Major Deerfoot Trail upgrades to begin in 2023

Major upgrades to Deerfoot Trail are expected to begin in 2023 and be completed in 2027. The Alberta government is targeting key bottlenecks on Deerfoot Trail between Glenmore Trail and Anderson Road/Bow Bottom Trail in the large expansion project.

“Our goal is to significantly increase capacity at several highway choke points to cut down on congestion. Faster commutes, less panic getting kids to school or practice, quicker trips for groceries, less stress – hopefully it makes life a little bit better for everyone in Calgary,” said Alberta Minister of Transportation and Economic Corridors Devin Dreeshen.

The Deerfoot Trail expansion project will include:

Improving the Bow Bottom Trail and Anderson Road, Southland Drive and Glenmore Trail interchanges.
Seven new bridge structures at Anderson Road and Bow Bottom Trail, Bow River, Southland Drive and Glenmore Trail.
Adding more lanes to Deerfoot Trail along the highway and through the Anderson Road/Bow Bottom Trails and Glenmore Trail Interchanges.

According to officials, improvements to this section of Deerfoot Trail will enhance safety and, when completed, are expected to reduce driver commutes by about 15 per cent during peak morning travel hours and by about 22 per cent during peak evening travel hours. In total, the upgrades mean travellers will save about 900,000 hours a year, which will provide an annual economic boost of about $23 million.

Alberta’s government is also working toward completing upgrades to Deerfoot Trail between 64 Avenue and McKnight Boulevard. A tender for that project was posted in August 2022.

Tenders for other work, including interchange ramp reconfigurations, widening and adding travel lanes, and improving crossroad connections are expected to be posted this winter.

Effective decision-making equals good governance

The board of directors in a condominium is elected to represent the best interests of the entire community. Once elected, they are required to make some difficult decisions and have a fiduciary responsibility to follow the advice of professionals.

Running a condominium is like running a business with a multi-million-dollar budget. Unfortunately, in many cases, the decisions are personal. For example, if a building needs a budget increase to meet its financial commitments, and a board is adamant about having a zero increase, often the same building will have a deficit the following year, or a few years down the road will require a double-digit increase.

Directors are reminded that they are only board members in a duly called board meeting. They should avoid speaking to residents or contractors on behalf of the board and always refer them to management. This helps avoid personal liability. Directors’ and officers’ insurance will cover a board member, as acting on one’s own may result in a personal lawsuit.

Who are the professionals? The lawyer, engineer, auditor and the property manager (yes, the manager). These individuals bring a wealth of experience and knowledge. Ask their opinions before making major decisions. This is another way to shelter from personal liability.

Board members also bring talent, knowledge, and experience and should take time to get to know one another. After each annual general meeting, take five minutes for everyone to introduce themselves, including education, skills and what they hope to bring to the board.

Engage management

Include the manager in this process. The industry is facing a manager shortage crisis, with more than 11,000+ condominiums and less than 4,000 licensed managers. Give managers an opportunity to explain their background, education, and experience. Many have worked in a multitude of diverse properties over the years, have immigrated to Canada or have taken on property management as a second career.

In addition to the on-site manager, the management company also has a team of specialized individuals who provide extra services to the corporation behind the scenes as a free resource. Managers with an RCM designation from the Association of Condominium Managers of Ontario (ACMO) have completed a minimum of four college courses and successfully passed a rigorous exam attaining a minimum 75 per cent. An ACMO 2000 Certified management company has been independently audited and successfully demonstrated a strong foundation to guide boards on governance. It is essential to work together as a team while treating everyone with respect. Everyone has value.

A board that practices good governance will come prepared to the meetings, having read the meeting package in advance, sought answers from management and reviewed the financial position of the building. Meetings should be scheduled between 1.5 to 2 hours as most individuals (board and management) have already put in an 8 to10-hour day at the office.

Start with a good agenda

To enable full participation of the board, the manager asks at least one week before preparing the board meeting package if anyone wants to add something to the agenda. This will equip the manager with information so the item can be discussed effectively. Each task on the agenda should have an allotted time assigned to the topic.

In most buildings, the minutes of the previous meeting are circulated to the board within 7-10 days of the meeting.. Everyone should read and advise management of edits beforehand in order to quickly approve and sign the revised minutes at the meeting.

A highly effective tool is a consent agenda, which would contain items to easily make decisions in a single motion. Samples would include approving the minutes, approving purchases where three quotes have been obtained, and where there is a recommendation from management, and it is within budget. The consent agenda should include items discussed and approved via email between board meetings. These would be called decisions to be ratified.

Some boards will also include changes to policies on a consent agenda. This may be a scary mind shift for some boards. The key to a consent agenda being effective is asking the entire board at the meeting if they want to move anything from the consent agenda to the main agenda for discussion.

A consent agenda allows the board to avoid dwelling on the minor items and instead remain focused on discussing important things (or ones in which there will be a debate). Do not hesitate to invite the contractor or another professional to the meeting to better understand the problem and proposed solution.

Read the financial statements

Finally, take the time to understand how to read the corporation’s financial statements and reserve fund study. The balance sheet will provide a snapshot view of the assets (what you own), liabilities (what you owe) and equity (net worth). The income statement provides details of the budget and expenditures, and how you are going to budget (variances).

It is essential to have an explanation of variances and have a plan to get back on budget. For example, if there was a particularly hard winter, and the utilities are over by $20,000 to $50,000, determine if one window cleaning, rather than two, will make up the shortfall.

The reserve fund is a plan for long-term expenditures; it is not to be taken lightly and needs to be realistic. Monitoring operating expenditures—for instance, several pinhole leaks— may mean bringing forward that pipe replacement project. The reserve fund and its items should be moved forward or back to ensure financial stability and overall upkeep.

The essential key to board good governance is effective decision making, both in and out of the board meeting. Be prepared, take time to be informed, and seek the input of others and the counsel of the professionals.

Laura Lee, RCM, CCP, GL, is an ACMO Board Member and Executive Assistant at Duka Property Management.

Freeing-up time for capital projects

Although the prime responsibility of the condo corporation is to manage common elements, many condo boards and property managers find themselves caught up in the minutia of owner/occupant demands.

Achieving a more symbiotic approach to property management requires understanding the crucial tie between leading-edge occupant services and proactive maintenance. Leveraging technology is one strategy corporations can use to reduce resident demand and focus on capital projects

Start with improved occupant services

If you can develop an effective process to handle occupant issues, you can streamline requests. The goal is to ensure all occupant requests and complaints are managed as quickly as possible to free-up the property manager’s time. Using technology helps create a management team who gets a boost from self-serve options. With the right tech, the board and/or managers can ensure requests are answered properly and served into your maintenance or complaint process funnel in a timely manner.

Chatbots and virtual robot assistants answer questions and complaints immediately to create a more resident focused management style. When you can provide a quick answer based on common maintenance questions, you reduce the work required by your team. Chatbots prioritize complaints based on urgency, while fielding questions with auto responses. As a result, teams resolve minor issues almost immediately while also settling more urgent requests.

Improve communication with resident portals

Resident portals and condo management software allow boards and managers to improve communication. Portals can be used to field questions as new information is shared, announce condo meetings, submit service requests, accept common element fees, and book amenities and elevators, thus freeing up time to focus on common elements.

Using tech to manage lost keys

Depending on how many units a corporation manages, common issues can bog down maintenance and security teams. A good example is lost keys. Every lost key request takes time to resolve. The resident must be authenticated to ensure they actually live there. The pass key must be retrieved or a card re-coded by someone with authority. If you are still using a master key, then someone has to accompany the resident to their door. However, smart lock systems are operated by a key fob or via a smartphone. This allows property managers to grant access from anywhere via their phones, as well as to any area of the property. By operating a centralized management system, you can authorize access for individual residents by sending them an access code via their smartphone, thereby dedicating time to higher value tasks.

Smart sensors to improve maintenance

Smart sensors can be used in units as well as common areas. For example, sensors maintain comfortable temperatures in common areas, trigger on/off responses to manage garage exhaust fans, and help manage water usage. This reduces utility costs, providing savings to build reserves for capital projects. However, where smart sensors really prove their worth is helping to prevent costly water damage. They can detect leaks and pipe breaks and turn off the water supply. Early leak detection minimizes damage and cost for repairs that can affect multiple units. It also avoids disruption of use in common areas, which can lead to resident complaints.

Proactive maintenance reduces complaints

A proactive approach to maintenance reduces risk for special assessments and ensures funds are available to manage capital projects. Common areas that are in good condition also keep residents happy. But beyond vacuumed carpets and
mould-free pool areas are effective budget allocation and ongoing improvements made in smaller, more manageable increments.

Preventative maintenance ensures small problems don’t become costly, unexpected capital projects. If a garage is more than 20-years old, develop a five-year schedule for condition assessments. This helps to understand what repairs are required via testing which, in turn, allows for incremental repairs with manageable costs. There will also be fewer complaints from residents who find the garage unsafe for their vehicles.

Managers today must also address climate change risks, including flooding and wind damage. Catastrophe modeling creates a strategy to minimize risk for damage caused by severe weather events. As a result, capital project funding is not impacted by unexpected costs to repair weather-related damage.

Smarter overall condo management

The financial and physical health of a condo should be monitored using key performance indicators (KPIs) to measure and track maintenance costs. Data-driven decisions use factual input to improve condo efficiencies and the happiness of the community.

Taking steps to reduce condo fees through savings such as energy audits, government grants for retrofits, and effective reserve fund planning keeps more money in the reserve fund for capital projects. Being underfunded poses long-term financial problems that lead to special assessments. As a bonus, owner complaints will decline in absence of common element fee increases.

Technology creates a solid level of condo resident service to reduce time spent on individual unit management. Property managers and condo boards can focus on prime responsibilities to better manage common elements, plan for capital projects, and take a more proactive approach to property maintenance, reducing costs and creating a sustainable, healthy reserve fund.

Vadim Koyen is the President of CPO Management Inc., a full-service property management company specializing in residential and commercial condominiums in Toronto and the GTA. With over 10 years in the industry, CPO offers a wide spectrum of services from strategic and financial planning to accounting, building maintenance and capital improvement.

Tower crane safety guide sets best practices

The Residential Construction Council of Ontario (RESCON) and its industry partners have released a comprehensive best practices guide for builders and trade contractors to use when erecting, operating and dismantling tower cranes.

The document, officially called the Construction Industry Code of Practice: Safe Use of Tower Cranes, outlines what mechanical, electrical and structural inspections are required prior to erecting a tower crane on a building site, the methodologies and safe practices that should be followed when erecting the crane, and what functional and operational tests are needed before it is put into operation.

“Health and safety is our top priority. Through the use of a continuous improvement model, we will continue to focus on the safety of the residential construction sector,” says RESCON VP Andrew Pariser, who is chair of the association’s safety committee. “By documenting best practices that exceed legislative and regulatory requirements, we can make meaningful safety improvements. The code of practice was put together with input from various associations, engineers, suppliers, and health and safety professionals.”

RESCON and its members as well as the Ontario Formwork Association (OFA) and James Wilkinson, P.Eng. of Wilkinson Technical Services Inc., played a critical role in developing the guide, along with RESCON’s crane safety committee and health and safety committee.

The guide covers pre-erection inspections and reviews, initial erection on the project, and safe operating practices, including climbing and dismantling procedures. It outlines what inspections must be done, documentation requirements and engineering inspections necessary at the pre-and post-erection stages, and what is required if multiple cranes are on a project. There is a checklist of documents that must be retained at the project by the constructor and project management team.

“The safe operation of tower cranes on construction sites requires the co-operation of everybody involved in a project – from the crane operators who run the equipment to those who oversee the project,” says Wilkinson. “We want to make sure that everyone in the industry understands the requirements and necessary procedures they must follow, including the mandatory documentation they must maintain to ensure construction worksites remain safe.”

The guide is not intended to replace regulatory requirements or applicable codes and standards but will assist constructors in understanding proper procedures that must be followed and documentation that is required.

The guide will be distributed to all RESCON members and sent to the Infrastructure Health and Safety Association and Ministry of Labour, Immigration, Training and Skills Development. RESCON is also planning a crane safety event in January.

The guide can be accessed here.

A model for inclusive, sustainable housing

Ottawa’s LeBreton Flats neighbourhood has been a work in progress for decades. Home to the new Canadian War Museum since 2005, extensive revitalization has already changed the area from an industrial zone to a residential hub—work that will continue for years to come. This includes plans for a stunning two-tower rental development currently known as “the Library Parcel.”

Envisioned by Dream LeBreton, a partnership between Dream Asset Management, Dream Impact, and the local non-profit group, Multifaith Housing Initiative, when complete, the mixed-use, transit-oriented community will consist of two towers rising 31 and 36 storeys apiece. With 601 rental units in all, 41 per cent will be affordable and earmarked for five target populations: Indigenous communities; women and children; immigrants/newcomers; veterans; and adults with cognitive disabilities.

“Our vision for the Library Parcel exemplifies how we can meaningfully address the country’s affordability crisis while creating inclusive spaces that push the envelope on sustainability,” said Justin Robitaille, VP Development of Dream Asset Management. “We’re proud to work alongside like-minded partners, including Multifaith Housing Initiative, the National Capital Commission and the Canada Mortgage Housing Corporation, to deliver a community that’s deeply rooted in a mission of positive impact.”

Building on its expertise in the National Capital Region, Dream is also the company behind Zibi, the 35-acre, master-planned community that opened in 2021. Like Zibi, the Library Parcel has gotten a lot of buzz for the steps taken to push the limits of sustainable design; also like Zibi, the project is pursuing certification through the One Planet Living (OPL) framework.

“OPL looks at sustainability in a holistic way, leading to built spaces that are highly impactful while minimizing the negative consequences to the environment,” said Dan McTavish, Associate at Perkins&Will and one of the lead architects on the Library Parcel project. “Without a comprehensive approach to community, apartment living can become isolating. Dream’s vision is to break down barriers, creating opportunities for gathering, working, and playing together—all goals that align with the OPL framework.”

Using what he describes as “thoughtful planning and a range of high-tech and low-tech solutions,” the Library Parcel will offer a mix of amenities integrated into the podium below the towers and on the terrace rooftops—from community gardens, a daycare, and a bicycle repair facility to community kitchens, fitness areas, co-working lounges, and homework rooms.

In terms of construction, McTavish said that pursuing Dream’s ambitious targets for the performance of the exterior walls meant turning to innovative solutions. “The towers will be clad with a prefabricated, panelized wall system that optimizes energy performance, reduces thermal bridging, and takes advantage of increased offsite production where quality control is easier to maintain,” he said. “This will accelerate the speed of construction, bringing the project to market faster than with conventional, site-built wall systems.”

Energy conservation

One important outcome of the OPL framework is to deploy smart technology that allows residents to control their own energy use. As such, controls at the Library Parcel will be conveniently located at each suite’s exit allowing residents to shut off lighting and nonessential electrical equipment with a single “all-off” switch—something that also eliminates the “phantom power” consumed by electronic devices, even when not in use.

Meanwhile, to offset power from the grid, each tower will be crowned with a solar photovoltaic (PV) array, producing nearly 200MWh of annual electricity generation. The project also intends to take advantage of its location next to the Albert Street Sewer by incorporating a carbon-free heating and cooling system soon to be known as the LeBreton Community Utility (LCU).

“LCU will provide low-carbon heating, cooling and domestic hot water to the LeBreton Library Parcel, satisfying nearly 100 per cent of the facility’s energy needs,” said McTavish. “Peak heating loads will be supplemented with electric boilers, so there will be zero combustion sources on site.”

If all goes according to plan, the LCU plant will be the first of several potential nodes in a scalable low-carbon district energy system that operates at near ground temperatures, connecting various sources of thermal energy supply and storage beyond this project throughout LeBreton Flats. To realize this ambitious goal, Dream is partnering with Theia Partners, who will build and operate the district energy system.

Collaboration

It’s no secret that major, mixed-use projects require a shared vision by multiple parties and stakeholders to move forward toward a successful outcome, especially when the project will be home to a diverse group of individuals. The design team behind the Library Parcel includes KPMB Architects, Perkins&Will, and Two Row Architect, all of whom worked closely with Dream so that the project could take flight.

As Bruce Kuwabara, Founding Partner at KPMB Architects, put it: ““To create a connected and integrated future, a sustainable lens is essential. I am proud to partner with team members who are committed to transit-oriented design, active mobility, and zero carbon buildings that will make LeBreton Flats Library Parcel one of the most environmentally conscious, inclusive communities in Canada.”

Inspiration

According to Kuwabara, the approach for the design of the two rental towers reinforces the connection to nature and highlights the importance of Indigenous culture and perspective. “Through our work with Two Row Architect, the buildings intentionally respond to the historic landscape as it was when the Algonquins were there,” he explained. “The podium is meant to be evocative of the escarpment, organic in its shapes, and employs this precast that is like the bedrock.”

At the ground level, every block of the tower will feature gardens and foliage, and as the tower ascends, the theme of the natural environment will grow with each floor providing ample access to light and striking views of the surrounding urban and natural context.

“We’re also very proud to be creating a community that champions democratic design: nearly half the units will be offered at an affordable rate without compromising on quality or design sensibility,” he said. “This community will be an inclusive, welcoming environment for individuals and families from diverse backgrounds and will set a new and meaningful example for harmonious community living.”

For more info, visit Dream CA – We believe in building better communities.

Young families to be welcome in B.C. condos

Proposed legislation could make way for more tenants and young families in British Columbia condo buildings. Newly introduced amendments to the provincial Strata Property Act would halt strata corporations’ ability to exclude children or prevent owners from renting out their units to tenants.

The amendments and companion legislation calling on municipalities to set housing supply targets are part of new B.C. Premier Dave Eby’s promised 100-day plan after being sworn into office on Nov. 18. “We’re making it possible for thousands of condos that are vacant to be rented out as soon as these new laws pass,” he says.

Most condo owners in the province already have freedom to rent out their units, but a grandfathering clause in the current legislation allows such prohibitions if strata corporations had authorizing bylaws in place prior to 2010. Data collected through B.C.’s vacancy and speculation tax levy indicates there are approximately 2,900 vacant condo units in the five regions where the tax applies that fall into this category.

The proposed legislation would strike down the grandfathering clause and also generally remove strata corporations’ ability to set age limits for occupancy, other than allowing for buildings geared to residents who are 55 or older. In the latter case, strata corporations could still stipulate that at least one resident of every unit meets the 55+ age threshold. However, caregivers for the occupancy would be entitled to live in the building.

“Rules that prevent families with children from living in a home, or prevent people from renting the unit they own, are no longer acceptable in our current housing market,” says Murray Rankin, B.C.’s Attorney General and Minister Responsible for Housing.

“No municipality will benefit more than the City of Vancouver, the city with the largest number of strata units, from the removal of strata rental restrictions,” suggests Vancouver Mayor Ken Sim. “This Act will help deliver much-needed rental supply, making it easier for families with children to live and work in Vancouver.”

Other proposed changes to the Strata Property Act would permanently allow for online annual and special general meetings, and clarify that pet prohibition bylaws do not apply to active or retired service dogs or pets that had peaceably resided in the building before the bylaw was passed. Strata corporations will continue to have the ability to prohibit short-term rentals.

BC’s Housing Supply Act garners support from BCREA

The BC Real Estate Association (BCREA) issued a statement in support of the new government’s proposed Housing Supply Act, stating that it would improve housing supply, provide stronger leadership, and incentivize municipalities around development planning and housing targets. If passed, the law would require local governments to create Housing Needs Reports every five years to be reviewed by the minister to determine if a housing target is needed in each municipality. California and the United Kingdom currently have similar housing target frameworks.

“Increased provincial leadership, guidance and resources around the municipal housing approvals process has been long-needed policy in BC, and this is a strong first step,” said Senior Vice-President of Government Relations and Communications, Trevor Hargreaves. “It’s reassuring to see a more hands-on approach by Premier Eby with today’s announcement, demonstrating the desire and willingness to lead, and if necessary, exert stronger provincial leadership to municipalities around housing development across the province.”

According to BCREA, working with local governments to identify barriers and obstacles in their housing development processes is a much-needed collaborative resource for municipalities, and adds that it is “encouraged by the provincial government’s commitment to providing actionable items to ensure those targets are met.”

The proposed Housing Supply Act was formally announced by the B.C. government on November 21, 2022. If passed, it is scheduled to be brought into force in mid-2023. To support implementation, the Province says it will continue to help local governments speed up local approval processes through the continued implementation of the Development Approvals Process Review and work underway to accelerate provincial approvals.

“B.C.’s housing crisis is stressing out and hurting people while it holds back our economy,” said the newly elected Premier David Eby. “As a first step in my 100-day plan, we are making changes to deliver more homes for British Columbians, faster. We will work with municipalities to set housing targets and make sure the homes people need get built. For those searching for a home today, there’s good news. We’re making it possible for thousands of condos that are vacant to be rented out as soon as these new laws pass. For those worried about the future, we’re setting out a new way to co-ordinate the efforts of our cities and the Province to build the homes people need quickly.”

Click here for more details: New premier delivers action to expand housing supply within first days | BC Gov News

NorthCore condo launches in Yonge Sheppard area

NorthCore, a boutique 16-storey mixed-use residence, is the first condo launched along the Yonge and Sheppard node in a decade.

Developers Fieldgate Urban and Westdale Properties announced the condo will front onto Sheppard Ave. West, with retail anchoring the building and one to three bedroom units.

Among the various amenities, a creative hub will be a space that meets the needs of today’s remote workers, younger professionals, entrepreneurs and creatives. The rooms feature spaces for recording content, performing music, as well as lounge seating where residents can brainstorm ideas and create.

The creative hub

“North York is a bustling, exciting neighbourhood in Toronto, and with NorthCore, we’re creating an even stronger civic identity for the area,” says Mitchell Cohen, chief operating officer of Westdale Properties. “More than ever, the first consideration for buyers is, simply, location.”

Critical to the building’s design is privacy and creating a sense of enclosure for residents. Most of the balconies are recessed and integrated within the façade. The outdoor courtyard will also connect directly to the lush Albert Standing Park, extending residents’ connections to nature.

“In many ways, NorthCore embodies all the great attributes of North York, transitioning seamlessly between the high-rise towers on Yonge Street to the lower density to the west,” says Mansoor Kazerouni, director of global buildings, IBI Group. The building mediates between these two unique scales of the city and brings a new level of urbanity.”

Bristol Place will bring tallest condos to Brampton

Redefining the city skyline with two record-breaking towers, Bristol Place will reach new heights as the tallest condominium towers in Brampton.

With the first of two towers recently launched, Bristol Place tops off at 48 storeys near Queen Street and Main in the heart of downtown Brampton and at the hub of the city’s innovation and entrepreneurship ecosystem.

The Toronto-Brampton-Waterloo Innovation Corridor is aiming to be the second largest tech sector in North America. The new hub will feature a central library, flex office spaces, and the future head office campus of Rogers Telecom.

The newest development by Solmar Development Corp. will rise above a multi-storey podium set within a landscaped courtyard and feature one- to three-bedroom space-saving layouts.

A dedicated full floor of social, fitness and entertainment amenities will mostly be located on the podium’s innovative green roof. Two towers will share a professionally landscaped courtyard garden with manicured walkways for residents to bond with neighbours.

Residents will have access to an electric ride-share program and an app that connects them to their community, with instant smart key access, facial recognition and package delivery updates.

CCPPP announces 2022 P3 National Awards

Seven P3 projects from across the country were chosen as winners of the 2022 National Awards for Innovation and Excellence in Public-Private Partnerships.

The annual awards by The Canadian Council for Public-Private Partnerships (CCPPP) showcase how partners are continuing to adapt and refine the ‘made-in-Canada’ P3 model to create, deliver, operate and maintain innovative and transformative infrastructure for their communities.

“These seven projects demonstrate the continuing evolution and resiliency of the P3 model in delivering best-in-class infrastructure for Canadians that is innovative and cost effective,” said Lisa Mitchell, CCPPP’s president and CEO.

The winners are:

Project Development – Gold Award: P3 Schools Bundle #2, Alberta
The $300.3-million project is the first ever P3 schools bundle in Alberta comprised exclusively of high schools.

Partners: Alberta Infrastructure, Concert Infrastructure and partners Bird Construction, Wright Construction, and Ainsworth

Project Development – Silver Award: Accelerated High Speed Internet Program, Ontario
This innovative $1.25-billion project is the first of its kind to execute a large-scale electronic reverse auction in Canada designed to foster competition among national, regional and local internet service providers (ISPs) with the goal of connecting up to 266,000 of the hardest to reach homes and businesses across Ontario with high-speed internet by the end of 2025.

Partners: Ontario Ministry of Infrastructure, Infrastructure Ontario, Bell Canada, Bragg Communications, Cogeco Connexion, Community Network Partners, Eh!Tel Networks Inc., North Frontenac Telephone Company, Rogers Communications Canada Inc., and Xplore Inc.

Project Development – Award of Merit: Grandview Children’s Treatment Centre Redevelopment Project, Ontario
This project, currently in the development phase, will serve as the new headquarters for Grandview Kids, which specializes in care and support for children and youth with physical, communication and developmental needs, and their families.

Partners: Infrastructure Ontario, Grandview Children’s Centre, and Children First Consortium (Amico Design Build Inc. and Sacyr Construction S.A)

Infrastructure – Gold Award: Gatineau 2, Library and Archives Canada
The Preservation Storage Facility is the first net-zero carbon building dedicated to archival preservation in the Americas and is the largest facility of its kind in the world equipped with a high-tech automated storage and retrieval system.

Partners: Library and Archives Canada, Plenary Properties Gatineau (Plenary Americas and PCL Investments Canada Inc.)

Infrastructure – Silver Award: Highway 7 West Bus Rapid Transit, Ontario
In-service since 2019, this $333.2-million project was delivered on time and on budget, included the construction of 20 centre-median station platforms, a unique multi-use path on the Highway 7 bridge over Highway 400 and enhanced streetscaping.

Partners: York Region Rapid Transit Corporation and EDCO (EllisDon Civil Ltd. and Green Infrastructure Partners Inc.)

Infrastructure – Award of Merit: Royal Inland Hospital – Phil & Jennie Gaglardi Tower, British Columbia
Under a single project agreement, the project used a DBFM model with a construction management agreement, resulting in an estimated savings of $64 million compared with a traditional procurement. During construction, the project faced a number of extraordinary impacts caused by the pandemic, wildfires and extensive flooding caused by the 2021 atmospheric rivers.

Partners: Infrastructure BC, Interior Health Authority, and EllisDon Infrastructure Healthcare

Service Delivery – Award of Merit: Oakville Trafalgar Memorial Hospital, Ontario
In operation since 2015, this $2-billion DBFM hospital project remains one of the largest infrastructure projects in Ontario. The LEED Gold facility, with 457 beds and shelled-in space to facilitate 602 beds by 2023, is equipped with multiple smart technology enhancements and opened on time and on budget.

Partners: (Carillion Canada Inc., EllisDon Corp. and Fengate Capital Management Ltd.)

A safer post-pandemic environment at TCU Place

Leading the cleaning and maintenance operations of a high-traffic, multi-purpose venue was a challenge before COVID-19, let alone during and post-pandemic.

In downtown Saskatoon, TCU Place is one such facility. The site hosts a convention centre that offers 104,000 square feet of meeting space with 21 different rooms and is also host to the 2,000-seat Sid Buckwold Theatre. As such, TCU Place hosts a wide variety of events. Conventions, exhibits, trade shows, fundraisers, meetings, galas, weddings, services, theatre productions, live comedy, live music – you name it, and TCU Place has probably hosted it.

The challenges this type of operation poses are, of course, innumerable. We spoke to TCU Place’s Director of Operations Tammy Watt about the facility, the difficulties of maintaining it, achieving GBAC STAR certification during the pandemic, the post-pandemic landscape, and more.

This interview has been edited for length and clarity.

What changed for you and for TCU Place’s maintenance operations during COVID-19 and post-pandemic?

Watt: “COVID-19 was a whirlwind. We obviously went through many changes, not least increased and evolving training and communication for our staff. As staff returned, each individual was made responsible for their own workspace while we took care of the common areas and the high-touch areas. It really did involve all staff members. As we began to return to operations, we obviously needed to bulk up our plans and communicate with our clients how we were going to help keep their teams and their people safe. That involved clear virtual and physical signing communicating the tasks we were performing, PPE, plexiglass separators, decals on the floors – all the things we became so accustomed to during the pandemic. As we progressed, things like foodservice returned and that brought its own challenges.

“We’ve been slowly getting back to business post-pandemic but a key concern I had is that while we want to keep talking about sanitizing, a lot of people are hoping to move on from that conversation and put it behind them. But we can’t afford to do that. Any operational director or cleaner will know that proper cleaning and sanitization is not just vital for COVID-19; it’s the right and important thing to do for all kinds of reasons. These are practices and principles that our facilities should and must always have.”

What are the key maintenance challenges in a facility like TCU Place?

Watt: “The building and its main systems are 54 years old, which provides challenges in itself. We know the space well and we know what it needs but obviously there was work that needed to be done – upgrading and updating our filtration system, for example, in addition to all the existing and new checks on our equipment side. None of that ever goes away.

“Aside from sheer age, the main things to note are the size of our facility – we have 104,000 square feet of rentable space – and the variety of events we host. Hosting a variety of different events at all hours is what makes our work exciting but it’s also what poses the sternest challenges. We have quick-turnaround programming, such as a wedding that runs until 2 a.m. before a meeting or conference or service at 7 a.m. next day. That’s always a big challenge, making sure rooms and common areas are properly sanitized and ready for that next group. It involves multiple teams. We were so fortunate, even though our event services and our cleaning staff team were furloughed at points, to largely keep those teams together. I know many facilities were not as fortunate.

TCU is unusual in being a convention centre that also hosts a theatre. How does that change the challenges and post-pandemic?

Watt: “While we break operations down into theatre-side and convention-side, those two things sometimes cross over. Our theatre hosts traveling shows – everything from bands to comedians to theatre productions – and that brings another level of necessary procedures and precautions. These guests move from city to city and location to location and many of them have very strict rules that we need to abide by. These rules change from company to company. The basics, of course, are that we need to sanitize common areas and things such as dressing rooms, equipment, back areas on a very regular basis, but we also need to provide tangible evidence that we have met the standards required, as well as limiting staff contacts to only people who strictly need to be there. The main thing for us is making sure our clients know what is needed and what is being done and feel comfortable and safe in our facility. We are always responsible for making sure our facility is maintained to the point where we’re not a risk to anyone present.

Why did you identify certifying your team’s work through GBAC as a priority?

Watt: “These are people who know their stuff – microbiologists, pathologists, etc. They know the best practices and deal with facilities of all calibres and sizes and sorts, helping them step up their game in terms of sanitizing and infection prevention. What it did for our facility was allow us to take a good look at our systems and cleaning routines and make sure they were sufficient. It enhanced much of what we were already doing and benchmarked it in terms of our inventory and equipment and protocols. It all began with a commitment from our leadership team, backed up with budgetary and staffing support. It was an all-round effort, not just something for our cleaning staff, and it came from the top down, which was really great. Then, key staff were trained in GBAC Fundamentals. While staff were away when we were closed, and as they started coming back, they were trained in GBAC principles and practices. That trickles down to all staff on the floor. It’s also helped us take a step forward in operations through things such as creation of QR codes for frequency/time recording sanitized areas and electrostatic spraying rooms, furniture, and surfaces. The post-pandemic focus now is on prevention.”

Aside from the core piece of cleaning and disinfecting, what is the most important step towards running a healthier facility in today’s post-pandmic climate?

Watt: “The communication piece is huge. We’ve been messaging our patrons online, providing instructions for guests attending a show or partners coming in for events. It’s all about letting our clients know that we will work with them to achieve their level of comfort for their events, and that also helps to build trust, which is vital. We measure client satisfaction following each event, and one of the key areas we ask about is confidence in cleanliness and safety. We have consistently received scores of over 90 per cent in these areas, and GBAC helps our team to keep the focus. It’s going to be important to remind staff even post-pandemic, we can’t let down our guard. These high standards we have set need to be our new normal, and we need to ensure we have that visibility of our work and that diligence in cleaning, particularly visible in common areas, entrances, etc. Some people don’t like being continually reminded of it, but many people won’t feel comfortable these days if they don’t see it all. Flu season and cold season will be here before we know it and these bugs can be held at arm’s length by good, proper, solid practices. Sticking to the basics of best hygiene practices and communication is really important. It’s just the right thing to do.”

Calgary reveals Mayor’s Urban Design Awards

The City of Calgary celebrated the city’s continuous pursuit to achieve a modern and inclusive urban landscape at this year’s Mayor’s Urban Design Awards.

Creating high quality public spaces that are inclusive and accessible was a consistent theme reflected in the winners and honourable mentions. It’s something that is top of mind for the urban designers, architects, landscape architects, engineers, planners and artists who shape our city.

“Thank you to all the participants of MUDA for striving to make Calgary a more beautiful, accessible and welcoming city through design,” said Mayor Jyoti Gondek. “The success you’ve achieved here in this wonderful diverse city we call home is from your bright minds and compassionate hearts. Thank you for keeping the world’s eyes on Calgary.”

A record 87 applicants competed in the 11 MUDA award categories, which highlight the holistic efforts to growing a complete city from contributing to vibrant, healthy and accessible communities to ensuring spaces are appropriate and accessible year-round; to a focus on buildings and spaces that contribute to net-zero emissions.

“It is an incredible time to make a life in Calgary and this event demonstrates real change that is happening right now in our city,” said Stuart Dalgleish, general manager of planning & development services, City of Calgary during the awards ceremony. “Together, we are creating better spaces and places that are more accessible, equitable and environmentally sustainable. Your efforts contribute to a beautiful city where people want to live and make a great life.”

The 2022 MUDA winners include:

Conceptual/Theoretical Urban Design Projects
WINNER: Office retrofit, Sturgess Architecture

Urban Design Plans
WINNER: Balmoral Circus, Dialog

Urban Architecture
WINNER: The District at Beltline, Kasian Architecture Interior Design & Planning Ltd.

Civic Design Projects
WINNER: Dale Hodges Park, O2 Planning & Design; Sans Facon; Source2Source; AECOM

Urban Fragments
WINNER: Flyover Park, Stantec Consulting Ltd. (photo above)

Community Initiatives Award
WINNER: High Park, Public City Architecture

Confluence Award
WINNER: Century Gardens Redevelopment, Marc Boutin Architectural Collaborative; PFS Studio: CMAL

The full list of winners can be found here.

Ontario seeks advice on clean energy options

The Ontario government has appointed an advisory panel and commissioned an independent study on future clean energy options. Both are in aid of provincial energy planning and efforts to facilitate the widescale electrification of heating, transportation and manufacturing.

“Through the Electrification and Energy Transition Panel, our government is planning for the future to ensure we can continue to serve a growing population and support the new jobs from unprecedented investments including everything from electric vehicle and battery manufacturing to clean steelmaking,” says Ontario’s Energy Minister, Todd Smith.

Three new appointees have been named to join David Collie, who was confirmed as the panel’s chair last spring. Collie has extensive experience in senior roles in the energy and regulatory sectors, most recently serving as the president and chief executive officer of Ontario’s Electrical Safety Authority.

The other new panellists include: Dr. Monica Gattinger, director of the Institute for Science, Society and Policy and a professor at the University of Ottawa; and Chief Emeritus Emily Whetung of Curve Lake First Nation. As well, Howard Wetston, a retired Canadian senator and former chair of both the Ontario Energy Board and the Ontario Securities Commission, will provide ex office guidance.

The panel has been tasked with providing advice on attracting investment to the energy sector to help bolster clean energy supply, keep electricity rates affordable and stimulate economic development. To support this effort, the Ontario government has also commissioned an independent study on cost-effective energy pathways.

Tips for keeping your building safe

As a maintenance manager, protecting your assets is part of the job and that means keeping your building safe. Making sure your security devices are in working order, your parking lots are well-lit, and your staff feels safe are crucial to managing your building and your business.

But can you do even more to protect your building? There are a few things you might consider if you’re looking at stepping up your security.

Outside your building

You probably have a security system already, but things like motion detection, moving cameras, and patrolling guards provide a higher level of protection than a simple alarm. Think about keeping your landscaping trimmed to limit hiding places and blind spots for your cameras.

If many employees have access to passcodes, consider staff turnover and potential security risks. Switch to a system with personalized access codes that you can easily change or delete if an employee leaves your company.

With all the regular traffic, shipping and receiving areas and loading bays are places intruders may be able to slip in undetected, so consider an intercom or check-in system to track everyone coming and going.

Make sure you are on top of your maintenance, too. Tightening door hinges and cleaning your deadbolts will keep them in good working order and doing their jobs.

Inside your building

You need to monitor the inside of your building, too. Motion sensors and cameras in dark places like stairwells and closets will increase safety and give employees peace of mind.

Along with your physical property, your company’s intellectual property may also be at risk. Keeping your IT systems, network infrastructure, and data safe is important. Ensure that your networks are up to date, backed up externally, and that you’re protected from security breaches, hacks, and malware.

Staff training on safety protocols and access will help everyone stay focused on keeping your building safe. Teaching your team what to look for, possible threats, and how to stay vigilant will have everyone working together to minimize risks.

Managing a building is a big job and security plays an important role in protecting your assets, your business, and your employees.

B.C. ranks first for provincial energy efficiency

B.C. ranks first as the most energy efficient province in Canada for the fourth consecutive time, according to the annual report by Efficiency Canada, a research group based at Carleton University.

The Canadian Energy Efficiency Scorecard benchmarks all Canadian provinces and territories across 54 metrics, such as energy savings from public utility programs, electric vehicle registrations, building code adoption, and industrial energy management.

The top five rankings for 2022 are:

British Columbia
Nova Scotia
Quebec
Prince Edward Island
Ontario.

According to the Scorecard, provinces and territories spent nearly $1.14 billion in 2021, up from around $1.13 the year prior but still short of the high in 2018, nearly $1.22 billion.

British Columbia has remained on top since the introduction of the scorecard in 2019. This is the first year that Nova Scotia has reached the second spot, having increased its position on the scorecard from fourth in 2019.

One of the biggest impacts on energy efficiency in 2021 was the official release of the federal government’s 2020 National Model Codes, which include performance levels that progress towards making new buildings so energy efficient they can easily supply their own energy needs (net zero energy-ready).

So far, British Columbia, Yukon, Prince Edward Island and New Brunswick have committed to this goal. Few jurisdictions have plans to adopt the codes on an accelerated timeline.

Researchers say much more is needed, and quickly. “Provincial energy saving goals still lag far behind leading American states. Canada needs a coherent and collaborative national vision to realize the potential of energy efficiency if we are going to achieve net-zero emissions and make life more affordable,” says Alyssa Nippard, research associate and co-author of the report.

Falls remain the most serious construction injury

Safety considerations are critical in any aspect of construction, but they are especially important when navigating the most dangerous situations. Along with slips and trips, falls are some of the most common causes of workplace injuries and fatalities in the construction industry.

The Canadian Centre for Occupational Health and Safety reports at least 60,000 workers deal with injury from slips, trips and falls each year. Not only is this saddening from a humanitarian perspective, but one incident can cost an average of $3,500 in direct costs and thousands more in the indrect costs of downtime and legal expenses.

Given the potential for danger, professionals in the construction industry must implement procedures and strategies that minimize injuries and fatalities from falls. This article will provide construction safety tips for operating at height.

5 Tips for Working at Height

Prioritizing safety is as critical during elevated work as it is when operating heavy equipment, working near traffic, or removing hazardous materials. Following these tips will ensure a safe working environment when performing construction work at height.

1. Know the Risks

The first step to promoting workplace safety is understanding the risks. Crew leaders should consider a few factors when assessing fall risks.

It is essential to know how much elevated work will be necessary to complete a project and how high workers will be elevated. This information will help project planners allocate the required resources for worker safety.

Additionally, decision-makers should inspect the areas where elevated work will take place. Any slick, cluttered, or uneven surface at a high elevation exacerbates the risk of a harmful fall.

2. Know the Regulations

The Canadian Centre for Occupational Health and Safety (CCOHS) sets construction industry fall protection standards to minimize injuries and fatalities. Understanding and applying CCOHS protocols will help you prevent dangerous accidents on your job site.

CCOHS requires construction crews to use fall protection when operating on or constructing any elevated surface or near a hole if they could fall 3 metres or more. Fall protection may include systems such as guardrails, safety nets, or personal arrest equipment.

3. Make a Plan

After understanding the hazards and regulations that apply to an elevated work site, it is necessary to implement a risk-reduction plan.

Before machines are even in use, checks should be in place to maintain good working condition. Operators should inspect equipment for fluids and proper tire pressure, then flag any belts or components that show signs of wear.

In cases where working at height is essential, crew leaders should plan to mitigate risk and comply with regulations. Risk reduction strategies may include:

Utilizing safety equipment such as harnesses, ladders, guardrails, and scissor lifts.
Implementing equipment inspection and maintenance procedures.
Requiring supervision when working at height.
Requiring assistance when using safety equipment.
Using fall detection devices when working alone.
Operating from locations or surfaces known to be safe.
Clearing all elevated surfaces of tripping hazards.
Establishing a clear emergency response plan.

4. Communicate With the Team

To prevent workplace falls, team leaders should establish a culture that prioritizes safety. Develop a safety-first culture through the communication of safety policies and procedures.

All employees should know the safety regulations that apply, why they are necessary, and how they can meet them. Crew leaders are responsible for communicating safety requirements through training sessions.

Safety regulators typically require employers to provide a training program for employees who may work at height. The training should cover topics such as the types of fall hazards, how to set up and use fall hazard protection, and each employee’s role in a fall protection plan.

5. Monitor Performance

Ensuring workplace safety is an ongoing effort. Fall safety training should occur at every new job site so that workers understand the unique risks that apply to the setting.

Additionally, crew leaders should assess employee performance as it relates to fall safety procedures. Recognizing and correcting areas in which crew members fail to meet safety standards can prevent a serious injury or fatality.

Construction leaders can monitor and improve a crew’s safety performance by following the statistical framework that presenters established at the 55th Annual Associated Schools of Construction International Conference.

The framework involves establishing safety indicators, monitoring the workers and work environment for adherence to the safety indicators, and correcting any unsafe practices or conditions.

Finally, the development of new technologies for worksite safety opens up new opportunities to monitor workers and improve safety. Smart sensors and wearable technologies can help flag concerns like fatigue, raising awareness around human vulnerabilities.

Apply Basic Fall Safety Principles to Ensure Workplace Safety

Falls are among the most common and harmful incidents on construction sites. Prevent injuries and fatalities from falls by identifying risks on each job site, understanding regulations that protect workers, developing a fall safety plan, training workers to implement the fall safety plan, and actively monitoring fall safety performance.

Evelyn Long is the editor-in-chief of Renovated, a real estate and construction resource for industry professionals.

Highway 7 four-lane upgrade set to begin

Construction to widen Highway 7 between 266th and 287th streets will begin this month, which will improve safety and capacity for people travelling between Maple Ridge and Mission.

“Optimizing transit for commuters, truck drivers, cyclists and pedestrians is a priority for all levels of government,” said Harjit S. Sajjan, federal minister of international development and minister responsible for the Pacific Economic Development Agency of Canada, on behalf of Dominic LeBlanc, federal minister of Intergovernmental Affairs, Infrastructure and Communities. “Once completed, the widening of Highway 7 will help those on the road get to where they need to go as safely and as efficiently as possible. We will continue working with our partners to invest in infrastructure projects that facilitate the growth of our economy, increase the resiliency of our communities and improve the lives of Canadians.”

When completed, Highway 7 will be widened to four lanes between 266th and 287th streets to address traffic congestion. Centre median barriers will improve safety, with barriers also added to the existing four-lane highway from west of Spilsbury Road to 266th Street.

“This project will widen the last two-lane stretch of Highway 7 between the Haney Bypass in Maple Ridge and Mission to four lanes,” said Bob D’Eith, MLA for Maple Ridge-Mission, on behalf of Rob Fleming, B.C.’s minister of transportation and infrastructure. “By adding a lane in each direction, with a centre median barrier, we’ll make this section of highway safer for drivers. I’ve been an advocate of this project from the beginning and it’s great to see construction getting started.”

Three intersections will be upgraded and highway shoulders widened to two metres in both directions over the length of the project to provide safer options for cyclists and pedestrians.

A $55.5-million contract for the work has been awarded to M2K Construction Limited of Coquitlam. Project completion is expected in fall 2024.