Edmonton completes plan for Yellowhead Trail Freeway

The City of Edmonton has completed the concept plan for the largest and most technically complex project of the Yellowhead Trail Freeway Conversion Program.

While a detailed cost estimate will be determined during the design phase, the St. Albert Trail to 97 Street project is expected to require approximately half of the freeway conversion’s $1 billion budget.

The city developed the plan for the 4.3 kilometre section of Yellowhead Trail, from St. Albert Trail to 97 Street, following 18 months of technical evaluation and analysis and public and stakeholder engagement. Several options were presented to the public in fall 2020.

“The option we selected best meets the goal of providing free-flowing traffic along Yellowhead Trail while offering convenient access to adjacent communities and arterial roadways,” said Kris Lima, director of the Yellowhead Trail Freeway Conversion Program.

Key features include:

New service roads to manage traffic flow into residential and business communities.
Yellowhead Trail will pass under new interchanges at 127 Street and 115 Street, with the north and south roads being built at the elevation of the existing roads.
Yellowhead Trail will be realigned and straightened to remove the curve between 121 Street and 107 Street. This will accommodate plans for a future LRT bridge.
The project does not require the purchase of any residential properties, however the city will need to acquire some commercial land.
Working with Edmonton Fire Rescue Services, the project will support the relocation of the aging West Yellowhead Fire Station 8.

With the concept plan complete, the project will move into the design phase in fall 2021. The initial stage of design will build on the work completed in concept. As the design progresses, refinement of the plan will take place. The public is encouraged to continue to engage with the city through the design phase to ensure the final design balances the goals of the freeway conversion with community, business and commuter needs.

Construction on Yellowhead Trail from St. Albert Trail to 97 Street is expected to begin in 2023 and to be completed by the end of 2027.

VIA Architecture merges with Perkins Eastman

VIA Architecture is now known as VIA – A Perkins Eastman Studio after merging with New York based Perkins Eastman.

A global architecture and design firm with 1,100 employees, Perkins Eastman has worked on projects on five continents in 60 countries. VIA is known for its expertise in infrastructure architecture, transit systems alignment design, mobility-oriented development, and urban planning. VIA has more than 70 employees, and studios in Seattle, WA, Oakland, CA, and Vancouver, B.C.

This union between Perkins Eastman and VIA Architecture, established in 1981 and 1984 respectively, provides an opportunity for collaboration across disciplines and studios. It provides an opportunity for Perkins Eastman to significantly bolster its West Coast and Canadian presence, while VIA will be able to draw on the strong market credibility, resources, and geographic reach that Perkins Eastman provides.

“We have been working together with VIA on a variety of projects for several years. During that time we have come to appreciate the unique skills and capabilities that VIA brings to a merged firm, and we are very happy that they too saw how mutually beneficial a merger would be,” says Bradford Perkins, FAIA, MRAIC, chairman of Perkins Eastman. “Moreover, this merger fulfills a long-time goal to have a high quality established presence in two of our favorite cities, Seattle and Vancouver.”

Lauren Hamilton, co-managing principal of VIA Architecture, says, “We are thrilled about working hand-in-hand with the many talented professionals at Perkins Eastman, tapping into its global expertise, and better serving our clients and our communities as we continue creating elevated and livable places through the transit, bridges, neighborhoods, and homes we plan and design.”

VIA Architecture was established as Baker McGarva Hart in Vancouver in advance of Expo ’86. The firm’s earliest projects include system-wide design guidance and Lead Architecture for Expo Line SkyTrain Rapid Transit (1986), Millennium SkyTrain extension (2002), and community planning and design for downtown Vancouver’s waterfront neighborhoods at Concord Pacific, and South East False Creek (2004).

Bringing lessons from Vancouver’s swift transition into the “world’s most livable city,” the firm opened its office in Seattle in 1999 to support transit system planning and design. In 2011, VIA expanded to California, opening an office in Oakland. VIA’s three offices continue to work collaboratively in mid- and high-rise multi-family residential architecture, mixed-use development, transit and infrastructure architecture, and urban design and planning services.

University of Waterloo upgrades campus ventilation systems

To meet new health and safety guidelines, the University of Waterloo’s mechanical design teams and trade staff have been inspecting the heating, ventilation and air conditioning (HVAC) units on campus over the past year. The school reports that retrofits were made to support higher levels of filtration and reprogram building automation systems.

“We’ve had more than 350 trades, custodial and grounds staff on our campuses daily to ensure that our campus spaces remain safe and functional,” Stepanka Elias, executive director of plant operations, said in a recent media release from the university. “Buildings require a lot of upkeep whether people are in them or not, from temperature control and ventilation to electrical and plumbing.

“Based on the advice of public health officials and other professional associations, we’ve been modifying cleaning priorities, making upgrades to our HVAC systems and focusing on preventative maintenance measures.”

Waterloo’s campuses have 63 major buildings with 398 HVAC units, supporting a variety of research, teaching and staff and student activities. Since November 2020, every building has been retrofitted to accommodate MERV13 filters. MERV13 filters are recommended by the American Society of Heating, Refrigeration and Air-Conditioning Engineers and over the pandemic have become standard across the industry because they are more effective at filtering small droplets and particles that travel through the air (at least 85 per cent efficient at capturing particles in the 1 µm to 3 µm size range).

Elias said that MERV14 may provide slightly better performance, but are physically too large for the school’s ventilation systems. HEPA filters, although very efficient, may strain ventilation systems and reduce air flow.

Air exchange rates in campus buildings vary, for example, wet science and engineering labs are typically supplied with 100 per cent outside air and have high air exchange rates to limit exposure to various chemical and biological agents. This makes lab environments inherently safe when it comes to filtration of virus particles. Other spaces such as dry labs and classrooms have been designed with comfort in mind and therefore have lower air exchange rates. The mechanical engineering team is reviewing the air flow for all classrooms in preparation for fall.

“Everybody has worked hard through the stress of the pandemic and many employees have taken on new COVID-related tasks” said Elias. “There’s a feeling of UWaterloo pride and community spirit as we all band together to maintain our campuses, keep people safe and prepare for the gradual return of our students, faculty and staff in the fall.”

High eviction rates prompt U.S. investigation

Four major U.S. landlords with high eviction rates during the pandemic are being investigated for a failure to comply with the eviction moratorium. A House of Representatives panel, led by Rep. James E. Clyburn, Chairman of the Select Subcommittee on the Coronavirus Crisis, sent letters requesting documents and information from Invitation Homes, Pretium Partners, Ventron Management, and The Siegel Group.

“The failure of some large landlord companies to comply with eviction moratoria or to cooperate with rental assistance programs is creating significant hardship for tenants affected by the coronavirus crisis and could contribute to a needless housing crisis as our nation recovers from the pandemic and its economic fallout,” Chairman Clyburn wrote in the letters. “Some landlords have acted responsibly during the pandemic, complying fully with eviction moratoria and working cooperatively with tenants to obtain federal rental assistance funds, but those large landlord companies that have moved to evict people aggressively have had a substantial negative impact on struggling American families.”

A hearing will be held on July 27, 2021 to address these high eviction rates, assess effective use of emergency rental assistance funds, and identify what further actions are needed to keep people in their homes.

Specific allegations:

Invitation Homes has moved to evict at least 932 tenants during the pandemic across six states, including disabled veterans and transportation workers affected by the pandemic, while experiencing a 30% increase in profits during 2020.
Pretium Partners’ landlord companies have moved to evict tenants at least 1,750 times during the pandemic and appear to be filing those evictions at dramatically higher rates in majority-Black counties than in majority-white counties.
Ventron Management has moved to evict tenants at least 2,178 times during the course of the pandemic even as the company controls only around 8,000 units—effectively attempting to evict more than a quarter of its tenants.
The Siegel Group only operates about 12,000 housing units, yet the company has filed for at least 573 evictions since the CDC eviction moratorium went into effect in September 2020 and has rapidly increased the share of its eviction filings that are purportedly for reasons other than nonpayment.

The Select Subcommittee is seeking documents and information from each of these landlord by August 3, 2021 to better understand the status and delivery of federal funds and assess level of cooperation with federally-funded rental assistance programs.

Shortly after the onset of the pandemic, Congress enacted the Coronavirus Aid, Relief, and Economic Security Act (the CARES Act), which contained provisions to mitigate foreclosures and keep American families in their homes. These provisions included a moratorium on evictions for nonpayment of rent from many rental properties from March 27, 2020 to July 24, 2020. In September 2020, after the CARES Act moratorium expired, the CDC imposed a nationwide moratorium on evictions for nonpayment of rent as a public health measure.

Since the crisis began in March 2020, U.S. Congress has provided over $46 billion in emergency rental assistance funds to state, local, and tribal governments, including $21 billion in the American Rescue Plan. The CDC eviction moratorium is scheduled to expire on July 31, 2021.

Nova Scotia community buildings get funding for energy efficiency

A crop of community buildings in Nova Scotia are getting energy efficient upgrades through multilevel government commitments, including $3.3 million from the province.

The five buildings, all located in the Halifax Regional Municipality, include Scotiabank Centre, Alderney Gate Library, Sackville Sports Stadium, BMO Centre and Keshen Goodman Library.

There are plans for heat recovery integration, geothermal heat pumps and improved controls, in an effort to cut greenhouse gas emissions in Nova Scotia to 53 per cent below 2005 levels by 2030. Upgrades to three of the buildings will also include installation of solar energy equipment.

A project plus is more jobs, to help with economic recovery from the pandemic.The federal government is also contributing $3.9 million through the Green Infrastructure Stream of the Investing in Canada infrastructure plan. Halifax Regional Municipality is investing more than $2.6 million.

Once completed, the project will support Halifax Regional Municipality’s goal of achieving a 75 per cent reduction in corporate and community-wide emissions over 2016 levels by the year 2030.

A path to fully inclusive community hubs

As the pandemic exacerbates social distance and long-standing inequalities, the idea of creating inclusive community hubs—where people of all ages and abilities can gather together—is gaining significant momentum.

The negative impacts of social isolation are real, but reverberating even more so within our disability community. In the national COVID-19 Disability Survey, conducted by the Abilities Centre in partnership with Canadian Disability Participation Project researchers from The University of British Columbia and Queen’s University, 80 per cent of respondents reported greater social isolation compared to the average population. As we look forward to fully participating in community life once more, we must also plan for a future through the lens of accessibility and inclusion.

Creating fully accessible environments that foster a sense of belonging and psychological safety are critical for realizing the social and economic potential of our communities. Canada must move beyond simple compliance and box-checking, to transformational change where every individual has an opportunity to contribute to every facet of community life.

Yet the value of inclusion and accessibility has long been misunderstood. So have the legislative requirements for communities to remove barriers to participation. These are missed opportunities that demand attention as we collectively rebuild our economic and social infrastructure post pandemic. If effectively leveraged, accessibility can reap significant economic returns. Canadians with disabilities represent $55 billion of purchasing power annually, and by 2035, 40 per cent of Canada’s consumer base will be people with disabilities. Inclusive and accessible infrastructure allows spending to happen in our communities.

Values live through action

The purpose of embedding inclusion and accessibility into facilities and community spaces is to influence cultural change, where values live through action. We can create communities that are more accessible and welcoming for all by removing the attitudinal, social and community barriers—both physical and invisible—that segregate populations from full community engagement.

Social and cultural understanding of differences guide how a society includes and excludes and are a reflection of attitudes, beliefs and assumptions made by people about people. These attitudes and beliefs shape economic choices, policies and behaviours, as well as the sharing of social spaces. For instance, adopting the attitude that disability means “different” leads to a belief that “different” is too challenging, which impacts how social spaces are designed, used, and how people collaborate within them.

Segregation or exclusion perpetuates beliefs. To break this cycle and spark a societal and economic shift, one step forward is creating social spaces where people are able to participate and observe social collaboration between “different” parties.

Becoming inclusive

One social space that serves as a replicable model around the globe is the Abilities Centre, a not-for-profit organization in Whitby, Ontario. As a community hub, living lab and inclusion incubator, it remains one of Canada’s most accessible and inclusive community spaces—home to evidence-based programs and services in the areas of sport, recreation, leisure, employment, health and well-being and research. Once developed, these programs and services are implemented within the facility and further afield, including provincially, nationally and globally.

To create an inclusive community hub, there must be a conscious and sustained effort to work with and for the people who are being served. There is a need for people to feel a sense of belonging within their communities, which can only be achieved once trust has been established, and once persons with lived experience have been able to demonstrate meaningful action to accompany spoken words and commitments.

The pandemic has put greater emphasis on creating accessible, safe and inclusive spaces for people to gather within once the economy reopens. This means designing buildings to be entirely accessible to persons of all ages and abilities, including those with physical, developmental and neurological disabilities. Such features include accessible wayfinding markers, accessible elevators, sensory rooms, descriptive audio communications, braille, barrier-free weight equipment, spacious change rooms and ramps, to name a few.

Furthermore, it is imperative to look beyond the built environment. Universal design principles and accessibility should be embedded into every aspect of a facility’s operations, including customer service, governance, programs and services, marketing and communications, and all other day-to-day functions.

To meet the needs of communities is to embrace the key principles of co-design and co-production with people who have lived experience, while understanding how intersectionality applies in the experiences and environments community hubs are striving to create.
Inclusion is a journey, not a destination. We all must remain committed as a society to challenge ourselves and those we work with to create environments that are safe, respectful, and value the whole person.

Canada has tremendous potential, and has demonstrated the ability to adapt, innovate and navigate global adversity. As we look to a post COVID-19 era, there are significant opportunities to use accessibility and inclusion as tools for economic and social growth, and to improve quality of life for all Canadians.

Stuart is a passionate advocate and champion for inclusion and is committed to challenging society’s perception towards persons with disabilities and marginalized groups, and in positioning the true value of inclusion for all members of society. With extensive years of senior-level experience working in inclusion initiatives in Canada, New Zealand, United Kingdom and Europe, Stuart brings a unique global perspective to his current responsibilities as president & CEO of the Abilities Centre. He leads people-focused organizations united in transforming communities into fully inclusive and accessible environments. He can be reached at [email protected]

Alberta high-speed rail in development phase

EllisDon and AECOM have formed Prairie Link, a partnership to advance the development of high-speed rail connecting Edmonton, Red Deer, and Calgary in Alberta.

“The notion of high-speed rail — a proven technology around the world — connecting Edmonton, Red Deer, and Calgary in Alberta is not new, but we believe that its time has come. We have built a team with both the capacity and faith in the future of our province to advance it in a meaningful way for Albertans,” said Jeffrey Hansen-Carlson, director with EllisDon Capital and project director for Prairie Link.

The Calgary-Banff Rail project proposes a new, 150-kilometre sustainable passenger rail service that would potentially include seven stops (Calgary International Airport, downtown Calgary, Calgary Keith, Cochrane, Morley (Stoney Nakoda), Canmore and Banff) along a dedicated line built within the existing CP Rail corridor. The service could have up to 10 departures per day from the airport to Banff and the capability of running an express service from Calgary International Airport to downtown Calgary every 15 minutes.

Prairie Link has secured a Memorandum of Understanding (MOU) from Alberta Transportation laying the foundation for cooperatively advancing project development. With an estimated capital cost of $9 billion, the project will be among the largest and most defining nation-building transportation projects in Alberta’s history.

“The YYC-Calgary-Banff rail project has the potential to be the first airport-to-mountain community transit solution of its kind in North America, making Alberta an even more compelling destination for global visitors year-round,” said Premier Jason Kenney.

According to EllisDon, the Prairie Link team has already commenced Indigenous engagement and established an advisory committee to guide project development.

The Government of Alberta will continue to assess the project, including seeking input from municipalities and Indigenous communities, and the potential to advance the project under a long term P3 model that would attract investment, and ensure the project can be supported for many years in the future.

If approved, the project would create an innovative, environmentally friendly public transit option and help the Town of Banff become more pedestrian friendly and support the Banff National Park Net Zero 2035 Initiative. The project would also support commercial expansion and job creation at the Calgary International Airport.

BentallGreenOak & Fitwel championing healthy buildings

Cleanliness and safety have long been priorities for real estate landlords and facility managers. In recent years, environmental consciousness and sustainability have also taken on increased importance. Now, accelerated by the COVID-19 pandemic, the spotlight has shifted towards health and wellness within facilities and communicating the steps being taken to secure a healthier building.

BentallGreenOak (BGO), a leading global real estate investment management advisor and real estate services provider, is helping to blaze the trail. With expertise in the asset management of office, industrial, multi-residential, retail, and hospitality properties across the globe, BGO has set out its stall as a primary proponent of the social aspect of environmental social governance (ESG) considerations.

To realize this goal, BGO invests in and manages sustainable spaces that deliver positive health impacts to clients, tenants, and employees, and the communities it serves.

A Fitwel Champion

One of the ways it achieves this mandate is through a collaboration with the Center for Active Design (CfAD) and its Fitwel certification, the world’s leading certification system committed to building health for all. Launched in 2017, Fitwel’s core focus is to ensure that health is a priority in the real estate sector, validated by measurable results supported by research and evidence-based strategies. The certification has a significant and expanding footprint in Canada and beyond. Between 2019 and 2020, its overall global use rose 190 per cent year on year; in Q4 2020, it soared by 640 per cent. In Canada, there was 144 per cent growth between 2019 and 2020, a demand being driven largely by tenants.

BentallGreenOak are big believers in the benefits that the certification can offer. In 2017, it signed on as a Fitwel Champion, a program for leading companies that own, occupy, or manage commercial and residential properties and that commit to using Fitwel at scale across their portfolios. BGO achieved Fitwel certification across three projects as a pilot, one of which was Two St. Thomas in Toronto, Canada’s first Fitwel-certified multi-family residential building. BGO re-signed on as a Fitwel Champion in fall 2020 with a commitment to expanding the certification across its portfolio and has since achieved certification of a number of office and multi-family residential projects, among others.

Over the years of collaboration, BGO’s Fitwel Champion leadership status has grown to the point that the real estate provider was awarded a record number of Fitwel Best In Building Health Awards in 2021. Those included the prestigious Industry Leadership Award for co-authoring the “A New Investor Consensus: The Rising Demand for Healthy Buildings” Report and applying Fitwel’s Viral Response Module (VRM) at scale across its U.S. office portfolio.

RELATED: Promoting health and wellness

Shaping Viral Response

BentallGreenOak is not only a practical proponent of Fitwel certification via its Champion status, it also plays a decisive role as Industry Advisor for the Fitwel Viral Response Module (VRM), which collates the best public health science and literature about how to mitigate the risk of contagious disease spread within buildings. In short, the Fitwel VRM provides a framework that asset and property managers can use to optimize buildings in response to the broad health impacts of infectious respiratory diseases and outlines best practices on how to promote occupant health. A key emphasis is building trust by communicating that information widely and transparently during a time when tenants are experiencing greatly increased levels of stress and anxiety. The VRM is applicable not only to the present and imminent threats of COVID-19 but, by looking at other viruses like SARS, H1N1, and influenza, also addresses the possibility of future viral outbreaks or health issues that may come down the line.

In its role as Industry Advisor, BGO provided feedback and perspective on development of the module, and its U.S. asset management team was very supportive of it as a tool to help promote occupant health and safety and build trust.

BGO achieved VRM Approval for 17 U.S. portfolio properties in fall 2020, including the first certified office buildings in nine U.S. cities. It is the largest commercial real estate portfolio in the United States to achieve the distinction in 2020 and was recognized with the Most Approved Assets Award at Fitwel’s Best in Building Health event.

Zach Flora, Director of Market Growth for CfAD, explains that when the world changed in 2020 in light of COVID-19, BGO “stepped up to the plate” by joining the Industry Advisory Group. “They have always been instrumental in helping to inform the Fitwel standard and platform to meet the needs of the real estate and design community and continue to collaborate and build off the research to drive those unique features,” he adds. “It’s a true testament to the strength of the partnership.”

Striking the Perfect Balance

Several factors attracted BentallGreenOak to the Fitwel VRM – primarily the fact that it strikes what BGO’s Head of Real Estate Management in Canada, Keith Major, calls “a perfect balance.”

Major notes that BGO focuses on four key pillars of internal best practices, finding the recognized and trusted certifications within the industry, independent validation, and practicality of implementation. While many certifications give you some combination of those things, Major says, the VRM finds equilibrium between those goals and helps to breed confidence with tenants and employees, who can be reassured that their landlord has made a commitment to following these best practices in a verified manner.

“Some people can get fearful of communicating these things to tenants given the difficulties of sorting information and misinformation in times like these,” notes Major. “But this collaboration and certification allows us to not only take these steps behind the scenes but tell people that we have done it. It offers a different level of accountability if you’re forced to communicate that back out and certification gives you a structure and a guardrail around that.”

Another component is consistency. Different cities, organizations, and facilities have introduced different measures and processes in response to COVID-19. Certifications like Fitwel and its VRM allow real estate providers like BGO to implement a relatively homogenous response, and across widely ranging portfolios. Whether your building is 100 years old or 18 months old – and BGO has examples of both – Fitwel certification can be achieved. “That’s an important piece to not lose sight of,” emphasizes Major. “It has a broad range of appeal, and you know that all managers will be professionally adhering to an agreed standard. The more confidence we can build, the quicker we can all get ourselves back to some form of normal.”

Emphasizing Social Governance

Another element that drew BentallGreenOak to Fitwel and its VRM was the importance placed on the social factor in ESG. One of the many changes that COVID-19 has accelerated within real estate and facility management is the increased recognition of the need for landlords to address social issues in their buildings and for their tenants, whether that is mental health, physical health, or other factors.

Even prior to implementing VRM, BGO was already responding to that shifting demand through measures such as social support groups, quarantine fitness programs, and virtual meditation, explains Ailey Roberts, Vice President of Sustainable Investing at BentallGreenOak. This was all done outside of the prompting of the VRM, she says, so that when BGO went to apply it within its portfolio, the company was able to leverage many of those initiatives that had already been implemented.

“We knew that all the things our team had done organically really fit the mould of the Fitwel VRM, and it’s all absolutely supported by science-based evidence,” Roberts adds. BGO’s Canadian portfolio was able to achieve entity-level certification with distinction with a score of 93 per cent. “A lot of that went back to those social initiatives that started within the company.” BGO has also introduced or ramped up various equity, diversity, and inclusion initiatives since 2020. “So the VRM really helped to tie together our focus on the social element,” notes Roberts.

Making Progress

BentallGreenOak’s primary aim is increased adoption of Fitwel certification across its portfolio, and plans are already afoot in Canada to replicate the steps taken in the United States. Following its Fitwel Viral Response entity-level certification, BGO is pursuing asset-level approval for a number of its office and enclosed retail properties across Canada over the summer. It is also looking at re-signing as a Fitwel Champion for a two-year commitment of 10 certified projects and 20 properties to be benchmarked. In Canada, specifically, BGO intends to certify one of its recent multi-family developments in Toronto as well as large office buildings in Vancouver.

“Our initial scan of our tenant base in our U.S. office portfolio proved to be very favourable,” notes Roberts. “It’s really about those tenants then communicating their confidence in returning to the office back to their employees, who are really the biggest stakeholders in all of this. In Canada, we’re just embarking on this.”

Major adds that while the response from BentallGreenOak tenants and stakeholders has been positive or neutral, the neutral responses were born out of primarily a lack of education or recognition about the program. Those things will come with time and understanding – indeed, there is already significant interest across BGO’s North American portfolio, with investors increasingly asking about the program.

Ultimately, Fitwel has a primary goal of achieving greater adoption and impact in the Canadian market and wants to be the leading source of information on health and wellness for the Canadian real estate industry. BentallGreenOak is there to work with it every step of the way.

Supporting carpet care through equipment maintenance

Many facilities have hundreds or even thousands of square feet of carpet installed to enhance aesthetics, support indoor air quality (IAQ), control noise, and more. The way cleaning professionals approach carpet care and maintenance of soft flooring can have an impact on guest satisfaction, brand reputation, and the bottom line. Just as important is using the right equipment to conduct carpet care, from daily vacuuming to interim maintenance throughout the year.

By following carpet and equipment care best practices, facility managers can set their buildings and their teams up for success.

Cleaning Considerations for Carpet

Carpet, as with all floor coverings, requires consistent attention and cleaning to preserve its appearance. In some cases, carpet can last well beyond its warranty if it is correctly cared for. This helps facilities reduce replacement costs and the disruption associated with tear out and installation.

Facility managers, in-house cleaning teams, and building service contractors can enhance the look of carpet by implementing various strategies, including:

Make carpet care a regular commitment – According to a 2020 survey conducted by The Harris Poll, the majority of people (93 per cent) say that dirty carpet would negatively impact their perception of a facility. The pandemic has brought the role of cleaning to the forefront and resulted in new concerns among the public. Regularly cleaning carpet not only helps remove spots and stains, but it also showcases to facility guests that an organization takes cleanliness seriously. Quiet machines also enable staff to carry out carpet care tasks during the day while people are present.
Address stains with a variety of chemistry – Having a range of solutions on hand will make stain removal more effective. Different stains require different spotting agents in order to lift soils and even odors in some cases. For instance, oil and grease stains are not the same as red food-dye stains or organic stains. Look for formulations that will specifically target the composition of various types of stains, whether they are blood, coffee, paint or urine.
Use equipment that enhances sustainability and productivity – The equipment acquisition decisions a facility makes can have a substantial impact on the success of a cleaning program. For example, vacuums with HEPA filters uphold good IAQ while low-moisture carpet cleaning machines help organizations save water. High-quality equipment can also enhance staff productivity, allowing them to address more carpet as well as focus on other important cleaning tasks. Many facilities opt for low-moisture systems because flooring dries more quickly (in about 30 minutes), which greatly reduces total time spent on carpet care and avoids disruptions for visitors.

Keeping Equipment in Working Order

When tools like vacuums and encapsulation machines are operating at peak performance, it greatly reduces downtime and keeps employees productive as they work through a variety of cleaning tasks. Checking equipment often and conducting the proper pre- and post-cleaning rituals can also limit the risk of costlier fixes or even premature replacement.

By following the best practices below, cleaning professionals can improve the lifespan of important carpet care essentials.

Replace bags, filters and brushes as needed – When working with commercial vacuums, such as upright models, bags need replacing before they are entirely full. This is because as the bag becomes fuller, it negatively impacts machine performance and soil removal. Additionally, vacuum filters should be checked and replaced every three to six months to ensure it continues to effectively trap and remove smoke, mold, bacteria, pollen and other particles. Meanwhile, interim maintenance machines, like encapsulation systems, use brushes to agitate carpet cleaning chemicals and lift carpet pile. Thus, brushes need rotating on a regular basis, and replacement once they show visible signs of wear.
Flush spray nozzles – Carpet cleaning systems use spray nozzles to effectively apply cleaning and stain removal solutions. Some are mounted within the machine and others are attached to separate tanks that employees carry as they work their way across carpeted areas. Whichever type of setup is used, it is important to frequently flush these nozzles with water to make sure they are spraying evenly. Uniform application upholds consistent carpet cleaning results throughout an entire facility.
Keep the exterior of your machines clean – Cleaning professionals are increasingly completing their duties in the presence of building occupants and visitors. This means that equipment needs to look professional and well maintained. Wiping down machines, removing any visible scuffs, and cleaning and properly winding power cords after each use keeps equipment looking its best and further promotes an organization’s pride in its cleaning program.

Taking Care of Carpet Assets

A facility’s carpet and its cleaning equipment are both assets that require care and maintenance. Dirty carpet can leave a negative impression on guests and occupants, whether it be in a hotel, retail store, airport, long-term care facility or commercial office. Regular vacuuming and interim maintenance help to remove built-up soil and stains and uphold the color and appearance of carpet, as well as an organization’s commitment to cleanliness. Meanwhile, routinely checking on machines keeps them in good working order, so staff are always ready to perform carpet cleaning. These simple carpet and equipment care steps go a long way in protecting brand image and preserving customer satisfaction.

Joseph Bshero is the director of technical services with R.E. Whittaker Co., a family-owned carpet care system manufacturer celebrating 60 years in business in 2021 and the pioneers of the first commercial carpet encapsulation system. For more information about low-moisture encapsulation systems from Whittaker, visit whittakersystem.com.  

Plans move ahead for new science facilities at University of Victoria

With growing demand for engineering and computer science programs, B.C. and the University of Victoria are building new learning facilities and expanding programs.

This will enable more students to work toward high-impact solutions in fields such as environmental sustainability and health-care technologies.

A new high bay research and structures lab will include a 39-foot-high area for structural testing and large-scale experiments related to geotechnical, and materials and building-science research essential to the unique work of civil engineers.

Next door, a six-storey addition to the current engineering and computer science building will bring new laboratory and teaching spaces to support 500 more students expected to enroll in the various programs, with 125 more graduates by 2023. DIALOG is leading the engineering precinct expansion project.

Looking east from Ring Road at the proposed expansion to the engineering and computer science building at the University of Victoria.

Both structures are designed to achieve a net-zero carbon target and will combine Passive House design features and mass timber structure. Other sustainability features include heat pumps and green and solar roofs. The buildings are expected to serve as a living lab for experiential learning, research and industry partnerships, and tackle climate change, clean energy and health-care solutions.

Construction is expected to begin in early 2022, with building occupancy set for 2024. Totalling $89.6 million, this project is being built with $64.8 million from the province and $24.8 million from the university, and through a fundraising campaign.

“These landmark buildings will provide a dynamic environment for the training of future engineers and computer scientists,” said Mina Hoorfar, dean, UVic Faculty of Engineering and Computer Science. “We plan to strengthen Victoria as technology hub by attracting more top talent to UVic and helping position this region as a global centre of excellence.”

Top featured photo: rendering of the high bay research lab’s front entrance.

Home buyers mull alternatives in overheated market

First-time buyers eyeing the pricy housing market are considering alternative options for affording a mortgage.

According to the RE/MAX 2021 Housing Affordability Report, 33 per cent are thinking of either renting out a portion of a primary residence (21 per cent), pooling finances with friends or family to purchase a home (13 per cent) or living with like-minded neighbours in a co-op/shared living arrangement (seven per cent).

More than half of the Gen Z and Millennial crowd say they’d even purchase a home in a different neighbourhood or region, just to be able to enter the housing market.

Affordability

According to a Leger survey commissioned by RE/MAX, 42 per cent of Canadians said the high price of real estate was a barrier to entry into the market. This is up four per cent from last year. Millennials and Gen Z are most likely to consider alternative regions and communities, and/or financing options to keep affordability in play.

“It’s promising to see Canadian buyers deploying their ingenuity to be able to buy a home, but we must address the urgency of the underlying affordability problems, which are predominantly systemic,” says Elton Ash, regional executive vice president, RE/MAX of Western Canada. “While we wait for a nationally and municipally supported housing strategy based on an aggressive goal to boost our national inventory of affordable housing, there are regions across the country, especially in Western Canada, that remain accessible to first-time buyers looking to break into the market.”

Key barriers to affordability, according to the Canadian consumer survey, include a shortfall in salary (26 per cent); the fear of rising interest rates (18 per cent); the fear of being “house poor” (18 per cent); lack of steady full-time employment (16 per cent); current levels of household debt (11 per cent); and the mortgage stress test (11 per cent).

Canada’s two largest cities, Toronto and Vancouver, have struggled with significant affordability challenges mainly due to low supply and high demand due to low interest rates. Unsurprisingly, both cities have remained least affordable year-over-year, according to RE/MAX’s 2021 Housing Affordability Report.

Regional outlook

Specifically in Toronto and Vancouver, where there is low supply and high demand due to low interest rates, affordability remains a struggle. Both cities have remained least affordable year-over-year, according to the report.

When compared to Vancouver’s high-priced market, Calgary and Edmonton have both seen an influx of new and prospective home buyers looking at lower-priced housing options offered, as well as appealing liveability factors, such as green spaces and proximity to employment. Low commercial rental rates have also helped to diversify the employment sectors in areas like manufacturing and technology.

The most affordable neighbourhoods in Calgary are Northeast and Southeast Calgary, with entry level homes beginning at $350,000, and overall average prices in 2021 ranging from $266,868 – $588,541 depending on property type. In Edmonton, the most affordable area is Central North.

In Atlantic Canada, markets such as St. John’s that have experienced modest average price increases compared to larger cities like Toronto and Halifax. Current average sales prices across all property types in St. John’s sit at $307,619 – far below the average residential home price in Canada.

Despite an uptick in prices from 2020 to 2021 of about 20 per cent ($465,903-$561,701), Ottawa remains affordable, as well, particularly for first-time home buyers.

According to a wider survey of RE/MAX Canada brokers and agents, some of the most affordable neighbourhoods include: Washington Park, Regina, Saskatchewan; New Waterford, Cape Breton, Nova Scotia; West Flat, Prince Albert, Saskatchewan; Bayview, Sault Ste. Marie, Ontario; and Portage La Prairie, Central Plains, Manitoba.

Meanwhile, in normally expensive markets, some neighbourhoods with homes priced below the city-wide average include: New Westminster in Greater Vancouver; Penbrooke, Rundle and Dover in Calgary; Regent Park in Toronto; North End Hamilton, Ontario; and Hawthorne, Carlton Place and Vanier in Ottawa.

Here’s a complete list of the most affordable homes in Canada

Interest rates for home buyers

As first-time home buyers grab onto low interest rates, some market observers are saying a potential rise could put pressure on over-leveraged homeowners and slow consumer demand.

“We’ve seen many buyers benefiting from low interest rates, which has created a sense of urgency to get into the market,” says Benjamin Tal, deputy chief economist, CIBC. “However, we must caution that low rates are subject to inevitably rise, possibly as soon as 2022.

“We have to focus on the impact that this will have on the housing market and those who have recently purchased at a lower rate, as a one-per-cent increase would significantly raise the monthly carrying cost of a home.”

The majority of Canadians feel comfortable allocating less than 50 per cent of their household income towards housing costs, including mortgage payments, yet concern over the ability to afford a home in the next two years due to rising prices remains. Nearly half (48 per cent) of Canadians share this sentiment, mainly within the under-31 crowd.

“Without a national and locally supported strategy to significantly increase housing supply, prices will continue to rise,” says Christopher Alexander, chief strategy officer and executive vice-president, RE/MAX of Ontario-Atlantic Canada. “It shouldn’t be the burden of the next generation of home buyers to figure out how to ‘get around’ the supply shortage and resulting affordability crisis when there are feasible, long-term solutions within reach.”

Ontario students call for stronger campus safety measures

Post-secondary students in Ontario are calling for more clarity and adequate funding to ensure all campuses are safe for everyone returning to school.

As the province plans to reopen colleges and universities in fall, Ontario’s own Chief Medical Officer of Health, Dr. Kieran Moore, expects case numbers to surge again. Modelling data from the science table predicts a rise in cases as the colder weather moves people indoors.

According to the Canadian Federation of Students Ontario, a recent memo from the Ministry of Colleges and Universities (MCU) provides only vague safety recommendations while announcing there will be no capacity limits for classes or physical distancing requirements for students.

As the student organization states, “recent studies have shown that the airborne transmission of COVID-19 poses an acute risk, but the provincial government has done little to ensure ventilation systems are adequate and public health policies reflect this information.”

The Ministry memo fails to include any mention of ventilation systems. Some pertinent information needed includes: the filtration level being achieved in each building; assessments of each space students will be occupying; that ventilation standards are being accessed and recorded in all occupied spaces and meet legal requirements; and that compliance is being monitored.

“Packing students into classrooms without adequate ventilation and distancing protocols is a recipe for disaster,” highlighted Michael Butler, government relations and policy coordinator, Canadian Federation of Students Ontario.

Policies for rapid antigen testing for routine screening of asymptomatic individuals also fall short on providing clarity and much needed mandates.

“At this point it looks like there is no clear plan for students returning back to school in the fall,” says Kayla Weiler, national executive representative, Canadian Federation of Students Ontario. “It is a disorganized patchwork across the province of different institutions with different policies.

“As students attempt to plan their travel, look for accommodations and pick classes, they need clarity and knowledge that their safety is being ensured for returning to in person classes.”

Students across the province have also expressed additional concerns. There are concerns that the quality of education under this plan will be negatively affected with many institutions implementing a hybrid delivery model of instruction.

Other crucial factors include clarity for international students attending post-secondary institutions and mental health concerns, which remain a major issue due to a lack of mental health services both on and off campus.

An updated “Postsecondary Education Public Health Measures Framework” is expected from the government come August. The hope is that this framework will address many of current gaps expected to jeopardize student safety in the fall.

Scarce data in long-term care homes may hinder reform

A significant lack of socio-demographic data in long-term care homes could dampen the development of new standards and programs meant to improve elder care in Canada.

Despite the toll COVID-19 has taken on vulnerable populations, a new report from the National Institute on Ageing and Wellesley Institute — Leaving No One Behind in Long-term Care: Enhancing Socio-demographic Data Collection in Long-term Care Settings — shows there is a failure to collect this data, which means that inequitable effects of the pandemic may remain unaccounted for and inadequately addressed.

“This has implications beyond the pandemic as well,” says Dr. Ashley Flanagan, a research fellow at the NIA. “In Canada, health outcomes differ based on factors such as sexual orientation, gender identity, language, race, immigration status, and ethnicity, as well as access to affordable housing, adequate income and social inclusion.

“Policies, programs and resources cannot effectively close gaps in care or improve health outcomes without a better understanding of the diverse needs of residents and workers in long-term care.”

Canada continues to lag behind other countries like the United Kingdom, Australia and the United States in collecting socio-demographic data in LTC settings. “With growing diversity in Canada’s aging population, it is crucial that services and programs provided in long-term care settings reflect residents’ language, culture, and other diverse needs,” says Dr. Seong-gee Um, a researcher at Wellesley Institute.

To facilitate enhanced data collection in long-term care settings, the report provides five recommendations:

Ensure clarity exists amongst individuals living and working in LTC settings about the purposes of socio-demographic data collection.
Build trust through community engagement in the design and implementation of socio-demographic data collection initiatives.
Ensure standardized socio-demographic data is collected across Canada’s LTC settings.
Ensure appropriate skills, training and understanding are established for those collecting socio-demographic data.
Ensure a commitment is developed to effectively and appropriately use the socio-demographic data being collected.

Vacant office tower conversion underway in Calgary

Two non-profit organizations have joined forces to convert a vacant office tower in downtown Calgary into much-needed affordable housing. Sierra Place, located in a prime location on the C-Train line at the corner of 7th Avenue and 6th Street S.W, was purchased by HomeSpace Society, a leading affordable housing provider in Calgary. When complete, the 10-storey building will feature six floors and 82 units intended for vulnerable populations including low-income women, women with children, Indigenous people, and newcomers to the area. The remaining four floors will house shelter, transitional and support services to be provided by Inn from the Cold.

A first-of-its kind project in Calgary, Sierra Place will not only serve to address the city’s office vacancy issue, but will create 160 jobs for the private sector while helping to bring vibrancy and economic stimulation in the struggling downtown core.

To fund the vacant office conversion project, HomeSpace and Inn from the Cold are launching Project Thrive, a joint $28.5 million Capital Campaign.

“We are proud to count the City of Calgary as a project partner that sees this building renovation as an important first step to bolstering Calgary’s struggling downtown core,” the HomeSpace website proclaims. “The City has pledged $5.5 million to the project, situating the redevelopment of the Sierra Place family hub inside a larger commitment to reinvigorating Calgary’s downtown.”

Rendering by Gibbs Gage Architects. Visit Sierra Place – Home Space for more information.

Hilton Hotels to eschew daily room cleanings

The COVID-19 pandemic and the various changes it has caused in cleaning and maintenance practices, staffing, and public opinion has led hotels to reconsider their housekeeping procedures. Now, Hilton Hotels have taken a concrete step.

As hotels consider cutting staff and permanently eliminating daily guest room cleaning to help offset worker shortages, Hilton Hotels has announced that its U.S. properties will only clean guest rooms upon request until the fifth day of a stay, as reported by Travel Weekly.

The plan, which does not include Hilton luxury hotels including the Waldorf Astoria, Conrad, and LXR, will see the chain significantly cut down its housekeeping services. Those procedures will be done automatically on the fifth day of any extended stay at a U.S. hotel, but will otherwise only be performed upon guests’ request.

“Our guests have told us that they have varying levels of comfort with someone entering their rooms after they have checked in,” said Hilton in a statement. “We encourage our guests to call the front desk to request room cleaning, and our team members stand ready to assist with extra towels or amenities.”

Hilton properties in Europe, the Middle East, and Africa are already “operating housekeeping as requested,” while hotels in the Asia-Pacific region are still providing daily housekeeping, according to a Hilton spokeswoman.

Though on-demand housekeeping services have become commonplace during the pandemic, Hilton is one of the first major hospitality players to implement it as a companywide policy.

The shift away from daily housekeeping in hotels has sparked some pushback from some hospitality union groups, which have argued that less frequent room cleanings create more challenging work for housekeepers while threatening their job security. Other critics have said people who are concerned with germs are more likely to stay at an Airbnb, which traditionally doesn’t offer daily cleaning, and are questioning why people would pay the price for a full-service hotel if they’re not getting full services.

On their part, hotels are defending the reduced cleaning by claiming many guests don’t want housekeepers entering their ‘sealed room’ due to fear of COVID-19 infection. Ray Bennett, chief global officer for Marriott, told CNBC that “more and more of [Marriott’s] guests have actually asked that [housekeeping doesn’t] come in their room …”

However, according to an American Hotel & Lodging Association report, guests cited enhanced cleaning and hygiene practices as the second most important factor in their choice of hotels, after price, reports Forbes.

According to the U.S. Department of Labor, America’s hospitality industry is down 2.2 million jobs since 2019, prompting some hotel companies to reduce their workforce, mainly housekeepers.

About 40 per cent of U.S. hotel-housekeeping jobs — almost 200,000 workers — are in danger of being permanently eliminated, according to the Unite Here union. This would disproportionately affect ethnic minorities, as 73 per cent of U.S. hotel housekeepers are Hispanic or Latino, Black, Asian American, or Native American. Unions have vowed to fight back and are urging hotel guests to request more frequent cleaning, for their own health and safety and for the future of the industry and its employees.

Canadian CRE players report 2021 portfolio data

Whether they’re direct holders, listed companies, owner/operators, investors/investment managers outsourcing their property management functions or third-party managers, the 26th annual Who’s Who in Canadian Real Estate survey results reflect the gamut of players providing and overseeing the spaces that drive Canada’s economy and house its populace.

This year, nearly 200 participants who collectively own and/or manage more than 2.2 billion square feet of space reported portfolio data. That includes more than a dozen boasting inventories surpassing 50 million square feet and a roughly equivalent complement maintaining less than 500,000 square feet. Big or small, all share similar priorities to enhance asset value, generate optimal income, meet the needs of occupants and operate efficiently.

The 2021 results once again highlight category leaders by property type and management structure, along with a comprehensive overview of all participating portfolios.

Edmonton wins national planning excellence awards

The Canadian Institute of Planners has honoured the City of Edmonton with an Award for Planning Excellence for the Open Option Parking project and an Award of Merit for The City Plan. These annual awards recognize innovation, impact on the profession and are the highest level of recognition the Institute gives for professional planning projects.

The City Plan, Edmonton’s Municipal Development Plan and Transportation Master Plan adopted in 2020, ensures that as the city grows, it is building a fiscally and environmentally viable future for generations to come. It is a bold, visionary plan that puts equal importance on building on the city’s existing strengths and undertaking the transformational work required to achieve the future city.

“I am honoured to lead such a talented team recognized for their planning excellence,” said Stephanie McCabe, Deputy City Manager, Urban Planning and Economy. “Not only do these awards recognize professional excellence, they also mean we’re continuing to serve Edmontonians with innovative and transformational plans. These projects demonstrate how we are adapting to rapidly changing times while also ensuring that we’re building a fiscally and environmentally viable future for generations of Edmontonians to come.”

Open Option Parking removes minimum on-site parking requirements from Edmonton’s Zoning Bylaw. This gives businesses and homeowners the flexibility to determine their individual parking needs, making this approach more likely to result in the “right amount” of parking. It also helps remove economic barriers to new businesses and affordable housing, supports more diverse transportation options and moves us closer to achieving the vibrant, walkable and compact city envisioned by the City Plan.

“Edmonton’s Open Option Parking strategy can transform the city and inspire other Canadian communities to look at similar changes,” said a statement from the Jurors. “Crowd-sourcing data collection, and the effort to make parking discussions interesting and relevant, were both key factors that stood-out. This project will positively impact the sustainability of Edmonton’s future, while creating a more vibrant livable community.”

Values live through action

Becoming inclusive

Affordability

Interest rates for home buyers

To facilitate enhanced data collection in long-term care settings, the report provides five recommendations:

Heat Happens: Lessons on Cooling and Comfort

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