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Ontario supporting air-monitoring technology

The Ontario government is supporting air-monitoring technology. The provincial government is providing CEM Specialties Inc. (CEMSI) with $2 million through the Ontario Together Fund to help commercialize and accelerate production of its airborne COVID-19 detector Kontrol BioCloud (BioCloud).

The innovative technology monitors in real-time the air in places where people gather, such as schools, offices, long-term care homes, hospitals, public transit, and manufacturing facilities.

The company anticipates that accelerating the production of the BioCloud will create up to 250 direct jobs and up to 750 indirect jobs.

“It’s the creativity and ingenuity of enterprising companies like CEMSI, with its innovative COVID-19 detection technology, that will help Ontario and the rest of the world successfully emerge from this pandemic, while creating hundreds of good jobs for our province’s skilled workers,” said Vic Fedeli, Minister of Economic Development, Job Creation, and Trade.

A release explains that Kontrol BioCloud (BioCloud), developed by CEMSI, is a made-in-Ontario real-time COVID-19 detection device that continuously monitors the presence of the SARS-CoV-2 virus in the air.

The air-monitoring technology promotes air circulation, monitors air quality and samples continuously for pathogens like viruses, bacteria, and fungi. When the virus is detected, BioCloud provides an alert in the cloud or over a local intranet.

CEMSI has received all approvals required to commercialize and produce the air-monitoring technology. With Ontario’s support, CEMSI will increase production capacity to 20,000 units per month, with manufacturing in London and more than 85 per cent of its components produced in the province.

“We want to thank the Ontario government for their support for commercializing and accelerating production of BioCloud,” says Paul Ghezzi, CEO of Kontrol Technologies Corp. “Our CEMSI team has been focused on developing a solution to create safer spaces through the real-time monitoring of SARS-CoV-2. BioCloud seeks to provide an early detection mechanism with a silent alerting system.

“Just as smoke detectors and carbon monoxide detectors are now part of building safety, we have created BioCloud as an innovative viral detection technology to help get the economy and daily life back closer to normal. BioCloud is a complement and support to the province’s vaccination rollout, rapid testing and contact tracing and can be located in schools, offices, places of worship, long-term care homes, hospitals and much more. We are proud to be a made-in Ontario technology and we are very pleased to be hiring and creating new jobs.”

Canadian hoteliers get needed COVID-19 relief

Canadian hoteliers have attained or will have access to up to $11 billion in relief funds and liquidity through four federal COVID-19 relief programs, the Hotel Association of Canada (HAC) estimates. That’s an injection to help offset a year when revenue per available room (RevPAR) plummeted by 60 per cent relative to 2019 and the 12-month average hotel occupancy rate barely nudged above 33 per cent.

Colliers Hotels’ newly released overview of market activity in the fourth quarter of 2020 provides a topline look at some key metrics, but cedes most of the report to HAC’s summary of supports available to the industry. Notably, too, the association’s recommendations have been incorporated into the Highly Affected Sectors Credit Availability Program (HASCAP), which will provide fully-guaranteed, long-term, low-interest loans of $25,000 to $1 million to qualified business operators.

“The new program will address a number of the gaps in the previously announced Business Credit Availability Program (BCAP),” HAC advises. “Together with a supportive and engaged membership, and regional Association partners, HAC is proud to have influenced every program announced that had applicability to the hotel sector, securing more than $11 billion in relief and liquidity from the federal government. This support for hotels surpasses that of any other jurisdiction.”

The perhaps mislabelled Canadian Emergency Rent Subsidy (CERS) also provides funds to cover fixed property costs such as mortgage interest, property tax and insurance, thus opening up eligibility to hotels suffering pandemic-related revenue loss. HAC projects this could equate to $900 million for hotel operators over nine months of availability from October 2020 to June 2021.

Canadian hoteliers will receive the greatest share of relief through the Canada Emergency Wage Subsidy (CEWS), which HAC estimates at $6 billion for the period from March 2020 to June 2021. They’ve tapped into the interest-free, partially forgivable loans available for small businesses through the Canada Emergency Business Account (CEBA) to a more modest degree, which is expected to tap out at about $100 million forgivable and $250 million in low-interest loans.

HASCAP take-up is pegged less precisely given that the program is just becoming available this month. However, HAC projects it could provide $1.5 to $4 billion of liquidity for industry.

Additionally, some hotels could be eligible for interest-free, partially forgivable loans through the Regional Relief and Recovery Fund (RRRF) for businesses and communities deemed to need extra recovery support. A pending $500 million top-up to the initial $1.5-illion fund has been hinted. The fund is complementary to other COVID-19 relief measures so applicants must show that they have applied for CEWS, CERS or CEBA.

Turning to hotel investment activity, Colliers reports 2020 sales volume dropped by 51 per cent relative to 2019, hitting the lowest level since the 2009 financial crisis. More than 50 per cent of the $856 million in transaction value was tied to acquisitions to convert to non-hotel uses. Nevertheless, Colliers analysts suggest there is something of an upbeat story underlying the dearth of deals.

“Backed by government support programs and a generally supportive lending community, there were only four distressed sales during the year,” they note.

New Nanaimo ICU breaks ground

Construction is underway on a modern intensive care unit (ICU) at Nanaimo Regional General Hospital (NRGH).

“This past year has demonstrated how crucial it is to invest in and maintain a strong public health-care system,” said Adrian Dix, Minister of Health. “The need for a new ICU for the people of Nanaimo was clear, and I’m proud that our government responded with both a technological upgrade and an expansion in size.”

The new ICU will be three times the current unit’s size and will include improvements such as 12 larger single-patient rooms, ceiling mounted service booms and overhead patient lifts, a medication room, a family consult room, and a staff break room and rest area.

It will also include a space for a high-acuity unit, a transitional place where critical-care patients need less monitoring than in the ICU.

The current 10-bed ICU, built in 1970, is outdated in its space and functionality. Once a formal request was received from Island Health in October 2017, the Ministry of Health moved forward with planning, approval and now construction to ensure residents have access to a facility that will provide enhanced care.

“I’m thrilled that the people of this region will have an improved ICU, which will benefit patients and health-care workers. With ICU demand expected to increase in coming years due to a growing population, especially in older adults, this project is necessary for the well-being of our current and future residents,” said Doug Routley, MLA for Nanaimo-North Cowichan.

The new ICU will cost $41.57 million, which will be cost shared between the provincial government through Island Health, the Nanaimo Regional Hospital District and the Nanaimo and District Hospital Foundation.

The new ICU is expected to open for patients in early 2023 and will be located south of the current emergency department.

Hiring a cleaning contractor in 2021

Millions of Canadians are still wondering when — or if — they will be returning to the office. While the situation is certainly not as bad as it is in the U.S., many employers throughout North America are heeding studies that indicate large numbers of office workers — as many as 75 per cent, according to one IBM Institute for Business Value study — would prefer to continue working remotely.

While employers may listen to these calls, at least for now, most predictions are that later this year and, indeed, next year, more employers will want to see at least most of their staff back in the office at their desks.

A changed landscape

Whenever they do return, workers may possibly find the following changes:

  • Building users required to get a temperature and symptom check as soon as they walk into the workplace
  • Desks at least six feet apart with many enclosed by see-through plastic shields
  • New carpet designs outlining where to stand and where not to stand
  • Common area seating eliminated
  • Face coverings always required
  • Sanitizing stations installed throughout the facility

These are just some of the changes that may occur. Many others may be implemented based on each facility’s needs and the people using those locations.

For facility managers in charge of these facilities’ day-to-day operations, there is one more change necessary: how they hire a cleaning contractor.

This former cleaning contractor, remembers when contractors were selected primarily based on their “low” charges. Over the years, that hiring policy is slowly being buried. And, due to COVID-19, the last nails in the coffin of the “hire the low bidder” policy have been hammered.

Today, according to Mike Sawchuk, a Canadian cleaning and product distribution consultant, that has been replaced by the following:

Proof of insurance

Most midsized or larger cleaning contractors have some form of general liability insurance protecting managers should the cleaning worker break something or someone is harmed due to their actions. However, having this insurance, and an adequate amount of it, is now a must.

“Facility managers should [also] require that their property be listed as ‘co-insured.’ This provides further protection should it be proven COVID-19 was introduced into a facility by a cleaning worker, either directly, or by through their work,” says Sawchuk.

Quality assurance

When it comes to health, we know that “looks clean” does not mean anything. The term “cleaning,” we must always remember, essentially means removing visible soils. It’s those soils that we do not see — typically pathogens that can harm human health — that are the ones we are most concerned about.

Typically, a quality assurance program includes the use of ATP rapid monitors, which detect if organic materials are on a surface and in what amounts. They generally do this in about 15 seconds. A high reading is an alarm bell, indicating the surfaces need cleaning or more effective cleaning.

As part of an effective quality assurance program, says Sawchuk. “ATP readings should be taken on a variety of high-touch surfaces to establish benchmarks. Then tested regularly, to make sure ATP readings are below those benchmarks and that the cleaning performed is effective, producing healthy and safe conditions.”

Worker screening

We already mentioned that an office worker will likely be required to have temperature and health checks upon entering the workplace, and the same applies to a worker and a cleaning contractor.

“A cleaning contractor must have similar programs for each of their staff before they begin their shifts,” Sawchuk advises. “They should be tested regularly, with test results documented and available to building managers. Further, workers should be asked about their health and [about] the health of those in their families. This information must be logged and available to facility managers.”

Disinfectants

Never has removing visible soil and disinfecting — eliminating pathogens that typically cannot be seen on a surface — become so necessary.

In Canada, managers must make sure their cleaning contractors are using disinfectants proven to be effective against the pathogens that cause the coronavirus. For those products manufactured and marketed in the U.S., the U.S. Environmental Protection Agency provides a list, known as the N-List, which lists all disinfectants proven effective. A new N-List tool makes this investigation faster and easier for everyone in North America.

However, in Canada, all disinfectants must have a drug identification number (DIN) provided by Health Canada. Cross-referencing the DIN, managers can determine if the disinfectant used in the facility is effective against the coronavirus.

Cleaning tools

Along with selecting the right disinfectants, facility managers must make sure their cleaning workers are using the most effective cleaning technologies available that both remove soils and eliminate pathogens. This is essential. In professional cleaning, for the disinfectant to work properly, the surface area must be cleaned first, then the surface can be disinfected. This also follows guidelines developed by the U.S. Environmental Protection Agency.

While different cleaning technologies have been introduced to help stop the spread of coronavirus by disinfecting surfaces, there is some misinformation about some systems we must address. For instance, UV lights and electrostatic sprayers do not clean surfaces first. They just apply the disinfectant. This calls into question the long-term effectiveness of these tools when it comes to slowing the spread of coronavirus.

“This is why I advise facility managers to select contractors that use technologies that both remove soils and can kill pathogens from surfaces,” says Drew Bunn, Director of Sales for Kaivac, manufacturers of cleaning equipment designed to prevent the spread of infection.

One option is the use of what ISSA calls “spray and vac” cleaning, often referred to as no-touch cleaning. These systems pressure wash surfaces to remove soils. “More advanced machines take cleaning and disinfecting to the next step and vacuum up moisture, soils, and pathogens,” adds Bunn.

Further, Bunn says at least one system uses an N-List disinfectant. “This allows it to clean and disinfect surfaces in one step, eliminating the pathogens that cause the virus, in one step.”

Lasting change

Most of us are waiting for the vaccines to become more available, believing that will put this dark cloud behind us. Of course, the vaccines will help dramatically. But so much will never be the same, including how facilities are cleaned. When it comes to cleaning, recognizing that things have changed is the first step in creating a healthier future.

“And we may need to make changes several times,” adds Sawchuk. “Facility managers and cleaning professionals need to realize other pandemics and threats to health may occur in the future.”

Robert Kravitz is a frequent writer for the professional cleaning industry.  He can be reached at [email protected]

IEHA renews focus on healthcare and hospitality

IEHA, a Division of ISSA, the worldwide cleaning industry association, has announced an updated brand identity, including a new name and logo, to reflect its growth and reach into the healthcare and hospitality industries.

The association formerly known as the International Executive Housekeepers Association will now be known as IEHA, the Indoor Environmental Healthcare and Hospitality Association, a Division of ISSA.

The new name reflects IEHA’s commitment and focus on bringing healthcare environmental services (EVS) employees – also known as indoor environmental healthcare workers – to the forefront. Over the years, much of IEHA’s training initiatives have evolved and become invaluable to the indoor environmental healthcare industry. The association continues to serve and develop its membership base in the healthcare, hospitality, and other environmental services sectors through relevant and timely news and educational offerings.

Founded in 1930, IEHA has become the essential professional organization for healthcare and hospitality by providing the training, skills and ethical standards to thrive and grow. The now 1,300-plus professional member organization merged with ISSA in 2017, becoming part of the in-house service provider category of the worldwide cleaning industry association.

“Our new brand and focus positions us for future growth and continued success. For nearly a century, IEHA has been at the forefront of providing premier education to the cleaning industry,” said Michael Patterson, IEHA Executive Director. “We want to welcome healthcare, hospitality and all other environmental services cleaning professionals to the IEHA family. We also thank our current IEHA members, partners and supporters for the many great accomplishments we have achieved over the years.”

Fenestration body expands Canadian presence

A new partnership between l’ Association de vitrerie et fenestration du Quebec (AVFQ) and the Fenestration and Glazing Industry Alliance (FGIA) extends reciprocal benefits to the members of both organizations. The two associations will collaborate on education, advocacy, technical standards, research and product certification.

“Involvement in national Canadian codes and regulatory work is one of the core activities of FGIA that can also bring valuable information to AVFQ by making its members aware of the latest developments outside of the province of Quebec,” observes FGIA executive director Janice Yglesias.

“This collaboration agreement will serve both AVFQ and FGIA members well in the future, working together to meet their mutual needs,” says Gina Gaudreault, executive vice president of AVFQ.

The new partnership is in step with FGIA’s first anniversary, after it arose from through the merger of the American Architectural Manufacturers Association (AAMA) and the Insulating Glass Manufacturers Alliance (IGMA) in January 2020. FGIA has also appointed Amy Roberts as director of Canadian and technical glass operations, replacing Canadian industry affairs director Marg Webb, who will be retiring later this year.

Roberts brings more than 20 years of experience in the commercial and residential window, glass and insulating glass manufacturing industries to her new role. She is based in British Columbia and has served on the technical committee and the board of the Fenestration Association of B.C.

“In 2020, when AAMA and IGMA combined the distinct strengths and knowledge of both organizations to better serve the glass and fenestration industries, both parties committed to making FGIA a resource for U.S. and Canadian markets and members alike,” Webb affirms. “Roberts’ addition to FGIA’s staff further cements this promise.”

Afro-Canadian Contractors celebrate official launch

The Afro-Canadian Contractors Association (ACCA) has officially launched, marking the start of Black History Month.

The non-profit was founded in September 2020 with a six-person board of directors with the primary goal of increasing the presence of Black-owned contracting companies in the Canadian construction industry. With a focus on the principles of Talent-Respect-Unified-Skilled-Trades (TRUST), ACCA is working to increase the presence of Black-owned construction companies and tradespeople, by creating a steady pool of experienced and trained contractors in the residential and ICI sectors.

According to ACCA, racial discrimination and a lack of racial equality permeates the industry and as a result, even prior to Black workers reaching the construction site, they face rejection or major hurdles to gain access to Canada’s $453-billion construction industry.

“Black contractors have a longstanding history of contributing to projects across Canada,” said Stephen Callender, ACCA president, “yet, full integration into the industry has only been achieved by a small subset of talented Black-owned construction companies. In keeping with our mandate to multiply the number of Black-led construction projects, we must also ensure Black workers are treated fairly and paid equally.”

The need for this organization is highlighted by a number of disturbing instances last summer of nooses at sites in the Greater Toronto Area in the midst of protests sparked by the murder of George Floyd. Despite public statements of positive intent, the industry has a long way to go in terms of equality and diversity.

“The formation of ACCA is much needed at a time when the Canadian construction industry has no choice but to admit there is a serious problem when it comes to systemic anti-Black racism in addition to the brazen acts of hate that have been targeting Black people in the industry for far longer than what has recently come to light in the news in the past year,” said Richard Whyte, chief estimator-Toronto civil division for EllisDon Corporation.

“The formation of a centralized conduit through which the industry can form business relationships with Black-owned construction companies as well as increase representation amongst the trades is an important first step to make meaningful change to this problem.”

Although several organizations and government infrastructure projects are now including social procurement programs, construction companies claim they are unable to fulfil the mandate due to an inability to find accredited or Black union tradespeople to hire. However, there are complex and economic barriers to being a part of a union that leaves Black workers out of lucrative job opportunities.

In facilitating a united voice for the Black construction industry, the Afro-Canadian Contractors Association will address the racism, unfair hiring process, and inaccessibility to job opportunities by offering a range of professional workshops focused on educating Black contractors and lobbying for change within the unions and industry stakeholders.

Brookfield sells Enwave district energy

Brookfield Infrastructure is selling 100 per cent of Enwave, its North American district energy enterprise that includes the deep lake water cooling network in Toronto. The CAD $5.24 billion (USD $4.1 billion) divestiture consists of two separate transactions: Ontario Teachers’ Pension Plan Board and Australia-based IFM Investors will jointly acquire Enwave’s Canadian operations for CAD $2.8 billion (USD $2.18 billion); QIC and Ullico will acquire Enwave holdings in the United States.

“The sale of Enwave caps off a hugely successful investment for Brookfield Infrastructure, one in which we grew the business significantly through organic growth initiatives and follow-on acquisitions,” says Sam Pollock, chief executive officer of Brookfield Infrastructure.

Along with the Toronto-based piece, which Brookfield acquired in 2012, Enwave district energy facilities serve more than 800 customers with long-term contracts in 13 major cities — delivering nearly 3.8 million pounds per hour of heating and 327,000 tons (296,649 tonnes) of contracted cooling. That includes more than 300 Canadian customers in Toronto, London, Windsor and Charlottetown. Both the Canadian and U.S. assets will retain the name Enwave.

“Enwave is a prime example of an investment that we believe can be both commercially attractive and contribute to broader sustainability efforts,” maintains Dale Burgess, senior managing director, infrastructure and natural resources, with Ontario Teachers’. “It provides district energy solutions to a high-quality portfolio of clients in Canada, helping them reduce greenhouse gas emissions and improve energy efficiency.”

This is the second infrastructure investment Ontario Teachers’ has undertaken with IFM Investors, representing a group of Australia pension funds with more than USD $106 billion in assets under management. The partners co-own Global Container Terminals, operating out of the Ports of Vancouver and New York and New Jersey, and will each hold a 50 per cent stake in Enwave.

“We are looking forward to working with Ontario Teachers’ and continuing to grow Enwave’s footprint of sustainable district energy solutions throughout North America.” says Kyle Mangini, global head of infrastructure at IFM Investors.

Design team awarded West Kelowna’s first city hall

Johnston Davidson Architecture has been selected as the design team who will work with West Kelowna and the Okanagan Regional Library to design the first city hall/library building. Preliminary design including stakeholder and public consultations will begin this spring.

Located in Westbank Centre at 3731 Old Okanagan Highway and adjacent to the city’s Johnson Bentley Memorial Aquatic Centre (JBMAC), West Kelowna is establishing its first purpose-built city hall building and welcoming the Okanagan Regional Library as a one-third equity partner.

“This is an exciting equity partnership that benefits our community. And, we’re looking forward to further developing our community partnerships to make the Westbank Centre a vibrant civic-centre area that serves the Greater Westside,” ” says Mayor Gord Milsom.

Incorporating Indigenous art and culture remains important across the Greater Westside. Now that the project is moving into the preliminary design phase, the city will be working with Westbank First Nation and the Okanagan Regional Library to include ways to celebrate learning, heritage, culture and designing gathering places where everyone is welcome and can be inspired.

The West Kelowna Branch of the Okanagan Regional Library has been in its current leased location for more than 25 years; and, the city’s administration has been operating in many temporary facilities for more than 13 years.

“The Okanagan Regional Library Board is very excited about this opportunity and unanimously approved the project,” says Karla Kozakevich, chair of the Okanagan Regional Library board. “The new location is a fantastic opportunity for Okanagan Regional Library to expand the library service and show the people across the Greater Westside that the Library continues to be at the heart of the community.”

City staff is also exploring other collaborations in the building who would also directly serve the public. Discussions with other levels of government responsible to serve West Kelowna are underway to determine the feasibility of, for example, constituency offices being occupied in the building.

 

Broadway Subway Project starts site preparations

The $2.83 billion Broadway Subway Project is starting site preparations in Vancouver. All demolition work is to be completed by end of April, in preparation for the start of station construction.

The Broadway Subway is a 5.7-kilometre extension of the Millennium Line from VCC-Clark Station to Broadway and Arbutus in Vancouver. Six new underground stations will connect communities and neighbourhoods, making it easier and more affordable to live, work, shop and access services along Broadway.

Some building demolition is necessary to construct the six new station entrances and create laydown areas that will be used as work staging and storage. This will minimize disruption on Broadway and adjacent streets.

The first buildings slated for removal are on the 100 block of East Broadway and 2500 block of Main Street for the future Mount Pleasant Station.

The project’s design-build contractor, Broadway Subway Project Corporation, began working on site in fall 2020, with a focus on surveying and removing hazardous materials from buildings. Other preliminary work underway includes relocating utilities and conducting geotechnical investigations. The contractor is also working to finalize designs for the new stations, which will be presented at a public open house in the spring.

Major works will start this spring. Upcoming construction activities will include the tunnel portal and elevated guideway near Great Northern Way, with tunnelling to begin in 2022.

When completed in 2025, the Broadway Subway will provide fast and frequent SkyTrain service to B.C.’s second-largest jobs centre, health-care services, an emerging innovation and research hub, and growing residential communities.

“The Broadway Subway will be transformational – not just for the City of Vancouver, but for the entire region and the province as a whole,” said City of Vancouver Mayor Kennedy Stewart. “As Metro Vancouver’s second-largest employment centre, the Broadway corridor helps generate $14 billion in gross domestic product that will power our economy for decades to come. This project will not only move people, but also ideas, innovation and investment. The Broadway Subway will move us all forward.”

ASHRAE tracks COVID-19 HVAC learning curve

ASHRAE is keeping pace with the COVID-19 HVAC learning curve with updated guidance to address changing conditions and situations. A newly refreshed edition of the ASHRAE Epidemic Taskforce’s Building Readiness Guide provides more resources for calculating the effectiveness of building flushing and filtration, helping building operators navigate the complexities of clearing contaminants and preparing for incoming occupancies.

“New information includes: the theory behind the use of equivalent outdoor air supply; method for calculating the performance of filters and air cleaners in series; and filter droplet nuclei efficiency that help evaluate the system’s ability to flush the building,” reports Wade Conlan, team lead for the project.

A downloadable program allows operators to enter information about key system elements such as air handling units, cooling coils, filters and in-room air-cleaning device in order to determine the required flushing time. There is also new guidance related to heating wintertime outdoor air and its potential impact on building systems.

This augments the Taskforce’s existing guidance on increased filtration, air cleaning strategies, domestic and plumbing water systems, and overall improvements to a system’s ability to mitigate virus transmission.

Condo plans unveiled for five-property site in Yorkville

Greybrook Realty Partners Inc. and Tribute Communities are teaming up on a luxury high-rise condo development in the Bloor-Yorkville area of Toronto.

The investment into five separate properties located at 148, 152, and 156 Avenue Road, and 224 and 234 Davenport Avenue, will be transformed into 380 residential units and more than 6,000 square feet of commercial space at grade.

Located at the northwest corner of Avenue Road and Davenport Road, the site is close to four different TTC subway stations and other commonly desired amenities. Also nearby is the University of Toronto’s St. George campus, the Royal Ontario Museum, the Telus Centre for Performance and Learning and a number of galleries.

The property is one of several sites in the Bloor-Yorkville area in which Greybrook is actively developing, including the “Vertical Forest,” a residential development at Davenport Road and Bedford Road, which is intended to support more than 350 tall trees on the exterior balconies of the building, and a 29-storey mixed-use condo building that will transform the corner of Yorkville Avenue and Avenue Road.

“Residential development sites such as this site have become much harder to find in the City of Toronto, particularly in the best neighbourhoods in the City, said Peter Politis, CEO, Greybrook Realty Partners. “With the federal government’s planned increase in immigration over the next three years, Toronto will need new housing to support the growing population and transit-oriented developments such as this site will be in high demand.”

Ontario to stretch energy efficiency spending

Competitive procurement underpins the Ontario government’s efforts to trim the price-point of energy efficiency spending. A new slate of conservation and demand management (CDM) programs allocates $456 million for commercial, institutional and industrial consumers over a four-year period with $110 million of that earmarked for still unspecified “customer solutions” to be rolled out in 2023 and 2024. That’s in line with the government’s interest in the outcome of a pending pilot energy efficiency auction to procure 13 megawatts (MW) of permanent demand reduction via a competitive bid process.

Notably, the directive from provincial Energy Minister Greg Rickford setting out the parameters for the 2021-24 CDM framework decrees: “The new CDM framework will leverage competitive procurements and calls for proposals in order to increase competition, improve cost-effectiveness and solicit consumer-based solutions.” It also instructs the Independent Electricity System Operator (IESO) to report on lessons learned from the pilot auction as part of a mid-term review of the framework to be submitted to the Minister by December 31, 2022.

Customer solutions are projected to deliver 325.7 gigawatt-hours (GWh) in energy savings and 44.1 megawatts (MW) of peak demand reduction in each of 2023 and 2024, or about 42 per cent of energy savings and 35 per cent of peak demand reduction anticipated from all business programs in those years. In total, the CDM framework anticipates more than 2,509 GWh of energy savings and nearly 410 MW of peak demand reduction from the commercial, institutional and industrial sectors over the four-year period.

To begin, many of the commonly obtained Save on Energy incentives from previous iterations of the CDM framework remain on offer. The largest share of funding — $57.6 million in 2021 and $54.5 million in 2022 — will be channelled to prescriptive retrofit measures, providing a per-unit rebate for the installation of a range of lighting and HVAC products, motors, variable frequency drives and select building equipment such as refrigerators, dryers, thermostats and controls for beverage vending machines. This will decrease to $39 million in both 2023 and 2024.

Whole-building saving incentives through the energy performance program have been enhanced in the new CDM framework. The incentive for commercial and institutional facilities is now offered for a three-year period. A total of $22 million is budgeted for the program, escalating from $4.4 million in 2021 to $7.2 million by 2024.

It will provide payments of $0.04 cents per kilowatt-hour (kWh) for metered energy savings relative to baseline energy use at the beginning of the contract period, and a new $50 per kilowatt (kW) payment for metered peak demand reduction relative to the baseline. Additionally, enrollees may be eligible for upfront payments to help underwrite energy efficiency investments that will deliver the savings.

Despite escalating allocations for energy management — from $3.5 million in 2021 up to $14 million in each of 2023 and 2024 — funding for embedded energy managers will be diverted to other avenues after 2022. Until then, companies can still cover the salaries of in-house experts tasked with finding and delivering energy savings via the incentive, which provides up to $150,000 annually based on a formula of $300 per kW of peak demand reduction achieved. (Although, at that the full rate of earning, fewer than 24 would be covered in 2021, with numbers then growing to 55+ in 2022.)

As of 2023, companies must use their own resources to remunerate in-house energy managers, but they will be eligible for what’s described as an “enhanced level of technical support and resources”. The IESO has also promised a stakeholder consultation to get input on companies’ energy management needs.

For 2021-24, the range of incentives for small businesses with fewer than 50 employees will expand from the previous focus — which provided up to $2,000 for lighting upgrades — to include HVAC and refrigeration equipment. However, the overall program budget will shrink from $9.1 million in 2021 and $9.2 million in 2022 to $5.1 million in each of 2023 and 2024.

Funding continues to be available for local programs, which address specific needs within a community or region. The CDM framework allocates $65.6 million for such initiatives during the four-year period with $15.5 million available this year. In keeping with the Minister’s directive, the IESO states: “Beginning in 2021, the implementation of local programs will leverage competitive mechanisms to provide targeted energy and demand savings for specific areas, while encouraging innovation and energy cost savings.”

This year is also a transitionary year, as proponents who had projects approved by Dec. 31, 2020 under the previous CDM framework will have until Dec. 31, 2021 to complete them and claim their incentives. Additionally, due to COVID-19-related business shutdowns and supply chain interruptions earlier in 2020, some proponents will still be completing projects approved under the previous government’s program regime, known as the Conservation First Framework. Those must be complete by June 30 of this year.

Three interior designers named 2020 IDIBC Fellows

The Interior Designers Institute of B.C. (IDIBC) created the Fellow Awards to recognize the outstanding contributions of certain members and individuals in the design community.

A Fellow is currently, or was previously, a registered member who has been nominated by the membership and approved by the Fellow Nomination Committee for having contributed in a significant manner through distinguished service to the betterment of the association, the interior design profession or the applied arts to an extent sufficient to warrant the honour of Fellow.

IDIBC named three new fellows for 2020: Sally Mills, Jim Toy and Gerry Shinkewski.

Sally Mills, a principal at Kasian Architecture Interior Design and Planning in Vancouver, has a long history of advocating for the interior design profession in B.C. and across Canada. She served on the IDIBC board of directors as president, and currently she sits on the board of governors. As the B.C. director for Interior Designers of Canada (IDC), Sally played a liaison role between our provincial and national organizations. In 2018 she was elected President of the IDC Board of Management; today she serves on that Board as Past President.

Jim Toy’s induction as a Fellow of IDIBC is long overdue. As owner of Vancouver’s False Creek Design Group since 1994, Jim is a longtime member of the Vancouver interior design community. He has volunteered in several significant roles within IDIBC; president of the board of directors, member of the board of governors, member and chair of the Regulatory Process Committee, and Governance Committee member, to name a few. Jim provides an important link between the interior design and architectural communities. He recently he concluded a three year term as board chair of the Architectural Foundation of BC (AFBC), a board on which he also sat as a director from 2011 to 2016.

Gerry Shinkewski is one of the founding partners of Seeton Shinkewski Design Group (known today as SSDG Interiors), one of the largest interior design firms in Vancouver. Established in 1979, many Vancouver designers speak fondly of having worked with Gerry at SSDG. As a member of IDIBC he volunteered on the legal committee, and even though he retired from practice in 2016, Gerry remains active on the regulatory process committee which is diligently working towards the regulation of BC’s interior design industry.

 

Feds announce Temporary Rental Assistance funding

The Government of Canada announced it will be offering Temporary Rental Assistance funding of up to $15 million to assist former federally administered social housing projects whose operating agreements expired prior to April 1, 2016. The funding will support these housing organizations and provide affordable accommodation to persons and families of low income.

“Our government is taking all the necessary steps to ensure that every Canadian has a safe and affordable place to call home,” said the Hon. Ahmed Hussen, Minister of Families, Children and Social Development and Minister Responsible for CMHC. “Thanks to this new funding, we are able to lend a helping hand to families and individuals in need from coast to coast to coast. We remain committed to address housing need across Canada.”

Temporary Rental Assistance will be offered between April 1, 2021, and March 31, 2022, as exceptional one-time assistance. The application will be open between February 1st and March 1, 2021. Non-profit providers are invited to apply through the CHTC website, while the housing co-operatives are invited to apply through the Agency for Co-operative Housing‘s website.

“The Government of Canada is dedicated to helping Canadians have safe and affordable housing that meets their needs,” said Adam Vaughan, Minister Responsible for CMHC. “These investments will make a real difference in the lives of many families and individuals across the country and right here in Ontario. Community housing plays an invaluable role. It doesn’t just make housing more affordable. It gives families that stability they need to make ends meet and get ahead. It builds diverse communities. Stronger communities that benefit us all.”

Nexus moves up to TSX-listed REITs roster

Nexus Real Estate Investment Trust has joined the roster of TSX-listed REITs. Nexus units were consolidated at a factor of four-to-one and delisted from the TSX Venture Exchange upon today’s graduation to trading on the TSX. Accordingly, the monthly distribution of $0.01333 per pre-consolidation unit will be adjusted to $0.05333 per post-consolidation unit.

“The graduation to the TSX is part of our strategy to increase exposure to investors and improve our trading liquidity” reports Kelly Hanczyk, Nexus REIT’s chief executive officer. “The higher per unit trading price resulting from the four-for-one unit consolidation will also help attract a wider investor base.”

The REIT currently boasts 75 assets encompassing 4.4 million square feet of rentable area and is slated to complete acquisitions for a further 1.3 million square feet of industrial space later this winter and spring. “We are focused on growing the REIT’s industrial portfolio, an asset class that has provided significant stability to the REIT since inception, and we hope to be successful in completing a number of industrial acquisitions this year,” Hanczyk adds.

Canadian Council for women in roofing set to launch

The Canadian Roofing Contractors Association (CRCA) announced that they have partnered with the National Women in Roofing (NWiR) in the US to establish a Canadian Council of the organization.

The volunteer-based organization supports and advances the careers of women roofing professionals. Membership also includes and welcomes men who support the inclusion of women in the roofing industry.

CRCA is looking forward to help NWiR establish itself in Canada and provide their four pillars of service to women involved in the roofing industry. NWiR’s four pillars are:

  • Mentoring: mentor and empower women in the roofing industry to achieve excellence in their chosen careers.
  • Education: Create high-quality learning programs and experiences for men and women to build successful businesses and careers in roofing.
  • Networking: provide opportunities to interact with women in the roofing industry, creating strong, long-lasting and supportive networks.
  • Recruiting: reach beyond traditional recruitment strategies to attract and hire women who will bring diverse backgrounds, talents and experiences to the roofing industry.

CRCA also announced that Wendy Fraser, P.Eng, CRCA’s technical manager has joined the board of directors of NWiR’s Canadian council and will also serve as the membership chair.

“I look forward to growing the outreach and support of the NWiR to the entire Canadian roofing industry,” says Fraser.

The board of directors for the NWiR Canadian council is being established and led by chair Lillianne Dunstall. She worked for Tremco for more than 17 years before retiring as VP North American Business Ops and Canadian Roofing.

She has been involved in NWiR since its inception in 2016 and is excited to begin a Canadian council. “I am so impressed with the organization that when this opportunity presented itself, I had to come out of retirement and hop on board,” says Dunstall.

The newly formed National Women in Roofing Canada council is set to launch this spring.