Residential builders unveil key asks ahead of federal budget

Ontario’s residential builders are hoping that the upcoming federal budget includes specific measures to address housing supply and affordability. One is to help first-time buyers purchase newly built homes instead of being priced out of their preferred markets.

Topping a 2024 federal budget submission from the Residential Construction Council of Ontario (RESCON) are recommendations to include an immediate and full rebate of the Harmonized Sales Tax for first-time homebuyers and initiatives such as limited dividend programs and tax deferral policies from the 1960s, 1970s and 1980s that encouraged re-investment by builders.

“First-time homebuyers have been disproportionately affected by the housing situation,” says RESCON President Richard Lyall. “High interest rates and increased material and labour costs, along with exorbitant taxes, fees and levies have pushed up home prices and are preventing them from entering the housing market. Major policy changes are needed in the budget to help first-time buyers.”

The submission also recommends reforming the immigration system so there are more skilled trades workers available to build homes and condos. By 2023, 2,840 construction workers in the Greater Toronto Area are set to retire, according to data from BuildForce Canada.

“Most foreign trained construction workers, especially those within the voluntary trades, do not have certifications and moreover are not required be licensed or certified to work in the voluntary trades in Ontario,” the statement reads. “These workers have specialized skills sets which are required to build residential housing that Canadians need. This includes, but is not limited to tile setting, drywall installation, concrete and drain installation, high-rise concrete forming, basement forming and finishing carpentry trades.”

RESCON is also suggesting that the feds activate surplus crown and crown agency land for residential housing and support the ability of municipalities to build the infrastructure necessary to encourage more housing construction.

“These are desperate times as sales of new homes have literally ground to a halt, yet our population continues to increase,” added Lyall. “The practical measures we are suggesting would help boost housing supply and contribute to ensuring affordability issues are addressed.”

Canada increases steel imports transparency

The Canadian Steel Producers Association welcomes the announcement that Canada will require all steel imports into the country to report where the raw steel was first produced, known as country of melt and pour.

Beginning November 5th, 2024, steel importers will be required to report this information to the Canada Border Services Agency when completing their customs declarations under Canada’s Steel Import Monitoring Program.

As Canada’s steel industry faces significant exposure to global steel excess capacity and unfair trade practices, it is a crucial development that Canada is now requiring this disclosure as a new condition on all steel imports into the country.

This requirement will increase transparency and accountability in steel trade and support the domestic industry’s quest for fairer trade in Canada. It will also better align the trade monitoring system with the country’s major trading partner, the United States and support efforts to prioritize the use of cleaner steels throughout North American supply chains. The trade remedies system will benefit from this enhancement of data collection.

Moving forward, it will be critical to Canada, and major partners, that the information collected via this new tool is regularly and consistently reported on publicly, according to the association.

As part of a phased-in approach, steel importers now have the option to begin reporting data regarding the country where raw steel was first produced. This process will ensure Canada is working with the steel industry to support an effective and smooth transition to mandatory reporting in fall 2024.

Currently, the United States is the only other country in the world that collects country of melt and pour information for steel imports.

Park & Main townhomes launching in Markham

The newest townhome community in Markham will be launching this spring. Park & Main is a development by Minto Communities, located near historic Main Street Unionville.

Eighty-one traditional townhomes, of 1,923 to 2,524 square feet will offer flex plans with up to six-bedroom options. The 38 back-to-back townhomes, ranging from 1,436 to 1,768 square feet, have three-bedroom options for all model types, including interior units.

Inside the West Coast and Tudor style exteriors, interior designs incorporate the principles of Feng Shui to promote physical and spiritual well-being.

Matt Brown, director of product development at Minto Communities, said the homes meet intergenerational needs so that Markham and Unionville evolve in a thoughtful way. “It was important for us to integrate the feedback we heard from Union Village and bring updated designs that reflect the needs of the community,” he said. “ “Minto homes are meant to be flexible and we have prioritized this in the design process. We want to ensure that units are designed efficiently while also meeting the changing needs of homeowners.”

Sustainable features and smart technologies include water-efficient fixtures, individual metering and a heat recovery ventilator system. Minto is also targeting ENERGY STAR certification. Residents will have direct access to trails and green space as the community will feature a municipally owned park. Ten minutes away the Bruce Creek connects to the Rouge River Valley.

Quebec adopts new lease transfer bill

The Quebec government has adopted a new housing bill that will restrict tenants from transferring leases and preventing landlords from increasing rents. The new law will allow landlords to reject a lease transfer for any reason, unlike previously when only serious concerns about a prospective tenant could justify a rejection. This allowed new tenants to benefit from the existing rent while preventing landlords from seeking out preferred tenants and capitalizing on the vacancy.

Though tenant associations have fought hard against the lease transfer change, calling it a “clear set-back for tenants rights” at a time when affordable housing is desperately needed in Quebec, Housing Minister France-Élaine Duranceau stood firm in her decision.

“This story of lease assignment or shopping between tenants is an obstacle to the property rights of property owners,” she argued last June when Bill 31 was first proposed. “The landlord owns the building, they invested in it and took the risks, and it should be up to them to decide who lives there.”

Meanwhile, liberal housing critic Virginie Dufour said in a statement that the new law missed an opportunity to address the province’s housing crisis and could lead to abuses by landlords. But proponents of the bill argue that measures have been added to limit abusive evictions; for instance, if a tenant receives an eviction notice and does not respond by the deadline, they will be deemed to have declined it by default. It will then be up to the owner to demonstrate that the request for eviction meets the criteria.

According to the Tribunal administratif du logement website, “The law allows the landlord of a dwelling to evict the tenant in order to subdivide, substantially enlarge or change the use of this dwelling.” It will also oblige a landlord who evicts a tenant to compensate up to one month’s rent per year of continuous residence in the dwelling, up to a maximum of 24 months.

For more information visit: Tribunal administratif du logement (gouv.qc.ca)

RAIC names 2024 Gold Medal recipient

The Royal Architectural Institute of Canada (RAIC) announced the Honorable Justice Murray Sinclair will be the recipient of the 2024 RAIC Gold Medal. The award is the highest honour given for a significant and lasting contribution to Canadian architecture, recognizing excellence in design, research, and education, as well as expertise, public presence, sustainability, social justice, and commitment to future architects.

Justice Murray Sinclair was the chair of Canada’s Indian Residential Schools Truth and Reconciliation Commission, a role that exposed historical injustices and systemic structures treating Indigenous people as less than human. His unwavering dedication and leadership in promoting truth and reconciliation, dismantling colonial relationships, and advocating for the rights of Canada’s founding peoples are unmatched. This work has had a fundamental impact on the Canadian architectural landscape, both presently and in the future.

Justice Sinclair was called to the bench in 1988, becoming Manitoba’s first, and Canada’s second, Indigenous judge. In the same year, he served alongside the Associate Chief Justice as Co-commissioner of the Public Inquiry into the Administration of Justice and Aboriginal Peoples of Manitoba. In 1995, Justice Sinclair was appointed to the Court of Queen’s Bench, where he continued to lead high-profile court proceedings and the institution of restorative justice processes throughout the province.

Alongside his involvement in law, Justice Sinclair taught courses at the University of Manitoba and served as an adjunct professor in the Faculty of Graduate Studies. He has been invited to share legal expertise across Canada and at prestigious academic institutions such as Cambridge University, Yale University, and Harvard Law School, as well as numerous professional organizations, including the Canadian Association of Provincial Court Judges and the National Judicial Institute.

He has received 14 honorary degrees, as well as been presented with honorary diplomas from multiple Colleges and dozens of Indigenous and non-Indigenous organizations.

“The RAIC acknowledges the profound connection of Canada’s colonial history and its impact on First Nations. To promote reconciliation, the RAIC instituted the Indigenous Task Force in 2016 and the Truth & Reconciliation Task Force in 2020. Honoring Murray Sinclair with the 2024 RAIC Gold Medal reflects the profession’s recognition of architecture’s transformative power in promoting reconciliation, social justice, and a more inclusive built environment,” said Jason Robbins, president, RAIC.

International Repetitive Strain Injury Awareness Day set for February 29

The Canadian Centre for Occupational Health and Safety (CCOHS) is asking organizations to be mindful of one of the leading causes of workplace injuries as International Repetitive Strain Injury Awareness Day approaches.

Set for February 29, the occasion raises awareness of RSI, an umbrella term used for a range of injuries to the musculoskeletal or nervous systems.

Work that requires the continual repetition of movements, such as lifting, typing, or twisting, can potentially lead to an RSI, such as carpal tunnel syndrome, tendinitis, bursitis, and other disorders.

These injuries develop slowly over time and can be painful and debilitating, affecting the tendons, muscles, nerves, and joints in the back, shoulder, neck, hands, arms, and other parts of the body. As well as a worker’s ability to perform duties, they can impact mental wellness and quality of life.

There were 10,211 accepted lost-time injuries due to musculoskeletal system and connective tissue diseases and disorders in Canada in 2022 (up 2.5 per cent from 2021), according to the Association of Workers’ Compensation Boards of Canada National Work Injury, Disease and Fatality Statistics report.

CCOHS says many repetitive strain injuries can be prevented by implementing the following measures:

Eliminating repetitive work: structure jobs so workers can rotate through different tasks using different muscle groups. Mechanize certain tasks, where possible;
Encourage workers to take short, frequent rest breaks;
Improving workstation design: create workstations that fit the worker, and allow for standing, sitting, or sitting-standing positions. Provide appropriate tools and equipment to reduce the force needed to complete tasks and to avoid muscle strain or awkward postures or positions; and
Providing education and training: train workers on the causes, how to best prevent these injuries, and how to recognize early signs and symptoms.

More free resources are available here.

Hyatt assigns new leadership in the Americas

Susan Santiago has been named president of the Canada and United States sub-region with Hyatt Hotels Corporation. The appointment is in sync with the global hospitality company’s new corporate structure for the Americas, which also establishes a separate sub-region for Latin America and the Caribbean.

“Our new Americas structure enables us to further support our hotel teams and owners in more customized, regionalized ways,” says Pete Sears, Hyatt’s group president for the Americas. “This is designed to help us continue driving strong results through intentional and sustainable growth for the region.”

Santiago brings 32 years of company experience to her new role, after most recently serving as senior vice president of Hyatt’s lifestyle division and Miraval brand. She’s now tasked with overseeing Hyatt’s owned and managed portfolio in Canada and U.S.. In the parallel Americas’ leadership position, Gabriel Felip, formerly group president for Hyatt’s Inclusive Collection brand, takes helm of the Latin America and Caribbean sub-region

As of December 2023, Hyatt’s portfolio includes more than 1,300 hotels and inclusive resorts located in 77 countries worldwide, marketed under nearly 30 brands. The publicly traded company reports a 17 per cent year-over-year increase in revenue per available room (RevPAR) for 2023 and a historic USD $800 million in cash flow from operations for the year. Hyatt returned USD $500 million to shareholders last year through dividends and share repurchases.

Canada far from meeting accessibility goals

Canada still has a long way to go to become barrier-free within the next 15 years, and federally-regulated organizations will need to prioritize specific actions that advance accessibility and disability inclusion to attain goals under the Accessible Canada Act (ACA), according to a new report released last week.

The federal report, compiled by Canada’s Chief Accessibility Officer, Stephanie Cadieux, offers the most comprehensive understanding to date of the progress being made under the ACA, which came into effect in 2019. It says that collective efforts to attain a barrier-free country by the 2040 deadline include more regulations, dedicated accessibility funding, better data and mandatory accessibility education and training for all employees working in the public sector and in federally regulated industries.

“In Canada, eight million Canadians aged 15 and over live with a disability, says Cadieux. “Worldwide, people with disabilities are the largest minority group, and the only group that anyone can become a part of at any time. It is not a niche issue. It affects us all.”

The ACA covers seven priority areas, including the built environment, which have shown progress during the past fews years. But there is an urgent need for more regulations so that legal and policy commitments for accessibility are consistently met. Cadieux says she has spoken with many people who desire clarity on how to identify, remove and prevent barriers, which regulations can provide. As it stands, there exists only one legal obligation, with a second in development on information and communications technology.

Dedicated accessibility funding is another pressing need. Cadieux says removing barriers is regularly viewed as an optional or short-term investment. “I’m concerned that such decisions may be based on misperceptions about the cost of accessibility, how disability inclusion benefits only a few, or the amount of effort required to make change,” she says.

Without such funding, organizations face losing expertise and talent in their workplaces, having to retrofit built environments, and resolving complaints or legal challenges when services, programs and information remain inaccessible.

Lack of data is another flagged oversight, which can exclude analysis from persons with disabilities. Meanwhile, organizations often group those specific experiences with other diversity and equity groups.

Although more action is required to raise awareness, the report also shares efforts being made across government and federally regulated sectors. For example, persons with disabilities are being included in emergency response procedures. TELUS Communications has developed an evacuation plan specific to each individual employee who discloses a disability in an emergency response information form. These plans are reviewed regularly and shared with the employee’s manager and safety personnel.

The document notes how the government will continue to collect information through studies, research and organizations to monitor progress and build the case for accessibility.

The team will also work closely with Employment and Social Development Canada, which is responsible for the Federal Data and Measurement Strategy for Accessibility (2022-2027). “In collaboration with Statistics Canada, they have developed a publicly available accessibility data hub to share data related to accessibility at the national level,” the report states. “They are also defining ways to measure progress for each priority area under the Act.”

“No one organization or nation has yet gotten accessibility all right or all wrong,” says Cadieux. “That’s why consistent collaboration and the sharing of best practices, challenges, solutions, and lessons learned is so important to embedding accessibility into the way we live and work.

“It’s important to remember that no one is better positioned to provide this information than people with disabilities themselves and it is critical that they be consulted from the outset of any initiative and all along the way.”

B.C. celebrates transportation consulting engineers

Consulting engineers have been honoured for their work to improve transportation in British Columbia, from rehabilitating a 100-year-old bridge in Terrace to building back better a critical piece of Vancouver Island highway.

The winners were announced at the B.C. Transportation Conference for the Association of Consulting Engineering Companies – British Columbia (ACEC-BC).

The B.C. Transportation Consulting Engineers Awards recognizes technical excellence in consulting engineer services provided to improve B.C.’s transportation infrastructure.

The winners were:

Design and contract preparation – structures
Thurber Engineering Ltd. and McElhanney Ltd.

Thurber and McElhanney won for their contribution to fixing a wall that collapsed on Highway 1’s Malahat Tunnel Hill during the November 2021 floods. Temporary repairs led to the reopening of Highway 1 within 18 hours, with continuous two-way traffic four days later. To permanently re-establish a roadway on a steep, unstable slope, the companies designed a new 100-metre-long retaining wall to create better drainage for future extreme weather. Their work also kept traffic moving on this primary route for 35,000 daily commuters.

Design and contract preparation – roads
R.F. Binnie & Associates

For improving a road section with local, Indigenous help, R.F. Binnie & Associates won the design and contract preparation award for roads. In April 2018, high waters from Narcosli Creek washed away sections of West Fraser Road, 17 kilometres south of Quesnel. The spring freshet in 2020 caused further damage and reactivated historical slides, which severed five locations on the road, creating a 45-kilometre gravel detour. On time and budget, the contractors realigned a 5.5-kilometre stretch of road through challenging mountainous landscapes, including a 124-metre bridge that crossed the creek. Binnie worked with local Indigenous groups and contractors to create a safer, more climate-resilient road, with wider lanes and shoulders, and roadside barriers.

Alternate transportation
AECOM Canada Architects Ltd

Designing a replacement for Skytrain station escalators dating back to 1986 led AECOM Canada Architects Ltd to win the alternate transportation award. The 44 escalators in the Expo line’s original 17 stations were near the end of their service life, with the newest escalators installed in 1990. AECOM’s work aimed to prevent mechanical issues and long-term shutdowns and led to significantly enhanced safety and usability. During the upgrades, the firm created a system to maintain smooth pedestrian traffic flow for thousands of daily transit users.

Construction management and supervision services
WSP Canada Inc.

When the work giving new life to this 1925-built bridge became significantly more complex than expected, WSP worked with its partners to increase the project’s scope. The contractors were able to open the bridge three months ahead of schedule, allowing it to serve the community during peak summer traffic. WSP’s approach to sustainable practices also preserved the natural habitat and upheld the bridge’s status for traditional First Nations activities.

Specialized engineering services
Urban Systems Ltd.

Replacing a decommissioned facility in B.C.’s northwest region where vital trade corridors intersect, the new building features improved technology, a new weigh scale and a covered truck inspection station. Overnight parking and features for active transportation and pedestrians help make the new facility more people friendly, and contractors completed the project ahead of schedule.

Safety first

Winter poses a risk of slips, trips, and falls at your facility, but what happens when spring arrives? Early spring conditions mean messy weather and fluctuating temperatures, causing ice and snow to melt and re-freeze dangerously. With this freeze-thaw cycle and the increased precipitation, safety plays a crucial role in your indoor and outdoor spring maintenance plan.

Studies show that slips and falls account for over one million emergency room visits per year, making up 12 per cent of the falls that happen – and 67 per cent of those falls are a result of slipping. A safety-first approach helps maintenance managers protect employees and visitors while protecting their business. “As the weather changes, ask yourself what you can do throughout your property to reduce the risks and keep people safe,” advises Jordan Bloomberg, president of No Skidding Products Inc.

Bloomberg recommends assessing your building inside and out weekly as a way to stay on top of all possible risks, increasing the frequency as weather dictates. Along with monitoring the conditions and hazards throughout your property, take a proactive approach with preventative maintenance to keep visitors and staff safe when they visit your facility.

Outside your building

There are several areas to pay attention to when looking for potential slip-and-fall sites on your property. When the snow melts and the ground is exposed, cracks and uneven surfaces created during the winter months in the parking lot, on walkways, and on sidewalks can be areas of concern. Identify these areas to be repaired when the weather permits and install signage to warn traffic of potential tripping hazards.

Also, the melting snow can add a significant amount of water to the lot, so if your drains are not working properly or are blocked, there is a risk of standing water that could re-freeze overnight. Assess your drains to confirm that they are clear and in working order throughout the season.

RELATED: The facts about ice melt

While the weather is unpredictable and temperatures fluctuate in the early days of spring, keep your shovel and ice melter close by, as you may still need to address the occasional snowfall and slippery walkways.

Staying on top of outdoor areas that need attention, being vigilant with appropriate signage, and providing as much lighting as possible will help you keep these areas dry, safe, and maintained through the spring.

Inside your building

As rain mixes with snow, slushy slippery surfaces are created, getting tracked through the building and causing a slipping hazard on concrete, hardwood, and tile flooring. Pay special attention to the front entrance, as it is a high-traffic area with a constant flow of people bringing in the elements. Mitigate the risks with proper matting to keep the entrances dry and clean, and minimize the water and dirt travelling through your whole building. Maintain these mats, replacing them as soon as they begin to ripple, fray or curl, as tripping can become a danger.

For areas not matted, an anti-slip treatment might provide a solution for better grip and traction at the front door. In this case, a clear, odourless chemical treatment is applied to the floor for enhanced grip and traction. These treatments mean less maintenance, lasting up to 3 years, and help mitigate risks by increasing the coefficient of friction and slip resistance when the surface gets wet.

Stairs and stairwells pose a concern, as they can become out-of-sight, out-of-mind, staying wet and posing a risk to stair traffic. To keep these areas dry and safe, decide on the best course of action for your space. Consider whether adding a strip of safety tape would make it slip-resistant enough. Or, you may need to add an anti-slip coating with grip to create a high-profile surface. A more permanent solution might mean installing fibreglass stair treads or covers over your existing stairs, or on the nosing. For carpeted stairs, monitor the condition to ensure that any frayed, ripped, or loose carpet is repaired or replaced, free from wet areas, and clear of any obstacles.

Ramps or changes in elevation (inside or outside), including accessibility ramps, parking garages, loading docks, and more, can become a hazard as the elevation changes. “When evaluating these areas for risk assessment, consider the fact that these ramps are commonly being used by people with mobility issues, so they do require an extra degree of care,” says Bloomberg. Pay special attention to these areas, ensuring they remain in good condition, are maintained regularly, and stay obstacle-free.

Spring brings additional rainfall, freeze-thaw cycling, and uneven surfaces created during the winter, heightening the risk of slips, trips, and falls on your property. Perform regular assessments, choose solutions that work for your building, and keep heightened areas of concern at the forefront for a safety-first approach to maintenance this spring.

Ontario instructs LDCs on EV grid connections

Ontario is adopting standardized protocol for connecting electric vehicle (EV) charging facilities to the power grid at commercial and multifamily buildings and other publicly accessible locations. Newly finalized instructions from the Ontario Energy Board (OEB) give the province’s 58 local distribution companies (LDCs) until late May to get the required procedures and documentation in place.

Those will apply in scenarios where the existing electrical capacity and associated equipment must be upgraded to accommodate EV chargers. The protocol outlines steps and timelines for various stages of a project from preliminary consultation to the agreement and execution of the work, including clarification of customers’ and LDCs’ responsibilities and processes for securing contractors, calculating costs and conveying payment.

Of interest to building owners, the new EV connection protocol introduces an optional free consultation defined as “a high-level assessment” of electrical capacity and complexities for connecting chargers. Interested parties will be able to use online forms on LDCs’ websites to submit initially required information and request this preliminary evaluation. Provided the request form is complete, LDCs will have 15 calendar days to respond and, if requested, must meet to discuss the findings at no cost to the customer.

“The purpose of the preliminary consultation is to provide high-level connection feasibility information to a customer who has uncertainties regarding site selection for the EVSE (electric vehicle supply equipment), or those who are unsure about committing to EVSE installations. If a customer has already decided on a specific location for the EVSE, the preliminary consultation may provide limited benefits and requesting a preliminary consultation may extend the overall connection process,” the OEB’s protocol guide states.

Landlords, property managers or condominium corporations in the latter category may choose to begin with a direct request for connection — a process that is also to be facilitated through online forms on LDCs’ websites. Petitioners can expect a response from the LDC within a maximum of 15 days to either confirm that their request is complete or specify what further information is required. LDCs will be mandated to provide a formal offer to connect (OTC) no later than 60 days after a complete request has been submitted.

The new connection protocol also stipulates standard information to be contained in the OTC. Once accepted, it decrees “the distributor shall promptly work with the customer to complete the project and connect the EVSE” including “appropriate levels of communication” throughout all stages. LDCs may choose to allow customers to seek alternative bids for some components of the connection work, with the parameters for doing so set out in the OTC.

Once completed in keeping with prescribed service conditions, low-voltage chargers are to be connected within five business days and high-voltage chargers must be connected within no more than 10 business days. Again, those service conditions are to be revealed in the OTC.

The OEB is providing LDCs with templates for the standardized documents associated with the new protocol, and notes that it aligns with load connection processes that are already established in the Distribution System Code. “The OEB is of the view that three months will provide sufficient time for distributors to be prepared,” it states in its announcement of the new rules.

What’s on the horizon for smart restroom solutions?

Smart restroom technology is now well into its early adoption phase, and more and more facilities are leaning into the opportunity to leverage data to improve their customer experience and optimize their cleaning program. As each new customer ultimately achieves successful deployment, additional facilities in various segments are buying into the value proposition.

RELATED: Navigating the new norm

At the same time, based on how each facility and segment is using the technology and applying the data, equipment manufacturers and technology providers are gleaning important insights into key areas of restless discontent impacting facilities. Those insights are informing a number of innovations, business decisions, and trends that will drive higher-stakes customer benefits in the coming three to five years. There are a few themes that are gaining traction in the marketplace:

Smart will become smarter

The greatest output of smart restroom technology is the sheer breadth and depth of data it generates. This data helps facilities pinpoint maintenance inefficiencies, recognize product waste, understand traffic patterns, mitigate product outages, and otherwise elevate and optimize cleaning and maintenance operations.

Generative AI’s greatest output is insight into data. In the case of smart restroom solutions, GenAI will make them even smarter by delivering more accurate, robust, and actionable insights faster than any human or any existing technology ever could. In so doing, GenAI will help the next generation of smart buildings achieve unprecedented adaptability, predictiveness, and responsiveness.

According to research, the global AI market grew from $428 billion in 2022 to $515 billion in 2023. And it is expected to reach nearly $2 trillion by 2030. These numbers indicate that this is a transformative, disruptive technology that businesses of all shapes and sizes will need to leverage in the near future to remain competitive. For their part, smart restroom suppliers are already in deep learning mode, and customers will begin to reap the rewards of this learning in the not-too-distant future.

Suppliers will bundle

Product and service bundling is a well-known approach to reducing purchasing complexity and improving the customer journey. Cable companies add on internet and mobile plans, car repair shops offer service packages like tire rotation with an oil change, and even fast-food restaurants offer meal deals. Now, bundling is making its way into the smart restroom sector.

Already, several major technology innovators have forged formal partnerships with leading smart dispenser manufacturers. This preferred partner approach gives customers the option of bundling the three most vital components of a smart restroom solution – the network, the smart dispensers, and the software. This simplifies the purchasing process for facilities as well as the implementation, deployment, and day-to-day management of the solution.

Whether it’s through partnerships, consolidation, mergers, or acquisitions, bundling will become much more prevalent among smart building suppliers as they work to drive the adoption of their solutions.

Everything will be simplified

Technology has a way of being more complicated than it needs to be, often compromising being user-friendly in its quest to offer the most choice or the most features and functions. As an example, a 2019 article on this topic made mention of a cell phone with 16 cameras.

It shouldn’t come as a surprise, then, that smart restroom solutions aren’t immune from this over-complication. As already noted, the ecosystem itself can feel overwhelming. But the design and installation process, too, can seem overly elaborate, the number of needed components can look excessive, and many solutions offer what could be viewed as undervalued feature sets. There’s ample room and a clear need for simplification.

Bundling and GenAI are part and parcel of simplifying smart restroom solutions and their adoption. Bundling, by bringing together preferred suppliers and solutions to make the technology easier to adopt and GenAI, by interpreting solution data and quickly identifying opportunities for improved customer ROI.

The industry is also pursuing a number of additional paths to simplification. One avenue is optimizing inter-operability, which is what makes a solution compatible with and able to exchange data with other smart building systems, like HVAC, lighting, and security. It’s the software equivalent of playing nice in the sandbox. Another is eliminating unnecessary, undervalued, and unused features so they don’t interfere with or delay access to more meaningful features. Yet another is assigning dedicated on-site customer success managers who will run interference and provide ongoing guidance and support from solution design well into deployment.

As technology continues to evolve, the future looks bright for smart restroom solutions.

John Strom is Vice President and General Manager of Innovation at GP PRO, a division of Georgia-Pacific. In this position, John leads the team responsible for all aspects of the company’s KOLO™ Smart Monitoring System, an award-winning open platform smart restroom solution. To learn more about GP PRO and its smart restroom solutions, visit www.gppro.com.

How AI can help facility management

None of us have been able to escape recent news articles on artificial intelligence (AI): how it will change our future, help reduce our workloads, better organize our buildings, homes and even our lives.

There are advantages and practical applications in facilities management that entail examining potential contributions, our capacity for enhancement, and optimizing the overall efficiency of facility operations.

AI refers to computer systems or machines that are programmed to think and learn like humans. It involves creating software or algorithms that can analyze and understand vast amounts of data, make decisions, and solve problems. AI can also collect data through sensors, building management systems, and maintenance data records. Its capability could be summarized as, “Like Google, but part of your internal operations.”

Begin now to integrate AI into FM operations. Here are some of the benefits:

Insights and analysis on base data for the facility;
Day-to-day records of building energy consumption to optimize heating, cooling and lighting based on existing occupancy patterns and weather forecasts;
Occupancy data to optimize workflow patterns and space design, allocation, and room booking systems;
Maintenance logs to help with staffing and create maintenance checklists for best practices;
Use of historical data, along with occupancy data, setting best frequency for repair and maintenance;
Preventative maintenance strategies, offering conclusions on when equipment failure, related to wear and tear, is imminent;
Inventory and vendor streamlining predictions for product restocking and consumption;
Efficient cost solutions to manage many buildings at once;
Emergency response and building security. Help with evacuation (i.e. where is safest spot/exit door); and
Format and visualize data, create reports and presentations.

The toughest job of integrating AI into daily work life may be getting the FM team on board. Here are some ideas for the best path forward:

Create a step-by-step plan for gradual AI integration into FM operations;
Set realistic goals and expectations for AI implementation;
Address concerns and skepticism among FMs. Offer them reassurance that AI is a tool to enhance facility performance by saving human time and using existing data;
Work together; make it a collaborative approach;
Provide training and education on AI; and
Work closely with the IT department for internal application development, training, and FM integration.

This may all seem overwhelming at first. Start slowly to set up guidelines for your team by using ChatGPT or Google AutoML. There are numerous online resources, including courses, books, podcasts, and blogs all readily available to help FMs learn AI fundamentals.

The IT department will help select the best programs available to service needs, such as Google Colab, Replit, and MindStudio. These are great tools for quick-test experiments. You can also join online communities, attend tutorials and seminars, and seek mentorship to embrace learning opportunities.

AI applications should be continuously monitored to ensure they perform as expected. As AI relies heavily on data, ensure there is access to relevant and high-quality data. AI programs are not human experts, so AI-generated responses should always be verified.

Do stay informed about the latest trends by engaging with industry publications, attending relevant conferences, and professional development.

Effective AI implementation demands a strategic long-term approach, necessitating collaborative efforts across a company, a willingness to adapt and assimilate insights from AI, and collaboration with the IT department. AI will create a path to continuous innovation for improved facility operations.

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.

Construction underway on Vienna House

Construction is underway on the seven-storey, 123-unit Vienna House project in Vancouver, creating affordable and sustainable homes for individuals, seniors, people living with disabilities, and families.

“This affordable-housing project is providing individuals and families with 123 safe and environmentally responsive homes, so people can stay in the community they know,” said Ravi Kahlon, Minister of Housing. “Our Homes for People action plan is all about increasing housing supply faster, so everyone can find a home that suits their needs, and it is partner projects like this that are helping us reach our housing goals.”

The project at 2001 Stainsbury Ave. is the result of a partnership between BC Housing, City of Vancouver and More than a Roof Housing Society. Vienna House will combine shelter, low- income and market rentals to provide a mix of housing options, including 29 studio units, 37 one-bedroom units, 35 two-bedroom units, 16 three-bedroom units and six four-bedroom units.

Ten per cent of the units will be accessible for people living with disabilities and all units will be adaptable.

Vienna House is a partnership between the cities of Vancouver and Vienna, Austria, and includes a research agreement with University of British Columbia (UBC). The cities and researchers are collaborating to make innovations in the sustainable design of affordable housing.

Vienna House will achieve significant sustainability goals. Using mass timber and prefabricated wall, floor and ceiling components will reduce emissions during construction, store carbon and contribute to diverting 75 per cent of construction waste from landfills.

Achieving Passive House certification will represent an annual energy-use reduction of approximately 52 per cent. Using electric appliances and hot water will reduce greenhouse gas emissions by nearly 90 per cent. Research partners at UBC will build a digital twin of the building to test and optimize components and systems, such as passive airflow.

“Vienna House embodies our commitment to innovative, sustainable solutions in tackling Vancouver’s housing affordability crisis,” said Ken Sim, mayor of Vancouver. “Through strong partnerships and a focus on energy-efficient design, we’re not just building homes, but shaping a future where affordable living is a reality for all Vancouverites.”

Construction is expected to be complete by fall 2025. More than a Roof Housing Society will own and operate the building on a 60-year lease from the City of Vancouver.

Art at the heart of FourFifty The Well

There’s been plenty of buzz around ‘FourFifty The Well’ since the project began construction in November 2020. Featuring 592 purpose-built rental units, the 46-storey apartment tower, developed and owned by RioCan Living and managed by Rhapsody, is one of the marquee rental properties at the 7.7-acre mixed-use neighbourhood known as ‘The Well’ in downtown Toronto. Newly open to residents, the high-end property provides around-the-clock service, an abundance of amenities, and an “arts and culture-first design” that distinguishes it from other rental developments.

“At The Well, the idea of livability is real, with easy access to everything that Toronto demands, expects and deserves—transit, culture, wellness, sustainability, diverse food options, inspiring workplaces and curated entertainment,” says Catherine Salib, spokesperson for RioCan Living. “FourFifty The Well sets a remarkable standard of modernity and timeless elegance, both with its distinctive design and architectural brilliance.”

From its dramatic curb appeal to its sophisticated art-centric interior, RioCan Living has created a unique experience within the rental space with features more commonly associated with condominiums and luxury hotels. One of the distinguishing characteristics of the building is its thoughtful interior design that uses an elevated neutral base punctuated with jewel-toned furniture pieces, organic shapes, and layers of texture. According to Salib, the furniture and accessories were curated with the building’s future young professionals in mind.

Complementing these features is a meticulously curated art program featuring 52 works of art by 34 local artists dispersed throughout the common areas. Unlike most residential buildings where artwork is often an afterthought, FourFifty The Well was designed with art and culture at the forefront. RioCan Living carefully selected all 52 works of art to give the property a unique character and inform the interior design. Artwork selections range from playful to provoking and are expressed in a variety of materials and styles—from dyed silk and stained glass to vibrant oil paintings, photographs, and digital collages.

“The project’s focus on art and culture was brought to life through our art collection,” Salib says. “The pieces are featured throughout the amenity spaces and successfully weave a cultural fabric inherent to the project and the neighbourhood throughout the common areas.”

Blending classic and contemporary architecture

In the lobby, a distinctive lighting fixture highlights the soaring 16-foot-high ceiling, and the monochromatic finishes accentuate the marble and limestone used throughout the space. The sitting area features vibrant jewel-toned bistro tables and chairs, providing the perfect place for residents to relax and chat, or wait for an Uber before a night out.

Exterior-wise, FourFifty The Well embodies a harmonious blend of classic and contemporary architecture. The building boasts a “European flare” at its base, and the tower incorporates geometric detailing in its balconies.

“The elegant, staggered exterior design provides exceptional views facing south towards the lake or north overlooking the city,” Salib says. “This purpose-built residential building stands out for pedestrians crossing the bridges over the railway tracks, strolling along Front Street, or exploring the broader King West neighbourhood.”

In addition, the building offers several high-end amenities on top of what’s already available throughout the greater mixed-use community. While the 7th floor is home to a billiards room, café, coworking space, kitchen and dining area, and a wraparound outdoor terrace with a dog run, the 46^th floor is equipped with a state-of-the-art fitness centre, offering a mix of top-tier equipment for cardio and strength training alongside stunning views of the lake.

For more info, visit livingatfourfifty.com

Smart buildings mean smarter facility management

Smart buildings are continually on the rise, with most facility and maintenance managers seeing the value in accessing the data that comes with this technology. However, while 90 per cent of managers feel that technology will improve operations, only 17 per cent of managers have installed those tools. So, even though the technology works and helps improve performance and efficiency in theory, it has yet to be adopted by many building and maintenance managers.

Let’s look at the practical ways that having a smart building can help improve your business.

The term “smart building” refers to the use of a wide array of interconnected technology to improve efficiency, sustainability, and productivity in your building. This can include everything from building management systems (BMS) to the internet of things (IoT) to AI to integrated workplace management systems (IWMS) and more. There are so many ways you can incorporate a smart strategy to improve the function of your building.

Access to information

One of the biggest advantages that smart technology can provide is access to data. Analyzing traffic insights, operational systems, energy usage, and so much more allows you to make business decisions that make sense to optimize service, efficiency, and productivity. Using the data to automate decision-making, predict equipment behaviour and failure, and better manage labour saves you the time and money to better run your business. Today’s tools can even help you improve inventory control and supply chain management with faster tracking and location data, so delays can be minimized and operations continue to run smoothly.

Increased sustainability

Technology can make sustainability and reaching ESG goals easier by monitoring and managing energy use more efficiently. Tools like sensors can help provide data to show where there are opportunities for improvement, and mobile access makes adjusting controls simple. As well, AI can be used to help develop more sustainable practices and products. Companies like Nike are using technology to create more sustainable materials, lowering their carbon footprint, and connecting with their customers.

Employee satisfaction

Company culture is a hot topic these days, as all types of industries work to get people back to the office. 70 per cent of people said that they would leave their jobs for a company with better technology, so staying ahead of the curve can give you a competitive labour advantage. In addition, using smart technology to simplify tasks and lessen workload means less burnout, minimized turnover, and a happier, more productive workplace overall.

Smart buildings makes sense, and while it may seem daunting to implement a complete overhaul, taking steps to modernize your infrastructure can boost efficiency, better your green initiatives, lead to increased employee retention, and save you time and money.

BC launches BC Builds to amp up housing construction

The Province of BC has launched BC Builds, a new initiative to help lower construction costs, speed up timelines, and deliver more affordable homes to middle-income people. The new initiative will leverage government, community and non-profit owned and underused land with $2 billion in low-cost financing and a commitment of $950 million for the overall program.

“Anyone looking for a place to live knows how hard it is – even if you make a decent salary there are not enough rental homes people can afford,” said Premier David Eby. “The private sector alone has not been able to deliver the homes middle-class people in B.C. need. That’s why we’re taking action through BC Builds to deliver lower-cost middle-income homes, faster, so the people who keep our communities working – like teachers, nurses, and construction workers – can find homes they can afford in the communities they love.”

Inflation, high interest rates, and the high cost of land and construction have driven up costs and rent in B.C., resulting in too many homes being out of reach for middle-income earners. The new initiative is designed to “deliver through challenging market conditions” to bring down building costs, get more projects started, and build more homes that fit into middle-income budgets, with rental housing being the priority.

“Too many middle-class families are struggling to find a place to live that they can afford, and that’s holding people and our economy back,” said Ravi Kahlon, Minister of Housing. “BC Builds is designed to meet this moment, overcome challenging market conditions, and deliver lower-cost rental homes for the people who deliver the services we rely on, and drive our economy forward – so they can build good lives here and thrive.”

BC Builds works in partnership with non-profits, local governments, First Nations and the development sector to identify available underused land, provide financing and funding, and deliver projects that create more homes and help bring costs more in line with what middle-income households earn.

Additional program details:

At least 20% of all BC Builds homes will have rents that are at least 20% below market rate for projects in partnership with non-profits and First Nations.
All BC Builds units have a target of middle-income households spending no more than approximately 30% of their income on rent.
The rents for BC Builds will not exceed market rent for that community, and will in many cases be below.
All households living in BC Builds homes are income tested at move-in.
The income levels vary by community, so homes are within reach for that community’s middle-income households.
BC Builds projects aim to deliver more two-, three- and four-bedroom homes, as many as possible with below-market rents.
Projects owned and operated by non-profit providers mean rents will remain low over time, creating more affordability.
BC Builds uses lower government borrowing rates to offer lower-cost financing and grants to bring down construction costs. The program also works with municipalities, landowners, residential builders and housing operators to move projects from concept to construction within 12 to 18 months, compared to the current of average of three to five years.

Find out more here: BC Builds will deliver more lower-cost, middle-income rental homes faster | BC Gov News

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