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Concert acquires Toronto mixed-use development site

Concert Real Estate Corporation announced it has strengthened its presence in the Toronto real estate market by acquiring an approved residential mixed-use development site near the intersection of Sherbourne and Bloor Streets.

“With this acquisition, we position the company for continued growth by acquiring a unique property in a downtown, centrally-located and transit-oriented neighbourhood,” said Brian McCauley, President & Chief Executive Officer. “We look forward to delivering an exceptional Toronto residential mixed-use project that meets Concert’s high standards for quality, service, value and sustainability.”

Located steps from the Sherbourne subway station, the site is approved for a 50-storey residential mixed-use tower and seven three-storey townhouses, in addition to the existing six semi-detached, fully-restored heritage homes. The well-connected site is at the intersection of some of Toronto’s most vibrant neighbourhoods, including Yorkville, Rosedale and Danforth.

In 2001, Concert expanded all lines of its business into the Ontario marketplace, geographically diversifying its operation and establishing a national presence as an award-winning, diversified real estate enterprise.

To date, Concert has undertaken developments in excess of $3.4 billion, developed nearly 12,000 rental and condominium homes, and built or acquired over 12 million square feet of income-producing property. The company has assembled a development pipeline containing a cumulative 7,600 homes and 500,000 square feet of commercial space across six master-plan communities across the Greater Toronto Area, Metro Vancouver and Victoria.

Winnipeg’s True North Square reaches milestone

Winnipeg’s True North Square development has reached another construction milestone with the topping-off of the 25-storey, mixed-use tower at 225 Carlton. This milestone follows the top-off of Tower 1, 242 Hargrave, in December 2017.

“Each step of the building process has been truly invigorating but with the top-off of both towers in Phase 1 now complete, we are celebrating a significant milestone both for True North Square and the city itself,” said Jim Ludlow, President of True North Real Estate Development. “At their final heights, we are now able to see the impact that these buildings have on the skyline and landscape of the City of Winnipeg. It’s not every day that buildings of this size, scale, and architectural detail are erected in our city, and we are pleased and proud to be part of the reshaping of our downtown.”

The construction of 225 Carlton will now focus on the completion of the building envelope. Installation of high-performance glass curtain wall has already begun and is set to be complete by late summer 2018. Internal and architectural finishes, including lobby, offices, residential suites, and building amenities will continue until the building reaches completion in the spring of 2019.

“The topping-off of the second tower at True North Square is a significant milestone as we enclose the building and continue with construction activities inside the building,” said Sean Barnes, Vice-President and District Manager of PCL Constructors Canada Inc. “The Truth North Square Project has provided PCL with an opportunity to showcase the exceptional skillset of our local tradespersons and subcontractors. Over 900,000 labour hours have been expended to date creating employment for over 1,300 people. PCL is proud to bring this project to life for our valued client.”

225 Carlton is a mixed-use building with two levels of retail space, four levels of boutique office space, and 19 levels of premium rental residences. The residential component of the building is comprised of high-end rental suites that raise the bar for upscale living in downtown Winnipeg and fill a niche for residents who make the choice to rent.

Residents will have direct access to all the benefits and conveniences of an urban lifestyle, including new boutique retail and hospitality offerings as well as connections to the downtown skywalk, rapid transit mall, bike paths, and the city’s hottest sports and entertainment at Bell MTS Place and at the RBC Convention Centre.

225 Carlton will offer 18 floor plans for its 194 suites, consisting of junior one-bedroom, one-bedroom, two-bedroom, and two-bedroom-plus-den units. Suites offer premium features such as walk-in closets, quartz countertops, and stainless-steel appliances. Limited penthouse units on the 24th floor feature generous suite layouts and upgraded finish packages including natural gas fireplaces. Floor to ceiling glass provides for an abundance of natural light and expansive urban and prairie views from all suites.

The 25th floor will feature amenity spaces for the exclusive access of residents including full-service kitchen, dining room, media room, lounge areas, solarium, and outdoor terrace. 225 Carlton will also feature underground parking, secure bike storage, and access to a fitness studio. Each resident will also benefit from professional on-site management and concierge-style services led by the leading national property management firm, Bentall Kennedy Residential Services. In addition to 24-hour security, tenants will have access to secure lobby level storage for parcel and grocery delivery.

Tower 1, 242 Hargrave, is on schedule to open in July 2018.

Trading screwdrivers for strategic partnerships

The C-suite — a term used to refer to the corporate management team — is where the decision-making gets done. These leaders are not expected to be immersed in the day-to-day issues or see the full value of ‘facilities’ as a strategic partner.

But the role of the facilities manager is taking on increasing importance as companies invest in core buildings and international expansion, creating more corporate assets and properties to manage. The largest expenses of any company are its properties and people, and facility management’s priority is the comfort and safety of its customers and building occupants.

It is the facilities manager’s job to get the C-suite to understand that the facilities department is a valuable contributor to the sustainability and growth of the company. Corporate support is imperative to ensure that facilities are kept safe and in good condition as companies confront current and anticipated demands.

It’s important for facilities managers to proactively align with their company’s corporate direction. Here are several key strategies that may help facilities managers break through the glass ceiling and be treated as part of the corporate team:

Know the strategic plan

Get a hold of the company’s strategic plans and find out what leaders are talking about in the boardroom. With this information in hand, it’s possible for facility managers to help advance the vision, mission, and priorities of the company.

A common priority in strategic plans is enhancing the customer experience. To that end, facilities managers might, for example, suggest pursuing the WELL Building Standard to promote the health and wellness of building occupants.

Think like business leaders

The leaders who occupy the C-suite are business-minded professionals, so it’s important for facilities managers to put away the ‘screwdriver’ and take a management-oriented approach to their roles and responsibilities. Develop business strategies that will show the value of facilities management in the decision-making process in making the company more effective and efficient.

Facility managers know their facilities and recognize when there are issues requiring repair or replacement. Asking for funding for a roof replacement because it’s needed, for example, is no longer enough for the C-suite to approve resources. These requests need to be supported by evidence and rationales demonstrating the importance and priority of the repair or replacement.

Demonstrate FM’s value

The role and responsibility of a facilities manager is changing constantly. Know the business of facilities management and be prepared for opportunities to demonstrate FM’s value to the company.

Talking about the future of the business shows the ability to think and act strategically and helps the C-suite see the key role played by facilities managers. For example, companies want to be identified as 5-star employers in today’s marketplace, so facilities managers need to be current on demographic trends and workplace design.

Use data to back up operations

Have the tools and technology in place needed to support facilities management operations. It’s imperative to have the quality data and evidence to support the business of facilities management.

For example, with requests reaching the facilities department in a variety of ways — email, phone, in-person — it can be challenging to quantify and prioritize the work load. Channeling requests through one system makes it possible to assess requests by type, frequency and priority, so the facilities team may want to use a work request tool to keep up with this demand.

Show the bottom-line impact

There is a growing demand to provide an ever-more satisfying workplace environment for employees and clients. Show the C-suite how that better workplace environment can improve the bottom line, offering higher employee productivity, lower staff turnover and increased client-satisfaction.

Promote the FM department

Unless the FM department is promoted, no one will know that it does more than maintenance. Educate the C-suite about facilities management and how it can contribute to strategic decision making.

Start by developing a facility management plan that aligns with the company’s strategic plan and demonstrates how FM can advance the corporate priorities. Keep the plan succinct and focused on the strategy versus day-to-day operational details.

Facilities management needs to have a voice in the C-suite. As business evolves, company leaders will require strategic facilities managers who are able to look to the future and contribute to profitability and productivity. Once facilities management can deliver operational integrity, strong business models, strategic value, proof of the willingness to boost the bottom-line, the team will become an integral part of the company’s planning and gain the respect of the C-suite.

Marcia O’Connor is president of AM FM Consulting Group. She is also lead consultant and instructor for the University of Toronto’s FM certificate program.

Catch basin upkeep critical as potholes proliferate

Have there been more potholes this year than in previous years? An informal survey says yes.

Since the start of 2018, various media outlets in Windsor, Simcoe, Ottawa, Toronto and Hamilton have quoted municipal road operations staff who say they are dealing with more potholes this year than previous years. The amount of snow and precipitation this winter, along with frequent freeze-thaw cycles, is apparently to blame.

And parking lots, including on condo properties, are not immune from these conditions.

A great way to prevent potholes is to stop water from getting into and under the pavement, where it can cause damage, with effective drainage. Parking lot drains, which are often referred to as catch basins, collect storm or surface water.

But catch basins can stop efficiently moving water away for many reasons.

One reason problems arise is the catch basin is secured deep in the ground, below the frost line. When the frost settles into the ground during winter, the catch basin will stay in place as it is designed to do, and the asphalt or road surface will often heave. When the warm weather returns, the asphalt moves again and the catch basin stays put, or at least does not undergo as much movement as the asphalt. This, and the several dissimilar materials used to construct a catch basin — the steel assembly, concrete basin and surrounding asphalt — expand and contract at the same time, but at different rates, so something’s got to give.

Usually the asphalt around a catch basin is what gives. It will shift, and water will pool around the basin rather than draining through the hole in the catch basin. Having a contractor lower the catch basin assembly will solve this problem. The process involves removing grade rings, also called risers or modu-loc, located under the assembly. If there are no grade rings, a low-rise assembly can be installed to solve the pooling water problem.

It’s important to assess why water is pooling around a catch basin before this work begins. The contractor should open the assembly and inspect the grade rings, the bottom of the basin, and the pipes entering and exiting the basin bottom. There is no point in fixing the outside of a catch basin or the surrounding asphalt if the problem is inside.

The inside of a catch basin may fail due to heavy traffic and wear and tear over time. Broken grade rings need to be replaced. If the bottom of a basin cracks, it too needs to be replaced. The space surrounding the pipes entering the basin — called the annulus — may need to be repaired or filled. Otherwise, water draining out of the basin will take the path of least resistance, flowing outside the pipes and creating a cavity where there shouldn’t be one. Water should drain away through the pipes into the storm sewer system.

Similarly, when the asphalt surrounding a catch basin cracks, water will take the path of least resistance, entering at the lowest point under the assembly and wearing away the surrounding asphalt.

Contractors should also look for obvious damage to a catch basin, such as cracks or pieces missing from the assembly. A cracked assembly should be replaced because its brittle steel will snap and fail. When pieces are missing from an assembly, the snow plow is usually to blame. If an assembly shifts during the winter, as they often do, snow plows can hit and break them.

Asphalt in a parking lot should slope toward the catch basins so water naturally flows into the basins. In parking lots with a limited slope, standing water can become difficult, if not impossible, to move without completely removing and regrading the subbase. Aside from design flaws like this, which can require the costly repair and replacement of parking lots, regularly inspecting and maintaining catch basins — once or twice a year, in spring and fall — can prevent small problems from becoming bigger, more expensive problems.

Anecdotal evidence of potholes being especially problematic this winter serves as a good reminder of the importance of protecting condo properties from water damage.

Rod Campbell, president of the Catch Basin Authority, has more than 20 years of experience in the property management and construction business. 

Manitoba nixes tax break for new rental housing

Developers of purpose-built rental housing in Manitoba are losing a tax credit that has been available for the past five years. The 2018 provincial budget, released last week, announced the incentive would be cancelled as of January 1, 2019 — a move that is projected to trim about $3.1 million from annual spending.

Approved projects that are not yet constructed will still be eligible for the tax credit of up to 8 per cent of the capital cost of the building or $12,000 per unit provided they are available for occupancy before 2021. To qualify, at least five units must be created in a new building, a conversion of a non-residential building or an expansion of existing rental housing building, and at least 10 per cent of the units must have rents at or below a defined affordable level.

“Any rebate or incentive for the non-profit sector is important,” observes Laurie Socha, president of the Manitoba Non-Profit Housing Association and general manager with S.A.M. (Management) Inc., a property management firm specializing in the subsidized housing sector. “It’s always really tight in terms of capital funding. Tax credits, grants, fee exemptions, low-interest loans — it all just helps in putting these projects together.”

Private developers have also been eligible for the tax break for new rental housing, but they must claim it as a non-refundable credit incrementally over a period of at least five years. Non-profit entities can receive a full tax refund once the project is built and occupied.

Canada Mortgage and Housing Corporation’s (CMHC) fall 2017 survey and analysis notes that in-migration and employment growth have bolstered demand for rental housing. Across Manitoba, 2,125 new units of purpose-built rental housing came onto the market between October 2016 and 2017, including 1,846 private apartments available for rent in the Winnipeg metropolitan area. Nevertheless, the city’s vacancy rate remained steady at 2.8 per cent, while, province-wide, the vacancy rate dropped slightly from 2.8 per cent in October 2016 to 2.7 per cent one year later.

Average rents climbed in the same period. The average rent for a one-bedroom unit in Winnipeg registered $880, up 5.2 per cent from October 2016. The average rent for two-bedroom units rose 3.6 per cent to reach $1,107. Province-wide averages were slightly lower, at $866 for one-bedroom units and $1,067 for two-bedroom units.

Condominium units are housing a growing tenant base with 876 more units becoming available for rent last year. CMHC calculates that nearly 22 per cent of Winnipeg’s condo stock — equating to 3,960 units — is now rented. This condo stock posts a 2.8 per cent vacancy rate to match private apartments, but demands generally higher rents. The average rent for one-bedroom condo units is pegged at $1,084 with average two-bedroom rents at $1,379.

A departmental fact sheet accompanying the newly released Manitoba budget cites an $8.9 million increase above last year’s allocation for “affordable housing support” but that figure is not connected to specific line items in the budget. Renters in the private sector appear to be the main beneficiaries, however. Elsewhere, the budget document states: “Manitoba Housing is maintaining existing capital spending on maintenance and improvement of its social housing stock and new construction.”

Finance Minister Cameron Friesen’s budget speech confirms a $7 million boost to the RentAssist program, which provides low-income recipients with an allowance to cover up to 75 per cent of private sector accommodations at or below the median market rent. The threshold for claiming the full $700 education tax credit on provincial income tax filings has also been lowered to include all renters paying at least $3,500 in annual housing costs. Previously the benchmark was $4,700. This will result in an estimated $100,000 drop in annual provincial revenue.

Other promised tax measures potentially give renters more discretionary income. These include: a two-step increase in the basic personal amount taxpayers can claim as a non-refundable tax credit, bumping it up to $11,402 by 2020; and a future cut in the provincial sales tax, dropping it to 7 per cent in 2020. On the flipside, a new carbon tax taking effect in September 2018 will add a surcharge of 5.32 cents per litre on gasoline and 4.74 cents per cubic metre on natural gas.

Both sales tax savings and carbon tax costs will likewise flow through to landlords. Landlords that qualify as small businesses are also in line for an estimated $6,000 tax saving. An upward adjustment to the small business deduction will exempt them from provincial taxes on the first $500,000 of their net operating revenue. Previously, the exemption applied to $450,000 of net earnings.

CNL issues RFP for construction of $370-mil lab complex

Canadian Nuclear Laboratories (CNL) recently issued a Request for Proposals (RFP) for the design, engineering and construction of its Advanced Nuclear Materials Research Centre (ANMRC). The $370-million nuclear research laboratory will be the backbone of CNL’s research and development infrastructure and a major facility in the delivery of its nuclear science and technology programs. The RFP is now available for review on Merx, an online tendering service.

Construction is scheduled to begin in 2019 on ANMRC, which will be one of the largest active research facilities ever constructed in Canada, and will enable world-class research in nuclear energy, public health, environmental stewardship and global security.

“The revitalization of the Chalk River Laboratories campus is designed to position CNL as a global leader in nuclear science and technology, transforming the site into a world-class and sustainable national nuclear laboratory,” said Mark Lesinski, CNL’s president and CEO, in a press release. “The ANMRC is at the centre of this transformation, and our vision for the future of the site and the nuclear industry in Canada. Once complete, the facility will serve as a state-of-the-art laboratory complex that will allow us to grow our research programs, penetrate new international markets, and add capabilities to better meet the needs of our federal, academic and commercial customers.”

The ANMRC will be the largest single capital investment in the revitalization of the Chalk River campus and will consolidate key capabilities from a variety of aging facilities that are scheduled for decommissioning. The ANMRC will feature new shielded facilities that will enable post=irradiation examination of small modular reactor (SMR) and next-generation nuclear fuels, and glovebox facilities to support the development of advanced fuel fabrication concepts. The complex will also include materials storage bays to simplify the transportation of radioactive material on site, improving work efficiency. Services provided by the ANMRC will be critical to the life extension and long-term reliability of existing reactors, including Canada’s CANDU nuclear power reactors and other designs used around the world.

Construction of the ANMRC is funded through a $1.2 billion investment from Atomic Energy of Canada Limited on behalf of the Government of Canada. The revitalization is part of a 10-year transformation of the Chalk River Laboratories site to modernize the campus. This includes the revitalization of essential site infrastructure, the decommissioning of aging buildings and a significant investment in new, world-class science facilities.

“This is an exciting time to work at the Chalk River Laboratories campus. We are in the midst of a major transformation process, which includes the construction of a number of new facilities that are critical to the future of the nuclear industry in Canada,” said Ted Preisig, vice president of capital projects at CNL. “However, no building is more important than the AMNRC, which will play a central role in the delivery of all of our science and technology products and services. This facility will serve as the foundation of our research for decades to come.”

The RFP for ANMRC is the latest move by CNL’s capital program. Last month, CNL announced it had launched the construction process for three new “enabling” facilities at its Chalk River campus, which represents more than $100 million in new infrastructure. Recently, CNL cut the ribbon on a new $55 million hydrogen laboratory complex, opened a new $100 million materials research laboratory, the Harriet Brooks Building, and is in the final stages of commissioning its new $40 million Tritium Laboratory. Over $90 million is also being invested into important infrastructure improvements, including new domestic water and natural gas service to the campus, a modern sanitary sewage treatment facility, and a system to more effectively manage storm water on the site.

Trades innovation centre wins top honours at Prairie Wood Design Awards

Lethbridge College’s Trades Technologies Renewal and Innovation Project (TTRIP), designed by Diamond Schmitt Architects in partnership with Sahuri + Partners, received top honours at the Prairie Wood Design Awards in the institutional building category.

TTRIP adds 170,000 square feet of program space and features both structural and design elements constructed in timber. The expansion organizes new workshops, labs, offices and classrooms around a north-south central spine and adjacent learning commons.

“The extensive use of wood supports the goal to create a cohesive and legible plan that identifies the different program areas,” said Michael Leckman, principal at Diamond Schmitt Architects, in a press release. “Wood also enhances the ambiance of the new public areas where informal study and gathering space encourage student encounters and the opportunity to continue learning outside the classroom or workshop setting.”

Some wood elements of the facility include the wood-lined atrium and central spine ceiling, custom-designed doors and 22 structural columns.

“In addition to its environmental properties, the wood also adds a design element,” added Francis Rankin, Lethbridge College project manager. “It gives a softer and more inviting feel for the students.”

The use of wood as a design element supports Lethbridge College’s focus on sustainability by making the facility both a showpiece and learning tool for energy efficiency. It also features a variety of passive and active sustainable design features, including net zero utility cost to operate the expanded area at no more than the smaller facility it replaced. The building optimizes daylight access, building envelope performance and mechanical-electrical system integration and is targeting LEED Gold certification.

TTRIP’s undulating roofline is a defining feature of the building and was designed to reference the region’s gentle hills and valleys. The facility’s main entrance features two slender wood columns supporting an overhang to create a sheltered area and signal the procession of paired wood columns along the central spine of the building.

Public-safety facility co-locates first responders

This isn’t a traditional fire station of arched bays and red brick.

That’s by design, says Robert Lange, principal-in-charge, Assembly Architecture. The City of Richmond prides itself on being innovative, explains senior project manager Martin Younis, and it sought to construct a modern facility.

Its bays have flat roofs and its bricks are neutral-coloured, incorporating the primary red that has come to be associated with fire fighters sparingly, as an accent. The bold hue was used in cladding that frames the station’s name and wraps around a rooftop courtyard (pictured above in the rear elevation).

Lange found other subtle ways to conjure the imagery of the traditional fire station envisioned by the first responders who would be moving into the facility. Transparency was used to showcase the instantly recognizable emergency vehicles within.

“People love seeing fire trucks,” he said, “so one of the significant features is there’s a lot of glass on the front.”

It’s not just its modern design that makes Cambie Fire Hall No. 3 and Richmond North Ambulance Station (No. 250) stand out. The $20.7-million facility became the first in a major urban centre in B.C. to bring fire and ambulance services under one roof when it opened last fall.

Assembly Architecture worked in partnership with S2 Architecture on the design of the 26,000-square-foot facility. The facility consists of a three-storey building that bisects six emergency vehicle bays — two for fire trucks, two for ambulances and two for emergency vehicle repairs. A stair that scales the height of the building on the interior is designed to create a lantern-like effect on the exterior as illumination filters through translucent glass.

“The stair lights up, defining this anchor for the neighbourhood, this symbol of safety,” said Lange.

Cambie Fire Hall No. 3 is one of the last of the City of Richmond’s seven fire halls to undergo renewal in recent years. The new facility replaced the Bridgeport Fire Hall, which was built in the 1950s and tagged for an upgrade more than a decade ago.

The lease for Richmond North Ambulance Station’s former location was expiring around the same time, which prompted British Columbia Emergency Health Services to propose co-locating. Younis said the details of the partnership were hashed out on paper before shovels went into the ground. The City of Richmond would own the shared facility and the province’s ambulance services provider would lease space for 20 years, providing opportunities for closer collaboration.

“This modern facility will support the critical role paramedics play in providing patient care to the community and enhance our working relationship with the Richmond Fire-Rescue,” said Linda Lupini, executive vice president of British Columbia Emergency Health Services.

The three residential lots assembled by the City of Richmond in advance of the project made for a tight site given the programming, said Lange. He explained that the emergency vehicle bays must be located at street level and measure to specific dimensions.

That led to the vertical stacking of the living quarters, offices and training classrooms in the three-storey building. Similarly, the rooftop courtyard was a response to the lack of available space at grade, which was occupied by the front driveway, side parking lot and rear outdoor training area.

The site may be tight for what it accommodates, but the facility itself represents extra square footage for the Richmond North Ambulance Station, which can park as many as six ambulances in its two bays.

“The increased space also makes this one of the largest ambulance stations in the Lower Mainland, providing large new crew headquarters and a quiet room that will help paramedics decompress after responding to a call,” said Lupini.

Building Fire Hall No. 3 anew meant complying with post-disaster standards, which became mandatory for this type of public-safety facility long after the original station was built in the 1950s. Lange explained that, as a designated Department Operations Centre, it’s expected to contribute to response efforts when emergencies occur. To do so, the building needs to be able to not only withstand catastrophic events, but also stay up and running in their immediate aftermath.

The City of Richmond is located within the Cascadia Subduction zone, which has witnessed magnitude-9.0 earthquakes in the past. Warnings about the threat of this type of mega-thrust event have ratcheted up in recent years as it has historically occurred every 300 to 800 years, according to Natural Resources Canada. The most recent one was recorded in 1700.

This is the most serious of the three types of seismic events Trevor Whitney, partner at Bush Bohlman, said factored into the structural engineering firm’s work on the project. He said the facility’s location in Richmond posed a few particular risks.

The low-lying site needed to be protected from flooding, which was accomplished by elevating it more than a metre using fill and supporting it using a raft foundation. The site was also buffered using apron slabs and retaining walls on all sides except the street front where the emergency vehicles enter and exit. And the soft soil characteristic of the area needed to be protected from liquefying like quicksand, as it is vulnerable to in the event of an earthquake, which was accomplished by drilling into the ground and forming columns from stone.

“We tried to avoid the use of masonry for this building, which is a common building material that you see used in fire halls — this kind of classic image of a red-brick building,” added Whitney. “Often, the first images you see every time there’s an earthquake around the world are of damaged masonry buildings, so we think that going with a concrete and steel structure was a more resilient design from a post-disaster perspective.”

Richmond is not the first jurisdiction in Canada to bring fire rescue and emergency health services under one roof — there are examples of this in Alberta, where S2 Architecture hails from. It likely won’t be the last jurisdiction to adopt this integrated model either.

Younis predicted that other cities will follow the example set by Richmond, although he added that the ambulance bays are flexibly designed to accommodate fire trucks in case BC Ambulance Services leaves at the end of its lease. The anticipated benefits of integrating fire and ambulance services are the potential cost savings of sharing space and the potential improvement in response of dispatching two groups that attend many of the same calls from the same location.

“I think it’s been way more efficient,” said Younis, “and I think after a year or two of operations we will have enough data to support any kind of business case to do this elsewhere.”

Michelle Ervin is the editor of Canadian Facility Management & Design.

Biomedical research centre now open in Hamilton

A state-of-the-art centre for advanced research on the fast-emerging cell therapies industries recently opened at McMaster Innovation Park in Hamilton, Ont. The Fraunhofer Project Centre for Biomedical Engineering & Advanced Manufacturing (BEAM) is an innovation centre with the intersecting focus of life sciences, medicine and engineering.

To create BEAM, Diamond Schmitt Architects repurposed 20,000 square feet of an existing warehouse facility on the McMaster Innovation Park campus to create office, research and manufacturing facilities. An additional 20,000 square feet on the second floor of the building will feature laboratories and administration. The project is a partnership between McMaster University and Fraunhofer Institute for Cell Therapy and Immunology IZI of Germany.

The $33-million project will develop novel cell manufacturing systems related to cell therapy and immunology and develop technologies for eye care, point-of-care medical devices and cancer treatments.

“A flexible modular approach defines the layout and planning of the Containment Level 2 Laboratory Zones,” said John Featherstone, principal at Diamond Schmitt Architects, in a press release. “Open concept island benches with top down servicing achieve the maximum amount of serviceable floor space for equipment and benching while maintaining safe distances between facing work areas for circulation.”

The design approach of shared resources among groups inspired the interior design concept for the showroom, a flexible and reconfigurable space to showcase the development of products, devices and tools.

“The new facilities will ensure BEAM scientists have the infrastructure required to move their research on biomaterials, diagnostics and cell therapies into market-ready technologies,” added Frank Emmrick, director of the Fraunhofer Institute for Cell Therapy and Immunology IZI.

BEAM’s design is targeting LEED Silver certification by featuring several sustainable design initiatives, including non-toxic products, green construction measures, indoor air quality, recycled content, efficient lighting, reduced water usage and daylight views. McMaster Innovation Park has a mandate in place to attain minimum LEED Silver certification for all its buildings.

Diamond Schmitt also designed CanmetMATERIALS, a research centre for fabricating, processing and evaluating metals and materials, which is located adjacent to BEAM. CanmetMATERIALS achieved LEED Platinum certification.

New RAIC CEO ready to tackle challenges

Mike Brennan has joined the Royal Architectural Institute of Canada (RAIC) as chief executive officer and is ready to tackle the challenges facing the profession.

“I’m very excited to be working on behalf of architects,” he says. “I believe in what they do. I’m going to do a lot of listening, taking the collective pulse and prioritizing. We need that to be successful in addressing the serious issues that this profession is facing.”

Brennan is a transformational and inspirational senior executive with a proven track record of operational success in the not-for-profit sector as well as turnarounds in for-profit companies in North America. He holds a Masters of Business from Carleton University in Ottawa and possesses a strong business acumen encompassing strategic planning, collaborative change management, and business process improvement. Throughout his career, he has focused on reducing operating costs and diversifying revenue streams while increasing performance and productivity.

As CEO, Brennan is responsible for harnessing the energies of staff, members, volunteers and the board of directors to build long-term sustainability, stability, and organizational excellence. Strategies include, but are not limited to, membership value and revenue growth as well as productive collaboration with stakeholders and partners across the country and internationally.

In addition to a solid business foundation, Mike has an understanding of and commitment to the not-for-profit sector, with expertise in governance, fundraising, volunteers, advocacy, grant writing, stakeholder engagement and program implementation. He will be providing a wide range of strategies and tools to increase board effectiveness and help develop strong leaders who can lead with the clarity and confidence needed to inspire and drive innovation and change.

“He brings a great mix of business savvy, leadership, inspiration, and hands-on operational experience. His candor, his passion for architecture, and his respect and support for our commitment to building responsibly and sustainably will serve us well,” says RAIC president Michael Cox, FRAIC.

New CCA chair Zey Emir sets priorities

The Canadian Construction Association (CCA) has appointed Zey Emir as chair of the 2018 board of directors at its annual general meeting. Emir takes over the position from Chris McNally, director of C & M McNally Engineering Corp.

Emir is president of Revay and Associates Limited, a dispute resolution and project management provider to the construction industry in Canada and internationally. She is a professional engineer and holds an MBA from McGill University.

Emir joined the CCA board in 2009 and has chaired the CCA Manufacturers, Suppliers and Services Council and been the vice-chair of the CCA Standard Practices Committee. She joined the CCA executive in 2010 and is a past board member of the Canadian Construction Innovations (CCI).

In her address to the annual general meeting, Emir discussed her priorities for her term at CCA’s helm. CCA turns 100 this year.

“In the coming year, we will be reviewing the governance of the CCA in order to improve our effectiveness and maximize our efficiency leading into the next 100 years,” she said. “This includes being open to diversity and representation that reflects our industry. I believe that having more women, more diversity, provides fresh ideas, different insight and points of view that will strengthen our association.”

Emir has more than 25 years of experience specializing in construction claims and dispute resolution as well as contracting strategies. She has been recognized as an expert witness in court, by arbitration panels and dispute resolution boards in the areas of delay, productivity and the quantification of damages. Emir has also developed and presented training programs for the construction industry and is a frequent lecturer at several universities.

Sony of Canada relocates Canadian head office

Sony of Canada recently announced the company has moved its Canadian corporate office from 115 Gordon Baker Rd. to 2235 Sheppard Ave. East, which is located less than five kilometres away from the old office space, in Toronto.

“After months of hard work exploring the Toronto office market, we are now excited to be finally moving to the Atria II building,” said Mark Saddleton, Canada Country Head, Sony of Canada, in a press release. “We have designed the interiors in a way that will inspire creativity, collaboration and ensure that the space reflects the vibrancy and diversity of Sony.”

The new office location is easy to access by using the 401 and 404 highways, but also provides shuttle buses throughout the day to Fairview Mall and Don Mills Subway Station, providing convenient access.

As part of the relocation, Sony has co-located its Technical & Product Service Support department with Sony’s sister companies, Sony Mobile and Professional Solutions. The relocation also helps to further embed Sony’s presence in the Toronto community through the Sony Canada Charitable Foundation, which works with local partners with national outreach, including Make-A-Wish Foundation, Ronald McDonald House and Earth Day Canada.

RDHA to receive RAIC’s 2018 Architectural Firm Award

The Royal Architectural Institute of Canada (RAIC) has named RDHA, a Toronto-based architecture studio, the recipient of its 2018 Architectural Firm Award.

RDHA, one of Canada’s oldest practices, has specialized in public buildings since it was founded in 1919 as Rounthwaite Dick and Hadley Architects. Over the last century, the firm has produced a wide range of work, including corporate headquarters, industrial facilities, academic buildings and both academic and public libraries, to name a few.

In 2005, the firm underwent a successful renewal to be known as a studio striving to produce architecture of the highest calibre. The current partners, Tyler Sharp, Geoff Miller, Bob Goyeche, Rob Boyko and Momin Hoq, redefined the office structure and creative design process to attract an influx of young talent.

“There is a remarkable consistency throughout the last 10 to 15 years of work by a younger generation of designers that have taken over the firm and kept the lineage and re-established themselves as a leading designing firm in Toronto,” said the five members of the selection jury, in a press release.

“For the successors to rebuild the firm and reputation and deliver a fresh portfolio of completed projects is exceptionally difficult,” continued the jury, adding that many Canadian architecture firms are currently in transition, with some being bought out or consolidated.

The RAIC Architectural Firm Award recognizes a firm’s achievements in quality of architecture, service to clients and innovations in practice. It also takes into account the firm’s contribution to architectural education and professional organizations, as well as public recognition. The jury praised RDHA’s commitment to elevating ordinary projects, such as industrial buildings, into visually interesting architecture, as well as the firm’s creativity, even on a lean budget.

Some of RDHA’s recent projects include Waterdown Library and Civic Centre in Hamilton, Ont.; Lakeview, Port Credit, and Lorne Park Branch Libraries in Mississauga, Ont.; Hamilton Central Library and Farmers’ Market in Hamilton, Ont.; Bloor/Gladstone District Library in Toronto, Ont.; Williams Parkway Operations Centre in Brampton, Ont.; and Surrey Operations Centre in Surrey, B.C.

Since the firm’s rebranding, it has achieved significant recognition, including three Governor General’s Medals for Architecture, and the RAIC Young Architect Medal for partner Tyler Sharp.

“We are truly delighted to accept this prestigious award which validates our commitment to the creation of clear, sustainable and progressive public architecture,” said RDHA managing principal Bob Goyeche. “We thank all of the dedicated and talented colleagues who have been essential to our ongoing evolution.”

The award will be presented at the RAIC/AANB Festival of Architecture, which takes place from May 30 to June 2 in Saint John, N.B.

Top lighting trends 2018

Interior lighting is often the finishing touch that entirely transforms a space, and this has never been truer than it is today. With continuous redesigns and developments in lighting technology, the trends are quick to change and continue to flourish. Indoor and outdoor lighting company, Festive Lights, highlights some lighting trends for 2018 and how they can be incorporated into spaces.

Gold & Copper
There’s a new finish in town: chrome, silver and pewter are out; the warmth of copper and gold are in. These softer colours pair well with grey and “greige”, which have seen a huge rise in popularity over the past couple of years, outshining beige as the new neutral in interior design.

The most popular way we’ll see gold and copper work in lighting fixtures is with a brushed and matte finish rather than the brassy and shiny golds of days gone by.

LEDs on a budget
Over the past few years, there has been a huge push to be more environmentally friendly, and being more efficient in the home and in artificially-lit spaces is a big part of this. Gradually, over time, consumers have been making the transition to LED lighting to save on money and energy. However, this has been a process that has taken time since, despite LED lights saving money in the long run, they have been a more expensive upfront option.

This year will see LED lighting finally starting to drop in price, allowing it to be more accessible for those needing to replace large areas of lighting, or numbers of bulbs – such as hotels, restaurants or office buildings. With LED bulbs available in various shapes, colours and brightness, opening the way for unique designs, and with their price soon to drop, their popularity is bound to boom this year.

Bring the outside in and the inside out
In terms of home and interior design in general, bringing the outside in has been a big trend for a long time. Botanicals, plants and flowers have always been popular, but designs incorporating more greenery, succulents and cacti are thriving.

This year, we’ll see this trend extent to lighting; garden design features illuminated by festoon lights, and patios lit up by solar lighting. Vice versa, indoors we’ll be able to incorporate green fabric cables or enamel pendant lights in shades of green to mimic and match the greenery we’re so fond of, or chandeliers designed with twisting branches, twigs and leaves. Combine this trend with the brushed gold by creating your own terrarium light, including twinkling lights, delicate greenery and smoked glass in a gold polygonal frame.

Whimsical
Unicorns, mermaids, dinosaurs and mythical creatures have never been more popular. While these were once thought of as the realm of children’s bedrooms, they’re now being marketed as an interior design scheme in themselves.

Lighting lends itself perfectly to the whimsical nature of mythology; whether that’s with a fairy light canopy mimicking the stars, or delicate shimmering lampshades that give an undersea illusion, highlighted and reflected with mirrors and elegantly draped fabrics. This trend can even blend with bringing the outside in for a unique mystic woodland feel for adventurous homeowners, or one-of-a-kind cafés and architectural spaces.

Sutton Place Hotels opening first property in Atlantic Canada

The Sutton Place Hotels is opening its first property in Atlantic Canada at Halifax’s Nova Centre. The Nova Centre is a one-million-square-foot mixed development space that includes the new Halifax Convention Centre, a financial centre, office space, restaurants, shops, and a public plaza known as Rogers Square.

Work will begin immediately on the hotel, adding 262 guest rooms and suites, an on-site contemporary restaurant and lounge and underground parking. A grand opening is scheduled for spring 2019.

“Nova Centre is a state-of-the-art development and we are thrilled to bring the Sutton Place brand to Halifax,” said Tom Gaglardi, chairman and CEO of The Sutton Place Hotels. “My family opened its first hotel in 1967, so it makes perfect sense to partner with another well-established family like the Ramias to bring Sutton Place’s ‘Tradition of Luxury’ to the east coast.”

The design will pay tribute to city’s seafaring past, while featuring the latest in technology and energy efficiency.

“We are very excited to introduce such a prominent business family as the Gaglardis to Nova Scotia and The Sutton Place Hotel as the new luxury hotel in Nova Centre,” said Joe Ramia of Argyle Developments, Nova Centre’s developer. “There is a great synergy between our two families because we share similar values and a deep background in family business.”

Spring pests return for flood season

Flood season is arriving to regions across Canada, posing a significant risk to infrastructure and potential loss of life.

Changing temperatures, melting snow and higher-than-normal precipitation all contribute to the threat of spring floods, according to B.C.’s Parliamentary Secretary for Emergency Preparedness Jennifer Rice. Provinces are pouring more money into disaster preparedness to battle these factors, but for now, cities cannot eliminate the possibility that flood waters will hit.

Since 2000, Canada has seen more than 80 big flood events. Last spring, record high-water flows washed through B.C’s Thompson Okanagan, forcing about 2,500 residents from their homes and communities, while torrential rainfall drowned the streets of Vancouver. Montreal had to declare a state of emergency and record-breaking springtime water levels in Lake Ontario caused the worst flooding the Toronto Islands, a popular tourist destination, have seen in decades. Calgary has remained on guard ever since the 2013 flood, which remains the costliest natural disaster in Canadian history.

Flooding causes millions of dollars in property damage, but it also welcomes increased pest activity and pest-related health risks. Structural damage creates pest-conducive factors, entry points and habourage. Flooding can also interfere with pest prevention methods owners and managers currently have in place. Traps, bait stations and treatments can be damaged or washed away, and when flood waters recede, accumulated debris attracts flies, scavenging beetles and cockroaches that will feed on the abundance of garbage and sewage overflow.

Mould is another unwanted consequence, attracting mould-feeding insects, such as plaster and fungus beetles. Wet or rotting wood left behind after flooding leaves a property at a higher risk for a carpenter ant infestation, and standing pockets of water provide breeding grounds for mosquitoes, midges and gnats.

Even if a property remains dry, it’s still at risk for pest activity as insects, rodents and wildlife seek relief from flood waters. This means that rats and cockroaches found in sewage and drainage systems will seek higher ground untouched by flooding. Crawling insects such as ants, ground beetles and wood roaches will escape the floods by migrating in large numbers into dry buildings.

Urban flooding is a national problem and governments have much work to do on prevention. For now, there are steps to mitigate pest-related damage.

The first step is to implement an Integrated Pest Management (IPM) program before a flood occurs. IPM focuses on preventive controls like exclusion, sanitation and maintenance techniques to defend against pest activity year-round. This will help to keep pests away from a property prior to a flood occurring. And if they are eliminated from a property, chances of pest sightings are greatly reduced during and after a flood.

Before this year’s flooding season begins, identify hot spots for pest activity and establish a preventive action plan, as well as a process for minimizing potential damage.

Proactive measures to reduce pest activity and prevent infestations

  • Inspect the exterior of a building and seal any cracks or gaps with a durable, water-proof sealant. This type of sealant lasts longer and will help prevent pests from getting inside. Rats, for example, can fit through a hole as small as a quarter.
  • Cap or screen floor drains to prevent rodents and cockroaches from entering the facility through the sewage system. Cap or screen unused pipes as well.
  • Cover gutters using aluminum or mesh to help prevent leaves and other debris from clogging gutters during heavy rains. Clogged gutters can provide harbourage for pests seeking relief from the wet conditions.
  • Identify outdoor areas around a property where water could pool, including ditches, uneven ground, soft ground, burrows and depressions. Drain, aerate or fill these areas with gravel.
  • Make sure that garbage compactors sit on level concrete to prevent pooling underneath. Check that lids are closed so water does not build inside, garbage doesn’t wash out, and pests do not seek refuge there.

Reactive measures once water recedes

  • Eliminate standing water around the building. Empty or dispose of containers and other objects that hold water. Be sure that any food or product spills are cleaned.
  • Remove clutter that can provide pest harbourage, such as cardboard boxes and unused wooden pallets.
  • Clean up fallen tree branches, washed-up vegetation or other objects ferried by the flood.
  • Inspect wooden structures. Dry or aerate any wet wood to prevent mould, rot, fungal beetles and carpenter ant infestations.
  • Inspect the building for structural damage caused by gusty winds or harsh rains and repair immediately to prevent pest entry.
  • Be sure dumpsters are tightly closed during the extended time it may take a waste management provider to pick up the trash.
  • Inspect, clean and repair gutters that could be flooded with debris.
  • Check to see if existing pest control devices are missing or damaged and have them replaced as soon as possible. It may be necessary to increase the number of devices post flooding as a preventive measure.
  • Keep pest management in mind if repairs are needed. Pests that infest a property during construction can be hard to remove afterwards, especially if they are sealed in the walls.

After a flood, a property inspection can help assess damage from a pest management perspective. It can provide recommendations for repairs and how to adapt to an existing IPM approach to respond to changing conditions and excess water left by the flooding.

Alice Sinia, Ph.D. is Quality Assurance Manager – Regulatory/Lab Services for Orkin Canada focusing on government regulations pertaining to the pest control industry. With more than 20 years of experience, she manages the Quality Assurance Laboratory for Orkin Canada and performs analytical entomology as well as provides technical support in pest/insect identification to branch offices and clients. For more information, email Alice Sinia at [email protected] or visit www.orkincanada.com.

Moving to a zero carbon future

Canada has set ambitious targets for greenhouse gas emissions reduction, which will require the building sector to move to a zero carbon future.

The Pan-Canadian Framework outlines the federal government’s commitment to fight climate change and to reduce greenhouse gas emissions by 30 per cent below 2005 levels by 2030.

The framework has set the stage, recognizing that carbon emission targets can only be met through concerted efforts in the building sector as one of the largest contributors to climate change, according to Thomas Mueller, president and CEO, Canada Green Building Council.

Mueller was a keynote speaker at Buildex Vancouver 2018 where he discussed how green buildings can meet carbon emissions targets.

Moving the building sector to zero carbon performance is a global initiative with many countries on board including Sweden, Germany and Australia. But over the last 10 years, Canada has moved into a global leadership position through innovation and investment in LEED certified green buildings.

“I think we have a very advanced green building sector and this is an opportunity for us to stay ahead of the curve and drive innovation,” he said.

He defined a zero carbon building as “one that is highly energy-efficient and produces onsite, carbon-free renewable energy in an amount sufficient to offset the annual carbon emissions associated with operations.”

In determining the carbon footprint of a building, it is often not energy performance, but the carbon intensity of the local electrical grid and the fossil fuels used. Recognizing these differences is important, advised Mueller, as the sector looks at eliminating fossil fuels with onsite renewable energy strategies such as solar and geothermal.

Zero carbon represents the next cycle of innovation in green building, continuing Canada’s global leadership in taking tangible steps in reducing carbon emissions from buildings.

“If we build every new building over 25,000 square feet to zero carbon between now and 2030, we will save about 7.5 million tons of carbon,” said Mueller.

The challenge is that existing buildings represent more than 80 per cent of Canada’s building stock which will still be standing in 2030 and is “underestimated” to be 50 per cent of the building stock in 2050. These buildings present a greater emissions reduction opportunity than any new construction activity.

“Retrofit is critical to achieving a zero carbon future,” stressed Mueller.

Existing buildings are not only critical to achieving the targeted GHG emissions reductions, but present a massive economic opportunity. Large-scale upgrades to existing buildings will create jobs and drive the creation of new technologies.

Mueller also highlighted CaGBC’s new Zero Carbon Building Standard, which uses carbon as the key metric in assessing commercial, institutional and multi-family building performance and combines this measure with enhanced envelope performance and renewable energy options.

He discussed the four key components of the standard which include zero carbon balance, efficiency, renewable energy and low carbon materials.

Project teams are required to evaluate energy use holistically, including impacts on peak electricity, and determine the GHG emissions associated with structural and envelope materials.

“We want designers and builders to start looking at the carbon associated with materials to make better decisions,” he said. “Building with wood is a great way to sequester carbon. Cement is also finding new ways to sequester carbon.”

To date 16 pilot projects representing different building types, sizes and locations have signed on to be the first projects to achieve zero carbon performance.

“The real opportunity is not only in new buildings but in existing buildings too – we need both to move the sector forward to a zero carbon future,” he said.

Cheryl Mah is managing editor of Construction Business.