Home builders propose tax credits and policies to kick-start economy

Tax credits for home renovations and energy retrofits are among a long list of measures Canadian home builders are proposing in a new 20-page plan submitted to the Ontario Jobs and Recovery Committee.

The Canadian and Ontario Home Builders’ Associations (CHBA and OHBA) and the Building Industry and Land Development Association (BILD) say the goal is to help “kick-start the Canadian economy post COVID-19.” Since the Greater Toronto Area accounts for 20 per cent of Canada’s GDP and 50 per cent of Ontario’s GDP, the group says the region must remain a key focus.

“Our industry is well-positioned to play a significant role in the recovery of the GTA, Ontario, and Canada,” said David Wilkes, President & CEO, BILD. “Working with our colleagues at the Ontario and Canadian Home Builders’ Associations, we have put together a roadmap for simple changes that will have a great impact to the economy.”

Proposed measures include transferring mortgage tenancy to the date of occupancy for new condominiums, eliminating security deposits for Ontario land transfer tax on affiliated transfers and freezing municipal increases to property tax reassessment and development charges.

Another proposed recommendation is to free up monies that would otherwise be stuck in such things as municipal agreements (refundable deposits paid by developers) and replace them with surety bonds, freeing up billions in potential investments that otherwise would have been parked.

“To help stimulate economic growth and keep Canadians properly housed, we will need to foster housing supply while also ensuring demand-side measures are adjusted to reflect the times,” said Kevin Lee, CEO, CHBA. “Accordingly, we recommend 30-year amortizations for insured mortgages, and adjusting the mortgage stress test for both insured and uninsured mortgages. Removing the GST on new homes purchased for 2020 and 2021 would also be a timely catalyst for new home construction.”

Additionally, stimulus measures are needed to generate jobs that were lost while maintaining current tax revenue. An incentive is also proposed for a home renovation tax credit for people making upgrades to their homes and a refundable tax credit for expenses to upgrade buildings in Ontario and for repurposing facilities in Ontario because of COVID-19. These initiatives would be self-funding by freezing out the cash operators in the renovation industry.

When a condo board becomes interim manager

When most people run for their condo board, the last thing they imagine is a situation where they’re actually running the condominium. A condominium is a multimillion-dollar business with hundreds of moving parts, something that a management company is specially trained and licensed to handle. But time and time again, a board of directors is thrown into the role of property manager.

One of the most common instances occurs when a management company is fired. While most management contracts have a sixty-day termination clause, which should allow the board time to find another company, some boards prefer not to have their manager stick around. In these cases, boards may choose to pay the sixty days, “walk them out” and end the relationship early. If this is the case, the board may temporarily find itself signing up for a new (unpaid) job.

Sadly, the condominium does not stop running if there is no property manager. Units still have leaks, fees need to be collected, and contractors continue to show up to work on different parts of the building. So how does a volunteer board of directors suddenly take on this role?

Work together

The absolute worst thing the board can do at this time is point fingers and blame each other for the condominium’s current situation. This not only takes up valuable time, but also makes it difficult for the board to get anything done. The best approach is to start focusing on moving forward. Identify the condo board members’ different skills and put them to use. For example, if there is an engineer on the board, that person may be best suited to look after the maintenance contracts. If one of the board members is an accountant, he or she may want to speak with the bank to ensure the banking is under control. Divide up the roles to keep the tasks manageable and avoid any overlap, and then put together a plan of action. Make note of critical deadlines and make sure each person is clear on their responsibility.

Key Deadlines

Pre-authorized payments must be collected at the beginning of each month.
Vendors need to be paid.
The Annual General Meeting must be held within six months of the fiscal year-end, although this has been extended during the pandemic.
Periodic information certificates are due after the first and third quarter of the fiscal year.
Insurance must be renewed annually.

Get Organized

If the previous property manager was fired and walked out, there is a good chance that things were not going so well in the condominium. Important records may not have been kept in order, and the condo board may need to do some work in getting organized. Focus on the documents that are most recent and most important, like past audits and budgets, insurance certificates, contracts, fire safety reports and, of course, copies of paid invoices. An owner or real estate agent may request a Status Certificate at any time, and the condominium should be able to produce it. Once the documents have been sorted and organized, the board should have a much clearer picture of their operations. For example, a quick pass through the financial reports will show who the main contractors are. From there, the board can start looking for signed contracts. This is also a great opportunity to scan some of these documents to make them easier to find and organize in the future.

Talk to the Bank

Once you have the corporate documents sorted and you know who the suppliers are, calls can be made to clarify any outstanding questions. Most important at this time are the banks, as the board will need to ensure that they have sole signing authority to pay bills and that they can collect maintenance fees from the homeowners. It is also important to know the location of the condominium’s investment accounts and the terms of these investments.

Rely on the staff

If the condominium has a staff, they’re already handling many of the day-to-day operations and minor problems. Have one or two board members speak with staff members and go over their routines. A lot can be learned from the on-site personnel. In some cases, certain responsibilities of the previous manager can even be delegated to the superintendent. However, it is best to consult a lawyer before making any major changes to staff routines.

Get Help

While all of this is happening, the main focus should be on hiring a new management company. Most companies have handled difficult transitions and are well equipped to get the major pieces moving on a tight timeline. The sooner a new company can start, the sooner they can take the pressure off of the board. Just be sure to pick the right company so that you don’t have to start all over again in a few months.

Eric Plant is director of Brilliant Property Management

Property Technology in a Post-Pandemic Era

The coronavirus pandemic has required association managers and board members to quickly adopt new processes and procedures while addressing the needs and concerns of residents—rethinking the way they use property technology.

As the industry reinvents itself to be more resilient, adapting operational models to the ‘new normal,’ the hurdles are many. One big challenge is figuring out how property managers can operate their community remotely and virtually, all while maintaining resident safety.

Many communities are caught off-guard with the challenges presented in recent months. The communication needs of residents, from trying to get a hold of managers they cannot physically see to handling deliveries, have increased.

This communication gap between many property managers and residents has grown during the pandemic, impacting the resident experience. Most management companies still require paper forms and expect residents to call them with service requests, amenity bookings and to report incidents. This disconnect has led to stressful manager-resident relationships. With managers working remotely, some management companies may find it more difficult to retain their contracts due to delivering inadequate customer service, which could turn costly.

Reviewing current property technology in a post COVID-19 environment

If COVID-19 has taught us anything, it is that change is constant. For managers there has never been a more compelling time to review their current technology. It is during these times of urgent situations that residents view managers as trusted advisors and expect relevant communication. Decisions must be made that affect the health and wellbeing of residents—an increase in transparency, as well as engaging in inclusive and consistent communication, is vital. By improving communication channels, managers can maintain a strong and cohesive operation, so we strongly recommend communities use cloud-based technology, such as a resident experience management platform that can evolve to support the constant change.

Some communication channels that property management needs to consider include:

Announcements. Announcements keep residents informed about all relevant matters. However, an email blast alone does not ensure that all residents received the information. Display screens, texting, and even calling might be necessary for older residents.
Deliveries. As residents are more limited in how they can shop, deliveries for online orders will increase. Physical logs are not only inefficient but could pose a safety hazard as most people would like to minimize physical contact during COVID-19. There needs to be a system to quickly process incoming packages, notify residents wherever they are, and collect digital signatures.
Discussion Forums. Residents still want to be a part of their community, especially during times of social distancing. However, Facebook groups can be destructive when someone hides behind an anonymous profile. Instead, management should provide a safe, controlled space where only valid and current residents can participate.
Service Requests. Even in urgent situations, regular maintenance issues happen—burnt-out lightbulbs, leaky faucets, etc. Technology can not only keep residents from coming to the front desk or management office, but workflow technology can help you get through requests quickly.
Amenity Bookings. When BBQs, party rooms, clubhouses, guest suites, and the like are shut down, you need to communicate and refund any reservations as quickly as possible. Technology lets you do so in a couple of clicks rather than manually informing every resident and refunding those who paid for reservations. Furthermore, boards may start using a reservation system for certain amenities to better enforce social distancing.

Using digital signage to deliver contextual information

While the PropTech industry has introduced property managers and residents alike to new opportunities for connectivity and building enhancements, digital signage in residential properties has proven to be an effective solution for resident communication. In a rapidly changing world, having the necessary platform to keep people informed and educated about what is happening in and around a property could be the difference between a good building, and a great one. Especially in a time of crisis.

Traditionally, digital signage has been used by advertisers in Out-of-Home environments to entice audiences to create unique branding experiences. However, communities have begun to embrace digital signage to deliver contextual information such as building announcements, community messages, board meeting schedules, and other pertinent updates alongside advertising to keep residents informed.

So, what steps should residential communities take to begin creating these engaging experiences through the use of digital signage? It is essential to understand that digital signage doesn’t just refer to the screen itself, but consists of several components that deliver superior experiences for residents.

Benefits of Digital Signage

Add value to a property

In an age where buyers are looking for more reasons to invest in a particular property, it is crucial to offer all the premium amenities available that will help elevate the value of a building. From access to gyms and swimming pools, to workspaces and lounges, property managers and board members are always looking for new ways to appeal to both their existing residents and future buyers. Digital signage can help modernize a space and provide that immediate impact when people first step foot onto a property. Whether it’s a digital directory in the lobby or a vibrant screen in the elevator cabs, digital displays let people know that there is a commitment to development and innovation.

Tapping into psychology

Let’s face it; when people enter an elevator, their first instinct is to avoid eye contact. Offering a digital screen in the elevator cabs of residential properties allows for people to have something to look at—enhancing their comfort level and delivering information that will make them feel informed and engaged during the elevator ride. Typically, mobile phone service will cut out once an individual has entered into an elevator cab – having a digital screen can capture the attention of riders during those moments of influence.

Enhancing the community

One key component of digital signage is the benefit of advertising. Showcasing local businesses can generate awareness for your community and allow them to support their neighbourhood’s economic growth. By displaying targeted messages, advertisers can ensure their product or service is being seen by the appropriate audience while educating potential new customers on location details and promotions.

Offering an entertaining platform that is engaging

A good digital signage solution should provide full-motion videos to help amplify messages and create new engagement. Traditionally, essential building messages could be lost or missed when posted in dark areas that are difficult to see, or non-inviting sections of the property. With digital signage, you can bring your messages to life and ensure your audience is engaged.

Building frequency

When delivering updates as it relates to a property, it is vital to reinforce the message to ensure that people have been given adequate opportunity to see the posting and have been well-informed. Digital signage in an elevator provides multiple opportunities for residents to see a message during daily rides to and from their homes that would otherwise be missed on other forms of communication.

Environmentally friendly

Once installed in a property, a digital screen can dramatically reduce or even eliminate the seemingly endless amount of paper notices that are traditionally pinned to bulletin boards and the like. A digital message is far more efficient and environmentally friendly.

Create a community forum

Have residents join in on the conversation. There is an opportunity to turn your building into a fully-functioning forum and marketplace by allowing the ability to post specific messages on the digital screen. With the ability to sell items, rent parking spaces, post leasing opportunities, and share other information. The displays can work as a message board to connect people, curate testimonials, and extend the vertical neighbourhood.

Join us for a discussion on communicating with your residents in this time of social distancing. Learn how to help your team and residents stay safer by implementing digital communication channels instead of physical interactions with community staff. Sign up for our free webinar here: Resident Communication & Digital Signage Reinvented | Property Technology in a Post-Pandemic Era.

Jenna Foran is a Real Estate Partnership Representative, Digital Networks at PATTISON Outdoor. She works in partnership with residential properties and condo board members across Canada to ensure client satisfaction and the optimal use of PATTISON Outdoor’s digital elevator network. With industry-leading digital screens, PATTISON Outdoor offers properties the communication tools to connect with tenants quicker and more efficiently through paperless notices that generate revenue for residential buildings. www.pattisonoutdoor.com

Peter Pietrzkiewicz is the founder and CEO of Concierge Plus. A 20-year veteran in the web development and content management sectors, Peter created Concierge Plus in 1999 to be the best-in-class online property management platform for high-rise condos and HOAs/low-rise communities. To meet the needs of property managers, board association members, front desk staff, and residents, Peter realized he had to design an experience that was robust and easy-to-use. www.conciergeplus.com

Vancouver doubles mass timber construction height

The City of Vancouver has approved mass timber construction up to 12 storeys for residential and commercial uses, doubling the current height limit of six storeys.

With changes taking effect on July 1, permitting taller mass timber construction within the Building By-law will make it easier to build with low carbon materials, support housing affordability, and remove barriers for the construction industry at a time of crisis and economic recovery.

This move also represents an important first step in reducing carbon pollution from construction. Mass timber is a natural low carbon material with good insulating properties, and is pre-manufactured off-site in large, modular pieces. The approved changes are one of the first priority actions under the Climate Emergency Response, reducing carbon pollution from construction materials and designs.

According to the city, benefits of building with mass timber include:

Reducing the carbon pollution of construction by 25-45% or more
Improving energy efficiency and insulation effectiveness
Reducing construction time, cost, and community impact by using pre-manufactured pieces
When sourced from regional forests and manufacturing plants, using mass timber can create jobs and support the local and regional economy in forestry and manufacturing
Mass timber is significantly more fire resistant than light timber construction

A resilient construction economy is a critical part of Vancouver’s recovery. By making it easier to use mass timber construction in Vancouver and supporting investment in local and regional design, manufacturing, and construction of mass timber buildings, the city is enabling a pathway towards lower carbon, more affordable, and more resilient construction.

This change is also part of a move nationally by the Canadian Commission on Building and Fire Codes. As part of the provincial process and update to the Vancouver Building By-law, a public comment period took place in October 2019. Those comments became part of the provincial changes that took effect in December 2019, and formed the basis for this increase.

An evidence-based look at the paper towel versus air dryer debate

Some businesses across North America are now allowed to reopen, presenting them with an opportunity to earn much-needed revenue from in-person sales. However, facilities should take care when reopening to ensure employees and guests feel safe, including addressing hand hygiene best practices. As opinions differ on the optimal way to hygienically dry hands, it’s important to review evidence regarding paper towel and air dryer usage. By stocking the right washroom essentials to encourage proper hand drying and reduce the spread of germs, facilities can create conditions conducive to safe reopening and operation.

Paper towels versus air dryers

Drying hands well accomplishes two critical hand hygiene tasks: aiding in the removal of pathogens from hands, and making hands less likely to attract and spread germs. But not every method of hand drying works with the same level of effectiveness. Thus, it is important for businesses to understand why hand drying is crucial to overall hand hygiene, in addition to supplying customers and employees with the means to dry their hands consistently and thoroughly after washing them.

Researchers have gathered a variety of evidence supporting paper towels as an ideal solution for drying hands, as well as the preferred method of most Americans, including:

Air dryers can spread germs through the air onto clothing and hands. A study in the Journal of Applied Microbiology compared the dispersal of a virus that resulted from using three hand-drying methods – standard warm air dryers, jet air dryers, and paper towels. The jet air dryer dispersed the virus quite forcefully – 190 times more than paper towels and 20 times more than warm air dryers, at six different heights and nine different distances.
Using paper towels can reduce virus transmission, while using air dryers can increase it. A recent study from University of Leeds, conducted in a hospital environment, found that those who use air dryers have a greater potential to contaminate surfaces by touching them than paper towel users do. Mark Wilcox, an author of the study, explained to Healthline that because some people do not follow the correct hand washing procedures, remaining microbes on their hands can be further dispersed throughout the washroom by a powerful jet air dryer. The authors conclude, “As public toilets are used by patients, visitors, and staff, the hand drying method chosen has the potential to increase or reduce pathogen transmission.” In other words, jet air dryers can potentially spread pathogens while paper towels help remove them.
People prefer paper towels. A survey completed before the novel coronavirus pandemic showed more than two thirds (69 per cent) of Americans prefer to use paper towels over air dryers in public bathrooms. Of those that prefer paper towels, the top reasons for their preference were that paper towels dry hands faster and better, and that they can use paper towels to open washroom doors without touching them. The pandemic has increased hypersensitivity around cleanliness and hand hygiene, and it’s likely that many people will still want to avoid touching doors, faucets, and other fixtures in washrooms as much as possible.

Best practices for washrooms

As coronavirus is still circulating and no vaccine is currently available, businesses should consider the following:

Address customer preferences. Find the right paper towels so customers and employees can dry hands effectively. This may mean seeking out a more absorbent option, to maximize efficiency. If your facility already has air dryers in place, consider also installing paper towel dispensers to give visitors different options. This way, if they don’t want to use an air dryer, they aren’t discouraged from drying their hands.
Reduce touchpoints. Automated soap and paper towel dispensers can help prevent the spread of germs, as can automated faucets. Some facilities may also want to install automated doors, which help eliminate the need to touch a doorknob or handle. If automated doors are not feasible, providing door tissue with a convenient waste bin next to the door can help occupants avoid touching a handle.
Highlight hand washing and drying methods. While many of us are accustomed to seeing signs instructing employees to wash hands after using the washroom, it’s also important to encourage your customers, residents, or visitors to do the same. In addition to instructing people on hand washing best practices, stress the importance of thorough hand drying using illustrative posters and succinct copy.

Together, these measures can help create more hygienic washrooms and a safer facility overall.

Overlooked, underrated

Hand hygiene often brings to mind images of soapy hands and running faucets, maybe even the occasional bottle of hand sanitizer. Washing hands for 20 seconds or more with soap and water, or using alcohol-based hand sanitizers when no sink is available, are incredibly important components of hand washing. However, in light of the COVID-19 pandemic, businesses should also focus on the role that proper hand drying plays in keeping customers and employees safe.

As research demonstrates, paper towels are a very hygienic way to dry hands. They not only provide the friction needed to remove pathogens from hands, but they also pose less of a risk of spreading disease-causing pathogens throughout the air. At a time when people are paying more attention to how businesses are safeguarding employees and patrons, it’s crucial for facilities to consider paper towels as an effective hand drying option and a way to promote the wellbeing of customers and staff alike.

Giorgia Giove is marketing manager for the Away from Home business at Sofidel, a world leader in the manufacture of paper for hygienic and domestic use, including its Papernet brand. For more information, visit www.papernet.com/americas.

Nominations open for B.C.’s Champion Awards

The BC Construction Association (BCCA), with the support of Minerva BC, has opened nominations for the 2nd annual Builders Code Champion Awards, which celebrate B.C. companies that are proactively addressing issues of the issues of equity, discrimination and harassment in B.C.’s construction sector.

The nomination process for the Builders Code Champion Awards will be open from June 4 to October 28th, 2020, featuring a new streamlined, easy-to-use, online application process and form.

Recently, there has been increased fear and anxiety caused by COVID-19 and its economic implications and this has led to increased discrimination and bias towards visible minority communities and other underrepresented groups in British Columbia.

The Champion Awards recognize companies that are taking proactive measures to increase equity, diversity and inclusion in their workplaces, while also working to eliminate discrimination, hazing, bullying and harassment. Nominated individuals and organizations must also demonstrate their commitment, leadership and action towards advancing and retaining women in their company as part of the provincial goal of achieving 10 per cent tradeswomen by 2028.

“We want to recognize the efforts of industry innovators that are creating safe and healthy environments for all on site, regardless of gender, race, religion, or ethnicity,” said Chris Atchison, president, BC Construction Association. “They serve as great examples to companies of all sizes that there are easily implemented and effective measures they can take to increase worker retention.”

The 2nd annual Builders Code Champion Awards will be judged by a panel comprised of Minerva BC, the BCCA and the Builders Code Governance Committee, with the celebration event tentatively scheduled for December 2020, depending on Provincial Health Officer orders on mass gathering.

The Builders Code Champion Award categories include recruiting and hiring champion, workplace culture champion, community champion, initiate of the year and contractor of the year.

For more information about the Builders Code Champion Awards visit www.builderscode.ca/recognition/

Rebates slated for home renovations, new construction

Newfoundland and Labrador has slated $30 million in rebates for home renovations and new construction to help homeowners save money, and jumpstart the economy and the province’s construction industry.

Homeowners can qualify for the residential construction rebate in one of two ways:

A 25 per cent rebate is available for renovation projects for principal residences, up to a maximum rebate of $10,000 (based on a $40,000 project).
A rebate of $10,000 is available for new home construction on homes valued up to $350,000 before HST.

The rebate will apply to work on a primary residence contracted within a 60-day period from the start of COVID-19 Alert Level 3, and the project must be substantially complete by March 31, 2021. To qualify, homeowners must use an eligible contractor, which includes those who have general liability insurance and are registered (i.e., HST registered, valid business number or workers compensation registered).

This funding will come from the COVID-19 contingency fund.

The Department of Finance, via the Canadian Home Builders’ Association, will begin accepting applications for the program beginning on June 8, 2020. Applications will be available on the Department of Finance website and through the Canadian Home Builders Association Newfoundland and Labrador in the coming days.

“We understand many people have been spending more time at home and there are projects that have been put off or that have become more evident over the past few months,” said Curtis Mercer, interim CEO of the Canadian Home Builders Association Newfoundland and Labrador. “Now may be the right time to address those items and update or upgrade your home.”

Alberta pledges to halt commercial evictions

The Alberta government will introduce legislation to halt commercial evictions and rent increases while business and non-profit tenants recover from losses COVID-19 has inflicted. The announcement today accompanies a promise to disperse grants of up to $5,000 to the same parties to help with costs of relaunching operations, but few details of eligibility criteria or application processes are yet available.

“We have taken the time to listen directly to job creators, and are acting to address their needs,” says Alberta Premier Jason Kenney. “Our focus remains on ensuring a safe relaunch to get Albertans back to work and our economy back on track.”

In total, $200 million has been earmarked for the business relaunch subsidy. An online application portal is slated to “be available in the coming weeks” and recipients will have flexibility to apply the funds to risk mitigation measures, rent, employee wages or inventory replacement.

Further details of the prohibition on evictions are likewise to be finalized later in this summer legislative term. “The new measures will help address shortfalls in the current Canada Emergency Commercial Rent Assistance (CECRA) program, and will give eligible business owners piece of mind as they reopen and help with the provincial economic recovery,” an Alberta government statement declares.

Enabling Accessibility Fund opens for proposals

Building owners and facilities managers could qualify for full funding, up to $100,000, to install ramps, accessible doors and accessible washrooms, but they should apply promptly since a newly announced round of the federal Enabling Accessibility Fund will approve such projects on a first come, first served basis. Carla Qualtrough, Minister of Employment, Workforce Development and Disability Inclusion, opened a call for proposals earlier this week, which also introduces new measures to streamline the allocation of funds for the three most common low-capital accessibility upgrades.

A new flat-rate costing formula will replace the previous requirement to submit construction quotes and other budget information. Instead, applicants can match their proposals to standardized specifications and, in turn, receive a grant equivalent to the estimated project costs. Proposals for other types of small-scale construction, renovation or retrofit projects that the fund covers, such as implementation of communications technology or universal design, will still require more detailed supporting documentation.

“These last few months have been hard for everyone, with persons with disabilities facing additional hardships and barriers to participation,” Qualtrough observes. “I hope that the changes made to the Enabling Accessibility Fund will help organizations across the country get their projects underway and continue to make our workplaces and communities more inclusive and accessible for everyone.”

Businesses, not-for-profit groups, small municipalities, Indigenous organizations and territorial governments are invited to apply for the program by July 13. Prospective proponents that offer, or plan to offer, employment opportunities for people with disabilities have preferred status for access to funds. Approved proponents will have 24 months to complete their projects, a doubling of the previous time limit.

The Enabling Accessibility Fund was established in 2007 and topped up with extra funding in the 2017-18 federal budget. An annual budget of $20.65 million will be available until 2027-28 to support efforts to make the built environment more accessible and inclusive.

In addition to funding for small capital projects, property and facilities managers could have an opportunity to align their talent recruitment strategies with the enabling fund’s youth innovation component. It selects youth accessibility leaders, aged 15 to 30, who have worked with an organization to develop a proposal to address barriers to accessibility in workplaces or public spaces. Young candidates now have until October 30 to conceptualize and submit project proposals for initiatives valued at up to $10,000.

“We know that keeping youth engaged at this time is critical,” Qualtrough maintains. “Our youth are creative, adaptive, comfortable with technology and resourceful, and those are exactly the skills that we need to leverage now, more than ever.”

Last year, 119 proponents received funding to collectively deliver $1 million worth of investment. “This program is an example of the fantastic youth accessibility leaders from across Canada who are working towards improving inclusion and access in our society,” Qualtrough says.

UBC planning new downtown Kelowna campus

The University of BC (UBC) is planning a significant new university presence in downtown Kelowna which will include a mixed-use development featuring community-facing academic space, office space and university rental housing.

The site for the new development is centrally located at the Daily Courier location at 550 Doyle Avenue, with rezoning and architectural planning set to begin the coming months. Mission Group is co-owner of the site.

UBC Okanagan deputy vice-chancellor and principal Deborah Buszard says that a downtown presence is the logical next step in the evolution of the campus.

“Since our creation in 2005, we have grown from 3,000 students to over 11,000 today and we expect our community to continue its development, reaching a population of over 20,000 by 2040,” she says. “With this kind of expanded presence over the coming years, it only makes sense that we would create community-facing academic space in the heart of Kelowna, in close proximity to many of our community partners working in health, tech, business, and arts and culture.”

The downtown location is close to important community partners like Interior Health, the Ki-Low-Na Friendship Society, YMCA and Accelerate Okanagan. It’s also a vibrant cultural and business hub for the region.

Plans for the new building have yet to be finalized and approved by the City of Kelowna but are anticipated to include 80,000-100,000 square feet of academic space to support community-facing programs and services. Early concepts also include potential for office and residential space.

The investment by UBC was part of an agreement with the City of Kelowna where the city will purchase a 67-hectare portion of the agricultural lands owned by the university to the west of the Okanagan campus, subject to approval from the Ministry of Advanced Education, Skills and Training.

The $7.4 million purchase price for the land will come from the city’s Landfill Reserve Fund and the Land Acquisition Loan General Reserve.

Scotia Plaza marks zero carbon building milestone

Scotia Plaza’s 40 King St. West building in Toronto has earned a Zero Carbon Building – Performance v2 Certification from the Canada Green Building Council (CaGBC).

As the largest certified zero carbon building in Canada at more than 1.5 million square feet, the designation marks an important milestone for owners KingSett Capital, Alberta Investment Management Corporation (AIMCo) and James Richardson & Sons Limited (JSRL).

Scotia Plaza’s 40 King St. W. zero carbon achievement is a result of teamwork and partnership between the building’s owners KingSett Capital, AIMCo and JRSL, the property management team of BentallGreenOak and lead tenant Scotiabank.

“This would not have been possible without the collaboration and ongoing efforts of the owners, property management team, customers and employees,” said Jon Love, CEO of KingSett Capital. We continue to create value and drive change through our commitment to reducing the carbon emissions of our properties.”

Canada Green Building Council President and CEO Thomas Mueller announced the ZCB-certified building is also the first under the newly updated standard,

“KingSett’s achievement validates that zero carbon buildings – whether new builds or retrofits – are both technically and financially feasible for owners willing to innovate and invest in a low carbon future for Canada,” he said.

Cannabis production environment key to creating healthy inventory

It has been more than a year since the Cannabis Act came into effect, making Canada the second country, after Uruguay, to legalize the sale of both recreational and medical cannabis. Since then, the e-commerce market has gained momentum, with entrepreneurs around the world trying their hand at cannabis production and eager to send their wares through the mail, especially as storefronts in Canada have been slow to open and many others have been shuttered in the wake of COVID-19. A look at the economic forecast explains why: Financial experts agree a marijuana boom is coming, and investment advisor The Motley Fool notes that at one point annual worldwide sales were estimated to reach $50 billion or more by 2030.

The Cleaning Connection

While expectations are still high, the continued growth of the cannabis market is dependent on a key factor relatively unbeknownst to entrepreneurs: the effective cleaning and sanitation of growing facilities.

Cannabis plants are fragile and environmental conditions can impact their growth and development. For instance, if the production area is not kept clean and in a state of microbial control, it can impact employees as much as the health of the plants. Poor indoor air quality (IAQ), potentially the result of fumes from cleaning solutions or other chemicals used, can harm the plants, especially in the early stages of growth. Even if they survive in such a setting, the plants may not be as robust nor reach their full growth potential.

Effective cleaning also helps keep the growing area unattractive to insects that can destroy plants and wipe out an entire cannabis producer’s inventory.

Cross-contamination in production areas is a big concern, according to Mike Watt, director of training and new product development at Avmor, which manufactures professional cleaning solutions that can be used in cannabis-producing facilities. At greatest risk are growing rooms, packaging areas, curing/drying rooms, trimming areas, hallways/corridors near the growing areas, and worker change rooms. These spaces tend to be damp, making them the perfect environment for fungus, mould, and bacteria to grow. More thorough and effective cleaning can prevent this from occurring.

Watt says these areas must be cleaned daily to remove visible soils and then disinfected. While some growers may use Environmental Protection Agency-registered disinfectants, he recommends disinfectants that have a DIN (drug identification number) assigned by Health Canada. Located on the product label, this eight-digit number verifies the product has been evaluated, meeting Canada’s specific standards and requirements, and is authorized for sale.

Low-risk areas of cross-contamination in a cannabis facility include offices, security rooms, warehouse areas, shipping and receiving zones, kitchens, and bathrooms. Though non-production environments, they must still be cleaned daily, says Watt, because they can impact the health of plants in high-risk areas. However, they do not need to be disinfected.

“The use of sanitizers should prove sufficient, but as with disinfectants, it is important to clean the area first to remove soils,” he explains. “This improves the efficacy of both sanitizers and disinfectants.”

Watt says a cannabis facility’s sanitation program and standard operating procedures should be compliant with Health Canada’s good production practices and Access to Cannabis for Medical Purposes Regulations.

Sanitation starting points

To further ensure the health and well-being of cannabis inventory, growers need to take a number of steps before plants are even introduced to the growing area.

The entire growing environment should be swept clean and vacuumed to remove debris and dust. Particular attention should be given to vacuuming cracks and crevices on all surfaces, especially floors. This is where moisture and contaminants may hide.

Floor cleaning should always start farthest from the exit, working top-down and side to side to remove particulates. The ‘two-bucket’ or ‘three-bucket’ technique is preferred. With the two-bucket method, cleaning solution is kept in one bucket and rinse water in the other. This helps prevent the solution bucket from being contaminated. The three-bucket system uses an additional rinse bucket, which further reduces the likelihood of contamination of the solution bucket. It is also recommended to use lint-free cleaning tools or those that do not leave particulates behind.

Products should not only have a DIN but be certified to a third party environmental standard. Watt recommends researching the various standards in advance as some green certification organizations focus more on protecting the ozone layer than breathable air. Choose a product that does not contain volatile organic compounds (VOCs) to best protect IAQ.

The growing area will likely be ventilated, cooled, and heated. Since climate control is critical, ensure the HVAC system is in good working order, and the ideal temperature and humidity is properly set. With time, layers of dust can build up in the HVAC system and can negatively impact IAQ, so regular cleaning is necessary.

Another area of ongoing concern is the floors. They will inevitably become wet and may even have puddles, creating a safety hazard for workers and a breeding ground for germs, bacteria and mould that can harm the plants. Watt recommends investing in a wet/dry vacuum cleaner that will remove the moisture, as well as debris, soil, and dead plant matter from the floors. A slip resistance enhancing treatment can be applied to the floors to improve safety and reduce slip and fall injuries.

Cultivating a marketing strategy

Keeping a cannabis production facility in top condition is not only key to creating healthy plant inventory, it’s also important from a marketing perspective. Growers of cannabis often invite visitors, vendors, and potential customers to see how their facilities operate, and growing areas are a key part of the tour. A clean, healthy growing area is an indication of a safe and professionally operated facility, one that can be counted on to produce top quality plants for sale.

Robert Kravitz is a frequent writer for the professional cleaning industry.

Commercial landlords decry blame shifting

Advocates for the commercial real estate industry are warning provincial governments that a broadly applied prohibition on business evictions will risk undermining other key economic players needed for recovery from a COVID-19-triggered downturn. REALPAC — a national association representing many of Canada’s most prominent commercial landlords, real estate funds and institutional investors — urges direct, targeted government support for struggling commercial tenants rather than shifting that burden to their landlords.

“Suspension of evictions is a blunt policy tool that groups all tenants together, without distinguishing between those truly in need of support versus those who have no discernible disruption to their business,” a newly released statement from REALPAC submits. “Affected owners’ mortgage payments, employees’ salaries, property taxes, insurance and other operating expenses are still due. Most have families to support from the rent or retired shareholders who rely on the collective income.”

Thus far, British Columbia is the only province to impose restrictions on commercial evictions. Earlier this week, it enacted a decree under the provincial Emergency Program Act that will prevent the eviction of any tenant that would qualify for Canada Emergency Commercial Rent Assistance (CECRA) even if the subject landlord is not enrolled in the relief program. However, other voices are calling for a similar moratorium elsewhere and/or musing about landlords’ culpability for tenants’ COVID-19-related financial woes.

REALPAC characterizes the landlord-tenant dynamic as a chain of economic stress, with many commercial landlords likewise suffering a drop in revenue and beholden to their lenders. Notably, a recent survey of members revealed a 64 per cent rent delinquency rate in enclosed shopping centres in May, a 20 per cent upward spike from April’s delinquency rate. In open-air shopping centres, the rent delinquency rate surged to 41 per cent, an 11 per cent increase from April.

The association recommends provincially supported rent banks to augment CECRA and further support distressed tenants. This would additionally curb accumulation of debt to landlords — an outcome of an evictions moratorium that would be a lingering liability for business operators in the pandemic recovery period.

REALPAC also reiterates that many commercial landlords have registered for the CECRA program and/or devised their own rent deferral agreements with tenants. Yet, even forceful proponents for commercial tenants who have called for a moratorium on evictions express sympathy for landlords tasked with fulfilling the program’s registration requirements. The Canadian Federation of Independent Business (CFIB) reports receiving “hundreds of calls” to recount frustrations with the experience.

“Comments range from confusion over the amount of financial information required to apply, complex attestation forms and technical difficulties with the application portal,” a recent release from CFIB states.

Like REALPAC, CFIB endorses a direct channel for aiding tenants. “Allow tenants to access their share of CECRA support directly through the program or find another means to get money to those that need it,” it exhorts. “Fix CECRA by simplifying the application process, expanding the number of months it covers and reducing the 70 per cent revenue loss criteria.”

Sienna Senior Living introduces new safety measures

In the aftermath of the scathing report issued by the Canadian Armed Forces about the state Ontario long-term care, Sienna Living announced it will be increasing safety measures to protect residents and workers as they continue to grapple with COVID-19.

“While disturbing, the CAF report was written during the peak of a crisis situation,” the statement began. “It does not reflect the current reality at our Altamont Care Community or other Sienna residences. The CAF will be providing an updated assessment before they depart Altamont in mid-June.”

Sweeping new safety measures include:

Immediate investigation: “We have hired Paul Boniferro, former Deputy Attorney General of Ontario, to conduct an immediate, company-wide review into the policies, practices and culture at Sienna. This review will help us identify how best to ensure that our expectations of a respectful, safe and inclusive environment are met at every residence, at all hours of the day.”

Additional health-care expertise: “We have begun a search to hire a senior health and long-term care expert to act as senior advisor to our management and Board of Directors and to provide additional executive capacity to push forward with these new initiatives and address current challenges.”

Frontline re-education: “We are immediately introducing enhanced frontline education protocols focused on quality and safety to ensure all team members understand and provide the quality of care our residents deserve. While Sienna residences have ample access to personal protective equipment (PPE), this will include re-education sessions focused on PPE.”

Zero tolerance policy and sensitivity training: “We are reinforcing our zero-tolerance policy for inappropriate behaviour and conducting sensitivity training with frontline staff that will include a special lens to address the extenuating circumstances our residences are facing.”

Increase communications: “We are increasing our communications with our residents and their families, including having already started holding videoconference town hall meetings across our network of residences that will continue so that we can hear directly from residents and their loved ones. We are also prioritizing regular virtual visits between residents and their loved ones.”

Accelerating staffing, recruiting and retention efforts: “While hiring and recruiting has been a challenge during the COVID-19 pandemic, Sienna is accelerating aggressive recruitment efforts. To further enhance quality and frequency of communication with families, we will also be allocating additional resources to this important work.”

Sienna has established a special committee that will oversee all the initiatives listed above, and said it is “committed to delivering full and transparent reporting of our progress, including in our communications with our residents and their loved ones and via regular postings on our website.”

Further, as part of the investigation led by Mr. Boniferro, any residences that raise red flags will be identified and addressed. Recently, the Sienna leadership team was made aware of very serious and disturbing allegations of actions within the Camilla Care Community and has dedicated resources to investigate the situation and will take action should the allegations prove true.

For more information, visit www.siennaliving.ca

Trans Mountain pipeline work starts in Kamloops

Construction preparation has begun on a 7 km section of the Trans Mountain Expansion project in Kamloops, which will take approximately seven months to complete. The start of pipeline construction is another key milestone for the project.

“It is good news for workers in the region and an important step forward on the path to building this critical piece of infrastructure,” says Ian Anderson, president and CEO of Trans Mountain Corporation. “We know these are challenging times for many communities and we are pleased to be able to contribute safely to the economy in Kamloops. Trans Mountain knows that getting to work is important, but it must go hand in hand with a strong and unwavering commitment to the safety of our workforce and communities.”

A workforce of up to 50 people is in the city this month and that number will swell to approximately 600 workers at the peak of construction in late summer.

Construction spending in the Kamloops area is expected to be more than $450 million over the next two years with additional workforce spending of more than $40 million for goods and services at local businesses. After expansion, Trans Mountain’s annual contribution to the City of Kamloops in taxes will increase by $1.2 million to $2.8 million.

Trans Mountain has signed a Community Benefit Agreement with the City of Kamloops that will see a $700,000 contribution toward funding community projects. Trans Mountain also has a partnership with Thompson Rivers University in Kamloops that will see a $500,000 contribution over 20 years toward funding annual awards for students in Trades, Social Work and Applied Research programs, and the Environmental Science graduate program.

“We are pleased that Trans Mountain is getting this portion of the project underway in Kamloops. As we face the new realities of today, we are confident in the measures they have put in place to ensure the safety of our community, and we are excited about the economic activity for local businesses and workers the project will bring over the next few years. This project will help us with our economic recovery plan and provide much needed benefits to our city,” said Kamloops Mayor Ken Christian.

IDC appoints Trevor Kruse as new CEO

The Interior Designers of Canada (IDC) has announced the appointment of Trevor Kruse as the organization’s new chief executive officer.

Kruse’s 35-year career as a professional interior designer includes nearly three decades of volunteer service on provincial, national, and international boards. He has served with the Association of Registered Interior Designers of Ontario (ARIDO), the Council for Interior Design Accreditation (CIDA), the Society of British Interior Designers (SBID), and the International Federation of Interior Architects/Designers (IFI).

Kruse is highly respected in the interior design profession and has made a positive impact with IDC’s allied associations such as the American Society of Interior Designers (ASID), the International Interior Design Association (IIDA), the Interior Design Continuing Education Council (IDCEC) and the Council for Interior Design Qualification (CIDQ). To IDC, he brings strong relationships with academia, government, media, industry partners and design trade shows and events.

“Trevor’s understanding of and passion for the interior design profession is well established,” says Carol Jones, president of IDC’s board of management. “We know him as a strong collaborator and a respected leader. He is well positioned to build on the foundational work of Tony Brenders, IDC’s previous CEO and move IDC into the future.”

Kruse is in the process of retiring as a professional designer, and from his current firm, Hudson Kruse. His official start date as a full-time employee of IDC will be Sept. 1, 2020. Over the next three months Kruse will work part-time with IDC’s board and staff, in a consultancy role, to ensure a smooth transition.

“It has been a personal and professional priority of mine to strengthen and promote the position of the profession of interior design in Canada and around the world and I look forward to devoting all of my time to this passion on behalf of IDC,” says Kruse.

Proposed 87-storey Toronto tower would be Canada’s tallest

Dutch developers Kroonenberg Groep and ProWinko have appointed Swiss-based architectural firm Herzog & de Meuron and Quadrangle to design a mixed-use Toronto tower at Bay and Bloor Streets that would reach 87 storeys high, making it Canada’s tallest building.

“This is an iconic block in the neighbourhood and Toronto at large,” says Lesley Bamberger, owner of Kroonenberg Groep. “We have an opportunity to deliver a project that sets a new benchmark for design and strives to give something back to the city.”

Providing diversity is an important component of the building’s approach to sustainability and enhancing the vibrancy of the local community.

The first 16 floors will replace the existing retail, office and technical functions. A private amenities level will separate these functions from the condominium levels above, which are characterized by generous daylight through the floor-to-ceiling operable windows which provide natural ventilation. Additionally, external shutters allow each individual user to regulate the daylight and heat load into the apartment. A large restaurant, sky lounge and rentable spaces occupy the highest three floors of the building with panoramic views over the city.

At street level, residents enter a triple-height lobby from Bloor Street and take one of four dedicated lifts to their condo level. Residences will range from one bedroom, to multi-level penthouses, totalling 332 condominium units spread over 64 floors.

According to the design team, the proposal is a layered expression of the vertical structural elements, interior glazing (thermal envelope), exterior timber roller shades and an outer layer of transparent, open-jointed glass. The effect is a building which at times appears transparent and expressive—revealing the scale and activity within the building; and at other times, the reflective outer layer of glass gives the building an abstract quality, emphasizing its dramatic proportion.

The tower marks Herzog & de Meuron’s first design in Toronto, with Quadrangle serving as project architect and Urban Strategies rounding out the design team.