Time-of-use pricing respite adds nominal costs

Temporary suspension of Ontario’s time-of-use pricing scheme equates to a 3 per cent sliver of the projected provincial expenditure to underwrite electricity costs in 2020-21. Newly released calculations from the arms-length Financial Accountability Office (FAO) of Ontario peg the cost of the COVID-19-relief measure at approximately $175 million for the period from March 24 to May 31.

FAO number-crunchers further estimate the flat price of 10.1 cents per kilowatt-hour (kWh) that has currently replaced the conventional three-tier rate structure will save the average residential customer about $34 over the course of the 10-week period. Farm operators and other small commercial customers that consume no more than 250,000 kWh annually are expected to realize an average saving of $98.

More punitive pricing of 20.8 cents/kWh in morning and evening peak times, or 14.4 cents/kWh in the afternoon, was suspended to recognize that Ontarians were largely confined to their homes in the effort to counter the spread of COVID-19 and had fewer options to curb or avoid electricity use during costlier periods. In contrast, nearly two-thirds of residential electricity consumption usually occurs during the off-peak hours of 7 p.m. to 7 a.m.

“Prior to the COVID-19 outbreak, ratepayers were paying 12.8 cents/kWh on average for electricity generation,” the FAO submits. However, with consumption now shifted more into daytime hours, it’s assumed that average would have climbed to 13.1 cents/kWh in the absence of relief measures.

Residential customers and approximately 400,000 farm and small commercial enterprises subject to time-of-use pricing will typically receive a more modest Ontario Electricity Rebate — amounting to a 32 per cent subsidy of all pre-tax costs for electricity and regulated distribution — during the flat rate period, reflective of their lower overall bills. Thus, the FAO factors that into the $175 million price tag for the relief measure.

“This estimate is the net cost to the Province after accounting for the interaction with the Ontario Electricity Rebate,” the FAO reports. “In total, including the suspension of TOU pricing and the Province’s existing electricity subsidy programs, the Province is projected to spend $5.8 billion in 2020-21 subsidizing electricity prices.”

Still, a further extension of what was originally announced as a 45-day initiative would have a greater impact on provincial spending heading into the months when summertime demand for cooling tends to push up electricity use. The FAO estimates it would cost an additional $316 million to enable flat rates from June 1 to August 31. The cost of a one-year respite, to March 31, 2021, is projected at $1.1 billion.

Meanwhile, residential and small consumers will get something of a price cushion even if Ontario reverts back to time-of-use pricing in June. The Ontario Energy Board (OEB) has confirmed that the colder month pricing schedule, normally applicable from November 1 to April 30, will remain in place for May 1 to October 31.

“Retaining the winter TOU price periods means that the mid-peak price, rather than the higher on-peak price, will apply weekday afternoons (11 a.m.-5 p.m.), which can be a time of high electricity use for those at home, especially in summer. By keeping the winter tier threshold (1,000 kWh) in place, customers that are on tiered pricing have an additional 400kWh/month available at the lower price,” the OEB explained upon making the announcement.

Why have a standard unit bylaw?

Who is responsible for repairing hardwood floors in a unit that has sustained water damage and whose insurance will be responsible for the loss? Can you clearly and easily answer that question? In addition to examining the declaration and the Condominium Act, a condo corporation should have a bylaw that defines a standard unit. Doing so will help answer that question, and clarify other obscurities that arise when items in a unit are damaged.

In a properly drafted standard unit bylaw, the distinction between a unit and an improvement is legally defined. When the corporation is obligated to repair after damage, the obligation extends only up to the standard unit. Corporations are not responsible for repairing improvements; rather, this is the responsibility of the owner. Many condos have implemented standard unit bylaws to define what is included in a standard unit, but many condos have not done so.

Regarding insurance, the standard unit bylaw defines how much a unit will be repaired as a result of an insurable loss by the corporation’s insurance and what is the responsibility of the owner’s insurance.

Insurance companies like to see standard unit bylaws. They provide clarity and certainty regarding the risks the insurance company is assuming. Having one may make an insurance company more comfortable extending insurance coverage and may also help in managing your deductibles and premiums.

Those who have not passed a standard unit bylaw are placing a heavy burden on the corporation’s insurance to repair an insurable loss. Creating one, however, will shift the responsibility for certain items to the owner’s insurance. Insurance professionals have been advising that it is much cheaper for an owner to obtain insurance for certain types of items in the unit, as opposed to the corporation. As such, it is important to determine what items make sense to keep as part of the standard unit and what items should be removed from the definition and thereby become an improvement.

For those who have a standard unit bylaw, do not rest on your laurels. It would be prudent in this condo insurance market to revisit your standard unit definition and determine if it needs revision. A definition that made sense five years ago may no longer make economic sense in today’s insurance market. At the very least, review the standard unit definition with your insurance company and lawyer to determine if changes can improve your premiums, deductibles or ability to obtain insurance coverage.

Sonja Hodis is a condominium lawyer based in Barrie that practices condominium law in Ontario. Sonja can be reached at (705) 737-4403, [email protected] or you can visit her website at www.hodislaw.com.

Why your locker room flooring needs teeth

When it comes to long-term cleanliness and safety, floors in a locker room are of upmost concern. This is especially true today, due to COVID-19. Pathogens on floors can spread to hands and from hands, to eyes, nose, and mouth, potentially spreading disease.

In a situation where a new locker room is being built or an older one is being renovated, make sure to select a floor with some “teeth” to it. Yes, you read that right – the floor should have some teeth.

This means the floor supplies enough traction that it helps reduce the possibility of a slip and fall accident. As we know, locker rooms are typically damp areas, and many today no longer have flow-thru mats to walk on, so this means those using the locker room are likely walking on a damp, if not wet, floor most of the time. When the floor surface has more teeth, it is more likely that locker room users will be able to walk around or come and go safely.

In order to get some teeth in the floor, administrators typically look to tiles that have some texture to them. This texture may often be the result of grooves worked into the tiles, complemented by the grouting. Grout serves many purposes for a locker room floor. First and most important, it holds the tiles in place. It also adds friction to the floor, which is one of our goals, and helps waterproof the floor so that moisture does not seep below the floor surface.

All this sounds well and good until it comes time to clean the floor. Let’s examine these grooves and grout a little closer. Both are just slightly below the surface of the floor. The good thing is that they help remove moisture from the floor’s surface, helping to promote safety. The bad thing – at least when it comes to cleaning – is that the moisture carries with it soils, soap, contaminants, and pathogens, which could include COVID pathogens. These all accumulate in the grooves and grout.

But grout is porous. View it as cement – in fact, it is a form of cement – with lots of tiny pores. All those soils and pathogens we just mentioned slowly seep into those pores. Because moisture and pathogens may be added to these areas daily, the pores rarely dry. And as we all know, one of the first requirements for germs, bacteria, mold, mildew, and other microorganisms to survive and thrive is moisture.

So now we have floors with teeth, which help prevent a slip and fall accident, but if we’re not careful, those teeth will bite, in the form of disease and odours. And if there is too much accumulation in the pores, as just discussed, the surface may even lose its slip-resistant qualities.

Why traditional cleaning methods don’t work

At this point, many administrators and housekeeping professionals are apt to be thinking, Well, just mop the floor. Or how about deck the floor down, hose it, then just let the floor air dry?

These are the traditional ways to clean a locker room floor, but just because they are the way floors have been cleaned for decades does not make them the most effective or efficient procedures. Let’s look at each a bit more closely.

Mopping: Fifteen years ago, a study called “Household Cleaning and Surface Disinfection: New Insights and Strategies” was published in the Journal of Hospital Infection. This study found that in situations where the cleaning procedure – referring to mopping floors – failed to thoroughly eliminate contamination on a floor surface it is often because “the contamination is transferred to that [new floor] surface” by the mop. What this means is that the mop and the mop water become soiled, and instead of removing contaminants, they are spreading them to new areas. What had been a localized soil is now spread over the entire surface.

And we should know there is even more going on that can be detrimental to the health of the floor. As that mop and mop water become soiled, the efficacy of the cleaning solution is weakened. What may have started out as a very powerful disinfectant is now whimpering along, losing its potency with every stroke of the mop.

Decking the floor down: This can prove much more effective. The “straws” of the deck brush can reach into the grout and tile pores and help remove contaminants. This is agitation, one of the four components of cleaning. But herein lies another problem. The deck brush does indeed stir things up and loosen soils, but does it actually remove them? No. We could squeegee the moisture and soils into floor drains but that will still likely leave some moisture and soils behind, starting a new generation of contaminants living in the floor pores. Essentially, we have taken two steps forward, but one big step back.

As to allowing the floor to air dry, that is very important no matter what new or old cleaning system is used. If moisture helps germs and bacteria survive and thrive, then the longer the floor areas are dry, the more likely the germs and bacteria will be eliminated. The problem is many locker rooms are used every day. For the floor and the pores to dry thoroughly, it may take two or three days.

Looking to alternatives

Let’s put on our thinking caps. We need some type of cleaning system that does not spread soils, one that provides the agitation to loosen and remove soils from tiles, grout, and the pores in the floor. And we need to find a way to totally remove the moisture and the soils from the floor.

Fortunately, coming up with a cleaning alternative does not require rocket science. On top of this, the professional cleaning industry has known for years, far longer than the study mentioned earlier, that we need a system to prevent mops from spreading soil from one surface to another.

The cleaning alternative to address this situation, now copied by a few manufacturers, is referred to as no-touch or spray-and-vac cleaning, a term coined by the ISSA.

First, these machines apply a cleaning solution to the floor. This loosens and dissolves soils. Next, the machine is used to pressure-rinse the floors. This provides the necessary agitation. Finally, the system is designed to vacuum up moisture, pathogens, etc. Now the vacuum has actually pulled them up and removed them from the floor, grout, and the pores.

Preventive Strategies

One more point to mention is that there are steps administrators can take to help protect locker room patrons and possibly keep floors healthier, at least for a while. Locker room mats are designed to allow moisture to seep below the floor surface. Many also have a slip-resistant surface to promote safety. Especially if using one of the traditional cleaning methods, mats should be considered because the floor may be more soiled than it appears.

Another thing to consider is sealing the grout. This may minimize its traction capabilities, but at least for a while it will help prevent moisture and soil from working their way into the pores. The problem is that in most cases the sealant slowly wears away, so view this as a temporary measure or one that should be repeated regularly.

Paul South is the president and general manager of Valley Janitorial, based in Hamilton, OH, a 30-year-old janitorial supply company.

The new normal of building cleaning

Mary Lou Sinclair, associate vice president of health, safety, and environment at BGIS North America, recalls that the groundwork for her and her company’s COVID-19 response were laid within her first few weeks of joining the BGIS team. Though it never reached the fever pitch many had anticipated, congestion control surrounding the 2015 Pam Am Games, held in Toronto, Ontario, was project number-one, and it exposed her team to many of the real-world strategies they would employ when dealing with 2020’s explosive pandemic.

This was just one of the many insights shared during a May 20 webinar, part of a series jointly produced by Facility Cleaning & Maintenance, REMI Network, and ISSA Canada, examining the impact COVID-19 has played on real estate operations and building cleaning. The panel, comprised of experts across the cleaning service, supplier, and facilities management sectors, gathered to look back at the industry response during the first stages of the pandemic and to look ahead at what it means for the future of operations.

Sinclair was joined by her colleague John Castelhano, vice president of strategic sourcing at BGIS North America, and John Appleton, vice president of national accounts and co-chair of the national pandemic management team at Bee-Clean Canada, in a conversation moderated by industry consultant Tom Fournier of Shade’s Mills Group.

The need for businesses to have a contingency plan is key, Sinclair explained. In fact, BGIS had updated their plans for pandemic response back in 2017 and nimbly adjusted their approach as the 2020 outbreak progressed, first meeting daily in the early stages and now three times per week to debrief and provide updates. As she explained, they were already “empowered to get things done.”

Appleton agreed, adding that this has been a learning experience across the board for the industry. “What we learned was to develop policy, procedures, and guides for internal and client requests and requirements,” he explained. And as Bee-Clean has operations in Beijing (Appleton is also the president of Bee-Clean China), the company was provided a unique opportunity to see how the spread of COVID-19 was being handled prior to it landing on North American soil. One of the steps the company took was to implement a national pandemic management team as early as January, giving them ample time to respond and react to the rapidly spreading outbreak.

On predictions for the “new normal,” Castelhano first laughed, noting that the question itself was “tough,” before explaining that one of the lessons to be learned from COVID-19 is the importance of updated supplier chain risk assessment. BGIS spoke to its suppliers early on to get their perspective and determined which service providers were at risk and what actions they needed to take to mitigate disruption. The company also instigated a decontamination scope of work – the first in the industry, Castelhano notes – that compares safety versus cost.

The panel was cautiously hopeful about the future, citing profound changes for operators and occupants alike, such as “wipe in, wipe out” protocols and the logistics surrounding social distancing in the workplace. Each panelist ended by expressing their gratitude to the building cleaners across the globe who have put their health and safety on the line and who are only now being recognized as the unsung heroes they are.

A recording of the May 20 discussion is accessible here.

Facility Cleaning & Maintenance, along with ISSA Canada and the REMI Network, will be hosting additional webinars on topics pertaining to the real estate management and building cleaning industries. Follow us on Facebook and Twitter for the latest information regarding this informative webinar series.

Alberta architectural services declared essential

The Alberta Association of Architects (AAA) has announced that the delivery of architectural services, including those services provided by licensed interior designers are considered essential.

According to both the Architects Act and the Alberta Safety Codes Act, the design and construction and/or renovation of certain types of buildings require engagement of professionals for reasons of public safety. In many cases architects and licensed interior designers act as prime consultants and partner with other professionals such as engineers, contractors and specialty consultants for the effective and safe delivery of building projects.

On their website the Government of Alberta has noted that both professional services, and construction projects and services qualify as non-restricted services. Specifically, professionals are included in the “other essential services” category, however architects and licensed interior designers are not named specifically.

Recently the AAA sought clarification from the Government of Alberta on whether architectural services are included in this category and were informed that the AAA “knows your industry best and whether this, or any of the other essential services on the list, apply to your situation.”

AAA president Jan Pierzchajlo welcomed this clarification from the government and stated that “given this perspective it is very clear that professional engagement by members of the AAA is indeed an essential service.”

He went on to say, “designers are by their very nature adaptable and while this pandemic has been challenging for all Albertans, I am proud to say that the AAA membership has hardly missed a beat. Most, if not all, firms have been able to transition to working from home studios and are able to make adjustments in the delivery of their services such that public safety is never compromised, even when it comes to site visits at projects under construction.”

All members of the AAA are expected to be aware of the current public health orders and guidelines, including maintaining physical distancing and must make sure they and their staff are following such guidelines.

MCAC hosts first-ever online conference

The Mechanical Contractors Association of Canada (MCAC) is hosting the association’s first-ever virtual conference on May 27, providing a full-day of sessions in an online event-platform. Themed “Beyond 2020,” the conference program will have sessions focusing on the future of the industry, training, new technologies, and how federal and provincial programs will address the post-pandemic landscape.

“As an association, we are very excited to be hosting this first-of-its-kind conference to provide some unique and exclusive programming for our members,” said Tania Johnston, MCAC chief executive officer. “So much of our education of late has focused on the COVID-19 pandemic. Instead, this program will provide a look ahead at what our industry might look like beyond the pandemic and beyond 2020.”

Registration for MCAC members is $150, with $50 of those fees being donated to Food Banks Canada. As well, $100 will be applied to any future MCAC Annual National Conferences should attendees wish to attend. All attendees will also be provided a subscription for the remainder of the year to the Construct Connect Forecaster Monthly Newsletter.

Attendees to the conference will be provided a login to view all sessions throughout the day, as well as have access to the recordings of the sessions post-conference. The program will begin at 10:30am Eastern, and finish at 5:00pm Eastern.

“We are very happy with the program, and believe it provides some great insight into a variety of important topics,” added Johnston. “Our ultimate goal is to engage our members on what the future of our industry might look like, and to dialogue about some of the important issues we should prepare for as an industry.”

The conference program will begin with an economic outlook, and follow with sessions on federal/provincial advocacy, new technologies to assist with business growth strategies, virtual skills training, and a session on BIM and modularization.

More information can be find on the MCAC website, and registration is available online at https://pheedloop.com/register/beyond2020/attendee/.

Open protocols could nurture organic smart city

The termination of Toronto’s Sidewalk Labs project is a missed opportunity to demonstrate how smart buildings and technologies can improve life in an urban environment. Yet, it also underscores a common problem that many smart cities are facing.

The idea of smart cities fires up the imagination with many possibilities. A recent study by the Economist indicated that citizens prioritize smart cities for public services that are more efficient, reliable and affordable. They also want a greener environment with more renewable energy options, cleaner air and water, waste recovery and less traffic congestion.

The reality is that building a smart city that delivers all this is hard because there are so many players involved. These include the city’s population, its political leaders, municipal planning, operations and finance, not to mention a phalanx of stakeholders who are engaged in a municipality’s physical critical infrastructure.

Not surprisingly, many smart city visions and projects turn out being overly ambitious. Decision-makers often underestimate the challenges of achieving consensus among all stakeholders, and coordinating a centrally managed, integrated smart city plan. As agencies and departments compete for limited resources, technology providers are discovering that it is a long, hard road to build a smart city from the top down.

That said, as we enter into a new normal, organizations, and the buildings they occupy, will rely increasingly on smart technologies. This suggests a possibility that smart cities might eventually emerge built from the bottom up — one building, or organization, or piece of infrastructure at a time.

This organic bottom-up approach using today’s open protocols avoids many institutional problems of trying to centrally coordinate and execute a very complex plan citywide. But how do you build a smart city from individual smart buildings, organizations and infrastructure elements? The Hidden Life of Trees by Peter Wohlleben offers a model to consider, whereby a smart city would bio-mimic a forest.

Mycorrhizal networks for urban systems

Recent forestry studies have revealed that the individual trees in a forest constitute a community of trees that is physically linked beneath the forest floor by a labyrinth of fungal connections, which live on and hook up the individual root systems to one another. This communications labyrinth is called the mycorrhizal network.

Through the mycorrhizal network, individual trees reach out to members of their community to collaborate as part of a massively complex and completely decentralized system. Each tree contributes to the exchange of information such as warning signals that pests are present, and to share resources — including nutrition to support young saplings and hormones to combat pest attacks.

Similar to a forest, a city is a massive and complex system. By embedding artificial learning and control systems into urban systems using open source protocols — one building or organization or piece of infrastructure at a time — cities can evolve and grow their smart city connections, similar to a mycorrhizal network.

Power grids can self-optimize to reduce greenhouse gas emissions while managing loads. Self-driving cars can choose the most energy and environmentally optimal paths to a destination. Self-aware supply chains can follow routing that optimizes delivery times while minimizing local ground-level ozone pollution. Health care, distance learning, environmental management, emergency response and many more aspects of urban life can benefit from artificial intelligence.

Abandonment of the Sidewalk Labs project is unfortunate, but it serves as an important lesson that building a smart city from the top down is hard. That said, we must not lose sight of the many ways that a smart city can improve the urban experience if we do it right — from the bottom up, like the trees in a forest.

Jiri Skopek is an architect, planner and specialist in smart, green buildings and communities.

Reopening the workplace amid COVID-19 fears

Many companies are unsure of what the physical office will look like once employees return or semi-return. As provinces roll out plans to reopen their economies, conversations about health and safety guidelines, reentry strategies (and re-exit plans) and sustaining workplace culture are making the rounds in commercial real estate. Here are six takeaways from a recent Canadian Real Estate Forums webinar on reinventing and reopening the workplace.

1. Health and Safety Protocols

Provincial data in Ontario shows that 55 per cent of all COVID-19 patients are between the ages of 20 and 59—a number that makes up the majority of office workers.

“We know people will not return to the office if they don’t feel safe,” John Peets, vice-president of leasing, GTA, for Oxford Properties Group and webinar moderator points out.“ Most of us are situated in densely populated floors, collaborating with others, in casual, common areas, meeting rooms, opening mail, using kitchens and washrooms.”

Dr. James Aw, chief medical officer at OMERS, listed five principles for heading back to the office. Employees’ physical and mental health and safety should be paramount and directives from government and public health authorities should be followed. This is a “learn-as-we-go situation,” and employers should take a measured, gradual and conservative approach when reintroducing work from the office. Employees should also feel empowered and given choice and flexibility about where they work and whether they feel safe—some may live with more vulnerable populations.

“The one thing about this pandemic is we are all in it together—there is no competition,” he notes. “You also have to be flexible and nimble; it’s not going to just be a full reentry. You also have to be prepared: if a second wave comes back, you may have to pull back also.”

Masks and the workplace. Wearing a mask is probably a good idea if workers cannot honour the six-foot distance or may be in prolonged, close contact with another person for 10 to 15 minutes. This would also include wearing masks while commuting, if there is no safe distance on public transportation. Necessary screening protocols include home temperatures, symptom checkers and educating people about when not to go to work. Hand-washing and not touching one’s face are most important as the virus is predominantly spread through expository droplets.

Conducting temperature checks. Even if landlords roll out temperature checks, screening “won’t pick up everyone,” Dr. Aw notes. This type of screening makes sense in highly sensitive areas with vulnerable populations, such as prisons, long-term care facilities and hospitals. For the general population, he doesn’t foresee this rolling out in office buildings, except for some smaller businesses that operate in contained spaces.

Elevators. While two to four people will likely be allowed in most elevators depending on the size, the principles of physical distancing are key, along with minimizing close contact for extended periods of time.

2. Think about reentering but have an exit strategy

Ram Srinivasan, managing director of consulting at JLL, says reentry is like re-onboarding. Developing guidelines and recalibrating the work environment to align with physical and social distancing norms are short-term; applying this to an organization is the next challenge.

“People will need to adapt to new behaviours in the workplace and keep themselves and others safe,” he says.”Thoughtful communication and change management will ensure people have peace of mind.”

Reopening the office should be a gradual, multi-phase journey. He says some companies are looking at four to six phases of reentry, with each increment building on the other. The process should be non-linear in case infection rates rise, and companies need to think about existing as they are thinking of reentering, as well.

3. Maintaining workplace culture both physical and virtual

“Many organizations have used the physical environment to be a physical representation of the brand and culture of the organization, and used it to set the tone for culture and behaviours,” says Catherine French, director of global design and workplace strategy, corporate real estate, for Royal Bank of Canada. “We do need to continue to create a very strong and effective employee experience virtually.”

This will ensure employees have support to get work done, feel connected to the organization, have a sense of purpose and great communication tools. Srinivasan says the office building will need to transform to the new realities we face.

“We have used the physical workspace to embody the company’s workplace culture,” he says. “If we have more people working remotely, the digital workplace will become more important to embody and convey the company culture. The employee experience both in the physical and work environment becomes equally important. This will become a major area of focus for companies going forward.”

4. More about behaviour than space in the early days

“A majority of people are still going to be working from home for a period of time, so there is going to be a heavy reliance on technology as a way to connect us visually,” says Mandy Sutherland, senior consultant of applied research and consulting at Steelcase. “But we can’t just rely on the technology; there’s this behavioural approach around creating new rituals and more opportunities to connect in a more purposeful way than there has been before.”

When workers do return, they will come back to a space where people wear masks and keep six feet apart. Places where people typically gather will also be gone.

“It will be more about behaviour than space in those early days,” she says. “I think what’s really sad in the short-term is we’re going to see a lot of these spaces that were about developing a sense of belonging, where ideas are sparked, where culture typically breeds—a lot of organizations in the short-term are closing them off or eliminating them completely. But as we look into the future from a post-vaccine perspective, we know that organizations are going to want people to come back to the office to some degree because of those very things.”

5. Collaborative spaces will take on new importance

“People are not necessarily going to be coming to the office to do that heads-down work; it’s going to be about collaboration,” says Sutherland. “The need for more collaborative spaces is going to take on new importance because those are the spaces that support spontaneous connections.”

Design is going to be more “thoughtful” and focused on how people move through space to encourage, control and curate the views that they have into others’ work and inspiring things happening in the company.

“We also see more choice and control; it will be really important that space is matched to task, and people have opportunities to work in different places. There will also be a greater emphasis on a holistic work experience,” she says. “Organizations spend a lot of energy just focusing on the office experience; we’re going to need to be aware of those touch points in the work-from-home experience.”

Some employers may be looking at retrofitting to create less density in the workplace or new workstations to allow for repositioning people. Ordering products and redesigning right now is time-consuming, Sutherland cautions. For now it will be about “working with what you’ve got.” Workstation panels can also act as a buffer against the virus to some degree, but give people a sense of security. For the future, she foresees smooth surfaces and easy-to-clean fabrics that can undergo heavy-duty cleaning. Shared, ad-hoc spaces will become more reservable to allow for cleaning in between usage. More science-based, data-driven solutions are also on the horizon as new antimicrobial materials and hands-free technology are developed.

6. Flexibility a key element moving forward in the workplace

With a potential second wave of COVID-19, but also other infectious diseases and the ongoing threat of global warming, flexibility will be a priority for the future—whether that means workstations on wheels or more choices in where work takes place.

“One thing that will be critical above all else is that organizations need to invest in highly flexible spaces that can quickly adapt to whatever crisis hits, whether it’s medical, economic or environmental,” says Sutherland. “Those companies that have the ability to pivot and respond quickly to whatever change will definitely be ahead, especially as new policies emerge.”

Many people may have become accustomed to working from home without the long, expensive commute. Meanwhile, businesses are still operating and productivity hasn’t declined. This all impacts space demand, Srinivasan notes. Some companies are thinking of taking on more space; others are getting rid of space.

“This will vary from industry to industry and company to company, but the biggest mistake we can make is to look forward through the rearview mirror and try to apply old paradigms,” he says. “We have to be open to new opportunities to keep learning from everything that happens along the way and keep applying those learnings. People are hungry to hear others’ ideas and we should continue to do that.”

CECRA applicants urged to prepare documentation

Commercial landlords can submit applications for Canada Emergency Commercial Rent Assistance (CECRA) for small businesses, beginning Monday, May 25. Like other federal COVID-19 relief programs, the registration process will be staggered over five days. After registering on the indicated day, building owners can complete the application and upload required accompanying documentation at any time.

CECRA applicants will need a signed affirmation from each subject tenant or sub-tenant that it meets the eligibility requirements for the program, and a copy of the legally binding rent reduction agreement with each tenant. Property owners will also have to provide signed attestations of their compliance with CECRA rules and signed forgivable loan agreements.

Potential participants can begin to prepare in advance, following instructions that have now been posted on Canada Mortgage and Housing Corporation’s (CMHC) website. They can also pre-register for automatic notification of when the application portal is officially open.

Small landlords with no more than 10 tenants who are based in Atlantic Canada, Quebec, Alberta and British Columbia are slated to launch the process on Monday, followed by small landlords in Ontario, Manitoba, Saskatchewan and all Territories on Tuesday. Larger landlords, separated into the same two regional divisions, are scheduled for Wednesday and Thursday, while Friday will be an open day.

“We expect a large volume of applications,” the CMHC website states.

“With CECRA, the Government of Canada is stepping up to support Canada’s small businesses,” says Finance Minister Bill Morneau. “The forgivable loans will significantly lower the rent for small business tenants and keep them prepared to bounce back when this crisis subsides.”

Ergonomic lighting benefits

Office worker ergonomics typically relates to physical needs (chairs, desks, keyboards), however most often overlooked is the lighting for the worker’s visual needs.

The Design Quarterly, Winter 2013 article Ergonomic Lighting described the benefits of ergonomic work station lighting – comfortable, glare free controllable light at the worker’s personal desk top. A distinct departure from the usual ceiling fluorescent lighting, there was resistance from some camps, however the owners were convinced individual lighting would be the best choice for their employees. Manufactured by Luxit, the former Italian division of the Luxo company, the lighting was installed with work stations in three Greater Vancouver locations and was well received. People really liked having their own lighting and control.

Fluorescent bulbs were used at the time and the controls were simple on-off switches. Recent updates from people working at the sites who have used the lighting since the beginning enjoy their lighting – a testament to the reasons for selecting and installing it years ago. The sole complaint is the Luxit product is no longer available for adding work stations and work spaces.

Ergonomic lighting today

Today, European manufacturers produce ergonomic lighting luminaires with LED lighting instead of fluorescent light bulbs. However, the original concept of individual lighting still holds, reflecting light from the ceiling for calm, comfortable glare free light at the desktop. The LED lighting brings a number of benefits: individuals have their own on-off switches including light level controls; and their luminaire includes presence sensing and versions also sense the amount of daylight being received. When people are away from their work stations, the lights turn off or dim, which is also the case when sufficient daylight occurs, providing energy saving benefits.

Individual work station lighting will one day have the ability to “tune” the lighting, adjusting the white light colour range from warm incandescent to bright white daylight, like other office LED lighting that now includes tuning for worker’s biological as well as visual needs. It is recognized eyes have a sensitive area that responds to a type of blue light in daylight that triggers the production of hormones, synchronizing our internal time clock for waking and sleeping. Our 24-hour cycle of waking and sleeping – our circadian rhythm is affected when people are continually indoors and not able to sense the blue from sunlight.

Recently light luminaire manufacturers began integrating LED lighting that includes this special blue light missing from ordinary LED lighting. For those who spend much of their days indoors, this special blue lighting helps people with regulating their biological clocks.

Ergonomic lighting for the home office

Many today work from home and may need ergonomic lighting for their home office. Glare, the major enemy of good lighting, may be happening from the overhead lighting reflecting on the desk top, and from daylight coming in the windows. A simple solution, a floor mounted or attached ergonomic light will make a significant difference, providing calm, comfortable, glare-free light. Home office lighting can also incorporate tuning for circadian rhythms, contributing to wellness and well being.

Ergonomic lighting for co-working offices

Co-working offices are an on-demand concept where owners of office space free up work stations for rent by others. Individual ergonomic work station lighting, by its portability alone, makes it an easy process to establish rental workstations. Offering clients the means for controlling their own lighting levels is a plus while providing a greener work space. Space that’s typically not usable for an office work station because there is no lighting, or the ceiling is too high, or there is no ceiling, becomes usable with ergonomic work station lighting. It’s possible to even have work stations placed outdoors, using a reflector. It just requires 120 volts power and a network connection and people are able to work.

Ergonomic lighting for rented office spaces

Ergonomic work station lighting is the ideal solution for those having issues working under the ceiling lighting in their office and not able to make any changes because the office space is rented. The solution can be as simple as setting up a free-standing floor model ergonomic light luminaire at the worker’s work station and plugging the power cord into 120 volts. The overhead fluorescent light above the work station needs to be switched off and then the worker can enjoy calm, comfortable glare-free lighting, setting the light levels to their own preference.

Ergonomic lighting can help workers extend careers and employers retain valuable personnel.

Don Cabatoff is owner of the E3 Lighting Agency. Contact him at [email protected]. For more information about ergonomic lighting, read his article in Design Quarterly Winter 2013.

BCCA’s Builders Code offers ‘cool or tool’ app

The BC Construction Association (BCCA)’s Builders Code has gone virtual. The anti-harassment, hazing and bullying training is now available online to help fight transmission of the virus while supporting worksite safety and productivity.

The COVID-19 pandemic can lead to increased stress and anxiety at work. Since its launch in 2019, the Builders Code has recognized that safety in the construction industry isn’t just about physical hazards and personal protective equipment, it’s also about psychological hazards. The impact of hazing, bullying, and harassment on productivity and safety cannot be underestimated.

Construction crews can access the Builders Code “Cool or Tool?” app (available at the Apple Store or Google Play) which presents 20 real-life workplace scenarios that depict model behavior or actions that compromise safety and productivity. Workers simply identify if the behavior is “Cool” or “Tool” and get a message that reinforces the appropriate action and its benefits. The app includes a scenario about coming to work sick, which is particularly relevant as industry continues to face challenges related to COVID-19 and fights transmission of the virus.

“The “Cool or Tool?” application reinforces the right behaviours while pointing out the questionable ones. Its animated and humourous approach also makes the medicine more likely to be swallowed,” said Randy Delisle, talent and development manager, Kinetic Construction. “The design is simple, and the job site scenarios are realistic. This is a timely and accessible reminder to everyone on how to create a productive work environment.”

The Builders Code team has also created an online culture training course on how to build an acceptable worksite culture, including definitions and appropriate policies and procedures. It discusses redefining safety and demonstrates how culture can create a safe and productive environment. There is content on COVID-19 and how it can bring new biases and discrimination to the worksite. The training will be provided at no cost to employers during the pandemic.

“Stress and distraction can have devastating consequences on a worksite,” said Chris Atchison, president, BCCA. “The number of employers taking the ‘Acceptable Worksite’ pledge make it clear that the construction sector is ready for a culture shift that will make it easier for us to retain the diverse skilled tradespeople we need to meet our labour needs. It was imperative that we bring our Builders Code training online and include COVID-19 coaching elements.”

Colonnade BridgePort abuzz with urban beehives

Colonnade BridgePort will install new urban beehives on the rooftops of three mixed-use properties it manages in Ottawa, along with owner Fiera Real Estate.

Property level programming for both commercial and residential tenants will include free workshops focused on bee education, as well as the end of season honey harvest.

“With the fate of pollinators being an increasing, global concern, it’s wonderful to see tangible action being taken to help these creatures that are crucial to the environment,” says Elin Rudolfsson, sustainability manager at Colonnade BridgePort. “The hives will be installed on the roofs of three of our mixed-use residential properties. They create incredible benefit to the community and are low risk to the residents. The bees pollinate from a five kilometre radius meaning they will support food and flower growth, plus they will help maintain natural habitats and have a positive impact on the surrounding ecosystem.”

The buzz on urban beehives started picking up a few years ago, with cities and businesses across Canada taking action to protect pollinators from decline. Hamilton, Calgary, Ottawa and Toronto are just a few cities that have established and maintained healthy pollinator habitats. Pollinator-friendly cities not only create beauty and highlight the importance of biodiversity, they improve the municipal environment and the physical and mental health of the residents, according to Bee City Canada.

Solid pre-pandemic fundamentals buttress market

Solid pre-pandemic fundamentals and timely fortifications should position Canadian real estate to navigate and rebound from the sudden shock of COVID-19, market and economic analysts conclude. However, it’s considered too early to gauge precisely what that journey will entail. During a recent online discussion, Benjamin Tal, deputy chief economist with CIBC Capital Markets, and Paul Morassutti, vice chair, valuation and advisory, at CBRE, concurred momentum is more stalled than trending downward.

“It is still murky,” Morassutti acknowledged. “What all the uncertainty has done is effectively pause large parts of the market.”

As businesses tentatively begin to resume operations, Tal splits projections into two eras: pre and post-vaccine. Until a vaccine or suppressive treatments for COVID-19 symptoms are in place, he maintains the economy can’t even be characterized as recessionary, but, rather, will be in “zigzag” mode with the potential for subsequent waves of outbreak to dampen progress.

“But it will be much better than it is now, which is frozen,” Tal submitted.

While expressing optimism that effective vaccines and/or treatments will emerge to help fuel a recovery by 2022, he also foresees volatile months ahead. “We will have a year-and-a-half of very interesting times,” he said.

Divergent trends for office, industrial and retail

Breaking it down by asset class, Morassutti reports: investment transactions largely at a standstill; limited, but not necessarily unsettling office leasing activity; intensification of the industrial-retail dichotomy; and relative stability in the multifamily sector.

Thus far, in most markets, there’s been no spurt of office sublets or rent discounts that conventionally signify an economic downturn, but there has been a flurry of conjecture about the forces COVID-19 may have unleashed. Morassutti summarized the two prevalent hypotheses — that large portions of the workforce will permanently shift to home offices and that space-per-worker ratios in office buildings will have to expand to allow for social distancing — noting that, together, they amount to the status quo.

“This is not an either-or. Both these dynamics will play out,” he said. “Our advice would be to take a breath. It’s too early to know the long-term trends.”

Meanwhile, the Toronto market hasn’t shown much evidence of faltering. “Deals are getting done,” Morassutti affirmed. “Sublets are up, but not to a significant degree, and rents seem to be holding up.”

For retail, COVID-19 delivers a serious blow to an already downcast sector. For industrial, it brings the uncertainty of supply chain disruptions and threat of general economic destabilization, but also opens up the possibilities of rapidly growing demand for warehousing/distribution and last-mile delivery facilities. Comparably higher transportation costs underpin the business case for food and goods retailers to invest in real estate closer to their customer base as they increasingly shift to e-commerce.

“Retail is hurting. Industrial is doing very well,” Morassutti reiterated.

Beyond logistics, spinoff industrial real estate opportunities may lie in the growth and resurgence of domestic manufacturing. Tal projects a pullback from globalization, in which nations and corporations look for insurance from the potential vagaries of international supply chains, and begin to prioritize resilience over profit maximization.

“Everybody is in a self-preservation mode,” he said. “Anything that was exposed by this crisis will come closer to home.”

Looking to the downside of the industrial-retail equation, Morassutti tallied a list of faltering department stores — Neiman Marcus, JCPenney, Nordstrom — and characterized COVID-19 as just another contributing factor to their struggles.

“This is not particularly surprising. The department store model has been in decline for 15 years,” he asserted. “More and more, the COVID crisis is accelerating existing trends rather than triggering new ones.”

Relief measures influence residential stability

Turning to residential, Morassutti sees relatively few immediate concerns in the rental sector after the vast majority of tenants paid rent in April and May. “This is one sector where, so far, the federal programs have had a very real stabilizing implication,” he observed.

Tal further expects some COVID-19 relief measures could morph into long-term deliverables that would bolster stability for some renters and, ultimately, their landlords.

“We (the Canadian government) are establishing, building infrastructure and planning for Canada’s future social assistance programs,” he predicted. “After the fog clears, we will see that we have de facto established a guaranteed income program. It will be around for a long time.”

Meanwhile he cautions against making assumptions about housing price trends. With the market “basically frozen”, he separates out current vendors and house-hunters from the majority of decision-makers.

“If you’re conducting a transaction now (it’s because) you need to do that,” Tal reasoned. “So the signal we are getting now is a very biased signal.”

In contrast, he points to a pool of prospective buyers now watching for opportunities to buy secondary or income properties at somewhat discounted prices as evidence of continued confidence. “I don’t see the market collapsing. The fundamentals are very, very strong,” Tal said.

Policy response factors in bullish outlook

Morassutti offers a similar reading of the commercial real estate market, based on its pre-pandemic status and the federal government’s and Bank of Canada’s subsequent moves to ensure that all players along the chain, from tenant to lender, continue to have room to manoeuvre. Tal adds Canada is well placed to take on the resulting debt from those actions given the low-interest environment and a debt-to-GDP ratio that was well below the Organization for Economic Cooperation and Development’s (OECD) recommended threshold heading into the crisis — an enviable position compared to the United States and most of the European Union.

“Our starting point (for repayment) will be fantastic,” he said. “GDP will be rising four or five times faster than interest rates.”

The stock market appears to align with that confidence.

“There is a disconnect between the stock market and the economy, for sure. However, the stock market is not disconnected from the policy underpinnings,” Tal maintained. “The market is looking at the response of the authorities and realizing it’s not over. The stock market is focusing on what’s happening in the future, not what’s happening now.”

The observation circles back to Morassutti’s earlier recitation of Wayne Gretzky’s classic advice: “Skate to where the puck is going, not to where it is.” And he expects the future won’t stray too far from the recent past with pre-pandemic fundamentals “still there underpinning the market”.

“We do remain more bullish than bearish on overall real estate health,” Morassutti reported.

Alberta’s recycling program expanding to accept additional electronics

The government of Alberta has green-lit the Alberta Recycling Management Authority (ARMA) to recycle up to 24,600 tonnes of electronics products not previously accepted in the program. Under the two-year $43 million pilot project, municipalities will receive funding for collecting items included in the expansion with the results dictating the possibility of a permanently expanded electronics program.

“An expanded electronics program has the potential to inject $30 million annually into Alberta’s economy and support 360 additional full-time jobs in the recycling sector,” said Jason Nixon, the province’s Minister of Environment and Parks, in a statement. “These new jobs will come from increased demand for electronics collection and transportation, as well as jobs associated with processing and manufacturing the recycled material into new goods. ARMA has a strong record already, and recently hit a major milestone of 10 million electronic products recycled in Alberta. This expansion will help us recycle even more.”

Products in the expansion will include: audio visual equipment, telecom, cellphone/wireless devices, electronic gaming equipment, small home appliances, portable power tools, toys, musical instruments, and solar panels. During the pilot, consumers will not have to pay to recycle the products approved under the program.

Ed Gugenheimer, chief executive officer of the ARMA, commented, “We are excited for the many opportunities and benefits an expanded electronics recycling program could bring to Alberta’s burgeoning circular economy while continuing to contribute to the global effort to reuse and reduce waste. We’re confident we can do this because Albertans are our biggest champions and demonstrate on a daily basis a strong culture for recycling.”

It is estimated that the expanded program will divert up to an additional 12,300 tonnes from landfills annually.

For more information regarding the program, please visit ARMA’s website.

Victoria hotel purchased for affordable homes

The B.C. government has purchased the Comfort Inn Hotel in Victoria for $18.5 million to provide more affordable homes for people.

“Everyone deserves to have safe, stable housing they can afford, and this site offers great potential to deliver a mix of permanent housing to meet the needs of people in Victoria,” said Selina Robinson, Minister of Municipal Affairs and Housing. “This will further add to the significant efforts underway with community and local government partners in the Capital Regional District to tackle the housing crisis and build the homes people need.”

The long-term use of the site will be determined through engagement with the community. In the short term, the building will provide approximately 65 rooms of temporary accommodations with wraparound supports for people currently living in encampments on the Pandora Avenue corridor and Topaz Park.

BC Housing is partnering with Our Place to operate the building, which will start to receive people – referred by Island Health and BC Housing – in the coming days.

“This is a substantial investment in our community and will provide housing for those who need it most,” said Lisa Helps, mayor, City of Victoria. “This site has significant redevelopment potential to provide a range of affordable housing in the long term. I look forward to working with the community and with BC Housing to determine the long-term use of this site.”

People will have access to services, such as meals, health-care services, addictions treatment and harm reduction, storage for personal belongings and other supports, including 24/7 staffing to provide security to residents of the building and the surrounding neighbourhood.

“Our Place is looking forward to partnering with BC Housing in this bold initiative to provide indoor accommodations for our street family during this health crisis,” said Grant McKenzie, director of communications, Our Place Society. “We intend to serve this vulnerable population with dignity while striving to be a good neighbour to the community.”

WELL Health-Safety Rating launches for facilities

The International WELL Building Institute (IWBI) has launched the WELL Health-Safety Rating for facility operations and management, focusing on facility operational policies, cleaning protocols and design strategies to address a post COVID-19 environment.

An advisory of industry leaders from sports and entertainment will advance the completion of the WELL Health-Safety Rating specific to these venues. The new WELL Health-Safety Rating also will apply to a range of other facility types, including offices, hotels, retail, grocery stores, warehouses, manufacturing, theatres, recreation, restaurants, schools, among others.

Using insights from a number of government, academic and public health organizations, as well as the IWBI COVID-19 Task Force, the program provides a centralized source and governing body to validate efforts made by owners and operators.

“Critical feedback from leading industry stakeholders is crucial to the refinement and further development of the WELL Health-Safety Rating,” said Rick Fedrizzi, chairman and CEO of IWBI. “By collaborating with industry and subject matter experts in public health, facility ownership, operations, management and policies, cleaning protocols, and building and spatial design, we are able to drive towards broader market transformation and completely rethink how owners and operators can adapt to be more resilient as we emerge from this global pandemic. We are excited to fast-track this program for sports and entertainment venues and have the industry fully engaged to address the challenges we face today.”

George Massey Tunnel safety work underway

Work is underway to improve brightness and visibility in the George Massey Tunnel. Black & McDonald Limited of Vancouver has been awarded a contract valued at $19 million for this work, which is part of a $40-million suite of interim safety and reliability improvements.

“We continue to move ahead with our work to replace the George Massey Tunnel, but in the meantime, we are making immediate safety improvements inside the tunnel for drivers who use this route every day,” said Claire Trevena, Minister of Transportation and Infrastructure. “Plans for the new, future crossing are underway with a business case expected to be ready for the fall.”

The existing lights on the tunnel walls and ceiling will be converted to an LED standard to increase visibility and better illuminate the tunnel for drivers, save energy and reduce greenhouse gas emissions. Other work includes improving tunnel drainage to prevent ice build-up and water from pooling at tunnel entrances. The ventilation and electrical systems will also be upgraded. These additional safety improvements are already underway and are scheduled to be completed by spring 2021.

To minimize delays for drivers, the majority of work will be done at night. The ministry is working closely with all contractors and WorkSafeBC to ensure health and safety are maintained for all workers on site.

B.C.’s provincial health officer (PHO) has directed construction employers to take all necessary precautions to minimize the risks of COVID-19 transmission and illness to themselves and their employees. This includes ensuring workers maintain physical distance with a minimum of two metres apart from each other, both in the course of their duties as well as during breaks.