Managing condo service requests

Managing owner and resident service requests is an integral part of a property manager’s job. However, it can also be overwhelming – within even a modestly sized community, there may be dozens of requests which need to be actioned at times. What’s the best way to stay on top of it all? This article will cover five best practices to ensure owners and residents receive the best service possible.

Set expectations
First, it’s extremely important to be clear on service level agreement (SLA) and supported communication channels. How fast will the management team be expected to respond to requests? What constitutes a high priority or low priority request? How should residents contact management? Is a casual chat in the lobby considered an actionable request, or should residents submit all requests online or at a minimum, in writing?

These expectations and rules of engagement are usually set by the board and management together, and will depend on the building, the type of requests and the staffing level of the building. All of these factors impact what constitutes a reasonable turnaround. The biggest danger here is in not setting expectations at all – if service levels are not made explicit, some residents (or even board members) will have unmet expectations.

Store everything in one spot
Regardless of whether a request comes in via email, a phone call, an in-person chat or a letter slipped under the office door, property managers should endeavor to get all of their requests into one consolidated list.

Whether using a simple Excel file or an online database system, this best practice has several benefits. Users can see at a glance what is outstanding and can sort requests by urgency or type to see which items need to be addressed first.

By using an online software package, it’s easy to report on other important statistics: how many requests are being received per month? On average, how long does it take to close a request? Which units or individuals are submitting the most requests? It’s also possible to answer these questions by tracking all requests in Excel, but it will take more work to get the answers.

The key with this best practice is to pick one database and stick with it. Everything goes into one spot for requests, no matter how it originated.

Focus on clear communication
Once a request has been received, it is important to keep the requestor up to date on what’s happening. Property managers should provide updates on the following key points:

1. After the request is received, acknowledge the request and ideally provide a reference number (this can easily be automated through an online portal).

2. Update them again to communicate any important updates; e.g, if there is an expected timeline for resolution, or when access to their suite will be required, etc.

3. Finally, it’s important to close the loop and notify them again when the request is considered complete. Consider taking this opportunity to ask for feedback.

These are basic steps but can easily be skipped in the day-to-day rush of a busy management office. By having everything stored in one spot, all updates can be easily searched and reviewed. If some staff are on vacation or out sick, their replacement can easily pick up the trail and ensure the request doesn’t get stuck.

Ditch email; receive requests online
Twenty years ago, email was considered a great new tool for businesses. Now, email is more of a ball and chain than an effective tool. Our inboxes are littered with junk and promotional emails, and stuff easily gets lost in an inbox that could be hundreds or thousands of messages deep. What’s a manager to do?

The most effective approach is to avoid emails completely by directing residents to put their request into an online portal system. Here’s how it works: set up an auto-responder which automatically sends a reply detailing the steps clients will need to take in order to log their request via the online portal. The change won’t happen overnight, but over time, requests will eventually be diverted and put directly into the online database.

Process requests in batches
Wherever possible, try to work on service requests in batches, which is more efficient than losing time and energy having to constantly switch between tasks. Many managers have times when their office is closed, allowing them to focus. Setting aside two hours per week will help check off requests on the list. Of course, this won’t always be possible (there will always be an emergency request which demands immediate attention), but once expectations have been sufficiently set, that should only occur with truly urgent items.

Managing service requests is a core part of property management; and while it is a rather mundane and sometimes repetitive part of the job, it doesn’t have to be stressful. By getting organized and following these best practices, managers can take the stress and uncertainty out of the process and focus on the task at hand. If managers haven’t yet established a clear process for request handling in their community, it should be added to the agenda for the next board meeting. Taking proactive steps will make the process smoother for everyone, leading to a happier board and residents.

Brian Bosscher is the president and founder of Condo Control Central. This article originally appeared in CondoBusiness March 2019.

Telus Sky wins Award of Excellence in concrete

The iconic Telus Sky project in Calgary was awarded an ACI Building Award of Excellence in Concrete by the Alberta Chapter. The biennial ACI Awards recognize outstanding design and construction efforts within Alberta’s concrete industry in five categories, highlighting innovation, creativity and excellence in the use of concrete and concrete products.

The project team for Telus Sky includes Icon West Construction, Glotman Simpson, Inland Concrete, Bjarke Ingels Group and Westbank Projects.

Telus Sky is a twisting and modulating 224m tall concrete tower rising in the heart of downtown Calgary. Designed by renowned architect Bjarke Ingels, it will be the third tallest tower in Calgary and the fourth tallest in Western Canada. The building is the tallest concrete structure in Calgary and will provide the highest residential living in the city.

The tower was developed on a very small lot relative to its size. In order to deliver the required number of parking stalls, the project needed seven underground parking levels. The resulting excavation was the deepest in Calgary’s history, reaching a final depth of 115 feet below grade. The twisting and stepping shape of the tower resulted in walking columns and a unique lateral load resisting system. Transfer beams in the parkade transferred an astonishing 26 million pounds of force onto just four individual columns.

Structural steel sections were embedded within these “super-columns”, however the size requirements for the columns was still enormous. In order to maximize the number of parking stalls adjacent to these columns, the project called for the use of concrete with a compressive strength of 110 MPa: a strength never before achieved in Alberta. The project team successfully designed and placed concrete that reached 110 MPa and beyond. In doing so, they set a record for the strongest commercially produced concrete in Alberta’s history.

In order to successfully produce concrete that would consistently and reliably meet a 110 MPa compressive strength, Inland conducted months of lab trials, experimentation, research and development.

One of the key ingredients to the mix was special cubic-shaped aggregate typically reserved for use in asphalt production. The project needed approximately 1100 cubic metres of the 110 MPa mix, which meant that Inland had to start screening and stockpiling enough of this specialty aggregate well in advance. Inland dedicated a team of quality control specialists to every batch of 110 MPa concrete produced.

Average monthly rent in Canada up 4% in May

Following two months of decline, the average monthly rent in Canada increased four per cent in May, according to the June national rent report produced by Rentals.ca and Bullpen Research & Consulting.

“Rental rates continue to increase in all major markets outside the prairie provinces,” said Ben Myers, president of Bullpen Research & Consulting. “Solid job growth and immigration continues to fuel housing demand, while the Office of the Superintendent of Financial Institutions remains firm on its continued support for the mortgage stress test, which has prevented many prospective homebuyers from affording an entry-level home.”

Toronto continues to lead the list for the average monthly rent for a one-bedroom unit at $2,231 and took over the top spot from Vancouver for average monthly rent for a two-bedroom at $2,735.

In the Greater Toronto Area, the average rental rate increased slightly from $2,520 per month to $2,523 per month.

Quebec City has the lowest average monthly rent on the list with a one-bedroom going for $837 and a two-bedroom at $1,006.

Average rental rates in Ontario continue to outpace the other major provinces in Canada, as it costs a tenant about $600 more per month to live in a rental apartment in Ontario than in Alberta, Saskatchewan, Manitoba or Quebec.

Other takeaways from the June national rent report:

Several Ontario developers are looking to Montreal for their next project as rental rates continue to trend upward, especially in the downtown core.
Mississauga is one of the most active markets on Rentals.ca, ranking eighth in total listings in Canada, accounting for 3.3% of the national market.
Average and median rental rates per square foot for apartments in Manitoba and Quebec have declined since Q4-2018, while increasing slightly in Alberta and Saskatchewan. In Ontario, rental apartment asking rents per square foot over the last three months has increased 7% from the fourth quarter to $2.54 per square foot. Rents per foot in British Columbia have increased 14% over the same period to $2.29 per square foot.
Halifax is by far the most popular or in-demand municipality as ranked by pageviews per listing, with a whopping 85 pageviews for every unit listed on the site. Ottawa is a distant second with 60 and Victoria, BC is third at 47.

Improving safety programs on campus

Regular evaluation of safety strategies is crucial to ensuring a secure, comfortable and optimal learning environment for students and faculty. While school officials should have a regular cadence for assessing their security measures, schedules tend to become overwhelming during the school year.

Observed annually in June, National Safety Month is an excellent reminder to conduct an audit of existing infrastructure and determine where upgrades can be made to improve security, fire and life safety on campus.

The following tips can help school officials take the necessary steps in order to enhance their safety program and provide the proper protection for students and faculty.

Enlisting a security, fire and life safety provider for a streamlined campus assessment
Reviewing current security, fire and life safety technologies is a large undertaking for school officials. Partnering with an expert provider can help ensure the audit is done correctly and thoroughly. For example, seamless evacuation plans are crucial to protecting students and faculty in the event of a fire. Throughout the year, a school can run ongoing fire drills, but it’s difficult for school officials to identify risk areas if a fire has never occurred. A security, fire and life safety provider can conduct a comprehensive audit of all existing safety systems, not only fire. This approach ends up being more efficient in the future because if there is a threat to a fire or life safety application, then it’s likely a security technology may also be affected.

Along with detecting areas of improvement, an expert provider can pinpoint where siloed systems would benefit from integration. School leaders may be surprised to learn that connecting security, fire and life safety systems does not require a rip and replace of existing infrastructure. In fact, the current technologies can act as the foundation for integration and lead to more cost-effective upgrades.

Systems integration for improved security
In Canada, systems integration was identified as one of the top technology trends to have the biggest impact on the implementation of smart buildings over the next five years, according to Johnson Controls 2018 Energy Efficiency Indicator Survey. It’s important for educational institutions to move in this direction as well as a more efficient and secure campus can ultimately be more attractive to parents when deciding where to send their children and prospective teachers when choosing where to work. By working with school officials to determine their specific needs, an expert provider can take their feedback to implement connected security, fire and life safety strategy. For instance, preventing intrusion is a common goal among school leaders in K-12 and higher education. Video surveillance, visitor management systems and access control are examples of technologies that many institutions have in place to stop unwanted guests from entering, however, they can be more powerful when updated and connected.

Video analytics software can be installed to cameras on campus to analyze and classify movements and provide more insight to happenings on the premises without security personnel having to watch hours of recordings. Badges used for visitor management can be upgraded to track user statistics, like where students spend the most time on campus, and the data can be leveraged to improve safety on school grounds. Access control can move to a hosted platform to permit remote monitoring which can enhance after-hours security since parking lots and entrances can be remotely managed via computer or smart device. After these once traditional security systems become more advanced, integration becomes more powerful and easier. It also enables direct communication between once siloed systems to provide actionable, real-time insights in the event of an intruder.

Integrated security systems may also be connected to more building systems, such as fire alarms, lighting and HVAC. Lighting applications can be fixated on top of video cameras and fire alarms to help better guide students and faculty to the most appropriate evacuation routes should a fire breakout, and HVAC sensors can be integrated with these systems to limit the oxygen levels directed into the open flame to prevent the fire from spreading. Ultimately, connected platforms can help improve the exchange of information across a school’s campus when responding to emergencies, which can include security teams and law enforcement.

Safety strategies for emergency situations
Alerting outside safety resources to changes to the security, fire and life safety systems on campus is crucial to ensure that they can most effectively provide assistance during a crisis. School leaders should first plan to train campus security teams on how to operate the new implementations and educate them on any changes to safety policies if they needed to be revised as a result. Once the on-site staff is prepared, law enforcement should also be made aware of any updates that would impact how they respond to issues on campus.

While educating personnel on new technologies, school leaders should also consider supplying law enforcement and security teams with an emergency kit. Materials should include floor plans, access cards and the phone numbers of school officials that should be contacted by emergency responders. This deceptively simple safety component can be a critical asset if any technologies fail during an incident where the campus is depending on them to address the problem. In the event of an active shooter, certain doors could be closed via access control systems. The access cards become crucial in this situation as law enforcement officers need the badges to enter threatened areas and properly protect students and faculty.

School officials play a key role in ensuring that the investments they make in updating and connecting their security, fire and life safety systems see a return-on-investment, and a major part of that is making certain security teams and law enforcement officials are given the tools they need to help. Officials are also responsible for seeing that the technologies work to their full potential.

Maintaining security, fire and life safety systems for the future
An updated security, fire and life safety strategy can only operate at its full capacity when it’s regularly maintained. It’s vital for school officials to establish clear guidelines for upkeep in order to reap the eventual cost benefits of an integrated and more efficient approach to campus safety.

This National Safety Month, take the time to evaluate the effectiveness of your school’s security, fire and life safety strategy. What foundational pieces are missing? Are there opportunities to implement integrated systems? Does your campus have a strong emergency response system in place, and is it well known? Apply these questions and the tips suggested in this article to create a safer learning environment for students and faculty.

Julie Brown is the institutional market leader for Johnson Controls Building Solutions North America. She is responsible for driving business results for key market and customer segments within the North American healthcare and education institutional verticals.

Niagara Falls’ Loretto Academy becoming hotel and condo

3Bridges Properties (Group) Corp. will transform Niagara Falls’ historic Loretto Academy into a luxury hotel and condo complex.

The project, called Great Falls, was announced by the Vancouver-based development firm alongside Niagara Falls reps and Loretta Academy stakeholders during the institute’s 50^th Graduates Reunion in June. It will see the development of three buildings over the 7.38 acres site, including a 32-storey south tower, 57-storey central tower, and 42-storey north tower.

According to 3Bridges CEO Dan Zhang, the vision is to introduce a world-class hotel with condominium units to the Fallsview Tourism District while honouring Loretto Academy’s legacy. To that end, the complex will retain the Academy’s existing mansard roof and cupola.

“By honoring Loretto Academy’s past, we pave the way for a bright future for this landmark address,” said Zhang, adding he believes the development will also draw increased tourism from the East. “Many in Asia know about Niagara Falls but haven’t visited this ‘Seventh Wonder of the Natural World.’ When completed, our project should attract millions more visitors from Asia and boost local tourism, and create over a thousand employment opportunities for the Greater Niagara Region. As property developers, we expect this venture to contribute to the local economy and community.”

Great Falls represents 3Bridges’ first build outside of British Columbia. The firm is looking to partner with a Canadian contractor and an architect with global experience to complete its vision.

A construction start date has yet to be announced.

Appraisal Institute of Canada elects president

The Appraisal Institute of Canada (AIC) announces the election of Thomas Fox of Regina, Saskatchewan as AIC’s National President for 2019-2020. Fox was formally inducted during AIC’s 2019 Conference held from June 5-8, 2019 in St. John’s, N.L.

Fox first joined AIC in 1996, receiving his CRA designation in 2001, followed by his AACI in 2006. He has worked for a small valuation firm in Saskatchewan for his entire career and has been an active volunteer with the institute for over 22 years. He has chaired several AIC committees and has served as President of the AIC Saskatchewan Association.

“I am honoured to be the new AIC president – especially as we move into a period of rapid and profound change in our profession. I plan to continue to build on AIC’s proud history and reputation as the appraisal professionals of choice within Canada. Our members face some challenges ahead and I welcome the opportunity to help lead them to a bright future,” said Thomas Fox, president of the AIC.

“I’d like to thank Peter McLean for all his hard work and leadership as AIC President and I look forward to working with him as he continues to be part of the executive committee in the role of past-president.”

Other members of the executive committee include:
Jan Wicherek, AACI, P.App – President-Elect – Prince Edward Island
Peter McLean, AACI, P.App – Past President – Ontario
Suzanne de Jong, AAIC, P.App – Vice President – Ontario
Adam Dickinson, AACI, P.App – Vice President – New Brunswick
Keith Lancastle – Chief Executive Officer

Other members of the board include:
Michael Kirkland, AACI, P.App, Newfoundland/Labrador
André Pouliot, AACI, P.App, Nova Scotia
Georges Semine, AACI, P.App, Quebec
Edward Saxe, CRA, P.App, Ontario
Laura Kemp, CRA, P.App, Manitoba
Dena Knopp, CRA, P.App, Alberta
Brad Brewster, AACI, P.App, Alberta
Craig Barnsley, AACI, P.App, British Columbia
David Aberdeen, AACI, P.App, British Columbia

Landmark Walterdale Bridge defines Edmonton

The new Walterdale Bridge in Edmonton, Alberta, Canada creates a striking new entrance into the downtown and a unique gathering place in the heart of North America’s largest urban parkland.

The bridge is a gracious, single span, twin through-arch steel structure, spanning 206 m (greater than the length of two football fields) from bank to bank across the North Saskatchewan River in the heart of Edmonton. It carries three lanes of northbound vehicle traffic, a sidewalk to the west of the roadway and a separated footbridge or shared-use path for pedestrians and cyclists to the east.

The project also included the realignment of two major roadways to connect to the new river bridge alignment. The result is a signature structure that blends with its natural setting and creates a landmark gateway to the city’s downtown.

The new bridge creates a public space on the river at a pivotal location where the duality of the city and nature are experienced and celebrated. The approaches to the bridge on the north and south banks reinforce the signature quality of the bridge through evocative landform and planting. Though it is a bridge for both cars and pedestrians, the experience of each mode is separate and enjoyable in its own way.

The curved shared use path on the downstream, more pastoral, side of the bridge arcs away from traffic, where pedestrians and cyclists feel closer to nature. The path narrows at its middle and widens as it gets closer to both river banks. The entrances to the shared use path include a wooden boardwalk adding warmth and connection to its river valley setting. Along the west side of the shared use path, a continuous high-back bench softens the prevailing winds and noise from traffic. The pedestrian experience is welcoming and enjoyable. There are places on the bridge and banks to linger and watch the river go by.

For cars, the approach to the bridge is dramatic. As cars approach, there is a wonderful procession down the hill through the river valley’s forest, then a dramatic reveal of the iconic bridge and Edmonton’s downtown skyline. The arches announce that you’re going somewhere special. They draw you in and frame views of the river valley and the downtown.

The Walterdale Bridge, designed by Dialog, will last for at least 100 years and was the most complex infrastructure project ever completed in Edmonton. Not only is it an incredible feat of engineering to design, but the construction process was also challenging as well, requiring close collaboration between designers, builders, and the City of Edmonton.

This is so much more than a transportation project. Seamless integration between engineering, architecture and the public realm is considered at all levels of scale, from the overall global level of the structure and roads down to the pedestrian experience.

The people of Edmonton have embraced it as a destination gathering place, a highlight in their daily commute, and a backdrop for meaningful moments like engagements and wedding photos. It has quickly become a signature part of Edmonton’s identity and will continue to define the city for decades to come.

Construction of the Walterdale Bridge started in 2013 and the bridge opened in 2017. Contractor was Acciona Pacer Joint Venture.

ACI expands communications, advocacy and science teams

The American Cleaning Institute (ACI), the trade association for the cleaning product supply chain, welcomes three new employees: Taylor Bradley as manager, environmental and scientific affairs, Arielle Brown as manager, government affairs and Joanne Oh as communications and outreach coordinator.

Taylor Bradley comes to ACI from GHD, an engineering group, and will be managing scientific research and outreach on the environmental safety of cleaning products and their ingredients. Bradley brings to ACI a passion for science education and a strong background in environmental science, with a bachelor of science in civil and environmental engineering from Howard University and a master of science in environmental engineering from Virginia Tech.

Arielle Brown joins ACI after having spent time at the Morris, Manning & Martin law firm, the Virginia Farm Bureau and the American Farm Bureau Federation. She will play an integral role in advancing proactive messaging regarding the impact of policy issues affecting the cleaning products supply chain. Brown received a bachelor of arts in political science from Wartburg College and a master of public policy from the University of Northern Iowa.

Joanne Oh joins ACI from Johns Hopkins University’s Homewood Career Center. Oh’s experience and talent in digital communications and writing will be a terrific asset, expanding the Communications team and better positioning ACI to address a growing need for consumer communications on cleaning product ingredients and their purpose and benefits. She has a bachelor’s degree in English and writing seminars from Johns Hopkins University.

“ACI is fortunate to welcome these talented individuals to our team,” said Melissa Hockstad, ACI President and CEO in the press release. “We know they will strengthen our core disciplines in our scientific, government affairs and communication departments and help us provide even more value to ACI’s members.”

Photo courtesy of The American Cleaning Institute.

Wawanesa to move North American HQ to True North Square

Wawanesa Insurance, Canada’s largest mutual insurer founded in Manitoba in 1896, announces a partnership with True North Real Estate Development (TNRED) to build its North American headquarters in the fifth tower at True North Square.

“When completed, Wawanesa’s new headquarters will be a highly visible, innovative office building within the now 1.5 million-square-foot campus at True North Square,” said Jim Ludlow, President of TNRED in the press release.

Wawanesa will be the sole office tenant in a new state-of-the-art, purpose-built office building, to be located at the southwest corner of Carlton Street and Graham Avenue in downtown Winnipeg, directly across from the plaza at True North Square, immediately next to the Sutton Place Hotel & Residences and adjacent to the Royal Winnipeg Ballet (RWB).

The tower will feature 19 floors and 300,000 square feet of offices, soaring lobby spaces infused with natural light and collaborative spaces with expansive views of True North Square and Winnipeg’s skyline.

Designed by Canada’s Architecture49 (A49) the ground-breaking tower epitomizes a design that is focused on sustainability and employee well-being actively demonstrating Wawanesa’s determination to meet exceptionally high standards in these areas. The building will feature workplace innovations framed around the importance of employee wellness, people connectivity, collaboration and engagement of staff for the future successes of Wawanesa and its employees.

REMI Show and ISSA Show Canada Industry Award winners announced

The winners of the inaugural REMI Show and ISSA Show Canada Industry Awards were revealed at ISSA Canada’s Annual Industry Award, Breakfast and Keynote, held on Thursday, June 13, 2019, at the Metro Toronto Convention Centre.

The annual awards recognize achievements, contributions, and leadership within the Canadian real estate and building maintenance industries under the specific award category entitled — Industry Leadership and Outstanding Contribution. To be considered, all the recipients have to be an active member of their industry and must have a minimum of 25 years of experience.

Here’s a list of this year’s winners:

The IFMA Award for Industry Leadership and Outstanding Contribution goes to Michael Riseborough. Riseborough is the director terminal infrastructure Greater Toronto Airports Authority. The award was presented by Don Gilpin, IFMA‘S COO.

The ISSA Award for Industry Leadership and Outstanding Contribution goes to Mike Watt. Watt is the director of training and innovation, Avmor Limited. The award was presented by Mike Nosko, executive director, ISSA, the worldwide cleaning industry association.

And the REMI Award for Industry Leadership and Outstanding Contribution goes to Kevin Stevenson. The award was presented by Chuck Nervick, senior vice-president MediaEdge Communications.

Congratulations on behalf of the REMI Show and ISSA Show Canada and the REMI Network.

Photo courtesy of the REMI Network.

Edmonton reveals Infill Design winners

The City of Edmonton has revealed the winners of the 2019 Missing Middle Infill Design competition. The Alberta Association of Architects endorsed the competition that drew 30 proposals from teams of architects and builders/developers from across Canada and as far away as London, UK.

”A more child and family friendly city encourages us to explore new opportunities to fill housing gaps in our communities,” said city councillor Bev Esslinger. “Well designed infill keeps families, students and seniors of all income levels in place to create complete neighbourhoods.”

The Infill Design Competition is one of many ways the city is working to help encourage more and better infill in Edmonton. The competition goal is to design a multi-unit, ‘missing middle’ housing development that was not only thoughtful of neighbourhood context, but also economically feasible and well-designed to work in Edmonton.

First Place winner is The Goodweather by Part & Parcel, Studio North, and Gravity Architecture

The jury chose this as the winning design because it best considers local demographics, presents an innovative solution to support intergenerational living, integrates well with the single family homes in the surrounding community, is practical to build and features design elements that can be used to inspire other ‘missing middle’ developments in the city.

“We felt a responsibility to create vibrant social spaces, so, from the start we knew that the development had to be focused around a common courtyard,” said Mark Erickson of Studio North. “We wanted it to be a beautiful space that residents of the community would feel proud of and want to spend time in, extending their living space and making an outdoor living room. Just like Edmonton’s storied river valley that cuts through the downtown, the courtyard of The Goodweather is a meandering, forested path flanked by terraced dwellings on either side.”

Second Place
Bricolage | Leckie Studio Architecture + Design Inc.

Third Place
Spectrum | RedBrick Group of Companies and SPECTACLE

Honourable Mention
S.A.M. (Spruce Avenue Mews) | Primavera Development Group Inc., RPK Architects Ltd., McElhanney Consulting Services Ltd., and Synergy Projects Ltd.

Peoples’ Choice
Treehouse Community | Postmark Development Co., Holo Blok Architecture Inc., Ground3 Inc., Design Works Engineering & Inspections Ltd. and Rahmaan Hameed Studios Inc.

The winning team acquires the right to purchase five parcels of city-owned land in Spruce Avenue and build their winning design, subject to rezoning approval. The land is on the northeast corner of 112 Avenue and 106 Street.

A total of 5,437 votes were cast in the People’s Choice Category. The winning submission received 968 votes. The winning submission gets bragging rights and a $500 cash prize.

YVR celebrates expansion project milestone

The Vancouver International Airport (YVR) celebrated a major milestone with a steel topping ceremony for the expansion of the airport’s International Terminal Building, known as Pier D. The event marked the completion of the structural phase of the building, which remains on schedule to open in 2020. This project is part of YVR’s multi-billion dollar expansion program, which includes 75 projects over 20 years.

PCL Construction is delivering the project and has been construction partners with YVR for almost 25 years.

“This expansion is the largest terminal expansion since 1996, and we couldn’t be prouder that our team gets to build it. Working collaboratively with YVR, the consultants and trade contractors, the PCL team worked safely and diligently to complete the steel structure on time and are excited to celebrate the completion of it,” said Jeff Murphy, PCL’s B.C. region district manager.

The expanded terminal will include an additional eight wide body gates, including four bridged gates and four remote stand operation (RSO) gates. The added gates will enable the airport to support large aircraft including the A380 which has a wingspan of 260 feet. This expansion will help YVR meet growing passenger demand,

The expansion will continue with YVR’s well-known sense of place. Passengers will experience the beauty of B.C. with a glassed-in nature feature made up of three western hemlock trees. Amenities such as digital art, restaurants and bars will also reflect all that B.C. has to offer.

YVR’s multi-year expansion plans are made possible due to YVR’s unique operating structure. YVR receives no government funding and all profits generated are reinvested back into the airport for the benefit of its customers, partners and communities.

“YVR’s mandate is to serve our region, connecting people and products to destinations all around the world. We are able to deliver on this thanks to our unique operating model and by being a connecting hub, which encourages passengers from other parts of the world to travel through our airport,” said Craig Richmond, president and CEO, Vancouver Airport Authority.

Jason Glue, representing the board of directors, British Columbia Construction Association, congratulated the airport on the significant milestone.

“I want to thank the Airport Authority for helping make B.C.’s construction sector stronger by building world class projects that provide valuable training opportunities for our skilled tradespeople, and for letting us play a role in making the already magical arrival experience at YVR even more memorable,” said Glue.

Property tax shifts continue to plague Calgary

Nearly 12,000 non-residential ratepayers will get some relief from the property tax shifts Calgary’s sliding downtown office values triggered this year. Earlier this week, Calgary Council approved a $131-million tax credit scheme, which promises qualifying properties a rebate of at least 10 per cent of 2019 property taxes.

City analysts calculate that a non-residential property with an assessed value of $5 million would have faced a tax increase of more than $10,000 attributable solely to the tax shift. Calgary’s coincidental business tax consolidation process — phasing out a separate business tax bill and levying a single property tax bill — further complicates the issue.

Affected ratepayers were assigned an extra $250 million share of the tax burden as the assessed value of downtown office towers plummeted by about $14 billion in total. Buildings that previously accounted for 32 per cent of Calgary’s non-residential tax base, now represent about 18 per cent of assessment.

Credits will be applied to eligible tax accounts. This is the third consecutive year Council has moved to cushion the tax shift. Tax increases were capped at 5 per cent above the previous year’s level in both 2017 and 2018. However, the City defines that as separate one-time programs rather than a continuing initiative.

In addition, the combined tax rate on non-residential properties dropped 3.07 per cent from the 2018 level when Council approved 2019 property tax rates in early April. At the same time, the residential property tax rate increased 3.45 per cent from the previous year. That equates to an extra $105 on a residential property valued at $475,000.

Suppliers thank A&D community with Spring Fling

Long-time suppliers to the industry gave back to the architectural and design community in Winnipeg on June 6th with a “Spring Fling” at the Canadian Museum for Human Rights. The event was co-sponsored by Odyssey Wallcoverings , C&S Tile, Abet Laminati, Milliken, Westport Manufacturing and local community sponsor Jim Gauthier Chevrolet.

The goal was to create a relaxing environment for networking with no “sales pitch” or product offering. It was simply a thank you to the community for their support and a re-assurance that suppliers value their business and are committed to building lasting relationships.

Guests were thrilled to experience the Tower of Hope Elevator that scaffolds skywards 100 metres (or the equivalent of 23 storeys) to an outdoor observation deck with a 360 degree panoramic view of the city.

Fine foods, amazing beverages and plenty of door prizes added to the evening’s charm. Guest speaker Grant Van Iderstine of Architecture 49, the architect of record for the unique museum, was a huge hit.

The group of sponsors is looking forward to making this an annual event and have already begun seeking out other unique venues for next year’s “Fling.”

NEMA publishes new lighting standard

The National Electrical Manufacturers Association (NEMA) has published a new standard for communicating key characteristics in regards to fluorescent light replacements and retrofit LED lamps. Entitled ANSI C78.54-2019 American National Standard for Electric Lamps—Specification Sheet for Tubular Fluorescent Replacement and Retrofit LED Lamps, it addresses all l types of fluorescent replacement and retrofit Tubular LED (TLED) systems.

“This new Standard identifies key performance and application elements that LED-based tubular lamp consumers can use to better select and compare different products,” said Andrew Jackson, Manager, Lighting Test Center Americas Signify North America Corporation, committee chairman of the ANSI Section for Electric Lamps, noting the standard also help clear up any confusion related to input electrical parameters for both users and those measuring lamp performance.”

The new standard is $100 and available in hard copy or for download via the NEMA website.

Fairmont Royal York unveils new look for 90th anniversary

Toronto’s Fairmont Royal York hotel is celebrating its 90th anniversary with a fresh interior look. On June 11, 2019, Mayor John Tory joined hotel leadership and staff to cut the ribbon on a newly renovated lobby and several added features.

“Owning and overseeing the repositioning of the Fairmont Royal York, one of Canada’s most iconic and enduring properties is a responsibility we have treated with care, dedication, and great respect,” said Paul Campbell, Royal York project lead at KingSett Capital, Fairmont Royal York ownership group. “This is much more than just a hotel – it represents much of the history and soul of our great city.”

The historic venue’s transformation includes the installation of the REIGN bar, which will soon be joined by a restaurant and bakery to complete the hotel’s REIGN Restaurant + Bar + Bakery signature dining experience. It also includes a new lobby lounge, CLOCKWORK Champagne & Cocktails, which was created to mark the Fairmont Royal York’s rich Toronto history.

“A pivotal part of the Fairmont Royal York, CLOCKWORK will honour our legacy with a new statement timepiece,” said Edwin Frizzell, regional vice president and general manager, Fairmont Royal York. “Our ’90th Anniversary Clock’ is dedicated to the people of the city of Toronto, as well as the past, present, and future colleagues of Fairmont Royal York who have, for 90 years, been the beating ‘heart’ of our hotel.”

The hotel has launched several initiatives to celebrate its milestone anniversary. Highlights include a floral installation, The Celebration Cake, from Frank Rea of Forget Me Not Flowers; as well as a self-guided tour of the hotel created by author and historian Dr. Carolyn Harris. Additionally, the hotel has sponsored a Toronto of the Future exhibition and donated 90 of its rooms to Heritage Toronto.

Looking ahead, Fairmont Royal York plans to unveil large-scale renovations to its meetings and events space, and pull the curtain on its new Legacy Suites later this summer.

OPG moving headquarters to Clarington, Ontario

Ontario Power Generation (OPG) has selected Clarington, Ontario as the location for its next headquarters. The move will see the Crown corporation bid farewell to its current downtown Toronto base and centralize all of its offices onto a new corporate campus within the Durham municipality.

“This is an exciting opportunity for OPG to create a high-tech energy hub that promotes innovation and collaboration across the organization and with our partners and suppliers,” said Ken Hartwick, OPG President and CEO. “This new campus will also help OPG reduce its real estate footprint and reduce the use of commercial leased space thus reducing costs that will benefit the Ontario ratepayers.”

The campus will take shape on a field next to OPG’s existing Darlington Energy Complex along Energy Drive. Once complete, it will house the organization’s staff from 15 offices currently spread Toronto, Niagara, and Durham region.

The move is expected to bring over 2,000 jobs to the region and In addition to bringing nearly 2,000 new jobs to the area and save OPG nearly $13 million a year in operating costs.

“As the largest employer in Durham, this significant investment builds on OPG’s 30-year history in the community and demonstrates a long-term commitment to powering jobs in the region for decades to come,” said Lindsey Park, MPP for Durham.

Construction of OPG’s Clarington campus is slated to begin in 2020/2021 and wrap up by 2024.

Other takeaways from the June national rent report:

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