New SFU Art Museum planned for Burnaby campus

Simon Fraser University (SFU) has received a significant donation from the Marianne and Edward Gibson Trust and family to establish the SFU Art Museum, a 12,000-square-foot dynamic new arts and cultural facility at its Burnaby campus.

Scheduled to complete in 2022, the SFU Art Museum will be a teaching museum, creating interdisciplinary learning and research opportunities for SFU students as well as offering important exhibitions, community outreach and partnership with other institutions and organizations.

“This new facility will be an exciting addition to the Burnaby campus and will enrich the cultural landscape of Metro Vancouver,” says SFU president Andrew Petter. “This visionary gift from the Marianne and Edward Gibson Trust and family will enable students, scholars and the public to gain an appreciation and understanding of modern and contemporary art, while enabling SFU to extend its commitment to be Canada’s engaged university.”

The SFU Art Museum will be built in UniverCity and allow the SFU Art Collection to expand. The SFU Art Collection includes more than 5,500 works of art. Approximately 1,000 pieces are displayed year-round on SFU campuses.

The late Edward Gibson joined the university as a charter faculty member in 1965 and later became director of the SFU Gallery from 1986 until his retirement in 1997. Gibson and his wife, Marianne, have been true patrons of both the arts and education. Under Gibson’s direction, collectors from across Canada donated large canvases that were installed throughout the university. Gibson authored a report that advocated developing an art museum, which planted the seed for his legacy today.

“Edward had a great passion in his teaching, research and life for a sense of place intersected with design and style,” says Walter Gibson, son of Marianne and Edward Gibson. “The art museum represents the culmination of his vision for arts both at SFU and within the Canadian landscape.”

Construction begins on City Centre 3 in Surrey

Construction has begun on City Centre 3, the next phase of the Lark Group’s Health and Technology District development in Surrey.

When complete in 2021, City Centre 3 will be a 130,000 square-foot, 10-storey LEED Gold certified building with street-level retail space and rooftop terrace. It is the third building in a series of up to eight high tech buildings. The first two buildings at the district have been built, with City Centre 2 completed earlier this year and anchored by Safe Software.

The overall District will consist of more than 1.5 million square-feet and estimates over 15,000 jobs, and will contribute over $1.1 billion annually into B.C.’s economy.

“We purposely built the Health and Technology District, starting with City Centre 1, directly across from one of Canada’s busiest hospitals at Surrey Memorial Hospital, so that we can attract edge-thinking companies to help innovate and transform the healthcare space in the region,” says Larry Fisher, [resident of Lark Group. “We have seen many breakthroughs from companies located within the District and we are well positioned to see more at City Centre 3.”

The Lark Group developed the Health and Technology District in anticipation of the rapidly growing health and technology sector in B.C. The District attracts a large number of like-minded health, education and technology based organizations and professionals that are focused on innovation and B.C.’s emerging technology economy.

The high profile community is home to networks of academics, entrepreneurs, multinational and start-up companies, and some of the most advanced digital health, wellness, technology, and clinical service organizations.

Inside LoyaltyOne’s move to new Toronto HQ

The recent relocation of LoyaltyOne’s Toronto-based head office was a move to end all moves.

At the end of its lease, the company behind the Air Miles rewards program relocated from a dated space outfitted with assigned cubicles and personal storage to a new space outfitted with free-address workstations and standardized equipment. It’s a shift that has shaved hundreds of thousands of dollars off of the organization’s operating costs, because it no longer has to restack its space every time it undergoes restructuring, said Adam Gallant, workplace advisor, LoyaltyOne.

“Moves are almost non-existent for us now,” said Gallant.

Now when a business unit calls looking for project space, in most cases all that has to be done is locate unoccupied space, added Stacey Barbosa, who, at the time of site tour this summer, was workplace project manager at LoyaltyOne. She said the most that might be involved in a bigger move, which is rare, might be the reassignment of work neighbourhoods.

“It used to take us weeks to turn around a move, depending on the complexity or what was required,” said Barbosa. “Now they’ll come to us if they need something specific — for example, a white board.”

For employees, a move involves little more than picking up their laptop and sitting down at a new workstation.

This has been the new normal for LoyaltyOne since it relocated its Toronto-based head office last year. The Gensler-designed, Scandinavian-inspired space occupies six floors and 200,000 square feet in the Globe and Mail Centre.

Before design work began on the space, which is characterized by bright whites, light woods and pops of royal blue, Gensler provided strategy services. Change management, observational and occupancy studies helped inform the sharing ratio for workstations, equipment and furniture selection, and the sizes and types of spaces.

In the year-and-a-half before the relocation, employees were rotated through a pilot space set up in their former head office. The exercise gave employees an opportunity to experience what it was like to share workstations at a ratio of 1.25 to one.

“Most people were very apprehensive about going into the pilot space the first time,” said Annie Bergeron, design director and principal in Gensler’s Toronto office. “After their six allocated weeks there, [they] typically did not want to come back to their old workstation.”

The exercise also gave employees an opportunity to test different equipment and furniture options. The Herman Miller sit-to-stand workstations that were ultimately selected for the new space are designed to accommodate 95 per cent of the population.

Barbosa said ergonomic requests have gone down as employees have been encouraged to move away from using specialized equipment, such as foot rests, toward taking advantage of the adjustability of the new furniture.

Gallant said the level of agility achieved in the LoyaltyOne head office would not have been possible without sweeping standardization. More central filing space for finance is one of few examples of customization that is particular to business units. Frosting was also added to two rooms per floor post-move to address privacy concerns around scenarios such as the sharing of confidential information on computer screens, Barbosa noted.

The tools and equipment that haven’t been provided in the workplace may be just as important as the ones that have. For example, there are no storage pedestals at workstations, which helps support the clean desk policy in the free-address environment.

Employees are expected to leave work surfaces clear at the end of the day, instead stowing any personal belongings in lockers. Gallant said this makes it much easier for the building cleaners to effectively sanitize these surfaces.

“We also provide wipes, so it’s almost like a gym model: If you have made some kind of mess, the assumption is that you would clean up after yourself for the next person,” he said. “Or, if you come to a desk and you’re not 100 per cent confident, you have the ability to wipe.”

The range of spaces provided in LoyaltyOne’s new head office reflects Gensler’s research as to what makes for a great experience. As Bergeron explained, workplaces are multi-modal and should therefore support a range of modes: task, social, discovery, entertainment and aspiration.

The space complements formal and informal work areas with a variety of amenities. The public-facing second floor notably features an atrium with stadium-style seating that accommodates up to 200 people for special events and town halls. There is also an in-house restaurant run by Compass and more than 8,000 square feet of outdoor patio space, which is used to host everything from beer socials to fitness boot camps to shuffleboard games.

The integration of technology was vital to the success of LoyaltyOne’s new head office. Bergeron said the company’s goal was to ensure a consistent interface as employees transitioned between coffee hubs and soft seating, high-top tables and workstations, focus and meeting rooms.

“If you make it frustrating for them, and if you make it difficult, or if you make it daunting, to take your laptop and go work somewhere else and be collaborative, people won’t do it,” she observed.

LoyaltyOne ultimately selected Cisco technology after testing a few solutions in the pilot space, and employees were set up on their new devices before the move, trading desktop computers and phones for cell phones and laptops.

As with any project, there have been some minor adjustments made post-occupancy.

“We planned for this and we knew: you can never have enough power,” said Barbosa. “We thought we had enough and we still don’t have enough.”

More outlets are now being added to the space to encourage more people to untether from the more traditional work spaces.

“We would like to see more of people working just anywhere, coffee hubs, soft seating — by putting power in those places, that will help us strive to that,” said Gallant. “The ones where you see power, that’s where you see people camping out for the entire day.”

Perhaps more importantly than simplifying the restacking process, LoyaltyOne’s new head office has resulted in happier, more productive employees. Post-occupancy statistics show a 40-per-cent increase in collaboration and 90 per cent satisfaction with the new space — up 30 per cent.

Michelle Ervin is editor of Canadian Facility Management & Design.

Opportunities, threats and next steps for the transformer industry

The transformer industry is a vital component of our electrical system. Transformers allow the efficient transmission and distribution of power across grids, providing society with safe and reliable access to electricity. The Canadian transformer industry is a large and growing market, contributing 36 per cent of Canada’s total electrical manufacturing revenue.¹

Industry Outlook
With customer demand for electricity on a steady rise, investments in new energy and infrastructure projects are required to renew Canada’s aging infrastructure to enable efficient power transmission. According to the Canadian Electricity Association (CEA), worldwide revenue from residential demand response is expected to grow from $322 million in 2014 to $2.3 billion in 2023. On a provincial level, Ontario is aiming to use demand response to meet 10 per cent of its peak demand by 2025, equivalent to approximately 2,400 megawatts under forecast conditions. CEA also forecasts capital expenditures in new electrical infrastructures, including transformers, to exceed $350 billion over the next 20 years, and total North American expenditures are forecasted at ten times that amount.²
While this investment is a positive step forward, continued stakeholder engagement and commitment is necessary if we are to preserve and advance Canada’s interests in a sustainable and local transformer industry – a critical pillar for a secure and reliable electricity grid and strengthening Canada’s economy.

Canada has a long history of innovation and leadership in the transformer market. Our expertise in the engineering and design of reliable, secure transformers that have supported electrical grids for decades, to developing employment opportunities for skilled trades in electrical wiring, high voltage testing, machining, welding, coil winding and insulation systems – has advanced not only the overall Canadian electrical system but has drawn worldwide acclaim.

Canada is widely recognized for its transformer expertise. In fact, Canada designed and manufactured the world’s first 735kV and 765kV power transformers. This leadership has resulted in strong economic output by the industry. Today, transformer manufacturers contribute substantially to Canada’s GDP, procured goods and services, capital and research investments, and employment. Moving forward, this market is positioned for growth, due to the need to replace aging infrastructure and the need to meet growing demand for new electricity generation in all regions across Canada.

Returning value to Canada: Growth opportunities
Today, across North America, most installed transformers are approaching, and even exceeding, the end of their useful 25-to-40-year service life. In fact, it is not unusual to find transformers that were installed 50-70 years ago. While numerous “life extension” programs have been employed over the past two decades, the reality remains that this critical infrastructure needs renewal to ensure that we continue to benefit from a secure and reliable supply of electricity. In Canada alone, required capital expenditures in new electrical infrastructures, including transformers, are forecasted to exceed $350 billion over the next 20 years and total North American expenditures are forecasted at ten times that amount.³

“Investing in infrastructure renewal is crucial for modernizing the electrical grid and meeting the evolving energy needs of Canadians today—and for future generations
to come,” said Channa S. Perera, vice-president, policy development, CEA. “Successfully meeting this challenge would require sustainable, cost-effective, and innovative technology solutions.”

An integral part of the Canadian electrical community, transformer manufacturers have already started developing smart, more energy-efficient and flexible transmission and
distribution equipment that meets current and impending regulations in both Canada and the United States.⁴ This change will bring about significant energy and cost savings will help reduce greenhouse gas emissions and lower overall environmental impacts.

Barriers to success
As promising as this outlook is, the Canadian transformer industry and related suppliers face several challenges that require stakeholder attention. The barriers that require
immediate attention include:
• Tariffs: it is critical for the electrical industry to have continued access to raw materials at competitive prices to support Canada’s strategic interest to supply this critical
infrastructure. The imposed tariffs pose a great threat to transformer manufacturers’ ability to produce home-grown, secure and reliable electrical transmission and distribution equipment for the grid.
• Offshore Competition: while fair international competition and their related imports are an important element of a healthy competitive landscape, certain external competitors
continue to receive significant domestic support in their home markets and dump transformers into the Canadian market (e.g. as evidenced by the Korean dumping case). This unfair trading practice jeopardizes our access to a reliable stream of competitively-priced equipment and harms Canadian producers by putting them (and the Canadians that they employ) at significant financial risk, thereby also
impacting our nation’s overall economic prosperity.
• Talent Gap: investment assistance in securing the next generation of talent is required to help the industry attract and retain skilled employees to replace an aging workforce.

Call to action
Meeting the challenges will require strong action on several fronts:
• Trade: Governments need to continue being vigilant towards unfair trade practices and supportive of the industry’s anti-dumping efforts.
• Procurement Policies: It is imperative to be open to innovative procurement policies considering the extent of time before new opportunities for any transformer reinvestment occurs. Transformers operate very efficiently and have life expectancies that exceed 25-40 years and more. Unlike other sectors, the window for new replacement opportunities do not reoccur for at least another 25-40 years and are essentially lost during this lifetime. As well, Canadian utilities and other users of transformers can also support the industry through innovative procurement policies that recognize the longevity of these transformers and the importance of building local ecosystem, expertise, supply chain, values and innovations.
• Research Development: Publicly-funded research and commercialization programs are essential to support the continued product and technology leadership.
• Talent Initiatives: The talent deficit needs to be filled through collaborative action among government, industry and educational institutions. Training, scholarship programs (e.g. EFC’s Scholarship Program), mentoring programs and
employment incentives can serve to reverse the deficit—and grow high-value jobs and economic activity in Canada. Talent retention strategies are also necessary to help ensure we keep the skills, knowledge and expertise within our borders.
The strategic importance of having an “engineered and manufactured in Canada” solution for electrical utilities and large industrials, is evident. Without it, we risk jeopardizing our country’s expansion and electrical infrastructure regeneration.
Given the vital nature of transformers to the daily lives of Canadians, having a healthy local industry represents a matter of national security. As well, the Transformer industry and its domestic supply chain provide numerous direct and indirect economic benefits to our nation.

With good prospects for the industry’s growth, the challenge is not only to expand investment but to extend support – so this home-grown industry can capitalize on emerging opportunities to provide safe, reliable electrical transformation and continue to bring strong economic benefits and social advantages while ensuring energy supply security for all Canadians.

Photo courtesy of Northern Transformer.

Electro-Federation Canada (EFC) represents leading electrical manufacturers that design, manufacture and market power, distribution and dry-type transformers, among other electrical equipment, for Canadian and global markets. EFC’s transformer
members contribute significantly to the overall Canadian economy.

References

1. The Canadian electrical manufacturing industry generates $4.5 billion in total revenue. The Transformer market accounts for 36.4% of this total revenue (Source: IBIS World. Electrical Equipment Manufacturing in Canada, September 2016).
2. Canadian Electricity Association (CEA), Electric Utility Innovation: Toward Vision 2050, 2015: https://cea-ksiu6qbsd.netdna-ssl.com/wp-content/uploads/2017/05/ElectricUtilityInnovation-2.pdf.
3. Canadian Electricity Association (CEA), Electric Utility Innovation: Toward Vision 2050, 2015: https://cea-ksiu6qbsd.netdna-ssl.com/wp-content/uploads/2017/05/ElectricUtilityInnovation-2.pdf.
4. http://www.nrcan.gc.ca/energy/regulations-codes-standards/18318.

Kalamalka Lake house renovation embraces nature

Located in British Columbia’s Okanagan Valley, Kalamalka Lake is famous for its changing colours throughout the seasons, perfectly fitting its local moniker: “The Lake of a Thousand Colours”. Within this breathtaking environment of majestic trees, surrounding mountains and of course, the lake, BLDG Workshop completed its most intricate and sensitive work to date.

Nathan Buhler, founder of BLDG Workshop was asked to design a new home in collaboration with his sister, Adrianne Bailie, interior designer and principal of Adrianne Bailie Design. Faced with the option of either tearing down the existing 1970s house or renovating, Buhler carefully considered both options before electing to renovate. In an effort to come up with a solution that would be sustainably minded as well as cost effective, the design process focused on preserving the site’s beautiful mature vegetation.

The original house was dim, clunky and didn’t take advantage of its beautiful surroundings. Contrarily, it seemed to shun natural light and views as one could barely see the lake within the home. Technically a three-storey home, its split-level layout divided it into seven distinct levels each disrupting the light and circulation of the home making it feel dark and disjointed.

Working with the existing massing of the original home, Buhler transformed the Kalamalka Lake house by paying close attention to its solar orientation and carved windows and skylights, allowing light in from many angles at various time of the day and throughout the seasons. By opening the renovated house up to the lake and its surroundings, Buhler gave it a sense of place among the trees rather than a dwelling trying to distance itself from nature.

The most pronounced example of this is the tilt-slide window that opens the entire lower level of the home to the lake. It eliminates the barrier between indoor and outdoor living, allowing the family to seamlessly transition between the beach and the house. Additions to the site that work in conjunction with this goal are a hot tub hidden underneath a retractable Ipe wood deck and a lake-level Beach Hut built by the designer’s father.

The resulting home is a modern transformation that pays homage to its mid-century roots while remaining grounded in its mature native setting. Reflecting the juxtaposed textures of the surrounding landscape, the house is clad in contrasting textures, a variegated charred cedar cladding treated in the traditional Japanese style of Shou Sugi Ban and a textureless pure white finish. As a result, the facade rhythmically alternates between the centuries-old looking Shou Sugi Ban and the immaculate white surface, giving it the appearance of a decidedly contemporary home that sits agelessly by the lake.

The homeowners can now truly experience lakeside living, through the transformation of the home. The house has been sculpted to welcome the surrounding nature into every crevice while maintaining a modern boldness and beauty that complements the landscape.

Tania Haluk named president of CCI Toronto and Area Chapter

Tania Haluk, RCM has been named president of the Canadian Condominium Institute – Toronto and Area Chapter, effective November 22, 2018.

Haluk has been a member of the CCI Toronto Chapter Board of Directors since 2012 in various capacities, including as a member of the Conference and Education Committees, and as vice president. She is also a frequent presenter at the Condo Conference and other forums, and is an instructor for CCI Toronto’s Director courses.

She also holds the positions of Chair of the Education Committees for both CCI Toronto Chapter and CCI National, where she updates and teaches the CCI courses for boards. She was recently named the Chair of the Operations and Support Committee for CCI National to assist and support Chapter success across the country.

Haluk has spent over 20 years in the condominium property management industry, and is currently serving as Vice President, Organizational Effectiveness at FirstService Residential Ontario. In this role, she undertakes strategic planning in the areas of change management, performance management, organization design, culture management and succession planning and talent development. Her professional skills include setting and meeting goals and targets, which will assist her in her role at CCI Toronto.

“I am honoured to be leading CCI Toronto and I am looking forward to working with the CCI Toronto team to continue to serve our members as the leading educator and information source for condominium boards and residents,” said Haluk, in a press release.

What’s on the condo board meeting agenda?

Ever been in a meeting that was called about a certain topic, only to find that some completely irrelevant tangent ends up dominating the discussion?

A critical tool for keeping a meeting productive and on track is the often-underestimated agenda. Preparation is key to crafting a clear, defined road map that sets the framework for an efficient and functional meeting, even if the dynamic isn’t particularly harmonious.

If a board doesn’t use an agenda for its meeting, or relies on one that isn’t well thought out, it can end up having a wide-ranging, aimless discussion that achieves nothing.

The following steps show how to craft a good agenda that will mitigate redundant conversations and poor time management in meetings and ensure the group gets to the point quickly and stays focused.

1. Define the goal

Before putting down the first agenda item, answer this question: “What do we want to accomplish at this meeting?”

The person drafting the agenda should understand the priority of each topic to be discussed and develop a hierarchy of points that need to be covered to build a strong skeleton for the meeting. Reviewing the previous minutes in advance is a good practice as there may be subjects that are carried over from one meeting to the next. This gives the agenda a clear direction.

2. Everything has its time

In an ideal world, every topic can be discussed effectively during a meeting. The reality is: the longer the meeting, the greater the chance of attendees losing focus. Pick subjects for the agenda that require planning or action soon, not far down the road. For example, a discussion about snow removal next winter might not get on the agenda for a May meeting, whereas cleaning a parking garage or outdoor pool maintenance should make it on if decisions are required more imminently.

Suggesting a time limit beside each topic reminds participants they must keep their comments concise and relevant in order for the meeting to adjourn on time.

3. Drafting the agenda

When actually writing the agenda, topics should be outlined clearly and succinctly and can be listed in order of priority. Much like a concise resume, an agenda should be no more than one page. This sets the tone for the meeting — too many topics from the get-go can seem overwhelming.

Of course, there are standard items that should be on every agenda, such as:

Who the meeting is for (organization name)
Date/time/location
Call to order
Approval of agenda
Date/time of next meeting
Termination

The content between these headings is what is most important in creating an agenda that will deliver the desired outcome of a board meeting. For example, if one objective is to review the manager’s report, then “Management Report Review” should be one of the headings, with subtopics below. Subtopics act as an agenda within an agenda and add clarity and direction.

A good agenda is futile if nobody enforces it. The meeting chair should use the agenda as a roadmap and, if conversations stray off-topic, it is the chair’s duty to get everyone back on track. Long meetings can be costly and ineffective, and an agenda can act as the first checkpoint to ensure meetings stay on course.

The goal of a meeting is to reach outcomes and decide tasks or next steps. With a good agenda and someone to enforce it, the meeting has a much better chance of being efficient and successful.

Marko Lindhe is VP of sales and marketing at Minutes Solutions. Minutes Solutions Inc. is a professional third-party minute taking company that provides in-person, and virtual minute taking solutions. He can be reached at 888.570.1149 x 2 or [email protected].

RioCan Living set to lease-up eCentral in Toronto

RioCan Living announced it is preparing to lease-up its first rental development, eCentral, in midtown Toronto before the year’s end. The 466-unit, purpose-built rental located at Yonge and Eglinton accounts for a fifth of the approximately 2,300 rental units currently under construction in the RioCan Living portfolio.

The RioCan Living portfolio could include more than 5,000 completed residential units within the next five years. In addition, there will be residential development commencements in that same period comprising several thousand additional units. “The launch of RioCan Living this past March was in part motivated by a shortage of new purpose-built rental buildings in large Canadian cities,” said Ed Sonshine, Chief Executive Officer of RioCan. “The government of Ontario’s recent amendment to rent control legislation as it applies to new purpose-built rental development has encouraged RioCan to move forward more expeditiously to expand our rental residential portfolio. RioCan is uniquely positioned to address the void by developing the properties we already own in major markets that are also strategically located on transit lines.”

“Our ability to come to market with a product like eCentral within the same calendar year as our residential brand launch is indicative of the strength of our team and development capability” added Jonathan Gitlin, Chief Operating Officer of RioCan. “We have a deep and talented roster of experts in place who are working to deliver best-in-class, professionally managed residential units to the cities and communities that need them most.”

eCentral is a 36-storey rental residence situated within ePlace, a 712,000 square foot (net leasable, or saleable area) mixed-use development that also features retail, office and residential condominiums. Located at the intersection of the Yonge-University subway line and future Eglinton Crosstown LRT, eCentral is the prototypical RioCan Living development, with an emphasis on design, quality, professional management, retail integration and access to transit. Leasing will begin before the end of 2018 and residents will start to move into the building in the first quarter of 2019.

A second RioCan Living development is also slated to begin leasing this year. Frontier is a joint partnership between Killam Apartment REIT and RioCan Living. The 23-storey, 228-unit rental residential development is located adjacent to RioCan’s Gloucester Silver City shopping centre and is steps from the newly built Blair LRT station. Frontier will be the first residence of a five-phase community in the Gloucester neighbourhood in Ottawa, and will enter the thriving market in the nation’s capital when leasing opens to prospective residents in December.

Zoning is complete for all five phases of the development and site plan approvals are in place for the second phase. Of the eight rental projects (or 2,300 rental units) actively under construction in the RioCan Living portfolio, five, including eCentral, are located in Toronto, one is in Calgary, and two, Frontier Phase I and II, are in Ottawa.

Residents will be welcomed to two of the projects in 2019 and occupancy for an additional three will begin in 2020. These inaugural properties are just the beginning of a healthy pipeline of development opportunities within RioCan’s existing portfolio.

MLA Canada expanding with new Langley office

MLA Canada is opening its third office in Langley at B210-20689 Willoughby Town Centre Drive. Expanding to the Fraser Valley will allow the company to bring its service to the region which is experiencing tremendous growth and continues attracting Metro Vancouver’s developers.

“MLA Canada’s business strategy is to bring our marketing and sales experience in urban developments to clients with projects in the Fraser Valley,” said Cameron McNeill, executive director and partner of MLA Canada. “The company has half a dozen projects and counting in the region, and we are fortunate to have a new office in Langley after years of planning.”

Managing director Brittany Reimer will lead the Fraser Valley Operations alongside the executive team for day-to-day operations. Previously, Reimer held a senior leadership role with MLA Canada, and consulted with the city’s leading developers. She brings expertise in building high impact, innovative marketing and sales programs for residential developments. Her background as a realtor and as a longtime resident in the Fraser Valley will add value and real estate market insights for clients and home buyers.

The real estate marketing company will also incorporate leasable retail space as part of their new office to host a developer’s project presentation centre.

The dual-purpose office concept is designed for both corporate and client use. Finding a prime location to house a presentation centre with product displays, meeting rooms and ample parking for visitors is an ongoing challenge for developers with multi-family projects in the Fraser Valley.

Developers face long delays to acquire city permits and pay a premium on short-term leases in the region. MLA Canada explored the possibilities for its clients’ Fraser Valley projects, and the simple answer was to dedicate one quarter of the office for developers to retro-fit as their pre-sale presentation centre. The turn-key solution is an efficient option and provides cost savings of hundreds of thousands of dollars for a PC build out.

Cutting edge wood lab is an engineering marvel

Standing strong against the bone-chilling northern climates, the first ever industrial building in North America to be Passive House certified, has captured international attention.

The University of Northern British Columbia’s Wood Innovation Research Laboratory (WIRL) in Prince George is proof that an ultra-energy efficient, industrial wood building can be built to withstand the cold climate of northern Canada.

The building’s low heating requirement is similar to a standard family home rather than a typical industrial building — due to the high performance of the Passive House design and wood use.

“We pulled off something really amazing here. This building is an engineering marvel,” says UNBC Associate Professor of Engineering Dr. Guido Wimmers. “It has caught the attention of Passive House researchers around the world because it demonstrates how an industrial structure — constructed with wood in a northern climate — exceeds a rigorous, internationally recognized energy efficient standard.”

This is the first winter the building will face, as the project was completed in April 2018. That provides a timely opportunity for students to study the building’s performance in the cold. UNBC students have been involved from the start, including the design, structural studies and detailed design aspects.

The WIRL is used by students and researchers seeking to discover novel materials and techniques for the next generation of wood buildings.

“Researchers in the Master of Engineering in Integrated Wood Design program at UNBC identified early on that long-term monitoring of the building performance could provide valuable insights into the construction of future buildings,” says Wimmers. “As a result, multiple sets of temperature and humidity sensors have been installed in the exterior walls and foundation to monitor the interior environment and exterior weather conditions.”

The superstructure is composed of mass timber glulam columns and beams on a concrete slab. The external walls are framed with wood trusses fabricated locally by a Prince George company, showcasing mass timber as an alternative structural material to steel, typically used in industrial buildings.

“Mass timber prefabrication allowed the trades to do most of the work in a safe and controlled shop environment, particularly advantageous for cold climates like Prince George,” adds Wimmers.

The second-level floor is made of prefabricated wood joists and covered with plywood sheathing. All the interior walls are also covered with plywood sheathing. In the lab portion of the building, the OSB is left exposed for the interior finishing as an expression of the industrial use of the space.

The weather in Prince George was one of the main challenges for achieving Passive House certification. The average summer temperature is 16 C and the average winter temperature is -6 C, meaning a lot of days with the furnace running. That results in energy savings adding up quickly over time. Heating bills are expected to be 90 percent less — about $10,000 per year — than a similar building designed to the current code requirements.

With an eye to the future, UNBC offers a Master of Engineering in Integrated Wood Design. Graduates are educated in modern wood construction, and the program aims to actively contribute to the evolution and innovation in the construction industry.

Learn about leading wood design and construction like the Wood Innovative Research Lab at www.naturallywood.com.

Find more information on UNBC’s Master of Engineering in Integrated Wood Design at www.unbc.ca/engineering-graduate.

Photo: Michael Elkan

BSD advances Canadian specifications with Dialog

Building Systems Design (BSD), has partnered with integrated design firm Dialog to produce content for SpecLink Cloud, a database-driven software for specification writing and production. The content will be available within SpecLink’s database alongside tools like cloud collaboration and building information modelling (BIM) integration by spring 2019.

DIALOG and BSD first collaborated when working with the Construction Specifications Institute (CSI) and Construction Specifications Canada (CSC) on MasterFormat updates. When working together, it became clear that many Canadian design professionals want to change from working in outdated, inefficient word processing-based systems with limited content for commercial projects.

Dialog’s specification team is working closely with BSD to adapt SpecLink’s extensive content for the Canadian market. Beyond terminology, language and units of measurement, Dialog’s team will convert complex codes, standards and formatting.

“SpecLink’s content and the way it’s organized will absolutely improve the quality of specifications,” says Dialog’s Keith Robinson, head of research and development, specifications in Edmonton. “It actually has usable content that people can read and understand. BSD’s approach to describing products and associated properties will be an eye‑opener to many specification editors.”

BSD’s best-in-class master guide content has been harmonized with the Canadian Construction Documents Committee (CCDC) documents, construction industry standards, terms and Construction Specifications Canada’s best specifying practices.

“Together with Dialog, BSD is committed to giving the Canadian market access to the country’s best content within the industry’s most advanced specification platform,” said Chris Anderson, CEO of BSD. “We are the first company to offer an intelligent software-based solution with best-in-class Canadian content created in partnership with the leading specification experts in Canada.”

UDI Awards recognize top B.C. developments

The winners of the 2018 Urban Development Institute (UDI) Awards for Excellence were recognized during an awards gala held in downtown Vancouver.

The bi-annual awards celebrate the outstanding contributions made by leaders in the urban development industry to the built environment in British Columbia.

The 21 winners were recognized in diverse categories such as design, sustainability, heritage and social housing as well as community amenities built or funded by UDI members, including seawalls, libraries, daycares, parks and community centres.

A memorable highlight from the evening featured the newest UDI Hall of Fame inductee, Concert Properties co-founder and Order of BC recipient David Podmore, being honored for his 40 years of community building.

Podmore has shaped one of Canada’s most successful and well-respected real estate businesses. He is also a tireless philanthropist who has raised millions for charitable organizations, including the BC Children’s Hospital Foundation.

“Congratulations to all the winners who can take great pride in this peer recognition for building B.C. communities for everyone to live, work and play,” says UDI president and CEO Anne McMullin.

The 2018 winners are:

Hall of Fame Inductee: David Podmore, Concert Properties
Maureen Enser Future Leader Award: Virginia Bird, Pottinger Bird Community Relations
Vancouver Sun Readers’ Choice: The Northwest, by Onni Group
Vancouver Skyline: Trump Tower, by Holborn
Best in Show: Strathcona Village, by Wall Financial Corporation
Mixed Use: CentreView, by Onni Group
Ground-Oriented Housing: Hyde Park, by Zenterra Developments
Urban High-Rise: Modello, by Boffo Developments Ltd.
Suburban High-Rise: The Crown, by Beedie
Industrial: AG Professional Hair Care Products Ltd., by Beedie
Commercial/Retail/Office: 565 Great Northern Way, by PCI Developments Corporation
Multi-Phase/Master-Planned Community: Seylynn Village, by Denna Homes
Non-Market Housing: Madrona at Dockside Green, by Catalyst Community Developments Society
Urban Residential: Framework, by Porte Communities
Suburban Residential: South Ridge Club, by Adera Development Corporation
Market Rental: The Duke, by Edgar
Development Innovation: Strathcona Village, by Wall Financial
Best of the Fraser Valley: Willoughby Town Centre, by Qualico Chow & Li
Best of Vancouver Island: The Janion, by Reliance Properties Ltd.
Best of the Okanagan: Central Green, by Mission Group Enterprises Ltd.
Public Art: Eyes on the Street, by Concert Properties

Kabam expands HQ at Vancouver Centre II

Kabam, is expanding its North American headquarters, signing a lease of 105,000 square foot across seven floors at Vancouver Centre II.

The project, which is being developed by GWL Realty Advisors, has a targeted completion date of 2021. VCII will be the first office tower completed in the current cycle of downtown office development in Vancouver.

“Kabam is exactly the kind of forward-thinking, industry-leading firm we had in mind when we designed VCII,” says Geoff Heu, vice president, development – Western Canada, GWL Realty Advisors. “With VCII’s premier location in the downtown tech hub and its direct connection to two transit lines, it’s not surprising the building is already one-third leased before excavation is even complete. With the current exceptionally low office vacancy rate of 3.9 per cent, we are confident that VCII will be fully leased prior to completion.”

As VCII’s lead tenant, the Vancouver-based mobile game developer will have access to first-class amenities, including the 29th Floor Skyline Rooftop Deck; a state-of-the-art fitness facility and yoga studio; end-of-trip cycling facilities; and dog-friendly facilities.

The project is targeting LEED Platinum certification and is registered with the International WELL Building Institute. VCII’s Wired Certification will ensure it has the digital infrastructure to addresses the advanced technology needs of today and the capacity to upgrade to meet future needs.

When complete, VCII will sit squarely in the middle of Vancouver’s new commercial office district, which has shifted east in recent years. GWL Realty Advisors is developing VCII on behalf of owners: The Healthcare of Ontario Pension Plan, the Great-West Life Real Estate Fund, and London Life Real Estate Fund.

Pictured L-R: Rob Kavanagh and Geoff Heu (GWL Realty Advisors) at the VCII development site.

ASHRAE addresses natural resources at the House of Commons

ASHRAE President Sheila J. Hayter and President-elect Darryl K. Boyce testified before the Standing Committee on Natural Resources at the House of Commons of Canada on Nov. 20, 2018.

In their testimony the ASHRAE leaders focused on the technical tools, standards and guidelines it develops that can help government – and the private sector – deliver on energy efficiency and building performance. Hayter highlighted how ASHRAE resources can help drive sound energy policy, and aid Canada in its development of a nationwide net-zero energy building code, which it aims to complete by 2030, with all provinces and territories adopting and implementing it by 2040.

They pointed out the following tools as resources well-equipped to help Canada achieve its goals.

• ASHRAE Standard 100, Energy Efficiency in Existing Buildings, which sets criteria to reduce energy consumption through improved energy efficiency and performance.
• ANSI/ACCA/ASHRAE Standard 211, Standard for Commercial Building Energy Audits, which outlines the requirements for ASHRAE Level 1, Level 2, and Level 3 energy audits.
• ASHRAE Building EQ, which is a building energy rating program that provides both an operational and asset rating to assess a building’s energy performance. Beyond providing a score, Building EQ can help improve a building’s energy performance after the benchmarking is completed. The Building EQ-In Operation rating assists with an ASHRAE Level 1 energy audit and provides both a standardized process and actionable recommendations for the building.
• ASHRAE Standard 135, BACNET® — A Data Communication Protocol for Building Automation and Control Networks, which defines data communication services and protocols for information technology used to monitor building systems and to ensure all building automation systems can “talk” to one another.

“As Canada moves toward a smart grid, we welcome the opportunity to continue sharing our technical expertise to ensure this transition is done effectively and efficiently, and to also assist in providing the tools, resources, and knowledge to ensure proper operation of buildings in this new paradigm,” Hayter said in a press release.

“Optimizing Canada’s existing buildings and ensuring effective building operations are key to meeting Canada’s energy and climate,” Boyce said in a press release. “Investments in these buildings can also generate solid economic benefits for those who own, operate, live and work in these buildings – and ASHRAE has the resources and tools to help achieve those benefits.”

Minto Apartment REIT expands portfolio in Calgary and Ottawa

Minto Apartment REIT announced it has purchased two new multi-residential buildings in Calgary for $63.8 million. In addition, it is moving forward on the redevelopment of a commercial property in Ottawa, which will become a mixed-use multi-residential and retail property.

Located in Quarry Park, Calgary, the newly-built “Quarters” is a two-building multi-residential rental property comprising 199 suites. The property is currently 98 per cent occupied with an average monthly rent of $1,506 per suite.

Quarry Park is home to thriving retail amenities and numerous corporate campuses and headquarters, across 1.7 million sq. ft. of office space, including Imperial Oil, Stantec, Jacobs Engineering, AECOM and Lafarge. Surrounded by a 50-acre nature reserve and kilometers of pathways and trails, Quarry Park is serviced by three bus routes, including one Bus Rapid Transit route, and is a short walk from the proposed Quarry Park LRT Station.

The Quarters is in close proximity to another Minto property, The Laurier, which will provide the REIT with an opportunity to generate operating efficiencies. With this transaction, the REIT will become the sole purpose-built multi-residential landlord in the Quarry Park corporate campus.

The purchase price for The Quarters is approximately $63.8 million (approximately $321,000 per suite), representing a 4.1 per cent cap rate (based on in-place net operating income) and 6.25 per cent discount to the property’s appraised value. The purchase price will be satisfied with a newly arranged term mortgage and from the REIT’s existing credit facility. The transaction is currently expected to close in January 2019.

Fifth and Bank, Ottawa

Over in Ottawa, the REIT has agreed to advance up to $30.0 million of financing in support of MPI’s planned redevelopment of a commercial property located at 99 Fifth Avenue into a mixed-use multi-residential rental and retail property. The property is located in the heart of Glebe, one of Ottawa’s most desirable neighbourhoods, with the city’s lowest multi-residential vacancy rate of 0.2 per cent according to CMHC.

It is surrounded by diverse amenities and a strong retail presence, and features a Walk Score of 96. Zoning for this intensification project has already been secured. Construction of the approximately 160-suite multi-residential rental component is scheduled to start in 2019, with occupancy expected to begin in the first half of 2021.

“The acquisition of the Calgary properties and the provision of financing for the Fifth and Bank redevelopment are consistent with our growth strategy as outlined in our IPO prospectus earlier this year,” said Michael Waters, Chief Executive Officer of the REIT. “The Calgary transaction will further diversify our holdings by increasing the REIT’s presence in Alberta from 8 per cent of the gross book value of our portfolio to 12 per cent.”

National home sales dip 1.6 per cent in October

Canadian home sales fell 1.6 per cent between September and October 2018, reports the Canadian Real Estate Association (CREA). While activity is stronger now compared to the first half of 2018, it remains below monthly levels recorded from early 2014 to 2017.

The number of transactions fell in more than half of all local housing markets, led by Hamilton-Burlington, Montreal and Edmonton. Although home sales activity did improve slightly in many markets, that increase was offset by a decline in sales in other regions by a factor of two.

Actual (not seasonally adjusted) activity fell 3.7 per cent annually, in line with the 10-year average for the month. Although sales were down on a year-over-year basis in slightly more than half of all local markets last month, lower sales in Greater Vancouver and the Fraser Valley more than offset the increase in sales in the Greater Toronto Area (GTA) and Montreal by a large amount.

“This year’s new mortgage stress-test has lowered how much mortgage home buyers can qualify for across Canada, but its effect on sales has varied somewhat depending on location, housing type and price range,” said Barb Sukkau, CREA president, in a press release.

“National sales activity lost momentum in October. In part, this reflects waning activity among some urban centers in Ontario’s Greater Golden Horseshoe region and the absence of an offsetting rise in sales in the Lower Mainland of British Columbia,” added Gregory Klump, CREA’s chief economist. “Even so, the balance between sales and listings in these regions points to stable prices or modest gains. By contrast, the balance between sales and listings for housing markets in Alberta, Saskatchewan and Newfoundland indicates a weak pricing environment for homeowners who are looking to sell.”

The number of newly listed homes dropped 1.1 per cent month-over-month in October, led by the GTA, Calgary and Victoria. The dip in new supply in these markets more than offset an increase in new supply in Edmonton and Greater Vancouver.

The national sales-to-new listings ratio fell to 54.2 per cent in October, close to September’s reading of 54.4 per cent and its long-term average of 53.4 per cent. Based on a comparison between the sales-to-new listings ratio with the long-term average, about two-thirds of all local markets were in the balanced range in October 2018.

At the end of last month, there were 5.3 months of inventory on a national basis, a figure that remains in line with its long-term average. However, the number of months of inventory is well above its long-term average in the Prairie provinces and in Newfoundland & Labrador. However, in Ontario and Prince Edward Island, the measure remains more than one standard deviation below its long-term average. Elsewhere, the number of months of inventory is closer to its long-term average, suggesting that sales and inventory are well-balanced.

The Aggregate Composite MLS Home Price Index (HPI) climbed 2.3 per cent year-over-year in October. Apartment units saw prices climb 7.4 per cent year-over-year, the largest gains seen last month, followed by townhouse/row units (up 3.9 per cent). In comparison, one-storey single-family homes experienced a 0.6 per cent increase in prices, while two-storey single-family home prices remained level.

Trends continue to vary widely across the country. In British Columbia, home price gains have been slowing on an annual basis in Greater Vancouver (+1.0 per cent), Fraser Valley (+6.8 per cent), Victoria (+8.5 per cent) and Vancouver Island (+11.8 per cent).

Meanwhile, home prices are improving on a year-over-year basis in the Greater Golden Horseshoe region, with home prices up annually in Guelph (+9.3 per cent), Hamilton-Burlington (+6.8 per cent), the Niagara Region (+6.3 per cent), the GTA (+2.6 per cent) and Oakville-Milton (+2.2 per cent). Although home prices in Barrie and District declined by 0.9 per cent, keeping them slightly below year-ago levels, declines in that region are slowing. The CREA projects that if current price momentum continues, home prices next month should turn positive, compared to December 2017.

In the Prairie provinces, benchmark home prices fell on a year-over-year basis in Calgary (-2.6 per cent), Edmonton (-2.4 per cent), Regina (-3.6 per cent) and Saskatoon (-0.9 per cent).

Meanwhile, average home prices rose in Ottawa by 6.6 per cent year-over-year, while Montreal saw gains of 6.3 per cent. Greater Moncton also saw the average price of a home increase by 4.2 per cent.

The actual (not seasonally adjusted) national average price for a home sold in October 2018 fell 1.5 per cent compared to October 2017, to just below $496,800. When removing the Greater Vancouver and Greater Toronto Areas from calculations, the national average price falls to just below $383,000.

Record home sales expected by year-end in Quebec

The Quebec residential real estate market reached record numbers in 2017, and is expected to top that level by the end of 2018 with the Centris system exceeding 86,000 transactions, according to the Quebec Federation of Real Estate Boards (QFREB). All census metropolitan areas (CMAs) in Quebec except Trois-Rivières are expected to post growth in the number of home sales completed this year.

“With a five per cent increase in sales, Quebec is performing well in the residential real estate market compared to other provinces,” said Paul Cardinal, QFREB’s market analysis manager, in a press release. “Western Canada is experiencing a significant decline in activity, particularly in British Columbia, with a 23 per cent drop to date in 2018. Ontario sales are down too, with an 18 per cent decrease. As for property prices, Quebec is turning in the best performance with a five per cent increase, all categories combined.”

The Montreal and Gatineau CMAs are experiencing a seller’s market, while conditions favour buyers in the Quebec City, Sherbrooke and Saguenay CMAs. In Trois-Rivières, home to the most affordable properties in the province, the market is balanced.

Meanwhile, Montreal’s real estate market continues to outperform the rest of Quebec. In addition to logging record sales in 2018, time to sale is declining sharply, prices are climbing steadily and bidding above list price has become common in some regions. Condominiums are seeing the highest number of total sales, but “plexes” are recording the best price growth.

“Abundant condominium construction in recent years has not lowered prices as some observers feared,” said Cardinal. “Demand has held strong in the resale market, as reflected by the 15 per cent increase in sales in this segment to date in 2018.”

However, the suburbs – particularly the South Shore and the Laval region – are seeing increases of 12 per cent and seven per cent, respectively, to date in 2018, compared to last year. The North Shore, meanwhile, has topped even the Island of Montreal, logging a four per cent increase in sales so far this year.

Buyers bidding over list price is common across all property categories, but particularly in plexes, as 17 per cent of plex sales closed at higher than list price. Overbidding is most often seen in Outremont, Rosemont-La Petite-Patrie, Plateau-Mont-Royal, the Southwest and the West Island.

For 2019, a strong labour market, rising disposable income and high consumer confidence are expected to boost home sales next year. The QFREB predicts 2019 will start with a flurry of activity, which will gradually slow in the second half of the year due to rising borrowing costs. The five-year mortgage rates posted by major financial institutions are expected to climb, adding half a percentage point to reach about six per cent by year-end.

The QFREB expects the number of transactions next year will rise one per cent to a new record of 87,650 sales. The average price of a single-family home is forecast to climb three per cent to $257,000.

The QFREB expects Montreal’s residential real estate market to perform slightly better than the rest of the province overall next year, due in part to steadier population growth with the increase of net migration.

As a result, the number of transactions in the Montreal CMA are expected to climb to 47,600 in 2019. Price growth is also expected to be more stable than elsewhere in the province. The QFREB predicts a four per cent increase in the average price of a single-family home, to $332,000. For condominium units, which has seen a tightening of market conditions over the past year, the average price is forecast to climb three per cent to reach $263,000.

References

1. Define the goal

2. Everything has its time

3. Drafting the agenda

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