Edmonton testing electric autonomous vehicles

Electric autonomous vehicles have the capacity to be a game changer in the field of transportation, and the City of Edmonton is planning a pilot project later this year to test the technology.

Edmonton will conduct its pilot in October and share test results with the City of Calgary, where an autonomous vehicle pilot is scheduled for September. Shared findings will enable additional data evaluation of how the pilot vehicle operates in two different Alberta climates.

The pilot will give Edmontonians the opportunity to ride in the autonomous vehicle and provide feedback to the city. The vehicle will operate at low speeds over a one kilometre circuit for up to one month. The route will be on a segregated roadway, separated from other vehicular and pedestrian traffic. The location will be announced later this year once all safety requirements and regulations are met with approval from Alberta Transportation.

“We are excited to share this pilot with the people of Edmonton, and we want to know what they think when they experience it,” said Stephanie McCabe, branch manager for the City of Edmonton’s Corporate Strategic Development Branch. “It will be one of the first opportunities in Western Canada for people here to try an automated vehicle on a safe, segregated route.”

Edmonton will work with the Pacific Western Group of Companies (PWT) and other future sponsors or partners on this pilot.

The vehicle’s driverless technology comes with collision avoidance systems that detect pedestrians, cyclists, other vehicles and obstacles. It is also equipped with multiple safety features for braking, entry and exit of the vehicle.

To ensure public safety during the pilot, there will be a trained operator in the vehicle who is able to stop the vehicle at any point. The vehicle operates at around 12 km/h, contains an access ramp for persons with disabilities, and can hold up to a maximum of 12 people including the operator (six seated and six standing).

NB motorists urged to exercise caution while driving as summer construction gets underway

With summer road construction underway, motorists in New Brunswick have been reminded to exercise caution while driving.

Transportation and Infrastructure Minister Bill Fraser and officials from the New Brunswick Road Builders and Heavy Construction Association and the New Brunswick Construction Safety Association highlighted an awareness campaign to remind the province’s residents of the importance of staying diligent while driving in construction zones.

“In the summer, New Brunswick’s roads and highways are busy with families and individuals travelling across the province,” said Fraser. “I ask all motorists to use caution and be responsible when approaching a construction zone to ensure not only their own safety but also the safety of those working. These men and women are hard at work, ensuring our highways are safe for drivers, so motorists need to make it safe for them.”

This year’s provincial capital budget is investing more than $300 million in work on the province’s highways and bridges. Municipalities and highway operators are also planning their own work this summer.

“Everyone has a role to play in making our roads as safe as they can be, that is especially true in construction zones,” said Tom McGinn, executive director of the New Brunswick Road Builders and Heavy Construction Association. “We hope all New Brunswickers will help make our roads safer by paying attention to road signs and slowing down as they approach areas where work is taking place.”

Drivers in New Brunswick are reminded that if they get caught speeding in highway construction zones they face double the minimum fine.

Fraser also reminded training and trucking companies, department employees and contractors involved in traffic control to review the updates made to the Work Area Traffic Control Manual. These individuals should also ensure that they are aware of the updated guidelines that are in place to keep them safe. The manual can be downloaded from the department’s website.

Sunshine Building Maintenance: Building a Legacy

There was a time when big companies could easily squash family-run businesses but since the turn of the century many smaller enterprises have stood their ground, capitalizing on their innate strengths. Compared to their corporate counterparts, family businesses tend to adhere to deep rooted values, enjoy closer relationships with employees and direct contact with clients, and are more adaptive and resilient in the face of intense competition, enabling them to better weather economic storms. These characteristics, among others, have served a certain third generation family business in Burlington, Ont., well throughout the years.

Now in operation for more than six decades, Sunshine Building Maintenance Inc. is one of the largest privately owned commercial cleaning companies in the Golden Horseshoe area, responsible for maintaining more than 12 million square feet of space each day. Its core offerings include complete janitorial services, carpet and upholstery cleaning, high-level cleaning, consumable supplies and handyman/minor building maintenance services, provided to a broad customer base that encompasses the commercial office, condominium, industrial, long-term care and education sectors.

While the secret to Sunshine’s success is multi-fold, president Mark Brouwers credits his grandfather, William, for initially paving the way. If he hadn’t taken the entrepreneurial risk in 1952, and persevered during the company’s formative years, there would simply be no Sunshine in southern Ontario.

“He rarely said no to anything,” says Mark, fondly recalling his grandfather who passed away in 2012.

This was no easy feat given William initially had to juggle his newfound venture with his full time plumbing job. But like many immigrants at the time, the Dutch-born father of five embraced the good life Canada had to offer in the postwar years and the opportunity to provide for his family on his own.

Within a decade of its founding, William’s one-man window cleaning business (originally called Sunshine Window Cleaning Co.) began to flourish thanks to the addition of service offerings and growing list of clients, the most significant being a Hamilton-based steel manufacturer.

“Every week he would go to the prospective client’s parking lot and wait for the purchasing agent to ask him if he had any work,” says William’s son Ted. “After about two months, he finally got a job cleaning the change houses and Sunshine’s been with the company ever since.”

This is true of a number of Sunshine’s clients whose relationships span multiple decades.

By the mid-‘70s, Ted and his now-retired brother John joined their father’s burgeoning business and its 75 employees, eventually becoming equal partners in 1990. Upon William’s retirement in 1999, the company’s new management structure was literally decided on a flip of a coin and the newly minted president, John, and vice-president, Ted, led Sunshine into the next century, where it continued to grow at a steady, manageable pace.

The Next Generation

Around this time, Ted’s son Mark began working at Sunshine as a part-time warehouse stocker while he put himself through school. But upon graduation, instead of moving up the ranks like his father, Mark decided to blaze his own path and pursue his interest in construction, leaving Sunshine behind – or so he thought. After bouncing from job to job because of the seasonal nature of the industry, Mark began to reconsider his career. Yet, it wasn’t until the summer of 2010 that he finally decided to change course and revisit his family roots, fuelled by an unfortunate workplace incident.

“I approached my employer at the time asking for more responsibilities and I was told, ‘No, you’re good with where you’re at,’” recollects Mark. “The response I received that day made me realize I’d be better off in an environment that challenged me.”

And that Sunshine has. Mark faced a steep learning curve when he returned in November 2010 in a sales capacity; selling services to customers was a far cry from supervising contractors on a construction site. Then he had to manage internal perceptions and prove to his fellow coworkers that he had rightly earned his place.

“I didn’t want to be seen riding the coattails of my dad and uncle,” he says. “I wanted to stand on my own two feet and earn my stripes.”

This, Mark says, required a lot of self-learning and self-growth. He also credits the strong support network at Sunshine, particularly Ted, John and now-retired general manager Bob Pottruff.

As an astute observer and hard worker, Mark quickly moved into progressive management positions and by 2013, he expressed partnership interest. With the addition of cleaning industry veteran Bill Houston to the senior management team that same year, John and Ted felt instead it was time to work toward ownership transition, so they began to pave their exit. With Bill serving as mentor to Mark and eventual business partner (effective April 2017), the two brothers slowly moved out of the company limelight so that the new dynamic duo could shine.

“They’ve exceeded expectations,” says Ted, who is set to close the book on his long, storied career at Sunshine when he retires next year. “There’s no doubt in my mind that this company is stronger with Bill and Mark at the helm, and has been for a few years. I can now drift off into the sunset knowing that our customers are better for it.”

Mark’s drive and fresh perspective on the industry, combined with Bill’s wealth of experience in both the janitorial and healthcare sectors, has positioned the pair to succeed. In the last five years alone, Sunshine has increased its revenues by 80 per cent, thanks in part to landing a large contract with a long-term care provider.

“My background opened a new market for us that is quite lucrative,” explains Bill, who spent five years overseeing the environmental services department at Brampton Civic Hospital. “With the provincial government committed to creating another 30,000 long-term care beds in the next 10 years, it provides significant opportunity for future growth.”

One area that Sunshine’s already capitalized on is the education sector, which now comprises 60 per cent of the company’s customer portfolio. By taking a more aggressive approach to growth than their predecessors, Mark and Bill have secured cleaning contracts with 98 per cent of the schools in two regional school districts, almost doubling their business in this market.

Left to Right: Ted, John and Mark Brouwers.

The new management’s recommitment to health and safety has also played a pivotal role in the company’s recent successes.

“We are much more marketable with our improved safety record,” says Bill, noting it’s been four years since the company has had a lost time accident and its injury rate is now a fraction of the industry average.

“This has made Sunshine particularly more attractive in the industrial market,” he adds.

It has also reduced Workplace Safety and Insurance Board (WSIB) costs by 20 per cent.

Bill explains that there was no one thing that Sunshine did to improve its health and safety outcomes, but a top-down approach was key. Safety became a mandatory subject of discussion at all management and operations meetings. When employee concerns were raised or incidents brought to light, management moved swiftly to improve the situation and ensure those incidents did not recur.

“By demonstrating to our employees that we take safety seriously and ‘walk the talk,’ our employees quickly came onboard,” says Bill.

Providing comprehensive training to the company’s more than 400 full and part-time staff has also been important to creating a culture of safety, as has performing regular inspections to ensure compliance with safety policies.

Technology has been useful, too. All of Sunshine’s auto scrubbers have been converted to gel batteries, eliminating the lead acid batteries that present numerous safety issues. The company recently adopted a high-reach cleaning system with 60-foot telescopic pole and camera mount that allows staff to view what they are cleaning above via the camera while their feet remain firmly planted on the ground, preventing bending, back and fall-related injuries. Sunshine also installed global positioning system (GPS) devices on its fleet of vehicles to track people’s driving habits, which has reduced speeding and other traffic violations.

“When our employees are driving, their safety should be their top priority, not whether they’re going to get to a job on time,” says Mark. “If they’re likely to be late, it’s best to call rather than jeopardize their personal well-being.”

A Worthwhile Investment

Mark and Bill’s genuine appreciation for their staff extends beyond safety. The pair are strong supporters of a living wage, and regularly recognize and reward workers for their efforts and commitment to the company. For instance, every pay period, Sunshine holds a draw and awards a $100 gift card to one employee who has neither missed any days of, nor been late to, work. The company also hosts an annual catered dinner following summer holiday school deep cleaning. Small gestures such as these maintain staff morale and is good for business.

“It has helped reduce our turnover rate to less than 20 per cent per year and improve our quality of service,” says Mark.

The use of Cleantelligent janitorial software allows Sunshine to closely monitor its staff performance to ensure the company continues to go above-and-beyond expectations. The web-based portal also benefits clients as it provides them with access via a personal online account to real-time information about the condition of their site, including project progress, inspection reports, scheduled work orders, and much more.

Always striving for greater customer satisfaction, Sunshine recently obtained CIMS (Cleaning Industry Management Standard) certification. While similar to ISO 9001, an accreditation Sunshine achieved in 2005 and held until early spring 2018, CIMS is the only standard specific to the cleaning industry in Canada and the U.S. Conformance demonstrates a company is structured to provide consistent, high-level janitorial and maintenance services.

Sunshine underwent a comprehensive assessment conducted by an accredited, third party testing agent in March, resulting in the designation being awarded. At the same time, the company achieved CIMS-GB certification. The ‘green building’ component of the certification establishes Sunshine is capable of providing an environmentally preferable cleaning service and assisting clients in earning LEED EB: O&M (Leadership in Energy and Environmental Design for Existing Buildings: Operations & Maintenance) points.

“It pays dividends to be corporately responsible,” says Mark. “Benefits include better brand recognition, positive business reputation, increased sales and customer loyalty, but the bottom line is it’s just the right thing to do.”

Clare Tattersall is the editor of Facility Cleaning & Maintenance.

Photos by Robyn Russell.

BILD flags housing as municipal ballot-box issue

The Building Industry and Land Development Association (BILD) is flagging housing as a ballot-box issue in the Greater Toronto Area’s upcoming municipal elections.

BILD recently kicked off a campaign, called Build for Growth, which features a four-point plan highlighting tools available to local governments to address worsening housing affordability and availability in the region. The plan calls for fair government fees, taxes and charges on new homes; critical infrastructure funding and delivery; less red tape in the planning approval process; and service standards for building permits and inspections.

“Housing will be a key election issue in the Greater Toronto Area,” said Dave Wilkes, president and CEO of BILD. “Providing housing for the next generation is a challenge that needs to be solved in a partnership between residents, the building industry, and municipal governments across the region.”

BILD is also inviting municipal candidates to sign a Housing Pledge promising to participate in discussions with the development community and government partners with a view to increasing housing supply, recognizing action is required on the housing file. Early signatories include Mississauga Mayor Bonnie Crombie, Vaughan Mayor Maurizio Bevilacqua and Ana Bailao, deputy mayor of Toronto.

Renderings of The Onyx in Vancouver unveiled

Renderings of The Onyx by Rize Alliance have been unveiled. The commercial and retail development, located at the heart of Vancouver’s Terminal District, will feature 20,000 square foot floor plates over 13 storeys.

Designed by MCM Architects, the building appears strong in character and striking in its balance of light and dark. With a translucent, shimmering black exterior – like the stone it takes its name from – The Onyx’s interior spaces, by careful contrast, draw in sunlight and radiate warmth.

Construction of The Onyx is expected to begin in early 2019, with the building ready for occupancy in summer 2021.

“We compare the potential of this area to Seattle’s South Lake Union or the Bay Area of San Francisco. We envision the future of the Terminal District’s energized urban streets and waterside beauty to represent the ultimate amenity for this quickly evolving area of Vancouver.” says Will Lin, CEO of Rize.

According to the developer, The Onyx is very well positioned as a connector between a number of well established neighbourhoods such as Chinatown, Strathcona and Mount Pleasant. It is also a premium site on the edge of two burgeoning neighbourhoods, False Creek Flats to the East and the final phase of the False Creek Waterfront to the West.

Colliers International is the commercial real estate brokerage marketing the project, which is hoped to anchor the transformation of the area around Main Street and Terminal Avenue as a new business hub.

“This building marks the evolution of The Terminal District into a hub for visionary businesses and professionals,” said Marco DiPaolo, executive vice president with Colliers International in Vancouver.

Build large condo units and families will come?

The term “complete communities” is used quite frequently these days. One of the most important features of a complete community is accommodating a wide range of community members through a mix of housing types and uses. This is an admirable goal, but it is much easier said than done.

The City of Toronto has crafted an updated planning framework “to ensure that growth and the timely provision of infrastructure is addressed so that Downtown remains livable and economically competitive.” The planning framework for downtown Toronto, called TOcore, aims to ensure children, youth, and seniors are accommodated by “providing housing to a wide range of residents that is affordable, secure, of an appropriate size, and located to meet the needs of people throughout their life cycle,” which “is essential to the creation of complete communities.” In buildings that have 80 units or more, the plan requires at least 15 per cent of the units to be two-bedroom suites measuring more than 936 square feet, at least 10 per cent of the units to be three-bedroom suites measuring more than 1,076 square feet, and at least another 15 per cent of units to be two- or three-bedroom suites that are not subject to size minimums.

The fallacy here is that having large units will attract children, youth, seniors, and families to downtown Toronto, which certainly hasn’t been the case in the past. One only needs to turn to data from the 2016 Census to confirm that hypothesis.

Dissemination Area 35204872 — which is bounded by East Liberty Street to the north, Strachan Avenue to the east, the Gardiner Expressway to the south and Atlantic Boulevard to the west – is best known as Liberty Village. This area is a great test case. The bulk of the community is made up of recently completed condo apartment projects: Bliss, King West Phases 1 to 3, Liberty Central, Liberty Market, and Liberty Towers — about 2,464 private dwellings as of 2016. In terms of large suites, the developers built one-bedrooms plus dens, two-bedrooms, two-bedrooms plus dens, penthouses and townhouses measuring more than 1,000 square feet. About five years ago, it was possible to purchase a 1,400-square-foot two-bedroom-plus-den unit for about $765,000.

According to Census data, there were only 140 couples with children in south Liberty Village (six per cent of the households), just 35 couples with two children, and not a single household with three or more kids. One could argue that Liberty Village is much more desirable for a young family than King West, the Entertainment District, or the Yonge Street corridor, because of amenities like Trinity Bellwoods Park, the Martin Goodman waterfront trail, Fort York, Exhibition Place, and BMO Field (less expensive real estate too). There is the King streetcar, the Exhibition GO Train station, and quick access to Lake Shore and the Gardiner to keep residents moving.

A lot of families would be more than willing to live in a larger condo suite, but a major factor precluding those purchases has been the huge increase in pre-construction condo prices due to rising costs, land values, and development charges. Many prime downtown developments are launching at $1,100 to $1,200 per square foot. Even at $1,000 per square foot, a 1,076-square-foot three-bedroom unit would cost more than $1.1 million if parking was purchased as well. Considering today’s interest rate, taxes, condo fees, and insurance, a family that made a down payment of more than $200,000 would still be looking at monthly payments of more than $5,000. In addition, many families don’t want to buy and wait three to four years for the project to get built (or get cancelled).

In reality, the TOcore plan will result in more units measuring more than 1,076 square feet than are demanded in the pre-construction market, developers will have to lower prices to move them, and raise the prices on smaller units to make up the revenue. The lower price on these large units won’t likely be enough to attract families, and the plan will actually result in affluent buyers getting slightly cheaper units at the expense of first-time buyers and investors (higher prices for investors means higher rents for tenants).

In the long run it will be beneficial to have more large condos in the resale market as the alternatives (singles, semis and row) skyrocket in value over the next 25 years, but trying to artificially create complete communities in the short term will create a subsidy for affluent buyers, raise prices/rents on small units, and reduce the overall new home supply as some developers drop sites due to the increased absorption risk.

Ben Myers is the president of Bullpen Research & Consulting Inc. He produces market demand reports and residential pricing recommendation studies for builders, lenders and landowners in Toronto and Ottawa. He assists in the underwriting and due diligence of real estate development opportunities from a revenue and land value perspective. Find him on Twitter at @BullpenConsult

Researches discover possible pesticide-free way to limit mosquito populations

Researchers may have discovered a new, pesticide-free way to limit mosquito populations in some areas and reduce the spread of the West Nile virus.

The study by University of Waterloo researcher Brad Fedy and his team discovered that introducing hungry minnows into bodies of water where mosquitoes breed results in the minnows feeding on mosquito larvae. This dramatically decreases the number of adult mosquitoes capable of carrying the disease.

“The best strategies to limit mosquitoes start at the larval stage. Unfortunately, in North America, control efforts are largely limited to larvicides, which require a repeated application and have potentially negative ecological impacts,” Fedy said. “Addressing the problem with minnows provides many benefits in that it is low-maintenance, cost-effective, better for the environment in many cases, and our health.”

The study took place over three years and introduced minnows into ten treatment reservoirs. Researchers monitored an additional six non-treated reservoirs.

Treatment ponds demonstrated suppressed levels of mosquito larva over each season compared to controls with a model-predicted 114 per cent decrease in larva density within treatment ponds.

“There are many potential advantages to using indigenous fish species as an alternative for larval control including lowered environmental impact, decreased costs regarding time and financial inputs, and the potential for the establishment of self-sustaining fish populations,” said Fedy. “This isn’t a complete solution to the dangers of West Nile, but it should be considered as part of any plan to protect the health of vulnerable populations.”

BC set to introduce new first aid training requirements

First aid attendants are a lifeline for those who become injured or ill in the workplace.

In order to cover a broader spectrum of medical issues, and align treatment protocols with Canadian and international best practices, occupational first aid training requirements are changing in British Columbia on July 1, 2018, WorkSafeBC has revealed.

The organizations has said it regularly reviews the occupational first aid training program to ensure that it is keeping up with best practices and has modified training to reflect this.

Here’s what you need to know:

Current certification remains valid until the expiry date on the certificate.
The new certificates, which have a different look, will be issued beginning July 1, 2018, for those who are renewing or taking training for the first time.
First aid attendants have the option of taking supplementary training to upgrade their skills; however, they will only receive a new certificate if they complete the new training program in its entirety.
As part of the process, the Occupational Health and Safety Guidelines are also being reviewed and updated. More information about this will be provided in the coming months.

Must-have amenities for the modern renter

Building amenities have come a long way, and like price and location, they can have a significant impact on the type of tenant a rental property will attract. Gone are the days that advertising the words “swimming pool” was enough to woo high-calibre tenants away from the competition. Today’s discerning renters want the types of services and features once reserved for upscale hotels.

And just as no two amenities are exactly alike, nor will they attract the same demographic. While an apartment offering larger units and a shaded outdoor play structure will no doubt catch the eye of families with young children, a modern tower featuring a swanky roof-top lounge and yoga room will attract a fleet of young urban professionals.

As Jason Turcotte, vice-president of development at Cressey, points out: there are two demographics largely pushing today’s renewed interest in purpose-built rentals—and, interestingly, they’re at opposite ends of the age spectrum. “First there are the Millennials who have high expectations of everything and aren’t willing to wait or compromise. On the flip side is the older demographic who have realized huge gains from selling their family home but don’t want to reinvest all of it into a condo. They’d rather travel, relax and keep their options open.”

So, whether you’re a landlord looking to attract a tenant base of mostly tech-savvy Millennials, or a developer planning a new building aimed at service-seeking Baby Boomers, here are some of the year’s most popular amenities:

Party rooms

The integration of party rooms in apartment buildings is nothing new, although now they are a requisite for attracting tenants of all ages. The term ‘party room’ generally refers to a private, self-equipped space available for tenants to reserve in advance of their own special event. Depending on the building, these rooms can be rather spacious and offer an array of additional services – although most party rooms today feature audio visual systems, food and beverage prep stations and en-suite washrooms.

Rooftop gardens

Rooftop gardens and terraces are increasingly popular, coinciding with the demand for green space and communal cooking areas. What used to be considered unusable space now offers a range of fantastic benefits without adding a lot of extra cost to build or maintain. Some rooftop gardens offer panoramic views of the city; are equipped with BBQs, hot tubs and outdoor patio furniture. Best of all, these amenities do wonders to help make a 600-square-foot unit feel like a luxury mansion.

Workout rooms and fitness centres

Fitness rooms are a mainstay amenity at this point. Gym equipment technology has certainly evolved, and a room with only a few hundred square feet can serve the purpose of a private gym. While many buildings have basic options, modern buildings have much more impressive fitness setups, including basketball courts, yoga and spin rooms. Buildings targeting older tenants will certainly benefit from offering specialized fitness classes. One new residential development near Liberty Village recently announced it will be equipped with a running track on the 2nd floor.

Concierge

The resurgence of the doorman is a real trend these days with Baby Boomers and Millennials both showing a preference for buildings with an active front desk. Not only is it great for security, but it also adds a personal touch. Several new buildings are incorporating a concierge desk into their lobbies – although some are opting for the digital kind; that is, cameras to monitor who comes through the door, and can even react in real-time.

Theatre rooms

Who wouldn’t want access to their own private movie theatre with high-end screens and enough reclining chairs to accommodate up to a dozen guests? Particularly in the downtown core, theatre rooms are increasingly common…and impressive. Certain buildings even boast high quality stereo systems that can make watching ‘a movie at home’ a whole new experience.

Energy efficient appliances

Although we generally think of amenities as communal spaces offered throughout a building, amenities can also include specific features that help enhance the tenant experience within their units. For many renters, knowing whether their building is individually metered matters a lot more than whether there is a steam room located next to the fitness centre. Energy efficiency is a huge factor driving today’s renters and they will certainly seek out those apartments equipped with windows, appliances and systems built with efficiency in mind.

Extravagant or wasteful? You decide!

Builders and developers have always used amenities to woo new tenants. In recent years, as tenants’ needs have shifted and technology has evolved, we’ve seen some unique new services and features enter the amenities space: rock climbing walls, dog washing stations, cold lockers and wine sellers being just a few. Although these ‘niche’ amenities aren’t found in every building, and some tenants dismiss them as wasteful or extravagant, others would argue that a fenced-in dog enclosure is integral to their existence.

With the exorbitant price of real estate forcing families to rent longer, people are in need of features that support their stage of life. A decade ago, you likely wouldn’t have seen apartments featuring daycare centres and play rooms; today outdoor play spaces are becoming increasingly common.

Beyond Wifi

All types of tenants today want their abodes equipped with Wifi, but soon it will require so much more than that. As the Internet of Things continues to expand so does the list of high tech amenities. Luxury items that make our lives easier are highly sought after, and technological advancements are making them so much easier to come by.

Co-working spaces

With mobile technology changing the way we work, tenants driven by “work-life balance” will no doubt be seeking co-working spaces in their apartment buildings. Several high-end condos are already equipped with these modern, comfortable office rooms so that mobile tenants can punch in and out on their own terms. The recent surge in the number of shared office spaces in the downtown core is an indication of how in-demand this amenity will be.

Enhanced infrastructure

Imagine telling your kids about old street lights and crosswalks that didn’t react in real- time to traffic signals, or adjust to traffic flow – that they just ran on a timed system? While this may not be the most interesting conversation to have, enhanced infrastructure in buildings of the future will integrate with bike and pedestrian-friendly streets – “smart streets” that react in real-time and monitor pedestrian behaviour. While that may include some advertisements here or there, the technological advancements offered by monitoring such information will be truly remarkable.

As development surges across our cities, one thing is certain: we can all anticipate some fantastic new amenities designed to suit our unique ages and stages. The bar is high, and it will only get higher.

RentSeeker.ca is an award-winning Canadian Real Estate Search and Real Estate Marketing website. For more information, follow @RentSeeker on Twitter and Facebook.

Developer doubles down on West St. Clair West

Graywood Developments is doubling down on the stretch of St. Clair Avenue West between Caledonia and Old Weston roads. With shovels in the ground on its sold-out SCOOP project, the developer has unveiled plans for another mid-rise condo in the neighbourhood.

“Cities like Toronto develop in pockets, and this stretch of St. Clair from Old Weston Road to Caledonia was primed for smart, community-oriented developments,” said Stephen Price, president and CEO of Graywood Developments. “With SCOOP we introduced a new form to the area, inviting purchasers to come see the changes taking place.”

Substantial renovations are currently underway at the local Toronto Public Library branch and the corner of Old Weston Road and St. Clair Avenue West has been slated as the future site of a Go Station and Smart Track Station.

The 12-storey, 268-unit SCOUT will become a sister building, rather than a second phase, to the six-storey, 72-unit SCOOP on St. Clair Avenue West.

“We’re delivering more residences and working with a new set of materials,” said Adidharma Purnomo, vice president, development project management, Graywood Developments. “We’ve evolved the form to reflect the ambitions of the community.”

SCOUT will reunite the team behind SCOOP, which included SMV Architects and TACT Design.

“A glass box wouldn’t really suit the area, so we aimed for a warehouse aesthetic with a focus on masonry,” said Dan Cowling, partner, SMV Architects.

“Given the scale of the building the spaces will be larger and more open,” added Michael Krus, designer, TACT Design. “We’re still connecting the amenities with the lobby experience, but we’re using glazing to separate the individual spaces.”

SCOUT will feature layouts of one and two bedrooms, plus dens, in spans of 410 square feet to 1,260 square feet. Units will start in the $400,000s when sales launch this fall.

Urban pressures arise in step with proptech

Analysts can be simultaneously zealous and short sighted about the future, suggests the man steering a global association of property and planning professionals. In Toronto earlier this month for a summit on commercial real estate and its urban context, Sean Tompkins, chief executive officer of the Royal Institution of Chartered Surveyors (RICS), summed up this somewhat contradictory thought pattern.

“We do tend to overestimate the amount of change we’re going to see in the near future and underestimate over the long term,” he said, as he guided the closing discussion and overview of the day’s learning.

Seminar topics for the RICS conference series — which has unfolded in six major North American cities and is set for Sao Paulo, Brazil this week — explore shared concerns for real estate operators and urban administrators, focusing on factors that support or threaten economic growth, investment returns, urban liveability and sustainability. As the Toronto event wrapped up, panellists reflected on emerging technologies, climate risk, infrastructure deficits and affordability for the diverse workforce that cities need.

Superhuman capabilities alter work practices and deliverables

Proptech, commercial real estate’s fintech equivalent, is expected to be one of the more dramatic change agents, although the full reach of Artificial Intelligence, the Internet of Things, data analytics and other digitized approaches to information management is still far from clear. At one end of the task spectrum, industry players look forward to relief from detail-oriented, but relatively rote aspects of their work. At the other, they see interpretive and predictive capabilities on a scale and at a speed that human cognitive skills could never replicate.

“Most of our members are really super interested and most of our members, with a few exceptions, are really super confused about it,” said Michael Brooks, chief executive officer of REALPAC, which represents most of Canada’s major real estate companies and institutional investors.

Still, new entrants to commercial real estate’s multidisciplinary career track are arriving with a more innate sense of the possibilities. “The graduates today are used to having a lot of tools at their disposal,” observed Colin Johnston, president, research, valuation and advisory, with Altus Group.

Some professional upheaval is expected as traditional roles and responsibilities are ceded to algorithms. Brooks speculated about future streamlining of labour-intensive tasks such as development approvals or lease abstracts — “There are some areas that I can’t wait for AI to move into,” he said — while noting there would be fallout for, and potential push-back from, planners and lawyers.

Johnston suggested proptech’s capacity to perform “low-value busy work” will free up human resources for the work they do best — applying their experiential knowledge and judgement in tandem with new ways of collecting, modelling, sharing and monetizing information. “You want to be able to use that data. That’s where experts are absolutely going to be essential,” he said.

Stephen Taylor, vice president, real estate, with the Healthcare of Ontario Pension Plan (HOOPP), foresees enhanced risk management through the melding of data mining, modelling and predictive software. In future, he expects investors will have access to information that will help them to better safeguard their assets and/or make more informed decisions about acquisitions and dispositions.

“You are, in some respects, balancing the virtual world with the real world,” he mused. “That could allow you to assess and work on how resilient your portfolio can be, how your portfolio can hold up under different circumstances. That sort of scenario analysis is very important me.”

However, he suggested there is an even bigger question for the industry to ponder: “What’s the impact of the technology, not on us, but, rather, on our tenants?”

Transit and housing needs escalating

Panellists are also wary as they watch other urban pressures arise in step with proptech. The flip side of economic growth can be escalating costs and increased competition for suddenly scarcer resources — housing, road and transit capacity, schools, green space, recreational services — for city residents. In turn, that flows through to the employers who hope to tap their talent and to the landlords who are trying to attract and retain those employers.

“The word “affordability’ is quite a challenge,” Tompkins affirmed.

“Around the world, almost every major city is grappling with transit and affordable housing,” Brooks said.

When transit users in the Greater Toronto and Hamilton Area (GTHA) voice complaints, they typically mention crowding, inadequate service, rising fares and problematic connections between regional providers — stresses that intensify when affordable and/or appropriate family-sized housing becomes more difficult to secure and pulls residents farther away from their workplaces. Brooks sees potential remedies through boosting the supply of mid-rise and higher-density single-family housing formats like row housing, and forging more and faster train connections to cities and towns that are or could be in Toronto’s commuter shed.

“I’m a GO train commuter,” he reported. “It’s a fantastic way to go to work.”

Looking farther out — in both time and distance — Ayda Chamcham, senior associate with HVS Group, cited the Canadian test project for Virgin’s Hyperloop prototype. Proponents of this transport pod technology envision a 39-minute trip from Toronto to Montreal with a stop in Ottawa 27 minutes into the eastbound route.

Meanwhile, ridership thresholds pose a longstanding dilemma for the more mundane variety of projects. A substantial passenger base is needed to justify transit investment, but many potential users will not take transit until the service level is comparable with other options.

“In Europe, 80 per cent of the population uses transit. In Toronto, it’s 24 per cent; in Montreal, 22 per cent,” Chamcham noted.

A sluggish approval and construction process, as witnessed in many recent high-profile transit lines, also leaves room for development to rise and flourish in other areas, creating new automobile-reliant communities to compete with transit-supportive development.

“The idea of continuous investment into transit rather than defer, defer, and then all of a sudden trying to catch up, is important,” Taylor maintained. “I am slightly wary of projects that take 10 to 13 years to build.”

“To be a world class city, we need world class transit, and we need to build fast, and we need to really stay the course,” Johnston concurred.

Although panellists unanimously praised Toronto Mayor John Tory’s morning address to conference attendees, Brooks urged him and his council peers to consider options like selling air rights over Toronto subway stations.

“Real estate is the tax whipping boy. We’re the ATM for local government,” he asserted. “I don’t think the city is being very creative at all in terms of infrastructure. We’re not doing some of the things we could be doing to make more money.”

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

Using FM software to improve communications

For organizations with ever-expanding, multi-billion-dollar property portfolios, satisfying and retaining occupants is a top priority. Communicating important information between facilities teams, occupants, contractors, and finance departments is crucial to maximizing retention rates. Not only does it simplify working relationships, it also allows facilities managers to focus on completing tasks that keep spaces functioning to the highest standard.

When issues arise, it should be easy for an occupant to reach somebody that can resolve the problem. Advancements in facilities management (FM) technology have improved organizational communication and can help businesses reduce maintenance costs while improving occupant satisfaction, building efficiency, and productivity.

In the past, supervisors scribbled job details into a work order book or onto a whiteboard, allocated it to a member of their team and passed it on to the assigned technician. While this method works to an extent, scraps of paper can easily be misplaced. When companies have multiple facilities to maintain, crucial tasks can be missed, potentially leading to accidents or costly breakdowns.

Spreadsheet tracking for facilities maintenance is a step improved over paper notes. But, spreadsheets are prone to errors, lack traceability, and are not scalable.

As portfolios grow, having a software solution that can grow with the business is absolutely crucial. With a number of FM software solutions available on the market, users can receive and update work orders through mobile apps, text or email, providing a full audit trail of tasks that have been set and completed.

Systems can now automatically route requests to the right people, improving reliability as problems can be addressed quickly. Technicians can attach notes and documents to work orders using their smart devices, meaning management can receive updates immediately and take action if required. This ensures responses are timely and efficient, reducing the risk of inconveniencing occupants.

Reducing property management costs

If facilities teams can keep their property management costs low, they can offer attractive rates to their occupants and establish a competitive advantage over opposing service providers. One of the key ways FM software can help reduce costs is by enabling organizations to make better-informed decisions.

Dashboards of key performance indicators (KPIs) provide live feedback on which areas of the business are most expensive to maintain. Many of these KPIs are selectable, enabling users to expand into more in-depth data. This allows organizations to analyze when it might be best to dispose of existing assets and replace them with newer models. Data trends can help facilities teams identify when assets are at risk of failure and reduce equipment downtime, which often leads to reduced space and asset utilization.

Expensive breakdowns can also occur if important jobs don’t get completed due to miscommunication. The ability to note the priority of jobs within an online portal for reporting faults and submitting work request means that if a high-priority fault occurs, immediate action can be taken to resolve the situation.

Improving building efficiency

Performing maintenance to a high standard and addressing issues quickly ensures buildings run efficiently with a greatly reduced risk of equipment breakdowns. Storing and managing all resources, documentation, and contact details in one location ensures facilities managers can receive, allocate, and sign off work orders quickly, while also enabling them to check whether tasks are assigned to employees or contractors with the appropriate qualifications.

Closing the communications loop

Online portals for recording faults or logging work requests reduce administration and signal to occupants that their needs will be addressed promptly and efficiently.

When work request portals are connected to specific properties, spend can be monitored against allocated budgets and profit centres, simplifying budgeting. If information is requested about maintenance related to a specific building or tenancy, the facilities manager can quickly produce reports with relevant data, improving communication between the facilities team and accounts payable in particular.

Once work has been marked as completed, automatic alerts prompt accounts payable to raise invoices or purchase orders rather than the department having to wait for a paper trail of completed work to action payments.

Many organizations have large portfolios, imposing significant demands on facilities management teams to function at the highest level. FM software has caught up with the demand for accountability, traceability, and instant communication channels, rendering spreadsheets and paper-based systems obsolete.

Marcus Scholes is managing director at Real Asset Management, an MRI software company and a provider of fixed asset management and logistics software and services.

Lounge furniture targeted as multi-res fire risk

Some condo lobbies may be looking spare lately, and it has nothing to do with minimalist design. The lounge furniture that usually occupies these spaces is being targeted as a fire risk.

Toronto Fire Services now instructs its staff to look at the flammability of seats, tables and cabinets that display decorative objects for the purposes of enforcing a provincial regulation that prohibits the accumulation of combustible materials in means of egress. A new guideline, issued last year, establishes criteria for hallway and lobby furnishings located in routes occupants may use to evacuate multi-residential buildings including long-term care, nursing and retirement homes. It also offers a list of compliance options, such as installing overhead sprinklers.

The move responds to a very real life-safety issue — furniture has been implicated in three serious fires — but it has also caught the condo industry off-guard. Although it has been shared with industry stakeholders, the engineering technical bulletin that details the new guideline is an internal document of Toronto Fire Services, so property managers are sometimes seeing a copy for the first time at the same time they’re receiving a notice of violation.

For property managers who have received notices of violation in the last several months, the quickest short-term fix has often been to remove furniture from affected hallways and lobbies until the best long-term solution can be determined.

A fire risk emerges

On Feb. 5, 2016, at 1315 Neilson Rd. in Scarborough, four people died after someone deliberately set fire to combustible chairs located at the intersection of two hallways on the top floor of a five-storey seniors building. A pair of subsequent blazes in high-rise buildings shared the same fuel source: furniture.

“The fires TFS has responded to in hallways and corridors have been intentionally set,” said Deputy Chief Jim Jessop, Toronto Fire Services, speaking June 7 at an Institution of Fire Engineers Canada Branch event designed to bring building owners and managers up to speed on the new guideline. “We can’t stop individuals from committing a criminal act. What we can do is remove the fuel and reduce the subsequent impact of that criminal act.”

This doesn’t mean building owners have to junk all their lounge furniture. What it does mean is that they have to select one of seven compliance options to mitigate the fire risk. Showing that combustible furniture falls within prescribed limits for heat release is one way to do this.

In the Scarborough case, follow-up investigation found that the type of furniture involved resisted ignition when exposed to a lit cigarette, but once on fire, it released heat at a rapid pace.

Recognizing this, the guideline points to two standards that subject furniture to open-flame testing to measure how quickly the furniture would release heat if it was involved in a fire. The guideline permits combustible furniture that building owners can prove passes the Flammability Test Procedure for Seating Furniture for Use in Public Occupancies described in the State of California Department of Consumer Affairs, Bureau of Home Furnishings and Thermal Insulation Technical Bulletin 133-91 (TB 133). Alternatively, the guideline permits combustible furniture that building owners can prove achieves similar results under ASTM E1537-16, the Standard Test Method for Fire Testing of Upholstered Furniture.

The act of arson in the fatal Scarborough fire remains under ongoing criminal investigation by the Toronto Police Service. Meanwhile, however, Toronto Fire Services charged building owner Toronto Community Housing Corporation (TCHC) for Ontario Fire Code violations it said it observed during its post-fire inspection, including permitting combustible materials to accumulate in a means of egress. TCHC ultimately pleaded guilty to one charge for failing to fully implement the approved fire safety plan for the building — and was fined $100,000 — and resolved the deficiencies noted in the charge to Toronto Fire Services’ satisfaction.

Enforcement quickly follows

Complying with the guideline can be as simple as checking furniture for a label attesting to the fact that it meets TB-133. However, property managers could also find themselves rifling through old files to track down supporting documents from interior designers for custom pieces.

“You rarely see a board of directors go out to the Brick and pick up a $1,299 couch and throw it in their lobby, so the financial and resident comfort impact is significant,” said Michele Farley, president and senior code consultant at FCS Fire Consulting Services, speaking after the Institution of Fire Engineers event. “And in a lot of cases, removal of the furniture is not warranted, because the furniture is actually certified.”

Farley acknowledged the basis for the guideline, but added that it has been enforced quickly, without much warning, in some cases forcing affected property managers to hire movers and store furniture while they weigh next steps and at least temporarily leaving residents and visitors without places to sit and socialize or wait for transportation. She said that she has also encountered varying opinions as to what’s acceptable as notices of violation have come across her desk over the last six months.

“Some of the inspectors are interpreting anything in a lobby as combustible and they want it out,” said Farley. “Others are saying, ‘You have an eight-foot marble path between the two carpeted areas that have your couches in them, and you have containment, there’s smoke detection here, there’s 24/7 security, and the furniture is out of the way, so I don’t consider this a means of egress, so you can leave your furniture there.’”

Provided there is an evacuation route that bypasses the lobby, having fire separation between the lobby and the sections of corridor that serve suites is another compliance option if building owners can’t prove combustible furniture falls within prescribed limits for heat release. This compliance option, and several others, are contingent upon meeting a list of conditions, including that the area be equipped with either a smoke alarm or smoke detector, depending on whether it’s possible to connect to an existing fire alarm system.

“We’ve been very aggressive in terms of what we will permit or not permit. I know it’s sort of sent shockwaves through the industry,” Deputy Chief Jessop acknowledged, adding that Toronto Fire Services has done outreach to apprise stakeholder groups such as the Greater Toronto Apartment Association of its expectations.

Coming into compliance

The guideline cites Sentence 2.4.1.1.(2) of Division B of the Ontario Fire Code, which prohibits the accumulation of combustible materials in means of egress, among other areas, except when the design of those spaces addresses those materials. Convictions for violations of the Ontario Fire Code carry a maximum fine of $100,000 for corporations and $50,000 for individuals, who also face a maximum term of imprisonment of one year.

However, Deputy Chief Jessop said Toronto Fire Services is trying to work with building owners by explaining notices and orders and giving them time to remove furniture.

“You’re allowed to come forward, we’ve accepted alternatives, we’ve helped people, which is what we want to do,” said Deputy Chief Jessop. “We’re not charging people, so let me be very clear: We don’t walk in, see a couch and take you to court. We don’t do that.”

Property managers can also call the fire prevention division of Toronto Fire Services for guidance on compliance.

Although she has yet to see any violations taken to court, Farley urged property managers to address notices promptly.

“They have to evaluate what their options are, swiftly, because there may be a risk and because the fire department will be back in a couple of weeks to see what you’ve done,” said Farley.

Farley said she has one client who plans to fight a violation because the client believes she has the documents to demonstrate that her furniture does in fact comply with the guideline. Others, meanwhile, are looking at how much it will cost to install sprinkler systems in affected areas. Some of the compliance options may be more desirable than others.

“What they’re allowing in is unpadded wooden furniture and just some of the things they’re saying would be reasonable for people to have in their lobbies isn’t very comfortable,” said Farley. “There is certainly an impact of people within a condominium who are used to that big, cushy leather chair and now they’re going to get a wooden bench that’s similar to something they could sit on waiting for a TTC bus.

“A lot of thought, planning, design and cost goes into condo lobbies and that should be taken into consideration when working towards evaluating existing materials and complying with the fire code.”

Provincial regulation possible

Condos outside of Toronto could be forced to confront the fire risk posed by combustible furniture in the future. A provincial regulation inspired by the local guideline, which would have had a similar effect, was on the cusp of being adopted when the most recent Ontario government dissolved. Toronto Fire Services last week issued an updated version of its guideline that has been adjusted to better align with the proposed provincial regulation in case it gets revived by the incoming Ontario government.

Michelle Ervin is the editor of CondoBusiness.

BCCA appoints Sue Connors BidCentral CEO

British Columbia Construction Association (BCCA) has appointed Sue Connors to the position of BidCentral CEO, effective immediately.

Connors has a deep background in developing and implementing growth strategies for global ecommerce marketplaces and B2B platforms. Prior to her appointment at BidCentral, Sue was vice president of business development at RevenueWire where she was responsible for revenue growth, global expansion and strategic channel development.

During her tenure, RevenueWire became an award winning industry leader in performance marketing and online payment processing. Before RevenueWire Connors was VP of sales and seller management for global bookselling giant Abebooks.com, which was acquired by Amazon in a deal estimated at $120,000,000 USD.

In her new role at BidCentral, Connors will be responsible for aggressively expanding the public and private industrial, commercial, and institutional pre-bid and project content in the platform, with additional focus on developing services and partnerships to improve the user experience.

In the past year BidCentral made a significant business model change, opening Premium project access to all companies working in B.C.’s construction sector regardless of association membership status – a first in 20 years of platform operations.

“BCCA takes procurement seriously and BidCentral is our commitment to the industry,” says BCCA president and CEO Chris Atchison. “With so much construction underway and planned for B.C., it’s more important than ever that BidCentral operate to its maximum potential. We’re thrilled to have Sue’s technology and platform experience to guide us forward at this crucial time.”

Based in Victoria B.C. within the BCCA offices, BidCentral operates in partnership with the regional construction associations, where it is supported locally by project services staff who are local project expert and serve the needs of association members.

“BidCentral is ready to grow,” says Connors. “It’s got a solid foundation of 20 years of project data, an established brand, expert staff, and thousands of contractors, manufacturers and suppliers accessing it. With 50,000 projects and $24.65 billion tendered through BidCentral to date, I’m looking forward to expanding our services and reach, further solidifying BidCentral as B.C.’s largest construction bidding marketplace.”

$40-billion in NHS funding set to bring affordable housing to thousands of Canadians

In times of need, Canadians band together like no one else.

As a nation, we are facing a lack of affordable housing that has contributed to a level of chronic homelessness that we cannot accept and has left around 1.7 million Canadian families without a home that meets their basic needs and that they can afford. The time is now to create Canada’s next generation of affordable housing across the country.

Enter the National Housing Strategy, the largest and most ambitious federal housing program in Canadian history.

The NHS is a $40-billion investment in our shared future. It is driven by a variety of funding and financing initiatives designed to address challenges across the housing continuum and the spectrum of housing needs. These initiatives include the $13.2-billion National Housing Co-Investment Fund, the $200-million Affordable Housing Innovation Fund, and Federal Lands.

A national strategy aligned with Canadian values

Clearly, more up-to-date housing is needed across Canada. The Strategy includes initiatives that are focused on the creation of a new generation of housing. Over the next 10 years, the NHS aims to create 100,000 new housing units and repair and renew more than 300,000 existing units while reducing chronic homelessness by 50 per cent.

But the Strategy is about more than just housing units. The NHS includes initiatives that will help create more livable communities and promote more diverse communities across Canada. What’s more, they will build housing that is more sustainable, more accessible, with mixed-income and mixed-use, and that will be located close to transit, work and public services.

They will make Canada a better place to live.

With such ambitious goals, we need to work together. The NHS toolkit will promote partnerships and the alignment of efforts in order to achieve positive change that will impact many Canadians. They will provide technical assistance, tools and resources to help build capacity in the community housing sector. They will provide funds to support local organizations. And they will help elevate the entire housing sector by supporting relevant research efforts, knowledge sharing, and capacity building, while recognizing excellence and innovation in housing research.

We can accomplish more together. So let’s do what Canadians do best. For the next decade, let’s band together to build a more inclusive and sustainable housing future for those most vulnerable among us — and for all Canadians.

You can learn more about the National Housing Strategy initiatives and how they may apply to you at www.cmhc-nhs.ca/toolkit.

Vancouver home sales slide 35.1 per cent in May

The demand for homes is continuing to decrease across the Metro Vancouver housing market, reports the Real Estate Board of Greater Vancouver (REBGV).

In May 2018, there were a total of 2,833 residential property sales in the region, a 35.1 per cent decline compared to the 4,364 sales recorded in May 2017, and a 9.8 per cent increase compared to April 2018’s 2,579 home sales. In addition, May 2018’s sales were 19.3 per cent below the 10-year sales average for the month.

“With fewer homes selling today compared to recent years, the number of homes available for sale is rising,” said Phil Moore, REBGV president, in a press release. “The selection of homes for sale in Metro Vancouver has risen to the highest levels we’ve seen in the last two years, yet supply is still below our long-term historical averages.”

May 2018 saw 6,375 detached, attached and apartment properties newly listed for sale on Metro Vancouver’s Multiple Listing Service (MLS), which is a 5.5 per cent increase year-over-year, and a 9.5 per cent increase compared to April 2018, when 5,820 homes were newly listed.

The total number of properties currently listed for sale on Metro Vancouver’s MLS system is 11,292, a 38.2 per cent increase compared to May 2017’s 8,168 listings, and a 15 per cent increase compared to the previous month, when there were a total of 9,822 homes listed for sale. The total number of listings currently available is 17.2 per cent below the 10-year average for May.

For all property types, the sales-to-active listings ratio for May 2018 is 25.1 per cent. When separated by property type, the ratio is 14.7 per cent for detached homes, 30.8 per cent for townhomes, and 41.7 per cent for condominiums. Generally, analysts maintain that downward pressure on home prices occurs when the ratio falls below the 12 per cent mark for a sustained period, while prices often experience upward pressure when the ratio exceeds 20 per cent for a long period of time.

“For home sellers to be successful in today’s market, it’s important to price your property competitively given the shifting dynamics we’re experiencing,” added Moore.

The MLS Home Price Index composite benchmark price for all homes currently for sale in Metro Vancouver is sitting at $1,094,000, which is an 11.5 per cent increase compared to May 2017, and a 0.2 per cent increase month-over-month.

There were 1,431 condominium apartment sales in May 2018, a 29.3 per cent decline compared to the 2,025 sales in May of last year. The benchmark price for an apartment property in Metro Vancouver climbed 20.2 per cent year-over-year to reach $701,700. This figure is also a 0.1 per cent increase compared to April 2018.

YVR breaks ground on $9.1 billion expansion plan

Vancouver International Airport (YVR) broke ground on a number of capital construction projects. The projects are part of YVR’s multi-year expansion plans that will see the airport complete 75 major projects, totaling $9.1 billion over the next 20 years.

YVR president and CEO Craig Richmond was joined by British Columbia Premier John Horgan; Ken Hardie, Member of Parliament for Fleetwood-Port Kells; and Fiona Famulak, president of the Vancouver Regional Construction Association to celebrate the groundbreaking of YVR’s construction projects on June 14th. They include building one of the largest geoexchange systems in Canada, significant terminal expansions, new parking options and improved vehicle rental facilities.

YVR is one of the fastest-growing airports in North America. In 2017, it saw a record 24.2 million passengers with 32 million passengers forecast by 2022. These newest construction projects will improve the speed with which people and goods move through YVR, and provide passengers with a wide range of compelling offerings and amenities.

The expansion projects will have significant economic and employment benefits in the region. By the end of 2018, construction activities at YVR will create nearly 2,500 full-time construction jobs on Sea Island and hundreds more off-site. Much of the work will be done in the province, offering a significant number of jobs for British Columbians.

“The Vancouver Regional Construction Association applauds YVR’s vision and investment in its airport infrastructure as it will bring significant economic and employment benefits to both the construction industry and the province as a whole,” said Famulak.

“Our members have an excellent track record of delivering state-of-the-art construction projects at YVR, and we look forward to working in partnership with the airport authority to help it realize its vision to be a world-class sustainable airport hub.”