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Vancouver invests in natural infrastructure

The Government of Canada and the City of Vancouver announced a joint natural infrastructure investment of more than $36.2 million towards Vancouver’s Rain City Strategy, which outlines a series of actions to improve the water quality, increase resilience to climate change, and enhance ecosystems.

The strategy aims to enhance the use of natural infrastructure to prevent urban flooding and improve water quality. Its goal is to capture and clean 90 per cent of Vancouver’s average annual rainfall and help manage rainwater runoff from 400,000 square metres of drainage area. Examples include using absorbent landscaping, rainwater tree trenches, wetlands and stream restoration, capturing rainwater closer to where it falls. Ecological processes will serve to remove pollution from urban runoff, improve water quality, mitigate greenhouse gas emissions, increase climate change resilience, protect species, and preserve biodiversity and habitats.

“Increasing natural infrastructure in Vancouver has numerous benefits for residents and the species we share our city with. We’re very thankful for this support from the Government of Canada’s Natural Infrastructure Fund. This investment will contribute to a more livable Vancouver, a stronger future in the face of coming climate pressures, an opportunity to grow our local green economy, and healthier waters in Still Creek, False Creek, Burrard Inlet and the Fraser River,” said Vancouver Mayor Ken Sim.

The Government of Canada is contributing $18,900,000 to this project, and the City of Vancouver is contributing $17,325,000.

“It’s not often we celebrate our infamous rainwater but in these changing climates, it is a pleasure to announce this valued investment that makes use of our most plentiful natural resource. From stream restoration to increased flood resilience to species protection, this investment in green infrastructure will support our growing city’s climate, wildlife and population for years to come,” said Scott Jensen, chair of the Vancouver board of Parks and Recreation.

10 affordable housing projects announced for Nova Scotia

The federal government and the Province of Nova Scotia have committed to investing $16.6 million toward the creation of 10 new affordable housing projects. When complete, the developments will bring 236 new rental units, half of which will be offered at rents at or below 80 per cent of the local market rent.

The federal government is providing $7.5 million in funding for these projects through the National Housing Co-Investment Fund, a key pillar of the National Housing Strategy, and the Canada – Nova Scotia Bilateral Agreement under the National Housing Strategy. Meanwhile, the Province is providing $9.1 million in funding through the improved Affordable Housing Development Program (AHDP).

“We are in a housing crisis, and we are taking concrete steps to create more supply to help Nova Scotians find safe and safe affordable housing,” said Brian Comer, Mental Health and Addictions Minister and MLA for Cape Breton East Government will continue to work in partnership with the federal government, the private sector and non-profit providers to build more homes like these for Nova Scotians.”

The recently announced federal and provincial investments will support the following affordable housing projects in Nova Scotia:

• Stephen Jamael Property Rentals Inc, Sydney – 36 units (2 projects) — $3.8 million
• Future Growth Co-op Ltd., Sydney Mines – 22 units — $3.9 million
• Atlantic Edge Properties Inc., Guysborough –36 units — $1.35 million
• Tata Holdings Inc., Tatamagouche – 21 units — $1.2 million
• Meech Holdings Ltd., Truro – 56 units — $3 million
• Six Point Star Homes Ltd., Amherst – 8 units — $680,000
• Innovare Properties and Developments Ltd., Westville – 28 units — $1.225 million
• S.W.H Construction Ltd.,Shelburne – 5 units — $350,000
• Grand Multip Properties Inc., Barrington – 24 units — $900,000

“Through investments in affordable housing, our government is providing assistance to those who need it most here in Cape Breton and in all corners of the country. We are committed to making communities stronger through projects like these,” said Jaime Battiste, Parliamentary Secretary to the Minister of Crown-Indigenous Relations and Member of Parliament for Sydney – Victoria. “These investments help create new jobs and stimulate the local economy, while providing access to safe, affordable homes for Nova Scotia’s seniors, families and individuals, including Cape Bretoners.”

The National Housing Co-Investment Fund (NHCF) is a $13.2 billion program under the National Housing Strategy (NHS) that gives priority to projects that help people who need it most, including women and children fleeing family violence, seniors, Indigenous peoples, people with disabilities, those with mental health or addiction issues, veterans, and young adults.

Does your building have a fire safety plan?

Facility managers are often tasked with creating, executing, and updating the building’s fire safety plan. This process is crucial because it outlines all aspects of fire safety, including evacuation, maintenance and housekeeping, and what to do if a fire occurs in your building. Fire safety plans need to be reviewed every 12 months to make sure that they are up-to-date, accurate, and compliant.

Whether you are creating a fire safety plan from scratch or you have one that needs updating, there are some important factors to consider.

What’s involved

Even as someone familiar with the building and its operations, this can be a big job, so you may want to consult your local fire department or use an online template for guidance.  As an overview, your fire safety plan must contain the following elements:

  • Emergency protocols, including sounding the alarm, notifying the fire department and building occupants, equipment shutdown if necessary, and containment, if possible.
  • Evacuation plans, locations, and a system for people who may need assistance. This should also include alternate fire safety measures, and a plan for the fire department to access the building.
  • Procedure and schedule for fire drills, along with information for any staff designated with specific fire safety duties.
  • Staff education or training, where required. This also needs to include drawings and maps to indicate fire safety locations.
  • Maintenance procedures for all emergency systems on an ongoing basis.

Getting approval

In Ontario, every fire safety plan listed in section 2.8 of the Ontario Fire Code must be inspected by a Chief Fire Official with jurisdiction over the building. This means that you will need to prepare and submit a draft of your plan to your local fire department. Once your plan has been reviewed and approved for compliance with the Ontario Fire Code, a visit will be conducted to your building to confirm the plan and verify all the information.

For provinces outside Ontario, check with your local and provincial guidelines for specific information about getting approval for your plan.

Going online

Digitizing your fire safety plan can offer some advantages to your business, like allowing everyone on your team an easy way to access, download and distribute the information.

Beyond the expanded accessibility for your employees, going online also means that you can sign up for notifications to update your plan, so you never fall out of compliance.

Your fire safety plan is an important part of your job, whether you are creating a new plan, updating an existing plan, or digiting a current version. Consider all the important factors so your plan stays current and compliant, making your workspace as safe an environment as possible for employees and visitors.

Alberta invests $30M for Red Deer Airport

The Government of Alberta is investing $30 million to expand the Red Deer Regional Airport through its 2023 Budget.

“Alberta’s airports play a critical role in strengthening and diversifying our economy by expanding access to markets, as we don’t have direct access to tidewater. This investment will allow additional aviation cargo and logistics services, which will not only provide new travel options and get more products to market but also create jobs and help attract new investment to central Alberta,” said Devin Dreeshen, minister of Transportation and Economic Corridors.

The expansion will support the growth of rural communities in central Alberta while enhancing the safety of local residents and airport users by creating an additional emergency access to the airport and the Hamlet of Springbrook. This new funding builds on a $7.5-million grant from Alberta’s government in 2022-23 for the airport to repair and upgrade its runway.

“We are glad this government has recognized the unique opportunity the airport and central Alberta can play in expanding our economic impact through diversification. We already have a tenant looking to expand their business as a result of this positive development. By building the road north, we now have the opportunity to access the additional 220 acres, which we hope will bring in cargo, aircraft repair and other airline-related services. This expansion project will also result in a new passenger terminal allowing for 737 aircraft passenger service,” said Graham Ingram, CEO, Red Deer Regional Airport.

Funding through Budget 2023 will support north end road construction and civil works, including water sanitation, stormwater and fibre optics, to Township Road 374 to support new business opportunities for the north end land development. The development of the north end road will also create additional emergency access to the airport and will increase safety for the community as it continues to grow.

 

APEGA announces new 2023 president

The Association of Professional Engineers and Geoscientists of Alberta (APEGA) announced that Manon Plante, P.Eng., will become APEGA’s 104th president at the 2023 annual general meeting (AGM) on Friday, April 28.

Plante, director, planning and coordination of Women Building Futures, is a passionate leader with more than 30 years of experience as a professional engineer. She prides herself on being a champion of active participation and engagement, which she has shown by serving on APEGA council since 2016, including as vice-president in 2021-22, and sitting on many council committees.

Plante will lead APEGA’s executive committee of council, which comprises newly elected president-elect Tracey Stock, P.Eng.; newly elected vice-president Margaret Allan, P.Eng., P.Geo.; and current president Lisa Doig, P.Eng., who will transition into the role of past-president at the AGM.

APEGA also welcomes re-elected councillors Geoffrey Kneller, P.Eng., and Jason Vanderzwaag, P.Eng., and newly elected councillors Mihaela Ciulei, P.Eng.; Ken Hawrelko, P.Eng.; and Jeffrey Priest, P.Eng.

They will join their colleagues who are continuing their terms: Claudia Gomez-Villeneuve, P.Eng.; Seema Makwana, P.Eng.; Victoria Wishart, P.Eng.; Lorna Harron, P.Eng.; Wally Kozak, P.Eng.; Dean Mullin, P.Eng.; and Wendy Shier, P.Geo.

APEGA thanks outgoing councillors Darren Hardy, P.Eng., and RaeAnne Leach, P.Eng., whose terms expire on April 28 at the AGM.

As the regulator of engineering and geoscience in Alberta for more than 100 years, APEGA continues to drive the province forward with courage and innovation. We are the largest regulator of self-regulated professionals in Western Canada, with nearly 69,000 registrants who safeguard the public welfare and contribute significantly to Alberta’s economic success and quality of life.

 

U.K. to fund energy upgrades for public pools

The United Kingdom has allocated £63 million (CAD $104.5 million) for energy upgrades to public swimming pool facilities. Chancellor of the Exchequer Jeremy Hunt announced the special one-year fund, to be administered by the national non-profit agency, Sport England, in the newly released 2023 budget.

“This is a significant and welcome amount of support from the government that will offer a lifeline to many public leisure centres across England as well as help sustain them into the future,” says Tim Hollingsworth, Sport England’s chief executive.

Soaring fuel prices, shortages of water purification chemicals and increased competition for staffing have strained the operating budgets of many of the country’s 800+ public pools. The new fund will help underwrite a switchover to low-carbon heating alternatives and other energy efficiency improvements for facility systems. Approximately £40 million (CAD $66.4 million) is earmarked for decarbonization projects that support long-term sustainability with the remainder for energy efficiency measures with shorter paybacks and to alleviate “immediate cost pressures”.

Swimming pool facilities owned by local councils or registered charities will be eligible. Sport England will release more details about the application process when they become available.

“We look forward to working with the government and Sport England to ensure support reaches all those in need,” observes Gerald Vernon-Jackson, chair of the culture, tourism and sport board at the United Kingdom’s Local Council Association. “Councils and pool operators have worked hard to keep them open for as long as possible in the face of rising energy costs but have been warning that without investment we would have seen a large number of closures. This funding will enable us to keep the doors open, and also continue the transformation of our pools to an energy efficient future that offers a lasting legacy for communities.”

Leaders Breakfast to honour Carol Jones

The IIDA and the Interior Designers of Canada (IDC) will be hosting the Leaders Breakfast on April 13 in Vancouver at the Pan Pacific Vancouver Hotel.

The annual international event celebrates design in the global marketplace by honouring individuals who are both the legacy and future of design.

Every year a chosen city hosts a breakfast that features a renowned keynote speaker and recognizes one city-selected honouree who has made significant contributions to the design industry.

Carol Jones will be honoured at this year’s breakfast event. Before retiring from practice, Jones was a principal and vice-president, interior design, at Kasian Architecture Interior Design and Planning Ltd, and her professional experience has included practice in several Canadian cities as well as teaching appointments at two universities.

Jones’ focus on design for the high-performance workplace for both the private and public sector has earned her the title of expert on workplace programming and planning. She speaks and writes on professional development topics both nationally and internationally, and projects under her leadership have been widely published and have received numerous awards.

In addition to her more than 40 years of experience in interior design, Jones has had a parallel career as a volunteer on professional boards. These include president of IDC in 1991 and 2020 and chair of the IDC Foundation, president of IIDA in 1999 and chair of the IIDA Foundation, and service on the boards of CIDA and CIDQ.

In 2010, she was awarded an honorary Doctor of Letters (D.Litt.) by Kwantlen Polytechnic University for her contributions to the design profession.

The keynote speaker will be Cheryl S. Durst, executive vice president and CEO IIDA.

With 15,000 members across 58 countries, Durst oversees the strategic direction of IIDA, heading its international board and setting an agenda that leads the industry in creating community, advancing advocacy, and continuing decades of work toward equity. She is a member of the International WELL Building Institute Governance Council; as well as a trustee for Chicago’s Museum of Contemporary Art and the NYSID.

Condo pest control: Insights from the pandemic

The pandemic has been a proving ground for every trade. That includes the pest management sector, where unique circumstances and heightened infestation risks have kept even the pros on their toes.

Paolo Bossio is all too familiar with containing pests during – and after – the pandemic. As president of Advantage Pest Control, he and his team have been hard at work helping condominium owners and managers fight back against an upswell of rats, mice, roaches, and bedbugs who have been attracted to excess food sources in multi-residential buildings.

Advantage Pest Control“It’s like watching a great migration,” Bossio says. “When all these restaurants, delis, and bakeries shut down during the pandemic, they started delivering food to condo residents instead. That diverted rats, mice, and roaches away from the shops where they used to hang out and into buildings where there were these huge sources of food. And now, they’re sticking around.”

The influx of food orders also generated more food waste, both within building garbage chutes and the bins waiting below.

“The chutes became a new food source for roaches, which meant we had to start addressing them with not just insecticides, but cleaning agents as well,” Bossie explains. “We’re not cleaners, but we had to start adding cleaning agents into our sprays because we knew eliminating those additional food sources would push pests to feed off our products instead.”

The chutes were only half the problem. Down below, condo buildings became inundated with large volumes of food waste in their garbage bins that attracted even more vermin and pests. And while some buildings upped their garbage pick-up cycles to accommodate, getting someone to pick up the infested deposits could not be taken for granted.

“What would happen is garbage companies would go to do their collections, see a bunch of rats there, and decline to pick them up. That would pose another issue for us, because if the rats were left with that tremendous and untouched food source, they wouldn’t go for our bait or traps,” says Bossio.

It was an interesting challenge, and one that called on Advantage Pest Control to put its dynamic approach to the test. With tantalizing garbage chutes and overstuffed bins stealing pests’ appetites away from the company’s bait, the team turned to sneakier tactics.

“We had to kind of come up with strategies to intrigue the rats to feed off of our product and not the bins,” recalls Bossio. “One way we did that is by literally moving the bins from one side of the parking lot to the other side and then replacing them with boxes with our rodenticides to mimic what they were feeding off of.”

Another strategy, he continues, was to rotate the type of bait they were placing in order to ensure pests weren’t becoming resistant to the same deadly meal.

“Over time, they catch on,” Bossio warns. “German roaches are highly adaptable, so we respond by literally taking all the product off the shelf once we’ve used it for a month or two and cycle it out with a new product. It keeps them on their toes.”

Thinking outside the takeout box

Problem-solving has been a critical asset for pest management professionals. This is true when it comes to finding new ways for pests to take the bait and – more importantly – when keeping condo owners safe.

Advantage Pest Control“Remember, people couldn’t really leave their units during the pandemic. Many were kind of stuck there. That meant we couldn’t just go in and spray; we had to take each unit on a case-by-case basis and figure out the best solution, whether that was to use aerosols, apply gels, vacuum, steam, or whatever was best and safest for the situation,” says Bossio.

Combatting bed bugs requires its own degree of problem-solving. For example, Bossio recalls a job where his team was asked to help a client overcome its chronic bed bug problem. What seemed like a straightforward task at first took on new dimensions when they found the source of the bed bugs was from a unit occupied by an elderly woman sleeping in blankets on the floor with no bed.

“We realized immediately that there was no way we were getting rid of this bedbug problem if she was sleeping on the floor. That just creates bigger problems because there is no barrier between her body and the bed bugs,” he says.

Typical strategies were off the table. Moreover, the team learned it would be at least a month before the resident would receive a bed through local public health support. Eager to solve the problem sooner, Bossio made the call to buy a new bed on behalf of the company and have it delivered and built so the resident could rest easier and the team could get to work.

“In situations where people can’t leave, you can’t just walk away from the problem or it will get much worse. That’s why I always tell my technicians not to just go in there with a gel gun and get the job done as quickly as possible but to take their time, find the source of the issue, and do whatever they need to to get the job done right,” he adds.

Getting the full picture

The saying “you can’t fix what you can’t see” is particularly true for pest control. And coming out of an era of lockdowns, restricted access, and work-from-home arrangements, Bossio says one thing that can help condo owners and managers get ahead of post-pandemic issues is to take a fresh look at their building.

“Building inspections are a very cost-effective way to get a real-time snapshot of the health of the building. I can’t tell you how many times we’ve been called to a unit with a chronic issue only to find out it was caused by a neighbour who wasn’t saying anything,” says Bossio, adding, “With a building inspection, you find out about those ground zero units early on and find out where your blind spots are before they cause an issue.”

Certainly, a lot of lessons have come out of the pandemic. Many more are still to come. If the past two years have made one message clear for the pest control community, it’s that adaptation and ingenuity are key to keeping the pests at bay.

“As pest controllers were there to solve a problem,” Bossio continues. “And if we’re there just to speed through units or kick the can down the road, it won’t be good for anyone.”

Paolo Bossio of Advantage Pest Control

Three-in-five Canadians are worried about spring flooding, a new survey finds

Three-in-five Canadians are worried about the potential consequences that flooding and severe rain events may cause during the spring season, according to new data from Angus Reid, which aims to raise awareness about water-related damage.

The findings, based on a Spring Melt survey of 1,500 adults and commissioned by First Onsite, also showed regional flooding concerns were highest in British Columbia (73 per cent), followed by Atlantic Canada (65 per cent).

Last year, Hurricane Fiona turned out to be the costliest extreme weather event ever recorded in Atlantic Canada at $660 million in insured damage. Catastrophe Indices and Quantification Inc, also estimated the event was the tenth costliest in Canada. Meanwhile, in 2021, the historic Pacific Northwest floods devastated communities in B.C.

After flooding, three-quarters of Canadians said mould was their highest disaster-related concern. Such an occurrence has already been the reality for one-quarter of people, who were affected by mould at home or work.

A large majority of people are also concerned about the cost of major renovations and their level of insurance. Twenty-one per cent are worried about landslides and mudslides, but this trends higher in B.C. and Quebec where landslide incidents are more prevalent.

Jim Mandeville, senior project manager, Large Loss North America, First Onsite Property Restoration, said flooding and water damage are the biggest threats to properties. “In the spring, when the ground is still frozen, thawing snow and heavy rainfall heighten the risk of water damage to residential and commercial properties.”

Several million homes in Canada are vulnerable to flooding, according to the Adapting to Rising Flood Risk report by Canada’s Task Force on Flood Insurance and Relocation.
The Intergovernmental Panel on Climate Change (IPCC) says flooding has accounted for 40 per cent of weather-related catastrophes since 1970. Wet snow and heavy rainfall intensify the risk of water damage in the spring when the frozen ground begins to thaw. This can lead to burst pipes, water seepage through leaks in roofs and basement foundations, and blocked and backed-up sewers, along with pooling water from thaw that is slow to drain.

Excess water and moisture also leads to mould growth that can proliferate from temperature, moisture, and a lack of ventilation. Other concerns are small leaks, damage to interior walls and the structural integrity of a property in severe cases.

Pest management insights from the pandemic

The pandemic has been a proving ground for every trade. That includes the pest management sector, where unique circumstances and heightened infestation risks have kept even the pros on their toes.

Paolo Bossio is all too familiar with containing pests during – and after – the pandemic. As president of Advantage Pest Control, he and his team have been hard at work helping apartments fight back against an upswell of rats, mice, roaches, and bedbugs who have been attracted to excess food sources in multi-residential buildings.

“It’s like watching a great migration,” Bossio says. “When all these restaurants, delis, and bakeries shut down during the pandemic, they started delivering food to apartment and condo residents instead. That diverted rats, mice, and roaches away from the shops where they used to hang out and into buildings where there were these huge sources of food. And now, they’re sticking around.”

The influx of food orders also generated more food waste, both within apartment garbage chutes and the bins waiting below.

“The chutes became a new food source for roaches, which meant we had to start addressing them with not just insecticides, but cleaning agents as well,” Bossie explains. “We’re not cleaners, but we had to start adding cleaning agents into our sprays because we knew eliminating those additional food sources would push pests to feed off our products instead.”

The chutes were only half the problem. Down below, apartments often found themselves with large volumes of food waste in their garbage bins that attracted even more vermin and pests. And while some buildings upped their garbage pick-up cycles to accommodate, getting someone to pick up the infested deposits could not be taken for granted.

“What would happen is garbage companies would go to do their collections, see a bunch of rats there, and decline to pick them up. That would pose another issue for us, because if the rats were left with that tremendous and untouched food source, they wouldn’t go for our bait or traps,” says Bossio.

It was an interesting challenge, and one that called on Advantage Pest Control to put its dynamic approach to the test. With tantalizing garbage chutes and overstuffed bins stealing pests’ appetites away from the company’s bait, the team turned to sneakier tactics.

“We had to kind of come up with strategies to intrigue the rats to feed off of our product and not the bins,” recalls Bossio. “One way we did that is by literally moving the bins from one side of the parking lot to the other side and then replacing them with boxes with our rodenticides to mimic what they were feeding off of.”

Another strategy, he continues, was to rotate the type of bait they were placing in order to ensure pests weren’t becoming resistant to the same deadly meal.

“Over time, they catch on,” Bossio warns. “German roaches are highly adaptable, so we respond by literally taking all the product off the shelf once we’ve used it for a month or two and cycle it out with a new product. It keeps them on their toes.”

Thinking outside the takeout box

Problem-solving has been a critical asset for pest management professionals. This is true when it comes to finding new ways for pests to take the bait and – more importantly – when keeping apartment residents safe.

Advantage Pest Control“Remember, people couldn’t really leave their apartments during the pandemic. Many were kind of stuck there. That meant we couldn’t just go in and spray; we had to take each unit on a case-by-case basis and figure out the best solution, whether that was to use aerosols, apply gels, vacuum, steam, or whatever was best and safest for the situation,” says Bossio.

Combatting bed bugs requires its own degree of problem-solving. For example, Bossio recalls a job where his team was asked to help a client overcome its chronic bed bug problem. What seemed like a straightforward task at first took on new dimensions when they found the source of the bed bugs was from a unit occupied by an elderly woman sleeping in blankets on the floor with no bed.

“We realized immediately that there was no way we were getting rid of this bedbug problem if she was sleeping on the floor. That just creates bigger problems because there is no barrier between her body and the bed bugs,” he says.

Typical strategies were off the table. Moreover, the team learned it would be at least a month before the resident would receive a bed through local public health support. Eager to solve the problem sooner, Bossio made the call to buy a new bed on behalf of the company and have it delivered and built so the resident could rest easier and the team could get to work.

“In situations where people can’t leave, you can’t just walk away from the problem or it will get much worse. That’s why I always tell my technicians not to just go in there with a gel gun and get the job done as quickly as possible but to take their time, find the source of the issue, and do whatever they need to to get the job done right,” he adds.

Getting the full picture

The saying “you can’t fix what you can’t see” is particularly true for pest control. And coming out of an era of lockdowns, restricted access, and work-from-home arrangements, Bossio says one thing that can help apartment owners and managers get ahead of post-pandemic issues is to take a fresh look at their building.

“Building inspections are a very cost-effective way to get a real-time snapshot of the health of the building. I can’t tell you how many times we’ve been called to a unit with a chronic issue only to find out it was caused by a neighbour who wasn’t saying anything,” says Bossio, adding, “With a building inspection, you find out about those ground zero units early on and find out where your blind spots are before they cause an issue.”

Certainly, a lot of lessons have come out of the pandemic. Many more are still to come. If the past two years have made one message clear for the pest control community, it’s that adaptation and ingenuity are key to keeping the pests at bay.

“As pest controllers were there to solve a problem,” Bossio continues. “And if we’re there just to speed through units or kick the can down the road, it won’t be good for anyone.”

Paolo Bossio of Advantage Pest Control

Canadian hotel sector shaking off COVID-19

The Canadian hotel sector marked a recovery from previous pandemic lows last year, with national average revenue per available room (RevPAR) of $111.06, representing a 3.5 per cent increase over 2019 levels. Colliers’ newly released market summary notes the 61.1 per cent average occupancy rate for 2022 was still roughly four per cent below the 2019 average, but forecasts that increased international travel and a low Canadian dollar will draw more guests in 2023 and 2024.

On the investment front, the $1.6 billion worth of deals over the course of year fell about 20 per cent short of 2021 transaction value. However, fewer properties were sold for conversion to other uses —accounting for about 20 per cent of deal activity compared to 41 per cent in 2021 and 53 per cent in 2020. Just 1 per cent of all transactions were forced sales of distressed properties, which Colliers analysts report occurred as “a handful of small trades”.

The larger share of 2022 investment activity occurred outside of Canada’s largest urban markets with populations exceeding 1 million, equating to 60 per cent of trades. This underlies the year-over-year decline in the average price per room, which was pegged at $132,500, down from $158,100 in 2021. Notably, too, the top two sales of the year — $112.5 million for Oak Hotel Overlooking the Falls in Niagara Falls and $94 million for Toronto’s Bond Place Hotel — were acquired for partial or full redevelopment with an average price per room thus deemed not applicable.

About three quarters of all 2022 sales were for less than $10 million, with just four exceeding $50 million. Colliers’ data also includes 10 multiple property sales, encompassing 33 hotels and 3,400 rooms. The largest of these was Morguard’s divestiture of 12 hotels encompassing 1,686 rooms, which occurred as separate deals to multiple buyers. Colliers analysts typify Morguard’s moves and those of other hotel investment companies such as Pomeroy Group, G6 Hospitality, Imperia Hotels, and a Concord Hospitality sponsored partnership as rationalizing their portfolios and disposing of non-core assets.

They forecast a continuation of that trend in 2023, presenting opportunities for investors in secondary and tertiary markets. Overall, they predict $1.5 to $2 billion in transactions unfolding Canada-wide this year.

“Catch-up capital post-pandemic will continue to propel the market this year as equity remains,” Colliers analysts project. “It is unlikely we’ll be going back to record low interest rates of yesteryear, requiring creativity in deal structuring.”

Industry reps join Ontario housing advisory team

Representatives of the development, commercial real estate and non-profit housing sectors have been tasked with advising the Ontario government on its strategies to stimulate construction of 1.5 million new homes by 2031. The seven new appointees join Drew Dilkens, Mayor of Windsor, and Cheryl Fort, Mayor of Hornepayne, who were earlier named chair and co-chair of the Housing Supply Action Plan Implementation Team.

New team members with insight on the private sector’s contribution include: Tony Irwin, president and chief executive officer of the Federation of Rental-housing Providers of Ontario (FRPO); Richard Lyall, president of the Residential Construction Council of Ontario (RESCON); and Paul Tenuta, senior vice president, policy and advocacy, with the Building Industry and Land Development Association (BILD). As well, Marlene Coffey, chief executive officer of the Ontario Non-Profit Housing Association (ONPHA); Simone Swail, senior manager, government relations, with the Co-operative Housing Federation of Canada (CHF Canada); planning and development lawyer Adam Brown; and urban planning consultant, Jim Harnum, bring their expertise and experiences to the discussion.

“Legislation enacted by the government challenges stakeholders and municipalities to think outside the box to reduce costs that are ultimately passed on to homebuyers. The Implementation Team will continue this approach by embracing change and questioning the status quo,” Dilkens promises.

“This diverse and talented team has the skills, expertise and know-how to get the job done for Ontario,” Fort concurs. “We have a tremendous challenge set before us and through a consistent, measured and results-driven approach we will provide invaluable advice to the Ministry.”

B.C. approves $3B Indigenous-led LNG project

Cedar LNG, the largest First Nations majority-owned infrastructure project in Canada, has received an environmental assessment certificate from the Government of British Columbia.

Cedar LNG is a $3 billion floating liquefied natural gas (LNG) project that Haisla First Nation and Pembina Pipelines plan to build in Kitimat with the capacity to export three million tonnes per year.

“This is a significant milestone that honours our government’s commitment to respect self-determination and the Declaration on the Rights of Indigenous Peoples. Already proposed to be one of the of lowest-emitting facilities in the world, we will be working in partnership to further reduce the project’s emissions,” said Premier David Eby.

The project by Cedar LNG Partners will receive natural gas from northeastern B.C. through the Coastal GasLink project and be powered by renewable electricity by connecting to BC Hydro’s grid.

“Together with our partner Pembina Pipeline, we are setting a new standard for responsible and sustainable energy development that protects the environment and our traditional way of life. We are grateful to government, our LNG industry partners, neighbouring Nations, and other stakeholders whose collaboration and support are helping to make Cedar LNG a reality,” said Crystal Smith, chief councillor for Haisla Nation.

The province will enter into a memorandum of understanding (MOU) with Haisla Nation to help the project achieve climate objectives, including exploring ways to enhance environmental performance and lower emissions to near zero by 2030.

Cedar LNG Partners still must receive any required federal approvals and provincial permits and authorizations before they would be able to start construction. The project is expected to take four years. Up to 500 people would be employed at Cedar LNG during construction and approximately 100 people would be employed full-time when operational.

The project’s approval was announced along with a new energy action framework that the province unveiled to ensure oil and gas sector projects fit within its climate commitments.

 

Mastering your cleaning schedules

As staffing shortages continue and we adjust to new service expectations, mastering your cleaning schedules helps to improve efficiency and save you money. A solid schedule will also provide your janitorial team with some stability, so turnover may happen less, allowing you to get more work accomplished and save money on training costs.

Developing expert cleaning schedules helps keep your facility consistently clean, makes managing labour easier, and keeps your janitorial team on top of their tasks.

Assigning tasks

Think about scheduling your janitorial staff like quoting on a job. You want to budget time and manpower as efficiently as possible to maximize the effect and minimize the cost to your business. With staffing such an important issue, it’s vital that you’re as exact with your labour budget as you can be to stay profitable. Assigning each task an estimated cleaning time will help staff stay efficient and allow you to assign the right number of people to each task. When you estimate cleaning times, there many factors to consider:

  • the task and what’s included
  • the time you think it will take to complete the task
  • the square footage or size of the space you are cleaning
  • the number of tasks or items to be cleaned (for example, how many sinks there are to clean)

Assign each task a time and cost so you can create cleaning schedules that ensure the work gets done without don’t over-extending your labour.

Developing checklists

Staying on top of the schedules means doing daily, weekly, and monthly checks to be sure your system is still working and to evaluate the labour-to-tasks ratio. Things like seasonality, staffing, volume, and many more factors may mean that scheduling needs to be adjusted to maintain the highest efficiency. Creating schedules that work for your business is not a “set it and forget it” endeavour, it requires tweaking and editing to stay at its best.

Some areas, like the reception desk and waiting area, should be on your daily checklist to get them consistently cleaned and keep the jobs smaller by staying on top of them daily.

Developing checklists can also increase efficiency by limiting duplication as you divide larger tasks into smaller, weekly, and monthly jobs. For example, adding window cleaning or floor polishing to these lists means that they will be consistently completed in a timely manner. You may even find that it makes more sense to outsource some of the larger jobs so you can save your team some time.

Create cleaning schedules that work for your business to keep everyone on track, provide consistency for your janitorial team, and get the jobs done with maximum efficiency.

Dream to offer ESG-focused debt capital

Dream Unlimited Corp. will offer ESG-focused debt capital to the U.S. market through the launch of Avrio Real Estate Credit, in partnership with PaulsCorp LLC. The new joint entity is set to provide loans of USD $25 million to $150 million for the acquisition, refinancing and recapitalization of commercial real estate assets, particularly targeting new low-carbon developments and value-add opportunities to improve energy performance and reduce carbon emissions.

Dream will bring its sustainability and ESG lens to the partnership, applying data collection and analysis resources to gauge assets’ ESG performance and potential environmental, community and investment upside. Pauls comes to the mix with an established track record in development, asset management, property management, construction management and underwriting.

“Given the current supply gap of available debt to meet the needs of real estate operators and developers in the U.S, Avrio will play a critical role in bringing flexible and creative debt funding to developers searching for this type of instrument,” maintains Michael Cooper, Dream’s president and chief responsible officer.

Under the leadership of chief executive officer Vicky Schiff, Avrio is poised to provide short-term, first mortgage debt and a range of structured finance products for projects that align with ESG principles. Schiff is a veteran real estate investor in the U.S. and a member of Dream Industrial REIT’s board of directors.

“We want to work with borrowers who create jobs, encourage education and employee engagement and who are dedicated to building projects that help expand the inventory of workforce, affordable and transitional housing,” she affirms.

Avrio will be headquartered in Denver, with offices in Toronto, New York and Los Angeles. Along with Schiff, Kyle Geoghegan will take on the role of U.S. head of originations. He’s joining Avrio after most recently serving as managing director of Trez Capital.

Funds aimed at reviving Edmonton’s tourism sector

Four projects will receive almost $4 million from the federal government to enhance Edmonton’s tourism sector. They include the Edmonton Valley Zoo, which will use $1 million to boost new amenities, technology aids and visitor experiences.

The Muttart Conservatory is receiving $1 million to add new exhibits, install an interactive display, and upgrade technology and kitchen facilities, while Fort Edmonton Park is receiving $1,221,184 to develop and deliver immersive year-round experiences, including winter programming, multi-media light displays, and exhibits focused on sharing Indigenous stories and cultures.

A $500,000 investment is going to the City of Edmonton for programming and to install interactive art and decorative lighting in the Churchill Square, City Hall and Arts District areas to draw visitors to downtown.

Federal funding for these projects is provided through the Tourism Relief Fund (TRF), administered in Alberta by PrairiesCan. TRF helps organizations in the tourism sector adapt operations to meet public health requirements, offer innovative products and services to visitors, and prepare to welcome travelers to Canada.

 

 

 

 

 

37 new affordable rental homes coming to Tofino

A $7-million investment will create some of the first major rental units built in Tofino, B.C. in decades. Inside a three-storey low-rise apartment building at 363 Peterson Drive, 37 new affordable rental homes will include a mix of studio, one-bedroom, two-bedroom, and three-bedroom units, including eight fully accessible units.

Half of the units will be rent-geared-to-income where rent is 30 per cent of the tenant’s income; 20 per cent of the units will be rented to people with very low incomes, such as those receiving income or disability assistance. The remainder will be at or below-market rent.

There will also be indoor and outdoor common spaces, laundry facilities, and an indoor amenity room for families, seniors and members of the local community with low to moderate income. The site is located within one kilometre of public transit, grocery stores and a neighbourhood park. Construction is expected to be complete in winter 2023.

“For decades, Tofino has struggled with a lack of affordable housing, and it has long held a vision to provide secure, affordable homes for the people and families that make Tofino the community that it is,” said Josie Osborne, MLA for Mid Island-Pacific Rim.

“As the former mayor and a long-time Tofino resident, I am incredibly proud of the partnership, collaboration and perseverance that has brought the Headwaters development to fruition. These homes, in Tofino’s first purpose-built rental apartment buildings in over 40 years, are going to make an enormous impact for local employees, families, and seniors.”

Funding for this project is coming from the federal government, through the National Housing Strategy’s National Housing Co-Investment Fund, BC Housing’s Community Housing Fund, land equity from the District of Tofino, a grant from the Tofino Housing Corporation and cash equity from Catalyst Community Developments Society.