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B.C. declares state of emergency due to severe flooding

The B.C. government has declared a provincial state of emergency due to the widespread damage caused by severe flooding and landslides in several communities.

“Provincial, federal and local governments are working with emergency personnel to make sure people and communities get the help they need as they work through yet another natural disaster. This provincial declaration of emergency will ensure the transport of goods, and essential and emergency services,” said Premier John Horgan. “Thank you to everyone for doing what you can to stay safe and to help one another as we work through this catastrophic time.”

Minister of Public Safety and Solicitor General Mike Farnworth made the declaration on Nov. 17, 2021, based on the recommendation from the Ministry of Transportation and Infrastructure and Emergency Management BC.

“This provincewide declaration will help us with the challenges ahead as we recover from the utter devastation that’s been caused by this natural disaster,” said Farnworth. “Getting our rail and roadways back up and in operation is a top priority, and the declaration will enable us to put the resources in place to make that happen.”

The state of emergency is initially in effect for 14 days and may be extended or rescinded as necessary. The state of emergency applies to the whole province and ensures federal, provincial and local resources can be delivered in a co-ordinated response to protect the public, which remains the provincial government’s top priority.

“Our focus is on clearing, repairing and reopening roads to connect the Interior and the North to the Lower Mainland and Vancouver Island, to get our supply chains moving,” said Rob Fleming, Minister of Transportation and Infrastructure. “We are working closely with multiple partners to make this happen. It is a big job, but collectively we are up to the challenge and will get things opened up again just as soon as we possibly can.”

There are approximately 17,775 people evacuated due to impacts from the flooding, with 5,918 properties on Evacuation Order, and 3,632 properties on Evacuation Alert.

The federal government has responded to and accepted British Columbia’s requests for assistance. In the coming days, additional federal personnel and resources will be arriving in B.C. to assist.

 

Rare decisions have acute carbon consequences

Daily vigilance is central to achieving operational energy savings, but rare decisions typically have the most acute carbon consequences in buildings. Sharing their thoughts and experiences during the online presentation of the Canadian GRESB results earlier this month, sustainability champions within the commercial real estate sector discussed a range of actions their companies or clients are pursuing to reduce greenhouse gas (GHG) emissions and align with Canada’s target for net-zero building performance by 2050.

“When decisions are made about reducing or eliminating carbon, they are 20- and 25-year decisions for things like upgrading a boiler plant, or getting rid of a boiler plant or signing long-term green power purchase agreements,” observed Conan O’Connor, vice president, technology, with the energy management and analytics firm, Energy Profiles Limited. “They’re big decisions and they’re big investments of a different magnitude from the energy efficiency projects we’re accustomed to thinking about.”

For commercial real estate owners/managers that doesn’t necessarily mean a tactical shift, but, rather, a broadening of sustainability strategies. Arguably, a sector that’s already focused on long-term returns and opportunities to add value is well positioned to make the cognitive leap. The spectre of investors, lenders and insurers coming onside also bolsters the rationale for the major expenditures that will be required to realize a dramatic drop in emissions.

“On the investor side, they’re pressuring real estate operators to do more. On the lender side, with Europe’s sustainable finance directive, lenders there are starting to screen owners on their carbon footprints and we think that’s soon going to come to North America. And, of course, the regulated entities — the REITs, the banks and the insurers — have TCFD (Task Force on Climate-related Financial Disclosures) equivalence coming on the regulatory side,” tallied Michael Brooks, chief executive officer of REALPAC. “So for our members, for real estate operators, a lot of focus is on net-zero, or at least substantial emissions reductions, and how to get there.”

Nevertheless, those tasked with leading the charge for some of Canada’s most progressive players, to date, acknowledge that it is a formidable undertaking from a managerial, financial, technological and cultural perspective. Across large and varied portfolios, they’ll need the analytical resources to identify where and when best to act, and they’ll need the cooperation of their tenants.

Broader scopes will require tenant involvement

Outlining the parameters for mapping transitional climate-related risk in Choice Property REIT’s portfolio of more than 700 largely retail and warehouse/distribution properties, Ariel Feldman, the company’s director, sustainability and environmental programs, touched on one of the longstanding barriers to energy upgrades — split incentives. The GHG lens brings a new dimension to the debate around owners’ investments in systems that they do not control and gives them a more obvious stake in the benefits.

“Typically, REITs in North America haven’t really been focusing on the retail and industrial sectors (for sustainability measures) because there’s not a lot of control. We’re trying to reframe thinking about those types of assets because we know those assets are going to be subject to regulations going forward as we transition to a zero-carbon economy,” Feldman said. “We’re starting to think about things like: If you’re going to put a gas-fired rooftop unit on a retail sector tenant, what obligation do you have down the line to change that up to an electric heat pump? Because, how can you expect your tenants to go net-zero if they’re being given gas-fired equipment?”

That complements other emerging considerations both related to an evolving landlord-tenant relationship and the need to look at capital replacements in a larger and coordinated context. Brooks noted that, for now, commercial real estate owners/managers are mostly grappling with scopes one and two of the Greenhouse Gas Protocol, which account for: 1) direct emissions from owned or controlled sources such as natural gas-fired boilers; and 2) indirect emissions related to production of the electricity and/or district heating/cooling that buildings consume.

However, it’s expected that, as in Europe, scope three, which covers all other indirect emissions that occur in a company’s value chain, will increasingly draw scrutiny. That will place added emphasis on the flow of users and goods to and from properties.

“Scope three is the bulk of our footprint and many of our peers’ footprints as well,” Feldman maintained. “Any net-zero commitment that doesn’t at least look at scope three is not really going to be as impactful.”

Ringo Ng, director, climate and energy, with Cadillac Fairview Corporation, agreed there is an important role for landlords as “stewards” or a “resource” in helping tenants transition away from higher carbon intensities. “One thing we’re trying to look at is how do we collaboratively work with key tenants across the nation in innovative ways, whether that be financing or other ways, to lower common emissions collectively and jointly,” he reported.

“There are ways of looking at lease structures and who pays, and how they pay, and when they pay, and how much they pay, and all that can be part of the discussion,” suggested Rob Simpson, director of sustainability with Ivanhoé Cambridge. “If you don’t get the tenants on board, most of this is, frankly, impossible. So there’s got to be a solution that’s found there.”

Data informs priority setting and investment decisions

Reflecting on some of the challenges of expanding beyond North America and simultaneously shifting portfolio weighting from office to industrial properties, Ailey Roberts, vice president, sustainable investing, with BentallGreenOak, stressed the importance of having a full and comparable picture of assets.

“It did almost feel like we were starting from scratch when we went into Europe and Asia. When you get the data, you can make a lot of informed decisions,” she recalled. “Certainly, Europe is light years ahead of where we’re at in what is required through legislation so we’re looking at whole-building data for our industrial assets in Europe.”

Across the global portfolio, data is also key to priority setting. “The team is really digging deep and focusing on finding those opportunities that are most material and are going to have the biggest impact,” Roberts said.

That’s an approach that will increasingly be applied to capital budgeting. Asset managers are factoring carbon levies, other potential climate-triggered regulatory and due diligence imperatives, and what Brooks terms “avoided obsolescence” into the paybacks.

“The traditional way of thinking of equipment replacement through an OpEx or CapEx lens that we’ve historically followed in the industry for years and years and years is changing because it’s no longer enough to simply replace a rooftop unit with another one that’s maybe slightly more efficient,” Simpson said.

“It comes back to: what’s the market value of a net-zero asset going to be in 2030 or 2050 compared to a high-carbon asset?” O’Connor submitted. “In everyone’s portfolio somewhere today someone is making a decision that’s going to be a 20-year decision that’s going to have a big impact on carbon. We have to make sure we’re not missing those opportunities and we’re making the right decisions in those cases.”

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

New report urges widespread adoption of electric heat pumps

According to a new study from the American Council for an Energy-Efficient Economy (ACEEE), electric heat pumps in multifamily buildings cause less than half the greenhouse gas emissions of gas-fired water heaters, presenting a key climate opportunity. The new report released this week calls for policymakers to ramp up efforts to help multifamily building owners replace older, inefficient equipment.

In residential buildings with five or more units, water heating uses more energy than space heating, cooling, or lighting, making it all the more imperative that this equipment operates efficiently. The analysis shows that converting gas-fired water heaters to electric heat pump water heaters (HPWHs) would cut resulting greenhouse gas emissions by an average of 58 per cent.

Still, replacements in multi-residential buildings aren’t expected to take-off given the higher upfront cost and lack the incentive to invest in the technology. “Gas water heaters are the biggest energy users in multifamily buildings, but most owners don’t have the incentive to switch to a more efficient electric option,” said Amruta Khanolkar, senior project manager at NBI and report co-author.

Hannah Bastian, research analyst at ACEEE and fellow co-author, added, “We need to get this critical carbon-cutting technology into millions of buildings. We need new utility programs, tax incentives, and training for contractors to install these water heaters, and quickly. Today’s natural gas prices are a reminder that relying on energy with big cost fluctuations can be a real risk for those paying the utility bills.”

According to ACEEE, if all the gas water heaters in U.S. multifamily buildings were replaced with electric heat pumps, 175 trillion British thermal units per year of energy would be saved, and sigificant greenhouse gas emissions—equivalent to what’s produced by 1.4 million passenger vehicles—would be reduced.

Electric heat pumps can also shift electricity consumption from hours of peak demand to times of low demand. They effectively serve as thermal batteries, reducing strains on the electric grid and helping enable the widespread use of renewable energy. The report finds that HPWH in multifamily buildings could together potentially store 3.5 terawatt hours of energy—an amount equal to the electricity used by 325,000 homes over a full year.

“Heat pumps not only cut greenhouse gases, but can heat the water at times when the electric grid has plenty of renewable energy and store it to be used when the grid is strained,” said Khanolkar.

That said, there are cost challenges when replacing gas products with HPWHs in multifamily applications, particularly in cold climates and regions with low gas prices or high electricity costs—hence why federal, regional, and utility financial incentives and policy changes are key to their support.

Click here for more Information: Increasing Sustainability of Multifamily Buildings with Heat Pump Water Heaters

 

 

Christopher Alexander named president of RE/MAX Canada

Christopher Alexander has been appointed as president of RE/MAX Canada.

Having recently completed the acquisition of the North American regions of RE/MAX INTEGRA, RE/MAX added the Ontario and Atlantic provinces (approximately 12,000 agents) to its previously owned Western Canada roster (approximately 7,000 agents).

In his new role, Alexander will lead the brand throughout the country, working directly with executive vice president, Elton Ash, and the leaders of the Quebec region, which remains independently owned within the country. The duo will continue to bring forward the best practices, strategies, and insights to build RE/MAX’s new cohesive brand strategy across the company owned regions in Canada.

“I have every confidence in his ability to continue to energize our network and regional teams as we create one unified brand across all of our Canadian regions” said RE/MAX President, Nick Bailey. “Under Christopher’s leadership we aim to drive scale and streamline operations across many functions, creating a stronger national brand offering for consumers, agents and franchisees alike.”

Alexander’s career trajectory at the global real estate franchisor began in 2014 when he joined RE/MAX INTEGRA as a franchise sales consultant. He then served as chief strategy officer and executive vice president and was responsible for the day-to-day operations as well as developing and overseeing business strategies. He joined RE/MAX, LLC as the senior vice president of Canada in July 2021.

“As we continue to forge forward as a global brand, it is important that we have strong leadership at the national level to ensure we are able to react and adapt to regional differences,” adds Bailey. “Christopher’s extensive knowledge of the Canadian real estate industry and proven track record of agent and franchise growth will make him an integral addition to the RE/MAX leadership team.”

 

 

 

 

Le Moden begins transit-oriented debut

Bertone Development Corporation is set to launch its newest condominium, Le Moden, a duo of four and 10-storey towers that will be built in one single phase in the central Ville–Marie East district of Montreal.

Commercial spaces will ground the 126 residential units above where all one- to three-bedroom suites will feature private outdoors space. Penthouses on top will have rooftop terraces. The common areas located in the 10-storey building include a co-working space, two private teleworking offices and two rooftop terraces with views of downtown and the Jacques Cartier Bridge.

A transit-oriented development

Le Moden follows the principles of a transit-oriented development (TOD), as it will create an urban living environment organized around already existing services and an efficient public transit system. Close to the Frontenac metro on the green line, a BIXI station, bus stops and the bike path, Le Moden makes active mobility easier.

Steps from the project is the expansive Parc Médéric-Martin and a mall soon to be entirely renovated by the Bertone Development Corporation.

“The Le Moden project focuses on the quality of life of its owners,” said Claudio Bertone.  “A public square will be developed in the heart of the project which will make the immediate area a welcoming living environment.”

The industrial-style red brick facade aims to blend in with the neighbourhood’s surrounding heritage buildings. To bring its vision to life, the Bertone family is working closely with NEUF architect(e)s.

 

Recent proof-of-vaccination decisions in condos

Condominium corporations across the province are grappling with the decision of whether to require proof of vaccination (POV) in their condominiums even though they are not required to do so by provincial regulation.

Earlier this fall, the property manager of Casa Condos, a 46-storey downtown Toronto condominium, advised its residents that effective at the time of the notice, POV would be required “for guests and residents who wish to use all amenities”. Unvaccinated residents would not be allowed to use the building’s outdoor facilities, such as the rooftop deck and pool, or indoor amenities like the gym and visitor suites.

After the response from some condo residents of the building, the email notice was retracted by the property manager.

However, Ontario Ministry of Health guidelines permit condo boards and property managers to opt into the certificate program which some condo boards, like those at the Casa Condos, opted to do so, notwithstanding that the condo amenities are not “public settings or facilities” subject to Ontario’s POV requirements. On October 28, a news release was issued by Strategic Group, a Calgary-based real estate company that owns multi-family residential communities in Alberta.

The news release announced that all employees, residents, and prospective residents (i.e. those who merely come to see the unit prior to renting it) must show POV prior to entering the property and moving in.

Current residents must show proof of vaccination to access indoor amenities, such a fitness centre or party room. Anyone unable to be vaccinated—for instance, children under 12— is exempt until able to receive a vaccine. The rule is applicable to all of Strategic Group’s estimated 1,500 residential units in residential communities in Alberta.

How other COVID-19 mandates have been received by courts

During the pandemic, there have been a few instances where the court has ruled in favour of condo boards seeking to enforce compliance with their COVID-related policies.

In Halton Condominium Corp No 77 v Mitrovic (2021 ONSC 2071), the condo corporation applied for an order enforcing its policy which required unit owners to wear masks while in common spaces, except for children and those with medical conditions or disabilities that prevented them from wearing a mask.

The Mitrovics, unit owners in the condo, claimed that they were exempt under the mask policy by way of medical condition and that they did not need to provide proof to the condo corporation. Balancing all unit owners’ right to safety with the Mitrovics’ medical conditions, the court held that the Mitrovics could circulate interior common elements without a mask while travelling the most direct route from their unit to the main entrance. However, they could not enter other floors without a mask.

In Toronto Standard Condominium Corporation 1704 v Fraser (2020 ONSC 5430), the court upheld a condo corp’s policy that in-unit repairs and renovations by contractors were prohibited during the pandemic. The court stated that the policy was valid and “well within the range of reasonable responses to a global pandemic”.

Masks and vaccines are two separate mandates which condo boards must make decisions on. Though the court’s treatment of mask mandates in condos is not indicative that POV requirements would be treated similarly, it is interesting to see how the introduction of these health measures in condo buildings has been received by the courts.

Ramifications of requiring POV in a residential setting

While none of us know how long POV will be required in Ontario in the settings mandated by the province, or whether those areas and exemptions will be amended over time, what we do know is that there are many factors for residential unit owners, condominium boards and property managers to consider regarding POV requirements, including the following:

  1. What is the scope of the POV in terms of where on the property it will be required; for example, only for use of public or condominium amenities?
  2. What is the purpose of the POV in terms of protecting the health and safety of on-site personnel, residents and guests?
  3. How will existing residents (some of whom may qualify for an exemption) be treated?Their monthly common expense payments are used in part for the condominium public amenities.
  4. How will the rule or policy be enforced and how will the costs of such enforcement be absorbed?
  5. What is the liability to on-site employees where no POV is required and a case of COVID-19 arises which can be traced to a non-vaccinated person without a valid exemption?
  6. How valuable is the ability to increase capacity of the condo’s indoor amenities by requiring POV?
  7. What role does an insurer have in advising the condo board / owner / property manager?
  8. How do privacy laws affect the release of health information?
  9. What about the Supporting Ontario’s Recovery and Municipal Elections Act, 2020, S.O. 2020, c. 26, which is intended to afford protection from lawsuits to “thousands of Ontario workers, employers, volunteers, non-profits, and other organizations who make an honest effort to follow public health advice, follow public health guidance and law as Ontario responds to the COVID-19 pandemic” and who, by doing so, “risk significant liability in the event of transmission to third parties.”?
  10. For how long would a proposed policy be in effect?
  11. What amount of advance notice would be fair to residents?

Ontario’s POV requirements do not expressly require them in residential condominiums. While the provincial mandate does permit settings not contemplated in the order to implement POV requirements, there are risks associated with a condo corporation implementing such requirements right now.

Unit owners, employees and occupiers of residential condo buildings should balance overall health and safety with individual needs.

Darrell Gold has been in practice for over 30 years and is a partner at Robins Appleby LLP. He is responsible for the leasing component of the Real Estate Group and has extensive experience and expertise in commercial, retail, office and industrial leasing, lease enforcement and dispute resolution, acting on behalf of landlords, tenants and property managers.

Jordana Lyons is an articling student at Robins Appleby LLP in Toronto, Ontario. She graduated from the dual JD/HBA program at Western Law and the Ivey Business School in 2021.

Podmore receives CCPPP 2021 P3 Champion Award

David Podmore, OBC, founder and chair of Concert Infrastructure, is the recipient of the 2021 Champion Award presented by The Canadian Council for Public-Private Partnerships (CCPPP).

The Champion Award is presented to individuals who have made an outstanding contribution to public-private partnerships in Canada. The award recognizes Podmore’s contribution to delivering essential public-private partnership (P3) infrastructure projects across Canada.

“I am humbled and honoured to be recognized by the Canadian Council for Public-Private Partnerships, the board of directors and its members, and be amongst a group of tremendous leaders who previously won this award,” said Podmore. “It’s been wonderful to see the growth of the Canadian P3 market and to successfully deliver and manage the critical infrastructure projects that Concert is so proudly part of.”

In 1989, Podmore co-founded Concert Properties to deliver assured rental housing on behalf of the City of Vancouver and the Province of British Columbia.

In 2010, through Podmore’s vision and relationship with Concert’s long-standing union and management pension plan shareholders, Concert Infrastructure was founded as an independent entity to directly invest in, develop and manage Canadian P3 infrastructure projects.

Concert Infrastructure has since gone on to successfully deliver essential infrastructure projects across Canada.

“David’s vision for P3s has touched every corner of the Canadian market,” said Brad Nicpon, partner, McCarthy Tétrault LLP, and chair of the national awards committee. “He founded Concert, an important Canadian player in the social infrastructure space, brought pension plan investors into the P3 fold and advocated for use of the P3 model across the country within unique and challenging asset types. David had a remarkable vision of what the P3 model could achieve that others are continuing to follow to this day.”

Improving patient care in the Okanagan

A new state-of-the-art patient care tower is changing the way health care is delivered at the Penticton Regional Hospital.

The David E. Kampe Tower is Phase 1 of the $312.5-million Penticton Regional Hospital Patient Care Tower Project. The six-storey tower (plus mechanical penthouse) consolidates a number of departments that were dispersed throughout the existing hospital, which will improve efficiencies and give patients better access to services such as cardiology, neurology and orthopedics.

Delivered as a public-private partnership (P3), EllisDon Infrastructure was selected by the Interior Health Authority (IHA) in 2016 to design, build, finance and maintain the tower for a 30-year period.

EllisDon broke ground on the project in summer 2016, delivering the project on time with substantial completion achieved in December 2018. At peak of construction, almost 400 workers were on the site daily.

The 281,000 square foot tower is located on the existing hospital campus, directly to the east of the emergency department and existing buildings. The tower is connected to the hospital on the first three levels.

The tower will increase capacity and functionality of ambulatory care services and includes a surgical services centre, five new operating rooms, 84 new single-patient rooms, a new medical device reprocessing unit (MDR), a rooftop helipad and space to allow the UBC Faculty of Medicine program to expand.

Level one features reception, offices, commercial space and ambulatory care clinics. Surgical services are located on the second level while the third floor contains the UBC Faculty of Medicine program and the MDR department for cleaning and sterilizing surgical equipment. Levels four through six contain the inpatient rooms each with private washrooms.

The main challenges on this project included an aggressive schedule, constrained site and availability of trades. The project required carefully scheduled just on time delivery of materials due to the lack of lay down space and storage.

Another challenge was working adjacent to the hospital which remained fully operational during the construction period. Careful planning and good communication was important to minimize noise, vibrations as well as disruption to patients. Of course, tying the tower into the existing hospital added another level of complexity to the job.

“With a project of this size, it brings with it a certain level of complexity. Integrating into and minimizing impact to the existing functioning campus was challenging, but with the dedicated project team and collaboration from all partners, we were able to deliver this state-of-the art facility,” says David McFarlane, senior vice president and area manager, Pacific region.

Pitt Meadows Plumbing and Mechanical Systems was the mechanical design build partner on the EllisDon construction team. Mechanical innovations included prefabricated multi-trade racks, prefabricated mechanical rooms and hundreds of in-wall assemblies.

The tower is built to post disaster standards with reinforced concrete and structural steel. The exterior is a combination of brick, wood grain panels and prefinished metal panels. Wood was used where practical to meet the province’s Wood First Act, according to Parkin Architects project director John MacSween.

“We have wood feature elements on the exterior cladding. We have heavy timber B.C. wood canopy at the main entrance and the interior public areas also have wood elements and finishes,” he says.

Designed to achieve LEED Gold, the project features low VOC and sustainable materials, energy efficient equipment and systems, a high performance envelope and an emphasis on natural daylight.

“The goal was to create a patient friendly environment with views and access to natural light,” says MacSween, adding the overall interior design aesthetic is influenced by the natural topography of the Okanagan Valley. “The colours and materials are reminiscent of the valley – oranges, rust, hues that you see in late summer to fall.”

The project earned a VRCA Silver 2020 Award of Excellence for EllisDon and Pitt Meadows Plumbing in their respective categories. Gold winners will be announced in January 2022.

Cheryl Mah is managing editor of Construction Business.

Repurposing your commercial space

Real estate has been impacted in a variety of ways since the advent of COVID-19. Office buildings, storefronts, and restaurants continue to be affected, and it remains to be seen whether these hard-hit markets will ever recover completely.

But for property owners facing continued uncertainty, there is hope. What used to be a storefront doesn’t have to remain that way, just as a vacant restaurant doesn’t have to be replaced by a new eatery. With warehouse spaces and rental housing now in hot demand, many real estate owners are choosing to undergo a property conversion to breathe new life into their lagging investments.

While repurposing a property may be the best way to turn an empty eyesore into a vibrant, active commercial space, it’s also a recipe for increased risk. Before undergoing a conversion, consider the following implications:

Local codes and zoning laws – Changing a building’s zoning designation takes time, and it may require additional costs to renovate or adapt the building for its new purpose. Additionally, the new space won’t be grandfathered in and will need to meet the updated codes—and don’t forget legal fees will be required to petition the municipal zoning board.

Building ordinance upgrades – Renovating a property will always come with a requirement to include recent ordinance upgrades, which can include stricter guidelines than were originally required. Make sure you consider other improvements that may be needed before you proceed.

Vacancy clause – If your property has been vacant for a period of time, your insurance coverage may have lessened significantly. Obtaining new coverage for a repurposed property will be a challenge until the vacancy is cleared. Check with your insurance carrier to determine the level of coverage you currently have.

Triple Net Lease – Similarly, owners/operators of large properties, such as a big box retail outlet, may encounter challenges with a Triple Net Lease. In this case, the tenant is responsible for all costs in exchange for reduced rent, including insurance coverage. But when the tenant leaves, the coverage disappears, and the building owners must secure coverage quickly to protect against vandalism or fire.

What a conversion could mean for your insurance 

Repurposing a property can lead to significant insurance implications, which is why many real estate owners and operators are reaching out to their insurance brokers for a quote, long before committing to the change. Here are some important insurance-related considerations:

Insurance capacity depends on the industry – Some carriers specialize in different types of property coverage, so it may not be possible to switch your current insurance to cover the new purpose. Be sure you can secure appropriate coverage before offering your space to a specific tenant in another industry.

The “hard” commercial insurance market has become more selective – Because of rising catastrophic claims and an increasing number of water damage claims, underwriters have become pickier about what they choose to insure – and premiums have risen in response. As a result, a repurposed space may not be able to secure coverage as simply as a renewal would.

The reinsurance market can be restrictive – It carries a lot of weight and can restrict underwriters from taking on a risk they may have been comfortable with. There is very little underwriters can do to fight back. If reinsurers decide they aren’t willing to take a risk, you won’t be able to secure coverage.

Other key factors

Despite these risks and challenges, it’s not impossible to repurpose your space—especially if you are adequately prepared for the intended industry. Preperation can be achieved in the following ways:

Learn all you can – A new industry may create different legal liabilities for the owner/operator. A successful shift can only happen when the owner/operator seeks to understand the new industry deeply. For example, a warehouse owner has responsibility for all products and materials housed in the space, so a liability policy is necessary to protect the owner from the financial consequences of a fire, theft or negligence.

Determine your risk profile – A repurposed property is subject to a different risk profile, which could require an entirely new insurance policy, complete with additional limits and extensions. Part of learning about the new industry is understanding the owner/operators’ responsibilities and liabilities.

Consider building ordinance coverage – Building ordinance coverage, an extension to a property policy, covers a facility for upgrades required by ordinances passed after the building was constructed. If you are shifting into a different type of retail space, for example, you may need other upgrades to prepare the space adequately, and this coverage can help you foot the bill.

In conclusion, repurposing property can go a long way toward helping real estate owners and operators weather the challenges of the commercial real estate market. But real estate owners need to take active steps to reduce their risk and become more attractive to the underwriters.

Dru Douglas is an account manager for the Ontario region for global insurance brokerage Hub International. He specializes in insurance and risk solutions for the office, retail, industrial and multifamily sectors of commercial real estate.

HDR names new design leads in two studios

Peter Duckworth-Pilkington joins HDR as sustainable design lead and Jason Heinrich as building performance lead.

Both will augment HDR’s ongoing sustainable design initiatives by supporting individual project teams across Canada to “design in” sustainable performance and achieve design excellence from project inception to hand-over. They will also serve as trusted sustainability advisors to clients.

Duckworth-Pilkington’s 25 years of award-winning experience includes a wide range of sustainable architecture projects from an “off the grid” townhouse development to his own green roof low-energy laneway house to a South African community library built from discarded shipping containers.

He has overseen the design of more than 20 LEED schools, community centres, libraries, sport venues, university buildings, and high-rise mixed-use developments. At larger scales, his experience includes delivering sustainable design standards, campus plans and even the design of a new urban precinct integrated into a re-naturalized flood resilient river delta.

Heinrich’s 10 years of experience is split between mechanical engineering and architecture, with a portfolio of projects that includes institutional and commercial buildings as well as larger district energy infrastructure projects and hospital campus energy planning.

He has led two award-winning competition entries for the Architecture at Zero Competition and his graduate thesis project at the University of British Columbia (UBC) was also selected for a Lafarge Holcim Next Generation Sustainability Award. In addition to his responsibilities at HDR, Heinrich is an adjunct professor at UBC where he teaches parametric design with an emphasis on analysis and optimization.

Duckworth-Pilkington is based in HDR’s Toronto studio, while Heinrich is based in the firm’s Vancouver design studio.

 

Online resource spotlights mental health in the workplace

To help organizations in Canada create awareness and recognize the importance of psychological health and safety in the workplace, the Canadian Centre for Occupational Health and Safety (CCOHS) has developed a free online course.

Workplaces have traditionally focused on protecting employees from physical harm, but there is strong scientific evidence that certain features of the workplace—demoralization, depressed mood, anxiety, burnout, etc.—can affect employees’ mental health. In turn, this increases the likelihood of developing or worsening a mental disorder.

Employers are legally obligated to protect the psychological well-being of their workers, many of whom are experiencing additional impacts from the pandemic.

According to CCHOS, psychological health problems can range widely, from mild psychological difficulties such as low mood, sleep difficulties, or excessive worry to severe psychological disorders such as schizophrenia, bipolar disorder, or severe depression. Because milder psychological health problems are far more common in the workplace, they account for a larger percentage of the negative impacts on employees and employers.

The online tool, Psychological Health and Safety Awareness, offers an introduction to workplace mental health including an overview of the six categories of psychosocial factors and how they impact the mental health of individuals and groups.

Participants will develop an understanding of why workplace mental health is important and the roles and responsibilities of workers and managers in creating a psychologically healthy and safe environment.

Photo by Anna Shvets

CAT evolves in jurisdiction but not costs

The Condominium Authority Tribunal (commonly known as CAT) has gone through quite an evolution since its inception, which occurred as a result of the 2017 changes to the Condominium Act (the Act).

The CAT has seen its jurisdiction expand from being only able to deal with records requests under section 55 of the Act to an ever-expanding jurisdiction, which now includes matters involving pets and animals, vehicles, parking and storage issues, and enforcing settlement agreements made in the CAT process. Starting January 1, 2022, the CAT’s jurisdiction will further expand to include nuisance, annoyance and disruption disputes.

While initially, very few, if any, condo corporations were successful in a records dispute, it appears that with its expanded jurisdiction currently in place the CAT has taken a more balanced approach.

Although many condo corporations have been successful in obtaining orders for compliance with their governing documents, on the issue of costs (i.e. the amount that a condo corporation gets reimbursed when an owner loses his/her case at the CAT), the CAT, while awarding costs in some instances, is leaving condominium corporations with a large part of the expenses incurred to be paid by all owners, not just the offending owner. It does not appear that the “innocent owner” principle the courts have routinely applied in condominium enforcement proceedings has become part of the CAT’s evolution yet.

Prior to the CAT, the courts repeatedly stated that it was not fair for “innocent owners” to pay the costs incurred as a result of one owner who decides not to follow the rules.

If a condo corporation must pay for the costs incurred, this means that all owners are paying for these costs. In most cases, although there are some noteworthy exceptions, the courts have typically granted the condominium corporation the majority (and in some cases even all of their costs) on a successful compliance application.

Unfortunately, although we are seeing the types of cases a court normally hears being transferred to the CAT, we are not seeing the principles regarding costs the court has adopted being transferred and implemented as well.

Case in point

A recent CAT decision released October 1, 2021, may provide an explanation as to why this occurs. In Middlesex Vacant Land Condominium Corporation No. 605 v. Cui, the condominium corporation was successful in enforcing its governing documents and getting some costs.

The condo corporation wanted to enforce a provision in their governing documents regarding pets and nuisance. The condo claimed that the owner’s dogs barked excessively, the owner did not clean up after them and she did not control them on the common elements.

The CAT ordered the dogs to be permanently removed and the owner had to pay $8,273.56, which was about 38 per cent of the total costs claimed. The CAT reaffirmed that in order to ensure protection of the interests of other condominium owners and residents, a condominium must be able to enforce its governing documents.

While the CAT found that the indemnification provisions in the condo’s bylaws and rules were sufficient to cover the breach of the pet provisions, they, despite this finding, did not apply the indemnification provisions to all costs sought. Trying to reconcile the reasoning in the decision is a difficult task as it appears to contradict its own findings and previous CAT decisions. It prompts the question as to why full costs were not ordered if the indemnification provisions in the governing documents applied.

In Cui, the CAT examined costs differently, depending on when the costs were incurred. In terms of costs incurred prior to the CAT process being engaged, the CAT awarded the condo 100 per cent of its costs based on the indemnification provisions. They found that the owner’s refusal to participate in mediation and her continued breach of the rules, despite multiple notices and communications from the condo, warranted an order that the owner pay the full amount of pre-CAT costs.

The CAT took notice that the condo gave the owner plenty of time to achieve compliance. However, in terms of costs incurred during the CAT process, which were in excess of $17,0000, the CAT awarded the condo only 25 per cent of these costs. The CAT took into account the delay of the proceedings the owner caused, which led to increased costs for the condo and characterized this as exceptional reasons. However, it did not see fit to award 100 per cent of the costs claimed as it did with pre-CAT process costs incurred.

In terms of costs, the decision recognized the innocent owner principle used by the courts, but advised that the CAT’s hands were tied in terms of costs awards due to the Act and the tribunal’s rules of practice, which guides their ability to award costs, limiting costs to exceptional circumstances. Is this the explanation of why the CAT ordered full costs incurred pre-CAT process and not during the CAT process?

I am not sure that this provides a complete and satisfactory answer. The CAT’s rules of practice state that no costs are awarded unless there are exceptional circumstances. However, once you have met the “exceptional circumstances” threshold, there are no restrictions on the amount of costs that can be awarded.

Having found that exceptional circumstances existed, it is unclear why the owner was required to pay 100 per cent of costs pre-CAT process and only 25 per cent of costs for the CAT process, especially since the CAT process was where the majority of the costs were incurred.

In addition, since the CAT found that the contractual provisions of the indemnification clauses applied it is unclear why it would apply them to the pre-CAT costs, but not to costs incurred during the CAT process.

Full costs awarded

In fact, in an earlier 2021 CAT case, Peel Condominium Corporation No. 96 v. Psofimis, referenced in the Cui decision, the CAT awarded full costs to the condo corporation against an owner who breached the pet restriction rule. They did not distinguish between pre-CAT costs and costs incurred during the CAT process.

The CAT in Psofimis found that the innocent owner principle applied and awarded legal costs as damages under section 1.44(1)(3) of the Act and as costs under the tribunal’s practice directions. The CAT found that in that case there were exceptional circumstances, as the condo was forced to seek an order from the tribunal because the owner deliberately and repeatedly ignored the condo’s numerous attempts to request voluntary compliance.

It is hard to reconcile the Cui decision in light of Psofimis as it appears that both owners blatantly disobeyed the rules despite many opportunities to voluntarily comply. Both condominium corporations had an indemnification provision in their rules, which were similar. Cui had an additional indemnification provision in a bylaw. Both decision makers awarded costs under CAT’s rules of practice.

The only two major differences between the two cases appear to be the quantum of legal fees sought (the higher quantum was sought in Cui) and the tribunal in Psofimis was also awarded the amount sought as damages as well as costs. Although these factors should not impact whether the costs incurred should be awarded or not, it appears that they may have been influencing factors.

While the jurisdiction of the CAT is forever expanding, it appears that condos and owners need to push for further amendments to the Act and the CAT’s rules of practice. Then, they too can evolve and catch up to the well-recognized “innocent owner” principle the courts have used to award costs to condominium corporations in cases where a condo has been successful in enforcing its governing documents.

This would provide for greater consistency in recouping of costs without having to determine whether the amount is classified as damages or costs. It will also deter frivolous cases from being brought to the CAT because the financial commitment and risk will be more than just the filing fees. It will allow real issues to be heard and avoid rogue owners from abusing the CAT process and causing disruption and unnecessary costs for their fellow neighbours.

Much clearer provisions in the Act and the rules of practice that would allow results like in Psofimis to occur on a routine basis would ensure that “innocent owners” are not footing the bill because of the actions of one disgruntled owner.

Despite the fact that the venue has changed for resolving these disputes, the innocent owner principle should apply equally, regardless of the forum and decision maker assigned to a case. Condos should not have to worry about obtaining full indemnification from offending owners, especially if their governing documents provide for a contractual obligation to do so.

We see many examples in the court system where the contractual provisions between parties trump the court’s practice directions regarding costs, and the courts are willing to enforce those contractual obligations.

It appears that the CAT in Psofimis recognized this contractual obligation in their decision when they granted full costs to the condo corporation. Hopefully, more CAT decision makers will adopt the practice in Psofimis so that the innocent owner principle regarding costs can continue to exist not only in theory but in practice.

Sonja Hodis is a condominium lawyer based in Barrie who practices condominium law in Ontario. She advises condominium boards and owners on their rights and responsibilities under the Condominium Act, 1998 and other legislation that affects condominiums and represents her clients at all levels of court, various tribunals and in mediation/arbitration proceedings. Sonja can be reached at (705) 737-4403, [email protected] or you can visit her website at www.hodislaw.com.

 

Lisa Mitchell named CCPPP CEO and president

The Canadian Council for Public-Private Partnerships (CCPPP) announced that Lisa Mitchell has been named as president and chief executive officer. She will assume her role on December 6, 2021.

Mitchell brings 20 years of leadership, communications and public affairs experience, including a decade in advocating for and advancing public-private partnerships (P3s), most recently at Infrastructure Canada as senior director, investments, partnerships and innovation. Prior to that, she served as director, strategy and market development at PPP Canada Inc.

“We are delighted Lisa is joining us, bringing her remarkable industry and public policy awareness and presence to the benefit of the Council and the P3 industry at large,” said Mark Bain, chair of the CCPPP board of directors. “Lisa is an agile collaborator and will be well supported by the Council’s strong existing team. We believe she ideally positions the Council to continue as a respected proponent and voice for the next evolution of the Canadian P3 market.”

As an advocate for Canada’s P3 model and market, Mitchell has led extensive research initiatives on the model to position Canada as a global leader. She is a recognized thought leader in Canada and internationally and chairs the Organization of Economic Cooperation and Development’s (OECD) Senior Infrastructure of PPP Officials Network.

“I am very excited to be joining the Council at such a pivotal time in Canada’s P3 market,” said Mitchell. “I have seen firsthand the impact partnership between the public and private sector can have on delivering essential infrastructure and services to Canadians. I look forward to the opportunity to engage with the industry in a new and meaningful way, promote the model, and position the organization for the future.”

 

Ivanhoé Cambridge unveils innovative financing

Ivanhoé Cambridge has embraced innovative financing to advance its quest for a carbon-neutral commercial real estate portfolio by 2040. Under the conditions of a CAD $8.5-billion agreement announced this fall, the real estate subsidiary of Caisse de dépôt et placement du Québec (CDPQ) has converted its loan program with 11 North American and European banks to a new structure, which indexes financing costs to “extra-financial” ESG (environmental, social, governance) performance to be measured with three key performance indicators (KPIs).

“We are convinced that sustainable investments are profitable over the long term and we are committed to combining our environmental performance with the continuous improvement of our financing terms,” says Stéphane Villemain, vice president, corporate social responsibility, with Ivanhoé Cambridge.

The three KPIs include: low-carbon investments; the portfolio’s carbon intensity; and the company’s score in the GRESB assessment and global benchmark for ESG performance of commercial real estate portfolios. Slippage in any of those elements will flow through to financing considerations.

Speaking in conjunction with the online presentation of the 2021 Canadian GRESB results earlier this month, Rob Simpson, director of sustainability at Ivanhoé Cambridge, acknowledged it’s an uncharted path, but one that provides more consistent financing for GHG-reducing initiatives than most commercial real estate operators have enjoyed to now. Similarly, he framed GRESB’s ongoing adjustment of program parameters as both a challenge and a prompt.

“There’s a risk in tying some of your financial metrics to something that’s going to increasingly get more difficult, but the converse of that is, what we’re doing needs bold thinking and it needs sort of fundamental transformational change to address these things,” Simpson maintained. “As GRESB evolves away from management and policy driven outcomes to performance driven outcomes, we’re going to see more emphasis put on how operational assets actually perform — whether it’s through carbon emissions, energy, climate change preparedness — and all those key things that are fundamental to where we need to go.”

In the interim to 2040, Ivanhoé Cambridge has pledged to reduce the carbon intensity of its portfolio by 35 per cent relative to 2017 levels by 2025, and to ensure all new development projects will be net-zero from 2025 onward. It has also set a demanding bar for maintaining its GRESB score — this year earning a 5-star ranking, with a score of 91 out of 100, for its Canadian portfolio, and a 4-star ranking, with a score of 86, for its global portfolio.

Simpson affirmed that he and his team are excited about the goals and are relishing the opportunities ahead.

“The financing piece obviously is a critical component. It’s hopefully a game-changer in how we think about some of these things,” he noted. “We’ve tried to map it out as well as we can, and really think through the variables, but there’s also an understanding that some of this is unknown. There’s a leap of faith here. But it’s great. It’s really motivating to have these massive sorts of initiatives to be working on.”

GRESB validates real estate’s ESG credentials

Intensifying scrutiny of commercial real estate’s ESG (environmental, social, governance) credentials can be seen in the 58 per cent increase in Canadian uptake of the GRESB assessment and benchmark since 2019. This year, 41 private and listed portfolios undertook the rigorous reporting exercise — which tracks ESG intent, implementation and outcomes in 14 different categories and through more than 60 indicators — collectively pushing Canada’s score above the 73-point global average and once again surpassing the average collective score of their peers in the United States.

That’s particularly notable given the influx of 15 newcomers since pre-pandemic days. Dan Winters, GRESB head for the Americas, who summarized the 2021 results during an online presentation earlier this month, emphasized that scores typically improve as participants gain familiarity with the program, use it to identify where work is needed and build on what they’ve learned.

“It is a framework for best practices. Organizations often start in the teens (for scores). What’s bad is if they stay in the teens. What’s good is if those scores climb to the 30s and then the 50s and then the 60s,” he said. “All of the leaders in the 5-star range started off below 60, without a doubt.”

Heartening for GRESB administrators, the average score has recovered from last year’s downward dip following a realignment of the scoring system to place greater emphasis on performance outcomes such as energy-use and water-use intensity. Further adjustments are promised to respond to emerging priorities and/or harness data collection advancements to delve deeper and reach farther. For example, following a three-year pilot module, metrics related to climate change resilience have been refined and integrated into the assessment

“The benchmark will continue to evolve,” Winters advised. “It’s not moving the goal posts as much as it’s making progress and having the leaders pull the market along with them.”

This year, scores ranged from a high of 99.6 (out of 100) to a low of 8.8 across 1,520 participating entities. The top 20 per cent — denoted with a 5-star rating — achieved an average score of 90.65. At the 1-star level, the average score was 47.9, while the bottom quintile’s top score was 61.8.

Canadian participants account for less than 3 per cent of the entire GRESB database, but make up nearly 5 per cent of the 5-star cohort for 2021. That includes BentallGreenOak, Dream Unlimited Corp., GWL Realty Advisors and QuadReal Property Group each earning 5-star status for two separate property funds, along with single 5-star results for Cadillac Fairview Corporation, Crown Realty Partners, Ivanhoé Cambridge, KingSett Capital, LaSalle Investment Management, Menkes and RioCan REIT.

Six Canadian entities placed in the 4-star level, which posted an average score of 82.9. That includes two of Manulife Investment Management’s property funds, as well as Alberta Investment Management Corporation (AIMCo), Allied Properties REIT, First Capital REIT and Triovest Realty Advisors. Winters additionally revealed that three more Canadian entities were within one point of cracking the 4-star quintile, meaning that they achieved scores no lower than 78.4.

Globally, GRESB, which reorganized into a benefit corporation (B-corp) last year, now boasts more than 140 subscribing institutional investor members with full access to the data, and has registered a 25 per cent gain in reporting entities in each of the last two years. As of 2021, the GRESB data base covers more than 117,000 assets spread across 66 countries and collectively valued at USD $5.7 trillion.

Michael Brooks, chief executive officer of REALPAC, GRESB’s partner in Canada, links the circular momentum of GRESB’s investor and reporting bases to a confluence of financial, social and regulatory forces, environmental cataclysms and emerging priorities for equity, diversity and well-being within corporate culture. Beyond the already discernible synergies between sustainable performance and robust returns, institutional investors increasingly have commitments to achieve GHG-reduction targets and/or align with the UN sustainable development goals and they require standardized, verifiable evidence to support that.

Lenders are increasingly focused on physical and transitional climate risks and, in the European Union, they’re grappling with the Sustainable Finance Disclosure Regulation (SFDR). It’s believed to underlie much of the recent new GRESB participation in that region — where 784 real estate entities now bring 45,236 assets collectively valued at USD $1.35 trillion to the database — and Brooks predicts similar regulatory directives will be invoked in North America.

“ESG and sustainability drivers continue to grow, converge and accelerate faster than ever,” he observed. “With so much going on, it’s so important to have a program like GRESB where commercial real estate owners and participants can work on all of their ESG activities in a structured framework, and see their progress annually and see how they compare to their peers. It’s a good competition and it’s a benchmark.”

A dramatic and intimate lounge space

KurtzDesign was tasked to transform an underused billiard room into a new lounge space at a Vancouver private club. The result is a dramatic and intimate space for members to enjoy during the day for casual meetings and at night as a wine bar.

“The client loves it and the lounge has been well received from the membership,” says interior designer Jennifer Kurtz. “As a designer, there is nothing better than to see a space that you have designed, full of people enjoying a coffee, a cocktail or a glass of wine.”

The lounge features a stunning wall of custom designed temperature-controlled wine lockers, cozy armchair groupings, billiard tables, and a well-appointed bar with food service.

A combination of furniture styles and types maximize flexibility and offer a variety of settings. Strategic features, rich materiality and clever details provide visual interest and eclectic elegance throughout the large open space. The layering of light, pattern and texture was key to achieving a sense of intimacy.

“Because this room is so separate from the rest of the club, which spans three floors, it made sense to make this room really different from any other area to create a hidden gem,” says Kurtz. “There are a lot of things going on in this space, but there is cohesiveness to it and a strong layout.”

Working with a very tight budget, the design had to be executed strategically so that existing elements could be modified in inexpensive ways. Lighting, which was critical to the project, was value engineered in order to make the budget work.

“It was really important to get the lighting right for this space to be successful, and I am happy with how it turned out. It’s moody – in a good way,” says Kurtz. “The space itself is 3,350 square feet with no access to natural light so creating an intimate atmosphere in itself was a challenge.”

The bar anchors the space with integrated original pool cues paying homage to the room’s previous life. The contemporary wine lockers are functional and impactful, producing a beautiful rhythm at the end of the room.

“There was considerable time spent detailing these lockers and working with mechanical contractors and millworkers etc,” says Kurtz, adding sourcing the locks was surprisingly difficult.

The project earned double honours at the 2021 IDIBC Awards of Excellence, receiving an Award of Excellence and Interior Designer of the Year Award, awarded to the lead designer for outstanding achievement.

“It’s a huge honour, especially given the work submitted by B.C.’s design community,” said Kurtz. “Everyone executed the project to their very best.”

 

Photographer: Ema Peter

Cheryl Mah is managing editor of Design Quarterly.

 

 

Victoria wastewater plant receives LEED Gold

The McLoughlin Point Wastewater Treatment Plant’s Operations and Maintenance (O&M) building in Victoria has achieved LEED Gold certification. The O&M building is just one component of the $775 million wastewater program undertaken by the Capital Regional District.

The wastewater treatment plant and associated O&M facility was built by Harbour Resource Partners, a consortium of Graham, AECOM and HDR. Graham and AECOM formed a design-build partnership leveraging Graham’s well-established construction capability and AECOM’s wastewater design expertise and environmental specialist abilities. HDR was the architecture design lead, providing full architectural services, including an initial iterative design and site selection process.

Promoting sustainability and energy efficiency was a critical consideration to the design planning, architecture, building engineering, and program construction management of the wastewater treatment program. The team examined CRD’s goals, project site context, and sustainability targets at the outset to deliver an integrated plan and building process.

“Wastewater treatment plant projects always present complex environmental construction challenges. The CRD project was an extreme example of this with the site being contaminated from its previous use and the location prominent on a rocky headland in Victoria’s outer harbour,” said Ian Dickinson, Graham’s executive vice president, water.

Situated at a critically important location in Victoria, the McLoughlin Point Wastewater Treatment Plant was designed to minimize visual impacts from the water with mature landscaping and an observation deck. Special features of the facility include an education and interpretive area to engage the community with the plant’s water cycle, local natural environment, and importance of stormwater management and a green roof that helps maintain onsite animal habitats and aids stormwater management.

In addition, the building’s relatively small footprint incorporates heat recovery from within the facility, with opportunity to extend these energy resources into the surrounding neighbourhood in the future. The facility also includes electric vehicle charging stations, low consumption plumbing and lighting fixtures, and enhanced energy monitoring. Advanced construction and commissioning techniques were also employed to reduce pollutions and waste as well as improve indoor air quality.