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COVID-19 is bringing common sense back to cleaning

Put simply, proper facility cleaning is vital. We’re often advised on the importance of keeping our own homes clean, and when talking about public settings with multiple residents or visitors or an abundance of foot traffic, that importance is multiplied.

In some ways, though, COVID-19 has changed the language around hygiene and disinfecting. Now, we’re hearing about “hotspots” and “touchpoints” in a way that we arguably never have before. This terminology may have crept onto the radar for, say janitorial services, but as a wider industry and particular for those not well-versed in cleaning and maintenance policies, these words had likely not been used or heard that much on a day-to-day basis until relatively recently.

Stepping up the response

While these things may by now seem obvious in the context of 2020, Brian Sansoni suggests basic cleanliness and hygiene may have been somewhat lacking before the pandemic, or at least under-appreciated. “It was taken for granted, certainly in North America,” says Sansoni, a senior VP at the American Cleaning Institute (ACI). “You’d think and you’d hope that any business is paying attention to that but clearly what COVID-19 has proven is the essential nature of hygiene, cleaning, and disinfecting to public health and infection control. It’s now front and centre.

Back in March, when the full effects of COVID-19 were just starting to become apparent, he notes that surveys showed some relatively basic knowledge was lacking among the general public, as significant percentages of respondents weren’t using disinfectants to full effect. “Many people didn’t realize that you need the surface to air dry,” he explains. Once a disinfectant spray or other cleaner is used, pretty much the worst thing you can do in terms of killing germs and viruses is to wipe it up straight away. Sansoni notes the ACI and its ally the Canadian Consumer Specialty Products Association (CCSPA) have been trying to emphasize basic messages like that. “That’s one area where there’s more education needed.”

Applying the germ multiplier effect felt in public, multi-touch environments makes that even more important. Public restrooms are often a key focus but the likes of light switches, handrails, keyboards, telephones, shared desks and appliances, touch screens, faucets and sinks are all hives of potential exposure.

“Those hotspots, pre-pandemic, you might not have ever thought about cleaning and disinfecting so thoroughly,” Sansoni acknowledges. Now, though, progress is being made with focusing on those areas and highlighting the risks inherent in not paying enough attention. He cites regularly cleaning elevator buttons as another example of key actions that are happening more now compared to before.

Communication is crucial

When it comes to inspiring confidence in facility residents, workers, and visitors, the importance of clear communication must not be underestimated. That is, in part, why ISSA’s GBAC STAR facility accreditation program has had so much success over the last six months; facility operators want to convey the message that it’s safe to return, that there’s nothing to fear.

The chances are that, unless they’re a stranger to the typical 9-5 job and are used to being in the office until late in the evening, many workers have rarely, if ever, encountered their employers’ janitorial teams. Most regular facility cleaning is done outside of what we may call “normal” office hours for various reasons including limiting the disruption of a business’ working day. This may not have been an issue before, notes Sansoni, but now, people want to know what’s up.

“What facilities – no matter what type of facility – have found themselves needing to do is to showcase how seriously they’re enacting enhanced cleaning and disinfecting hygiene protocols,” he says. “It’s really about communicating what you’re doing or what you will do. You need to reassure your employees that their health and safety is paramount, to be able to reinforce that.”

Re-learning behaviours

In terms of the effect on the cleaning and maintenance industry in general, it’s perhaps most apt to think of COVID-19 as the flashlight being shone into the gloom. For possibly the first time in a long while, we can really see clearly. Cleaning and disinfecting have always been important and specialist services, of course, know what they’re doing.

For the general public and non-experts, though, it may be a case of re-education. Sansoni notes that the ACI has seen a slip in handwashing with soap and hot water in recent months – this basic measure should be “the gold standard,” as he calls it. The pandemic has certainly seen a reinforcement of the importance of getting the basics right, and a stepping up of standards, particularly at a professional level. The hope is that beyond COVID-19, whenever that stage may come, we don’t take our eyes off the ball.

Sansoni adds that COVID-19 has also been an unexpected opportunity to ensure adequate training and nous is there. Not every company or facility manager can afford to employ a janitorial crew or contract a cleaning company. For those doing it in-house instead, proper education has never been more important and the raft of online resources made available in recent months is perhaps the best proof of that.

Avoiding the “twindemic”

Right now, we’re coming into the regular cold and flu season and, again, that flashlight is shining. With businesses, facility managers, and public health and government officials all preaching the importance of cleaning and infection control, hygiene messages and practices are being reinforced like never before and Sansoni hopes that will help stem the onset of any “twindemic” of influenza and coronavirus. With vigilance and diligence, we may see lower cold and flu rates than in years past.

Another thing that might help that, and infection control in general beyond COVID-19 and 2020, is technological shifts. Sansoni notes a trend that has been gathering pace this year is an increasing move to touchless technology – hand soap machines that dispense in response to movement rather than touch, as one example. That has existed before this year but could well become a renewed focus for facility managers and cleaners, reducing opportunities for germ and virus transfer.

Overall, though, the message is that common sense goes a long way towards instilling and ingraining bolstered hygiene practices. Keep up the improvements that have been shown over recent months, maintain the messaging and communication, keep the flashlight burning bright, and we’re on the way to a cleaner world.

Dozens more facilities achieve GBAC STAR™ accreditation

The Global Biorisk Advisory Council® (GBAC), a Division of ISSA, the worldwide cleaning industry association, has announced that 50 more facilities have achieved GBAC STAR™ Facility Accreditation this week. The Hyatt House WPG South in Winnipeg, Man. is among the hotels, stadiums, and other locations that can now display the coveted GBAC STAR accreditation seal to give visitors and employees added assurance about their health and safety protocols.

GBAC STAR is an industry accreditation focused on ensuring a clean, safe, and healthy environment in public and commercial facilities of all sizes. The program outlines best practices, protocols, and procedures to control risk factors associated with infectious disease, including SARS-CoV-2, the virus responsible for COVID-19. GBAC STAR accreditation means that accredits both venues’ cleaning, disinfection, and infectious disease prevention programs implement best practices to prepare for, respond to and recover from outbreaks and pandemics like COVID-19.

“While a facility may look and smell clean, that doesn’t necessarily mean that the space has been thoroughly cleaned and disinfected,” said GBAC Executive Director Patricia Olinger. “The GBAC STAR accreditation process helps facilities learn the proper cleaning, disinfection, and infection prevention processes so they can carry these out on a daily basis.”

GBAC STAR is performance-based and was developed by experts who have spent their careers focusing on creating protocols for facilities to reduce risk during outbreaks. All current and upcoming accreditations are searchable via the GBAC STAR Facility Directory, making it incredibly easy for the public to understand which facilities are dedicated to the new standard of clean.

The following properties have achieved GBAC STAR accreditation, the gold standard of prepared facilities:

Arena

  • The Forum in Inglewood, Calif.

Commercial Office

  • EFS Facility Management in Dubai, United Arab Emirates

Convention Centres

  • Lynnwood Convention Center in Lynnwood, Wash.
  • Minneapolis Convention Center in Minneapolis

Hotels

  • Alila Solo in Jakarta, Indonesia
  • Andaz Seoul Gangnam in Seoul, South Korea
  • El Capitan Hotel in Merced, Calif.
  • Emerald Maldives Resort in Fasmendhoo Island, Maldives
  • Four Seasons Resort Palm Beach in Palm Beach, Fla.
  • Grand Hyatt Doha Hotel & Villas in Doha, Qatar
  • Grand Hyatt Macau in Macau
  • Grand Hyatt Shanghai in Shanghai
  • Hampton Inn Odessa Trinity in Odessa, Fla.
  • Hotel De Anza, San Jose, Calif.
  • Hyatt Centric MG Road Bangalore in Karnataka, India
  • Hyatt Centric Victoria Harbour Hong Kong in Hong Kong
  • Hyatt House WPG South in Winnipeg, Manitoba
  • Hyatt Place Augusta in Augusta, Ga.
  • Hyatt Place Boston/Seaport District in Boston
  • Hyatt Place Calgary Airport in Calgary, Alberta
  • Hyatt Place College Station in College Station, Texas
  • Hyatt Place Dallas-North/by the Galleria in Dallas
  • Hyatt Place Flint/Grand Blanc in Flint, Mich.
  • Hyatt Place Jacksonville Airport in Jacksonville, Fla.
  • Hyatt Place New York/Yonkers in Yonkers, N.Y.
  • Hyatt Place Orlando/Convention Center in Orlando, Fla.
  • Hyatt Place Rogers/Bentonville in Rogers, Ark.
  • Hyatt Regency Aurora – Denver Conference Center in Denver
  • Hyatt Regency Baltimore Inner Harbor in Baltimore
  • Hyatt Regency Dubai Creek Heights in Dubai, United Arab Emirates
  • Hyatt Regency Greenville in Greenville, S.C.
  • Hyatt Regency Hill Country Resort and Spa in San Antonio
  • Hyatt Regency Indianapolis in Indianapolis
  • Hyatt Regency Istanbul Ataköy in Istanbul
  • Hyatt Regency Jacksonville Riverfront in Jacksonville, Fla.
  • Hyatt Regency Jersey City on the Hudson in Jersey City, New Jersey
  • Hyatt Regency Los Angeles International Airport in Los Angeles
  • Hyatt Regency Merida in Yucatan, Mexico
  • Hyatt Regency Shenzhen Yantian in Guangdong, China
  • Hyatt Regency Qingdao in Qingdao, China
  • Hyatt Regency Wuhan Optics Valley in Wuhan, China
  • Miraval Austin Resort and Spa in Austin, Texas
  • Park Hyatt Chicago in Chicago
  • Park Hyatt Saigon in Ho Chi Minh City, Vietnam
  • Park Hyatt Siem Reap in Siem Reap, Cambodia
  • The Chesterfield Palm Beach, a Small Luxury Hotels of the World member property, in Palm Beach, Fla.
  • The Eliza Jane in New Orleans
  • Thompson Playa del Carmen, Playa del Carmen, Mexico
  • Thompson Seattle in Seattle

Industrial/Manufacturing

  • The Point Distillery in New Port Richey, Fla.

“With each new addition to the list of accredited locations, we are taking yet another step in the right direction to make facilities safer during these uncertain times,” said ISSA Executive Director John Barrett. “Meanwhile, the GBAC STAR Facility Directory tracks all pending and confirmed accreditations to keep consumers updated on places that are responsibly responding to today’s infectious disease threats.”

Apply for GBAC STAR facility accreditation at gbac.org/star. Track which facilities have earned or plan to earn accreditation with the GBAC STAR Facility Directory.

About GBAC, a Division of ISSA

Composed of international leaders in the field of microbial-pathogenic threat analysis, mitigation, response and recovery, the Global Biorisk Advisory Council (GBAC), a Division of ISSA, provides training, guidance, accreditation, certification, crisis management assistance and leadership to government, commercial and private entities looking to mitigate, quickly address and/or recover from biological threats and real-time crises. The organization’s services include biorisk management program assessment and training, Forensic Restoration® response and remediation, the GBAC STAR™ facility accreditation program, training and certification of individuals and consulting for building owners and facility managers. For more information, visit www.gbac.org.

About ISSA

With more than 9,300 members—including distributors, manufacturers, manufacturer representatives, wholesalers, building service contractors, in-house service providers, residential cleaners and associated service members—ISSA is the world’s leading trade association for the cleaning industry. The association is committed to changing the way the world views cleaning by providing its members with the business tools they need to promote cleaning as an investment in human health, the environment and an improved bottom line. Headquartered in Northbrook, Ill., USA, the association has regional offices in Mainz, Germany; Whitby, Canada; Parramatta, Australia; Seoul, South Korea; and Shanghai, China. For more information about ISSA, visit http://www.issa.com.

About MediaEdge Communications

For more than 25 years, MediaEdge has been at the forefront of communication solutions for organizations within a variety of business sectors. MediaEdge is a leading provider of non-dues revenues for associations offering exceptional no-cost member benefits through a number of innovative products and services. Find out more by visiting www.mediaedge.ca.

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

  1. Commercial facility owners looking for GBAC STAR accreditation can follow the link here and use the promo code “MediaEdgeGS”
  2. ISSA has also released a new GBAC fundamentals online course specifically designed for cleaning workers on the frontlines of the coronavirus fight. By using the special promo code “MediaEdgeCourse” registrants can receive a discount off normal prices.

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

Real estate confidence barometer resets from Q2

Canada’s commercial real estate confidence barometer offered a more positive reading in July 2020 than it registered three months earlier, with comparatively more upbeat signalling than could be found in the United States. Nevertheless, newly released third quarter results from the REALPAC/FPL Canadian Real Estate Sentiment Survey reveal senior executives typically looking forward more hopefully, while reflecting on last year’s better times.

Drawing from those executives’ responses to questions about general market conditions, asset values, and access to debt and equity capital, analysts with FPL Advisory Group conclude: industrial and multifamily assets continue to hold favour; limited deal activity is complicating valuations; there are more obstacles to borrowing; and investors are slower to commit capital. Ultimately, too, Canadian executives link their outlook to broader social and health forces.

“Real estate trends have been accelerated by the pandemic,” the report submits. “The duration of this downturn will be directly correlated to the timing of a vaccine.”

The overall index score of 46 on a scale of 100 demonstrates a drop in confidence from the 60+ range measured in the third quarter of 2019. Looking solely at perceptions of current conditions, a score of 32 shows that the majority of Canadian respondents see Q3 2020 as somewhat or much worse than Q3 2019. In contrast, a score of 61 for future conditions reveals the majority expects Q3 2021 will be somewhat better.

Q3 readings for the U.S. Real Estate Roundtable Index — which the Canadian report provides for comparison — shows similar trends, but with more disparate results contributing to the overall index score of 42. Real estate executives in the U.S. were both gloomier about current market conditions, reflected in a score of 21, and more optimistic about 2021, generating a future conditions score of 63.

Just 13 per cent of Canadian respondents deemed third quarter market conditions “much worse” than one year earlier — a marked improvement from Q2 when 36 per cent of respondents offered that opinion. Sixty per cent called it “somewhat worse” and 15 per cent gauged it as about the same as Q2 2019. Meanwhile, 59 per cent expect conditions to be somewhat or much better by Q3 2021.

U.S. respondents were more inclined to negativity, with 39 per cent calling Q3 2020 much worse than the equivalent three months of 2019. They were also modestly more positive about next year, with 62 per cent projecting somewhat or much better market conditions.

Although 72 per cent of Canadian respondents report asset values have dropped since Q3 2019, that pales beside the 91 per cent of U.S. respondents confirming that outcome. They were also more apt to call those values “much lower” — 16 per cent — than the 6 per cent of Canadian participants who delivered that judgement.

Almost a third of U.S. respondents predict asset values will continue to decline during coming year versus 18 per cent of Canadian participants. About a third of Canadian respondents expect asset values will increase somewhat from current levels, while 48 per cent expect they will remain relatively static into next summer.

Canadian responses show debt and equity capital became easier to obtain in Q3 than in Q2. More than three quarters of surveyed executives reported lenders were less obliging in Q2 than they had been in the previous year, but that proportion shrank to 57 per cent in Q3. “Construction financing still holds strong for borrowers with strong track records in promising asset classes,” FPL analysts note.

That experience was not mirrored in the U.S., where 81 per cent of respondents reported it was more difficult to secure debt financing. However, by Q3 2021, the majority of executives in both countries expect access will have improved.

On the equity capital side, 53 per cent of Canadian respondents reported it was less readily available than in Q3 2019, but that compares favourably with Q2 when 83 per cent said it was more difficult to obtain. Again, U.S. respondents tended to be more frustrated, with 64 per cent reporting the availability of equity capital was somewhat or much worse.

Procore announces new productivity and info tools

Procore Technologies has announced Real-Time Construction Labor Productivity and Time and Material Tickets for specialty contractors to capture more information. The new features allow field teams to easily document and store information, facilitate remote communication, and drive project efficiency.

Real-time insight into productivity means that teams can identify at-risk scopes of work and act fast to re-align with the schedule. Users can now see the financial impact of labour costs and productivity the moment a timesheet is submitted, making it easier for specialty contractors to plan, manage, and track labour costs and productivity with unit-based budgets. Through this feature, users can eliminate manual data transfer between multiple apps and see all of the relevant information in one place. This feature helps users avoid overruns with real-time insights into labour’s impact on the budget.

“We firmly believe that technology can make us better. It’s transforming the way we conduct our business by providing our teams with better tools to improve performance,” said Brad Sandidge, CFO, Marathon Electrical Contractors. “Procore’s new Real-Time Labor Productivity feature allows us to track actual hours versus our budgeted hours by line item and thereby adds more precision to our planning and project management.”

Procore’s Time & Materials (T&M) tickets now make it easy to document out-of-scope work as soon as it’s requested in the field. Changes to T&M are immediately visible in the office. Through the T&M feature, users can collaboratively collect stakeholder e-signatures, log labour, equipment, and materials used, as well as track ticket status – all within one platform. This new feature mitigates risk for specialty contractors and increases visibility.

Procore works closely with industry and has partnered with trade associations to educate, train, and deliver digital literacy for specialty contractors.

“Procore’s vision to improve the lives of everyone in construction continues to drive our company forward during the COVID-19 pandemic. Collaborative technology within the construction industry has become even more integral to business momentum. As the number of tradespeople allowed on many jobsites remains limited, connectivity is increasingly key to project success,” said Tooey Courtemanche, CEO and founder, Procore.

New Okanagan business park will meet demand

Construction has started on the Okanagan Indian Band (OKIB) Duck Lake Business Park, located on Duck Lake Indian Reserve No. 7 in Winfield, north of Kelowna.

The project was funded through Indigenous Services Canada’s Community Opportunity Readiness Program. The Government of Canada provided $2.275 million to support the business park’s infrastructure costs, including site preparation, earthworks and grading, road realignment, paving, water and wastewater servicing, drainage infrastructure, and power.

Once completed, this new development will feature approximately 23 acres of new commercial lands including 300,000 square feet of new commercial building space.

“We, as Council, are proud of the fact that our OKIB Group of Companies has successfully undertaken, as our first initiative, the creation of our very own business development park,” said Chief Bryon Louis, Okanagan Indian Band. “This development will continue to provide opportunities for our memberships’ longstanding entrepreneurial spirit, facilitate full-time employment and training for members and surrounding communities.”

The project will help meet the high demand for commercial and light-industrial space in Central Okanagan. Long-term benefits will include on-reserve business opportunities, increased employment, job training, improved infrastructure, and the creation of new community revenue generated through leases, sales and partnerships.

According to the government, the project will create 316 full-time jobs, provide training for an additional 145 Indigenous individuals, increase community revenue by more than $4.7 million, and generate nearly $73 million in economic benefits for the region over eight years.

“Indigenous businesses are the backbone of communities across the country and an important part of our economy. Canada is pleased to support projects like the Duck Lake Business Park, which contributes to the Okanagan Indian Band’s long-term growth and well-being. The community and the local economy will benefit from the jobs, training opportunities, and infrastructure this project is bringing,” said the Honourable Marc Miller Minister of Indigenous Services.

The OKIB said it has already secured two tenants that are interested in long-term leases at the business park.

 

ARCSI launches online learning platform for residential cleaning

ARCSI, a Division of ISSA, has this week launched an online learning and training portal, ARCSI Learning, for residential cleaning companies.

The Professional House Cleaning (PHC) Certification, the cornerstone of the platform, is a seven-module training program that helps cleaning professionals understand the “why” behind what they do. ARCSI Learning will continue to add new courses that address trending topics and key areas of focus.

“Taking part in continuing education opportunities allows residential cleaners to expand their technical knowledge, improve cleaning results, and enhance employee safety,” said Erin Lasch, ARCSI Program Manager. “We are thrilled to launch ARCSI Learning to address the top concerns of residential cleaning companies, provide a solid training solution for the residential cleaning industry, and continue to change the way the world views cleaning.”

The ARCSI Learning dashboard enables residential cleaning companies to assign specific courses to staff members and monitor their progress. Within the PHC Certification, each course concludes with a “knowledge check” to test participants’ skills. After completing all sections, enrollees take a certification test.

In addition to the PHC program, ARCSI Learning offers another course: COVID-19: What House Cleaning Professionals Need to Know, approved by the Global Biorisk Advisory Council® (GBAC). This offers specific information needed to perform residential cleaning safely and responsibly during the pandemic.

“This is a great resource for residential cleaners and helps ARCSI in its mission to further professionalize the industry,” added Lasch.

For more information on ARCSI, which also has a Canadian division, visit the ARCSI website.

IICRC board of directors elects 2021 executive committee

The Institute of Inspection, Cleaning and Restoration Certification (IICRC) announced on October 21 it has elected its 2021 executive committee.

The IICRC confirmed the results of its board of directors election earlier this month and has now chosen its executive committee, which oversees the operations of the organization and, along with the board, represents the interests of IICRC constituents.

Each major decision made within the organization is brought before both the
Executive Committee and the Board of Directors.

The 2021 Board of Directors Executive Committee consists of:

  • Kevin Pearson: Chairman of the Board
  • Carey Vermeulen: Chair-Elect
  • David Hodge: First Vice President
  • Joe Dobbins: Second Vice President
  • Scott Mitseff: Treasurer
  • Robert Pettyjohn: Secretary

Additional members of the 2021 Board of Directors include:

  • Bryan Brainerd
  • Robert Blochinger
  • Mark Drozdov
  • Craig Kersemeier
  • Tony Macaluso
  • Leslie Morrow
  • Darrell Paulson
  • Ryan Tasovac
  • James Tole

For more information, visit the IICRC website. https://www.iicrc.org/IICRCBOD.

Alberta introduces prompt payment legislation

New legislation will introduce prompt payment timelines into Alberta’s construction sector, ensuring contractors and subcontractors get paid on time.

The proposed changes to the Builders’ Lien Act are the first in almost 20 years and address long-standing concerns within the construction industry, including payment timelines, lien periods and adjudication.

“We are answering calls and addressing concerns from the construction industry to protect jobs by ensuring everyone throughout the supply chain – from general contractors to subcontractors – is paid on time for their work. We’re doing this at a critical time when Alberta’s government is moving forward on its recovery plan and when hard-working Albertans in construction can least afford payment uncertainty,” said Nate Glubish, Minister of Service Alberta.

The proposed legislation would:

  • Eliminate the need for contracted timelines by requiring owners, contractors and subcontractors to pay invoices within 28 days.
  • Extend the deadline for unpaid contractors and subcontractors to file liens against a project with the government’s Land Titles Office from 45 days to 60 days.
  • Prohibit ‘pay-when-paid’ clauses from construction contracts to end the practice of transferring financial risk to subcontractors.
  • Establish an adjudication system to resolve disputes, rather than rely on the courts.
  • Increasing the minimum amount owed that can be subject to a lien from $300 to $700.
  • New rules allowing for holdback money on large, multi-year projects to be released without risk at pre-set times.
  • Improving contractors’ access to payment information.
  • Changing the name of the act from the Builders’ Lien Act to the Prompt Payment and Construction Lien Act.

Previously, Alberta had no rules for payment timelines in the construction industry, which meant these timelines were vague if not addressed in a contract. If passed, these changes will set a clear timeline of 28 days for payments to be received, giving construction industry professionals the confidence they need to operate successfully.

The legislation is welcomed and supported by major industry groups, including the Alberta Construction Association, Calgary Women in Construction, Building Trades of Alberta, Alberta Trade Contractors Coalition, Concrete Alberta, the Alberta Roofing Contractors Association and the Electrical Contractors Association of Alberta.

“Members of the Alberta Construction Association support legislated payment cycles and adjudication of payment disputes. These mechanisms help timely completion of construction projects, ensure our employees are not impacted by payment delays and provide better value for taxpayers on public infrastructure projects,” said Frederick Vine, chair, Alberta Construction Association.

New grants for COVID-19-related expenditures

Small business operators could receive up to $5,000 to help cover COVID-19-related expenditures from a new round of grants channelled through the Canada United Small Business Relief Fund. Online applications will be accepted beginning October 26 for the allocation of the $12-million funding injection Mary Ng, federal Minister of Small Business and Export Promotion announced yesterday.

Grants are to be used for physical modifications to comply with public health requirements, personal protective equipment or upgrading digital/e-commerce capabilities. To qualify, small businesses must be registered in Canada, record between $150,000 and $3 million in annual sales and employ no more than 75 people.

The Ontario Chamber of Commerce will administer the fund, as part of its ongoing affiliation with the Canada United initiative, launched by RBC to promote local shopping and dining. More than 70 Canadian businesses and organizations, including the national network of Chambers of Commerce and Boards of Trade, have joined the effort.

“The Canada United Small Business Relief Fund is helping our small businesses offset the cost required to reopen safely or adopt digital technologies to move more of their business online at a time when they need it most,” says Perrin Beatty, president and chief executive officer of the Canadian Chamber of Commerce.

“With the federal government’s support, we are confident that the Small Business Relief Fund will make a significant difference in helping businesses prepare for the road ahead,” concurs Neil McLaughlin, RBC’s group head, personal and commercial banking.

RAIC welcomes Paul Mitchell as director of practice

The Royal Architectural Institute of Canada (RAIC) welcomes Paul Mitchell, B.Arch.,OAA, FRAIC to the RAIC operational team as the incoming director of practice.

As a licensed architect, Mitchell brings more than 25 years of experience in architectural practice to his new role in supporting members of the Royal Architectural Institute of Canada. He earned a Bachelor of Architecture from Carleton University with High Distinction and was awarded the Raymore Medal by the Ontario Association of Architects for the highest standing in annual provincial licencing exams.

Serving for seven years on the Council of the Ontario Association of Architects, Mitchell held several executive positions, including OAA president in 2003, vice-president and treasurer in 2002, and senior vice-president Statutory Activities in 2001. He helped to guide the OAA Council through the formation of its insurance subsidiary Pro-Demnity Insurance Corporation and was an inaugural director of the Ontario Association of Applied Architectural Sciences. He currently serves on the OAA Complaints Committee. For his service to the profession, he was honoured as a Fellow of the Royal Architectural Institute of Canada in 2004.

In his new RAIC role, Mitchell is responsible for practice support and practice advocacy. The portfolio includes management of practice queries, maintenance and creation of standard agreement documents, maintenance of existing publications (e.g Fee Guide, CHoP), leadership and management of the Practice Support Committee, advisor to RAIC continuing education as well as advocacy and representation on pan-professional committees including but not limited to the Federal Real Property Advisory Committee, Construction Industry Consultative Committee, and more.

As principal architect of a medium-size architecture practice in northern Ontario, Mitchell’s career has focused on a wide range of projects including long-term care, education, health and municipal services projects. He considers his service to several indigenous communities to be a highlight of his career. Under his leadership, the firm has received several awards for its designs, including four Ontario Wood Works Awards.

Surety association recommends digital bonds

The Surety Association of Canada (SAC) is repeating its recommendation of digital bonds, issued at the start of the pandemic. At that time, the association advised the construction industry to expand its use of digital bonds for both the contracting phase and for performance and payment bonds.

Since the onset of the COVID-19 pandemic in Canada, there has been a need for dramatic shifts in the methods for the distribution of surety bonds, more specifically for construction projects and service/maintenance contracts.

To further assist the industry, he association has released their White Paper: Digital Bonds the Way of the Future – and the Present.

“Over the past number of months, SAC has been inundated with inquiries from both owners and contractors about how to obtain a digital bond,” states Steven D. Ness, president of the Surety Association of Canada. “And although we have stated our recommendation previously and provide comprehensive information on our website regarding e-bonding and digital bonds, we felt it necessary to create this white paper to provide a printable resource for various stakeholder groups”.

This white paper provides a detailed overview of digital bonds, including the requirement for such bonds to meet the three threshold criteria identified by SAC as essential to any legitimate digital bond:

  1. Integrity of Content – The assurances that the document received is the true document executed and the content has not been changed or altered.
  2. Secure Access – Restricting the access to the document to those authorized to view and/or download it.
  3. Verifiability / Enforceability – Assurances that the document was duly executed by the parties identified and that it is enforceable in law.

The document cautions users to be wary of commonly used substitutes for digital bonds such as scanned images which may be expedient, but do not meet these cornerstone criteria.

“To assist stakeholders in becoming more informed and knowledgeable about e-bonding and digital bonds, we also launched an FAQ section on our website of some of the most common questions that we have received since the start of the pandemic as we saw an increase in the number of requests for digital bonds,” said Sharon Clark-Koufis, director of operations, membership and stakeholder services.

 

U of T’s fall reopening plan ‘unacceptable,’ says union

The union representing more than 10,000 contract academic workers at the University of Toronto is speaking out against the recent COVID-19 outbreaks on campus.

In light of new public health measures in Toronto, the university announced on October 10 that it would close indoor gyms and fitness centres, shift to take-out only food services and limit organized activities, but that in-person teaching and instruction at universities are exempted from the new restrictions. While about 90 per cent of courses are being offered remotely, it continues to require in-person instruction for some courses. That same week, students and staff contracted the virus.

As Staff Union CUPE 3902 further points out, the university asked its principals and deans to review other in-person activities, including instruction. The Faculty of Arts & Science (the largest faculty on campus) said that all classes in the faculty currently offered via hybrid dual delivery mode would move completely online for the remainder of the fall semester.

After a number of on-campus outbreaks, CUPE 3902 was advised that the university was finally ‘moving toward’ required screening for students and staff. Amy Conwell, chair of Staff Union CUPE 3902, said “it’s completely unacceptable” that these predictable outbreaks are occurring.

“To add insult to injury, U of T isn’t disclosing the real number of COVID-19 cases related to recent on-campus outbreaks,” she said. “Canada’s top university needs to listen to its own world-class faculty if it wants to do better than the D-grade it received on its fall reopening plan.”

As early as July, CUPE 3902 and a coalition of other campus unions including UTFA called for fall term classes to be offered online-only in anticipation of the second wave of COVID-19 cases currently sweeping the province. Expert epidemiologists at the university suggested the school adopt reopening plans in line with those of other Ontario universities that went entirely or mostly online.

The university refused to meet with the coalition to discuss reopening plans despite public calls to do so.

“Going forward, unions, faculty and employee associations, and front-line management must have a meaningful role in both University reopening plans and in development of ongoing remote work policies. Each of these groups should be consulted before decisions are taken and information is disseminated.”

That was one sentence from a letter the Dalla Lana School of Public Health sent to the president and vice-presidents on June 29. It was signed by professors of epidemiology, occupational and environmental health, global health, indigenous health, and social and behavioural health science.

Staff unions requested that U of T establish proactive mandatory screening, on-campus testing, centralized contact logs, and take the fall semester completely online. But CUPE 3902 says the university launched UCheck in September, a U of T branded voluntary self-assessment tool that pulls together widely known public health guidance.

A recent press release states, “the University has taken the position that it has no obligation to inform University Joint Health and Safety Committees when students who have been present in their workplaces test positive for COVID-19. The union believes that the University of Toronto’s approach is completely irresponsible and violates employees’ rights to be made aware of hazards in their workplaces.”

Canadian researchers among global Green Talents

Germany’s federal Ministry of Education and Research has named 25 Green Talents for 2020, chosen from an international field of scholars in the early stages of careers in sustainability sciences. This year’s winners collectively represent 24 countries in Africa, Asia-Pacific, Europe, the Middle East and North and South America, including two Canadian researchers.

Dr. Alexandra Cassivi, a PhD in civil engineering and postdoctoral researcher at Université Laval, and Curtis Rollins, a PhD student in agricultural and resource economics at the University of Western Australia, were selected by a jury of prestigious German scientists and sustainability specialists, who assessed 589 applicants from 87 countries.

Cassivi’s research focuses on access to drinking water, hygiene and environmental health, combining the disciplines of humanities, health and engineering. She is investigating how accessibility and seasonal variations in water supply affect community health and well-being in order to develop evidence-based guidance for engineers who design and evaluate water supply infrastructure in low-resource environments.

Rollins is studying the drivers of environmentally friendly behaviour, drawing on economics, sociology and psychology to investigate how Canadian and Australian households adopt renewable energy and energy-efficient technologies. He is collaborating with researchers in North America, Europe and Asia to analyze the best combination of measures that governments can implement to support reductions in greenhouse gas emissions and enhanced biodiversity.

This is the 12th year of the Green Talents competition, culminating at Germany’s annual Green Talents International Forum for High Potentials in Sustainable Development, which provides a forum for sharing global research from a range of scientific disciplines. However, for 2020, that event will be virtual with the 25 award winners invited to German research institutions, universities and sustainability project sites via remote access technology.

University of Hamburg; my Boo (a company that builds bamboo bikes); the GEOMAR Helmholtz Centre for Ocean Research Kiel; the Max Planck Institute for Demographic Research (MPIDR); the Leibniz Institute for Catalysis (LIKAT Rostock); the Fraunhofer Institute for Computer Graphics Research IGD; and the Potsdam Institute for Climate Impact Research (PIK) are all on the agenda for virtual visits. By 2021, it’s expected the award winners will be able to travel to Germany to claim their fully funded research stay at an institution of their choice.

Strong roots transform Vancouver office

As most financial institutions automate, Peoples Group has been steadfast in its belief that people matter and their desire to engage clients face-to-face. Unfortunately, those values weren’t reflected in its head office in Vancouver. Space was fragmented, and there was unequal access to natural light, while limited meeting rooms, collaboration areas, and social areas led to a disconnected culture and workstyle. Engagement exercises showed a desire for increased socialization and balanced wellness, as well as the need to enhance connections, increase collaboration, and promote democracy.

For the Dialog Design team, the ideas of strength and stability became clear, and an overarching design concept emerged: the strength of a tree. Trees symbolize vitality, beauty, stability, and wisdom, and embody the deep roots of the company’s culture.

strong roots

The team was fascinated by the experience of coming together under a tree, and brought it to life. The heart of a tree – the trunk and its roots – is represented in open spaces like the reception area. A large ceiling design that emulates a forest canopy connects these spaces. Office and meeting spaces reflect branches, as expressed through strong sightlines and accessibility. Centralized social hubs that increase cross-floor circulation and encourage community building are an extension of the trunk.

Sightlines, circulation paths, and city-view corridors – more branches expanding out – shape the horizontal planning approach. Open office areas are broken up by meeting, focus, and collaboration spaces, like clusters of leaves. The ‘together-alone’ strategy fosters relationships, as well as increasing communication and connection.

Utilizing building corners for group collaboration brings sunlight to teams and helps their ideas grow. A centralized kitchen and games room – like a hollow in the tree trunk – facilitate team get-togethers. These spaces acknowledge the positive influence the workplace can have on employees, clients, and the business, much as gathering under a tree can foster socialization and wellbeing.

Completed in 2019, the Peoples Group tenant improvement was a phased renovation over four floors. The successful transformation earned Dialog a 2020 IDC Value of Design Award of Merit in the category of Innovation in Workplace Design.

 

55-storey Vancouver tower to include social housing

A recently approved project at 601 Beach Crescent in Vancouver will provide 152 social housing units for low- and moderate-income residents plus a cash contribution of $12.1 million for additional social housing in the area, helping to create a more equitable city for people with a range of income levels.

“Vancouver is experiencing a severe shortage of housing that’s affordable to low- and moderate-income renters, said Gil Kelley, general manager of Planning, Urban Design, and Sustainability. “Engaging the private sector is one method to increase the supply of affordable housing without the use of limited senior government funding.”

The 55-storey building will be situated at the north end of the Granville Street Bridge between the bridge offramp and Seymour Street, south of Pacific Street. This site, which has been vacant since Expo 86, had already been designated as a suitable location for a taller, landmark tower to create a visual gateway into the city centre from the bridge.

City staff worked with the project team in responding to feedback from the Urban Design Panel and the public, resulting in an architecturally creative tower with ground level commercial space that will produce a vibrant public realm for residents of all income levels to live work and play. This project also offers significant leadership in sustainability with a passive design that will reduce carbon emissions 50 per cent more than what’s required in the city’s Green Building Policy.

The new building will comprise of a total of 455 homes, including 303 condominiums in addition to the 152 social housing unit. The podium also includes approximately 25,000 sq. ft. of commercial space.

Pinnacle International is the developer, and the design is by Shanghai-based Jyom Architecture and local firm GBL Architects. The tower design, inspired by the dancing movement of a dress, compliments the Vancouver House across the street.

How will campuses change because of COVID-19?

Higher education experienced 10 years of change in about 10 days. Learning moved online. Staff moved to remote work. Research went largely digital. Student life and support services became virtual. This has left colleges and universities questioning how much space will be needed in the future campus, how it will be operated, and how to make our built environment more healthy, sustainable and resilient.

Facilities planners and managers are faced with short- and long-term challenges simultaneously. In the short-term, they are assessing systems and spaces for health, density for social distancing, and new operations such as frequent cleaning and expanded hours. In the long-term, they are taking a fresh look at the balance of spaces on campus. If 30 per cent of our workforce plans to stay remote, what does this mean for our office spaces? If a 300-person course can be taught more effectively in an online module, can we repurpose some of our lecture halls? Are learning and working online the new swing space?

Planners and managers are working to determine how to get the most value out of their spaces and seeking to strengthen that value. Rather than default to expansion, this also means working with what’s already in the portfolio, monetizing excess space, and putting speculative construction on hold (except projects already funded or in the works, particularly those that are donor-funded). This reflection on how to improve experiences and efficiency together can also be an important part of staving off a campus closing all together. In the U.S., many estimates foresee about a quarter of institutions at risk.

Thinking about space, services, staffing, and systems together

As people return to the campus or workplace, facilities teams will play an important role in developing and maintaining socially vibrant, healthy, and technologically-enabled environments whose performance enables the positive experience for people and resilience for the future.

To play this role, facilities teams will have to monitor and act on both hard and soft data. Hard data will consider air quality, energy/water consumption, space utilization, and people flow. Softer data will include comfort and experience, gathered by taking the pulse of students, faculty, and staff. Using a mixed suite of analytical data and dashboards to make sense of them, facilities teams can make data-driven, evidence-based decisions that empower the institution to maximize both efficiency and experience of their campus assets through real-time insights. From these data come strategic updates, in both the short and longer term, that can be made and continually analyzed and optimized as the environment changes. This need for an agile and responsive approach will allow confidence to grow, adapt, and test future resilience and implications of achieving carbon, water, waste, and other sustainability goals.

COVID-19 increased the adoption of technologies used to monitor, manage, and use spaces: a campus app with push notifications as you approach a closed building, daily temperature checks and symptom reporting, booking a seat in the library, ordering a meal before picking it up, monitoring utilization and occupancy in real-time. Going forward, technology will be more and more of an interface between people and the spaces we inhabit. We’ll all be living a hybrid, “phygital” experience that is part physical and part digital.

How will campuses and their operations change?

Different types of space will be impacted in different ways. Ultimately, space is built around use, and some activities will change more than others. In workplaces, some assigned desks will shift to hot desks, with more space designed for people to drop in one to two days a week in lieu of permanent desk assignments. Wet-lab researchers are outsourcing components of their experiments to off-site labs while dry labs have transitioned smoothly to remote work. Will this open up more space for wet labs in the long term? Libraries are also expanding virtual access to both services and collections—stack space will be replaced by collaborative hubs and new services. Housing has been de-densified and will likely stay that way, with more singles going forward. Dining is shifting to more pre-ordered or grab-and-go meals at smaller tables.

Colleges and universities will continue to move functions off campus that don’t need to be there, whether it’s the rarely used library books or back-office administrative functions. Many campuses are looking for ways to better utilize their outdoor spaces, not just for recreation but for meetings, study, and classes as well. With more PPE and pre-packaged meals, more stockpiling, and less sharing of everything from spaces to utensils, campuses will also need to review their storage, distribution, and waste strategies. Operationally, institutions must also balance two countervailing forces: their desire to centralize control to better manage assets more efficiently (i.e., centrally-scheduled classrooms) versus their desire to distribute functions that minimize contact and therefore risk (i.e., to create campus “neighbourhoods” with small cafes).

In terms of this “phygital” relationship between people and the built space around them, public health will be the main driver in the short-term. This will mean more focus on air quality, which has benefits beyond basic health, including enhancing wellbeing, productivity, and the positive perceptions of the space. Current industry guidance suggests one of the primary ways to minimize transmission of COVID-19 inside a space is an increase in both the ventilation rate and the amount of predominantly clean outside air. Institutions can look to optimize the existing systems along these lines and further increase quality with the addition of HEPA or UV filters. This may be challenging depending on the configuration of the systems.

Buildings that are designed around natural ventilation or mixed-mode ventilation will have an advantage here over sealed environments. Over the long term, building design will embrace historic architectural solutions employed before the advent of elevators and air conditioning, such as higher volume spaces, displacement ventilation, more daylight, operable windows, and wide stairs.

In addition to controlling any air-borne transmission, the physical contact that students and staff have with the environment can be minimized, with the added benefit of reduced cleaning costs.

The addition, or upgrade, of occupancy sensors for lighting and AV systems can reduce the need for switches, and card readers can also be linked to automatically opening doors. Data can be used to track and monitor performance of the systems and they can be optimized over time to reflect popular usage and occupancies.

Becoming more adaptable, equitable, and sustainable institutions

College and universities have been defined by their traditions, but their success now depends on their ability to change, especially to address structural issues like access, affordability, and equity.

Institutions are becoming more adaptable. Staff are not only working remotely; they are also doing new things with new technologies and leaner processes that remove layers of approvals.

The near universal adoption of remote-enabled technology has turned skeptics into advocates when it comes to things like providing remote student services, collaborating with colleagues across disciplines and departments through online tools, and even teaching online courses in a more engaging and intimate way. It also includes more outreach and partnerships with companies and communities who can fuel innovation, share space, and create economic opportunity.

A crisis is a terrible thing. It’s also a terrible thing to waste, and so as the initial fog of COVID-19 lifts, colleges and universities can become more adaptable, equitable, and sustainable.

Elliot Felix is founder and CEO of brightspot strategy, a strategy consultancy on a mission to transform the higher education experience by making it more engaging and equitable. Elliot is an accomplished strategist, facilitator, and sense-maker who has helped transform over 90 colleges and universities and is a frequent speaker on reimagining higher education. [email protected]

Kelly Sanford is senior strategist at brightspot strategy. Kelly ignites dialog between college university stakeholders and leaders to co-create practical and innovative strategies for institutions. As an architect-turned-strategist, she believes great design balances a respect for existing context with fresh ideas and rigorous research. She always seeks to generate an experience that fits the place, community, and zeitgeist. [email protected]

David Herd is managing partner of Buro Happold’s California region and has significant experience in high performance building design and sustainable master planning. David’s collaborative approach and distinct leadership skills have enabled his teams to achieve the highest levels of sustainability with innovative engineering solutions for over 75 higher education projects across the U.S. [email protected]

Stuart Brumpton is a principal at Buro Happold. Stuart has over 25 years of experience delivering large, multidisciplinary integrated projects, including business schools at Carnegie Mellon University and Arizona State University. Having worked in the UK, Germany and the U.S. he brings international best practice to deliver engineering solutions addressing aesthetics, quality of space, site specific constraints and low carbon technologies. [email protected]

 

 

Superintendents’ rare pay status challenged

COVID-19 has brought heightened cleaning duties and more demands from stay-at-home building occupants for many residential superintendents. However, that hasn’t necessarily come with a commensurate boost in earnings for a workforce that remains among the minority of Ontario employees exempt from a mandated minimum wage.

Opposition critics in the Ontario legislative assembly want to overturn that rare pay status through amendments to the provincial Employment Standards Act. Gilles Bisson, the NDP member of provincial parliament for Timmins, has introduced a private member’s bill that would exclude gratis accommodations from the calculation of residential superintendents’ compensation, and establish their entitlement to the minimum wage in addition to room and board.

“Superintendents, janitors and caretakers who work in residential buildings are working harder than ever during the pandemic to help keep people safe, but when they add up their salary and room and board, it works out to less than minimum wage,” Bisson asserts. “They don’t feel that’s fair, and neither does the NDP.”

Bill 210, the Fairness for Residential Superintendents, Janitors and Caretakers Act, was carried at first reading on Oct. 5. Subsequent stages of debate have not yet been scheduled.