CHARTING NEW WATERS
the
Aquatic and Community Centre.
FINDS ENERGY SAVINGS
Smart applications that can be effective before comprehensive retrofits.
MAKING A SPLASH
The təməsewtxʷ Aquatic and Community Centre in New Westminster, British Columbia, is Canada’s first completed all-electric facility to achieve the Canada Green Building Council’s Zero Carbon Building-Design Standard.
Healthcare facilities launch programs that combine health, nature and climate action.
Project delivery at North York General Hospital.
Setting the stage for more efficient operations during summer and beyond.
MAKE WAVES
Aquatic centres are one of the most energy-intensive facilities and a significant source of greenhouse gas emissions, which is why architects are making waves with new designs that prioritize sustainability.
The four-pool t ə m ə se wtx ʷ Aquatic and Community Centre in New Westminster, B.C., became the first completed all-electric facility in Canada to achieve the Canada Green Building Council’s Zero Carbon Building - Design standard. The standard was created as a tool for the green building sector to decarbonize buildings and reach national climate commitments. On page 16, hcma architecture + design discusses its vision behind the space. Indigenous voices also deeply informed the planning process and various features.
Further on the topic of sustainability, some healthcare institutions are rewilding their facilities and bringing forests to patients. Doing so helps create carbon sinks and supports biodiversity in urban settings. There are also innovative programs that bring nature indoors to strengthen social connections for vulnerable populations.
In many hospitals across the country, leaders are also organizing capital projects while maintaining full operations. Check out some lessons learned from North York General Hospital’s VP of planning, development and clinical support.
There is lots more in this issue, including a look at where the federal government stands with its office downsizing plan and how AI can help decarbonize existing buildings and deliver energy savings.
As always, check out the REMI Network for more news, tips and trends!
Happy Summer!
REBECCA MELNYK
EDITOR, CANADIAN FACILITY MANAGEMENT & DESIGN
REBECCAM@MEDIAEDGE.CA
SPRING/SUMMER 2025 Volume 40, Issue No.1
PUBLISHER: Ron Guerra rong@mediaedge.ca
EDITOR: Rebecca Melnyk rebeccam@mediaedge.ca
ART DIRECTOR: Annette Carlucci annettec@mediaedge.ca
GRAPHIC DESIGNER: Thuy Huynh-Guinane roxyh@mediaedge.ca
PRODUCTION MANAGER: Ines Louis Inesl@mediaedge.ca
CONTRIBUTORS: Barbara Carss, Rudy Dahda, Katrin Ferge and Marcia O’Connor.
CIRCULATION: Adrian Holland circulation@mediaedge.ca
PRESIDENT: Kevin Brown kevinb@mediaedge.ca
GROUP PUBLISHER: Sean Foley seanf@mediaedge.ca
Canadian Facility Management & Design (CFM&D) magazine is published two times a year by MediaEdge Communications Inc., 251 Consumers Road, Suite 1020, Toronto, Ontario M2J 4R3 Tel (416) 512-8186; Fax 416-512-8344 email: circulation@mediaedge.ca
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[ foundations ]
BIOINNOVATION FIRST
The newly opened Neptune BioInnovation Centre is promised to transform Nova Scotia’s bioindustrial sector and boost domestic supply chains.
Set to become a world-leading facility, it will foster advancements such as smart materials, bioplastics, green chemicals, therapeutics and alternative proteins.
Located in Dartmouth, the multi-user complex is a first-of-its kind in Canada and one of three in the world, thanks to a $18-million public-private partnership.
YUKON GAME-CHANGER
A new convention centre in Whitehorse will become a major economic hub for local businesses and the tourism industry. The territorial government is investing $18.75 million into the Yukon Gathering Place, which will also host cultural and community activities. Sustainability will be top of mind with locally-sourced materials, innovative waste management solutions, and energyefficient infrastructure.
The project is scheduled to open in 2028 through a partnership with the Government of Canada and Chu Níikwän LP – the economic development arm of Kwanlin Dün First Nation. The venue will be twice the size of the former High Country Inn convention centre and could double the direct economic impact of convention business to $13 million per year.
CANADIAN MADE
MONTREAL MOBILITY
A vast site in the east of Montreal, currently occupied by two shopping centres, will be redeveloped into a transitconnected, mixed-use neighbourhood. The project will unfold over seven phases spanning 15 years and require a total investment of $3.5 billion.
LANGELIER will be city’s largest mixed-use development in recent years. For the first phase, Groupe MACH will build five residential towers and a linear park. A 75,000- square foot cultural centre, library and performance centre will wrap around a public square centred on the future metro station that will open in 2031.
The neighbourhood will span 1,450,000 square feet, comparable to 25 football fields, at the intersection of JeanTalon Street and Langelier Boulevard.
The proposal aims to transform the site from a major heat island into a people-centric hub of active mobility.
RAIC’S CLIMATE ACTION PLAN
The Royal Architectural Institute of Canada has launched its Climate Action Plan (CAP) – A Framework for Engagement and Enablement. The CAP sets a course for the architectural community, providing a dynamic roadmap to accelerate the transition toward low-carbon, resilient, and regenerative development and design.
The Canadian Tire Corporation is transforming its midtown Toronto office into a next-generation headquarters for thousands of employees. Two towers at the Canada Square property are set for redevelopment. Originally constructed in the 1960s and 1970s, the 18-storey building at 2180 Yonge Street will undergo internal upgrades and a complete façade renewal, followed by a full renovation of the 17-storey tower at 2200 Yonge Street. Co-owners Oxford Properties Group, the global real estate arm of OMERS, and CT Real Estate Investment Trust are partnering with CTC to deliver 680,000 square feet of modernized office space., new employee amenities, and nearly 15,000 square feet of groundfloor retail space. Construction will begin in late 2025.
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BY MARCIA O’CONNOR
PROPERTY CRIME TRENDS
Strategies for vandalism, theft and facility damage.
Property crime rates in Canada, while still historically low, are on the rise.
A recent study from the Fraser Institute found that large urban areas across the country rank quite highly, even relative to some U.S. cities. For instance,Toronto was found to have a 40 per cent higher property crime rate than New York.
Safety and risk mitigation have become even more vital to facility management operations. Incorporating such strategies into security protocols is crucial for reducing these incidents and safeguarding both customers and properties.
Security plays a fundamental role in preventing and reducing break-ins, theft, and vandalism. Effective security measures should be proactive rather than reactive, identifying and eliminating vulnerabilities before they become liabilities.
Regular inspection and risk assessments will help determine what security measures buildings and sites may need. Identifying risks early can prevent incidents before they occur. Here are some top preventative recommendations to help assess if properties are geared for safety:
Are there hazards or threats at entrances, equipment areas, land or property, garages, or parking lots?
Do not forget to consider operating hours: is it safer to potentially minimize evening work hours or make areas safer at night?
Who has access to your building? Is it safer to create a key card entrance
system for all employees and require visitors to check-in at reception with credentials?
Install cameras and CCTV coverage strategically in high-risk areas to proactively identify and mitigate threats and monitor around-the-clock in parking lots, garages, supply areas, and entrances.
Signage: indicating that you have an active alarm or surveillance system is a simple yet effective risk mitigation tool. It is an inexpensive deterrent that reinforces security presence and discourages criminal behaviour.
Security patrols and guards: Having visible security patrols can prevent incidents before they occur, reassuring staff and customers.Trained personnel can respond quickly to security threats, making this an effective risk mitigation measure.
Emergency lighting and motion detectors: These enhance safety in garages and car parks, helping prevent theft, accidents, and unauthorized activities.They also act as an added risk mitigation tool by improving visibility and deterring crime.
Strengthening property boundaries can serve as a major deterrent. Consider adding fencing, concrete barriers, security patrols and CCTV monitors. With growing media coverage, we have real-time access to security incidents occurring in facilities worldwide.These occurrences will help us combat unplanned violences that are happening in our communities.
After the assessment, develop a plan that strengthens security measures, ensuring that risk mitigation strategies are built into existing operational plans.
A good security plan usually includes accountability. The assessment should include who is responsible for each area and establish a quarterly or yearly review
to identify any changes that require updates to the security plan.
By implementing a layered security approach, facility managers can integrate these risk measures into their safety strategies, offering greater protection to staff, customers, and our facilities. Engaging with customers in safety ideas can help identify gaps that may otherwise be overlooked.
Safety assessment and implementation plans should be reviewed annually for continuous improvement. A well-structured plan not only enhances security but also reduces internal crime and employee theft. As facility managers, ensuring the safety of our customers is not just a duty—it’s our top priority. |
CFM&D
Marcia O’Connor is president of AM FM Consulting Group. She is a strategic-minded leader with more than 20-plus years of progressive experience in corporate real estate, asset management, and integrated facilities management. Marcia has a passion for mentoring young professionals and helping people, teams, and organizations see their potential. She is the lead instructor for the University of Toronto School of Continued Studies, Facility Management Certificate Program. She was recently honoured with an Excellence in Teaching Award from the University of Toronto.
25_000564_CFMnD_Spring_CN Mod: January 24, 2025 4:34 PM Print: 02/18/25 page 1 v2.5
MAINTAINING SAFE AND RELIABLE HOUSING:
BLACK & McDONALD’S ROLE IN VANCOUVER’S SINGLE
ROOM OCCUPANCY RENEWAL INITIATIVE
Black & McDonald (B&M) is proud to play a key role in the Single Room Occupancy (SRO) Renewal Initiative, a project dedicated to revitalizing 13 heritage hotels in Vancouver’s Downtown Eastside. With approximately 900 residential units, this initiative provides stable housing
for individuals facing complex challenges. Our team is responsible for Facility Maintenance, ensuring the functionality and safety of these essential buildings and enabling residents access to stable housing with integrated support services. Through a combination of self-performed
Photo by Sama Jim Canzian
services and strategic subcontracting, B&M delivers comprehensive mechanical, electrical, and plumbing solutions, as well as general maintenance for building systems, fire safety, and structural integrity.
A MULTITRADE APPROACH TO FACILITY MAINTENANCE
B&M’s scope of work encompasses a diverse range of services, ensuring every building remains operational and safe. Our responsibilities include:
• Technicians performing all HVAC, mechanical, electrical, and plumbing services to the units
• Extensive major maintenance, repairs, and replacements
• Fire alarm and fire safety systems upkeep
• Cold water plumbing systems
• Building make-up air supply and filtration
• Base building maintenance
Through our Central Call Centre, we provide a streamlined response system for maintenance and repair requests. This communication method has ensured effective and efficient services. The Call Centre is also paramount in acting as the checkpoint for all work requests and prioritizing and dispatching them to ensure effective response to demand maintenance.
SUPPORTING BC HOUSING WITH RESPONSE & SPECIALIZED SERVICES
B&M is not only responsible for routine maintenance but also plays a critical role in responding to additional work requests. These requests vary from making additions to CCTV camera systems, rebuilding equipment damaged by fire or flood, and electrical upgrades to support the addition of cooling on site. By leveraging both self-performance and trusted subcontractors, we maintain service quality across all properties. Our commitment to service excellence is further demonstrated through our ability to handle projects of varying sizes. Minor projects under $300K are efficiently executed while larger-scale renovations and system upgrades are carefully planned and managed to ensure a smooth project experience without interruptions.
INNOVATION AND EARLY INVOLVEMENT FOR BETTER OUTCOMES
One of B&M’s key strengths in this initiative is our proactive approach to project management. The contract
has stringent requirements in place, requiring working with BC Housing and the nonprofit service providers that are delivering services to residents who face complex challenges. By engaging with BC Housing from the bid stage, our operations team has helped shape the contract in a way that ensures maintainability, reliability, and serviceability. This early involvement has allowed us to anticipate challenges, optimize maintenance strategies, and contribute valuable lifecycle insights for ongoing renovations.
A LASTING IMPACT ON VANCOUVER’S HOUSING INFRASTRUCTURE
B&M’s continued involvement in the SRO Renewal Initiative demonstrates our expertise in heritage building facility management and our ability to provide solutions that support the infrastructure needs of BC Housing. By maintaining a balance between reactive and proactive maintenance, we ensure that each facility remains functional. Our team is committed to upholding the highest standards of service while adapting to the unique challenges of this initiative. By leveraging our technical expertise, we are not only meeting contract expectations but also supporting BC Housing in maintaining these important heritage buildings.
For more information, visit www.blackandmcdonald.com or reach out to facilityserviceinquiries@ blackandmcdonald.com
BY BARBARA CARSS
AI FINDS ENERGY SAVINGS
Artificial intelligence is proving useful for teaching old dogs new tricks in the existing buildings sector.
Energy management and decarbonization specialists speaking at The Buildings Show last December highlighted some AI applications that can be effective ahead of comprehensive retrofits, to find and deliver energy savings and emissions reductions while legacy HVAC and building envelope systems are still in place.
Notably, some older buildings are now leveraging thermal mass to off-
set heating and cooling. Tobias Janes, director of technical services with the AI-based energy management service, EcoPilot Canada/US, explained how the technology now rapidly interprets outdoor conditions, energy sources and the thermal conductivity of materials within a space to derive a more precise reading of HVAC requirements and more efficiently control the supply of heating and cooling.
He likened it to using buildings as batteries, with AI supplying the insight
on how to draw on stored energy and when to recharge. That’s based on the premise that allowing for a 3-degree Celsius swing in building temperature can reduce HVAC energy requirements by 25 to 40 per cent.
“Using free energy and artificial intelligence, we can optimize HVAC efficiency and comfort,” Janes said. “We never want to heat and cool at the same time, and we want to push those periods farther apart so that we don’t heat and cool in the same hour or we don’t
heat and cool in the same four-hour window.”
A range of energy performance variables underpin how proficiently that might occur, but data is the critical element to reveal how it can be realized.
The energy-saving approach, based on thermodynamic principles, was long ago identified as theoretically possible, but has only more recently become practically achievable.
Janes noted that pioneering 1970sera research at Sweden’s KTH Royal Institute of Technology remained largely aspirational until technology caught up. The first step — the outside air reset control — arrived in the 1980s, but it would be a few more decades before other enabling technology was commonplace.
“In 1975, computers were these massive things that cost hundreds of thousands of dollars. It just wasn’t practical to do these strategies they thought could be implemented,” he observed.
“Now you can buy an industrial computer with an expected lifespan of 10 years for $2,000.”
Today, wireless temperature sensors can deliver a detailed breakdown of variations throughout a building, while AI-based systems factor in variables such as the current outdoor temperature, forecasted weather conditions, heat output from solar radiation,
“Using free energy and artificial intelligence, we can optimize HVAC efficiency and comfort.”
plug load and the building occupancy and how various building materials store and release energy. Using that information, the EcoPilot system uses standard open protocols (BACnet over IP or Modbus TCP) to disable or enable heating and cooling and control the supply temperature setpoint. That compares to the conventional building automation system (BAS) approach of disabling the boilers when the outdoor temperature hits 15⁰ C and enabling the chillers at 18⁰ C.
“Each building — how it’s laid out, where it’s positioned, what it’s made from — has its own dynamic structure and you’ve got to be able to measure that,” Janes advised. “It’s looking at how much energy is stored in the space, how long it’s going to take that energy to dissipate out of the space and how the dynamic effects — solar radiation, outside air, temperature, occupancy — are going to affect it in the future. So instead of constantly reacting to this outside air temperature, it’s constantly preparing for what’s going to happen in the future.”
AI-POWERED WASTE MANAGEMENT
Although a more finely tuned HVAC control system cannot rectify building design or systems inadequacies that undermine energy performance, it does deliver data that can help to identify imbalances, system failures and other chronic issues. “We’re able to pull all of the data for the building automation system — pump speeds, damper positions, valve positions, all of these things — all in one place where it can be visualized,” Janes said.
Looking at energy savings and emissions reductions, he cited the example of a 1970s-vintage, concrete office building in Halifax achieving a 25 per cent reduction in HVAC costs for a two-year payback on the investment. That came with combined emissions reductions from gas and electricity equivalent to 1.2 million kilowatt-hours in the first year. Since then, the building owner, Crombie REIT, has adopted the system in other buildings in its portfolio.
Other Buildings Show presenters commended the role AI can play in developing cost-effective building- and
A project that uses artificial intelligence to manage event-generated waste is underway at Palais des congrès de Montréal. The international convention centre collaborated with Polytechnique Montréal during the 2025 winter season.
A group of four undergraduate students in software engineering designed an intelligent system capable of identifying, characterizing and quantifying waste produced during each event. This process will provide the Palais with precise data on the environmental impact of the events it hosts.
Through data collection, the Palais hopes to acquire a better understanding of event-related consumption habits and waste production. The ultimate goal is to develop customized strategies for each type of event to reduce waste production and promote more sustainable alternatives.
Spearheading the project is IVADO, an interdisciplinary, cross-sectoral research and knowledge mobilization consortium dedicated to advancing AI. IVADO is led by Université de Montréal and its four post-secondary partners: Polytechnique Montréal, HEC Montréal, Université Laval, and McGill University.
[ fm technology ]
portfolio-level decarbonization plans.
Marine Sanchez and Ian Miller, principals with the consulting firm, RDH Building Science, stressed the importance of such plans to help owners/ managers plot out and prepare fund-
ing strategies for emissions-reducing interventions. They also highlighted the virtual energy modelling and decarbonizing planning tools from the digital data service provider, OPEN Technologies.
“We’ve done energy modelling the long and detailed way and we’ve also used their AI tool and found it’s coming up with very similar results,” Miller reported. “You essentially plug in the parameters of the building — the size; the construction; your energy bills; all those sorts of things — and it uses artificial intelligence by comparing it to other projects that they’ve done in the past. It’s allowing the audits to be done and these plans to be developed for a much lower cost.”
“They are technically a competitor to us, but, the truth is, there is so much work (to achieve industry-wide decarbonization) that we need everything to get faster and cheaper,” Sanchez concurred. “What they are providing is information that is good enough for us to then add value with our expertise.”
| CFM&D
Barbara Carss is the editor-in-chief of Canadian Property Management.
MAKING A SPLASH
A barrier-free aquatic facility brings an all-electric design to the community of New Westminster, B.C., while advancing reconciliation.
BY REBECCA MELNYK
THE FOUR-POOL AQUATIC CENTRE BRINGS ACCESSIBILITY TO THE FOREFRONT. PHOTO BY NIC LEHOUX.
The təməsew txʷ Aquatic and Community Centre in New Westminster, B.C., was named after the playful, curious nature of a sea otter and its family-oriented personality. This storytelling reflects a visitor experience the local community was hoping to create at the newly completed facility.
Meaning “Sea Otter House” in the hənqəminəm language, təməsewtxʷ encompasses a gathering place where social connection, inclusivity and participation thrive, and supports the city’s desire for reconciliation, which was a key element for hcma architecture + design’s vision.
The firm took a multilayered approach in this respect, which included an Indigenous blessing ceremony at the grand opening and, beforehand, the involvement of a naming advisory committee composed of representatives from Spirit of the Children Society, Qayqayt, q ʷa:̩n ƛən (Kwantlen), xʷməθkʷəy əm (Musqueam), and Sḵwx̱wú7mesh (Squamish) Nations, staff from School District 40 and city officials.
Throughout an Indigenous engagement process, designers also learned how the centre must be welcoming to Indigenous youth in a time of crisis or when home feels unsafe.
As a companion piece to təməsewtxʷ,
Indigenous artist and master carver James Harry of Squamish Nation created a public art installation called Miyíwts (“Water’s Edge”) as a way to inspire collective pride. The mirror polished stainless steel sculpture stands 16 feet high and reflects the strength and power of the site’s former Glenbrook Ravine.
“As I visited this site, I was moved and inspired by the way water had carved away the earth and stone in the ravine, creating intricate shapes that spoke to the history of the land,” Harry said in an artist’s statement.
“I grew up in New Westminster as an Indigenous student. It was the beginning of a time of growing awareness of the power of my ancestry and the complexity of my peoples’ history. My personal journey, combined with these awakenings, helped me create a sculpture that reflects the strength and power of the ravine site while referencing my Salish roots.”
Over the past few years, hcma has been embedding Indigenous design principles in various projects. The firm’s in-house Indigenous design studio, led by Aiden Callison, continues to push the status quo by working with First Nations in the region to shift power and find opportunities to decolonize processes, systems and projects.
To further advance reconciliation efforts, the architects approached the design of the 114,571-square-foot centre—the city’s largest capital project to date—as an extension of the land.
“The centre is situated on the edge of a residential neighbourhood north of the Fraser River, which has long been a cultural and economic life source for Indigenous peoples,” explains Fast. “Located on the site of the former headwaters of Glenbrook Ravine, which was lost to development over the preceding decades, the project takes a strong stance toward reconciliation with the natural character of the landscape.”
The design prioritizes an east-to-west cardinal orientation over the colonial urban grid. The building sits along the natural topographic line of the former ravine, counter to the residential streets that surround it. The headwaters to the north have been reconnected with the remaining branch of the ravine to the south, establishing a major public green space and rain garden adjacent to the facility’s south plaza.
A BARRIER-FREE GATHERING SPACE
Completed in May 2024 and delivered at a cost of $114 million, the project has since won national and global accolades, including a Prix Versailles 2024 World Title Special Prize for an Interior in the Sports category. The facility is the third
Canadian project to earn the recognition since the prize was established in 2015.
Before completion, the facility was also recognized with a World Architecture Festival award for Civic Facilities (Future Projects) in 2021, and this past November, təməsewtxʷ was awarded with a RHF Accessibility Certified Gold rating under the Rick Hansen Foundation Accessibility Certification program.
A two-year community engagement process brought accessibility to the forefront, along with the flexibility to future-proof the building, which features a four-pool aquatic centre with sauna and steam rooms, universal washrooms and change rooms, a fitness centre, gymnasia, community rooms, licensed childcare, administrative offices, as well as new plazas and greenspaces.
According to Fast, inclusive design and physical accessibility were core aspects of the facility’s planning and detailing, with generous circulation space and additional handrails, high-contrast signage with braille and tactile directories, elevator access to level 2 programming and benches and accessible furnishings with backs and armrests.
Inside the fully universal washrooms are lift devices, with adult change tables in both wet and dry spaces.
For a more inclusive pool experience, the 50-metre lap pool features a moveable
CLOCKWISE FROM BOTTOM LEFT: THE 50-METRE LAP POOL HAS A HEIGHT-ADJUSTABLE FLOOR; SOCIAL LEISURE POOL WITH VIEWS TO THE SOUTH PLAZA RAVINE OUTDOOR SPACE; THE SOUTH PLAZA AT NIGHT. PHOTOS BY NIC LEHOUX.
floor, which can be adjusted to different heights for people of all abilities, including those in wheelchairs. It rises from a 2.5-metre depth to a 0 depth in less than a minute.
Pool change rooms have options for all genders and dedicated male and female spaces. There are ramps and bench entries into leisure and family hot pools, with transfer ledge entry and lift access in the adult hot pool. A provision for blocking visual access to pool areas accommodates all-body, women-only, neurodiverse or cultural-sensitive swims.
AQUATIC AMBITION
The aquatic spaces aren’t just accessible. Reducing energy use was also top of mind. The community centre is the first to use a gravity-fed InBlue filtration system, which uses a drum filter system with lower water consumption and energy requirements, says Fast.
“Based on monthly usage since its opening, the filtration system alone is on track to reduce energy costs annually by over $100,000,” he says. “The biggest benefit from this system is the reduced levels of required chlorine, leading to much better water and air quality for swimmers. Initial results show that the system produces air and water quality far exceeding the standards set out by the Health Act.”
Overall, the centre is aiming for a 92 per cent reduction in greenhouse gas emissions compared to the building it replaces. It also became Canada’s first completed all-electric facility to achieve the Canada Green Building Council’s (CAGBC) Zero Carbon Building-Design Standard, an ambitious feat that brought its own challenges.
“Pools are one of the most energy-intensive building types,” says Fast. “Pur-
suing the Zero Carbon Building Design Standard required new ways of thinking and new design strategies in order to address the stringent requirements of the certification.”
The firm worked with the CAGBC to share knowledge about the unique issues and energy needs of aquatic facilities.
“We collaborated to establish thresholds of performance that best reflect the energy demands of a natatorium, balanced with less energy intense spaces in the surrounding community centre,” says Fast. “Together with the CAGBC, we traced a path forward for similar energy-intensive projects to navigate and successfully achieve ZCB Standard requirements.”
Besides the gravity-fed pool filtration, pools separation for increased energy efficiency and an all-electric mechanical system for both heating and cooling, minimizing energy use was achieved through a range of other strategies, such as compact massing and form factor, a highly-efficient envelope, shading on the south, east and west facades, natural ventilation, abundant daylight and heat recovery ventilators. The building orientation and program overlay were also optimized for energy efficiency.
“On a tactical level, to successfully minimize energy use, the design strategy for təməsewtxʷ applies a passive approach first, considering not only how the architecture can respond to specific site conditions for efficiency and comfort, but how operational conditions, strategies, and expectations inform the design,” explains Fast.
To ensure a low-impact result meant reducing demand first, then optimizing active systems.
“This means that insights from operators play an important role in the design process,” he further explains. “Pursuing certifications can seem abstract for those who are less familiar, but by ensuring involvement and making environmental performance feel more tangible in decision-making, we can all work together to achieve a high-performance result.
There may be trade-offs, but rating systems like the Zero Carbon Building – Design Standard help to create a framework that can influence and inform sustainable design strategies.” | CFM&D
THE SOCIAL LOBBY. PHOTO BY NIC LEHOUX.
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In tandem with the commercial real estate industry and over 450 recognized subject matter experts, we are proud to offer the BOD Program and its 22 certificates to all Building Operations professionals.
Over 2,900 real estate and operations professionals have already registered across Canada and many have attained various BOD Program certificate diplomas.
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6 things you need to know about gas absorption heat pumps
Gas absorption heat pumps are relatively new to B.C. but have been used in Europe for space and water heating for more than two decades. Here’s what you need to know about this innovative technology:
1 They can operate at more than 100 per cent efficiency.
By using the evaporation and absorption of liquids to transfer heat, a gas absorption heat pump creates more than one unit of heat for every unit of energy it uses.1
2 They can maintain a comfortable space on the coldest days.
Gas absorption heat pumps are designed to operate efficiently in colder climates, even when temperatures drop below -40 °C.
3 They can be used in a variety of buildings.
These heat pumps can be suitable for a wide range of commercial, multi-unit residential and institutional buildings, like offices, hotels, care homes, recreation centres and more.
4 They can reduce GHG emissions2 with fewer upgrades.
Gas absorption heat pumps can use the gas equipment that’s already available in a building, like ductwork and piping.
5 They allow customers to choose their preferred energy source.
Gas absorption heat pumps can help reduce energy use, operating costs and associated GHG emissions for customers who prefer—or need to use—gas for space and water heating.
6 Gas heat pumps allow customers to further reduce emissions with Renewable Natural Gas. 3
These units provide an opportunity for customers to designate up to 100 per cent of their energy as Renewable Natural Gas (RNG) to help lower overall emissions further.
1Coefficient of performance (COP) and gas usage efficiency (GUE) results of more than 1.0 were achieved in a Robur A gas absorption heat pump system with dynamic controls, as recorded by Building Energy Solutions (BES) Ltd. in its measurement and verification report for the gas absorption heat pump pilot, phase three and four, September 9, 2021.
2When compared to standard-efficiency, 80 per cent annual fuel utilization efficiency, gas furnaces and boilers.
3Renewable Natural Gas (also called RNG or biomethane) is produced in a different manner than conventional natural gas. It is derived from biogas, which is produced from decomposing organic waste from landfills, agricultural waste and wastewater from treatment facilities. The biogas is captured and cleaned to create RNG. When RNG is added to North America’s natural gas system, it mixes with conventional natural gas. This means we’re unable to direct RNG to a specific customer. But the more RNG is added to the gas system, the less conventional natural gas is needed, thereby reducing the use of fossil fuels and overall greenhouse gas emissions.
*When compared to standard-efficiency, 80 per cent annual fuel utilization efficiency, gas furnaces and boilers. FortisBC Inc. and FortisBC Energy Inc. do business as FortisBC. The companies are indirect, wholly owned subsidiaries of Fortis Inc. FortisBC uses the FortisBC name and logo under license from Fortis Inc. (24-122.10 10/2024)
(up to 75 per cent of the total project costs) for energy-efficient gas absorption heat pumps in eligible commercial, multi-unit residential or institutional buildings.
Terms and conditions apply.
Not sure how this heat pump will integrate with your building’s existing systems? Eligible commercial customers can additionally receive up to $20,000 in feasibility study funding.
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BY REBECCA MELNYK
NATURE AND NURTURE
Bringing forests to healthcare facilities.
Awalk in the woods can boost mental health but it isn’t always feasible for more vulnerable populations. Specifically in healthcare facilities, where sterile aesthetics replace trees, plants and flowers, nature-based interventions can support the emotional well-being of patients and staff who spend much of their time indoors.
Amelia Fletcher, workplace health promotion coordinator at Nova Scotia Health, helped launch a hospital wellness garden, located on a public patio between the Abbie J. Lane Memorial building and Camp Hill Veterans Memorial building at QEII Health Sciences Centre in Halifax. She described the project during a discussion, hosted by the Canadian Coalition for Green Health Care earlier this year.
Creating the green oasis was a team effort between patients and staff, with funding through the Nova Scotia Mental Health Foundation.The plan entails partnering with the mental health and addictions program and inpatient psychiatry, jumpstarting a native pollinator garden and building accessible raised beds from recycled materials through a partnership with Lake City Works, an alternative vocational program that supports adults living with severe and persistent mental illness.
“The garden created an opportunity to access the evidence-based benefits of nature on physiological, cognitive and physical health in an urban setting,” said Fletcher. “Some of these benefits include self-esteem, mood, mental fatigue, attention, memory, problem solving, social connection, cortisol reduction and decreased length of recovery and pain management.”
Users are able to access healthy food choices, boost physical activity and social skills, learn about food insecurity, and then transition these skills into the community. “We worked with clients in the early spring to identify flowers and vegetables they would like to see grown in the garden beds and pots, and we incorporated daily gardening maintenance and harvesting into pre-existing programs and groups.”
Some of these programs are mindfulness and cooking groups. Through an indoor gardening group, patients can plant seedlings from the facility’s plant library and receive nature-based coping strategies, such as accessing community gardens and green spaces after leaving the facility.
“Each month, clients would prepare a meal and the produce from our garden to donate to Shelter Nova Scotia,” Fletcher added. “Our garden also facilitated opportunities to build and practice sensory-based coping through mindfulness prompts and aromatherapy.”
Green spaces also improve employee health and well-being,from better job satisfaction and attention to support for mental fatigue and anxiety.“Word traveled quickly about our little garden,so we noticed people from all buildings and programs within the QE2 Health Science Centre coming to enjoy their breaks and their lunch,” said Fletcher. “You could often see staff reading, sunbathing or engaging with the mindfulness prompts that we had posted around the garden.”
From a sustainability viewpoint, the project fuelled larger discussions around carbon sequestration, biodiversity, composting and recycling, water use, climate change and making greener lifestyle choices. As she noted, feeling more connected with nature is linked to pro-conservation behaviours.
A GARDEN EXPERIENCE YEAR-ROUND
To bring nature-based therapies inside healthcare facilities, the Forget For a Moment Foundation raises funds to finance
THANKS TO A CONTRIBUTION OF $45,000 FROM ONTARIO DESJARDINS CREDIT UNION AND VARIOUS DONORS, THE FORGET FOR A MOMENT FOUNDATION DISTRIBUTED 30 JASMA HEALTH PLANTERS TO SENIOR RESIDENCES AND HEALTHCARE CENTRES LAST YEAR. PHOTO COURTESY OF THE FORGET FOR A MOMENT FOUNDATION.
the construction of natural structures in these settings, specifically creating restorative spaces through living green walls and healthcare planters.
“We do this to break down isolation and improve the physical and mental health of patients, residents, their families and caregivers alike, and to bring awareness of the healing power and benefit of bringing nature indoors,” said Michel Gauthier, the president and CEO.
Last year, a pandemic-inspired healthcare planter program was launched, with innovative garden planters that are mobile, adjustable and maintenance-friendly. Designed with residents, patients and healthcare staff in mind, they feature a capillary watering system to prevent soil spillage. So far, 30 planters were distributed to healthcare and long-term care residences across Ottawa and Eastern Ontario.
The planters complement programs, provide therapeutic benefits to residents, and encourage physical activity and social connections all year round.Their versatility extends to seasonal and thematic arrangements, with seedling choices that can be transplanted in the outdoor wellness garden.The planters also bring a sense of hope, purpose and belonging for older populations who once enjoyed their athome gardens.
A future goal is to establish a community of collaborators who engage with healthcare planter recipients. To date, the foundation has also brought four living green walls to healthcare facilities, such
as a 30-by-10-foot installation completed during the pandemic at Montfort’s Aline-Chrétien Health Hub in Orleans.
EMBEDDING PLANETARY HEALTH PRINCIPLES
As a planetary health lead at Fraser Health Authority, which serves more than two million people in British Columbia, Darryl Quantz has helped coordinate various climate and planetary health-related projects and oversees the planetary health strategy.
“By taking a planetary health perspective, we recognize the ecological crisis that we’re facing and the loss of biodiversity and degradation and how this impacts people’s health and well-being,” he said. “We also recognize that reconciliation is not possible without environmental reconciliation and the importance of traditional ecological knowledge as essential to our solutions.”
Addressing the buildings’ carbon footprint and associated waste is crucial for an estimated 85 per cent of patients within Fraser Health’s facilities. Embedded in the strategy is a regional goal to develop new and existing spaces to protect and regenerate the natural environment.
Fraser Health created various working groups for its planetary health strategy, including a natural environment working group. Members also come from an Indigenous health team, public health, the facilities, interested clinicians and a health and well-being team.
Partnerships with local university students have also spurred opportuni-
ties to improve the natural environment, including a site analysis from Katie Mcpartlin, a graduate student in landscape architecture at UBC. Last summer, she visited six acute and long-term care sites to help re-imagine green spaces.
During one visit, she examined an overgrown forest that never developed due a steep slope and setback regulations. Noticing the potential for stewardship and restoration, she recommended creating a forest management plan with help from community partners and volunteers.
Adding boardwalks and viewing platforms around the edge and adding interpretative educational signage will encourage positive natural connections. Increasing green space throughout the hospital grounds can also reduce disturbance to the sensitive forest habitat, in turn, boosting resilience against climate-related events.
To increase biodiversity in an urban setting, Mcpartlin also identified opportunities to plant more native species and a greater variety of street trees.
This site analysis also brought an opportunity to consider temporary green spaces during construction, said Quantz. As healthcare projects evolve, reviewing how landscaping contracts impact decision-making is another critical piece. “This project was a real opportunity to engage our facility staff and leaders,” he acknowledged. | CFM&D
[ healthcare ]
BY RUDY DAHDAL
CAPITALIZING ON LESSONS LEARNED
Over the past six years, North York General Hospital (NYGH) has undergone significant renovations, as part of the organization’s focus on renewing its facilities and enhancing the patient, family and staff experience. Needless to say, construction projects in fully operating hospitals are amongst the most challenging of projects, particularly in older buildings, where there’s likely to be unforeseeable site conditions along with other surprises during the course of construction. While some surprises cannot be avoided, having solid project management processes and practices help mitigate challenges and risks, and will undoubtedly result in better project outcomes.
The recent completion of several capital projects at NYGH and the imminent approval of several other larger projects have promoted the need to formalize internal project management processes to ensure smooth project delivery and drive better outcomes. A retrospective analysis of several completed projects has identified a number of key lessons learned in implementation of capital projects while maintaining full hospital operations. These learnings have re-emphasized the need to reset and refocus on
basic project management 101 principles, with prime focus on clearly defining project parameters, active governance, and effective communication and stakeholder engagement in all phases of the project.
Key pillars of this framework include scope definition and control; design reviews and approvals; quality control of construction documents; budget development and control; project governance; and communication and transparency.
SCOPE DEFINITION AND CONTROL
A well-defined project charter developed at the inception of every project will document the objectives and parameters of the project, including scope, budget, schedule, out-of-scope area, as well as risks and mitigating strategies. This ensures the project team plans and delivers a project with clearly defined and pre-approved parameters, and any deviations from such parameters are flagged to and managed by project sponsors.
DESIGN REVIEWS AND APPROVALS
All project stakeholders (clinical programs, infection prevention
Project delivery at North York General Hospital.
and control, occupational health and safety, digital, facilities, support services, security, foundation, patient experience partners) participate in a formal design review and sign-off meetings of the schematic design, design development and pre-tender package. This measure ensures stakeholders are fully informed of scope details. It is also meant to enhance accountability and reduce the need for design and scope changes during or post-construction.
QUALITY CONTROL OF CONSTRUCTION DOCUMENTS
To ensure construction documents issued for cost estimates or to tender are as comprehensive, accurate and coordinated as possible, project schedules incorporate an appropriate investigation period, at times guided by preconstruction services of a constructor, as well as sequential steps of design reviews and approvals by content experts and stakeholders. This measure ensures higher quality of construction packages issued for costing and tender. It also reduces the likelihood of significant gaps in costing versus tendered pricing related to design changes and ultimately reduces the likelihood of change orders.
BUDGET DEVELOPMENT AND MANAGEMENT
A robust methodology of budget development and control is a key success factor in project delivery. The process utilizes cost consultant estimates as only one of several tools to develop a comprehensive project budget that is aligned to the scope and guided by appropriate level of preconstruction investigations of areas in scope. Factors such as type and complexity of the project, the site under development, phasing plan, historical performance on soft costs like furniture, information technology and equipment, and an appropriate contingency are all critical factors in developing an accurate budget.
PROJECT GOVERNANCE
All projects require a defined governance structure. A project steering committee (size and membership project-specific) has responsibility for oversight of project delivery from inception to closeout. The governance structure also clarifies the process for approvals of any scope or budget changes.
COMMUNICATION AND TRANSPARENCY
Regular, open communication and alignment between the project team and key stakeholders are essential to optimal project performance. Clarity around project goals and objectives,
“As the healthcare construction market evolves, innovative approaches to project delivery and management are essential”
commitments to funders like foundations and donors and other stakeholders need to be well-defined and communicated. Project performance is anchored on three key drivers: scope, budget and schedule. Alignment of the entire project team on these three elements and awareness of any risks or new developments that may impact these drivers are critical to successful project delivery and are facilitated by regular, real-time reporting on project status to stakeholders.
SUCCESSFUL PROJECT DELIVERY
At first glance, these practices may seem basic and widely adopted, particularly for larger capital projects that typically follow rigorous project management processes and control measures for scope, schedule, budget and risk profile. However, these principles need to apply to any project, in any organization, regardless of size and value. Renovation projects in operating hospitals are especially complex and challenging, with many moving pieces, making solid project controls more critically important. Implementing these measures at NYGH significantly improved project delivery, as well as the credibility and trust between clinical programs, project teams, leadership teams and external stakeholders.
The construction industry is facing unprecedented challenges, including cost escalation, workforce shortages and supply chain disruptions. These factors create a perfect storm that underscores the need for solid project management processes.
BUT IS THIS ENOUGH?
As the healthcare construction market evolves, innovative approaches to project delivery and management are essential. Developing teams focused on a common purpose is becoming one of the greatest determinants of success in project delivery. A renewed focus on the ‘project team’ may be at the heart of project management 2.0 – a topic for another day. | CFM&D
Rudy Dahdal is vice-president of planning, redevelopment and clinical support at North York General Hospital, a top-ranked academic community hospital affiliated with University of Toronto. A seasoned leader and expert in capital and strategic planning, project delivery, as well as complex operations, procurement and contract negotiations, Rudy has a strong interest in creating systems and cultures of safety and high reliability. His work has focused on creating healing environments and functional spaces that optimize the patient and staff experience and improve health outcomes.
BY KATRIN FERGE
3 SEASONAL CLEANING STRATEGIES
Boosting your facility’s efficiency this summer.
Seasonal cleaning is an opportunity to reset and organize for the months ahead. This annual practice is the perfect time for facility managers to rejuvenate their approach to cleaning and maintenance and rethink how their hygiene processes can play a crucial role in driving efficiency across the board.
A clean facility – characterized by smart cleaning routines coupled with high-quality products – can influence many user decisions, from the choice to fully participate in experiences to the decision to leave a complaint or return altogether.
With the summer sunshine right around the corner,read on for three ways to optimize hygiene practices around the facility to drive productivity this season and beyond.
ONE-AT-A-TIME
DISPENSING
When evaluating how hygiene impacts overall efficiency, it’s essential to consider the solutions provided throughout the facility. In high-traffic areas like restrooms and break rooms, key hygiene products such as paper hand towels and napkins are often used excessively,leading to increased waste and additional workload for maintenance teams.
Leaders can tackle this issue by focusing on the dispensers that hold and provide these products. For example, selecting oneat-a-time dispensers controls consumption by incentivizing users to take only what they need. Not only does this decrease waste, but it also saves cleaning staff valuable time, reducing runouts and the need to restock.
HIGH-CAPACITY SYSTEMS
Beyond one-at-a-time dispensing, leaders can maximize quality and efficacy in their hygiene systems by choosing high-capacity systems that hold more products per dispenser, serving more guests between each refill and cutting down on time spent restocking.
Think even bigger by streamlining your facility’s hygiene systems so that all products and processes work together seamlessly –research suggests that 80 pr cent of cleaning staff prefer to use one solution across the whole facility.
DATA-DRIVEN CLEANING
Optimizing products and their dispensers is not the only way that leaders can enhance their hygiene management for an overall boost this season and beyond. Facility teams should also be thinking about how their maintenance routines and daily processes, such as refill cadence and inventory management, can help or hinder efficiency.
This is where data-driven cleaning – or using metrics from connected devices like dispensers or people counters – can equip facility managers with specific, real-time insights into service and restock needs across the entire facility. Cleaning systems informed by data have been shown to significantly reduce both the number of necessary dispenser checks and the time
WORKER PROTECTIONS
spent cleaning.With the increased visibility, cleaning staff guarantee the optimal level of service while minimizing downtime and interruptions.
NEW SEASON. FRESH STRATEGIES
With 86 per cent of employees considering cleanliness the most important aspect in an office environment, thinking about simple adjustments, like installing smarter, higher-capacity dispensers or data-driven maintenance routines, can significantly impact facility performance and the end user’s experience.
These improvements are equally beneficial for cleaning staff, whose productivity and satisfaction are elevated by freeing up their valuable time. And with sustainability expectations continuing to rise, it doesn’t hurt that implementing these solutions will help cut down on unnecessary waste.
By taking a thoughtful approach to cleaning this season, facility leaders can set the stage for a cleaner, more efficient operation in the months ahead.| CFM&D
Automated external defibrillators (AEDs) will be required equipment on many Ontario construction sites under proposed amendments to the provincial Occupational Health and Safety Act. The stipulation has been introduced as part of a package of labour and employment legislation in Bill 30, which also contains the framework for a new administrative monetary penalty (AMP) regime tied to workplace and job site health and safety. AEDs would be mandatory on sites with 20 or more workers where the construction or infrastructure project is expected to last for at least three months. The Workplace Safety and Insurance Board (WSIB) would reimburse subject employers for required purchase of the devices. That’s a cost currently estimated at about $2,300 per unit.
Katrin “Kat” Ferge is the North American Regional Marketing Manager for Professional Hygiene –Commercial segment at Essity.
BRIGHT DESIGNS
Task lighting that sanitizes desktops, a floor lamp with feather-light adjustability, and LED systems tucked beneath highly-effective noise absorption. Check out some new award-winning designs that do more than light up a room.
The Z-Bar Titan floor lamp by Koncept features a slender silhouette that integrates into any interior. Reaching 84 inches high, a smart internal mechanism allows users to reposition it with just one finger. The rotatable LED head can move between downlight and uplight, while a subtle rotary switch controls brightness. The product just won a Silver award at NeoCon.
Safco won both a Gold and Innovation award at NeoCon for its Zylo+ dual-function task light that delivers clean, natural white light to reduce eye fatigue, while sanitizing desktops to improve workplace safety. This visible-spectrum light is safe for humans and kills up to 99.8% of pathogens.
Winning a NeoCon Silver for decorating lighting, the Kurtain Line linear acoustic pendant by Luxxbox has a flowing, wool-crafted design that absorbs sound. Beneath its silhouette, a class-leading LED system provides a versatile range of direct, indirect, or combined illumination, complete with advanced control options. Kurtain Line comes available in three lengths, 77 colours, and extensive output options.
Eureka announced new accessories for its Scout luminaire. The lighting solution is now available in more colours (12 premium and two metallics) and with shade and diffuser options. Bell is minimalist, translucent and cloche-shaped. Pebble introduces a soft touch and an ambient glow in an oval-shaped diffuser. Orb is sleek and dome-shaped. Mounting options include ceiling, surface, stem, and cable. Scout is available in regular and high-output options and can range between 1000 and 1830 lumens.
New ceiling acoustics from Kirei are made from at least 60% recycled post-consumer plastics. Pizzelle Cloud (bottom right) and Tessellate Cloud (top right), part of Carnegie Acoustic Solutions’ Tuned Collection, are customizable and available in over 35 through-panel PET colours. Tessellate allows designers to easily incorporate lighting.
Pizzelle reimagines the popular “waffle cloud” category with curved elements that press fit and lock together.
GOVERNMENT DOWNSIZING AMBITIONS
Auditor General finds slow progress on office space reduction plan.
The Canadian government has made slow progress in downsizing its real estate portfolio and is carrying hundreds of millions of dollars in undue annual costs for sparsely occupied and obsolete office space. A newly released report from the Auditor General of Canada highlights the mere 2 per cent reduction in the federal government’s office inventory during the period from 2019 to 2024, falling far short of a target to shed 50 per cent or nearly 32 million square feet.
However, the Auditor General’s investigative team maintains that momentum has picked up since Public Services and Procurement Canada (PSPC), the government’s de facto property manager, was allotted dedicated funding for the task in the 2024 federal budget, resulting in an updated implementation plan. Recommendations accompanying the auditors’ findings now suggest that better data, more stringent tenant accountability and a coordinating focus within the Treasury Board of Canada Secretariat could help push the process along.
PSPC currently estimates the government could realize nearly $4 billion in savings over the next 10 years if it could dispose of excess office space, after which this smaller footprint would deliver ongoing operational savings of about $900 million per year. That’s been the notional objective since soon after a 2017 study decreed that 50 per cent of the government’s office inventory was underused.
Beginning in 2019, one element of PSPC’s space reduction campaign aimed for the annual conversion of 4 per cent of office space to an open plan format — to replace individual offices and assigned desks with a more efficient configuration with a lower
space-per-employee ratio.To date, the transformation has unfolded at a slower pace of about 2.4 per cent of office space annually between 2021 and 2024, which the auditors attribute to a combination of tenant resistance, impediments due to building conditions and lease considerations, and inadequate funding in sync with inflationary costs.
That’s in keeping with a general hypothesis that PSPC had sound intentions and a credible plan at an earlier stage, but faced constraints that prevented it from making much headway until last year. In reaching that conclusion, auditors studied PSPC and Treasury Board documents for the period from April 1, 2018 to Oct. 31, 2024 (also extending to PSPC’s implementation plan, which was formally finalized in Feb. 2025) to track the evolution of the government’s downsizing ambitions. Under the direction of principal auditor, Markirit Armutlu, they also conducted a survey of the 100+ federal departments that are tenants within roughly 63.5 million square feet (5.9 million square metres) of office space across Canada, and interviewed various third party real estate and property management specialists.
“We found that, mainly because of a lack of funding since 2019 to implement the original reduction plans, Public Services and Procurement Canada was able to achieve only a slight reduction in office space,” the report states.“Budget 2024 announced that the government would provide $1.1 billion over 10 years, starting in 2024–25, for Public Services and Procurement Canada to reduce its office portfolio by 50 per cent to 2.95 million rentable square metres.The funding is intended to help accelerate the termination of leases and disposal of vacant or underused federal properties and reduce maintenance and operating costs.”
[ last word ]
COMPLICATIONS AND OBSTACLES
The updated space reduction strategy begins with the identification of buildings to be removed from or retained in the federal portfolio. PSPC will take the lead in deciding where various federal departments should be located, but with a promise to work with tenant representatives to determine their (presumably reduced) space requirements.That’s expected to involve renovations, particularly given the federal government’s green operations mandate, and the possible need for temporary swing space to accommodate government workers during the process.
Ultimately, PSPC will dispose of vacated buildings, but auditors warn that a circa-2024 government directive to prioritize the disposal of office buildings that have potential to be converted to housing complicates that process and could eat into projected cost savings over the longer term. Separate of the policy intentions to boost housing supply, it could mean the government is forced to hold some mothballed properties for an extended time period if they aren’t suitable for conversion.That would also necessitate longer-term costs for basic building services, maintenance and payments in lieu of property tax to host municipalities.
Since 2024, PSPC has established a new division dedicated to building disposal and is currently testing what’s promised as a streamlined sell-off process on 10 buildings in the Ottawa-Gatineau region. However, there are no results yet to prove that supposition.
“Information provided by the department on pre-2022 disposals showed that once a property had been declared surplus, disposing of it took six to eight years. Moving forward, the department anticipates it will be able to dispose of real properties in three years,” the auditors note.“The longer the disposal process, the more it costs the government to maintain the buildings slated for disposal.”
Negotiations with tenants have also added to PSPC’s timelines. That began in earnest in June 2024 when the 37 federal departments with the largest footprints, accounting for about 90 per cent of federal office space, were asked to commit to space reduction agreements. Fifteen of those departments, representing about 41 per cent of the affected workforce, had not yet signed an agreement nearly a year later as the auditors finalized and prepared to release their report.
“Tenants have expressed a variety of reasons to explain why office space reduction agreements have not been signed, including funding and growth concerns, the need for specific accommodations to deliver on their mandate and an unwillingness or disagreement to move into the new locations that Public Services and Procurement Canada proposed,” the auditors report.
Drawing other inferences, they advise that, in most cases, accommodation costs are not linked to departmental budgets, but, instead, come out of general government revenues.
“Of the 15 tenants cited who did not agree to the reduction of the space they occupy, 13 (or 87 per cent) had no financial incentives to reduce the space. In total, 93 federal tenants (89 per cent) do not reimburse the department (PSPC) for the space they occupy,” the auditors observe. “Of the 12 federal tenants with financial incentive to reduce the space they occupy, nine (or 75 per cent) had agreed to the requested reduction of space or were finalizing their reduction plans.”
SUPPORTING THE PROCESS
The auditors call for standardized tracking of office occupancy to better inform PSPC’s decision-making, and for the public release of more information about the government’s real estate portfolio, such as:
• occupancy rates;
• market values of buildings;
• transactions and sale values;
• housing units gained through conversion of disposed buildings; and
• building-level greenhouse gas (GHG) emissions.
The current divulgence of information, including percentage of space modernized, accessibility compliance and GHG emissions reduction, is compared to the wider scope of information that other countries, such as Australia, release about their government office space.
“Parliament and the public need additional relevant information to be better informed on the progress being made and on how office space is being used. Furthermore, if made publicly available, information such as cost per square metre, cost per employee and square metre per employee by federal tenant may incentivize federal tenants to optimize their use of office space,” the auditors reason.
Finally, the auditors commend and lament the subsequent dismantling of the Centre of Expertise for Real Property, which was temporarily established within the Treasury Board Secretariat earlier in this decade. That body arose from a $5-million allocation in the 2021 budget and a three-year mandate to oversee the implementation of recommendations from a comprehensive review of all of the government’s fixed assets (going beyond office space to include national parks, national defence holdings, correctional facilities, RCMP detachments, interprovincial bridges, ports of entry, etc.) and to help government departments respond to COVID-19 related facilities management issues.
The auditors conclude that the Centre “played an important role in providing leadership and oversight” and that momentum within government has slowed since it was dissolved in March 2024.They urge its reactivation or the establishment of a similar body that could coordinate the effort centrally and leverage Treasury Board’s government-wide clout.
For its part, the Canadian government has accepted and agreed with the Auditor General’s recommendations.
“In particular, I welcome the recommendation that PSPC improve its public reporting on progress toward achieving the 50 per cent reduction of its office portfolio by 2034. The department recently shared an update on its website and will provide updates on results annually going forward,” Joël Lightbound, the Minister of Government Transformation, Public Works and Procurement, said in a June 10 statement. “My department also remains committed to working with federal departments and agencies to improve data collection so that we can better achieve our office space portfolio targets.” | CFM&D
