Global healthcare FM market positioned to swell

A fast-growing geriatric population, the increase of patients with chronic diseases and an abundance of new services are key factors driving the global healthcare facility management industry, which is anticipated to hit $427.13 billion by 2031.

A newly released report from Allied Market Research estimated the market reached about $208 billion in 2021, of which North America garnered the major share at nearly two-fifths of the market.

The report also attributes forecasted growth to the roll-out of government-initiated services and the adoption of technological applications in healthcare facility management.

Hospitals and healthcare facilities are also adding new software and other technology applications, which are crucial to evaluate technology trends. This factor has created lucrative opportunities for large industry players.

Impact of COVID-19

Discarded materials from health protection activities, medical diagnosis, treatment, and scientific research increased during the pandemic, urging the efficient disposal of medical waste.

A surge in demand for proper management of this medical waste meant more need for healthcare facility management services, which boosted the market growth.

Soft services to lead the market

Based on service type, the soft services segment held nearly three-fifths of the global healthcare facility management market revenue in 2021, and is expected to dominate by 2031. There’s increasing investment in waste management, cleaning services, catering services, and others.

The hard services segment is forecasted to manifest the fastest compound annual growth rate of 8.2 per cent from 2022 to 2031, due to more construction of healthcare centres.

The report offers an explicit analysis of the changing market trends, top segments, key investment pockets, value chain, competitive scenario, and regional landscape. To read more visit: https://www.alliedmarketresearch.com/request-sample/17701.

Calgary posts modest dip in Q2 office vacancies

Energy sector consolidation continues to plague Calgary’s office market, as the second quarter of 2022 brought two announcements that will see about 450,000 square feet of downtown space empty out in the coming months. Nevertheless, newly released stats from Avison Young show a modest dip in the overall, downtown and Class AA and A vacancy rates since the winter.

Citywide, the office vacancy rate sits at 24.5 per cent, down 90 basis points (bps) from Q1 2022. A 28 per cent vacancy rate downtown pulls up the overall average, but still reflects a 80 bps improvement from Q1. The Class AA and A vacancy rate hovers just below 23 per cent, posting a 70 bps decrease from Q1.

Across the Calgary market, there was nearly 440,000 square feet of positive absorption during the first half of this year. All of the 217,000 square feet of new space currently under construction is located in suburban office nodes, while five buildings, amounting to 709,000 square feet, are currently undergoing conversion to residential uses.

With some commercial landlords bracing for the exit of major tenants, Shell Canada and Inter Pipeline, Avison Young analysts suggest that rising oil and gas prices are spurring more leasing activity among smaller energy companies, which is also playing out as a flight to quality.

“The A, B and C grade segments of the market all have vacancy rates that are more than double the AA market,” they observe. “It appears that whether economic conditions are shaky or stable, companies are continuing to pursue and upgrade to quality real estate. This is emphasized by the desire to appeal to, impress and retain a talented and demanding workforce.”

Lower vacancy rates in the Beltline (23.6 per cent) and suburban north (17.4 per cent) and suburban south (18.4 per cent) vicinities are attributed to a more diverse mix of tenants as Calgary makes gains in attracting and nurturing tech, logistics, green energy, life sciences and media enterprises. Avison Young analysts hypothesize the downtown could be attractive for these burgeoning workforces as an employment base that is currently “heavily skewed towards oil and gas companies” evolves and expands.

“As efforts continue to attract non-traditional industries to the city, potential tenants will need to evaluate the right location and fit for their culture and workforce, as amenities and modern spaces remain in high demand,” they maintain.

Matching public-private funds go to EV chargers

Matching public-private funds will underwrite the installation of 500 level-2 electric vehicle (EV) chargers in 68 commercially operated locations across six Canadian provinces. The federal government and Indigo Park Canada are each contributing about $2.4 million toward the equipment, as part of National Resources Canada’s zero-emission vehicle infrastructure program (ZEVIP).

Commercial parking providers are increasingly seeing the new equipment as a strategic lure for the growing numbers of EV owners who are looking for charging facilities in close proximity to their homes, workplaces and leisure destinations. In turn, an expanded network of chargers is expected to provide more confidence for prospective EV purchasers, in line with Canada’s greenhouse gas emissions reduction targets.

“It is a great honour to facilitate the deployment of electric vehicle charging stations in our parking facilities from Halifax to Victoria with the government of Canada’s support,” says John Laires, chief executive officer of Indigo Park.

“Investing in more EV chargers will put more Canadians in the driver’s seat on the road to a net-zero future,” maintains Jonathan Wilkinson, Canada’s Minister of Natural Resources.

The 500 level-2 chargers are slated to be in service no later than March 2024.

Rules for first home savings accounts unveiled

The proposed rules for Canada’s tax-free savings account for first home purchases have been released for public comment. The new savings channel, which was announced in the 2022 federal budget, will share features with both registered retirement savings plans (RRSPs), allowing annual tax deductible contributions, and tax-free savings accounts (TFSAs) with no tax payable on withdrawals used to purchase or build dwellings that meet the regulation’s definition of a first-time home.

As proposed, an eligible prospective homebuyer can contribute up to $8,000 annually to a lifetime maximum of $40,000 to a first home savings account (FHSA), which will be available through qualifying Canadian financial institutions, including banks, credit unions, trust companies and life insurance companies. Account holders could also hold some of their FHSA funds as other investments, such as mutual funds, guaranteed investment certificates (GICs), government and corporate bonds and/or publicly traded securities.

As with RRSPs, unused contribution room can be forwarded to subsequent years, and deductions do not have to be claimed in the current tax year. However, FHSA contributions will be computed on a Jan. 1 to Dec. 31 calendar, unlike the 60-day allowance into the next year afforded to RRSPs.

Individuals could hold multiple FHSAs but the $8,000 annual deduction and $40,000 lifetime limit thresholds would continue to apply. Taxpayers could not claim deductions on contributions to a spouse’s FHSA.

To qualify for special tax treatment, savers must be residents of Canada and not occupy a home they own within the four calendar years prior to the year they open the account. For withdrawals, they must have a written agreement to buy or build a home by Oct. 1 of the subsequent calendar year and occupy it as their principal residence within one year of the purchase or completion of construction. Withdrawals would not be allowed in combination with withdrawals from RRSPs through Canada’s home buyers’ plan.

An account would no longer qualify for FHSA status when the holder turns 71 or 15 years after the date it is opened. Funds not withdrawn for a first home purchase could be transferred to an RRSP or an registered retired investment fund (RRIF) without tax penalty.

The Department of Finance is accepting comments on the proposed FHSA design until Sept. 30. It’s expected financial institutions will be ready to open the accounts in 2023 and contributions will be recognized beginning with the 2023 tax year.

Post-secondary students specify ideal workplace

Post-secondary students in Canada are banking on hybrid office models when they step into their future workplace and elect this modality as “best for mental health,” closely followed by in-person attendance.

These findings from the Colliers Post Pandemic Student Workplace Preferences Report come from McGill University’s student-run consulting firm JED Consulting. Focus groups and a survey were used to pool student insight from more than 300 respondents aged 19 to 23. They primarily live in Ontario and Quebec and study STEM, business and economics, the arts and law.

Positive workplace experience hinges on flexibility

Among this cohort, the thought of being fully remote work didn’t fare as well. Fifty-eight per cent of students specifically noted they would reject a job offer if this modality was expected of them post-pandemic. Remote work was also cited as the most detrimental to students’ mental health due to a lack of social interaction, with soft skills and much harder to develop from afar.

Respondents are also concerned an off-site work setting is affecting their professional development opportunities and mentor relationships. As one STEM student noted, “the main advantage of in-person is the ability to build relationships with co-workers and potential mentors.”

Ideally, these future employees desire a three-day remote and two-day in-person set-up. Coming into the office is also dependent on whether colleagues will be there to interact with, and this knowledge figures highly into the value of a hybrid modality.

The specific types of meetings also favoured well into the choice of modality. As the report concluded, repetitive tasks and those that don’t rely on coworkers are expected to be completed from home, while more collaborative meetings, such as presentations and team building should be done in-person.

While the determinants of productivity vary depending on the nature of the work, being surrounded by co-workers who are all working diligently and also having a quiet space to focus were factors most positively impacting productivity.

Ideal amenities facilitate return to in-person

Sixty-four per cent of students mainly in the STEM sector are willing to return to the office four to five days per week if given their desired amenities. Respondents indicated that food-related amenities are top priority, with 76 per cent saying they would work in the office all week for free food. This was followed closely by bookable meeting rooms and collaborative workspaces, and comfortable office furniture.

On the other hand, lifestyle amenities like gyms and nap rooms were less important in order to keep work and life separate.

Assigned seating emerged as a significant motivator as an estimated 78 per cent of students said they are more likely to come into an office where everyone has an individual dedicated desk, with 67 per cent preferring assigned seating. Having a certain degree of individuality at the office makes them feel more comfortable.

Across majors, students emphasized the necessity of being in a high-quality work environment for wellness (78 per cent) and productivity (69 per cent). A distinction between office work and social life is also integral to achieving a work-life balance for this younger generation.

Preference for ideal job over ideal city

The majority of students would not move to their ideal city to find a job, rather the ideal job will determine the city they subsequently move to.

As the report emphasizes, students will apply to specific office locations if their dream job is available, although working in a city is a priority to be close to amenities. Corporate-minded students place higher value on large cities where reputable companies often operate from as it contributes to job status.

Meanwhile, 82 per cent of students would prefer to live downtown, preferably close to their office. The same goes for young professionals living in the suburbs who cite a penchant for a downtown office over a suburban one.

In-office attendance coincides with access to daily activities. Sixty-seven per cent of respondents are more willing to come in-person if office is located closer to daily services. If this was the case, commuting would be less of an issue.

However, commuting was identified as one of the major drawbacks to returning to an in-person schedule. The top choice would be 15 to 30 minutes for those commuting to a downtown office five days a week. Lower commute times and Transport-related amenities like parking surfaces are lowering commute times were pegged as key solutions for reducing the negative impact of getting to work.

Overall, when accepting a job offer, matters of comfort ranked lower compared to salary, the daily role and professional development opportunities. Benefits, work modalities and amenities were found as more essential for talent retention as opposed to acquisition and seem to be more relevant later on in the career cycle.

Newly graduating students hold the bargaining power, especially top talent exiting prestigious universities, the report concludes. “Job hopping is commonplace early on in a recent graduate’s career, creating a need for improved retention practices amongst employers.”

As companies figure out what the perfect future office looks like for them, flexibility is crucial for determining when employees are in the office, as well as ensuring the right mix of amenities: food, comfort and collaboration are found to be most valuable to students.

Photo by Andrea Piacquadio

Canada’s first Canopy by Hilton to open this November

Easton’s Group of Hotels recently completed the structural framework for what will be the Canadian debut of Canopy by Hilton. The 184-room hotel is slated to open this November at 387 Bloor Street East in Yorkville.

A topping off ceremony took place on July 21.

Upon completion, the hotel will feature a modern café with retail offerings from local businesses on the main floor, a restaurant with views of Bloor St. and the Rosedale Valley, a sleek indoor heated pool, yoga and fitness rooms and comfortable meeting spaces.

The hotel rooms can be found from the second to ninth floors, while the remainder of the building rising 55 floors comprises of Gupta Group Developments’ Rosedale on Bloor residential units.

Studio Munge led the hotel’s unique design with layered interiors defined by curved edges and organic motifs. This will be complemented by an impressive local art collection, which illustrates the intricate connection between nature, people, and urbanism. As part of the experience, guest rooms will be called “Just-Right Rooms” because they provide intuitive comfort with a place for everything.

“We’re excited to bring Canada’s very first Canopy by Hilton Hotel to Toronto,” said Reetu Gupta, chairwoman and ambassadress of The Gupta Group and Easton’s Group of Hotels. “The hotel with its premium location will bring a unique blend of luxury, convenience, and urban living, offering a new way for guests near and far to experience the city.”

Collaboration paramount to success

“The Paramount has been one of the highlights of my career,” states Mike Wurm, senior construction manager with Keltic (Canada) Developments Ltd. “I cannot think of any other project in the Vancouver market that met its schedule this well during this recent challenging period.”

Wurm is speaking of the nearly 600-unit, four-tower mixed-use development in the heart of Richmond, B.C. that was conceived and led by Vancouver-based Keltic.

The complex project’s financial viability required not only maintaining but advancing the schedule from the original target of May 2022, to a phased occupancy approach with Phase I being turned over in October 2021.

Success of this project required value engineering, careful consideration of architectural features and materials and strong technical skills. And keeping everything going amidst pandemic constraints followed by intensifying supply chain issues required expert project management and coordination of subcontractors and trades.

The Paramount comprises three 15-storey residential towers totalling 533 for-sale units plus 27 low-income market rental units, a 12-storey office tower and multiple retail units at ground level, built atop a four-level parkade (two below-grade and two above-grade) totalling 618 stalls, with a gross floor area of 625,000 square feet all finished to LEED Silver equivalent.

Notable additional features include a state-of-the-art, $13 million, LEED Gold, 19,000-square-foot early childhood development hub, a large courtyard, a district heating and energy distribution hub, and a spectacular back-painted glass art installation spanning six storeys by Indigenous artist Thomas Cannell of the Musqueam First Nations.

Meeting schedule on The Paramount was a top concern for Keltic in seeking a builder, says Wurm. Graham was selected through negotiation as general contractor for the stipulated sum, $267 million contract.

“Midway through the first year of construction, COVID hit,” Wurm recalls. “We didn’t lose anything off the schedule, we worked right through it, and that’s a testament to Graham, how well they staffed their team, and all their subcontractors.”

Located at Richmond’s main No. 3 Road and Cook Street intersection, across from City Hall and at the terminus of the new elevated CanadaLine LRT, the project’s design team had been “tasked with doing a landmark building, something really memorable, something the city could be proud of,” recalls Amela Brudar, a principal at GBL Architects.

Leaning glass with a dramatic “inward cut” became the office tower’s most prominent aesthetic element, while the residential and retail sections had a number of other features.

Early contractor involvement (ECI) aims to improve process efficiencies and project outcomes. Graham’s ECI effort included 3D pre-modelling to create a constructability methodology, making sure that drawings encompassed all construction issues, and numerous meetings to identify clashes and resolve problems.

“The project was highly collaborative among everyone involved,” notes James Cassano, a Senior Project Manager at Graham. Among other benefits of this approach was generating the confidence needed to start early procurement and stockpile materials nearby, which in turn helped keep construction on schedule.

Today, with The Paramount sold out and in full operation, Keltic and GBL look back on the project with great satisfaction.

“It was a very positive experience with Graham, and I can’t emphasize that enough, especially because that is not all that common between architects and construction companies,” says Brudar. “They’re well organized, everything we needed to do our job in terms of submissions, they had when we needed, on a very complex project. In terms of execution, it was a very competently run site and an outstanding performance on Graham’s part.”

Adds Wurm: “From a management standpoint the greatest strength of Graham is the agency the company instills in every employee to make things part of their responsibility, to go out and seek solutions to problems, and not let the issue go until they have a solution that benefits the project.

One Varsity will rise in downtown Kelowna

One Varsity will be among the first newly developed mixed-use buildings in the district centred around the recently Kelowna City Council approved 46 storey University of British Columbia Okanagan (UBCO) Downtown campus.

When completed, One Varsity will offer 341 condo units built over a podium with 6,900 sq ft of commercial retail space and five levels of parking.

“One Varsity will bolster Kelowna’s transition from terrific small Okanagan city to great small global city,” says Kerkhoff president & CEO, Leonard Kerkhoff. “As part of downtown Kelowna’s ongoing redevelopment, One Varsity’s innovative mixed-use offerings will fill a gap in the urban fabric, adding to the available amenities and attractions in the city’s walkable core.”

One Varsity is being overseen by four developers: Chilliwack-based Kerkhoff Construction, North American Development Group, bbf: and New Generation Properties.Designed by IBI Group, One Varsity will feature live-work-play space on the sixth floor and offer a variety of amenities including a pool, outdoor lounge, and BBQ area, as well as a gym, dog wash and lounge, multi-sport simulator room, and co-working space.

“Our commitment to making a positive impact on the communities in which we work is at the forefront of the One Varsity project, and collaboration between the North American and European developers on this project brings a unique European esthetic to Kelowna,” says bbf: CEO Vadim Romanov. “We are eager to bring our extensive knowledge of urban systems and global expertise to Kelowna, strengthening the future of this remarkable city.” Construction of the 36-storey building, which will be located on the corner of St. Paul Street and Doyle Avenue at 1405 St. Paul, is anticipated to begin in spring 2023 with completion in 2026.

More reservations emerging about CRE conditions

Investors and asset managers expressed more reservations about Canadian commercial real estate this spring than when they were queried last fall, but they remained generally more optimistic than their peers in the United States. Newly released results from the REALPAC/Ferguson Partners Canadian Real Estate Sentiment Survey for the second quarter of 2022 distill opinions from leading industry players to plot overall confidence in market conditions at 58 on a scale of 100 — a considerable muting of expectations from a score of 72 in the spring of 2021.

U.S. industry insiders delivered a score of 51 for Q2 2022 on their comparable sentiment index. Survey respondents in both countries expect a setback in the coming months, with future conditions in Canada rated at 54 and at 46 in the U.S.. Canadian respondents bestowed a collective grade of 63 for current conditions, while their U.S. counterparts were less enthusiastic about conditions in their country, for a score of 57.

Nearly a third of Canadian respondents predicted market conditions will be somewhat worse by the spring of 2023, while 42 per cent foresaw somewhat or much better outcomes. In the U.S., 40 per cent of respondents predicted somewhat or much worse conditions by Q2 2023, with 22 per cent of respondents looking forward to somewhat or much better conditions.

More than three quarters of Canadian respondents reported an increase in asset values in the 12 months between April 2021 and April 2022 versus 64 per cent of U.S. participants. Looking ahead, 40 per cent of Canadian respondents predicted asset values would rise further by spring of 2023, while just 23 per cent of U.S. respondents foretold an upward trend.

In summarizing the views of participants, the survey producers point to the predominance and deep pockets of Canada’s institutional investment sector as a favourable stability factor, but this is balanced against uncertainties within the industry and the larger global context. Emerging from the pandemic interlude, investors and asset managers are grappling with evolving demands for office space, climate change adaptation imperatives, pricier debt and supply chain slowdowns.

“Canada continues to be a very stable and desirable place to allocate capital,” Ferguson Partners analysts conclude from the key findings of the survey “There is still capital waiting to be deployed in real estate and the (post-pandemic) reopening of society is helping the office and retail sectors. However, investors are more tempered, because of rising interest rates and inflation, which are impacting development pro formas and the economy overall.”

Nearly a third of survey respondents reported debt capital was somewhat less available in Q2 2022 than it had been one year earlier, while 42 per cent said their access was about the same. Only 19 per cent projected that debt financing would be somewhat or much more easily attainable by Q2 2023, with 29 expecting it will be somewhat less available. That outlook differs from predictions made last fall when 37 per cent of survey respondents said debt capital would be somewhat or much more available by Q4 2022 and only 5 per cent thought it would be somewhat more difficult to obtain.

A majority of survey respondents — 55 per cent — reported access to equity capital was about the same as it had been in the spring of 2021 and they expected that trend to hold steady to spring of 2023. A larger share of the remainder — 24 per cent — foresees equity capital will be somewhat more difficult to obtain by Q2 2023, with 21 per cent suggesting it will be somewhat or much more available. In contrast, last fall just 5 per cent of survey respondents predicted equity capital would be less available by Q4 2022, while 57 per cent expected it would be somewhat or much easier to obtain.

“Debt continues to be available, but it is no longer as abundant as it once was. There is less of it flowing and it is more expensive,” state the conclusions drawn from the sentiment survey findings. “While there is still access to private equity, investor decisions are elongated and have become more discerning.”

New cultural hub coming to Pictou, N.S.

The fusion of two beloved community gathering spaces in rural Nova Scotia is a step further with newly announced funding. The deCoste Centre for Arts and Creativity and the Pictou Library in Nova Scotia will be combined into a cultural hub, expected to draw 30 to 50 per cent more patrons.

The current deCoste Centre, which is celebrating its 40th anniversary this year, will be expanded to about 23,000 square feet to host a new, modern public library, a fully renovated theatre, visual arts exhibition facilities and meeting space for cultural and community groups. It will also have accessibility features to make it more inclusive.

The idea goes beyond co-location into a merging of mandates. The hub’s website describes it as the first facility in Nova Scotia to merge a library and performing arts centre in this fashion. Archibald & Fraser Architects Ltd is overseeing the design.

“We are bringing two champions of community inclusion, engagement and programming together,” said deCoste’s Executive Director Troy Greencorn, “Even before the building is under construction, we have found many new ways to partner with the library and the community is seeing the benefits.”

“Public libraries are so much more today,” added Dan Currie, Chairperson, Pictou-Antigonish Regional Library. “Not only are they places of reading and learning, but active social spaces with meeting rooms, technology centres and outdoor gathering areas.”

Nova Scotia is investing $2 million to the project and the federal government is contributing $6 million. The Town of Pictou, the Municipality of the County of Pictou and community donors are providing more than $1 million for a total $9 million.

“The new cultural hub will transform the downtown core of Pictou,” said Premier Tim Houston. “Both the deCoste Centre and library are invaluable community spaces that provide important services to residents and visitors. And both venues are ready to grow – they’re ready to attract residents and visitors to enjoy high-quality social and cultural experiences.”

Future of virtual meetings and e-voting hangs in the balance for many condos as deadline looms

Condo corporations able to hold virtual meetings and conduct advance and real-time e-voting without a bylaw may possibly see this privilege cease after September 30. There is no word yet from the Ministry of Government and Consumer Services as to whether this deadline will be extended or more permanent changes implemented under the Condo Act to completely eliminate the bylaw requirement.

Angel-Marie Reiner, president of Onyx Condo Management, is one of many industry members who is concerned about the possible consequences that could occur as of October 1.

“The thought of the potential of having to go back to in-person meetings and not being able to vote in advance digitally has our industry taking several steps back,” she says.

“Attendance since the launch of virtual meetings for AGMs has increased dramatically. Before virtual meetings, it could be challenging to get a quorum; now, technology has made not being able to achieve a quorum a thing of the past.”

In a recent blog post addressing the issue, condo lawyer Denise Lash remains hopeful while also voicing concerns. “It is hard to believe that after more than two years the Ministry would bring back this requirement to put a by-law in place when virtual meetings and e-voting have had a positive impact on condo governance and accessibility for owners in attending and voting at owners meetings – but let’s be prepared,” she said.

Condo corporations that have a virtual meeting and electronic bylaw can continue holding meetings virtually and allow electronic/telephonic voting. But time is of the essence for those without a bylaw as steps include holding a meeting before September 30th, 2022, in order to vote on the bylaw.

Collecting owners agreements to receive notices electronically could also see a return, said Lash. “Unless this date is extended, all notices that are sent to owners for meetings can only be sent to owners if they have agreed/consented to receive notices by email. This cannot be changed by a by-law.”

“Hopefully we will see a permanent change to this requirement,” she said. “We have heard from many managers that the thought of having to produce those 30+ page AGM packages to send to owners is something that they thought they would never have to deal with again.”

Among the corporations that Onyx manages, owners have so far praised the efficiency of meeting virtually and abolishing paper proxies, Reiner conveys. Attending AGMs have also become “enjoyable,” according to owner feedback.

“Creating a bylaw to have this excellent service continue is disappointing,” she says. “AGM’s most often are held in the evenings; virtual meetings help to create work-life balance for property managers and auditors. It means they are already home after a long day and an evening meeting.

“This is improving the industry; these options have and will keep the industry thriving with talent who want to work in property management. Property management is a busy profession; why add an extra step to something that has worked well for over two years?”

In the event of a tornado

In late July, tornado touchdowns in southern and eastern Ontario and Quebec left power outages and massive cleanup for communities, businesses, and residents caught in the stormy path of destruction. Canada is the world’s second most tornado-hit nation after the United States, with 80 to 100 such incidents reported annually from March through October. Severe storms can produce intense winds, which under the right circumstances, can lead to tornadoes. Property managers should not underestimate the power of combined wind and water threats when thunderstorm warnings are issued.

Remember the Derecho storm that overwhelmed large parts of Southern Ontario in May? Well, it did so with very little warning, resulting in 10 deaths, extensive damage, and the destruction of several buildings—including apartments. Craig Smith and Jim Mandeville of First Onsite Property Restoration say this is happening with greater frequency and severity each summer.

“Last August, Barrie, Ontario, was hit with a tornado that left a five-kilometre swath of destruction resulting in $75 million in damage,” Smith said. “With winds of up to 210 km per hour, many people and families were affected, including 150 homes.”

Although data shows there’s been only a slight increase in global weather, water, and climate disasters between 2011 and 2021 compared the previous decade, Canada is also experiencing more frequent and severe wildfires, windstorms, hailstorms, and rainstorms—all of which can cause damage to buildings. In fact, the insurance Bureau of Canada estimates that Severe Weather in 2021 caused $2.1 billion in insured damage from flooding, wildfires and extreme weather events, resulting in a higher number of claims and a significant spike in insurance rates.

To help landlords and property owners better prepare for tornadoes and other weather-related emergencies, Smith and Mandeville offer the following tips and advice:

What to know structurally:

While there’s little that can be done to protect a building from a direct hit of a tornado, certain building types can withstand high winds better than others. For instance, concrete and steel buildings by nature are more resilient to severe wind impacts—but this does not mean they are impervious. Often these structures are clad in glass curtain walls, which can shatter, allowing water to enter the structure while also creating the hazard of falling glass.

Conventional wood frame structures are not generally as strong as concrete ones; therefore, direct impacts from tornadoes or extreme straight-line winds can cause substantial structural damage, including the displacement of roofs, and in rare circumstances, total structural collapse. Modern construction practices are helping to minimize this risk. Requirements for things like hurricane straps on trusses and vertical reinforcements installed during the framing stage can substantially increase the survivability of these structures.

Unfortunately for legacy buildings, these modifications are not always possible or practical due to the extensive redesign that would be required. Still, owners and managers should look to upgrade their building envelope (roofing, cladding, windows, and doors) to make them more resilient to wind damage. During new construction, especially in areas that are prone to these wind events, additional structural reinforcement of these type of buildings, even in excess of local codes, is highly recommended.

How to prepare:

Apartment building owners and managers should be proactive and make emergency planning and response a priority. Thunderstorms containing high winds have the potential to develop into tornadoes—and this can happen very quickly and with little warning. With any disaster, awareness of potential hazards and preparedness is key to mitigating and managing damage and maintaining the safety of residents. Having a comprehensive plan in place can help ensure facility managers get back on their feet as quickly as possible after an event takes place.

Specific steps to take before a severe weather event:

Secure loose outdoor objects. Any unsecured item, such as garbage bins, potted plants, bikes, and toys, can become a deadly projectile in high winds. Move these indoors, or tie them down to avoid injury to people, or damage to the property.
Install surge protectors. Windstorms and tornadoes often down trees, which can cause power outages followed by power surges when electricity is restored. Surge protectors help protect electronic devices from voltage spikes caused by power surges.
Back up electronic devices. This step is critical for building management and residents. Critical data should be stored off-site in case physical computers or devices are damaged or inaccessible due to a tornado.
Ensure there is adequate insurance coverage. Facility managers should check their policies to make sure they’re covered for damage caused by wind or rain. This generally includes damage caused by flying debris or falling branches or trees, or damage when water enters through openings caused by high winds.
Test emergency plans. Testing emergency response plans can often reveal areas that need improvement. Annual testing can ensure that everyone knows what to do should the need arise.
Establish a partnership with a full-service property restoration company. Having a program in place and knowing who to call can provide facility managers with peace of mind. It’s important to have a team you can count on if damage does occur to your property.

What to do in the aftermath:

Stay informed. When a severe thunderstorm, windstorm or tornado hits, updates will come in regularly, as will notifications of follow-up storms in the area.
Ensure the health and safety of occupants. Remain in contact with your residents using proper communication and protocols before, during, and after a severe storm.
Inspect buildings once the storm has subsided. Tornadoes’ strong winds have the potential to hurl debris hundreds of metres, so even if you don’t think your building was affected, it’s best to inspect the exterior thoroughly—otherwise, the next time it rains, you may have some unexpected water damage to contend with.

Craig Smith is Director, Commercial Business Development and Jim Mandeville is Senior Vice President – Large Loss with FIRST ONSITE | Residential & Commercial Property Restoration Services.

Alberta expands Temporary Rent Assistance

Alberta’s Temporary Rent Assistance Benefit has expanded to include rural communities outside the province’s seven major cities. Initially launched in March 2021 as part of the province’s redesigned Rent Supplement Program, the Temporary Rent Assistance Benefit provides a subsidy of $100 per month (or more) to qualifying low-income working households or those in between jobs.

The total amount per recipient is determined by household size and location. Alberta residential tenants may be eligible for rent assistance if they are below the local income thresholds, are currently employed or have been employed in the last 24 months, and are not receiving social assistance.

“Making the best use of rent supports is a key component to Stronger Foundations: Alberta’s 10 Year Affordable Housing Strategy,” said Josephine Pon, Minister of Seniors and Housing. “By expanding the Temporary Rent Assistance Benefit to over 80 communities, more support is available to Albertans in need helping make life more affordable during inflation.”

“Our agriculture, food and forestry sectors are largely based in rural communities, and we are looking to these regions of the province to help lead Alberta’s economic recovery,” added Nate Horner, Minister of Agriculture, Forestry and Rural Economic Development. “I’m pleased that the Temporary Rent Assistance Benefit will be added to the list of actions we are taking to make life better for rural Albertans. This rent support will provide relief for families and communities struggling with rising inflation costs and promote sustainable growth in rural Alberta.”

Alberta’s redesigned Rent Supplement Program, which includes the temporary assistance benefit, now serves about 11,600 households – 3,800 more than were served under the original program. The local housing providers administering this temporary benefit on behalf of the Government of Alberta inlcude:

- Calgary Housing Company
- Civida (Edmonton)
- Grande Spirit Foundation
- Lethbridge Housing Authority
- Medicine Hat Community Housing Society
- Red Deer Housing Authority
- Wood Buffalo Housing & Development Corporation

New post-secondary campus for Langford

A new collaborative post-secondary campus will be built in downtown Langford, B.C. It is a first-of-its-kind partnership between Royal Roads University (RRU), the University of Victoria (UVic), Camosun College and the Justice Institute of British Columbia (JIBC). It will also include space for programming by School District 62 (Sooke).

“The people of the Westshore have waited a long time to have another post-secondary campus in their community,” said Premier John Horgan, MLA for Langford-Juan de Fuca. “Residents will now be able to further their education right here at home without needing to live in – or commute to – another city. I know this will encourage even more people in the Westshore to get an education that is the key to future prosperity. British Columbia will have one million job openings in the coming decade. Four of every five of those jobs will require a post-secondary education or specialized skills training. Our government will continue to make the investments necessary to ensure the skills gap is closed.”

The campus will serve the educational needs of students from Sooke and the Westshore municipalities of Langford, Colwood, View Royal, Metchosin and Highlands. It will serve students from First Nations throughout southern Vancouver Island, particularly those on the Westshore, including T’Sou-ke (Sooke), Pacheedaht (Port Renfrew), Scia’new (Beecher Bay), Xwsepsum (Esquimalt), Lekwungen (Songhees) and Malahat.

The five-storey mass timber building will include flexible learning spaces and classrooms, student supports, a multi-purpose classroom called the Innovation Studio, and space for Indigenous gatherings. The project is planned to meet the Zero Carbon Building design standard, the first public post-secondary institution in B.C. to target this, in addition to targeting LEED Gold certification. Both standards are administered by the Canada Green Building Council.

The $98-million project includes a $77.8-million investment from the provincial government for the construction of the building, and $18.5 million from Royal Roads University for the land purchase plus an additional $500,000 for capital costs. Additional capital contributions include $1 million from the University of Victoria and $200,000 from Camosun College.

Redesigning commuter campus life

The impacts of the pandemic and lockdown led to a great degree of social isolation among students and academic staff. As we gradually shift back to in-person experiences, creating a positive school environment that fosters social interaction has never been more important.

The design of one new student centre aims to completely transform the traditional student experience on a suburban campus, which is typically designed to be solely commuter and academics-focused.

Located in downtown Mississauga, the recently completed Sheridan College Hazel McCallion Campus Phase 2A (HMC2A) is a vibrant (70,000 square foot) addition to the Phase 2 academic building, designed to add a range of social aspects to the commuter campus and serve around 6,100 students.

Designed by Montgomery Sisam Architects in joint venture with Moriyama & Teshima Architects, the architectural teams were challenged to help create a student hub that would enrich campus life in a suburban commuter context.

To ensure that a new hub meets students’ needs and expectations and contributes to an added sense of community on campus, the architectural teams put students at the core of the design process and purposely engaged Sheridan’s Student Union, enabling them to provide inspiration for the final design and help shape the ideal athletic and student centre.

The campus facility houses a series of unique spaces for athletics, food services, and recreation spaces, and features out-of-the-box thinking. A glass-clad exterior provides for more diffused natural light and offers students engaging views to the rest of their campus and the surrounding city core, while encouraging them to spend more time on campus. The glass exterior was also designed to prevent solar glare, while bringing more natural lighting into the building for optimal health and wellness purposes.

In designing the social and wellness centre, maximizing connections was key. Connections between large open spaces were created, with multipurpose spaces and smaller, more defined program spaces. Both indoor and outdoor amenities were established with new building features and existing campus features incorporated to create an accessible and animated facility that inspires collaboration and supports a strong and prosperous academic community.

The HMC2A facility joins directly with Phase 2, sharing a portico at grade and two upper level connections. A series of modern lounge and study spaces, fun and functional games areas, and top-of-the-line fitness facilities, club rooms, and cafes feed into and off a transparent double height atrium, designed for optimal flexibility. It also offers modest, inviting pockets suited to multiple smaller functions occurring simultaneously and on an everyday basis with the capacity to accommodate large student gatherings and events as required.

The second level looks down into the atrium, maintaining an important visual connection with the more animated first floor, while offering quieter work spaces, study areas, lounge spaces, student committee offices, and a multi-faith centre.

Specialty sport facilities, athletic studios, lockers and change rooms are located on the third level together with a double height gym space and a brightly coloured, multi-level floating running track, which encircles the building.

The upper level houses office space, a vestibule and a purpose-built senate room for the college. A coherent and high graphic standard permeates the building with bespoke materials, finishes and features befitting Sheridan’s mandate and brand as an institution.

Like the Phase 2 facility, HMC2A responds to the needs and goals of the larger campus and civic centre by animating the public realm with quality outdoor spaces for resting, gathering and playing. Open and covered walkways, a patio and outdoor turf field complement the graphic, angular design of the quad and offer an occasion for social activities inside the building to spill out into the campus.

Photos courtesy of Montgomery Sisam Architects.

Clearing the way: Monster Plowing company celebrates GTA growth

There’s nothing like a Canadian winter to put snow plowing companies to the test. Since 2008, Monster Plowing Company has risen to the challenge, becoming one of the premier sources of seasonal snow and ice removal for over 500 properties
throughout the Greater Toronto Area.

“Snow and ice maintenance can present a huge problem to property owners everywhere, so Monster Plowing Company is designed to alleviate all of the stress that winter can bring,” says Mikhail Evgrafov, president and CEO, Sr. Operations, Lead Logistics, with the company.

Monster Plowing Company has made significant inroads with GTA property owners over the past 14 years. Beyond being the first company to exclusively use an environmentally friendly Green Ice Melter that is almost 90% less corrosive than traditional road salt and much safer for the environment, it is the only company of its kind to offer unlimited, all-inclusive, flat-rate, guaranteed seasonal snow and ice management contracts.

“Our contracts offer full seasonal coverage with absolutely no accumulation caps or pricing fluctuations, multiple visits to maintain optimal site conditions, and the industry’s lowest automatic service trigger of only just one centimetre of snow,” explains Evgrafov. “Our ratio of trucks and staff to clients enables our team to deliver an unrivalled level of attention to all of our contracted clients.”

Bringing tech to the road
It takes innovation to stay ahead of the pack. For Monster Plowing Company, that means using a proprietary operational software system developed and maintained by Monster’s dedicated in-house tech department. The system combines GPStracking, live field video surveillance, automatic dispatch, and computerized routing to provide the
team with full control over Toronto’s largest privatelyowned armada of snow and ice removal equipment, and help the company operate at peak efficiency and
sustainability.

“We created this system to achieve unparalleled control of even the most extraordinary winter weather conditions, and our in-house mechanical department keeps our expansive fleet of 60-plus trucks up and running for any challenge,” Evgrafov notes. “This is why over 500 of Toronto’s most prestigious, busiest homes, residential complexes, and businesses small to large trust Monster to take care of their winter needs.”

“To our customers, Monster means absolute peace of mind,” he adds. “To Monster, the absolute peace of mind of our customers means a job well done.”

Industry accolades
Monster Plowing Company has carved a respected name among its peers. Over the years, it has been honoured with multiple awards and recognitions by the Snow and Ice Management Association (SIMA). For example, members of its management staff have earned SIMA’s Employee of the Year, Operations Manager of the Year, CEO of the Year, and three separate All-Star of Snow and Ice awards.

Independent of SIMA, Monster has been named by its community as Toronto’s Best Snow and Ice Removal Service in the Consumer’s Choice Award (CCA) for eight consecutive years, beginning with its first win in 2015.

“Staying at the forefront of our industry is always our number one priority, and we are proud to be recognized for the outstanding level of winter maintenance services that our company provides,” adds Evgrafov.

Monster’s approach as an employer has also garnered industry attention. This year, the team was recognized by SIMA with the 2022 award for Best Snow & Ice Companies to Work For. This, Evgrafov, is owed to its focus on rewarding exceptional work ethic, promoting from within, a sense of strong community and diversity in its workforce of “snowfighters,” which can rise to 125 crew members during peak winter operations, “As a company, our first priority is to ensure a well-supplied and resourced crew so that they benefit from a strong support network and can complete our work to the best of their abilities,” says Evgrafov.

“This strongly engrained team dynamic is why so many people are able to call themselves a Monster snowfighter, and why our team boasts the highest employee retention rate in the industry.”

Clearing a path
Monster Plowing Company has much to celebrate on the eve of its 15th anniversary. And thanks to its award-winning approach, the team is eager to face whatever comes next.

”Monster Plowing Company is always pushing the status quo. Hence, our dedication to our staff, operations, equipment, and the future-forward technological development of our industry has been vital to our company’s success,” says Evgrafov.

Learn more about Monster Plowing Company at www.monsterplow.ca or call 647-967-7569.

Sodexo launches North American-first innovation lab

Sodexo has partnered with innovation specialist L Marks to launch an innovation lab for the company’s Sodexo Live! North America hospitality division, which it calls the first program of its kind in North America.

The Sodexo Live! Accelerator follows similar innovation initiatives from the global provider of integrated food and facilities management services in China, Brazil, India, France, and Sweden. Sodexo also recently partnered with L Marks for the United Kingdom and Ireland market in 2021.

The program will see the two organizations collaborate to find start-ups with scalable solutions that address service, operational optimization, and guest experiences.

“We are never comfortable with the status quo. What makes this program different is the incredible engagement and buy-in that company founders will gain access to at the highest rungs of our organization, as we ideate our offerings for some of the globe’s biggest upcoming entertainment spectacles,” said Steve Pangburn, CEO of Sodexo Live! North America.

“This collaboration will drive tangible value for the selected companies and will help Sodexo Live! keep its finger firmly on the pulse of today’s solutions for tomorrow’s live events.”

Successful start-ups and scale-ups will then be offered the chance to work with industry-leading mentors and subject matter experts and business leaders over a 10-week period to trial and fine-tune their solutions in a live customer environment, says a press release.

Impact of COVID-19

Soft services to lead the market

Positive workplace experience hinges on flexibility

Ideal amenities facilitate return to in-person

Preference for ideal job over ideal city

IDS Vancouver

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