for the additional cost by raising monthly rental rates.

The best first step is to address inefficient fixtures and appliances. Given occupant behaviour is always an unknown variable, landlords will see a direct benefit from upgrading to a more efficient showerhead and other key appliances. This layer of efficiency prepares building owners to implement more advanced technologies that can monitor and manage consumption at the Point-of-Use (PoU), ensuring unwanted or unintended events (outside of normal occupant behaviour) are identified, mitigated, and communicated to appropriate resources.

Implementing various automation technologies to monitor and manage PoU appliances and fixtures for forced consumption should only be considered once the building’s asset base is as close to high efficiency as possible.

Track, measure and manage

Until recently, building owners relied on monthly utility bills to monitor monthly water consumption; however, this method of monitoring was and continues to be extremely limited in scope, as toilets in individual units cannot be assessed, nor can leaks be easily identified. With toilet and appliance leak detection hardware and water management devices, it is now easy to monitor, analyze, and manage each unit individually and in real time.

This ability to track, measure, and manage consumption means that building owners are in a better position to optimize their buildings’ in-suite water usage and take immediate corrective measures, thereby potentially saving thousands of dollars monthly. This is the primary reason why building owners are now recognizing the importance of real-time data capture and are beginning to install and implement water management devices and software designed to create smarter buildings.

Did you know…

Statistically, Canada is one of the worst offenders when it comes to water consumption. Canadians use an average of 329 litres of water per person per day, which is second only to Americans in the developed world. This is more than double what Europeans use, where water costs substantially more. Data shows that Canadians consume a staggering 65 per cent of their water in the bathroom, mostly from showering and bathing. Given one third of Canadian households are renters, which translates to approximately five million families, tenant non-compliance is a key issue, yet most tenants remain unaware of their true water consumption footprint.

WatrTekPro Inc. is an innovative water management consulting company that provides numerous advanced water technologies and services. For a free water analysis and consultation, email Nando Presciutti at [email protected]

Responding to elevator entrapments

Elevator entrapments are one of the many risks facing high-rise buildings in Ontario. Occupants need to be educated on best practices and what to do during an emergency. Building management staff must also understand the preventive maintenance measures and effective response strategies for entrapments and failures.

From 2011 to 2017, Ontario reported six fatalities and 1,225 injuries, including 69 permanent injuries, due to elevator mishaps, according to the Technical Standards and Safety Authority. A 2018 report by Ontario’s Auditor General revealed that more than 80 per cent of the province’s elevators failed safety inspections.

Though these trends have seen a rapid decline in recent years, thanks to the work of regulatory bodies, preventative maintenance teams and landlords, the 2022 TSSA annual report emphasized that more than 87 per cent of elevator incidents in 2022 were attributed to “external factors” related to utilities like power, water, telecom, and sewage. Flooding incidents can cause water infiltration into the elevator pit, sewer backup, and water intrusion into condominium elevators from sprinkler systems.

Following new legislation introduced by the Ontario government in June 2021, owners of residential buildings must report elevator outages lasting 48 hours or longer since July 1, 2022. This reporting requirement should be integrated into an emergency management plan (EMP) to ensure consistent responses to prevent or mitigate these external factors.

An EMP serves as a comprehensive framework for coordinated and collaborative responses to a range of natural and human-caused emergencies. This isn’t merely a response plan; it encompasses prevention, preparation, mitigation, response, and recovery—providing the highest level of documented due diligence.

In Ontario, an EMP is typically integrated into a condominium or commercial building’s risk management strategy to enhance occupant and employee safety. It attempts to address components of legislative requirements within the Occupiers Liability Act and the Occupational Health & Safety Act, offering the corporation a defensible platform for documenting its risk management initiatives.

Each building’s unique characteristics necessitate a tailored EMP, often identified through a comprehensive risk assessment and hazard identification review. This step is critical, as the EMP developer will probe various questions to pinpoint potential risks:

What are the internal risks based on the life safety and operational systems installed
What are the resources and “people” power available at the building?
What are the risks and impacts to worker and occupant safety in the building?
What are the external risks? Is the building in proximity to a school, shopping centre, rail system, or other buildings?

A site-specific EMP can be formulated after completing a risk assessment for a building and its community.

Many high-rise buildings are embracing the power of emergency management to prevent, prepare for, mitigate, and respond to building emergencies like elevator entrapments or failures. When staff and residents are aware of their roles and emergency procedures, it can significantly reduce safety risks and impacts.

Although elevator entrapments are just one example of potential emergencies in a building, an EMP will encompass other foreseeable emergencies while providing the necessary documentation for implementation and validation.

In the condominium sector, the EMP involves three key groups: the licensed condominium manager, the corporation, and the occupants—often an overlooked element of the plan. Like building staff, occupants can also play a crucial role in preventing, preparing for, and responding to emergencies.

The best practice in Ontario is to develop a comprehensive high-rise EMP that includes a detailed resident handout. Review it annually with the manager and a third party to incorporate lessons learned and best practices.

Jason Reid is Senior Advisor, Fire & Emergency Management with National Life Safety Group, a Toronto based risk management consulting firm that specializes in Fire, Safety, Security & Emergency Management in buildings and workplaces. www.nationallifesafetygroup.ca

Buildings sector pulls back on GHG throttle

Greenhouse gas (GHG) emissions from Canada’s buildings sector indicate improvement in 2022 in keeping with the general results of the newly released national inventory report. The 89 megatonnes of carbon dioxide equivalent (Mt CO₂e) emanating from commercial, institutional and residential buildings accounted for 13 per cent of economy-wide GHG output and surpassed the buildings sector’s 85 Mt tally in 2005. However, it is a 5.3 per cent drop in annual emissions compared to 94 Mt in 2019.

That pre-pandemic year has been tapped as the most relevant benchmark for monitoring Canada’s progress toward its target to cut economy-wide GHG emissions to at least 40 per cent below 2005 levels by 2030. The latest data, which Canada is required to report under its commitment to the United Nations Framework Convention on Climate Change (UNFCC), shows a mere 7 per cent decrease (from 761 to 708 Mt) had been achieved eight years out from that deadline. Nevertheless, it’s a reversal of the upward emissions trajectory seen earlier last decade.

“We have bent the curve and emissions remain on a long-term downward track,” maintains Steven Guilbeault, Canada’s Minister of Environment and Climate Change.

That’s largely due to a nearly 60 per cent drop in emissions from electricity generation, tumbling from 117 to 47 Mt over 17 years. In 2005, electricity accounted for 15.4 per cent of economy-wide emissions versus just 6.7 per cent by 2022. In contrast, buildings now represent a larger share of the total than their 11.2 per cent quotient in 2005.

Among the five other economic sectors tracked: heavy industry and waste posted improvements; transport sits back at its starting level after first trending upwards; and, like buildings, agriculture and oil and gas have slipped farther behind. In 2022, oil and gas emitted 217 Mt of GHG for 31 per cent of the total — up from 195 Mt and 25.6 per cent of the economy-wide output in 2005. Even so, emissions from oil and gas have edged down since peaking at 228 Mt in 2018.

Growth factors into the pace and interpretation of progress. Canada gained about 6.7 million residents between 2005 and 2022, boosting the population by roughly 20 per cent. The emissions intensity of the economy, which measures GHGs per dollar of gross domestic product (GDP), declined by 30 per cent in the same period. Per capita emissions stood at 24 tonnes of CO₂e in 2005 versus 18 tonnes of CO₂e in 2022.

“The decline in emissions intensity can be attributed to factors such as fuel switching, increases in efficiency, the modernization of industrial processes and structural changes in the economy,” states the executive summary to the GHG inventory report.

Carbon dioxide represented 78 per cent of Canada’s GHG mix in 2022. Other components include: methane (CH₄) at 17 per cent; nitrous oxide (N₂O) at 4 per cent; and fractions of perfluorocarbons (PFCs), hydrofluorocarbons (HFCs), sulphur hexafluoride (SF₆) and nitrogen trifluoride (NF₃) making up the remainder. “Canada’s emissions profile is similar to most industrialized countries,” the report also notes.

Space and water heating, maintenance vehicles and equipment comprise major scope one sources

Within the buildings sector, the GHG inventory report provides a breakdown of direct, or scope one, GHG emissions with separate data for commercial/institutional and residential buildings. Meanwhile, other sectors and subcategories — notably, public electricity and heat production, transportation and mining/extracting, refining and manufacturing processes — cover the buildings sector’s scope two and three emissions.

On-site energy combustion for space and water heating accounts for the vast share of the buildings sector’s GHG output. In 2022, commercial/institutional buildings emitted 35 Mt and residential buildings emitted 39 Mt from this source. Residential emissions were down by 4 Mt from the 2005 output of 43 Mt, while commercial/institutional emissions were 3 Mt higher than in 2005, largely attributed to floorspace expansion in that period.

“The 4.3 Mt (10 per cent) decrease in emissions in the residential category between 2005 and 2022 is largely driven by energy efficiency improvements, with smaller decreases due to warmer weather and reduced consumption of light fuel oil,” the inventory report states.

Looking at smaller, but growing sources of GHGs, off-road combustion vehicles and machinery for grounds-keeping, property maintenance and snow removal produced 6 Mt of emissions in the commercial/institutional buildings sector in 2022. That’s up from 4.5 Mt in 2005. Residential emissions from those sources are on the inverse trajectory, tallying 0.87Mt in 2022 versus 1.2 Mt in 2005.

In contrast, residential buildings are a greater source of emissions from biomass combustion via fireplaces, wood-burning stoves and furnaces — amounting to 3.9 Mt in 2022. “Biomass used to generate electricity is a small source of emissions in the commercial/institutional subcategory,” the inventory report observes.

Buildings are also a source of fugitive emissions leaking from the piping of gas-fired appliances such as water heaters, stoves and clothes dryers. The inventory report cites this as a combined number for the commercial/institutional and residential sectors, totaling 1.7 Mt in 2022. That’s an increase from 1.4 Mt in 2005.

The inventory report flags the changing emissions profile related to hydrofluorocarbons (HFCs) commonly used in refrigerants and blowing agents, although this is categorized as GHGs arising from industrial production and product use rather than directly attributed to the buildings sector. Releases from HFCs accounted for 10.6 Mt of emissions in 2022. That’s a 120 per cent increase from 2005, reflective of their arrival in the marketplace to replace ozone-depleting chlorofluorocarbons (CFCs) and hydrochlorofluorocarbons (HCFCs), but a drop from an 11.5 Mt peak in 2018.

The recent pullback on emissions aligns with the in-progress phase-down of HFC imports under the Kigali Amendment to the Montreal Protocol. That mandated a 10 per cent reduction in HFC imports, relative to the average net imports in 2014-2015, for the five-year period from 2019-2023. The next step of the phase-down — a 40 per cent reduction — is now in place until the end of 2028.

The GHG inventory report categorizes construction separately from buildings. For 2022, 1.6 Mt of construction emissions are attributed to on-site energy combustion, up from 1.4 Mt in 2005. However, a seemingly far greater amount is more difficult to quantify precisely since emissions from off-road vehicles and machinery for construction, mining and manufacturing are lumped together as one number. This tally was 18.6 Mt in 2002, an increase from 16.2 Mt in 2005.

Green Seal releases its 2024 Impact Report

Green Seal has released its 2024 Impact Report, highlighting the meaningful impacts the global nonprofit and the brands that partner with it achieved over the past year.

Green Seal-certified products and services meet a high standard for protecting people and the planet throughout the product’s lifecycle, from ingredients to manufacturing to packaging and disposal. The 2024 report breaks out impacts according to the core elements of a green product:

Safer chemicals: Green Seal-certified cleaning products protected 9.8 million students and teachers from toxic chemicals and asthma triggers in 2023.
Responsible sourcing: Green Seal-certified sanitary paper saves 11.7 million metric tons of carbon emissions each year due to recycled-fibre sourcing – the equivalent of taking 2.8 million cars off the road.
Manufacturing sustainability: Green Seal-certified sanitary paper, made with 100 per cent recycled fibre, reduces manufacturing water use by 30.5 billion gallons each year.
Sustainable packaging: Green Seal-certified cleaning products save 192 million pounds of plastic each year.

“Green Seal demands leadership at every stage of the product lifecycle, so shoppers trust our certification mark to help them cut through the chaos and find products that meet truly comprehensive standards,” said Doug Gatlin, CEO of Green Seal. “Our Impact Report shows how, together with our customers and consumers, we are accelerating the transition to greater safety and sustainability in our workplaces, our homes – and our collective home planet.”

The 2024 Impact Report highlights how Green Seal is raising the bar for products that are safer for people and the planet, including by establishing strict prohibitions on per- and polyfluoroalkyl substances (PFAS) and assembling industry leaders to align on meaningful sustainability leadership criteria for sustainable packaging and for sanitary paper.

The report also features case studies of companies that demonstrate leadership in their industries and adhere to Green Seal’s innovative, science-based standards.

Handwashing and commercial cleaning

With all the attention that hygiene and sanitizing have received these last few years, the importance of handwashing has been highlighted as an important way to stop the spread of germs and bacteria. Janitorial staff need to stay vigilant in prioritizing this part of their cleaning practices to improve cleanliness and keep employees and visitors safe.

A recent survey shows that 80 per cent of Americans say they are now more conscious of encountering germs in restrooms, and 95 per cent believe that washing their hands is essential to maintaining overall health. As part of their daily practices, cleaners need to highlight handwashing to help keep facilities germ-free and looking clean.

Stocked supplies

The attention that handwashing has received in recent years means that facility managers and cleaners are being scrutinized, as the most common complaints from public bathroom users include missing supplies like soap and paper towels.

These days, public washrooms must be fully stocked and monitored regularly to ensure that handwashing supplies are always available. Smart buildings can simplify this endeavour by tracking supplies and alerting staff when low levels exist, limiting waste and keeping supplies topped up and available to users.

Touchless tech

86 per cent of people think touchless handwashing is important, with 70 per cent saying they would return to a business with touchless features in their washrooms. These features help cleaners save time and limit the spread of germs by reducing contact in these high-traffic areas.

Handwashing for cleaners

Cleaners need to remember to practice regular handwashing themselves, as they work to provide hygienic workspaces. Washing hands after removing gloves, coming into contact with high-traffic areas, touching food, and handling cleaning chemicals, should top the list of instances when janitorial staff should be washing their hands most.

Handwashing is everyone’s responsibility, but public perception and expectation make it an even greater priority for business owners. Janitorial staff and cleaners need to prioritize handwashing as a way to increase sanitization and keep visitors and staff safe.

Budget Implementation Act prioritizes measures to help renters

Introduced May 3rd, Canada’s Budget Implementation Act, 2024, is a significant piece of legislation that aims to advance key housing priorities outlined in Budget 2024. The goal of the Act, according to the government, is to make the housing market fairer for renters and first-time home buyers by advancing measures that will ultimately help improve market conditions, such as introducing harsher penalties for illicit short-term rental operators and launching a $50 million short-term rental enforcement fund.

“For too long, renters and first-time home buyers haven’t been getting a level playing field,” Trudeau said. “We’re changing that. With Budget 2024, we’re cracking down on short-term rentals and foreign home buyers, giving more power to renters and first-time home buyers, and making the housing market fairer for every generation.”

Budget 2024 also includes a proposal to make rental payment history count towards Canadians’ credit scores. In other words, for tenants with a long track-record of paying their rent in full and on time, that history may be counted toward their credit score, helping them secure better mortgage rates when the time comes to buy a home.

“Our budget is about fairness for every generation, especially for Millennials and Gen Z,” said Chrystia Freeland, Deputy Prime Minister and Minister of Finance. “It is made up of real, tangible measures that are going to help more younger Canadians get those first keys of their own. We’re acting now because the cost of inaction today would be borne chiefly by younger Canadians – and we will not leave them behind.”

 For more on the federal government’s housing measures, visit: www.placetocallhome.ca.

CSLA reveals 2024 Award of Excellence winners

The Canadian Society of Landscape Architects (CSLA) announced the recipients of the 2024 Awards of Excellence. This year, 15 projects received a national award.

Sea2City Design Challenge by PWL Partnernship Landscape Architects Inc. + Mithun won a national award and was also selected for the Jury’s Award of Excellence, which is given to one project annually which best demonstrates the CSLA’s vision – of advancing the art, science, and practice of landscape architecture.

Calgary-based firm O2 Planning & Design was a multiple winner, earning a total of three awards for their projects.

These award-winning projects are preeminent examples of Canadian landscape architecture. They illustrate the range of what landscape architects do and how landscape architects are helping to reshape our communities by defining the places where we live, work, and play.

The 2024 National Award Recipients are:

Sheffield Park (Coquitlam, BC)
Space2place Design inc.

Bow to Bluff (Calgary, AB)
O2 Planning & Design

Redmond Downtown Park (Redmond, WA)
PFS Studio

Sheguiandah First Nation Community Court (Sheguiandah, ON)
ERA Architects & Emily Kewageshig

Queen’s Marque Public Realm (Halifax, NS)
Fatham Studio

Phantom Creek Estates Winery (Oliver, BC)
Bench Site Design Inc.

Grand Quai du Port de Montréal (Montreal, QC)
Nippaysage + Provencher Roy

Parc Rosemont (Montreal, QC)
Projet Paysage

The Leaf at Assiniboine Park (Winnipeg, MB)
HTFC Planning & Design

Harvie Passage Flood Damage and Repair (Calgary, AB)
O2 Planning & Design

Promenade Samuel de Champlain – Phase 3 (Quebec, QC)
Daoust Lestage Lizotte Stecker

Sainte-Thérèse Island Park Master Plan (Île Sainte-Thérèse, Varennes, QC)
Stantec

North Strathcona County Regional Park Master Plan (Sherwood Park, AB)
O2 Planning & Design

Little Forks / Petite fourche National Urban Park Proposal (Winnipeg, MB)
Jean Trottier and Ryan Coates

The Awards of Excellence ceremony will take place during the 2024 CSLA-MALA Congress in Winnipeg from May 30-June 1.

Beedie launches BUILD scholarship trades fund

Beedie Luminaries is launching a new $5.5 million trades-focused scholarship program (BUILD) for students journeying towards a career in the skilled trades.

Over the first five years of the program, the BUILD scholarship fund will assist more than 285 students. In its inaugural year, the BUILD program will select 25 students who are facing financial and other life adversities, and are wishing to pursue a rewarding career in the skilled trades. Each eligible student will receive up to $20,000 over four years – for a total commitment of up to $500,000 for the first cohort alone, including two scholarships funded by the RBC Women in Trades and Investment in Skills initiative.

The program will initially support students entering BCIT to pursue nationally designated certification programs (under the Interprovincial Standards Red Seal Program), with plans to more than double the number of recipients in the future and expand to all 15 public post-secondary institutions offering trades programs in British Columbia.

“Skilled trades offer very rewarding careers,” said Ryan Beedie, president of Beedie. “However, there is a significant shortage of skilled workers across B.C. and Canada. We believe creating the BUILD scholarship program is an important step in addressing that critical skills gap. The program also aligns with our corporate social responsibility promise of Built for Good.”

There is also a personal connection for Beedie. “This new program is very near to my heart. My father built his first home in 1945 when he was only 19 – laying the foundation for Beedie Construction, founded in 1954 (now known simply as Beedie). To launch this new endeavour during our 70th anniversary is particularly meaningful, and we are grateful to our donors and partners, including the Independent Contractors and Business Association (ICBA), BCIT and RBC for investing with us in these aspiring trades people.”

Students will receive financial support for foundation training programs, each level of training, and upon completion of the Red Seal Certification. In addition, through the partnership with the Independent Contractors and Business Association (ICBA) each student will be connected to a business for their apprenticeship, equipping them with the skills they need to launch fulfilling careers, which are in incredibly high demand.

Applications for the 2025 cohort will open in September 2024. Eligible students can enroll in any of the following construction trade roles at BCIT, which are among the top in demand in BC:

Carpenters
Electricians (construction)
Plumbers
Welders
Sheet Metal Workers

“As the largest trades trainer in Western Canada BCIT knows how in-demand certified tradespeople are in this province,” says BCIT president Dr. Jeff Zabudsky. “In the next 10 years, it’s estimated there will be almost 8,500 job openings for carpenters alone. Translate that demand across all trades, and you understand how critical these jobs are for the future of BC. The new Beedie Luminaries BUILD scholarship fund helps address a critical skills gap, while making a tangible difference in people’s lives as they launch new careers.”

Civic spaces rise to net-zero heights in Edmonton

Fire stations have always exuded a strong civic presence as a conduit for the safety and protection of citizens. Over the years, they have evolved into a much broader sense of community as cities seek to reduce greenhouse gas emissions and reach net-zero targets partially through design.

The 16,400-square-foot Windermere Fire Station is Edmonton’s first net-zero energy building. It officially opened last August in the rapidly growing southwest corner of the city. As Edmonton’s population is expected to reach two million in the future, the brand-new station will reduce response times and act as a local centre during emergency events.

Lead design architect gh3 worked alongside prime consultant S2 Architecture and PCL Construction, with a budget of $21.5 million and the city’s goal of becoming net zero by 2040. The resulting design mixes the comforts of home with the community’s safety needs in a climate-resilient space.

Pat Hanson, principal at gh3, says fire stations are an interesting type of facility in how they incorporate both industrial and residential uses. About half of the building includes a three-lane apparatus bay that houses fire trucks, a decontamination room for uniforms and gear, and emergency shower rooms.

Domestic quarters make up the other half of Station 31: dorms for firefighters, a gym, a study, and a television and games room. The building also has a dedicated space to receive donations for community drives the department supports.

An eat-in-kitchen, where occupants prepare their own meals, overlooks an outdoor barbecue patio. Double-glazed, low-e windows bring in views of the natural landscape. “It’s increasingly more important that they go back to a space that is serene and comforting,” says Hanson. “Firefighters are often first responders for terrible accidents.”

One of the key elements of designing two distinct uses is ensuring that firefighters can quickly move from the residential portion to the apparatus bay, and there are multiple entry points for that purpose.

Six side-folding bay doors through which fire trucks enter and exit take cues from the past. Most fire stations had overhead doors for about 40 years, Hanson explains. This side-folding design opens two-and-three-quarter seconds faster than an overhead door. “Even that response time is considered critical by the fire department,” she says. “They also perform a little better environmentally because they are faster and let less hot air out.”

To achieve net-zero design, a building must produce as much energy as it consumes. For Station 31, Edmonton required renewable energy equal to 1 per cent of total building energy needs, 40 per cent better energy efficiency than the National Energy Code of Canada for Buildings 2011 (NECB 2011), 40 per cent better GHG emissions than the baseline using (NECB 2011), and 80 kilowatt-hours per square meter per year for heating needs.

“One of the things we’re particularly interested in as an architectural firm is making the architecture reflective of the sustainable ambitions of the building,” says Hanson. The team was partially able to achieve this by harnessing solar energy to heat and cool the building. Solar is a very viable energy source in Edmonton as it’s one of the sunniest climates in Canada, she adds.

As the sun shines there more than 300 days per year, the roof maximizes this opportunity through a sloped, south-facing design that features 382 panels with a rated capacity of 143 kilowatts.

Due to the energy used in the residential portion of the facility, along with the continuous opening of apparatus bay doors, the solar panels had to be combined with geothermal energy to help achieve net-zero.

According to PCL, the geothermal field was created in an L shape outside the perimeter of the building with the header pipes feeding into the station. It features 35 boreholes at about 70 metres in depth, which provide energy for heating and cooling.

On the quest to reach net-zero, further attention was given to the building envelope, which features walls with an R-value of 35 (compared with a typical house wall of R-20). The roof insulation is R-50 and the underslab R-20.

The brick was selected as a natural material. “All the choices one makes about interior finishes affect the carbon footprint of the building,” says Hanson. “The masonry was a good choice for that reason.”

A woven pattern of the brick spread across the majority of the envelope also gives the building a domestic scale, she adds. The masonry also works well as a screen that wraps around the south side where the outdoor patio is situated.

Stormwater management landscape innovations were also designed for the climate-resilient, post-disaster facility. “We’re also landscape architects so we like to think about the building and site at the same time,” says Hanson. “It’s really important as we continue to try and build sustainability to consider how we manage stormwater.”

All the on-site stormwater is brought into a rain garden located at the front, a small depression on the northwest corner, and a bioswale wrapped around the parking lot on both sides of the building.

As the water is managed and moves through the soil in a more natural way, it is cleansed before going back into the city stormwater system. “I like to think about it as a working site,” says Hanson. “We’re always thinking about how the site and building are working together.”

NAIOP imposes order on CRE’s evolving vocabulary

NAIOP’s updated glossary of common commercial real estate business terms presents an expanded list reflective of an evolving vocabulary across a multidisciplinary workforce. The newly released 2024 edition features 250 standardized definitions categorized by nine different functions, including a new section related to ESG and building certifications.

Last updated in 2017, the glossary debuted in 2004 through the efforts of the NAIOP Research Foundation with input from an industry task force with representation from developers, investors, financiers, brokers and real estate associations. The 2024 edition builds on that earlier work, adding new terms and revising other definitions to align with changing construction design standards.

“If commercial real estate firms use commonly-understood terms, collaboration is easier, deals will close more quickly, and our industry can continue to evolve into a more modern marketplace,” says Marc Selvitelli, president and chief executive officer of NAIOP.

Arising from that modern marketplace, the glossary now includes terms related to cold storage, data centres, new technologies employed in warehouse/distribution space and new investment products, in addition to the 11 key definitions for ESG and building certifications. While the 250 definitions are organized by industry category, there is also a comprehensive alphabetical index of the entire list.

New RAIC advisors initiative to support architects

A new Royal Architectural Institute of Canada (RAIC) advisors initiative is designed to support Canada’s architectural community through the expert knowledge of members and colleagues.

The RAIC Advisors to Professional Practice (RAPP) will engage the knowledge and experience of subject matter experts, including architects, educators, and collaborating professionals, to guide, develop, and maintain appropriate resources to support architectural practice in Canada.

The RAPP provide insight into the evolution and challenges of architectural practice in Canada to inform advocacy initiatives and the practice advisory services offered by the RAIC with the goal of fostering excellence in the architectural profession.

The RAPP will contribute to the overall quality and reputation of Canadian architects in Canada and on the global stage.

“Our new RAIC Advisors to Professional Practice is a testament to our members’ dedication to the continuous improvement of the architectural profession in Canada,” said Jason Robbins, president of the RAIC. “These advisors are not only leaders in their fields but also passionate advocates for the advancement of Canadian architecture. They bring a wealth of knowledge, experience, and agility that will be invaluable to our members and the architectural community.”

The RAPP is designed to address a wide array of professional needs, including:

Management of Practice Queries: The RAIC has established a dedicated platform to address practice queries, providing architects with valuable insights and guidance to navigate complex industry challenges effectively.
Maintenance and Creation of Standard Agreement Documents: Efforts are underway to streamline the process of creating standard agreement documents, ensuring clarity and consistency in contracts between architects and clients, as well as architects and consultants.
Maintenance of Existing Publications: The RAIC is committed to maintaining the quality and relevance of existing publications such as the Fee Guide and CHoP (Canadian Handbook of Practice), serving as essential resources for industry professionals.

The keys to unlocking success in commercial cleaning and maintenance

The cleaning industry is thriving and is projected to grow even more in the coming years. This growth presents a significant opportunity for commercial cleaning and maintenance businesses to achieve long-term success. However, to capitalize on this growth and increase sales, these businesses must master several vital areas, including upselling, staff training, innovative pricing strategies, and customer retention strategies.

Mastering upselling techniques

Upselling is an art form that can significantly impact the success of commercial cleaning and maintenance companies. It involves identifying opportunities to provide additional services or upgrades to existing clients, increasing revenue, and enhancing customer satisfaction.

One effective upselling technique is to offer additional services that complement your core offerings. For instance, a cleaning company could upsell carpet cleaning, window cleaning, or floor waxing services to enhance their standard cleaning package. Bundling services is another strategy for combining multiple services into a comprehensive package at a discounted rate. This encourages clients to opt for a broader range of services and increases their overall satisfaction.

Value-added services are another excellent way to upsell. This could include customized cleaning plans, environmentally friendly options, or specialized services for specific industries. By demonstrating the added value of these services, businesses can justify higher prices and foster customer loyalty.

Additionally, upselling during the initial consultation is a crucial opportunity to introduce additional services and upgrades. By thoroughly understanding the client’s needs and pain points, cleaning companies can tailor their recommendations and increase the chances of securing further business.

It’s important to note that successful upselling is not about pushing unnecessary services but about offering valuable solutions that genuinely benefit clients. Commercial cleaning and maintenance companies can effectively upsell their services and grow their businesses by focusing on their needs, providing exceptional service, and building trust.

Staff training for exceptional service

Staff training is essential for exceptional customer service in the commercial cleaning and maintenance industry. A well-trained staff is more knowledgeable, efficient, and practical, increasing customer satisfaction and loyalty. A comprehensive training program should include onboarding and initial training, ongoing training, and specialized training for specific tasks or roles.

Onboarding and initial training should cover the basics of the job, such as safety protocols and customer service skills. Ongoing training should keep employees up to date on industry trends, new technologies, and best practices. Specialized training can be provided for specific tasks, such as carpet cleaning or window washing, or for specific roles, such as supervisors or managers.

In addition to formal training, it is essential to encourage continuous learning and professional development. This can be done through workshops, conferences, online courses, or simply by providing employees access to relevant resources and materials. A positive work environment is also essential for staff training and development. Happy and motivated employees are more likely to be engaged and productive and more likely to provide exceptional customer service.

Innovative pricing strategies

Value-based pricing is an innovative pricing strategy that involves setting prices based on the perceived value of the service to the customer rather than the actual cost of providing the service. This approach allows commercial cleaning and maintenance companies to charge a premium for their services and increase their profit margins. To implement value-based pricing, it is vital to understand the unique value proposition of your business and what sets it apart from the competition. You can then communicate this value to your customers and charge accordingly.

Tiered pricing plans are another effective way to implement innovative pricing strategies for success. This involves offering different levels of service at various price points. For example, a commercial cleaning company may provide a basic cleaning plan, a deluxe cleaning plan, and a premium cleaning plan. Each plan would include different services and features, and the price would increase accordingly. Tiered pricing plans allow customers to choose the level of service that best fits their needs and budget.

Special promotions or discounts for long-term contracts can also be an effective way to attract and retain customers. For example, a commercial cleaning company may offer a 10 per cent discount for customers who sign up for a one-year contract. This can be an attractive incentive for customers seeking a reliable and affordable cleaning service.

Customer retention strategies

Customer retention is the lifeblood of any successful business, and the commercial cleaning and maintenance industry is no exception. One key strategy is to offer loyalty programs, which reward customers for their continued business. This can be done through discounts, free services, or other incentives. Providing excellent customer service is another crucial element of customer retention. This includes responding to customer inquiries, handling complaints promptly and efficiently, and going the extra mile to meet customer needs.

A customer relationship management (CRM) system can also benefit customer retention. A CRM system allows businesses to track customer interactions, preferences, and history, which can be used to provide personalized marketing and communications.

The commercial cleaning and maintenance industry is experiencing a prosperous period and is expected to continue expanding. This presents a promising opportunity for commercial cleaning and maintenance businesses to achieve lasting success. To fully capitalize on this growth, businesses must master essential aspects such as lead generation, upselling, staff training, innovative pricing strategies, and customer retention strategies. Companies can position themselves for long-term prosperity and success in the thriving cleaning industry by excelling in these areas.

Aaron Grohs is the Master Franchise Owner for Anago of Austin, part of the Anago Cleaning Systems brand supporting over 1800 franchises across the U.S. and Canada. For more information about Anago of Austin, visit https://anagocleaning.com/Austin

Space and water heating, maintenance vehicles and equipment comprise major scope one sources

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