Developing an effective sit/stand strategy

Those who change positions throughout the work day are at lower risk of developing lower back pain and cardiovascular disease than their sedentary peers. The height-adjustable table is a workplace desk that facilitates this type of movement by providing the individual user with the option to sit or stand as they desire throughout the work day.

Developing the right strategy to include movement in the workspace is critical to supporting alert, engaged and healthy workers. Sit/stand desks are designed to fit most people, tasks or spaces. However, developing the best strategy requires answering some project-defining questions about users, goals and more.

Defining the program

Before rolling out a sit/stand program, consider: Why, and with what goal? Goals could be to increase employee movement, or to encourage employees to change their work postures throughout the day. Perhaps the program is part of a new change management strategy. If, in response to ever-rising real estate costs, employees will be moving to smaller workstations, a sit/stand program can help employees make the transition. Or is it part of an overall corporate wellness initiative with the goal of making people feel better and happier at work?

Define the target user group. A large organization will probably have to accommodate the needs of a variety of workers with different styles of work and different tasks to complete. Group people together based on common characteristics such as tasks, locations and technology. One example would be call centres, where the users are tied to their similar technology/workstation.

Define the application by answering where the program will be deployed — open plan, semi-enclosed, enclosed, private office, touchdown and/or collaborative spaces? The application should support both the goals and user groups.

Obviously, budget size is directly proportionate to the size of the intended sit/stand program. It’s critical to relate the cost to achieving goals to get buy-in.

Evaluating the solutions

It’s important to evaluate the speed, sound, stability and style of products, as well as their ability to support technology.

How fast does the work surface move up and down? Speed depends on the type of mechanism found in the sit/stand unit. Counterbalance mechanisms are faster and typically quieter than electric units with their motors.

Does the sit/stand unit pass the shake or push test? Keyboarding or writing on an unstable sit/stand unit will negatively impact worker productivity. Conversely, users develop a positive first impression when they discover the unit is stable.

People are also drawn to objects with good design style and aesthetics and will therefore be more inclined to use them. Integrating sit/stand products from different manufacturers into an existing workplace can be challenging. Sit/stand products from manufacturers with well-designed, comprehensive product portfolios can overcome this challenge.

Understanding the applications

Can the same product be used throughout the application, or are multiple models required? In a hoteling application, for example, where the salesforce depends on working at multiple places, electric sit/stand units with display settings would be ideal. The display quickly allows each user to select their ideal desk height each time they return to any sit/stand desk.

The technology and tools the sit/stand work surface will have to support influences the most suitable mechanism. Not only do electric sit/stand units not require any physical effort, but they are capable of supporting and lifting more weight. They are therefore accessible to most and ideal for technology-intensive users. In fact, the electric model is the only practical option for employees with 200 pounds of technology on their desk. And don’t forget to consider the length of each power cord required.

It’s vital to have a strategy for accommodating outliers, too. The standard range of sit/stand products is designed to accommodate most, not all, users. However, there will likely be some that fall outside this range — the tallest or shortest, as examples. Extended range products address the needs of almost everyone. The level of adjustment/accommodation is usually proportional to cost, which will have an impact on the implementation strategy.

After investing in height-adjustable products for the workplace, it’s important to ensure that people use them. Remember that ROI! Proactively promote their adoption and use. Some sit/stand providers offer assistance and guidelines.

The body is built to move. The choice to include movement is a choice to support employees’ bodies, state of mind, overall health and well-being in the workplace. By properly defining program goals and addressing details early on, it’s possible to select the right solution and successfully roll out an effective sit/stand strategy.

Dannion Smith is a Board Certified Professional Ergonomist, Canadian Certified Professional Ergonomist and Director, Ergonomic Initiatives at Teknion. He has an undergraduate degree in Kinesiology from McMaster University and a Masters of Human Kinetics from the University of Windsor.

This article has been excerpted from a presentation originally delivered at the Sit to Stand Job Rotation for Wellness and MSD Prevention conference sponsored by CRE-MSD (Centre of Research for the Prevention of Musculoskeletal Disorders) and held recently in Mississauga, Ontario.

Photo courtesy of Teknion.

Much a-doo about dogs in condos

There are a lot of dogs in condos. An informal survey conducted in Toronto found that there is an average of seven per floor in most buildings. That’s 280 pooches in a typical 40-storey building. With the average dog producing roughly 120 kilograms of waste every year, it’s possible to appreciate the kind of issues property managers and residents are dealing with.

The City of Toronto suggests there isn’t enough public property to handle the growing number of pets. The municipality wants to see more pet amenities introduced on privately managed properties. Most new multi-residential builds are adding amenities such as dog runs, designated poop-and-scoop areas and pet wash systems, while older properties are looking to retrofit them.

In addition, as the Canadian Public Health Association (CPHA) has pointed out, dog waste is toxic, and the viruses, bacteria and parasites found in dog waste can cause disease. With children and other dogs being particularly susceptible to the diseases transmitted by dog poop, this issue extends well beyond the inconvenience of dog poop on a person’s shoe.

So, what to do about the increasing concentration of pets and pet waste in condo communities?

Some condo boards in Toronto have recently chosen to ban pets from properties. Another option that is relatively new in Canada is dog DNA registration, which matches waste to offending pooches. The aim of such programs is not to catch and fine pet owners for not scooping their dogs’ poop, but instead to make residents aware that they can be caught and held accountable for not being responsible pet owners. When it was rolled out across the U.S., the program’s introduction alone was enough to change behaviour, with only a small number of fines actually being issued.

Before proceeding with a dog DNA registration program, it’s important to educate residents about a condo corporation’s existing pet policies through emails, flyers and notices. Explain the health risks posed to other residents and pets when they don’t scoop up after their pooch. Also publish the estimated cost of clean-up per incident, including estimated costs of damage to grass, trees, flowers and sidewalks as well as carpet, wallpaper and furniture. And don’t forget to mention the $240 City of Toronto fine for not scooping.

If there isn’t a drastic reduction in pet waste within 30 days of posting educational notices, the board has at least informed residents of their obligations to the property. It is now the board’s obligation to protect all residents from potential health risks, protect the corporation from any liability associated with said health risks and preserve property assets.

If the board decides to pursue a dog DNA registration program, it will have to answer some questions. Will the dog DNA registration firm or property management company manage the program? And will the dog DNA registry be rolled out to existing residents or begin with new residents?

The board should ensure that the firm it selects complies with federal privacy laws. If the firm provides prepared pet policies, they should be reviewed by the condo corporation’s legal counsel to identify whether they require any customization.

Most condo boards make dog DNA registration mandatory by passing a rule. The condo board has to carefully consider the terms to make sure the rules conform to its declaration and the Condominium Act. If the issue is significant, the board may want to go further and try to obtain the requisite unit owners’ support to pass a bylaw establishing mandatory DNA registration.

If the condo board passes a rule, it must send an initial notice to all residents, informing them of the decision, why it has been made and what is to follow. If the 30-day notice period for the new rule expires without a challenge from owners, the board must then send a second notice providing instructions on how to register dogs, which involves using a cheek swab kit.

Lastly, the board needs to determine the number of waste sample kits required and the procedure for processing any dog waste found on the premises. The dog DNA registration firm should also provide ongoing updates of registered pet certificates to be cross-referenced with a list of known pet owners.

Going forward, developers may want to consider enshrining mandatory pet DNA registration provisions in declarations when condo corporations are first registered. In the meantime, existing condo corporations tackling the issue must take a fair, balanced approach to enforcing rules relating to dog waste, following the law and the specific provisions of their declaration.

Garry Bradamore brings 25 years of marketing and service expertise to the introduction of PooPrints Canada, which was launched in September of 2016.

David Spencer earned his B.A. from Queens University in 1980, his LLB from Osgoode Hall Law School in 1983 and was called to the Ontario Bar in 1985. David has been with SRLaw since 2001, and became a partner in 2009.

Hidden costs of custodial injuries

Cleaning is considered a hazardous job in many parts of the world. Typically, the types of work-related injuries that cleaning workers experience fall into one of two key categories. The first is exposure to harmful contaminants, including blood-borne contaminants, either through direct touch or inhalation. The second is musculoskeletal disorders (MSDs) as the result of repetitive movements; slip, trip, and fall accidents; back injuries due to heavy lifting, stretching, and bending; and so on.

While many injuries do not require medical attention or time off from work, a number do. One example is musculoskeletal injuries. For every 10,000 workers, more than 81 such incidents require days off, with 42.1 the result of heavy lifting, reports the U.S. Bureau of Labor Statistics. It’s assumed these statistics apply to Canadian cleaning workers as well.

However, cleaning contractors and facility managers that hire their own cleaning staff are often not aware of the hidden costs that can result from worker injuries. Sometimes these are direct, tangible costs, and other times they are less tangible, making them harder to recognize.

Remember: When it comes to cleaning, time is money. Anything that slows cleaning and impairs worker productivity invariably translates into increased costs.

Further, along with not being aware of these hidden costs, many managers and cleaning contractors do not realize just how big of an impact these injuries can have on their daily business operations. There are a number of costs and impacts associated with injuries that often fall under the radar.

When an accident occurs, supervisors must be called in to investigate what happened, taking them away from their typical duties, which can impact cleaning operations. The same goes for cleaning contractors who have to explain the injury to building managers, and for building managers who have to explain what happened to injury representatives, should they be called in. It takes time for clerical staff (or the business owner) to fill out paperwork related to the injury.

Time is also often lost by other cleaning workers discussing the accident. There can be damage to crew morale and potential ill will directed toward their employer.

Consider too the loss of efficiency and worker productivity if a sidelined worker breaks up a crew. Opportunities to respond to customer requests can be lost or delayed because of being shorthanded. If the injury results in having to hire a new cleaning worker, the cost and time of training that worker and acclimating him or her to the new work area must be considered.

There can be costs to repair tools and equipment that may have been damaged as a result of the injury. There can also be equipment downtime if the accident requires equipment to be repaired.

Establishing a worker safety program

As shown, these hidden costs can certainly have a large and unfortunate impact on the business and on the workers. This is one of many reasons, which also notably include obligations under workplace health and safety laws, why building managers and cleaning contractors should establish some type of worker safety program to protect their workers on the job.

Establishing such a worker safety program can be a bit difficult to get off the ground. The best way to tackle it is to take it a step at a time. For cleaning contractors, large or small, and building managers that have their own cleaning staff, the following steps apply.

First, gather data to identify the hazards and risks that staff may encounter. Note: Hazards and risks are not the same. A hazard refers to something that has the potential to cause harm, whereas risk refers to the likelihood that an injury will occur.

Compile a list of all the accidents reported by cleaning workers over a two-year period; two years provides enough time to create a solid benchmark.

Analyze this data to glean some of the following details:
What types of injuries the cleaning crew experiences and how often they occur;
The seriousness of these injuries;
If these injuries most frequently occur when performing certain tasks (e.g. lifting, vacuuming, performing floorcare);
When these injuries most frequently occur (e.g. day, evening, or weekends);
If these injuries most frequently involve specific types of cleaning solutions, certain cleaning equipment, and so on; and
Where (or in what types of facilities) injuries most frequently occur (restroom areas versus office areas, for instance).

Then, look for patterns in these details. Cleaning contractors and building managers typically find that the most common injuries fall into the following categories:

Chemical-related accidents
Sprains or fractures
Carpal tunnel/tendinitis
Cuts, bruises, and burns, especially to hands
Back injuries/back pain

Working toward a safety solution

Compiling this data can reveal many things. While any injury is one too many, if a crew suffers frequent injuries, then establishing a worker safety program is imperative. The goal of the safety program is to prevent accidents and injuries.

Suppose that the most frequent and most serious injuries workers suffer are chemical related. This means that there is high risk and this is a serious hazard. The first step in preventing this type of injury is training cleaning workers how to mix, dilute, and use cleaning solutions properly. Demonstration videos are helpful. However, a more effective way to accomplish this may be by having a janitorial distributor provide a safety training seminar on-site for the crew.

The distributor may suggest installing auto-dispensing systems to reduce the risk of injury from chemical use. Further, he or she may recommend that the building manager or cleaning contractor invest in specific protective gear such as gowns, chemical-resistant gloves and protective eye gear. When purchasing eye gear, it is important to look for “indirect” or “non-vented” goggles. They are designed to help prevent spills and splashes from getting into the eyes.

It’s also wise to create “safety mentors.” Safety mentors are cleaning workers that have been specially trained how to perform cleaning tasks safely. They can be called upon whenever there is the risk of danger to help remind cleaning workers how to perform all cleaning tasks so as to minimize the risk and hazard.

Finally, if the analysis indicates that a specific type of cleaning solution causes serious injury, consider looking for a safer alternative product. It’s possible to avoid trial and error when selecting a replacement product by working with a distributor with access to online technologies. Such dashboard systems do the homework by suggesting products that can both minimize the risk and hazard of certain types of injuries. At least one of these online technologies is free and can be used by both building managers and cleaning contractors to help make cleaning safer.

The lack of awareness around the on-the-job hazards of professional cleaning may be due to the fact that crews often perform their duties after business hours and on weekends. However, it’s possible to help reduce these work-related injuries by being aware of the risk and implementing worker safety programs. The benefits are manifold, as this not only protects workers and helps uphold workplace health and safety obligations under the law, but it cuts down on hidden but avoidable costs.

Michael Wilson is vice president of marketing for AFFLINK, a global leader in supply chain optimization and developer of ELEVATE, an online technology that provides clients with innovative process and procurement solutions to drive efficiencies in today’s leading businesses. He can be reached through his company website at www.AFFLINK.com.

This article was modified from the original, which appeared in the April issue of Canadian Facility Management & Design.

CHBA Leadership Award recipients announced

The Canadian Home Builders’ Association (CHBA) has announced the winners for its CHBA – Association Leadership Awards, presented during the Association’s 74^th National Conference in St. John’s, N.L. The Leadership Awards recognize the hard work carried out by individual members, staff and local and provincial Home Builders’ Associations across Canada.

Awards recognizing outstanding achievements were presented in four categories. Regina & Region Home Builders’ Association was named the 2017 Home Builders’ Association of the Year to recognize its overall excellence in delivering a strong and positive voice for the industry, and in supporting the business success of members in providing affordability, quality and choice in housing. The Regina & Region Home Builders’ Association has placed a focus on the importance of growth in building a strong and vibrant city.

The Executive Officer of the Year Award was presented to Claudia Simmonds of CHBA – New Brunswick. Simmonds has worked effectively with volunteer leaders to create a strong and positive voice for the housing industry in New Brunswick. She has worked with the New Brunswick chapter of the CHBA for 15 years and now chairs CHBA’s Executive Officers’ Council.

The 2017 Member of the Year is Errol Fisher of Saskatoon & Region Home Builders’ Association, who was recognized for his long-standing contributions at the national level of CHBA. Fisher chairs CHBA’s Professional Development Committee and is a member of CHBA’s Executive Committee and Board of Directors.

The Regina & Region Home Builders’ Association was also presented with the 2017 Community Service Award. It was recognized for its Building Connections special exhibit at the Saskatchewan Science Centre, which provides both children and adults with an interactive way to learn about the science of building.

“The number of tremendous projects undertaken by local Home Builders’ Associations were impressive and the judges had a most difficult time selecting a winner from a large number of entries this year,” said Eric DenOuden, CHBA president, in a press release.

GRG and Pretium form strategic alliance

GRG Building Consultants Inc., a specialist building science engineering firm, has formed a strategic alliance with Pretium Anderson Building Engineers to together become Pretium GRG Building Engineers.

Both GRG and Pretium Anderson are distinguished engineering firms, established in 1993 and 2010, respectively. They offer services to building owners and managers to help solve their building performance problems. Together, the firms have a team of nearly 70 employees serving clients throughout Ontario from Toronto, Burlington, Waterloo and Newmarket.

Jerry Genge, formerly the president of GRG, will step into the role of president at Pretium GRG. “The merging of forces with the Pretium companies offers our clients even broader access to expertise,” he said, in a press release. “It’s a ‘best of both worlds’ association.”

“Pretium means ‘value’ in Latin and I believe this merger with GRG furthers that underpinning in our companies,” added John Pogacar, president of Pretium Anderson.

Both companies are part of the larger C3 Group of Companies with over 200 employees.

CHBA announces Housing Excellence award winners

The Canadian Home Builders’ Association (CHBA) has announced the winners for its 2017 National Awards for Housing Excellence, which highlight the best new homes, new communities and home renovations across the country.

Thirty-nine National Awards for Housing Excellence were presented at the CHBA’s 74^th National Conference, which took place in St. John’s, N.L.

The top two awards for cumulative results in the New Home and Marketing categories were won by Vancouver-based companies. Adera Development Corporation of Vancouver, B.C. received the design Excellence Award for their results in the new home categories. Adera was also the recipient of two individual New Home Awards for Attached – Mid-to-High-Rise Condominium or Apartment Project, and for Apartment Style/Condominium Units under 1,000 square feet.

Concert Properties Ltd. was presented with the Marketing Excellence Award for their overall success in the marketing categories. Concert received individual Marketing Awards for Direct Promotion – Electronic and for Brochure/Kit.

RND Construction and Christopher Simmonds Architect of Ottawa, Ont. received New Home Awards for both custom and production detached homes. Vicky’s Homes of Edmonton, Alta. and RDC Fine Homes of Whistler, B.C. were recipients of awards in both the New Home and Marketing categories. My House Design/Build Team Ltd. of Surrey, B.C., and Kon-strux Developments and Ultimate Renovations, both from Calgary, Alta. received two awards in home renovation categories.

“Our award winners represent the best of the best in new homes, home renovations, community development and marketing across Canada and the housing industry takes great pride in their accomplishments,” said Eric DenOuden, CHBA president, in a press release.

CHBA’s awards program received a record number of entries in 2017. A complete listing by category of all the CHBA National Awards for Housing Excellence finalists can be found at www.chba.ca/housingawards.

No vacancy for pests in hotels

For many travellers, hotels are a home away from home and a place to relax. But they aren’t the only ones looking for a place to hang their hat. Pests are similarly attracted to hotels for the food, water and shelter that their lodging, amenities and dining areas provide.

While many pests may find their way inside a hotel, some are more common than others. Hotel managers and cleaning staff should play close attention to particular areas that pests enjoy. Here are four hot spots and a list of cleaning tips to prevent infestation.

Breakfast Areas and Hotel Bar

A breakfast bar is a great add-on for guests on the go, but it is also a one-stop shop for pests searching for food. Similarly, nocturnal guests and pests alike will take advantage of the hotel bar for a late-night snack. To keep these guest-only areas:

Clean food and drink spills immediately and cover food that may be left out for an extended period.
Remove all food items from the bar at the end of the night, including fruit slices, olives and other garnishes.
Regularly remove trash from the dining area to prevent lingering odours.
Vacuum after breakfast and bar hours to remove debris from the floor and clean and sanitize tables.
Do not store empty beverage bottles or cans in bar areas for over 48 hours, as this provides breeding ground for fruit flies.
Clean beverage fountain taps and drains on a daily basis to prevent fruit flies, drain flies and phorid flies from breeding.

Swimming Pools

A guest favourite, swimming pools are a popular amenity in the warmer months. However, they can also contribute to increased pest activity on your property. To keep the pool clear of pests and your guests worry free:

Clear standing water on the deck with a squeegee or broom to eliminate pest breeding grounds.
Cover and empty trash cans regularly and rinse them to prevent food debris from building up. Eliminate rainwater or residual moisture that may collect in the can.
Do not plant bright flowered or blooming plants near outdoor pools, as this will attract wasps, bees and other pests.

Fitness Centres

An essential for some guests, the fitness area also produces odours and moisture that entices pests. To prevent guests from seeing pests and running out the door:

Mop up liquid that has gathered under machines and equipment.
Ensure all cracks and crevices around the exterior are sealed.
Regularly remove towels and send them to the laundry room for cleaning.
Install an odour eliminating system—sure to please guests as well.
Provide proper aeration, ventilation and air circulation in the room, as it helps discourage pests.

Common Pests in Hotels

Bed Bugs

Bed bugs are known for their hiding and hitchhiking skills, capable of being introduced at any time. They can come in on guest luggage, so it’s important to have an ongoing plan for monitoring and treating this common hotel pest. Adult bed bugs are about the size of an apple seed. They are visible to the eye, but their cryptic behaviour makes it hard to spot them. Take these steps to stay ahead of the problem:

Institute regular weekly inspections during housekeeping and detailed monthly inspections by a trained professional.
Check for signs of bed bugs on mattress tags and seams, between or underneath furniture cushions, behind picture frames, behind headboards and in the cracks of baseboards and electrical outlets.
Use passive bed bug monitors, strategically placed away from guests’ view.

Cockroaches

Cockroaches are highly adaptable. They can fit through cracks as small as 1/16 of an inch, and once inside, they will eat anything from glue and leather to toothpaste and pantry items. Cockroaches are nocturnal pests, so if you see one during the day, it could have been forced out by overcrowding, a sign of a severe infestation. In addition to upsetting your guests, cockroaches can contaminate food and even trigger asthma reactions in some people.

Flies

Flies are the filthiest pests. Because they can quickly move from surface to surface, flies readily spread disease as they move from garbage to exposed food, utensils and food preparation areas. Sanitation is key to controlling this pest, but it’s important to identify the type of fly you are dealing with, as different species will require different control strategies.

Whether a hotel has an existing pest problem or not, working with a pest management professional is key to keeping pests away from the property. By developing an Integrated Pest Management strategy that focuses on prevention techniques like sanitation, structural maintenance and exclusion, hotels can both treat and prevent pests. With the right strategy in place, hotels can put out the “no vacancy” sign to pests and help ensure guests have a pleasant stay.

Alice Sinia, Ph.D. is Quality Assurance Manager – Regulatory/Lab Services for Orkin Canada focusing on government regulations pertaining to the pest control industry. With more than 15 years of experience, she manages the Quality Assurance Laboratory for Orkin Canada and performs analytical entomology as well as provides technical support in pest/insect identification to branch offices and clients. For more information, email Alice Sinia at [email protected] or visit www.orkincanada.com.

BOMA BC Awards honour industry excellence

The BOMA BC Awards of Excellence gala was held on May 18, 2017, at the Fairmont Waterfront Hotel in downtown Vancouver.

The event showcased a full range of awards: TOBY (The Outstanding Building of the Year); PINNACLES (for suppliers); Tenant Improvement of the Year; health and safety and outstanding volunteer.

This year’s winners are:

TOBY Award – 500,000 to 1 million square feet:
Bentall 5, managed by Bentall Kennedy (Canada) LP
TOBY Award – 100,000 to 249,999 square feet:
980 Howe, managed by Manulife Financial Real Estate
TOBY Award – mixed use: 725 Granville, managed by Cadillac Fairview Corporation
PINNACLE Award – Innovation: TurnLeaf Consulting Inc. for their Green Office Tool
PINNACLE Award – Customer Service: Oxford Properties Group
Tenant Improvement of the Year Award: Oxford Properties Group
Health & Safety Award: Johnson Controls
Outstanding Volunteer of the Year: Leigh Elliott

Legrand’s Energy Marathon 2.0 results in savings

In October 2016, Legrand North and Central America concluded the first leg of its Energy Marathon 2.0 competition, an internal company-wide event designed to save energy through ready-to-implement technology and process changes. The event resulted in a high level of employee participation and innovation, yielded excellent saving results, and set the foundation for continued energy reduction best practices for the future.

As the Energy Marathon 2.0 concluded, three sites were named winners of their respective building class categories (manufacturing, distribution and office) and a fourth was awarded the Superlative award for saving the most kWh and energy costs during the nearly month-long event. The Legrand North America locations at Fort Mill, Middletown, Hickory and Fairfield all moved into the second leg of the competition, where they were asked to sustain their energy savings for the next several months.

Based on an energy intensity measurement, each site was tracked on its performance compared to the same period one year before. Legrand North America’s Hickory location team finished the program as the ultimate winner, boasting a 16.3 per cent reduction in energy intensity.

Since the conclusion of the Energy Marathon (November 2016 to March 2017), the four competing sites saved a total of $33,334 in energy costs, a total of 310,705 kWh, and the equivalent of 218 metric tons of CO2 worth of energy.

“Our Energy Marathons are designed to challenge employees and managers to find innovative and effective ways to save energy,” said Susan Rochford, vice president, energy efficiency, sustainability and public policy, Legrand, North and Central America. “The ultimate goal of this program is to establish and develop best practices that can be adopted for long-term conversation. Our four finalists certainly succeeded in this area.”

Since a traditional marathon is 26.2 miles, the Legrand Energy Marathon puts a focus on energy efficiency for a 26.2-day period. The Energy Marathon 2.0 ran from October 3^rd to the 28^th, with the four winners competing in the final sustainability leg.

In 2016, the program consisted of 22 competing sites, which saved a total of 722,941 kWh and $79,725 over the course of the 26.2-day event. This level of electricity savings equates to 508 metric tons of CO2 emissions. Overall, Legrand North America reduced its electricity use by 15.9 per cent during the event, compared to a September 2016 baseline.

This was a significant result increase over Energy Marathon 2014, which 18 corporate sites participated in, with a total savings of 588,540 kWh and $46,732 on electric bills.

Site reduction strategies including all lights, machinery and other equipment were properly shut down at the end of the work day, as well as re-configuring lighting controls to only illuminate occupied spaces at all times, and issuing friendly energy waste infractions to fellow co-workers during the competition.

The Energy Marathons are just one element of Legrand’s commitment to energy conservation and sustainability. Legrand has been a Department of Energy Better Buildings, Better Plant Challenge Partner since 2011, is an Ally member of the American Council for an Energy Efficient Economy, and an Associate member of the Alliance to Save Energy.

Ledcor donates $250,000 to University of Alberta

The Ledcor Group of Companies has donated $250,000 to the University of Alberta’s new David and Joan Lynch School of Engineering Safety and Risk Management (ESRM). As the first of its kind in Canada, the University’s new program integrates safety and risk management into the curriculum of all its engineering students.

The School was founded in 2016 after having been in operation as the ESRM program that was established by the Faculty of Engineering in 1988.

Tom Lassu, president of Ledcor Industries Inc. and University of Alberta Civil Engineering alumni (’92 BSc), has been passionate and influential in setting new safety standards for the entire industry and applauds this type of innovation.

“Engineering students are the future leaders of our industry, and I am proud to see the University of Alberta take the initiative to raise the bar on safety and risk education,” says Lassu. “For Ledcor, our safety commitments are part of our corporate culture, from our offices to our project sites. We are continually seeking and supporting advancements in safety.”

The donation from Ledcor will help fund an endowment to sustain and increase the impact of the Lynch School. Earnings will help recruit more teachers, support research, develop further ESRM courses and programs and fund student-led projects. ESRM will be offered to all third and fourth year engineering students and by 2018, every University of Alberta Engineering graduate will have taken an ESRM course.

Ledcor places the health and safety of their employees at the core of their corporate values. Their award-winning safety programs aim to go above and beyond industry standards, ensuring that all employees and contractors go home safe at the end of every work day.

Ontario to revise land use planning appeals system

In an effort to give Ontario communities a stronger voice and ensure citizens have access to faster, fairer and more affordable hearings, the province plans to overhaul its land use planning appeals system.

Legislation will be introduced in the coming weeks to create the Local Planning Appeal Tribunal, which if passed, would replace the Ontario Municipal Board. The Local Planning Appeal Tribunal would be an independent body that makes decisions at arms’ length from the government.

If passed, the new tribunal would give greater weight to the decisions of local communities, while also ensuring development and growth is pursued in a way that benefits the province and its future. This includes eliminating lengthy and expensive “de novo” hearings for the majority of planning appeals. The phrase was coined to describe the Ontario Municipal Board’s process of handling appeals of municipal land use planning decisions, by considering the same issue that was before the municipality as though no previous decision had been made.

The overhaul would also make planning appeals more accessible to citizens by creating the Local Planning Appeal Support Centre, an agency that would provide free information and support to the public. This could extend to providing representation at the tribunal for citizens who would like to participate in the appeal process.

The new legislation would include other ways to transform Ontario’s land use planning appeals system, including exempting a broader range of major land use planning decisions from appeal, including new Official Plans, major Official Plan updates and detailed plans to support growth in major transit areas; and establishing a mandatory case conference for complex hearings to encourage early settlements, which would help reduce the time and cost of appeals and create a less adversarial system.

The changes were proposed following extensive public consultations, beginning with the release of a consultation paper in October 2016. The government received over 1,100 written submissions and more than 700 people attended 12 town hall meetings across the province.

“Land use planning directly impacts Ontario families and their communities. And so, it is important that residents feel empowered and supported in the decision making process,” said Yasir Naqvi, Attorney General of Ontario, in a press release. “We want to make sure that the voices of Ontarians are heard by all levels of government and that is why we will soon introduce reforms that would put people and communities first.”

Getting green infrastructure right

Green infrastructure (GI) is an umbrella term for infrastructure that delivers benefits to urban development through the ecosystem services that natural systems, like plants and soils, provide. GI’s benefits include reducing the urban heat island effect, improving air quality and beautifying urban spaces, but one of the core design function of GI is stormwater management.

Watershed research over the past 30 years has made a solid case for GI as the best available tool for: preserving and improving water quality, aquatic habitat and fisheries; reducing downstream erosion, flooding and related property damage; and adding capacity and resiliency to aging municipal sewer systems in a changing climate. The most common stormwater GI tools are bioretention, bioswales, green roofs and permeable pavement.

Most Canadian cities now have GI pilot programs but the shift toward making GI a standard practice is well underway. Vancouver plans to capture 90 per cent of runoff with GI in its newly adopted Rainwater Management Strategy; Victoria is incentivizing GI through its new stormwater utility; Calgary and Edmonton are incorporating the latest in green infrastructure design into their stormwater guidance.

Western Canada has world class examples of GI from the absorbent country lanes in Vancouver to Calgary’s parkland bio-retention facilities. However, the industry can, for every success, also point to an example of a failed or dysfunctional GI practice: an eroded bio-retention cell, an infiltration trench that never drains, or uneven permeable pavement.

The problem is not unique to this region. The Center for Watershed Protection conducted a survey of 72 GI projects in Southern Virginia’s James River Watershed. Each of the GI projects as constructed was compared to the municipally approved stormwater design plan. The evaluation found 47 per cent were observed to have one or more deviations from the site plan, many in ways that significantly impaired the required performance. The most common deviations were:

poor vegetation coverage and health;
missing or improperly constructed pretreatment devices;
undersized detention volumes;
soils clogged with construction sediment, were over-compacted, or did not meet specification; and
inlets and outlets incorrectly constructed, resulting in flows bypassing or short-circuiting the practice.

GI practices are an integral part of the urban form and require a different approach to construct. GI sites require attentiveness throughout the construction process as to location, intended function, protection from sediment clogging and over-compaction. The stabilization of the contributing subcatchment is critical to the success of GI features. Also critical are proper installation of their unique outlet configurations and use of specified materials. If GI designs continue to be improperly constructed, GI will be stuck with a poor reputation among the public and decision-makers. Therefore, it is critical that designers, contractors and inspectors understand the purpose of GI practices as a new form of stormwater management.

Planning for Success

Designers need to consider construction sequencing in their designs. Erosion and sediment control plans need to include sequencing and sediment management instructions that protect infiltrating practices from compaction and clogging. Often stormwater management features are constructed first, used as sediment traps during construction, then cleaned out when construction is complete. GI should be installed last, or if that is not possible, then sites should be covered and protected during construction.

Tendering for Success

Mandatory pre-bid meetings that include outlining the GI projects’ unique function and requirements have proven to be successful in attenuating non-serious bidders and attracting qualified contractors to the project. Other useful methods include using a pre-qualification process and requesting prime contractors to furnish a list of projects completed with references.

Good GI construction means good on-site erosion and sediment control. Consider including a contract requirement for the resident engineer or site supervisor to have certification from the International Erosion Control Association. Also, a separate line item for emergency erosion and sediment control in the contract allows the contractor to respond quickly to unexpected field conditions with assurance of being paid for their additional work.

Maintenance work under contract warranties is often an afterthought. GI practices require regular maintenance and inspection, particularly during the establishment period for the vegetated practices. The contract needs to explicitly define these requirements and highlight them at the time of bidding. Higher warranty payments or sureties may help ensure the work is done. Another approach is to tender a separate landscape contract that covers planting, establishment, watering as necessary, plant material warranties, inspections and maintenance of the practices.

Build for Success

Communication may be the most important tool for successful GI construction. GI’s purpose, unique materials, special sequencing and potential pitfalls need to be discussed at pre-construction and periodic coordination meetings. The critical GI information must move through all project phases and reach sub-contractors.

Up-front precautions can save contractors from costly delays, fixes and reconstruction. Some materials like bio-retention soil may require special testing to meet specifications. Lab testing should be done well before the material is brought to the site to avoid having to replace installed soil or delay work for new batches to be mixed and tested. Monitoring and maintaining on-site erosion and sediment control will prevent having to replace clogged practices later.

Constructing a bio-retention cell will one day become as standardized and commonplace as constructing a curb ramp. As we work toward that, it is in everyone’s interest to put the extra effort into planning and building better and more functional GI projects. We all want to build projects that will work over the long term to enhance our cities and protect our creeks, rivers, lakes and coasts.

Robb Lukes, P.E., stormwater project manager at Kerr Wood Leidal Associates Ltd., has 12 years of experience in stormwater management policy, planning, design and construction.

AFFLINK expands members’ access to commercial marketplace

AFFLINK, a global leader in supply chain management, has joined forces with the National Service Alliance (NSA) so its members can have greater access to the commercial marketplace

The U.S.-based NSA is a leading group purchasing organization for building service contractors and contract cleaners.

“AFFLINK and its members now have the opportunity to service members of NSA, providing benefits that allow them to be more competitive in the marketplace and increasing the members’ basket of offerings,” said Rob Dunn, director of the commercial segment at AFFLINK.

AFFLINK members will be able to take advantage of this new partnership starting sometime in 2017.

“Our partnership with AFFLINK will provide a tremendous benefit to our members’ purchasing power while streamlining our operations and reporting,” says Michael Conrad, president of NSA. “This new endeavor will allow us to enjoy contractually protected pricing on a wide variety of equipment and services.”

The NSA now represents more than US$2.2 billion in member revenues.

RioCan and Concert team up on Toronto development

RioCan and Concert are pleased to announce the signing of a firm agreement on May 17, 2017, with RioCan selling a 50 per cent interest in Sunnybrook Plaza at a sale price of $26.3 million ($52.5 million at 100%) to Concert.

RioCan will continue to act as the interim property manager until redevelopment commences, and will act as the retail property manager on completion. Concert will act as both development manager and property manager for the residential portion of the property.

RioCan and Concert will share in the development costs on a 50/50 basis with the transaction set to close in June 2017.

RioCan has received approval for its development proposal at its Sunnybrook Plaza, a transit-oriented development located on the northeast corner of Bayview and Eglinton Avenue. The development will be adjacent to a station on the Eglinton Crosstown LRT project that is currently under construction by Metrolinx, in one of Toronto’s highest demand residential neighbourhoods. The 16 and 11-storey mixed use residential project is close to a total of 375,000 square feet, which includes 43,000 square feet of retail space. Currently, RioCan and Concert are contemplating that the residential component will be developed as rental suites.

“Over the past 24 years we have amassed a strong portfolio of retail assets in Canada’s six major markets. Some of these properties now provide the opportunity to be redeveloped and intensified to make better use of the lands and improve the quality of our portfolio and the net asset value for our unitholders. During the planning stages of this process we are significantly enhancing the value of our properties, while continuing to generate revenue from these properties. When complete, we will have one of, if not, the best portfolio of newly developed urban transit-oriented mixed use properties that will be the foundation for the next twenty years of growth at RioCan,” said Mr. Sonshine Chief Executive Officer of RioCan. “Our agreement with Concert brings to the table a terrific partner with nearly thirty years of experience developing apartments, condominiums, and other commercial properties with an excellent property management platform that will ensure the success of this exciting mid-town Toronto development.”

“Established in 1989 with the mandate to provide assured rental housing in British Columbia, Concert has been developing purpose-built rental and delivering high-quality property management service to our tenants for over 27 years,” said Brian McCauley, Concert President and Chief Operating Officer. “Building on a solid track record of creating award-winning master-plan communities that leverage our experience, the Sunnybrook redevelopment represents an opportunity to integrate our multi-faceted expertise into an asset that will generate attractive, long-term returns for the pension funds who own Concert. We’re excited about the opportunity to develop this transit-oriented property in partnership with best-in-class retail landlord RioCan, the largest REIT in the country, and are well-aligned as long-term owners.”

More family-sized rentals needed to ease housing crisis

A new report by the Canadian Centre for Economic Analysis (CANCEA) suggests about 70% of Ontarians live in homes with too little or too much space for their households.

Called “Understanding the Forces Driving the Shelter Affordability Issue,” the report uses big data analytics that consider more than 40 factors affecting housing affordability.

The analysis demonstrates that the housing affordability crisis in Ontario (and the GTHA specifically) is being driven by these linked issues:

Insufficient housing choice: there is an availability mismatch in terms of size, location/transit access and tenure.
A lack of housing productivity: the construction of ground-oriented, medium density housing within existing urban areas will improve the productive use of land.
Many families forced into worse options: people buy when they should rent, or move farther away in search of more affordable housing.

“According to our research, at least $100 billion in rental units will be needed over the next 10 years in Ontario, particularly family-sized space,” says Paul Smetanin, CANCEA president and CEO. “Since 1990, primary rental stock per capita has dropped in the GTHA by one-third. A greater supply of rental housing would slow down the rising cost of all forms of housing and provide shelter to more people.”

Thousands of Baby Boomers are among more than 50 per cent of Ontario households with too much living space. In fact, CANCEA’s data found there are five million unused or spare bedrooms in Ontario.

“Unfortunately, these homeowners have limited options to move within the region if they want to downsize into appropriate housing,” Smetanin says. “One possible solution is an increase in the supply of ‘gentle density,’ also known as the missing middle.”

So, what is the ‘missing middle?’

It includes semi-detached homes, row homes, townhomes, multiplexes and courtyard apartments. Even a minor increase in this type of residential intensification would result in more people moving into smaller living spaces, as directed by the provincial Growth Plan, and could slow down rising housing costs.

According to the building industry consortium that commissioned the report, three other keys to easing the housing crisis and improving affordability are:

Eliminate barriers or create meaningful incentives to increase the supply of purpose-built rental stock.
Encourage more transit-oriented development as part of the planning process for both new residential and mixed-use projects. CANCEA’s research says about 70% of GTHA commuters use cars but only 20% use transit – these numbers must shift as the population increases.
Facilitate more mid-rise residential and mixed-use development through pre-zoning.

Province releases updated land use plans

The Ontario government yesterday released four updated land use plans aimed at balancing protecting the environment and promoting vibrant communities as the Greater Golden Horseshoe grows. The region is projected to see its population increase to 13.5 million between now and 2041 as it absorbs an estimated four million people.

“This region will continue to experience a lot of growth in the coming years, so we need to be wise about the way we plan and build our communities,” said Minister of Municipal Affairs Bill Mauro.

The updates come as part of broader reforms of the province’s land use planning system, which include a proposal unveiled Tuesday to replace the Ontario Municipal Board. Two years of consultation and study informed revisions to the Growth Plan for the Greater Golden Horseshoe, Greenbelt Plan, Oak Ridges Moraine Conservation Plan and Niagara Escarpment Plan.

Collectively, the updated plans are aimed at bolstering the agri-food sector, complete communities, jobs attraction and retention, and public open spaces, as well as improving safeguards for natural and water resources, reducing greenhouse gas emissions and supporting municipalities in mitigating the effects of the extreme weather caused by climate change.

“These revised plans provide a much smarter approach — by making more efficient use of land, resources and infrastructure — so we can protect our environment, preserve precious farmland, boost our economy, address climate change and develop smart, sustainable, transit-supportive communities,” said Mauro.

In a statement yesterday, Tim Hudak, CEO of the Ontario Real Estate Association (OREA), welcomed the attention paid to expanding the housing supply and range of options available on the market in the updated plans.

“Municipalities that have the space will now be able to accommodate ‘missing middle’ housing types like townhouses, stacked flats or mid-rise buildings, creating more affordable choices for first-time buyers, young families and down-sizers,” said Hudak.

While the Ontario Home Builders’ Association (OHBA) credited the province for factoring the diversity of the Greater Golden Horseshoe’s communities into its updated plans, the OHBA cautioned that persisting delays in approval and red tape could jeopardize housing supply, choice and affordability.

“Our short-term concern has always been that without appropriate transition, the implementation of the update land use plans could undermine current housing in the pipeline,” said Joe Vaccaro, CEO of the OHBA. “Our industry is currently fighting the delays created by the previous plan, which prevented bringing much-needed housing supply and choice to Ontarians.

“We need provincial funding and approval to deliver public transit, clean water and infrastructure and build complete communities.”

The OHBA further underscored that the updated Growth Plan will deepen the decade-long trend toward density in the mix of newly built housing, which has seen a drop in low-rise supply and surge in high-rise supply.

“This new Growth Plan will not alleviate either the housing supply crunch or escalating housing prices,” said Vaccaro. “However, we believe that new interim targets and the recognition by the Province for needed local flexibility will provide a smoother transition.”

Creating great community facilities

Municipalities constantly face the challenge of delivering high quality services to their communities. The delivery of many of these services requires state-of-the-art facilities such as community centres that meet today’s needs while anticipating those of the future.

Each community centre is an opportunity to add another “piece of urban fabric that should represent and be characteristic of the community it’s being developed for,” according to architect Walter Francl.

Francl was one of four panelists speaking at a session called “Creating great community facilities – from the municipal perspective” during Buildex Vancouver 2017. He highlighted a few different innovative facilities which have become important gathering places for their respective neighbourhoods including Creekside Community Centre and Wesbrook Community Centre.

The City of Vancouver and the City of Surrey are two leading municipalities that have different issues when it comes to community facilities. Vancouver has many old buildings from the 50s as well as exciting new ones, while Surrey is one of the fastest growing cities in North America so they have different issues to deal with, according to Danica Djurkovic, Vancouver’s director of facility planning and development.

Djurkovic began by talking about the history of communities and how community facilities reflect society which still “rings true today.”

“We can get a solid picture of our society by looking at community facilities… the level of engagement and commitment to community facilities tells a story even today,” she said.

At the City of Vancouver, there is a sense of accountability and responsibility to play a leadership role and lead by example, continued Djurkovic, citing as an example of how the city tests codes on their own buildings before implementing them for the private sector.

The city owns 650 buildings in Vancouver and 465 of them are community facilities, she said, and many of them inherited from the 50s are neighbourhood based. The city uses a robust database and program for asset management.

“We have excellent sense of the conditions of our buildings,” she said, adding the database is used to inform “future decisions on renewal, renovation or disposition of properties.”

Scott Groves, manager of civic facilities for the City of Surrey, said the municipality was known as a suburb where people commute in and out of, but now the goal is to transform into a vibrant city. That transformation is starting with a new city centre that is “much larger than Vancouver.”

Surrey has a huge land base, as large as Vancouver, Burnaby and Richmond combined, noted Groves, and population growth is happening south of the Fraser Valley in Surrey and Langley. “We have 1,000 people a month moving into the city,” he said.

Groves highlighted the new city hall which was moved to the geographic centre of the city to act as a catalyst for new development such as the City Centre Library.

A recent project he is very proud of is the Grandview Heights Aquatic Centre, a community hub that was built “before the community got there.” Grove explained the building will act as an anchor for the new community.

The Aquatic Centre delivers “world class architecture” but looking great isn’t enough, it must also be a place where people want to be and use, stressed Groves. And the centre has been successful that way, with 3,000 people using the facility daily last summer.

The next project for Surrey is developing the Clayton Community Hub, which will integrate a library, arts, recreation and outdoor spaces in a single facility. “The community is one of our fastest growing and it doesn’t have a heart,” said Groves. “Creating a community facility, it changes society. That’s our goal on this one.”

Darryl Condon, managing partner at HCMA Architecture + Design, discussed the design process and strategies for Clayton facility. “We are trying to create a new model – new hybrid where it’s integrated into a much higher level so we need to think differently,” he said.

Diverse stakeholders within Surrey were brought together to brainstorm ideas to develop a set of values and principles that could bind the project together even before design started. Dynamic and creative means were used to engage people and encourage them to participate, said Condon. They held an “ideas fair” to gain input from the public.

The overriding message from the community was they were “desperate for hang out space” and collaborative and friendly environments. Condon said these are not unique themes but they are prevalent in creating great community facilities.

Cheryl Mah is managing editor of Design Quarterly