Showcasing Passive House design

What if we could build homes that are energy efficient, comfortable, healthy and beautiful? A new single family home in West Vancouver is demonstrating the possibilities through Passive House (PH) design.

Construction of the 4,100 square foot, three-level home began in summer 2017 and is set to complete in March 2019. The project team shared insights, strategies and lessons learned during a panel session at Buildex Vancouver 2019. Homeowner and engineer James Dean, CEO of CORE Energy Recovery, Energy Solutions, was a part of the panel and acted as moderator.

Architect Bettina Balcaen, formerly with Battersby Howat Architecture, began the session by providing an overview of the contemporary design of the home which features four bedrooms, an open concept living and dining area, a large deck and a wine cellar (built outside of PH). The property is south facing with views of the Burrard Inlet which is a perfect orientation for achieving a passive house, she said.

As the first Passive House in West Vancouver, there were naturally a number of challenges. The municipality lacked knowledge of the standard and offered no incentives. The project also had to obtain variance permits for relaxation on the increased insulation values, wall thickness and height, said Balcaen.

The house incorporates a concrete foundation, prefabricated CLT (cross laminated timber) construction, floor-to-ceiling glass on the south facade and deep overhangs on each level to protect against solar radiation. Achieving thermal bridge free detailing, the large roof overhangs and shifting volumes was challenging, so choosing the right structural system was important, she noted.

Building with CLT was key to satisfying the architectural design and passive house performance, according to Joe Geluch, president of Naikoon Contracting Ltd. during his presentation.

For this project, the contractor utilized virtual 3D modelling for the first time to plan the complicated CLT sequencing which proved invaluable to the process. The use of CLT resulted in time savings with the structural assembly taking five days rather than the normal 8 weeks, said Geluch. Other benefits included reduced site waste and noise pollution.

Geluch stressed pre-planning, collaboration, stakeholder buy-in and an integrated team effort are important to PH project success.

When it comes to Passive House projects, cost is the most common question, according to Dean. On this project, the incremental cost was about four per cent compared to conventional construction. Increased roof, slab and wall insulation plus PH certified components were some of the items identified as costing more. In comparison, the City of Vancouver calculates PH construction to cost 8-10 per cent more.

“I believe over time with more competition and more products on the market, the cost will come down,” said Dean, adding one of the principles of PH is to buy local but because of a lack of materials locally, about 20 per cent had to be sourced outside of North America.

He cited as an example how a local company does have PH certified triple glazed windows and doors but was unable to produce them to the desired height on this project so they had to go with a German manufacturer.

While there is a premium on certain products, the trade-off is in the significant reduction in energy use. Passive homes are 90 per cent more energy efficient than standard ones.

In order to achieve this high level of efficiency, passive house buildings rely upon super insulated and airtight exterior walls, roofs and floors. Marcel Studer, principal of Econ Group, discussed PH modelling and detailing of the various components of the building envelope and their corresponding R-values. For the roof assembly, it has a R-value of 64 and the 16.5 inch thick walls boast a R-value of 46.

Windows performance is critical but they are also the weakest part of an envelope assembly, noted Studer. The sliding patio doors were not PH certified so there was some concern about leakage.

But a mid-construction air tightness test showed a result of 0.33 ACH @50 Pa. PH requires building air-tightness below 0.6 air changes per hour at 50 pascals pressure (0.6ACH50).

The home is also net zero energy with the use of 35 solar panels on the roof, producing 12,100 kWh annually. To address common power outages in West Vancouver, back-up power is supplied by a Tesla power wall.

Studer also talked about the wood burning fireplace in the home, which is unusual in a PH project, explaining it is a sealed and insulated fireplace unit from Stuv with a dampered intake.

The ultra-insulated envelope means a simplified mechanical system can be used, according to Stuart Hood, managing principal of Integral Group. He discussed the use of thermal modelling to optimize heating and cooling loads, layout of the air distribution system and the overall simplified mechanical design.

The project features a unique Zehnder energy recovery ventilator (ERV) with air source heat pumps and hydronic heating and cooling in the supply air, delivering heating and cooling to the entire home. The ERV is the first version in North America, said Hood. He also touched on how additional carbon filters were used for air quality concerns during forest fire season.

Dean concluded the session by going over some of his favourite features in the home and stressed the success of the project was putting the right team together to tackle the challenges. It was the first passive home for the majority of the team.

Cheryl Mah is managing editor of Design Quarterly.

Vancity receives top gold accessibility rating

Vancity has become the first financial institution in Canada to receive the ‘Accessibility Certified Gold’ rating under the Rick Hansen Foundation Accessibility Certification (RHFAC) program. Both the Burnaby Heights Community branch and Vancity Centre, one of the credit union’s office locations in Vancouver, have been certified gold.

Vancity has taken steps to remove barriers and improve accessibility for the hundreds of employees and members who enter these buildings daily. Vancity’s Burnaby Heights Community branch has a broad range of accessibility features including:

Fully accessible Automated Teller Machines (ATMs) that include grab bars, knee clearance for chair users, accessible buttons, and plugs for head phones;
Power doors in all entrances;
Contrasting colour flooring and walls for improved wayfinding;
A lowered teller counter with a hearing induction loop for employees and members; and
Accessible washrooms with inclusive signage.

“We’ve always strived to create inclusive and welcoming spaces for our members and employees because it’s not only the right thing to do, it also strengthens our organization and the communities we serve,” said Vancity president and CEO Tamara Vrooman.

Tamara is also founding co-chair of the Presidents Group, a network of business leaders in B.C. focused on increasing employment opportunities for people with diverse-abilities and creating a more accessible consumer marketplace.

“Vancity has been committed to accessibility for a long time and have been involved in the RHFAC program since its inception. People with diverse-abilities experience accessibility challenges daily, and it’s critical that everyday spaces such as those where people do their banking meet everyone’s needs,” said Doramy Ehling, CEO of the Rick Hansen Foundation.

The RHFAC is the first program to measure the level of meaningful access beyond building code, and is based upon the holistic user experience of people with varying disabilities affecting their mobility, vision and hearing. Thanks to support from the Government of B.C., more than 1,100 buildings across the province have registered to be rated.

Starlight, Blackstone acquire eight Toronto rental properties

Starlight Investments, an affiliate of Blackstone Property Partners, announced they have jointly purchased eight Toronto-area apartment buildings containing 1,067 units in what is now their second major Canadian transaction. According to the press release, all eight rental properties are well-located, mid- and high-rise concrete structures.

“Blackstone is excited about acquiring and investing capital into these properties while continuing to provide residents with high-quality management,” said Olivia John, managing director at Blackstone. “We believe in the multifamily fundamentals in Canada’s major cities and are looking forward to doing more in the space.”

Starlight and Blackstone announced their new partnership back in June with the purchase of six apartment buildings comprised of 746 units; five in Toronto and one in Montreal. Combined, the partners now own now a portfolio of 14 buildings and 1,813 apartment units. The joint venture with Starlight is Blackstone’s first foray into the Canadian apartment investment market.

Montreal condo becomes 100 per cent EV-ready

A condominium in the Montreal borough of Outremont is the first building of its kind to be ready to host electric vehicles at every interior and exterior parking stall. The building, originally built in 1913, was transformed into residences in 2013 and now houses 23 units and 26 parking stalls.

The project was made possible by the condo board deciding to implement a global charging solution for all available parking spots, rather than making them available on a case-by-case basis. The installation process was entirely managed by the condominium.

The mandate was to guarantee a minimum charging capacity of 240V/40A to each owner and avoid overloading the existing electrical system while remaining affordable and scalable.

“In a double majority vote, 97 per cent of condo owners voted in favour of the project,” said a condo board member, in a press release. “They understood that this common charging infrastructure would bring additional value to the property and give the building an edge.”

The cost of the EV charging solution, including installation, labour and materials, amounted to $3,000. Owners selected this option over a partial installation, which would cost $2,000. FLO chargers were also provided to condo owners that already owned an electric vehicle.

What about protections for managers and directors?

As CondoBusiness’ readers will no doubt know, recent widespread amendments to condominium law and management in Ontario were first introduced under the omnibus Protecting Condominium Owners Act.

When these lawyers first read the Protecting Condominium Owners Act, it raised an immediate thought: “Fair enough, but what about protection for condo directors and managers and condo corporations as a whole?”

Experience as lawyers mainly representing condo corporations and other types of shared property committees suggests that it’s not easy being a condo director or manager. The main reason is that they are on the “front lines,” dealing with difficult owners and occupants.

Ninety-eight per cent of condo owners and occupants are extremely reasonable and are a pleasure to deal with. But it’s the two per cent that can make life almost intolerable for condo directors and managers. And it’s exceptionally important that condo directors and managers be protected from harsh and unreasonable treatment.

If condos in Ontario are to continue to be strong, reliable investments and to be positive living and working environments, strong condo corporations, with strong support for condo directors and managers, are needed.

Courts willing to take firm approach

So, what to do about the two per cent? Fortunately, the courts have shown a willingness to firmly deal with difficult owners and occupants. Here are some examples:

Recently, in the case of Peel Standard Condominium Corp. No. 984 v. 8645361 Canada Ltd., the Ontario Superior Court ordered that a corporate owner sell and vacate the owner’s units due to mistreatment of members of the condo management team. In that case, the respondent, 8645361 Canada Ltd., owned one of the units, and also occupied other units, in the commercial condo. The court found that the owner’s president had been mistreating the employees, managers, agents and/or members of the board of PSCC 984.

On an interim basis (pending the final hearing), the court ordered, among other things, the owner’s president to refrain from “contacting, communicating, harassing, or coming within 25 feet of PSCC 984 Personnel.”

The problems continued, and the condo corporation applied for the interim order to be made permanent. In addition, because of the alleged continuing violations, the condo corporation applied for a further contempt of court order requiring that the owner sell the unit and “forthwith vacate all units in which they operate their businesses.” The court agreed and granted the requested orders.

Another leading case on these sorts of issues is Metropolitan Toronto Condominium Corporation No.747 v. Korolekh. In that case, the Ontario Superior Court found that the respondent owner had repeatedly engaged in “extreme” behavior, including physical violence; use of a large aggressive dog to frighten and intimidate; extraordinary verbal abuse of other residents; and interference with enjoyment of property as well as actual damage to property.

As a result, the court concluded that the owner was not suited to condo living and ordered that the owner’s unit be sold.

In a 2013 decision, the courts also dealt with communications between board members and owners. In the case of Diamantopoulos v. Metropolitan Toronto Condominium Corp. No. 594, the condo corporation had directed the owners to “refrain from communicating with members of the board, except through the management office.” The owners objected to this (among other things), but the court supported the board’s direction. The court said:

“The (condominium corporation) has asked the (owners) to use the management office when communicating with the members of the board of directors….This seems sound policy for two reasons: (a) it facilitates corporate record-keeping (it is more likely that these communications will be documented properly if they go through the office); and (b) it protects board members from undue interference with the quiet enjoyment of their own units and the common areas.”

This decision allows condo directors to be protected from excessive or unreasonable communications with owners. That’s not to suggest that condo boards shouldn’t communicate with owners. A strong condo community depends on clear and fulsome communications between the board, the management and the owners. But these lawyers most definitely agree that individual directors should be protected from individual communication with owners, if they wish.

So, in appropriate cases, the courts are clearly prepared to take quite drastic action (including ordering that an owner sell) if this is necessary to protect the other owners or the members of a condo’s “management team.”

Occupational health and safety obligations

It should also be stressed that Ontario’s Occupational Health and Safety Act and regulations (OHSA) require that all workers be protected from workplace violence and harassment (including new provisions regarding sexual harassment). In addition, all condo corporations having at least one employee are required to have Workplace Violence and Harassment Policies.

Unfortunately, the policies are somewhat limited in the sense that they (and the OHSA) only deal with “workers.” Their application to volunteer condo directors (not to mention all owners and occupants) is therefore uncertain. For these reasons, it is recommended that all condo corporations consider passing rules against violence and harassment (including sexual harassment) anywhere on the condo property.

In these lawyers’ view, any sort of violence or harassment would, in almost all cases, contravene section 117 of the Condominium Act, which currently reads as follows: “No person shall permit a condition to exist or carry on an activity in a unit or in the common elements if the condition or the activity is likely to damage the property or cause injury to an individual.” Violence (including threats of violence) and harassment are harmful, which is why they would likely contravene section 117 in virtually every case.

But the advantage of a rule is that it can specifically define “violence” and “harassment” — borrowed from the OHSA — and the rule can also make it clear that all owners, directors and representatives of the manager must not be treated with violence or harassment (which, again, goes beyond the OHSA). In these lawyers’ view, this enhances the possibility that a court will step in and help when necessary — as seen in the cases noted above.

So, what does a condo director or manager do if he or she is subjected to violence and/or harassment from an owner or occupant?

As a first step, consider the need for a policy and/or rule respecting violence and harassment, as noted above. And, of course, the condo corporation must take reasonable steps to enforce such policies and rules.

When a problem arises, immediately take the matter to board and, where appropriate, consider obtaining the advice of legal counsel. Depending on the circumstances (depending on the parties involved), it may be necessary to deal with matters of conflict and matters of privacy or confidentiality. Meetings between the parties involved can sometimes be a very effective way to resolve matters — but sometimes not.

In appropriate cases, if it is concluded that violence and/or harassment has taken place, one or more “cease and desist” letters (to the alleged violator) may be the place to start, followed by court or other legal processes if the problems continue. In any legal process, it may be appropriate to seek an early “interim order” from the court – to control the alleged misbehavior pending the final hearing at which all of the evidence (and all challenges to the evidence) can be revealed and argued before the court.

The case for more protections

The bottom line is that protections — for board members and managers — do currently exist in Ontario’s laws. But these lawyers would like to have seen more in the way of protection for condo directors, managers and corporations, in the new legislation. Among other things:

Specific new protections against violence and harassment — for all owners, directors and managers — should be added to section 117 of the Condominium Act. (Section 117 is to be amended, and there is also the possibility for new regulations under section 117, but so far there is no indication that violence and harassment will be specifically addressed.)

There should also be a strong, clear indemnification provision right in the Condominium Act or regulations making owners responsible for all costs that they (or any occupant or invitee of the unit) causes the condo corporation to incur (and that such “chargebacks” are added to the owner’s common expenses). Instead, the Condominium Act requires that such provisions be contained in the condo’s declaration. In these lawyers’ view, this concept should apply to every condo and every condo owner in Ontario — without regard to the declaration.

In summary, while explicit protection for condo directors and managers and condo corporations as a whole is not set out in the Condominium Act, condo corporations can take steps to address violence and harassment through policies and rules. If that doesn’t work, the courts have shown that they are willing, if necessary, to remove the difficult owner.

James Davidson is a partner at Davidson Houle Allen LLP, and has been practicing condominium law for more than 35 years. He represents condominium corporations, their directors, owners and insurers throughout eastern Ontario.

Cheryll Wood is an associate at Davidson Houle Allen LLP, and has been practicing condominium law for six years. She represents condominium corporations, their directors, owners and insurers throughout eastern Ontario.

ASID releases 2019 interior design report

The American Society of Interior Designers (ASID) has released its 2019 Outlook and State of Interior Design (OSID) report, supplying design professionals with essential insights necessary to compete and succeed in today’s evolving society and practice. The report provides 90 plus pages of key information including a comprehensive look at the U.S. economy and construction industry, a discussion of macro-trends, industry disruptors and implications, and projections for the future of the profession from industry thought leaders.

“As our industry and profession continue to experience rapid change in an increasingly globalized world, we must become agile and adaptable to these shifts and apply knowledge in order to thrive,” states Randy Fiser, Hon. FASID, CEO, ASID. “It’s becoming ever-important to reflect on the past and present in order for interior design professionals to adequately prepare for the future. The 2019 ASID Outlook and State of Interior Design report provides resources for designers to inform their next steps, and offers verified insight as to which direction to steer their businesses and careers.”

The OSID begins with an overview of key issues in the U.S. economy, including essential content necessary to navigate through uncertainties expected to impact both businesses and individuals from 2019 onwards. Bernard M. Markstein, president and chief economist of Markstein Advisors, pores through an examination of activity within each market sector and offers a detailed outlook for 2019-2020, expanding on construction, employment, inflation, trade, and U.S. energy and fiscal policies.

Global, macro-level trends and disruptors correspond to those found in interior design, and these parallels are actively influencing how interior designers run their businesses, create solutions, and further advance the industry and profession at large.

With changes in future business – from new markets to a heightened demand for wellness and diversity solutions – smaller firms will need to innovate their business models, and larger firms will need to focus on employee retention, development, and including more specialists on the team. Designers also need to keep up with these changes and anticipate how new technologies may alter the design paradigm in the future.

The report concludes with diverse insider perspectives on where the interior design industry is headed and the future of the profession. Despite differences in background, specialty, and practice size, there is a resounding agreement among thought leaders that interior design is experiencing a resurgence in demand due to the ongoing shift toward occupant-centered, supportive, and performative spaces.

“Design must be considered in every aspect of every business, whether it’s from a wellness factor, aesthetic factor, efficiency, or whether it’s from an attraction factor. While I think things in business and the world may change, there will continue to be the need for design. How we deliver it might be different, the process we take might be different, the outcomes may be different, but I think it’s still going to be a very vital part of businesses,” states Suzanne Nicholson, ASID, principal + strategist, Meyer and executive director of partner engagement + operations, ONE Global Design.

The full report is available for download here.

New executive management at ICS Facility Services

ICS Facility Services (ICS) – a leading provider of industrial, commercial, institutional (ICI) and multi-residential facility service solutions – have announced the appointment of Meline Beach as the chief communications officer.

According to a press release, Beach will provide valuable strategic guidance in developing and sharing the ICS success story.

“I am excited to be supporting ICS at this time of great change and opportunity,” Beach said. “I am looking forward to working with the team to further strengthen ICS’ position within the industry and create connections with its customers and stakeholders.”

For over 20 years Beach has worked in corporate communications across a variety of sectors, including consumer packaged goods with PepsiCo Canada, death care with Alderwoods Group, and manufacturing with Magna International Inc.

The strategic communications leader received her undergraduate degree in mass communications and sociology from York University, followed by a post-graduate certificate in public relations from Humber College.

“We’re thrilled to welcome Meline as an outstanding addition to our team,” said managing partner and chief executive officer Ron Boyko, on behalf of fellow managing partners Ryan Boyko and Tom Breckles. “She brings incredible experience, talent, and integrity, and shares our focus on service excellence. We are excited to partner with Meline as we position our brand and our company for growth and success.”

Five ways to make the most of your CMMS

Computerized Maintenance Management Systems (CMMS) are an important business tool to help improve the effectiveness of maintenance departments and the quality of management decisions. But they do involve planning, upkeep, and updates in order to ensure that their benefits and potential are being fully utilized.

Although the initial implementation of your system is very important, it’s also important to monitor its effectiveness. You should consider what improvements can be made to your processes and take advantage of enhancements that are being made to the technology involved.

Here are some ways to make the most of your CMMS:

Fully utilize the system and its capabilities
It’s important to find a system that fits your needs and helps streamline your maintenance goals. But don’t ignore additional options that have been added for your benefit, even if they don’t meet your immediate needs.

Stay up to date with the current release
Software is constantly evolving to further aid the customer and keep up with technological advances.

These updates will improve your standard features, keep your data secure and allow further integration capabilities. Cloud-hosted software makes these updates even easier for you by running in the background without involving system downtime or software and hardware upgrades.

Include training for new employees
An organized onboarding system helps create a streamlined process and ensures that new employees are properly trained. The ease of use of a CMMS can help new hires to get up to speed in less time and with less staff and budget involved.

Encourage ongoing training
Employees should stay up to date with software changes as well as the effective use of the existing program.

Training documents and brief web-based, customized training sessions should be made available so that employees are staying engaged with the system.

Engage in user groups
Following blogs or user groups dedicated to CMMS can help answer common questions and bring to light options you might not have considered before. Eagle Technology’s “Ask Steve” chatbot feature, for example, is another tool which allows users to type in questions and receive detailed answers and historical data related to your system.

Barbara van der Walt is the sales & marketing manager at Eagle Technology, Inc. For more information about CMMS contact [email protected].

The preceding article has been adapted and reprinted with permission from the Eagle Technology blog.

Pension funds trade trio of Toronto buildings

OPTrust now has an ownership stake in the office tower that houses its own corporate headquarters. The 30-storey, LEED Gold, Dynamic Funds Tower is the largest of the trio of Toronto buildings that the pension fund for Ontario’s public service has acquired in partnership with GWL Realty Advisors and I.G. Investment Management.

A nine-storey boutique office building and a three-storey retail building, all in Toronto’s Financial District, are also part of the deal with vendors, Oxford Properties and Canada Pension Plan Investment Board.

“This acquisition adds another high-quality asset to our clients’ real estate investment portfolio and fits within our downtown strategy,” says Ralf Dost, president of GWL Realty Advisors, which will also take on property management of the buildings located at 1 Adelaide Street East, 85 Yonge Street and 20 Victoria Street.

“With strong demand and historic low vacancy rates for Toronto office space, and the shared interest of trusted strategic partners, this property presented a unique and valuable opportunity to invest in a high-profile property in the heart of Toronto’s downtown core,” says Rob Douglas, managing director of real estate investments with OPTrust.

Fiera and EllisDon create PPP partnership

Fiera Infrastructure and EllisDon Capital have joined forces to create a Canadian public-private partnerships (PPP) venture.

The newly formed partnership will acquire EllisDon’s interest in its existing portfolio of PPP projects and have the right of first offer over EllisDon’s future PPP projects for a pre-agreed period.

“Partnering with EllisDon, one of North America’s most successful and experienced construction capital groups, enables Fiera Infrastructure to further access the highly competitive Public-Private Partnership market with a strategic long-term partner,” said Alina Osorio, president of Fiera Infrastructure.

EllisDon’s existing portfolio contains interests in 10 PPP projects that represent a uniquely diverse asset base of Canadian PPP projects geographically dispersed across four provinces and three subsectors – social, healthcare and transportation.

The partnership was formed in October 2018 and the acquisition of the first three projects is expected to close in first quarter of 2019.

In addition to the ten-project portfolio, EllisDon was awarded two additional projects in 2018, each with a 100% equity interest, which will be subject to the Partnership right of first offer following completion of construction and stabilisation of operations.

EllisDon has completed over $4 billion worth of contracts annually, and has completed, led and been awarded more than 30 PPP contracts, and brings a robust pipeline of PPP projects for the new partnership.

Joey Comeau, the senior vice president at EllisDon Capital, said: “This partnership demonstrates EllisDon’s ongoing commitment to proactive asset management on our PPP investments while at the same time meeting the company’s strategic business objectives.”

Foreign investors attuned to currency swing

Outcomes from two past market upheavals in the United Kingdom foreshadow possible post-Brexit scenarios for foreign property investors. Recent MSCI analysis suggests outsiders can suffer a more painful hit or enjoy a better recovery from a geopolitical shock, depending on their timing and the strength of their domestic currency.

Niel Harmse, MSCI’s senior associate, global real estate research, tracked the performance of a hypothetical U.K. based portfolio following two such events — the June 2016 Brexit referendum results and the sell-off that occurred in September 1992 after the U.K. pound sterling (GBP) was withdrawn from European Exchange Rate Mechanism — and found varying results if is was valued in GBP, euros, U.S. dollars, Japanese yen or Australian dollars. When valued in non-GBP currency, the portfolio dropped more steeply in value in the aftermath of the trigger event and recovered more slowly.

U.K. based investors took a hit following the Brexit referendum before a rebound resulted in a cumulative return of 20 per cent from May 2016 to December 2018. Investors elsewhere in Europe, the U.S., Japan or Australia absorbed the depreciation of the U.K. currency against their own. “The euro-denominated index, over the same period, would have returned only 2.26 per cent,” Harmse notes.

The 1992 upheaval brought even more negative fallout for U.S. based investors. “A GBP-denominated index would have returned 38.23 per cent from August 1992 until December 1995, whereas a USD-denominated index would have lost 10.79 per cent over the same period, all due to currency exposure during a period of USD strength relative to the GDP,” Harmse reports.

In contrast, geopolitical shock can have an upside for foreign property investors who don’t experience it firsthand, but, rather, find resulting bargains. Property investment at the market low delivered superior theoretical returns in non-GBP currency — notably, a 37.5 per cent return in Australian dollars and a 32.8 per cent return in Japanese yen for the period from October 2016 to December 2018 versus a 21.9 per cent return when the portfolio is valued in U.K. currency.

“With the currency risk that comes with cross-border property investing, real estate portfolios can fluctuate in value like faster-moving, more liquid asset classes,” Harmse observes. “Such volatility can offer both risks and opportunities.”

ISSA launches new online learning platform

ISSA, the worldwide cleaning industry association, is pleased to announce its new online learning platform under the Cleaning Management Institute (CMI) portfolio.

According to a press release, the CMI Online Learning Platform will feature new opportunities to achieve certifications, a highly engaged learning experience to earn continuing education credits, and private-branding opportunities to increase awareness for participating ISSA members.

The program is an expansion of the current educational offerings and will recognize ISSA’s continued support of education, training, and certification within the cleaning industry.

Some of the immediate opportunities include:

• ISSA Online learning subscription (annual);
• Supply-chain management program;
• CMI certification courses;
• Safety training courses.

“ISSA recognized the need to provide a dynamic platform accessible from anywhere,” said Brant Insero, director of education, training, and certification for ISSA.

“Cleaning professionals are busier than ever, and we want to empower them with effective educational tools that are available 24/7, on demand.”

According to Insero, “ISSA has a long-held vision to bring educational opportunities to all members through a diversified delivery system, which includes in-person, home study, and now online learning. Online learning platforms are the most dynamic and accessible delivery methods for education that will ultimately drive career advancement, lower turnover rates, and create a strong ROI for the participant’s company.”

The new online learning platform is the first industry-wide learning management system designed to support each member class within ISSA: residential cleaners, in-house service providers, building-service contractors, distributors/wholesalers, and manufacturers.

ISSA members have access to a discounted pricing structure.

Energy Efficiency Alberta receives federal funding

The Canadian government has announced a $1.8 million investment in Energy Efficiency Alberta to support energy management for commercial and institutional facilities in the province aimed at cutting pollution.

Energy efficiency strengthens competitiveness, lowers costs, maximizes profits and supports the environment. Promoting and rewarding energy-efficient practices are key components of Canada’s approach to a clean energy future.

The announcement was made at the Alberta Energy Efficiency Alliance Summit, where the Honourable Amarjeet Sohi, Canada’s Minister of Natural Resources highlighted the Government of Canada’s commitment to energy efficiency projects that help promote Canada’s energy and climate change objectives.

“We are extremely pleased to receive this funding from Natural Resources Canada as it will enable us to extend our highly popular Strategic Energy Management Cohort programming. This move demonstrates strong support and faith in our ability to meet the unique needs of commercial, institutional and industrial organizations,” said Monica Curtis, chief executive officer, Energy Efficiency Alberta.

Energy Efficiency Alberta will use the funding to deliver strategic energy management training to 14 industrial facilities, including oil and gas facilities, to implement energy management systems.

Energy management systems help companies to track and analyze their energy use and identify the most cost-effective ways to reduce energy use and save money.

On average, the participants’ facilities will see an annual five-percent reduction in energy use and greenhouse gas emissions, resulting in increased profitability and competitiveness.

Sinks next to patient toilets may harbour dangerous germs: study

Sinks located next to patient toilets in hospital rooms may be reservoirs for Klebsiella pneumoniae carbapenemase (KPC), increasing the risk of dangerous germ transmission, according to new research published in the American Journal of Infection Control (AJIC), the journal of the Association for Professionals in Infection Control and Epidemiology.

Klebsiella is a type of bacteria that can cause a number of healthcare-associated infections, such as pneumonia, bloodstream infections, wound infections, or surgical site infections.

The study was performed in a 600-bed hospital in Milwaukee, Wisc. In four of five rooms in which the entry-door sink tested positive, the sink near the toilet was also positive, suggesting a potential source for cross-contamination within the same room.

Sinks near toilets were four times more likely to be positive (87 per cent) than sinks farther away from toilets (22 per cent).

According to a press release, this is the first study to directly examine the relevance of sink proximity to toilets in patient rooms. The researchers point out that while it is not clear how contamination occurs, it is plausible that biofilms growing in pipes shared between toilets and sinks or that flushing generates contaminated drops that reach the sink drains.

“This study, if validated, could have major implications for infection control,” agree study authors, Blake Buchan, PhD, and Silvia Munoz-Price, MD, PhD. “If sinks next to toilets are indeed a reservoir for KPC, additional interventions – such as modified hand hygiene practices and sink disinfection protocols – may be needed to stem the risk of transmission among healthcare providers and patients alike.”

“The results of this study demonstrate the importance of remaining vigilant to potential areas of cross-contamination,” said 2019 APIC President Karen Hoffmann in a press release.

“Maintaining a strong understanding of environmental risks is critical to protecting patient safety, and this is yet another example of how germs can lurk in often the most unexpected of places.”

Zahlco announces plans for new Brantford rental development

Zahlco Developments announced it has purchased two Brantford properties for the development of a nine-storey, 205-unit rental apartment with ground floor retail space and adjacent townhomes. Currently, the sites at 120-138 Market Street and 31-35 Chatham Street have some rented townhomes and commercial units. A proposal will be submitted for site-specific zoning approval in the near future.

“We are excited to be a part of the growing community of Brantford and to continue working with the City on this upcoming project,” said Aaron Zahler of Zahlco Developments.

Amuka Capital was engaged to structure the private placement, underwrite the deal and to lead the equity raise for the project.

“The Brantford market has been one of the strongest housing markets in the past two quarters and when you add in WLU and all of the infrastructure required to support its expansion, we felt it was the right place to be investing,” said Ben Feferman, Managing Partner of Amuka Capital. “There is so much appetite for rentals in the downtown core and we feel honoured to be a part of adding much needed supply in the marketplace.”

According to the release, Zahlco Developments has put together an experienced team of lawyers, architects, engineers and city planners to implement the required zoning amendment and heritage approvals. City Planner Mark Gladysz from HeritageDowntowns.com, who previously worked for the City to revitalize Downtown Brantford, is now helping developers navigate the planning and heritage processes in downtown cores across municipalities throughout the GTA and Southern Ontario.

“The proposal by Zahlco will contribute to the city’s downtown revitalization and residential intensification goals by adding several hundred much needed new residential rental units, in an architecturally compatible building,” said Gladysz.

US multifamily deals top office again in 2018

Canadian investors acquired USD $9.8 billion worth of multifamily properties in the United States last year, a jump of more than USD $3 billion over the previous record high in 2015. Even so, they underwrote a fairly small fraction of total multifamily transactions as the sector captured the largest investment share among commercial properties for the third consecutive year.

JLL reports USD $167.5 billion in multifamily deals for 2018 versus USD $132 billion for office. Year-over-year investment volumes rose most dramatically in New York, at 73.3 per cent, but Houston. Los Angeles and Phoenix also experienced gains in excess of 31 per cent. Meanwhile, Dallas-Fort Worth captured the second highest dollar value, in excess of $7.5 billion, despite a drop of more than 21 per cent from 2017.

Rent and vacancy trends were generally positive nationwide with 4.2 per cent rent growth and a 30 basis point drop in vacancy despite an addition of 287,000 new units coming onto the market. In fact, absorption surpassed completions by 12.6 per cent.

“Investors recognize the sector’s outperformance and defensive nature,” JLL analysts conclude. “The multifamily sector is expected to see the most favourable year-over-year investment trends of the real estate asset classes in 2019, underpinned by solid wage growth and what continues to be an under-supplied housing market at the national level.”

A sizable jump in completions — up to 319,000 new units — is projected for the coming year, which is expected to cool rent growth somewhat. Analysts expect that will occur in both primary and secondary markets, while investors continue to favour the former.

“The expanding interest in high-rise assets is the result of investors’ less-risky approach of capital deployment concentrated in primary markets,” they observe — and foresee a similar trend in the office sector.

“Investment in the office sector, in particular, is evidencing a flight to quality. Buyers will shift their focus to lower-risk markets, pursuing longer-term-hold assets that can weather cyclical changes,” they forecast.

That’s reflected in a 2.5 per cent jump in transaction volume in primary markets, to hit nearly USD $63 billion last year versus an 11 per cent decline in activity in the secondary and tertiary markets for a combined sales volume of just less than USD $57 billion. JLL analysts attribute this to “investors’ preference for best-of-best assets in secure and liquid markets”. Overall, there was an 5 per cent uptick in transaction volume from 2017, with single-asset deals accounting for more than 78 per cent of the year’s sales value.

A 10 per cent decline in office transaction volumes is projected for 2019. Foreign investors are expected to be most interested in industrial portfolios, office in secondary markets, multifamily and select retail. Yields are pegged “at or near cyclical lows” with a “reassessment of pricing” anticipated for some assets and in some markets.

Office absorption, completions and rent growth were uniformly positive last year, while the vacancy rate declined by 40 basis points. “Despite hiring and talent shortages, leasing activity is showing few signs of a slowdown. Office leasing reached 36.1 million square feet in the fourth quarter, marking one of the strongest quarters over the past two years,” JLL analysts report.

Tim Hortons opens first location in China

Tim Hortons opened its first restaurant in Shangai, China today. The new restaurant is located in the People’s Square in central Shanghai.

According to a press release the company signed an exclusive master franchise joint agreement with the Cartesian Capital Group (Cartesian) last year.

Every detail in the new restaurant is designed to elevate the experience of visiting the Canadian coffee shop. The design of the floor tiles is inspired by the image of maple leaves in autumn. The restaurant features a lot of red and plaids, artwork featuring the maple leaf and there is even a hockey stick door handle to pay tribute to its hockey heritage and well-known love of the game.

“We’re excited to bring the iconic Tim Hortons brand and a piece of Canada around the globe”, said Alex Macedo, President, Tim Hortons in a press release.

“China is an attractive growth market and we can’t wait for guests to try our classic favourites and some new offerings crafted specifically to the Chinese market.”

Tim Hortons now has over 4,800 locations in Canada and around the globe including the United States, Mexico, Europe, the Philippines, and the Middle East.

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