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Alberta infrastructure work boosts economy

In 2022, the Alberta government made significant progress on provincial infrastructure needs, investing in planning, design and construction work on schools, health care and other public facilities.

Each project that was continued or completed was essential in helping strengthen and grow the economy by creating good-paying jobs and attracting further investment to the province. Ongoing work will continue to support Albertans by delivering world-class projects that provide the best value for taxpayers.

“Throughout 2022, Infrastructure played a major role in proactively rebuilding our economy,” says Deputy Premier and Minister of Infrastructure Nathan Neudorf. “Many infrastructure projects around the province provided thousands of construction and related jobs in local communities. We have worked on accelerating priority projects and cutting red tape in order to get shovels in the ground faster at sites across Alberta.”

Construction was completed on:

    • Nineteen school projects, creating more than 7,300 new and 3,800 modernized student spaces throughout the province. An additional 43 school projects are underway in the planning, design or construction phase.
    • Four health projects, including the $1.4-billion 186,000 square metre Calgary Cancer Centre. Last summer, at the peak of construction, more than 1,650 trades and construction workers were on site.
    • Red Deer recovery community facility. Another five facilities located in Lethbridge, Gunn, Calgary, Edmonton and the Blood Tribe First Nation are currently in the planning, design or construction phase.

Progress was made on:

      • Phase I of the new more than $400-million Gene Zwozdesky Centre at Norwood. Currently 350 construction workers are on site daily.
      • Redevelopment of the Misericordia Community Hospital Emergency Department. This $85-million project is supporting about 476 construction and related jobs and is anticipated to be complete in March 2023.
      • Planning for the expansion and redevelopment of the Red Deer Regional Hospital. Design work is anticipated to begin in early 2023 and more information will be shared soon.

Provincial officials say Alberta’s government continued to announce funding approvals in 2022 through the Investing in Canada Infrastructure Program (ICIP) for projects in communities around Alberta. Through ICIP, Alberta has been allocated $3.66 billion by the federal government to invest in infrastructure projects that strengthen the economy and build resilient communities. To date, more than 200 projects and project bundles have been approved for ICIP funding in more than 30 Alberta constituencies, allocating about 99 per cent of the provided funding to date.

 

Inside Manulife’s latest workplace transformation

Overhauling Manulife’s Canadian head office in Waterloo, Ontario during the pandemic, while consolidating teams from nearby Kitchener, became an even more significant project than originally intended when plans were initiated in 2018.

In 2020, as office-goers were settling into the first newly designed floors, COVID-19 unfolded and everyone shuffled to remote work. As it turned out, the office’s broader vision anticipated many of the workplace transformations to come. “The timing could not have been worse, but it could not have been better,” says Jennifer Tinson, creative director of workplace at Figure3, the design firm helming the interior renovation.

“When employees came back, the whole project was realized,” she adds. “In some ways, it was the perfect unveiling for something brand new and done at a time when people were expecting and needing a complete change.”

Upon entering the 330,000-square-foot building on King Street, choice and flexibility are embedded throughout the activity-based workplace—a model that was more cutting-edge pre-pandemic and bodes well with newfound hopes for hybrid arrangements, which many of the 3,400 employees now enjoy.

Figure3 Principal Eric Yorath says the model facilitates an office people will want to return to because they have control over how they work and can choose from a variety of spaces, whether collaborative or heads-down. An essential part of the project was achieving a campus-like destination with abundant amenities within the complex so people can feel part of a larger community.

A focus on employees was an evolving theme from the get-go. Michael Miceli, managing director at Manulife, calls the project a collaborative effort, one in which everyone could feel heard. Ultimately, a hybrid work schedule was established. People work on site Tuesdays and Wednesdays, which are intended for casual collisions, more socialization, learning opportunities, and to rekindle relationships and focus on creativity.

“It was a huge opportunistic play for us and for the employees—to create an environment for them to be more productive, to have more collisions, to be able to interact with each other in a more positive way, bringing in more natural light— so many factors,” says Miceli.

Daylight fills the lobby and carries through the space where expansive windows offer views to the natural surrounding landscape outdoors. Walls of greenery boost emotional well-being, alongside a mix of quiet and social areas that become destination points for workers to choose from as they travel along intuitive pathways across the five 65,000-square-foot floors.

As Tinson explains, much thought was given to what resonates with people as soon as they enter the doors and as they move through the space. “We talked a great deal about feeling like you would be part of a bigger whole, part of something important and recognized as a person who had a valuable contribution to make,” she says. “We tried to be aware of what it felt like to be that individual; it didn’t matter where you sat or how your day unfolded—there would be a place for you to go to conduct your business or personal issues within a framework that made sense to you.”

While they’re at work, employees have a choice to be as exposed or private as they wish. The conference centre can turn into an event lounge. Three 24-person meeting rooms with retractable ceiling partitions allow for theatre-style seating for around 200 people.

A wellness centre, with lockers and shower facilities, features multipurpose and reflection rooms, a refreshment lounge, and bike storage. In the cafe, are lunch, snack, and after-hours options, with direct outdoor access to a terrace that is ideal for socializing, dining or other staff activities.

Manulife

Photo by Riley Snelling.

From the terrace, a walkway meanders towards three gathering pods and a larger trail system.

Local architecture firm Martin Simmons Sweers brought in Ipe wood decking for a warm, tactile experience and curved wood screens for the pods to allow for private, shaded moments.

Out front, a staff drop-off area brings revamped parking, sidewalks and a new driveway.

 

The wow factor

Renovating the building wasn’t without challenges. “There were lots of players at the table. Everyone wanted something out of this, understandably,” says Tinson. “They wanted the best for their people and their own initiatives under the umbrella of Manulife and we had to be very sensitive to that.”

Throughout the process, platforms and presentations came with regular updates that responded to questions and concerns from all parties, including the business.

As the project also began with a restricted budget, it took some grasping to realize a captivating and effective design without a tremendous financial footprint, adds Yorath. When contemplating what the “quintessential wow factor” executives decided the new dynamic of the office, with its different design approach, was enough of a buzz to get people talking without the huge investment.

Designing for evolution

Getting people back to the office remains a universal challenge among players in corporate real estate. C-suites are facing tough decisions when contemplating perfect workplace solutions. “COVID has become a global disrupter. What it has created for leadership, in addition to running their business, is their mindset is not as deliberate and strategic because there’s a lot of emotion,” says Miceli.

“We’re all trying to revisit and rethink, and I’d say that what resonates loud and clear is that activity-based work is here to stay.”

Emotional intelligence must play a more prominent role post-COVID, adds Tinson. “It’s forcing leaders to always be sitting in the shoes of people who have to experience the decisions they make. You can alienate a lot of people if you’re not thinking clearly about the message you’re sending and the example you’re setting.”

Hospitality-like strategies also figure prominently into the future office, says Yorath. “Try to understand that we are still in the midst of the largest workplace strategy pilot ever conceived for mankind and recognize that you are in a position to learn so much about what your specific culture needs in order to work,” he further advises.

Going forward, the idea of space design being efficient for the term of a 10 to 15-year lease is an antiquated outlook compared to more evergreen models, he adds. “We’re in a world where the office will need to continue to flex and morph with the shifting appetite of the culture that it’s facilitating. We need to design spaces for evolution.”

Feature photo by Steve Tsai.

 

What your washrooms say about your business

Leaving a good impression on guests and staff is important for building owners, and your washrooms can say a lot about your business. In this post-pandemic world, people are looking for evidence of a clean bathroom from the businesses they visit, and it can directly affect their experience and whether they return.

Presenting your facility in its best light means making clean washrooms a priority for your business, and here’s why:

Prioritize safety

Visitors want to know that you prioritize their safety and they are more likely to visit if that’s the impression they get. In fact, in a 2022 survey, 51 per cent of people said that an unpleasant washroom experience reflects badly on the business, with 43 per cent thinking that it shows poor business management.

It goes beyond looking professional! Guests and staff want to know that health and safety is a priority,  and with 79 per cent of visitors say that posting and updating a washroom cleaning schedule is important, consider adding this practice to show you’re on top of your washroom maintenance. Using a checklist also means that you’re monitoring supplies, so guests will always have what they need when they visit.

Make the commitment

Technology is also important to visitors, with 63 per cent saying they would likely return to a business with touchless technology. In our post-pandemic world, people have a heightened awareness of sanitation, taking more steps to stop the spread of germs than ever before. Listing faucets, entrances, flushers, and soap dispensers as their top four priorities, these are the areas where your company can stand out with a proactive approach to cleanliness as a commitment to your guests and staff.

RELATED: Touchless technology for your building

Show your pride

Professionalism is important and it translates to every aspect of your business, including the condition of your washrooms. It’s not just about visitors to your building, either, your staff deserves a clean and safe space too.

The condition of your washrooms leaves a lasting impression, impacting your reputation, your employee satisfaction, and your bottom line. On average, full-time employees spend 25 to 30 per cent of their day in the washroom, so hygiene is important and so is the perception that you care about your staff.

Take the time to prioritize the condition of your washrooms to provide peace of mind, a professional appearance, and your commitment to the safety of your guests and staff.

Ukrainian urbanists incubate post-war recovery

A network of Ukrainian urban planners and designers is looking ahead to post-war recovery as the country endures an 11th month of destruction, displacement and uncertainty. Speaking during a recent webinar sponsored by the Canadian Urban Institute (CUI), members of the multidisciplinary collective, ReStart Ukraine, outlined some of their early steps to tackle the challenge of reimagining and reassembling a ravaged built environment.

“It’s strategic planning without knowing what will happen to you in two weeks. It gives you a certain additional psychological pressure,” acknowledged Oleksandr Shevchenko, an engineer and urbanist who founded the non-governmental organization shortly after the Russian invasion last winter. “There is so much unpredictability to what resources we have and when the war will be over. We try to focus on system change and we try to look at the bottlenecks.”

The group has devised a framework with nine interrelated action areas tied to a presumed recovery sequence — from applying temporary fixes and cleaning up the damage to envisioning new urban forms and engaging the public to securing financing and beginning to build. It’s now developing guidelines and implementation strategies for each of these components, and is seeking potential projects and opportunities to work collaboratively with local governments, community and residents’ groups.

Most cities and towns are still in an emergency response stage, dealing with a spectrum of upheaval. That includes mass destruction, such as the city of Mariupol where 90 per cent of buildings were damaged or destroyed, as well as sudden dramatic influxes of evacuees, such as the city of Lviv, which absorbed a 30 per cent population increase in the course of two weeks. More recently, relentless rocket attacks are bringing physical and emotional anguish upon a vast civilian population living well beyond the combat zone.

“We have productive regions; we have regions which are transitory; and we have regions that are damaged with the destruction of war,” noted Daria Borovyk an architect, urban planner and researcher with ReStart.

Shevchenko tallied the war’s fallout: one in four Ukrainians has been displaced; major economic sectors such as machinery manufacturing, coal mining and agriculture have been severely disrupted; longstanding trade routes and transportation corridors have been restricted or shut down; GDP has shrunk; and there has been an outflow of population. That follows the tumult of the previous four decades which saw the Chernobyl nuclear calamity, economic instability following the demise of the Soviet Union, repeated cycles of political conflict, Russian occupation of Crimea and the COVID-19 pandemic.

“It’s kind of a breaking point here with the start of a full-scale war, and that actually gave some spirit to ReStart Ukraine that, okay, we need something that will shape our cities for decades ahead so we are not always behind,” Shevchenko reflected. “We can make it through, not to a new crisis, but to a new breakthrough.”

That philosophy is reiterated on the organization’s website, which states: “It is surreal to shape big plans and devise ambitious strategies for their reconstruction as bombs continue to fall. However, we believe it gives hope and perspective.”

Looking for local input

Through that website, about 300 volunteers have signed on to provide input and expertise to help ReStart’s core group of practitioners consider how to honour what has been lost, improve on former inadequacies, bolster climate resilience and achieve low-carbon outcomes. Some initial priorities include collecting data to get a full picture of damage, identifying what can be restored or recycled and facilitating liveability for residents who have stayed and those who might be encouraged to return.

“People are our biggest capacity and value,” Borovyk affirmed. “Most of the people want to be safe and return, but safety is very subjective.”

For now, access to bomb shelters, a functioning school system and employment opportunities are typical key demands for viable residency. Looking to the future, Shevchenko and Borovyk anticipate the central government and private developers will be active in, and perhaps predisposed to attempt to control rebuilding programs. That partly underpins the rationale for urging local governments and community players to proactively think about their own visions of post-war recovery.

Shevchenko reports his group has yet to achieve much buy-in from central government officials, but has had more success forging relationships at the local level. Not unlike Canada, there has traditionally been some friction between the national and municipal governments and a distaste among many professionals and community activists for top-down urban planning exercises. That, too, was an impetus for founding ReStart.

“To be honest, we were — civic society and the professional community — we were pretty much sick of what processes were going on throughout our cities even without the war,” Shevchenko said. “Our first attempt, which was not very good, connecting to the ministries and to the government, is only the first attempt. Right now we are in a tight cooperation with the municipalities to show and to prove what are the innovations piloting we can do.”

“We, in turn, are trying to listen to local communities on the ground, not only implementing our ideas of what is best, but listening to what are the ideas of people because otherwise we don’t build anything meaningful for the community,” Borovyk concurred.

Nurturing respectful support for self-determination

That approach aligns with the Canadian Urban Institute’s outlook. Mary Rowe, the CUI’s president and chief executive officer, drew parallels to what she terms “prophetic cities” that have been suddenly forced to respond to devastating upheaval and warned of the potential consequences of “cataclysmic money” when outsiders control financial aid and commandeer decision-making. She called on Canadians to extend support that’s respectful of Ukrainians’ rightful place “in the driver’s seat”.

“What you’re embarking on here is such an extraordinary undertaking, it’s not going to happen fast, obviously. When I see the tools that you’re bringing to bear, you have this extraordinary opportunity, out of tragedy, to rebuild in a different kind of way,” Rowe observed. “How do we, as allies with you, find ways to bolster your capacity for your own self-determination?”

Bob Onyschuk, a former chair of CUI and the Canada-Ukraine Foundation, and Bohdan Wynnycky, a planning consultant, recounted their experiences as consultants in Ukraine in the 2005-2010 era, framing it as a potential resource for current efforts. Onyschuk contributed to decentralization strategies launched with Ukraine’s Orange Revolution, while Wynnycky consulted on various projects as Ukrainians navigated the learning curve of autonomy from the Soviet Union.

“Mostly we focused on transferring Canadian best practices and municipal government transparency, accountability and strategic planning, working directly with people on the ground and bringing in experts as needed to assist in that work,” Wynnycky said. “Today’s needs are different, but also still the same. We’re still talking about building local municipal capacity. In addition, we’re talking about Canadian expertise in post traumatic stress disorder and helping families deal with the war and losses. There are so many dimensions to recovery. We have to focus on the things we can contribute.”

More Canadians claim Ukrainian heritage than in almost any other nation (with the exception of Russia) outside Ukraine, and more than 70,000 recent evacuees have arrived via Canada’s temporary visa program. As well, Onyschuk cited major Canadian cities, including Toronto, Winnipeg and Vancouver, that are officially twinned with large Ukrainian counterparts such as Kyiv, Lviv and Odessa.

“We do have some infrastructure that we could be using better to facilitate this kind of professional exchange,” Rowe remarked.

Outreach to CUI and its networks is part of a broader effort to forge partnerships within and beyond Ukraine. Shevchenko predicts the governments, organizations and individuals currently providing humanitarian aid will also be important in the post-war era and he’s aiming to build and entrench his group’s credibility.

“We want to make sure the Ukrainian recovery includes not only dialogue to the Ukrainian government, but also to the Ukrainian professional community, civic society and the municipalities as well, to make it balanced,” he said. “One of the challenges we have is the absorption capacity for future plans, and to have the right projects in the right places with the right personnel, not only conceptionally, but hands-on.”

“Our very existence is about being ready to handle all the resources that will come, and try to navigate through it and give it the right path for local communities,” Borovyk added.

Barbara Carss is editor-in-chief of Canadian Property Management.

Shortlist announced for Surrey SkyTrain RFP

The Government of British Columbia has invited two pre-qualified bidding teams to participate in the request for proposals (RFP) stage to design, build and finance the elevated guideway, roadworks and utilities, as well as active transportation elements of the Surrey Langley SkyTrain.

The request for qualifications (RFQ) was posted through BC Bid and closed on Nov. 1, 2022. After a thorough evaluation of the RFQ submissions, the teams invited to participate in the RFP stage are:

  • South Fraser Guideway Connectors
    • Proponent: Aecon Infrastructure Management Inc., Acciona Infrastructure Canada Inc., Pomerleau BC Inc.
    • Design-build contractor: Aecon Infrastructure Management Inc.; Acciona Infrastructure Canada Inc., Pomerleau BC Inc.
    • Design contractor:  Parsons, Inc.
  • SkyLink Guideway Partners
    • Proponent: Dragados Canada, Inc., Ledcor Investments Inc
    • Design-build contractor: Dragados Canada, Inc., Ledcor Mining Ltd.
    • Design contractor:  SYSTRA International Bridge Technologies Inc.

The province anticipates the successful proponent will be announced in late fall 2023.

In October 2022, the province issued a separate RFQ for the construction of eight new SkyTrain stations, including active transportation elements, such as cycling and walking paths around the new stations. A third RFQ was issued in November 2022 for the systems and trackwork contract, including design, installation and integration of electrical systems, such as power, telecommunications and automatic controls, and the supply and installation of the trackwork.

The province will announce the short-listed proponents for the second and third RFPs in 2023. Contract awards are anticipated in early 2024.

The Surrey Langley SkyTrain project will extend the Expo Line 16 kilometres primarily along Fraser Highway on an elevated guideway from King George SkyTrain Station in Surrey to 203 Street in Langley City. It includes eight stations and three transit exchanges at 166, 196 and 203 St Stations.

 

P3 advisor selected for Sinclair Centre project

Colliers Project Leaders has been selected by Public Services and Procurement Canada (PSPC) to be the public-private partnership (P3) advisor on the Sinclair Centre Redevelopment Project in joint venture with Tiree.

Colliers Project Leaders, the building project management division of the commercial real estate firm Colliers International, will provide P3 commercial and procurement advisory services – including facility management (FM) advisory services on the project.

Located at 757 West Hastings Street in the heart of downtown Vancouver, B.C., the Sinclair Centre consists of four heritage buildings originally built between 1910 and 1940. Spanning an entire city block, the centre currently houses an upscale retail mall, federal offices and Services Canada office.

With an estimated construction cost of more than $500 million, the P3 redevelopment project will include design, heritage conservation, new construction, tenant fit-up and maintenance of approximately 11,000 sq. m. of space. The project will create a modern and sustainable federal hub in Vancouver that respects heritage, historical and cultural influences.

The redevelopment is an opportunity to revitalize the Sinclair Centre by enhancing heritage conservation; upgrading seismic requirements; integrating Indigenous, social and cultural considerations; advancing sustainability and greenhouse gas (GHG) emission reduction; and updating federal office space to meet future needs.

“We are thrilled about this mandate to support PSPC as a P3 Advisor, working in joint venture with Tiree,” said Stephen Lidington, Colliers Project Leaders’ managing director and lead P3 Advisor on the Sinclair Centre. “This hallmark redevelopment will transform Vancouver’s skyline and embed core principles – such as net-zero construction, sustainability and Indigenous inclusion – that align with our own corporate values and the work we do in communities across Canada.”

A request for proposals (RFP) process for the P3 consortium is expected to be launched in 2024 with the contract awarded in 2025.

A look at commercial cleaning in 2023

What can we expect in commercial cleaning in 2023? In the last few years, there have been so many changes in hygiene and sanitation, from products to practices to technology. By 2028, the demand for custodians and janitors is expected to jump by seven per cent, so staying on top of the trends will keep your company relevant, using the top tools, and doing the best job you can for your clients and your building.

Technology

Commercial cleaning continues to evolve with technology at the forefront with sensors, traffic counters, and touchless technology dominating into 2023. Increase your company’s efficiency and stay current with the newest technology trends like artificial intelligence, software, robotics, IoT (internet of things), mobile equipment, and more.

These advancements can help streamline services, increase efficiency, and provide you with data to better monitor your results.

RELATED: Touchless technology for your building

Sustainability

The green cleaning movement continues to gain momentum as we look to 2023, with businesses looking to reduce their carbon footprint from products to practices. Not only does this trend help the earth, but it may also prove to be good for business!

Employees looking to align with like-minded businesses may be looking for clean practices as part of their hiring conditions, so prospects may be drawn to your company’s greener approach.

Health

Even though the pandemic is behind us, it’s left us with a heightened perception of how cleaning impacts health and safety. Since the pandemic, awareness of sanitation practices relating to viruses has increased by 91 per cent, so keeping sanitation top of mind is a trend that’s still relevant and important going forward.

Looking for a resource for the best products to use to reduce the spread of viruses? Health Canada provides a list of recommended cleaning products, which they update each month for your reference.

Inventory

As supply chain delays continue, many businesses are stocking up on supplies when they can access them. Buying in bulk can help save money, and better manage inventory to stay on top of sanitation needs, provide staff with peace of mind, and avoid delays in supplies. Keeping your storage area organized can help you avoid over-buying or duplicating your supplies.

From building managers to janitorial staff to commercial cleaners, these trends are an indication of where the commercial cleaning industry is headed for 2023.

UNB Saint John plans innovation hub for healthcare research

The vacant Ward Chipman Library at the University of New Brunswick (UNB)’s Saint John campus will be demolished in place of a new 65,000-square-foot building that will become the Health and Social Innovation Centre.

The province announced $38 million in joint funding for the three and a half-story building that will connect to nearby walking paths, an underground tunnel system, and a ring road overlooking the campus quad and the Kennebecasis River.

The centre will be designed and built to maintain a low carbon footprint through green building standards and aim for a LEED certification, while improving community access to teaching and research facilities, as well as informal learning and study spaces.

With this new facility, the idea is to also attract students to healthcare as a field of study and a profession, while strengthening the province’s healthcare system.

Canada is investing $15.2 million from the Green Infrastructure Stream of the Investing in Canada Infrastructure Program. The Government of New Brunswick is contributing $12 million and the University of New Brunswick is providing $10.8 million.

 

Concert renames CREC Commercial Fund to reflect asset diversification

Concert’s CREC Commercial Fund LP has been renamed Concert Income Properties LP to reflect asset diversification and the inclusion of multifamily residential rental properties into the current mix of industrial and office.

According to the January 3rd announcement, the CREC Commercial Fund has delivered exceptional returns on its portfolio since its inception in 2016, and is currently valued at $2.7 billion. With the potential to move into the rental property market, the Fund and its investors aim to benefit from one of the most resilient and sought-after asset classes in Canada.

“This is an exciting moment for us,” said Andrew Tong, Chief Investment Officer, Concert Properties, and Managing Director, Concert Income Properties Fund. “With this broader mandate, we expect the Fund to grow and diversify further across Canada. We look forward to continuing to deliver optimal risk adjusted returns for our Canadian pension and institutional investors.”

Concert Properties first diversified over 20 years ago when it expanded its residential-focused portfolio into the commercial property investment market. This diversification brought substantial growth for Concert Properties, and for the pension funds which rely on the company’s investment returns. The company says this most recent change will aim to build on its successful history of diversification and growth.

Find out more at: Home | Concert (concertproperties.com)

Student and seniors housing prospects in favour

A majority of student and seniors housing operators are looking to expand their portfolios in 2023 through acquisitions and new development, and foresee rental rate growth of upwards of 5 per cent this year. Results from CBRE Canada’s recent survey of senior executives in the two sectors finds that most are also expecting increased operating costs due to inflation, asset devaluation due to rising interest rates, and a 25 to 50 basis point (bps) increase in cap rates.

Nevertheless, more than a quarter of student housing operators suggest cap rates will hold steady or compress in 2023. The vast majority (83 per cent) also maintain that market demand has returned to pre-pandemic levels, with the remaining 17 per cent projecting that will occur over the course of this winter. A minority of respondents plan to pull back on acquisitions and development compared to last year, but none intend to completely halt activity.

Looking to the future, 83 per cent of respondents in the student housing sector expect to acquire assets over the next three years. Private investment is generally seen as the primary driver of new purpose-built student accommodations (PBSA) over the next decade — flagged by 58 per cent of respondents. However, 42 per cent foresee the rising influence of public-private partnerships (PPP) as universities increasingly work with private developers.

“Confidence in the sector is driving investors to deploy more capital,” says Ryan Tran, a vice president with CBRE Canada’s alternative assets group. “The near-term outlook is positive, with strong rental rate growth expected.”

Top-ranked markets this year include Toronto, Calgary, Montreal and Kingston.

Seniors housing operators are far less likely to conclude rental demand has returned to pre-pandemic levels. A third of respondents from the sector project that should occur in the second half of 2023, but 43 per cent don’t expect full recovery of demand until 2024. Nearly a quarter intend to halt new development activity this year and 10 per cent have no plans to purchase assets; 72 per cent foresee a 50 to 75 bps increase in cap rates.

Labour shortages are flagged as the most pressing operational challenge for the sector this year, while perceptions of COVID-19 related risks are considered the biggest damper on occupant demand. Just 5 per cent of operators foresee that emerging options for seniors to stay longer in their own homes could diminish demand, and 95 per cent expect to buy assets over the next three years.

“Senior living is poised for transformational demand-supply imbalance over the next five to 15 years as surging Baby Boomer demand meets a tapered supply chain — the result being oversized rental rate growth and investment yields,” predicts Matthew Burnett, a senior vice president and head of the health care group with CBRE.

For 2023, preferred investment markets include Toronto, Vancouver and Calgary, as well as Montreal and Edmonton to a lesser degree.

Quebec universities unite on biodiversity pledge

Eleven Quebec universities have signed the Nature Positive Pledge to halt biodiversity loss and restore ecosystems across their campuses and have become founding members of an international movement that includes 117 universities worldwide.

The Nature Positive Universities Alliance is a joint initiative of the United Nations Environment Programme (UNEP) and Oxford University as part of the UN Decade on Ecosystem Restoration. The universities that sign the pledge recognize that institutions of higher education and research have a vital role to play in biodiversity.

The universities will conduct a baseline assessment of their biodiversity footprint, set attainable and quantifiable targets, develop an action plan and use their influence to achieve the targets, and report annually on their progress.

Taking a lead role in restoring nature will manifest through the management of their own campuses and operations, their teaching and research activities, their partnerships and their efforts to raise awareness in the broader community.

Quebec’s universities are located at the northern limit of many plant and animal species of the Americas, so they have an important role to play in the conservation of natural habitats and habitat connectivity, and in supporting the adaptation of biodiversity to new conditions.

Participating schools include, The École de technologie supérieure, HEC Montréal, Institut national de la recherche scientifique, McGill University, Polytechnique Montréal, Université de Montréal, Université de Sherbrooke, Université du Québec à Montréal, Université du Québec à Trois-Rivières, Université du Québec en Outaouais, and Université Laval.

 

‘The Inclusive’ affordable community moves closer to completion

An affordable mixed-use community that will rise from the grounds of an old shopping plaza and parking lot is one step closer to being realized in an underserved area of Toronto.

‘The Inclusive’, as its being called, will bring affordable housing units alongside market-rate rental units to the intersection of Black Creek Dr and Lawrence Avenue West. Spotlight Development recently announced Deltera Contracting as the official builder on the project.

In total, there will be 1,470 new residences brought to the community. The 3.5-acre site will also feature 36,0000 square feet of retail and more than 37,000 square feet of outdoor amenities such as community gardens.

affordable

Deltera Contracting’s President Mario Cimicata is excited to be involved in the project. “We have a shared vision of revitalizing the Black Creek and Lawrence neighbourhood with a focus on a mixed-income, complete community model that puts diverse Canadians first,” he said.

Deltera along with previously announced non-profit partners, Habitat for Humanity, WoodGreen Community Services, the BlackNorth Initiative, Good Shepherd, and Trillium Housing, were selected to manage and deliver affordable housing units to different marginalized groups such as Black Canadians, Indigenous Canadians, low-to-moderate-income families, seniors, newcomers, and veterans.

Spotlight Development’s President and Founder, Sherry Lariani, noted how collaborative partnerships and equity are driving the project forward.

“Together, we will deliver Toronto’s most diverse and inclusive new community, ensuring that all our future residents will thrive in their new homes, merging affordability, quality, and sustainability,” she said.

The project is partially funded through Spotlight Development’s charitable arm, Spotlight Affordable Ventures. Sweeney + Co Architect’s design and programming by non-profit partners incorporates a range of community benefits and service opportunities, including access to youth programming, a non-profit round-the-clock daycare, food services, clothing and grooming services, employment and financial services, and senior services for a community that is healthy, supportive, and sustainable for all residents.

B.C. announces major investment in RTB

The B.C. government announced it is increasing the Residential Tenancy Branch’s (RTB) operating budget and staffing by 40 per cent in an effort to speed up and strengthen the residential tenancy dispute resolution process. As may as 50 new full-time employees are expected to help cut waiting times that have been plaguing the Compliance and Enforcement Unit (CEU) since its inception in 2019.

“Renters and landlords have been clear that the current residential tenancy dispute resolution process isn’t working fast enough to address their needs,” said Ravi Kahlon, Minister of Housing. “We hear you and we are taking action to speed up service and strengthen enforcement to address things like repeat or serious offences like illegal evictions, so renters and landlords can get the fair treatment and timely support they deserve.”

Since COVID-19, the RTB has received a high volume of applications. This new investment of as much as $15.6 million over three years is expected to inject significant new resources to improve service delivery and speed up waiting times for hearings.

“As tenants grapple with the ongoing housing and eviction crises, it is essential that they can access and enforce their rights at the RTB,” said Robert Patterson, lawyer, Tenant Resource and Advisory Centre (TRAC). “This additional support for the RTB will mean that tenants whose landlords are ignoring the law can have their urgent concerns addressed sooner. TRAC hopes that adding more staff will mean not only that tenants’ cases will be heard more quickly, but also that arbitrators will have the time and support they need to give well-reasoned decisions. We also applaud the government’s investment in the Compliance and Enforcement Unit, which has been an incredible resource for tenants, by preventing illegal evictions and taking meaningful action against bad-faith landlords.”

Launched prior to the pandemic, the CEU’s purpose is to investigate complaints and take action on repeat or serious residential tenancy offences, such as illegal evictions, and levy monetary penalties if needed. The government says the investment will allow the CEU to intervene earlier and in many cases prevent the need for hearings in the first place.

“Not only will this new investment alleviate financial concerns for landlords by allowing them to solve rental disputes faster, but it will also ensure that their unit is available to provide housing to people in B.C. at a time when it’s needed most,” said David Hutniak, CEO, LandlordBC. “We are pleased to see this government take action to resolve a process they recognize isn’t working. We look forward to continuing to work alongside them to create better solutions for landlords and renters in our province.”

For more information on B.C.’s investment in the RTB, visit:
https://www2.gov.bc.ca/gov/content/housing-tenancy/residential-tenancies

Snow removal and de-icing for your parking structure

Winter weather has officially arrived! For the safety and integrity of your parking structure, you need to create a snow removal and de-icing strategy that will take you through the season.

Most commonly, snowplows and de-icers are used to make parking garages usable during the winter months, but there are a few things you can do to make this process safer, easier, and more effective for your building.

Here are a few tips to create a winning strategy for your parking garage to eliminate snow and ice, while maintaining the integrity of your deck:

  • Clearly mark all expansion joints on the deck to make it easy for the snowplow operator to see them as snow builds up.
  • Protect your deck surface by adding rubber guards to the blades. This way the snow will be cleared, but you avoid directly scraping the surface.
  • Find a safe place to store the snow. Piling it up on your parking structure can increase the weight beyond its approved capacity, so find somewhere close by to store the snow you remove from the structure.
  • Use sand as another way to minimize slippery surfaces but be sure to protect your drainage system. When the temperature rises, the melting snow will take the sand with it down into your drains.
  • Rinse the deck when the season ends so you don’t have residual salt and sand sitting on the deck for the rest of the year. This will make your parking garage look clean and help avoid any damage to the surface coating in your garage.
  • Use the right de-icer. Some chemicals in de-icers can negatively affect concrete and reinforced steel, so choose a product that does the job without compromising your structure.

 RELATED: Sustainable ice and snow management for your building

It’s important for your staff and guests to be able to use your parking garage during the winter, so creating a snow removal and de-icing strategy, while protecting the deck is an important part of your winter outdoor maintenance. Focusing on effective practices and using the right products will save you time, money, and a hassle this winter.

B.C. active projects receive federal funding

The federal government announced more than $1.3 million to support 27 active transportation planning projects in British Columbia.

In Vancouver, the funding will enable the city to conduct a study to determine the feasibility of building a greenway running north-south through East Vancouver. The greenway would connect a number of discontinuous local streets and trails to provide a seamless and relatively flat route from the Ironworkers Memorial Second Narrows Bridge to the Central Valley Greenway.

This greenway would provide walking, cycling, and other active travel options for residents of all ages and abilities. The City of Vancouver will collect data at key intersections, assess traffic impacts, undertake stakeholder consultations, review best practices for green infrastructure, and develop cost estimates. Once constructed, the greenway would serve as a major connector, linking neighbourhoods, low-income housing developments, parks and a major neighbourhood, and provide access to North Vancouver and Burnaby.

The funding will allow the City of Vancouver to make meaningful progress on expanding cycling and pedestrian infrastructure in East Vancouver, according to Ken Sim, mayor of Vancouver.

“Quality cycling and pedestrian infrastructure is a vital component of our commitments towards making Vancouver a 15 minute city and the most accessible city in the world. We want to thank the federal government for their spirit of collaboration in helping move this important active transportation initiative forward,” he said.

Nearly all the 27 projects will receive an investment between $40,000 and $50,000.

Canada’s National Active Transportation Strategy is the country’s first coast-to-coast-to-coast strategic approach for promoting active transportation and its benefits. The strategy’s aim is to make data-driven and evidence-based investments to build new and expanded active transportation networks and to create safe environments for more equitable, healthy, active and sustainable travel options to thrive.

Get ready for prompt payment

In response to concerns from contractors over receiving full and prompt payment for their work, Ontario and other jurisdictions across Canada have implemented or are in the process of implementing prompt payment legislation, which sets tight timelines for the payment of contractors after their work is completed. It is expected that British Columbia will soon follow suit.

As prompt payment legislation is being introduced across Canada, British Columbia can look to other Canadian jurisdictions for considerations on the implications of its own prompt payment legislation.

Ontario
Ontario’s prompt payment legislation, found in amendments to the Construction Act, RSO 1990 c C.30, requires that an owner pay a contractor within 28 days after receipt of a “proper invoice”. If an owner does not pay all or part of the invoice, it must give the contractor a “notice of non-payment” within 14 days. A contractor must either pay its subcontractors within seven days of receipt of payment from the owner, or issue its own “notice of non-payment”.

If a dispute arises between the parties, such as non-payment or valuation of services or materials provided, the matter must be referred to adjudication. The adjudicator’s determination is made within 30 days of the adjudicator receiving all documents from the parties and is binding until a determination is made by a court or an arbitration. An adjudicator’s decision can also be set aside by an application for judicial review on limited grounds.

Significantly, parties cannot contract out of the Ontario legislation, meaning that the legislation is binding on parties regardless of whether they would prefer to follow it.

Other Jurisdictions
Along with Ontario, Alberta and Saskatchewan have enacted prompt payment legislation that is in force in those provinces. Quebec, New Brunswick, Nova Scotia, and Manitoba are in various stages of either implementing or attempting to implement their own prompt payment legislation.

At the federal level, the Federal Prompt Payment for Construction Work Act, SC 2019, c 29, has been enacted but is not yet in force.

British Columbia
While British Columbia has not yet enacted prompt payment legislation, on August 11, 2022, the Select Standing Committee on Finance and Government Services recommended to the B.C. Legislature as part of its Report on the Budget 2023 Consultation that the Government of British Columbia “prioritize the enactment of prompt payment legislation that is inclusive of lien reform and adjudication”, citing submissions from the B.C. Construction Association that highlighted the implementation of prompt payment legislation in Ontario.

Given this recommendation, it is expected B.C. will undertake consultation with the construction industry regarding potential draft legislation in 2023.

Observations from other Jurisdictions
In reviewing prompt payment legislation in other Canadian jurisdictions, the writers have some observations regarding the impact that similar legislation might have on B.C. construction disputes:

Choosing a preferred process

  1. In some prompt payment regimes parties to a dispute can elect to have their dispute resolved by way of adjudication or court. The jurisdiction of a dispute is set by the party that commences the proceedings. This could have the effect of increasing litigation as parties to a dispute will be incentivized to commence a proceeding before the opposing party in an effort to obtain their preferred dispute resolution forum.

Being ready to respond to disputes

  1. Alberta’s prompt payment legislation sets strict and short timelines for the dispute resolution process. After filing for adjudication, the parties have four days to appoint an arbitrator. If they fail to do so one will be appointed for them. After the adjudicator is appointed the claimant has five days to deliver its submissions. The respondent must deliver its submissions 12 days later. The adjudicator will make a determination 30 days later.

Given these issues, parties will need a legal team retained and prepared to engage in the dispute resolution process at moment’s notice, or otherwise risk missing critical deadlines.

Stay of Proceedings

  1. In Ontario, an adjudicator’s initial decision can be overturned on an application for judicial review, but the application does not operate as a stay of the decision. This means that the applicant must either pay the award set out in the adjudication order or apply to court for a stay of that order pending the outcome of judicial review.

If the applicant cannot satisfy the test for obtaining a stay, then it will have to pay the amount set out in the order. If the adjudicator’s order is overturned on judicial review, the applicant will then have to pursue repayment of a monetary award that it already paid. This could create a significant issue if the respondent has spent those funds and has become impecunious or insolvent.

The importance of obtaining a stay of a monetary award was highlighted in a recent case in Ontario, in which the Ontario Superior Court dismissed an application for judicial review without a hearing on the merits of the case due to the applicant’s failure to either pay the order or obtain a stay of the order.

Proper Invoices

  1. Parties are only obligated to meet the deadlines for prompt payment if they receive a “proper invoice”. In Alberta, to meet the definition of a “proper invoice” an invoice must include (among other things) information on the payment terms as broken down for the work or materials provided, and a statement indicating that the invoice is intended to be a proper invoice.

If contractors and subcontractors want to take advantage of the benefits of prompt payment legislation it is critical that their invoices meet all of the requirements of a “proper invoice”.

Disputes big and small

  1. If British Columbia follows other jurisdictions, prompt payment legislation would likely apply to everyone, from large developers and contractors to individual homeowners, and regardless of the amount of money involved in a dispute.

Homeowners overseeing home renovations will need to be alert to the strict and short deadlines set out in the prompt payment legislation in order to satisfy payment obligations and enforce their rights to dispute a “proper invoice”. Failure to meet these deadlines could have significant adverse consequences for homeowners.

In large construction projects where disputes can be very complex and for large sums of money, it will be problematic to have such matters dealt with in a summary procedure of adjudication which results in a decision in less than two months without the processes and protections normally found in arbitration and court proceedings.

Retroactive Effect

  1. Ontario and Alberta’s prompt payment legislation does not apply to contracts or subcontracts that were entered into prior to the respective legislation coming into force. However, once in force the federal prompt payment legislation will retroactively apply to existing contracts, albeit on a deferred basis for a period of one-year.

If British Columbia follows the federal legislation, rather than Ontario or Alberta, parties will need to be prepared to follow prompt payment legislation in respect of contracts and projects on a retroactive basis.

Conclusion
As British Columbia moves towards prompt payment legislation, stakeholders in the construction industry should closely consider the implications that the legislation will have on their contracts and projects. Prompt payment legislation will make significant changes to how construction disputes are dealt with in British Columbia – time to get ready.

 

Scott Lamb is a partner, and Dan Melnick is an associate at Clark Wilson, LLP in Vancouver. Both are members of Clark Wilson’s infrastructure, procurement and construction practice group.