Ontario providing higher capacity for mental health care

The government of Ontario is providing direct mental health and addictions funding to 12 hospitals across the province, which will go towards adding a total of over 50 new mental health beds. The goal is to help lower wait times for those in need of inpatient mental health and addictions treatment.

The government is also engaging with health care leaders, subject matter experts, sector partners and associations, health service providers and people with lived experience to identify mental health and addiction needs across the province.

“These discussions will help inform decisions as we move forward with finally building a comprehensive and connected mental health and addictions system in Ontario,” said Christine Elliott, Deputy Premier and Minister of Health and Long-Term Care, in a press release. “Our government is committed to an Ontario where patients don’t need to be in crisis to get the mental health and addictions treatment they need, when they need it. We will continue to make mental health a priority and work toward creating an Ontario where everyone is fully supported in their journey toward mental wellness.”

This investment is part of the province’s commitment to invest a total of $3.8 billion over the next decade to develop and implement a comprehensive and connected mental health and addictions strategy.

Construction begins on Montreal’s Symphonia POP

Développements Symphonia recently held an official groundbreaking ceremony to kick off construction of Symphonia POP, a condominium development featuring modular architecture to be built on the southern tip of Nuns’ Island in Montreal. The $100 million development features 207 units, ranging in size from 600 to 3,000 square feet, and is already 65 per cent sold, with the first units expected to be delivered by 2021.

The concept for the project is part of Développements Symphonia’s strategic development plan for the southern tip of Nuns’ Island, a region that will be transformed by improved road access and public transit network, including the new Champlain Bridge and the REM light-rail station.

“The project is a beacon for the renewal of the southern tip of Nuns’ Island,” said Kevin Robinson, general manager of Développements Symphonia, in a press release. “The tower will become an emblem for the borough and even for the city of Montréal. With its bold design and avant-garde look, Symphonia POP truly marks a turning point in the area’s modernization.”

The building features superimposed cubes, or “pops,” on its exterior, designed by Provencher_Roy, and features panoramic views of the St. Lawrence River, as well as views of an urban cityscape.

“We’ve given the project an innovative, modern and bright character that stands out like a lighthouse in the middle of the neighbourhood,” added Roch Cayouette, architect and partner at Provencher_Roy.

Other features and amenities of Symphonia POP include indoor and outdoor pools and Jacuzzis, a sauna and steam bath, round-the-clock security, a meeting room with a full kitchen available for all residents, a 24-hour gym, a yoga room, a games room, a pool room, indoor parking and electric vehicle charging stations.

Joseph Brant Hospital celebrates grand opening

Burlington’s Joseph Brant Hospital recently celebrated the completion and grand opening of its newly expanded facility.

The Joseph Brant Hospital redevelopment included the construction of the Michael Lee-Chin and Family Patient Tower, a new seven-storey tower that added 172 inpatient beds and 425,000 square feet to the existing hospital space, expanding the hospital to a total of approximately 800,000 square feet.

Other new additions to the redeveloped hospital include a new emergency department, two new operating rooms, 36 additional surgical beds, 10 additional critical care beds, expanded diagnostic imaging services such as X-rays, CT scans and MRIs, a new and expanded cancer care clinic, expanded outpatient care programs, a new post-anesthetic care unit and a renovated neo-natal intensive care unit.

“The newly renovated and expanded spaces at Joseph Brant Hospital will reduce wait times and give patients and families faster access to quality care in a modern setting,” said Christine Elliott, Deputy Premier and Minister of Health and Long-Term Care, in a press release.

GTHA could face new housing deficit by 2041: report

The Greater Toronto and Hamilton Area (GTHA) is at risk of missing provincial population targets, according to a recent report from the Residential and Civil Construction Alliance of Ontario. This deficit could result in 7,200 fewer new homes being built each year until 2041, which creates background for the recently introduced Local Planning Appeal Tribunal (LPAT).

The report, The GTHA’s Unbalanced Housing Stock: Benchmarking Ontario’s New LPAT System, says that up to 165,600 homes are at risk of not being built over the next 23 years. That could lead to an annual loss of $1.95 billion in GDP from residential construction activity if various barriers continue to block the goals set by the provincial growth plan, Places to Grow.

According to Paul Smetanin, president of the Canadian Centre for Economic Analysis (CANCEA), an important factor that will prevent the GTHA from hitting provincial home-building targets is the lack of medium-density housing starts, or the Missing Middle.

“Hamilton has made the most progress on the ‘Missing Middle’,” said Smetanin, in a press release. “Toronto, Mississauga, Markham, Newmarket less so, while Brampton is biased towards lower-density starts.”

Some issues plaguing the region’s most populated municipalities include:

Fifteen per cent of GTHA residents live in medium-density housing, which leads to an inadequate supply of appropriate housing types for a variety of household sizes and budgets;
Toronto’s number of annual housing starts is between five and 15 per cent higher than required to hit P2G targets, however the mix of housing is limited by land, which will result in the city’s supply highly favouring taller towers;
York Region is the only region in the GTHA with current annual housing starts expected to meet its future target population;
In municipalities with populations that top 80,000 residents, Oshawa, Brampton and Newmarket have the lowest share of higher-density starts;
Municipalities can better optimize infrastructure investments by basing community growth planning on long-term and strategic analysis of future housing requirements.

“We commissioned the report because we wanted to find out what the possible impacts of LPAT will be on delivering housing,” added Andy Manahan, executive director of the Residential and Civil Construction Alliance of Ontario. “We will work with provincial and municipal government officials to help ensure that the transition to the new LPAT system is as seamless as possible and does not create negative consequences for the housing supply in the province.”

Home prices expected to climb 1.7 per cent next year

According to the recently released RE/MAX 2019 Housing Market Outlook, the average sales price of a home is estimated to increase by 1.7 per cent. Housing markets across Canada stabilized in 2018 following the unprecedented increases in average sales price in many markets in 2017. However, some regions are expected to see average home prices far outside the average, particularly in areas outside of the main urban areas, including Chilliwack (+13 per cent), Windsor (+13 per cent), London (+17 per cent) and Charlottetown (+11 per cent).

It is predicted that the housing market will continue to stabilize, as Canadians will begin to feel the sting of higher interest rates as they re-commence their home buying plans in 2019. A recent survey found 31 per cent of Canadians said higher interest rates have not impacted their ability to get an affordable mortgage thus far. However, it is expected that in 2019, that may no longer be the case. A separate survey of RE/MAX brokers and agents found 83 per cent expect rising interest rates will make it more difficult for Canadians to buy a home in 2019.

In British Columbia, reduced foreign buyer activity has allowed more local buyers into Greater Vancouver’s condo market. While the average sales price for all properties climbed two per cent, from $1,030,829 in 2017 to $1,049,362 in 2018, the number of residential sales dipped 30 per cent. The low absorption rate is predicted to drive down average residential sale prices in 2019 by three per cent.

In Kelowna, the number of sales similarly fell 33 per cent on an annual basis. Rising interest rates, government policy changes and the mortgage stress test were all partially responsible for the decline, which is expected to continue into next year. Average home sale prices climbed six per cent on an annual basis from $674,930 last year to $718,915 in 2018, with prices expected to fall by three per cent in 2019.

In Alberta, slowing economic conditions have contributed to a decrease in average residential sale prices in Edmonton, dropping from $393,003 in 2017 to $379,539 in 2018. However, the luxury market is thriving in the province, as prospective investors in cannabis and migrant speculators driving this new segment. In Calgary, the market is predicted to stay relatively flat next year due to its reliance on the oil and gas industry, and further hurdles, such as the mortgage stress test.

However, Winnipeg has experienced a moderate increase in average residential sale price, climbing from $315,720 last year to $323,001 this year. In 2019, home prices are forecast to continue climbing, with an expected increase of four per cent. Although seniors seem to be downsizing, immigration to Winnipeg from regions such as Toronto and Vancouver (approximately 15,000 people move to Manitoba every year) is expected to drive sales activity going into 2019. In Saskatchewan, both Regina and Saskatoon are in a buyer’s market, which is expected to continue into 2019.

Meanwhile, rising interest rates and the mortgage stress test were the two major factors affecting housing market activity in 2018 in Toronto, with average sale prices falling four per cent from $822,572 in 2017 to $789,181 in 2018, and unit sales down by 16 per cent. A lack of affordable single-detached homes will make it difficult for buyers looking to enter the freehold market. The resale condo market, however, now represents nearly 37 per cent of total residential sales, with its relative affordability driving the rise of vertical growth. The average price of a home is predicted to climb two per cent in 2019.

Regions such as Ottawa and London are sellers’ markets, experiencing increased growth in average home sale prices. This trend is forecast to continue next year, however rising interest rates and the stress test continue to make it more difficult for prospective buyers in other regions, such as Barrie, Oakville and Durham regions.

Meanwhile, in Halifax, Saint John and St. John’s have all experienced stable price appreciation this year. Detached homes continue to be the most in-demand property type, as Atlantic Canada’s aging population and retirees are driving the condominium market. The economic slowdown and falling oil prices in St. John’s have led to a buyer’s market, but activity is expected to speed up in the second half of 2019.

“The drop in sales in key markets across British Columbia can be partially attributed to Canadians’ increasing difficulty in getting an affordable mortgage in the region,” said Elton Ash, regional executive vice president, RE/MAX of Western Canada, in a press release. “The situation created by the introduction of the mortgage stress test this year, as well as continually increasing interest rates, means more Canadians will be priced out of the market.”

According to the 2019 RE/MAX Housing Market Outlook Omnibus Survey, which surveyed 1,547 Canadians online, 36 per cent of Canadians are considering making a home purchase in the next five years, down from 48 per cent at the same time last year. The decrease comes down to actual and perceived impacts of the mortgage stress test and rising interest rates on housing affordability.

Thirty-one per cent of survey respondents said higher interest rates have not impacted their ability to get an affordable mortgage so far, but the risk of future interest rate hikes could affect these potential homebuyers in 2019.

Liveability continues to be an important factor to Canadian homebuyers, with 52 per cent of survey respondents wanting to live closer to green spaces, while 35 per cent would like to live closer to work. Forty-seven per cent of those surveyed said they would like better access to public amenities, while 37 per cent responded that they would like to live closer to public transit. When it comes to recreational cannabis, 65 per cent of survey respondents said they do not wish to live near a retail cannabis store.

Merchant House buys Blanshard Block in Victoria

Merchant House Capital Inc. has completed the off-market acquisition of Blanshard Block in Victoria. This approximately 18,000 sq. ft. of improved lands on Blanshard St. incorporates three fully tenanted properties between Fort Street and View Street in Victoria’s financial district.

Located along Victoria’s burgeoning tech corridor and vibrant Fort Street retail scene, and anchored by the Montrose Apartments and Monk Office, Blanshard Block represents an excellent opportunity to build value through active management and longer term repositioning.

Merchant House Capital Inc. is currently developing the Victoria Press Building, a 300,000 sq. ft. mixed-use project in Victoria’s new Midtown neighbourhood. The project is transforming Midtown, creating a cultural and commercial hub of media, arts, entertainment, technology and education; all intersecting in a single thriving location where people will work, play and live.

With offices in Victoria and Vancouver, Merchant House Capital actively seeks real estate projects in B.C. and Western Canada where accretive asset management strategies create value.

Jason Portas appointed VP of PCL Edmonton

Jason Portas has been appointed vice president and district manager for PCL Construction’s Edmonton Buildings district.

Reporting to Kris Hildebrand, president, Western Canadian Buildings and Civil Infrastructure, Portas will provide oversight to the district and will be responsible for major buildings, civil infrastructure, and special projects operations throughout northern Alberta.

He is re-joining PCL Edmonton after spending two years in Winnipeg as an area manager and a district manager.

“It’s exciting to be back in Edmonton and joining a district that is home to an outstanding team of construction professionals,” says Portas. “The team has diverse skills, knowledge, and experience and is capable of executing major projects. I look forward to working with the team to grow the success of the district by providing the highest level of service possible for our clients and industry partners.”

Portas began his PCL career in 1995 with the construction services group at PCL’s Northern America headquarters in Edmonton. Over his career, he has progressed through a number of project management roles with operations assignments in Calgary and Edmonton.

In 2012, he was appointed operations manager for PCL Edmonton. In 2016, he relocated to Winnipeg to take on the role of area manager. In early 2018, Portas was promoted to district manager in Winnipeg and in November 2018 was promoted to vice president and district manager for PCL Edmonton.

He holds a Bachelor of Science in civil engineering and a Master of Science in construction engineering and management, both from the University of Alberta, is a member of the Association of Professional Engineers and Geoscientists of Alberta (APEGA), and is a Canadian Construction Association (CCA) Gold Seal-certified project manager.

Study examines harassment in Canadian workplaces

According to a new study titled, Harassment in Canadian workplaces, 2016, 19 per cent of women and 13 per cent of men reported that they experienced at least one type of harassment in the workplace in the previous 12 months.

The study examined the prevalence, type, and sources of workplace harassment among 9000 Canadian workers and the association between workplace harassment and a number of well-being indicators.

The results revealed verbal abuse is the most common type of harassment reported by Canadian workers, with 13 per cent of women and 10 per cent of men reporting it. After verbal abuse, the next most common type of harassment reported is humiliating behaviour, with six per cent of women and five per cent of men reporting it. And about four per cent of women and less than one per cent of men reported having experienced sexual harassment or unwanted sexual attention in the workplace.

Among people who said they were harassed in the past year at work, 53 per cent of women said a client or customer was responsible, compared with 42 per cent of men. According to the study one reason women report different harassment experiences than men is because women are more likely to work in health occupations, which involve a high degree of interaction with the public. Workers in health occupations (which includes nurses and doctors) had a 23 per cent probability of reporting that they had been harassed in the workplace, even after controlling for other factors.

Other factors – such as the presence of a mobility limitation, sexual orientation, Aboriginal status, union status, income and education – can also affect the probability of being harassed in the workplace.

Workplace harassment has a relationship with indicators of workplace well-being, such as job dissatisfaction, level of motivation to perform at one’s best, and sense of belonging to one’s current organization. There is also a significant relationship between workplace harassment and personal indicators of well-being, such as self-rated physical and mental health, and self-reported stress. Eighteen per cent of men and sixteen per cent of women who reported experiencing workplace harassment in the past year reported that they had poor mental health, compared with six per cent of men and eight per cent of women who had not been harassed.

Harassment by a supervisor or manager was associated with more negative effects on indicators of workplace well-being than harassment by someone else. More than one-fifth of women and men who had been harassed by a supervisor or manager reported that they were dissatisfied with their job, compared with less than five per cent of women and men who did not report that they had been harassed at work.

The research is based on data from the General Social Survey (GSS) on Canadians at Work and Home. In the GSS, working-age Canadians were asked whether and how frequently, they experienced five types of workplace harassment in the past year – verbal abuse; humiliating behaviour; threats; physical violence; and unwanted sexual attention or sexual harassment. It is important to note that self-reported workplace harassment does not necessarily imply that an official complaint was made.

The study, co-authored by Darcy Hango and Melissa Moyser in partnership with Statistics Canada’s Centre for Gender, Diversity and Inclusion Statistics appears in the Insights on Canadian Society.

The workplace move: An impetus for change

There are few opportunities for organizations as great as the one where it can begin anew in fresh, new premises. Whether moving only two floors below, down the street or clear across town, a move can be a favourable impetus for change. Consider when a person moves residences — all that promise of purging to support an improved order to the new house, and the new ways to enjoy and experience one’s surroundings. A business move has similar benefits, but most importantly, it is a means to set new direction, and to try new things across an entire workforce.

Years of experience as workplace strategists suggests that there is no opportunity greater than an organization’s physical move as an impetus to create positive change. It is a blank canvas for CEOs and executives wishing to introduce innovative ideas and new ways of working, such as a flexible work environment. While this type of environment can be introduced at any time in an organization’s lifecycle and in its existing locale, such a change is far more effective when the impetus is a move.

A move is most often preceded with both excitement and anxiety. A well-planned and well-executed strategy that includes clear move objectives and change management will help manage both of these emotions.

When looking to establish a flexible work environment in the new location, there are several core activities that are necessary for success. They include: engaging stakeholder representation across the organization, surveying employee preferences and suitability for work-at-home/remote co-working options, profiling functional roles, defining technological infrastructure and support, determining optimal utilization and employee experience within the new space, training leaders on managing a remote workforce and managing change, re-writing applicable policies, and — not often considered, but highly relevant — understanding the impact on the organization’s corporate social responsibility or triple bottom-line targets.

Given the comprehensive nature of introducing a flexible environment across an organization, consider starting with a pilot group of employees to test the model through a variety of scenarios. This will undoubtedly inform the broader enterprise solution — well before the complexity of the big move. Having an experienced workplace strategist on the core team to help lead these critical activities can be a key success factor.

What follows are 10 steps to success to help guide organizations through their workplace move:

1. Think about the future

For most organizations, the cost of people is about 90 per cent of the annual expenditures and workplace is about six per cent. The workplace strategy cannot just be about the space, and must take the business strategy and workforce into account. The first step is to get into the right mindset of leveraging the workplace to drive the strategy.

2. Understand workplace strategy

A workplace strategy is a clearly documented vision of the organizational strategy, what work it will be doing, how it will be doing it and who will be doing it. It becomes the accountability document for both the organization and the design team. It’s not possible to write a workplace strategy without knowing the organization. It is important to become educated on how to translate organizational transformation into a physical representation. Read articles about it, join groups such as Workplace Evolutionaries, and attend conferences such as WORKTECH and World Workplace. A workplace strategist needs to be able to bring all the elements of business together and develop the roadmap.

3. Ensure organizational alignment

It’s important to understand an organization’s culture, market forces, market share. Is there an executive sponsor? It is very hard to do any transformation pushing up. An executive has to be on board, and be active and visible.

4. Develop the strategy

The strategy and business needs have to be developed, socialized, and bought into. A move of any kind is a large investment. A simultaneous and effective workplace transformation increases an investment by tenfold. It takes a backbone of steel and a heart of gold to get through this phase. A high-level roadmap including timeline should be part of the strategy.

5. Build the team

Who is on the team — and when they join the team — will be essential inputs to the plan. A designer and/or architect, engineers, IT/AV and security specialists will be needed to enable both the workplace and the workforce, and the workplace strategist will need to continue to drive the intended outcomes.

When selecting a designer think about what’s important to the organization — it is trends, brand and culture, evidence-based design, mobility, productivity and efficiency, speed to market, wellness? These are all good goals, but what is relevant to the organization in question?

6. Consider the data

Data will be needed to support the strategy, but more importantly, it’s important to consider the Data, Information, Knowledge, Wisdom pyramid. Data is just that — raw data. Consolidating it provides structured information. Analyzing it provides knowledge, and putting it in context helps inform wise decisions. Don’t get stuck in the ‘data’ trap.

7. Determining the cost

There are four sections to any move project budget: hard costs, soft costs, Furniture, Fixtures and Equipment (FF&E), and tenant costs.

Hard costs are all construction costs.
Soft costs are all the consultants required and usually somewhere in the neighbourhood of eight to 12 per cent of the hard costs.
FF&E should include estimates for all furniture, fixtures and appliances (excluding IT equipment).
Tenant costs are often the hardest to determine. Consultants can help with 1-3, but tenant costs are often out of their responsibility. Tenant costs include such things as IT, AV, security, move costs, art, branding, change management, reinstatement of current premises, sound masking, signage, music systems, outdoor spaces, etc.

8. Determining the ideal occupant experience

Knowing an organization’s culture will help with this, but remember that its occupants are 90 per cent of its expenditures. If the workplace doesn’t work for occupants, they won’t be working for that organization. Decide what is important in terms of amenities, health and wellness, social context, corporate social responsibility, and flexibility through mobility.

9. Engaging employees and managing change

A robust change management program will likely be required. Everyone goes through the stages of change, from ignoring, to frustration, to testing, to adapting and adopting. The earlier employees can be engaged, and the more authentic an organization’s communications and the more continuous its executive sponsor’s visibility, the more successful the project will be. Do not underestimate the time, effort and commitment required to do this right.

10. Implementing the strategy

If an organization gets the strategy right, and it has an active and visible sponsor, this part will be complex, perhaps hectic, but straightforward. Just be careful that a focus on meeting schedules and budgets doesn’t derail the strategy. Guiding principles are useful to evaluate every change, challenge or issue during all phases of the project.

For most individuals — and workers, by extension — there are few experiences in life that represent as momentous a change as a physical move. With leadership, an organization will be in a most favourable position to harness the significance of this experience, establish the optimal work environment, and drive better long-term results.

Meredith Thatcher is CEO of Thatcher Workplace Consulting, specialists in customizing workplace and change management strategies to align the work, worker and workplace of the future. Meredith and her team provide strategic, sustainable and practical real estate portfolio and workplace solutions designed to meet organizational needs and bottom-line objectives.

Lisa Chillingworth Watson is CEO of The Feasibility Formula™, a boutique firm specializing in workplace strategy, business lifecycle and transformation. Lisa holds a Ph.D. in Management and Business Administration, a Masters degree in Project Management and the Prosci® certification as a change management practitioner.

Bentall Kennedy and GreenOak announce merger

Bentall Kennedy and GreenOak Real Estate (GreenOak) have announced an agreement to merge the two firms into a global real estate investment platform called Bentall GreenOak.

According to a press release, the real estate investment firm will be majority-owned by Sun Life Financial and will provide its clients with a broad range of complementary real estate investment strategies that include Core, Core Plus and Value Add/Opportunistic equity, as well as senior and tactical real estate debt strategies.

GreenOak co-founders, John Carrafiell and Sonny Kalsi, existing GreenOak senior management and GreenOak’s strategic partner Tetragon Financial Group Limited will all continue to hold significant ownership stakes in Bentall GreenOak. Bentall Kennedy’s senior management team will also acquire a meaningful ownership position in the combined firm.

Senior management will be led globally by Gary Whitelaw, as CEO, and Sonny Kalsi, as President. John Carrafiell will be senior managing partner of the Bentall GreenOak UK/European business.

“This combination brings together two successful real estate platforms to create a world-class investment manager, supported by the significant resources and long-term stability of Sun Life Investment Management. GreenOak and Bentall Kennedy are two highly complementary firms with virtually no overlap in investment strategies or offices”, said Gary Whitelaw, CEO, Bentall Kennedy. “As members of the combined leadership team have worked together before, and given our extensive discussions over many months, we believe we share very similar investment practices, underwriting discipline, and client-centric cultures.”

Bentall GreenOak will have 14 offices in North America and seven internationally. The transaction is expected to close in the first half of 2019.

Cold and flu prevention in the workplace

Cold and flu season can begin as early as October and last until February. According to Bunzl’s Cold and Flu Prevention Guide, Canadian businesses lose approximately $1 billion in healthcare costs in lost productivity – 1.5 million workdays alone are lost – because of cold and flu.

“Between 2000 to 8000 Canadians die from the flu or associated complications each year,” said Barley Chironda, infection control specialist with Clorox Canada during the 20-Minute Cure for Cold and Flu Webinar presented by Bunzl Canada in November. “Preventing an outbreak is better than trying to contain one.”

So how can you keep the flu out of your workplace in order to keep facilities healthy and productive?

Environmental hygiene and barriers
Cleaning the workplace thoroughly involves a careful look at hotspots for hidden germs. Several high-touch areas are prone to germs and because these germs linger in the environment, it becomes critical to know exactly where to find them. (Chironda identified about seven germ hot spots – bathrooms, telephones, elevator buttons, door handles, computer keyboards, staff kitchens, and meeting rooms.)

“The key step is amping up facility cleaning and disinfecting [during the flu season],” said David Smith cleaning and hygiene sanitation expert with Bunzl, Canada during the webinar.

Staff should receive ongoing training and education on cleaning procedures;
Always refer back to the manufacturer’s recommendations by reading the labels;
Use trusted (registered) cleaning and disinfecting products that are designed to kill or sanitize 99.9 per cent of the viruses that you’re going to find in your workplace;
Management should provide barriers that prevent the spread of transmission to the cleaning team, such as gloves, masks, and personal protective equipment. Some larger spills may require other materials including gowns and booties to avoid putting maintenance staff and others at risk.

“You also want to make disinfectant supplies readily available to all your staff,” Smith explained, so that non-custodial workers can clean their personal spaces as well.

Promoting personal hygiene
Educate staff and visitors on how they can avoid getting sick and encourage them to follow coughing and sneezing etiquette – covering your mouth and nose with a tissue, sneezing into your upper sleeves when you don’t have tissue and always wash your hands afterwards. In addition, seeing a healthcare professional if you’re sick and staying home if you’re not feeling well. One of the easiest ways to prevent the spread of illness is regular handwashing – it’s also the most cost-effective way. “More than 95 per cent of people wash their hands incorrectly. Some of the common mistakes people make are, believe it or not, they might not be using soap when they should or they are not washing for long enough. And last but not least, they might not even wash at all,” Chironda said.

“Have hand sanitizer in close proximity because when you’re dealing with colds and flu, and there’s no visible soil on your hands, then it becomes beneficial to actually have a hand sanitizer as well.”

According to Health Canada, the flu shot is the best way to prevent the flu. Employers and property managers can offer a flu clinic as an extra preventative measure for their facility’s health.

Chironda said some of the best ways to communicate to staff about cold prevention are webinars and/or a huddle to bring people together in a room and talk about the advantages of the flu vaccine and respiratory etiquette.

Download Bunzl’s guide to learn more about proven infection control techniques, best practices in sanitation and more surface-specific cleaning procedures to ensure your facility is properly cleaned and disinfected and protected from cold and flu outbreaks.

Zandile Chiwanza is the online editor of Facility Cleaning and Maintenance and Canadian Property Management.

Associations endorse integrated climate action

An integrated approach is needed for emissions reduction and adaptation to climate change practices, according to a Simon Fraser University (SFU) report.

The report, Low Carbon Resilience: Best Practices for Professionals, detailing best practices for the integration of climate mitigation and adaptation has been endorsed by leading Canadian national professional associations

The SFU report calls for governments to combine emission reduction and climate adaptation strategies and outlines practices that can help reduce extreme climate impacts.

The report authored by SFU’s ACT (Adaptation to Climate Change Team), is the first to propose integration of climate mitigation (the reduction of carbon emissions, and climate adaptation, addressing ongoing climate changes) in Canadian professional practices.

The low carbon resilience (LCR) approach would facilitate resource efficiencies and provide transformative solutions throughout a variety of sectors ranging from transportation, urban planning and agricultural operations.

“Typically, emissions reduction and climate adaptation have been addressed separately,” says Deborah Harford, executive director of ACT and the report’s co-author. “By integrating these two streams of action, governments can save time and resources, increase returns on investment, and generate economic, environmental, social and health co-benefits.”

The report’s findings have been endorsed by several leading national Canadian professional associations: the Canadian Society of Landscape Architects, the Canadian Institute of Planners, the Royal Architectural Institute of Canada, and are supported by the Canadian Water and Wastewater Association and ICLEI Canada.

“Canada’s professionals are essential contributors to climate action,” Harford says, “Practitioners across the professions have a key role as change agents in advancing LCR practices in all aspects of society.”

The associations have signed a joint statement of agreement endorsing the low carbon resilience approach and others are preparing to sign. The joint statement notes Canadian professionals have both the opportunity and responsibility to respond to this challenge and address both emissions reduction and adaptation.

It goes on to say: “Our national professional associations have a crucial role to play in advancing ethics, awareness, practices and policies that support this integrated LCR approach to action on climate change, due to their prominent roles in many aspects of the development and management of resources, ecosystems and communities.”

More upgrades for Lower Lynn Project

The B.C. government has announced construction is starting on phases two and four of the Lower Lynn Improvement Project that will significantly shorten commute times and improve safety for drivers, pedestrians and cyclists on the North Shore.

These two of four phases of the Lower Lynn project will reduce congestion and result in safer, faster commutes for the 120,000 people travelling to and from the North Shore daily, especially during peak times.

Once complete, Highway 1 travel during peak times will be reduced by at least nine minutes in the eastbound direction and four minutes in the westbound direction between the top of the cut to mid-span Ironworkers Memorial Bridge. The new roadwork will create safer merge lanes and reduce the risk of accidents in the area by one-third.

“Congestion on the North Shore is a real problem. I know people living and working on the North Shore are keen to see infrastructure investments that will address bottlenecks near the Ironworkers Memorial Bridge,” said Claire Trevena, B.C.’s Minister of Transportation and Infrastructure. “This significant overhaul of the Lower Lynn transportation networks should offer relief to commuters.”

The project will deliver:

two new bridges on both sides of the existing four-lane Lynn Creek Bridge;
a new Mountain Highway eastbound on-ramp;
a new five-lane Keith Road overpass over Highway 1;
a new illuminated tunnel for safer pedestrian and cycling crossings;
enhancements to improve fish and wildlife habitat at Keith Creek;
two new westbound lanes connecting Mount Seymour Parkway and Mountain Highway;
upgrades to the Mount Seymour Parkway westbound off-ramp; and
3.4 kilometres of new roadway bike paths, sidewalks and multi-use pathways.

Funding for all four phases of the Lower Lynn Project is being provided by the Province of B.C. ($76.7 million), the Government of Canada ($66.6 million) and the District of North Vancouver ($54.7 million), a total investment of $198 million.

CMLC partners with U of Calgary on new space

Calgary Municipal Land Corporation (CMLC) has announced a new partnership with the University of Calgary’s Faculty of Environmental Design (EVDS) to occupy the main floor of the Castell Building, formerly the old central library.

With a five-year arrangement commencing January 2019, EVDS will take occupancy of the building as a satellite location and use the space as a teaching lab that doubles as a new event venue for downtown Calgary.

“This is a unique opportunity for CMLC to partner with the University of Calgary’s EVDS Faculty to program the building and bring a collaborative research-hub into the community,” says Michael Brown, president and CEO, CMLC. “Our goal was to seek a partner that would bring a street-level activation that builds upon the energy and momentum already underway in East Village, and this partnership is a great example of that goal.”

U of C will create an active street‐level collaborative research hub in the heart of downtown Calgary. The daily presence of creative activity will become a focal point for professional discovery and public discussion about the future of city‐building. The new space will explore how innovations in design, construction, and operational management can work together to make cities more resilient, equitable, vibrant, prosperous, and healthy.

“The new space will cement our reputation as a community partner, while also helping to diversify the economy and activate an important landmark in downtown Calgary,” says Elizabeth Cannon, president of the University of Calgary. “Through our commitments to innovation and entrepreneurial thinking, U of Calgary fuels the next generation of talented innovators who will transform our home, work and recreational environments for the future.”

CMLC is undertaking $200,000 of improvements to approximately 29,000 square feet of space comprising the main floor and basement of the building to facilitate the EVDS teaching space and is further undertaking a review of the building to assess potential for additional activations on the upper two to six floors.

Average rent in Canada to rise 6 to 11 per cent

A new report released by Rentals.ca predicts that average rent in Canada will increase 6 per cent in 2019. Municipally, it foresees increases by as much as 11 per cent in Toronto, 9 per cent in Ottawa and 7 per cent in Vancouver.

Issued annually in December, The National Rent Report charts and analyzes national, provincial and municipal monthly rental market trends.

Commenting on key findings, industry analyst Ben Myers, president of Bullpen Research & Consulting Inc. revealed that the average Canadian rental property on Rentals.ca was listed at $1,754 per month in November 2018—a decrease of 4.4 per cent month-over-month. “The dip is not uncommon because fewer people move during the winter months,” he said.

“Toronto rents have been pulled up by recently completed high-design condo apartments for lease,” added Matt Danison, CEO of Rentals.ca. “Landlords can rent their inventory for significantly more than older rental apartments.”

A surge in demand has also added to the increase in rents. “There is trepidation among potential homebuyers following the bubble-like conditions and the subsequent price correction in the GTA housing market last year,” said Danison. “Many Torontonians are choosing to lease instead of buy, with existing tenants staying put to avoid paying the higher market-rate for an available unit. This phenomenon has reduced rental listings in this high-demand environment.”

Fueling that demand were several factors—including the new mortgage stress test, higher interest rates and the dramatic rise in home prices. “Many young couples and families have decided to postpone purchasing a home, which has driven two-bedroom rental rates to nearly $2,600 a month in Toronto and over $2,000 a month in Ottawa,” observed Danison.

With near record-high immigration in Canada and record-low unemployment, flat or declining resale house prices due to current and expected future credit tightening has deterred many would-be first-time buyers from entering the ownership market. “That demand overflow is being felt in the rental market, where very few Canadian markets are offsetting demand with new rental supply,” he said.

Suburban markets

Several Greater Toronto Area (GTA) municipalities are among the most expensive rental markets in Canada, with Oakville and Vaughan the highest among the suburban markets, and the former municipalities of Etobicoke, North York and East York tops among the ‘416’ area with rental rates rivalling Vancouver.

The recently-released Canada Mortgage and Housing Corporation (CMHC) data shows rental apartment vacancy rates are at their lowest level in a decade, but the commonly cited CMHC rental rates cover the entire stock of rental apartment units, while Rentals.ca data looks primarily at vacated units (the flow rate), a better indicator of market rents.

Rentals.ca data shows the average market rental rates are 40 per cent to 60 per cent higher than CMHC figures, part of which can be explained by rent control preventing landlords from charging the actual market rate for a unit.

Expanded rent control in April 2017 is partially responsible for the low turnover rate in the Toronto area, which has lowered rental supply and pushed rents up 10 per cent to 15 per cent annually in some buildings in 2018.

New homeless residence and service building coming to Quebec

Construction on the new Maison de Lauberivière is slated to begin in March in the St-Roch neighbourhood of Québec. The government-funded building will feature 131 rooms for emergency and support services for homeless or vulnerable individuals, and 18 transitional housing units for people living with a mental health condition.

To complete, Maison de Lauberivière will require a total investment of nearly $32.5 million— $30.4 million of which will go toward the residential portion.

The Minister of Municipal Affairs and Housing, Andrée Laforest, confirmed that the Société d’habitation du Québec (SHQ) will provide a grant of over $20.5 million, of which $20.4 million will be coming through the AccèsLogis Québec program. The SHQ is also securing the loan taken out by the Lauberiviève organization.

“I applaud the perseverance of the members of the Lauberiviève organization, who have made tireless efforts for years in order to create an extraordinary living environment for individuals who are experiencing homelessness or who have mental health conditions,” said Laforest. “The vital financial assistance provided by the Société d’habitation du Québec contributes to supporting people in difficulty in the Québec community.”

The Honourable Jean-Yves Duclos, Minister of Families, Children and Social Development and Minister Responsible for Canada Mortgage and Housing Corporation (CMHC), announced a contribution of close to $4.4 million through the National Housing Co-Investment Fund, under the National Housing Strategy.

For its part, the Mayor of the City of Québec, Régis Labeaume, confirmed the city will contribute $5.3 million toward Maison de Lauberivière, which will be located on the block bordered by Fleurie, du Pont, X’ian and Mgr Gauvreau streets.

“La Maison de Lauberivière is a key partner for the City in terms of community action toward fostering solidarity and a feeling of security within the community,” Labeaume said. “In addition to providing food and shelter to vulnerable individuals, it breaks their isolation and shows them a path toward possible reintegration. We all win when we support la Maison de Lauberiviève and its projects.”

The new building is scheduled for completion in January 2021.

Staples Canada introduces new concept store

Staples Canada has officially rebranded as the Working and Learning Company and has launched its first new concept store in Kirkland, Que. According to a press release the new brand identity is “reflected in a new, refreshed logo which reflects the collaboration between customers, and store associates across the country.”

Staples will launch a second new concept location in downtown Toronto in January that will offer a co-working space called Staples Studio. The space will include a Mos Mos café.

“The way people work and live is changing in profound ways and Staples Canada is adapting to help our customers work, learn and grow,” said David Boone, CEO, Staples Canada. “We spoke to thousands of entrepreneurs, teachers, students and parents to gain insights on what we could do to better suit their needs, and we’re delivering a solution unique to Canada. Every decision we make is driven by thinking differently about the needs of our customers.”

In addition to introducing co-working at its University Avenue location, highlights of the new Staples Canada retail experience include:

Spotlight – A new space has been created for community members, entrepreneurs, educators and students to meet, share ideas and learn through Staples Canada’s weekly Spotlight Speaker Series.
Discovery experience – Customers will be able to get hands-on with the products they need in-store, including new Pen and Journal Bars, and Tech Discovery Zone.
Expanded services – The company is relaunching and taking its services business to the next level as the Solution Shop, which will provide the support Staples Canada is known for along with new, relevant categories, such as digital marketing services.

“The environment we’ve created in our concept stores invites anyone coming in to spend time with us, find a place to relax and hang out, explore products, grab a coffee, share ideas and work together,” added Boone.