Designs reveal remaining towers for M City

Designs for the final three remaining towers in Mississauga’s multi-billion-dollar M City development were recently unveiled.

The project team led by Rogers Real Estate Development Limited and Urban Capital released new renderings of Hariri Pontarini Architects’ three sister buildings – M6, M7 and M8. Together they add to what has become an exclusively Canadian-designed community.

At 57 storey high, with 825 units, M6 will be the first tower to launch. There are plans for studios, one to three-bedroom units and townhouse suites. Rising with a metal, glass and concrete façade, the exterior, like the other two towers, features a slight twisting motion and monolithic form.

Photo by Norm Li.

“In envisioning the final development phase of M City, our foremost objective was to create three buildings that would stand the test of time together,” said David Pontarini of Hariri Pontarini Architects. “We introduced the ‘three sisters,’ that harmoniously craft a captivating and unified sculptural façade.”

Cecconi Simone, interior designer for M City, envisions natural materials for M6 that evoke a “raw and tactile environment, from natural woods to earth tone textured surfaces.”

Common areas are said to reflect a premium hotel resort experience, for fitness, personal rejuvenation, and play.

A fitness centre is equipped with weights and cardio, spin studio, personal training studio, and cross-fit, a lap pool and hot tub, a multi-sport court for basketball and pickleball, and a roof-top running track.

Wellness-inspired amenities include a yoga room, indoor spa, sauna, and experience shower. A bocce ball court and golf putting green, alongside various communal lounge areas, a dining room, and a social bar, evoke a sense of play.

“We were truly inspired by the direction of the amenity package and wanted to mirror that same sense of contrast throughout all of the spaces, including the suites, with a balance of soft and bold, neutral and dark,” said Elaine Cecconi, founding partner of Cecconi Simone.

The M City project has been several years in the making and broke ground in 2018. When it fully rises to completion, there will be more than 6,000 residential units across eight towers. The 15-acre site also feature 85,000 square feet of retail space, public art and parkland and trail access.

“Our vision for M City has always been about creating a vibrant and welcoming community that’s anchored by thoughtful and inspiring design,” Mark Reeve, partner of Urban Capital stated this week. “The launch of M6 comes at a particularly busy moment on site, with construction for M1 and M2 at the finish line, M3 and M4 continuing apace, and the start of construction for M5 just last week.”

Feature photo by Norm Li.

Overcoming objections to commercial cleaning

In today’s economy, many industries are finding sales challenging, and commercial cleaners are no exception. Whether the business has in-house cleaners, a small staff, or has adopted a flex schedule for their employees, commercial cleaning companies need to be ready to communicate the value of their services to potential customers.

Here are a few of the most common objections that commercial cleaners face and how to overcome those objections with decision-makers:

Value

Budgets can be an impediment to sales no matter what business you’re in. Before the pandemic, businesses were often happy with the level of cleanliness they could achieve themselves, but the standards for hygiene and sanitization have been raised, making a case for professional cleaning services. It’s important to emphasize that external cleaners can focus on high-traffic areas and high-touch points so that the staff doesn’t have to. This leaves time for employees to take care of their day-to-day responsibilities, while those areas are guaranteed to meet the standard.

These days, commercial cleaners reduce the risk of liability for business owners, taking over the responsibility of keeping the workplace healthy and safe.

One way to look at objections is that they allow you to address specific client needs, benefitting them and allowing you to provide a personalized, elevated service. Rather than focusing on price, try and communicate the value of your services and the benefits they bring to the business.

Business matters

Often businesses are concerned with commercial cleaning making things inconvenient for staff and visitors, with equipment, procedures, and possible smell from products. While things like door handles benefit from continual cleaning throughout the day, bigger jobs like carpet cleaning may be best left for the evening when the business is closed and there’s time for the floors to dry.

It’s important to work with the business to determine a schedule that works for them and for the cleaning company so that everyone is happy with the arrangement.

Trust

Building a relationship based on trust is the key to any successful partnership, so focusing on consistency and professionalism will help to show a business that the cleaning company can be trusted. Providing your team with uniforms may help companies see that you are organized and will help identify the cleaning staff while they are on-site.

You might also encourage your current customers to write testimonials for your website or provide positive reviews on social media to help build credibility and be a resource for prospective clients.

It’s unlikely that once you develop a close working relationship with your customers that they will look elsewhere, so overcoming these objections and building relationships means that you will enjoy a thriving business for years to come.

Making the change to daytime cleaning

With all the changes in building occupancy, work-from-home, and flex hours still reigning, cleaners have had to make accommodations to get the job done in office spaces – and that sometimes means daytime cleaning. Where it once made sense to come in at night and clean offices that had been in use during the day, there now seems to be a growing need for an adjusted schedule.

There are a few tasks that may seem like a challenge to keep clean during the day, but with a few simple steps, a workable system can be achieved.

High-touch areas

With regular traffic in your building, it can often be a challenge to keep high-touch areas, like door handles, clean and sanitized. Here’s where health and safety get a boost with a regular, daytime cleaning schedule for these areas. As they are constantly being used, a regular cleaning and sanitization protocol for equipment like phones and photocopiers, cabinets, and door handles, can ensure that labour is being efficiently managed and the required level of hygiene is maintained.

Vacuuming

It’s often feasible to schedule jobs like mopping around busy times, but how does that work with jobs like vacuuming, when visitors might be present, meetings could be happening, and disruption in the workplace may be frowned upon? Daytime cleaning makes sense to minimize the workload, but it needs to be convenient for the building occupants. Regular vacuuming is beneficial, getting rid of the dirt and soil that is being trapped at the entry mats before it is tracked through the facility. Choose tools that minimize the disturbance, like low-noise equipment. Good filtration is necessary, too, to keep dust down and the air quality at its best while people are in the building.

Cordless equipment is also a good choice, allowing for quick and easy movement when getting the job done. This means that cleaners can minimize disturbance and maximize efficiency. Additionally, it increases safety by eliminating the risk of someone tripping on the cord and getting hurt.

Garbage collection

If there is a need for collecting up the garage during the day, what’s the best way to get the job done without affecting staff and guests? Save time and disruption by installing exterior garbage and recycling bins so it’s easy to dispose of everything in its proper place. As well, consolidate garbage inside wherever you can to make the job easier and faster while you have guests in the building. You may also want to consider disposing of garbage in a large bin in a back area or bay during operating hours, transferring it to an outdoor receptacle once the business closes.

At the end of the day, expediency and efficiency are the keys to cleaning during the day. Choosing the right equipment, avoiding distraction as much as possible, and showing staff and guests that you are vigilant with your protocols make daytime cleaning in the workplace more feasible.

MGA announces two promotions

Vancouver architecture firm MGA has announced two new promotions: Jesse Martyn and Graham Tkachuk are now associates.

Martyn was born and raised in the suburbs of Southern Ontario—Treaty Lands and Territory of the Mississaugas of the Credit First Nation and traditional territory of the Anishinaabe, Huron-Wendat, Haudenosaunee, and Attiwonderonk (Neutral). He received an advanced diploma in architectural technology and bachelor’s degrees in art history and environmental design from the University of Toronto and Dalhousie University, and completed his Master of Architecture degree at the University of British Columbia.

He has taken an interest in vernacular architecture and its relationship to place, and with a relentless attention to detail, his design methodology looks for opportunities to deploy scalable systems and strategies that can be executed from conception through to construction. Rigorous design, an emphasis on craft, and holistic approaches to architecture and the environment are what brought him to MGA. Before heading to the West Coast, he worked for award-winning architecture firms in Toronto and Halifax focusing on single- and multi-family housing and mixed-use projects.

Tkachuk joined MGA after working extensively on a large social housing development project in Vancouver. He brings experience from a diversity of social and public projects, including health care, universities, community centers and libraries.

Also a Dalhousie graduate, he went on to work for several years on a major expansion project for the university. This was a formative experience as it exposed him to the rigor and intensity of a large-scale public project. Tkachuk believes strongly in architecture as an instrument of social change, and that every project must have a social agenda. He has worked in offices in Halifax, Italy and Switzerland.

Smart lighting market poised for bright future

The global market for smart lighting is projected to reach USD $45 billion in sales by 2028, representing a compound annual growth rate of more than 20 per cent over the next five years. New market research identifies growth potential in the commercial/industrial, residential and urban/institutional sectors as energy-saving technologies become fully commercialized and the rollout of the Internet of Things (IoT) continues.

The meshing of LED luminaires, advanced lighting controls and wireless technology underpins projected gains in market share. LEDs are steadily becoming the standard lighting choice due to energy efficiency and other environmental considerations, while controls and wireless technology now provide more flexibility for tailoring lighting to operational needs and integrating it with other key building systems. As well, it presents opportunities for local governments to cut energy costs for streetlighting and collect data on traffic, parking and other patterns of activity.

“The ability of lights to connect with IoT devices and create a variety of ambient lighting using just smartphones or tablets has increased its popularity and demand across commercial and residential spaces,” the analysis from Bonafide Research states. “One of the important aspects that can drive the smart lighting industry is the scalability of smart lighting systems via wireless technology. Wireless technology makes it simple to add or remove lights, sensors and other smart lighting system components without the need for extra wiring or infrastructure.”

In 2022, global smart lighting sales were pegged at about USD $15.7 billion. Europe accounted for the largest share by global region (35 per cent); interior lighting surpassed outdoor applications; and about 55 per cent of total revenue was derived from hardware, such as bulbs, fixtures, sensors and switches.

However, demand for software is expected to accelerate over the next five years, with a growth rate exceeding the 20 per cent projection for smart lighting in general. “The growing popularity of creating ambient environments and assisting in data collecting in smart cities is likely to drive segment expansion during the forecast period,” the market research advises.

Exterior lighting sales are likewise expected to pick up in both the street/road lighting and outdoor architectural lighting categories. Meanwhile, other global regions are catching up with Europe’s earlier start.

“The smart lighting industry’s fastest expanding economy is Asia Pacific, followed by South America, the Middle East and Africa,” the market research states. “North America is regarded as one of the most promising markets for smart lighting solutions in the lighting industry. The operational costs of lighting in commercial buildings in North America are anticipated to be extremely high, and smart lighting provides an efficient and cost effective alternative.”

Looking to emerging technologies, the market research highlights efforts to transmit data via light. Based on quantum technology, it is known as light fidelity or the Li-Fi network. Early applications, which incorporate a chip for data transfer into an LED bulb, have recorded transmission rates of up to 224 gigabits per second.

B.C. invests $5M for improved skilled trades access

A $5-million provincial investment by the B.C. government is aimed at improving skilled trades access.

“This funding is about making sure that B.C. is training and supporting the next generation of apprentices and journey people,” said Andrew Mercier, minister of state for workforce development. “By investing in apprenticeships today, our government is taking action to ensure a strong workforce is trained and ready to build the homes and infrastructure that British Columbians depend on.”

This investment supports six B.C. organizations specializing in attracting people into the skilled trades and supporting them during their pre-apprentice training and apprenticeships:

Aboriginal Community Career Employment Services Society ($1 million): The society will expand and enhance supporting resources for pre-apprentice and apprenticeship training, including their Elder Support Program.
BC Centre for Women in the Trades ($1 million): The organization will expand and enhance its inclusivity-based workplace training, such as anti-racism and anti-bullying, plus contribute to its bursary program for equity serving groups.
Canadian Home Builders Association of BC ($1 million): This funding will enable CHBA BC to create and execute a range of programs and initiatives with the aim of providing supportive training and highlighting and advancing well-paid opportunities in the trades.
Construction Foundation of BC ($500,000): CFBC will host summer camps for at-risk youth to expose them to opportunities in construction.
SkillPlan ($1 million): The funds will be used to expand and enhance supporting resources for pre-apprentice and apprenticeship training, with a focus on increasing opportunities for under-represented groups.
Skills Canada BC ($500,000). SCBC will use the funds to expand skills competitions and programs.

The provincial investment will also help remove barriers to enter the trades or complete apprenticeships for women, Indigenous Peoples and other under-represented groups, with new and enhanced programming and resources for equity-serving groups, anti-racism and other inclusivity-based workplace training programs and student bursaries.

Driving inclusion among FM teams

Facility management departments need to be nimble and responsive to the rising emphasis on diversity and inclusion. Since FMs work across multiple building types, overseeing service providers and supervising teams of staff, they hold the power to impact numerous employees according to the culture their organization values.

In today’s dynamic business environment, from healthcare and post-secondary to corporate office settings, chief diversity officers (CDOs) are increasingly at the forefront of this transformation, leading various strategies to engender a more inclusive work environment that bolsters innovation, enhances employee satisfaction, and strengthens staff retention.

True inclusion extends beyond diverse employee representation by constructing a work culture where all employees feel nurtured, respected, and empowered to contribute to the company’s achievements. A genuinely inclusive workspace is a hotbed for innovation, productivity, and employee loyalty.

The initial step is crafting a holistic diversity and inclusion strategy. This process involves examining the current corporate state, pinpointing deficiencies in existing policies, and setting quantifiable goals. With a well-defined plan, CDOs can then introduce policies and initiatives that foster an inclusive atmosphere.

Employee resource groups

A beneficial approach includes setting up employee resource groups (ERGs) to cater to different demographics within the company. ERGs provide a platform for employees to connect, exchange insights, and support each other, thereby enhancing a sense of belonging and encouraging collaboration among diverse teams.

Advocate for open communication and dialogue within the organization. By establishing feedback mechanisms and listening sessions, ensure employees feel valued and heard. Handling conflicts in a fair and transparent way further strengthens facility management’s commitment to diversity and inclusion.

To enhance open communication, organize town hall meetings, workshops, and focus groups, providing employees a forum to voice their ideas and suggest ways to improve the workspace. These platforms foster a sense of engagement and ownership among employees, leading to a more inclusive culture.

Refining recruitment and retention of diverse talent

Recruitment practices must be assessed and improved to ensure fairness and eliminate biases. Implementing blind recruitment techniques, partnering with organizations endorsing diversity, and diversifying the interview panel can aid in achieving this goal.

In addition, creating a supportive onboarding experience for new hires, offering mentorship and career growth opportunities for diverse employees, and implementing diversity-centric leadership development programs can assist in retaining top talent. These measures also equip employees for future leadership roles, thereby contributing to a more inclusive work environment.

Recognizing and addressing unconscious biases is pivotal for an inclusive workplace. Regular training and workshops for employees and management should be provided to raise awareness about these biases. Monitor the impact of such training on the work culture to identify areas needing improvement and promote continuous advancement.

Moreover, CDOs should collaborate with HR and management to incorporate diversity and inclusion into the organization’s performance management systems. This action encourages employees at all levels to contribute actively to building a more inclusive environment.

CDOs should also champion a culture of allyship and support. Providing resources to help employees improve their allyship skills and recognizing and celebrating the efforts of allies in the workspace can reinforce a supportive and inclusive culture.

Monitoring progress and ensuring continuous improvement is another integral aspect of diversity and inclusion promotion. Define key performance indicators (KPIs) to track progress and ensure initiatives remain relevant and effective. Sharing success stories and best practices within facility management can further encourage progress and promote a more inclusive workplace.

Establishing strategic partnerships

Establishing strategic partnerships with external organizations and experts in diversity and inclusion can provide valuable insights and support. By participating in industry forums and conferences, CDOs can stay updated on the latest trends and best practices in diversity and inclusion.

Employing diverse strategies, prioritizing inclusive recruitment practices, and offering diversity training can shape an inclusive workspace that benefits both employees and the company.

As the workforce evolves, CDOs must remain dedicated to advocating for diversity and inclusion, ensuring their workplaces stay ahead of this crucial shift. Ongoing improvements, open communication, and collaboration, can lead to significant impacts and workplaces where everyone feels valued and included.

Jennifer Morehead is the CEO of Flex HR as well as an entrepreneur, sales and marketing expert, and an independent board member. Morehead prides herself on building strong teams that exceed expectations for their clients. She is the co-author of Make Your Business Social and the author of CEO From Home.

Flex HR is a human resource outsourcing and consulting firm located in the Metro Atlanta area and specializes in providing high-level and strategic consulting, HR back-office administration, regulatory compliance, organizational development, benefit solutions, recruiting, training, payroll. employee websites, and more. For more information, visit flexhr.com and follow Flex HR on Facebook, LinkedIn, and Twitter.

Purpose-built rental development underway in Hamilton

The Labourers’ International Union of North America (LiUNA) recently celebrated the ground-breaking of a new purpose-built rental development located at 500 Upper Wellington Street in Hamilton, Ontario. The six-storey building comprising 261 rental suites is part of LiUNA’s ongoing work to drive the revitalization of Hamilton.

The LiUNA Pension Fund of Central and Eastern Canada (LPFCEC) is the lead investor for the development, which is being built in partnership with Fengate Asset Management and Ingenuity. Construction is expected to be completed in 2026.

The ground-breaking ceremony in June featured remarks from Joseph Mancinelli, Chair, LiUNA Pension Fund of Central and Eastern Canada; Andrew Konev, Senior Vice President, Development, Fengate Asset Management; and Mario Viti, Chief Executive Officer, Ingenuity. The opening remarks were followed by a ceremonial ground-breaking featuring Mr. Mancinelli, LPFCEC trustees and executives, and representatives of the project partners.

“LiUNA has an extensive footprint in the city of Hamilton and we are proud to continue this momentum and ensure reliable and affordable housing supply extends beyond concept and into reality,” said Mancinelli. “Together with LiUNA investments at 75 James Street, King William Residences, 20 Rebecca Street, among many others, 500 Upper Wellington will have a positive impact on our community as we work proactively and collaboratively to meet the future growth of our city. This purpose-built development will deliver in-demand housing supply to meet the diverse and evolving demands of our communities while moving our economy and city forward.”

According to the partners, future residents will benefit from the site’s convenient access to downtown Hamilton and the host of onsite amenities planned for the development. The building will be pursuing LEED designation and is slated to include sustainability-focused features such as a green roof, geothermal heating and cooling, and energy-efficient building systems. Plans also include integrated technology features that will enable residents to manage their homes and access building services remotely.

ISSA Hygieia Network conference registration is now open

ISSA Hygieia Network, an ISSA Charities™ signature program dedicated to the advancement and retention of women in the cleaning industry, has opened registration for the Networking and Leadership Conference – Workplace Allies: The Power of Having Someone in Your Corner being held on September 23 in Portland, OR.

The full-day conference will bring the industry together to embrace allyship, offering strategies to better advocate for employees, insight on making organizations more inclusive and securing mentors, peer relationships, and sponsors to help reach your goals.

The conference will feature a workshop by Jeffery Tobias Halter (president of YWomen), and special presentations by Laurie Sewell (president and CEO of Servicon), Gary Phillips (director of merchandising at Staples), Deb Mazzuca (LEED Green Associate) and Lynda Silverman (executive chair of the board of directors at Maintex). Attendees can also attend a panel discussion, group mentoring sessions, and activities, followed by a networking reception.

With a focus on education, the conference embracing allyship with organizational culture, this conference will concentrate on the growth of the industry and building strong relationships.

For more information about the ISSA Hygieia Network, or to register for the upcoming conference, visit this link.

NYX Capital sells self-storage portfolio

NYX Capital Corp. has sold its self-storage portfolio, encompassing nine sites in the Greater Toronto and Hamilton Area and Montreal region. The vendor garnered $310 million through the disposition, which saw SmartStop Self Storage acquire 7,500 existing rentable storage units, while Bluebird Self Storage and Storewest Developments purchased properties where 3,000 new units are planned.

The sites are located in dense residential and retail neighbourhoods, in keeping with NYX Capital’s asset management strategy. In addition to the roughly 1.4-million-square-foot self-storage portfolio, the private equity real estate investment company holds about $1.2 billion in projects under management or in development, spanning the residential, industrial, film studio and fitness asset classes.

“Despite this large disposition of our active portfolio, we are still interested in this asset class and will pursue any and all new opportunities in the self-storage industry,” says Yashar Fatehi, the company’s chief executive officer. “We believe it was the right time to sell these assets and generate healthy returns for our partners.”

Cariboo Memorial Hospital work begins

Construction work on the Cariboo Memorial Hospital has begun. The redevelopment will improve access to care for residents of Williams Lake and the surrounding area, including the First Nations communities of the Secwépemc, Tŝilhqot’in, and Dãkelh Dené.

“The redevelopment of the Cariboo Memorial Hospital represents a significant investment in the Cariboo-Chilcotin communities’ health and well-being, now and into the future,” said Adrian Dix, minister of health.

The project includes a three-storey addition, as well as renovations to the existing facility. The redevelopment will add 25 new beds for a total of 53. This includes a new medical/surgical inpatient unit with 36 beds (an increase of 16), a new mental-health and substance-use inpatient unit with eight single-occupancy rooms, a patient-seclusion room and an expanded ambulatory-care and oncology unit with 16 renovated treatment spaces.

There will be a new emergency department with 23 treatment spaces (an increase of 12), two trauma-treatment bays, a seclusion room, an ambulance carport and a separate public entrance.

As well, the new addition will have an expanded maternity and women’s health unit with four single-occupancy rooms for maternity care, two nursery rooms and two women’s health beds in private rooms. The maternity area will allow parents to stay in the same room with their babies until they are ready to go home.

The pharmacy will be expanded, providing additional space for pharmacists and pharmacy technicians. An interfaith sacred space will allow for traditional cultural and healing practices. There will be 71 new parking stalls.

Construction of the hospital will happen in two phases. The first phase, which will include the three-storey addition, is expected to finish in 2026. Phase 2 will start after that, will include further renovations and is scheduled to be complete in 2029.

The project budget is $366.5 million and will be shared between the province, Interior Health and the Cariboo Chilcotin Regional Hospital District.

Graham Design Builders was awarded the contract in February 2023.

Washroom upgrades can help save water

As sustainability continues to become more important for businesses, looking for ways to cut back on your water use may help you get closer to your greener goals. Technology is helping facilities evolve, making tech tools more mainstream to increase sustainability and reduce costs.

Faucets

Replacing leaky faucets is the first step in eliminating water waste, so conduct an audit in your washrooms and fix or replace any leaky taps. Next, consider adding low-flow faucets that use less water, or faucets that include aerators, which combine air with water to limit the flow.

Touchless sensors have added an additional element to hygiene practices in the last few years, but they also limit use, as people cannot leave the taps running longer than they need them. This helps your taps become more efficient, saving you unnecessary expense. However, be careful when choosing your faucets. Some studies have shown that people open the faucets at a flow of 1.5 gallons per minute, and the sensored faucets can open at a flow of 2.2 gallons per minute, so factor in all considerations before making your final choice.

Toilets

Smart toilets are the newest innovation in bathroom technology, offering options that use less water, only flush when necessary, and even increase your hygiene efforts with touchless features. Some models only use about 1.6 gallons of water, compared to the five to seven gallons of water typically used in a traditional model. As well, many have a dryer setting, so it may also help you save money and the environmental impact of paper use. While they are definitely an upgrade, planning to switch out your traditional toilets over the long haul will save on your bill and help save the planet at the same time.

LEED

If you are not sure where to start, or you want to reduce your water consumption throughout the whole building, consider looking into LEED certification. This certification includes water consumption and can help you manage your water use and resources over longer periods of time. Start by determining which certification you desire and then complete the process through LEED to determine your best course of action.

Upgrading your washrooms can reduce water, help the planet, and save money, but do your research to determine exactly what best suits the needs of your building.

Dan Baxter is new PCA regional director

The Progressive Contractors Association of Canada (PCA) has announced Dan Baxter as its new regional director, British Columbia.

“We are delighted to welcome Dan to this important role at PCA,” said Paul de Jong, president of the Progressive Contractors Association of Canada. “Dan’s wealth of experience in government, public policy and stakeholder relations will be instrumental in strengthening PCA’s presence in B.C.”

Baxter has served as president and CEO of the Richmond Chamber of Commerce, as well as policy analyst, director, and interim CEO at the B.C. Chamber of Commerce.

He also served in Ottawa and the Lower Mainland in senior policy and stakeholder management relations roles with the Hon. Ed Fast, then-Minister of International Trade and Minister for the Asia-Pacific Gateway.

Baxter resides in the Ladner area of Delta with his wife, two sons and two daughters and can often be found on the baseball diamond, coaching or calling plays as the Ladner Minor Baseball Association’s Umpire-in-Chief.

Timmins and District Hospital tagged for critical repairs

Critical upgrades and repairs are in the works for Timmins and District Hospital. Ontario is investing $2 million this year through the Health Infrastructure Renewal Fund.

“Our hospital operates in a 30 year old building, and this investment will allow us to make vital repairs to our aging HVAC system,” said Kate Fyfe, the hospital’s president and CEO. “These repairs will ensure that our hospital continues to provide a safe environment for our patients, their families, our staff and physicians.”

The funding is part of the government’s investment of over $208 million this year to support 131 hospitals and 58 community health care facilities across the province. Ontario’s health care system partners can address urgent infrastructure renewal needs such as upgrades or replacements of roofs, windows, security systems, fire alarms and back-up generators.

By the end of 2022, Ontario approved 50 hospital development projects that will build more than 3,000 new hospital beds in communities across the province over the next 10 years.

Manitoba offers grants to expand childcare facilities

More than 640 licensed non-profit childcare centres in Manitoba are eligible to apply for renovation expansion grants to create new spaces for infants and pre-schoolers.

The federal and provincial governments are allocating a combined $13.5 million for existing facilities to support renovation, administrative and programming costs. Centres have received $3.4 million in renovation expansion grants since 2021.

“By continuing to offer this grant, existing operators will be able to help more families access affordable child care, which supports our commitment to develop 23,000 affordable, accessible, high-quality and inclusive child-care spaces by 2026 under the Canada-Manitoba Canada-Wide Early Learning and Child Care Agreement,” said Manitoba Education Minister Wayne Ewasko.

The grant will provide $30,000 per space up to a maximum of $2 million in capital grant funding per project, to increase physical space capacity. The province estimates this will result in an additional 450 spaces for children under the age of seven.

The deadline to submit an expression of interest for the 2023-24 Renovation Expansion Grant is September 15.

CRE loan books undergo U.S. Fed stress test

Commercial real estate loan books are coming under banking regulator scrutiny in the United States. Through a recent stress testing exercise, the U.S. Federal Reserve determined that potential losses on CRE loans pose the second highest risk for lenders after credit cards. Under the envisioned extreme scenario of a 40 per cent decline in asset value coupled with a significant rise in vacancies, projected losses in the office sector would be roughly three times greater than those realized during the global financial crisis.

Nevertheless, follow-up commentary from the credit rating service, DBRS Morningstar, highlights the positive indicators of banking stability and continued availability of capital. “We do take comfort that the banks were able to absorb the losses resulting from a severe stress scenario and that, in general, banks have lowered their exposure to CRE loans post financial crisis,” it states.

The stress test revealed potential for average loss equivalent to 9.8 per cent of CRE loan value across 15 publicly traded U.S. banks, ranging from a high of 16 per cent for Goldman Sachs to a low of 3.9 per cent for JP Morgan Chase. DBRS Morningstar confirms that the ratings trend is stable for 14 of the 15 with only M&T Bank Corporation — currently rated A (high) — deemed to be trending negatively.

Among the seven foreign-owned U.S. banks in the stress test, potential losses of CRE loan value were pegged at 10.3 per cent for RBC USA, 8.3 per cent for BMO and 7.5 per cent for TD Group. The group’s average loss was projected at 7.6 per cent of CRE loan portfolios, ranging from a high of 11. 2 per cent for DB USA and a low of 3.4 per cent for Barclays US.

The DBRS Morningstar commentary notes that CRE loan books vary, reflecting different asset mixes, underwriting nuances and the banks’ internal approach of stress testing. Collectively, the banks subjected to the Fed’s stress test hold about 20 per cent of current loans on downtown office and commercial properties in the United States, and all of them cleared the required threshold.

“The focus on CRE shows that while large banks would experience heavy losses in this hypothetical scenario, they would still be able to continue lending,” it states. “These banks generally have well-diversified business models that are not overly reliant on CRE, resulting in more resilient earnings in times of stress.”

Sharing Construction Safety Resources

As a construction employer, you’ll recognize at least one of these important construction safety organizations helping you to work safer:

BC Construction Safety Alliance
Alberta Construction Safety Association
ASP Construction Association sectorielle paritaire
Construction Safety Association of Manitoba
Construction Safety Nova Scotia
Heavy Construction Safety Association of Saskatchewan
Infrastructure Heath & Safety Association
Manitoba Heavy Construction Association
New Brunswick Construction Safety Association
Newfoundland & Labrador Construction Safety Association
Northern Construction Safety Association
Northern Safety Network Yukon
Saskatchewan Construction Safety Association

But if you printed each of these names on trading cards and sealed them in a wax pack, the wrapper would read “CFCSA: The Canadian Federation of Construction Safety Associations.”

The name may not be familiar to everyone, but as a united umbrella organization, the CFCSA represents a formidable force. The CFCSA shepherds national programs such as the COR accreditation standard, and the National Construction Safety Officer (NCSO) and National Health and Safety Administrator (NHSA) designation programs. In addition, the association promotes awareness of construction health and safety practices and programs, facilitates information sharing, and collaboratively produces workplace health and safety training, standards and information resources.

The CFCSA meets annually and the chairperson is typically the head of the construction safety association scheduled to host the next annual meeting. Standing committees meet throughout the year.

Sean Scott, immediate past chair of the CFCSA, notes that the organization takes on the difficult problems of harmonization of safety regulations across the country.

“Construction safety regulations are primarily issued at the provincial or territorial level, so it’s a challenge to get those jurisdictions to harmonize regulations,” says Scott. “As a national organization we look at the large picture and advocate for that type of harmonization, and help our members operating in different provinces to navigate the remaining differences.”

Mike McKenna, executive director of the B.C. Construction Safety Alliance, notes that the CFCSA has also endorsed a harmonized audit approach for COR certification. Similarly, a memorandum of understanding between CFCSA members provides a simple path for companies who are COR certified in their home jurisdiction to apply to have that certification recognized in any other jurisdiction, at no cost. This allows companies to bid on any project requiring COR certification in a jurisdiction in which they don’t have a permanent base of operations.

“The CFCSA exists to make safety simpler for all of its members,” he says. “There’s a real benefit for employers who work across jurisdictions.”

Jackie Manuel, chief executive officer of the Newfoundland & Labrador Construction Safety Association, says that information sharing between associations provides the greatest benefit to local members.

“The early sharing of COVID-19 resources by larger construction safety associations who had in-house epidemiologists benefitted more than just construction companies here,” she says. “Our website became the go-to source for working during a pandemic for many employers in the province.”

When road contractors were asked to perform night work on a provincial highway project for the first time in the province’s history, Manuel quickly sent out a query to CFCSA members across Canada who already had experience with the practice.

“Safe work practices and procedures related to night work on a highway already existed,” she says. “Our contractors were quickly able to adapt them to their specific circumstances.”

Roy Silliker, CEO of the New Brunswick Construction Safety Association and current CFCSA chair, says that sharing of information resources has helped his organization to stretch its budget.

“One of the biggest benefits is the ability to get materials, programs, and toolbox talks that have been developed in other jurisdictions free of charge,” he says. “That allows associations such as ours to get resources that we may not be able to develop due to lack of funding. Any time we’re looking at doing something new or different we survey our sister associations in the CFCSA to see if they’ve tried it, done it or have materials for us to work with.”

CFCSA member organizations understand that — even if safety regulations aren’t perfectly aligned across all jurisdictions — a fall is a fall wherever it occurs.

“But when CFCSA members talk to each other and share best practices, they tend to become the accepted regulatory standard in each jurisdiction in which they operate,” says Scott. “That helps to build regulatory harmonization from the bottom up.”

For more information, visit www.cfcsa.ca.

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