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Canada gains weight in global property index

Canada assumed more weight in the MSCI global property index last year as it posted a USD $57 billion year-over-year increase in the value of its professionally managed real estate market. That contributed to an 8.5 per cent or USD $900 billion expansion in overall market size in 2021 across 37 markets MSCI analyzed.

A recent MSCI report shows that the United States, United Kingdom and China drove much of that growth, followed by Canada and Australia . With the value of its professionally managed inventory pegged at USD $421 billion, Canada retained its standing as the seventh largest market in the survey, while increasing its weighting from 4 per cent to 4.3 per cent of the value of the MSCI global property index. That represented the second largest net positive shift among the 27 markets in the index after the U.S. gain of 162 basis points (bps).

Already firmly entrenched as the largest market, the U.S. registered a USD $466.3 billion uptick last year, to surpass USD $4.1 trillion in market size and bump its overall weight in the MSCI global index up to 41.6 per cent. The U.K., Australia, Norway, New Zealand and Denmark also increased their weighting in the global index.

The U.K. nudged up from 8.4 to 8.6 per cent of the total weight of the index after a USD $82 billion increase pushed its market size above USD $850 billion. Meanwhile, China, which MSCI assesses separately with six other South Asian markets, saw a USD $123 billion increase in market size for the year.

On the flipside, South Africa and Singapore saw the overall value of their professionally managed real estate markets shrink in 2021. Japan’s total market value of USD $947 billion — up by USD $7.2 billion from 2020 — continues to carry the second largest weight in the global index, but it fell from 10.3 per cent in 2020 to 9.6 per cent in 2021. That negative 72-bps was the most marked downward dip among index participants, but Germany and France also experience negative shifts of 30 bps, with Germany’s weight falling to 7.2 per cent and France’s slipping to 5.2 per cent.

“Almost all European markets, except for United Kingdom, Norway and Denmark, witnessed a drop in weights in the MSCI Global Annual Property Index due to the weakening of the Euro against the USD in 2021,” the report states.

Bird Construction awarded Edmonton health centre

Bird Construction has been awarded a $95 million contract to build the Covenant Wellness Community – Community Health Centre in Edmonton.

The new community health centre will be the first phase of Covenant Health’s planned wellness community in southeast Edmonton. It will be an approximately 200,000 square foot, three-storey building with a two-level underground parkade.

Located on Covenant’s 11.2-acre Southeast Campus site in Edmonton, the project will include a community health centre, multigenerational housing, an integrated seniors’ centre and more.

“We are proud to be selected by Covenant Health to support the development of their innovative wellness community. This project adds to our long history as a strong institutional builder and is aligned with Bird’s belief in providing sustainable and innovative solutions for our clients, partners, and the communities in which we live and work,” said Bird Construction CEO Teri McKibbon.

The facility will provide non-urgent, ambulatory medical clinics and complementary medical retail such as laboratory services, diagnostic imaging and doctors’ offices, as well as food service outlets.

“Covenant is pleased to move to the next phase of this innovative project. We look forward to working collaboratively with Bird Construction to bring an integrated approach to aging in place, with its mix of housing and care development and services,” said Covenant Health CEO Patrick Dumelie.

The architectural highlight of the building will be a two-storey atrium to facilitate the flow of users through the central common area. Services will include outpatient clinics relocated from the Grey Nuns Community Hospital, conference and educational space, doctors’ offices, lab services, and medical imaging.

Construction has begun and the project is scheduled to complete in 2025.

Calgary’s Green Line LRT Phase 1 RFP issued

The Calgary Green Line board has approved the release of the Request for Proposals (RFP) to select a proponent to design, construct and finance Phase 1, from Shepard to Eau Claire, of the Green Line LRT.

The RFP was released to the two proponent teams, Bow Transit Connectors (Barnard Constructors of Canada LP, Flatiron Constructors Canada Ltd, and WSP Canada Inc) and City Link Partners (Aecon Infrastructure Management Inc, Dragados Canada Inc, Acciona Infrastructure Canada Inc, Parsons Inc, and AECOM Canada Ltd), short-listed through the Request for Qualifications (RFQ) stage.

“The release of the RFP is an exciting day for the Green Line LRT Project and the City of Calgary. The strength of the two competing teams contributes to the confidence we have in our ability to deliver the project on behalf of Calgarians.” said Don Fairbairn, chair, Green Line board.

One of the two proponents will be selected in early 2023 as the development partner.  Following the selection and prior to entering into a final project agreement, a 12-month development phase will allow for collaboration, design progression, and better understanding of risks, costs and schedule.

Both teams bring significant breadth and depth of megaproject experience and will begin building out their local project teams. Phase 1 will embrace the local industry and their participation.

At 18 kms, Phase 1 is the longest LRT project and largest infrastructure investment in Calgary’s history, creating almost 20,000 jobs throughout construction and $2.2B in long-term city-shaping benefits.

Phase 1 is a catalyst for Calgary’s growth and as future funding becomes available, the full 46-kms vision for Green Line will be realized delivering economic, social, environment and quality of life benefits for Calgarians.

 

Ground breaks on Leaside Common

Gairloch Developments and Harlo Capital started construction on Leaside Common, a nine-storey mid-rise condo with ground-floor retail across from the new Leaside LRT.

Designed by BDP Quadrangle, the sculpted façade of vertical windows joins two buildings together. Inside will be studios to three-bedroom penthouse suites and townhomes.

Sixteen Degrees Studio was inspired by nature and the connection to the outdoors as it designs the interior amenities and suites, with a selection of neutral finishes. The development will house all amenities on the ground floor, including a multi-purpose party room, communal work lounge, and refined fitness space.

A green laneway traces the rear of the building adding new native plant species and seating.

Leaside Common

The laneway, designed by PMA Landscape Architects, will be accessible from both sides of Leaside Common and through the central breezeway.

“Filled with lush plants and trees, it acts as a natural buffer to neighbouring uses while welcoming a charming pedestrian alternative,” said Heather Rolleston, principal and design director at BDP Quadrangle. “It creates a rather contemporary interpretation of a backyard. We were inspired by the laneways in Montreal to create this blueprint for indoor-outdoor living in urban environments.”

Leaside Common

This marks Gairloch’s largest project ever and second in Leaside after 1414 Bayview. Earlier this year, the developer launched two project in the Junction Triangle. Grain is a cross-laminated timber structure that sequesters an estimated 220 kilograms of carbon per cubic metre and Craft Residence, a mid-rise made of recycled brick and repurposed aluminum soffits, also  launched in that neighbourhood this year.

Ground-breaking ceremony, from left to right: Lisa Spensieri, Heather Rolleston, Bill Gairdner, Andrew Woods, Andrew Lepper, Stephanie Vermeulen, Kelly Doyle, Riz Dhanji, Sean Zahedi. Image credit: Arthur Mola.

CIBC opens a Legacy Space at global HQ

CIBC opened a Legacy Space at its global headquarters, CIBC SQUARE, ahead of the National Day for Truth and Reconciliation.

The space is dedicated to the shared history of Indigenous and non-Indigenous peoples and was designed in consultation with local First Nations leaders and Indigenous team members, and in partnership with the Gord Downie & Chanie Wenjack Fund through their Legacy Spaces program.

Consultation began in 2018 with the design inception of Toronto’s CIBC SQUARE and builds upon the previous CIBC Legacy Space located at Commerce Court West.

Brook McIlroy’s Indigenous Design Studio brought the space to life. Key features include an engineered HVAC system to support traditional ceremonies and a vaulted ceiling of solid carved oak and wood-veneer ribbing, inspired by the Anishinaabe teaching lodges and the longhouses of Wendat and Haudenosaunee villages.

The practice of Indigenous sharing circles inspired the oval table in the middle of the room, which was designed to encourage meetings and events to follow the same format of participatory discussion.

Graphics on glass walls name the signatories of the Toronto Purchase that marked the sale of land by the Mississaugas of the Credit First Nation to Britain. The signatures take the form of animal pictographs that represent each person as well as their clan, position and background.

“The Legacy Space is an opportunity to become immersed in an experience centered around Indigenous design, materials, and histories,” said Brook McIlroy Principal Ryan Gorrie. “The wood feature enclosure serves as a unifying presence, referencing Indigenous structures of the region, and providing warmth and connection to the natural. Limestone from Manitoulin Island anchors the room at either end providing a visual richness.”

Sarah Midanik, president and CEO of the Gord Downie & Chanie Wenjack Fund, said CIBC was one of the first companies to sign on as a Legacy Spaces partner. “Developed through a holistic community engagement model, engaging Indigenous community members, stakeholders, and employees throughout the process, I am so proud of the work done to create this powerful space.”

 

 

 

Capilano University centre to double child care space

A new centre for childhood studies at Capilano University will more than double the available child care spaces at the North Vancouver campus.

Slated to open late 2024, the purpose-built centre will add 74 affordable new child care spaces for a total of 143 on-campus spaces for infants, toddlers and pre-schoolers. Students, employees and community members are all eligible to apply for space for their children at the new centre.

“The new centre for childhood studies will provide a positive learning environment for children and support their parents who are advancing their own studies. By doubling the available spaces for child care on campus, we’re decreasing the cost of living and removing barriers to education for British Columbia’s next generation of workers, innovators and leaders,” said Minister of Advanced Education and Skills Training Anne Kang,

To enhance the student learning experience, the centre will also offer 2,135 square metres (23,000 square feet) of new studio space, study and research labs, classrooms and faculty offices. The two-storey sustainably built facility will increase opportunities for practicum placements on campus for students from Capilano University’s school of education and childhood studies.

The $18.6-million centre for childhood studies project is receiving $9.46 million from the province, including $6.5 million from the Ministry of Advanced Education and Skills Training and $2.96 million from the Ministry of Education and Child Care Children. Capilano University is contributing $9.14 million toward the project.

“Quality child care is closely linked to social and economic development and vitally important for many families. The new centre for childhood studies will build on the great work already underway at CapU to continue to meet the growing needs of childhood educators and families in the community,” said Paul Dangerfield, president, Capilano University.

This building expansion is part of the province’s 10-year ChildCareBC Plan, which has funded 30,500 new licensed child care spaces throughout the province since 2018.

TransLink opens new flagship service centre

TransLink has opened a new flagship Customer Service Centre at the downtown Vancouver Waterfront Station.

At 6,200 square-feet, the new Customer Service Centre is three times as large as the current Compass Customer Service Centre at Stadium–Chinatown Station and will allow TransLink to provide in-person support to twice as many customers.

“We need to be more available to our customers when and where they need assistance, and that’s why we are moving our Customer Service Centre to Waterfront Station which is located at the intersection of every one of our transit modes,” says TransLink CEO Kevin Quinn. “Moving our customer service facility to this prime location opens new opportunities for us to elevate customer experiences, create more meaningful connections, and build ridership.”

The new facility can be used to:

  • Receive support from customer service employees
  • Purchase and activate Compass products
  • Get wayfinding advice through the facility’s touch-screen transit kiosk
  • Pay fare infraction tickets
  • Purchase Taxi Savers
  • Sign up and get keys for bike lockers on TransLink’s system.

TransLink has retained the space’s heritage character, including the original clock that was installed when Waterfront Station was first built in 1914 as the Pacific terminus of Canadian Pacific Railway’s transcontinental passenger services. The space has 24-ft-high ceilings, and dramatic views of the Canada Place cruise ship terminal and mountains. Graham Construction & Engineering was the contractor.

With direct access to two SkyTrain lines, SeaBus, multiple bus routes, West Coast Express, and HandyDART pick-ups or drop-offs – Waterfront Station is the only location on TransLink’s system which serves all modes of transit.

Take a proactive approach to your roof this fall

As temperatures continue to drop throughout fall, it’s hard not to think about winter on its way. Facility managers know that a fall preventative maintenance plan can save you from unnecessary equipment repairs or replacement and help to manage your assets for spring budgets.

Your roof should be part of your proactive approach. Often not top of mind until it leaks, assessing the condition of your roof can save you money from costly repairs and interior damage.

There are three types of basic diagnostic tools for a preliminary look at your roof:

Visual inspection

This type of inspection means heading up to your roof to look for anything that doesn’t belong. You might see drain debris or missing drain screens which could allow water to accumulate during winter’s freeze-thaw cycle.

Pavers are often used to create pathways to your HVAC system, protecting your roof from foot traffic. Look for displaced pavers where your roof may be exposed to weather and put those on your list for replacement. You can also clean out any leaves in your gutters, making room for ice and snow when winter comes.

Destructive testing

Do you already have a leak or are you concerned about a particular area of your roof? Don’t wait until spring to address this. Despite its name, destructive testing does not actually cause damage. In this case, a professional will cut a part of your roof, called a “core cut” to see if the insulation is wet in that area and assess your risk for more damage. The cut is then filled and sealed, restoring your roof to its watertight condition.

This allows you to get an idea of existing damage in specific areas, but it also confirms the components within your roof so you can start budgeting for when the time comes for roof replacement.

Diagnostic assessment

If you are concerned about your roof’s age or condition, an infrared scan will give you the big picture. Conducted at night, the camera uses temperature differential to determine areas of possible wet insulation, based on heat retention.

While this type of testing is best conducted in warmer weather, there is still a window of availability through the fall. If you don’t have a pressing concern about an existing leak and just want to get ahead of the game, schedule this to be conducted as part of your summer maintenance plan.

Taking a proactive approach and including a roof assessment in your fall maintenance plan can help you keep the need for replacement at bay, plan for costly repairs, and avoid interior damage to your building.

Land-use designations stir debate in Mississauga

In Mississauga, the Dundas Landowners’ Association (DLA) is scrutinizing the City’s decision to approve several official plan amendments (OPAs) that “severely limit the creation of new walkable, climate friendly, transit oriented communities and housing.”

In August, City Council voted to transition lands on Dundas Street, between the borders of Oakville and Toronto, to mixed use, while lands between Haines and Blundell Roads were zoned for employment only.

Land and business owners hoping to redevelop their properties for residential mixed-use purposes, in an area with two future bus rail transit stations, had been fighting to remove that employment designation all summer, but to no avail.

“It is really disappointing and frankly concerning that a Council, which is supposed to represent the interests of all of its constituents, is prioritizing the unfounded concerns of a single business over a large number of long-standing small businesses and landowners that have served the City for decades,” stated DLA President Stephen Sparling. “Even more disappointing is that the City is taking a position that these OPAs are unappealable.”

Moe Ahmed, president and CEO of the Ahmed Group and a DLA member, said the decision opposes both regional and provincial guidelines and policies, which he finds “especially concerning.”

The Region of Peel adopted a new official plan in April 2022 to support Ontario’s A Place to Grow Growth Plan. The regional plan reclassifies Dundas Street for mixed use, making way for intensification, and sustainable transit-supportive development.

In a letter, the DLA states this reclassification is necessary to support the expected population and job growth along the corridor that will result from the Dundas Bus Rapid System and Hurontario Light Rail Transit.

The members also lobbied for taller building heights along the corridor to increase density around the Dundas BRT, yet the OPAs include low and restrictive height limits within the major transit station area (MTSA) plans, which DLA members say also oppose regional and provincial guidelines.

“Nowhere in Ontario has a municipality included height caps or restricted land use in their MTSA OPAs,” said Drago Vuckovic, President of the Ashley Group.. “Why is the City of Mississauga doing this to us here? As a proud home builder, I’ve never seen this amount of red tape by any municipality I’ve worked with before, and I’ve worked with many.”

The City of Mississauga replied by email when asked about the plan’s amendments.

“The Dundas Street corridor is home to many aging industrial facilities as well as thriving industrial businesses,” said Andrew Whittemore, commissioner of planning and building for the City of Mississauga. “The City’s new plan promotes a vision of predominantly midrise built form and sets out maximum building heights. The plan seeks to enable the conversion of underutilized industrial lands to residential in order to meet the new vision. However, with any former industrial neighbourhood transition, often, many existing businesses choose to remain in place.

“Consequently, in order to manage the future transition, the new plan identifies one area along the corridor not recommended for conversion until we have a better understanding of the potential impacts. As such, the City has begun the process of retaining a consultant to assist with a compatibility assessment to determine the appropriate long term uses for this area.”

Report identifies inequities in Ontario rental process

A majority of consumers and realtors in Ontario believe the rental process suffers from discrimination, according to new research from the Ontario Real Estate Association (OREA) in partnership with Ipsos.

Looking at diversity, equity, and inclusion in housing, the Fighting for Fair Housing , report found that 93 per cent of Black realtors and 60 per cent of all consumers surveyed believe that discrimination exists in the rental process, while four in 10 realtors said they’ve seen a rental deal fall through due to discrimination.

“There is a saying in real estate: today’s renters are tomorrow’s homeowners. For disadvantaged communities who have a hard enough time finding a great rental in a thriving community because of all the obstacles they face along the way, the dream of home ownership is just that – a dream,” said 2022 OREA President Stacey Evoy. “We cannot hope to solve Ontario’s housing affordability crisis without addressing the systemic racism that undermines fair and equitable access to homes across the housing spectrum.”

Through research and consultations with brokerages, REALTORS®, government officials, regulators, consumers, sector-related organizations, and Ontarians, the Fighting for Fair Housing report makes 19 recommendations to eliminate racism and inequality in real estate and the rental process. These recommendations include:

  • Advocating for a review of Ontario Residential Tenancies Act (2006), with the goal of improving access to affordable homes for disadvantaged communities
  • Reducing government-imposed costs on new rental projects, including duplexes, triplexes, and walk-ups
  • Building 99,000 community housing units over the next decade, to clear the current backlog and accommodate future growth
  • Encouraging expansion of affordable homeownership programs for disadvantaged communities, including rent-to-own programs

“As the rising cost of housing and lack of supply continue to push prospective buyers out of the market, homeownership remains out of reach for many – and disadvantaged communities are at risk of falling even further behind. Building more homes alone isn’t going to improve accessibility to housing for BIPOC and LGBTQ2S+ communities,” said Davelle Morrison, Broker at Bosley Real Estate Ltd. and Chair of OREA’s Presidential Advisory Group on Diversity, Equity, and Inclusion. “As professionals in the industry, we have a unique opportunity to help more people in our province find a place to call home. The Ontario Government also has a key legislative role to play, especially when it comes to increasing equity and reducing discrimination in Ontario’s rental market or offering new, affordable ownership programs.”

In 2020, OREA struck the Presidential Advisory Group (PAG) on Diversity, Equity, and Inclusion (DEI) to better understand, address, and dismantle systemic racism in Ontario’s real estate and housing sectors. Through this work, the PAG identified three areas for action that seek to change policy, perceptions and attitudes around sector systemic racism through education, advocacy, and research. One early achievement to emerge from this work was the addition of a discrimination provision within the new Trust In Real Estate Services Act (TRESA) Code of Ethics, which explicitly requires compliance with the Ontario Human Rights Code. This change is a direct result of the PAG’s work and recommendations. OREA will also be taking steps to review internal governance structures, board selection processes, policies, and more in order to increase BIPOC in leadership positions within real estate associations.

To read the full report, including three identified areas of action and all 19 recommendations, visit orea.com/News-and-Events/FairHousingReport.

 

 

Strengthening your condo’s cybersecurity system

You lock the door to your home because you want to keep yourself, your family, and your property safe. The same logic should apply to your condo community’s data and information. Unfortunately, too many databases and platforms are left unprotected.

It’s not that property managers and board members don’t care. Rather, they aren’t aware that a “door” has been left ajar until it’s too late. Here’s what you should know about cyberattacks, how to improve your cybersecurity network, and what to do if your corporation is hacked.

Communities Have An Obligation To Protect Resident Information

Condominium communities must maintain adequate records, including financial records, meeting minutes, and governing documents. “If the corporation stores these records in an electronic format, they must be able to reproduce them accurately, intelligibly and within a reasonable timeline,” states the Condominium Authority of Ontario. “They must also reasonably protect records against unauthorized access and have data recovery capabilities.” That means condos must keep accurate records of sensitive information, as well as take reasonable steps to keep that information safe.

Top Cybersecurity Threats

Ransomware

Ransomware is by far one of the top threats to corporations. Ransomware is a form of malware designed to encrypt files, rendering them unusable to the person trying to access them. The person responsible for the ransomware will demand ransom, often money or some other financial asset, in exchange for decryption.

Ransomware is very harmful to condominiums because the organizations store so much personal information. In addition to sensitive emails, they have hundreds of bank account or credit card numbers, email addresses, phone numbers, license plate numbers, etc., belonging to tenants and owners. Then there are all of the records which could not be replicated if they were lost.

The most common ransomware techniques used by intruders include:

Email phishing campaigns: email with a malicious file or link is sent. Malware is deployed when someone clicks on the link. They may also use precursor malware, which enables the attacker to use someone else’s email account to target more victims.

Remote desktop protocol (RDP) attacks: RDP provides additional convenience as it lets people access files and data from virtually anywhere. However, cybercriminals may try to guess as many password combinations as possible, or purchase credentials illegally, to infiltrate the remote network.

Exploiting software vulnerabilities: cyber criminals can take advantage of security weaknesses in software to deploy ransomware.

Internal hacks

It can be hard to believe that an employee would willingly sabotage their own company, but it’s happened before. An employee who is upset, or who has just been let go, may delete files, change passwords, or steal information.

Being Proactive Is Key To Minimizing Security Breaches

Make two-factor authentication the default

Two-factor authentication (2FA) is an extra layer of security that makes it more difficult for unauthorized individuals to gain access to accounts, databases and software systems. It essentially requires users to enter two pieces of information – a password that they have memorized and a one-time code – in order to access a platform or data. The code is usually accessed through the user’s smartphone. This way, even if someone does guess your password, they would still need to obtain your phone and see the unique code to get your data.

This simple step is highly effective, and it costs the user nothing to implement. In 2019, Google found that SMS-based multi-factor authentication successfully blocked 100 per cent of automated bots, 96 per cent of bulk phishing attacks, and 76 per cent of targeted attacks. While the efficacy rates may have dwindled from three years ago, it is still one of the easiest and best cyber defence mechanisms to employ.

On a similar note, don’t give all staff access to everything. They should only be able to access tools or information that they need to have in order to do their jobs. This helps ensure sensitive information doesn’t get into the wrong hands and reduces potential damage caused by ill-willed employees.

Assess Your Corporation’s Cybersecurity Risks

Boards and managers are strongly encouraged to educate themselves about cybersecurity in general and understand the cyber risks that they are most likely to encounter. If you’re not sure where to start, consider looking at the federal programs.

The Cybersecurity & Infrastructure Security Agency (CISA) offers small American organizations toolkits, planning templates, and essential cybersecurity information.

In Canada, CyberSecure aims to raise the cyber security baseline for small and medium-sized enterprises. Victor Beitner, CISSP, GG, and E-Technologist, says this is one of the easier (and more economic) starting paths for small corporations. Victor is the CEO of Cyber Security Canada, one of three accredited certification bodies recognized by the Canadian government. His company works collaboratively with CyberSecure, and evaluates an organization’s implementation of the program’s certification requirements.

Make Use of Good Cyber Infrastructure

Invest in an antivirus program

Antivirus software will help to limit the impact of a virus. Malware is very dynamic and is always evolving as hackers try to target software or system vulnerabilities. As such, they may eventually have success getting past the basic protection offered by your operating system and gaining access to the corporation’s data. Antivirus programs provide an extra layer of protection so that even if malware gets onto your computer, it is detected and can be removed before critical damage is done to the corporation.

Update software regularly

When prompted to update your work computer’s operating system, or a software program, do it as soon as possible. While it can be a minor annoyance, the updates ensure your program is as secure as possible.

Developers release updated versions of systems to address bugs, minimize security vulnerabilities, and introduce new features. However, if you continue to use the old version of a program, you leave the corporation vulnerable to viruses or threats that exploit or take advantage of recently identified security flaws.

What To Do If There Is A Cyberattack

Even if your corporation takes reasonable steps to protect data, a cyberattack may still occur. That is why every corporation must have cyber insurance. In addition to assessing cyber risks, condos need to create the appropriate risk responses. The CAO cites four risk response types, including transferring risks. Obtaining cyber insurance is a perfect example of what it means to transfer risk.

Cyber insurance covers things like regulatory defence expenses, legal and civil damages, forensic investigations, and crisis management costs. Having this could save the corporation, or your property management company, thousands of dollars.

Condos may also consider having liability coverage, or third-party coverage. Cyber liability policies cover legal fees and judgments in cases where owners sue the corporation for damages caused by a cyberattack.

Like all insurance, you hope you won’t need to use your condo’s cyber insurance policy, but you’ll be very glad to have it if there is an attack.

How Much Protection Does Your Corporation Really Need?

The size of your condo corporation will dictate how much cyber protection you need. A corporation with one work computer will need less than a corporation with dozens of computers. Managers will need to scale as they grow and implement layered cyber security architecture. Finally, once you have a system in place, don’t assume that’s the end of it. Cybercriminals are always looking for new ways to infiltrate vulnerabilities; your cybersecurity plan must also evolve.

Brian Bosscher is the president and founder of Condo Control, a leading software company that provides web-based communication, management and security solutions for condos and HOAs of all sizes. He is also a board member, having served more than 14 years as both treasurer and president.

Alberta set to divest social housing portfolio

The Alberta government is reaffirming plans to divest much of the provincially owned social housing portfolio through transfers to municipal or community-based operators and the sell-off of up to 200 units. A newly released asset management framework also hints the government will facilitate new supply either through intensification of some of its existing holdings or underwriting more affordable units in new mixed-income and mixed-use developments, but few details have been revealed ahead of the launch of an Affordable Housing Partnership Program, which if promised for this fall.

The asset management framework sets out the criteria for transferring, selling or retaining the Alberta Social Housing Corporation’s approximately 3,000 units. It follows from the provincial government’s announced intention in its 2021 affordable housing strategy to transition from “significant owner and operator of housing stock” to a more indirect role as a “regulator and funder, enabling and facilitating partnerships and collaboration”.

Under the criteria, transfers would be contingent on: assets being in “fair or good condition”; new owners possessing “the capacity to own, manage and leverage the equity in the property”; and the building continuing to operate as affordable housing for at least 20 years. Assets would have to be “vacant, significantly underused or no longer functional for affordable housing” and located in an area of high supply or low demand for affordable housing before they could be sold.

It’s projected that fewer than five properties will be sold in 2022-23. However, the 2022 provincial budget forecasts $90 million will be realized from sales over the next three years. This is earmarked to be reinvested in social housing.

“Every decision about our assets will focus on how to best serve the housing needs of Albertans with low income,” declares Josephine Pon, Alberta’s Minister of Seniors and Housing. “We will protect vulnerable Albertans, get the best value for taxpayer dollars and strengthen the long-term sustainability of the housing system.”

IDIBC celebrates best registered interior designers

The Interior Designers Institute of B.C. (IDIBC) held its annual Awards of Excellence on September 23 at the Vancouver Convention Centre. A total of 25 awards were given out in nine categories with design solutions that span commercial and residential interiors.

The IDIBC Awards of Excellence have demonstrated the excellence and innovation of registered interior designers in B.C. since 1981. Awards of Excellence or Awards of Merit are presented to the outstanding submissions, culminating with the prestigious Interior Designer of the Year and Robert Ledingham Award.

The Interior Designer of the Year award was presented to Jennifer Hoffbeck RID for her stunning restaurant design, and Andrea McLean RID was awarded the prestigious Robert Ledingham Award for her residential design entitled, Big Sky Beach House.

Jennifer Hoffbeck, 300 Main

Chris Kourouniotis of CKDESIGN Associates, Chau Tran of MTA Urban Design Architecture Interior Design, and Inger Bartlett of Bartlett & Associates made up the panel of adjudicators.

“The pandemic changed our lives in many ways and continues to impact every decision made by IDIBC registrants. These talented and skilled designers showed they could overcome any challenge, with a renewed emphasis on simplicity, resilience and adaptability in their design solutions” said Shelley Penner, IDIBC president.

Submissions for the 2022 Awards of Excellence not only showcased the best of B.C.’s registered interior designers, they were held as examples of how IDIBC and its registrants are doing their part to tackle climate change in tangible ways. This imperative weaves back to the three year strategic plan released by IDIBC with a focus on sustainability in alignment with their mission to elevate the designation of Registered Interior Designers.

The winners are:

Awards of Excellence

  • Andrea McLean RID IDIBC; Big Sky Beach House; Residential Total category
  • Andrea McLean RID IDIBC; White Rock; Residential Total category
  • Jennifer Hoffbeck RID IDIBC; 300 Main; Food and Beverage category
  • Jennifer Hoffbeck RID IDIBC; Sherway; Food and Beverage category
  • Deborah Day RID IDIBC and Kathe Epp RID IDIBC; Pleasant Valley Dental; Health Care and Personal Service Facilities
  • Josianne Berube RID IDIBC; Sea to Sky Veterinary Clinic; Workplace Total category
  • Annie Woolsey RID IDIBC; Flax Home Showroom; Retail and Kiosk category
  • Andrea McLean RID IDIBC; White Rock; Specialty Design category.

Awards of Merit

  • Denise Ashmore RID IDIBC; Camosun; Residential Total category
  • Josianne Berube RID IDIBC; Cedar Grove; Residential Total category
  • Christina Oberti RID IDIBC; Solo District – Cirrus; Multi-Residential and Sales Centres
  • N. Y. Chu RID IDIBC; Avenue One; Multi-Residential and Sales Centres
  • Monica Jeffers Mcleish RID IDIBC; THE ROOF at Black & Blue; Food and Beverage category
  • Karen Wong RID IDIBC; Prova Bar & Kitchen; Food and Beverage category
  • Karen Wong RID IDIBC; Stock & Supply; Food and Beverage category
  • Jay Brooks RID IDIBC; CASK Whisky Vault; Food and Beverage category
  • Karen Wong RID IDIBC; Hotel Belmont Vancouver – MGallery; Hospitality category
  • Jacqueline Brynjolfson RID IDIBC; Pacific Plastic Surgery; Health Care and Personal Service Facilities
  • Julie Campbell RID IDIBC and Robin Bailey RID IDIBC; Wesgroup Properties; Workplace Total category
  • Ashlen Thomson RID IDIBC and Jenn Lembke RID IDIBC; Hudson; Workplace Partial category
  • Janay Koldingnes RID IDIBC; ISL Engineering; Workplace Partial category
  • Kenna Manley RID IDIBC; Capilano Trading Post; Retail and Kiosk category
  • Denise Ashmore RID IDIBC; Camosun; Specialty Design category.

 

 

 

Milestones abound for M City development

Urban Capital and Rogers Real Estate Development recently topped off M1 and M2 of the multi-billion dollar community M City in Mississauga. The developers also gathered for the groundbreaking of a fourth tower. M4 spans 67 storeys and launched in spring 2021.

Mississauga’s Downtown21 Master Plan to transform the city centre inspired the multi-phase M City project that began more than five years ago.

“Because of the commitment and support from Mayor Bonnie Crombie, the City of Mississauga and our project team, we have made another crucial step towards realizing the city’s Downtown21 Master Plan,” said Urban Capital Partner Mark Reeve.

Both M1 and M2, which started rising in 2018, reach 62 storeys above Mississauga’s downtown. There are even higher hopes for M4 as its set to “become one of Canada’s most technologically advanced condominiums.”

All towers were designed by CORE Architects, with interiors by Cecconi Simone. When complete, M City will be 8 towers, 15 acres and 4.3 million square feet.

“We have an unwavering belief in this city and look forward to continuing the momentum from these milestones, cementing M City as a catalyst for the evolution of Mississauga,” said John Anderton, vice president and treasurer for the Rogers Private Companies.

Photo: Rogers Real Estate Development and Urban Capital were joined by members of the City of Mississauga, including Mayor Bonnie Crombie, to officially break ground on M4.

 

Stantec designing new Douglas College facilities

Stantec has been selected to provide architecture and engineering for new academic and student housing facilities at Douglas College in B.C.

The college educates nearly 25,000 students per year and is transforming the New Westminster campus into a “living-learning community.” The total cost of the project is $292.5 million, and the scheduled occupancy date is Summer 2026. Graham Construction is the construction manager and structural engineering is being provided by RJC Engineering.

Both new buildings will target net zero carbon, BC Energy Step Code 4, and LEED Gold certification requirements. Douglas College’s Environmental Sustainability Policy guides their efforts to actively identify and adopt best practices in environmental responsibility, sustainability, and energy efficiency.

The new 200,000-square-foot academic building is fundamental to the college’s mission to provide an innovative curriculum designed to attract and retain world-class students, faculty, and staff. It will accommodate more than 2,400 students and 200 staff with over 30 classrooms, six computer labs, 80-seat lecture hall classroom, 60-seat event room, and specialized and open collaboration labs.

Sharing a structural podium, the new 130,000-square foot student housing component will feature 368 student beds in both private and traditional shared student housing layouts. Building management systems will provide smart controls for the HVAC, lighting, and energy systems that will optimize environmental performance and energy management. Efficient water use will be obtained through low flow fixtures.

“Our team is honoured to help redefine the campus experience for students, faculty, and staff at Douglas College,” said Mark Travis, lead architect for the project and principal at Stantec. “Creating spaces rich in learning and community, these new buildings will support the college’s goals to foster a dynamic, accessible, and supportive teaching and learning environment that deeply values excellence and innovation.”

Recession or inflation worries? Tips on navigating strained economic times

An economic recession affects everybody, from small businesses to large enterprises and every consumer connected. Stalling economic growth and the threat of compounding financial challenges place everybody on high alert to save money and cut expenses. According to many economists in both the private and government sectors, we may be heading into strained economic times as North America continues to grapple with inflation, causing price hikes across critical services and products, including food, gas, and energy.

The threat of a looming recession coupled with historical inflation has been complex for many, and the commercial cleaning industry is no different. Gas prices have directly impacted every commercial cleaning small business operation by increasing the cost it takes to drive from each client to the next. Add in supply chain challenges and transport costs of materials, and a business that relies heavily on labour means that prices rise significantly simply to operate the business. These are all direct costs and difficult to control or mitigate.

For small businesses, the threat is compounded by competing with larger companies fighting for market share during tense economic times. Both have much to lose, but small businesses face closure while larger companies can downsize to accommodate supply and demand. These businesses include frontline services such as healthcare, groceries, commercial cleaning, children’s goods, and many others. The good news is that commercial cleaning businesses have fared well during previous recessions or other factors that cause national concern – the pandemic being a great example – and several reasons continue to shine through from these earlier periods of economic uncertainty.

First, many brick-and-mortar businesses simply can’t afford to eliminate commercial cleaning services. Businesses must maintain the highest standards and quality when keeping storefronts clean. These businesses include medical and healthcare facilities, pharmacies, commercially packaged goods, grocery stores, and many others. Additionally, some larger businesses may reduce their workforce by laying off internal custodial staff only to outsource to a commercial cleaning company. The reason for this is to eliminate the cost of providing healthcare and other benefits. As this is not ideal (we don’t like seeing anybody lose a job) initially, those laid-off workers could now work directly with a commercial cleaning company and perhaps even buy into its franchise system.

This is not to say that commercial cleaning isn’t impacted at all – still, there are ways to help mitigate how a recession could affect your business.

Invest in technology when possible

Investing in technology is crucial to reducing the need for labour while ensuring you satisfy your customers’ expectations. One way businesses can ease financial burdens is by automating repetitive tasks. Turning to automation doesn’t mean companies should lay people off. Instead, if unfilled positions can be absorbed with current staff (or the business owner), do that – knowing it’s a short-term fix – then research the proper, cost-effective technology to handle those tasks. Think of how to use technology to automate your CMS or human resources tasks. See where you can outsource, automate, or absorb multiple positions into one. As a commercial cleaning operator, you are likely wearing many hats.

Re-evaluate expenses

This is a given and the most common, validated knee-jerk response. Inflation has been problematic for many businesses, and the commercial cleaning industry is no different. For example, the price of gas has eaten into the cost of driving from client to client. Include supply chain issues, and the cost to simply operate a business is now much higher. These direct cost increases cannot be eliminated, altered, or re-evaluated. However, it is advisable to evaluate discretionary spending and cut where possible. Taking the business model back to basics is a good rule of thumb. Cut the fat such as non-essential travel (especially since we know that most meetings and business processes can be conducted virtually) and focus on relationships, not production.

Invest in people and business growth processes

Some businesses may need to invest in frontline positions depending on the industry, but they shouldn’t forget about high-level staffing. Companies shouldn’t necessarily halt hiring, but make sure the company has a clear vision during a recession and competent employees at the highest levels. Your senior team will drive the company’s survivability if you navigate uncharted business climates.

Most importantly – and a mistake many companies make – be wary of cutting marketing expenses and employee benefits. This is particularly important in the commercial cleaning business. Commercial cleaning operators should find every way possible to protect their employees, as they also face strained economic times. Finding ways to continue caring for employees will win loyalty down the road. Additionally, marketing is one of the primary expenses that many people cut but shouldn’t. Marketing expenses are earmarked for sustaining the business and communicating with your customers. If you cut marketing down to zero, how will customers know you’re still open and delivering on your company’s value proposition?

Pursuing growth during a recession means taking risks and maintaining expenses that boost a company’s image and products or services. Cutting too much will leave companies worse once the economy picks up. The best move is to look at every downturn as an opportunity. Never, ever operate your business from a place of fear.

Adam Povlitz is CEO & President of Anago Cleaning Systems, one of the world’s leading franchised commercial cleaning companies and a leader in technological advances relating to business operations and janitorial services.

Construction faces uncertain labour market

According to recent B.C. Stats’ Labour Market Statistics the unemployment rate in British Columbia was 4.8 per cent. This was the second lowest in the country behind Quebec (4.5 per cent) and certainly lower than the national rate of 5.4 per cent. And yet, today’s labour market has never been so precarious.

With so much construction activity happening regionally, provincially and nationally, the demand for workers across every sector remains at an all-time high. Ten years ago, the numbers where somewhat different. In 2012, the unemployment rate in B.C. was 6 per cent while the construction sector was slightly higher at 6.4 per cent. Fast forward a few years to just prior to the pandemic (2018 and 2019) and we saw the lowest construction unemployment rates hover around 3.8 per cent. Amazing right? Well, for anyone working in our sector, this is certainly a challenge.

In 2012, the B.C. construction labour force was approximately 195,000 while investment in construction was approximately close to $20B. In 2022 that investment was nearly doubled and yet our labour force, according to a recent BuildForce labour report, was not much higher at 197,400. It is certainly clear that we are doing much more with fewer people. BuildForce estimates that by 2027 we will be short approximately 5,600 workers in the province, taking into account retirements and new entrants into our market. With so much construction activity going on, we are facing a labour challenge the likes that we have never seen.

Having worked in the construction field for roughly 30 years, I have never seen such uncertainty in our labour market. One only must look at the skyline to see that the number of construction cranes has never been higher. From single family residential projects to large scale industrial projects, our provincial demand for skilled trades is being significantly strained as companies struggle to meet this demand.

There is a stark reality that our workforce demands are just not being met and this is not just for the construction sector, but for all parts of our economy. Virtually every business is looking for help. With all this attention on our labour market, every sector is looking to attract workers. Long gone are the days where employment opportunities were limited to a few select sectors – manufacturing, agriculture, resource extraction, and of course, construction – now our sector is competing with a myriad of other industries eager to bolster their workforce. Add to that the housing challenge and cost of living in B.C. and we now have additional hurdles that makes attracting workers to our region even more difficult. Employers are literally pulling out all the stops. From billboards and radio advertising to job fairs and mailing campaigns, employers are working every technique they can to attract talent.

There is opportunity here as we look to appeal to our Indigenous peoples, women and immigrants. For example, this opens the doors to half of Canada’s population of able-bodied women to pursue careers in a stable, well-paying vocation with plenty of upward mobility. Within B.C., construction drives approximately 9.3 per cent of our provincial GDP and is ranked as our number one employer within B.C.’s goods sector. We are continuing to see trends for women entering the trades is growing. According to BCCA’s Spring 2022 Stat Pack, only about six per cent of women are employed in the different trades across the province. Women have not only proven that they are capable, but have also demonstrated exceptional capability, motivation and passion and can be extremely effective and competent within any tradecraft our industry offers.

Immigration is also a key element to keep up with demand. As many know, this process is both timely and costly and may not be a viable solution for a smaller company. The bureaucratic hurdles alone can be so daunting that companies elect to not pursue such efforts. We continue to advocate for efficient and effective immigration policies that allow all immigrant workers to access our local labour markets.

We need to cultivate our youth for this new labour era but there is an erosion of resources available to our school-age children to address our future needs. From eliminating shop classes to higher focus on academic achievement we must pique the interest of our youth as soon as possible. We view our middle school-aged children as key to growing the future skilled workforce that our sector will desperately need. With that in mind, we cannot think that taking away resources and proper learning environments such as shop classes will help this cause. A properly equipped shop class is of great benefit for all students particularly those who are, or may not be, academically minded but demonstrate a high aptitude for such skills or interests.

For those involved in construction, the pasture is ripe for harvest but we need the people to do this. The reality is that it will be a challenge. With the sector’s resilience, creativity and eagerness over the past few years, we will continue to meet construction demand, however it’s going to talk longer, and of course, cost more.

 

Rory Kulmala is CEO of Vancouver Island Construction Association.