Brampton sportsplex getting $10-mil zero-carbon makeover

The federal government is giving a 30-year-old multi-purpose sportsplex in Brampton, Ontario, $10 million to transform into a zero-carbon facility. The investment comes from the Green Municipal Fund’s (GMF) Community Buildings Retrofit (CBR) initiative.

Retrofits for the Susan Fennell Sportsplex will electrify the facility’s gas-powered equipment, including boilers and ice resurfacers, install a geothermal system, as well as upgrade the ice rink refrigeration plants, air handling units, heat pumps, lighting, and other systems.

A combination of energy efficiency upgrades, renewable energy measures and carbon offers, will help Brampton create a model for other recreational facilities as part of its long-term goal towards Zero Carbon transition.

The upgrades are expected to reduce operating costs and carbon emissions by 91 per cent annually, with the remaining 9 per cent savings achieved through carbon offsets. The reductions equal about 550 cars taken off the road for one year, or 30,000 trees grown for 10 years.

Many regions to see softened housing market in fall

Young homebuyers intent on purchasing their first residence are having second thoughts as affordable housing gets tricky to find and the key interest rate sits at 5 per cent.

According to a Leger survey, commissioned by RE/MAX Canada as part of its 2023 Fall Housing Market Outlook Report, more than half of Gen Zs (55 per cent), and nearly half of Millennials (49 per cent) are rethinking their housing plans.

While the Bank of Canada decided against another rate hike on September 6, that’s not to say further hikes won’t follow. Data from the report shows that younger Canadians are more likely to rely on BoC interest rate announcements to assess the best time to buy or sell.

Overall, 33 per cent of Canadians who wish to buy and/or sell in the next 12 months will wait and see how interest rate changes play out before buying. For more than half, further interest rate hikes this year will not change their financial situation or impact their plans to buy or sell.

Contributors to the report expect the average home sale price in Canada to remain unchanged between now and the end of 2023. “If the fall market is an early indicator for 2024 activity, we may see a very active first quarter as buyers and sellers take advantage of easing prices into the earlier part of next year,” Christopher Alexander, president, RE/MAX Canada, said in a statement.

“While we wait for governments to implement a tangible national housing strategy to boost Canada’s supply of both affordable and diverse housing, the market is starting to ease in some regions. This is bringing some much-needed relief from the sky-high prices we’ve experienced over the past couple of years.”

Projected home prices by region

Forty-four per cent of housing markets in Canada are expected to be sellers’ markets in 2023, according to the firm’s realtors who shared an analysis of their local markets between January and July 2022 and 2023. The rest expect a mix of markets depending on the specific location.

Ontario

There are varying decreases coming for fall sale prices. Regions where this is expected include Hamilton, Ottawa and Windsor ( two per cent), North Bay three per cent), Kitchener-Waterloo (four per cent), Durham Region and Peterborough (five per cent), and Thunder Bay and Peel Region (zero per cent).

The sales price is projected to rise in Burlington (one per cent), Lakelands West and Oakville (two per cent), York Region (2.2 per cent), Greater Toronto Area (2.5 per cent), and Sudbury (five per cent).

Western Canada and the Prairies

Western Canada and the Prairies are forecasting an increase this fall by 0.7 per cent to 4.5 per cent in regions such as Calgary, Edmonton, Winnipeg and Red Deer. Regions such as Greater Vancouver Area and Kelowna are expecting sales to soften by two to three per cent.

Atlantic Canada

All markets in Atlantic Canada reported low inventory and most are considered sellers’ markets, apart from the Charlottetown area, PEI, where balance is more evident.
Average residential prices are expected to decline between one and two per cent in Halifax and Charlottetown Area for the remainder of 2023 and increase by three per cent in Moncton. In St. John’s, NF, prices are expected to remain flat for the back-half of 2023.

Bird leads two post-secondary projects in B.C.

Bird Construction has been selected as construction manager for the Vancouver Community College Centre for Clean Energy and Automotive Innovation and the University of Victoria Engineering Expansion Project. The combined value of the two contracts is approximately $280 million.

The VCC Centre is an eight-storey, 343,832 sq. ft., LEED Gold and energy-efficient facility with elements of exposed mass timber. Supporting the growing green economy, it will provide education and skills training for people in British Columbia and Red-Seal-certified apprentices of modern automotive trades, including electric, hydrogen fuel cell, plug-in and autonomous vehicles. The facility will accommodate as many as 1,400 students annually, with exceptional opportunities for interdisciplinary learning and collaboration with new civic amenities, academic and collaborative design spaces, and purpose-built Indigenous gathering spaces.

The UVIC Engineering Expansion Project consists of two new state-of-the-art academic buildings: the Engineering Computer Science Building Expansion, a six-storey, 68,180 sq. ft. building, and the High Bay Research and Structures Laboratory Building, a two-storey, 20,900 sq. ft. building.

The complete UVIC Engineering Expansion project will have a net zero carbon ready design and will target LEED Gold. To support reduced greenhouse gas emissions and a smaller carbon footprint, both facilities will extensively leverage mass timber structural elements, including columns, beams, and lateral bracing, and the interior spaces will be designed with the intentional selection of low-emitting materials and recycled contents.

“We are excited to be part of these transformative projects that align well with Bird’s purpose of bringing life to vision and creating greatness together. With a focus on LEED Gold and net zero carbon ready designs, these projects exemplify our innovative solutions that drive a lower carbon future,” said Teri McKibbon, Bird president and CEO. “Our team in B.C. has a long history of strong execution on institutional projects and a solid track record in construction management project delivery. We are proud to be a part of shaping the future of education and research in British Columbia and beyond.”

A new healthcare tower for a diverse community

Earlier this year, on a chilly mid-January morning, a crowd of people gathered inside Michael Garron Hospital to celebrate a ribbon-cutting ceremony for the new Ken and Marilyn Thomson Patient Care Centre in Toronto’s east end. As part of the largest campus redevelopment project in the hospital’s history, the eight-storey facility was about to open the following week and usher in a new era of healthcare.

Standing at a podium, Former Mayor John Tory shared what it meant for more than 400,000 residents of the diverse East York community, many who face increasing health and social care needs, “many who have been newcomers with different experiences overtime of the healthcare system,” he said. “Many people [with whom] you have to earn trust and form different kinds of relationships.”

The 550,000-square-foot facility broke ground in 2018 on an old parking lot, and was designed by Diamond Schmitt, B+H Architects and CannonDesign. The Ministry of Health, Infrastructure Ontario and EllisDon partnered on its construction.

“Having had the chance to be part of the project from the onset, I can say that community engagement has been integral to the project’s development,” Ilinca Popa, healthcare architect and senior associate with B+H, shared in a recent correspondence with CFM&D. “From open houses, to mock-up engagements, to events held in the nearby farmers’ market regarding furniture selection, they have all been instrumental in hearing the diverse range of voices in the community.”

Design features of the tower incorporate community-specific elements. The facades are integrated into the scale of the neighbourhood and adjoining houses. New interior spaces reflect the unique characteristics of the population itself.

Due to the area’s higher occurrence of chronic disease than the Toronto city average, three of the hospital’s largest chronic illness outpatient programs converge together within an easy-to-access chronic disease unit.

Wider corridors filled with natural light to boost healthcare delivery. Photo courtesy of B+H Architecture.

Also in the three-storey podium are outpatient clinics and an ambulatory procedures unit for minor care, the Moez & Marissa Kassam Food Court for families to relax together, centralized patient registration services, and a lobby brimming with natural light.

“The entire entry sequence, with an ample lobby area and double height, acts as a gathering space, extending the spaces available to the hospital for large events,” says Popa. “This was purposefully thought out during the early stages of the project.”

Throughout the other storeys are the Carswell Family Medical Education Centre, with classrooms and living quarters for on-call residents, and a simulation centre to further train health care providers.

Acute care and two inpatient mental health departments are much-needed additions, with 215 new in-patient beds, 80 per cent of which are private. All patients, even those in double rooms, have their own private bathroom and a pull-out couch or sleeper chair for family and friends.

The healing journey extends to spacious outdoor areas for both patients and staff. Designed as a cascading set of terraces, the green space acts as an extension of community outdoor amenities, says Popa. “This vision was very well articulated from the beginning of the project, and it emphasizes the important role the hospital will play in the community and how the outdoor space will create opportunities for gathering and children’s play.”

How nature aids in the recovery of mental healthcare users has long been praised as a primary element of such complex environments. Built between wings of the existing hospital in a phased approach, the outdoor space includes the staff and visitor terrace, but also a mental health patient terrace.

“The mental health unit is one of the most interesting units in the hospital as it had to respond to several factors,” Popa explains. “First, the team has aimed to create spaces that destigmatize mental illness and disorders. Second, the unit design had to accommodate a Psychiatric Intensive Care Unit, an adult acute unit, and a dedicated zone for elder patients with onset of dementia all in one racetrack unit.

An outdoor courtyard for staff, family and patients. Photo courtesy of B+H Architecture.

The design team aimed to create flexibility all while respecting the flows and dignity, not only of the patients, but also for staff,” she adds. “There are many ways to address the needs of patients, but it’s also critical that we address the needs of staff in these environments and ensure they have spaces for breaks and rest.”

The vision transpired with help from a supercharged donor system. The Heart of the East capital campaign raised more than $100 million over four years, including 28,281 pledges inspired by Peter and Diana Thomson. Overall, the campus project brought in $498 million from donors, the hospital and the Ministry of Health.

With updates to the existing hospital underway until 2024—this includes decommissioning of outdated wings and new greenery and landscaping,—the new tower is already reflecting a future-forward vision.

A private room inside the Ken and Marilyn Thomson Patient Care Centre in Toronto. Photo by B+H Architects.

Looking ahead, Popa notes how design will be experiential and focus more on the user experience. “The future of hospital design will also focus on adaptability of the built environment as we progress our thinking towards a more resilient and sustainable future.”

Before COVID-19, the project team, including MGH’s Infection Prevention and Control team, were already mindful of integrating pandemic and disaster management requirements.

“They proved invaluable when thinking about the future facility design and future proofing of healthcare in post-pandemic times,” she says. “The design includes a lot of flexibility in use. This includes a dedicated inpatient pod that can be isolated during a pandemic, an ambulatory care area that can be operationalized during a pandemic, and entrances that clearly separate the flows of patients and staff, limiting unnecessary interactions.”

Back in January, before opening day, Shelley Darling, chief of operational readiness at Michael Garron Hospital, stood in a bright new corridor and shared how a very detailed and coordinated process was in place to smoothly transition patients and staff from some of the oldest parts of the hospital to brand new spaces.

Her team led the logistical planning for the move, which involved a proactive and comprehensive training program for staff to ensure teams were comfortable working in the new facility. Workflows were tested and new travel routes inspected to counter potential issues once patients were welcomed in.

She said the new tower is a big improvement. “The windows and natural light are so conducive to healing and that in-patient experience is so much more improved in this facility,” she shared. “Our staff benefit from that as well; it has improved and increased space in the rooms to provide care, but also at their team stations where they can collaborate, either through conversations or through technology that has been enabled in this building to help improve care.”

BOMA Canada launches net-zero learning pursuit

The Building Owners and Managers Association (BOMA) of Canada will purchase carbon offsets for approximately 330 tonnes of greenhouse gas (GHG) emissions associated with its upcoming annual conference and tradeshow, BOMEX. It’s a first step in the organization’s net-zero learning pursuit, aiming to decarbonize its own operations, develop replicable guidance from the experience and promote best practices for carbon offsets.

“It starts with getting an understanding of what our footprint is and using that as a benchmark,” explains Hannah Veiga, who is coordinating the project, working closely with Bala Gnanam, BOMA Canada’s vice president, sustainability, advocacy and stakeholder relations. “We’re working on a policy for BOMA Canada and all the local chapters that could serve as a blueprint for our members as well.”

In addition to calculating and offsetting the footprint of the showcase BOMEX event — set for September 26-28 in Edmonton — the project will consider BOMA Canada’s broader operations and explore approaches for reducing and offsetting emissions related to energy, water, waste, transportation and supply chain. That will include processes for collecting and verifying data and supporting landlord-tenant collaboration.

“Part of our bigger picture is to look at how we foster that relationship between the tenants and the landlords and align their interests around ESG objectives and then, ultimately, how those kinds of successes could translate into landlord reporting, whether it’s to GRESB or some other mechanism,” Gnanam says.

Another key goal is to develop best practices for evaluating carbon offsets and a registry of qualifying Canadian sources so that BOMA members could identify projects in their own communities and/or types of offsets that best fit with their priorities. The growing number of companies and organizations now purchasing offsets in the voluntary market has likewise drawn some disreputable players with questionable products so Gnanam stresses the importance of verification through credible auditors and recognized standards bodies. As well, this summer in Canada underscores the vulnerability of one common option.

“Part of our recommendation is not to go with any forest offsets,” Gnanam reiterates. “We like renewable energy projects, geothermal projects, projects where engineers are involved, where M&V (monitoring and verification) is involved, preferably local projects and preferably immediate projects.”

One offset is equivalent to one tonne of carbon emissions that has been reduced, sequestered or avoided. Prices in the voluntary market typically range from $5 to $10 per tonne, whereas credits in the compliance market for large emitters trade at a higher value. While designated large emitters must keep GHG output within a mandated ceiling and may be compelled to purchase credits to do so, participants in the voluntary market typically rely on offsets to meet corporate or shareholder-imposed targets for curbing emissions.

In the best case scenario, Gnanam stresses that offsets should be one component of a larger strategy and applied to fill gaps that emitters are working toward closing on their own. However, particularly when purchased locally, they are a tangible investment in sustainability.

“Offsets are a valuable stepping stone in a long journey to decarbonization, and we think it could become a better social exercise for companies buying offsets while continuing to shrink their emissions,” he reflects. “But, what’s a good offset? Where do you get it? How do you make sure that it’s credible? Those are the micro-level issues that we will address.”

For BOMEX, an offset consulting firm derived the 330-tonne estimate based on GHG protocol and emissions factors such as the host venue and hotel’s energy use and attendees’ transportation. For the latter, registrants’ postal codes were used to determine travelling distances and underpin assumptions about whether they will drive or fly.

“Flights account for about three quarters of the emissions,” Veiga notes.

Labour of love

These days, most commercial cleaning companies are striving to put the challenges of the past few years behind them. But even as they find creative solutions to supply chain delays, adapt to ever-shifting building occupancy, and struggle to find sufficient labour, there’s a light at the end of the tunnel. The industry is still growing, with experts predicting that the industry will expand at a rate of 5.4 per cent per year until 2025 and jobs for janitorial and cleaning staff will rise four per cent annually until 2029.

As the labour crisis continues, great employees are a valuable commodity, which makes attracting and retaining top talent crucial for a company’s success. Chris King, senior vice president at Hallmark Housekeeping Services Inc., uses his background in human resources to focus on their teams and what’s needed so they can perform at their best and happiest.

As one of Canada’s largest janitorial providers, Hallmark Housekeeping Services has embraced a culture of putting people first. “This is a labour business,” says King. “Coming from HR isn’t necessarily traditional, but it makes sense; understanding people from a human standpoint is very important.”

The post-pandemic reality

The pandemic brought both challenges and positive change to the commercial cleaning industry, creating opportunities for companies to once again shift their focus to the matters of the day.

North America has the largest commercial cleaning market in the world, and we’ve seen many changes to the industry since 2020. On a positive note, the last few years have shone a light on the commercial cleaning industry, spotlighting the crucial role cleaners play. With sanitation and disinfection on everyone’s minds, cleaning became an essential service, drawing attention to an often-invisible workforce and what they need to excel in their roles. Not only has the attention highlighted the trials and needs of the industry but it has also forced many cleaning companies to assess their business models to better manage labour and the ever-changing landscape.

King talks about industry challenges resulting from the pandemic, citing a change to dynamic cleaning models. This has signaled a shift from a traditional fixed schedule and business model where the scope of the task and the location of your labour is crystal clear. With fluctuating building occupancy and flexible office hours, pivoting is now a constant for commercial cleaners. Not only is there uncertainty around how many people will be coming in each day, but where those employees will travel throughout the building is also largely unknown. This can make consistent cleaning practices and efficient labour management nearly impossible, as they struggle to send staff to the right locations at the right times.

Furthermore, quoting on jobs has also become more difficult; without knowing exactly how many labour hours will be needed with a fluctuating building occupancy – and trying to predict what that will look like in a month or in six months – it can be a tough task. According to King, Hallmark has adopted a more fluid nature, calling it “a challenge, but also an opportunity, allowing us to embrace a new way of thinking about cleaning and how labour is scheduled and deployed, as we shift to new, innovative cleaning models.”

But the real test commercial cleaners are facing is the staffing shortage and dwindling employee retention. With a continually shrinking labour pool, attracting and retaining talent are top priorities for cleaning companies. They now need to focus on giving people a reason to join and stay with an organization, as they compete for a smaller group of talented candidates.

Data-driven change

Also emerging out of the pandemic was a surge in innovation and a demand for data-driven decisions and results. Initially created to address issues like heightened hygiene and sanitation, tools like smart sensors emerged to provide insight for many companies to refine their processes, provide improved service, and better manage their staffing levels.

From measuring traffic and activity of staff to managing supplies, real-time data is now helping cleaning companies improve their businesses. Some tools are even sophisticated enough to monitor paper and soap dispensers, so cleaners and building operators know the optimal times to replace paper or soap without waste, running out, or having tenants or patrons complain. Adopting practices to address these issues before they become problems allows companies to save money, cut back on supplies, and provide better service.

Traffic data has become a vital part of the process, allowing cleaners to know where people are in the building and to deploy cleaning resources accordingly as things are still evolving and changing. These tech improvements – and more – have allowed companies like Hallmark to provide better service and connect with customers looking for more sustainability. Nearly every company has now begun using sustainable cleaning products, but technology makes room for more effective sustainability practices, as part of the industry’s environmental, social, and governance (ESG) initiatives.

With the greater emphasis on innovation and technology, there is a need for tools to support more dynamic and on-demand cleaning models, hybrid occupant patterns, and the ways that people are working and using commercial office space. “The pressure is really on to figure out how technology can support these new cleaning models,” says King. “Companies need to stay competitive and put their best foot forward to optimize cleaning efficiency and the way that labour is deployed.”

A bright future for the industry

As cleaning companies try to attract and retain their staff, they need to remember what matters to candidates. Employees are looking for companies that align with their values. So, focusing on innovation and sustainability will help cleaners attract the kind of talent looking to contribute to the world in a similar way, with values and priorities that are aligned.

And it’s not just about staffing, really. King stresses the importance of “putting your money where your mouth is.”

“We are trying to do the right things because we want to do the right things, rather than because there is a feeling that we have to…” he explains. “And that’s what will lead us on a path to success. We’d rather know that we’ve done something positive besides just driving our revenues and profits. Those will come if you’re acting on your guiding principles.”

Companies that get it right will be rewarded with a loyal, long-lasting workforce. Wages are always important, but employees need to feel good about where they work, so focusing on training allows employees to feel proficient and confident, making them happier in their jobs. Not to mention that without proper training, turnover is likely. This type of work can be stressful and overwhelming, so practicing open communication, valuing performance, and providing opportunities for employees will see commercial cleaning companies succeed.

The heart of the matter

At the end of the day, companies like Hallmark Housekeeping are leading with heart and passion, putting people first to build a strong, lasting team. “It’s so important that we are the best we can be and that we give people a reason to join and stay with Hallmark, and that means doing things like enhancing our social and recognition programs, improving our organizational culture, and strengthening our economic packages.” It’s not just dollars and cents, Hallmark has created a referral bonus program, is focusing on employee engagement and appreciation, and has launched an e-learning program to help smooth the way for seamless onboarding. Hallmark has always been an innovative company, prioritizing new ways to improve employee programs from an economic incentive and recognition standpoint.

It’s initiatives like these that will help cleaning companies outshine the competition, showing their commitment to providing a positive staff experience where values are a match, and their efforts are recognized.

Leading with the desire to “make people feel warm and valued and appreciated,” is the way of the future. Companies like Hallmark will continue to thrive well beyond these challenging times, as they continue to recognize the fundamental part their people play in the success of their business.

This article was originally published in the 2023 summer issue of FCM Magazine.

Atlantic Canada’s first purpose-built net-zero cultural facility

Mulgrave Road Theatre, located in the remote seaside community of Guysborough, Nova Scotia, is receiving more funding to renovate and expand the former Nova Scotia Liquor Corporation building to create a new arts and culture centre for the region. Once complete by March 2026, the RoadHouse Creative Centre, as its being called, will also become Atlantic Canada’s first purpose-built net-zero cultural facility.

The province recently gave $500,000 through its Sustainable Communities Challenge Fund to incorporate solar heat, LED lighting, energy-efficient heating and cooling systems, water conservation, and solar energy to generate electricity.

The 12,000-square-foot building is designed by Solterre Design and will include a community creation room, workshop facilities, a rehearsal and performance space with automatic retractable seating for 90, digital capabilities for virtual collaborations and outreach, offices, an art gallery and exterior gathering spaces.

The theatre was established in 1976, has produced more than 75 new Canadian works and currently stands as Eastern Nova Scotia’s longest-running professional theatre company.

According to its website, MRT has operated without a dedicated creation, development and performance space for 47 years, often working in venues outside of their community. Plans for a new space began brewing in 2016. After four years of working with all levels of government, as well as corporate and individual donors, MRT has raised more than $5.5 million.

Agriculture Minister and MLA for Guysborough-Tracadie Greg Morrow made the new announcement on September 1, on behalf of Environment and Climate Change Minister Timothy Halman.

“Projects like these demonstrate local, community action to reduce carbon emissions and waste and make our communities greener, healthier and more sustainable,” said Minister Morrow. “Our government’s Sustainable Communities Challenge Fund helps make community-based solutions, which address climate change and create a better tomorrow possible and inspire all of us to make the changes required to create a better tomorrow.”

Steve Clark’s resignation prompts key cabinet changes

Ontario Premier Doug Ford has made several key cabinet changes in the wake of Steve Clark’s resignation over the Greenbelt land swap scandal. Last week, the integrity commissioner published a scathing report in which Clark was found guilty of violating ethics rules by favouring the interests of certain developers.

“As our province’s population and economy grow, it’s never been more important for us to build Ontario,” Ford said. “As we continue to attract billions of dollars in new investments to create better jobs with bigger paycheques, we have the right team in place to get it done. We’ll never stop working on behalf of the people of Ontario to build the homes, highways and public transit our growing communities need.”

Cabinet changes are as follows:

Paul Calandra becomes Minister of Municipal Affairs and Housing;
Prabmeet Sarkaria becomes Minister of Transportation;
Caroline Mulroney becomes President of the Treasury Board;
Stan Cho becomes Minister of Long-Term Care;
Rob Flack becomes Associate Minister of Housing with a specific mandate on attainable housing and modular homes reporting to the Minister of Municipal Affairs and Housing;
Todd McCarthy becomes Associate Minister of Transportation reporting to the Minister of Transportation; and
Nina Tangri becomes Associate Minister of Small Business reporting to the Minister of Economic Development, Job Creation and Trade.

Andrea Khanjin will have an expanded role and will assume additional responsibilities as Deputy Government House Leader reporting to Paul Calandra, who will remain Government House Leader. Caroline Mulroney will remain Minister of Francophone Affairs.

All other ministers will maintain their existing portfolios.

For more info, see: Premier Doug Ford Renews Team that will Deliver on Promise to Build Ontario | Ontario Newsroom

New B.C. Coast Salish Elementary school opens

The new Coast Salish Elementary school in Coquitlam has opened, helping to address enrolment growth in one of B.C.’s fastest growing communities.

The school creates 430 new student spaces and also includes a new child care centre that will provide a convenient drop off and pickup location for parents and accommodate approximately 55 children from 30 months to school age.

“More families are choosing to put down roots in Coquitlam, and we’re building the schools that families need in this fast-growing community,” said Premier David Eby. “Now more families in Coquitlam will enjoy the peace of mind that comes with knowing their children are learning in a great new community school, with the added convenience of new child care spaces next door.”

The province provided $38.3 million, while the Coquitlam School District contributed $5 million for the project.

“Our government is building, expanding and upgrading schools throughout B.C.,” said Rachna Singh, Minister of Education and Child Care. “The brand-new Coast Salish Elementary school will welcome students this year, and soon Moody Elementary will join it to serve families in the Coquitlam School District.”

Coquitlam School District 43 received approximately $3 million from the ChildCareBC New Spaces Fund to build child care centres at Coast Salish Elementary and Moody Elementary that together will accommodate more than 100 children from 30 months to school age.

Construction has also begun on the new Moody Elementary school. The province provided $32.2 million to replace Moody Elementary school and create a safer learning environment for 385 students. The Coquitlam School District provided an additional $5 million toward the project.

This project is part of the province’s work with B.C. school districts to provide students with access to seismically safe seats. The new school is expected to open in 2025.

New LTC home breaks ground in Smith Falls

Construction is underway on a new building for Broadview Nursing Home in Smith Falls, Ontario, one of many long-term care homes being redeveloped in the province.

The upgraded home (currently known as Broadview Nursing Centre) will welcome its first residents in 2025 with 128 new beds in private and basic rooms, design improvements, including larger resident common areas and air conditioning throughout the home, and a spiritual space, café and hair salon.

The design is centred around four ‘resident home areas’ to create more intimate and familiar living spaces for up to 32 residents, with dining and activity areas, a secure courtyard for residents and visitors, lounges and bedrooms. Each courtyards will include a wandering path, garden planters, elder-friendly surfaces, grading, transitions, and family-friendly and intergenerational components.

“This ground-breaking ceremony is more than just a symbolic start of construction, it signifies our continued commitment to provide care and support to our community,” Jim Parsons, president of Broadview Nursing Home said last week. “We thank the Government of Ontario for its historic investments in long-term care and enabling us to make this new long-term care home possible.”

According to the latest data, the provincial government said 35 projects with 5,351 new and upgraded beds, are being built since January 2023. As of April, more than 40,000 people were on the waitlist to access a long-term care bed. The median wait time for placement is 123 days.

Stable apprenticeship rates in construction

In 2021, construction was designated as an essential sector and exempted from various public health measures in many provinces and territories, leading to increased or relatively stable apprenticeship certification rates in a few construction-related trades.

According to Statistics Canada’s Pathways indicators for registered apprentices in Canada, 2021, the annual change in certification rates was flat or positive in the construction-related trades.

Trades that saw increases include steamfitters/pipefitters (+9.7 percentage points), heavy-duty equipment technicians (+1.5 percentage points), roofers (+0.4 percentage points), crane operators (+0.2 percentage points). Carpenters dipped by -0.1 percentage points.

The COVID-19 pandemic had a significant impact on the lives of many Canadians, including apprentices. The closure of numerous worksites and educational institutions disrupted on-the-job hours and technical training, making it challenging to accumulate credits toward certification. As a result, many apprentices faced challenges completing their programs on time.

Before the pandemic, 21.8 per cent of apprentices completed their programs within the program duration. For those who finished their apprenticeships in 2021, this measure dropped to 18.4 per cent, underscoring the significant impact the pandemic has had on certifications in the trades.

Trades with higher concentrations of female apprentices were more affected by the pandemic (e.g., hairstylists and cooks) resulting in the overall certification rates for female apprentices declining more than those of male apprentices in 2021.
However, for some trades, certification rates for female apprentices saw smaller declines or even an increase compared with those of their male counterparts. The certification rate of female construction electricians had a small increase (+1.5 percentage points), whereas that of their male counterparts decreased (-2.0 percentage points).

In many trades, fewer apprentices certified or discontinued their training by the end of their program duration in 2021 compared with previous cohorts, and more apprentices were continuing their training. Whether this increased number of continuing apprentices is made up of those finishing their training with certificates or just postponing their discontinuation remains an important question to explore as more data become available.

Integrated Systems Testing (IST) helps ensure your building’s fire and life safety systems are operating as they should

All Systems GO

Whether your building is new or old, office or residential, high-rise or warehouse, there is no getting around the need to respond swiftly and responsibly in the event of an emergency.

When a fire happens, the occupants and the building itself are immediately put at risk. The extent of a fire’s growth and spread will vary from incident to incident, but the way your building’s safety systems respond and protect will play a major role in determining how severe a fire might be. The original systems will have been intended to provide a measure of protection, but what if your building’s design has changed? Or, what if a new system has been added that’s not compatible with an older system? Unfortunately, this is a regular occurrence as technology evolves and buildings undergo renovations, design changes, and conversions.

The solution? Assess the safety features in your facility and conduct an Integrated Systems Test. It’s the only way to ensure your building’s protection features are operating as they should…with no gaps.

“IST is a test method or process used in buildings to verify and document that all fire and life safety system interconnections work—and work correctly in conformance with their design criteria,” explains Matthew Hopley, Alberta Branch Manager at LRI Engineering Inc. “This includes the more obvious systems like sprinklers and fire alarms, but it also includes interconnections between less obvious things like door release hardware, elevators, audio/visual systems and specialized smoke control systems.”

Gone are the days when individual fire protection and life safety systems were installed and tested in isolation; today, it’s about testing interconnections and ensuring all protection features are working as a collective whole.

“Unlike the way things used to be done, when individual systems were commissioned from various trades and designers and not necessarily evaluated in concert, IST mitigates the risk that there will be gaps in your systems,” Hopley says. “A good comparison is that you can tune up an instrument individually and it may sound right, but once you try and have an orchestra play a song together, the conductor needs to make sure everyone sounds good as a group.”

Changing Codes & Building Designs

IST is highly recommended in cases where older buildings have been upgraded to meet new Building Codes, or when the tenancy has changed requiring a complete re-evaluation of the building’s protection features. The consequences of not implementing a thorough systems test could result in ineffective fire protection, exposing the owner to significant risk.

“If the interconnections between various protection features fail to operate as designed, the result could be catastrophic,” Hopley says.
For example, as the nature or amount of combustibles changes or the nature of the occupants requiring protection changes, the need for effective fire suppression and compartmentalization can change as well. Increases in combustible loading can result in a fire suppression system which no longer discharges sufficient water which may result in the sprinkler system being unable to control or suppress the fire. At the same time, different, unaware, or more vulnerable occupants in that same building will need to evacuate. If the passive fire protection systems do not hold back fire and smoke from the overwhelmed sprinkler system which can’t control the fire, then there is significant risk to both the occupants and first responders.

IST can be used as a tool to ensure that the relevant systems function together properly. Combined with solid advice on the ongoing adequacy of those fire and life safety systems can close the loop and help a building owner or manager understand that their building is up to the challenge.

In other words, for aging buildings and those that have undergone renovations or a change in tenancy, there’s a real need for property managers and owners to consider the impact these changes may have on the adequacy and functionality of the fire and life safety systems, either through IST or more fulsome design or hazard reviews. Additional consideration should be given to how these systems are intended to function during an emergency, and not just if they work at all.

“During the test, it’s good to have a knowledgeable person helping judge whether or not the systems will still protect occupants and assets to an appropriate degree,” he says. “This helps ensure each system is doing the job it was intended to do to keep tenants safe, and that organizations don’t take on unacceptable risk.”

Timeline & Process

The current standard for when to conduct an IST is prior to first occupancy in new buildings, with the second iteration required one year after that. Subsequent rounds of testing are needed at intervals not exceeding five years.

In terms of process, IST involves three stages beginning with a preliminary planning phase. “This is when the integrated testing coordinator works with the design professionals to develop an integrated testing plan,” Hopley says. “Following that, there is the implementation phase during which the test plan is executed. This is when the systems are tested and documented by the coordinator with the relevant stakeholders involved. The final phase is the documentation phase when the coordinator develops and issues the requisite documentation to record the completion of the test plan and the accompanying data and results.”

Getting the right advice and conducting the right inspections and testing, including IST, is key to maintaining a safe, compliant building, and minimizing risks to your assets.

For more information, contact the Fire and Building Code Engineers at LRI – www.lrifire.com

Canada’s student housing pipeline

The student housing market in Canada is always a hot topic as September rolls around, but this year the situation seems more dire than ever. With skyrocketing rents and demand outstripping supply, the inability for many Canadian and international students to find suitable off-campus housing has dominated recent headlines.

“The student housing market in Canada has experienced varying degrees of housing supply challenges across different regions,” said Atiya Khan, Director, Marketing & Communications at Hazelview Properties. “While it’s important to note that housing supply challenges can be dynamic and subject to change, certain major cities with prominent universities, such as Toronto, Ottawa, Vancouver, and Montreal, have historically faced significant housing supply challenges.”

Significant indeed—so much so that in late August the federal government floated the idea of implementing a cap on international students to ease mounting pressure on the rental market. This, however, is not something universities and colleges support given the significant loss of income it represents to their institutions. Last year, Canada reportedly welcomed 800,000 international students, paying substantially higher tuitions and contributing billions toward Canada’s economy.

“Canada’s universities provide world-class education and attract top talent from across the globe to study at our institutions,” said Lisa Wallace, Assistant Director of Communications at Universities Canada, in a rebuttal statement. “Recent comments conflating international students and the housing crisis are deeply concerning to Universities Canada and our members. International students bring important knowledge, diversity and skills to our campuses, communities, and workforce. We must continue to welcome them to study at Canadian universities.”

But hope is on the horizon given the opportunities the supply deficit represents for those looking to fill it, and developers and investors are rightly taking note. According to Cushman & Wakefield’s 2023 Student Housing report, “strong demand, investor interest and growth in the sector through private and public partnerships” are contributing to a positive long-term outlook.

Published in April, the report revealed that Canada has 155,000 student housing beds in both university-owned (on-campus) and privately-owned (off-campus) properties spread throughout the 24 largest markets, representing 16 per cent of full-time students. For context, the top 175 American universities can house roughly 22 per cent of undergraduate students in on-campus housing, with purpose-built student accommodations (PBSAs) accounting for another 30 per cent. While Canada is lagging compared to the US and many European markets, data shows that the PBSA development pipeline is growing with significant demand and investor interest expected to feed it well into the future.

The story continues…

Currently, Canada has 25,700 student beds in various stages of development, in addition to multiple properties that opened in 2023. Known for their close proximity to campuses, most privately-owned, purpose-built student accommodations are a great option for those second or third-year students seeking affordable, shared accommodations with age-appropriate amenities and programming on site.

One such property is the Story of Rideau & Chapel, serving under- and post-graduate students at the University of Ottawa. Located in Sandy Hill near the amenity-rich Byward Market, the 25-storey building launched earlier this summer using innovative strategies geared at international students and Canadians alike.

“Finding suitable housing for international students in markets with housing supply issues can be quite challenging,” Khan said. “International students often face unique hurdles, including unfamiliarity with local rental practices, budget constraints, and limited knowledge of the Canadian housing market. Language barriers and the need for accommodations that cater to their diverse needs can further complicate the process. Property management companies that offer dedicated resources and support tailored to international students, like Hazelview Properties, play a crucial role in easing this process.”

With its “tech-forward” suite designs and a plethora of student-geared services and amenities, the Story of Rideau & Chapel differs from a typical rental building in that it engages young residents using events and programming aligned with the academic year, like the ‘Move IN Experience’, ‘Take a Break’ (offered during exam weeks), and the ‘Welcome Home’ event. According to Khan, these student-centric activities help foster a sense of community among the residents and enrich the experience of those far from home and living on their own, perhaps for the first time.

“We tailor our communication specifically to students,” Khan said. “Examples include a partnership with popular local influencers to showcase their authentic experiences living in Hazelview Properties’ student housing on TikTok and Instagram. Through innovative digital campaigns including vlogs, ad campaigns, social media takeovers, and real-life ‘moving stories’, we have highlighted the unique amenities, community engagement, neighbourhood accessibility, and the convenience of living in a Hazelview property.”

Find out more about Hazelview’s student-geared properties and philosophy at: Student Off Campus Housing | Canada | Hazelview Properties

More PBSA facts & trends

Of Canada’s 155,000 current student housing beds, about 52,600 beds are located in privately-owned, off-campus student residences (PBSAs)
In 2022, Cushman & Wakefield tracked approximately 5,800 new beds in British Columbia, Ontario, Quebec, and Nova Scotia; specifically, this consisted of about 1,800 beds in university-owned residences and 4,000 beds in privately-owned residences.
Of the 25,700 beds currently in development for both university-owned and privately-owned student properties, roughly 7,100 beds are scheduled for completion in 2023-2024, another 10,300 in 2024-2026, and the remaining 8,300 beds are in the planning stages.
A common trend in recent developments is a shift towards a mix of young adult and student tenants, which allows developers to market to a larger demographic. These developments typically include a larger proportion of 1- and 2-bedroom units.
Student housing developments have been spurred by increasing interest from private investors, as well as provincial and federal governments working to facilitate growth in the availability of housing.
In 2018, the British Columbia provincial government began investing in student housing as part of Homes for BC, a 10-year housing plan that includes building 8,000 on-campus student housing beds by 2028. UBC has proposed at least 3,300 new student beds by 2034 — increasing its on-campus student housing supply from the existing 14,000 beds to over 17,000. At the start of each school year, UBC typically has a waitlist of 6,000 students for on-campus student housing.
The leading student accommodation markets in the world by investment volume include the United States (57%), United Kingdom (27%), Germany (4%), Netherlands (3%), and France (2%) (source: research.com)

Office receivership sale touts conversion potential

Conversion potential is the main marketing point for an office receivership sale now in the works in downtown Edmonton. Compass Place, a 10-storey, 85,000-square-foot tower in the city’s government district, has been listed for $6.5 million.

A design consultant’s study hypothesizes the 9,276-square-foot floorplate could have a 93 per cent efficiency ratio for residential rental purposes. The sales agent, engaged by the insolvency trustee MNP Ltd., also points to a wide range of urban amenities in the vicinity, including University of Alberta, MacEwan University and NorQuest College, the Ice District arena complex, the Jasper Avenue commercial strip and two light rapid transit (LRT) stations.

Currently, the 49-year-old building is slightly less than 71 per cent occupied and generates about $205,000 in annual net operating income. Avison Young pegs Edmonton’s average downtown office vacancy at 20.5 per cent as of June 30, 2023 — 870 basis points lower than at Compass Place. Drilling down further, the Class B office vacancy rate in the government district stands at 17.6 per cent with Class C vacancies at 10 per cent.

CBRE Canada analysts speculate there could be more bad news for the area. “The recent provincial election that resulted in the incumbent United Conservative Party being re-elected to power may impact future market vacancy. Should the public sector shrink under provincial leadership, more space could be expected to be returned to the market over the near term,” the firm’s Q2 office market report states.

Edmonton’s downtown Class B office also posts some of the highest cap rates in the country as of Q2, in the range of 9.25 to 11.25 per cent, compared to the downtown Class B national average of 7.8 per cent. However, CBRE’s overview of Q2 cap rate and investment trends is more upbeat about multifamily.

“The Edmonton multifamily market continues to strengthen due to strong employment growth and positive net immigration for the city and province. Landlords of all product types now have pricing power leading to meaningful NOI growth that has helped offset the rise in expenses over the past few years,” observes Dave Young, an executive vice president with CBRE’s national investment team.

Avison Young analysts predict that conversion developers will consider downtown Edmonton with interest if or when attractively priced office properties become available.

“By Q4 2023, we expect to see more buildings entering the market, generating interest from investors and developers alike,” states Avison Young’s Q2 office market report. “One such building nearing completion of its conversion is the former Enbridge Tower, located on the corner of Jasper Avenue and 102nd Street, which is expected to welcome renters by the end of the year.”

Pipe insulation is a must for your maintenance

Often, the role of the maintenance manager extends to cutting costs and choosing materials that support your company’s sustainability goals. Whether you are choosing insulation for a maintenance project or you are looking to upgrade your efficiency, there are a few things you can do to lower your costs and reduce your carbon footprint by lowering your energy consumption. Take a look at your pipe insulation as part of your fall maintenance checklist before the snow flies.

Saving money

Making sure you have the correct amount of insulation in your pipes is crucial for efficient performance, cutting HVAC costs, and avoiding pipe heat less. For your HVAC system to perform at its best, maintaining 1-2” insulation is optimal, so ensure you are within that realm for the maximum efficiency. Pipe insulation also lowers the risk of corrosion, which means less chance of damage and replacement in the long run.

You can save money with increased performance. For example, for about every 12 degrees you turn your water heater down, you can reduce your costs from three to five percent. So, along with looking at your insulation, prioritize efficiency by changing filters, adjusting the humidity settings, and having your HVAC inspected and serviced before the end of fall.

Your maintenance

Staying on top of the condition of your insulation is the key to consistent performance. Check on your pipe insulation each year to address any areas that need replacement before the temperatures drop.

Inspection and maintenance of your pipes can help mitigate the amount of condensation, which could lower the air quality in your building. As well, missing or damaged insulation means heating and cooling loss, upping your bills and lowering your system’s efficiency. In fact, wet insulation in your pipes and ductwork can lower your R-value by up to 40 per cent. Maintenance is an important part of keeping your pipes functioning consistently and efficiently.

Winter risks

Insulating your pipes can also help avoid having pipes bursting during the cold winter months. If they are not insulated, there is a good chance that the liquid within the pipes will freeze in the winter, which could cause splitting or bursting pipes. Pay special attention to areas that are unheated or exposed to the outdoors. Areas like exterior walls, warehouses, and other areas that may drop in temperature pose a risk for your pipes in the winter. These areas are especially important to insulate, as they are increased risks for pipe heat loss.

Getting ahead of an issue, taking the opportunity for cost savings, and cutting back on your environmental impact are all possible when your pipes are properly insulated. Before the cold weather hits, add pipe inspections to your scheduled maintenance plan to assess your pipe insulation and address any issues before they become costly concerns.

Steve Clark faces backlash over Greenbelt scandal

UPDATED – MPP Steve Clark has officially resigned from his position as Ontario’s Housing Minister after facing pressure to do so in response to recent Greenbelt allegations. Last year, the province took 7,400 acres of land out of environmentally sensitive area to build 50,000 homes as part of its “A Place to Grow” plan for the Greater Golden Horseshoe.

On August 30, 2023, a damning report from the integrity commissioner concluded that Clark violated ethics rules when the government removed land from the protected Greenbelt region for development, favouring the private interests of “certain developers” in the process.

“I have recommended to the Legislative Assembly of Ontario that Minister Clark be reprimanded for his failure to comply with the Act,” wrote Integrity Commissioner J. David Wake.

Clark, who was the MPP for Leeds-Grenville-Thousand Islands and Rideau Lakes, issued a follow-up statement in which he accepted responsibility for the findings in the report but vowed to continue on with his duties as Housing Minister. At the time, Clark said, “Ontarians need a process to build trust and accountability — and added that the government will work on implementing a better process.”

Still, many continued to call for his immediately resignation, including the Ontario Liberals who also want the Ford government to allow a legislative committee to interview those involved with the Greenbelt decisions.

“The Commissioner’s 166-page report raises more questions than it answers and describes the process used by the Ford Government to remove lands from the Greenbelt as one marked by deception,” said MPP John Fraser, Interim Leader of the Ontario Liberal Party. “The Premier needs to open the books and be transparent with Ontarians.”

Prior to Clark’s resignation, the Ontario Premier’s office issued a statement saying Minister Clark would “continue to work towards delivering on our promise to build at least 1.5 million homes and ensure public trust and confidence is maintained every step of the way.”

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