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CMHC, VCIB join forces to create affordable housing

CMHC and Vancity Community Investment Bank (VCIB) announced a ground-breaking collaboration to create affordable housing solutions across Canada. As part of the agreement, VCIB will commit up to $100 million to finance affordable housing projects by September 2021.

Projects will be financed by VCIB and will benefit from CMHC’s organizational support, expertise and network of programs and proponents.

The initiative supports CMHC’s goal that by 2030, everyone in Canada has a home that they can afford and that meets their needs. It is also in alignment with the government’s objective under the National Housing Strategy to “bring together the public, private and non-profit sectors to re-engage in affordable housing.”

“Canada’s housing crisis can be fixed, but to do so the public and private sector must come together to find innovative, long-lasting solutions,” said Jay-Ann Gilfoy, CEO, VCIB. “VCIB is delighted to enter into this first-of-a-kind agreement with CMHC, which will prioritize affordable housing solutions across Canada to help address this crisis head-on and meet the needs of all Canadians.”

In addition to advancing opportunities to create additional affordable housing, the agreement also provides the framework for CMHC and VCIB to work towards increasing access to capital in under-served communities. As well, it aims to propel industry focus on diversity and inclusion.

“This is the first time CMHC has joined forces with a financial institution committing an investment of such magnitude solely for affordable housing.” Evan Siddall, CMHC President and CEO. It is our intention to enter into more such agreements of this nature. Moving forward, we hope to see many more banks and other financiers step up.”

For more information, visit vcib.ca.

TCFD appears embedded in accountability Act

Newly tabled federal legislation would commit the Canadian government to set five-year targets and report progress in reaching the stated goal of net-zero emissions by 2050. Bill C-12, introduced in the House of Commons yesterday, also includes requirements for an independent advisory body to advise the government on the transition to a low-carbon economy and hints that the Minister of Finance will employ the Task Force on Climate-related Financial Disclosures (TCFD) framework in mandated annual public reports.

As proposed, the first target will be set for 2030, followed by targets for 2035, 2040 and 2045. Along the way, the Minister of Environment and Climate Change will be required to: present an emissions reduction plan; report on its implementation and effectiveness; investigate and explain shortcomings in complying with the plan; and, if necessary, devise tactics to get back on track.

The proposed legislation also directs the Minister of Finance to “prepare an annual report respecting key measures that the federal public administration has taken to manage its financial risks and opportunities related to climate change”. Canada signed on to the TCFD in March 2019.

“We need to continue to show that we are serious about meeting the future demands of global markets and that we understand the risks of a warming climate. By further supporting the direction that businesses have already been setting, the Canadian Net-Zero Emissions Accountability Act will do exactly that,” maintains a government statement accompanying Bill C-12’s introduction.

The proposed advisory body would be tasked with examining the economic development potential in pursuing the net-zero emission targets and making recommendations about how best to tap into it. It will be asked to provide input on: the costs and opportunities of the transition period; environmental benefits; the state of technological readiness; and measures to support inclusiveness and public engagement.

“Reaching net-zero greenhouse gas emissions is what the science says we must achieve, and this 30-year project will require every future government to take actions to grow our economy while reducing emissions in every sector,” asserts Jonathan Wilkinson, Minister of Environment and Climate Change.

ISSA announces 2020 Innovation of the Year Award winners

As ISSA Show North America’s Virtual Experience this month, attendees and exhibitors from around the world convened during the Innovation Program Awards & Closing Entertainment Session.

The Innovation Awards Program serves as the primary product and service accelerator platform for pioneers in the commercial, institutional, and residential cleaning industry. Every year, companies participating in the ISSA Show unveil their most innovative products or services to the global cleaning industry. These progressive solutions address key challenges industry professionals are trying to solve in their daily operations.

The 2020 edition of the Innovation Program featured 18 groundbreaking products and service solutions from all areas of the industries. Entries were new products and services from top manufacturers and suppliers throughout the cleaning industry organized into five categories:

  • Cleaning Agents
  • Dispensers
  • Equipment
  • Services and Technology
  • Supplies and Accessories

Voting

Voting for the 2020 Innovation Awards Program took place online from September 1 to November 18, allowing the worldwide cleaning industry to cast their vote virtually from anywhere. The criteria that were taken into consideration included:

Innovation of the Year Award

The 2020 Innovation of the Year Award Winner was TASKI® IntelliSpray for swingo® by Diversey.

Honourable mentions

“Congratulations to Diversey for winning this prestigious award amongst many amazing innovation entries”, said ISSA Show North America Show Director Amie Gonzalez.  “The mission of the ISSA Show North America is to change the way the world views cleaning and we are proud to provide the stage for the Innovation Awards Program as well as congratulate the five category award winners, the honourable mention recipients and the Innovation of the Year Award winner – Diversey.”

Innovation category award winners

The Innovation Category Award Winners, Honourable Mentions, and Innovation of the Year Award Winner will join the Innovation Hall of Fame winners. The complete list of entries in the 2020 Innovation Program is available online at vote.issa.com/contest.

Five-year gains buttress tech talent hubs

Nearly 900,000 workers in technology sector positions comprise about 5.6 per cent of the Canadian labour force and are making their presence felt in the real estate markets of large and mid-sized cities alike. CBRE’s newly released 2020 overview of tech talent hubs charts a positive five-year trajectory and points to some heartening fundamentals for this period of economic flux.

“This year has been an especially challenging one. Canadians can take some comfort knowing that our tech-friendly cities are positioned to thrive,” maintains Paul Morassutti, vice chairman of CBRE Canada.

That follows 22.5 per cent nationwide job growth in tech-related fields in the 2014 – 2019 period. This year’s top-five ranked tech talent markets — Toronto, Ottawa, Vancouver, Waterloo Region and Montreal — have captured a large share of increased employment, but neighbouring cities are also posting spinoff gains, as are some other urban centres in the prairie provinces and Atlantic Canada. However, three of the 20 surveyed cities — Winnipeg, Regina and St. John’s — experienced tech job loss between 2014 and 2019, with St. John’s suffering the most dramatic 18.1 per cent decline.

With the backdrop of a global pandemic, CBRE reports that 40 per cent of major tech firms based in downtown Vancouver, Toronto and Montreal are expanding their office footprint, while just 7 per cent are putting space back on the market. Even so, about two-thirds of Canada’s tech workforce is dispersed throughout various economic sectors rather than embedded in firms where tech is the core business.

“A software developer might work for a logistics company, a health care company, or a real estate brokerage firm,” the report notes. “Today, every company is a tech company when it comes to hiring and innovation.”

Rankings are derived from 13 variously weighted metrics related to how employers and employees view the market, including factors nurturing and enticing the talent pool and costs of doing business and living in the region. This is distilled into a score on a scale of 100.

Toronto earns the overall top spot with 87.6 points and, with two exceptions, is highly placed for all metrics among the 20 cities ranked as Canadian tech talent hubs. On the downside, only Vancouver burdens residents with higher real estate costs and almost every other market, except Calgary, Ottawa and Edmonton underprices Toronto on total occupancy costs, which include commercial rent, taxes and utilities.

Scores for the other top-five cities are: Ottawa, 76.4; Vancouver, 72.8; Waterloo, 69.9; and Montreal, 67.3. In the next three spots, Calgary, Victoria and Halifax post results ranging from 59.5 to 52.6. From there, scores drop below 50 with 19th- and 20th-ranked Windsor and Moncton sitting below 20.

Cost factors to sway employers and prospective employees

Yet, several of the lower-ranked markets also boast favourable ratings for metrics that could sway employers and prospective employees in their direction. Guelph, Hamilton, London and Oshawa are tagged as markets that have benefitted from proximity to Toronto and Waterloo, placing them as an affordable base for start-ups and other companies seeking lower-cost environments that are still logistically in the range of major concentrations of skilled labour and other tech companies.

For example, Guelph, ranked 12th with a score of 40.6, has enjoyed the highest percentage increase in tech related jobs, with 65.5 per cent growth from 2014 to 2019. Tech jobs now account for nearly 6 per cent of the city’s total labour force — a higher percentage than in Calgary — while employers see the second lowest operating costs of the 20 tech talent hubs.

“These areas may benefit further as young talent considers leaving major markets in the wake of the pandemic and businesses embrace more remote work,” Morassutti projects.

Among the top five markets, housing and living costs are pegged above the Canadian average in Toronto, Vancouver and Ottawa; on par with the average in Waterloo; and slightly below the average in Montreal. The benchmark housing price ranges from $1.04 million in Vancouver to $408,000 in Montreal.

For employers, Toronto is deemed the 4th costliest market in which to operate with combined labour and rent costs averaging to $40.8 million annually. Comparably sized companies would be costlier to operate in Calgary, Ottawa and Edmonton. However, there is a relatively small gap among many of the cities. Montreal presents the most affordable scenario in the top five, with combined labour and occupancy costs averaging $39.4 million, slotting it as the 12th costliest market in the group of 20.

A total of nine cities register average annual operating costs between $40.8 million and $39.4 million. Relative bargains in eight other cities range from $38 million in Winnipeg to $33.1 million in Moncton. In contrast, the report points to the higher annual operating costs in leading tech industry markets in the United States — estimated at an average of CAD $82.3 million in the San Francisco Bay area, CAD $70.7 million in New York City and CAD $67.7 million in Seattle, for comparably sized companies.

“From the North American perspective, the skilled pool of Canadian tech workers paid in discounted Canadian dollars is a significant draw for companies contemplating where to expand operations. With several cities presenting excellent or very high quality labour at a less prohibitive cost, Canadian cities often come out ahead in this respect,” it observes.

Sources and lures for a skilled workforce

Looking at the sources of and lures for that skilled labour, universities play a key role in producing required tech talent while city lifestyle and amenities influence where tech graduates may choose to settle. Both employers and prospective employees also tend to gravitate to markets with a sufficient concentration of tech sector firms to provide competitive opportunities for career mobility and talent recruitment. In turn, that confluence of labour and capital typically fuels still more growth.

Toronto’s tech talent pool, estimated at 250,000 workers, is considerably deeper than any other Canadian market. The next largest tech workforces are found in Montreal (141,600), Vancouver (84,900) and Ottawa (76,200).

Ottawa has added significantly fewer new positions to that complement, at 1,100 jobs or 1.5 per cent employment growth, in the past five year than has been recorded in the other three cities. They all saw tens of thousands of new jobs, with growth rates ranging from 19.3 per cent in Montreal to 47.9 per cent in Vancouver. However, tech workers account for a larger share of overall employment in Ottawa, at 11.3 per cent, than any other city. Ottawa tech employees also enjoy best-paid status with a sector-wide average wage of $93,000 annually and the top five per cent of salaries averaging $160,000 annually.

Although it’s ranked 4th overall, Waterloo Region is categorized as a mid-sized tech market due to its smaller workforce of 22,400. That number reflects a 51.6 per cent gain in tech jobs over the five years from 2014 to 2019. Employers can expect lower real estate costs with annual gross rent for a 75,000-square-foot space in Waterloo Region pegged at roughly $1.85 million versus upwards of $2.5 million in the other four top-five tech talent hubs.

Waterloo Region’s tech workforce is additionally deemed to be of “exceptional quality” — status also conferred to Toronto and Vancouver. Six other cities — Ottawa, Calgary, Victoria, Edmonton, London and Guelph — are defined as providing a “very high quality” tech pool.

Yet, neither of those designations is tied to a measure of workers’ brilliance. Rather, the descriptors are based on the ease of obtaining tech workers, which is a measure of the yearly number of graduates with technical degrees, and the costs incurred for high-level employees, which is a measure of the gap between average tech wages in the market versus the top five per cent of salaries.

“From a value perspective, Edmonton and Toronto rank very well, with high quality talent at slightly discounted rates. Also scoring well on this quality versus. cost scale are Calgary, Victoria and Guelph,” the report states.

Four of the top-five cities are home to the Canada’s top four institutions for computer science education, as cited in the Maclean’s magazine annual ratings: University of Toronto, University of British Columbia, University of Waterloo and University of Montreal. Elsewhere, several other Canadian universities produce annual complements of well trained graduates, while job candidates also steadily arrive from outside the country.

“Thankfully for Canada’s tech landscape, our accommodative immigration policies have meant that good, high and very high concentrations of quality tech talent are available across the country. This is true even in the moderate and lower-cost markets, providing employers with a breadth of options,” the report observes.

“Tech drives everything so it’s great to see our major markets do well, but it is also encouraging to see tech talent pools growing in smaller cities. The more areas that are plugged into and benefit from the economy of tomorrow, the better,” Morassutti concurs.

Regina Bypass wins Gold Award for Infrastructure

The Regina Bypass is among the five winners of the 2020 National Awards for Innovation and Excellence in Public-Private Partnerships.

Presented by the Canadian Council for Public-Private Partnerships, the project by Graham Construction was recognized with a Gold Award for Infrastructure.

The Regina Bypass, the province of Saskatchewan’s largest transportation infrastructure project to date, opened on-schedule and on-budget in October 2019. It consists of 60 km (40 mi.) of four-lane highway running along the city’s west, south and east sides. By delivering this project using the public-private partnership model, the Government of Saskatchewan calculated savings of CAD$380M versus traditional procurement and operations methods.

The Regina Bypass is also Saskatchewan’s first public-private partnership for transport infrastructure.

“This project, and this award, are a testament to our collaborative approach,” says Andy Trewick, Graham’s president and CEO. “The key to successful project outcomes, especially on large projects like the Regina Bypass, is to establish shared goals among all project stakeholders and work together to achieve them.”

This award celebrates several key qualities achieved by the delivery team, including: innovative partnering involving multiple entities, measurable enhancement of project quality and/or excellence in service delivery, appropriate allocation of risks, responsibilities and returns between partners, effective use of financing and/or use of non-traditional sources of revenue and cost savings over traditional procurement.

The delivery team was a joint venture comprised of Graham, Parsons Canada, Carmacks Enterprises and Vinci Canada. Financing and development were led by equity investors Graham Capital, Parsons Enterprises, Vinci Concessions and Connor, Clark and Lunn.

The Canadian Council National Awards for Public-Private Partnerships were established in 1998 to honour governments and/or public institutions and their private sector partners who have demonstrated excellence and innovation in public-private partnerships.

The awards are presented annually to showcase Canadian excellence and innovation in project financing, service delivery, infrastructure investment and/or generation of economic benefit, which result in enhanced quality of public services and facilities.

 

 

 

Teeple Architects announces five new principals

Teeple Architects announces five new principals: Richard Lai, Myles Craig, Tomer Diamant, Avery Guthrie and Wes Wilson. These internal leaders join founder Stephen Teeple, and Chris Radigan in managing the practice.

“We’re incredibly proud to formally acknowledge the talent within our studio. Each new principal has been of utmost importance to the practice — not only by enhancing our capabilities and the quality of our work, but also the manner in which they have strengthened and evolved our culture and client service. Their collective ideas and leadership are invaluable as we look toward the future,” said Teeple.

Richard Lai has over 30 years of architectural design experience in Canada, New Zealand, and England. His expertise includes both design and management in a variety of building types and scales including residential, institutional, educational, commercial, healthcare, and cultural projects. He has a particularly strong background in library design and programming expertise in complex building detailing, building code and life safety compliance, and the renovation and expansion of existing structures.

Myles Craig is passionate about precise detailing and working with owners, consultants, construction managers, contractors, builders, and trades to effectively integrate state-of-the-art building systems into. Myles’s portfolio of practice is equally balanced between major institutional projects, including labs and educational facilities and the mid high-rise residential sector.

Tomer Diamant has helped guide the design and realization of numerous projects in higher education, performing arts, housing and mixed-use development. He brings a strong design and technical force to the office and approaches each project with a pragmatic and a collaborative spirit.

Avery Guthrie has been based in Vancouver since 2017 and is dedicated to coordinating Teeple projects in B.C. She has played key roles in managing a range of high profile projects in addition to managing the firm’s successful pursuit of a number of prominent public and private sector commissions. Her interests and expertise range from master planning and facilities planning to detailed building execution.

Wes Wilson has extensive professional experience in conceptual and technical design development, project and systems coordination, contract documentation, specification development and site administration. His blend of design acumen and technical expertise makes him a well-rounded contributor to the practice.

First Regional Transportation Plan set for Okanagan

After more than two years of technical studies, public consultation and region-wide collaboration, the Central Okanagan’s first Regional Transportation Plan has been unveiled.

The Regional Transportation Plan identifies the transportation projects and priorities that will help build and maintain a healthy, thriving and connected future for the Central Okanagan. It will also help create a region where more people can choose sustainable transportation options.

Through November and December, the final plans will be presented for endorsement to members of the Sustainable Transportation Partnership of the Central Okanagan (STPCO).

“The Regional Transportation Plan is the first of its kind for the Central Okanagan,” says Rafael Villareal, integrated transportation department manager with the City of Kelowna and Administrator of the STPCO. “This has been a long journey and learning process for residents, staff and our elected officials. We look forward to continued collaboration as we work together to improve our region’s connectivity.”

The interconnected projects, programs and policy recommendations will work together to connect people and places across the region and prepare for future population growth. They will also help people of all ages and abilities get around, reduce future greenhouse gas emissions, and help economic recovery post COVID-19.

Early consultation with stakeholders and residents both shaped the plan’s vision and goals as well as identified and refined potential transportation priorities and solutions. The final plans reflect the interests and values heard from people across the region and set the direction for Central Okanagan governments to work together to move people and goods more efficiently, achieve fast and reliable transit, create a safe and convenient regional bicycling and trails network, and incorporate new mobility options.

Some of the plans’ key features  include creating a fast and reliable transit spine along the Highway 97 corridor, adding 81 new kilometres of regional bicycling and trails facilities, and investing in transportation improvements to better connect people to regional destinations such as UBC Okanagan and the Kelowna International Airport.

Safety takes priority for property maintenance partners

Property maintenance is anything but typical in the “new normal.” Still, when it comes to raising the bar for cleanliness, Metro Jet Wash had a head start.

“Sanitizing the dirtiest and most unhygienic part of our clients’ buildings is what we do,” says Brian De Carli, Vice President of the Toronto-based waste equipment cleaning company. “We had to make a few adjustments when COVID-19 came around like everyone else, however, we were already ahead of the curve.”

No doubt, the pandemic has introduced greater health and safety risks and considerations for all property maintenance stakeholders. And with nothing less than the health and safety of tenants and property staff on the line, Metro Jet Wash wasted no time reviewing its safety protocols and practices.

“We were proactive and strategic with a plan when the pandemic began ramping up,” says Brian. “We saw the numbers rising and we recognized the risks to our team, so we were quick to put new protocols in place, provide the right information, and equip our team with all the personal protective equipment they needed to do their job in this new environment.”

A service refresh

Stocking up on PPE was only one part of Metro Jet Wash’s pandemic response. Beyond this, the company implemented regular employee screenings, staggered start times, occupancy limits for its shop and trucks, and updated procedures for its on-site client interactions.

“Our main focal point is communication,” says Leslie De Carli, Chief Executive Officer with the company. “We’ve always had a great back-and-forth with our clients. Now, we’re calling ahead before we arrive, ensuring the garage or garbage rooms are open when we get there, and asking our clients to help ensure our workspaces are clear and safe so that we’re social distancing from residents as much as possible.”

Leslie adds that many of the in-person interactions (e.g., work orders, service scoping, etc.) are also being done remotely and electronically to further reduce contact.

As for the job itself, Metro Jet Wash is no stranger to the risks of working in potentially contaminated environments. To that end, vehicle and equipment sanitization remains a priority at every job, and MJW Teams take the extra steps needed to ensure that the chutes/compactor, garbage areas,  parking lots and drains are thoroughly cleaned.

“If anything, COVID-19 has re-enforced the importance of what we were already doing and encouraged our team to stay focused and use proper PPE for the safety of all,” says Leslie.

Making it stick

It’s been nearly nine months since the pandemic hit – enough time for complacency and fatigue to set in around health and safety measures. Recognizing this, Metro Jet Wash’s leaders take daily steps to keep crews at the top of their game.

“As one of our guys said, you don’t have to fear COVID, you have to respect COVID,” notes Linda Passarelli, Office Manager with Metro Jet Wash. “It’s not about making our team fearful or anxious about working, but re-enforcing positive habits and supporting them however we can to make sure they’re confident about their safety when they get out there.”

Re-enforcing COVID-19 habits is a daily mission for Linda and the team. In addition to conducting weekly meetings to discuss and re-affirm COVID-19 risks and procedures, Metro Jet Wash leaders use various means to communicate up-to-the-moment pandemic-related stats and information. Moreover, the team works closely with clients to ensure their commitment to pandemic safety is reflected on site.

“It’s a two-way street,” adds Claudio De Carli, President of the company. “Just as we’re doing everything we can to make sure our people are safe at the building, we trust our property management clients to do what they can to help us work quickly, effectively, and with minimal risk to our people.”


Metro Jet Wash Corporation is a Canadian based property maintenance company, is the industry service leader in waste equipment, underground parking, drain cleaning. For more, visit
www.metrojetwash.ca.

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Inquest to examine 2009 scaffolding collapse

Nearly 11 years after a scaffolding collapse killed four Toronto construction workers on Christmas Eve 2009, a coroner’s inquest is set to examine the circumstances of their deaths. Dr. Richard Wells, a regional supervising coroner in Toronto, will oversee the proceedings, beginning November 30.

A construction site supervisor has already been convicted in the deaths of Fayzullo Fazilov, Alexsandrs Bondarevs, Vladimir Korostin, and Aleksey Blumberg, who ranged in age from 24 to 40 at the time. The pending inquest is mandatory under Ontario’s Coroners Act.

Approximately 12 witnesses are expected to participate in the hearing, after which the coroner’s jury may make recommendations aimed a preventing future mishaps, injuries and deaths. Due to COVID-19-related public health protocols, the inquest will be conducted as a video conference, which the public can view online.

IWBI & ISSA join forces to accelerate best cleaning practices

The International WELL Building Institute (IWBI) and ISSA’s Global Biorisk Advisory Council™ (GBAC), are joining forces to launch a strategic initiative to accelerate the uptake of best practices that strengthen the role of buildings in the fight against COVID-19 and other infections.

The GBAC STAR™ Facility Accreditation Program will now become a recognized path of partial compliance for cleaning and sanitization criteria within IWBI’s holistic WELL Health-Safety Rating for Facility Operations and Management. Specifically, GBAC STAR accreditation will count towards 5 of the 15 points necessary to achieve the WELL Health-Safety Rating. Furthermore, ISSA members and GBAC STAR-accredited projects are eligible for a 25% discount when enrolling to pursue the WELL Health-Safety Rating.

“We could not be more excited about this joint initiative and the opportunity to partner with the world’s leading association for the cleaning industry worldwide,” said IWBI president and CEO Rachel Gutter. “We share a common commitment to deploy the places and spaces where we spend our lives as the first line of defence in combating the COVID-19 pandemic. As cleaning and sanitization are critical components in the defence against the spread of pathogens, we are confident that our work with ISSA will lead to an acceleration of the industry’s uptake of best practices. In working together, we make it easier for shared customers to pursue dual designations and most importantly, help guests, employees, and the communities they serve get back to business with confidence.”

“Facilities using GBAC STAR as guidance know they are using proper cleaning protocols, disinfection techniques and infection prevention practices that are critical in the age of COVID-19 and beyond,” said ISSA Executive Director John Barrett. “Leveraging the power of partnership to ensure that GBAC STAR is fully supported as a critical compliance path within the third-party verified WELL Health-Safety Rating is a home run, not only for every market leader in health and safety, but also for every person who walks through the door that bears WELL Health-Safety Rated and GBAC STAR-accredited seals.”

The WELL Health-Safety Rating is the world’s leading evidence-based, third-party verified rating for all facility types and is holistically focused on operational policies, maintenance protocols, emergency plans, and stakeholder education. GBAC STAR accredits facilities that follow a rigorous set of proper cleaning protocols, disinfection techniques, and infection prevention practices to combat biohazards and prevent the spread of infectious disease. More than 3,500 facilities in 81 countries have committed to GBAC STAR accreditation since the program launched in May.

This announcement is just the latest move by GBAC to further facilitate its GBAC STAR accreditation. It comes days after ISSA and GBAC partnered with GP PRO, a division of Georgia-Pacific and a leading provider of advanced dispensing solutions for commercial facilities, to launch a GBAC STAR grant program for certain facilities.

Meanwhile, Gutter noted that this is just the beginning of the alignment between IWBI and ISSA. Future collaborative efforts may include joint education on the critical role of buildings in advancing human health and well-being, partnering on key advocacy efforts, exchange of expertise between the IWBI community and ISSA and GBAC’s biorisk and cleaning professionals, along with the expansion of professional training and certificate programs.

Scorecard stokes energy efficiency rivalry

A newly released effort to stoke interprovincial energy efficiency rivalry shares some philosophical underpinnings with strategies to harness landlords’ and tenants’ competitive spirit to pursue energy and water savings in commercial buildings. In this case, it takes form in Efficiency Canada’s second annual provincial scorecard, which takes a detailed look at commitment, outcomes and potential related to 42 energy efficiency indicators, and charts progress or backsliding against last year’s results.

“Most energy saving policies are implemented by the provinces because they control areas such as public utility regulation and building codes. The scorecard tracks provincial performance and policy initiatives, while aiming to spur healthy competition amongst policymakers,” explains James Gaede, senior research associate with the not-for-profit research and advocacy organization based at Carleton University, and the lead author of the 2020 report assessing and ranking the provinces.

British Columbia and Quebec achieved the top two rankings this year, replicating their standing in the inaugural 2019 scorecard. They are also the only provinces to earn more than 50 of a possible 100 points. Nova Scotia and Ontario switched their 2019 positions to place third and forth respectively this year, while fifth-ranked Prince Edward Island is also noted as the most improved province, climbing up two slots from last year.

In general, there is plenty of room for improvement nationwide, given B.C.’s top standing with a score of 58. From there, tallies slide fairly steeply down to just 17 points for Saskatchewan and Newfoundland and Labrador. Rankings and achieved points are as follows:

  • British Columbia: 58
  • Quebec: 52
  • Nova Scotia: 49
  • Ontario: 45
  • Prince Edward Island: 37
  • Manitoba: 29
  • New Brunswick: 27
  • Alberta: 24
  • Newfoundland and Labrador: 17
  • Saskatchewan: 17

“No province is reaching the levels of savings achieved by leading U.S. states such as Massachusetts and Vermont. The scorecard presents the performance benchmarks and policies Canadian provinces must hit to catch up,” maintains Brendan Haley, policy director with Efficiency Canada and contributor to the scorecard’s comprehensive analysis of programs, targets, funding levels and efforts within select sectors including buildings, transportation and heavy industry.

The 42 energy efficiency metrics are further grouped in five variously weighted categories. Scores are based on the most recent one-year period for which 12 months of data are available, typically going back no farther than January 2019.

Alberta and Ontario slip while Nova Scotia and Prince Edward Island improve

The largest proportion of the score, representing 40 possible points, is attributed to energy efficiency programs, including the net annual incremental savings and peak demand reduction those programs achieve. In this, Prince Edward Island and Nova Scotia posted the best results with scores of 21 and 20 respectively, well ahead of Ontario’s next highest score at 13.

Efficiency Canada analysts point to slippage in two of Canada’s most populous provinces as Ontario rolled out transitionary conservation and demand management (CDM) programs for 2019-2020, with a reduced budget from the previous government’s mandate, and a new government in Alberta dismantled the provincial energy efficiency agency. Alberta earned just two of the 18 possible points for energy savings and, along with Saskatchewan, scored no points for program spending.

“The reduction in program budgets and savings in Ontario and Alberta have a significant national impact,” Gaede asserts. “If these trends continue, national efficiency and emission reduction goals could be out of reach.”

Although Nova Scotia and Ontario both slightly edge out PEI for actual achieved savings, Canada’s smallest province registered the biggest effort in program spending — measured both per capita and per end-use demand — and for programs targeted to Indigenous and low-income energy consumers. Meanwhile, no province managed to capture a majority of the eight points available for setting energy-saving targets, with Quebec’s 3.5 points representing the best outcome.

Building codes, energy-use reporting and support for market-leading products

Buildings account for the next largest chunk of the total score, at 19 points, and British Columbia, Ontario and Nova Scotia generally emerged as the leading provinces in this category tied to codes, energy ratings and energy use disclosure, and promotion of market-leading window, space- and water-heating products. B.C. did particularly well, securing 16 points, followed by Ontario with 11 and Nova Scotia with 10.

Thus far, only four provinces — Alberta, Nova Scotia, Ontario and Saskatchewan — have adopted the 2017 model National Energy Code (NEC) for larger commercial, institutional and multi-residential buildings covered in part 3 of the code, while B.C. has actually surpassed NEC 2017 with its own BC Energy Step Code. It’s also alone in making a provincial net-zero-energy-ready commitment, with a target date for all newly constructed buildings to meet that requirement.

Ontario stands out as the sole province with mandatory energy-use reporting and disclosure for larger commercial buildings, but captured only half of the four available points for this metric since it lacks energy rating initiatives for single-family homes. British Columbia and Nova Scotia are the only provinces to offer the latter on a province-wide basis, while there are some voluntary municipal efforts in Alberta.

B.C., Ontario and Nova Scotia all captured the maximum three available points for what’s labelled “market transformation”, meaning support for the adoption of high-performance appliances and equipment through incentives, training, certification, standards and/or funding research and development. Only Alberta failed to secure any points for this metric.

The scorecard’s three other main categories cover: enabling policies (17 points); transportation (17 points); and industry (7 points). Perhaps most notably here, Quebec achieved the full 17 points available in the transportation category — largely due to its support for electrical vehicles and associated infrastructure — while all other provinces except for British Columbia scored less than half that amount.

Quebec was also among the high scorers for enabling polices, earning 11 points across a the range of metrics related to financing mechanisms, research and pilot projects, energy management resources and modernization of the electricity grid. British Columbia was the top-ranked province in the category, with 12 points, while Ontario matched Quebec’s 11.

Energy management resources for the commercial sector

Perhaps most pertinently for the commercial, institutional and industrial sectors, this category includes a metric tracking support for and uptake of certified energy managers. Nova Scotia, Ontario, British Columbia and New Brunswick all scored highly based on analysts’ calculation of the number of certified energy managers in the province divided by the number of businesses or organizations with more than 100 employees.

Ontario tops the list for sheer numbers with 1,053 certified energy managers as of July 2020, which works out to a ratio of 10.1 energy managers per 100 large businesses. However, Nova Scotia’s 76 certified energy managers equate to a higher ratio of 12.3 energy managers per 100 large businesses. Manitoba and Saskatchewan were the only provinces where the ratio shrank since last year’s scorecard. Even Newfoundland and Labrador, which is home to just two certified energy managers or 0.6 per 100 large businesses, registered an improvement.

Efficiency Canada analysts also indicate they may pay greater attention to this metric, which currently accounts for two points, in subsequent editions of the scorecard.

“Future scorecards could provide more robust tracking of energy training and professionalization. This could include registration data on other certifications, such as LEED and Passive House; a more exhaustive tracking of how energy efficiency considerations are integrated in existing curricula and professional credentials; and an examination of how regulatory regimes support energy efficiency skills in the trades,” the 2020 report states. “We also hope to track multi-unit residential energy advisor certifications in future editions.”

Metro Vancouver adds park lands in Pitt Meadows

Metro Vancouver has recently added 56 hectares to the Codd Wetland Ecological Conservancy Area. Located east of Pitt River in the Pitt Polder region of Pitt Meadows, the land will protect ecologically diverse wildlife habitats and provides opportunities to develop future trails and viewpoints.

“Pitt Meadows is known as the Natural Place for a reason,” says Mayor Bill Dingwall. “Parks are the second-largest land use in Pitt Meadows at 27 per cent. “The addition of these park lands is an important natural asset and another positive step that reaffirms our commitment to mitigate the impacts of climate change and to protect our natural areas to ensure current and future generations can continue to connect with nature in our community.”

The existing Codd Wetland Ecological Conservancy Area was acquired in 2004 and consists of 104.5 hectares that includes the Blaney Creek floodplain, the wetlands and the tributary streams east of Codd Island. It is one of the last remaining floodplain wetlands within the Alouette River watershed that is not diked and is home to more than 200 species of wildlife including birds, mammals and amphibians.

In recognition of its significant ecological value, the Codd Wetlands are currently managed as an Ecological Conservation Area and are not open to the public.

“We pride ourselves in Pitt Meadows for our close connections with nature,” says Dingwall. “What better way to enhance those values than to collaborate with Metro Vancouver and other orders of government to bring new park lands into the growing regional network.”

The acquisition of these additional lands will help Metro Vancouver and the city realize its goal of creating a large and resilient park land in the northeastern part of Pitt Meadows.

Metro Vancouver is responsible for managing the regional park systems, which include the Pitt River Regional Greenway.

“Our vision for the Greater Codd area is to create a vast and stunning park complex in the rapidly-growing northeastern part of the region by expanding and connecting three separate existing protected areas: Codd Wetland Ecological Conservancy Area, Blaney Bog Regional Park Reserve and the North Alouette Regional Greenway,” says Regional Parks Committee chair John McEwen. “Thanks to our collaborations with the cities of Pitt Meadows and Maple Ridge, we are making progress on bringing together these three areas that have been fragmented by historical land use changes.”

CCI Huronia named Chapter of the Year

CCI Huronia recently won the Lorne Young National Chapter of the Year award from the Canadian Condominium Institute (CCI), as announced at CCI’s National Fall Leaders’ Forum.

The award goes to the chapter providing the most benefit to its members and exceeding the minimum requirements in all areas of chapter recertification requirements.

The Huronia chapter was started in 2001, in order to better serve the growing condominium base in central Ontario’s cottage country. Since its formation, the chapter has won the award three times (in 2001/2002, 2004/2005, and in 2012/2013, respectively).

CCI Huronia also announced that Debbie Dale will continue on as president of the chapter next year.

Photo courtesy of CCI Huronia

Five industry leaders elected to VICA 2020-21 board

The Vancouver Island Construction Association (VICA) and its membership elected five industry leaders to its 2020-2021 board of directors at its Annual General Meeting on November 13, 2020. There were six nominees from across Vancouver Island.

Incumbents, Stuart Cuthbert, Mazzei Electric (Nanaimo & Victoria), Mark Liudzius, Kinetic Construction Ltd. (Victoria), Chris Lyons, Omicron Construction Ltd. (Victoria), and Kate Ulmer, Herold Engineering (Victoria), were re-elected.

Former director Morley Wilkins, Campbell Construction (Victoria) will also be making his return to the VICA board. James Clapp, Wilson M Beck Insurance, is poised to chair the board and Roger Yager, Knappett Projects Inc., will become past chair. Chris Lyons is appointed vice chair at the first board meeting of 2020 after serving as board treasurer.

The 2020 AGM pivoted to an online platform with industry and non-industry members joining virtually from across the Island. For the second year, VICA utilized an online voting platform for the election of the 2020/2021 VICA board of directors, enabling members to cast a vote for their elected industry leaders from office, jobsite, or home.

Outgoing director David Flint (former past chair), Flynn Canada, was recognized for 12 years of service on the VICA board. During his tenure he was involved in numerous initiatives, including the amalgamation of the North Vancouver Island Construction Association, Mid-Island Construction Association and the South Island Construction Association in 2011.

“In a year which has been plagued with such uncertainly, the Vancouver Island Construction Association and its members can be confident in our board to steward the association in a direction which benefits current members and the industry at large. Our industry has shown resiliency in the face of COVID-19, and we will continue to champion safe policy and procedure to allow construction to continue on Vancouver Island,” said Rory Kulmala, VICA chief executive officer.

CaGBC reports on green building market impacts

Canada Green Building Council (CaGBC) released a new report that shows the potential of a green recovery that prioritizes green building.

The Climate Forward modelling done for Canada’s Green Building Engine: Market Impact and Opportunities in a Critical Decade, indicates that Canada’s green building sector can contribute 1.5 million jobs and $150 billion in Gross Domestic Product (GDP) by 2030 while cutting greenhouse gas emissions (GHG) by 53 megatonnes compared with 2018 levels.

Canada’s Green Building Engine expands on the 2016 Green Building Market Impact Report to assess the influence of Canada’s green building industry now and over the next 10 years. Findings were based on historical data and forward-looking trends, and then distilled to the provincial and territorial level.

The report found in 2018, the most recent year for which complete data is available, the green building industry added 164,260 jobs, which is 55 per cent greater than in 2014. Over the same period, Canada’s oil and gas extraction, mining, and forestry industries stagnated in terms of job growth, contracting by 2.8 per cent or 7,580 positions.

“This report offers a definitive look at Canada’s green building industry and far-reaching economic, environmental, and social benefits,” said Thomas Mueller, president and CEO of CaGBC. “The new report details the growth of the green building industry into a mature sector of the Canadian economy, which now generates more jobs than oil and gas extraction, mining, and forestry combined. Extrapolating out to 2030, it shows how significant investment in a recovery plan that centres on green buildings could lead to 1.5 million jobs and set Canada on a path to meet its climate change targets.”

Driving the accelerated growth of the green building sector are a number of trends, including a greater focus on healthier and more resilient buildings. The report also highlights the need for a sustainable approach to the extraction, manufacturing, use and disposal of building materials, as well as the necessity of large-scale retrofit to accelerate reductions in GHG emissions.

While jobs in the green building industry go beyond construction, trades and design, construction remains the primary focus. The report indicates that new construction accounts for 80 per cent of all green building, but the increasingly urgent climate challenge will drive the need to retrofit existing buildings. However, to date, green retrofits yield only one in five jobs in green building construction and trades.

 

 

Green goals in pest control are worth setting

Green initiatives are more than a trend. Many industries are putting greater emphasis on ensuring products are sourced and processed in an environmentally conscious manner and are making decisions with ecological impact in mind. Pest control and management programs should be no different. Sustainable pest management is not only achievable but it is also a best practice.

Pests only need three things to thrive in an environment: food, water, and shelter. Unfortunately, all three of these resources are readily available and easily accessible in most commercial facilities. That is why it is important to work with a pest management professional to prevent an infestation before it occurs.

Using the principles of integrated pest management (IPM), sustainable pest management can be achieved with minimal use of pesticide products and less environmental impact. Having an IPM program in place can protect a facility from potential pest pressures without compromising green initiatives.

Mission prevention

Integrated pest management is a scientific approach to pest management that focuses on preventive strategies to eliminate conditions that cause pests to be drawn into a facility. By manipulating pests’ behaviour, biology and environment, an IPM program controls pests’ activity before they have a chance to invade a space and cause an infestation.

The presence of pests is often a symptom of underlying sanitation, housekeeping, storage or maintenance deficiencies, so including employees in IPM program implementation is imperative to pest management success. Employees should be trained on the importance of sanitation and maintenance, how and where to look for pests, and what to do when they find one. With more eyes looking for potential pest problems, it becomes easier to catch pests earlier and come up with corrective action for any potential pest hotspots.

Red flags

Most structure-invading pests avoid human contact whenever possible and are experts at playing hide-and-seek. This can make it difficult to determine if pests are present. When inspecting a facility for signs of pest activity, keep an eye out for:

  • pellet-sized droppings, which signal the presence of rodents, and small, pepper-like flakes, which may indicate a cockroach issue
  • discoloured, greasy looking, dark areas around baseboards and corners known as ‘rub markings’
  • gnaw marks on baseboards, cardboard boxes and electrical wires around the property
  • pests themselves, whether dead or alive, as there could be many more living out of sight

Other signs of pest activity include the presence of body fragments or cast skins in damaged products, or discarded wings in gaps, cracks and crevices, signalling an open entryway for pests looking for a new home.

If there’s an area that consistently exhibits signs of pest activity, make note of the recurring issue and talk to the facility’s pest control specialist to determine the next course of action.

A watchful eye

Over time, cracks and gaps can form in the exterior of a facility. While these openings may seem tiny and inconsequential, they are significant to persistent pests that require very little room to invade a space.

During routine facility inspections, take note of any potential pest entryways and fix or replace spots that could be inviting pests inside. Weather-resistant caulk is handy when sealing exterior cracks and gaps, and replacing torn window and vent screens is a must to keep pests out.

There are several other environmentally friendly tools that can be used to keep pests at bay, including door sweeps, weather-stripping, door closers, and air curtains. Door sweeps are easily attached to the bottom of exterior-facing doors. They use bristles to block pests from crawling through gaps or spaces below doors. Placed around doors or windows, weather-stripping prevents unwanted pests from crawling or flying into the facility. Door closers automatically close the door after entering or exiting the facility. Installed above doorways, air curtains blow a burst of air as a door is opened or closed. This wave of air interrupts the path of any winged pests that try to find a landing strip inside the building.

For the record

Diligent and consistent sanitation and maintenance schedules are also critical for an effective pest management program. However, determining how often to perform maintenance around the facility can be a difficult task with limited knowledge.

For this reason, it’s important to document each step of the facility’s pest control process and work with a pest control expert to pinpoint pest hotspots. No two facilities will face the exact same pest issues — as pest pressures change, facility maintenance and sanitation schedules should experience a shift as well. By making schedule adjustments, staff will better keep up with pest activity and help reduce or eliminate the use of pesticide treatments, which should only be employed as a last resort. The facility should not have to compromise its environmentally conscious initiatives for its pest control practices.

Alice Sinia, Ph.D., is the quality assurance manager, regulatory/lab services, for Orkin Canada. With more than 20 years’ experience, Alice’s focus is government regulations that pertain to the pest control industry, as well as providing technical support in pest/ insect identification to Orkin branch offices and clients. She can be reached at [email protected].

Housing markets sinking despite rising prices, report finds

Housing markets are falling deeper into a slump despite increasing property prices, suggests a new report by The Real Estate Investment Network.

According to The Real Estate Investment Network’s COVID-19 Special Edition: Real Estate Cycle Update report, economic impacts of the COVID-19 pandemic is the primary reason major housing markets in British Columbia, Alberta, and Ontario have fallen further into the real estate slump phase.

These findings are based on many research methodologies including The Real Estate Investment Network’s Economic Turmoil Formula and Real Estate Cycle Scorecard. Both resources highlight rapidly evolving changes of the underpinning economic fundamentals affecting real estate markets, such as GDP, employment, and population. The report indicates the continued impact of COVID-19 on these driving indicators has moved most markets further into the slump phase.

“At first glance, it might look like the data is pointing towards a market boom because in many key cities, real estate values have been, and continue to, increase,” explained Jennifer Hunt, vice-president of research, The Real Estate Investment Network. But this is all smoke and no fire. This is is a common misconception since characteristics of the boom and slump phases of the real estate cycle sometimes overlap and can be confusing to many if not most people. When looking ahead, the signals indicate markets are further entrenched in the early phases of the slump, so homebuyers and investors are wise to proceed with caution.”

The real estate cycle functions as a predictive tool to determine which phase a specific market is currently in based on driving indicators and market influencers. The report shows where specific markets are at in the real estate cycle including which investment tactics are best suited for each phase.

“It’s common to have rising real estate prices in the early stages of the slump phase,” added Hunt. “Even while prices in many markets are still rising, prices are not the only indicator. Most other data are now pointing at a slump.”

According to REIN, when determining the real estate cycle of a particular region, it researches at least 16 different indicators. In addition to real estate values, REIN includes data such as GDP, employment, net migration, rent price, vacancy rate and housing construction. See the Real Estate Cycle Scorecard, which lists the indicators taken into consideration when determining the real estate cycle.