Canadian architects named RAIC 2018 Fellows

A Toronto specialist in culinary education; the project architect for Vancouver’s largest transit-oriented development, a Calgary-based aviation design expert, and a Quebec architecture policy champion are among the Canadian architects to be named 2018 Fellows.

The College of Fellows of the Royal Architectural Institute of Canada (RAIC) bestows Fellowship to RAIC members in recognition of outstanding achievement. Criteria include design excellence, exceptional scholarly contribution, or distinguished service to the profession or the community.

Representing Canada coast-to-coast, the 40 new Fellows come from Athabasca, AB; Calgary, AB; Halifax, NS; London, ON; Montreal, QC; Ottawa, ON; Peterborough, ON; Saint John, NB; Thunder Bay, ON; Toronto, ON; Vancouver, BC; Victoria, BC; Winnipeg, MB, as well as London, England.

They include:

Ryan Bragg, of Perkins + Will in Vancouver, who led the design of Marine Gateway, a mixed-use development in Vancouver that integrates transit and is recognized for sustainability;
Nathalie Dion, of Montreal, who, as President of the Quebec Order of Architects, has steered a public conversation and campaign for the establishment of a Quebec architecture policy;
Philip Hastings, of Toronto, whose firm Gow Hastings Architects has completed more than 250 projects at colleges and universities, and is known for innovation in culinary arts studies;
Janice Liebe, of DIALOG in Calgary, whose broad experience includes playing a leading role in expansions and redevelopments at the international airports of Calgary, Edmonton, Ottawa, and Kelowna.

Fellows will be inducted at the College of Fellows Convocation, which takes place during the RAIC/AANB Festival of Architecture in Saint John, May 30 – June 2.

For the full list, visit RAIC.

LaBranche legacy entrenched in BOMA BC

Wrapping up a 25 year tenure with the Building Owners and Managers Association (BOMA) of British Columbia, soon-to-retire president, Paul LaBranche, characteristically looks through the lens of his organization’s strategic plan to reflect on what he has accomplished. The five underpinning goals and associated performance measurements that steer BOMA BC’s course could also be seen as LaBranche’s job description and the hallmarks of his career.

As the chief staff officer, he has served as both the commercial real estate industry’s voice and an informed conduit for messages coming back from government and the wider community — a role that calls for a delicate two-way player who can defend his members’ interests and advise them what’s in their best interests in ever evolving times. Along the way, he’s been an able administrator and a champion of professionalism for a membership that has more than tripled to today’s roughly 700 individuals representing large, mid-sized and smaller real estate players and key service providers.

“I found that putting some structure in place through the long-range strategic plan was very beneficial for the organization and for me,” LaBranche recalls. “The industry, certainly, is changing, and I think we’ve become a broader, better recognized organization over the years.”

Those accustomed to seeing him in action are a little more effusive.

“Paul has never lost sight of the importance of advocacy, fiscal responsibility, education, charitable partnerships and networking to keep BOMA BC relevant to its members and the principal voice of the commercial real estate industry,” says Lesley Heieis, vice president and managing broker with Colliers International in Vancouver, who served as BOMA BC’s 2006-2007 chair.

“Every level of government knows that BOMA is the go-to for the commercial real estate industry. Our brand has become really strong under his guidance,” concurs Richard Anderson, president, Hunter McLeod Realty Corp., a past BOMA BC chair who joined the board of directors in sync with LaBranche’s arrival.

Suite of skills and experience

Although it was something of a new career direction, LaBranche brought skills and experience that made him a good fit for the association’s needs when he assumed its helm in 1993. A transplanted Ontarian who’d long since made Vancouver his home, he was trained as an engineering technologist at Ottawa’s Eastern Ontario Institute of Technology (since absorbed into Algonquin College) and had worked briefly for the federal public service after graduating. A young man’s curiosity to explore a new locale proved to be a pivotal life decision.

“It was a part of Canada I hadn’t seen so I just made my mind up to go west, and the rest was history,” he says. “The west coast lifestyle was so compelling.”

Soon, he found himself on the job sites of some significant provincial infrastructure projects, including the Revelstoke Dam and the container facility at the Port of Vancouver. Then, after taking time to travel through Europe, Southeast Asia and Australia, he moved onto the project management track and into the burgeoning condominium sector. The exercise of coordinating all aspects of a construction project sparked an interest in organizational development and led to work in the not-for-profit sector, while he also earned a business degree from the University of Seattle.

An understanding of real estate’s structure, its trades and its business pressures arguably positioned him to thrive in his next undertaking, but he didn’t necessarily foresee it was going to sustain him to retirement. “When the opportunity came up with BOMA, I thought it was only going to be for a short while,” he affirms.

However, the match of BOMA’s diverse outreach responsibilities to his own multi-tasking inclinations simply made other job options less appealing. “Working with an association like BOMA is really something like running a small business, but with the assurance of being part of an industry network. If you’re not in it for the money, but you’re in it for what you can get out of life, it’s a very rewarding career,” he says.

Firsts and lasting impacts

The rewards have flowed both ways as BOMA BC reaps the Paul LaBranche legacy of innovation, advocacy, mentorship and prudent management. The long-term strategic goals he pushed to implement now double as a checklist of his leadership accomplishments. The association is the acknowledged advocate for the commercial real estate industry in the province and enjoys strong public recognition; it supports its members in their business and ESG (environmental, social, governance) obligations, and provides outreach, training and networking for professional development; and it is a province-wide organization, now including a Victoria-based branch.

Early in the 2000s, LaBranche envisioned and drafted Go Green guidelines to help owners/managers assess and improve the environmental outcomes of building operations — a program now commended as the forerunner of BOMA BEST and, equally importantly, as one of the first critical focuses on existing buildings.

“When BOMA BC started it, there were no standards for existing buildings anywhere,” he says. “LEED for existing buildings came later.”

Other evidence of what Heieis terms a “passion for sustainability” is easy to see in e-Energy Training — a BOMA BC initiative since rolled out as a national program — the launch of the charitable Green Building Foundation, and various strategic partnerships with service providers and government funding agencies to help members deploy green technologies and improve building performance. The latter also demonstrates LaBranche’s skill in negotiating cost-sharing and agreements for BOMA to manage government incentive dollars.

“He’s so innovative with sources of revenue. That’s allowed us to keep our dues in check,” Anderson observes.

Productive partnerships

Beyond his formative contribution to BOMA BEST, LaBranche has also provided welcome input to BOMA Canada’s council of chief staff officers and other industry associations that share BOMA’s concerns.

“We work together on a regular basis, either through teleconference or in person, to share experiences and flag issues that arise in one region that we expect we’ll see elsewhere,” explains Dean Karakasis, executive director of BOMA Ottawa. “Paul has always been great, especially on the environmental file, in sensing what’s looming and being a guide and a resource. Another big strength is his ability to find ways to influence and work with government. That was always a model that we could all use.”

“LandlordBC and BOMA both represent the built environment — residential rental housing and commercial respectively — and our two organizations have collaborated on the impact of the carbon tax and hope to continue further dialogue,” says David Hutniak, chief executive officer of LandlordBC. “Paul’s knowledge on this issue was critically important in our discussions, and his leadership for his industry reinforced the professionalism he is known for.”

For his part, LaBranche maintains there’s no great magic to being a government-whisperer. His strategy has been “transformation through a voluntary participation method” which typically has the dual benefits of making the case for change to the industry and showing regulators that a heavy hand is not warranted.

“Paul has been a trusted and valued partner of the Province for over a decade through BOMA BC’s voluntary leadership initiatives for improving the energy efficiency of the commercial real estate stock and lowering emissions, thereby paving a path for market transformation in British Columbia and Canada,” says Andrew Pape-Salmon, executive director, Office of Housing and Construction Standards, in B.C.’s Ministry of Municipal Affairs and Housing.

“We try to be proactive in everything we do,” LaBranche reiterates. It’s the same open approach he’s used in considering the interests and needs of a diverse membership that he categorizes as one-third large institutional investors/owners, one-third public sector managers of government, health care and education portfolios and one-third mid-sized to smaller private sector companies.

“Pension funds tend to be bigger players in Toronto, Calgary and Montreal whereas Vancouver is very much more a boutique market,” he advises. “You have to really understand the ownership.”

Heieis judges his efforts a success in that regard.

“Paul’s sincerity, candour and sense of humour quickly put me, and all of us, at ease, but he still kept me and the other board members on our toes,” she reports. “He made sure that every opportunity to better serve our industry was explored.”

LaBranche retires from BOMA BC at the end of this month.

AHRI announces opening of office in China

The Air-Conditioning, Heating, and Refrigeration Institute (AHRI) has announced the opening of its first office outside North America in Hefei, China.

The office will allow the AHRI to engage directly with all its members and certification program participants in Asia and the Middle East.

“Our globally recognized certification program is growing steadily worldwide, as is demand for AHRI standards. This requires AHRI to have a stronger presence in Asia to promote our standards and manage manufacturer participants and oversee lab testing,” said AHRI President and CEO Stephen Yurek. “At the same time, we are a trade membership organization that attracts members from across the globe, and this office will allow us to better serve those members.”

The opening of the new office is set to give the company a base to provide timely service in the rapidly growing Asian market for AHRI standards and certification programs. More than 60 industry representatives, including member companies and certification program participants, attended the grand opening of the office on Friday April 13.

Government officials from the Professional Supervisory Unit of Anhui Province (PSU-AHQI) and the NGO Office attended the opening, as did senior representatives from the China Refrigeration and Air-Conditioning Industry Association (CRAA), the General Machinery Product Inspection Institute (GMPI). Representatives from several AHRI member companies were present, as were AHRI staff, including Yurek, Henry Hwong, and Bridge Xue, who will head the new office.

AHRI maintains a Headquarters Office in Arlington, VA, USA, and an office in Ontario, Canada.

GTA-based condo building demos cogeneration

At least one condo building in the GTA won’t face the perennial dilemma of when to switch over its HVAC system from heating to cooling this spring. Its heating and cooling are available all year round, with one minor exception: cooling is disabled when the temperature outside dips below minus 10.

The 300-unit condo building runs on cogeneration or combined heat and power (CHP), which is basically like an on-site power plant. CHP installations feature natural gas-burning engines, which generate electricity efficiently, capturing and using the waste heat created in the process.

The process of generating electricity on site costs less than what building owners pay to obtain it through the grid from local utilities. And if the electricity generated on site exceeds the needs of the building, the building owners can export the excess electricity to the grid, where they can sell it to local utilities.

The 300-unit condo building is doing just that. Its 350-kilowatt CHP installation is able to satisfy demand for heat and domestic hot water for the whole building, which does not have a boiler. Deep geothermal wells work with ground-source heat pumps to create chilled water for the fan coils, which produce the building’s cooling. The building can also operate in “island mode,” whereby the cogeneration installation sustains the entire building on electricity when the grid goes down and power gets knocked out, recovering heat from the generator, as long as natural gas is available.

As shown in this case, CHP can be used to efficiently supply domestic hot water to a building, offset some of its electrical load and power emergency systems during power outages. These installations may even have extra capacity to power non-emergency systems during power outages thanks to energy-saving technologies such as LED.

CHP can be part of the original design of the building, as was the case here. Projects like this may be eligible for incentives for high-performance new construction — high performance meaning that the building is more energy efficient than its base design.

CHP can also be a retrofit solution for an existing building. Buildings that have old back-up generators due for major retrofits or replacement are good candidates for cogeneration.

These opportunities can be identified in a comprehensive energy audit or a preliminary or detailed engineering study. There are incentives available to implement a CHP system that has at least a 70-per-cent overall system efficiency in converting natural gas into hydro and using recovered waste heat. Efficiency can be far greater, depending on the amount of recovered heat being used to offset the building’s heating load.

In either case, proper engineering is required to make sure the system will work as designed and captures the expected benefits in the shortest possible payback period.

Costs can range from $500,000 for a small micro-turbine system that generates hydro and domestic hot water to multi-millions of dollars for a system that can run in island mode. Most projects pay for themselves within five years.

Not having to replace an aging back-up generator can greatly reduce the payback time. What’s more, a CHP installation is a long-term investment as it generates revenue when excess electricity can be exported to the electric grid and sold to local utilities.

Building automation systems (BAS) are used to control when the CHP will run, factoring in the price of electricity and the building’s heating and domestic hot water demands. The more waste heat that the CHP can put to use in the building, the more efficient the installation. The less waste heat the CHP can put to use in the building, the less efficient the installation. Excess heat must be vented outside to protect the CHP plant and heat pumps from overheating. The BAS ensures this occurs as needed and facilitates occupant comfort.

Once a CHP installation is set up, ongoing monitoring and optimization is advised to ensure all building systems continue running smoothly so energy savings and other benefits don’t disappear. It took a lot of commissioning work to keep the CHP installation at the 300-unit condo building functioning properly.

With a passion for energy conservation, Per Polderman, CEIT, serves as a senior account manager at Mann Engineering. For close to 30 years the leading energy management company has specialized in comprehensive energy audits, reserve fund studies, engineering reviews, BAS, incentives, HVAC design/build and energy retrofit needs. He can be reached at 416-550-3275 or [email protected]

Winnipeg real estate investment sees $58 million decline

Investment in Winnipeg real estate saw a 12 per cent decline last year, with overall sales volumes of just $426 million – well below the five year average of $631 million.

The largest transaction of the year was the sale of the Allied Properties REIT’s Winninpeg portfolio to an out-of-province investor, a Colliers International report revealed.

Investment in the sector dropped $58 million from 2016 and a staggering $540 million from the province’s decade high of $966 million in 2014.

It is expected that investment in Winnipeg real estate will pick back up again in 2018, with “a number of larger scale listings currently being marketed, with strong buyer interest pursuing them,” according to the report.

“Moving into 2018 we do expect overall sales volumes to increase,” the report states. “Investor demand remains robust for high quality existing investment opportunities with stable cash flows and strong tenant rosters.”

Rising interest rates are not expected to alter capitalization rates on high quality investment offerings which exhibit stability and scale.

However, the report concluded that there would likely be a decline in the trading values of lower quality assets due to the pace of capital reinvestment required, increased borrowing costs and the reality of new supply across all sectors.

Matte finishes shine in modern interiors

“All that glitters” is no longer the gold standard in design. As we continue to see modern interiors influenced by Scandinavian-style, a noticeable shift away from polished surfaces and fixtures has dominated design trends. Designers and clients alike are embracing the texture, warmth, and functionality of matte finishes.

FLOORING

The movement toward matte is perhaps most apparent in flooring choices. Low-sheen hardwood dominates the marketplace, and manufacturers have responded to the maintenance and durability issues of oiled flooring with new technology in polyurethane finishes. A raw, natural aesthetic is now achievable with a maintenance-free finish, offering long-term protection against stains and scratches.

Similarly, tile and stone flooring are experiencing a resurgence. The aesthetic qualities of honed natural stone, whether in large format or geometric mosaics, haves becoming a trademark feature in modern luxury interiors. Where matte natural stone may fall short in terms of durability, affordability and sustainability, porcelain tile has responded. Vast improvements in realistic-looking stone patterns, paired with maintenance-free matte finishes have elevated the desirability of porcelain flooring.

SURFACES

From everyday functional surfaces to specialty installations, the use and availability of matte finishes continue to grow. Polished finishes have long been the predominant option in countertops, however honed and matte finishes are growing in popularity and availability. Honed granite and concrete are no longer the sole option for matte durability. Quartz manufacturers have responded to the matte trend by introducing low-sheen slabs in desirably modern tones such as white, grey and simulated marble.

Vertical surfaces can be enhanced by a growing range of matte materials. The raw, industrial aesthetic of ship-lap concrete can be recreated via board-form concrete tile, making for a much more feasible fireplace facing or accent wall. For bathrooms and kitchens, matte wall tiles have gone beyond basic rectangular porcelain formats and now feature interesting geometric patterns or three-dimensional surfaces. Such tiles may be precision crafted or feature a more hand-made quality with ridges, ribbing, or sculpted geometric patterns, adding texture and depth to otherwise sleek and minimal spaces.

FIXTURES

Often regarded as the “jewelry” of interior design, lighting, plumbing fixtures and hardware have become a more understated feature in modern spaces. While years past saw a trend in brushed-gold fixtures and hardware, it’s fair to say black is the current metal finish of choice. Once designated for rustic or traditional spaces, matte black plumbing fixtures are now available in sleek, modern silhouettes, making them suitable for the modern interiors. Alternately, for a more minimal and airy aesthetic, matte white plumbing fixtures are a growing trend, offering tonal simplicity and pure functionality in a sleek modern form.

Light fixtures are typically synonymous with glitz and sparkle. Designers of modern spaces have often struggled with the balance of adding decorative light fixtures for interest and function, without detracting from an otherwise clean and minimal interior. The shift to matte finishes is seen in parallel with a move towards extremely minimal light fixture design.

Perhaps thanks to the new abundance in suitable LED options, modern “decorative” fixtures have become anything but. Simple elongated tubes or bars in matte white or black become solitary, airy statements above kitchen islands or workspaces. Cylindrical ceiling-mount can lights (again, matte white or black) become stylish alternates for recessed fixtures. And even in the realm of overtly decorative fixtures such as chandeliers and wall sconces, the focus is on simple geometric forms and subtle, matte finishes.

FURNISHINGS

As modern interiors embrace quieter palettes, the elements of form, texture, and tonal contrast play a fundamental role in furniture and textile selections. Case goods, tables and accent pieces are offered in a multitude of matte finishes. Matte wood finishes range from raw and natural, to cerused finishes with pigmented grain or rich, dark charcoal and ebony stains. Metal accents such as furniture legs, bases and frames formerly provided that “hint of bling” in polished chrome. These elements are now more architectural, often in matte black, white or even a subtle accent colour in a powder-coated finish.

Thoughtful selection of upholstery and textiles adds warmth and texture to modern interiors, without detracting from the architecture.

Natural fibres are an ideal solution; their pure and unblended form is innately matte.
Wool and cotton-velvet are an excellent choice for upholstery, providing consistent texture and colouring which highlights the clean forms of modern furniture beautifully.
The woven texture of linen adds depth and interest paired against clean forms and smoother surfaces and works well for both upholstery and window coverings.
Modern area rugs also depict a shift to more natural, matte finishes.
Wool rugs being the most popular and versatile, ranging from chunky woven textures to smooth cut-pile, provide warmth, durability and an environmentally friendly, sustainable choice.

Stephanie Brown, BAID, RID, is principal interior designer of Stephanie Brown Inc., a residential design firm in Vancouver.

BOMA Canada launches Net Zero Challenge

BOMA Canada has announced the launch of the Net Zero Challenge.

The new initiative recognizes buildings that have achieved outstanding energy performance, have drastically improved their performance, or have demonstrated leadership through the implementation of innovative strategies that support efficiency and clean energy production.

“The Net Zero Challenge is about celebrating action, thought-leadership and innovation within Canada,” said Benjamin Shinewald, President and CEO at BOMA Canada. “It recognizes the very highest performers – both people and organizations – that are propelling a low-carbon, wholly sustainable commercial real estate industry.”

According to the United Nations Environment Programme (UNEP), buildings consume 40% of global energy, making greenhouse gas emissions the most material environmental impact within the industry.

Through the Net Zero Challenge, BOMA wishes to recognize and reward buildings that have dug deep and invested in initiatives that lead to ultra-high energy performance, as well as those that can be wholly supplied by renewable energy. The organization said this will help Canada achieve the energy and carbon objectives set out in the Pan‐Canadian Framework on Clean Growth and Climate Change.

“Energy efficiency is one way any Canadian can get involved in taking real action to support our move to a cleaner, greener future,” explained Canada’s Minister of Natural Resources, Jim Carr. “Canada is proud to recognize BOMA Canada’s role in showcasing leadership and innovation in net-zero energy construction and building management as we continue the transition to a low-carbon economy.”

“Net zero energy buildings are becoming more attainable and there are a number of exciting initiatives happening right now,” added John Smiciklas, BOMA Canada’s Director, Energy and Environment. “The Net Zero Challenge provides an opportunity to share and encourage a significant shift in the industry.”

BOMA Canada is now accepting its first Net Zero Challenge applications in three award categories: Best in Class, Most Improved and Innovation. Applications will remain open until July 16, 2018. Winners will be announced October 3, 2018 at the BOMA Canada National Awards Gala held during BOMEX 2018 in Calgary, Alberta, October 1-3, 2018.

Manitoba announces committee to form international curling centre

In an effort to establish an International Curling Centre of Excellence (ICCE) in Winnipeg, Man., the province has selected a committee to help guide its development.

“Manitoba has a reputation as a world leader in curling, and we will build on that excellence with a centre to develop and support the sport at all levels,” said Premier Brian Pallister, in a press release. “We are bringing together some of curling’s best and brightest to help us develop a training ground that will nurture great talent from at home and abroad, and inspire the next generation of curlers.”

The committee will make recommendations to government on how best to establish a curling centre in Winnipeg. The centre will be designed to promote curling at all levels, train and develop curlers and coaches to achieve top-class international performance, engage students from across the country and seek out and host international curling competitions. ICCE will strive to be recognized by every level of curling, said Premier Pallister.

“We have assembled a winning team with Manitoba’s top curlers, coaches and technical experts,” said Minister of Sport, Culture and Heritage Cathy Cox. “We’re bringing together people who are passionate about this project and truly love the sport to help us find ways to fulfil our vision of a centre that will attract curlers to Manitoba and help grow the game.”

The committee is comprised of 13 players, coaches and icemakers with experience ranging from community to top-level international competitions. The committee will be chaired by mark Olson, a Brier champion, international level coach and past president of the Manitoba Curling Tour. The committee also includes some of Canada’s biggest names in curling, including Jennifer Jones and Connie Laliberte.

One of the committee’s first tasks will be to review similar centres in other jurisdictions and look for ways to partner with the private sector. The committee is expected to provide recommendations to the province by summer 2018.

Victoria opens new Johnson Street Bridge

The City of Victoria has officially opened the new Johnson Street Bridge, one of the busiest and most important transportation links to the city’s central business, entertainment, and tourism districts.

The bridge sees approximately 30,000 crossings each day and on average, more than 4,000 pedestrians and 3,000 cyclists use the bridge each weekday to travel to and from Victoria’s downtown.

At 46 metres, the new bridge is the largest single-leaf bascule bridge in Canada – and one of the largest in the world – redrawing the city’s skyline and creating a new landmark in Victoria’s harbour.

Located over a federal waterway, the new bascule lift bridge will also serve the marine industry, commercial vessels and recreational marine users by providing access through the marine channel below.

Construction began in May 2013, with PCL Constructors Westcoast as the general contractor and MMM Group (WSP) providing the engineering services for design and project management.

While traffic will now be moving across the new span, work continues for the next several months to complete the project. Work will now shift immediately to remove the old iconic Blue Bridge span and complete the interim treatments for public spaces at both the east and west approaches to the bridge, public plazas and a new waterfront park in Victoria West.

The new bridge is built to serve the community for the next 100 years and provides improved safety and accessibility for vehicles, cyclists, pedestrians, and people who use mobility aids. There are three travel lanes for vehicles, on-road bike lanes, and a multi-use trail for pedestrians and cyclists. A pedestrian bridge spanning Esquimalt Road that connects the Galloping Goose and E&N trails is also open for public use. A dedicated pedestrian pathway on the south side of the bridge, with viewing access into the bascule pier, will open later this summer following the removal of the old bridge.

Pending the completion of the southern pedestrian walkway, more than 50 per cent of the new bridge deck space will accommodate pedestrians and cyclists.

Ontario celebrates opening of three ErinoakKids facilities

The government of Ontario recently celebrated the opening of three new state-of-the-art ErinoakKids facilities in Oakville, Mississauga and Brampton. ErinoakKids is Ontario’s largest children’s treatment centre for children and youth with special needs. Ontario invested $163 million in the construction of the three new facilities.

The new buildings double the centre’s space and provide expanded care by consolidating 10 existing spaces into three modern, state-of-the-art buildings, making it easier for families to access the care they need while minimizing travel. ErinoakKids helps care for over 16,000 children and youth living with physical, intellectual, developmental and communication disabilities, including autism, each year.

The facilities will provide more responsive and coordinated services, including stimulating therapeutic playrooms and multi-sensory rooms, an audiology area for hearing aid fitting and dispensing, a family resource centre to support parents and caregivers, and a youth drop-in.

“The opening of ErinoakKids’ new Halton facility is a game-changer for children and youth with disabilities and special needs in the community. This treatment centre represents a new model of service built on a single point of care for families who are often faced with the burden of travelling to multiple locations for services,” said Bridget Fewtrell, president and CEO of ErinoakKids, in a press release. “Children with complex needs now have access to expanded services and programs under one roof in a space designed for them that we know will better support their growth and development.”

The government is also investing over $300 million in new funding over three years to add 2,000 new teachers, specialized support staff and education workers to help eliminate wait lists for special education assessments, as well as an additional $62 million in the Ontario Autism Program.

Networking Opportunities for Property Managers

Networking in the property management industry goes beyond finding a new job or making small talk at a business conference. It’s about building relationships and tapping into resources that have long-term value.

Some of these resources can be found at the Real Estate Institute of Canada (REIC), where budding property managers learn to master analytical and leadership skills with other like-minded individuals.

Ron Penner, past president of REIC and now regional vice-president of IREM Canada, and senior vice-president of operations and chief operating officer of Globe Property Management, still keeps in touch with colleagues he met while earning his CERTIFIED PROPERTY MANAGER® (CPM®) designation.

“The fact that we have worked hard for this designation means we can rely on each other in our local regions for help and advice,” he says. “Whenever I network with people through REIC, there’s an understanding you’re dealing with somebody who knows the specifics of the business. And we’re also very proud of the code of ethics we all live up to.”

Making Local Connections

Whether they are completing advanced courses or working towards earning a designation, REIC members have the chance to keep in touch with each other at nine local chapters across Canada, while creating synergies within the business.

“A CPM managing a property might recommend a realtor with the FRI designation (Fellow of the Real Estate Institute) to an owner who is selling properties, knowing they meet a high set of standards,” says Penner. “And the person selling a property to an individual owner might encourage the owner to seek out a CPM (Certified Property Manager) to take over the management for the new owner.”

Networking at a local REIC chapter often begins with education. For instance, often when courses are held at the Winnipeg chapter, there will be a luncheon that coincides with the education. Students spend time with others who have designations, find mentors and exchange business cards. If they’re looking for a position or need advice after their studies, they now have a pool of quality professionals to contact.

“You can find realtors, property managers, asset managers and leasing agents in the classroom,” says Penner. “Everyone comes from a different place, so that’s where the networking begins.”

Social time is often planned before and after a local chapter event. This can help with the process of finding a job. When moving from province to province, or city to city, one of the first things Penner recommends is to become a member of a local REIC chapter, jump into events and rub shoulders with people who might direct you to a position there.

Networking also takes place outside of business settings where relationships can further develop.

If someone from another city is attending a local event in Winnipeg or has other business in the city, Penner often makes the effort to show them the city or take them to a local event such as a Winnipeg Jets game or to dinner.

“When you’re in town, reach out to somebody and spend time with them,” he suggests. “The bonds grow stronger as you spend time away from the business, although our conversations always end up being business conversations.”

Keeping in Touch across Canada

From a national perspective, there are many benefits when members are located across the country. If Penner is looking to buy a property in a new city, his next step would be to call a local REIC member in the area.

“If I’m heading to a part of the country I haven’t been to before, I know there will be individuals who can show me around and help me understand the current market,” he says.

The reach goes even further. REIC members can network with professionals across the United States and through the international association IREM and its national conference.

“I am able to network with people from Canada, U.S., South America, Korea, Japan, South Africa, etc.” Penner notes. “Our designation allows us to move about the world and network with people from various countries, and we compare notes on how things differ in other parts of the world. I’ve developed great friendships.”

Other ways of keeping in touch across the country are through Chapter Chats, which involve REIC board members who exchange ideas with partners and colleagues in other parts of Canada.

The REIC Annual General Meeting (AGM) also takes places in different Canadian cities every year. The event is three days of professional development sessions, networking functions and an awards dinner. Sessions often revolve around social media and other current industry topics. There is always a social component to the REIC AGM and the IREM conference that get people in the same room, collaborating on projects.

“We always encourage people to go to the national conference,” says Penner. “It takes you out of your region so you can understand the country a little better—that’s where you make great connections.”

From there, Penner recommends following up on those connections, whether that means shooting over an email with a business contact, staying in touch by phone or meeting up when visiting a city.

“If one of my property managers is travelling to Edmonton for a course, I’ll send a note to some members out there, so they can welcome them and make them feel at home.”

As an REIC member, a property manager is connected to a broad network of real estate professionals who have gone through similar experiences and can provide advice or guidance. For those in the process of achieving a designation, the path, which can take two years or longer, is paved with a strong support system.

Members who are CPM designated utilize industry best practices and adhere to the highest standard of ethics. Keeping in touch with these professionals, once a designation is earned, enriches one’s career for years to come.

“We all live very, very busy lives. We get our designations and many members go about conducting their business without networking,” says Penner. “But once you start going to chapter events or national events, you see the benefit of the designations across the nation, latch onto the networking a little more and utilize people for help.”

To learn more about the CERTIFIED PROPERTY MANAGER® (CPM®) designation program or the FRI — Fellow of the Real Estate Institute designation program, please visit: www.reic.ca

Ontario revises property assessment schedule

Ontario property taxpayers have been promised more and easier input into the next province-wide reassessment. The recently released Ontario budget announced that the base date for pegging property values will be moved one year forward, to January 1, 2019, to give the Municipal Property Assessment Corporation (MPAC) more time to consult and potentially adjust valuations before a new four-year assessment cycle begins in 2021.

This advance disclosure framework was actually introduced during MPAC’s previous provincial valuation exercise in 2016, but, generally, only fairly large commercial and multi-residential landlords got the opportunity to see and dispute the numbers before finalized property assessment notices were mailed out. An earlier start is meant to support what the budget calls a “meaningful and open exchange of information among MPAC, property owners and municipalities”. As part of that, MPAC is also reviewing how it gathers data about building revenue and operating costs, which underpins commercial and multi-residential valuations.

“Our hope is that the longer gap (before values are finalized) will enable all of us to have better, more accurate assessments. We were also pleased with the announcement that MPAC is working on making it less onerous to submit information,” says Dean Karakasis, executive director of the Building Owners and Managers Association (BOMA) of Ottawa, which has been part of a working group providing MPAC with stakeholder feedback. “Taking those two things in tandem, we would say that’s a good outcome.”

Nevertheless, industry insiders caution it could take awhile to work through some bottlenecks in the process. The launch of a new four-year cycle in 2017 spurred a wave of assessment appeals as property owners reacted to often dramatic increases in value over the previous assessment, which had been based on the property value as of January 1, 2012. Compounding that, a new timetable for appealing to Ontario’s Assessment Review Board (ARB) was introduced last year.

“The problem we are going run into in many cases is there is not going to be a conclusion of the 2016 appeals before the baseline of 2019,” predicts David Gibson, a director with Yeoman & Company Paralegal Professional Corporation. “It may get complicated just because of the large volume of appeals that will likely still be before the board.”

While the new schedule stretches the time available for disclosure and discussion, assessors and ratepayers now face a tighter deadline for initial evaluations. “By the time we get into mid-year 2019, MPAC is going to be very busy with appeals arising from the fact there were effectively no ARB hearings during the 2017 calendar year due to introduction of the new board rules,” Gibson observes.

He favours more frequent assessments, such as in British Columbia where they occur annually. Or, if that would be too labour-intensive across Ontario’s approximately 5.4 million properties, a two-year interval should still deliver more consistent values from one property assessment to the next.

“The huge swings we’re seeing in assessed value may be right, but owners put them under appeal just because they’re so extreme,” Gibson says. “I don’t think we’re solving that by moving the baseline date.”

A city of Toronto report confirms that commercial property values increased 33.6 per cent, on average, between the 2012 and 2016 assessments, while average multi-residential values climbed an even more startling 54.4 per cent. “Individual properties, particularly those located in high-demand areas or in redevelopment areas (e.g., Yonge Street) saw assessment increases far in excess of the average,” the report states.

In Ottawa, Karakasis has heard no notable outcry for more frequent reassessment, but acknowledges there could be some benefits.

“I think the first step is to make it less onerous to comply with MPAC’s requirements. Right now, we’re okay with the timing,” he says. “Sometimes, though, a building goes down in value, and you don’t want to be caught mid-cycle having to jump through hoops to make the point.”

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

Five tips for keeping kitchens free of insects

As warmer weather returns to many parts of Canada, one thing that restaurants, school cafeterias, and all commercial kitchens must be aware of is the return of insects. Many bugs hide during the cold winter months, but warmer weather brings them out in force.

These insects can carry potentially dangerous bacteria, warns Avmor’s Mike Watt.

“One of the big concerns with ‘creepy crawly’ pests in food service facilities is that they carry foodborne illness,” he said. “E. Coli, Salmonella, Staphylococcus, can all be spread by insects.”

Watt explained that an increased focus on floorcare is one of the best ways to keep these invaders out. Here are his top five suggestions for warding off unwanted pests.

1. Cleaning spills immediately. Many commercial kitchen floors are porous. They absorb food spills and moisture, which attracts bugs.

2. Clean all floor drains. This is rarely performed, but the underside of floor drains can get coated with sediment, grease, oil, and food that attract bugs. Take drains out and clean them about once per week.

3. Vacuum kitchen floors. Every couple of weeks, vacuum a dry kitchen floor. This helps remove soil and food particulates in cracks, corners, and crevices.

4. Eliminate clutter. Insects like to hide in clutter. Removing clutter is a big first step in eliminating pests.

5. Use ‘digesting’ cleaning solutions. Food particulates get lodged in the pores of the floor as well as cracks, corners, and grout. One of the most effective ways to eradicate them is with bio-cleaning agents. These cleaning solutions digest organic soils in hard to reach areas and continue working for days after cleaning.

Watt added that cleaning solutions that digest soils also help promote floor safety.

“Embedded [food] particulates collect grease and oil, making them slippery. This is one reason there are so many slip-and-fall accidents in commercial kitchens,” he said.

Strong investment in Canadian hotel industry set to continue

Strong investment in the Canadian hotel industry is set to continue this year, a new report has revealed.

According to CBRE Canada’s 2018 Hotels Outlook Report, investment volume reached $3.4 billion last year, down from $4.1 billion in 2016.

However, both years were heightened by impressive merger and acquisition deals, something which hadn’t been a factor for over a decade.

When entity-level mergers and acquisition activity is excluded, the $2.3 billion of traditional volume in 2017 rivalled the prior peak set in 2015 and far exceeded the 10-year average of just $1.4 billion.

Bill Stone, executive vice president of CBRE’s Hotels Capital Markets Group welcomed the “landmark” year.

“Last year was another year of landmark hotel transactions. We saw the sale of the Sheraton Centre Hotel in Toronto for $335 million, the largest ever single hotel transaction in Canada, and Hong Kong’s Leadon Investment Inc.’s acquisition of bcIMC’s SilverBirch Hotels & Resorts portfolio for $1.1 billion, to name just two,” he said.

Stone also pointed to the new luxury pricing threshold being set with the sale of the Rosewood Hotel Georgia at $930,000 per room. He believes the major components of the Canadian hotel market are synchronized and that this positive momentum will carry on through 2018.

The CBRE expects that the increase in conferences and conventions in Canada’s larger cities will see the industry continue to flourish.

“Over the last year, Canada’s hospitality industry has benefited greatly from several factors, including low interest rates, the lower Canadian dollar, continued economic growth driving business travel, and increased domestic and international tourism,” said David Larone, senior managing director of CBRE Hotels Valuations and Advisory Group. “For 2018, we are expecting to see an increase in conference and convention activity in the country’s major metropolitan markets and these solid fundamentals will continue to support demand for hotels.”

ONE Global Design launches new website

ONE Global Design, an international network of independent, principal-owned architecture and design firms, has launched its new website.

Comprised of 17 firms in 18 locations across North and Central America, ONE Global Design’s website serves as a resource for the corporate real estate, developer, and business community looking to tap into leading, independent experts.

The ONE Global Design network allows corporate clients to seamlessly work with a firm that is familiar with their brand, vision and company culture in partnership with a local best-in-class firm that understands and is embedded in the community where the project is located. Every project is led by a principal team that knows the client’s business.

“The ONE partnerships are successful because our clients work with the design team that know and understand the goals of the company, the culture of their people and has the connections across North America to bring their projects to life with a trusted member of our alliance.” says Julie Campbell, principal at SSDG Interiors Inc.

This unique model, created in response to requests from corporate clients, offers a global perspective with a local, personal touch. Recent collaborations include projects for Flight Centre, Balfour Pacific / Hamilton Partners, QuadReal, and Clio, among others.

“We offer a unique alternative, the best of both worlds – a principal that understands the client’s brand and needs and a top-ranked local expert,” said Norm Liedtke, a co-founder of ONE Global Design and CEO of Meyer, an architecture and interior design firm in Philadelphia. “Each of our firms has partnered with another on at least one project, and we work together with confidence and trust to consistently deliver excellence in design and client service.”

Historically, national and international corporations with the need for architecture and interior design services in different cities had two options: hire different small firms in each market and oversee multiple individual projects or go with one large, national firm with greater resources but limited local insight, talent and accountability.

ONE Global Design created a unique opportunity to tap into the knowledge, experience and geographic expertise of 17 firms, each considered best-in-class in their respective markets.

Data-driven tech to upend restroom maintenance

As facilities evolve and become more high tech, new systems have developed to help improve efficiency – especially when it comes to cleaning schedules. However, the next step in professional cleaning isn’t an automated machine, but rather a solution that helps to make the most out of the resources available.

Nearly every object inside a house or office – whether it be in a kitchen, living space, boardroom or bathroom – can connect to the internet. However, the value of this isn’t in the connectivity itself, but in the new data collected that can guide future actions to enhance your everyday life.

Real-time data provides information helpful in tracking patterns and progress, highlighting insights or impediments that could use improvement.

In high-traffic venues such as hospitals, universities, convention centers, malls and stadiums, which host thousands of visitors daily, data can help facility managers better service multiple remote locations. Connected devices can feed data to a dashboard, where staff can monitor real-time information about product levels or visitor traffic.

Real-time data is a powerful new tool which can facilitate better-informed and faster decision-making. This real-time data gives facility managers and their staff the opportunity to be proactive and do exactly what is needed when and where and handling a complex facility is transformed into a fact-based science. Staff can have their fingers on the pulse of each restroom and ensure that guests aren’t inconvenienced.

Data-driven technology for the 21^st century restroom

In 2018, if you can have a connected life — from your home to your car, to your work, and to retail stores, why stop at restrooms? They are the most often-used facilities in a building. Facility management can harness the power of the Internet of Things to set a new standard for restroom cleaning routines – working simultaneously to lessen the load for maintenance staffers and enhance the guest experience.

Thanks to data, facility maintenance staff can work smarter, not harder, to provide a positive visitor experience. Technology, such as paper towel dispensers with level sensors, provide information to maintenance staff in real time. This allows facility managers to anticipate problems before they arise and attack issues head on.

By using actionable data managers can better prioritize which restrooms need cleanup or product refills, down to each individual stall.

With these product innovations, the cleaning routes of restroom maintenance staff can be determined by a more efficient, needs-based method, rather than a uniform schedule rooted in estimation.

Tech to meet occupants’ needs and uncover useful trends to save money

These digital improvements help facility managers measure the day-to-day usage of the restrooms that they oversee more precisely. Trendspotting allows facility managers to see how many people used a lobby restroom compared to a 17^th floor one, and prioritize restocking accordingly.

Leveraging data also leads to greater financial success. The data captured helps facility managers better understand consumption patterns that dictate the volume and frequency of new orders, helping staff save money and eliminating unnecessary management headaches.

But this shift toward data-driven cleaning should not be mistaken for a move towards replacing humans with machines. Cleaning and facility management operations are too complex and unpredictable for an automated machine to handle. This is why data-driven cleaning becomes so important. The machines and humans work hand in hand, playing off one another’s strengths to maximize staff efficiency, build and protect reputation and empower decision makers.

James (Jimy) Baynum is VP of eCommerce at Essity Professional Hygiene, a leading global hygiene and health company.

Seaspan opens state-of-the-art Vancouver office

Seaspan Shipyards (Seaspan) has officially opened its new state-of-the-art office in North Vancouver. Located at the foot of Pemberton Avenue on the south western spit of the property near Seaspan’s current offices, the new 84,000 sq. ft. office will house 390 employees.

The building will serve primarily as a collaborative space for Vancouver Shipyards to execute pre-production work as a strategic partner to the Government of Canada under the National Shipbuilding Strategy (NSS).

The four storey building features open work spaces, enclosed offices, meeting rooms, a staff cafeteria, a three-storey glass-and-steel atrium and a data centre. The east side of the structure cantilevers over the ocean with a suspended boardwalk.

Ventana Construction was general contractor. The challenging project required stone column densification to prevent any liquefaction of the soil on site during a seismic event, and the foundation is supported by 60 foot steel piles.

Designed by Dialog, the building features a number of environmentally friendly features including passive heating and reduced water use.

Brian Carter, president & CEO, Seaspan Shipyards said the new office marks another important milestone for the company, employees, and industry. “The new building ensures that our dedicated employees are able to work together under one roof, in an environmentally friendly workplace.”

The completion of Seaspan’s new office follows on the heels of the launch of the first large ship to be designed and built under the NSS – the Canadian Coast Guard’s Offshore Fisheries Science Vessel (OFSV).

Work continues for the planning, design, engineering and procurement for the next classes’ of vessels: the Offshore Oceanographic Science Vessel (OOSV) for the Canadian Coast Guard and the Joint Support Ships (JSS) for the Royal Canadian Navy.