Canadian Property Management - VOL. 24 NO. 3 • June 2009

Canada’s Premier Magazine for Building Owners and Managers

VOL. 24 NO. 3 • June 2009

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Life Cycle Learning Curve

facade makeover systems verification & tune-up repairs vs. Replacement software drawing board modernization triggers pcb decommissioning

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VOL. 24 NO. 3

editor’snote Almost any city’s skyline reveals several vintages of buildings that have remained viable through successive waves of new construction. Those that haven’t have long since been demolished.

Survival depends on a confluence of competitive costs and amenities – and perhaps a certain amount of serendipity. Our Focus on capital upgrades and operating efficiencies explores this somewhat intangible formula for attracting and holding tenants through up and down market cycles.

Capital planning and budgeting can be a delicate art with assets that are designed for the long-term and are neither easily nor inexpensively modified. Steady technological advancements and a shifting regulatory framework increase the risk that investors could be stranded with uncompetitive, obsolete or non-compliant equipment before its originally foreseen end of service, but even the longest lasting building systems, components and finishes will likely have to be replaced – perhaps several times – during a building’s multi-generation lifespan.

Our contributors outline some factors that can indicate it’s time to replace and/or rehabilitate aging building elements, and provide some examples of how new technology can be retrofitted into an older host. Diana Carr and Kevin Day weigh the pros and cons of targeted repairs that can extend lifecycles, defer major investment and better preserve cash flow, while the feature on commissioning, recommissioning and retro-commissioning emphasizes the importance and payback of verifying and fine-tuning building systems to ensure they are performing as designed.

Meanwhile, our special feature on Canada’s PCB regulations exemplifies how buildings designed in keeping with their times can be sidetracked as new circumstances emerge and the rules change. Many commercial/industrial property owners face a December 31 deadline to decommission and remove equipment containing concentrations of PCBs greater than 500 milligrams per kilogram or 500 parts per million. Building managers in large segments of the institutional sector – including educational, daycare, health care and seniors’ care facilities – must meet even more stringent targets covering all equipment containing a minimum of 50 parts per million of PCBs. Environment Canada estimates that electrical utilities own and will be responsible for the decommissioning of nearly 30% of PCBs now in use in Canada, but those questioned

by Canadian Property Management were reluctant to reveal their plans. For example, Toronto Hydro officials have assured the city’s rental housing landlords that there are no PCBs in the underground hydro vaults that serve apartment towers, but, curiously, would not confirm that statement for this publication.

Barbara Carss barbc@mediaedge.ca #!.!$!´3 02%-)%2 -!'!:).% &/2 "5),$).' /7.%23 !.$ -!.!'%23

VOL. 24 NO. 3 s June 2009

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Canada Green Building Council awards 100th LEED certification

FACADE MAKEOVER SYSTEMS VERIFICATION & TUNE-UP REPAIRS VS. REPLACEMENT SOFTWARE DRAWING BOARD MODERNIZATION TRIGGERS PCB DECOMMISSIONING 09035_CPM_June09.indd 1

6 June 2009 | Canadian Property Management

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Life Cycle Learning Curve

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27-20

contents

Focus: Capital Upgrades & Operating Efficiencies 16 New Skin for Aging Buildings: Re-skinning creates a thermal break and forges convenient space for piping, ducting and cabling, as well as updating and enhancing tired facades.

21 Building Information Modelling: Interactive software allows for real-time changes to design and construction plans.

22 Commissioning and Retro-commissioning: Verification and tune-up of operating systems finds savings and ensures safety and security.

24 Replacement vs. Targeted Repairs: Capital plans support sound investment decisions.

29 Roof Retrofit Options: EPDM systems gain popularity for light weight configuration and labour, time and cost savings during installation.

31 Incentives Drive Lighting Retrofits: Lighting consistently leads payback sprint, particularly when incentives help cover capital costs.

34 Elevator Modernization Factors: Equipment age, replacement availability and servicing issues help determine the appropriate time for upgrades.

Articles: 12 PCB Regulations: Decommissioning, labelling and reporting requirements go into effect for 2010.

32 LED Advancements: New applications deliver higher efficiencies and improved rendering.

Departments 6 Editor’s note 10 Industry Briefs 36 Announcements 38 Advertising index 8 June 2009 | Canadian Property Management

industrybriefs

Photo courtesy of Minto Developments

MintoMidtown

LEED CANADA MARKS 100TH COMMERCIAL CERTIFICATION The Canada Green Building Council (CaGBC) has awarded the 100th certification through the LEED (Leadership in Energy and Environmental Design) Canada program. MintoMidtown, a twotower 876-unit residential complex in Toronto, achieved LEED Gold status for N ew C o n s t r u c t i o n a n d M a j o r Renovations.

“The building industry is showing real leadership by voluntarily adopting rigorous new standards to reduce the environmental impacts from buildings, while realizing economic benefits through operating efficiencies and enhancing the quality of life for building occupants,” says Thomas Mueller, CaGBC’s President and Chief Executive Officer.

New homes in Red Deer, Alberta and West Vancouver, BC have also become the first private residences certified through CaGBC’s LEED Canada for Homes rating system.

SLUMP HAMMERS ONTARIO HARDER THAN WESTERN CANADA First quarter results for the industrial, retail and hotel markets reflect both the economic decline of recent months and somewhat differing trends and prospects in western and central Canada. In general, Colliers International reports rising vacancies, falling rents and/or asset values and a dropoff in new development across the three sectors, but there is still some cause for optimism in select markets.

In the industrial sector, western cities could still boast a landlords’ market in the first three months of 2009 with vacancy rates at or below 4.5%. Notably, Saskatoon’s industrial vacancy rate sits at 2.2% and rental rates have increased even though new space has come onto the market. Rents 10 June 2009 | Canadian Property Management

also rose in Edmonton, where the vacancy rate is still below 4% – at 3.8%.

Analysts report an average net rent of $6.10 per square foot in the six major markets surveyed – which include Montreal, Toronto, Saskatoon, Calgary, Edmonton and Vancouver – ranging from a high of $9 in Saskatoon to a low of $5.50 in Montreal.

Montreal also has the highest vacancy rate at 7.3% Shutdowns and continuing uncertainty in the auto sector translate into a declining industrial real estate market in the Greater Toronto Area.

The vacancy rate was pegged at 6.4% at the end of March, while average net rents hovered around $5.70 per square foot – a 5% drop from 2008. At the same time, approximately 3.6 million square feet of space was vacated and returned to the market.

Calgary’s industrial vacancy rate measured 4.5% at the end of the first quarter. Analysts project falling rents throughout the remainder of the year and a continued trend toward renewals rather than moving to new space. New construction is also expected to slow.

Hotel development is similarly projected to decline in 2009, although new supply amounting to 8,700 rooms will be completed and come onto the market. Overall room supply is forecasted to rise by 2.5% this year with the opening of 72 new hotels.

Western Canada will outpace the rest of the country with 38 new hotels, encompassing 4,485 rooms, scheduled for completion this year, while central Canada’s tally will be 28 new hotels, encompassing 3,781 rooms. Six openings are slated for Atlantic Canada.

Several luxury hotel developments are in the works for downtown Toronto, which will see the city’s supply of luxury tier product grow by nearly 60% or more than

1,200 rooms by 2012. These include major brands such as Four Seasons, Ritz-Carlton, Shangri-La and Trump International and the boutique entries, Thompson Hotel and Le Germain. Le Germain Group will also open a 150-room hotel in Calgary in 2009.

Hotel transactions numbered 11 in the first quarter, with all but two occurring in Ontario. However, those two sales were arguably the most significant.

The $20-million deal for Montréal Airport Hotel (formerly the Hilton Montréal Airport) was the largest transaction of the quarter – equating to $41,200 per suite for the 486-room facility that was built in phases in the 1960s and ‘70s. Meanwhile, Edgewater Hotel in Whitehorse attained the highest perroom sales price, at $146,700 per suite for the 30-room hotel.

Analysts thus far predict a fairly limited number of hotel foreclosures despite economic conditions, although one such deal occurred in the first quarter as the Georgian Inn and Suites in Parry Sound, Ontario, sold for $1.9 million, representing $35,200 per room. In contrast, the outlook for the retail market is not optimistic. Colliers International’s retail overview for the spring of 2009 is largely focused on the US market, which is slumping more obviously than Canada’s, but spinoff impacts from retail chain pullbacks and/or foreclosures are expected north of the border.

A comparison of average rents in the Canadian and US markets suggest greater stability in both lifestyle and power centre sectors in Canada. Power centre rents in the US ranged from $31.02 to $14.13 per square foot versus a range of $27 to $18 per square foot in Canada. Lifestyle centre rents ranged from $38.85 to $19.49 per square foot in the US, compared to $33.17 to $22 in Canada.

Analysts expect a continuation of the 2008 trend in which retailers closed more stores than they opened.

The International Council of Shopping Centers has forecasted 73,000 retail store closings for the first six months of 2009.

“Much of the retail expansion of the past decade was based upon the expectation of consumer spending levels that were simply not sustainable,” the Colliers report states. “The shrinking consumer dollar has essentially left the retail market overbuilt.” zz

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wastemanagement

PCB Deadline Lo Electrical Transformers and Capacitors Most Targeted Equipment

By Barbara Carss

Property owners accountable under new federal regulations could fail to meet a looming compliance deadline if t h ey h ave n ’t a l r e a d y b eg u n t o decommission or retrofit equipment containing polychlorinated biphenyls ( P C B s ) . T h e P C B R eg u l a t i o n s (SOR/2008-273) introduced in September 2008 include requirements for taking prescribed PCB-containing equipment out of service, destroying PCBs currently in storage, labelling PCB-containing equipment, and reporting and documenting the process.

Affected parties must register equipment and storage sites and outline their progress in decommissioning and destroying PCBs, but many still have not submitted required status reports for 2008, even though Environment Canada extended the original March 31, 2009 deadline to late May – in part to account for technical difficulties with the on-line reporting system launched on March 30.

“We notice a slow incoming response,” says Francine Laperrière, Head of Environment Canada’s PCB Program.

The PCB Regulations, which fall under the auspices of the Canadian Environmental Protection Act, support Canada’s national and international commitments. Policy makers envision that 90% of PCBs currently in use in Canada and all PCB-related waste in storage will be destroyed by the end of this year. The most recent available figures from 2005 estimate the national PCB inventory at approximately 8,000 tonnes of 12 June 2009 | Canadian Property Management

PCBs still in use and 112,500 tonnes of waste at 1,615 storage sites.

COMPLIANCE THRESHOLDS PCBs in concentrations of 500 milligrams or more per kilogram (500 parts per million) will be prohibited across Canada as of December 31, 2009, with the exception of a few permitted activities. Property owners and managers are now advised to determine the age and ownership of electrical transformers (with the exception of those on pole tops) and capacitors that serve their buildings. Prior to 1978 when manufacturers stopped using the chemicals, electrical equipment was often insulated with PCBenriched fluid because PCBs do not conduct electricity, are highly stable and fire-resistant and are excellent heat transfer agents.

“The transformers that were installed inside of buildings prior to ‘78 were typically PCB-filled, or askarel, because that was what manufacturers were providing to the marketplace. PCBs had a long-established track record as a superior dielectric and the transformers could have life expectancies of several decades if they were well maintained,” says Dr. Eric Smith, President of PCB Disposal Inc., a company specializing in PCB management and abatement. “It is safe to say that there are thousands of PCB capacitors, hundreds of askarel transformers and tens of thousands of litres of liquid that have to be disposed of in accordance with regulations.”

The PCB Regulations set an even lower

threshold – at less than 50 milligrams per kilogram (50 ppm) – for the allowable level of PCBs in equipment located in designated sensitive areas in or within 100 metres of child care facilities, primary and secondary schools, health care and seniors’ care facilities, drinking water treatment plants and food or feed processing plants.

Ultimately, even light ballasts containing PCBs in these designated sensitive areas will have to be removed and sent for destruction, but property owners/managers have until December 31, 2025 to do so.

Similarly, equipment in non-sensitive areas containing PCB concentrations from 50 mg/kg up to 499 mg/kg will have to be decommissioned by the end of 2025. In the interim, the PCB Regulations stipulate that equipment still in use or in storage must be labelled.

Environment Canada estimates that hydro utilities across Canada collectively own about 29% of the PCBs and equipment containing PCBs now in use. In such cases, the utilities will be responsible for decommissioning PCB-filled transformers and replacing them. However, indoor transformers in large commercial and industrial buildings are typically the building owner’s responsibility.

BUDGET, TIMING & LOGISTIC CONSIDERATIONS Several major property owners have PCB transformer replacement projects underway.

For example, Cadillac Fairview Corporation is in the midst of four major decommissioning and replacement projects in Toronto and

wastemanagement

ooms Vancouver. Company officials had been watching the multi-year consultation process in advance of the regulations’ confirmation last fall and were prepared to act.

“It’s going to involve several million dollars in expenditure, but this is something that has been talked about for a number of years so we had budgeted for it and we are going to be able to replace all of our transformers by the December 31 deadline,” says Wayne Banting, Director of Environmental Services, Health & Safety with Cadillac Fairview.

In addition to health and safety safeguards necessary when dealing with a hazardous material, it can be logistically cumbersome to dismantle and replace transformers, particularly if they are located in upper storeys of high-rise towers. PCB-filled fluid is first drained from the transformer then it frequently must be dismantled into pieces small enough to be removed from the building, although there is sometimes an option to lift the equipment out wholly with a crane.

“If you’ve left a trap door in your roof that gives you a way of getting it out, but, otherwise, it’s more problematic,” Banting notes. In the Cadillac Fairview projects, the decommissioned transformers and their replacements have to be transported in sections via the buildings’ freight elevators.

There is now little room for procrastination.

“The ordering of equipment and supplies is what’s going to take a lot of time, and if people haven’t started yet, they are probably going to need to get an extension,” says Jay

“The ordering of equipment and supplies is what’s going to take a lot of time, and if people haven’t started yet, they are probably going to need to get an extension.”

Inman, Technical Manager of the Hazardous Materials Group with the environmental consulting firm, Pinchin Environmental.

In that case, many proponents could find themselves in non-compliance since onerous engineering complications are one of the only factors that building owners can plead in requesting an extension to the December 31, 2009 decommissioning deadline. The PCB Regulations allow for an extension of up to five years, to December 31, 2014, if owners provide evidence that it is not technically feasible to comply by the end of this year, or if the building is going to be demolished – with associated decommissioning and remediation of hazardous substances and materials – within the next five years.

“Most PCB owners cannot take advantage of either of these exemption options,” Smith says. Even those eligible candidates will have to apply for the extension by August 31, 2009.

RISK MANAGEMENT Owners may be able to reduce the amount of PCBs within transformers that contain a mineral oil based solution to an allowable level of less than 500 mg/kg, but that would only be an option if the equipment could still operate viably. For a s k a r e l t r a n s f o r m e r s , h ow eve r, replacement is now the only option.

Replacement may also make more sense from a risk management perspective. PCBs within the transformers pose no threat as long as they are safely contained and cannot Canadian Property Management | June 2009 13

wastemanagement be released into the environment, but the spectre of a catastrophic incident such as a fire in the transformer room makes some owners and their insurers nervous. In a notorious example in a government building in Binghamton, New York, the cleanup after a PCB-transformer fire took 15 years and cost $49 million (US).

Since a significant amount of rental housing predates the 1978 PCB ban, landlords and managers in that sector are urged to determine the status of transformers on their properties. However, it appears budget impacts should be negligible in Toronto and surrounding suburban areas despite the older vintage of the vast majority of Ontario’s rental housing stock.

“We’ve met with Toronto Hydro senior managers who have advised us that there are no PCBs in any of the underground hydro vaults in Toronto,” reports Brad Butt, Executive Director of the Greater Toronto Apartment Association. “Regardless, any inspection, remediation or anything that would need to be done would be strictly the hydro utilities’ responsibility. Apartment owners have no ownership or access to the hydro vault rooms.”

Toronto Hydro did not respond to attempts to confirm this statement about the absence

of PCBs. Meanwhile, many property owners and their consultants are now communicating with utilities to try to verify the ownership of transformers.

“We’re suggesting to clients that they put it in writing to their utilities as part of the due diligence and management strategy,” says Jason McGonigle, an Associate Senior Consultant in Golder Associates Ltd’s environmental health and safety practice.

STORAGE, LABELLING & REPORTING REQUIREMENTS In addition to decommissioning existing equipment, property owners still storing PCB-containing equipment on-site – such as ballasts removed during earlier lighting retrofit projects – must ensure that the material is removed and sent to an approved destruction facility before December 31, 2009 in non-sensitive areas, or before September 5, 2009 in sensitive areas.

In the future, decommissioned material must be removed and destroyed at an approved facility within one year of being taken out of service, but few property owners are expected to hold materials in that interim because the regulations also impose stringent storage standards that would be costly to comply with. PCB-containing materials can be stored on a remediation

project jobsite for the duration of that project, but property owners/developers will be required to first file notice of their plans with Environment Canada.

Property owners are further required to register on-line with Environment Canada’s PCB registry and submit annual reports as outlined in the Regulations. They are also required to keep records of their activities on file to verify their compliance.

“Environment Canada doesn’t issue any documentation for the end of use of PCBs or for the closure of a PCB storage site,” Laperrière says. “The onus is on the owner to demonstrate that they no longer have PCBs on their sites.”

As with all statutes and regulations, ignorance will not be a defence for noncompliance. “If there is a release and Environment Canada is called to investigate and discovers that you are not doing things in accordance, the teeth in the regulation are quite substantial,” McGonigle warns.

Penalties could include fines of up to $1 million or imprisonment. zz For more information, see Environment Canada’s web site at http://www.ec.gc.ca/CEPARegistry/ regulations/ and go to the link for PCB Regulations.

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upgrades&efficiencies

Surface

16 June 2009 | Canadian Property Management

upgrades&efficiencies

Rewards Retrofit Competition to Renew Old Towers

By Ron Dembo

The recently announced Zerofootprint Building Re-Skinning Competition offers the world’s largest architectural prize to date in an effort to advance new methods and

Images courtesy of Zerofootprint

technologies for retrofitting buildings. The $1-million Z-prize will be shared by the winning building owner and architectural team for a comprehensive retrofit project delivering energy efficiency, smart technology, aesthetic upgrades and best return on investment.

The following report outlines the motivation and goals for the competition – Editor.

Canadian Property Management | June 2009 17

Images courtesy of Zerofootprint

upgrades&efficiencies

The horizon of almost any major city features a collection of aging tower blocks punctuating the skyline. Built largely after World War II to fill an urgent need for housing and office space, the design often paid little heed to aesthetics or energy efficiency.

Yet, buildings are responsible for more than 40% of North America's greenhouse gases (GHGs), while consuming more than 70% percent of the electricity generated around the continent. In contrast, SUVs account for just 3% of emissions in North America.

Technology, materials and design have improved dramatically since many of these buildings were constructed, but tearing them down and rebuilding would create enormous environmental damage. It would consume monumental amounts of resources, including concrete – one of the most carbon-intensive materials to produce. It would also take decades, if not centuries, to turn things around – time that is not available in light of climate change.

We l l e s t a b l i s h e d r e t r o f i t t i n g techniques such as changing heating sources from electricity to gas, doubleglazing windows, fitting low energy lights etc. could be implemented quickly and more cost-effectively. For example, a project in Washington, DC is investing $175 million to retrofit 400 government and private buildings with the aim of saving $36.5 million per year in energy costs.

Even so, this approach is not without challenges. In older developments, for example, ventilation is often restricted to hallways with the assumption that apartments will be ventilated by default through leaky unit doors. New difficulties arise when these buildings are made airtight.

Traditional retrofitting can be expensive when measured against the 18 June 2009 | Canadian Property Management

energy efficiency it achieves and many observers suggest US President Obama's program is ambitious in seeking efficiency gains of 25% within five years.

RE-SKINNING RATIONALE Re-skinning is another option that promises greater energy efficiency gains and comes with a number of other benefits as well. It could give old, unsightly, energy-leaking buildings a brand new face.

If approached in a holistic manner, re-skinning can seal energy leaks and provide a new layer of insulation. In conjunction with traditional retrofitting, such as installing geothermal heating and cooling systems, it can maximize efficiency gains – particularly since new materials offer the possibility of making the skin part of the heating and cooling system itself.

A new skin can hide added piping, cabling and other services, making retrofitting quicker and cheaper. It can alter the face of a building, as well as its interior conditions, making it easier on the eye and a more comfortable and flexible place to live or work.

Old tower blocks blight the landscape of some of the world's most beautiful cities. Toronto has 2,500 towers, New York has 5,000 and similar drab structures proliferate in the suburbs of Paris, London, Moscow and Tokyo. Re-skinning could give them a design and decorative makeover and enhance the aesthetics of the urban environment.

Many of these old urban tower blocks were soundly built and have been well maintained, but they were designed in an age when energy prices were low and stable and when the science of b u i l d i n g e nv e l o p e s w a s m o r e rudimentary. Since then, architecture has evolved from structures that rely on the exterior walls to hold them up to

buildings designed around a solid core or shell. Worn, failing exteriors now provide a flexible platform for changing a building’s skin.

Without a thermal barrier between a building's inner core and the outside weather, heat will simply radiate out during colder months. The concrete layers between floors and the concrete walls and balconies that adorn many old apartment blocks are conduits that allow heat to escape in the winter, while capturing and storing it in the summer.

SOLID BASE FOR NEW TECHNOLOGY Re-skinning can provide a thermal break between a building's internal environment and the vicissitudes of the elements outside. As with double glazing – where air is trapped between two panes of glass to provide a layer of insulation – the over-cladding of a re-skinned building protrudes from the original wall, thus creating an effective thermal barrier in the gap between.

This gives the building a newly insulated concrete core that can act as a thermal storage device that captures and stores the building's heating or cooling rather than wasting it. Creating a gap between the old walls and the new skin also makes a useful space for piping, ducting and cabling to deliver more efficient services to a building.

It can be a nightmare of disruptive drilling, banging, re-plastering and reconfiguring trying to fit new pipes and ducts inside existing units, whereas fitting the services on the outside is simple, unobtrusive and causes minimal inconvenience to building occupants.

This also reduces the capital costs and hastens the payback on investment.

Fibre optic cables could be installed at the same time to deliver high-speed

upgrades&efficiencies internet access that could promote more telecommuting and videoconferencing – reducing travel and greenhouse gas emissions. This would also be a means to incorporate intelligent control software and fit older buildings with sensors and monitors for more efficient operation of HVAC systems, lighting, water heaters, electric window blinds, etc.

A further step could connect all the domestic or office appliances to the network as well, and introduce variable electricity pricing. Appliances such as washing machines or clothes driers could be programmed to operate when power is cheapest, also helping to reduce peak loads on the electrical grid.

Building exteriors can now play a role in electricity generation or water heating systems. Research suggests that photovoltaic materials or the integration of geothermal heating and cooling can improve the energy efficiency of buildings by an additional 20%.

Ted Kesick and Ivan Saleff of the University of Toronto calculate that re-skinning deteriorating buildings in Ontario alone could prevent 142 million

tonnes of carbon emissions, and save $60 billion in energy costs, $3.6 billion in avoided generation infrastructure and $10.2 billion in health care costs. It could also provide more than 800,000 jobs and create a green energy industry worth $95 billion annually.

A CALL FOR INNOVATION There have been a number of successful re-cladding and re-skinning projects leading up to Zerofootprint’s Building Re-Skinning Competition, but often they have focused on a single objective – simply improving the appearance or the energy efficiency of a building. Even where there have been multiple objectives and successful outcomes, the solutions have tended to be customized and oneoffs. Methodologies, technologies and materials are needed that can apply in a wide range of circumstances and could be scaled up into major renovation programs in a cost-effective manner.

The Zerofootprint competition aims to draw the best minds and talents to the challenge of re-skinning buildings, and engage the best architects, designers, engineers and builders in

rethinking the built space to the benefit of people and the planet. In recognition of the scale of the challenge and the importance of the solution, the initiators of the competition hope to award the biggest prize ever for an architectural competition – $1 million.

Five chosen finalists will be monitored for a period of three years after the completion of the retrofit to examine and compare how they perform in practice.

Ultimately, the Z-prize will be awarded to the building that has most reduced energy consumption per square foot, averaged over the three years of monitoring. This will be measured from a baseline of the audited total energy used by the building in its last year of the operation prior to the retrofit.

Competition submissions will be accepted until September 1, 2009. For more information, see the web site at http://communities.zerofootprint.net/ building-re-skinning-competition/ zz Ron Dembo is the founder and Chief Executive Officer of Zerofootprint. For more information, see the web site at www. zerofootprint.net.

Canadian Property Management | June 2009 19

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Quality Control for Design and Construction Modelling Tool Supports Innovation and Risk Management

By Michael Laurie Small inaccuracies in structural plans and diagrams can create frustrating setbacks for owners, architects, engineers, builders and fabricators and/or lead to major deficiencies and liabilities. Building Information Modelling (BIM) technology can minimize risk and troubleshoot problems, while also improving efficiency and supporting creativity and innovation.

Earlier technological advances such as AutoCAD and similar software gave design and construction practitioners the ability to display and represent data in a unique format that can be conveniently analyzed and shared with interested parties. BIM has taken that a step further through an interactive system capable of integrating updates and real-time changes to design and construction plans.

Occupancy reports can be automatically updated, changes to floor plans or building features and amenities can be seamlessly incorporated, and detailed product information – from technical specifications to warranties and maintenance manuals – can be integrated into the database for easy access. Meanwhile, the underlying fundamental data is more reliable and accurate because errors related to transference of field drawings to laptops, unwanted changes in scaling when plans are photocopied, and discrepancies between blueprints and as-builts are avoided.

Building managers can refresh plans and consolidate data from multiple sources without requiring assistance from architects. They can e-mail comprehensive BIM plans to architects or share them with government permitting agencies, fire departments,

appraisers and insurance companies.

They can also customize the digital BIM resources and upload them to the Internet to create virtual building tours for marketing purposes.

Over the years, attempts at innovation or performance enhancement have sometimes resulted in expensive failures.

For example, an energy upgrade such as re-skinning a high-rise tower with an insulated exterior cladding could make the interior space too warm or inhibit the building’s ability to breathe. Moisture trapped behind the cladding could permeate the building causing property damage, liability and negative publicity.

BIM models can test, calibrate, analyze and foresee such outcomes before ideas leave the drawing board.

It provides an immediate visual perspective of any design alternative and/or error.

If the designer moves a window or doorway in front of a structural wall or plumbing pipe, for example, that would show up on the BIM model.

Viewers would get the same perspective that one gets when walking through a real building.

Parametric BIM modelling encourages risk-free experimentation, alteration and trial and error prior to committing actual funds to a project.

For example, designers can try various layouts and configurations, change the thickness of walls, move windows, upgrade insulation or adjust the lighting or the R-value of a space and then monitor the thermal effects of sunlight over a specific period of time, while also factoring in local weather patterns.

When an adjustment is made in one part of the BIM model, the resulting design and structural implications for the entire structure will also be reflected in the model. When changes

are made in elevation, for example, they must be reflected in planning and scheduling and other related areas.

Wi t h B I M , d a t a a n d d r a w i n g information is linked and coordinated in the design and construction phase.

Projects are typically delivered faster, more economically and with greater potential for reduced environmental impact – a feature that is becoming more essential as green construction practices gain momentum and drive changes in legislation and mandatory policies and building codes.

Upon completion of the BIMmodelled building, the owner inherits this encyclopedia of information that can be stored in one single and easyto-navigate file. The BIM model can t h e n h e l p ow n e r s a n d p r o p e r t y managers perform an array of tasks for the lifetime of the building – generate budgets and revenue projections, manage rentable space and repurpose information into dynamic marketing tools. zz

Michael Laurie, P.Eng., is President of PLANiT Measuring. For more information, see the web site at www.planitmeasuring.com.

Canadian Property Management | June 2009 21

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Commissioning Delivers Performance Assurance Verification a Logical Follow-up to Capital Investment

By Barbara Carss Building commissioning is steadily gaining momentum as a sustainable construction and management practice that makes obvious economic sense. A design and development approach that emphasizes system integration and premium upfront capital investments to achieve long-term operating savings almost necessarily calls for a due diligence component to ensure the building is performing as envisioned and investors are getting what they’ve paid for.

“There are a lot of different definitions of what commissioning is. To me, it is verification of the performance of the building systems and components in accordance with design and contract documents,” says Moshe Wertheim, a consultant to the real estate industry and a member of the technical committee currently developing a Canadian Standards Association standard (CSA Z320) for commissioning. “That includes testing of all systems of the building during every mode of operation – day, night or failure mode. But commissioning is not just about systems, it is also the people running the systems who have to be trained.”

ASHRAE’s definition of commissioning is similar. It states: “The process focuses upon verifying and documenting that the facility and all its systems and assemblies are planned, designed, installed, tested, operated and maintained to meet the owner’s project requirements.”

A 2004 study funded by the United States Department of Energy, The Cost-Effectiveness of Commercial Building Commissioning, suggests more vigilance is needed. Researchers found nearly 7,000 deficiencies in 113 s u r vey e d bu i l d i n g s , w i t h H VAC systems most commonly out of sync with designers’ intentions.

Subsequent correction of technical and/or operational errors improved energy efficiency, reduced maintenance and equipment replacement costs and enhanced occupant comfort. Across the 22 June 2009 | Canadian Property Management

2004 survey sample, the median energy cost saving was 15% with a payback of less than one year. However, in some cases commissioning achieved savings of as much as 50%. (In the US, commissioning costs typically range from 20 to 40 cents US per square foot depending on the size and the complexity of the facility.) “ T h r e e d o l l a r s i nv e s t e d i n commissioning can return $11 in savings,” notes William Carson, the Commissioning Coordinator with the engineering consulting firm, The Mitchell Partnership, and Chair of the CSA Z320 committee. “If you’re doing a capital upgrade, anything you do should be commissioned.”

CATCH-UP FOR OLDER BUILDINGS LEED (Leadership in Energy and Environmental Design) is driving much of the current commissioning activity in new buildings since it is a prerequisite for certification. The Canada Green Building Council’s new LEED Canada for Existing Buildings: Operations & Maintenance rating system also awards up to six points for commissioning measures, but the exercise is expected to be more complicated and costlier in older buildings that generally were not commissioned at their outset.

Indeed, specialists draw a distinction between recommissioning, which is a regular review and readjustment exercise evolving from original commissioning parameters, and retro-commissioning, which reviews, refines and updates equipment, operating procedures and systems integration in buildings where such a comprehensive assessment has not previously occurred.

“With retro-commissioning there are no benchmarks to work with and in many cases no drawings exist so you have to develop commissioning standards. You really have to start with a complete building audit,” Carson says.

A significant number of commercial, institutional and multi-residential buildings fall into this category. “You don’t have to go back too many years [in construction vintage] and you’re into a retro-commissioning opportunity for almost every building in the city,” he adds.

As recently as 1991, CSA and Canada Mortgage and Housing Corporation (CMHC) received a somewhat guarded response when they tried to gauge the real estate industry’s support for a program to develop commissioning best practices. Respondents to a survey at the time indicated they would be interested in voluntary guidelines, but expressed concern that civic officials might begin to mandate any model standard in municipal building by-laws. As for practices in their own buildings, survey participants reported that emergency systems such as fire safety, backup power and emergency lighting were the primary and sometimes only focus for commissioning.

“A lot of the buildings built in the 1 9 6 0 s , ‘ 7 0 s a n d ‘ 8 0 s w e r e n ’t commissioned. The building operator was expected to follow the operating manuals that the designers provided and figure it out,” recalls Ted Aldcroft, Manager of Capital Projects at Brookfield Properties Corporation’s iconic First Canadian Place in Toronto’s financial district. “These are buildings that were built at a time when you could buy a kilowatt-hour for less than three cents, and the systems were not that sophisticated. The automation systems were not always capable of doing everything they were touted to do. So the building operator would just go around and turn things on and off as he saw fit.”

OPTIMIZING TECHNOLOGY Rising energy prices and dramatic technological advancements have since heightened the importance of the careful calibration and coordination of multiple

upgrades&efficiencies building systems. Notably, researchers conducting the 2004 US study found nearly twice as many deficiencies per building in new construction than in existing structures, which was attributed to the greater number of complex and innovative systems in newer buildings.

Re-commissioning or retrocommissioning is similarly important when introducing new technology into an existing building. Aldcroft sees it as part of the process of optimizing building performance.

“It goes back to what the designer had intended to begin with and looks at available measures that can now achieve that using less energy, and it asks the question: if the building was built today, would you have designed it differently?” he advises. “You want to get a good designer involved and look at how you could impose more stringent and better energy efficiency controls.”

Researchers with CanmetENERGY, a research centre affiliated with Natural Resources Canada (NRCan), foresee load shaving and demand response spinoffs as well. “We see commissioning as something that needs to be done in a building in order to distribute the electricity properly. It can make it more efficient and at the same time reduce the use at peak hours,” says Alain Trépanier, a Specialist with CanmetENERGY’s Commercialization and Building Optimization division.

NRCan’s recently launched recommissioning initiative for commercial and institutional buildings also highlights some of the less complicated, tune-up related aspects of the process.

“When you go into a building, at a very low cost you find problems, particularly in the HVAC systems, which can be corrected quite quickly. This is being achieved through simple measures and no [capital] investment and usually the payback is a year to a yearand-a-half,” Trépanier says.

commissioned individual building system, or a building as an integrated and optimized facility, to the owner,” he says. “The best and biggest example of a lack of integrated commissioning was in 2003, August 14, when there was a blackout [across Ontario and several US states]. People got stuck in elevators for hours. Emergency generators did not come on. Systems did not work and that’s because no one had performed a fully integrated commissioning or recommissioning.”

The CSA Z320 standard for building commissioning is meant to provide guidance and certainty in the burgeoning professional service area. A commissioning standard for health care facilities (CSA Z318.0.15) is already in place and the CSA had been contemplating a broader standard for some time before joining forces with the Mechanical Contractors Association of Canada (MCAC), which raised $125,000 to help fund the initial development of the standard.

“Our sector of the construction industry is very much involved in energy efficiency and our members are very familiar with the commissioning process,

but not many buildings are fully c o m m i s s i o n e d ,” n o t e s R i c h a r d McKeague, MCAC’s President and Chief Operating Officer.

Expert committees are now working on the draft standard, which will be released for consultation later this year.

The final version is expected to be confirmed by September 2010. Once the standard is in place, it will be made available in an electronic format. Initially the standard will focus on commissioning, but specifics related to recommissioning or retro-commissioning could be added in future appendices.

“We hope this will become a national standard and be embedded in the building codes, and we hope it would develop into a certification and education process,” Carson says. “That means we would end up with a consistent standard for commissioning providers.” zz For more information about Natural Resources Canada’s recommissioning initiative for commercial and institutional buildings, see the web site at http://canmetenergycanmetenergie.nrcan-rncan.gc.ca/eng/ buildings_communities/buildings.html.

STANDARDIZED APPROACH Commissioning solely to LEED specifications excludes other critical inspections that would ensure compliance with contract documents since LEED’s commissioning requirements are geared largely to major energy-using systems.

Wertheim stresses the equal importance of health and safety diligence in commissioning buildings systems.

“Unless separately contracted for, there is no mandatory process that delivers a Canadian Property Management | June 2009 23

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Capital Options Abound Targeted Repairs Can Extend Life Cycle

By Diana Carr and Kevin Day At the 20 to 30-year mark many building systems begin to wear out and need costlyrepairsandreplacements.Increasingly, stakeholders interested in tenant retention and property value demand capital funds for things such as interior finish updates, as well as sustainable or green initiatives in order to compete with newer, greener buildings, while rising energy costs and tightening compliance issues add to the mounting concerns. At the same time, financiers now scrutinize capital more closely than ever before parting with funds.

Planning and organizing capital/ maintenance expenditures, in combination with leveraging technology, support the best decision making to deal with escalating capital requirements, negotiating stakeholder’s needs and riding out the current economy. A capital plan or a reserve fund study for condominiums (RFS) is a road map for a facility’s long-term needs.

Capital plans should be dynamic documents where carefully considered decisions – both engineering strategies and 24 June 2009 | Canadian Property Management

business strategies – are captured for reference. They should take into account business needs, approaches to building maintenance and the facility’s time horizon.

A good capital plan should: prioritize competing capital projects; avoid surprises; provide solid justification for spending; and help organize capital spending on a portfolio level.

Planners should start with interviews with the facility owner, manager, service personnel, etc. to gain an understanding of the expectations, the drivers behind the capital plan and performance issues of the various building systems. A document review should follow, including drawings, existing reports and any intrusive investigation reports previously completed.

Good record-keeping is an essential part of this process. Management records should include not only copies of the drawings and prior reports, but also specific dates, times, photos and other details of problems. This all provides great value in

planning strategies for component repairs/ replacements.

During a site visit, the condition of the individual systems will be evaluated visually, but often it is prudent to invest in physical testing as a low-cost option to narrow the budget range. Testing can include a broad range of measures, including thermal scans, roof cuts, concrete testing or even domestic water piping cuts.

MELD ENGINEERING AND BUSINESS JUDGeMENT Much of this evaluation requires engineering judgment. However, this is another area where the plan becomes a dynamic process.

Determine the component life cycle for each system and find out how to extend it.

There are very few instances when something must absolutely be replaced immediately (i.e., perhaps a safety issue, or a legislated change). Consultants should explain all the variables.

Where there are a broad range of options for a particular renewal project, insist that

upgrades&efficiencies the consultant provides all the options, not just the easy ones, so that the selected strategy is ultimately the best fit for the company’s business drivers. Lower costs can mean lower performance, whereas superior performance usually requires a higher initial cost, but may reduce future costs in either capital or operating.

When dealing with capital repair and replacement issues, a building manager will get the best value from consultants when insisting on: 1. Getting the full range of solutions explained, and the associated risks well qualified; 2. Ensuring that practicality and logistics deal with both the cause and symptoms of problems; 3. Not ruling out the opportunity to try small-scale repairs and then monitoring the performance; and 4. Viewing full scale remediation/ replacement as a last resort.

REPLACEMENT ALTERNATIVES Let’s consider a scenario where a garage condition evaluation finds chloride contamination and corrosion of reinforcing steel in the top four inches of a 12-inch suspended garage slab.

Replacing the slab might be the easiest, but also the most costly and wasteful strategy. With two-thirds of the slab thickness still in decent condition, it’s like throwing the baby out with the bathwater.

Alternatively, repair options might include targeted local repairs or full topside concrete removal. Such targeted programs require more design work and, thus, a larger initial consulting fee, but the overall cost savings can be in the millions. It also generates less waste, keeping concrete, steel, piping, waterproofing systems etc. from landfill.

A full slab replacement will mean a much higher cost immediately, but with the expectation of fewer repairs needed in the following decade, while the lower initial cost-targeted repair may mean that ongoing maintenance and repairs will be required. Decision makers will have to weigh the differences in both opportunity cost and cash flow.

Capital plans can be particularly helpful management tools for the building envelop since property managers can get varied opinions from their consultants about how long their building envelope systems should last. Ongoing problems do not always require immediate system

replacement provided the shortcomings are monitored in connection with maintenance and strategic repairs.

As with the garage slabs, deferring replacement with strategic repairs results in better cash flow and should be considered whenever possible. Simpler repairs can buy a few years of service, and, in some cases, more comprehensive repairs can buy another life cycle.

First, evaluate the risk and the extent and nature of damage. Risks must be properly assessed – i.e. water penetration, lost performance, life-safety, and/or other factors such as perceived property value.

Then the capital plan or reserve fund should be structured to reflect whether the building envelope and structural components are at a satisfactory or marginal performance level.

MANAGEMENT INVOLVEMENT NEEDED A building management team doesn’t need to know the peculiarities and idiosyncrasies of its various building envelope components, but does need to know three simple things: 1. What building envelope systems are in place?

2. What is their general condition?

3. What allocation has been made for maintenance, repair and/or replacement?

Every facility should have a capital project management program that matches its purpose, construction, history and proposed future. If building owners and managers don’t take an active role in the capital planning process, they may miss out on some important opportunities.

Each building system requires different levels of maintenance. Seek to understand them. Use consultants when expertise is needed, but push them to provide good value, and have them identify options/ benefits/risks in concise reporting with less jargon.

Search for energy-saving opportunities that have small incremental upfront costs but greater operating/capital savings downstream. Remember that proactive maintenance can reduce life cycle costs and defer the need for costly replacements, which also promotes sustainability. zz

BUILDING CHECKLIST Go back and re-read the capital plans/reserve funds • The plan should list out the age of all primary building components, benchmark the remaining service life against norms, and assign a budget figure to each component.

• Look for items that are missing • Question the budget amounts assigned • Budget for interim maintenance programs between general renewals (this may be carried in operation expenditures, or could be in the capital plan) Walk through the building • Call for help when you’re unsure of what you see • Investigating a small problem could be a simple fix, while ignoring it could be a more expensive/complicated fix Keep good records • Record all maintenance activities and costs, and capture this information in concert with the capital plan • Maintain a database of warranties (e.g., insulated glazing units, roofing, etc.)

• For leakage problems, keep track of l o c a t i o n s , t i m e s /d a te s , we a t h e r conditions, take photos or make sketches, and get access to the space ab ove, lo ok f or op e n w indow s, damaged finishes, etc.

Look for opportunities to combine work, such as: • Weatherstripping replacement and operable window and hardware repairs • Sealant replacement and cladding maintenance • Window replacement and interior air sealing • Replacing heating and cooling plants – account for building envelope changes and heat recovery systems

Diana Carr, P.Eng., is a project manager with Halsall’s Audits and Restoration team. Kevin Day is a building science and cladding specialist with Halsall. For more information, see the web site at www.halsall.com Canadian Property Management | June 2009 25

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upgrades&efficiencies

Retrofit on a Tight Timeline

Budget Bonuses with Lightweight Roof System

By Mirza Hodzic

Photo courtesy of Firestone Building Products

Tight deadlines and seasonal challenges factored into roofing decisions last fall as Hudson’s Bay Company aimed to open a new Zellers store at the Place Portobello mall in Brossard, Quebec during the holiday shopping season. Timely installation was important, but so too were quality and cost effectiveness.

Company officials opted to retrofit the existing 128,650-square-foot roof with a non-penetrating mechanically attached EPDM (ethylene-propylenediene monomer) system.

“Because the roofing work couldn’t begin until mid-October and we wanted to open the store in early December, we were dealing with an extremely short time frame,” says John Watson, Director of Construction and Store Planning for Hudson’s Bay Company. “Plus, we had the added challenge of coordinating schedules around wet weather conditions at that time of year.”

The existing roof on the 1960s-era building was a multi-ply tar and gravel built-up roofing (BUR) system that was about 15 years old. Although it was damaged and leaking in several areas, a thorough review and analysis revealed that the majority of the underlying polyiso insulation and metal decking was in excellent condition, but, at the time, market prices for oil-based products would have made asphalt repair work cost prohibitive.

The project’s general contractor assessed the situation, met with several sub-trades and recommended peeling the BUR system down to the insulation layer and retrofitting the roof assembly with a new membrane. This would provide a better long-term roofing solution over repairs or a time-consuming complete tear-off of the existing system.

SPEEDY, SAFE APPLICATION Decision makers with Hudson’s Bay Company were presented with three options: 1) installing a similar BUR system; 2) a new thermoplastic polyolefin (TPO) membrane; or 3) an EPDM reinforced mechanically attached (RMA) roofing system. However, the advisors did voice their preference for the chosen RMA option, which would be attached with seam tape under the EPDM membrane to avoid fasteners penetrating the membrane – an

approach that minimizes the risk of leaks and provides uninterrupted weatherable thickness.

Company officials and their roofing consultants also weighed how installation of the roofing systems would affect tenants and shoppers in the adjoining Place Portobello mall. A BUR retrofit would have created asphalt fumes and odours and possible safety implications since the hot kettle would have to come into proximity with 2,000 feet of gas lines on top of the roof.

Canadian Property Management | June 2009 29

upgrades&efficiencies Although EPDM roofing systems are not project manager and engineer, with the new to the commercial roofing industry, general contractor, Montreal-based CAL they continue to gain popularity for new Construction. “We were looking for the construction and retrofit low-slope roofing most cost-effective way to get a quality applications. Performance attributes roofing system without imposing additional include: cyclical membrane fatigue weight on the structure.” resistance; high resistance to ozone, Pete Jefferson, Hudson’s Bay Company’s weathering and abrasion; flexibility in low construction manager for the Zellers temperatures; and thermal shock durability. project concurs. “We looked at all three “We felt the mechanically attached options and decided that the EPDM EPDM system offered the best solution, mechanically attached system was not only 2/3/09 5:41:35 PM because of itsCARMA_CondoBusiness_01-19-2009_CS2--F.pdf light weight and ability to be the most cost effective option, but it also installed quickly,” says Ross Commodari, gave us the best opportunity to meet the

time challenges involved with getting the store open prior to the holiday shopping season,” he recalls.

COST & LABOUR SAVINGS To begin, the roofing contractor removed the existing BUR down to the polyiso insulation, replaced damaged or wet insulation boards and then attached halfinch-thick fibreboard over the insulation and into the metal deck for additional protection. Next, 10-inch RMA strips were fastened atop the fibreboard with seam plates.

With the strips in place, the roofing crew positioned 20- and 30-foot-wide by 200-foot-long sheets of 45-mil-EPDM membrane in place and then primed the back of the EPDM membrane and between the tapes on the RMA strip.

Large EPDM membrane panels were installed over the strips.

“Installation ease was very important on this project. This system gave us better flexibility to work around the wet weather conditions during the fall,” Commodari notes. The large EPDM panels allow for more rapid installation and also require fewer field seams, which reduces emissions of volatile organic compounds (VOCs).

Labour costs were also about 10 to 15% lower than for a BUR or TPO project of comparable size. “We didn’t have to remove the rooftop mechanical units and vents. The roofing crew was able to install the membrane under or around rooftop units, which eliminated the need for additional carpentry work, sped up the process and saved considerable money. The EPDM membrane was installed over the existing parapets, saving the cost of installing new metal counter flashings,” Commodari explains.

As planned, the new Zellers store opened on December 4, 2008.

“Everyone worked together to develop a good plan for this project and helped make it a success from start to finish,” Jefferson says. “We’re very happy with the outcome and are confident that we made the right choice.” zz Mirza Hodzic is Marketing and Communications Coordinator with Firestone Building Products, the manufacturer of the Firestone RubberGard™ EPDM Reinforced Mechanically Attached (R.M.A.) Roofing System used in Zellers store roofing retrofit at Place Portobello. For more information, see the web site at www.firestonebpco.ca.

30 June 2009 | Canadian Property Management

upgrades&efficiencies

Savings that Stick

Lighting Retrofit Reduces Energy Consumption and Maintenance Costs

By Greg Jones A $100,000+ lighting retrofit at a Toronto-area manufacturing facility is expected to provide energy savings of more than $42,000 per year – translating into a payback on investment of less than 2.5 years. Project proponents began with a goal for a 50% reduction in the energy used for lighting.

“At the end of the day there’s got to be a business justification,” asserts Tal Rafailov, the Strategic Project Manager of the 120,000-square-foot facility housing Velcro Canada Inc’s (VCI) office, plant and warehouse in Brampton, Ontario. However, the ambitious target also supported the goals of the company’s environmental management system.

Typically, lighting accounts for about 20% of the total energy use in manufacturing, 40% in an office setting and 70% in a warehouse. New lighting technology can significantly reduce consumption and deliver maintenance cost savings as well.

Decision makers at VCI first visited a nearby company that had recently undergone a lighting retrofit, where they could see the fixtures that had been installed and retrofitted, and discuss the reasons why.

This company had a similar plant setup to VCI, with both manufacturing and

warehousing operations, and a similar ceiling height.

Once a retrofit technology and approach were chosen, the work itself took one week. Since the office portion of the facility was closed for business at night, it presented fewer logistical challenges for the project. Meanwhile, the plant continued to operate five days a week, 24 hours a day.

In the office area, existing T-12 lights were retrofitted with new ballasts and kits to run T-8 lamps – a changeover estimated to reduce energy use by more than 60%. To minimize disruption in the manufacturing plant, the 400-watt (W) metal-halide fixtures were replaced one at a time with T-8 high-bay fluorescent fixtures, ballasts and lamps.

These lamps were chosen because they are ideal for ceiling heights of up to about 30 feet. With six 32-watt lamps for a total of 220 watts, the fixture uses considerably less power than the original metal halide fixtures, providing energy savings in excess of 50%. The T-8 system provides the added plus of a faster start-up with lights coming on instantly rather than the long start-up time required for metal halides.

LED lamps were installed to replace incandescent bulbs in all exit signs. Energy savings aside, the relatively short lifespan of incandescent lights (approximately 1,000 hours) means that the changeover to LED can reduce the time and nuisance of changing incandescent lamps every couple of months.

Incentives from government and local hydroelectric utilities can help cover the upfront costs of retrofit work and further reduce the payback period. For VCI, a $28,000 incentive provided the impetus to finally move ahead with changes that company officials had been considering.

“That made it sweeter in terms of return on investment,” Rafailov notes.

The VCI retrofit is gauged to save more than 1,600 gigajoules (GJ) of electricity annually. Improved lighting quality also adds to workplace safety and employee morale. zz

Greg Jones is the President of NexStar Lighting Ltd., a provider of energy-efficient lighting for commercial, industrial, and big-box retail customers. For more information, see the web site at www.nexstarlighting.com.

Canadian Property Management | June 2009 31

Lighting

More than a Fluorescent Copycat

Rapid Advancement a Hallmark of LED Technology

By Ron Content The incandescent light bulb is becoming obsolete in many parts of the world, including Canada, as regulators introduce energy efficiency standards or outright bans, and simple economics undermine the technology’s ability to compete with fluorescents and other more recent lighting innovations. CFLs (compact fluorescent lamps) and LED (light emitting diode) lighting now jockey for market share.

Upfront costs for LED lights are significantly steeper, but they can last for 30,000 to 50,000 hours. In a 12-hour, 5-day setting this could equate to more than 16 years of effective life. Switching to a technology that does not contain mercury could also save on future costs as more stringent standards for the disposal of hazardous materials are adopted.

32 June 2009 | Canadian Property Management

Fluorescent and incandescent light bulbs disperse light in all directions, whereas the LED is mounted on a silicon or ceramic wafer and only emits light in one direction. This defining physical characteristic of LEDs is both a challenge and an opportunity to luminaire designers and manufacturers.

LED technology was initially seen in fluorescent equivalents, such as tube-like fixtures and recessed pot lights. In such applications the LED serves as the new filament.

However, research and development has yielded steady and fast-paced advancements – not unlike the evolution of the computer chip. ENERGY STAR currently sets a standard of 35 lumens per watt (lm/W) for lighting efficiency, but a proposal to upgrade it to 50 lm/W

is expected to be adopted later this year.

LED technology is similarly keeping pace.

Planar lighting is an emerging application in which LEDs do not point downward from the lamp, but face inward and shine through a highresolution polymer plastic. With additional optical management, they emit the same amount of light as a fluorescent system but with a number of differences.

Some LED-based systems can deliver the light equivalent of a 3- or 4-lamp fluorescent system out of one 2’ x 2’ luminaire. LED lighting can help reduce glare, create softer shadows and provide the appearance of natural daylight.

Emerging LED technology can even deliver two differing qualities of light – warm and daylight – via a controller that directs electricity to the luminaire as required.

LED lighting’s colour rendering performance, which is the light’s ability to display true colours as they would appear under the sun, still varies widely.

ENERGY STAR sets a standard of 70 on the colour rendering index (CRI) as an acceptable level in comparison to the sun’s perfect rendering of 100.

Fluorescent lighting systems typically have a CRI of 75 to 85, while some LEDs attain 90 on the CRI scale and others register in the 60s range.

The Canada Research Council is currently exploring how the quality of light affects the workplace e n v i r o n m e n t . L E D l i g h t i n g ’s adaptability for both system-wide and task oriented lighting should prove an interesting study. Ultimately, lighting technologies that reduce power consumption, improve light levels and improve the quality of light will be adopted for the long term. zz Ron Content is President of GO Lighting Technologies Inc., developers, manufacturers and marketers of LED lighting. For more information, see the web site at www. goenergyeffective.com.

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upgrades&efficiencies

Modernization Drivers and Contributors Weigh Factors Before Investing in Elevator Upgrades

By Ray Eleid Age of equipment is a major determinant for elevator modernization, but several other factors also come into play. These can be categorized as drivers or contributors – i.e. concerns that must be addressed and therefore drive the decision to modernize or issues that, in combination with other factors, help to make a case for modernization.

Drivers include: age; obsolescence; equipment limitations; and density and design factors. Contributors include: availability of servicing expertise; performance and reliability; power savings; damage; and proprietary controls.

Age Elevator and escalator consultants look at the age of the elevating device and score them on a scale of 30 for elevators or a scale of 50 for escalators. The closer in age to the top of the scale, the closer the device is to reaching the end of its useful life cycle.

Obsolescence Where it is not feasible to buy parts because they are not available, then modernization makes sense because the cost to repair the elevators becomes more expensive than modernization. For example, older versions of Texas Instrument and Motorola chips are no longer manufactured and the original parts are no longer available so problems arise when a component fails and a replacement chip cannot be purchased.

In contrast, machines, gears, bearings and relays are rarely ever truly obsolete. There are manufacturers that continue to produce or supply these parts for older elevators.

Equipment Limitation Some elevator controllers or machinery are poorly designed, but deployed nevertheless – such as low rise controllers modified to work in a high-rise application. These components can become problematic to maintain and retain so modernizing them may be the most effective option.

Population Density/Design Existing elevators may not be capable of handling the traffic in buildings where the occupant population has increased.

Modernization is recommended if dispatching capability cannot keep pace with demand.

Availability of Expertise Service personnel capable of performing many of the adjustments necessary to keep elevator equipment operating properly are often highly in demand and/or difficult to find. When equipment is complicated to adjust or uncommon to the industry, then the expertise factor comes into play and should be considered somewhat on par with parts availability.

Performance/Reliability Performance and reliability are major factors leading to modernization. No one wants an elevator that traps passengers or is always shut down. Contractor callbacks should be tracked and noted as part of the modernization analysis, but be advised that elevator contractors can reduce the callbacks that are related to the other issues like doors, fixtures, motor, etc, and it is rare that calls for elevator service relate only to obsolete or poor parts.

34 June April 2009 2009 || Canadian Canadian Property Property Management Management

Power Saving If there is a need to upgrade the elevators, the current system power usage and profile could be improved using new dispatching and drive technology. In some cases, though, upgrading a geared regenerative elevator system to the new SCR drive system could have a negative impact on the power profile.

Proprietary Controls Some elevators controllers are very difficult to maintain due to proprietary design.

Components could have been added to the base design or an experimental system might have been integrated to the base design. Special tools might be needed to reset the levelling encoder count or adjust the drive or reset the shutdown timer.

Such elevators are typically more difficult to maintain in the first 20 years than in later years of their life cycle because, over time, as more of these proprietary elevators are installed, a greater number of mechanics should become familiar and learn how to maintain them. Other elevator contractors may attempt to reverse-engineer the design and provide new` tools or alternative methods to maintain it.

Act of God/Damage Where there is an issue with the equipment’s performance due to an act of god, or if the elevator equipment is damaged, then this should be considered in the evaluation process. This would be something directly related to the equipment’s ability to perform and, for some reason (either neglect or prolonged exposure), it was not or could not be covered under insurance – perhaps a cylinder knocking due to earthquake or another underground condition.

Ray Eleid, P.Eng., is a consultant with Solucore Elevator Solutions, which has devised a modernization assessment checklist and scoring system to guide building owners in decision making. For more information, see the web site at www.solucore. com.

Five reasons why one seam is better for your roof than ten.

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Each Duro-Last® roofing system is precision fabricated to perfectly fit the building it’s designed for, right down to the stacks and flashings.

While other systems require extensive seaming on the rooftop to

install, every customized Duro-Last roofing system is delivered to the job site with up to 85 percent of the membrane seaming already completed in our factory. So your roof goes on faster and delivers superior, watertight protection.

Best of all, Duro-Last’s proven performance means your investment will continue to pay off for years to come, with significant energy savings, little to no maintenance, and the best warranties in the business.

The numbers all add up: Duro-Last is the best roofing system for your building.

To find out more, call us or visit www.duro-last.com/value and request our free brochure.

800-248-0280 • www.duro-last.com “Duro-Last” and “The World’s Best Roof” are registered marks owned by Duro-Last Roofing, Inc.

Canadian Property Management | June 2009 35

announcements CONCERT PROPERTIES Vancouver-based Concert Properties has announced a number of changes to its executive management team as the company marks its 20th anniversary.

David Podmore, President and Chief Executive Officer of Concert Properties, has assumed the role as the company’s Board Chair upon the recent retirement of Concert’s co-founder Jack Poole. Poole will now take on the role of Chair Emeritus. Brian McCauley moves from Executive Vice President to President, while Dan Jarvis joins the executive team as Vice Chair and Chief Financial Officer.

“Concert is in excellent hands under the leadership of David Podmore and his team,” Poole says. “Under his direction, Concert has grown into a solid, industry-leading real estate enterprise.”

Since 1989, Concert has built more than 8,000 condominium and rental housing dwellings, and developed and acquired more than 8.1 million square feet of income-producing properties. Today it manages more than 2,700 rental housing units in Vancouver and Toronto as well as holdings in the commercial, industrial and retirement lifestyles communities sectors.

The roo�ing system with the lowest carbon footprint is the one which: a) lasts the longest b) is priced competitively c) saves your building the most in energy costs d) does not require removal & disposal of your existing roof e) All of the above

Answer: (e) All of the above.

AVISON YOUNG John M. Ross has been appointed Managing Director of Avison Young – Edmonton, taking on responsibility for the operation and direction of office, industrial, retail and investment teams as well as the role of Investment Team Leader. He has more than 30 years of experience in the real estate industry, most recently as Vice President, Real Estate Investments, with Alberta-based WAM Development Group, where he focused on the Alberta and southwestern US markets.

Carole Arbour has joined Avison Young’s Quebec office as Vice President, Management Services, to lead the property management team. She brings wide ranging experience and knowledge to her new role. She has practiced law with a specialization in commercial, construction and real estate law, served as the senior building manager at Montreal’s Place Ville Marie, and most recently was a management consultant with Montreal-based CIM.

416.759.9600 www.eco-techroof.ca

Now that’s a bright idea.

36 June 2009 | Canadian Property Management

6 Curity Ave. Unit 7, Toronto ON Visit us online or contact our office for more information.

ceema PAGE 37 new

announcements INTERNATIONAL COUNCIL OF SHOPPING CENTERS ICSC has appointed seven volunteer officers to represent the association within Canada for 2009-2010. They include: Edward Williams, Ivanhoe Cambridge Inc., Vancouver, BC; Jim Chambers, Rocket Retail Advisory Inc., Wolfville, NS; Thomas Babb, 20 Vic Management, Burnaby, BC; Alison Tortorice, The Cadillac Fairview Corporation, Toronto, ON; John Giddings, Oxford Properties Group, Toronto, ON; Janet Boychuk, Hallmark Cards, Toronto, ON; and Devon Hutt, Harvard Developments Inc., Calgary, AB. CANADIAN PROPERTY MANAGEMENT REWARDS READER Harry Van Beilen, Director of Property Management with TDL Group, is taking a Caribbean holiday courtesy of Canadian Property Management. Harry’s name was chosen from renewed subscribers in 2008. He and his travelling companion will spend seven nights at an all-inclusive Sandals resort of their choice in Antigua, Jamaica, St. Lucia or the Bahamas.

Watch for future details on Canadian Property Management’s bonus program for subscribers in 2009. zz

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38 June 2009 | Canadian Property Management

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