M City expands with ultra tech-savvy plans

M4, the latest phase of the up-and-coming community M City in Mississauga, Ontario, will offer many condo amenities upon completion: a Zen-inspired Nakaniwa Garden, open-air saltwater pool, sprawling outdoor amenity terrace, communal workspace, playroom, and co-working space.

But perhaps one of its most anticipated features will raise the bar for smart living in Canada.

Developers—Rogers Real Estate Development and Urban Capital— say the 67-storey condo will likely be one of the country’s most tech-savvy buildings with additions like a distributed antenna system (DAS) exclusively built for M City. They say resident’s can expect reliable connectivity in known dark spots, such as elevators or the basement garage.

Residents will also receive the Rogers Ignite Wi-Fi Promise, an advanced fibre-powered network at M4. Each suite will also be equipped with Rogers Ignite InternetTM Gigabit, offering consistent connection with upload and download speeds up to 1.5 Gigabits per second.

The first three phases of the 15-acre M City—M1, M2, and M3—are currently under construction. John Anderton, vice-president, treasurer of Rogers Telecommunications Limited, said when the site was first acquired more than 50 years ago the plan was to erect CHFI radio station antennas.

“Now, over five decades later, we may not be erecting radio antennas, but we are investing heavily in technology and broadcasting loud and clear what the future of residential living is going to look like in Mississauga and across Canada,” he said.

Residents will also have exclusive access to the Rogers Smart Community 1VALET app, a smart building ecosystem that offers a smartphone-centric living experience, including everything from enhanced contactless building access and facial recognition entry to digital keys and remote guest access, and integration with the smart door lock and smart thermostat included in every suite.

“With M4, we’re raising the stakes, delivering one of the most tech savvy buildings in all of Canada,” said Mark Reeve, partner at Urban Capital Property Group. “This is another important step towards realizing the city’s Downtown21 master plan and cementing Mississauga at the forefront of city building and development.”

More corner suites and amenity space

Canadian firm CORE Architects led the architectural vision for the building. As M4 takes shape it will be made up of four “towerettes”. The building is defined by repeating, vertical fins that rise out of a dynamic podium and terminate at different heights in the sky.

The overall form of the building was designed to resemble an “S” when viewed from a bird’s eye perspective, allowing the architectural team to create six corner units. Babak Eslahjou, principal at CORE Architects, says “the intention is to amplify the drama and architectural energy along the streetscape, while complementing the community-wide impact along Mississauga’s western skyline.”

Toronto-based Cecconi Simone designed suite interiors and the 36,000 square feet of amenity space, spread across three floors, inside and outdoors.

Set to launch soon, M4 is the fourth of eight towers planned for M City. It will hold 954 units, ranging from 420 square feet to 1,330 square feet. One bedroom, one plus den, two bedroom, two plus den, three bedroom and three plus den are available starting from the low $400,000s.

CEO writes poem honouring janitors as first responders

The last 12 months has been the year when custodial teams, janitors, and cleaning and maintenance workers began to be recognized for the full extent of the vital work they do.

Prior to COVID-19, custodial services were what you might term “the silent helper”, providing a safe and clean environment for everyone to live, work, and play in. Since the pandemic placed a greater emphasis on cleaning for health and enhancing previously existing methods and standards, these employees have begun to be heralded as their very own form of frontline worker.

Numerous plaudits have emerged since the onset of the emergency in spring of 2020.

Bob Robinson, Sr., the founder and CEO of industry giant Kaivac, has added his voice to the praise.

After a recent company tele-meeting, Robinson sent a meeting recap, which included a poem which sings the praises of janitors and custodial workers. Robinson described the poem as totally “spur of the moment.”

Grateful for the Janitor, Our First Responder

We all expect to work in a clean, healthy environment

And it’s our janitors we ask to provide this

In this pandemic we should call them “Essential Workers” and “First Responders”

That way, they’ll know just how grateful we are for their service

They are asked to work in harm’s way

They charge into buildings

Fighting the pandemic by cleaning contaminated surfaces

But what cleaning weapons are we giving them to fight with?

Who else do we have to do this?

We must give them the proper tools

After all, how would you like to be in their shoes?

Empowering them to clean safely, effectively, and fast, we commit to improving their toolkit

We are grateful for the janitor, and at Kaivac, we are doing something about it.

Manitoba to redefine trespass violations

Proposed amendments to Manitoba’s Occupiers’ Liability Act would insulate a broader range of property owners and leaseholders from punitive consequences if trespassers die, suffer injury or property damage during their unauthorized forays onto private premises. A related amendment to the Petty Trespasses Act would eliminate the current requirement to personally advise interlopers they are unwelcome before legal action can be pursued.

“A significant public consultation process has led to these changes, which provide clarity to existing legislation, rebalance the understanding of liability rules and reduce the risk of conflict between landowners and others,” submits Cameron Friesen, Manitoba Justice Minister.

Currently, landowners and recreational trail managers are generally not held liable for death or injuries due to off-road-vehicle mishaps unless it can be shown that there was a deliberate attempt to cause harm. The proposed amendments would provide similar assurance in cases where injured parties have entered a property to commit a criminal act, or if the subject property is not intended for public use.

The latter includes vacant or undeveloped land, golf courses outside of operational hours, utility corridors and rights-of-way, private roads, agricultural lands, and forested or natural terrain. Although construction sites are not specifically identified for limited occupiers’ liability provisos, an associated proposed amendment defines unauthorized entry onto a construction site as a criminal act.

If successfully amended, the Petty Trespasses Act will be renamed the Trespass Act and will loosen conditions for presuming a breach has occurred. Currently, in cases where sites are not fully enclosed against possible public access, it is not deemed a violation unless intruders have been warned, verbally or in writing, in advance of entry.

Under proposed new rules, warnings would not be required if properties are partially enclosed and/or contain indicators advising against unauthorized access, or if they are designated in the legislation as areas not for public access. The latter includes construction sites, residential lawns/gardens, farmyards and farm equipment storage sites, cropland and pastures, fishponds, beehives and aviaries.

“The proposed changes would align with legislation in other jurisdictions, and would discourage confrontations between landowners and trespassers while making the law easier to enforce,” the Manitoba government’s accompanying release states.

RAIC releases new Canadian Handbook of Practice

The Royal Architectural Institute of Canada (RAIC) has released a new edition of the Canadian Handbook of Practice for Architects. Last published in 2009, this third edition is a comprehensive reworking of an essential professional resource which resulted from extensive collaboration by the architectural profession from every region of the country.

“The Canadian Handbook of Practice has always been an essential reference, helping architects to better manage our projects and our businesses. This new, expanded Handbook reflects the increasing complexity of the design and construction industry and supports the broad application of best-practices in our profession,” said architect Emmanuelle Van Rutten, FRAIC, a board member of the Royal Architectural Institute of Canada.

The handbook was developed by the RAIC, with guidance and financial support from the:

Architectural Institute of British Columbia
Alberta Association of Architects
Northwest Territories Association of Architects
Saskatchewan Association of Architects
Manitoba Association of Architects
Ontario Association of Architects
Ordre des architectes du Québec
Architects’ Association of New Brunswick / Association des architectes du Nouveau-Brunswick
Nova Scotia Association of Architects
Architects Association of Prince Edward Island
Architects Licensing Board of Newfoundland and Labrador.

The new document includes the work of more than 45 experts, guided by the architects of an editorial board assembled from across Canada. For practicing architects, those working to become architects, and others who engage with the architectural profession, the Handbook is an essential instructional resource and reference manual.

Architecture is a self-regulating profession in Canada with a mandate that architects practice in a manner which preserves and protects the public interest. Architects require a wide range of professional skills. These include the knowledge and skill to design buildings, a thorough understanding of sound and economical construction, proficiency in the application of business and legal principles, and the ability to motivate, coordinate, and manage a complex network of stakeholders. The architect must be designer, construction expert, manager, and leader. It is anticipated that this new Third Edition of the Canadian Handbook of Practice for Architects will contribute to the advancement and evolution of the practice of architecture – and, consequently, enhance the built environment and architecture in Canada.

“Architects must retain a tremendous breadth of current knowledge as they work to enhance the quality of life for Canadians through design. This comprehensive and completely updated edition of the Canadian Handbook of Practice will be an invaluable resource for all Canadian architects and a textbook for those embarking on careers in architecture,” said John Brown, FRAIC, President of the Royal Architectural Institute of Canada.

The Handbook is available without cost, on a comprehensive searchable website in both official languages, English and French. As a living document, this resource will be continuously updated and developed over time to reflect the evolution of architectural practice in Canada. Visit chop.raic.ca.

High performance, passive and beautiful

“The Passive Narrowtive” was built on a long and narrow urban lot in Vancouver, B.C. Designed by Nick Bray Architecture, the house is now lived in by the architect’s young family, with a tenant living in the garden / basement suite (“mortgage-helper”).

The intent of the project was to prove that a certified Passive House could be built on a small, challenging urban site, and to rethink and test typical housing design and technology, using new and innovative products throughout. The motivation to meet Passive House standards being the education of the architecture firm, construction team and local construction industry, and promotion of sustainable construction. And to provide a beautiful, healthy, flexible home.

The site was exceptionally challenging as it is located in a peat-bog, requiring a complex foundation/shoring system involving 46 40 feet piles. The site also had a very high water-table (2 ft below grade) with no ground water pumping allowed.

The biggest challenge for the energy modelling was the massing and orientation. The building’s south elevation is only 18 feet wide, and the building is 48 feet deep (far from cubic!). A solution involved a split-level design with large south-facing windows (covered by large canopies) which allow natural light and winter solar gain to penetrate deep into the 12 foot high living area and 9 foot high master bedroom. Due to the limited width, it was important to use a slim wall assembly with a high R-value per inch and minimal thermal-bridges. The building is constructed with ICF foundations and graphite-infused structural insulated panels (SIPs).

As part of the wider environmental sustainability strategy, the building was designed to last 100 years; not impressive by European standards, but rare in North America. Space-efficiency was also a critical design requirement; the more practical space provided within a small envelope, the lower the necessary footprint. The new products tested ranged from recycled spray-on air-barriers, to low-GWP/VOC foams and paints, to steam fireplaces.

Design and construction challenges aside, the house provides a commodious, durable, and thoroughly modern living space for a growing family, with an airy garden suite below. It’s designed to be flexible to handle everyone’s growing needs. While currently configured as a three-bedroom house over a two-bed suite, it can also be set up as a four-bed house over a one-bed legal suite.

Innovations include:

ICF foundations with Helix additive (replaces rebar).
SIPs construction with graphite-infused insulation and waterproofing.
Spray-on air-barrier membrane and 93 per cent efficient HRV (both first in B.C.).
Fire-shutters deal with proximity to neighbours.
Original fireplace-bricks deconstructed/recycled as bike/bin-locker/Wendy-house/ landscaping features.

Eco-savvy features include:

Tilt-turn Triple-glazed wooden windows.
Super-insulated (R58 walls/R97 roof) and super-air-tight: sub 0.3ACH.
10-panel, solar-array and heat-pump provides home’s energy requirements.
Large south-facing windows with canopies capitalize on winter solar-gain and allow natural-light penetration deep into long, narrow building through floating-tread staircase.
Locally-manufactured products and non-toxic/low-VOC materials used throughout.
State-of-the-art, 54-inch steam fireplace visually comforting without emitting heat.

Moving forward, the firm is monitoring energy usage, be it mainly from the heat-pump hot-water heating system, and the small under-floor electric heat matts. And comparing this with power generated from the solar PV array.

Photos: Martin Knowles

Women in trades: the challenge of change

Change is not easy. And women entering the male dominated construction industry know that better than most. Women are still facing systemic barriers to successful careers, representing only 4.5 per cent of the skilled trades and that number has barely changed in decades.

Women and Indigenous people are leaving construction because they face discrimination or racism, said Irene Kerr during a session for the BC Centre for Women in the Trades’ Women Build BC conference.

The president and CEO of BC Infrastructure Benefits Inc. was one of several speakers on an industry panel exploring challenges and best practices for the recruitment and retention of women in the skilled trades.

“We’ve developed a program aimed at taking action against discrimination and racism on the jobsite, and to foster a more respectful work culture,” said Kerr. “We call the program respectful onsite initiative. The acronym ROI is intentional because we need to invest in people if we’re going to have a chance at change.”

The crown corporation also has a priority hiring policy and site representatives – all tools that are used to assist, increase and sustain diversity on jobsites.

“Never before has a union accepted within their collective agreement a priority hire mechanism – it’s unheard of but they’re doing so. That tells me their leadership knows that it’s time for a change,” she said, noting out of the 205 employees they’ve deployed on current public infrastructure projects, 15-23 per cent are women.

Catherine Roome, president and lead executive officer at Technical Safety BC, shared good examples of how implementing diversity policies is not always enough and require follow up to ensure they are being carried out on the ground.

“Change is hard even when you’re leading an organization and trying to create these pathways to ensure we have talented people move into the organization,” she said. “I think part of our responsibility as leaders is to keep checking that they are working and having the impact that we want.”

Larry Richardson, Christian Labour Association of Canada’s B.C. training director, agreed, “We need to continue making that effort to realize that what we think is good is not good enough. We have to keep checking ourselves. I’ve been in the industry 50 years and haven’t seen a lot of change. That’s not good enough.”

With the demand for skilled labour at an all-time high, there is a critical need for the industry to move forward collectively in meaningful ways to increase the number of women, and other under-represented groups.

“It’s the challenge of change. It’s not easy. Along the way there’s resistance…and there are misconceptions that need to be overcome,” said Kerr. “The other thing is everybody wants to see immediate results. But I think we have to recognize it’s a journey. It’s a marathon, not a sprint. We have to be very deliberate with our commitment.”

The pandemic has also raised challenges with working women affected disproportionately, causing what economists are calling the “she-cession.” Various labour reports show the number of women employed have declined significantly compared to men in the last year.

“The pandemic has really enabled a new look at innovative practices about supporting people but also painted a stark picture about the [gender] gap and how much it’s widening in certain communities,” said Roome. “The pandemic [has] obviously adversely affected women, people of colour far more than any other demographic.”

Role models, diversity training and mentoring opportunities were all cited as ways forward. Roome advised that women need to look for partners and allies and speak up (text, call, email) when they encounter barriers or obstacles.

Kerr agreed, stressing: “you have people who want to break through the walls with you.”

Driving change also means having the right company culture, which comes from the top and leaders must be “relentless in having the will to change the culture.”

“We need to make inclusion a priority,” stated Kerr. “We’re very quick to invest in technologies and materials and we should to advance the business. But we also need to invest in the people and have the patience to stay with the effort and watch it pay back.”

A psychologically safe workplace begins with a feeling of belonging, and language plays an important role in signaling an organization’s openness to diversity and inclusion.

“Do we call it manpower or workforce or team? A lot of times people don’t see themselves in an organization if the language doesn’t resonate with them,” said Rebecca Kragnes, Indigenous business relations manager at Bird Construction.

Kragnes went on to cite safety as an example of what the industry is capable of achieving if the commitment is there, which can be similarly applied to recruiting women.

“So twenty-five years ago, safety was new and a challenge to implement all the safety protocols on our sites. We should be taking the same efforts and the same focus on supporting diversity and inclusion as we do on safety. If we committed to that in the same way we’ve committed to safety…in 20 years, we would be at 50 per cent [women in construction],” she says.

Kerr expressed her optimism by saying: “If one woman – tradesperson – brings along another woman, then so on, that would change the look of the trades…and give a woman a meaningful and lucrative career. To me, that is the human legacy of construction and what we’re trying to. We have to be deliberate about change and stay with it.”

Cheryl Mah is managing editor of Construction Business.

How to avoid a DIY renovation disaster

The internet is full of videos of do-it-yourself (DIY) tutorials for renovation projects with guarantees to increase the value of your property. Not surprisingly, there are almost the same number of videos of DIY fails.

While the fails might be entertaining for viewers, the homeowners were likely disappointed with the results. Multiply that disappointment by the number of unit owners in a condominium and you could have a costly disaster. To avoid a DIY disaster, condominiums should consider the following advice.

Design Expert

If DIY videos have taught us anything, it’s that designing a room that is aesthetically pleasing is not easy. Often the design is left to the directors with little experience or training in design. Condominiums should consider hiring designers for their renovation projects, especially larger projects with significant dollars invested to avoid costly mistakes.

Review documents

Someone should review the condominium’s declaration, by-laws and rules (and shared facilities agreements, if any) to ensure the proposed work is not prohibited. For example, in newer condominiums, the consent of the declarant might be required.

Approval of owners

The directors must also review section 97 of the Condominium Act, 1998 (the “Act”). Is the proposed work being done using materials that are reasonably close in quality to the original given current construction standards? If so, notice to the owners may not be required. If the proposed work is an upgrade, or a completely new feature, it may require notice to the owners and possibly a vote in favour before the condominium can commence work. The condominium’s lawyer can provide an opinion on whether the owners must receive notice and approve the proposed work.

Input of owners

Even if notice to the owners or their approval is not required, seeking input from the owners is sometimes wise. A hideous new paint colour or door design can lead to conflict in the condominium, leading to gossip, accusations and even requisitions to remove directors. A radical change in the design should be discussed with owners before the work begins.

Accessibility

The renovation work should aim to improve the property and make it more accessible for residents and visitors. The condominium must also provide notice of service interruptions if the renovation project will reduce services, even if the disruption is only temporary. For example, if the elevator will be unavailable, the condominium must provide notice to residents so residents with disabilities can make alternative arrangements.

Written contract

It is important to have a written contract with the contractors, including the designer. The contract should describe at least the cost, estimated start and end dates, warranties, insurance, dispute resolution, any limits on liability and indemnity requirements.

Engineering advice

Depending on the work being done, the condominium should consider hiring an engineer to oversee the project. For larger projects, the engineer can help with the tendering process, prepare the contract, inspect the work and certify payments to the contractor. For smaller projects, the condominium should at least obtain a few estimates from the contractors and consider having the engineer review the proposed work.

Reserve fund

The condominium will need to review the work to determine if it can use the reserve fund to pay for it. According to the Act, the reserve fund can be used only for major repairs and replacements of the common elements and assets of the condominium. If the renovation project is not a reserve fund eligible expense, the condominium will need to find other sources of funding.

Sources of funding

A condominium can use the operating fund to pay for renovation projects or levy a special assessment to cover the costs. Prior to levying a special assessment, someone should review the condominium’s by-laws for any special requirements, such as a minimum notice period or content for the notice to owners. Finally, a condominium might consider a loan for the renovation work. A loan will usually require a borrowing by-law, which must be approved by the owners of a majority of the voting units.

COVID-19

In light of changing public health restrictions and recommendations, the condominium should also consider whether the renovation project can be deferred. If the work can be carried out without much interaction with owners, the risks are considerably lower than work that requires access to the units. The condominium should ask the contractors for any safety protocols that they have implemented to prevent the spread of COVID-19.

No one wants to make a list of design fails or DIY gone wrong videos compilation. The list above provides some of the key considerations, but condominiums should seek professional advice prior to starting a renovation project to avoid costly mistakes and DIY fails.

Michelle Kelly is a condo lawyer at Robson Carpenter LLP, a firm that specializes in the development of condos and subdivisions. She leads the firm’s condo management practice, providing legal assistance to condos, directors and managers throughout Ontario.

One year later: COVID-19 lessons learned

We are now one year into the pandemic and over the last 12 months, the cleaning and maintenance industry has tackled the various challenges head-on. There has often been little time to adjust or adapt as the virus has provided the steepest of learning curves. Now, at the first anniversary of the initial emergency declaration in Canada, it is an excellent time to reflect on an exceedingly difficult 12 months. What COVID-19 lessons can be learned from this experience?

Industry expert Michael Wilson says the past year “has also been ‘a once-in-a-lifetime’ moment for manufacturers, distributors, and service providers to learn and better understand how their companies operate and what changes can be made so they operate more effectively.”

Wilson is vice president of marketing for AFFLINK, a membership-based sales and marketing organization for the professional cleaning, packaging, office supply, and foodservice industries.

He has identified the following four COVID-19 lessons learned, which have helped many of the company’s members and industry professionals and organizations improve operating efficiencies.

Team transparency

It’s fair to say that no-one initially knew how much the pandemic would impact businesses. Clear communication and transparency has been key throughout the process.

“Those companies coming out stronger a year later had a higher level of transparency and information sharing,” says Wilson. “They were frank and direct about the organization, the impact of the pandemic, and decisions being made.”

More personal communications

With more people working remotely, most company communication was initially handled entirely by email. However, many companies, employees, and people thrive off shared experiences, and a more personal touch was necessary to retain the feelings of unity and togetherness.

“That’s when Zoom meetings took hold, and some companies have gone even further,” explains Wilson. “They began using audio apps to send voice messages, often accompanied by links or images. This allowed team synergies to blossom, rather than wither and die as some companies experienced.”

Senior-level management

In many cases, senior-level managers played a much more active and direct role in communicating strategies and policies to all staffers, rather than going through middle managers.

“This reflected the crisis management attitude felt by many organizations when the pandemic first began,” continues Wilson. “Many companies have also found that this reduced organizational bureaucracy, increasing collaboration and productivity.”

Evaluating staff performance

When it became clear that staffers would have to work remotely, many senior managers were concerned about how they could evaluate the work of their staff. That entire process has been somewhat revolutionized over the last year.

“In the past, managers were presence-driven,” note Wilson. “If workers were in the office, they were believed to be getting the work done. Now managers had to be results-driven, focusing on results such as how many sales calls were made, the number of sales made, hours logged in, etc.”

There were other benefits to being results-driven, adds Wilson. “It helped many organizations establish new benchmarks and goals, something they may not have had before, benefiting the entire company now and when the pandemic is behind us.”

RCCAO appoints Nadia Todorova executive director

Nadia Todorova has been appointed as executive director of the Residential and Civil Construction Alliance of Ontario (RCCAO), a leading industry advocate for infrastructure investment.

Todorova’s appointment is effective immediately. She had been interim executive director for the past several months and prior to that led government relations work for RCCAO for more than two and a half years.

“Although the pandemic has created challenges, I see many opportunities for RCCAO’s growth and success,” she said. “I look forward to leading RCCAO as it continues to make a significant positive impact on Ontario’s infrastructure agenda.”

Nadia Todorova has extensive advocacy experience and is well-versed in the policy development process, having authored numerous reports in her previous roles as senior policy analyst with the Ontario Chamber of Commerce and policy analyst with the Ontario Road Builders’ Association. She has also worked as an economist for the Ontario Ministry of Infrastructure and interned at the International Organization for Migration in Brussels, Belgium.

“She has been an integral part of our organization for almost three years now and has proven herself to be a tireless advocate for Infrastructure and issues that are important to Ontario’s construction industry and our many employees,” added board chair Peter Smith.

Edmonton becomes first Canadian city to commit to city-wide GBAC STAR accreditation

Edmonton is looking to achieve official validation of its commitment to become a cleaner city.

Explore Edmonton, the visitor economy and venue management organization for the Albertan city, has announced a collaborative initiative to pursue city-wide GBAC STAR Facility Accreditation.

Once complete, Edmonton will be the first and only Canadian destination to obtain the accreditation and one of only two destinations in North America.

The accreditation, from the Global Biorisk Advisory Council, a Division of ISSA, denotes that a venue or location’s cleaning, disinfection, and infectious disease prevention programs implement best practices to prepare for, respond to, and recover from outbreaks and pandemics like the COVID-19 pandemic. To obtain it, facilities must demonstrate compliance with 20 specific elements including maintaining strict cleaning protocols, disinfection techniques, infectious disease prevention planning, staff training, and more.

Edmonton’s collaborative effort includes Edmonton International Airport; Edmonton Destination Marketing Hotels (EDMH), which oversees 38 properties across the city; Rogers Place; the Oilers Entertainment Group; and the already-accredited Edmonton Convention Centre and Edmonton EXPO Centre.

“Edmonton’s tourism, hospitality, and events industries will play an important role in our region’s post-COVID-19 recovery, getting people back to work, welcoming travellers back to the city, and delivering important economic and social benefits to our region,” said Maggie Davison, acting CEO of Explore Edmonton.

“Edmonton’s GBAC STAR Accreditation will ensure our international airport, major venues, and hotels are all working toward the same standards for cleanliness and outbreak prevention. By working in partnership, Edmonton can safely reopen for business and provide one of the safest travel experiences in North America, from arrival to departure.”

“The pursuit of GBAC STAR Facility Accreditation by various venues in Edmonton is a testament to the city’s commitment to making cleaning, disinfection, and infection prevention an ongoing priority for its citizens and visitors,” said GBAC Executive Director Patricia Olinger. “Through the GBAC STAR accreditation, they show their commitment to their communities by implementing a higher level of cleaning.”

GBAC STAR accreditation has become a popular way of facilities and destinations’ demonstrating their commitment to becoming cleaner and safer.

The certification has been taken up by a number of facilities across Canada in recent months, since launching in spring 2020.

Learn more and apply for GBAC STAR Facility Accreditation at gbac.org/star.

GBAC also recently launched its Service Accreditation, aimed at building service contractors and other outsourced cleaning service providers who are seeking third-party validation for their cleaning, disinfection, and infection prevention programs.

MediaEdge is a proud reseller of the GBAC STAR and GBAC fundamentals online course. Please see the program details and links below and remember to use the promo codes when registering as they provide discounts.

Commercial facility owners looking for GBAC STAR accreditation can follow the link here.
ISSA has also released a new GBAC fundamentals online course specifically designed for cleaning workers on the frontlines of the coronavirus fight. Please click here to register and receive a discount off normal prices.

For additional program details and information, please email [email protected] or contact him at (416) 803-4653.

Ontario schools get funds for energy upgrades

Nearly $41 million has been allocated to 162 Ontario schools for energy efficiency upgrades. This follows the $17 million disbursed to schools in Manitoba and Saskatchewan last fall from the federal Climate Action Incentive Fund.

That’s drawn from the carbon pricing proceeds the federal government collects and redistributes in the four provinces — Ontario, Manitoba, Saskatchewan and New Brunswick — that have not enacted their own carbon pricing programs, as set out in the Pan-Canadian Framework on Clean Growth and Climate Change. Schools are the first focus of pledged funding for the MUSH (municipalities, universities/colleges, schools and health care facilities) sector.

“Making schools more energy efficient provides our kids with better air quality in classrooms, saves on energy costs and delivers on climate action that our kids deserve,” says Catherine McKenna, Minister of Infrastructure and Communities.

Funds will be distributed to elementary and secondary schools in 71 school districts throughout the province. Some of the highlighted projects include: $431,000 for roof replacement and new insulation upgrades at Ottawa’s Pius X High School; $346,000 to replace the ventilation system at École Élementaire Charles-Sauriol in Toronto; and $230,000 to replace the HVAC control system and associated equipment at St. James Catholic School in Guelph.

Construction begins on B.C.’s largest hospital project

The largest hospital development project in the history of B.C. has kicked off with the official start of construction on the new replacement St. Paul’s Hospital in Vancouver.

PCL Construction was selected last month to design, build, and provide partial construction financing. The project is expected to be complete in 2027.

“The new St. Paul’s Hospital will be home to world-class public health care as well as research and a teaching centre that will help transform patient care for people in B.C.,” said Adrian Dix, Minister of Health. “After more than a decade and a half of stalling, I am proud that our government gave this project the green light and took further action for this new, state-of-the-art facility. The St. Paul’s Hospital will continue its legacy of serving the people around the province now and in the future.”

The new St. Paul’s will continue to serve people in Vancouver and all of B.C. as an internationally renowned, full-service, acute-care hospital and integrated health campus with capacity for up to 548 beds, which includes 115 new beds.

The site will be the home of several leading provincial programs and referral centres, including heart and lung care, renal, specialty surgeries and transplants, and eating disorders.

“This is an exciting step toward a new hospital that will benefit not only Vancouver but British Columbia as a whole,” said Melanie Mark, MLA for Vancouver-Mount Pleasant. “I am proud that Vancouver-Mount Pleasant will be home to this state-of-the-art health-care facility and look forward to the doors opening for the community.”

The hospital will offer general and specialized care, including HIV/AIDS care, chronic disease management services, emergency and critical care, mental health and addictions beds and programs, ambulatory services and outpatient clinics, end-of-life care, Indigenous health-care services, maternity services and community outreach programs.

St. Paul’s Hospital will continue to operate at full capacity at its current site on Burrard Street until the new hospital is open.

Singleton Reynolds announces promotions

Singleton Urquhart Reynolds Vogel LLP (Singleton Reynolds) announced that John Singleton, Q.C. will be promoted to chair of the firm. John is a principal legal figure in the country’s construction industry, having played key roles in major development across Western Canada.

He founded the firm in 1982 with the vision of creating a practice that would stand out for its expertise in construction and infrastructure law. Today, the firm serves clients across the country and is recognized internationally for its knowledge and insights.

In his new role, John will continue to practice law full-time, mentor associates and partners, and also provide focus, vision and strategic direction to the management of the firm.

The firm also promoted Mark Stacey and Bruce Reynolds to managing partners.

Stacey is co-chair of the firm’s commercial and business litigation practice group and a member of the management committee. An experienced litigator and solicitor, he has acted for businesses in a wide range of industries, including transportation, construction and manufacturing, restaurant and food services, professional services and retail sales. He has also been at the helm of the firm’s mentorship and succession planning programs.

Reynolds has earned a stellar reputation in the construction industry for settling disputes and drafting and negotiating contracts. He is also a member of the management committee, and chair of the International Construction Projects Group. Reynolds and Sharon Vogel recently opened the firm’s successful Toronto office, expanding the firm’s footprint in the construction industry nationwide.

“The management committee has selected strong leaders with proven track records to work alongside me to lead our firm into the future with a continued commitment to providing the best possible service to our clients.” said John.

A streamlined approach to garbage room maintenance

Property management teams have been stretched thin throughout the pandemic. Between keeping staff and residents safe, meeting heightened demands, and managing building projects, it can be difficult to keep critical maintenance activities from falling off the radar.

“It’s a lot to deal with,” says Brian De Carli, Vice President of Metro Jet Wash. “So anything a service provider like us can do to take maintenance responsibilities off their shoulders is always welcome.”

No doubt, property teams have many responsibilities to juggle on any given day. One of the most important today, however, is keeping their buildings clean and hygienic to mitigate the risks of COVID-19 infection. And when it comes to high-priority spaces, garbage rooms reign supreme.

“Keeping a clean and effective garbage room is always important – both for resident safety and comfort. Even still, it’s no small task, especially now when there are so many other priorities for property stakeholders to keep track of,” adds Brian.

Offloading the work

There are advantages to offloading cleaning and maintenance activities. For its part, Metro Jet Wash has introduced a garbage room maintenance program designed to deliver a suite of cleaning, updating, and general maintenance services for a predictable monthly fee.

By signing up for a three-year commitment, clients receive a wealth of service, including two yearly compactor/chute cleanings, regular automated odour control system servicing, and one restoration painting. As well, the bundled service comes with a welcome kit that includes shovels, brooms, scrapers, and cleaner/degreaser; as well as a 10% discount on items from the Metro Jet Wash online store.

“Our philosophy is to make life easier for our clients – to give them peace of mind that we’re taking care of their garbage room,” says Leslie De Carli, Chief Executive Officer with the Toronto-based company. “Offering all these services under one bundled rate lets property management teams focus on their jobs knowing we’re down there keeping things clean, sanitary, and inviting for proper use.”

There are options to take this service even further, she adds. In addition to its regular Garbage Room Maintenance Plan, the firm offers a complete parking lot and garage cleaning and maintenance service along with low clearance vac trucks and jetter’s to service all types of drains, catch basins and sump pits. Moreover, Metro Jet Wash’s monthly services include regular reports, which help clients keep track of activities performed, potential garbage room needs, and information they can use to inform future garbage room investments.

“Since we’re in there a lot, we can tell our clients what we’re seeing, what we’re doing, and what else can be done to make that environment as effective as possible,” says Andew De Bartolo, Division Lead with Metro Jet Wash.

Metro Jet Wash is no stranger to adaptation. Like many property management service providers, the company has spent a bulk of 2020 implementing new cleaning and sanitation processes, equipment, and training to deliver its services safely under increasingly risky conditions. Looking ahead, the team hopes all-in-one service packages like its Garbage Room Maintenance Plans give property management teams the solutions, savings, and – more importantly – peace of mind to refocus on their priorities.

Learn more about Metro Jet Wash and its Garbage Maintenance Plans at www.mjwcanada.ca or contact the team directly.

Tenants gaining clout in downtown Montreal

The office availability rate inched above 12 per cent in downtown Montreal during the fourth quarter of 2020, closing out a year when tenants gave up more than 1.3 million square feet of space through sublets or non-renewals. Devencore’s newly released winter 2021 market overview concludes that those still in place or looking for new accommodations have gained more clout to wring concessions from landlords.

“The subleasing trend will likely continue to increase through 2021 before it tapers off around 2022,” projects Jean Laurin, president and chief executive officer of Devencore Montreal.

While rents remained relatively stable throughout 2020 — with average Class A gross rents still above $40 per square foot and average Class B gross rents just below $30 per square foot at year end — they are expected to dip this year. Devencore analysts report more tenants are opting for shorter lease terms while they assess how their office needs are evolving and/or wait to see what better deals may emerge.

“It is emerging that most employees prefer a hybrid model that splits time between home and office, and tenants are embracing the opportunity to reduce space and move to higher-end locations,” analysts observe. “The Réseau express métropolitain (REM), currently under construction, promises to interconnect the urban centre with even more suburban areas such as Laval and Longueuil, thus potentially facilitating the long-term adoption of the hybrid office model.”

Among downtown Montreal’s office zones, Quartier Internationale enjoys the lowest availability rate, at 7.6 per cent, and even recorded 611 square feet of positive absorption during the fourth quarter of 2020. However, it’s also poised for an influx of more than 1.3 million square feet of new office space or a 23 per cent expansion of the current inventory, which is now under construction.

René-Lévesque Boulevard is the highest-density downtown office zone with nearly 11 million square feet of space. It recorded a 9.8 per cent availability at year-end. About 252,000 square feet of that was returned to the market during 2020, including about 62,000 square feet in the fourth quarter.

The fourth quarter saw a 33 per cent increase in sublet space across the downtown office market, pushing the total above 850,000 square feet. “The majority of these sublet spaces come from companies in technology, media, entertainment and advertising,” Devencore analysts report.

Still, there is optimism for a turnaround. “We feel the vaccine will gradually put a lid on COVID and kick-start the economy,” Laurin asserts.

Stimuler les actifs grâce à la certification ENERGY STAR® pour les bâtiments de RNCan

Il n’y a pas de raccourci vers le développement durable, ni de solution passe-partout pour atteindre l’efficacité énergétique. Bien que la route vers l’exploitation plus écologique et plus propre des bâtiments puisse être différente pour chaque actif, les programmes comme la certification ENERGY STAR^® pour les bâtiments commerciaux et institutionnels® de Ressources naturelles Canada (RNCan) mettent les intervenants sur la bonne voie.

« En 2018, RNCan a saisi l’occasion de reconnaître les bâtiments écoénergétiques de premier rang des secteurs commerciaux et industriels en adaptant au marché canadien la certification ENERGY STAR pour les bâtiments de l’Environmental Protection Agency (EPA) des États-Unis », explique Mike Dennison, agent principal de programme à l’Office de l’efficacité énergétique de RNCan.

Bâtiments admissibles

RNCan a de grandes ambitions en ce qui concerne l’adoption de la certification ENERGY STAR par tous les types de bâtiments admissibles au Canada, y compris :

les écoles du préscolaire au niveau secondaire;
les hôtels et motels;
les entrepôts;
les centres médicaux;
les hôpitaux;
les patinoires et pistes de curling;
les bureaux commerciaux;
les résidences pour personnes âgées et établissements de soins pour bénéficiaires internes;
les supermarchés et commerces alimentaires;
les commerces de détail.

Soumission d’une demande

Le programme de certification ENERGY STAR de RNCan est alimenté par la plateforme de l’outil ENERGY STAR ^® Portfolio Manager^®. Accessible gratuitement en ligne pour les participants au programme, cet outil aide les utilisateurs à mesurer, suivre et optimiser leur consommation d’énergie en comparant le rendement énergétique de leur bâtiment par rapport à ses propres statistiques, mais aussi par rapport à celles d’autres bâtiments comparables. L’outil est également alimenté par des données à jour provenant de l’Enquête sur l’utilisation commerciale et institutionnelle de l’énergie (EUCIE) de Statistique Canada, une enquête menée tous les cinq ans pour évaluer les caractéristiques des bâtiments ainsi que de la consommation d’énergie dans tous les secteurs institutionnels et commerciaux.

« La version canadienne de l’outil ENERGY STAR Portfolio Manager est une adaptation de l’outil d’analyse comparative éprouvé de l’EPA des États-Unis. Elle est conçue pour offrir aux utilisateurs canadiens un moyen facile, sûr et gratuit d’effectuer une analyse comparative de la consommation énergétique de leurs bâtiments et de proposer un large éventail de mesures de rendement », précise M. Dennison.

L’outil ENERGY STAR Portfolio Manager constitue la porte d’entrée de la certification ENERGY STAR. Tout propriétaire de bâtiment admissible ayant obtenu une cote de 75 et plus (soit au quartile supérieur) sur l’échelle des cotes de rendement ENERGY STAR de 1 à 100 peut soumettre une demande de certification par l’intermédiaire de l’outil Portfolio Manager. Toutefois, les installations et les données du bâtiment doivent être vérifiées par un professionnel agréé tiers ou interne. Si la certification leur est accordée, les demandeurs recevront le matériel de promotion de la marque ENERGY STAR et seront ajoutés au répertoire en ligne du programme.

Au dernier décompte, l’outil ENERGY STAR Portfolio Manager a été utilisé pour l’analyse comparative de plus de 26 000 bâtiments au Canada, ce qui représente environ 35 % des surfaces de plancher commercial ou institutionnel.

Aucune stratégie miracle n’existe pour économiser de l’énergie. Toutefois, grâce aux initiatives telles que la certification ENERGY STAR pour les bâtiments commerciaux et institutionnels de RNCan, des outils, des renseignements et des innovations inestimables peuvent nous aider à y parvenir.

Apprenez-en davantage sur la certification ENERGY STAR pour les bâtiments et faites les premiers pas en vous inscrivant à ENERGY STAR Portfolio Manager.

AIBC: Professional Governance Act update

On February 5, 2021, the Professional Governance Act (PGA) came into full effect. The legislation initially governs the following five professional regulators – the Association of BC Forest Professionals, Applied Science Technologists and Technicians of BC, BC Institute of Agrologists, College of Applied Biology, and Engineers and Geoscientists BC.

The PGA replaces the respective regulators’ previous legislation, and introduces new regulatory processes and requirements. It creates a standardized approach for how regulatory bodies in the natural and built environment govern their registered professionals. More information about the PGA coming into force, including the full information bulletin, can be found on the Office of the Superintendent of Professional Governance (OSPG) website.

AIBC registrants can expect that by early 2022, the AIBC will join the other five professional regulators and be governed by the Professional Governance Act. A transition workplan and timeline for implementation is currently being developed by the AIBC. A major portion of the workplan is the development of new bylaws to meet the requirements of the PGA. This will also include updates to the Code of Ethics and Professional Conduct.

Registrants will be kept apprised of the AIBC’s progress through the transition workplan and made aware of new requirements and processes on the AIBC website. Several anticipated changes were shared by Paul Craven, Superintendent of Professional Governance at the September 2020 Virtual Town Hall, including:

Stronger emphasis on professional regulator role, public interest mandate, and transparency; any advocacy activities to be in accordance with the PGA and prescribed rules and limits;
Leaner council focused on governance, including greater public representation
AIBC Council’s authority to pass bylaws, with registrants participating in consultation process .

Registrants and the public are encouraged to review the resources available on the AIBC website, and send any questions regarding the Institute’s PGA transition to [email protected].