B.C. provides funding for low-carbon innovation

B.C.’s building-sector businesses can tap into an additional $8 million for projects to accelerate the availability and affordability of low-carbon building solutions.

The funding is available through the CleanBC Building Innovation Fund (CBBIF). Low-carbon building solutions include a wide range of energy-efficient developments in the building sector, including advanced building components and designs, new construction methods, low-carbon heating, ventilation and air conditioning (known as HVAC) systems and digital technology solutions.

The CBBIF provides funding to promote building-sector innovation in four separate streams:

Material, component and system manufacturing ($300,000 to $1 million) – funding to support investment in manufacturing facilities to diversify and expand existing product lines or commercialize new low-carbon product lines
Digital technology solutions ($200,000 to $500,000) – funding for low-carbon technology development for new or improved digital solutions
Demonstration projects (up to $250,000) – funding to help offset the incremental capital or operational costs of low-carbon demonstration projects
Open call for innovations ($250,000 to $500,000) – an open call for other types of low-carbon projects not covered by the other funding streams

This funding is part of StrongerBC, B.C.’s Economic Recovery Plan, which sets out the government’s next steps to move forward from the COVID-19 pandemic. The plan outlines new investments in health care, getting people back to work, supporting businesses and helping communities.

The $8 million will support economic recovery by helping to maintain existing jobs and create new jobs as energy-efficient and low-carbon product lines and sales opportunities are developed.

The CBBIF application intake opened in mid-November and will close on Jan. 10, 2021. Applicants who submit their full applications before Dec. 15, 2020, will have the opportunity to receive feedback and revise their applications before the deadline.

Tridel selected for Phase 4 and 5 Regent Park revitalization project

The Board of Directors for Toronto Community Housing Corporation (TCHC) announced that Tridel Builders Inc. will be the new developer partner for Phases 4 and 5 of the Regent Park revitalization following a competitive request for proposals (RFP) process.

Tridel’s plan included a $26.8-million community economic development program that TCHC believes will benefit the tenants and residents of Regent Park. The program will be shaped over the next year with regular, frequent and direct input from the community on their priorities.

“Our goal was to realize the best social and financial value for the development of this public asset, leading to the best possible outcomes for tenants and the people of Toronto,” said TCHC Board Chair Tim Murphy. “We have reached that goal through the RFP. Tridel won the contract with a plan that provides outstanding value to the Regent Park community, TCHC and the City of Toronto.”

Meanwhile, the Daniels Corporation will continue to be TCHC’s developer partner for Phase 3 of the Regent Park revitalization, and will complete all work arising from that partnership. The Daniels Corporation, Tridel and Capital Developments were the three developers competing for the contract under the RFP.

TCHC retained an external independent Fairness Commissioner, Justice Coulter Osborne, to oversee the entire procurement to ensure it was unbiased and did not favour or prejudice any one particular proponent.

“TCHC has worked to ensure the RFP process was fair, rigorous and transparent,” said President and CEO Kevin Marshman. “The process has included an unprecedented level of community involvement, reflecting our commitment to put tenants’ needs at the centre of our decision making. We thank the community for its participation and input, which has helped us to ensure that our process to select a developer partner met the needs of the Regent Park community.”

Toronto Community Housing adds new senior support services

Toronto Community Housing (TCHC) is moving forward with the first stage of a new Integrated Service Model (ISM) to support the needs of senior tenants as they age in place.

The model has been designed and developed by TCHC and the City of Toronto with input from the Toronto Central Local Health Integration Network (LHIN) and senior tenants. The TCHC Seniors Housing Unit will begin implementing the model this month in 18 buildings in the southeast area of the city. More buildings will be added in 2021 and 2022.

“Implementing the Integrated Service Model is a key deliverable of the City’s Tenants First plan,” said Mayor John Tory. “The model will provide the improvements that senior tenants living in Toronto Community Housing have told us they want and need. It will deliver services to seniors in ways that meets their specific needs and, more importantly, it will build relationships of trust between housing staff and the senior tenants they serve.”

Once fully implemented by the end of 2022, the ISM will support improved housing services for more than 14,000 low-income senior tenants (age 59+) living in 83 seniors-designated buildings across the city.

The ISM for senior tenants includes:

A new staffing model that establishes new roles, increases staffing levels, assigns dedicated staff for specific buildings, and delivers a new staff training curriculum on aging-related topics
New seniors-specific operating policies and procedures in priority areas, including communication, safety, unit/building condition, housing retention and more
Seniors Health and Wellness Hubs, located in select TCHC seniors-buildings. The hubs will offer a range of social and health services for tenants and other seniors living in the community
Designated Care Coordinators (funded through the Toronto Central LHIN) aligned to City of Toronto neighbourhood teams who will support identified seniors buildings within their neighbourhood. Care Coordinators will work with TCHC staff to ensure tenants can access the health supports they need.

TCHC’s Seniors Housing Unit hosted a virtual information session on December 8 to inform TCHC seniors about the changes and a new advisory committee, consisting of senior tenants, which will provide input to TCHC and the City on the implementation of the model. City staff will also support the project by evaluating the ISM to ensure it is making a difference in the lives of senior tenants.

“The Integrated Service Model reflects our commitment to enabling our senior tenants to age in place in comfort and with dignity,” said TCHC President and CEO Kevin Marshman. “The model improves the delivery of housing services with an increased focus on issues that affect housing stability, and it increases access to health and community support services for seniors through better integration of community agencies within each of our seniors-designated buildings.”

Pushing for the cleaning industry to get priority vaccine access

ISSA has written to the U.S. Centers for Disease Control and Prevention (CDC) Advisory Committee on Immunization Practices to ask that the entire cleaning supply chain be given priority access to vaccines in order to safely continue to fight the COVID-19 pandemic without interruption.

John Nothdurft, ISSA’s Director of Government Affairs, said in a letter dated December 3 that “our members are on the front lines of protecting public health through the manufacturing of cleaning equipment, cleaning products, sanitizers, and disinfectants, and by providing cleaning services that protect schools, daycare centres, grocery stores, medical institutions, residential care facilities, multifamily housing units, warehouses, office buildings, and other institutions.”

He added it’s “imperative” that essential cleaning workers get prioritized access to COVID-19 vaccines to help minimize disruptions in the industry’s supply chain of cleaning and hygiene-related products that are critical to public health. ISSA is asking the CDC to protect frontline workers tasked with sanitizing, cleaning, and disinfecting.

In the letter, Nothdurft notes that “essential” cleaning workers were defined by the Cybersecurity and Infrastructure Security Agency (CISA) in March as including:

Workers at manufacturers [of] cleaning, sanitizing, disinfecting or sterilization supplies (including dispensers), sanitary goods, personal care products, pest control products, and tissue and paper towel products
Workplace safety workers
Public health and environmental health workers
Workers supporting the sanitation and pest control of all human and animal food manufacturing processes and operations from wholesale to retail
Workers necessary to maintaining the safety, sanitation, and essential operation of residences, businesses and buildings, such as hospitals and senior living facilities
Workers who support hazardous materials response and cleanup
Workers supporting the production of protective cleaning and medical solutions, PPE, chemical consumer and institutional products, disinfectants, fragrances, and packaging that prevents the contamination of food, water, medicine, among others essential products
Workers supporting the operations of commercial buildings that are critical to safety, security, and the continuance of essential activities, such as janitorial personnel
Workers who produce hygiene products
Workers providing disinfection services for all essential facilities and modes of transportation and who support the sanitation of all food manufacturing processes and operations from wholesale to retail
Support required for continuity of services, including commercial disinfectant services, janitorial and cleaning personnel, and support personnel functions that need freedom of movement to access facilities in support of frontline workers
Workers supporting the production of home cleaning, pest control, and other essential products necessary to clean, disinfect, sanitize, and ensure the cleanliness of residential homes, shelters, and commercial facilities
Workers supporting the production of home cleaning and pest control products

In the letter, ISSA reaffirmed it supports the CDC’s efforts to prioritize access to COVID-19 vaccines. It noted that the cleaning industry plays a “uniquely important” role in protecting public health during the current health emergency.

“We hope the CDC will recognize the importance of the cleaning industry and its supply chain so that our businesses and workers can safely continue to fight the transmission of COVID-19,” Nothdurft concluded.

ISSA’s request has been echoed by the American Cleaning Institute. The ACI also sent a letter to the CDC campaigning for people who make cleaning products, hand sanitizer, and disinfectants to be included in the first priority group for essential workers receiving the vaccine.

In Canada, the National Advisory Committee on Immunization (NACI) released comprehensive preliminary guidance on prioritizing early COVID-19 immunization. Among the key groups identified were “workers essential to COVID-19 response” and “essential services for the functioning of society”.

NACI added that Stage 1 of the vaccination process should see healthcare workers prioritized, among other groups, including “all those who work in healthworkcare settings and personal support workers whose work involves direct contact with patients.” The committee noted that healthcare workers providing frontline care to patients are differentially exposed to SARS-CoV-2, and are needed to protect healthcare capacity. Priority immunization of this group would minimize the “disproportionate” burden of those taking on additional risks to protect the public. NACI noted this should be expanded to other healthcare workers based on subsequent supply availability.

In summary, that group includes:

Hospital employees
Other staff who work or study in hospitals, such as healthcare students, contract workers, and volunteers
Other healthcare personnel, such as those working in clinical laboratories, nursing homes, home care agencies, and community settings

Stage 2, says the NACI, should then incorporate:

Health care workers not included in the initial rollout
Residents and staff of all other congregate settings (e.g., quarters for migrant workers, correctional facilities, homeless shelters)
Essential workers

Efficiency Capital achieves Canada’s first IREE

Efficiency Capital is the first in Canada to achieve the internationally-recognized Investor Ready Energy Efficiency certification (IREE) with its retrofit project across WoodGreen Housing Community buildings in Toronto.

Efficiency Capital funds, develops and manages efficiency retrofit projects, offering performance-based investment solutions to improve building energy efficiency with no upfront cost to building owners. The WoodGreen Retrofit Project managed by Efficiency Capital successfully addressed a backlog of deferred maintenance and asset renewals, ensuring WoodGreen’s financial health while decreasing its environmental footprint and improving occupant comfort and safety.

“We congratulate Efficiency Capital on achieving Canada’s first Investor Ready Energy Efficiency certification. Through a certification like IREE, projects can more easily unlock the financing needed to accelerate the implementation of high-quality retrofits,” said Thomas Mueller, president and CEO of GBCI Canada and Canada Green Building Council (CaGBC). “This project shows that energy-efficient retrofits in residential buildings, including non-profit housing, can play a key role in helping Canada achieve its climate mitigation goals.”

IREE certification is based on GBCI’s Investor Confidence Project (ICP) framework, which gives funders the confidence that retrofit projects have undergone a standardized method of analysis that is certified by an independent third-party. The WoodGreen project met or exceeded all ICP framework requirements, exemplifying Efficiency Capital’s leadership in supporting the standardization of building efficiency upgrades and accelerating the development of Canada’s retrofit economy.

“We follow a very high project development and verification standard in order to satisfy our funders,” said Matt Zipchen, president of Efficiency Capital. “New sources of capital must enter the sector if we are to achieve our climate goal. With IREE certification, we’re providing a standardized mechanism for more mainstream investors to come to the table. Such certification tools are critical for reducing both the risk and the due diligence required for pooling and funding efficiency retrofits at scale.”

Alistair McKnight named new PCL district manager

Alistair McKnight has been named as PCL Construction’s new district manager for the Calgary and Southern Alberta region.

McKnight started with PCL in 2006 as a construction risk manager in Toronto. He joined the Calgary district in August 2014 after working for four years as the development manager on the award-winning Victorian Comprehensive Cancer Centre in Melbourne, Australia. McKnight was the PCL project director on the Calgary Cancer Centre prior to September 2018, when he took on the role of operations manager for Calgary.

“I am proud of what our Calgary construction community achieves each day. I am humbled by the opportunity to continue to shape our industry’s future, build success together and further our relationships,” said McKnight. “I remain committed to creating an inclusive environment where everyone’s unique abilities are celebrated. I am extremely grateful for the dedication of our teams who support our clients in achieving their vision.”

Another leadership announcement in the district sees Paul Walker take over as operations manager. Walker has been with PCL for 16 years and ensures a seamless transition in continuing construction excellence.

“Our commitment to our clients’ visions of their projects will continue to be our number one priority as we look to develop new and existing relationships within the construction community,” said Walker. “I’m excited about what the future holds, and I look forward to working with all our partners as we continue to foster future growth throughout Calgary and Southern Alberta.”

PCL would like to congratulate outgoing district manager, Blaine Maciborsky on his retirement after 39 years with the company, and thank him for his outstanding service to the community and industry.

Five ways of giving back during the holidays without leaving your condo

The holiday season is, without a doubt, the time of year when more charitable donations are made. The spirit of giving overcomes humanity and we find ourselves increasing contributions to our favourite charities, volunteering our time to local soup kitchens and buying blankets to distribute to those who look like they could use some extra warmth and good cheer.

Unfortunately, many condo residents are lamenting that they cannot physically go to their usual spots to give back as COVID-19 remains an active concern. But while things may look a little different this year, this does not mean that all opportunity is lost.

To get the ball rocking and rolling, here are five ideas for giving back without even leaving your condo.

Send holiday cards to strangers

Send a holiday card to one of your local retirement homes. Many residents will not receive cards for a variety of reasons, so why not send a little unexpected joy to someone this holiday season?

Support a virtual shoebox campaign

This year, instead of collecting and packing items and sending them away, organizations like The Shoebox Project for Women and Samaritan’s Purse (Operation Christmas Child )have orchestrated virtual shoebox campaigns to ensure that they are still able to distribute gift-filled shoeboxes to those in need during COVID.

Donate some time to chat with a senior

Have some time to spare? Often that can make more of an impact than money. There are organizations which can hook you up with a few lonely folks looking for someone to chat with over the phone. CHATS (Community and Home Assistance to Seniors) and Chatting to Wellness are just two of a number of organizations that help connect volunteers to seniors.

Fundraise to purchase food for your local food bank

For just $200 people can buy a 600 pound skid of food for their local food bank. That’s a lot of food. If there is no money to spare, try posting on social media to let friends and family know you are fundraising to donate back to your local food bank. Ask those that are wanting to contribute to send you a message. CanadaHelps is a charity that supports all Canadian charities, no matter how big or small; this includes soup kitchens.

In line at a drive-through? Pay it forward

A cup of coffee is sometimes all it takes to turn someone’s frown upside-down. Consider asking the attendant to allow you to pay for the order for the vehicle behind you. More often than not, this starts a chain-reaction of goodwill and happy smiles.

Kirsten Dale is a registered condominium manager (ACMO) with MCRS Property Management, based in Huntsville, Ontario providing condominium management services in Simcoe, Muskoka, Parry Sound and Haliburton.

Mixed-use tower to build on Toronto’s heritage

Dream Office REIT and Humbold Properties have unveiled plans for a 79-storey mixed-use tower straddling Toronto’s financial and entertainment districts. Three existing heritage buildings at 212, 214 and 220 King Street West will be incorporated into the podium of the development, which will house 660,000 square feet of office space, 588 rental housing units and 10,000 square feet of retail space.

“We believe, and continue to believe, that demand for incredibly well-located and designed mixed-use buildings will increase as residents and tenants expect to have it all,” says Michael Cooper, chairman and chief executive officer of Dream Office REIT — promising that the new development will have “a strong focus and importance placed on amenities, transit, connectivity to the city, outdoor spaces, and a serious approach to health and wellness.”

Courtesy of SHoP Architects

Development partner Humbold Properties acquired 214 King Street West nearly 45 years ago, prior to the arrival of the nearby iconic Roy Thomson Hall and transformation of an aging industrial zone into today’s vibrant commercial-residential reality.

“We are excited to unveil a design that not only honours our city’s rich architectural history but injects new energy into the downtown core,” says Robert Singer, vice president with Humbold Properties. “We are thrilled to be partnering with Dream to create a new vision for this unique intersection and to carry these buildings’ legacies on for generations to come.”

Lead architect, New York based SHoP Architects, has experience in that city integrating new towers with designated heritage buildings. Working with the Canadian firm, Adamson Architects, the SHoP design retains the scale and presence of the original block, using setbacks and a public atrium, which will double as the office lobby, to create connections to a 310-metre tower soaring above.

“We know we have to move forward and innovate, but we need to do so in a way that demonstrates sensitivity and sensibility, and contributes to the life of a city,” says Gregg Pasquarelli, founding principal of SHoP Architects.

Streetscape illustration by Norm Li.

Streets for People underway in New Westminster

The City of New Westminster is advancing its Streets for People transportation initiative by reallocating street space and installing road markings and signage throughout the city with the goal of making streets better for walking, wheeling, and cycling.

Streets for People was adopted by New Westminster City Council in May 2020 as a way to address the shifts in use of public space and physical distancing directives brought on by the COVID-19 pandemic, as well as to accelerate the city’s commitment to sustainable transportation.

“It is our goal at the city to make transportation more sustainable and equitable for all road users,” said Mayor Jonathan X. Cote. “We are committed to reimagining our streets to better support neighbourhood livability, commercial district viability, community resiliency, and public safety now and into the future.”

The following improvements have either been installed recently, or will be installed in the coming weeks:

Shared lane markings, or “sharrows” on several streets throughout the city that help alert drivers to cyclists on shared roads while guiding people as they ride along bike routes.
Pedestrian crossing improvements such as curb extensions to shorten the crossing distance, pavement markings, signage, flashing beacons, and improved street lighting at four locations: Eighth St. & Third Ave, Twelfth St. & Fourth Ave, Eleventh St. & Sixth Ave, Richmond St. near Miner St.
Multi-use pathway on the east side of Moody Park between Seventh and Eighth Avenues, as well as signal replacement at Eighth Ave & Eighth St., to improve connectivity to the new NWSS, Massey Theatre and Moody Park Arena (project cost partly funded by TransLink’s cycling infrastructure improvement program).
Interim greenway facility between First St. and Seventh St. as part of the Agnes Greenway project.
Initial installation of new school crosswalk signage to increase driver awareness
Changes to Sixth Ave sidewalk space in response to public input.

The initiative addresses two of the city’s seven climate action bold steps: car light community, with the goal of 60 per cent of all trips within the city to be made by sustainable modes of transportation (walk, transit, bike, multi-occupant shared) by 2030; and quality people-centred public realm, with the goal of 10 per cent of today’s street space reallocated for sustainable transportation or public gathering by 2030.

Changing procurement in construction

Procurement is an integral part of a construction project, but the culture of “lowest bid” is unsustainable. The future of procurement needs to be collaborative and transparent with selection based on qualifications and experience, according to a panel of experts at this year’s Buildex Alberta.

Bill Black, president of the Calgary Construction Association, explained the current procurement process is largely a short term approach that does not consider the long term consequences.

“One of the biggest barriers is conditioning,” he said. “The procurement side has been conditioned that no one gets fired for picking the low bid. Picking the third lowest takes some explaining – someone has to defend it. The respondents are conditioned to race to the bottom faster than the other guy. These habits have been dangerously ingrained.”

That habit and conditioning and resistance on both sides is the biggest barrier, he continued, which leads to “poor results, broken teams, disenchanted participants.”

Stephani Carter, owner of EcoAmmo Sustainable Consulting, stressed collaboration allows project goals to be reached and that starts with procurement.

“Low bid places an emphasis on the bidding process… and the game is to win the bid, not to build a high-quality building. Low bid is a misconception. Owners don’t see the real cost,” said Carter, noting that 70 per cent of projects go over budget.

She went on to outline what she believes are “ideal procurement practices” including placing more weight on qualifications and interviewing, inclusivity and diversity and sharing lessons learned.

“If we are to overhaul procurement for the betterment of our project outcomes and society as a whole, we will need to innovate and share lessons learned. Fairness is not striving for three low bids,” said Carter.

Tim Coldwell, president of Chandos Construction agreed and explained how his company has integrated social procurement into their supply chain. He cited a $86 million project as an example where the project team has committed 10 per cent of the contract amount to be spent with local social enterprises at zero premium capital cost.

He said general contractors have a huge opportunity to show leadership. “The general contractor controls a lot…85 per cent of costs on projects are subbed out by the general. We as a group have been successful in moving the goal posts in terms of procurement methods.”

Marion LaRue, a principal at Dialog, also advised Canadian procurement practices need to change.

“Procurement needs to be more collaborative and needs to be valued because when we chase the fee on procurement – looking for that low fee – sometimes you’re rewarding poor performance,” she said, noting the industry in the U.S. places high value on qualifications and experience and not the fee. “People around the table drive the success of the project, not the company. You can negotiate fees with anybody within a reasonable range, but you can’t negotiate someone’s personality or experience.”

The client, contractor and design team all have to work closer together, get involved early on, to produce the desired outcome on a project versus working in silos.

“We’re never going to meet our goals of sustainability,” said Carter. “We have to – at scale, at mass – share information and learn from each other. We can’t be siloed.”

Black said the industry has to take a more holistic approach to procurement or it will face extinction.

“It’s not a competition when the loser wins. It’s managed self-destruction,” he stated. “The industry and its resources will not exist in 20 years…in any fashion that will bring you any value.”

Cheryl Mah is managing editor of Construction Business.

Line 5 condos break ground at Yonge & Eglinton

Reserve Properties and Westdale Properties marked the start of construction for Line 5 with a small ground breaking ceremony. Located at Yonge and Eglinton, a rapidly developing transit node in the city, Line 5 is the first of several projects by the development team slated for the area.

“The impact of the new LRT will be transformational for Yonge and Eglinton. With rapid transit soon to be available in every direction, we see this area emerging as the new centre of Toronto.” says Shane Fenton, chief operating officer, Reserve Properties. “As developers it’s our job to respond to the moment, delivering a project that not only contributes to the changes taking place, but fosters the incredible potential of this neighbourhood.”

Clad with high-contrast metal, mesh, and natural materials, Line 5’s two 36- and 33-storey towers and 8-storey podium aim to add a new and unexpected contrast to the existing condos at Yonge and Eglinton. Designed by architecture firm IBI Group, oscillating patterns, layers, and textures contribute to a fresh and refined architectural vernacular for the neighbourhood.

The pursuit of Line 5 is to address the changes in how people live, not only through an embrace of more technology, but through the thoughtful application of space: a dedicated ride-share pick-up is intended to alleviate the impact on local traffic; oversized parcel storage takes the clutter off the concierge desk; hot and cold storage in the lobby ensures the convenience of ordering food online doesn’t come with diminishing returns.

“Communities are defined by the people who inhabit them and Yonge and Eglinton is bursting with energy,” says Mitchell Cohen, chief operating officer, Westdale Properties. “We wanted to harness that energy and generate something truly innovative that spoke directly to the changes taking place.”

More than 30,000 square feet of amenity space, includes an 8,000-square-foot fitness facility with dedicated spaces for on-demand interactive training systems like PRAMA and Peloton, personal training, and yoga overlooking an outdoor Zen garden.

On the upper amenity floor, a co-working space and social club opens to a designer pool through a glass NanaWall that connects inside and out. Using the dynamic layering of rich materials, curving banquettes, and stone harvest tables, interior design firm U31 tailored the design of the flexible space to support those working remotely during the day while offering opportunities to socialize at night. Shared spaces include two communal kitchens, three outdoor lounges, an art studio, outdoor theatre, library, and outdoor game lounge.

Feature photo by Geoff Fitzgerald

Smarter, Better Parking Structures

The world is rapidly changing, and so is the automotive industry. Around the globe we are seeing fewer outdated gas guzzlers, proven to pollute the air and contribute to global warming, in favour of smarter, cleaner passenger vehicles that run on renewable power systems.

To facilitate this green movement, parking structures are changing too. Frank Cavaliere, Managing Principal with RJC Engineers, is a wealth of knowledge when it comes to the steps needed to design and modernize these all-important facilities.

“Even though parking structures enable the use of passenger vehicles, considered one of the evils contributing to our current environmental condition, they remain a necessity,” he says. “As such, they need to be designed to minimize their own carbon footprint while encouraging users to do the same.”

This means offering things like site-generated renewable power systems, ample space for car share programs, and preferential spaces for carpooling and alternative fuel vehicles. In addition, it means traffic control systems to help minimize driving and queuing time, bike-friendly amenities, and easy access to public transportation.

Sound like something out of a futuristic movie? Cavaliere assures us it’s not. In fact, these features are precisely what modern-day parking structures are equipped with; the components needed to meet today’s bar.

The road forward

Leading the way is Parksmart, a voluntary certification program similar to LEED that uses a rating system to measure and recognize high-performing, sustainable garages.

“Parksmart awards points for energy efficiency and sustainability of the design and construction, as well as operation,” he explains. “It encourages the use of alternative fuel vehicles, carpooling, carsharing, and even public transportation and bicycle use.”

Administered by Green Business Certification Inc. (GBCI), the Parksmart program also measures how operations are optimized to take advantage of different customer bases at different times of day, or different periods during the week. Furthermore, it looks at how the facility benefits the community by using open spaces for amenities like parks, sitting areas and markets.

Exploring the benefits

Offering a lifetime of returns for parking structures through reduced operational costs and lowered carbon footprint, Cavaliere says the rewards of Parksmart are as obvious as they are plentiful.

These include:
• Reduced operational costs
• Reduced environmental impact
• Increased energy efficiency
• Improved lighting and ventilation
• Enabling alternative modes of transportation and alternative fuel vehicle usage
• Strengthening community relationships

Certification is open to both new and existing structured parking facilities, including commercial, university, municipal, hospital, retail and hospitality. Projects can be standalone, or a part of a mixed-use building. Only outdoor parking lots do not qualify. Projects have five years to complete certification and there are four levels that may be achieved: new construction projects (or projects that were completed and commissioned within two years of registration) are eligible to achieve Bronze, Silver or Gold. Existing structures are eligible to apply for the Pioneer level.

Either way, RJC offers services to help guide parking facility owners in the right direction and to carry out the necessary steps.

“Many of our employees have extensive experience in parking structure design, protection, maintenance and repair, and also have the Parksmart Advisor designation,” he says. “We can recommend design considerations to help owners attain any level of certification. We can also assess existing parking structures to ascertain whether the facility would qualify and make recommendations as to the measures needed to move forward.”

For more information on parking structures, contact [email protected] directly, or visit www.rjc.ca.

VIU receives funding to increase accessibility

Vancouver Island University’s (VIU) Nanaimo campus and the Cowichan Trades Centre is receiving $240,000 from the Rick Hansen Foundation to fund accessibility projects.

The funding through the BC Accessibility Grants Program will allow for improvements such as power door openers, wayfinding signs, grab bars in washrooms and plus size chairs.

The projects will focus on the 12 least-accessible buildings at VIU. The money will help the institution become more user-friendly for all, explained Dr. Linda Derksen, VIU Universal Access Committee chair.

“We have found that improvements for people with disabilities have the effect of making things easier for everyone,” said Derksen. “Power door openers make it easier for people pushing carts or parents with strollers. High-contrast signage with raised letters is meant for people who have low vision, but it also helps anyone who is trying to find their way around campus.”

Also included in these improvements are handrails on ramps, high-contrast signs pointing to accessible routes, hearing equipment at service desks, change tables in washrooms, adjustable desks and rolling workstations.

“We are making hundreds of little changes that add up to making the whole campus much more accessible for a wide range of people,” added Derksen. “About 20 per cent of the working-age population have disabilities, but most of these are invisible. Think of things like ‘bad’ knees and hips, or illnesses like rheumatoid arthritis, multiple sclerosis, fibromyalgia, or conditions like brain injuries and vertigo. Many people who appear to be able bodied have a lot of trouble with our stairs.”

In 2018, the VIU Foundation brought the Rick Hansen Foundation to VIU to have all its buildings rated for a wide range of accessibility needs, including vision and hearing. Of those, 29 buildings met the criteria to achieve Rick Hansen Foundation Accessibility Certification.

The accessibility ratings provided a wealth of information on what changes need to be made to make the buildings accessible to all. This information has been handed over to Facilities Services and Campus Development, which is integrating access improvements into routine maintenance work.

“Vancouver Island University’s commitment to accessibility is evident through having each of the 55 buildings on campus rated for accessibility with RHF Accessibility Certification,” says Brad McCannell, VP, Access & Inclusion with the Rick Hansen Foundation. “Using the information learned through the rating and implementing the recommendations with funds from the RHF BC Accessibility Grants will help ensure a campus accessible for everyone, regardless of physical ability. VIU is a true leader in accessibility.”

Fire code updates demand steady upkeep

Recent fire code updates may catch building owners/managers unaware, but it’s more likely to be longstanding easily understood requirements that put them afoul of inspectors. Drawing data from more than a hundred fire safety audits conducted over the course of one year, Michele Farley reports that malfunctioning or missing doors closers and deficient fire-stopping were identified in more than 90 per cent of the buildings.

During an online Buildings Week presentation last week, Farley — the president of FCS Fire Consulting Services and a recognized expert who has served on national and provincial code development advisory committees — stressed that there’s more to compliance than simply handing off fire plan development and implementation to a professional service provider. Owners/managers, building staff and occupants all need to know their roles and be prepared to fulfill them.

“More than 50 per cent of the fire code is not the responsibility of your fire code and life safety system service providers,” she said. “Door closers, for example, are generally the responsibility of (building) supervisory staff.”

All of the most common deficiencies her audits revealed can likewise be linked to building management and operations whether that’s: failing to ensure openings forged for cabling, piping and other structural/mechanical work are properly sealed against fire spread; storing combustible materials in inappropriate places; or lax record-keeping. Although they increasingly rely on professional service providers to keep up with the complexities of compliance, owners/managers ultimately carry the responsibility for life safety and bear the brunt of enforcement.

The latter has become more challenging to navigate in recent years. The fire code, and the standards referenced within it, have evolved from 20th century applications in which they remained relatively static until updated on a five-year cycle to the current model of more frequent adjustments.

Risks have also been evolving as new construction introduces taller buildings, denser development and new types of materials and configurations, while the existing stock can be very aged in comparison. Farley points to a confluence of pressure points including code complexity, vigorous enforcement and punitive measures for non-compliance.

“The codes and standards now utilize the term of ‘maintenance documents’ and technical bulletins may be issued within two to three years of the last changes, and sometimes at any time, if something arises,” she explained. “It’s very hard to keep up with all the changes and this is reflected in the huge volume of notices of violation and inspection orders that we are seeing in good buildings, doing a good job. This is about life safety and most fire departments are now inspecting buildings annually. They’re not just looking for your annual records; they are looking for complete fire code compliance.”

New requirements can increase risk of violations and inspection orders

Farley outlined examples of recent new requirements, emphasizing the importance of records to prove compliance. Notably, many building owners are not yet compliant with an Ontario fire code change introduced in July 2018 to prescribe hydrostatic testing of water pressure in buildings’ standpipe systems. As of January 2019, owners/managers are required to have a record to show that the testing has been conducted within the last five years.

“If your building does not have the five-year hydrostatic testing record and you did not do this test yet, you are in violation of this section of the fire code,” Farley warned. “When we conduct annual fire code reviews (for clients), we regularly find this testing has not been conducted and no record is available.”

Turning to potential new requirements, a 2019 CAN/ULC standard for the design, installation, testing and maintenance of safety way guidance systems (SWGS) is expected to be referenced in future editions of the building code, which would apply to new construction, expansions and major renovations. The new standard establishes the parameters for electrically powered or photoluminescent (glow-in-the-dark) guideways to building exits.

Farley speculates it could become mandatory for buildings with challenging evacuation logistics due to height or occupancy. “It is already being referenced across Canada,” she advised.

Even more recently, another new CAN/ULC standard establishes the criteria for an integrated test of all building life safety systems to certify that they perform together as designed.

“That’s what we all want and, as of June 2020, this is now a requirement,” Farley said. “There has never been a standard that required a standardized, certified integrated test until now. Systems are professionally designed, individually verified, certified, tested and signed off on. This test is conducted after all parties have signed off on their individual systems.”

ULC will issue a certificate of verification after the test is successfully completed and the integration of life safety systems will have to be recertified at five-year intervals. “It’s a great new tool to fill the gap for individual systems testing, and I think it’s going to be a benefit for many, many buildings,” Farley asserted.

Looking to the future, an update to the CAN/ULC standard for installation of fire alarm systems is expected soon. “These are likely to be the most substantial changes that will affect your annual inspections and may affect your budgets,” she projected.

Audits and staff training help identify and address hazards

Ultimately, Farley reiterates, the goal of enhanced safety underpins both the complexity of code compliance and enforcement stringency. It may look like fire inspectors or professional service providers are primarily concerned with finding problems, but their true priority is to protect people and property.

“Damaged closers are common in stairwells and service rooms. We’re seeing substantial notices of violation on combustible loads, on storage in areas where it doesn’t belong. We know that we have a problem with record management in most buildings,” Farley tallied.

Whenever possible, she invites building staff to join her or other fire code auditors on the exploratory journey through the building to help reinforce where vigilance is required.

“What is a fire code audit? It’s every room, every floor, every door, from the top to the bottom,” she said. “When people aren’t trained to look for fire code compliance issues or potential failures in fire equipment then those things are not always readily apparent. Staff with regular training learn to recognize and address deficiencies and system anomalies, and learn to listen to complaints about odour migration. Investing in your fire code compliance will reduce costs and reduce risks.”

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

Auditor General flags several condo sector oversights

An estimated 47 condo boards have experienced significant increases in condo fees, ranging from 10 per cent to over 30 per cent in the first two years after the condos were registered.

Ontario’s Auditor General Bonnie Lysyk revealed this and other major concerns in her first audit of the condo sector and its two regulatory authorities. “The existing legislative model for the condo sector does not address the risks that exist for condo owners and buyers,” Lysyk said in a press release.

She uncovered more proof that condo fees set by developers are played down to attract buyers. Three-quarters of about 690 condo owners who responded to a survey for the audit, experienced increases in condo fees; some more than 50 per cent in the five years up to August 2020..

Reserve funds were also under the microscope. As the audit uncovered, most condo boards did not have adequate amounts set aside in their reserve funds to plan for major repairs and replacements in their older buildings. As a result, they had to pay unexpectedly higher contributions by an average of 50 per cent over a period of up to 10 years to address the shortfalls.

Other findings show key concerns relating to the Condominium Authority of Ontario (CAO) and the Condominium Management Regulatory Authority of Ontario (CMRAO). As of February 2020, 472 individuals and companies did not hold licences but were listed in the Condo Authority’s public registry as providing unlicensed management services. The CMRAO does not proactively identify these unlicensed individuals and companies, she said.

Further, the CMRAO took limited action on nearly half of 200 of the owners’ complaints sampled. The review found that while 103 (51 per cent) of them were handled appropriately, the other 97 (49 per cent) were closed too soon, without the underlying issues, such as leaks and floods, being resolved in a timely manner.

Between 2018/19 and 2019/20, the CMRAO conducted only 18 inspections and six investigations, covering less than 1 per cent of more than 3,650 licensed condo managers and management companies in Ontario. Full inspections were not conducted for every case to verify whether other key legislative requirements, such as contract management, are followed.

Also revealed through the audit was that condo owners did not get part or all of the information to which they sought access in 21 (51 per cent) of 41 cases before the Condominium Authority Tribunal (CAT). In these cases, condo corporations were not required under the law to maintain information such as lists of staff employed by the condo corporation and support for the condo board’s approval of a contract renewal—information that is important to condo owners.

As of March 2020, 1,083 condo directors were serving between two to over 30 boards. Neither the Ministry of Government and Consumer Services nor the CAO collects necessary and basic information on condo board directors and the type of condo corporations they serve to help ensure all ownership interests are being adequately protected.

Lysyk concluded that mandates given to the CAO and the CAT are limited and do not sufficiently protect owners against everyday issues related to condo living. Many of the relevant 2015 amendments to the Act, that would provide more consumer protection, are not in force, she stated.

Both the CAO and the CMRAO do not yet have effective and efficient processes in place. The CAO, she states, cannot adequately protect the public interest and provide more public information. The CMRAO needs better methods to resolve complaints against licensees, conduct proactive inspections of the licensees or to actively identify unlicensed individuals and companies.

Alberta invests $1 billion for construction in 2020

During the 2020 construction season, the Province of Alberta invested almost $1 billion in more than 150 projects. These projects will be built over the next few years and support more than 9,200 jobs.

“Alberta’s government spent almost $1 billion to build roads and bridges and supported over 9,200 jobs. I am grateful for the hard work of Alberta’s construction workers who spent long summer days on-site to make sure families and job creators have quality roads and bridges to get to work and school. Alberta’s government is relentlessly focused on job creation and 2020’s construction season reflects that focus,” said Ric McIver, Minister of Transportation.

Budget 2020 invested $5.7 billion over three years in the Provincial Construction Program for planning, design and construction of roads and bridges, Capital Maintenance and Renewal (CMR) funding for smaller construction and rehabilitation projects, water management and flood recovery projects, and capital grants.

Alberta’s Recovery Plan doubled CMR funding to expedite projects that address economic challenges stemming from the COVID-19 pandemic and economic crisis. This will support 109 projects that will fix and improve Alberta’s highways.

“The ARHCA commends government for putting idle machinery and labour to work, protecting the public’s investment in roads and bridges. Due to the economic downturn, our industry has a lot of capacity, and the public is getting good value for much-needed repairs to infrastructure. More importantly, when you take into account the materials, supplies and services our crews use, like hotels and restaurants, these projects create thousands of indirect jobs and economic spinoff benefits to communities all across Alberta,” said Ron Glen, CEO, Alberta Roadbuilders and Heavy Construction Association.

Projects in the 2020 construction season included general maintenance activities, such as pothole repair, crack sealing, line painting, repaving, bridge rehabilitation, grading of gravel roads, and safety barrier installation. Examples include:

Paving work on Highway 63 in the Fort McMurray region.
Slide repairs, paving, bridge replacements, intersection and lighting work in the Peace River region.
Highway twinning, traffic light instalments, roundabout construction and ongoing work on the southwest Anthony Henday expansion in the Edmonton region.

Avenue Living surpasses $2 billion in assets

Avenue Living Asset Management announced it has surpassed $2 billion in assets under management during the COVID-19 pandemic. The Alberta-based company founded in 2006 has grown by 30 per cent since December 2019.

“This is a significant milestone for the organization,” says Anthony Giuffre, Founder and CEO of Avenue Living. “We have created a robust and sustainable platform, and we have shown that we have the systems and processes to thrive during market fluctuations.”

The organization operates as a vertically integrated platform, which gives its investment funds access to best-in-class legal, property management, marketing, logistical and customer service expertise. “We have five unique investment offerings that have a competitive advantage in the marketplace, allowing us to pool individuals together who have incredible amounts of knowledge and expertise,” says Giuffre.

Avenue Living invests in class B and C multifamily housing, a segment of the market that is frequently overlooked, but nevertheless has proven stable in the face of market volatility. This asset class often serves the essential workforce, who make up almost 40 per cent of the Canadian population, and during the pandemic have often been referred to as the “backbone of the economy.” Over the past year, the organization has expanded its focus to invest in workforce housing in the United States, as well as self-storage in Canada. All five funds invest in what the company refers to as “the everyday,” assets and businesses that serve most of the workforce.

“What has changed between reaching $1.5 billion and $2 billion in AUM is that we have profoundly identified our ‘why,'” says Jason Jogia, Chief Investment Officer of Avenue Living. “Avenue Living invests in the everyday, and this has proven to be tenacious through the ups and downs of three economic cycles, and now the pandemic. The pandemic has been an affirmation that our investment philosophy and our ‘why’ work well, and it’s the right business to be developing.”

The interdisciplinary platform has allowed Avenue Living to adapt and communicate with stakeholders — including employees, residents, investors, vendors, and the financial community — as the pandemic unfolded.

“The platform has set the stage for future growth,” says Giuffre. “We have created the internal framework that will allow us to achieve the next milestone.”