Condo Business October 2022 by MediaEdge

Canada’s Most Widely Read Condominium Magazine

October 2022 • Vol. 37 #5

GEARING UP FOR GREEN

PM#40063056

At one Toronto condo, the newest amenity can be found in the parking garage

Replacing mature landscapes, energy efficiency spending and the housing supply gap

PA R T O F T H E

P A R T

O F

T H E

Condominium

Residential

Commercial

Rental

NADLAN-HARRIS

PROPERTY MANAGEMENT INC. 500 Champagne Drive, Toronto, ON M3J 2T9

AN ACMO 2000 COMPANY

We are a team of dedicated experts, specializing in professional property management of: • High-Rise/Low-Rise Condominiums • Residential/Commercial/Industrial • Town Home Condominiums

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Contents 26

DESIGN & RENOVATION

OPERATIONS & MAINTENANCE

IN EVERY ISSUE

6 Multi-Res Cost-Effective for EV-Charger Access

12 A Boost for Energy Efficiency Spending

Editor's Note

New & Notable

By Barbara Carss

Green Mobility

By Rebecca Melnyk

Modernizing Building Security By Jason Chiu

16 Existing Buildings: Coming Up to Modern Standards By Duncan Rowe

The Ants Go Marching By Alice Sinia

24 Capital Park Brings Condos to Historic Neighbourhood By Erin Ruddy

HOUSING MARKET

32 Coming of Age Replacing mature landscapes over

8 A Game of Supply and Demand By Barbara Carss

slab By Kent Ford

TRIVEST WILL MANAGE ALL THE DETAILS OF YOUR CONDOMINIUM BUILDING CUSTOMER SERVICE Make sure condo owners feel heard and supported in their living community. For more information, call 416.449.4100 ext. 24 tony@trivestdev.com TRIVESTDEV.COM

REGULAR MANAGEMENT REPORTING Accurate and timely financial statements. DETAILED OPERATIONAL UPDATES Daily maintenance, tender review and contractor management.

EDITOR’S NOTE

Associate Publisher Bryan Chong

Game Plan

Editor Rebecca Melnyk

At the recent

Condo Conference in September, I was able to attend a session on future condo industry trends. It was an eye-opening discussion that brought forth many predictions, such as staffing model shifts for property managers, service providers becoming HR experts, and here’s a big one, the rise of deconversions. Another big topic was, of course, sustainability and how reserve fund studies need to plan for climate change. There’s a great story about that on the REMI Network, by manager Murray Johnson. In this issue, sustainability threads together many stories. It’s a topic that has habituated itself in the industry as buildings face evolving carbon mandates. On page 18, see how a new condo in Toronto is helping to lower community-wide emissions with a unique e-car sharing program—the first to launch at a condo in the city. Other stories dive into new energy efficiency funding, housing supply and how to go about replacing much-loved landscapes that have to be obliterated during a renovation. An engineering professional also offers insight on aging buildings and what to expect when planning for large (technically complex) retrofit projects amid the push to lower carbon. Rebecca Melnyk Editor, CondoBusiness rebeccam@mediaedge.ca

Advertising Sales Bryan Chong, Sean Foley, Ron Guerra, Jason Krulicki, Melissa Valentini Art Director Annette Carlucci Graphic Designer Thuy Huynh Production Manager Ines Louis Contributing Writers Barbara Carss, Jason Chiu, Kent Ford, Duncan Rowe, Erin Ruddy, Alice Sinia Digital Media Director Steven Chester Subscription Rates Canada: 1 year, $60*; 2 years, $110* Single Copy Sales: Canada: $10*. Elsewhere: $12 USA: $85 International: $110 *Plus applicable taxes Reprints: Requests for permission to reprint any portion of this magazine should be sent to info@mediaedge.ca. Circulation Department Adrian Hollard circulation@mediaedge.ca (416) 512-8186 ext. 234 CONDOBUSINESS is published six times a year by

President Kevin Brown Director & Group Publisher Sean Foley Accounting Manager Michele Therien 2001 Sheppard Avenue East Suite 500 Toronto, Ontario M2J 4Z8 (416) 512-8186 Fax: (416) 512-8344 e-mail: info@mediaedge.ca CONDOBUSINESS welcomes letters but accepts no responsibility for unsolicited manuscripts or photographs. Canadian Publications Mail Product Sales Agreement No. 40063056 ISSN 0849-6714 All contents copyright MediaEdge Communications Inc. Printed in Canada on recycled paper.

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MULTI-RES COST-EFFECTIVE FOR EV CHARGER ACCESS Multi-residential buildings are seen as a costeffective option to expand EV charger access and reduce required

investment in pricier public infrastructure. A new federally commissioned

study from the research firm, Dunsky, projects Canada will potentially need upwards of 1.3 million Level 2 charging ports in multifamily buildings by 2030 to stay on track with the target for electric vehicles to comprise 100 per cent of new sales and 40 per cent of the total national f leet by 2035.

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DESIGN & RENOVATION

That’s based on the premise of a complementary balance of at least 195,000 publicly located chargers, with a mix of Level 2 and DC fast charging (DCFC) capabilities, to attain a nationwide ratio of three EVs per charging port. Alternatively, the researchers sketch out a lower reliance on home charging options, which would involve about 152,000 charging ports in multi-residential buildings along with more than 200,000 public chargers, for a higher ratio of 14 EVs per charging port. Both scenarios are still highly theoretical since there are currently only about 16,640 publicly available chargers on fewer than 7,000 sites across Canada. Nearly 35,000 more EV chargers are pending, and slated to be installed within the next 15 months, with support from the federal zero-emission vehicle infrastructure program (ZEVIP), while a new allocation in the 2022 budget is expected to underwrite another 50,000 by 2027. However, much is riding on other players getting involved. The Dunsky report estimates a $20 billion investment in charging infrastructure will be needed between now and 2050 when 90 per cent of the national vehicle fleet, or upwards of 31 million vehicles, is projected to be electrically powered. That’s based on current costs of approximately $8,000 per Level 2 port, which takes four hours to deliver a charge adequate for 120 kilometres of travel, and about $150,000 per fast-charger port, which accomplishes the same outcome in about 30 minutes. “It is crucial to have adequate charging infrastructure to meet this increasing demand,” observes François-Philippe Champagne, Canada’s Minister of Innovation, Science and Industry. “This report highlights important opportunities for the private sector to leverage the foundation we’ve already built to further increase the number of chargers available.” The significantly higher cost of fast chargers underpins the case for focusing on improving at-home access to Level 2 chargers. Dunsky researchers calculate that an approach that favours denser multi-residential saturation could ultimately save billions of dollars if it reduces requirements for public charging hubs. Bolstering the argument, more than 40 per cent of Canada’s population is expected to live in multi-residentials building by 2050. “Charging at home overnight is the most convenient option for EV owners and can also be the most cost-effective option when

charging infrastructure is deployed at scale and incorporated into new buildings during construction,” the report states. “Ongoing efforts by the federal government to retrofit existing buildings and to ensure that new buildings are designed with EV charging in mind will lead to significant cost savings through reduced needs for public charging, while also making EV ownership more convenient for a broader range of Canadian households.” More than 1 million EVs are projected to be on Canada’s roads by 2025, while a much steeper increase is foreseen over the next 10 years to push the tally up to 4.6 million by 2030 and 12.3 million by 2035. Dunsky researchers calculate the installation of 1 million EV chargers in existing buildings coupled with building code requirements for EV charging capabilities in all new construction as of 2025 would result in about 34 per cent of multi-residential buildings providing access to charging by 2030. However, a slower rollout of just 100,000 installations and a five-year delay in mandating EV-readiness in new

construction would mean that just 4 per cent of buildings could offer residents access to EV charging by 2030. Multi-residential dwellers who do not have on-site access to EV chargers are identified as a prominent user group for public charging sites, particularly creating demand for community-based services (as opposed to those geared to highways). That might also be an initial pull for private investment.” “While the business case for public charging infrastructure can be challenging due to the prevalence of residential charging, increased utilization over time thanks to a growing EV population should improve charging infrastructure economics in the coming years. Analysis of the potential profitability of different types of charging infrastructure in different contexts could help the federal government and other stakeholders to focus their efforts to encourage private investment as much as possible, while filling gaps in areas that are likely to be underserved by private investments,” the report recommends. 1

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A GAME OF SUPPLY AND DEMAND Market fundamentals should favour development, but challenges abound

R ising interest rates a nd a sluggish supply chain pose added

BY BARBARA CARSS

complications for new housing development, but industry insiders and economic analysts alike maintain that Canada’s market fundamentals should reward investors in the longer term. Speaking during the Bloomberg online Canadian finance conference in September, commercial real estate players assessed the opportunity and tallied some of the current challenges, while one of Canada’s top housing strategists outlined the federal government’s efforts to invigorate producers and stabilize consumers.

8 CONDOBUSINESS | Part of the REMI Network

HOUSING MARKET

“Correcting the supply-demand imbalance is the best way to restore affordability,” asserted Romy Bowers, president and chief executive officer of Canada Mortgage and Housing Corporation (CMHC). “We need to create more homes for Canadians to buy, but we also need to create more rental units for Canadians to live in across all price points.” Recent CMHC analysis concludes that approximately 3.5 million additional dwelling units are needed to meet demand and pull prices back into closer alignment with purchasers’ and tenants’ incomes. That underpins a federal target for 400,000 housing starts annually, which is roughly double the current Canada-wide level. The private sector is tapped for a crucial role in filling that gap, given that it builds 95 per cent of the housing coming onto the market. However, it’s a performance expectation that’s intrinsically tied to development costs, the availability of labour and the receptiveness of the local governments that control planning and permitting. “Demand is so high, there should be a supply response, but that supply response is not happening,” Bowers mused. “So we have to, really, as a country, look at what is preventing the supply response and take actions urgently to address those issues.” Encumbrances and counterbalancing efforts From developers’ perspective, Brian Rosen, president and chief executive officer of Colliers Canada, cited some common encumbrances, including prolonged timelines for obtaining development approvals and development charges and fees that drive up costs. Varying planning requirements, political agendas and staff resources present lesser or greater hurdles across a myriad of urban municipalities, but opposition from local residents and/or politicians is typically universal. And, if the slow process and persistent conflict seems tiresome, so, too, can be the resulting output. “You end up with a very binary effect — you get a tower or you have a single-family home, but there’s a lot of stuff in between (those two forms) that can be done,” Rosen observed. Recent, and perhaps future, interest rate increases bring higher costs for borrowed money, changing the break-even point for new projects. For condo developers, that also comes with concerns about consumers’ buying powers.

Before CMHC released its revised o u t l o o k o n O c to b e r 13 , B owe r s confirmed that it char ts a year- overyear average national decline in house prices in the range of 10 to 15 per cent. T hat’s steeper than the 5 per cent dip projected earlier this year, but she places it in the context of “rapid, unsustainable price increases” over the course of 2020 and 2021 and contends there’s little fear of a crash.

“We believe there is a very significant supply shortage in Canada and there is significant demand that is being unfulfilled,” she reiterated. “In our view, the supplydemand mismatch is what is going to sustain the housing market in the long term.” The dynamics are the same in the rental housing market. “There’s a direction multifamily rental rates are headed and it’s not a downward direction, which is tough on people from an affordability standpoint,” Rosen said.

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HOUSING MARKET

Through its financing arm, Bowers reports CMHC is striving to “keep the construction pipeline going” as inflationary pressures subvert developers’ pro formas and undermine project viability. Meanwhile, to tackle lamented obstacles in the development approvals process, CMHC has been tasked with rolling out the new Housing Accelerator Fund for municipalities — $4 billion over five years, promised in the 2022 federal budget — aimed at spurring the

construction of 100,000 new housing units. “We hope that this incentive will provide municipalities with the support to break down local-level barriers that do exist to supply creation,” Bowers said. “This funding could be used to accelerate permitting processes or to modernize planning processes. It could also be used to educate local residents about the benefits of more density in their communities and more transit-oriented development.”

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Prospects for strong investment returns The latter is the type of project for which investors and developers are enjoying success and foreseeing strong continuing demand. Michael Emory, president and chief executive officer of Allied Properties REIT, sketched out trends in Montreal, Toronto and Vancouver where urban mixed-use development is flourishing. He suggests the prominent presence of post-secondary institutions and knowledgebased organizations draws a constant supply of young people to Montreal’s core, nurturing spinoff synergies of business start-ups, job growth and demand for housing, retail and leisure pursuits. Along with the noticeable towers — including in-progress, purpose-built rental projects that will deliver thousands of new units as they are completed over the next few years — he sees more subtle “soft densification” augmenting Toronto’s supply, while Vancouver continues to churn out new condo and multifamily rental developments. “There may be some dampening of creation because of interest rates, and because of perhaps inappropriate behaviour on the part of municipalities, but I think Canada will continue to propel forward because there’s a deep need,” Emory submitted. “Our populations are growing and we do have to find dignified ways of creating living space.” Rosen concurs that housing is an integral component of what he terms “placemaking” or redeveloping and repositioning areas within the existing urban fabric. He predicts investors will continue to reap strong returns from mixed-use projects that package housing and retail with walkable or easy transit access to residents’ workplaces and other services and amenities. “That’s where a lot of investment is going to be going — to creating those neighbourhoods where they’re now currently not highest-and-best-use, as well as intensifying and densifying in those areas and transitioning malls and reimagining what retail should look like,” Rosen said. “If you can get in on that, and it may take a multi-year investment, that is a real future growth area for all different types of the asset classes, and that’s where we’re going to see communities thrive.” 1 Barbara Carss is editor-in-chief of Canadian Property Management.

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A BOOST FOR ENERGY EFFICIENCY SPENDING The Ontario government has pledged $342 million in additional energy

BY BARBARA CARSS

efficiency spending to be rolled out between the spring of 2023 and the end of 2024 as a part of the current four-year framework for conservation and demand management (CDM) programs. The new injection is a 49 per cent boost to the budget allotted when the framework was launched in 2021, but still falls short of the funding available before the government scaled back offerings for the commercial sector and cancelled most programs for the residential sector in 2019.

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ENERGY MANAGEMENT

“We were quite disappointed when there were cuts to the CDM framework a few years ago at a time when conservation was gaining momentum,” says Bala Gnanam, vice president, sustainability, advocacy and stakeholder relations, with the Building O wners and M anagers A ssociation (BOMA) of Canada. “So we are pleased to see Ontario is committing additional funds now. Better late than never.” The government’s rationale is spelled out in a directive that Energy Minister Todd Smith issued to Ontario’s Independent Electric System Operator (IESO) in late September. It’s premised on projected future ele c tr ic it y d em and and the economics of curbing consumption to offset the need to produce more supply. The IESO advises more electricity system capacity will be required as early as 2025 to keep up with provincial growth and the steady switch away from fossil

fuels for transportation and building space heating. In sync with escalating demand, aging nuclear generating units are slated to be decommissioned or sidelined for refurbishment. “Fulfilling this forecasted supply need will require the IESO to procure electricity products and services from both existing and new resources,” Smith’s directive states. “Energy efficiency programs have the potential to generate significant savings for ratepayers, lowering electricity costs. Moreover, they help to reduce our dependence on natural gas electricity generation, which is a priority for the government.” Along with coordinating the distribution of the additional CDM funds, the IESO is tasked with inducing an extra 285 megawatts (MW) of annual peak demand reduction and 1.1 million megawatthours (MWh) of annual energy savings by

2025. That’s expected to translate into a $650 million cost saving and a 3 million tonne reduction in greenhouse gas (GHG) emissions over the lifetime of the energy efficiency measures, providing good payback on the investment. The new $342 million allocation will flow into four CDM programs, with up to $136 million or nearly 40 per cent of the funds earmarked for incentives for greenhouse operators in southwest Ontario. The remainder is intended to underwrite: • allowance for custom energy-efficiency projects within the IESO’s existing retrofit program for the commercial, industrial and institutional sectors, broadening out from the current focus on prescriptive measures; • “e n h a n c e m e n t s” o f t h e I E S O ’s local programs for targeted areas

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ENERGY MANAGEMENT

experiencing par ticular electricit y system constraints, which currently encompasses the Richview South distric t in Toronto, York Region, Ottawa and the Belle River area in Windsor-Essex, including incentives for distributed energy; and • the creation of a new voluntary demand response program for residential customers agreeing to let their local utility adjust their central air-conditioning or heat pump controls via their smart thermostats. LDCs tapped for larger role Smith’s directive also hints at potential rate-based energy efficiency funding to supplement the budget the provincial government has provided. That’s to be considered as part of the pending mid-term review of the 2021-24 CDM framework. “The IESO shall explore opportunities for regulated distributors to build on IESO CDM programs where they can add value to their distribution system. This may include support for distributors’

CDM applications to the Ontario Energy Board for distribution rate funding that are in the best interest of Ontario electricity ratepayers and program customers,” the directive states. The provincial government effectively purged local distribution companies (LDCs) when it dismantled the previous government’s CDM framework in 2019 a n d t r a ns fe r re d p ro g r a m ove r si g ht solely to the IESO, but decarbonization p r o p o n e n t s s t re s s t h a t e l e c t r i c i t y grid capacity is critical to enable fuelswitching and connect new clean power sources. They argue that the managers of the grid should be assigned a role in peak demand reduction. “As more businesses and municipalities are targeting net-zero, there needs to be a focus on helping achieve smart electrification at an appropriate pace and on using conservation as an offset to the electricity growth. Local distribution companies would be a logical place to look for a coordinated effort between the grid, distribution system, municipality and the distribution customers,” maintains Andrew

Pride, an energy management specialist and consultant on conservation planning. “I read this part of the directive as opening the door for LDCs to apply for rate increases to support the IESO CDM programs and bring incremental value to the distribution and transmission systems,” Gnanam observes. “Our industry would support it if such rate increases were used for grid innovation and to improve grid reliability and resilience.” As for the deployment of the new CDM funding, he underscores the significant energy savings and emissions reduction returns to be reaped in aging Class B and C buildings. “We would like to see much of the additional funding allocated to support this sector in the way of special incentive programs, education and training and other initiatives to build capacity,” Gnanam urges. M e anw hile, J ef f R anson, BO M A To ro nto’s s e n i o r d i re c to r, e n e r g y, environment and advocacy, characterizes CDM as “good grid citizenship” that frees up more capacity to pursue emissions reductions. “In terms of allocation of

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ENERGY MANAGEMENT

funding, we see a real need to support both conser vation and zero carbon transition planning,” he says. Slate of program launches set for 2023 For its part, the Ontario government anticipates a large chunk of the projected peak demand reduction will be achieved in southwest Ontario’s greenhouse sector — 225 MW of the targeted 285 MW — through incentives for LED lighting and behind -the - meter distributed energy resources (DER), such as combined solar generation and battery storage. “This will help to alleviate electricity system constraints in the region and foster economic development,” a government release states. It also indicates the new CDM programs will be ready for applicants in the spring of 2023. Meanwhile, the IESO had already been scheduled to launch three other new CDM programs in 2023, which have been in development over the past two years. These include:

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• commissioning incentives for existing buildings;

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• the planned transition from subsidizing energy managers’ salaries to instead of fering “training, resources and enhance d technic al sup p or t” for companies with an energy manager on their payroll. Perhaps illustrative of the challenges of the provincial government’s timeline for launching additional programs, last May, Rob Edwards, the IESO’s business manager for private sector initiatives, told online attendees of BOMA Toronto’s annual global adjustment workshop that commissioning incentives would become available in the fall of 2022. When asked about the program’s eligibility criteria, he noted: “That is still under design and that’s why we’re not able to launch it until the fall.” 1 Barbara Carss is editor-in-chief of Canadian Property Management.

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• incentives conveyed through commercial lighting distributors, providing pointof-sale discounts for energy-efficient products; and

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EXISTING BUILDINGS: COMING UP TO MODERN STANDARDS Owners of existing condominiums are in a unique and challenging

BY DUNCAN ROWE

position as we progress toward 2030. New regulations from multiple levels of government are forcing condominium boards and property management companies to consider more than just a simple cost-benef it calculation when examining repair and retrof it options. Many buildings are getting older and facing decisions about upgrading major components, such as parking garages, windows, walls, and roofs. These components do not generally have quick paybacks, are considerable capital expenses, and can take multiple years to deliver.

In particular, many boards and property managers are looking to plan, prioritize, and combine larger retrofit projects efficiently in response to the realities of higher energy prices and an increased focus on making existing buildings lower carbon and more resilient. It is ironic that some older existing

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condominiums, even before a retrofit, may have a higher climate resilience than some newer all-glass towers. All of the above is starting to force the existing building industry to undertake more extensive and holistic building retrofit projects. In addition to being costly, these

DESIGN & RENOVATION

“The most critical part of

undertaking a large retrofit project is knowing the “why.”” projects are technically complex and require a clear understanding of the purpose of the work. With more industry attention on the above, there are a few approaches to note that are working well and that boards and management companies should consider when examining possible building retrofits. What is the end goal? The most critical part of undertaking a large retrofit project is knowing the “why.” Boards and managers should write down what they want the project to achieve. Many buildings want energy efficiency, but are they also looking to get closer to a net-zero carbon building? Does the building want to be more climate resilient? Or is the intent to make it less drafty to improve the comfort of the owners in their suites? All of these can be accommodated in a larger retrofit project; however, the end goal has to be clearly defined so that the board and managers can use this to determine if any changes or options that inevitably arise during design will serve to get the building closer to that goal. Plan your work and work your plan Many buildings and boards begin this journey by noting that the reserve fund anticipates, for example, a large window replacement, and they begin their pre-design due diligence. During pre-design, the board becomes aware that the window work could be combined with a wall rehabilitation or wall over-cladding. Not only is this a large technical change, but it is also not usually anticipated in the reserve fund and would likely not be possible. In this case, the board and management should create a larger plan for the building, known as a “step-wise” retrofit. This approach defines the end state of the building, possibly a complete window replacement, and wall rehabilitation is done in a series of steps. If correctly planned, each step can let the building realize some energy and performance benefits while allowing each step to incorporate future steps. This avoids

duplicating work and creates a design where future tie-ins and integrations are more seamless. If there is no overall plan, it becomes difficult to coordinate between past projects and different trades to get the same vision. This planning will also allow the board to have a more flexible cost structure that may give flexibility with what is carried in the reserve fund. Incremental costs from a new baseline A final aspect boards and managers should consider is the baseline used to compare different options. Many buildings use a “do nothing” baseline, but it’s not feasible for buildings not to do a repair. The only viable action is to complete a repair, and the options relate to how much work is accomplished.

Because of this, payback options should be assessed against the “incremental” cost difference between options, rather than the total capital cost of the option itself. For example, if looking at the payback between installing double-glazed or tripleglazed windows, any additional energy savings should be applied against the incremental cost between the options rather than the total cost, as the building will be replacing with double-glazed as the baseline. This approach opens up new opportunities to examine some enhanced solutions without compromising on cost control. Overall, as an industry, we need to adjust the focus onto larger retrofits to help buildings meet the changing expectations of condominium owners and industry partners. One of the best ways to do this is to help the board and managers understand the goals and plans that are possible before undertaking any major projects. This will help align expectations with all stakeholders and ensure that projects deliver what the boards and managers expect. 1 Duncan Rowe is a principal at RJC Engineers and is based in Toronto.

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FEATURE

GREEN

MOBILITY A partnership between a cleantech company and a condo developer brings e-car sharing to multi-residential parking garages.

FEATURE

www.REMInetwork.com | October 2022 19

FEATURE

Kite's business model attempts to remove combustion engine cars from the road.

esidents of a freshly built mid-rise in the Annex neighbourhood of Toronto have a fleet of electric vehicles waiting for them to use, whether that’s for a trip around town, a weekend getaway to the cottage or visiting family out-of-province. The amenity, which rolled out this year at the nine-storey Bianca Condos on Dupont Street, arrives on the heels of more ambitious green standards and net zero targets to drive down community-wide emissions in the city. Developer Tridel partnered with Canadianbased cleantech company Kite Mobility, which is first-to-market with the sustainable transportation model that allows residents to book EVs through a mobile app. So far, the company has provided two Tesla model 3’s, one Nissan Leaf, and eight e-bikes for designated parking spaces. If the condo becomes more occupied and demand ramps up, there’s a system in place to add extra vehicles. “What we’re after is tackling two of the largest problems with respect to carbon in the city: the buildings themselves and

personal transportation,” says Kite’s Founder Scott Macwilliam. As he explains, it’s a twofold solution. Users have a convenient and less expensive way to access transportation options. They’re not paying for maintenance, insurance or gas, but rather a pay-as-you-go model or through a monthly subscription of around $400, which figures lower than the estimated $1000 that car-owners spend on average. On the developer side, the amenity bodes well with Toronto recently abolishing the minimum requirement for standard parking spaces in new developments. Those spaces are getting pricer to build. According to AltusGroup's 2021 Canadian Construction Cost Guide, the estimated cost of constructing a parking space in Toronto is $48,000 to $160,000. Meanwhile, the expensive housing market is making car ownership unattainable for incoming buyers. Macwilliam says his company can eliminate about 10 cars in a building for every one of its car shares. “Sometimes, developers can remove an entire level of parking, along with the associated carbon

20 CONDOBUSINESS | Part of the REMI Network

creation,” he says. As a result, those construction costs, which have been escalating over the past two years, are obliterated and the building ultimately comes to market at greater speed. In Vancouver, where EV uptake is higher, developer Canderal is currently removing a whole parking level of 450 spots in a new building through a Kite partnership. “The biggest concern is why would people purchase or rent in a building without a parking spot,” Macwilliam acknowledges. “This is a bit of a step change.” So much so that the developer is offering those residents access to the mobility sharing model at no cost for 24 months. That hasn’t yet happened in Ontario, but overall, Macwilliam finds sustainability is becoming a top priority among developers across the country, with many more approaching him and new installations starting in Ottawa, Calgary, Vancouver and Montreal. Tridel is first to kickstart the model in a Toronto condo. Graeme Armster, director of innovation and sustainability at Tridel, sees

FEATURE it as a helpful way to curb emissions as the city aims for new carbon targets, while giving owners access to green mobility options amid the higher cost of living. “A lot of people want to drive electric vehicles but there are supply chain issues where they want to buy them but they can’t get their hands on one,” he says during a recent launch event at Bianca. “People also spend a lot of money to own a vehicle that maybe just sits there half the time.” With the expectation to build more parking than what the market demands now removed, Armster foresees more developers latching onto solutions like Kite, especially against the backdrop of a low-carbon economy shift. “I don’t think we’re at a point where we’d completely eliminate parking, but we’re probably not going to increase parking either,” he says. “You come out to a building like this, where maybe 40 to 50 per cent of the building has access to parking spots. The other 50 per cent are looking for ways to get around, and if they can do so in a convenient manner that’s also good for the environment, then why not.” Sustainability isn’t a new thing for Tridel. “We’ve been doing it since 2003 when the company realized it could align development interests with environmental concerns,” he adds. “As we continue along, we don’t just stop; we think of how we can continue to build this momentum around sustainability, especially as the world is fixing on addressing issues around climate change.” “We like to try a solution out first; touch, feel and get feedback from our customers,” he adds. “If the feedback is all good, which it has been so far, then we really start looking at how we’re going to roll it out strategically to other developments and that’s the next step.” Users simply book their chosen EV then hold their phone up to the car to gain access. In that respect, it’s also a tech-based solution that aligns with smart technologies throughout the building — something Armster sees all demographics getting excited about. The technology, and the idea of making it simple, is what Kite is seeking to perfect as it evolves the product, which launched at two towers in Laval, Montreal, last year. “We’ve made many iterations and tweaks based on user feedback,” says Macwilliam. “We’ve all rented a car before or taken an Uber or Lyft and there’s a lot of room to enhance the user experience

From top to bottom: Kite Mobility and Tridel came together for the launch at Bianca condos in October; the midrise building was designed by Teeple Architects and II BY IV Design.

there. If our users have an issue, they’ll actually connect to a live person who will help them right away versus completely

digital. There are little cues we’ve taken from the industry that we’re trying to elevate that digital experience.” 1

www.REMInetwork.com | October 2022 21

SPONSORED CONTENT

insured by the owner under a condo unit owner policy and are commonly referred to as betterments or improvements. THE RIGHT POLICY One question we get from owners of freehold or lot line condos is “What kind of insurance do I need?” The answer is that you should not be purchasing a standard home insurance policy, but rather a condominium unit owners’ insurance policy. This requires bringing a copy of your standard unit bylaw to your insurance broker and understanding what’s covered. Overall, anything inside your unit that is not described in the standard unit bylaw is your responsibility to insure. As such, you should be sure to include the replacement value of any of those ﬁnishes or features (over and above what is listed in the bylaw) within your own betterments limit of insurance in your unit owners’ insurance policy. To review, condominium unit owners are responsible for the following: • Personal Property: such as furniture, clothing, appliances, electronics, any moveable property within the unit, all personal effects stored in lockers, etc. • Improvements or Betterments: such as moldings, lighting, ﬂooring, upgraded cabinetry, and anything over-and-above what is described in the standard unit bylaw. • Additional Costs to Live Elsewhere: if your unit is so badly damaged that you cannot occupy it until repairs are complete. • Personal Liability: condo owners are legally liable for any bodily injury or property damage arising out of their personal activities as a unit owner and from the ownership of your individual property. • Charge Back of Corporation Deductible: unit owners may be responsible for the deductible under the Corporation’s Insurance Policy if the corporation has a bylaw that dictates this, or if the owner’s act or omission results in damage to any property the corporation is responsible for insuring. • Loss Assessment Coverage: if there is a major property or liability event that results in a shortfall in your condominium corporation insurance, you may be personally assessed as a unit owner. • Additional Unit Owner Protection: a unit owner policy should contain additional contingent protection to cover grey areas between the condo’s insurance and your own.

• Special Limits and Extensions of Coverage: there may be other special limits of coverage required for jewelry, bicycles, sewer backup, and other exposures that may exist. Your condo’s standard unit bylaw, like many others, may also indicate that the unit owner must insure all of their floor coverings. If this is the case, be sure to include the replacement cost of all floors above the sub-floor within your betterments limit of your own policy as well. AVOID MISMATCHED POLICIES If you purchase a regular homeowners policy to insure your property in a standard registration condo, you are making a big mistake. Not only will you have double coverage for a lot of the property that your condo already insures, but you could also be paying up to four times what you would for a condo unit owner’s policy. Additionally, you will be missing key elements of coverage that you need, based on exposures you have as a condominium unit owner. IT PAYS TO GET ADVICE The insurance requirements for a condo unit owner can be complex depending on the unit owner’s needs and their specific condominium bylaws. That’s why we strongly recommend working with an insurance broker that understands the complexities of condominium insurance and can recommend the right protection for you.

CAPITAL PARK BRINGS CONDOS TO HISTORIC NEIGHBOURHOOD Inside Victoria, B.C’s Newest Master-Planned Community

Capital Park, a $250-million,

master-planned community located in Victoria, B.C., was completed after a two-decade

BY ERIN RUDDY

vison aiming to breathe

new life into a large city block that links James Bay with the downtown core. The land was acquired by Concert Properties and Jawl Properties in 2014, with construction completed in March 2022. Once home to cement parking lots and aging provincial office buildings, Capital Park has transformed the neighbourhood into a thriving, vibrant destination complete with commercial space, retail, condominium and rental residences. “The type of people that we were designing for value their quality of life and desire a sense of community in a location

that is safe and vibrant, within proximity to work, downtown, outdoor recreation and a mix of everyday conveniences,” said Colleen Anderson, Senior Vice President, Sales, Marketing & Communications, Concert Properties. The residents are a mix of people and families such as downsizers and working professionals, and primarily locals who have come to appreciate Victoria’s character. “Careful consideration was given to all

24 CONDOBUSINESS | Part of the REMI Network

elements of the site’s design to ensure Capital Park complements adjacent neighbourhoods, knits together bordering communities and creates a strong sense of place that was missing from the site for decades,” said Anderson. For the condo component, Capital Park Residences is a collection of two concretebuilt condos and townhomes located on sixacres. There’s a low-rise four-story building of 70 one-to-three-bedroom units and a mid-rise

FEATURE

five-story building of 36 two-bedroom and larger condo units. The townhomes feature a collection of seven two-to-three bedroom-plus den homes with private garages and fenced backyards. “The lower height of these buildings was a consideration during their design process, as they are made to blend seamlessly with the James Bay neighbourhood and nearby legislature buildings,” Anderson noted. Garden walkways, numerous outdoor courtyards, a Victoria public library branch, a coffee shop and a local fresh food market are a few outdoor amenities for people looking to feel connected.. The community is also located in a surging rental market. “Leasing efforts for our rental residences have been minimal given the enormous demand for modern, wellappointed rental housing in the area,” said Kerri Jackson, Senior Vice President, Property Management. “This is likely also due to the low vacancy rates, which have remained around 1 per cent in Victoria over the last few years.”

Unlike the vacancy spikes seen in Vancouver and Toronto during the pandemic, few doors opened for would-be renters in Victoria. In fact, according to a recent report from Colliers, the Greater Victoria purposebuilt rental market had a record-breaking year in 2021—the result of high demand, stable returns, and low interest rates that have since gone by the wayside. For its part, Capital Park has brought 66 new rental homes to the undersupplied region, which were snapped up quickly. Described as “modern homes in a historic community,” the spacious suites are equipped with wood grain laminate cabinetry, quartz countertops, woodpatterned plank flooring and porcelain tile bathrooms, and come in a range of layouts. “Since COVID, we’ve been seeing that residents are more willing to communicate remotely, with fewer in-person meetings,” said Jackson. “However, there has not been any diminishment of Concert’s customer ser vice. We’re also seeing more residents working from home full time. At Capital Park Residences, there’s

a working lounge on the main floor, and upstairs there’s a beautiful lounge with an expansive roof deck where residents can work and socialize. Some of our newer developments planned since COVID have generous working spaces within community lounges, as well as dedicated workspaces.” Meanwhile, environmental and social governance has emerged as a top priority for the building sector—something Concert Properties has been proudly committed to since before it became a buzz term. According to the company’s sustainability mission, “We design, construct, and manage buildings that foster resilient and inclusive communities where residents can live healthy lives full of meaning. We work to lower greenhouse gas emissions, reduce waste, and lower our environmental impact while increasing the value of our portfolio now, and in the future.” 1 Erin Ruddy is the editor of Canadian Apartment.

www.REMInetwork.com | October 2022 25

OPERATIONS & MAINTENANCE

MODERNIZING BUILDING SECURITY Modern day property managers always have a lot on their plate.

They

BY JASON CHIU

must work to ensure their property is secure, adequately maintained, and tenant concerns are processed and addressed in a safe manner. In Canada, some condominiums have up to 800 units, which makes monitoring the entire building and its owners incredibly complicated. For a building to operate smoothly, it must be efficiently managed with streamlined security, maintenance, and owner feedback procedures. As a property manager, refining even one of these three factors allows them to devote increased attention and consideration to the other two. The simplest of the three is condo owner feedback, and here are some ways it can be streamlined. Common condo owner concerns Studies show that the most common complaints made by building owners pertain to the upkeep of common areas, disorganized management, maintenance concerns being ignored, security concerns, insufficient lighting, and preventive maintenance being sidelined. Disorganized management will inevitably exacerbate issues faced by tenants, as their concerns go unheard and unaddressed. The best property managers have systems in place to receive tenant feedback and quickly

address concerns in a reasonable timeframe. It is essential that condo owners can easily reach management or building staff to voice any concerns they may be experiencing. Property managers can also be the ones who reach out, contacting owners ahead of time to check in on how they’re doing. An approach that isn’t too formal makes owners feel heard and valued. If owners feel heard and valued, then half the work is done. All that remains is resolving the problems they’re facing. Be present, quick to respond, and invested in tenants The best property managers are not magicians who resolve owner concerns in the blink of an eye. They understand that owner concerns can be nuanced, complex and in need of more involved solutions which can take time to implement. The best thing a manager can do is keep owners in the know about the progress of their complaint. Some complaints take

26 CONDOBUSINESS | Part of the REMI Network

a long time to fix, and if the owner is unaware of the progress being made, they can become frustrated with a perceived lack of movement regarding their issue. For some people, having their complaint acknowledged and a timeline provided is enough to assuage their worries. In the case that maintenance issues are a common complaint, property managers should have a list of professionals prepared to perform repairs and upkeep work quickly. Typically, delays in complaint resolution are caused by a lack of availability of relevant industry workers who can solve maintenance-related problems. When owners feel that their concerns have been heard, and a system is in place for tracking the status and timeline of issue resolution, property managers can design and implement a comprehensive maintenance plan. Proper and regular maintenance Put simply, proper and regular maintenance

˃ SPONSORED CONTENT contributes to the safety, structure, and security of a building. Failing to carry out proper maintenance can cause not only tenant dissatisfaction, but security complications. If building lights, intercoms, access units, locks, or answering units are not properly maintained, they could malfunction and put the safety of a building’s owners at risk. When owner feedback is quickly addressed and maintenance is performed regularly, then property managers must concern themselves with building security. Modern building management technology offers end-to-end solutions which make security simple and centralized. If a property manager can efficiently manage building security, then they can easily focus on the other important aspects of running their building. Complete or retrofitted building management systems The top companies in the building management industry offer solutions for today and tomorrow. For multi-unit dwellings, they will come with extensive portfolios which contain intercoms, answering units, access units, and more. A building could be outfitted top to bottom with offerings from one single company and installer or instead integrate new products into an existing building management system. Perhaps the best way to improve building security is through the implementation of a robust access control system. Modern systems can control who can access the building and can impose restrictions for individual entrances based on customizable timeframes. For example, service elevator entrances can be locked overnight, even for registered owners, but allow entry during the day when reserved by residents. In condominiums, all manner of people pass through its doors every day, including guests, repair staff, deliveries, and other services. Professional property managers must carefully balance security and the convenience of their residents’ lives. High quality intercom systems, viewable from anywhere Most top-tier companies have a dedicated mobile application which works in tandem with their intercom systems to grant residents the luxury of viewing visitors, even on the go. If residents are expecting visitors, but running late on their journey home, they can still be notified of visitors and remotely grant entry to friends and family. Even if the resident

is travelling in another country, they could still view their intercom in real time to allow a courier to drop off a delivery. Since they receive a high-definition video feed on their mobile device, they can clearly see who is trying to gain entry and turn away unfamiliar faces if necessary. Modern intercoms also come equipped with video cameras capable of infrared night vision, enabling residents to recognize visitors even in total darkness. These advances offer increased security over simple buzzer or call-based intercom systems, as they can easily identify exactly who is requesting access to their unit and turn them away accordingly. Even if a multiunit dwelling has a modern intercom but chooses to forego installing modern answering units for every resident, an image of a visitor’s face can be seen through a mobile companion application or delivered via email to the resident. Modern intercom systems have made significant advances in usability and integration. For property managers, they are easy to install, configure, and maintain. Premium offerings are water-resistant, dust-resistant, and vandalism-resistant. When software updates are released, they can be provisioned through a centralized application, and the need to run proprietary analogue cables throughout a building is a requirement of the past. Modern solutions can be connected via a regular ethernet cable, which will provide power and connectivity on an IP network. In cases where running ethernet cable is too difficult, in the case of older buildings, some companies, such as 2N, offer LTE solutions which can be installed and allow residents access to high-definition, two-way voice communication with visitors, without the challenges posed by cable installation work. Modern building security solutions set themselves apart through their versatility and the convenience they offer to residents and property managers. The ability to install LTE units to avoid running ethernet cable has already been touched on, but it is possible to upgrade the intercom system without installing answering units, or just install secure access units along with an intercom, and so on. The flexibility provided by modern building security solutions is one of their biggest selling points, as it grants property managers of new and old properties the ability to increase security incrementally. If a building already has answering units installed, they can upgrade their existing intercom

An effective approach to reserve fund studies Reserve fund studies are key to understanding and maintaining the physical assets of your condo and mitigating repair costs. Prepared by building specialists, they provide a physical assessment of the building and a financial plan to determine how much money should be allocated for the reserve fund to cover anticipated repairs. Specific requirements vary by province, but at minimum, each should include a walkthrough of the site, a review of documentation (e.g., original construction or renovation drawings), correspondence about past and planned capital projects, maintenance and inspection reports, bylaws to understand what is included as common property, and current fund balance and contributions. There is no way to know what will be in store for the future of your building. However, with the right partner and prepared approach, reserve fund studies help stakeholders predict future expenses and prepare accordingly. Every year, RJC Engineers helps clients across Canada find the right approach and make the most of their reserve fund. Learn more at www.rjc.ca. www.REMInetwork.com | October 2022 27

OPERATIONS & MAINTENANCE and secure access systems and integrate them with existing solutions. The concept of upgrading an entire building using a complete portfolio of products initially sounds like a daunting and expensive task, but being able to pick and choose what is most important and achievable for a multi-unit dwelling at a given time is invaluable. Video answering systems with streamlined installation high-quality products offer luxurious displays that can receive calls, connect to a video intercom to show residents who are trying to gain entry, and even integrate with home automation systems. Units provide high quality audio and video, allowing residents to carry out clear conversations and accurately identify visitors. Premium answering units are installed with a single ethernet cable providing internet connectivity and power. If new cabling can’t be installed, certain companies offer WiFi enabled versions which can accommodate older buildings and allow for quicker installation processes. Units can come equipped with Android OS support, which allows for easy installation of third-party applications, such as smart home control or monitoring applications. This means a resident can control lights,

blinds, thermostats, and other smart home devices, all from their answering unit. They can also, through a mobile companion application, access their answering unit remotely to utilize all its features, including watching past video footage and reviewing missed calls from anywhere in the world. Customizable access systems Who can enter the building, and when? This question has traditionally formed the basis for all security decisions that are made by property managers. Physical keys were once the only way to secure access to locations, so hundreds of keys had to be catalogued, monitored, and distributed to ensure an uninvited guest did not gain unauthorized access to the structure. Modern access systems have begun utilizing RFID cards which can grant access to the building and be remotely deactivated if lost or stolen. This offers better security but is still bogged down by the need to physically distribute credentials and replace them if an authorized user loses them. This could also lead to situations where authorized users are unable to enter their unit if, for example, they happen to forget their card at home.

Secure access systems are seeing a transition to mobile access systems, which are not only more convenient, but can open doors much faster with the use of pre -authentication technology. They are also more secure, with the ability to detect when an authorized user is approaching a door, as opposed to leaving a door or simply sitting near an entrance. These systems operate on secure Bluetooth channels using AES-128 and RSA1024 encryption keys. These access units eliminate the need to distribute physical credentials or RFID cards, as they can be opened with fingerprints, PIN codes, and mobile devices. If a contractor is coming to perform repair work, their mobile device can be authorized before they arrive and deauthorized after the work is done to maximize convenience and minimize security risk. How a building can be secured and monitored, all at once Perhaps the biggest sell of modern building security solutions is their centralized operation. From one station and one piece of software, an entire building can be managed and

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OPERATIONS & MAINTENANCE MANAGEMENT overseen, down to each individual intercom and access unit. Top companies offer software solutions that are available as a virtual machine, which means they can be easily scaled and deployed to any server regardless of the operating system. control over. There may be instances of unethical In real time, property managers behaviour they are powerless to stop, can and modify who confl has ict access to athe building and interpersonal will be daily occurrence monitor access control condo units. because the the status CondoofAct and various Firmware can be pushed in bulk documents updates are adversarial in nature. Ultimately, with just a contention. few clicks,Aensuring this breeds manager continumay feel ous optimal performance andask: security anxious, frustrated, alone and “Whyof amallI devices. here”? The software will grant access to detailed instant alertsClients whichhave can Nor is logs this and a 9-to-5 career. be sent via email or appear thenights; software monthly meetings with ofteninlate the itself. If ankeeps incident has taken workload managers pastplace, “officerelevant hours,” figures be granted full access to come camera into thecan weekend sometimes. Calls in logs specific timestamps to review footpast at 5:00 p.m. to address various types of age and better understand chosen emergencies, ranging from multi-fl oor flevents. oods to Visitors granted credentials fires and can majorbeequipment breakdowns.or timelimited access to face individual remotely, Managers now a highareas risk of burnout and there an audit canhealth be kept forincompliance is a trail mental crisis the industry purposes. with few resources to help. Meanwhile, condo boards today want a manager who is capable of End-to-end withstanding allsolutions this pressure.which have the future in mind But for those keen on dealing with people The solutions willwhile makenot thebeing lives glued of propfrombest all walks of life, to erty managers easier, while passing a desk, this is also a wonderful timeontobenework

18% of Canadian businesses impacted by cyber security incidents in 2021 A new Statistics Canada report says that 18 per cent of Canadian businesses were impacted by cybersecurity incidents last year, down from 21 per cent in 2019 and 2017. More businesses are aware about privacy, datainprotection in this profession. Managers getoftoincreasing service concerns There is a higher purpose this line of and work. cyber securityand andresidents, are spending more money prevent attacks. communities learn new and toOver a million residents live in condos, and more The topics, report found 16for peracent of small businesses, cent of medium businesses, exciting which that make well-rounded buildings 25 areper being built today than ever before. and 37 per cent of large businesses were impacted cyber service securityto incidents last especially year. working life, and become leaders in the To by provide residents, in The most common incidents facedofwere steal money corporations they service,types in theof industry andbusinesses in the vicinity their attempts home, is to a challenging and or communities personal andwhere financial Moreassets than 39 per the theydata, live. with other demands fulfifor llingransom task. Topayments. preserve their and the cent could not pinpoint clear Crisis management willabe yourmotive. forte. People assets of the corporation is the obligation and persword cent of business identified external as Act. the perpetrator, skillsSixty-one will be your and shield. Knowledge duty parties under the That ultimatewhile sense38ofper duty cent could not identify and ability to adapt will be the yourculprit. power. to serve is what calls to this industry. This is the most opportune time to answer the call. Duty to Serve fits a building’s residents. Owners can enjoy Opportunity If security is for supported by integrated Thetorush from successfully problem-solving Life-Long Learningnetwork high-quality, hardware software then devote an issue is intuitive intriguing, with and time spent solutions, To be able to property execute managers on a highcan level in a which streamlines building access for them more time to maintaining the quality of a building prolonging the lifespan of equipment fast-paced environment, learning is the and theirproper guests, and property quickly responding to condo conthrough maintenance andmanagers adhering and key ingredient. During the span owner of a condo get to work with systems which are easily Both arecareer, conducive to alearn safe living to manufacturers’ recommendations and cerns. management people aboutenvithe installed, maintained, and integrated. In the ronment. 1workings of condo communities, as best industry practices. building and case where upgrading an entire buildingmajor with well as other aspects of professional life. Managers are involved in replacing brand new devices in every assets residential unit is Jason Chiu is the professional services group components of the building’s to preserve There are great service professionals, too expensive or of complicated, thenformulating premium manager Axis Canada. has a them backthe best interests the corporation, trades andwith vendors to meet.He Through companies will offer solutions which can the be ground in IT and networking and has spentabout over and maintaining an annual plan that keeps or inadvertently, there is much to learn easily with existing and 15 years in the security industry,and fromcorporate being an wheelsintegrated of the corporation turning,hardware and servicing laws, government structures software. integrator, consultant, andcondo manufacturer. residents administratively. governance affecting corporations.

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THE ANTS GO MARCHING Keeping them out of your townhome or condo

In early fall, it is likely that home ow ne r s i n c ondo s or

BY ALICE SINIA, PH.D.

tow nhomes w il l notice increased ant

activ it y amid cooling

temperatures. These tiny crawlers are in search of food, shelter and water. Although ants do not transmit and spread diseases as other insects do, they have the potential to carry bacteria on their tiny bodies, which can spread disease by coming in contact with surface areas of the kitchen and contaminating food. Besides that, ants can also be a nuisance or physical contaminants. Some species, such as carpenter ants, can cause structural damage. As with any pest, prevention is key to help avoid a larger infestation. Pests are sneaky and it is not always possible to pinpoint where they originated or are migrating from, but there are small steps that you can take to prevent or limit an infestation. Deny Entry Windows, sliding glass doors, AC units and doorways are all possible entrance points for ants. When inspecting windows and doors, pay close attention to areas that allow for light infiltration or where you feel air coming in. • Install pest proof door sweeps or thresholds at the base of all exterior entry doors. • Apply caulk around windows and doors to

seal cracks, crevices and other openings. • Seal utility openings where pipes and wires enter the home. • Seal cracks and openings in baseboards, foundation and walls. • Keep Things Clean. Standard daily and weekly maintenance of areas near the resident units or homes will help keep pests from visiting and getting too comfortable. • Dispose of all garbage regularly. • Rinse recycling bins regularly, sugary buildup in bins attract foraging ants. • Clear walkways, sidewalks and amenity areas of crumbs and spills. • Vacuum common areas at least once a week. • Store food properly in order not to attract foraging ants preferably in tight fitting lidded plastic or glass containers. • Do not leave sugary items such as cookies, jams, jellies or sugar bowls in the open on tables or countertops, they attract foraging ants. • Repair water leaks/damages or faulty faucets promptly, ants are attracted to

30 CONDOBUSINESS | Part of the REMI Network

moisture. Moisture compromised spots are potential harbourage areas. Check All Packages Most households receive some type of package delivery each week, and cardboard boxes are a great mode of transportation for pests. To limit potential infestations, check boxes before bringing them indoors. This is especially true for tramp ant species such as pharaoh and Argentine ants. • Limit the amount of time the package sits outdoors, specifically products such as bagged soils. The longer it is out there the more likely it is to attract pests. • Give a good inspection inside and out. Open the package and do a thorough search inside, around packaging and under tape to ensure no ants are hiding out. • Dispose of the packaging materials immediately. Cardboard serves as the perfect refuge for ants. Therefore, while you may be tempted to reuse them it’s not a good idea.

OPERATIONS & MAINTENANCE

Prevention Begins Outdoors Many people think prevention only needs to be done inside the home, but prevention outside of the home is just as important. Remember, indoor ant problems always start with outdoor ants. Here are some quick tips to keep ants outside where they belong: • Keep all vegetation trimmed at least 12 inches away from units. Using a weed trimmer to thin vegetation near your home helps deter ants since they need thick vegetation to nest because it provides coverage, moist and cool nesting soils. • Clear all low-hanging branches near your home as they provide a great launch pad for ants. • Discourage tenants from storing items, wood, mulch and planting medium against walls as they can serve as an attraction to ants. • Seal cracks in pavements and sidewalks as this encourage ant species such as pavement ants to nest and eventually make their way indoors. • Inspect planting medium (soil), mulch and plants before use to prevent ant such as European Fire ants.

Controlling Ants in a Multi-Unit Environment Controlling ants in condos and townhomes provides a unique situation. Unfortunately, many times tenants are not only sharing a wall with their neighbour next door, but their living habits may crawl over to another home, no matter how sanitary the homeowner is. Let your property features work for you Many townhomes and condos lack the amenity of a yard. Instead, they feature a balcony or patio. Although this may appear to be an added hot spot for ants to occupy, there are ways to use these areas to your advantage to combat ants. There are a variety of plants that are well known for repelling pests including citronella, lavender, basil, mint, eucalyptus, clove and lemongrass. By placing these potted plants on the patio, balcony or near entrances, you can assist in repelling pests from the home. Listen to your residents If residents are complaining about constant ant issues, take this feedback seriously

before the problem gets out of control. There are some measures that can make the property less attractive to ants and other pests that can be shared with homeowners including keeping food sealed, cleaning up spills, regular vacuuming and sweeping, taking trash out daily and cleaning pet feeding dishes daily. Seek Professional Help Sometimes, it is tempting to perform a “Do It Yourself” treatment, which is ok but such practices can be challenging and may not be effective without positive identification of the problem ant species or using the proper formulation and products. It can result in frustration and worsening of the ant problem. Therefore, it is always best to consult with a professional prior. Ultimately, the best way to help prevent ants always involves cleaning, as that eliminates key food sources. Otherwise, review the alternatives above to find an approach that makes sense. Alice Sinia, Ph.D. is quality assurance manager for regulatory and lab services at Orkin Canada.

www.REMInetwork.com | October 2022 31

COMING OF AGE

123 Eglinton Avenue East - Before

Replacing mature landscapes over slab

Having to remove the existing landscape above a failing underground garage

BY KENT FORD

membrane or concrete roof slab can be a sobering

reality for condominiums. While cases like this have been minimized through new technology that repairs only along the expansion joints of existing garage slabs, at some sites, both the soft and hardscape must be completely disposed of. Such was the case at Market Square, a downtown Toronto condo built in 1981. By 2009, the structural concrete of its second floor courtyard and penthouse terraces had reached the end of their lifespan. Before the restoration process, the almost 30-year-old landscape was completely eliminated: unit pavers, decking, gravel, soil, trees, shrubs and perennials. For those living in the building from its beginnings, the loss of these features was, to say the least, traumatic. The blame game While some species of trees are invasive and potentially damaging to structural concrete, board members often blame the 30-year-old

tree roots as the primary reason for damage to the structural slab and/or membrane. The reality is the slab and membrane have reached the end of their shelf life, normally around 30-plus years, and the simple truth about tree roots is they develop horizontally, not vertically downward as is often the misperception. Tree roots also grow 1.5 to 2 feet deep, which in many cases can be the depth of soil cover over slab, with the exception of invasive species trees such as Acer platanoides (Norway maple), Pinus nigra (Austrian Pine), and various types of Populous and Salix. The solution A successful restoration project begins, of course, with the right roofing and membrane consultant. Also, a registered landscape architect well versed in hardscape and plant materials known for durability and wind

32 CONDOBUSINESS | Part of the REMI Network

hardiness is also essential to handle the extremes of an exposed roof deck or to a barren ground-level site recently stripped of all its vegetation. Analyzing the needs of the owners or those acting on their behalf, such as the board of directors and landscape committee, must be taken into account when developing a landsc ape replacement strateg y. Trees must be large upon installation but transportable into the site. Tree species should be chosen for wind and cold hardiness, disease resistance and a growth rate that is vigorous but not invasive. In the case of Market Square, one resident wanted to immediately reinstate the foliage of 30-year-old removed maples right up to their eighth floor windows. Extra-large trees that exceed a normal trunk calibration (diameter measured 50 inches above ground level) of 50 to 70 mm, while attractive

DESIGN & RENOVATION

for their height and instant effect are problematic. Trees that are 80 mm or higher in calibrated size are prone to transplant shock and failure. The rule of thumb is the larger the tree the greater the transplant shock. The other factor is replacement. A 100 mm caliper failed tree will prove very difficult to replace either due to site access that no longer exists post project or by the inability to match it to the size that others have grown. Growing medium All new plant materials should be set into newly imported triple mix top soil. The use of a pump truck becomes an essential method to import such soil and the final mulch that will layer on top of all planting areas. Soil depths on a roof deck should follow the same guidelines for depths at ground level; 6 inches for sodded areas, 18 inches for perennials and small shrubs, 24 inches for large shrubs and 36 inches for trees. A berming or mounding strategy should be taken into account with the layout of trees, preferably in ground. Quantity take-offs of all new soil and mulch volumes must be calculated in order that the corporations engineer can do a load bearing analysis of all materials proposed in the new landscape design. Budget planning A good start to financially plan for the expense of landscape removal and replacement over slab is to draw up plans months or years in advance of the work as scheduled by the reserve fund study. The formulas used to budget for such work From notoriously yield capital budget projections that are too low. Even a preliminary concept 123 Eglinton Avenue East - After that can go before qualified landscape contractors for preliminary budget quotations Kent Ford is a landscape architect and founder of KFDG Inc., a Toronto-based landscape architecture will serve the corporation far better than and project management firm specializing in the renovation of existing condominium landscapes. PAC_Condo_August_2022_FINAL.pdf 1 2022-08-29 9:30 AM He can be reached at: kent@kentforddesign.com, or 416-368-7175. www.kentforddesign.com those by the reserve fund consultants. 1

THINKING OF RENOVATING? YOUR SEARCH ENDS HERE.

Common Ar e as Amenity Spaces Building Envelope Visit us at www.pacbuildinggroup.com or call 416-999-9626 to get started today!

www.REMInetwork.com | October 2022 33

NEW AND NOTABLE

The Cost of Fiona Hurricane Fiona is estimated to be the costliest extreme weather event ever recorded in Atlantic Canada at $ 6 6 0 million in insured damage. T he initi al d at a c o mes fro m C at astro p he In d ic es an d Quantification Inc, and also estimates the event was the tenth costliest in Canada– surpassing the 2011 Slave Lake wildfire. The storm first made landfall in Atlantic Canada on September 24, 2022. With maximum wind gusts exceeding 100 km/h in Atlantic Canada and Eastern Quebec, Hurricane Fiona resulted in tragic loss of life as well as violent winds, torrential rainfall, large waves, storm surge, downed trees and widespread power outages. Many affected residents were located in high-risk flood areas and floodplains where residential flood insurance coverage is not available. More than $385 million was recorded in Nova Scotia alone, where power outages topped 415,000 customers in Nova Scotia in September, leaving about 8 0 per cent of the province without power.

34 CONDOBUSINESS | Part of the REMI Network

“As we begin to see the ex tent of damages caused by Hurricane Fiona, it is clear that much more needs to be done to enhance our resilience to extreme weather events and build a culture of preparedness moving forward,” said Amanda Dean, Vice President, Atlantic, Insurance Bureau of Canada (IBC). “Climate change is real, and the fatalities, e m ot i o n a l t u r m o i l a n d f i n a n c i a l c o n s e q u e n c e s we’ve witnessed must be a call to action – we must prioritize the protection of all C anadians from the impacts of climate change.” Insurance claims from severe weather have more than quadrupled across Canada since 2008. The new normal for insured catastrophic damages in Canada has reached $2 billion annually. IBC continues to advocate for governments to act on the urgent need to do more to prioritize investments t h a t b u i l d re s i l i e n c e a n d b et te r p rote c t f a m i l i e s a n d communities from a changing climate. IBC has put forward options to create a residential flood insurance program – including a public-private partnership model – that would make affordable insurance available to residents of high-risk areas, and also a national adaptation strateg y, including a high - risk flood insurance pool, to address climate-related disasters.

DELIVERING QUALITY SERVICE AND SOLUTIONS FOR OVER A CENTURY A lot has changed since 1922, but not our dedication to excellence

DELIVERING QUALITY SERVICE AND SOLUTIONS FOR OVER A CENTURY • HVAC Services • Predictive Maintenance • Energy Management & Audits

• Building Automation Systems • Chiller & Boiler Services • Mechanical Retrofits

Raymond Carmichael established this company in 1922. Spanning four generations, Carmichael has nurtured passionate engineers, technicians, systems designers, and technical advisors whose collective goal is to support our valued clients.

905 625-4701 | www.carmichael-eng.ca www.REMInetwork.com | October 2022 35

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Condo Business October 2022

Articles inside

Green Mobility

A Boost for Energy Efficiency Spending

New & Notable

Multi-Res Cost-Effective for EV-Charger Access