JLL acquires Toronto-based project management firm PMX

Jones Lang LaSalle (JLL) has acquired PMX Inc., a Toronto-based project management firm that specializes in public and private infrastructure projects. The acquisition expands the existing Project and Development Services (PDS) platform across Canada and leverages JLL’s initiative to increase overall global PDS engagement.

“PMX is an excellent fit for our growing PDS platform and brings an unparalleled commitment to client service and innovation,” said Brett Miller, president of JLL Canada. “The combined business allows JLL to meet the increased client demand for comprehensive real estate services, particularly for large-build projects in both the public and private realms.”

Founding PMX principals Tom Finan, Les Medd, Ed Bush and Sevag Kupelian, along with about 20 PMX employees joined JLL. The leadership team has more than 100 years of combined project management, engineering and construction management experience and will share management responsibilities of the PDS business in Toronto and across Canada.

“This acquisition will allow JLL to meet the needs that will be created by the pending public spending influx proposed by the new federal government,” said Miller. “It also will deliver a wider range of project management expertise that clients with healthcare, infrastructure and industrial properties increasingly require.”

Notable PMX projects in Canada include, the Ripley’s Aquarium of Canada, NHS Health Care Complex and Walker Family Cancer Centre, and the Lower Churchill Hydroelectric Development.

“This acquisition supports our vision to become a key player in Canada,” added Finan, principal of PMX. “By leveraging JLL’s extensive resources and experience, our team will gain exposure to private sector clients and commercial owners to extend our service offerings further.”

CertainTeed Listening Lounge helps commercial building design

A new auralization experience from CertainTeed can help specifiers design a commercial building on an auditory level. The CertainTeed Listening Lounge, a virtual demonstration sound modeling tool located at the company’s headquarters in Malvern, Pennsylvania, lets the professional hear how ceiling design, materials and product specifications can impact the acoustics of a space.

For architects and designers who must figure out how to provide acoustic comfort in the buildings they design, the Listening Lounge enables the participant to actually hear how a specific design will sound before it is even built.

“Acoustics play a huge part in creating a comfortable environment for all commercial buildings, whether that is for employees, patients or customers,” said Stan Gatland, manager of Building Sciences and Comfort, in a press release. “The Listening Lounge tests the human listening experience within a defined area before it is even built, allowing specifiers to better understand the material needed to provide an acoustically sound space. Eventually the participant can click on differing solutions and evaluate their actual perception of the difference each material makes.”

Developed by CertainTeed’s Building Science team along with architectural acoustics consultants at Acentech in Cambridge, Massachusetts, the Listening Lounge was created by isolating a collaborative work space already present within CertainTeed’s headquarters. The Listening Lounge will serve as a testing ground for acoustic design as well as CertainTeed Ceilings products.

The wall is completely framed with high-performance acoustic wall panels that eliminate outside sounds and internal reverberation. The room features strategically-placed speakers for 360-degree sound. The room is also programmed to model unique situations that occupants might encounter in various areas of an open office environment. The lounge is also designed to ensure the origin of a sound is accurately represented.

In addition to the physical design of the Listening Lounge, the use of forward-thinking technology allows designers to preview the impact of interior finishes, audio systems, sound isolation and sound masking technology.

Room acoustics can be adjusted to demonstrate the impact of various noise reduction coefficient (NRC) and ceiling attenuation class (CAC) levels. These can be used in open office models, conference rooms, a large cafeteria or an auditorium, for example.

“According to Amplitude Research Inc., 65 per cent of workers are distracted by too much noise at work,” added Gatland. “For someone sitting at a work station within an open plan setting, general office conversations can create a noticeable distraction. People’s response to the simulated performance of different solutions experienced within the Listening Lounge will help CertainTeed’s teams develop new solutions that will benefit architects and occupants for decades to come.”

New modular apartment coming to Edmonton

Edmonton-based Step Ahead Properties Ltd. and Ladacor Advanced Modular Systems have launched construction on their new modular apartment, an affordable housing development at Westgate Manor in Glenwood.

This development will be a first of its kind in Edmonton to use repurposed shipping-containers as part of an innovative modular building technology. Calgary-based Ladacor Advanced Modular Systems will fabricate the shipping containers into factory-finished modules that will be transported to the site and then craned into place.

“Using this modular building approach offers numerous benefits over conventional construction,” explained AJ Slivinski, owner of Step Ahead Properties Ltd. “There is a faster schedule, and off-site construction will mean less disruption to the existing tenants and surrounding neighbours. The steel building is non-combustible, which is far safer and more durable for rental housing, and lastly the modular construction gives a far better sound insulation between the suites, making them much quieter for the residents.”

Joseph Kiss, President of Ladacor, added: “Our Advanced Modular System technology uses repurposed shipping containers as an integral part of a highly engineered, building code and CSA standard compliant modular system for multi-storey buildings. The one-trip shipping containers that we use enable us to provide a high quality steel, non-combustible building that is cost-effective, with a fast-tracked schedule. When the project is complete, it will be indistinguishable from a conventional building.”

The new infill addition will feature a mix of one and two-bedroom units with a private balcony/patio and in-suite laundry. The project has a building-permit in place with construction ready to begin and occupancy scheduled for summer 2017.

The Ladacor technology has already been used successfully for various projects, including a four-storey hotel in Bruderheim, northeast of Edmonton. Step Ahead Properties Ltd are looking at further opportunities in the area to build more affordable housing.

Balancing Tenant Comfort and HVAC Design

“Hello. I have several tenants in my building, complaining that their space is too warm or stuffy. I also have a few tenants telling me their suite entrance doors do not close properly. Can you help us?”

Sound familiar? It’s the kind of call property managers should not have to make to an engineering firm because complaints such as these often result from poor indoor air quality.

If an HVAC system is well-designed, with proper air quality and air flow, tenants will be satisfied and property managers will field fewer complaints. But if a system is poorly designed, the inadequate air flow that results will leave tenants feeling dissatisfied and unproductive.

Or worse. Some tenants have taken matters into their own hands, adjusting the thermostats to full heating or cooling, adjusting the dampers to the supply diffusers and blocking the outlet grilles on the perimeter induction units at the windows. Before long, the HVAC system is malfunctioning, disrupting the comfort level and air balance within a tenant space, while also affecting the HVAC system in the entire building and, therefore, the overall indoor air quality.

For many property managers, it can be challenging to balance the indoor environment of a building with the comfort of its occupants. Working with an engineer on a competent HVAC design can help accommodate both of these needs. Here are some simple ways to accomplish a good design that will provide high indoor air quality and comfort levels.

Engineer It

Asking an engineer to design your renovations is a key first step towards ensuring the HVAC system will meet the needs of tenant space and will comply with all local bylaws, such as the American Society of Heating, Refrigerating and Air-Conditioning Engineers (ASHRAE) and the Ontario Building Code (OBC).

An engineer will also guarantee that tenants’ requirements are incorporated into the design, such as noise levels, temperature settings, humidity levels, power requirements, lighting levels and lighting control. This is a simple but very important process.

In some cases, after finding out what the requirements are, a property manager may have to inform tenants that certain requirements may not be possible, given the limitations of the building’s existing HVAC and electrical systems

The age of an HVAC system or the excessive needs of a client’s space—a call centre or after-hours operation, for instance—may cause these limitations, resulting in the need for revisions to main building systems.

Taking a Look See

Another key component of a good design is a good site survey. Prior to any design, a survey of the existing HVAC system must be completed. A drawing-based design is not recommended because it will only lead to inaccurate design drawings, resulting in additional costs.

The HVAC system within the tenant space must be traced. This also extends to the water supply, drain service (floor below), sanitary vent line, power distribution, main service feeder and panel/disconnect, communication devices, lighting fixtures and life safety devices.

Working with the Building Operators

Collaboration between the engineer and building operator is an important step in delivering a good design. Aside from accessing the tenant space, engineers will require assistance from the building operator to access electrical and mechanical rooms. Building operators can also provide critical insight into the operation of their systems, such as operating hours, air handling system performance during extreme outdoor conditions and problem areas in the HVAC distribution system.

Base Building Drawings

Base building as-built drawings act as a roadmap, giving engineers an overall view of how mechanical and electrical systems are installed.

The drawings will also help the engineer determine where to look for future capped connections for the drain, water supply and venting, as these services are located either at the core or at columns called “wet stacks,” which are within the tenant space.

Don’t Tax Me

One building’s HVAC system is not like the other. The HVAC system operating in a 1950’s building will not have the same operating characteristics or capacity as a building built in the 2000’s. Design parameters, such as outdoor air supply and total air flow, used to be much lower compared to today’s design standards. Therefore, a design must be adaptable to accommodate the tenant’s requirements, along with the limitations of the HVAC system.

You should never design for more air supply than what is typically allowed for a tenant’s space as it relates to the overall floor area.

Depending on the circumstances, supplemental cooling and/or outdoor air supply may be required for service, call centres, training rooms, IT rooms or meeting rooms. These systems will be independent of the building’s HVAC system.

Show Me the Way Home

Designing a proper return air path back to the base building return air duct is very critical to the operation of the overall air supply system; however, this component is often overlooked. Having up-to-date base building drawings will assist in determining the return air pattern.

Tenant demising walls are usually constructed as full height walls that run from the floor slab to the ceiling deck, with each tenant space sealed onto another. Since the main building return air duct is typically located at one end of the floor, transfer air openings in the demising walls must be installed to allow the return air to flow from one tenant space to another, eventually returning back to the main return air duct.

To minimize noise transmissions between tenancies, these openings are installed with internally insulated duct sections open at each end. Without proper air transfer, buildings can experience stuffy conditions due to stagnant air flow and doors that do not close properly, creating security issues, as well as stack effects through the elevator shaft or stairwell.

Whether a building is old or new, creating good engineering designs requires simple common sense thinking.

Get a Permit

Most renovations will require a city permit. This step is required by law and should never be overlooked. Having a permit will ensure that the engineering drawings have been completed to code.

A permit will also confirm that construction has been completed as outlined in the permit drawings. Engineers are required to perform periodic reviews of the construction, as part of the permit. This is another layer of protection that will ensure that the contractor installs what has been designed.

Closeout

Finally, once construction has been completed, a last inspection will ensure that the installation has been completed according to the design drawings, all deficiencies outlined in the periodic inspections have been addressed and all systems are operating as designed.

In most cases, city inspectors will request to have the engineer sign-off letters prior to the city’s inspection and before they can grant occupancy.

Douglas Lee, principal at M & E Engineering, is an accomplished designer with more than 20 years of progressive and sound experience managing all technical aspects of design projects. Through his many years of service, he has carried out, performed, managed and supervised a diversity of mechanical and electrical design projects. Lee is currently the head of the tenant division, whereby he oversees and administers M & E’s mechanical and electrical team of professional engineers and designers for various renovation projects in the commercial, retail and industrial industry.

To learn more about balancing HVAC design with tenant satisfaction, connect with professionals at M & E Engineering Ltd.

New Real Estate Council of B.C. appointed

The B.C. government has appointed eleven public-interest members to the Real Estate Council of British Columbia, increasing its accountability and objectivity in fulfilling its role of protecting the public interest.

Robert D. Holmes is the appointed chair of the council. Holmes brings a wealth of legal expertise to the council, having worked as a litigation and arbitration lawyer for more than 32 years. He also served as president of the Trial Lawyers Association of B.C., president of the BC Civil Liberties Association and on provincial council of the B.C. Branch of the Canadian Bar Association.

Robert Gialloreto has been appointed as vice chair of the Council. Gialloreto is the president and CEO of Consumer Protection BC, which promotes a fair marketplace for B.C. consumers and businesses.

The B.C. government has taken significant action to protect real estate consumers and safeguard the public interest, overhauling the regulatory framework and strengthening oversight and accountability of the sector. Self-regulation of the industry is ended with these appointments. Government will appoint a total of 16 members to council.

“As consumers, we expect to be treated fairly and with integrity, especially when making the important decision to purchase a home. These changes are part of government’s broader efforts to restore public confidence and trust in the system,” said Finance Minister Michael de Jong.

The Real Estate Council of British Columbia is now one part of a broader system of organizations responsible for supervising the real estate industry. The council continues to be responsible for licensing, investigating complaints, enforcing licensee rules and disciplining licensees found to be breaching their obligations.

In addition to the new appointments, long time executive officer Robert O. Fawcett has announced his retirement effective November 1, 2016. He has served as executive officer of the Council since 1995. The Council has appointed Erin Seeley as Acting Executive Officer during the transition.

“On behalf of the Council members and staff, I’d like to extend my sincere thanks to Robert for his years of dedicated service, professionalism, and leadership. We wish him the very best in his retirement. He will be greatly missed,” said Chair Holmes.

Walmart opens in Richmond B.C.

The new Richmond North Walmart Supercentre, located at Central at Garden City mall at 9251 Alderbridge Way, has officially opened to the community. The 163,000-square-foot store features a new layout, an updated colour scheme and a broad assortment of fresh groceries, general merchandise, and convenient services.

Richmond’s newest shopping centre, Central at Garden City mall, at the corner of Alderbridge Way and Garden City Road, features Walmart as the anchor tenant of its 350,000-plus square foot retail area. Other stores in the shopping centre include DSW Designer Shoe Warehouse, Bed Bath & Beyond, Fat Burger, La Patissere, Marshalls, Menchies and more.

“Our Richmond North Walmart Supercentre provides Richmond families with access to quality, fresh food, and a new grocery shopping experience,” said store manager Martin van Roijen. “We are very excited to open the store in time for the holiday season and look forward to proudly serving our customers in Richmond who appreciate and rely on Walmart’s low prices every day and one-stop shopping convenience.”

Martin van Roijen is excited to lead the Richmond North Walmart Supercentre team as the store manager. Roijen is originally from British Columbia and has worked in retail for close to three decades.

Customers can also enjoy on-site services and licensees such as a full-service pharmacy, photo kiosks, Regal Nails nail salon and Western Union.

The Richmond North Walmart Supercentres will carry BC-grown apples, squash and potatoes, to name just a few, and the goal is to source all available seasonal local produce when available. The store also carries an expanded selection of organic produce and a line of Canadian-certified organic products called Great Value Organic. Fresh meats include 100% Canadian Angus beef, chicken, pork and salmon and all fresh groceries come with a 100% satisfaction, money back guarantee.

Walmart is committed to achieving zero waste. Walmart’s supercentre design features LED exterior signage, sandwich bales to divert waste from landfill sites, high efficiency coolers and freezers, to name just a few. Earlier this year, the company also stopped providing free plastic bags to customers in B.C. to promote the use of reusable bags and ultimately eliminate plastic film from landfill.

Acoustic performance in open-concept offices

As walls have come down in offices to create open-concept spaces, the trend has brought welcome change, such as encouraging collaboration, but it also means that the old ways of managing noise no longer work. Distraction and a lack of privacy are real concerns that must be addressed in the acoustic design of today’s buildings.

With the popularity of open-concept spaces and use of sound-reflective and sustainable materials, facility managers and designers are looking to the ceiling for noise control. However, the notion that dual-purpose or multi-functional panels can both absorb and block sound effectively has raised confusion about the primary role of ceilings.

In reality, acoustic ceilings are good at sound absorption because they are porous, and in open spaces, the general rule is: the higher the absorption rating, the better. Modular acoustic ceilings do not have enough mass to block sound between private rooms, and penetrations for lights and air devices let sound leak through. Walls are more effective at blocking noise transfer between rooms because of their mass and solidity.

Controlling noise in today’s open building designs begins with effective noise absorption. Acoustic ceiling panels hold the potential to absorb the lion’s share of noise generated in spaces, preventing widespread disturbances and lack of productivity. This explains why the WELL Building Standard 2016 requires the ceiling in open offices to have a noise reduction coefficient (NRC) of 0.90 or higher.

Enclosed spaces, such as meeting rooms, demand noise absorption too. The maximum permissible reverberation times are decreasing in building standards and guidelines, demanding high-performing ceilings. Where low-performing ceilings are installed, the walls and floor may require additional absorption, which adds avoidable costs.

In the past, for example, a conference room with carpeting and acoustic wall panels may have only required an NRC of 0.60 for the ceiling. If the carpeting and wall panels are removed, the ceiling now needs an NRC of 0.90 to maintain the same reverberation time. To achieve successful acoustic experiences, focus on the high absorption ratings of ceiling panels.

Dual-purpose or multi-functional ceiling panels that attempt to both absorb and block sound sacrifice absorption performance for higher blocking performance. Increasing density and mass for improved sound blocking capacity decreases the porosity and open pore structure needed to absorb sound. Yet the higher blocking performance that these panels can provide is not high enough to be effective because the standards are based on the blocking levels of much heavier walls. So, if a product is able to absorb sound effectively, it cannot also block an adequate amount of noise to meet the requirements in the standards.

Lights and air distribution devices can also cause serious noise flanking paths or leaks that make the blocking properties of ceiling systems even less effective. This reduction in noise control is enough to make speech from adjoining spaces intelligible — meaning privacy is lost.

Consequently, in commercial spaces, a preferred acoustic design approach is to use the ceilings for noise absorption and the walls or other architectural components for isolation or blocking performance. One of the easiest and most cost-effective ways to comply with minimum reverberation times and keep noise from spreading through open spaces and down corridors is to use a highly sound-absorptive ceiling. When privacy between rooms is required, full-height walls or a lightweight plenum barrier will help meet the isolation, or blocking, requirements for minimum sound transmission class (STC) ratings in the acoustic standards, guidelines and building rating systems.

Start by selecting the correct sound absorption level for the ceiling panel. Then, if sound blocking is still needed, develop the right system approach to the room design. This can encompass full-height walls, lightweight plenum barriers and other noise control measures that work in conjunction with the ceiling panels to effectively block sound.

Consider:

What are the expectations for speech intelligibility, privacy and noise control for users of the space (i.e. sensitivity to noise)?
How is the room being used (i.e. How much noise can be expected inside the room and from adjacent rooms)?
Are there any applicable standards or regulations that need to be met?

After defining the requirements of the space, select the levels of absorption and blocking that are required — low, moderate or high. As examples:

A waiting room would have a low sensitivity to noise and a low to moderate amount of noise inside the room. As such, the waiting room would require an absorption level of NRC 0.70.

By way of comparison, an emergency room would have a high sensitivity to noise and a high amount of noise inside the room. It would require an absorption level of NRC 0.90.

An office next door to another office would have a low to medium sensitivity to noise and a low to medium amount of noise in adjacent rooms. As such, the office would require a blocking level of STC 40 to 45.

By way of comparison, a classroom next to another classroom would have a high sensitivity to noise and a medium to high amount of noise in adjacent rooms. The classroom would require a blocking level of STC 50.

Today’s approach to building acoustics is not a one-size-fits-all solution. To get the best acoustic experience, independently identify the optimal levels of absorption and blocking for a specific space to get exactly what is needed and not pay for any properties that are not.

Gary Madaras, PhD, Assoc. AIA, leads Optimized Acoustics™ at ROCKFON. He helps facility managers and designers select the appropriate acoustical ceiling products and apply them effectively.

Former Don Jail receives Heritage Toronto award

One of the most important pre-Confederation buildings in Canada, the Don Jail, was recently awarded the William Greer Architectural Conservation and Craftsmanship Award of Excellence from Heritage Toronto.

The Don Jail was the largest jail in North America when it was completed in 1864. At the time, it was considered a forward-thinking approach to rehabilitating criminals who worked in adjacent fields, but with time, the prison’s small cells and overcrowding brought unrest and disorder. The Don Jail is the site of Canada’s last public hanging in the early 1960s, and it was closed in 1977.

The Don Jail is now the home to the administrative offices of the adjacent Bridgepoint Active Healthcare, which features many preserved elements of the original structure such as the exterior stonework, preserved jail cells, gallows, windows and flooring, and detailed ironwork in the rotunda beneath a Victorian skylight.

The former Don Jail is now open to the public for the first time and features interpretive text displays about the site’s history and its role in assisting recuperation.

The former jail’s adaptation involved figuring out how to transform an inflexible floor plan created for isolation into an open and functional administrative building.

“A balance was sought between new and heritage fabric in the former jail,” said Antra Roze, associate with Diamond Schmitt Architects. “A language was established to clearly delineate old and new elements: a new partition never meets an old wall but instead is separated by a glass fin and the marks of history (ghosting, remnant materials) have been allowed to remain.”

The master plan for the site places the Don Jail at the centre of a nine-square development grid. The promotion of recovery and wellness as well as the connectivity between the hospital and surrounding community are the key principles at work in the design of the hospital and the heritage conservation of the Don Jail. The intention of the updated facility was to transform the site from fostering isolation to integration.

Bridgepoint Active Healthcare is designed by two teams of designers and heritage consultants as part of a public-private partnership, including Stantec Architecture, KPMB Architects and ERA Architects, Planning, Design and Compliance Architects; and HDR Architecture, Diamond Schmitt Architects and VG Architects, Design Build, Finance and Maintain Architects.

Diamond Schmitt appoints seven new associates

Diamond Schmitt Architects has announced the appointment of seven team members to the position of associate. The Toronto-based firm currently employs over 190 people, including 18 principals, 26 associates and architectural and support staff.

Cynthia Carbonneau has a distinguished performing arts portfolio and is currently a team leader on the design of the Buddy Holly Hall of Performing Arts. In the past, she has worked on Maison Symphonique, First Ontario Performing Arts Centre in St. Catherines, Ont., and the design phase of the New Mariinsky Theatre in St. Petersburg, Russia.

Karel Brozik is the first contract administrator at the company to be named an associate. He joined Diamond Schmitt in 2014, where he worked in an administrative capacity on a wide range of projects, including a mixed-use tower in Buffalo, New York, Queen’s University student residences and the transformation of Weiser Hall at the University of Michigan in Ann Arbor, to name a few.

Vincent Goetz has spent the past five years working on the first commercial tower to rise at Vaughan Metropolitan Centre. The KPMG Tower opened in October 2016. Other projects he has been involved with include the Lunenburg County Lifestyle Centre and the Royal Botanical Gardens atrium in Burlington, Ont.

Brad Hindson began his work at the firm in 2009. In addition to designing an installation for the Luminato Festival in 2012, he has been working on the Schulich School of Engineering at the University of Calgary, which will open its doors in November 2016.

Eric Lucassen’s portfolio includes the Toronto Zoo Wildlife Health Centre, which opens in 2017, the Burlington Performing Arts Centre and the renewal of Laurentian University in Sudbury.

Marcin Sztaba contributed to the Davisville-Balliol residential complex in Toronto that opened in October 2016. He is currently working on an expansion to the Drake Hotel on Queen Street, as well as a Leaside shopping centre and residence tower in midtown Toronto.

Matthew Tsui has previously worked on Corus Quay in Toronto, the Chemistry Building at University of Waterloo and Thompson Rivers University Law School in Kamloops, B.C.

In addition, the company promoted two team members to the position of senior associate: Branka Gazibara and Michael Lukasik.

“These advancements acknowledge the contribution these talented people have brought to a wide range of projects,” said Donald Schmitt, principal at Diamond Schmitt Architects, in a press release.

Newly-promoted Branka Gazibara is now a senior associate with the firm. She recently completed the Centennial College Residence and Culinary Arts Building, which opens in October 2016. She is currently transforming a heritage building located in London, Ont. Into a culinary arts school for Fanshawe College.

Michael Lukasik, the other new senior associate, was project architect on the Four Seasons Centre for the Performing Arts in Toronto and the New Mariinsky Theatre in St. Petersburg. He is currently working on the Buddy Holly Hall of Performing Arts in Texas.

Ottawa tower earns first LEED v4 O+M certification

Blackwood Partners Inc. has earned Canada’s first LEED v4 certification with 270 Albert Street in Ottawa earning Gold under the LEED for Building Operations and Maintenance: Existing Buildings (LEED O+M: Existing Buildings) rating system.

Blackwood Partners Corporation is the property manager of the 14-storey, 164,000-square-foot office tower that had previously undergone several major retrofits since the building was constructed in 1975.

“Projects like 270 Albert set a strong example of leadership in action,” says Mark Hutchinson, vice-president of Green Building Programs for the CaGBC. “They demonstrate how LEED v4 is providing project teams with a rigorous set of requirements and guidelines that, when successful, can lead a 40-year-old building to become a top-performer, saving energy and thereby reducing carbon and combating climate change.”

While the multi-tenant building was already operating efficiently when an energy audit was conducted in 2013, with this LEED v4 Gold certification the operations team was able to improve the building’s energy performance further by 25 per cent, resulting in an energy use intensity of 20 ekWh/sf and an ENERGY STAR score that placed the building in the 91st percentile amongst its peers.

Crediting its close partnership with LEED consultants WSP Canada, Blackwood Partners also says the entire project – from initial planning to performance verification and documentation – was completed in just over one year.

“Blackwood Partners is confident that the LEED v4 O+M Gold certification of 270 Albert Street is an opportunity to elevate the building in the downtown Ottawa marketplace by reinforcing the owner’s commitment to sustainable practices and supporting the green initiatives of our tenants within their workplace,” says Peter L. Stafl, vice-president of leasing and asset management for Blackwood Partners Inc.

Facilities slack in averting bird collisions

Inside a small office in Toronto City Hall, team members of Fatal Light Awareness Program (FLAP) Canada, a non-profit organization that protects migratory birds in urban settings, are feeding a golden-crowned kinglet that was injured after colliding into a building in the Greater Toronto Area. There are other injured birds there, along with a freezer full of the not-so-lucky birds that didn’t survive.

Collisions with buildings are a leading cause of migratory bird mortality in North America. In Canada alone, it is estimated that 25 million birds die every year because they fly into human-built structures. Meanwhile, birds continue to be collected across cities every day. Recently, more than 500 birds were recovered over Thanksgiving by FLAP volunteers in the GTA, an area that is a prime migration route.

“The only way the issue will be dealt with is if people embrace it and take the necessary steps to lessen that problem from occurring at their structure,” says Michael Mesure, founder and executive director of FLAP. “There is also a tremendous amount of corporate reputation that will benefit them if they deal with it. No one is exempt from this issue; if you have glass on a building, your building has the potential to kill birds. Period.”

While protecting these birds may not be a priority in the day-to-day maintenance of most commercial properties, municipal bird-friendly standards are only going to get tougher in preventing collisions from happening. Cities like Toronto and Markham have already incorporated such standards, while Calgary and Ontario-based cities, including Mississauga, Ottawa and Vaughan, are working towards the same goal. Meanwhile, organizations like the Ontario Association of Architects has started encouraging members to embrace bird-friendly designs. The issue, it seems, is not so niche anymore, but slowly gaining awareness.

Owners and managers should be on board for good reason. Such measures increase a building’s reputation and tenant relations, satisfy some green certification requirements, incorporate a more holistic view of sustainability and prevent liability.

Under the Environmental Protection Act and s.32(1) of the federal Species at Risk Act, owners and operators of commercial buildings are responsible for undertaking reasonable measures to prevent birds from hitting windows. Buildings that reflect light that fatally attracts birds are in violation of this law.

But even though more and more property owners are integrating visual markers into building facades, design-based strategies found in the Bird-Friendly Development Guidelines under the Toronto Green Standard are still somewhat diluted in favour of aesthetics. Markers should be separated no greater than two inches vertically and/or four inches horizontally, but many are not. Other markers don’t cover within 16 metres of finished grade or offer enough contrast.

“This does nothing to prevent bird strikes,” says Mesure, pointing to such a building in the downtown core. “For a lot of municipalities, it’s baby steps—they don’t want to ask too much of the industry, so they let certain aspects be watered down in order to get buy-in from developers and architects.”

Bird-Friendly Standards

Under the next phase of the Toronto Green Standard, bird-friendly guidelines are anticipated to include stricter requirements, such as more contrast, tighter spaces and the application of visual markers to the exterior surface (first surface) of glass, rather than the second surface, in order to properly disrupt the illusion of a reflective environment or open area beyond the glass. Once these changes are adopted, there is an expectation that industry will be less resistant, and eventually accept and adjust.

But there are also a lot of building owners and managers who want to ensure accuracy and sound methodology. According to Sandra Pakosh, BirdSafe business development consultant at FLAP, the organization receives many calls from industry members looking to assess risk or ask about protocols. BirdSafe standards take municipal bird-friendly guidelines to a higher level. They are continuously updated and leverage FLAP’s decades-long experience in dealing with bird collisions and remediation globally.

These standards also include a comprehensive risk assessment service to test all glass and evaluate about 50 influences from lighting and vegetation to water bodies and design features. While many building managers care about these factors, they most often worry about the costs involved to retrofit.

“When we do an assessment, we are able to determine, based on a building’s façade, what facades pose the most risks and need to be retrofitted and treated,” says Pakosh. “It isn’t always a requirement to retrofit an entire building.”

For now, cost depends on the product, landscape and design of the building itself. Some buildings have a flat façade; others require special machinery, licensed installers or extra labour which increases the cost.

“But as this becomes more common, there will be competition among products and costs will come down,” says Mesure. “It’s slowly getting there, but it will only get there as more people embrace it.”

For consistency, FLAP would like to see a flat-rate standard province-wide. At the moment, each municipality creates its own version of what that standard should look like, which can result in confusion for some architects and developers.

Bird-Friendly Maintenance

“When we talk to some individual maintenance workers, they will tell you they’ve picked up thousands of dead birds at that one building,” says Susan Krajnc, program manager for FLAP. “But often they report it to management and it doesn’t go any place.”

While it depends on the individual maintenance worker, all too often, most bodies are swept up and never reported to managers. Still, many others contact FLAP asking input for protocol to which they receive a quick response. Security workers are often first responders. They can transport the injured bird to security holding stations located in other buildings, where FLAP volunteers collect them.

From a facility manager perspective, many haven’t identified an issue or see reason to invest in remediation. This makes sense, according to Mesure. They aren’t walking around looking for birds. Unless tenants complain, nothing really gets done.

“What I’ve learned is that the building owners and operators—the ones that do something—aren’t being forced to do something—they get it; they care,” he says. “And that will also depend on how the staff below them responds to the issue.”

Some corporations are finding that safeguarding against bird collisions has myriad benefits. For example, RBC is moving to more daytime cleaning, not only to save money, but to prevent nighttime collisions which do occur. RBC’s WaterPark Place recently won a Canadian Green Building Council Innovation Award for its outstanding sustainability performance, including bird-deterrent solutions using bird-friendly glass.

Aesthetic concerns continue to push science, research and manufacturing to develop new technologies, such as applying the right amount ultraviolet reflective tinting that birds will see, but humans cannot. This is what industry wants, and what Mesure believes will likely become the industry standard once it’s perfected.

Bird-Friendly Incentives

If buildings meet a certain set of bird collision deterrence criteria, they can earn credits in other third party programs, such as LEED and BOMA BEST.

Other buildings are using frit patterns for aesthetic or solar reflectivity purposes to reduce cooling costs on the inside. As a result, they are meeting visual marker criteria for LEED credit. The Markham Civic Centre, for instance, used a film designed for solar reflectivity and incorporated printed markers on the film.

“They not only happened to reduce the cooling cost of that interior atrium; they were saving birds’ lives,” says Mesure. “There are many ways where it can benefit the owner and operator and save energy. Before long, the law is going to be tough enough that it will be difficult to ignore. Until then, it’s an opportunity to look good for doing it, rather than being forced to do it.”

Geometric patterns on the glass exterior of Toronto’s Ryerson Student Learning Centre reduce energy use and solar glare, and deter birds.

Once visual markers are installed, it’s important to communicate this to tenants and the public as well. When inquiring about sustainable initiatives in a building, prospective tenants are starting to ask about bird collisions as well, rather than viewing it as a pest control issue.

“There are buildings that applied markers to their windows, and the public don’t have a clue what it means, or they might not notice them,” says Mesure. “Put a plaque up in your lobby or window. Tell the public what these markers are about.”

Rebecca Melnyk is online editor of Canadian Property Management and Facility Cleaning & Maintenance @rebeccachirp

FMs quarterback retail transformation

Facilities managers in today’s retail sector have moved away from a traditional focus on operations and maintenance of physical space toward an expanded menu of strategic services for the shopping environment. The newly released 2017 Trends Report from the Professional Retail Store Maintenance Association (PRSM) highlights the roles retail facilities managers increasingly play in human resources, marketing, technological integration, regulatory compliance and strategic business planning.

“The retail industry has been and continues to experience rapid evolutionary changes,” observes Leigh Pearson, Director of Facility, Environmental & Procurement Services with Staples Canada and Chair of the PRSM Board of Directors. “These changes provide a great platform for today’s facilities management professionals to help move retail towards an even brighter, more exciting future.”

The report identifies five critical skills:

Financial literacy to inform capital spending decisions;
Employment of technology to drive efficiencies;
Energy management knowledge:
Communications skills to engage everyone from the frontline to the C-suite
Long-range vision to see beyond current problems to tomorrow’s solutions.

Once primarily tactical, demanding supervision of skilled trades, facilities managers have taken on more strategic functions which may entail working with data and financial analysts, design, construction and leasing teams, IT and cybersecurity experts. This also calls for coordination with Human Resources to hire, train and retain necessary expertise.

With big data replacing spreadsheets, the growing take-up of energy management, building management and maintenance management systems and arrival of the Internet of Things (IoT), the report portends: “FMs of the future will not need to know how the technology works. However, they will have to understand how technology can be integrated and used to create the most efficient, safe retail operation possible.”

The rise of smaller urban spaces, pop-up kiosks and store-within-a-store formats in place of formerly prevalent cookie-cutter designs brings the challenge of managing and procuring for a diversity of uses. “FMs are also being called upon to manage space that has been leased inside their stores, often to complementary retailers, but sometimes to non-retail companies for office space. This type of arrangement transforms the retail FM into a landlord with a new set of responsibilities, risks and legal requirements,” the Trends Report states.

Suppliers will likewise need to understand the changing needs of their retail clients. While cost and service are always important, retail facilities managers expect expertise and an understanding of their market demands. The Trends Report commends suppliers with the following qualities:

Business Acumen to demonstrate value to the retail FM and offer customized proposals, tailored to fit the retailer’s financial objectives;
Technological Acumen including an understanding of computerized maintenance management systems (CMMS), energy management systems (EMS) and building management systems (BMS) and, more importantly, an understanding of how technology can help customers;
Co-opetition or the willingness to provide advice on products and services they don’t sell, knowing it will build trust, enhance relationships and pay off in the long run;
Swipe & Deploy Skills to identify new practices in other areas of retail, or even other industries, that might have potential in retail FM – understanding that innovation prevents extinction.

Consumer and political activism can drive new regulatory requirements as governments introduce new rules and/or update existing ones, and retailers can be pressed to stay ahead of the compliance curve. Given the current trend toward more regulations and stiffer fines, they are advised to consider the broader reputational and brand risks at play.

The Trends Report points to four particular concerns in the retail environment: health and sanitation; risks related to construction projects; elevator/escalator risks; and fire and life safety. Facilities managers must also ensure that contractors and suppliers comply. Plans and documentation are central to due diligence.

All these pressures are unfolding within a business environment that challenges retailers to stay competitive and is driving some of them to reinvent themselves. The Trends Report recounts facilities managers’ struggles and creative adaptation in an era of rising mall vacancies and emerging digital competition for market share.

A dramatic change in tenancy such as conversions to office space will bring new kinds of operational demands, while the arrival of tenants accustomed to their own stand-alone premises could inspire some culture clashes. However, change can be highly lucrative.

“Redeveloping anchor space comes at a cost to landlords, but holds the promise of hefty returns as department stores paying as little as $2 a square foot in rent are replaced by new anchors paying $15 to $20 a square foot,” the Trends Report states. “If the space is carved into smaller parcels for specialty retailers, rent can approach $100 a square foot.”

The complete text of the 2017 Trends Report can be found on Professional Retail Store Maintenance Association website.

Randall Linton wins PRSM Excellence Award

Randall Linton, president of ServiceNational Canada, was presented with the Professional Retail Store Maintenance Association’s (PRSM) Canadian Excellence Award.

The award recognizes the highest levels of professionalism in retail facilities management. Recipients of the award are innovative leaders in the industry who excel in their company, and they also give back to the profession in terms of sharing their knowledge and experiences with others

“Randall is a natural teacher, and continuously strives to educate, inform and share his valuable experiences with others,” said Leigh Pearson, chair of the PRSM Board of Directors, and director of facility, environment and procurement for Staples Canada. He has built a highly successful, national maintenance company based upon competence, confidence, mutual trust and respect for his clients, his employees and the industry.”

Linton and his brothers are co-owners of Interior Care Limited, a 55-year-old company that provides professional maintenance services to commercial offices and condominiums, and ServiceNational Canada, Inc., which provides full contract maintenance of retail stores across Canada.

“It is a privilege to serve our customers and to be a member of PRSM,” said Linton. “I want to thank my ServiceNational team for their hard work and dedication and all of the PRSM members who have helped us along the way. We appreciate the opportunity to be a part of this industry and part of PRSM.”

CCI Toronto chapter names Sally Thompson president

The Canadian Condominium Institute (CCI)’s Toronto and Area chapter has appointed Sally Thompson as its new president, effective Oct. 20, 2016.

Sally has been a member of the CCI Toronto chapter’s Board of Directors since 2008 in various functions, including service on the Legislative, Conference and Education Committees, and as Vice President. Sally is also a frequent presenter at the Condo Conference and other forums, and is an instructor for CCI Toronto’s Level 300 Reserve Fund course. Sally volunteers with Tarion and ACMO and has been an important contributor to the reform of the Condominium Act, including sitting on the province-wide eleven-member Expert Panel.

Sally is currently Managing Principal at Synergy Partners, a consulting engineering firm that specializes in building engineering, performance audits and reserve fund studies. Sally began her career full-time in 1990 and has spent a significant portion of it to help condominiums assure their long-term financial success using smart planning and spending methods.

“It is a great honour to be asked to lead CCI-Toronto. The chapter has an outstanding board and many dedicated volunteer committee members and speakers,” said Sally, in a press release. “Together, we strive to provide excellent education for Condominium Board Directors, keep our members informed about what is happening in the industry, and push for reform where reform is needed.”

Other CCI Toronto Board Members include 1st vice president Tania Haluk, 2nd vice president Marc Bhalla, secretary/treasurer Bob Girard, immediate past president Mario Deo, and directors Brian Antman, Armand Conant, Brian Horlick, Henry Jansen, Murray Johnson, Sue Langlois, Ernie Nyitrai and Vic Persaud

Construction skilled trades gap shrinks in B.C.

A report by the BC Construction Association (BCCA) shows the skilled trades gap is shrinking in B.C. as more youth enter the industry. It is better than expected results for B.C.’s skilled workforce, in key figures released by BCCA for the province’s industrial, commercial, and institutional construction sector.

One of the biggest gains comes in the ratio of B.C. high school graduates entering construction trades training programs within one year of graduation. When the BCCA first began calculating this number in 2013 it estimated that 1/93 students went from Grade 12 into trades training. In 2016 that number has improved by 35% to 1/69.

“Our youth are getting the message that the trades can be a very rewarding and lucrative career path,” observes Manley McLachlan, BCCA president. “Even so, we would need 1/10 high school graduates to enter the trades in order to have enough skilled journey people for the jobs that are coming.”

Earlier this year Buildforce Canada revised its estimate for BC’s skilled worker shortage to 15,000 by 2025, which is 51 per cent lower than their 2013 estimate of 30,500.

“It’s very important to understand that the main reason for the predicted skilled worker shortage is retirements,” cautions McLachlan. “If liquefied natural gas projects go ahead, the gap gets even bigger. Do not make the mistake of disregarding the worker shortage because of lack of progress on the LNG side. The workforce pressure is on regardless.”

Two thirds of B.C.’s construction workforce is over the age of 45. Construction is the largest employer in B.C.’s Goods Sector, with a total workforce of 210,000 in 2016.

B.C.’s unemployment rate for youth (those aged 15-24) has dropped 14 per cent since 2013.

“These trends are all positive, but it’s important to recognize that 11.1 per cent youth unemployment means more than 42,000 young people would like to be employed but can’t find jobs,” says Chris Atchison, provincial manager of the Skilled Trades Employment Program (STEP). “When you compare that to the skills gap in our sector, the solution seems clear. But the problem is still a long way from being solved.”

Construction pays an average year wage of $57,715, an increase of 3 per cent and second only to the average yearly wage in the oil and gas sector.

At 8.2 per cent of B.C.’s GDP and with an estimated $329 billion in proposed projects, trends in the construction workforce have a big impact on the provincial economy.

For more information on these and other important statistics visit www.bccassn.com/stats/

New research investigates condo governance

New research into condominium governance found that board members, property managers and unit owners have a number of familiar topics on their minds. Lack of community, lack of director education and poor communication were among seven themes identified by Dr. Randy Lippert, professor of criminology and sociology at the University of Windsor, in a recent study.

For the study, Dr. Lippert and his research team of graduate students interviewed roughly 150 board members, property managers and unit owners in condominium dense New York City and Toronto. The individuals represented condominiums ranging in price — more than and less than $600,000 in Toronto — and in size, from fewer than 50 units, to 50 to 150 units, to greater than 150 units.

Funded by the Social Sciences and Humanities Research Council of Canada, the independent research was designed partially to highlight the issues for unit owners and service providers in hopes of improving condominium governance. Going into the study, Dr. Lippert predicted that he would find disputes and dysfunction, based on information available about the U.S. experience with these types of arrangements.

“We expected a lot of conflict, a lot of litigation, and in some places we found that, but in others, we didn’t at all,” he said. “Some condos are run extremely well; if you speak with owners, you find that they’re happy with their property management company, they are not too freaked out about how fast their condo fees are rising, so it was really a mix in that respect.”

The research ran almost in parallel with the Ontario government’s review of the Condominium Act, which explains why they picked up on similar themes. Dr. Lippert said he’s optimistic that some of the legislative changes that were recently passed but that are not yet in force will address certain issues. However, he added, it really depends on the details of the regulations.

One of those changes is to introduce and make mandatory basic education for new directors. Both unit owners and board members reported to the researchers that they were troubled by the fact that directors frequently deferred to property managers on decisions due to lack of knowledge.

Another of those changes is a forthcoming requirement to follow specific procedures for certain procurement contracts. The details of the requirement are to come in the regulations, but it could answer concerns the research identified about conflicts of interest on the part of board members.

Unit owners also commented on the difficulty in combatting breaches of the Condominium Act when they’re up against board members who can call on the corporation’s lawyer as a resource. Dr. Lippert noted that the Condominium Authority, which would provide a cheaper, faster alternative to taking disputes to court via a tribunal, may address this.

But, he said, unit owners questioned whether they alone ought to bear its cost. (It’s expected that the Condominium Authority will be self-financing once established, with a monthly fee of roughly $1 per unit owner supplementing service fees.)

Those with experience locked in conflict with their board considered that the benefits of a Condominium Authority might outweigh its cost — assuming the Condominium Authority is brought to life. Those with institutional knowledge dating back to the 1970s recalled that a ‘Condo Office’ was promised by a previous provincial government.

“They never did anything with it,” Dr. Lippert explained, “so there is the suspicion that it’s just window dressing and won’t really do anything.”

However, the research also found that satisfying the craving of unit owners for communication from their board could be another way to head off conflict. An easy step for boards to take would be to host fireside chats or other gatherings outside of the mandatory AGM, offered Dr. Lippert.

“Actually have more open meetings, which I get can be uncomfortable sometimes for condo directors and property managers,” he said. “But at the same time, sometimes people just want their beef to be heard and that can go a long way in terms of defusing problems and litigation later.”

A common fault line in condominium communities exists between investor owners who do not reside in their units and the owner occupiers who do, according to the research. In particular, these two groups appeared to be at odds over reserve fund spending, and whether to prioritize aesthetic projects or saving for critical replacements.

The research found that unit owners worried about the lingering influence of yet another player in the condominium community, the developer. Owners pointed to examples of developers trying to dodge warranty obligations and install developer-friendly members on the post-turnover board.

All of which is to say condominium governance — and property management — is complicated, as Dr. Lippert observed. He characterized the research as a small, but in-depth contribution to an area that demands further inquiry as millions of Canadians and counting live in condominiums.

“It’s really kind of stunning how much they [board members and property managers] have to know and do,” he said. “Everything from hoarding, tobacco smoke drifting through corridors, fire hazards, mentally ill owners wandering the halls, crime, conflicts of interest on the board in terms of arranging contracts … and just a huge list of ongoing things that they have to deal with in a fair way and consistent with the legislation.”

Dr. Lippert plans to report further on the findings of his work in forthcoming academic papers. He is also finishing a book manuscript tentatively entitled Condo Conquest, which will be reviewed for publication by University of Toronto Press. Anyone interested in obtaining a copy of the final report can contact him at [email protected]. He is also still interested in reaching more property managers for confidential interviews.

Michelle Ervin is the editor of CondoBusiness.

Vancouver moves to Zero Emissions Buildings

In July 2016, Vancouver City Council approved the Zero Emissions Building Plan (the Plan) and in doing so has shifted the emphasis of building policy and regulation for new construction in the city away from energy efficiency in general towards operational greenhouse gas reduction specifically. The Plan includes four main strategies to transition all new construction in the city to zero operational greenhouse gas emissions by 2030.

This may appear as an audacious goal but Vancouver is well positioned to take a leadership role in transitioning North American design and construction practices towards new buildings that emit virtually no carbon pollution. Currently 98 per cent of electrical power used in British Columbia is supplied by renewable sources such as hydro, micro hydro, wind and biomass. In addition, Vancouver’s mild climate means that the need for heating and cooling are lower than most other North American jurisdictions. The challenge in Vancouver is making this transition in such a way so as to maximize local economic development without negatively impacting housing affordability.

1. Stepped Limits for Greenhouse Gas Emissions and Heat Loss
The first strategy in the Plan calls for the establishment of limits for GHG emissions and heat loss (per m2) for major building typologies. These limits will be stepped down between 2017 and 2030 through periodic amendments to Vancouver’s Rezoning Policy for Green Buildings and its building bylaw. The Plan includes interim targets to reduce emissions from new buildings by 70 per cent by 2020 and 90 per cent by 2025 as compared to the 2007 baseline.

The Plan primarily focuses on residential construction as it represents 82 per cent of new development in Vancouver by building area. Residential building owners typically lack the expertise required to ensure that complex mechanical systems have been properly commissioned and maintained. As a result, the Plan emphasizes two main approaches to ensure GHG reductions are reliably achieved and sustained in new construction. New buildings will be required to either minimize building envelope and ventilation system heat loss or will be required to connect to a district energy system that uses primarily renewable energy while making more modest improvements in building efficiency.

2. Public Sector Leadership
Industry consultation and global best practice research indicated that regulatory approaches alone would not be successful. The rapid evolution of local design expertise, the supply of cost competitive high performing building components, and changes to common construction practice require that we start building zero emission buildings in a wide range of contexts immediately.

As a result, the second strategy is to require all new city-owned and Vancouver Affordable Housing Agency buildings to achieve as close to zero emissions as feasible. Given the Plan’s emphasis on reducing envelope and ventilation heat loss, new city buildings will seek to achieve Passive House certification, the leading global standard specifically developed to meet these objectives.

3. Private Sector Incentives
The third strategy is to provide incentives to leading developers and builders who demonstrate cost effective approaches to achieving zero emissions for new construction. In adopting the Plan, council committed an initial $1.6 million for incentives for voluntary leadership in building zero emissions new homes and townhouses. Staff are exploring additional tools and resources to catalyze zero emissions leadership in multi-unit residential buildings, potentially using approaches such as expedited permitting, permit fee or property tax discounts, etc.

4. Capacity Building
The fourth and final strategy in the Plan is to invest in design, construction, and permitting capacity building. Early private and public sector leaders will be encouraged to share their insights about successful approaches and barriers encountered. Incentives will be connected to the development of design and post-occupancy case studies as well as the presentation of lessons learned to industry peers. Towards this end, council has committed an initial $700,000 towards the establishment of a non-governmental Zero Emissions Building Centre of Excellence to facilitate dialogue and access to expertise and training to serve not only Vancouver but the entire region.

As an early capacity building action, permitting and building inspection staff are being provided with training in high performance building envelope design and construction approaches and the Passive House standard. In addition, city policies have been updated to allow floor space exemptions for increased wall thickness and roof height to accommodate the higher levels of insulation required.

The First Step
Draft policy and regulatory changes reflecting the first step in the limits on GHG emissions and heat loss for multi-unit residential buildings as called for in the Plan have been developed. Anticipated design responses to the changes include a reduction in exposed concrete and other thermal bridges, simplification of heating systems, and the use of direct ventilation and heat recovery ventilators.

Staff are currently consulting with impacted stakeholders for input. Recommendations to City Council on these changes will be made in late 2016 or early 2017 but no significant new requirements for detached houses are anticipated prior to 2020 as the efficiency requirements for this building type were improved significantly in the 2014 building bylaw.

The proposed new requirements will provide for improved alignment between similar building types, seek to streamline requirements to focus on priority outcomes, provide developers with flexibility in achieving the limits, and simplify administrative requirements. The changes are not anticipated to materially impact construction or operating costs, but will reduce GHG emissions by more than 50 per cent for multi-unit residential buildings. In addition, the changes are expected to lead to improved indoor air quality and comfort while simplifying building operations and maintenance.

Sean Pander, the City of Vancouver’s green building manager, leads the city’s development of policies and industry partnerships to transform how new buildings are developed to reduce their carbon footprint while maximizing their functionality, health, and comfort.