In deep water

Canadians today aren’t just worried about climate change – they’re experiencing its negative effects first-hand. With dramatic flooding in the east and wildfires in the west, an increase in catastrophic weather events has left everyone worried about the future.

For multi-residential property owners, these worries are carrying over into concerns about their insurance policies, as extreme weather events are directly impacting the price of coverage. Even in a relatively mild year—a year not involving fires like those at Fort McMurray in 2016 or floods like those in Toronto and Calgary in 2013—the cost of recovering from a CAT event can be astronomical.

Throughout 2019, building owners and operators can expect to see carriers looking for rate increases. In fact, loss affected properties and coastal properties could experience spikes of greater than 25 per cent. Making your portfolio look good to underwriters is by far the best way to prevent a substantial rate hike. Here are three areas to consider:

1. Focus on tighter risk management

Properties that maintain or improve their standing will be best positioned to keep rising costs at bay. To achieve this, building owners and operators will have to focus on tighter risk management, including disaster preparedness ahead of the next CAT event and engaging brokers to do what they do best: negotiate on their clients’ behalf.

The largest property policy increases will be felt by residential real estate owners. This increase will be driven largely by traditional property loss leaders, including fire and water damage and increased property valuations. In the first quarter of 2018 alone, building construction costs were up 1.8 per cent. Considering this rate of inflation, a property valued at $1M just a decade ago is very likely significantly underinsured today. To best position residential real estate, owners should direct their attention towards preventative maintenance, risk management and emergency response – and have a water mitigation plan.

2. Be wary of water

Water damage maintains its standing as a major loss leader. One of the largest drivers of commercial property losses, water damage claims will continue to wreak havoc across the country in 2019. As a result of an aging infrastructure and defects in new construction, as well as warmer temperatures due to climate change, significant claims are occurring across commercial and residential high-rises.

In fact, a University of Waterloo study reported that insurance claims from floods and other weather events have quadrupled over the last ten years. Typically, what begins as a small event in one space becomes a massive building-wide claim. For example, a recent claim involving a residential high-rise condominium occurred when a ½-inch water line broke in the penthouse unit and flowed water for 20 minutes. Due to the cascading effect, the result was a major six-figure claim, with months of headache for the affected condo owners. Underwriters are now taking note and will put additional deductibles on property policy renewals to protect themselves.

3. Be cautious when it comes to green installations

Many property owners and operators are eager to embrace sustainability initiatives; that is, until they create additional risk. When this happens, property owners and operators will face limited insurance options. For example, photovoltaic (solar) panels on the roof introduce the chance for electric shock, meaning fire fighters won’t spray water on them to extinguish a building fire. Renewables installed on rooftops in coastal areas could blow off in a storm, potentially causing significant damage to neighbouring structures. Similarly, wooden structures are generally more difficult to insure due to their increased risk of fire. Consider discussing renewable options with your broker/carrier before installing these resources in the first place.

2019 and beyond

Last year was unusual for CAT events, with the spring beating out the summer for the most CAT events and Ontario topping Alberta for insured losses. As a whole, 2018 ended with 12 catastrophic events and carriers and insurers alike are breathing a sigh of relief. At this stage, portfolio managers should employ best practices to minimize common loss leaders – fire, water damage and more – that threaten to further increase property policies into 2019 and beyond.

Sarah Thompson is associate vice president for Hub International’s real estate practice in the Greater Vancouver region. She holds an Honours Bachelor of Business Administration (BBA) degree in Insurance and Risk Management, and is a Fellow Chartered Insurance Professional (FCIP) and Canadian Risk Manager (CRM).

Capilano University reveals new satellite campus

Capilano University has announced plans to open a new satellite campus in the North Vancouver community of Lower Lonsdale this September.

Designed by DIALOG, CapU Lonsdale will feature 15 foot high ceilings and a 60 foot long balcony. The innovative design reflects Capilano University’s relationship to the West Coast. Looking out towards the ocean, the space will serve as a reprieve from urban surroundings and brings a sense of adventure, exploration and enlightenment indoors to create a sense of discovery through learning.

At the end of August, 2019, Capilano University will take occupancy of 11,000 square feet on the second floor of 125 Victory Ship Way to deliver educational programs and services beginning in the fall term. The new space Lonsdale will provide students with an exceptional learning and teaching environment that can also be adapted for meetings and community use.

Given its proximity to the Lonsdale Quay and SeaBus terminal, CapU Lonsdale is an ideal learning location for both commuting students and residents of the North Shore. Capilano University’s Continuing Studies & Executive Education will be relocated to the new branch campus where its evening and weekend courses, programs and custom training opportunities will be more easily accessed from across the Lower Mainland.

All five of Capilano University’s faculties (Business & Professional Studies; Fine & Applied Arts; Arts & Sciences; Education, Health & Human Development; and Global & Community Studies) will offer select courses or programs at the branch campus.

By expanding to The Shipyards, Capilano University’s main North Shore campus on Purcell Way will have additional capacity for planned new programs and services to extend options and opportunities.

H&R sells The Atrium for $640 million

H&R Real Estate Investment Trust (H&R) has entered into an agreement to sell The Atrium for $640 million, subject to customary closing conditions. The purchase price equates to a capitalization rate of 4.56 per cent.

The Atrium, comprising 595 Bay Street, 20 & 40 Dundas Street West, and 306 Yonge Street, is a 1.1 million square foot office and retail complex.

“Given the strong investor demand for Toronto office properties and the substantial capital this asset will require over the next several years for redevelopment and intensification, we chose to take advantage of strong market pricing, and reallocate capital to both strengthen our balance sheet and to fund our value-creating developments,” H&R’s president and CEO Thomas Hofstedter said in the REIT’s press release.

H&R purchased The Atrium for $344.8 million in 2011 and since the acquisition, has increased annual net operating income by $6.5 million, creating substantial value for unitholders.

Closing is expected to occur on or about June 6, 2019.

New rules could help dislodge drug dealers

Proposed amendments to Ontario’s Cannabis Control Act could bolster efforts to dislodge drug dealers from residential buildings. To date, police have not had the authority to immediately shut down and eject occupants of dwelling units where unlicensed cannabis sales/distribution occurs or where people younger than 19 use, sell/distribute or cultivate cannabis. That’s set to change as part of Bill 108, the More Homes, More Choice Act, introduced in the Ontario legislature on May 2.

The omnibus legislation amends 13 provincial statutes, focusing extensively on the planning and environmental approvals process and other administrative criteria related to housing development. Tweaks to cannabis control rules pertain to safety and quality of life in existing residential buildings and neighbourhoods.

“The amendments address situations where landlords knowingly allow tenants to run drug-dealing operations out of rental properties. Those landlords are typically small landlords who are aiding and abetting the operation,” says Joe Hoffer, a specialist in residential tenancy and municipal law with Cohen Highley LLP. “Most professional landlords, particularly in a relatively robust rental market, will be delighted to have the police evict their drug-dealing tenants and free the unit up for re-rental.”

The proposed amendments would repeal two sections of the Act that prohibit closure of residential properties. With this reversal, the police or other designated officials could exercise the same authority they already have to lock down commercial, industrial or institutional properties in the course of laying cannabis-related charges.

Occupants of single-family housing or apartments in multi-residential rental and condominium buildings could be barred from entry until the completion of legal proceedings, although they would have the ability to apply to the court and post a cash bond to regain access. Following a conviction that confirms a dwelling has been a venue for unlawful sales/distribution of cannabis, it could be closed for up to two years.

However, the Act allows “any person who has an interest in the premises” to regain access if they meet the court’s conditions and pay a cash bond. A new owner taking possession of the property, or a landlord who has leased or will be leasing to a new tenant, could also apply to the court to have a closure order overturned.

The proposed amendments could offer incidental support, but won’t likely to be the most effective means to control other nuisance scenarios. Even if neighbours have convincing grounds to suspect the presence of cannabis purchased from unlicensed sources and/or underage possession in fraternity/sorority houses or short-term rental properties, the evidence may not be easily detectable. If it’s a lawful quantity to possess, occupants don’t have to account for the origin or ownership of cannabis on the premises.

“When accusing a holder of cannabis of having purchased from an unauthorized supplier, the police and the Crown have the burden of proof,” Hoffer advises. “There really is no leverage with these amendments that will allow condo corps to deal with Airbnb issues because there is generally no direct link between Airbnb and people illegally distributing or selling cannabis.”

He suggests regulators are primarily targeting illicit cannabis-related businesses rather than cannabis users’ behaviour.

“In my view, the main purpose for the ability to bar access to a dwelling unit is to shut down dwelling units that are consistently in use for unlawful purposes, such as gang premises or grow ops,” Hoffer says. “In my view, there is no downside for professional landlords. The only downside is for landlords who turn a blind eye to drug dealers.”

For landlords who run afoul of the law, other proposed amendments would set a minimum threshold for fines. Currently, a first-time conviction for knowingly permitting unlawful cannabis retailing or distribution to occur on-site is subject to a maximum fine of $250,000, while subsequent convictions could come at cost of up to $100,000 per day that the offence occurs. Those caps would remain, but with a new assurance that fines could not be lower than $10,000 for a first conviction and $5,000 per day for each day of the offence under a subsequent conviction.

Barbara Carss is editor-in-chief of Canadian Property Management.

B.C. Labour Relations Code changes raise concerns

The B.C. provincial government announced that changes to the Labour Relations Code will go forward based on the 29 recommendations of an independent review panel along with consultation of industry, the public and labour organizations.

According to the government, these amendments are an important step forward in restoring fairness to labour relations in B.C. This includes ensuring workers, who have built up fair wages and job security over years of hard work and dedication, do not see those stripped away when contracts are re-tendered.

While the construction industry generally acknowledges the challenges for the review panel in supporting the interests of all stakeholders, there are several concerns being raised, especially regarding new raiding rules.

“While we’re pleased that the government accepted the recommendation to keep the current secret ballot method of union certification, the 29 recommendations come with some challenges that both unions and employers will need to accept,” said Fiona Famulak, VRCA president.

Although it is good news that B.C. is maintaining the secret ballot method of certification, employers will now have new restrictions and less time to communicate with employees before a certification vote takes place. Government is shortening the time between an application for union certification and an employee vote from 10 days to five business days.

Government is also modifying the open periods in which one union can raid another. In the construction industry, raids will be allowed in July and August of each year, rather than the seventh or eighth month in later years of the agreement.

“During the busiest time of year, progressively unionized construction companies will be forced to contend with the turmoil of aggressive union organization drives,” said Paul de Jong, president of the Progressive Contractors Association of Canada. “This detracts from the tremendous amount of work that needs to be done, and for no good reason.”

Of greater concern is the fact that a successful raiding union will be able to apply to the Labour Relations Board to cancel the collective agreement it inherits and negotiate new wages and benefits. This will affect a contractor’s ability to lock in labour rates when bidding on large, multi-year projects.

BCCA shared similar concerns and says while it is important to protect the rights of workers, it is also important to protect the rights of employers.

Allied acquires properties in Toronto, Calgary and Vancouver

Allied Properties Real Estate Investment Trust (Allied) announced that it has acquired properties in Toronto, Calgary and Vancouver for a total consideration of $94 million.

“These are strategic acquisitions for Allied, in that we’re augmenting important assemblies in Toronto and Calgary and increasing our penetration in urban Vancouver,” said Michael Emory, President and CEO in Allied’s press release.

The purchases include (i) ancillary residential properties in Toronto, (ii) an undivided 50 per cent interest in the Sherwin Block, 738 11^th Avenue SW, in Calgary, (iii) 2233 Columbia Street in Vancouver and (iv) 1050 Homer Street also in Vancouver.

On closing – which is scheduled for May 27 – 1050 Homer will be subject to a first mortgage in the principal amount of $13.6 million, having a term expiring in February of 2023, bearing interest at 4.3% per year and payable in blended instalments of principal and interest based on a 25-year amortization.

The ancillary residential properties, Sherwin Block and 2233 Columbia were or will be debt free on closing. Allied financed or will finance these acquisitions from its unsecured line of credit.

A New Day for Compactor Tech

It ’s a technological revolution, and no industry is immune. This is especially true in the waste and recycling field where advanced tools, equipment, and Internet of Things (IoT) connectivity are helping property managers extract full value from their compactors.

For more insights, we spoke with Adam Kent, Service Director with Metro Compactor.

Overall, how has technology changed your corner of the waste management industry?
IoT technology has given us the tools to monitor and maintain our customers’ compactors more effectively than ever before. We can conduct remote diagnostics and practice predictive maintenance using data analytics to help us identify potential issues and prevent breakdowns. This is particularly helpful for property managers with large portfolios since minimizing breakdowns in the waste collection room saves time, energy, and repair costs. Secondly, technology helps everyone be more efficient.

When you have the ability to track weights and minimize compactor downtimes, you reduce levies and give property management teams more focus to do their job. And on our end, the ability to track, automate, or optimize aspects of the pick-up (e.g., routes, weights, scheduling, etc.) means faster and more efficient service. Lastly, technology is being used to make waste and recycling equipment greener and more sustainable. This helps our customers leave a smaller environmental footprint.

How do Internet of Things (IoT) technologies come into play?
It all goes back to data analytics. By collecting and connecting data from our waste and recycling equipment, we “see” the asset wherever it is in real time, connect it to a network, and gather performance data relative to other pieces of equipment. We aggregate data points across multiple pieces of equipment to identify trends, highlight recurring issues, and drive meaningful insights. For example, through the use of IoT sensors and systems in waste and recycling equipment, error codes are automatically generated and sent directly to us. We then call our client and let them know what needs to be done without having to dispatch a service call, thereby saving our customers money. Similarly, IoT connectivity helps Metro
Compactor notifies property managers whenever something is going wrong, like contamination in their waste stream. We also use data from IoT technologies to solve issues on the fly. For example, say a customer had one full bin that weighed far less than another full bin. We would look at the data to see if something isn’t working, or if someone isn’t properly disposing of different items.

How important is that “real time” connectivity?
It’s very important! Without the ability to predict issues and monitor equipment in real time, problems can be expensive to fix and downtime is a certainty. If a customer leaves a problem with waste and recycling equipment unchecked for long periods of time, critical systems can get clogged and dirty. With IoT technology, however, Metro Compactor immediately receives a code when something goes wrong and calls the superintendent to let them know. It saves a lot of time for everyone and mitigates the damage. That’s not all. We don’t just do yearly or bi-annual maintenance; we monitor the equipment 24/7 so that we can predict the equipment health and get ahead of any possible disruptions. If we suddenly see unusual data outside of our internal normative thresholds, we’ll know about an issue before the breakdown or even the scheduled preventative maintenance service. That, in my view, is one of the biggest advantages of this technology.

Can you give us an example?
Consider a superintendent who starts each morning by cleaning the bin. As part of their pattern of work, they also come back at the end of their work day to ensure that everything is fine. If the photo eye or the ultrasonic sensor gets clogged at 10 a.m., forcing continuous cycles, the superintendent will not be aware of any problem until the end of the day after the compactor has already gone through hundreds of cycles. The avoidable wear and tear on the equipment ages it prematurely, and before the customer knows it, the equipment will be due for significant maintenance overhauls and possibly even replacement. Contrast that scenario with how things play out with a “smart ” piece of equipment that incorporates the technologies we’re talking about. In a monitored situation, the equipment will stop the regular cycles and send an alert to both the customer and to Metro Compactor’s service team as soon and the issue is detected.

The alert will include the cause and how long the equipment has been out of commission. Essentially, if some issue comes up, our customers will be able to stay on top of the daily functioning of their waste equipment.

Is it worth investing in these technologies now, or should property managers wait?
Metro Compactor first developed the technology many years ago with thousands of sites currently activated – including some of North America’s largest retailers. The tech component is an enabler to gain insights into the equipment so that our service and maintenance team can best support our customers. We look at the technology as part of our service offering: a service promise to the market that has decades of experience behind it. At Metro Compactor, we provide built-in monitoring with new equipment or customers can choose to add the monitoring to their existing equipment. The cost benefit is undeniable given that the savings will be realized very quickly through reduced downtime and reduced service costs. We also include annual preventative maintenance as part of our package.

So to answer your question, investment in this technology for waste and recycling equipment will pay off very quickly and that’s just based on maintenance and productivity. We could talk at length about how technology can also help to manage fullness and reduce haulage costs. In summary, the longer you wait, the longer you’ll be missing out on the additional saving and efficiencies and the further you’ll fall behind.

Adam Kent is Service Director with Metro Compactor, a division of the Metro Group that has been serving Canada for over 45 years. For more information, visit www.metrocompactor.com.

Ontario proposes new excess soil rules

According to Statistics Canada’s 2016 Waste Management Industry Survey, almost two million tonnes of soil go to Ontario landfills as waste, some of which are reusable. In response, the Ministry of Environment, Conservation and Parks (MECP) has introduced new measures related to excess soil management and brownfields redevelopment.

“Excess soil is a growing concern for communities, developers and our environment,” said Rod Phillips, Minister of the Environment, Conservation and Parks in the ministry’s press release.

“When improperly managed, excess soil can negatively affect groundwater quality, farmland and other sensitive areas. Lack of clarity around the rules has also resulted in sending healthy soil to landfills,” he said.

The proposed changes announced on May 1, 2019., include:

Clarifying rules associated with the reuse and management of excess soil to help ensure environmental protection and limit the amount of soil being sent to landfills.
Removing unnecessary barriers to redevelop and revitalize vacant lands and put them back to good use, while maintaining human health and environmental protection.
Strengthening compliance and enforcement measures against polluters by imposing administrative penalties and modernizing the process to seize vehicle plates for environmental infractions.

The ministry anticipates the proposed amendments will divert more soil from landfill, reduce soil management costs and ensure strong environmental protection.

The ministry also anticipates that the changes will encourage more brownfields redevelopment by removing barriers faced by property owners or businesses that are filing for a Record of Site Condition on the Ministry’s Environmental Site Registry.

The MECP proposal is posted for public consultation until May 31, 2019.

AIBC and AFBC sign Memorandum of Agreement

The Architectural Institute of British Columbia (AIBC) and the Architecture Foundation of British Columbia (AFBC) have signed a Memorandum of Agreement (MOA).

This MOA signifies a renewed and reinvigorated working relationship between the Institute and Foundation. While both entities relate to the architectural profession, they have mutually distinct mandates. The AIBC regulates the profession of architecture in British Columbia in the interest of the public. By contrast, the AFBC makes architecture and design more accessible by promoting awareness and excellence through a variety of programs and annual events. Both organizations are committed to working together to support their respective mandates throughout the province.

“We are delighted that the relationship between the Foundation and the Institute has been revitalized. The AFBC is in an excellent position to deliver advocacy-focused initiatives which increase the understanding and appreciation of the profession. This is particularly important given the limitations posed by the Institute’s self-regulatory mandate in the area of advocacy,” says Mark Vernon, CEO of the AIBC. “They have our full support, and we look forward to working together in the years to come.”

The AFBC is now directed by a 10-person board which manages the Foundation. The executive team will lead the AFBC through various programs in order to connect B.C. communities with matters related to design. This includes educating the general public on the profession of architecture, and supporting the design community through the provision of grants and scholastic awards. In addition, the AFBC coordinates events and fundraising activities in support of their initiatives.

“The AFBC board is pleased with the progress we have made over the past 12 months, especially in regard to the revitalized relationship with the AIBC,” shares Jim Toy, board chair of the AFBC. “As believers in the power of design to solve problems and improve lives, the AFBC will fulfil a mandate to raise awareness about the value of design in the built environment through programming and advocacy.”

The two entities will be supporting one another on several initiatives, including the Architectural Awards Program – call for submissions opening soon – and the Annual Golf Tournament to be held August 12, 2019.

Pre-construction sale cancellations: What are the options?

What can a purchaser do when their agreement to purchase a pre-construction condominium unit is cancelled? This affects condo investors, or landlords, that buy multiple new units to lease out.

Over the last two years, multiple news headlines announced further cancelled pre-sale condominium projects. While there are many causes for the cancelled projects, two key reasons are the significant and rapid increase of both the construction costs and interest rates, which can cause projects to fail.

The increased costs put developers in situations where their projects, which appeared lucrative at the outset, are no longer viable or profitable.

Increasing real estate values can also lead to cancelled sale agreements if a developer believes it can increase its profits byre-selling the units at a higher price. These projects are not cancelled in their entirety, but instead, the pre-sale agreements are terminated by the developer and then those same units are remarketed at the higher current market prices. This step is not taken lightly by developers and only some developers will do this, as it damages their reputational capital.

However, the fact is that this has been the outcome for a number of large pre-sale condominium projects in the Greater Toronto Area in the last few years.

Developers usually will rely on specific conditions in their sale agreements which permit termination of the contract in specific enumerated circumstances. Whether the termination was properly made under the terms of the sale agreement depends on the facts of each individual case, and each individual agreement.

Regardless of why developers terminate their sale agreements, the end result is the same for purchasers, who are thrown back into the real estate market. There are often years between the date that the sale agreements were made and the date of cancellation. In the interim, real estate prices and the cost of

alternative condominiums have risen significantly, with the result that these alternatives are less attractive than the original sale agreement. For the luckless purchaser, the prospect of another pre-construction sale agreement appears risky and undesirable.

Some of these buyers will consider their legal options, including a claim against the developer. Both builders and buyers should to know what options are available to a jilted buyer.

The deposits are typically returned to the purchasers and the purchasers are left with two options: 1) accept the return of their deposits and move on, or 2) bring a claim against the developer for breach of contract. The remedy for breach of contract will be either an award of monetary damages or, in exceptional circumstances, an order for specific performance.

Specific performance

Specific performance is a remedy awarded by the courts in which a contracting party who is in breach of contract is compelled to perform its contractual obligations. This is an exceptional remedy which is only granted where monetary damages are not sufficient as a remedy. In respect of a contract for the sale of land, specific performance is available only if the property is “unique.”

Residential properties, particularly condominium properties, are mass produced. If a deal falls through for one property, another comparable property is frequently readily available.

That said, there have been recent cases in which courts have ordered specific performance of the vendor for the sale of condominium units. In these cases, the purchasers were able to show evidence that the properties were unique, given the size, features and location of the properties. Importantly, in these cases, the units were either already completed or nearly completed.

If the condominiums are still in the pre-construction or early construction stages when the sale agreement is terminated, it is highly unlikely that specific performance will be ordered.

Damages

In most cases, where the developer is found to have breached the contract, purchasers will be limited to a claim for monetary damages.

Damages in these circumstances would be quantified based on the difference between the purchase price under the agreement of purchase and sale and the market value of a replacement property on or about the date the agreement was terminated. Any deposit not returned by the developer would also be included in the quantification of damages.

As well, in Canada, parties to a contract are obligated to perform those contracts in good faith. If a Court determines that the developer acted in bad faith in terminating the contract, it may award punitive damages, which are usually in the range of 10 to 20 per cent of the assessed damages.

Class actions

Individual consumer claims are certainly problematic for developers, but it is unlikely that each purchaser would bring a claim and damages on an individual scale may not cause serious concern. The greater risk for a developer and benefit for a consumer is a class action lawsuit.

Class action lawsuits require only one plaintiff, who represents that entire class of plaintiffs. If a class action was commenced against a developer for terminating its sale agreements, only one purchaser would need to act as the representative plaintiff for all of the project’s purchasers, but damages for all of the purchasers would be at issue in the action. The developer is potentially liable for the total damages for all of the terminated sale agreements. As well, class actions often attract media attention, which can damage the developer’s reputational capital.

Unlike in conventional litigation, in which lawyers are typically paid at an hourly rate, and the successful party hopes to collect some of its legal costs at the conclusion of the litigation, class action lawyers typically work on “spec” – meaning they do not get paid unless and until the litigation is successful, whether by a judgment or a settlement. As such, members of the class will not incur the upfront legal costs of supporting the action.

David Taub is a litigator with Toronto business law firm Robins Appleby LLP. This article first appeared in CondoBusiness Spring 2019.

RCO takes action on plastic waste

Recycling Council of Ontario (RCO) launches Plastic Action Centre, Canada’s first national resource tackling waste reduction.

Funded by Walmart Canada, the website is designed for Canadians to become more informed on plastic waste.

According to the press release Plastic Action Centre features:

Find What You Need
All information is organized by issue: plastic chemistry types, microplastics, technology and innovation, production, recycling, the circular economy, and more.
Find Where You Need
The website offers visitors the option to search for topics and developments province by province.
Ask an Expert
RCO has convened an advisory panel of experts from across the country to share their knowledge and answer any questions submitted.
Who’s Taking Action
The platform offers a single repository to track and celebrate all efforts to reduce plastic waste.
Community Engagement
Visitors are encouraged to submit resources and activities that can be included in the Plastic Action Centre.

“Walmart Canada is committed to reducing our own plastic use, recycling more and supporting improvements to the system,” says Lee Tappenden, president and CEO, Walmart Canada in the press release. “We are pleased to support The Plastic Action Centre to provide an important resource for Canadians to learn more about this critical issue and find ways to make a difference.”

According to RCO, this launch is just the beginning. “The Plastic Action Centre will improve, expand, and evolve as we continue to incorporate public input, initiatives, and actions as Canada continues to take a leadership role on plastic waste.”

Ontario reveals housing supply action plan

The Ontario Government released its More Homes, More Choice: Ontario’s Housing Supply Action Plan, outlining initiatives that will make it easier to build, afford, and access housing throughout the province.

“We must build smart and we must be flexible,” said Steve Clark, Minister of Municipal Affairs and Housing. “Housing must be built in the right places so we can maintain Ontario’s vibrant agricultural sector and employment lands, protect sensitive areas like the Greenbelt, and preserve cultural heritage. Every community should build in response to local interests and demand, building a mix of housing to accommodate diverse needs.”

Of interest to the condo industry are plans to update the Ontario Building Code to allow for new kinds of housing, reduce the costs and red tape involved with building new homes, support innovation in Ontario’s housing sector, and improve the appeals process for development-related disputes.

“Red tape and paperwork can add years to a construction project. We will maintain Ontario’s strong environmental protections, while making the development approvals process faster,” the government states.

The action plan also aims to make housing more accessible and affordable for provincial home buyers. That will include bringing more diverse housing options to market.

“We’ll make it easier to build different types of housing – from detached houses and townhomes to mid-rise rental apartments, second units and family-sized condos,” the action plan states, stressing, “We need a variety.”

With a focus on making it easier to build (and afford) a wider variety of housing, the action plan is being called a win for consumer choice. Heather Bone, a Toronto-based Research Fellow for the Consumer Choice Center (CCC) and Economics Ph.D. Student at the University of Toronto, said: “It is good to see the province is doing its part to reduce the red tape that makes it so difficult for developers to build.”

New accessible playground will be Surrey’s largest

A universally accessible playground in Unwin Park in the City of Surrey is set to start construction this summer.

At up to 12,000 square feet, the new inclusive playground will be the largest in Surrey and will provide imaginative and accessible spaces where children of all abilities can play together. The park is a gift to the City of Surrey from Jumpstart as part of the charity’s ‘Play Finds A Way’ movement, which focuses on removing accessibility barriers to sport and play.

“Our parks and playgrounds play a vital role in providing a fun, safe and welcoming environment for children,” said Mayor Doug McCallum. “This new inclusive playground is a welcome addition for our children and all members of our community for years to come.”

It will be the seventh playground built in Canada with the help of Jumpstart funding. Today’s announcement follows the construction of playgrounds in Charlottetown, Toronto, Winnipeg, Prince Albert, and Calgary last year, with Saint John to break ground later this year.

“We are excited to work with the City of Surrey in providing a place where kids of all abilities can play together,” said Scott Fraser, President, Canadian Tire Jumpstart Charities. “As we saw in 2018, the impact of Jumpstart Playgrounds on kids, families, and communities is profound, and we are proud to continue building a more inclusive Canada by providing accessible play.”

Located in Surrey’s Newton community, spanning 36 acres, Unwin Park is a family-friendly community recreation hub, featuring baseball diamonds, cricket and soccer fields, lacrosse boxes, a basketball court, outdoor pool and water park, and is accessible by transit.

Mizrahi unveils plans for Andaz Toronto

Canadian developer, Mizrahi Developments and global hospitality company, Hyatt have revealed plans for the first Andaz hotel in Toronto located at One Bloor Street West. Once completed, the development is set to be Canada’s tallest building and second tallest structure.

The new Andaz hotel will feature 160-rooms offering more than 15 luxury suites, occupy floors four through 16 of the mixed-use tower, plus includes more than 12,000 square feet of event and conference space, contemporary food and beverage experiences and a spa.

“It is an honour to announce this prestigious and significant project with Hyatt,” said Sam Mizrahi, president of Mizrahi Developments in the press release.

“It validates almost a decade of vision and hard work by the collective team, and it is a true testament to Toronto’s growing importance on the global scene. The One sets a new benchmark for Toronto – and for Canada as a whole – and we are excited to have the iconic Andaz brand on board as we forge ahead on this extraordinary project.”

The hotel’s location in the Yorkville neighbourhood of Toronto offers access to the city’s main subway lines, high-end shopping, dining and entertaining experiences.

“Yonge and Bloor streets are the crossroads to one of the most multi-cultural places in the world,” added Scott Richer, vice-president of real estate and development, Canada for Hyatt. “Given the confluence of architecture, design and sheer quality that this project represents, we could not have found a more suitable location to bring the immersive and vibrant Andaz brand to Toronto.”

Designed by architectural firm Foster + Partners in collaboration with Toronto-based Core Architects The One Bloor West tower will deliver over “1,000 feet of thoughtful design.” According to the press release, the team has envisioned public spaces at the base of the tower as well as retail, restaurant and boutique hotel floors to enhance the guest experience.

The luxury hotel is set to make its Toronto debut in 2022.

Anne Naser named new WorkSafeBC CEO

Anne Naser has been named as the new president and CEO of WorkSafeBC after an extensive global search. She will officially assume the position June 3, 2019.

“Anne Naser is a proven leader and innovator in occupational health and safety,” said Ralph McGinn, chair of WorkSafeBC’s board of directors. “We are very pleased to have her leading WorkSafeBC as we strive to make B.C. the safest jurisdiction in Canada in which to work.”

Naser brings 20 years of experience in occupational health and safety, having been in senior leadership positions with WorkSafeBC between 1998 and 2018. Most recently, Naser was chief information officer at WorkSafeBC between 2009 and 2018, and a member of the senior executive committee.

In her various leadership roles, she demonstrated vision in leveraging systems, processes, technology and innovation to further the delivery of WorkSafeBC’s health and safety mandates. She was named Canadian CIO of the year by Computerworld in 2010, and also received a Premier’s Award for Innovation.

Naser comes to WorkSafeBC from the British Columbia Investment Management Corporation where she was senior vice president, Information Technology. In this role, she developed a comprehensive strategy and implementation plan to transform the organization’s IT division. Key elements of her work included greater stakeholder engagement, increased value delivery to clients, and recruitment and engagement strategies to build an exceptional workforce.

“I look forward to leading WorkSafeBC as the organization continues to evolve and innovate for the benefit of workers and employers in the province,” said Naser. “I’m excited to take on this important role as we endeavour to make workplaces safer, improve supports for injured workers, and ensure the financial sustainability of the system.”

CoStar Group Canada names new research director

CoStar Group, Inc., the analytics leader of the commercial real estate industry, is pleased to announce the appointment of Jacques-Yves Bouchard to serve as the research director in Canada.

In this role, Bouchard will facilitate market-critical information that enables clients to make informed business decisions while serving as a mentor to research managers in the pursuit of research excellence.

According to the press release, Bouchard brings nearly eight years of leadership experience in the commercial real estate industry with a proven track record of bringing tremendous value, repeatedly demonstrating the ability to increase efficiency while helping connect customers to the information they need to reach their goals.

In his most recent position, Bouchard served as the national manager for data intelligence at Colliers International, leading the National Data Intelligence Team.

“Bouchard’s extensive and strong leadership experience will be instrumental in CoStar Canada’s continued growth,” said Lisa Ruggles, senior vice-president of global research. “With CoStar’s vision of being a centre of excellence, he will help continue to expand CoStar’s research capabilities to deliver the most value to clients.”

Bouchard graduated from Concordia University with a bachelor’s degree in economics and also completed coursework toward a master of arts in economics at McGill University.

New high for GTA condo construction

Condo construction in the Greater Toronto Area (GTA) reached a new high in Q1 2019 as pre-sale launch activity dropped to a 10-year low and condo price growth began to slow. This is according to Urbanization Inc.‘s recent market report, which signals stronger sales activity to come.

“A particularly slow period for new condo sales activity in early 2019 will give way to a busier second quarter as project launches increase and demand fundamentals in the GTA remain solid,” says Shaun Hildebrand, President of Urbanization. “However, it’s also important to recognize that the growth trajectory for condo prices is starting to change and slower rates of appreciation are emerging relative to the past few years.”

Pre-sale activity drops, condo construction climbs

A decade-low volume of new projects launched for pre-sale contributed to a slow start for condo sales in 2019. 3,073 new condo apartments were sold in GTA throughout the period, representing a 26% year-over-year reduction and the lowest sales level since 2013. Sales were also heavily impacted by only eight new projects (1,829 units) launched for pre-sale in the first quarter — the lowest volume of new openings since 2009.

Meanwhile, pre-sale launch activity leveled off in early 2019 thanks in part to the spike in new openings in 2017 which brought 32,077 units into the market. This spike pushed the total number of units under construction as of Q1-2019 to a record 71,378 units across 242 projects, up 61,555 units in Q1-2018.

“The increased pressure on new development in the GTA has led to quickly rising construction costs, causing developers to take a more careful approach towards launching new projects, particularly in light of the increased number of project cancellations,” the report states.

Condo price growth slowing

While condo pre-sale price climbed more than 50% between 2016 and 2018, activity in 2019 was a different story. The average sold index price within all actively marketed projects in Q1-2019 increased by 1.7% from Q4-2018 ($766 psf to $779 psf), which was considerably slower than the 2.9% quarter-over-quarter growth averaged during 2017 and 2018. Even still, the report indicates that the price index for all sold units in actively marketing projects still posted strong growth of 10% and unsold prices grew 9% (to $998 psf), while unsold price growth hit single-digits.

“Despite some early signs that new condo price growth could be starting to moderate, pricing trends for new condominiums continued to diverge from the resale market,” states Urbanization. “In Q1-2019, the average resale condominium price psf declined by 1.2% from Q4-2018 ($691 psf to $683 psf). While not a completely unordinary occurrence between Q4 and Q1 periods due to seasonal factors, it was the first time resale condo prices declined on a quarterly basis since Q1-2014.”

Nevertheless, the report indicates that low inventories will continue to support prices in the near-term.

3. Be cautious when it comes to green installations

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