Keeping tile and stone floors up to scratch

Tile and stone floors are an attractive and popular choice for many facilities. With the right care and maintenance, they can last a long time, but bringing in a professional to handle their cleaning goes a long way.

Floor care expert Dane Gregory, an approved technician and IICRC instructor for the Floor Care Technician and Stone, Masonry, and Ceramic Tile Technician classes, told Cleanfax Insider what cleaning technicians need to know about maintaining tile and stone and what they can do to extend the lifespan of this type of flooring.

The biggest technical challenge when it comes to maintaining these floors, says Gregory, is that customers often wait too long before calling a professional for cleaning and maintenance, so the soil load is significant. Also, many facility managers or in-house cleaning teams may have cleaned tile and stone floors with a household cleaner for years, which can leave a detergent residue that attracts even more soils. As household cleaners are not pH neutral, they need thorough rinsing after cleaning.

Meanwhile, the soil buildup can be even more pronounced in the grout, which is not of the same texture as the tiles, attracts soils, and releases them very differently. The use flat tools in an attempt to combat this can actually driving dry soils into the grout. Adding water from a spray mop afterward creates mud in the grout joints, making cleaners’ jobs more difficult when they finally do arrive.

Cleaners can make routine services easier by substituting a broom for a dust mop to reach the low-lying area of the grout, removing dry soils before they get wet and become difficult to get rid of. Clients can also use a proper neutral cleaner during regular cleaning to keep detergent residue from attracting additional soils.

As well as initial maintenance and routine maintenance of these floors, restoration maintenance may be needed when the soils on the flooring get out of hand and when either routine or interim maintenance can no longer remove them. Implementing lower production rates, combined with strong detergents and large amounts of water, are usually needed to completely remove the soils.

First, evaluate the flooring for damage before you begin maintenance, assessing the current condition, characteristics, installation issues, and any damaged areas. Then, use high-quality products for all maintenance. Often, good neutral cleaner and heavy scrubbing are all that is needed. Be sure to match the detergent to the soil load.

Finally, if using pressure tools, make sure that the flooring can handle the amount of pressure you plan to use. Too much water added into the mix ratio during installation can cause immediate and future problems as it can create a large pore structure, allowing liquids to penetrate more easily and deeper than in proper installations.

Read Gregory’s full assessment here.

Canada’s Best Restroom nominations now open

Nominations for Canada’s Best Restroom 2022 are now open!

The annual contest run by Cintas Canada asks the public to help identify the most appealing washroom in the country.

Canada’s Best Restroom highlights businesses that have invested in developing and maintaining exceptional washrooms. Nominees for this year’s contest will be judged on five criteria: cleanliness, visual appeal, innovation, functionality and unique design elements.

Cintas Canada will select five finalists and ask the public to vote for the grand prize winner between June 6 and July 8, 2022. The winner will receive $2,500 in facility services from Cintas to help maintain their award-winning washrooms.

“A customer’s experience in the washroom can affect their perceived cleanliness of the whole facility, which can impact their experience and potential repeat business,” said Candice Raynsford, Marketing Manager, Cintas Canada. “Finalists in this contest deserve the utmost recognition for investing in clean and memorable washrooms. Businesses big and small can earn invaluable national exposure by participating in the contest.”

Last year, Borden Park in Edmonton was crowned the grand prize winner for its single-level pavilion washrooms surrounded by highly reflective glass.

“It was a privilege to be recognized by Cintas Canada for having washrooms that are inviting and clean for people to use,” said Nicole Fraser, General Supervisor of Planning and Monitoring, Infrastructure Operations at the City of Edmonton. “The pandemic has highlighted the importance of having accessibility to washrooms in parks and open spaces so that all Edmontonians and visitors to Edmonton can continue to access them.”

Are you a business owner with a fantastic facility? Have you visited a business’ washroom that left you with a positive lasting impression? Nominate a deserving washroom today at bestrestroom.com/Canada until May 13, 2022.

Waterless urinals market expected to grow in next decade

The worldwide demand for no-water or waterless urinals is expected to grow by more than 10 per cent over the forecast period of 2022 to 2031, according to Kenneth Research and investment magazine MarketWatch.

Waterless urinals do not use water to operate like conventional urinals do, and help in both reducing water consumption and cutting the energy and other costs associated with water supply and plumbing, according to the report.

“Waterless urinals can be the first step in reducing water usage substantially,” concluded the researchers.

The report listed the following reasons for the predicted growth:

Growth of “green buildings,” where no-water urinals are often installed.
The heightened sense of urgency across the globe for saving water.
The growing necessity for cities, countries, and governments to save potable (drinkable) water.
Increased interest in water conservation technologies.
Local and state governments encouraging and “incentivizing” the construction of green buildings in their communities.

The report indicated the installation of waterless urinals would grow most significantly in the U.S. and Canada, which “is the leading region for waterless urinals in the world based on market share.”

Following North America is Latin America, Europe, and Asia, which includes India and Australia.

Additionally, the report indicated those market sectors most likely to install no-water urinals will be offices (office buildings), retail facilities, hospitality (hotels, restaurants, and bars), healthcare, industrial, and educational facilities.

“We view market trend reports like this as ‘interesting’ but not necessarily written in stone,” says Klaus Reichardt, CEO, and Founder of Waterless Co., Inc., one of the largest manufacturers of no-water urinals in North America. “However, since the first of the year, most (no-water urinal) manufacturers are reporting increased sales. We have every reason to believe this will continue.”

Inflationary pressure should ease as COVID wanes

Inflationary pressure is expected to subside over the coming months with the easing of COVID-related triggers, but residential rent could still be peaking. Speaking during a recent online presentation sponsored by CBRE Canada, Benjamin Tal, deputy chief economist with CIBC World Markets, contrasted the steep ascent of home prices since the pandemic began with a more wavering trajectory for rents.

“Rent inflation will be in the system for the next two years to basically compensate for the gap between home prices and rent,” he said. “That’s coming in Canada and the U.S. and it’s long-lasting — therefore, a more permanent inflationary pressure that we will have to deal with.”

In other pricing categories, Tal predicted a relaxation of supply chain constraints as consumers shift spending from goods to services, and he outlined some of the labour market attributes that should insulate Canada more than the United States. Meanwhile, with central bank actions exacting a more immediate toll on effective interest rates and the debt mortgage holders carry, he warned that a rapid upward rate adjustment could derail the housing market and push the economy into recession.

COVID’s forceful prompt for consumer spending — which Tal diagnoses as “demand shock” — and supply chain impediments are considered two of the most dominant factors in rising prices. However, Tal theorizes the spending is most likely short-term anomalous behaviour and price dynamics will stabilize as public health controls are removed and services regain a larger share of the market.

“The increase in spending on goods in the U.S. in 2021 is equivalent to a situation in which overnight you parachuted 75 million people in the U.S., and the minute they got there, they started to spend. Even a normally functioning supply system would not be able to deal with that,” he submitted. “The shift to services will be deflationary relative to the supply chain pressure we’re seeing now.”

Wage growth patterns appear more muted in Canada than the United States due to fewer labour force exits and more incoming replenishment from a higher immigration rate. Thus far, statistics suggest the so-called great resignation is still largely great contemplation on this side of the border.

“In a recent survey, people said that they are thinking about quitting in Canada. So in the U.S. they are quitting; in Canada they are thinking about quitting — very, very Canadian,” Tal quipped.

Also indicative of the two countries’ differing cultures, he suggests market watchers have higher expectations of interest rate increases in Canada. That includes his own prediction that the Bank of Canada will raise interest rates to 2 per cent, surpassing a more moderate move on the part of the U.S. Federal Reserve Board.

Noting that the Bank of Canada has a more immediate impact on mortgage rates than in the U.S., where lenders are less responsive and mortgage terms are longer, Tal urges decision-makers to stretch the increase out over a longer time period. He concludes that will be a simpler course to follow if COVID-triggered inflationary pressure eases as envisioned.

“At the end of the day, it’s about the cost to bring inflation back to 2 per cent. We are not going to see inflation of 5, 6, 7 per cent forever. We are going to see interest rates rising to fight that inflation. We need higher interest rates, but the enemy is rapidly rising interest rates,” he asserted. “If you remove COVID from the equation, 60, 70 per cent of the inflation that we’re seeing now due to supply chain issues should disappear and that will mean now the Bank of Canada will move slowly, meaning the recovery is still with us without the risk of a recession.”

Clayton Community Centre wins wood design award

The Clayton Community Centre was honoured with a Citation Award at the 38th annual Wood Design & Building Awards. The influential awards program recognizes and celebrates the outstanding work of visionaries around the world who achieve excellence in wood architecture.

The awards this year showcase an eclectic mix of structures. Winners include a social housing apartment in Spain, a ski club in Canada, and a flagship restaurant for a major chain fast food chain in the U.S. Also among the winners is the first Passive House–certified community centre in Canada – Clayton Community Centre.

“As the global architectural community tackles critical challenges that include reducing the carbon footprint of the built environment and meeting the vast and growing need for housing, it is clear that responsible development requires buildings that consider both embodied energy and operational impact,” said Andrew Bowerbank, Vice-President of Market Development for the Canadian Wood Council. “Wood construction is an avenue for delivering the beautiful, sustainable, high-performance buildings of today and tomorrow.”

Designed by hcma, Clayton Community Centre was honoured for its inspiration use of wood for this beautiful community building. With the building nestled within an existing park, the architectural and structural expression developed needed to reflect the unifying theme of a tree canopy draping over the diverse mix of spaces. The roof structure is a reciprocating frame composed of an assembly of “pinwheel” shaped modules of glulam beams. The two-way wood system is a truly innovative approach, allowing the wood structure to span to discrete column locations without the need for dropped beams, while achieving a unique architectural expression.

The building has achieved the Passive House energy standard and is anticipated to be one of the largest Passive House buildings of this type in North America. In order to reach Passive House energy efficiency goals, the building envelope had to be extremely tight. Close collaboration with the architectural team was essential to develop structural details with an absolute minimum of thermal bridging.

“This award is a testament to how wood contributed to the success of Clayton Community Centre. The entire design team worked together to deliver a building that the community is proud of, that showcases the beauty and sustainability of wood. We’re thrilled that hcma trusted us with their ambition,” said Meredith Anderson, principal with RJC Engineers.

Collaboration key to growth and challenges

The past two years have been filled with challenges for the construction industry because of the ongoing pandemic but two leading Canadian companies have been able to not only survive but to thrive.

Graham’s president and CEO Andy Trewick said the company has been deliberate in its strategies for doing business, focusing on diversity, geography and contracting models. Following these core principles has lead to revenue growth for Graham despite all the challenges of the pandemic.

Pierre Pomerleau, president and CEO, Pomerleau, shared similar sentiments, explaining that relationships are a core value for his company from trade partners to employees. Creating new opportunities for employees that allow them to grow is an important strategy for recruitment and retention.

“A construction company is a group of talented people. Our duty is to make sure these people are challenged. When we push the organization positively …as a consequence I think we see growth,” he said.

Pomerleau and Trewick were the speakers at the CEO Roundtable hosted by the Canadian Construction Association (CCA) during its annual conference in Vancouver where they shared insights to achieving success.

Achieving success is about building an environment of trust, said Pomerleau. “One thing that we need in the industry with all the complexity is more trust. When you establish trust with your clients, your partners…you create that environment of collaboration.”

Trewick stressed whether it’s a small or big company, it’s about taking the time to think and plan and being deliberate about the vision for the company.

Both believe there is strong growth and opportunities ahead for the industry especially with the many infrastructure needs across the country. Pomerleau said the pandemic revealed that there is a lack of hospital beds, ICU units, research facilities and more.

“So I’m bullish that the industry will thrive for the next five years,” he said.

But Trewick noted there are capacity issues for taking on more work and advised that current markets change quickly so organizations need to be nimble and agile to react to changes.

“In the short to medium term, we have lots of inflation pressure,” he added. “I do see some challenges in the next 18 months – getting jobs out of the office and into the field. Getting people back to work is important. People left during the pandemic and we need to draw them back.”

Pomerleau agreed, saying hyper inflation and supply chain disruptions are the main concerns keeping him up at night. “Hyper inflation can create a halt to the whole economy. We need to be better as an industry. We need to be more efficient. We need to value engineer to death every project.”

Collaboration was cited as a key strategy to keep the industry moving forward.

“When the pandemic started, we all pulled up together…we created teams, we started to work with our trade partners, with our competition,” said Pomerleau. “We started to exchange information, data and everything. It’s amazing what we’ve done. We have tons of joint ventures. We need to collaborate more.”

Cheryl Mah is managing editor of Construction Business.

Taking advantage of virtual staffing

Finding back-office talent was a challenge for property management firms long before the pandemic. And while the crisis is beginning to fade, staffing issues will likely remain a top concern for many teams. Fortunately, one thing employers have learned throughout COVID’s working restrictions is that virtual staffing is more effective than ever at filling workforce gaps.

“The past two years have erased a lot of the concerns and misconceptions around hiring and working with remote talent,” says Akan T. Rajah, Managing Partner with Assetsoft. “A lot of employers realized that their team members didn’t have to be physically within the office to do their work effectively, and that was especially true for back-office functions like accounting.”

Employers are also turning to virtual staffing to solve a never-ending talent shortage. The reality is that back-office professionals are in extremely high-demand, and finding local recruits means offering more than the competition. With virtual staffing, however,
employers can access qualified and experienced labour pools worldwide.

No doubt, virtual staffing is a modern solution for a modern challenge. And it’s one that Rajah and his team at Assetsoft bring to the property management community And whether his team is being asked to assume routine tasks or assist with more intellectual responsibilities, Rajah says the result is always the same: “Once they see how quickly we learn their business and integrate with their workforce, they start seeing us as part of the team.”

The truth behind virtual staffing myths

There are quantifiable benefits to virtual talent handling back-office functions. Even still, there are myths and misconceptions that continue to hold employers back from making a decision that could save them manpower, money, and headaches. For example:

Myth: Virtual staffing poses data security risks
Reality: Data security and privacy are always a prime concern when employees work remotely. In recent years, advances such as expanding internet connectivity, virtual machines, VPNs, and fine-grained data control which enable secure access from anywhere, have put those anxieties to rest.

“During COVID, a lot of companies realized that Software as a Service (SaaS) platforms and virtual machines allow their employees to work securely with sensitive data from remote locations,” says Rajah. “At the same time, virtual staff providers like ourselves upped their data security capabilities to make sure their clients’ data was well protected.”

For example, he adds, “The team works from our premises with 24/7 video surveillance and physical access restrictions. As well, a ban on mobile phones in the work area, enterprise-grade firewalls, blocked USB and card ports, regular copyright training, and other data security practices also ensure that the data accessed by virtual staff is secure and never leaves the office.”

Myth: Virtual accountants won’t have the same level of industry knowledge
Reality: Working in property management requires an innate understanding and proficiency in back-office systems (e.g., Yardi), accounting standards, Canadian Tax Laws, and specific property operations.

Today, these are all skills that today’s virtual accountants can bring to the table. “Our people may not be in the office, but they’re experts in what they do, and they’re experts at learning a client’s operations and becoming part of the team,” adds Rajah.

Myth: Virtual teams outside of Canada mean different time schedules
Reality: Many third-party service providers work around their client’s schedules and time zones, ensuring they’re accessible no matter their location.

Myth: Virtual staffing means losing control
Reality: Virtual teams like Assetsoft may assume responsibility for accounting, rent collection, vendor management, lease audit/abstraction, bookkeeping, reporting, treasury management, or any number of tasks, but that doesn’t mean they assume control.

For example, Rajah adds: “Our virtual staffing model ensures the client has direct control on their business outcomes. Our client can establish their very own team without worrying about all legal, human resource, and technical requirements.”

Myth: Remote employees won’t feel part of the team cohesion
Reality: It can be odd to think of teams being split across Canada or overseas. Still, many companies, large and small, have done exactly that during the pandemic to considerable success. Now that employees are being welcomed back into the office, many continue to embrace a remote or hybrid working model, recognizing that employees don’t need to be physically in the same room to be an integral part of the team.

Myth: It’s too expensive to hire virtual accountants
Reality: It’s actually the reverse. Virtual staffing enables companies to offload all the hiring, training, onboarding, and staff management responsibilities to their virtual staffing partners, saving them the expense and time it would take to tackle these HR functions internally.

“We look after all the hiring and ongoing HR concerns, so they don’t have to,” says Rajah. “The whole idea is to provide the support that ultimately frees up client resources.”

Blame it on shifting attitudes. Pin it on pandemic disruptions. Whatever the cause, the “Great Resignation” has left employers struggling to find people who know what they’re doing and are willing to work. True, embracing virtual accounting partners may have been a challenge in years past, but the technologies, skills, and third-party partners are in place today to make it a welcome and beneficial part of any business strategy.

The Assetsoft team encourages any questions and inquiries. Email them at [email protected] or visit their website at www.Assetsoft.biz.

Pop-up workplace explores solutions for hybrid future

A future workplace prototype, designed to help organizations understand employees’ changing needs and attract them back to the office, is on display in downtown Toronto until April 29.

WorkBetterLab Toronto, at 150 King St. East, is a collaboration between Steelcase and POI Business Interiors who are leaders in office research, furniture solutions, culture and wellbeing.

The lab is made of diverse settings designed to address all modes of work — social, collaborative, personal and learning. Visitors will have the opportunity to explore innovative solutions that offer people greater control, comfort and privacy — what, according to a recent Steelcase global study, they value in the office most now.

“Organizations can’t bring people back to the same workplace they left,” said Gale Moutrey, vice president of innovation for Steelcase. “Hybrid work is different and the WorkBetterLab is an inspiring example of the future hybrid office where people can do their best work – both together and when working alone.”

New Steelcase research, which surveyed nearly 5,000 office workers across 11 countries, found 87 per cent of people globally will be spending some time in the office moving forward. Yet, 62 per cent of Canadians prefer to work from home (globally this number is only 45 per cent), suggesting Canadian offices are not living up to employee expectations and organizations would be wise in updating them to retain and engage workers.

“Despite what you may be hearing in the media, offices cannot just be a destination for collaboration,” said Moutrey. “People will need spaces where they can do individual work as well. You can’t expect people to make the commute and not give them access to privacy.”

The WorkBetterLab showcases new ways to support focus work as well as hybrid collaboration. The highly-flexible space gives people a lot of choice and control over where and how they work.

“We’ve all read a lot about return to the office and new employee expectations over the past two years, but now, WorkBetterLab Toronto shows guests what work could actually look and feel like,” said Jonas Scholl, CEO of POI, Canada’s largest contract furniture and service provider . “It’s an interactive experience that inspires both employers and employees to think about how we can work better coming out of the pandemic.”

WorkBetterLab Toronto is open by appointment only. Interested parties can request an appointment by completing the form located on the WorkBetterLab website. The Toronto experience is one of four pop-ups in Canada and 12 in the United States touring throughout 2022.

WorkBetterLab Toronto is a collaborative effort between Steelcase and POI Business Interiors, its exclusive furniture provider, as well as partners in workplace solutions including Blu Dot, Bolia, Carl Hansen & Sons, Established & Sons, Extremis, FLOS, Logitech, M.A.D., Mattiazzi, Microsoft, Mitchell Gold & Bob Williams, Moooi, Tom Dixon and West Elm. The space was outfitted by plants from Ambius Biophilia.

13 projects earn National Urban Design Awards

Thirteen projects across Canada have been selected for the 2022 National Urban Design Awards. The winning projects, eight Awards of Excellence and five Certificates of Merit, range from public spaces, social housing research, community plans and more. 

The awards are a part of a two-tier program held in cooperation with Canadian municipalities. The National Urban Design Awards program judged winners of the 2022 municipal awards and entries submitted at large.

Presented by the Royal Architectural Institute of Canada (RAIC), the Canadian Institute of Planners (CIP), and the Canadian Society of Landscape Architects (CLSA), the Award of Excellence winners are:

Civic Design, Award of Excellence 
University of Toronto Scarborough Valley Land Accessible Trail (Toronto, ON)
Schollen & Company Inc., Brown & Company Engineering, Moon-Matz Ltd., GeoTerre Limited

Community Initiatives, Award of Excellence 
Corner Commons (Toronto, ON)
Perkins&Will 
Jane/Finch Community and Family Centre 

Urban Architecture 
Award of Excellence 
True North Square (Winnipeg, MB)
Perkins&Will 

Urban Design Plans 
Award of Excellence 
Saugeen First Nation GZHE-MNIDOO GI-TA-GAAN (Creator’s Garden and Amphitheatre) Master Plan (Southampton, ON)
Indigenous Design Studio / Brook McIlroy Inc. and Saugeen First Nation 

Urban Fragments 
Award of Excellence 
PARK PARK (Calgary, AB)
Public City Architecture 

Sustainable Development 
Award of Excellence 
Lakeview Village (Mississauga, ON)
Lakeview Community Partners Limited 

Small or Medium Community Urban Design Award 
Award of Excellence 
Yarmouth Main Street Redevelopment Phase 2 (Yarmouth, NS)
Fathom Studio 

Student Projects 
Award of Excellence 
Mobile Support as Shelter Support Infrastructure (Toronto, ON)
Yongmin Ye, Michelle Li, and Edward Minar Widjaja 
Integrated Urbanism Studio 
Professor:  Drew Adam

The full list of winners can be found here.

Business case assumptions evolve alongside ESG

Business case assumptions for mass timber construction appear to be evolving as more real estate players begin to account for embodied carbon in their greenhouse gas (GHG) emissions profiles. Paul Morassutti, vice chair, valuation and advisory services, with CBRE Canada foresees investors and lenders will increasingly focus on the physical and transitional risks of climate change, in turn upending some conventional views of costs and value.

“Our criteria for what makes a great asset is changing,” he observed earlier this month during the online release of his firm’s 2022 Market Outlook report. “Consider the amount of carbon sequestration in these (mass timber) buildings together with the carbon avoidance you get from not building with steel or concrete. Then layer on the fact that tenants love these buildings.”

Discussing some rapidly emergent expectations for the environmental, social and governance (ESG) performance of real estate portfolios, Morassutti and other industry insiders, who were called on to share their views as part of the online presentation, noted the broadening scope of sustainability efforts in step with an expanding field of interested parties. Objectives and targets are shifting from operational savings via energy and water efficiency to more comprehensive strategies to achieve GHG reductions and, ultimately, net-zero emissions. Accordingly, asset managers will have to respond to changing valuation criteria and reporting demands, and will need new instruments to allow them to do so.

Integrating sustainability and financial factors

Among the top ESG trends for 2022, Morassutti cites some looming weighty influences. For example, all of Canada’s major banks have now signed on to the Partnership for Carbon Accounting Financials (PCAF), a global alliance of more than 230 financial institutions that have agreed to apply standards for measuring and reporting the GHG emissions of their loans and investments. In complementary global initiatives, Montreal was recently chosen as one of two host cities, along with Frankfurt, for the International Sustainability Standards Board (ISSB), which is tasked with developing disclosure standards for climate-related risks and opportunities intended to guide investors and the capital markets.

“Today, GHG emissions have no discernable impact on the availability or cost of financing, but that is set to change,” Morassutti advised. “Lenders will have to report on and include GHG emissions for the assets on which they lend. The price and availability of debt will reflect this.”

That’s also expected to come with new approaches to valuation as appraisers account for what Morassutti terms “green premiums or brown discounts”. Commenting on that emerging demand during on an online event jointly sponsored by PwC Canada and the Toronto chapter of the Urban Land Institute (ULI) last fall, Colin Johnston, president, research, valuation and advisory with Altus Canada, acknowledged that he and his peers are still grappling with how some of the qualitative aspects of ESG translate into capital value. However, he pointed to some tangible metrics, like building certifications and performance scores, which are already taken into consideration.

“It’s easy for me to think about a LEED Platinum office building. I can see that it can generate higher net rent. I can see that it has a shorter lease-up horizon, and then I can see that translating into value,” Johnston explained. “I cannot, at this point, tell you necessarily that that building’s getting a quarter-point better cap rate, but I can tell you that it’s driving better income.”

Looking to the brown discount or climate risk side of the equation, Bryan Reid, MSCI’s executive director of real estate research, outlined some of his firm’s efforts to model physical and transitional climate impacts during this winter’s online forum to release the Canada Property Index 2021 investment returns. Drawing on data from the MSCI subsidiary, Real Capital Analytics, he traced the significantly differing risk profiles of three industrial assets — located in New York, Maryland and Arizona — that transacted with an identical 5.2 per cent cap rate in the fourth quarter of 2021.

“Maybe there is the potential for market pricing to start to adapt and reflect some of these risks as climate risk becomes a little bit more well understood and a little bit more consistently measured and priced,” Reid mused. “Undoubtedly, it’s something we’re seeing investors allocate a lot more time and effort to, so definitely something that we will be keeping an eye on.”

“It’s very interesting data, this progress on transition risk,” agreed Michael Brooks, chief executive officer of REALPAC and special advisor to the United Nations Environment Programme Finance Initiative (UNEP FI) through its Property Working Group. “There are powerful forces at work in the real estate market and big issues for investors.”

New costs precede envisioned paybacks

Asset managers participating in the PwC/ULI-sponsored panel discussion last fall generally suggested they’re in a transitional period. While projecting they’re on the cusp of reaping higher returns from investments in sustainability, they’re facing some pressures in the interim, whether that’s added costs or the complications of proving performance.

“The reality, at least now, is there is a cost to this and it will be reflected in your returns,” said Ashley Lawrence, managing director and head of Canadian real estate with Brookfield Asset Management. “Over time, as it becomes more prevalent and more standardized, or everyone is doing the same thing or trying to achieve the same thing, I think you’ll see that lift.”

Andrew Duncan, chief investment officer with RioCan Real Estate Investment Trust confirmed that has been his company’s experience over the past five to six years since embarking on an ambitious sustainability program. That’s seen the REIT gain recognition as a top performer in GRESB, the ESG assessment and benchmarking program for commercial real estate portfolios, and Green Lease Leaders, among its industry achievements.

“In 2016, the issue was: this is table stakes from an investor’s standpoint and it may not save us, but cost us money at this point,” he recounted. “We are starting to see savings and we are starting to see returns on investment, but you’ve got to have the stomach to commit to it.”

“It’s really easy to integrate environmental sustainability into new builds and there is a business case associated with it,” added Jaime McKenna, managing director and group head of real estate for Fengate Asset Management. “The biggest challenge we have is legacy assets —getting to older assets and building an economically viable business case.”

Meanwhile, booming industrial demand may provide further momentum to curb emission intensity as asset managers build new facilities and realize revenue gains to help underwrite some of the envisioned improvements. “We are figuring out how to put in rooftop solar and other technologies — what we call behind-the-meter — so that we can be off the grid and we can share that benefit with our occupiers,” Michael Turner, president of Oxford Properties, reported during the recent CBRE-sponsored online presentation.

Rippling through to the economic impact of such spending, Benjamin Tal, deputy chief economist with CIBC World Markets, reiterated that investments in productivity can be a hedge against inflation.

“If I give you a 10 per cent pay increase and you are 10 per cent more productive, that’s not inflationary. So if you can enhance productivity, you really can protect from inflation even if wages go up,” he maintained. “We see a situation in which companies are starting to react. We see companies investing in technology.”

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

Canadian school districts build for healthier environments

More than 125 Canadian school districts collaborated with sustainable buildings leader Johnson Controls last year to address deferred maintenance through future-ready infrastructure improvements with a view to ensuring healthier learning environments.

The school facilities, the range of which stretches from coast, installed future-ready infrastructure improvements for more sustainable operations, says a press release. Those included water, heating, cooling, and LED lighting upgrades to improved building automation systems.

Ultimately, the expectation is that these infrastructure improvements will drive energy and cost savings, reduce greenhouse gas emissions, enhance learning environments, and improve occupant comfort, health, and safety.

At the Canadian Rockies School Division in Alberta, the upgrades are forecast to reduce greenhouse gas emissions by 726 tons and save approximately $105,000 annually while optimizing water consumption.

Meanwhile, at the same province’s Lethbridge School Division, there are expected to be approximately $224,600 in energy savings and greenhouse gas emissions will be cut by 1056 tons annually. The healthier environment will aid in community wellness, job creation and deliver long-term economic impact of $12.4M for Lethbridge.

Medicine Hat Catholic Board of Education in Alberta took advantage of its unoccupied facilities to address deferred maintenance and is on track to generate $86,700 in savings every year and reduce greenhouse gas emissions by 448 tons annually.

Meanwhile, in Manitoba, Brandon School Division’s improvements will drive more than $50,000 in savings annually while reducing energy consumption by more than 876,000 kWh per year. The energy conservation measures will make for a greener school division while freeing up capital that can be diverted to student learning and wellness.

CAPREIT acquires Quebec portfolio for $281 million

CAPREIT announced it has completed the acquisition of a six-property Quebec portfolio for $281 million. Described as “modern” and “recently constructed”, the apartment buildings are located in Montréal, Laval, Côte Saint-Luc and Saint Hyacinthe, Québec.

“This acquisition fits perfectly with our asset allocation strategy to enhance the average age and quality of our portfolio while adding large and well-appointed luxury suites in demand by today’s discerning market,” said Mark Kenney, President and CEO. “Additionally, the new energy-efficient heating, air conditioning and lighting systems, low-flow bathroom fixtures, electric vehicle charging stations and resident self-metering all meet our goal of improving our environmental performance and long-term sustainability.”

The Quebec portfolio totals 516 residential suites including 44 bachelor, 236 one-bedroom, 211 two-bedroom and 25 three-bedroom apartments as well as three commercial units. The properties were built between 2017 and 2021. The purcash price of $281 million was funded by CAPREIT’s Acquisition and Operating Facility and the assumption of $55.5 million in mortgages.

Resident amenities include gyms, outdoor pools terraces and rooftop patios. All six properties are close to shopping, transit, parks, recreational facilities, and schools. There is currently an active lease up program for these properties.

CAPREIT also announced it had recently acquired three rental properties in B.C., including a 24-suite apartment complex in Victoria, B.C. for $7.2 million. The fully occupied property is located in the James Bay neighbourhood close to downtown Victoria with easy access to shopping, libraries, and local attractions.

Calgary records highest building permits in 2021

Calgary experienced strong year-over-year growth in building permits and construction in 2021, despite industry impacts caused by the enduring COVID-19 pandemic. The total construction value of $5.7 billion is up 68 per cent compared to the $3.4 billion reported in 2020.

“Calgarians are optimistic about the future of our city and that is being reflected in both the residential and commercial building permit numbers,” says Mayor Jyoti Gondek. “Businesses and homeowners are investing in their neighbourhoods and that is in turn driving economic growth and creating jobs.”

The remarkable year-over-year growth is a strong indicator that Calgary’s construction industry is rebounding from the initial impacts of the pandemic. There were 21,055 building permit applications reported for the year, compared to the 10-year median of 16,598 and the 18,181 received in 2020. Residential construction value for 2021 was $3.6 billion, the highest it has been since 2015. Non-residential construction value finished at $2.1 billion, the highest number the city has seen since 2017.

Development permit applications submitted in 2021 totalled 8,340, up five per cent from 7,911 received in 2020. Outdoor café submissions saw the most significant increase with 285 applications in 2021 compared to 89 in 2020, resulting in a 220 per cent increase. Year-over-year, residential infill development applications, increased by 59 per cent and major subdivisions by tentative plan saw a growth of 41 per cent.

“The development application submission numbers reveal an interesting story about the construction landscape,” says Stuart Dalgleish, general manager of planning & development. We are seeing strong indicators of redevelopment happening in established areas of the city, homeowners looking for flexibility to enable home renovations and land ownership changes as Calgary continues to grow and change.”

The city has taken steps to improve the application approvals process including implementing the Development Applications Review Team model to streamline decision-making and improve city-building processes and services . In 2021, improvements to the building permit approval process for business-related applications included the introduction of a quality and completeness check by Safety Codes Officers. Clarifying the requirements up front helps reduce the number of resubmissions and expedites the process as applicants move through approvals.

“In the two years since the COVID-19 pandemic started, many industries were impacted by the effects of the virus, the construction industry in Calgary is no exception,” says Brenda Desjardins, director of Calgary Building Services. “2020 construction values were some of our lowest with early signs pointing to the same for 2021, but despite the pandemic, we’ve exceeded our 10-year median for construction value and permit applications by over 25 per cent.”

Indigenous-led projects raise bar for city-building

The architects and developers behind some of Canada’s new Indigenous-focused projects are designing spaces that harmonize with their natural landscapes, setting a higher standard for how urban buildings impact the environment and their surrounding communities.

There are vast opportunities for non-Indigenous business leaders to partner with Indigenous-owned businesses to create spaces that articulate Indigenous values into the planning and design phases, as an Urban Land Institute event in February showcased.

Yet there remains a resistance to partner, despite Indigenous and non-Indigenous people building the country together, said moderator Tim Coldwell, president of Chandos Construction.

Two Row Architect Founder Brian Porter relates this to factors such as Canada’s preference for a resource-based economy through the export of natural materials.

“They are bought back and value-added products from our international trade partners,” he said. “This is counter-intuitive to Indigenous values. We need to become a nation that adds value to the resources we extract and reaps the benefits of the jobs that come along with it.”

Legal challenges also impact business deals, along with Canada’s reluctance to honour signed treaties.”I don’t think these hurdles will be resolved in my lifetime, but one way forward may be to have less formal consultations between opposing sides,” suggested Porter. “Instead, let’s have more business conversations around the table.”

Here are five significant development partnerships with Indigenous stakeholders that are creating turning points in Canadian cities.

Toronto Public Library, Dawes Road Branch, Toronto

The south east corner of the Toronto Public Library’s Dawes Road branch. Rendering by Smoke Architecture and Perkins&Will.

The Toronto Public Library Dawes Road Branch is a vision from Smoke Architecture and Perkins&Will. Built in 1976, it will be redeveloped into a city-operated community hub on the corner of Chapman Avenue and Dawes Road, and rooted in Anishinaabe, Haudenosaunee, and Huron-Wendat culture.

Integrated public spaces are inspired by the movement of water. The roof garden makes space for a sacred fire. Interiors gesture to the Haudenosaunee longhouse. On the third level, a roundhouse—based on an Anishinaabe architectural typology and traditionally a place to gather and share knowledge for the community—is a circular space in the heart of the building that is rooted to the earth, defining the central bay of the longhouse, the place of the clan mother.

The exterior is wrapped with a star blanket, symbolizing the unity between the Social Development Finance & Administration coming together with the community hub it will operate in the Toronto Public Library. “That star symbolizes the presence and attention and support of the community, which comes together as a patchwork of multiple, unique individuals, but also represents their ancestors which are recorded in the stars,” said Eladia Smoke, principal architect and owner of Smoke Architecture.

A view from the east opens the blanket to the community, displaying the roundhouse prominently, she said. “We heard from our participants that it was critical to have a safe place of Indigenous knowledge sharing in a urban location.”

Jericho Lands, Vancouver

Rendering by MST Development Corporation.

Vancouver’s three nations—Musqueam, Squamish and Tsleil-Waututh—have regained ownership of traditional territory for future generations through the formation of MST Development Corporation. They bought the 92-acre Jericho Lands—partially co-owned with the Canada Lands Company—located in Vancouver’s West Point Grey neighbourhood.

Dennis Thomas, senior business development manager for the Tsleil-Waututh Nation, said they are collaborating with Vancouver, in turn, helping to build their Indigenous economy and ecosystems while easing the city’s affordable housing crisis.

Design concepts, released last fall, propose 10 million square feet of new development, 20 acres of new park land and enough housing for 15,000 to 18,000 people—20 per cent social housing and 10 per cent market rental, with a proportion of below market rental.

As cultural liaisons, the nations brought artistic graphic illustrators into their communities to conceptualize the needs and visions of elders and knowledge-holders. They identified core themes: wind, water, fire, the transfer of knowledge. “Putting an elder centre next to the daycare, so the elders can get energy from the kids; that was so important to our people growing up,” said Thomas.

In the rendering, three prominent “sentinel” buildings represent each First Nation, viewable from all directions. Lines in the topography of the “weave” proposal symbolize the coast salish weaving style of cedar bark. The plan weaves networks of movement and social spaces, creating smaller neighbourhood nodes so people can interconnect. The idea is that the property is “stronger together when it is woven.”

Heather Street Lands, Vancouver

Heather Street Lands. Rendering by MST Development Corporation.

South of Jericho Lands, Heather Street Lands in Vancouver is currently in the re-zoning development phase. The 21-acre mixed-use site, another partnership between MST Development Corporation and the Canada Lands Company, includes rentals, condos and social housing.

As the re-zoning rationale reads, “MST culture and stories are woven throughout the proposed design, and will lie at the heart of the new community.”

At the northern edge, plans call for retail, medical office space and a childcare facility. A First Nations cultural hub faces north to the ocean like the bow of a canoe. “In our cultural customs, when the bow is still facing the ocean, that means it is still ready to go out and paddle.” said Thomas. “It is a symbol that our nation is alive, active, thriving and wanting to prosper.”

Indigenous Hub, Toronto

Rendering by BDP Quadrangle.

The official groundbreaking for Ontario’s first mixed-use, purpose-built Indigenous hub took place last summer in the Canary District of Toronto on National Indigenous Peoples Day.

Anishnawbe Health Toronto (AHT), Dream, Dream Impact Trust, Kilmer Group and Tricon Residential are co-developing the site for residential and retail uses,

This will be a new home for AHT and will open as the 45,000-square-foot Anishnawbe Health Toronto Community Health Centre in 2022. The rest of the four-storey hub, including the Miziwe Biik Training, Education and Employment Centre, is slated for 2024 and will be a gathering place for Indigenous people to come together and access vital services like job training, child care and community events.

As design consultant on the entire project Indigenous-owned Two Row Architect developed eight Indigenous design guidelines to articulate Indigenous knowledge, history and values. BDP Quadrangle and Stantec also designed the masterplan.

Woven shawls used in ceremonial dances inspire the perforated metal facade that wraps around the facility, opening to the east to greet the rising sun. Brian Porter said fluid elements of the ground floor “recall pebbles in a stream” to reflect the significance of the Don Valley River nearby.

Much thought went into creating a connection to the ground, a pedestrian experience at the podium and the relationship between the towers and the sky, said Porter. “We appreciate craft; we admire Indigenous constructs like birch bark canoes, baskets, lacrosse sticks and snowshoe. Contemporary buildings should also celebrate craftsmanship.”

Taza Reservoir, Calgary

Taza Water Reservoir at Taza Park Phase 1. Rendering by Zeidler Architecture.

The Taza Water Reservoir will be a gateway feature of Taza Park, which is part of Taza—the largest First Nation development project in North America.

“The reservoir represents the physical return of water from the Glenmore reservoir back to Tsuut’ina land to be redistributed, as well as a symbolic demonstration of Tsuut’ina cultural values and water conservation practices,” says designer Zeidler Architecture.

The pumphouse building aims to be net zero and educate site visitors about water conservation at Taza. Upon completion, it will provide an ongoing and safe supply of drinking water, replace aging infrastructure and facilitate the Tsuut’ina Nation’s current utilities within their infrastructure improvement program.

A partnership between the Tsuut’ina Nation and Canderel, Taza is located near fully-established communities in Calgary. Three distinct villages will rise upon 1,200 acres of land.

Taza Park, to the North, will bring office, tourism and entertainment facilities, residences and a smart farm to the area over the course of its 15-year buildout. On the border of neighbouring Calgary, Taza Crossing will be a central hub that supports entrepreneurial and high-tech industries and businesses, bringing new employment and educational opportunities to Tsuut’ina and the Calgary region.

At Taza Exchange, the Shops at Buffalo Run, with anchor tenant Costco, is scheduled to open in fall 2022. “As we looked at the site, we wanted to make it so we could incorporate culture into the built form,” said Bryce Starlight, vice-president of Taza Development Corp. “We looked for opportunities to incorporate the rolling foothills into the exterior facade, as well as some Indigenous artwork that is appropriate and connected to Tsuut’ina.”

Some of these elements are the buffalo, represented throughout the canopies as a symbol of “stability and taking care of your people. ” The underside of another canopy was revised to reference with a block-gradient aesthetic of a real eagle wing, the eagle being “aspirational and visionary.”

Fourth generation takes helm at Hill Companies

A fourth generation of family business leaders is taking the helm at the Hill Companies, a western Canada based diversified company with a core business focus in real estate. Rosanne Hill Blaisdell has been appointed president and chief executive officer of Harvard Developments Corporation and all Canadian real estate affiliates of the Hill Companies, while Matthew Hill assumes the role of president and chief executive officer of Harvard Diversified Holdings.

Rosanne first joined the 119-year-old family business in 1997 after an eight-year stint in commercial banking. Since then, she has been involved in most aspects of the companies’ operations, but with a particular emphasis on leasing, development and asset management of a Canadian real estate portfolio that now totals approximately 10 million square feet of commercial space. She has served as Hill Companies’ managing director and chief operating officer since 2018, based in the corporate headquarters in Regina, Saskatchewan.

Matthew has likewise served as managing director of Hill Companies’ Diversified Group, based in Scottsdale, Arizona, since 2019. He has applied his venture capital and investment experience across a range of Hill Companies’ business interests, including Harvard Western Insurance, Western Surety, Harvard Media, Harvard Energy, Harvard Investments and Harvard Integrations. He was also instrumental in forging a new company division focused on single-family rental developments, which now holds assets in Arizona, Nevada, New Mexico and Texas.

Rosanne holds an MBA from the University of Manitoba’s Asper School of Business and is a certified commercial investment member (CCIM) through the CCIM Institute. Matthew has an MBA from Pepperdine University and certification in international finance from Oxford University. Both are active in community organizations and philanthropic efforts in Alberta and Saskatchewan, and are members of YPO (Young Presidents Organization) in the two provinces.

Major upgrades for Brentwood Town Centre Station

Major upgrades to the Brentwood Town Centre SkyTrain Station will begin in April to improve station accessibility and customer flow. According to TransLink, these upgrades will greatly improve customer access at the south entrance and enhance customer connections to bus service, the nearby mall, and many residential developments.

“The neighbourhood around Brentwood Town Centre Station is one of the fastest growing areas on our system with 9,000 more homes being added in nearby developments. These station upgrades are part of our commitment to improving the customer experience and making our facilities more accessible and more convenient for everyone,” said Kevin Quinn, CEO, TransLink.

The project is receiving $32.6 million in funding from the Investing in Canada Infrastructure Program (ICIP) with contributions from the Government of Canada and TransLink. Construction completion is anticipated in 2024.

Project works include: the construction of a street-level elevator to the south entrance, improving access for commuters; the replacement of the existing south stationhouse stairs from ground level to mezzanine level, enhancing ambience and safety; improved lighting and the installation of an operator washroom to streamline bus and operator transitions. There will also be a new public art installation.

“The Brentwood Station upgrades are key to building an efficient and accessible public transit infrastructure across Metro Vancouver,” said Terry Beech, MP for Burnaby North—Seymour. “We are proud to work with our B.C. partners to ensure that local transit keeps up with the pace of growth and meets the needs of all commuters. Whether Canadians use transit once in a while or every day, our government will help ensure they can get to their destination in greener, more accessible, and efficient ways.”

Brentwood Town Centre Station will be the first Millennium Line station to receive upgrades since the Millennium Line first opened in 2002.

Flatiron team selected for Steveston Interchange

Flatiron Constructors Canada Limited and Urban Systems have been selected by the B.C. government to design and build the Steveston Interchange Project.

“Our government is moving ahead on the replacement of the George Massey Tunnel, and we are starting by addressing one of the worst bottlenecks in the area – the Steveston Interchange,” said Rob Fleming, minister of transportation and infrastructure. “By expanding the Steveston Interchange from two to five lanes, we’re improving travel for people living in Steveston and Richmond, and for those who travel the George Massey Tunnel corridor daily.”

The Steveston Interchange Project will replace the existing two-lane overpass structure at Steveston Highway and Highway 99 with a new structure that accommodates two eastbound lanes and three westbound lanes, including a left-turn lane. The new interchange will also improve access to transit stops and pedestrian and cycling connections on Highway 99.

“The replacement of the Steveston Interchange will help keep Richmond connected and make it easier for people to get to school, work, errands and activities,” said Kelly Greene, MLA for Richmond-Steveston. “Ahead of the new, eight-lane Massey Tunnel replacement that will also see connections for transit and active transportation, this project is a great step forward.”

The next step is to finalize an agreement with the Flatiron preferred proponent. With a successful contract award, construction is planned to begin later this year and be completed in 2025.