Victoria awards HCMA contract for Crystal Pool

HCMA Architecture + Design has been awarded the contract to provide architectural and engineering services for the Crystal Pool and Wellness Centre Replacement Project in Victoria.

HCMA will lead the next phase of planning for the new facility, which includes further community engagement to develop a detailed design and construction schedule.

The facility will include a 50m x 25m pool, universal and family change rooms, an expanded fitness area, multipurpose rooms for events and programs, in a welcoming community space with lots of natural light. The new universally-accessible pool and wellness centre is anticipated to increase visits by 35 per cent annually.

According to the city, the detailed design work being undertaken by HCMA is necessary to have the project shovel-ready following government grant announcements expected in 2018. Funding partnerships may eliminate the need for the city to hold a referendum to borrow funds for the project.

The proposed site for the new centre is next to the current facility in Central Park. The current Centre will remain open while the new facility is being constructed.

In February 2017, Victoria City Council voted unanimously to replace the nearly 50-year-old Crystal Pool complex with a new facility, approving a budget of $69.4 million for the project. The city has committed $10 million from its Building and Infrastructure Fund to the project, and is actively seeking to fund the balance from external sources including other levels of government.

HCMA has extensive experience in designing environmentally-sustainable, accessible and inclusive recreation facilities. The firm has completed more than $200 million worth of aquatic and recreation facilities including Vancouver’s Hillcrest Centre and Surrey’s Grandview Heights Aquatic Centre.

Energizing mixed retail space

Increased urbanization and the demand for convenience has made it more common for retailers, restaurants and office spaces to operate under one roof in mixed retail spaces. With multiple tenants who have varying utility needs, there’s difficulty in ensuring fair allotment of energy costs. However, for savvy property managers this is also an opportunity to differentiate their buildings from the competition through effective utility management that often leads to more attractive rental rates and a reputation built on reliable service.

The varying needs of mixed retail spaces

Selecting HVAC and hydronic equipment based on business type is critical for success in retail applications. The size of the space and how it will be used can impact the set-up of equipment. For example, event spaces, restaurants and new technologies in mixed retail spaces all impact HVAC systems in different ways.

HVAC needs for restaurants go beyond those of the average tenant. Restaurants have a constant need for fresh air, which is especially important with the growing trend towards open concept kitchens. To maintain fresh air in a restaurant, large exhaust fans are required to properly deliver make-up air that can’t be handled through a conventional heating and cooling system. Restaurants also use considerably more hot water than other tenants and require more space for larger capacity water heating equipment.

Another trend in retail spaces is the use of electronic displays and even screen walls. While factoring large digital displays into HVAC system design may not seem important, these digital displays may actually release a significant amount of heat that is vented into the space. Designing an HVAC system to account for this exhaust heat can help improve guest comfort and prevent display overheating.

When designing a space, whether it be a restaurant, office or retail store, it’s critical to think about the HVAC system as part of the design process. Planning the design elements ahead of time to accommodate and optimize heating, cooling, air ventilation and electrical requirements will ensure a comfortable space for patrons and a better customer experience.

Work with tenants for better utility management

When it comes to maintaining HVAC systems, regular maintenance and equipment inspections ensure better energy performance, air flow and overall comfort. Regular servicing keeps equipment in optimal condition so it doesn’t have to work as hard, minimizing breakdowns and emergency repairs, while extending the useful life of HVAC equipment. Without preventative maintenance, equipment is at a much higher risk of breaking down during high seasons, an unwelcome disruption for businesses.

Part of improving energy management and operations involves encouraging operators and building occupants to consider and be mindful of energy conservation. This can be done through seasonal checklists, periodic review of operational procedures, training seminars and reward programs based on utility benchmarks.

Building education and awareness around energy management is an important step for property managers and landlords, especially in a mixed retail environment where tenants may range quite drastically in utility use. For example, a grocery store uses 3.5 times more energy than an office. If property managers and landlords understand the varying levels of utility usage, the benefits of investing in better utility management become clear and they are able to make more informed energy management decisions.

To understand where energy is going and to identify pattern changes to spot problems early, continuous monitoring energy management is an important strategy. Through collection and analysis of key building systems performance data, property managers can do data-driven maintenance planning, verify that savings from capital investments are sustained over time and use trend analysis to improve utility cost budgeting and capital usage.

Finally, sub-metering and billing allows for better allocation of utility costs, collection of building utility usage insights and often results in positive behavioural changes with respect to utility usage. In multi-unit retail buildings, it’s important to remember that not all retail tenants use the same amount of energy. Sub-metering is a way to allocate utility costs fairly.

Achieving better energy management through sub-metering

Traditionally, utility costs in mixed retail spaces are allocated on a per square-foot basis. Sub-metering is an option that allows for more accurate utility usage allocation through direct tenant billing or allocation of rent charges that are supported by meter data.

If a building has similar tenant businesses, comparable utility consumption or no exceptionally heavy utility users, sub-metering may not be necessary. However, sub-metering provides a great benefit to buildings where tenants represent a wide variety of businesses and are using significantly different amounts of electricity, water or gas.

Finding the right sub-metering solution

Some things to consider before implementing a sub-metering program are existing lease terms, building infrastructure, installation costs and service/billing costs. Ideally, each tenant would be sub-metered by one (or more) meters for the most accurate and fair measurement of utility usage. This type of retrofit requires a high initial capital investment, and tenants must be prepared for a period of down-time during installation.

Alternatively, to reduce initial costs and interruptions, there’s the option to sub-meter only the large user(s) and allocate utilities by square foot for the other tenants. There’s also the option to implement sub-metering during tenant turnover, allowing the cost of meter installation to be included as part of the tenant fit out. In this scenario, the rest of the tenants would be pro-rated by square-foot for the remainder of the utility costs. The goal over time would be to fully switch all units to sub-metering as tenants change over.

The important thing to remember when exploring HVAC options to achieve operational efficiencies in a mixed retail space is to take into consideration the property, tenants and their various needs. The more information available regarding utility usage, the more potential opportunities there are to improve operations and find cost-saving efficiencies.

Scott Beneteau is General Manager for Enercare Commercial Services, a leading provider of HVAC solutions for the restaurant and foodservice industry. Scott brings 15 years of experience as a trusted partner to organizations across a variety of sectors on issues including energy management and HVAC systems. Scott can be reached at [email protected]. For more information about Enercare Commercial Services, visit https://www.enercare.ca/commercial.

When the developer next door comes calling

With the boom in condominium construction and with land getting increasingly scarce, it’s likely that most condominium buildings, particularly in urban areas, will face a situation where a neighbouring developer requires access to their land for construction or a major renovation.

The type of access varies. The condominium may be asked for permission to allow a crane to swing over its property, scaffolding to be erected on its property, for its property to be used to shore up part of the excavation on the neighbouring property, or for construction materials to be stored on its property. But these are just a few examples. The possibilities are endless, and the disruption to the condominium’s residents can vary from minor to quite significant.

But just because the developer requires access to the condominium’s property does not necessarily means it has a right to it.

In some jurisdictions, the law allows neighbouring property owners to access adjoining properties for repairs or renovations as long as certain conditions are met. In New York State, for example, the law allows a property owner to apply for licence to effect repairs if the adjoining owner refuses to consent. In a case that gained some notoriety in New York City, the New York Public library went to court to get a licence after the board of a condominium adjacent to the library’s midtown branch refused to grant access to scaffolding and other construction equipment required for a $200-million renovation to the branch. The condo board has apparently asked for a licence fee of $450,000 or $15,000 per month during the planned 30-month renovation. (Editor’s note: New York Daily News has since reported that the project will proceed, without a fee, following a court decision.)

There is no such law in Ontario. When developers require access, they have to rely on either an easement in their favour, municipal right of access bylaws or an agreement with the condominium corporation.

The first question in these circumstances is whether there are any easements registered on title that require the condominium to provide access for the purposes of construction. In phased developments developers normally ensure that the early phases have easements on title requiring the condominium corporation to provide access for construction of subsequent phases. Where there is an easement the condominium may be required to grant access to the developer, but it’s a good idea to check with the condominium’s lawyer to see what, if any, conditions may be placed on the right of access.

Absent an easement, the legal right of access is limited. In some municipalities, such as the City of Toronto, a property owner can obtain a permit from the city in order to gain access to a neighbour’s property if such access is necessary in order to make repairs or alterations to any building. New construction or the total replacement of an existing building, however, is not included in the right of access bylaw.

Often the developer and the condominium will enter into an agreement granting the developer a right of access over the condominium’s property in return for certain concessions by the developer. The right of access often involves some sort of financial compensation. There is no set formula to determine the quantum, but the amount of compensation generally ranges depending on the degree of disruption to the condominium property, the amount of time for the required access, and even the nature of the development being built. It’s not unusual to see licensing fees paid to condo corporations of $20,000 or $30,000 or more. Often the access fees is negotiated as a monthly fee and payable as long as the encroachment exists on the condominium’s property.

But financial compensation is just the start. The access agreement is a good opportunity for the condominium to negotiate other concessions that may reduce the disruption or inconvenience that residents may face from the construction.

For example, an access agreement can specify when construction can take place, and limit the times the developer can access the condominium’s property. The developer may also be asked to agree to conditions to minimize debris or dirt and even to pay for window cleaning during or at the conclusion of construction. In one case, a developer agreed to erect a barrier to protect an art installation from dust and debris and agreed to have the art installation cleaned once construction was completed. In others, developers have agreed to erect similar barriers to protect for patios or terraces from construction debris.

Other concessions may be less tangible but nonetheless provide value to residents. For example, a developer may agree to implement a communications plan to keep residents informed of construction activity, and may be asked to curtail activity during certain religious holidays.

The developer should also agree to indemnify the condominium corporation for any property damage or liability for personal injury caused by the neighbouring building’s contractors.

Condo corporations will also want to ensure that the developer obtains insurance for the project and names the condominium corporation and its owners as additional insureds. The purpose is to allow the condominium corporation to make a claim directly with the insurer if something goes wrong.

The condo corporation should also have its own engineers review the construction plans. Often the developer will agree to compensate the condo corporation for these professional costs, as well as any legal fees incurred in negotiating the agreement with the developer.

So if a condo corporation is faced with construction next door, it should just remember the timeless advice from negotiating guru Chester Karrass: “You don’t get what you deserve, you get what you negotiate.”

John De Vellis is a partner and a member of the condominium law group at Shibley Righton LLP. He acts for condo corporations throughout south and southwestern Ontario on all aspects of condominium law including compliance and governance issues, general litigation, employment and human rights disputes, construction deficiency issues, shared facilities disputes, and commercial matters such as contract review and drafting, and advice on loan agreements and re-financing.

Construction side effects carry deadly risks

Living through construction may be a fact of life for city dwellers, but living through construction can be a fact of life and death for hospital patients.

That’s why it’s so important to curb the side effects of expansions and renovations, which include fugitive dust, diesel odour, noise and vibration, especially when these projects occur outside of existing healthcare facilities. So said John Alberico and Kyle Hellewell while presenting at IIDEX on reducing the environmental impacts of construction at hospitals, a timely topic given the amount of this activity taking place in the province.

“There’s a lot of expansion in Ontario right now with the P3 projects,” said Alberico, principal at RWDI. “We’re seeing a lot of existing facilities being added onto.”

The prescribed method of measuring existing conditions, modelling environmental impacts and mitigating problem areas applies equally to fugitive dust, diesel odour, noise and vibration, but each side effect has its own unique considerations.

Fugitive dust

Fugitive dust is subject to air quality standards under Ontario’s Environmental Protection Act, which sets a limit of 120 micrograms per cubic metre for particulate matter, based on a 24-hour averaging period.

“That’s basically a tablespoon of salt in a swimming pool,” said Alberico. “The ministry recognizes that you can’t meet the standard at a construction site, so what they expect you to do is minimize the impacts or emissions of dust to the best extent possible.”

In order to minimize the impact of fugitive dust, all of its sources, which can include demolition work, truck traffic and wind erosion, need to be identified. Alberico called particular attention to excavation, which releases the Aspergillus fungus that lives in soil and can cause fatal infections in people with weakened immune systems.

He said on-site monitoring is the most accurate way to measure the emissions from each source of fugitive dust, but he added that it’s costly and time-consuming. Another option is to consult data captured in a U.S. Environmental Protection Agency document called the AP-42: Compilation of Air Emission Factors, or “the Bible of dust emissions,” as Alberico described it.

“We know how much is leaving the space,” he said. “We want to know how much is actually going to get inside the hospital.”

Dispersion modeling, which can be done numerically or, most accurately, through a wind tunnel study, helps to identify the pathways fugitive dust will take into the facility.

Alberico said that, taken together, this information makes it possible to target mitigation strategies based on the highest sources of emissions and the most vulnerable entry points to the hospital.

Some emissions can be reduced significantly right at the source. Paving unpaved roads — which Alberico pointed to as a major culprit of fugitive dust on most construction sites — can reduce emissions by around 90 per cent, he said. Complementary mitigation strategies can include lowering the speed limit and providing a tire wash for trucks traveling on and off high-traffic sites.

Emissions can also be lowered by as much as half by lengthening the pathway between the source of emissions and their entry point into the facility. Alberico cited an example of this strategy at the University of Guelph, which redirected an inlet to air intakes — away from a construction zone — with ducting up to the roof.

There are further opportunities to reduce the impact of emissions at their entry point into the facility by affixing temporary high efficiency particulate air (HEPA) filters to air intakes. Alberico cautioned that this can strain older HVAC systems, but this issue can be addressed by adding a temporary air intake with a supplemental fan, although it comes at a significant cost and requires adequate space to be available.

Diesel odour

Alberico said the impetus to reduce diesel odour emanating from construction at hospitals generally comes from perceived indoor air quality issues, as it rarely poses real health concerns unless located close to an air intake. Ontario sets a cutoff threshold of the point at which 50 per cent of people can detect the scent, which is measured through lab testing.

In theory, ‘no idling’ policies are one way to reduce diesel odour levels, but in reality, they may not be the most effective way to mitigate unpleasant emissions.

“Diesel equipment works such that if it’s a cold day and you turn it off, and it was really hot, they have to wait until it cools off to turn it on again, so they don’t like to turn it off, particularly in the wintertime,” Alberico explained. “Unless you have someone sitting there policing this, it often doesn’t happen, so we don’t like to see this as your primary source of mitigation.”

Another option is to equip the exhaust stacks on trucks with purifiers, which can halve diesel odours and cost only a couple thousand dollars per unit. Alberico has seen this strategy specified in contracts, where he has also seen requirements to use biofuels, which produce a less offensive odour.

Temporary carbon filters can be installed on air intakes to prevent diesel odour from entering facilities. However, Alberico noted that this solution may need to be accompanied by additional fan power because, like the temporary HEPA filters, it can strain existing HVAC systems.

Noise

Hellewell, a senior engineer at RWDI, said that construction noise can cause a range of indirect consequences for hospital patients and staff alike. He pointed to the potential for medical errors made due to distraction and worse health outcomes due to sleep interruptions in sensitive spaces such as intensive care units and operating rooms.

The World Health Organization’s standards for noise levels in hospitals offer guidance, prescribing averages of 30 to 35 decibels, depending on time of day.

Hellewell said studies suggest hospitals have baseline noise levels of between 40 and 70 decibels. If construction noise added up to three decibels, that would be considered an insignificant increase, he said. By comparison, volumes of four to five decibels higher would be considered noticeable and six to nine decibels higher significant.

Hellewell said the ideal way to mitigate construction noise is to prevent it, which means targeting the source, whether that’s a particular activity or piece of equipment. In some cases there may be a quieter method for achieving the same result, such as drilling rather than pile driving, or modifying equipment with a silencer. In other cases, where noisy work is unavoidable, Hellewell said it may be possible to mask the sound by, for example, scheduling the activity to coincide with rush hours at facilities located in urban cores.

Another way to mitigate construction noise is to block its path into facilities by enclosing equipment or erecting hoarding, although Hellewell said this may not be the most practical option as work proceeds across a site.

“If you’re got construction next to a 10-storey patient tower, a barrier’s never going to shield something that tall,” he added.

Hellewell noted that some of the other strategies for mitigating noise need to be planned upfront. They could include relocating patients within a facility, permanently upgrading its windows or temporarily reinforcing them with plexiglass or plywood.

Hellewell said that on-site monitoring makes it easier to identify the source of the unacceptable sound levels, but remote monitoring can be effective with good communication and records.

Vibration

“The concern with a structure-borne sound path is not only is it making additional noise in the interior space, but it can be physically shaking things that may be vibration sensitive,” said Hellewell.

He cited MRI machines as an example, describing how vibration can not only cause images to come out blurry, but can also void the warranty of the equipment.

Hellewell said measuring the impact of vibration is preferable to modelling based on data as the structure-borne sound causes and responds to changes in soil as it travels underground.

As with airborne noise, construction scheduling, particularly staging, and equipment selection are some of the most effective ways to minimize vibration, said Hellewell, but he added that this environmental impact is difficult to mitigate. Trenching is another option, but Hellewell said it may not help much and the cost could be considerable.

That’s why monitoring construction occurring outside of existing healthcare facilities for each environmental impact is so important. Whether limits are prescribed by the law or by the owner, tracking fugitive dust, diesel odour, noise and vibration levels at project sites helps to detect exceedances causing conditions that should bring work to a halt for investigation and mitigation.

“If we do have issues, we want to stop and figure out what they are,” said Hellewell.

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

Ontario hikes fines for workplace health and safety

Ontario has increased the maximum fines for individuals and businesses that don’t comply with workplace health and safety standards.

As of December 14, 2017, the maximum fines for an offence under the Occupational Health and Safety Act increased from:

$25,000 to $100,000 for an individual or unincorporated business (which had not changed since 1979).
$500,000 to $1,500,000 for corporations (which had not changed since 1990).

Ontario also changed the time limit to allow for prosecution, from one year from the date of the offence, to one year from the date an inspector becomes aware of an alleged offence.

Ministry of Labour health and safety inspectors conducted more than 79,800 visits to more than 34,700 workplaces during 2016 to 2017. They issued more than 118,000 orders because of non-compliance with Ontario’s Occupational Health and Safety Act (OHSA). In this same year, the courts enforced more than $11 million in fines and entered more than 2,200 convictions against workplace parties.

Allied Properties sells Québec City portfolio

Allied Properties REIT has sold its portfolio of six properties in Québec City for $24 million. The portfolio consists of 224,174 square feet of gross leaseable area.

As at September 30, 2017, it was 60.8 per cent leased and represented a negligible component of Allied’s net rental income.

“This transaction represents substantial completion of the sale of our non-core assets,” said Michael Emory, president and CEO. “Our goal was to exit the Victoria, Winnipeg and Québec City markets, as they were not large enough to propel meaningful growth in our business as it now exists. In addition to enabling us to redeploy capital profitably, exiting these markets has assisted us in streamlining our operations across the country.”

Jones Lang LaSalle represented Allied in connection with the sale.

Road Zipper System for Alex Fraser Bridge

The British Columbia government has selected Lindsay Corporation for the deployment of its Road Zipper System on the Alex Fraser Bridge to help reduce congestion. The bridge connects Richmond and New Westminster with North Delta in Greater Vancouver. The moveable barrier technology will replace an existing static concrete barrier to accommodate increased traffic flow during peak periods.

Opened in 1986, the Alex Fraser Bridge was designed to allow for the number of lanes to be increased. When it first opened, only four of the six lanes were used for vehicle traffic. As traffic increased, pedestrian and cycling lanes were moved to the perimeter of the bridge so that all six lanes could be utilized for vehicles. British Columbian officials will now re-stripe the lanes, adding a seventh lane along with the new counter-flow moveable barrier system to improve capacity and help reduce traffic congestion during peak periods. An average of 119,000 vehicles move across the bridge every day, and when this project is completed, officials say motorists can expect to save six minutes on their morning (northbound) commute and 12 – 16 minutes during the afternoon rush hour (southbound).

“Predicting traffic flow can be difficult – particularly if you’re looking 20 or 30 years into the future. The key to any design is building in as much flexibility as possible from the beginning, so you can efficiently accommodate the needs of a growing population,” said Chris Sanders, senior vice president of Lindsay Transportation Solutions. “Adding the Road Zipper System to this existing infrastructure is a cost-effective solution for greater efficiency and sustainability.”

Lindsay’s Road Zipper System consists of T-shaped moveable barriers that are connected to form a continuous wall. Using a conveyor wheel system, the Road Zipper transfer machine is used to re-position the median barrier at up to 10 MPH, creating a moveable “zipper lane.” When deployed on the Alex Fraser Bridge, it will create four lanes northbound and three lanes southbound during the morning rush hour. At all other times, there will be four lanes southbound and three lanes northbound.

“We are committed to finding solutions that will save commuters time and money,” said British Columbia’s Minister of Transportation and Infrastructure Claire Trevena. “Installing a moveable barrier system on the Alex Fraser Bridge will bring much-needed congestion relief for commuters who frequently use this crossing.”

BCCA honours Best of Public Procurement

The British Columbia Construction Association (BCCA) honoured seven public owners for excellence in procurement in 2017. The inaugural award is a first for the industry.

Procuring construction services in the public sector is a highly specialized practice requiring unique experience, knowledge and skill. With contractors in demand, resources at a premium and timelines tight—now more than ever procurement professionals hold the master key to a successful project delivery.

According to the BCCA, which provides the Infrastructure Masterclass and publishes construction project opportunities in the BidCentral marketplace, it was time to recognize procurement excellence in the public sector arena.

“Standing out for procurement professionalism amid the hundreds of public projects underway in B.C. is a significant achievement.” says Chris Atchison, president of BCCA. “Congratulations to those owners from all the regions of our province, who lead the way for others in our competitive industry.”

The 2017 Best of Public Procurement winners were:

City of Vernon for the Vernon Multi-Use Facility Expansion;
Defence Construction Canada Comox Procurement Team for procurement practices;
Interior Health Authority for procurement practices;
Lower Mainland Facilities Management Health Authorities for procurement practices;
Public Works and Government Services Canada (Pacific Region) for procurement practices;
Town of Smithers for the Airport Expansion Project;
Vancouver Island Health Authority for procurement practices.

“Achieving excellence in construction procurement is a difficult task, and it’s near impossible to get everything done perfectly,” says Warren Perks, VP of industry standards for BCCA. “However these owners worked hard to achieve high standards of fairness and transparency on their projects, and we felt they should be recognized.”

A panel of industrial, commercial, and institutional construction owners, advisors and executives identified these public owners and projects for distinction. The panel considered numerous factors, with a focus on fair, open and transparent practices as outlined by the Capital Asset Management Framework (CAMF).

“Ultimately, public owners whose contract opportunities are distinguished by professional, well-structured procurement processes and project outcomes achieve a reputation as owners of choice,” says Atchison.

Ontario announces Inclusionary Zoning framework

The Ontario government recently announced details of its Inclusionary Zoning framework as part of a draft regulation that would allow municipalities to require the inclusion of affordable housing units in new development projects.

“Creating more government-mandated affordable housing units should not come at the expense of housing affordability. OHBA has been supportive of a partnership model where the costs of delivering mandated units are shared via a partnership model between government and the industry,” said Joe Vaccaro, CEO of the Ontario Home Builders’ Association (OHBA), in a press release. “The proposed framework announced by the province recognizes that in order for our industry to come to the table and build affordable units, there has to be a package of offsets and incentives, such as waiving or reducing development charges, parking requirements or cash-in-lieu of parkland fees for inclusionary zoning to be successful.”

Inclusionary Zoning is a planning tool that is used in American cities such as New York City, San Francisco, Boston and Washington, and is supported by financial and planning incentives in these jurisdictions. Successful inclusionary programs in U.S. cities provide planning and financial support to ensure affordable housing does not undermine housing affordability for the market units.

“The proposed provincial framework is a partnership model, but we are disappointed that the framework falls short of an equal 50/50 sharing of the costs to build these government-mandated units,” added Vaccaro.

Singhmar Centre supports diversity

Opened in September 2017, NorQuest College’s new Singhmar Centre for Learning in Edmonton just may be Canada’s most diverse and supportive college.

More than half of the college’s 15,000 plus students were born outside of Canada; together, they speak over 100 languages. To better reflect NorQuest’s inclusive and student-centred philosophy, a $192 million expansion was undertaken to accommodate its unique program requirements and the cultural needs of its diverse student body. Design firm Dialog was tasked with the development of an innovative and inviting facility.

The transformational space gives students a true college experience, advances NorQuest’s technology and program options, and catalyses growth for the surrounding area.

The four-storey, 22,500 square metre post-secondary learning centre comprises flexible and functional spaces to harmonize the needs of students, staff and the neighbourhood. This includes 40, 50 and 100 flex-seat classrooms enabled for reconfigurable layouts, smart board technology, and provisions to accommodate active laptop-based learning environments. Throughout the building, furniture selection serves to complement the function of each space, with pieces arranged to allow students to study, relax or collaborate. As well, materials were carefully employed in the design of the facility, with shared wooden and metallic elements drawing together the building’s interior and exterior spaces.

In addition to a library, media centre and open-to-public cafeteria, the expanded facility for NorQuest College required innovative design thinking to build distinct spaces, including an aboriginal student centre and childcare centre that would radically improve access and inclusivity on campus.

Built in consultation with an Elder associated with the Aboriginal program, the Indigenous student centre features an unique circular ceiling and corresponding floor design for the ceremonial area, an exterior glass mural providing semi-privacy for the area and a ventilation system expressly designed to facilitate flexibility for smudging practices. As well, a childcare centre, intended to support students and staff who are parents, was included in the facility and is designed to ensure a safe area as well as the development of an active-based and vegetated outdoor play area.

One of the challenges the design team was tasked to address by NorQuest was how to encourage building occupants to make better use of the stairs. The solution was to make the stair more prominent and to create a more inviting and engaging experience. At the west end of the central Learning Commons, the feature stair provides a sculptural focal point to the grand space. Visibility and access to daylight plays a major role in the design of the feature circular stair.

According to architect Charles Lau and interior designer Nicole Guenette, “Access to natural daylight for the classrooms, laboratories and administration spaces was a major focus in the design. The central student commons atrium filters natural daylight from the roof to the deepest part of the building. Inner classrooms have windows facing the naturally-lit atrium, so even those classrooms have access to daylight.”

The exterior material palette applies a light coloured precast concrete at vertical circulation nodes around the building and at the mechanical penthouse to compliment the form and materiality of the existing building. Clear glazing, anodized metal panels and dark grey zinc panels are used to contrast the heavier precast panels. Warm wood clad elements are used both outside and inside to accentuate key features of the building. Most of the curved walls inside the SCFL have warm wood cladding on them to soften the spaces.

Targeting LEED Silver standards, the facility is built to maximize natural light while remaining cool, with a solar chimney on the roof, and natural draft throughout the corridors and shared spaces.

The project represents the last work of late Dialog principal Tom Sutherland, who tragically passed away in a 2015 skiing accident. According to Lau and Guenette, “Tom Sutherland was certainly the visionary leader who guided the team throughout all phases of the design.”

Bing Thom Architects renamed Revery Architecture

Vancouver based Bing Thom Architects, named after its late founder Bing Thom, has been renamed Revery Architecture.

According to a statement by the firm, “the studio has gone through many transformations over its 35-year history. Some changes have been subtle while others more pronounced, but all share the same objective of strengthening our core values and the passion we have for design excellence.”

With the passing of Bing Thom in 2016, the new name Revery Architecture will reflect the firm’s enduring vision to strive for exceptional design, while paying homage to Bing Thom as it moves into the future.

The firm is looking forward to a busy 2018, including the opening of two new educational buildings: the Simon Fraser University Sustainable Energy & Environmental Engineering building, in Surrey, BC and the new University of Chicago Centre in Hong Kong. Vancouver’s Butterfly residential building will also start construction while the opening of the Xiqu Opera House in Hong Kong’s West Kowloon Cultural District will serve as a monumental tribute to Bing Thom’s legacy.

Bing Thom started the firm in 1982 and has made significant architectural contributions around the world. Some of firm’s well known projects include the Chan Centre for the Performing Arts at the University of British Columbia, Central City Surrey, Sunset Community Centre, Surrey City Centre Library and the Guildford Aquatic Centre.

Toronto Community Housing announces 2018 revitalization plans

Responding to feedback from both tenants and the City of Toronto, the Toronto Community Housing Corporation (TCHC) has announced a range of tenant service enhancements and capital renewal plans for 2018.

Further to the 2017 Ipsos tenant survey results and the City’s 2017 Tenants First report, TCHC says it will continue to improve the quality of its homes, invest a record $300 million in major capital renewal, implement an enhanced fire life safety program, and introduce a new tenant service framework.

The corporation also says it will focus on meeting tenant expectations around well-maintained buildings, respectful interactions with staff and contractors, and being kept informed about all issues relating to their buildings and neighbourhoods.

“Our goal is to make TCHC a more tenant-centric, responsive and accountable social housing provider, and an organization the entire city can be proud of,” said Kathy Milsom, TCHC’s President and CEO. “The 2017 tenant survey found that tenants feel our service delivery is improving in most areas. There is more we need to do, but we are headed in the right direction. We are committed to building a positive work environment and a culture dedicated to delivering responsive service, greater accountability for results, and continued improvement of our operating and financial performance.”

TCHC will conduct its tenant survey annually, beginning in 2018. Milson says they will also be conducting spot surveys periodically in order to gain real-time insights into how to provide better service and community supports to tenants.

In 2018, TCHC will invest $300-million in building capital renewal, an increase of $50 million to its budgets of $250 million in both 2017 and 2016. This record level of investment will enable TCHC to accelerate its efforts to repair buildings, improve living conditions for tenants, and ensure the City’s stock of social housing is maintained.

Building off its 2017 efforts, enhanced fire life safety in TCHC buildings will continue into 2018, with tenant awareness and education being made a priority, along with more proactive fire life safety inspection and audit programs.

In addition, the new tenant service framework will target improved tenant engagement and communications as a key goal for 2018..

The meeting minutes are written — now what?

The management of meeting minutes differs from board to board. Of course, taking minutes is not only good practise, it is mandatory as part of keeping an official minute book under the Condominium Act. But what happens after the minutes are taken?

If a professional minute taker is hired, the delivery time of the completed minutes should be clearly disclosed prior to engaging. A deadline should also be set if it is the board secretary who takes the minutes; it can depend on the protocol of the board, but receiving the completed document within one week of the meeting is a good guideline.

Prompt receipt of the minutes allows ample time for them to be reviewed before the next meeting, which improves the efficiency of meetings: instead of analyzing the previous minutes at length for the first part of each meeting, most of the legwork can and should be done via email, weeks in advance. It also reduces the potential for unnecessary discussion and debate during the meeting, which can be time-consuming and expensive.

Distribution, Part 1

Minutes should be submitted to the building manager and the board president, who should take a day or two to review them separately and then compare reviews with one another via email. Next, they should formulate one email to the rest of the board with their suggested amendments in the body of the email and attach a first draft of the minutes. The other directors should be asked to submit their opinions and their own proposed changes by a deadline — three to five days, for example.

Once the board has had the chance to respond, the manager should send the amendments on which there is consensus to the recording secretary or the minute-taking company to be entered into the working copy of the minutes. This sets the stage for efficient board meetings with the goal of getting the previous set of minutes approved and signed promptly. Disputed changes should not be made to the minutes; rather, the board should be notified in advance that those proposed amendments will be discussed at the next meeting.

Once the board agrees on all the amendments to be made to the previous minutes, they can be approved with a formal motion during the next meeting and signed.

Distribution, Part 2

Once minutes are approved, how they should be distributed and stored?

Minutes only need to be distributed to individual owners upon request, in which case it is important to ensure that only the open minutes are released — not the in-camera minutes. In-camera minutes pertain to actual or contemplated litigation, insurance investigations involving the corporation, and items related to corporation employees (not including contracts) and specific unit owners. These items do not need to be disclosed in the regular minutes and the board has the discretion to keep these subjects confidential.

Storage

Condominium records (including minutes) are often misplaced or difficult to obtain because of the turnover of board members, management companies and managers. Filing and storing minutes in a cloud-based system that is available to both board members and managers makes these documents available to all relevant parties 24/7. When managed by a third party, these types of systems allow boards to limit and regulate access in case anything were to happen with the manager or a rogue board member.

Consistent storage of minutes is important, but without access to the stored files the effort of storing them could be rendered futile. The records of a meeting need to be accessed for years to follow, not just for approval at the following meeting. A resident has the right to ask for minutes from last year’s AGM or even a board meeting that took place several years prior.

The duration of how long condo records need to be archived was previously in question. However, under new regulatory requirements (as of Nov. 1, 2017) condo corporations need to archive their minutes so they are available “at all times,” which means that they can never be destroyed.

To some, that may sound ominous as things do and will change within a corporation, but being able to provide minutes from years prior easily, and in a timely fashion, is a good way to instill confidence in residents. It is not only helpful when needing to share minutes, but it shows a vested interest in the maintenance of the buildings records, and is a direct avenue for developing trust and transparency.

Although every board may have a unique way of distributing and managing their meeting records, following these steps will establish a straightforward protocol to ensure that they are abiding by legislation and providing prompt access to minutes and records.

Marko Lindhe and Noah Maislin are partners at Minutes Solutions Inc., a Canadian third-party minute-taking company established in 2014 that works with over 500 condo corporations in Ontario. Marko can be reached at [email protected] or (647) 389-1568.

Milton District Hospital expansion reaches final completion

PCL Constructors Canada Inc. (Toronto) has achieved total completion on the Milton District Hospital expansion project, signifying that all construction activities are complete.

“The Milton District Hospital expansion project is a case study for design-build excellence,” said Kelly Wallace, PCL Toronto district manager, in a press release. “Achieving total completion within seven months of substantial completion on a project of this scope says volumes about the collaboration and respect exhibited by all partners, which was a critical success factor in achieving this tremendous outcome for the people of Milton.”

The project achieved substantial completion in April 2017, and in October, Halton Healthcare began providing patient care in the new space.

“The partnership that came together to build the expansion at Milton District has set a new standard for hospital construction and design in Ontario,” added Bill Bailey, vice president of redevelopment for Halton Healthcare. “Not only was construction completed on-time and on-budget, construction deficiencies that remained after substantial completion were addressed quickly, enabling the project to reach final completion within seven months of substantial completion.”

The hospital remained open to continue serving the community during construction of the expansion, which was built to meet the increasing needs of one of the country’s fastest-growing communities, and to accommodate new technology.

The expansion, valued at $512 million, adds an additional 330,000 square feet of space to the existing 125,000 square foot hospital. That extra space features expanded emergency and surgical services, medical/surgical inpatient units, critical care, maternal newborn and diagnostic imaging and support services; an increased capacity increase from 63 to 129 inpatient beds; eighty per cent single-patient rooms for improved infection prevention and control and to provide increased privacy and a quieter recovery environment; the hospital’s first Magnetic Resonance Imaging machine; a Level 2A Special Care Nursery with capacity for eight bassinettes in the Maternal Newborn Unit; and a sustainable building strategy targeting LEED Silver certification.

National Arts Centre to unveil Kipnes Lantern on Dec. 31

On Dec. 31, 2017, the National Arts Centre (NAC) in Ottawa will unveil the Kipnes Lantern, a three-storey, multi-sided signature element of the newly-rejuvenated NAC. The $225-million project was designed by Diamond Schmitt Architects.

Located above the new Elgin St. entrance to the NAC, the Kipnes Lantern features the largest transparent LED screen in North America. The lantern will showcase productions taking place on NAC stages, as well as productions on the stages of performing arts organizations across Canada.

When not broadcasting productions, the screens will showcase digital shorts created by Montreal’s Moment Factory throughout the year to convey wonder and whimsy to the city. The Kipnes Lantern will also recognize events of national importance, including Canada Day, Remembrance Day and National Indigenous Peoples Day.

The idea for this “fifth stage” at the four-stage arts complex was dreamed up by NAC CEO Peter Herrndorf and architect Donald Schmitt during the planning stages of the complex, in an effort to transform the mid-century Brutalist structure into an inviting and transparent facility that engages with the city.

“The unique see-through technology of the screen complements the transparency established in the new public wings that enwrap the NAC and provide connection with downtown Ottawa and outstanding views of nearby landmarks,” said Donald Schmitt, principal at Diamond Schmitt Architects, in a press release.

Vancouver-based ClearLED provided the transparent digital screens on four sides of the Kipnes Lantern, as well as smaller fin screens along the Elgin St. façade.

The National Arts Centre revitalization was inaugurated on July 1 with the opening of improved spaces for performance, new wings for audience and presentation events and reorienting the building to open onto the city. New events space along the Rideau Canal and further improvements to the NAC’s theatres are set to open in 2018.

The ROM reopens heritage Weston Entrance

The Royal Ontario Museum (ROM) has reopened the 84-year-old Weston Entrance to the public following a refurbishment. The revitalization of the museum’s Queen’s Park façade was designed by Toronto’s Siamak Hariri of Hariri Pontarini Architects.

The official reopening of the Weston entrance marks the first time in 10 years that visitors were able to enter the ROM through the historic entrance located adjacent to Toronto’s Museum subway station. Museum visitors were treated to free general admission on the date of the heritage entrance’s reopening on Dec. 12, 2017.

The newly-renovated entrance features a heated limestone stairway, which has been widened and extended to increase accessibility, with a new ramp for people using wheelchairs and strollers. The museum’s Michael Lee-Chin Crystal entrance on Bloor St. West is also accessible.

The renovation is part of the ROM’s Welcome Project, which also includes improvements to the Daphne Cockwell Indigenous Gallery and upcoming Helga and Mike Schmidt Performance Terrace. The ROM’s Welcome Project is an initiative that aims to give people greater access to the building and its exhibitions and galleries. The Welcome Project is being supported by a $1.5 million investment from the Government of Ontario, as well as investments from The W. Garfield Weston Foundation, the Ivey Foundation and the ROM Department of Museum Volunteers.

“This project opens up the ROM — both literally and symbolically — to our community, offering visitors better access to their Museum and builds on our commitment to create an exceptional visitor experience,” said Josh Basseches, director and CEO of the ROM, in a press release. “With more than 1.35 million visitors coming through the Museum’s doors last year, the opening of the Weston Entrance provides another way for us to welcome visitors from communities in Toronto, Canada and around the world, while simultaneously creating a welcoming gathering space that enhances our urban landscapes. We are very grateful to The W. Garfield Weston Foundation and the Government of Ontario for making this restoration work possible.”

Laurier’s Lazaridis Hall wins Civic Trust Award

Wilfred Laurier University’s Lazaridis Hall, designed by Diamond Schmitt Architects in association with David Thompson Architects, has been recognized with a Civic Trust Award.

The Civic Trust Awards are the longest-running built environment awards program in Europe. They recognize projects that demonstrate excellence in architecture, sustainability and universal design and that make a positive social, cultural, environmental or economic benefit to the local community. Lazaridis Hall is the only Canadian building and one of only two buildings in North America to receive a 2018 Civic Trust Award. Winners will be presented with their awards at a ceremony in March in Manchester, England.

“Lazaridis Hall represents a new heart of campus life and is designed with simple, strong forms that articulate a distinct presence both on the interior and exterior,” said Birgit Siber, project architect and principal at Diamond Schmitt Architects, in a press release. “The university has shown great leadership by supporting sustainability initiatives including ambitious energy use reduction to meet the 2030 Challenge.”

Lazaridis Hall is home to the Lazaridis School of Business and Economics and the Department of Mathematics and associated programs in entrepreneurship. In addition to academic programs, the building accommodates spacious gathering and peer learning areas, 240 faculty and administration offices and a multi-purpose auditorium that supports a seasonal conference agenda.

“We are very honoured that Lazaridis Hall has received this award,” added Mark Dettweiler, Laurier’s director of planning, design and construction. “One of the project goals from the onset was to create an iconic building that would benefit not only the Laurier, but also the broader community of Waterloo Region.”

Lazaridis Hall previously won an Interior Wood Design Award, a Canadian Consulting Engineering Award and an award of excellence from the Ontario Glass and Metal Association. This is Diamond Schmitt Architects’ third Civic Trust Award. In 2016, Toronto’s Bridgepoint Active Healthcare won for connecting a campus of care with its community, and in 2015, Daniels Spectrum won for its performance, rehearsal, learning and social enterprise space for local arts and cultural groups in Toronto’s Regent Park neighbourhood.