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Diamond Schmitt to design Oakville community centre

Diamond Schmitt Architects is designing a new community centre for the Town of Oakville. The Southeast Community Centre will be located adjacent to a new town park and will feature a double gymnasium, fitness centre and a 25-metre pool.

The community centre project is an Integrated Project Delivery (IPD) contract, a tripartite design process where client, architect and constructor work together to develop creative solutions across all aspects of project delivery. The contractor for the project is Graham Construction.

Diamond Schmitt is currently working with Oakville and Graham Construction on the revitalization of Trafalgar Park, which includes a recreation centre, ice rink expansion and new fire station. It is the first Lean IPD project by a Canadian municipality.

“We are pleased to have been selected again by the Town of Oakville to design and deliver a recreation centre that will enhance the community,” said David Dow, principal at Diamond Schmitt, in a press release. “Oakville shows leadership in recognizing the value inherent in the IPD model and has turned to experienced practitioners for this next project.”

The IPD model is a significant change from conventional contractual arrangements for design and construction where the client, contractor, architect and the full project team work with together with complete collaboration and transparency. The IPD model uses established lean principals and building information modelling (BIM) to reduce waste, increase value to the owner and maximize efficiency. This is not Diamond Schmitt’s first project using the IPD model; previously, the company designed an academic facility and residence for Waterloo’s St. Jerome’s University with an IPD model.

PFS Studio wins AAP 2017 Firm of the Year

The American Architecture Prize (AAP) for 2017 Firm of the Year has been awarded to PFS Studio in the category of Landscape Architecture & Urban Design.

PFS Studio is a leading planning, urban design, and landscape architecture firm based in Vancouver, B.C. Their international practice undertakes projects both for the public and private sectors throughout Canada, the United States, Europe, Southeast Asia and China.

Over the past 30 years, the firm has received numerous awards, including more CSLA awards in the history of the Society than any other firm in Canada. This is a testament to the firm’s commitment to exemplary planning and design, demonstrating its ability to create iconic, memorable and engaging public spaces.

The American Architecture Prize is a global platform that honours the greatest achievements of architecture firms. The mission of AAP is to celebrate excellence, creativity and innovation across architecture, interior design, and landscape architecture. The Firm of the Year Award recognizes the full portfolio of firms, taking into consideration the company size, specializations and resources.

Global interest was high for the inaugural award, with applications from more than 40 countries all over the world. AAP’s jury recognized the work of over 20 visionary companies, awarding titles in the disciplines of architecture, interior design and landscape architecture.

An esteemed 32-member jury evaluated each firm’s complete portfolio, taking into account the company’s size, specializations, and resources.

The other two winners were Allford Hall Monaghan Morris from London, United Kingdom – Architectural Firm of The Year and Kossmann.dejong from Amsterdam, The Netherlands – Interior Design Firm of The Year.

The complete list of winners and the shortlist is available on the AAP website.

Hamilton seeing increased legionella activity

The City of Hamilton’s Public Health Services reports there are increasing cases of Legionnaires’ disease, a type of pneumonia that is caused by legionella, a bacterium found primarily in warm water environments.

Public Health has received reports of six cases since the beginning of July, which the city reports is high for the expected number of cases for this time period. The investigation is focused in the east end of the city.

The investigation is determining possible sources of exposure for each case. While the investigation is ongoing no common source is suspected to be the cause of these infections. When looking for sources of exposure, items of concern include air conditioning systems, water cooling towers, humidifiers and hot tubs and spas

“While legionella is ubiquitous in the environment it is often a summertime phenomenon – especially during warm, humid summers,” said Medical Officer of Health Dr. Elizabeth Richardson. “The risk to the broader community is low. Those at highest risk for infection are aged 50 or older and people with weakened immune systems. As we continue our investigation to seek out potential sources, we remind residents to ensure all mist-producing devices, such as showerheads, hot tubs, whirlpools and humidifiers are regularly maintained.”

As a preventive measure, Public Health Services has communicated with all cooling tower owners and operators reminding them of the importance of maintaining their cooling tower(s) to minimize legionella growth. Local health care providers have also been notified of the local legionella activity so that they can take any appropriate action with their patients.

The bacterium that causes Legionnaire’s Disease is commonly found in the environment. The disease is not spread person to person, but rather occurs when a susceptible person inhales droplets containing the bacterium.

Special plastic films prevent bacterial contamination: study

Specially designed plastic films can prevent bacterial contamination in the food and biomedical industries and could sanitize food production facilities, according to new research published in Applied and Environmental Microbiology.

The plastic films work by killing bacteria in biofilms, and preventing bacteria from forming biofilms in the first place. Biofilms are aggregates of bacteria that highly increase bacterial resistance to antimicrobials, as well as to disinfectants.

According to the report, “…biofilms are the leading cause of cross contamination of food and non-food materials upon contact with contaminated surfaces.”

“We tested the modified plastic films using two relevant foodborne pathogens—Escherichia coli, and Listeria,” said corresponding author Nitin Nitin, PhD, professor and engineer, Departments of Food Science and Technology and Biological and Agricultural Engineering, University of California, Davis. “The tests were conducted to evaluate prevention of biofilm formation, as well as treatment of pre-formed biofilms.”

How it works

The plastic films are modified to prevent contamination by integrating “N-halamines,” special chemical groups, within the polymer matrix of the plastic. N-halamines are composed of a nitrogen and a chlorine atom, in some cases with other elements attached.

Depending on the precise composition, the N-halamines can kill bacteria on contact, or by releasing the chlorine to kill the bacteria. In the latter cases, bathing the plastic films in bleach can recharge the N-halamines with chlorine, as shown in the study.

“Many food borne disease outbreaks can be traced back to cross-contamination of food with pathogenic bacteria,” said Dr. Nitin in a press release for the American Society for Microbiology. “Currently, we do not have an active approach to continuously prevent deposition of bacteria during food processing operations, and can only remove these deposits after processing—during a cleaning shift. Similar risks exist in the hospital environment.”

Versatility

Conventional sanitizers are difficult to work with in the food production environment, because access to areas of potential contamination is limited.

Plastic films used in the study are versatile, says Dr. Nitin, and can be cast or modeled into various shapes like conveyor belts, self-sanitizing globes, plastic bins for food transport, or a plastic mat for biomedical tools. These plastic films can also be added to existing equipment as a lining material.

ISSA Canada creates ARCSI Canada division

ISSA Canada, a merger between the Canadian Sanitation Supply Association and the ISSA, has created a Canadian division of the Association of Residential Cleaning Services International, called ARCSI Canada.

The aim is to increase Canadian membership within the residential sector. The ARCSI officially joined with ISSA, the worldwide cleaning association, in spring.

“We are excited to now be able to work with the Canadian residential cleaning community,” said ARCSI Executive Director Ernie Hartong. “It will not only provide our existing members with more resources, but this new membership can bring together the entire Canadian residential community. With their input, we can plan and development programming specific to their needs.”

ISSA Canada says residential cleaning company members are professional, trusted and experienced and “bring a lot to the table” regarding how the cleaning industry is represented.

ARCSI was first created in 2003 as the Association of Residential Cleaning Professionals. Over the next several years, interest in being part of the association grew among residential cleaning companies.

ISSA Canada says having homes professionally cleaned has gone from being a luxury to being a necessity in today’s world and residential members are qualified to meet that need and exceed consumers’ expectations.

To learn more, including how to join, visit www.issa-canada.com.

Canada’s brand new apartment buildings

Today’s generation of new apartment buildings looks nothing like its dated predecessors. Built to emulate high-end condominiums but with the services and amenities of upscale hotels, these extraordinary vertical communities boast beautiful designs and common spaces to die for. Here’s a look at some of the new, state-of-the art apartments emerging in cities all across Canada and a list of their featured amenities. From East to West and top to bottom, apartment living today is anything but bland.

The Alexander

The AlexanderHalifax_Building

Location: Halifax

Owner/Manager: Killam Apartment REIT

Opening: October 2017

At 22 storeys, The Alexander is a brand new residential development located on Lower Water Street in downtown Halifax. A blend of  modern and historic with its ironstone base and a soaring glass tower, The Alexander will provide residents with convenient access to the popular Brewery Market Square where on-site retailers abound. Building amenities include: a spacious 800+ square foot lobby; a common amenity room and boardroom; a 1,044 square foot fitness room with washrooms; a 11,920 square foot landscaped terrace and BBQ area; a common amenity room off landscaped terrace on 5th floor; underground parking for 228 with 100+ bicycle stalls and car wash bay; harbour views and a “pet friendly” facility (under 40 pounds).

The Balmoral

The Balmoral - Ottawa

Location: Ottawa

Owner/Manager: Homestead Land Holdings Ltd.

Opening: 2017

Ottawa’s newest luxury apartment, The Balmoral is ideally situated in the Sandy Hill neighbourhood overlooking the Rideau River. With its fully manicured grounds and stellar views, the expansive property offers two exercise facilities and a rooftop terrace with barbecues. The 10-storey building also boast an indoor swimming pool and steam room, along with a luxurious fully-equipped social lounge, library, tiered theatre room, business centre, storage lockers, bicycle storage, and billiards room. Security features have also been given a lot of attention. Residents can enjoy individual floor access using a touchscreen elevator, as well as controlled access to underground parking, serviced by a car-wash.

Bridgewater

Bridgewater - Vancouver

Location: North Vancouver

Owner/Manager: Hollyburn

Opened: 2016

Named 2017’s Rental Development of the Year by the Canadian Federation of Apartment Associations (CFAA) annual awards, Bridgewater is North Vancouver’s first new rental high-rise in over 35 years. Built using select materials, trades, appliances and equipment with a strong consideration given to lifecycle costs, Bridgewater offers an incredible amenity package, including a resident lounge, fitness centre, dog wash station, and rooftop terrace. Other amenities include community gardens, bicycle parking, a state-of-the-art fitness facility, bike storage, electric car charging stations, and more.

Roehampton

The Roehampton

Location: Toronto

Owner/Manager: KG Group

Opened: 2015

KG Group’s new luxury rental community, located in midtown Toronto, took home the 2016 FRPO MAC Award for “Amenities Award of Excellence.” Ideally situated on Roehampton Avenue in the bustling Yonge & Eglinton neighbourhood, the 16-storey building is just a stone’s throw from the subway, local restaurants and a host of local amenities. New residents of the luxury suites are enjoying the condo-style amenity package, which includes a fully outfitted business centre, plush theatre and resident lounge with flat screen TV, fireplace and wet bar. At Club Hampton, a plethora of other leisure pursuits await. All Roehampton residents have access to its light-filled yoga/spinning studio, fitness centre with state-of-the-art weight and cardio equipment, and a stunning indoor pool that opens onto an outdoor terrace with sundeck.

HUMANITI

Humaniti-3

Location: Montreal

Developers: Cogir Real Estate and Fonds immobilier de solidarite FTQ

Opening: 2020

HUMANITI, a new $200-million hotel-office-condo-multifamily development in Montreal, officially broke ground in early July. Once it opens in 2020, it will be a smart city within a city, complete with its own mobile app. The h-shaped HUMANITI will feature 300 rental units as part of the large, mixed-use community. Montreal project comes at a time when the skyline is full of cranes and rising towers. The city is experiencing somewhat of a renaissance in its 375th year; tourism is booming and several infrastructure projects are in the works, including the Old Port of Montreal revitalization.

HUMANITI is designed to promote the wellbeing of those who inhabit its spaces. When doors open, particularly with the multifamily component, it will be the first WELL-certified project in Quebec, and the first multifamily LEED-certified building in Montreal. Developers are currently targeting WELL, which measures a space’s impact on occupants’ health by looking at seven factors: air, water, nourishment, light, fitness, comfort and mind.

Many features will reflect these concepts. For example, there will be physical installations on site for promoting activity; rooftops terraces with a pool; and relaxation areas with restaurants offering healthy menus.

How to engage an underperforming staff

Ever wonder how many in your workforce are actively engaged in their jobs? Well, the statistics may astound you. A 2017 Gallup report on staff engagement showed that 51 per cent of today’s employees have essentially “checked out” as they go about their day-to-day duties. And it gets worse: an additional 16 per cent are actively disengaged—meaning, not only are they uninterested in what they’re doing, but they actively distract and undermine the engagement of fellow employees. Combine those two groups and a staggering 67 per cent of your workforce is underperforming!

That means a mere 33 per cent of the workforce actually enjoys their job. Why do they enjoy their jobs? Because they feel motivated, respected and valued.

To this point, that same 2017 Gallup report revealed that only 21 per cent of employees strongly agreed that they were being managed in a way that motivated them to do outstanding work. If you’re a manager, you have a big challenge ahead of you. You need to figure out how to foster and cultivate a corporate culture that motivates people. After all, when we let our employees down, they in turn let our customers down, and that affects our business.

“Pulling” instead of “pushing”

Simply put, motivation is better achieved by “pulling” people by celebrating their strengths, versus “pushing” them to do things they don’t want to do. It’s the whole ‘square peg in a round hole” thing. You can’t force someone into somewhere they don’t fit. But you can foster strengths by celebrating individual differences and help people find the roles in which they can best use their talents. A 2009 Gallup poll showed that employees who felt their supervisors focused on their strengths had only a 1 in 100 chance of becoming actively disengaged at work. Meanwhile, those who felt their supervisor focused on their weaknesses, or felt ignored consistently, fell into the actively disengaged category.

Happier employees lead to higher employee retention, which in turn, attracts better talent as word about your great reputation begins to spread. Many of today’s big companies have it figured out. Yum!, (the company that owns Taco Bell, Pizza Hut and KFC) has been praised for its ability to engage employees while defining a distinctive corporate culture. Southwest Airlines is another success story. Co-Founder and Former CEO Herb Kelleher had an interesting way of putting it: Employees come 1st and customers come 2nd.  Think about it: if you keep your employees happy, they’ll keep your customers happy.

At M&R, we saw our Net Promoter Scores go up year after year, once we adopted a “Pull vs. Push” strategy. Employees stayed with us longer, delivered a higher quality of service, and as a result, our customer satisfaction numbers improved year after year.

Creating your vision and environment

Your first step on the road to staff engagement is to create an inspiring and compelling roadmap of the future that clearly outlines your strategic vision, mission, values and purpose. After all, it’s hard to get employees working towards a common goal when there isn’t one readily in place. So start by analyzing your strengths and weaknesses, understand your core and distinct competencies and make sure they’re aligned with achieving your vision. Then consistently demonstrate your values with passion. Remember, we aren’t judged on our intentions but by our actions and behaviours.

Soliciting employee input

The best way to get staff buy-in to your vision and mission is by asking them to help bring it to life. This is a great example of pulling instead of pushing. You’re not dictating how staff should ask, but rather, asking them what they feel comfortable doing. By asking for staff feedback and recommendations, you’re acknowledging their skills and ideas and making them feel valued.

At M&R, we invited our staff to help formulate our Code of Conduct and Service Standards. We also regularly solicit feedback and recommendations from the team on issues, including: tenant needs and wants, Capex projects and priorities and ideas for tenant engagement. While this is specific to the real estate sector, involving staff can happen in a myriad of ways. More importantly, this process helps quickly identify which staff members are actively engaged. You can then decide whether those who are actively disengaged will fit into the corporate culture you are trying to build, if they would be best suited in a different role, or whether they should be outplaced in order to maximize company success.

Engaging and appreciating your employees

Sharing your collective vision and working together as a team to make decisions about how this vision and mission will be executed is critical. At M&R, we use staff newsletters, an employee portal, training sessions and staff appreciation events to share news about our vision and the progress we’re making together. Results can speak volumes. In our case, both employee and tenant retention numbers are consistently high, year after year. And the icing on the cake has been that FRPO (Federation of Rental-housing Providers of Ontario) has recognized our efforts by bestowing us with the Service Award of Excellence for the past two years in a row.

Which leads to the final point: we all know how valuable rewarding success can be. So think about implementing an employee recognition program through bonuses tied to reviews, contests in your newsletters or in other ways. And know that how you deal with failure can also speak volumes. After all, employees should be encouraged to take the risk to make a difference. A handful of forward-thinking companies actually offer an annual award for attempted improvements or innovations that result in failure! Why not turn a failed attempt into a positive and rewarding experience for that employee who was actively involved enough to try something new to improve your company?

At the end of the day, we’re all humans with similar basic needs. We want to feel valued and appreciated. Corporate culture is not about pushing someone to do something they don’t want to do, or to be someone they simply are not. Instead, it’s about pulling someone forward with respect, to explore their strengths. Doing so will make us all better in the long run.

Randy Daiter is Vice President, Residential Properties at M&R Property Management

 

 

 

Ontario roofers top up charitable efforts

The Ontario Industrial Roofing Contractors Association (OIRCA) is sharing its members’ skills through a new charitable foundation. The OIRCA Rooftop Rescue Foundation has recently completed its first project, providing design services, project management, roofing materials and labour for a newly re-roofed learning centre for dyslexic children in Hamilton.

OIRCA’s past president, John Petrachek of Atlas-Apex Roofing, put forward a vision for the charity as he wrapped up his term earlier this year. The first project illustrates OIRCA’s mission to support others in their building projects — providing a key capital component that will literally top up charitable efforts and help to stretch funding organizations’ budgets.

Members’ efforts in Hamilton contribute to the Scottish Rite Charitable Foundation of Canada’s program to build a network of learning centres across Canada. The Hamilton centre, which is slated to begin offering free reading tutorial services in sync with the new school year in September, will be the ninth to open since 2003.

OIRCA members participating in this inaugural project include Semple Gooder Roofing Corporation, Convoy Supply and Dave Walden, former owner of Conestoga Roofing. In future, the foundation’s board will consider applications from registered charities and individuals in Ontario.

Ontario invests in historic Massey Hall revitalization

Ontario is investing in the revitalization of Massey Hall, a popular venue that has hosted many cultural performances and experiences in its 123-year history, so it can remain operational for years to come.

Ontario previously invested $8 million in phase one of the revitalization of the historic venue, and is now committing an additional $4 million to phase two of the project. The first phase included the construction of a foundation for a new tower that will be connected to the south side of the building. Phase two will see the venue’s interior and exterior restored and planning take shape for the future south tower.

The multi-phase renovation is expected to take seven years to complete. The venue will continue to operate until summer 2018, at which time it will close temporarily until fall 2020.

“I would like to extend our sincere gratitude to the Government of Ontario for this investment in the Massey Hall revitalization. We are off to a great start!” said Deane Cameron, president and CEO of the Corporation of Massey Hall & Roy Thomson Hall, in a press release. “The demonstrated support we’ve felt from so many Ontario legislators has been incredible and this strategic investment accelerates the project closer to the $110 million needed to complete proper restoration of this iconic cultural institution and update it to 21st century standards.”

Massey Hall was built in 1894 and was designated a heritage property under the Ontario Heritage Act by the City of Toronto in 1975. It became a National Historic Site of Canada in 1981 and holds about 100 cultural events per year.

Cloud-based software on the rise in condos

In recent years there has been significant growth in the adoption of cloud-based software among tech-savvy condo communities and property managers. These communities and property managers have used such software to streamline operations and help cultivate a more connected environment. Here are five popular ways they are embracing technology to achieve this:

1. Communication

With residents
In the past, communication between property management teams and the condo communities they managed was very static and paper based — an outdated method many communities still use today. Many digital options are now available to better communicate and connect instantly with owners. While many condo communities have transitioned to using email, not everyone in the community has email and so new alternatives have emerged.

The use of voice and text is proving to be very popular. Voice messages are a digital translation of text-based announcements, which are sent from a desktop to a recipient’s home phone (this method is exceptionally important in reaching those who may have poor eyesight). Push notifications and text messages can be sent instantaneously to a recipient’s cell phone. This technology has made it easier for property managers to send out mass announcements to their communities via multiple modes simultaneously, reaching a higher percentage of residents and regularly keeping them up to date with relevant information.

With suppliers
Property managers spend a substantial amount of time obtaining quotes for goods and services to maintain their property. Tech-savvy condo communities are now taking advantage of the ability to store and track all purchase orders online. They are able to create a comprehensive online database of preferred suppliers.

Communication with suppliers and all relevant stakeholders can be handled entirely online. Obtaining the appropriate approvals is also just a click away. Bringing this process online streamlines the entire process, making it much easier for property managers to get things done fast.

2. Amenity bookings

Amenities within condo buildings are a huge draw when it comes to attracting buyers and tenants alike. It is up to the condo corporation to make sure amenities are easily accessible and to promote fair use for all residents. Organizing all of this can often cause massive headaches as buildings generally have many different amenities, which all have specific rules and regulations when it comes to booking and usage. This is even more difficult for corporations managing shared amenities across multiple buildings.

As a solution, many tech-savvy condo communities have implemented online amenity booking that reflects current policies and procedures. Residents are empowered to request bookings themselves, freeing up time for property managers, and this also eliminates the potential to double book. Amenities that require payments — for example, a party room deposit — can be paid for online with a credit card, adding convenience for both the resident and the management team.

3. Online proxy voting

Reaching quorum is a difficult task to achieve for many condo buildings that have a high proportion of off-site owners. In order to streamline the entire process and reach quorum on the first try, many tech-savvy condo communities are looking to online proxy voting. Those using this technology are able to send out proxy voting information electronically and recipients can choose whether to vote online via proxy or attend the AGM in person.

The management team can track the voting statistics via an online dashboard and review the exact dates and times votes came in to inform future planning and execution. How many reminder emails were required? Should administrators have given owners more time to vote? How many votes were made by online proxy versus in person?

4. Package tracking and deliveries

With huge growth in online shopping, many condo communities have seen a major increase in packages being delivered to the concierge. Tech-savvy condo communities are using online package tracking in order to streamline and organize their delivery and tracking process to better cope with the increase.

The software is being used to log packages and automatically send notifications and reminders to recipients by email, text message, or voice message. Electronic signatures are captured and stored securely online once a package is picked up, reducing any delivery disputes that may arise.

Digitizing this process frees up time and space for the concierge and the owners and/or residents receive and manage their packages with less hassle.

5. Mobile apps

There is an app for almost everything these days, even for condos. There are various software options on the market, including solutions that offer native smartphone apps that complement the main system.

A mobile app allows property managers to complete tasks on the go; owners and residents can book visitor parking on the fly, open a service request or work order, and upload pictures straight from their smartphone. Having a mobile app to complement the desktop version saves time and helps keep condo owners connected wherever they may be. These are just a few examples of what can be achieved through a supporting mobile app.

Tech-savvy condo communities are leveraging a variety of features by adopting cloud-based software to help streamline many previously manual tasks. Technology will continue to grow and evolve creating new opportunities for tech-savvy condo communities to become even more connected and efficient in their operations, leaving only one question — what will be next?

Dale Shackell is Condo Control Central’s content strategist.

Gage Park Tropical Greenhouse breaks ground

A ground breaking ceremony was recently held to celebrate the start of construction on a new 13,600 square foot tropical greenhouse in Hamilton’s Gage Park. The new facility will replace the existing structure, which is deteriorating due to life-cycle decline and structural failure.

The park was designed in the early 1920s during the “City Beautiful” movement. It features an eye-catching fountain, flower gardens and walkways and boasts views of the Niagara Escarpment. The publicly accessible tropical greenhouse will offer a unique sub-tropical environment and will feature a community gathering space, fish ponds and exotic free-flying birds within the controlled environment.

“One of the most exciting aspects of this project is that its design is centred on community programming, access, and education,” said City of Hamilton Councillor Matthew Green, in a press release. “When complete, the Gage Park Community Greenhouse will grow beyond a local oasis into a regional attraction, just in time to celebrate the park’s upcoming 100th anniversary.”

In 2010, City Council approved a Master Plan for the park that respects its iconic features, while adjusting to meet the current needs of the community. To support the construction the new greenhouse, the City formally accepted a donation of $350,000 from the Patrick J. McNally Charitable Foundation in May 2017.

“The Gage Park Tropical Greenhouse is truly the home of horticulture in Hamilton,” added Craig Murdoch, director of environmental services for the City of Hamilton. “It’s going to be a wonderful addition to our operational greenhouse and horticulture operations facility in Gage Park.”

Diamond Schmitt design shortlisted for UK Holocaust Memorial

Toronto-based Diamond Schmitt Architects is among the shortlisted teams to design a national Memorial to the Holocaust in London, England. All ten shortlisted proposals, including models, renderings and videos, are currently on display to the public at the Victoria and Albert Museum in London until August 21.

The Memorial and Learning Centre will be located adjacent to the Houses of Parliament in Victoria Tower Gardens along the Thames River, close to several celebrated heritage listed buildings. An independent jury of British figures in culture, architecture and religion will judge the submissions in September. Jury members include Communities Secretary, Sajid Javid, London’s Mayor Sadiq Khan, and Chief Rabbi of the United Kingdom, Ephraim Mirvis.

Diamond Schmitt is the only Canadian architecture firm selected to participate in the competition. Its team, led by A.J. Diamond, includes London-based landscape architects Martha Schwartz Partners and New York-based museum exhibition design firm Ralph Appelbaum Associates.

The other firms with shortlisted designs include Adjaye Associates with Ron Arad Architects; Allied Works with artist Robert Montgomery; Caruso St John with artist Rachel Whiteread; Foster + Partners with artist Michal Rovner; heneghan peng architects with multidisciplinary designers Bruce Mau Design; John McAslan + Partners with MASS Design Group; Lahdelma & Mahlamaki Architects with David Morley Architects; Studio Libeskind with Haptic Architects; and Zaha Hadid Architects with artist Anish Kapoor.

The competition welcomes comments from the public on the designs. To see all 10 submissions, please visit https://competitions.malcolmreading.co.uk/holocaustmemorial/.

To vote for your favourite, please visit https://ukhmf-consultation.typeform.com/to/VLCgg8.

VRCA announces 2017 Silver Award winners

The Vancouver Regional Construction Association (VRCA) has announced the Silver Award winners for the 2017 Awards of Excellence. One Silver Award winner from each category will be chosen as the Gold Award winner during the gala dinner Oct. 25, at the Vancouver Convention Centre.

“This year’s Silver Award winners demonstrate that the industry is embracing more innovative practices when it comes to environmental sustainability,” says Fiona Famulak, VRCA president. “There was an increasing number of LEED projects and a real effort by the industry to reduce the environmental impact of projects through use of new materials and technologies that both enhance the quality and economics of projects and drive value to owners.”

A total of 45 Silver Award winners were selected in 15 project categories for use of innovative techniques, new materials and/or exceptional project management.

The Silver Award winners include:

General Contractors over $45 Million: EllisDon Corp (Joseph & Rosalie Segal Family Health Centre); Ledcor Construction Limited (TFN – Tsawwassen Mills Mall and The HUB located at King George Station Phase A: Coast Capital Savings).Community Centre).

General Contractors $20 to $45 million: Fraser River Pile & Dredge (GP) Inc. (Squamish Terminals, Birth 1 reconstruction); Jacob Bros. Construction Inc. (Box Canyon Hydro Electric Project); PCL Constructors Westcoast Inc. (Cargill Track Expansion Project).

General Contractors up to $20 million: Graham Infrastructure LP (City of Trail Pipe/Pedestrian Bridge and W.A.C. Bennett Dam Spillway Chute Upgrade); ITC Construction Group (Crosstown Elementary School).

Special recognition this year will be given to the Christ Church Cathedral Restoration and Renewal project. Recipients of the Heritage Award are: Scott Construction Group, Deltec Electric Ltd., Kits Glass, Solid Rock Steel Fabricating Company Ltd. and Tek Roofing.

For full list of Silver Award winners: http://www.vrca.bc.ca/pdfs/VRCA170807Media%20ReleaseFinal.pdf

UBC breaks down barriers with mixed-use hub

It’s common for commuter campuses to become deserted at night. Ditto at the end of the academic year, as professors take vacations and students take summer jobs.

That used to be the case at the University of British Columbia (UBC), but not anymore. A new model for development is activating the commuter campus all day, every day.

The 604,436-square-foot Ponderosa Commons, which combines academic, commercial, recreational and residential uses, exemplifies this novel approach. Completed last year, the campus hub came at a total project cost of $167.4 million — $87.6 million in phase one and $79.8 million in phase two.

Gerry McGeough, director of planning and design at UBC, said the goal was “to bring housing and other mixes of uses into what has traditionally been the single-use academic core, to bring the energy and vitality that can come with mixed uses and student life into it.”

The approach, which is laid out in the master plan for the campus, echoes the planning occurring in major urban centres, said McGeough, such as Toronto and Vancouver. There, residential towers rise from base buildings populated with amenities, offices and shops, creating what are commonly called “complete communities,” where residents can live, work and play.

Ponderosa Commons similarly tops podiums containing academic and commercial uses with residential towers. The three buildings, which maintain transparent sight lines at street level, carve out courtyards with their footprints.

There is an environmental impetus behind this trend toward intensifying upward versus sprawling outward. In addition, the development is expected to attain LEED Gold certification — a requirement for all newly constructed, publicly owned buildings in B.C. — thanks to measures including heat and water recovery as well as the use of recycled materials.

Where environmental and planning principles influenced the form of development, the budget loomed large in the design of Ponderosa Commons, led by KPMB Architects in joint venture with HCMA Architecture + Design.

One of the major money-savers was the use of custom, pre-fabricated panels comprising exterior finishing, insulation and interior finishing. Lessons learned in phase one allowed the team to slash costs by $25 per square foot in phase two, said Karen Marler, principal at HCMA Architecture + Design.

The mixed-use hub was delivered at a total project cost of $274 per square foot in phase one and $249 per square foot in phase two. That compares with the $480 to $580 per square foot it typically costs UBC to complete academic buildings and the $220 to 330 per square foot it typically costs UBC to complete residences.

On the exterior, the panels fit into the broader context of the UBC campus, which is characterized by modernist white brick, said Shirley Blumberg, founding partner, KPMB Architects. On the interior, the panels were left exposed, simply receiving coats of paint on their smooth surface.

“There’s absolutely no money in the budget for these buildings to be the least bit pretentious, and I think they [students] feel very much at home in something that is so stripped down but is also lively and animated with lots of light,” said Blumberg.

“In a way, the buildings are very contemporary, a bit more European in their sensibilities, through the use of colour and graphics, which we don’t do so much in North America.”

The new residences absorbed some of the unmet demand for on-campus accommodations, which a student survey revealed was driven in part by a lack of comparably priced rentals close by. That hardly comes as a surprise as the surging cost of housing in Vancouver has stolen headlines in recent years.

The size standards for the residences, which include one-, two- and four-bedroom units, were revised downward, as were the size standards for the offices. With the under-side of its slab exposed, a full-height ceiling and a full-height window offset the impact of the reduced footprint within the offices, said Blumberg.

In addition to offices, Ponderosa Commons gave the Faculty of Arts an art gallery and art studios for graduate students. The Faculty of Education, the largest academic user in the new mixed-use hub, got conference facilities, and Geological Studies got a basement-level laboratory.

In phase one of the project, the various user groups, who were coming together for the first time, were somewhat territorial in staking out space, observed Marler. By phase two of the project, the groups were expressing real enthusiasm about the opportunities that would come with co-locating in the mixed-use development, she said, such as cross-pollination between disciplines.

“For example, in the art history and visual arts building, [residents] walk through the lobby, and so they’re continually exposed to activities and events that are happening in the art history and visual arts program, even though they may not be involved in that program,” Marler elaborated.

Also contained in the podiums are ‘collegiums,’ spaces that give commuter students a place to congregate on campus for a modest membership fee, with amenities such as bike storage and showers. Plus, popular hangouts Harvest and Mercante Pizzeria are financially viable food service operations that help subsidize academic initiatives.

The benefits of keeping the commuter campus bustling include improved safety at night and increased revenue during the summer months. Flexible spaces make it possible to rent out facilities and ‘hotel’ rooms (vacant residences) for conferences, while mixed uses allow for passive supervision from residences and social spaces when professors and students leave offices and classrooms after dusk.

There were some challenges, McGeough acknowledged, such as space planning with a view to managing access control among the different user groups. But there have also been signs that the approach is having its intended effect, with the new residences close to capacity and the social spaces well-used.

Despite these encouraging signs, this type of mixed-use model appears to be relatively rare on post-secondary campuses today.

“In Montreal, the Concordia University, they have some high-density academic projects; NYC on Roosevelt Island, you see that; and you see some light mixes of uses,” said McGeough, “but I haven’t seen this intensity, where you have big academic classrooms, laboratories, and then you have a whole bunch of services — restaurants, gym and then residential.”

But Ponderosa Commons is poised to be replicated as the first of five mixed-use hubs that will ultimately be constructed around the academic core of the UBC campus. Orchard Commons is also now complete, with Gage Commons in planning and Old Armouries Commons in early planning.

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

Citron Hygiene acquires laundry services provider Chemsyn

Citron Hygiene has acquired Chemsyn Chemical Corporation (Chemsyn), a top player in commercial warewash and laundry solutions, serving a broad range of customer verticals, including foodservice, hospitality, lodging, healthcare, long term care facilities, institutions, golf and sports clubs throughout Ontario.

“This acquisition supports our corporate growth strategy to be fully committed to our three core platforms of Washroom Hygiene, Pest Control and Warewash/Chemical solutions,” says Citron Hygiene President and CEO Peter Farrell. “This expansion to our current portfolio in the warewash and chemical solutions space brings critical mass to our operations group and strengthens our offering in this segment.”

The entire Chemsyn leadership will be joining Citron.

“Their knowledge of the industry will help accelerate our growth in this space in North America,” Farrell adds. “Customers of Chemsyn can expect to receive the same great service they have become accustomed to and will now have access to a deeper breadth of products in complimentary categories, with one partner.”

Domenic Buda, director of operations at Chemsyn, says his company has been offering these services for the past 40 years.

“As a family company, we needed to be very thoughtful as to who we wished to partner with,” he says. “Our entire family felt that Citron Hygiene was that perfect fit. Citron has an outstanding reputation of delivering excellent customer service and developing a positive corporate culture.  I look forward to working closely with Peter’s team as we plug into their financial strength and continue our strong growth trajectory.”

 

 

Brampton property sells with record-low cap rate

The second fastest growing city in Canada, Brampton, Ontario, is currently experiencing a surge in economic growth and is attracting largescale investment opportunities. With an average annual growth rate of 4.2 per cent, the population of Brampton is expected to increase from its current 614,000 to 1 million people by 2041. Large enterprises, such as Coca-Cola and Rogers Communications, contribute to Brampton’s appeal as an employment hub.

In a recent press release, Colliers Multifamily Advisory Group announced that it has brokered the sale of a seven-storey brick apartment building, located at 49 McMurchy Avenue North near Brampton’s main intersection, for a record-low cap rate.

Situated on 1.5 acres of land, the property is comprised of 79 suites, including bachelor, one-bedroom, and two-bedroom layouts. The well-equipped and maintained building offers surface parking, on-site laundry facility and on-site storage.

Built in the 1960s, common areas and several units of the property have been refurbished. Monthly rent increases due to renovation turnover, combined with its close proximity to Brampton’s downtown core, make this property a prime investment.

Starlight, Toronto-based real estate investment and asset management company, has acquired the multi-residential building. “Starlight was one of the many groups who toured the property and ultimately ended up winning the bid,” said Robert Meynell of Colliers Multifamily Advisory Group. “They were able to see that even though the property was not achieving market rents, it is situated in a great location and potential rental income could be increased significantly.”

With newly landscaped public green spaces and appealing employment opportunities, Brampton is attracting more residents and visitors than ever. The predicated spike in growth rate could create additional opportunities for redevelopment in the area, as well.

 

Graham awarded contract for 43-storey tower

Graham has been awarded the $167 million construction management contract for a high-rise project in downtown Vancouver. Located at 1568 Alberni, the project will be Graham’s first high-rise project in the city.

The 43-storey, 45,708 m2 (492,000 sq. ft.) luxury residential tower is comprised of 181 units, eight levels of underground parking and mixed-use space for retailers. Amenities include a gym, pool, sauna, play area, public art, wine cellar, restaurant and more. The exterior of this high-end, LEED Gold tower features two concave siders resulting in a unique, curved form.

Graham is working closely with owners Peterson Group, a Vancouver-based real estate investment, development, property management, capital lending and private equity company, and Westbank Projects Corp., a developer recognized for many notable, luxury projects across North America.

The skyscraper is the first in North America designed by Kengo Kuma Architects from Japan, with architect of record Merrick Architecture, a Vancouver based practice.

Known as ‘Alberni by Kuma,’ the tower combines residences with retail space and a restaurant in a rectilinear volume accented by “scalloped scoops” on two sides of the tower’s profile to protect view corridors within the city.

Pre-construction is ongoing and on-site activities have commenced, with the removal of hazardous materials to prepare for demolition of the existing building.

Substantial completion is scheduled for March 2021.