Knowledge transfer key to generational transition

Change is coming as a seasoned generation gears up for retirement and millennials move into the workforce, bringing with them top education, great technological skills, innovative ways of thinking and seeking practical working experience.

Historically, there were no courses, training or technical platforms set up for facilities management, or FM. It was established through years of development and implementation challenges, of policies and procedures created with little support, collaboration or teamwork, and learned on the job. The many years of experience seasoned professionals possess, and the accrued knowledge that comes along with it, is irreplaceable and needs to be transferred to the next generation of facility managers.

Companies need to embrace some change in their approach to new employees. Millennial facility managers approach their work environment differently than the generations before them. Many millennials are eager to ‘leap’ into the situation without getting to its root. This enthusiasm is great; however, it may take a few attempts to come up with the right solution. Seasoned facility managers know from experience how important it is to follow routines and be able to respond quickly as issues arise.

Here are three ways companies can prepare for the transition from a seasoned generation to the millennial generation in the workplace and minimize the loss of corporate FM experience.

1. Encourage communication and teamwork

It’s difficult for a seasoned facility manager to cover everything they themselves learned on the job. Junior facility managers can make the most of their time with seasoned facility managers by asking specific questions versus asking the seasoned facility manager to verify or review an existing routine. This will give junior facility managers a better understanding of the benefits of, expected outcome of and reason for routines. It’s important that new employees feel at ease to ask specific, task-related questions.

Weekly huddles can serve as a safe place for new facility managers to ask questions and, more broadly, keep the FM groups up-to-date on what’s happening at their facility. These 15-to-20-minute ‘scrums’ also help to identify current priorities, such as new client move-ins and recurring customer issues.

2. Let newcomers job-shadow and rotate jobs

Ensure overlap between incoming and outgoing personnel so new facility managers get a chance to follow the daily, weekly and monthly routines of seasoned facility managers before they leave the company. This will make for a smooth transition and ease the new facility manager into the FM routine. Job shadowing can help the incoming facility identify key areas of the facility that may require special attention, such as areas of potential leakage during heavy rain storms or accessibility workarounds.

Job rotations can also help millennial facility managers gain a better understanding of the diverse role of the FM professional. If the company has more than one facility, encourage junior facility managers to walk through other facilities and assess whether it’s at par with or better than their own facility, and whether there are ideas that have been implemented there that they can take back to their facility.

3. Centralize procedures for consistent operations

Ensure consistency of operations with a centralized platform for key departmental procedures. Include information such as standard operating procedures, current FM plans, business cases, building plans and up-to-date documentation on recent renovations and upgrades.

This makes corporate policy and directives available to newer facility managers, to help them gain history and/or context to current and future directions for the FM department. A repository of standard operating procedures is crucial to help new facility managers maintain the same level and quality of service.

Facility managers both new to the profession and seasoned can work together to ensure their facilities are maintained in good condition and meeting the needs of its occupants. By inviting questions, offering job-shadowing and rotation opportunities, and creating a centralized home for key corporate documents, organizations can ensure they don’t lose important institutional knowledge as seasoned facility managers start to retire and make room for millennial facility managers.

Marcia O’Connor is president of AM FM Consulting Group and lead instructor at U of T’s FM certificate program.

Ali Arlani to lead condo management regulator

Ali Arlani will become CEO and registrar of the Condominium Management Regulatory Authority of Ontario (CMRAO) on Jan. 15. Arlani comes to the position from the Ministry of the Attorney General’s agency and tribunal relations division, where, for more than five years, he has served as assistant deputy attorney general.

“With over 20 years of executive leadership in the public sector, Ali is known for his results-oriented work ethic and commitment to modernization, having provided oversight to three provincial tribunals,” Aubrey LeBlanc, board chair of the CMRAO, said in a news release announcing Arlani’s appointment.

“We are confident that he will be a valuable leader to the CMRAO, as it begins its commitment to strengthen the condo management profession and provide condo owners with confidence in those who manage their important investment.”

The CMRAO was recently established under new legislation designed to regulate the condo management sector.

Arlani steps into the positions of CEO and registrar just ahead of the Jan. 29 deadline for condo managers to apply for a licence, which is now mandatory to continue practicing in the profession. He also arrives weeks before regulations detailing a code of ethics for condo managers, as well as complaints and discipline procedures, are intended to take effect Feb. 1.

As proposed, the regulations empower the registrar to use a range of enforcement tools to ensure condo managers comply with industry standards, from issuing a warning to revoking a licence.

Arlani, who has a Ph.D. in engineering and a bachelor’s degree in commerce, has previously overseen the organizational realignment of tribunals and the roll out of service standards as CEO of Environment and Land Tribunals Ontario. (ELTO, as it is also known, is a cluster of tribunals that includes the Ontario Municipal Board, which adjudicates land use planning appeals.) He has been recognized with a service excellence award, among other accolades.

Arlani takes the reins of the CMRAO from Robin Dafoe, who got the administrative authority up and running as its interim executive director and registrar. Dafoe was recently named CEO and registrar of the Condominium Authority of Ontario (CAO), which was created to improve condo living by educating directors, informing owners and helping resolve common disputes, and for which she also served as interim executive director and registrar.

“She provided strategic leadership to successfully launch the authority and oversee the implementation of Ontario’s first online dispute resolution service, the Condominium Authority Tribunal (CAT),” Tom Wright, board chair of the CAO, said in a news release announcing Dafoe’s appointment. “We are confident that through Robin’s leadership, the authority and the tribunal will continue to provide valuable services and resources as the CAO focuses on service excellence, innovation and new approaches to addressing the needs of condo communities.”

Dafoe, who holds an MBA as well as a master’s degree in law, is a veteran of the Ontario public service. Her more than 20 years of experience working for the province includes a stint helping to advance modernization goals as former director of corporate policy and tribunal relations at the Ministry of the Attorney General. She previously served as implementation director at the province’s apprenticeship and trades certification regulator, the Ontario College of Trades.

Laurentian University names Dr. David Fortin director of architecture school

Laurentian University has named Dr. David Fortin as the next director of the McEwen School of Architecture (MSoA). Dr. Fortin, previously a faculty member at the MSoA, assumed his duties as director at the beginning of the month, taking over from the school’s founding director, Dr. Terrance Galvin. Dr. Galvin successfully led the MSoA’s creation and development since its launch in 2012.

“It is truly an honour to have been chosen to lead our country’s newest architecture school,” said Dr. Fortin in a press release. “The unique vision for this school, one deeply grounded in celebrating place, culture and community through design, has always inspired me as these are the principles that ground technological innovation and creativity towards a future we all want to live in.”

Dr. Fortin is a member of the Métis Nation of Ontario, and is the first Indigenous director of a Canadian architecture school. He is also a member of the Royal Architectural Institute of Canada (MRAIC) and a registered architect, and has worked with various professional firms in Calgary. He has taught design, history and theory in the United Kingdom, United States and Canada, and currently teaches a class exploring the impact of climate change on design. Dr. Fortin currently focuses on Indigenous design in contemporary architecture and is co-curator for a team of Indigenous architects, called UNCEDED, representing Canada at the world-renowned 2018 Venice Biennale competition in Italy.

“I feel privileged to lead a school that does what no other architecture school in Canada does,” added Dr. Fortin. “Our students learn through hands-on experience and direct community engagement. Furthermore, they are guided by Indigenous teachings and the highest level professional standards to design buildings and communities in cold climates worldwide, by incorporating innovative uses of wood and developing appropriate sustainable strategies.”

Since its inauguration in 2012, the MSoA has helped change communities in Northern Ontario. MSoA students have worked closely with numerous communities on projects such as seniors housing in Chapleau, ice fishing huts in Sudbury and a health centre for Batchewana First Nation.

Dr. Terrance Galvin, founding director, will continue to teach at MSoA and play an active role in its future. Under Dr. Galvin’s leadership, the MSoA became the first new architecture school to open in Canada in over 40 years, and has since attracted students and staff whose work has already received national and international acclaim. In addition to teaching, Dr. Galvin continues to lead the school’s application for initial accreditation with the Canadian Architectural Certification Board.

Photo (L to R): Dr. Terrance Galvin, founding director of MSoA; Dr. Pierre Zundel, interim president and vice-chancellor of Laurentian University; Dr. David Fortin, director of MSoA.

Quebec tweaks building upkeep and repair rules

A recent amendment to Quebec’s labour relations act allows educational and health care facilities, charitable organizations and some small landlords and businesses to rely on unpaid help for minor building upkeep and repair. Previously, provincial construction industry regulations prohibited voluntary work.

Now, certified tradespersons can provide services free of charge to a registered charity or within a dwelling they occupy or intend to occupy in the future. Volunteers who are not certified construction workers can perform tasks such as painting and finishing of interior furnishings in a few specified scenarios.

In the multi-residential sector, this includes small rental complexes with up to four units if the owner lives in the building, co-ownership buildings of up to four units and cooperative housing buildings of any size. Public and private schools, colleges, universities, facilities related to health and social services, cooperative daycare centres and commercial businesses with fewer than 10 employees are also eligible.

Neither Quebec’s largest rental housing association nor public sector union is happy with the change. CORPIQ (Corporation des propriétaires immobiliers du Québec) estimates about 150,000 duplex, triplex or quadruplex dwellings are excluded because the owners live off-site, while the Canadian Union of Public Employees (CUPE) questions why the legislation still prevents public sector building managers from assigning their own part-time staff to the tasks.

“At present, only permanent employees can do maintenance work,” observes Denis Bolduc, president of CUPE-Québec. “The government is prohibiting our members from doing it, but giving its permission to volunteers. It’s absurd.”

CORPIQ likewise calls it “paradoxical” that many small landlords cannot undertake tasks in their own buildings that they could do as volunteers in a housing co-op. During last year’s public consultation on the amendment, CORPIQ had lobbied for the inclusion of rental housing up to six units, noting that insurers and lenders do not classify such buildings as businesses.

Quebec’s allowable rent increases for renovations equate to a 41-year payback, while market wages for certified contractors are in the range of $70 to $80 per hour. In that light, CORPIQ suggests volunteers should be able to conduct more types of maintenance and building upkeep than the new rules allow.

“CORPIQ was, and remains, in agreement with requiring certified workers for safety-related jobs such as gas, plumbing, electricity and carpentry,” says Hans Brouillette, the association’s director of public affairs. “But where’s the logic that an owner can change a bedroom door, but not an entry door?”

Meanwhile, small landlords who are themselves certified tradespersons can only do wiring, plumbing, gas-fitting or carpentry within the units they personally occupy. “Yet, these same certificate holders, who can’t work for free on their own buildings, can do volunteer work for a charity,” Brouillette adds.

Ontario Place to renovate historic Pavilion Pods

Ontario Place Corporation has issued a request for bids for the interior renovation of the historic West Island Pavilion Pods, with the aim to transform the Pavilion Pods into multipurpose event spaces.

The successful bid will support the interior renovation of Pod 1 and the main level of Pod 2; the construction of kitchen facilities and a universal washroom; accessibility improvements and an elevator to access the Pods; and upgraded electrical, mechanical and data capabilities.

Ontario Place’s five Pavilion Pods were originally built in 1971 as multimedia exhibition spaces and a restaurant overlooking Lake Ontario. The steel and aluminum Pods were designed by Eb Zeidler for the original construction of the site.

The revitalization of the Pavilion Pods is part of a broader plan to turn Ontario Place into a year-round waterfront destination. Work on the attraction is being completed in phases. The first phase included the opening of Trillium Park and William G. Davis Trail, which was completed in June 2017 and added 7.5 acres of new parkland to Toronto’s waterfront on the East Island of Ontario Place. In November 2017, Ontario Place re-opened its iconic Cinesphere theatre. The next phase includes the transformation of the East Island into a Celebration Common and the West Island into a hub for culture, discovery and innovation.

“We are continually making improvements to the site to welcome people back to Ontario Place while transforming it into a vibrant, year-round place to explore and visit,” said Penny Lipsett, Chair of the Board, Ontario Place Corporation, in a press release. “The Pods are going to be multipurpose and offer new opportunities for programming and events hosted by Ontario Place as well as through rentals.”

Wilson School of Design opens on KPU campus

The $36 million Wilson School of Design, a new high-tech facility addition to Kwantlen Polytechnic University’s (KPU) campus in Richmond, is now open. Designed by Vancouver based Public Architecture and Toronto-based KPMB Architects, the uniquely west coast design boasts 60,000 square feet with a total of 681 spaces for design students.

New facilities include innovative teaching studios and labs, a testing centre, gallery space and expanded study and design spaces for students. It will also house advanced technology, such as laser cutters, 3D printers and ultrasonic welders.

According to Public Architecture, the site in the Fraser River delta posed challenges such as a very high water table, infirm soils, and seismic conditions. The design responds to site conditions with a very light yet rigid structure of oversized glue-laminated beams, referencing ship construction.

The project was funded by a $12-million contribution from the B.C. government, $12 million from KPU and donations that include $8 million from Chip and Shannon Wilson, founders of founders of Vancouver-based lululemon athletica.

“Design careers are vital for a 21st-century diversified economy,” said Melanie Mark, B.C. Minister of Advanced Education, Skills and Training. “Cultivating design talent here in British Columbia will support the apparel sector, which is poised for strong growth. The programs in the new building will create exciting choices for students, as well as support for local design industries.”

The building will provide a space for a range of existing design programs at KPU, such as the bachelor of design in fashion and technology, bachelor of interior design and continuing and professional education. It will also house KPU’s product design and technical apparel design programs, which educate students in the development of performance, technical, medical and protective apparel and gear.

British Columbia’s apparel industry generates $3.8 billion in sales revenue, with more than 400 businesses employing over 7,600 people in the province.

Team selected for New Westminster School

Graham Design-Builders LP with KMBR Architects Planners Inc has been awarded the contract to design and build the New Westminster Secondary School replacement project.

The 22,000 m² (236,000 sq. ft.), three-storey facility will include formal education components (general classrooms, inclusive education classrooms and science labs), career technical education spaces, a performing arts component and physical education facilities. The scope of work of this contract also includes a separate maintenance and IT building that will serve the entire school district.

The state-of-the-art school will accommodate 1,900 grade 9 to 12 students with flexible learning spaces to maximize collaboration and active learning, including cutting-edge technology and multi-purpose spaces. It will also meet today’s standards for modern learning (focusing on transparency and diversity of learning opportunities), safety and accessibility.

Designed to achieve LEED Gold, the school will also meet today’s standards for modern learning, safety and accessibility, and incorporate the latest sustainable energy management systems.

The site of the new school is adjacent to the existing operational facility, which will remain fully operational throughout construction. The project team will implement a specific construction and logistics plan, taking into account this situation. The day-to-day schedule will need to be adapted to ensure construction doesn’t interfere with the student experience at the existing school.

Construction will start in early 2016 with the project scheduled for completion in May 2020. The new school will open to students in September 2020.

The Province of B.C. announced funding for the replacement of New Westminster Secondary School (NWSS) in June 2016. The $106.5 million project will be the largest school investment in B.C. history.

“The board is confident that the proposed design will provide the most inspirational and accessible environment to educate New Westminster students now and in the future,” said Kelly Slade-Kerr, chair of the board of education for the New Westminster School District.

Starlight U.S. acquires Atlanta property

Starlight U.S. Multi-Family announced it has acquired a 50 per cent interest in a 250-unit, garden style property known as Coventry Pointe, in Atlanta, Georgia. The remaining 50 per cent interest in the property will be indirectly acquired by Daniel Drimmer, director and Chief Executive Officer of Starlight U.S. Multi-Family (No. 1).

All decision-making in respect to Coventry Pointe will be jointly made by Mr. Drimmer and the Fund through established governance practices. In connection with the acquisition of Coventry Pointe, the Fund has now fully deployed the proceeds of its initial public offering, which closed on June 16, 2017.

Coventry Pointe consists of 18, three and four storey walk-up buildings on a 35.5 acre site comprised of one-bedroom, two-bedroom and three-bedroom units. Currently, apartment units feature white raised-panel cabinets, white appliances including dishwashers and microwaves, brushed nickel and chrome hardware, vinyl flooring, and pantries in the kitchen. Bedrooms and living areas include carpet flooring, wiring for ceiling fans, crown molding, oversized walk-in closets, and porches/balconies. The bathrooms are outfitted with garden tubs, tile surrounds, and vinyl flooring.

Indoor amenities include a spacious clubhouse, business centre, fitness room, and an enclosed mail centre. Outdoor amenities include a resort-quality swimming pool, two tennis courts, a dog park, a large playground with a variety of equipment, a picnic area, green space with nature paths, and a car wash station. As part of the Fund’s business plan, Coventry Pointe will be repositioned to a modern standard with upgraded unit finishes and modernized common areas and amenity spaces, and the property’s curb appeal will be improved. As of January 3, 2018, Coventry Pointe’s occupancy was 95.2 per cent.

The Fund has retained The Worthing Companies to manage Coventry Pointe. Worthing currently manages one other multifamily community for Starlight in Atlanta, Georgia.

Capri and CMW Insurance rebrands in B.C.

Capri and CMW Insurance, who merged in 2017, have rebranded as CapriCMW, effective January 1, 2018. As part of the rebranding, CapriCMW is introducing a new visual identity and website.

The rebranding marks the company’s next step towards integrating its operations under one identity, with a common mission and shared values and goals. The merger in 2017 brought together the strengths of a combined 63 years of insurance and risk management experience, while retaining the advantages of being independent and employee-owned.

“With so many small companies being acquired by large multinationals, it was important for us to maintain the trust and relationships we’ve developed over the years. As CapriCMW, we remain a local, independent company that offers unfiltered, unbiased advice in the best interest of each and every client,” said Tim Miller, president.

The new visual identity reflects the transformation the company has undergone while paying homage to the legacy and roots of Capri and CMW. Described as two shapes that come together to evoke a kite, the new logo symbolizes the company’s movement in a new, fresh direction.

The new website, www.capricmw.ca, has been designed to offer an intuitive, user-friendly experience where visitors can easily access educational resources, purchase a policy online, submit service requests and locate an office or advisor.

“The new name and brand provides us with a strong, unified identity and presence that reflects who we are today and into the future. We are well-positioned for continued growth and new opportunities, creating long-term value for our employees, clients, industry partners and communities,” said Andrew Kemp, president.

Combining the strengths of their presences in the Lower Mainland and the Interior of B.C., CapriCMW is now one of Western Canada’s largest independent, employee-owned insurance brokerages.

Consortium named for Residuals Treatment Facility

The consortium Hartland Resource Management Group (HRMG) has been named the preferred proponent for the Capital Regional District (CRD) Residuals Treatment Facility in Victoria. The project will be delivered under a public-private partnership (P3) model, with a 20-year operate and maintain period.

The HRMG consists of Bird Capital Limited Partnership, Bird Design-Build Construction Inc., Maple Reinders Constructors Ltd., Maple Reinders PPP Ltd. and Synagro Technologies Inc.

Located at the Hartland Landfill in Saanich, B.C., the facility will incorporate the very latest and most reliable processes for stabilizing and drying biosolids. It comes as the result of a rigorous evaluation process led by the CRD and represents their final step in attaining advanced wastewater treatment.

The CRD Residuals Treatment Facility will treat residual solids from the McLoughlin Point Wastewater Treatment Plant and turn them into Class A biosolids, a high-quality by-product suitable for beneficial reuse, including as a source of renewable energy.

“Maple Reinders has been following the development of the CRD’s wastewater treatment strategy and is particularly enthused with this opportunity to play a role in its further realization”, said Maple Reinders’ Director of Infrastructure Development, Reuben Scholtens.

The Residuals Treatment Facility is part of the CRD’s larger Wastewater Treatment Project, being built to meet both the federal and provincial governments’ December 31, 2020 requirement for secondary wastewater treatment. HRMG plans to start construction in the spring of 2018, with the project slated for completion at the end of 2020.

The facility is being funded by P3 Canada, the province of British Columbia and the CRD of Victoria.

“Bird is proud to be part of the consortium selected as the preferred proponent to design, build, finance, operate and maintain the CRD’s residuals treatment facility,” said Ian Boyd, president and CEO of Bird.

Multi-million revamp for CF Chinook Centre

Cadillac Fairview is transforming the entire food court in CF Chinook Centre with a $17 million investment.

This will be the latest major upgrade to the Calgary centre’s food court since the last completed revitalization in 2000. The updates will improve capacity, design and aesthetics to elevate the shopping experience for customers.

“Dining is an essential aspect of the overall shopping centre experience and we are delighted to evolve the centre’s food court into a signature CF Dining Hall where guests can enjoy culinary delights in a premium environment,” said Josh Thomson, vice-president of development for Cadillac Fairview.

The renovation will include expanding and modernizing units, enhancing décor elements like tiling, upgrading furniture with communal tables and banquets, and the implementation of sorting stations to improve the overall experience for guests. The project will also revamp the centre’s existing outdoor patio. The 30,000 square feet of redeveloped space will feature 835 seats and 20 dining options.

In addition to the centre’s food court revitalization, Cadillac Fairview is also investing $4.5 million into the south portion of the centre in 2018, with a focus on new tiling and railings.

The first construction phase will start in January 2018, with completion and opening scheduled for June 2018. The second phase will commence in June 2018 and is scheduled to finish in October 2018.

Understanding future mobility and design impacts

When the first automobiles appeared on city streets at the beginning of the twentieth century, they were something of a curiosity among the pedestrians, bicycles, horse-drawn carriages and electric trolleys. But within just a few decades, roadway design and urban form had been almost completely transformed to accommodate the new “horseless carriages.” The car had radically changed the way we inhabit and design our cities and regions, for better and for worse — a reminder that an incremental evolution in mobility technology can have a profound impact on built form and how we live in cities for generations to come.

Today, we are on the threshold of a similar transformational change in the way we move and live in urban areas. The advent of self-driving vehicles and other disruptors are now underway, ushering in one of the biggest changes to cities that we will see in our lifetime. Given that the infrastructure projects we are planning, designing and building today will be around for the next 50 to 100 years, it is critical that we consider how these disruptive technologies will impact urban design.

Current Trends

When will we begin to see self-driving vehicles on our city streets? The short answer is that we are starting to see them today. All of the largest automobile and technology companies are collectively spending billions of dollars to perfect and pioneer this technology on urban roadways, with prototype vehicles currently being tested in many cities. Projections suggest that self-driving cars may entirely displace our current human-driven fleet within the next three or four decades — well within the time horizon of the infrastructure projects and transportation plans being developed today.

The impact of self-driving vehicles will be amplified by other technologically-driven changes that we are already experiencing within the transportation industry. Mobile phones, apps and the vast communication network that supports their use are making mobility an increasingly on-demand service. This access to networked mobility options is in turn making it more convenient and affordable for many people to access mobility services on an as-needed basis instead of through ownership. This is seen most clearly in the emergence and growing use of car sharing, bike sharing, and ride hailing services in many cities. We have also seen an accelerated shift towards cleaner forms of mobility, with a focus on electrification and active modes of transport. Many countries are now planning to phase out the internal combustion engine over the next 20 years.

Design Opportunities

How will these changes interact with cities and the way we get around in the future? Proactive planning, engineering and design will be essential to ensuring the most beneficial outcomes for cities. The most impactful design opportunities will come from a relatively simple, people-first approach: focusing on how we move people, not just vehicles; finding ways to create social space instead of storing cars; giving people choice and promoting healthy lifestyles; and prioritizing modes that result in a cleaner and more sustainable environment.

Reduced parking requirements

The average car today sits unused 95 per cent of the time, demanding an enormous amount of urban space to store vehicles that sit idle. With a shift to increasingly shared and autonomous forms of mobility, the amount of parking required will decrease dramatically, creating an opportunity to recapture current parking space for other more valuable uses. By limiting the amount of parking we are building today, and utilizing existing parking space more efficiently, it is possible to dedicate more urban space for housing, public space and recreational opportunities.

Reimagining roadways

City streets serve a broad range of functions, with the vast majority dedicated to moving single-occupancy automobiles. If street space is reallocated to instead support the most efficient transportation modes available, streets can be reprogrammed to carry more people per hour while using less overall space. This shift reprioritizes the focus to moving people instead of simply vehicles. Many existing laneways or underutilized streets, for example, could be re-imagined as green corridors, linear parks, and corridors for active transportation modes.

Reinforcing public transportation

Public transit plays an essential role in freeing up roadway capacity, providing mobility options and reducing the environmental impacts of transportation. With a shift to automated mobility, the provision of high-quality and high-capacity transit will only become more important. Transit and active transportation modes will continue to be able to move a far greater number of people in a more space efficient manner than individual vehicles, be they human operated or automated or shared. Shared, self-driving vehicles could also be used to augment transit by providing a critical solution to the “first and last mile” problem —efficiently shuttling commuters between transit hubs and their destinations.

We are at an exciting moment in the history of transportation and urbanism. The opportunities, and risks, for building livable future cities are transformational. But the possibilities highlighted here are by no means a foregone conclusion. It will take city builders in all areas of expertise working together and focusing on key principles to realize the best solutions. Perhaps our great-grandchildren will look back in 100 years and reflect on how decisions made today contributed to making our future cities safer, healthier, happier, and more sustainable places in which to live.

Aaron Knorr is a senior architect and urban designer at Perkins+Will in Vancouver. Contact him at [email protected]

ENERGY STAR Portfolio Manager updates to affect LEED projects

Updates to ENERGY STAR Portfolio Manager launching on February 11th, 2018 will change the performance of buildings under the LEED Canada EB:O&M 2009 rating system, according to the Canada Green Building Council (CaGBC).

The following changes will be made:

The scoring model for commercial office buildings will be updated based on the data from the 2014 Survey of Commercial and Institutional Energy Use (SCIEU).
Updates to the adjustments that Portfolio Manager uses to account for parking and pools.
Addition of an adjustment factor for data centres located in office buildings, allowing data centre energy to be included in the total building consumption.
Source energy factors for electricity, natural gas, fuel oil, propane, steam, hot water and chilled water will be updated to reflect the latest data.

LEED Canada EB:O&M 2009 rating system uses Portfolio Manager for evaluating energy performance under Energy and Atmosphere Minimum Energy Performance prerequisite (EAp2) and Optimize Energy Performance credit (EAc1).

Projects planning to undergo significant energy system upgrades in 2018 should contact the CaGBC to discuss the details of their certification and allowances for LEED certification.

Launch of ENERGY STAR certification

Beginning in March 2018, eligible building types in Canada will be able to apply for ENERGY STAR certification and share their success with everyone who walks through their doors. To qualify, the building will need to earn an ENERGY STAR score of at least 75, meet certain other eligibility criteria, and have the application verified by a licensed professional.

How LEED projects will be affected

The incorporation of the 2014 SCIEU data will affect scores for commercial office buildings, as the performance of buildings will have changed since the 2009 survey. The median performance for buildings that are not eligible for a score will also have changed, impacting their performance under LEED. Also, updates to the source energy factors (the ratios used to convert site energy into source energy) will impact each building’s source energy use intensity (EUI), which is used as the basis for benchmarking.

Data centres

CaGBC says an added adjustment for data centres located in commercial office buildings will ensure these buildings receive a more equitable score. With the introduction of this automatic adjustment, excluding sub-metered energy consumption of data centres will no longer be permitted, and the data centre energy will have to be included in the total building energy consumption entered in Portfolio Manager.

Allowances

A special allowance has been adapted for LEED Canada EB:O&M 2009 projects. Projects meeting certain requirements may assess the Minimum Energy Performance prerequisite (EAp2) and Optimized Energy Performance credit (EAc1) based on the current Portfolio Manager tool and the performance of the building prior to the February 2018 updates.

The allowance applies to LEED Canada EB:O&M 2009 projects that started the last 12-months of the initial certification or recertification performance period prior to the shutdown (scheduled for February 11, 2018), meaning that the project’s certification performance period ends on or before February 10, 2019.
For Option A (buildings eligible to receive a rating), EAp2/c1 is calculated based on the ENERGY STAR performance rating achieved prior to the February 2018 updates. The performance rating must be demonstrated through information printed from Portfolio Manager prior to the updates, and include a minimum of 12 months of data.
For Option B or C (buildings not eligible to receive a rating), EAp2/c1 is calculated based on the source EUI achieved prior to the February 2018 updates compared to the national average source energy data provided in the Portfolio Manager tool prior to the February 2018 updates. The source EUI must be demonstrated through information printed from Portfolio Manager prior to the updates, and include a minimum of 12 months of data.
In all cases, the 12-month performance period assessed must end between November 1, 2017 and the date of the updates to Portfolio Manager (scheduled for February 11, 2018). All space attributes (floor area, space types, occupancy, etc.) must be up to date and accurate at the time.
The submission for certification must include the required information printed from Portfolio Manager prior to the update, as well as the standard submittal documentation required for the certification performance period.

LEED Canada EB:O&M 2009 projects planning to undergo significant energy system upgrades in 2018 are asked to contact the CaGBC to discuss the details of their certification and allowances for LEED certification.

Preparing for updates

LEED Canada EB:O&M projects that are eligible for and would like to apply the allowance will be required to print information from Portfolio Manager prior to the system shutdown on or before February 9th, 2018.

The ENERGY STAR Data Verification Checklist must be generated and downloaded for each facility. Ensure the correct “Timeframe” is selected, consisting of data up to and including November 1, 2017 or later, and a minimum of 12 months.
Project teams should ensure that the most current energy consumption data is gathered and entered in Portfolio Manager, as well as verify that all space attributes (floor area, space types, occupancy, etc.) are up to date and accurate.

Specific guidance for commercial office buildings with data centres:

Following the update, an engineering adjustment for Data Centers will be included in the Portfolio Manager tool for Canadian commercial office buildings. This automatic adjustment in the tool will make 1-100 ENERGY STAR scores for buildings with data centres more equitable. After the update, Canadian projects must include the data centre energy in the total building consumption entered in Portfolio Manager, therefore excluding sub-metered energy consumption of data centres will no longer be permitted.

Commercial office buildings with sub-metered data centres are permitted to exclude the data centre energy from Portfolio Manager when printing the ENERGY STAR Data Verification Checklist prior to the updates. However, for ENERGY STAR performance ratings generated after the February 2018 update, the data centre energy for the entire 12-month period must be included in the total building consumption entered in Portfolio Manager.

Specific guidance for buildings not eligible to receive an energy performance rating (Option B and Option C):

Following the February 2018 update, LEED Canada EB:O&M 2009 projects pursuing the Minimum Energy Performance prerequisite (EAp2) and Optimize Energy Performance credit (EAc1) through Option B or Option C must derive the adjusted benchmark score using the updated version of the Energy Efficiency Performance Option B&C Calculator. Version 7 of the Energy Efficiency Performance Option B&C Calculator will be released to coincide with the February 2018 updates.

For more information visit the NRCan website.

Site C civil works contract awarded

A partnership led by Aecon Group Inc. has been chosen as the preferred proponent by BC Hydro for a Site C generating station and spillways civil works contract. The partnership includes Aecon, Dragados Canada, Inc., Flatiron Constructors Canada Limited, and EBC Inc.

The contract is the second-largest single contract that will be issued for the construction of the Site C project. Scope of work will include delivery of civil works associated with the powerhouse, penstocks, spillways and power intakes, plus related ancillary construction work.

Full contract award is expected to take place in early 2018. Work will be performed through Aecon’s Infrastructure segment and is scheduled to commence in the spring of 2018, with expected completion in early 2023.

“Aecon is proud to be working with BC Hydro to deliver the largest clean energy project in British Columbia’s history. This significant project will create numerous employment opportunities,” said John M. Beck, president and Chief Executive Officer, Aecon Group Inc.

“This selection further solidifies Aecon’s presence in Western Canada, where we have worked on several large-scale hydroelectric projects, including civil works at BC Hydro’s John Hart Generating Station.”

BC Hydro’s Site C Clean Energy Project will be a third dam and hydroelectric generating station on the Peace River in northeast B.C. It will provide 1,100 megawatts (MW) of capacity, and produce about 5,100 gigawatt hours (GWh) of electricity each year — enough energy to power the equivalent of about 450,000 homes per year in B.C.

Following a review by the BC Utilities Commission (BCUC) in 2017, the NDP government decided to complete the $10.7 billion Site C dam, approved under the previous Liberal government.

Terrace House obtains alternative solution approval

Terrace House in Vancouver has received official approval to use exposed mass timber in the top 7-storeys of this 19-storey building. Located in Coal Harbour, the project by architect Shigeru Ban will be the tallest hybrid wood structure, with its highest point sitting at 232 feet above ground level.

The issuance of the building permit required approval of an “Alternative Solution” to demonstrate compliance with Vancouver’s building code, allowing the use of mass timber in the construction of a high-rise building.

“As an engineer, it is imperative not only that I trust my own work, but that my work receives rigorous review and confirmation by others, including peer reviewers and competent authorities having jurisdiction, such as the City of Vancouver,” said Andrew Harmsworth, lead fire engineer and building code consultant from GHL Consultants Ltd.

Prior to the official approval of Terrace House, the use of exposed mass timber in a hybrid wood structure of this height had never been permitted in either Canada or the United States. While there has been much discussion of the environmental benefits of tall mass timber buildings, few exceeding six-storeys have been permitted or constructed.

The approval is a milestone for Terrace House and the City of Vancouver. It was achieved through a process of performance-based fire and structural engineering tests supported by analysis of fire risks including risk of fire after earthquake. Tests demonstrated to the city and the expert peer reviewers that this hybrid mass timber building is as safe, if not safer, than a conventional concrete or steel high-rise.

Slate Office REIT acquires Chicago office complex

Slate Office REIT announced it will acquire a downtown Chicago office complex for US$85.6 million sometime this quarter.

20 South Clark Street is a 31-storey, 379,903 square foot complex in Chicago’s downtown Central Loop submarket, surrounded by the city’s legal, government and financial centres. It has underground walking access to Chicago’s train system, directly linking to O’Hare International Airport.

“We are excited to acquire a high-quality well-located asset in downtown Chicago that offers such attractive returns,” said Scott Antoniak, the REIT’s CEO. “The acquisition of 20 South Clark is a first step in our U.S. expansion strategy. We believe the Chicago market provides ample opportunity for future expansion.”

The complex is 84 per cent occupied with a weighted average lease term of five years.

1. Encourage communication and teamwork

2. Let newcomers job-shadow and rotate jobs

3. Centralize procedures for consistent operations

The following changes will be made:

Launch of ENERGY STAR certification

How LEED projects will be affected

Allowances

Preparing for updates

Specific guidance for commercial office buildings with data centres:

Specific guidance for buildings not eligible to receive an energy performance rating (Option B and Option C):

Cultivating and diversifying the real estate workforce

Even more Ontario condo law changes

Pushing mass timber innovation

Beyond live-work-play

Impact of new legislation on Ontario apartment owners

Elections and other political deadlines

Adopting Passive House design to meet goals

Movement added to the sit-stand mix

More infection prevention in non-clinical facilities

A code of ethics for condo managers

Communal workspaces rising in popularity

Energy Efficiency Day networking event

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