ASHRAE introduces society president, elected officers

ASHRAE has introduced its 2020-21 society president, executive committee officers, and directors.

The president for the 2020-21 term is Charles E. Gulledge III, P.E., Fellow ASHRAE, and a senior mechanical engineer at Environmental Air Systems in High Point, North Carolina. During his inaugural presidential address, Gulledge announced the new society theme will be “The ASHRAE Digital Lighthouse and Industry 4.0.” The theme focuses on reimagining the building industry by not only integrating industry segments, but technology.

“We have an opportunity to challenge what work is, how it should be approached, and where it can be performed,” said Gulledge in a statement. “We can engage our workforce in activities that seek and create value. Data becomes a critical resource. Everything that unfolds in the future revolves around data.”

Elected officers serving a one-year term were also announced:

President-Elect: Michael C.A. (Mick) Schwedler, P.E., Fellow ASHRAE, LEED AP, staff applications engineer, Trane, La Crosse, Wisconsin.
Treasurer: Farooq Mehboob, P.E., Fellow Life Member ASHRAE, principal consultant, S. Mehboob & Company Consulting Engineers, Karachi, Pakistan.
Vice President: Donald L. Brandt, Life Member ASHRAE, sales engineer, Trane, Phoenix, Arizona.
Vice President: William (Bill) Dean, P.Eng., Life Member ASHRAE, regional site operations manager, National Research Council of Canada, Saskatoon, Saskatchewan, Canada.
Vice President: Tim McGinn, P.E., HBDP, principal, McGinn Technical Services, Calgary, Alberta, Canada.
Vice President: William F. (Bill) McQuade, P.E., Fellow ASHRAE, LEED AP,vice president sector services, Air Conditioning, Heating, & Refrigeration Institute, New Cumberland, Pennsylvania.

ASHRAE revealed its newest directors and regional chairs who will serve three-year terms from 2020-23:

Region VII Director and Regional Chair: Chris M. Gray, Ph.D., P.E., chief technology officer, RENU Communities, Atlanta, Georgia.
Region VIII Director and Regional Chair: Randy C. Schrecengost, P.E., senior project manager, Stanley Consultants, Austin, Texas.
Region IX Director and Regional Chair: Tyler J. Glesne, mechanical engineer, Control Services, Inc., Omaha, Nebraska.
Region X Director and Regional Chair: Devin Abellon, business development manager, Uponor, Los Angeles, California.
Region XIV Director and Regional Chair: Andres J. Sepulveda, president, Commtech, Madrid, Spain.

ASHRAE’s newest directors-at-large were also introduced:

Kenneth Fulk, principal, Reed Wells Benson & Company, Allen, Texas.
Wade Conlan, P.E., principal, Hanson Professional Services, Maitland, Florida.
Adrienne Thomle, retired, Reno, Nevada.

This June, ASHRAE announced the launch of its 2020 handbook, designed to help system designers and operators select equipment best fit for specific applications and scenarios. The guide has been distributed to members and is now available for purchase by the public.

Trevor Hildebrand is new 2020-21 MCABC chair

Trevor Hildebrand is the new Mechanical Contractors Association of BC (MCABC) chair for 2020-21. The 2020-21 board of directors was elected during the AGM on June 18, 2020. Immediately following the AGM, the new board elected and named its officers.

Hildebrand, president of Phase Mechanical Ltd. in Surrey, has more than 35 years of experience in the mechanical contracting industry, where he trained and practiced as a plumber and project manager before starting Phase Mechanical in 1994. Today, the company employs approximately 50 people.

“This is a pivotal time for MCABC, its members and the mechanical contracting industry,” said Hildebrand, a champion of change, good governance and an advocate for skilled trades development. “The industry and our association are going through much needed transformative change. Our members appreciate the value of collective representation and expect MCABC to have an instrumental role in advancing the industry. I’m honoured to have the opportunity.”

Hildebrand is no stranger to change. In 1999, he was elected to the board of directors for the then named Edelweiss Credit Union and was part of the board merger committee when Edelweiss and Fraser Valley Credit Union joined to become Prospera Credit Union.

During his time on the board, Hildebrand was chair of Prospera Insurance Company, the credit union representative on the Ubiquity Bank of Canada, vice chair for four years and a member of the audit, governance and executive committees.

Joining Hildebrand on the MCABC executive board are: vice president Henry DeJong, ESC Automation Inc.; vice president Kyle Wizniewski, Black & McDonald Ltd.; and secretary-treasurer Wayne Davidson, Davidson Bros. Ltd.

Ontario Ombudsman tracks LTB’s sluggish pace

After announcing in early January that he planned to investigate the sluggish pace of proceedings at the Landlord and Tenant Board (LTB), Ontario Ombudsman Paul Dubé received nearly 500 additional complaints before the end of March. His newly released 2019-2020 annual report flags the LTB as one of the most common sources of concern addressed during the year, and cautions that COVID-19 is likely to further encumber adjudication timing.

“We were in close contact with the Landlord and Tenant Board as our investigation into delays continued, and noted that the suspension of eviction orders and hearings as of mid-March will likely impact the board once it resumes regular operations,” Dubé’s report states. “We also fielded many complaints and questions from people affected by this suspension.”

During the Ombudsman’s reporting period from April 1, 2019 to March 31, 2020, Tribunals Ontario — the overarching administrative body for 19 special issue tribunals under the auspices of the Ministry of the Attorney General — ranked as the fourth most prevalent of topic of complaint. Fully 74 per cent, or 779 of those 1,051 complaints were about the LTB.

Tribunals Ontario also emerged as the single provincial organization that provoked the most disgruntlement since the top-three topics of complaint — corrections, municipalities and children’s aid societies — related to a number of different facilities, administrators and/or public bodies in jurisdictions across Ontario. On its own, the LTB would rank as the sixth most frequently voiced topic of concern, just after the 832 complaints the Ombudsman received about the Family Responsibility Office and ahead of 754 complaints about the Ontario Disability Support Program.

Outlining the work of the in-progress LTB investigation, Dubé confirms his team is assessing required resources and “potential systemic factors, such as relevant legislation, training, funding and technology”. They’ll also look at the impact of the recently adopted Protecting Tenants and Strengthening Community Housing Act, which the Ontario government has promised will modernize and streamline dispute resolution.

The executive chair of Tribunals Ontario is underscoring the organization’s intention to cooperate. Sean Weir was appointed to the position last month, replacing the interim executive chair Karen Restoule, who has now been reassigned as acting associate chair of the LTB.

“I welcome the update on the ongoing investigation into Landlord and Tenant Board delays. I recognize the impact that service delays have on personal lives and businesses and our organization takes this issue seriously,” Weir asserts, in response to the Ombudsman’s report.

“Under (Restoule’s) guidance the LTB has been able to respond to the ongoing COVID-19 pandemic and continue proceedings for non-eviction matters through teleconference and written formats,” he adds. “I have confidence in her leadership and our staff’s dedication to continue to transform the LTB to be responsive to the needs of landlords and tenants and to provide fair and efficient dispute resolution services.”

OAA launches new logo and website

The Ontario Association of Architects (OAA) has a new logo and website. The new black and white logo, developed by Leo Burnett Canada, shows the OAA as a place to bridge communities.

“We are thrilled to have worked in partnership with the OAA to develop a timeless new identity—an identity that ultimately distilled down to fundamental shapes representing space and community,” says Lisa Greenberg, CCO of Leo Burnett Canada. “It’s an identity that can last a lifetime, just like structures and buildings.”

The central circle, which doubles as an O for “Ontario,” is representative of the community and inclusivity of the membership. The outer pieces framing this circle are representative of the architect’s space, and create two As — a nod to “association” and the two member types: architects and architectural technologists (Lic.Tech.OAA).

The OAA website (www.oaa.on.ca) also has a new look, as well as a new design experience. Collaborating with two Toronto companies, the OAA has re-envisioned its decade-old site to meet accessibility standards, provide clear information for both members and the public, improve transparency, and offer responsive design for tablets and phones.

“We know our website is our digital headquarters. It’s a space that is used by members to access an important body of knowledge as well as to build community, and it’s a place for the public to find information or gain a better understanding of this profession, its role, and the uniquely trained and skilled individuals who are part of it,” says OAA president and architect, Kathleen Kurtin.

The new website comprises two separate, but connected, domains for public and member audiences. The OAA’s mission of protecting and serving the public interest is made explicitly clear, allowing users to quickly learn about the architecture profession and the OAA’s regulatory role, or gain more information about illegal practice, complaints and discipline processes, or registrar investigations.

Alberta unveils $10 billion infrastructure program

Alberta has unveiled a Recovery Plan for the province’s economic strategy that includes a a record $10-billion investment in infrastructure and a plan for 50,000 jobs this year.

Following the initial economic devastation of the COVID-19 pandemic and the unprecedented crash in oil prices, the government of Alberta is stepping forward with a plan to address both the short-term and long-term challenges facing the province.

The investment is earmarked for construction projects such as schools, roads, overpasses, waterways, long-term-care homes, hospitals and bridges.

The corporate tax will also be dropped from 10 per cent to eight per cent by the beginning of July, according to Alberta Premier Jason Kenney.

The government will launch a series of large-scale infrastructure projects this summer at a total cost of $612 million. These projects are designed to create at least 2,500 jobs and the projects have been chosen to improve long-term economic growth and to encourage investment across the province.

“Albertans have risen to the challenge of the pandemic, though we will continue to be careful, especially for those who are most at risk. Now we must extend that same culture of resilience to overcoming the greatest economic challenge of our time. Today, we take a big step forward in that journey with the launch of Alberta’s Recovery Plan, a bold, ambitious long-term strategy to build our province, to diversify our economy, and to create jobs,” said Kenney.

Alberta’s Recovery Plan includes the many government relief programs that we have put in place to support Albertans and Alberta job creators through the COVID-19 pandemic. It also builds on strategic investments already underway, including the Keystone XL pipeline and $1 billion in accelerated Capital Maintenance and Renewal funding. The plan will continue under three main pillars: creating jobs, building infrastrtucture that will spur ecnomic growth, and continuing to diversify the economy.

Canadians among ASHRAE outstanding achievers

Canadians continue to stand out as ASHRAE outstanding achievers. This year’s select group of honourees for distinguished service, exceptional service and distinguished long-term membership was announced at the Society’s annual conference, which is unfolding in a four-day virtual format. They will formally receive their awards at ASHRAE’s 2021 winter conference set for January 21-27 in Chicago.

Nicolas Lemire, president and chief executive officer of Pageau Morel et associés inc. in Montreal, is among 43 recipients of the distinguished service award, commending ASHRAE members of any grade for their commitment and professional accomplishments, and is also recognized in the select group of 10 exceptional service designees. That honour is limited to members who have been acknowledged for distinguished service and have continued to make exemplary contributions to ASHRAE and the heating, ventilation, air-conditioning and refrigeration industry.

Tim McGinn, a professional engineer and former Calgary-based principal with the architectural and engineering firm, Dialog, has also been recognized for exceptional service. McGinn, now retired, has just been elected an ASHRAE vice president for the 2020-21 term after previously serving as director at-large. He joins William Dean, an engineer based in Saskatoon with the National Research Council, and Darryl Boyce, immediate past president, as Canadians on the current slate of executive officers.

John Bisset of London, Ontario, and Frantisek Vaculik of Ottawa are two of 23 ASHRAE members named distinguished 50-year members. Only members of at least 50 years’ standing who are ASHRAE Fellows, distinguished service award recipients or a past ASHRAE president are eligible for the honour. Bisset, a professional engineer, is founder of the mechanical and consulting engineering firm, Chorley + Bisset Ltd. Vaculik, a professional engineer, is retired after serving as manager, building performance, with Public Works Canada.

Beatriz Salazar, an electrical designer with Smith and Andersen and secretary of the Toronto ASHRAE chapter, receives the Dan Mills Chapter Programs Award, which recognizes excellence in the development and implementation of chapter programs.

Pest-free tips as condo amenities reopen

Condo managers are carefully considering how and when it is appropriate for them to reopen valuable condo amenities that will help residents regain some sense of normalcy. At the same time, residents are continuing to spend more time at home than anywhere else, making these reopening decisions critical.

One reality to consider is that pests never rest – even during a global pandemic. If anything, pests are more active without the daily bustle of people moving around, leaving temporarily closed condo amenities vulnerable. Unused spaces make it even easier for pests to slip in unnoticed. Sheltering in place only brought about more potential pest attractants, like new sources of food, water and shelter.

Pests such as rodents, cockroaches and flies carry a wide range of pathogens, and while there’s no evidence that pests can spread and transmit COVID-19, other viral and bacterial transmission risks still exist. Below are tips on which spots to check regularly and what to consider before you reopen shared spaces.

Exterior, landscaping and rooftops

Assess the landscaping surrounding the exterior of any buildings to address overgrown trees or shrubbery that make contact or provide access to the roof, since these plants function like ladders for pests seeking shelter. Note any cracks or gaps in the building’s exterior, which should be sealed immediately. Don’t forget to check the roof as well to ensure there are no leaks or cracks. While there, make sure ventilation systems and air conditioning units are operating and properly screened. On both the roof and the landscaped ground areas, be sure to check for burrows or even dens. Rodents and other wildlife can become bold with fewer people around and nest closer to buildings. Gnaw marks on door seals can also be a sign of rodents trying to get inside.

Offices and shared employee spaces

As employees return, ask them to look through any personal storage areas and make sure they do not see any evidence of pest damage or activity, such as rodent droppings or even a few stray ants. Check for food that may have gone overlooked within reception and management office spaces when employees left at the start of the pandemic – stored product pests could be in drawers or lockers. It is important to clean and disinfect these spaces where pests, especially rodents, could have roamed during closures.

Clubrooms and fitness centres

Using a flashlight and moving slowly, scan these areas for pest activity. Carefully examine electrical wires for bite marks from rodents. Check out storage containers and even machinery. Cockroaches love warm, dark spaces like plugged in, unused espresso makers. Similarly, gym equipment provides lots of crevices for pests to call home, so clean all equipment thoroughly. Spider webs are common in these quiet areas and should be removed and disinfected.

Pools

Try to keep the surrounding area as dry as possible to limit the spread of moisture. Inspect equipment areas like nearby sheds, as storage areas like these are prone to pest activity. Also, if you offer towel collection containers, be sure to have someone empty them regularly, since the folds in moist towels are great pest hiding spots.

Trash Receptacles

With the increase in trash in residential buildings, rodents are taking notice – so be sure it is properly disposed of. Thoroughly inspect all common area trash cans both indoors and outdoors to confirm they were empty throughout closures, noting they may have seen use from residents in the meantime. If waste bins had organic debris inside them during closures, they offer pests a buffet of food and a comfortable shelter. Bag, seal and remove any remaining contents from waste bins as soon as possible. Be sure to resume regular trash pickups if you reduced or paused them in certain areas due to temporary closures.

Making decisions about reopening common areas and condo amenities can be difficult, but pest management doesn’t have to be. Using this checklist of areas that might have welcomed some unwanted guests during closures as a guide can help cross worrying about pests off your list. For consistent results, educate employees on pest prevention techniques and ensure you have a known procedure for reporting potential issues, such as ant or cockroach sightings and rodent droppings. While reopening spaces, have building staff keep a close eye out for these issues.

Alice Sinia, Ph.D. is quality assurance manager of regulatory/lab Services for Orkin Canada, focusing on government regulations pertaining to the pest control industry. With more than 20 years of experience, she manages the quality assurance laboratory for Orkin Canada and performs analytical entomology as well as provides technical support in pest/insect identification to branch offices and clients. For more information, email Alice Sinia at [email protected] or visit orkincanada.com.

ACI releases COVID-19 toolkit for businesses

The American Cleaning Institute (ACI) has announced the rollout of Healthy Returns, its free online toolkit for small businesses and offices. The guide offers reminders on hygiene, cleaning, and disinfecting to keep workplaces healthy and safe as they endeavour to reopen.

The ACI toolkit includes resources such as checklists to help guide internal assessments; posters and handouts to encourage and educate employees on proper disinfecting protocols in shared spaces; and decals for businesses to display reinforcing their dedication to cleanliness and health.

“For years, the American Cleaning Institute has been dedicated to sharing information on the safe and proper use of cleaning and hygiene products,” said Melissa Hockstad, ACI president and CEO, in a statement. “As businesses and offices gradually reopen in stages during the global pandemic, we want to provide them with the tools they need to help guide their daily cleaning and hygiene routines. We know it’s important to show their employees and their customers that they are committed to proper cleaning, hygiene and health.”

Though the Healthy Returns program is focused on supporting the reopening process for businesses, the program will also launch key guidance on cleaning and disinfecting protocols for schools that plan to reopen later in the year.

For more information on ACI’s Healthy Returns, visit the organization’s website.

KPF designed Vancouver office tower gets approval

Kohn Pedersen Fox (KPF) has received unanimous approval from the Vancouver City Council for 601 West Pender Street. Situated adjacent to Vancouver’s historic Rogers Building and sensitive in both scale and materiality, 601 West Pender Street interweaves elements of nature with architecture to create an urban oasis within the city.

The new building replaces a six-story parking structure in the city’s Central Business District with a retail base covered by a planted pedestrian canopy, an enhanced Alley Oop laneway, 29 floors of state-of-the-art workspace, and crown amenities with panoramic views of the city.

Developed by Reliance Properties, the new building will offer tenants more than 16,000 square feet of unique amenity spaces across the tower’s two highest floors, including a lounge, a health and wellness center with fitness studios, sauna and steam rooms, and an expansive landscaped roof deck.

The design by KPF features a gridded façade that complements the surrounding heritage buildings, unifying the architecture of the block. A fold is introduced to the building’s grid frame to achieve a woven appearance that plays with light to create depth. A warm metal in two finishes – textured and flat – adds unexpected color and reflectivity, and counteracts the typically overcast local climate. Two major contextual datums found in the cornice of the neighboring Rogers Building, a Vancouver Heritage Foundation site, and the soffit of a nearby building continue across the new building as canopies and setbacks.

“We felt the best way to complete this block of heritage buildings was to create a building that was at once modern and timeless and accentuates its context with scale and color – while bringing nature into the urban fabric,” said Marianne Kwok, KPF design director.

The landscape borrows from the elegant form of the building, with the façade’s angles superimposed on various landscape elements. These elements are incorporated throughout the base, activating the streetscape, with additional landscaping added to the architectural canopy, ensuring greenery is experienced three-dimensionally.

While the glass in the main tower is flat, at the top and bottom the façade folds inwards to create pockets of green space, a wider public realm at the base, and views into retail and amenity spaces. The redevelopment will reestablish the pink motif on the tower’s lower level walls facing the Alley Oop laneway, and will consider incorporating a retractable roof scrim as well as new lighting to enhance its sense of place.

The project is slated for completion in 2025. Chris Dikeakos Architects is serving as architect of record and Enns Gauthier is landscape architect.

FCM releases guide for cities to rebalance streets

As cities continue responding to the COVID-19 pandemic, the Federation of Canadian Municipalities (FCM) has released a new guide to help them effectively modify urban streets to support safe commuting, commerce and exercise.

The COVID-19 Street Rebalancing Guide is a product of FCM’s The Urban Project, which convenes a wide spectrum of voices to tackle urban challenges. The guide itself flows from weeks of engagement with city officials and thought leaders from across Canada.

“Municipal leaders are working flat-out to keep Canadians safe and well served through this pandemic, and adapting public streets is a big part of that,” said FCM president Bill Karsten. “As cities carefully reopen, there are smart ways we can support physical distancing, altered commuting patterns, and rising demand for space to get out and walk, run or ride.”

This tool is designed for decision makers and practitioners alike. With case studies from around the world, it offers strategies and practical guidance on rebalancing streets through three phases of COVID-19 response—from immediate to longer term. It explores installations ranging from bike lanes and curbside queuing areas to temporary patios and parklets.

COVID-19 has impacted all aspects of city life, and these impacts are not felt equally. Women and lower-income communities, for instance, both disproportionately rely on public transit, walking and cycling to access services and employment. That makes the guide a helpful tool for cities bringing an equity lens to their response and reopening plans.

“This crisis is unprecedented, so we’re all learning as we go, and this guide helps cities learn from each other,” said Karsten. “It also helps us all see the bigger opportunity here. If today’s temporary measures can build support for more permanent installations, this can be phase one of building more walkable, livable cities across Canada.”

York U kicks off rise of School of Continuing Studies

York University virtually broke ground on the first dedicated structure for its School of Continuing Studies to celebrate the new building located at the Keele campus, three minutes from the York University subway station.

The building, designed by Perkins and Will, will help meet some of the increasing demand for the school’s cutting-edge, innovative professional certificate programs and the York University English Language Institute. Currently, students attend classes at various locations throughout the campus and staff are spread across four buildings.

“Our students are bold, they’re confident, they’re ambitious. The building is an embodiment of who we are as a school,” said Tracey Taylor-O’Reilly, assistant vice-president, Continuing Studies. “The building will be a twisted, iconic gateway site and showcase York’s long commitment to providing high-quality education to non-traditional students.”

Construction began in March 2020 on the 97,000-square-foot building and is scheduled to open for students in fall 2021, expanding access to support international students and new Canadians, and innovative programming to for professionals looking to pursue exciting careers.

Ground floor interior rendering of the School of Continuing Studies’ new building.

In five years, the school has seen more than 1,000 per cent growth in its professional program enrolments.

Our professional programs are among the most innovative in Canada and among the top programs in North America,” says Taylor-O’Reilly. “Our physical environment needs to be an extension of the quality of the education we’re providing to our students.”

Sunnybrook Hospital abuzz with beekeeping first

Sunnybrook Hospital has become the first healthcare facility in Toronto, and quite possibly Canada, to welcome honeybees to its property.

Thirty thousand honey bees in three hives are now located on the Bayview campus, about one kilometre away from the main hospital buildings. The goal is to support this declining pollinator population, as well as provide in-person educational sessions for staff and visitors to learn more about the bees.

“Besides providing an opportunity to learn more about the fascinating inner workings of a bee colony, and a connection to nature in the city, we think the bees will provide a great way to connect with employees and the community about broader environmental issues, and ideally spur additional sustainability initiatives,” says Michael Lithgow, manager, energy and climate action at Sunnybrook.

As it stands, a few hospitals in the U.S. host hives. Local non-hospital sites include the University of Toronto, the Royal York Hotel, rooftops of several shopping malls and some mixed-use residential properties. Toronto became Canada’s first official “Bee City” in 2016. As Lithgow adds, cities are often ideal locations for beekeeping due to abundant flowering plants, fewer pesticides than rural areas and many sources of water.

Set on a 100-acre property, home to 4600 trees and extensive gardens, Sunnybrook offers such a habitat. It is also managed on low-impact principles, including minimizing water use, pesticides and waste.

“The bees are a natural and interesting addition to the landscape,” says Lithgow. “In the early planning stages of the project, it rapidly became apparent this would be a great way to engage staff and the public on a far-reaching sustainability issue. Almost everyone we engaged with expressed an appreciation for bees and other pollinators.”

It took just over a year to bring the hives to the campus with help from internal and external stakeholders, although the thought started percolating among residents in the Veterans Centre a few years ago. Genny Ng, performance improvement specialist at Sunnybrook, jump-started the idea of partnering with local beekeepers.

“As an organization with so much green space, our staff enjoy walking around the property and eating outside for their breaks,” says Ng. “We have a wonderful team that maintains our flower and vegetable gardens for staff to enjoy, bringing bees to the property will enhance these gardens and support a greener community.”

The pandemic is putting even more strain on the physical and mental health of Canadians, according to Robin Edger, executive director and CEO of The Canadian Association of Physicians for the Environment. He says “nature offers a prescription” of sorts, as there is “a growing body of evidence indicating that spending time outside in nature is one of the best things we can do for our well being.”

“Bees make excellent ambassadors for wellness and environmental health,” adds Lithgow. “We understand how important they are for our food and plants, while we’ve also heard how so many pollinators are threatened by pollution, disease and climate change.”

The three hives are expected to produce about 100 to 150 pounds of honey each year. At no direct cost to the hospital, a modest revenue is expected. Once the hives are established, honey will be available for purchase in the Sunnybrook gift shop and at the vendor tables through Fairhaven Farm—the beekeeper who is managing the hives in exchange for space. As the bee colonies grow, plans call for adding more hives if and when appropriate.

Photo by Kevin Van Paassen

Accommodation costs unnerve younger households

Financial uncertainty related to COVID-19 appears to be weighing more heavily on younger households than other homeowners and renters. A significant percentage of respondents aged 18 to 34 reported concerns about their ability to pay accommodation costs when Equifax Canada recently posed questions about financial resources and spending behaviour to nearly 1,540 Canadians. Millennials were also more likely to worry about job insecurity and to seek additional credit or family support to help cover their expenses.

Thirty per cent of millennials expressed concerns about continuing to meet rent or mortgage obligations and 14 per cent indicated they might have to move out of their current accommodations for that reason. Among respondents aged 35 or older, 17 per cent reported anxiety about their ongoing ability to pay rent or mortgage and seven per cent conceded they might have to move.

Job security was a standout concern for all respondents with 42 per cent of millennials and 25 per cent of older respondents reporting that their employment feels less stable due to COVID-19. Among those who have experienced job loss or a reduction of working hours, 25 per cent of millennials report that government assistance programs provide inadequate income to cover their expenses, versus 18 per cent of older respondents.

Five per cent of older respondents said they would apply for another credit card and nine per cent expect they will need to turn to family or friends for supplementary funds. Millennials were more likely to consider both those steps, with 13 per cent reporting they would apply for another credit card and 20 per cent expecting to receive financial support from family or friends.

Meanwhile, Equifax Canada analytics reveal that millennials’ credit card balances have shrunk by 16 per cent since January — a steeper drop than the collective 12.5 per cent reduction in other cardholders’ balances. That’s largely attributed to fewer opportunities for discretionary spending.

“There are psychological silver linings to the pandemic, including that for many Canadians, new and different financial behaviours have emerged and old habits have loosened their grip for a time,” suggests Kelly Peters, chief executive officer of the economics and behavioural analytics firm, BEworks.

However, a higher percentage of younger cohorts — under the age of 25 and 25 to 34 — have deferred payments.

“We know that some people are facing greater hardship than others, driven by large household indebtedness and historically low savings rates. It’s important for people to have meaningful conversations about money, expenses, deferrals and payment plans,” asserts Carrie Russell, president of Equifax Canada.

COVID-19’s impact on multi-res building design

When architects set out to design a living space, the end result is informed by many factors – occupant lifestyle and aesthetics being among them. Add in the threat of a deadly pandemic, and what used to be the hallmarks of multi-residential building design have suddenly altered considerably. Today, developers and designers planning purpose-built rental communities must incorporate health and safety in a way they’ve never had to before.

Jonathan King, principal at the architectural firm BNKC, has led the design on several notable projects including two Toronto apartment developments currently underway at 2720 Danforth Ave and 5509 Dundas (pictured above), and the East City Condos redevelopment project in Peterborough. With King’s experience in multi-residential building design and the pandemic continuing to pose a threat, his insight into what will emerge is not only timely, but critical.

“The main drivers are aesthetics, durability, life-cycle costs, flexibility — and now infection control in the wake of COVID-19,” he said. “I believe that the consideration of materials used in public and high traffic areas and design of the mechanical systems will be reconsidered.”

According to King, designers will strive to achieve a balancing act by creating a welcoming, visually-pleasing space while also prioritizing cleaning and maintenance; there will also be a need to factor in the potential for retrofits should it be necessary to reduce the threat of future infections.

“Also, technology will play an even greater role in helping us manage these spaces,” he added. “For instance, allowing residents to enter their building and call an elevator from their mobile device without touching a surface as they pass up to their suite, or booking a conference room for a work-from-home meeting. System integration will play a bigger part of future solutions.”

Flexible amenities

With communal spaces and amenities being important features of any building, particularly in apartments where the units are on the small side, King revealed changes are already underway to how these public areas are being approached.

“We are looking at how to re-program both our indoor and outdoor amenity spaces. We are looking to create more flexibility to allow for continuous use by individuals or smaller groups,” he said. “Bookable spaces where students can study…conference rooms to support working from home…outdoor dining areas and unique play spaces – these features are going to become even more important in the future.”

Affordability

Meanwhile, as physical distancing and work-from-home measures continue to keep many people out of the office, the pandemic is showing us that remote work is viable, and that in some cases it may even be preferable.

“While the jury is still out on what the actual outcomes may be in terms of work productivity in the wake of COVID-19, what’s clear is that working remotely has, for some, proved to be possible,” King said. “This may open the door for some young people in the workforce to reconsider the affordability challenges they face in renting in Toronto; they may even consider moving further afield. We could see a mass migration to the suburbs and a need for residential design in those places to appeal to a young “urban” clientele in search of a more balanced lifestyle and, more importantly, space.”

In fact, this movement is already happening with densification initiatives underway in several GTA satellite cities. To contend with the population boom, several developers are building mega mixed-use projects to accommodate the growth and appeal to this very demographic King speaks of. According to King, the East City residential development at the St. Joseph’s Hospital in Peterborough is a great example of suburban densification. Scheduled for completion in fall 2020, the old St. Joseph’s hospital site is currently being converted into offices, condos and rental units.

2720 Danforth: rendering supplied by Brick Visual

Aside from COVID-19 and ongoing supply shortages, what other forces are reshaping multi-residential building design?

According to King, affordability and a diverse spectrum of unit types are as important as they were pre-pandemic. “With the City of Toronto’s mandate to increase housing supply, specifically around purpose-built rentals, new development continues to be a major priority—even with the economic slowdown caused by COVID-19,” he said. “This is a fact that developers are attuned to. They are focused on delivering new housing units to the regions in need – upgrading or infilling existing rental sites, through programs like the Tower Renewal Project.”

Adding to that, new technologies, collaboration and better streamlined processes are helping to bring more rental projects to fruition. While international travel might be off the table for most individuals, at least for the foreseeable future, the need for adequate housing will never go away.

“What the COVID-19 situation has demonstrated is that it’s very possible to work remotely with technologies like VPN, Zoom, and Teams, but as powerful and liberating as these tools may be, they are no substitutes for face-to-face interaction and collaboration,” King said. “The challenge is not only in our ability to connect through technology, it’s also a matter of our mental health…the need for social interaction and access to nature.”

Ultimately, the question of affordability must be coupled with all these other needs human beings are born with. But one thing remains certain, rental apartments of the future won’t resemble what they used to.

$26M invested in Saskatchewan school maintenance

The government of Saskatchewan today announced $25.9 million in stimulus funding for school maintenance projects, including those to improve energy efficiency. The funds are part of the province’s two-year capital plan to stimulate economic recovery.

These maintenance projects include upgrades to various mechanical and structural components of fifteen schools:

Swift Current Comprehensive High School – Chinook School Division
Ecole Mathieu de Gravelbourg and Ecole Beau Soleil, Gravelbourg – Conseil des écoles fransaskoises
Yorkton Regional High School – Good Spirit School Division
Tisdale Middle and Secondary School – North East School Division
Lakeview School, Meadow Lake – Northwest School Division
Clavet Composite School – Prairie Spirit School Division
Allan Composite School – Prairie Spirit School Division
Walter W. Brown School, Langham – Prairie Spirit School Division
Delisle Composite – Prairie Spirit School Division
Aberdeen Composite School – Prairie Spirit School Division
Hepburn School – Prairie Spirit School Division
Hague Elementary School – Prairie Spirit School Division
Father Robinson, Saskatoon – St. Paul’s Roman Catholic Separate School Division
Harris-Tessier School – Sun West School Division
All Horizon School Division facilities in Humboldt

“This additional capital investment will support improvement to schools in communities across the province, and provides students and school staff with high-quality learning environments,” said Gordon Wyant, Deputy Premier and Education Minister of Saskatchewan, in today’s statement. “This stimulus funding will serve as an economic booster shot for our provinces economic recovery, while maintaining our provinces existing education infrastructure.”

The Ministry of Education’s 2020-21 budget includes $45.4 million for preventative maintenance and renewal. Overall, education capital investments will total $167.7 million for the 2020-21 fiscal year.

The government also recently announced nearly $18 million in funding for health facility upgrades as part of the two-year economic stimulus plan. This funding will be in addition to the $55 million for health facility maintenance and upgrades already included in the 2020-21 budget.

B.C. launches Reframed Lab pilot for multi-unit housing retrofits

BC Housing, the City of Vancouver, the BC Non-Profit Housing Association and the Pembina Institute announced that they are launching an initiative called the Reframed Lab to demonstrate retrofit projects on up to five multi-unit residential buildings.

“The way our homes are built has a direct impact on our health and well-being, and the environment,” said Selina Robinson, Minister of Municipal Affairs and Housing. “That’s why it’s so important we work together to find new ways to make buildings work better. This partnership will help us take significant action on climate change, while protecting and improving the safe and affordable homes that people need.”

While new homes in B.C. must be built to high health, safety and environmental standards, there are significant opportunities to make existing buildings better places to live while reducing the energy they use. Building retrofits also create good, long-term jobs for people living in the province and support the growth of B.C.’s sustainable economy.

This summer, BC Housing will issue a request for proposals for partners to join the Reframed Lab. Partners from all corners of the construction sector, including architects, contractors, engineers and manufacturers, will come together to create innovative and integrated ways to retrofit existing buildings. Selected teams will be invited to join a six-month exploration lab to learn and share ideas.

Teams will prepare designs for a specific building, with support from experts on climate change, energy and health. Their goal will be to demonstrate next-generation solutions that integrate seismic and fire safety, energy efficiency and climate-adaptation upgrades, while dramatically reducing the buildings’ carbon pollution.

BC Housing will support the retrofit of the selected buildings with funding from the Capital Renewal Fund, a 10-year, $1.1-billion investment to preserve and improve B.C.’s 51,000 units of social housing.

This initiative received $250,000 from the Province’s CleanBC Building Innovation (CBBI) Fund. The CBBI Fund has provided $1.65 million to manufacturers, developers, builders and researchers to accelerate the availability and affordability of advanced building designs, construction methods and technologies that are super efficient and have minimal greenhouse gas emissions over their lifetime.

“To keep Vancouver liveable, we need to decrease our emissions, as well as focus on housing affordability, said Kennedy Stewart, Mayor, city of Vancouver. “This initiative is a strong example of how the city is collaborating with other levels of government and external organizations to advance our climate goals, while prioritizing the improvement, resiliency and comfort of residential buildings.”

The City of Vancouver will be providing technical and regulatory guidance to help support this work, which will help advance the city’s climate goals as well as housing affordability.

“People’s lives improve immeasurably when they live in well-designed, energy-efficient homes,” said George Heyman, Minister of Environment and Climate Change Strategy. “We are expanding housing options and improving the way those homes function through innovation and design. As part of CleanBC, this program will help build skills and approaches that lead to lower emissions, less pollution and reduced heating costs, among other benefits.”

To find out more about the Reframed Lab, visit: reframedinitiative.org/lab/

Reopening buildings face bacteria, corrosion issues

As managers and cleaning professionals work to reopen commercial buildings, inactive plumbing lines may cause bacteria and corrosion problems that lead to health and safety issues beyond the spread of coronavirus.

As Klaus Reichardt, CEO and founder of Waterless Co. Inc., explains, “When buildings are closed for a prolonged period, water in the [plumbing] lines becomes stagnant.

“This means that bacteria and corrosion can develop, which can be harmful to building users if consumed.”

Reichardt says building managers and cleaning professionals often don’t understand that removing sediment from water in the building is not the responsibility of the water utility company; once clean and treated water is delivered, he says, their role in the process is complete. However, he notes, “[If] there still appears to be a water quality problem, now you can call the utility company. But they will want to see [that] all of these steps have been completed first.”

To prevent unwanted bacteria and corrosion, Reichardt suggests taking the following precautions when reopening facilities:

Remove aerators from faucets and run cold water at high volume for twenty minutes, then repeat using hot water. Clean and replace aerators after both steps are completed.
Flush all toilets at least once. If the water is discoloured, flush again until the water runs clear. Do the same for urinals. (Waterless urinals do not need any special treatment.)
Run drinking water fountains for at least five minutes.
Dispose of ice in refrigerators. Clean the containers, then prepare and discard two batches of ice. The third batch should be safe to use.
If water features such as fountains were turned off, rinse thoroughly before operating. Also check filtering systems to ensure they are clean and free of debris.