GTA March

F O R B U I L D I N G O W N E R S , A S S E T A N D P R O P E R T Y M A N AG E R S

VOL. 22 NO. 1 • MARCH 2015

COMPOSTING COMMODES LOW MOISTURE CARPET CARE FURNITURE REHAB

PA R T O F T H E

POWER SHIFT Ontario aims for daunting energy conservation target

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TABLE OF CONTENTS

CONTENTS

COVER STORY

10

A DAUNTING TARGET New Ontario program sets steep energy conservation goal

IN THIS ISSUE

16

A FAIR APPRAISAL

24

AN IDLE ASSET

34

Insurance-to-value reflects real cost of property replacement

Managing the risks of vacant property

19 28

COVERING ALL THE BASES Equipment insurance coverage during construction provides peace of mind

COMPOSTING COMMODES Modern toilets turn waste into valuable resource

GROWING WITH THE TIMES

30

FURNITURE REHAB

New Oakville Hospital keeps pace with community’s healthcare needs

Giving “well-loved” pieces new life

PROTECTING WHAT’S UNDERFOOT The lowdown on low moisture carpet cleaning

21 4

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EDITOR’S NOTE

GROUP PUBLISHER MELISSA VALENTINI melissav@mediaedge.ca | x248

CONVERSATIONS ON CONSERVATION It has been roughly a year since the Ontario government launched its new energy conservation strategy, Conservation First. Overseen by the Independent Electricity System Operator, the six-year plan purports to benefit both electricity customers and the provincial grid. However, the former is yet to be seen given that province-wide programs still have not been unveiled (despite an initial launch date of Jan. 1). This brings us to our feature article, A Daunting Target, which explores the Conservation First framework, its steep goal of 7 billion kilowatt-hours in energy savings for 2015-2020, and the hopes and fears of program users.

In keeping with the topic of conservation, Sancor Industries’ Tara D’Oliveira delves into composting commodes in this issue’s Q&A. These environmental-loving loos are lauded overseas for their water-saving benefits and are starting to make a splash in Canada.

From toilets to tables, Furniture Rehab looks at the environmental perks, among others, of repairing and refinishing furniture over disposal. It also walks building owners/managers through the processes and steps involved in restoring furniture that has seen better days.

Conservation was top-of-mind when Halton Healthcare Services (HHS) began planning in earnest in 2005, to replace the aging Oakville-Trafalgar Memorial Hospital. Ten years later, what HHS worked so hard to achieve will soon be realized. Designed and built to LEED (Leadership in Energy and Environmental Design) silver standards — the highest certification level to be achieved by a hospital in Ontario — the new 1.6 billion square-foot Oakville Hospital (pg. 21) is scheduled to open by year’s end.

ASSOCIATE PUBLISHER STEPHANIE PHILBIN stephaniep@mediaedge.ca | x262 EDITOR-IN-CHIEF BARBARA CARSS barbc@mediaedge.ca | x236 EDITOR CLARE TATTERSALL claret@mediaedge.ca CONTRIBUTING WRITERS

ANDREW HOWELLS MARC LEDUC DAVID PIVATO FRANK SABO LEE SENTER

ADVERTISING SALES SEAN FOLEY seanf@mediaedge.ca | x225 MITCHELL SALTZMAN mitchells@mediaedge.ca | x222 DANIEL ROSS danielr@mediaedge.ca | x223 PRODUCTION MANAGER RACHEL SELBIE rachels@mediaedge.ca | x261

SENIOR DESIGNER ANNETTE CARLUCCI WONG annettec@mediaedge.ca DESIGNER JENNIFER CARTER jenc@mediaedge.ca CIRCULATION GILL DANIELS gilld@mediaedge.ca | x234 PRESIDENT KEVIN BROWN kevinb@mediaedge.ca ACCOUNTING MANAGER MAGGY ELHARAR maggye@mediaedge.ca GTA & Beyond is produced as a supplement to Canadian Property Management magazine, published 8 times a year by:

CLARE TATTERSALL claret@mediaedge.ca

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THIS MONTH’S ONLINE EXCLUSIVES ALL THE BUZZ

Hullmark revives aging Liberty Village building A more than 100-year-old brick building at 60 Atlantic Ave. was facing near-certain demolition when Hullmark Developments bought it. President Jeff Hull saw in the Liberty Village property a good candidate for his new strategic focus on...

Ontario contemplates carbon pricing: Consultation seeks feedback on tax, cap-and-trade and improving building performance.

FROM THE GREEN BIN

Working from heights standard takes effect in April The Ontario ministry of labour is targeting the leading cause of workplace deaths and critical injuries in the construction sector with new training requirements. In 2013, nearly half of the 21 workers who lost their lives in incidents on construction projects died due to falls.

Toronto most sustainable city in North America Toronto is the most sustainable city in North America and ranks 12th globally—ahead of other big urban centres like New York and Chicago, but behind several European cities, according to Arcadis’ new Sustainable Cities Index.

A Mississauga-based water technology company is providing greywater and stormwater systems for building owners, while creating a sustainable water culture.

EXPERT ADVICE

Ryan Michel, vice-president and chief risk officer with Allstate Canada, explains how property managers can prevent damage and protect residents when emergencies occur.

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FEATURE

A DAUNTING TARGET New Ontario program sets steep energy conservation goal

BY BARBARA CARSS

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FEATURE

O

ntario’s new conservation target is typically cited in big units — 7 terawatt-hours (TWh) — but the ambitiousness of the goal might be better expressed in terms more commonly employed for measuring electricity consumption.

That translates into 7 billion kilowatt-hours (kWh).

“It’s quite an aggressive target,” says Bala Gnanam, director of sustainability and building technologies with the Building Owners and Managers Association (BOMA) of Greater Toronto.

“If you look at the previous target, it was tough but it was manageable. This one is steeper and the budget for achieving it hasn’t kept pace. So that is the challenge.”

The target and approach for achieving it by the deadline of Dec. 31, 2020, are set out in the Ministry of Energy’s Conservation First directive and framework, which dismantles the former Ontario Power Authority’s (OPA) centralized role and authorizes Ontario’s 70-plus local distribution companies (LDCs) to design programs and incentives tailored to their customers’ needs. Meanwhile, the OPA itself has been subsumed into the Independent Electricity System Operator (IESO).

Most of the details are still to be unveiled.

With a May 1 deadline for submitting required conservation and demand management (CDM) plans, only three LDCs have actually done so (as of early March). In the interim, some incumbent conservation programs from the 2011-2014 period remain in place, prompting something of a sprint toward a closing window.

“What we’re seeing from real estate owners and managers is an eagerness to get into the program

they already know works,” says Eric Chisholm, a project associate with engineering consulting firm, Halsall Associates. “They are excited to see what the new programs can offer so there’s not necessarily an air of concern, but there is really no sense yet of what 2016 has in store.”

SIX-YEAR GAME PLAN The Conservation First mandate is embedded in Ontario’s long-term energy plan, based on the principle that it is more cost-effective and environmentally sustainable to use existing resources efficiently ahead of building additional generating capacity. That said, even the most committed advocates recognize that a campaign to encourage public restraint is not exactly a marketer’s dream.

“One of the challenges is the relative invisibility of energy efficiency. It is really hard to see. Renewable energy is the opposite. People really see it — it’s the solar panels, the wind turbines,” says Peter Love, chief energy conservation officer with energy services firm, Summerhill. “Energy efficiency is in the walls; it’s in the thermostat. We’ve got to get creative to bring it to people’s attention.”

The Ontario government has now earmarked $2.2 billion for CDM initiatives under the Conservation First 2015-2020 framework. The IESO/OPA will continue to provide administrative oversight and technical support, including working with LDCs to design optional province-wide programs. LDCs are also encouraged to collaborate among themselves and/or with natural gas utilities to develop broader regional plans and programs. www.REMInetwork.com

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FEATURE

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FOR OUR MEMBERS WHOSE BUILDINGS ARE LOCATED IN MULTIPLE JURISDICTIONS, UNLESS THERE IS A MECHANISM FOR THEM TO DEAL WITH A SINGLE ENTITY, HAVING TO DEAL WITH MULTIPLE LDCs WILL BE A HASSLE.

Each LDC is allocated a share of the overall target prorated to the size and intensity of its customer base, along with an accordingly sized budget for funding programs. Targets for peak demand reduction, which were part of the 2011-2014 conservation mandate, have been recast as an IESO responsibility. Nevertheless, total energy use reduction is the more challenging objective because savings must be sustained for the long term.

“If I give you a dollar today and that saving disappears before the end of 2020, that’s a problem for me,” Joe Bilé, Toronto Hydro’s manager of CDM program delivery acknowledged at a recent conference sponsored by the IESO and the Advanced Energy Centre at Toronto’s MaRS Discovery District.

Toward that end, he hinted new programs will include measures to find, monitor and maintain energy savings through operational adjustments. Efforts to ensure that building systems perform as designed should also help guard against savings slippage.

“That’s a big shift in the tectonic plate,” affirmed Bilé. “The next generation of programs are really going to allow energy savings that are independent and decoupled from front-end investment.”

HOPES AND FEARS OF PROGRAM USERS Launch dates for province-wide programs are already delayed since they were initially meant to be available Jan. 1. For their part, prospective applicants call for a continuation of the programs they’ve successfully used over the past four years, which focus on lighting, HVAC, motors, variable fan drives, belts and pumps.

“They are basic technologies but there are still opportunities for us to capitalize on these programs,” says Frank Gazzola, the City of Hamilton’s energy engineer-

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ing superintendent. “For the city, and probably for any municipality, (energy efficiency) is not so much a technological challenge as it is a financial challenge. It’s finding room in the budget to do it.”

Others stress the importance of consistency and a streamlined application process.

“For our members whose buildings are located in multiple jurisdictions, unless there is a mechanism for them to deal with a single entity, having to deal with multiple LDCs will be a hassle,” says BOMA Toronto’s Gnanam.

“It certainly makes it more complicated because now we’ve got people we need to be able to find and build relationships with in many different jurisdictions,” concurs Keith Major, senior vice-president of property management with Bentall Kennedy (Canada) LP. “Toronto Hydro, typically, is great. It has a good team and has been effective in reaching out to customers, but the other LDCs don’t all respond the same way.”

Industry insiders tend to paint the same worst-case scenario — a confusing patchwork of programs with more than 70 different sets of rules. Yet, with challenging targets to meet, there is good reason for LDCs to continue to offer programs that have already proved successful. Consistent, integrated programming across numerous jurisdictions could streamline the process for customers while helping LDCs better deploy their own resources.

“The ideal situation is a roster of programs that the individual LDCs can elect to deliver or not,” says Halsall’s Chisholm. “If it’s done right, there’s a way to get the economies of scale and increase responsiveness.”

That’s also likely to draw on lessons learned in the 2011-2014 period.

“One of the things that Ontario has done a very good job of is evaluation, verification and measurement of the programs, so we

”

are now in a position to say which programs got the best results,” says Summerhill’s Love.

FLEXIBILITY AND INNOVATION At the same time, the new model provides more flexibility to address local conditions, such as the residential/commercial/ industrial split of the customer base, transmission constraints or climatic variations between southern and northern Ontario.

This could also include projects with private sector partners, which Love endorses as a recipe for innovation.

“One challenge is there are so many (LDCs) and some of them are quite small, but they do know their customers better than a large centralized agency does,” he says. “I’ve always been in favour of a stronger role for the LDCs. We should be able to find ways to get them to work together. The move away from a centralized agency and toward the LDC model should also push them to look more to the private sector.”

As one means of encouraging collaboration, the IESO has offered an expedited review process for LDCs that submit joint CDM plans, promising a 30-day turnaround. For singular LDCs, the review period is 60 days. In either case, given the May 1 submission deadline, more details should be publicly available by early summer.

Projects in progress under current programs must be completed by the end of this year so many building owners/ managers are now focused on that work.

However, LDCs that are delayed in launching new programs run the risk of missing budget cycles for 2016 — a setback that they probably can’t afford.

“It is going to require some effort on the LDCs’ parts to really reach out to their customers if they are going to hit these targets,” says Bentall Kennedy’s Major. “They are pretty aggressive.” ■

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A FAIR APPRAISAL Insurance-to-value reflects real cost of property replacement

BY FRANK SABO

F

or property to be insured properly, an accurate valuation is important.

Under-insurance will result in insufficient coverage; over-insurance means the policyholder is paying too high a premium.

Insurance-to-value means protecting the true value of a property. This is not the same as a real estate value. It’s what it would actually cost to replace the property after an insured loss.

AN OVERLOOKED INVESTMENT Insurance-to-value has been an issue in the property insurance industry for more than 30 years. It’s estimated that 70 per cent of commercial buildings in Canada are under-insured by up to 40 per cent of their replacement cost value. There are a number of reasons for this, including fear that increased values will result in higher insurance premiums, lack of valuation knowledge, and out-of-date or incorrect valuations.

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CONSEQUENCES OF UNDER-INSURANCE If a building owner experiences a loss that exceeds policy limits — the maximum amount an insurer will pay the policyholder if a loss from an insured event occurs — it can greatly impact their bottom line.

A loss can also trigger a co-insurance clause, which is a financial penalty applied to a property owner with inadequate coverage.

A co-insurance clause requires that the property owner be insured for no less than a specified percentage of the replacement value of the property — typically between 80 and 100 per cent — or a stated amount of insurance. If the property owner is insured for less than the amount required by the coinsurance clause, the property owner retains some of the risk and, therefore, becomes a joint insurer.

Consider, for instance, a building valued at $1 million, with a 90 per cent coinsurance requirement ($900,000). If the

building is only insured for $600,000 (twothirds of the 90 per cent requirement), and it suffers a $300,000 loss, the property owner would receive a claim payout of $200,000. In this example, the property owner has retained one-third of the risk.

PROPERTY INSURANCE APPRAISAL Building owners are ultimately responsible for deciding the amount of insurance required; however, it’s recommended they work with an insurance broker to determine property coverage, deductibles and policy limits.

The first step in the valuation process is to have the property appraised. The purpose of an appraisal is to ensure that the property is insured to a supportable dollar amount. It typically involves a site inspection to establish the correct values for the building and its physical assets, followed by property analyses.

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It is important that property insurance appraisals are kept up-to-date. This ensures that the building owner has sufficient policy coverage to replace physical assets in the case of a loss. Values should be reviewed every three to five years, at a minimum.

Some policies require annual updates.

THE VALUATION PROCESS While the purpose of a property insurance appraisal is relatively straightforward, the actual valuation process is not. Insurance brokers must consider a variety of factors, including the existing condition of the property, its era of construction and current use, and the type of coverage that’s necessary in case of an incident.

There are several methods to determine the value of an insured property. The four most common valuations are: replacement cost new; reproduction cost new; functional replacement cost; and actual cash value.

Replacement cost new affords the most protection and, therefore, is the most commonly used value in the commercial property industry. This valuation means that, in the event of a loss, the property will be replaced or replicated (within a reasonable time frame) using the same level of quality as in the original property, regardless of the age of the damaged property and with no deduction for depreciation.

In some situations, reproduction cost new is the more appropriate valuation to use. A building that is unique in purpose, historical or possesses certain aesthetics that the owner wishes to retain would fit into this category. Rather than replacing the property, the contractor will replicate it in its entirety, where economically feasible.

Functional replacement cost is rarely used because it provides a lower valuation than replacement cost new or reproduction cost new. Basically, a functionally equivalent building can replace the original at a lower cost than would be required by an identical replacement.

Actual cash value is the actual value of the property at the time of loss, taking into account depreciation due to physical, functional and economic factors. This can often be a fraction of the replacement cost value, particularly if an older property. It is typically used when the property owner does not want to replace their building in the event of a loss. ■ ________________________________________

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COVERING ALL THE BASES Equipment insurance coverage during construction provides peace of mind

BY DAVID PIVATO

Read about the role preparedness plays in the insurance claims process at

A

building’s vital equipment works hard from the time it’s installed during the course of construction. For this reason, it should be insured against damage by mechanical or electrical breakdown well before the building is complete.

NOT ALL INSURANCE IS EQUAL Building owners may assume that equipment breakdown losses are covered by their property insurance policy or manufacturer’s warranty. This, however, is not the case.

Property insurance policies typically exclude electrical arcing and mechanical breakdown. Thirty-five per cent of such equipment breakdown claims are due to operator (or human) error. Accidentally contaminating an engine’s lubricating fluid with a foreign substance, for instance, is enough to cause hundreds of thousands of dollars in damage, even in new engines.

Warranties only cover manufacturer defects. They exclude losses caused by external factors, such as temperature extremes, dusty conditions and improper installation.

When warranties do apply, they often don’t cover the costs to remove the faulty equipment and install its replacement.

Course of construction equipment breakdown coverage protects a building’s equipment and its owner’s pocketbook.

This type of insurance pays for the repair or replacement of equipment that has been suddenly and accidentally damaged during the course of construction. It also covers the loss of anticipated revenue if a project is delayed, and can be extended to include coverage during the commissioning and testing stages. Equipment covered includes air conditioning, electrical systems, underground cables, building automation systems, and heating and hot water www.REMInetwork.com

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PROFESSIONAL SERVICES

systems. Coverage must be maintained continuously from start of use or operation of the insured equipment, until 10 days after the date of substantial performance of the work.

EQUIPMENT BREAKDOWN RISKS Air conditioning systems contain a variety of parts that rely on one another. So, if one component fails, it can often affect others.

Even if breakdown is isolated to one part,

repair and/or replacement is pricey. For instance, failure of a compressor motor will often cost in excess of $50,000.

Electrical systems represent up to 15 per cent of a building’s total value. Since these systems are interconnected, damage from a single accident can destroy vast sections, including transformers, panels, switchgear, power controls and emergency generators.

If an electrical system fails, power is lost, which may impact the progress of a project.

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Underground cables are susceptible to arcing and short circuiting. Removal and replacement is very costly since cables are buried and must be excavated.

Modern buildings have automated energy management systems that operate boilers, air conditioning, lighting, elevators and fire detection. They use electronic circuitry that is sensitive to power surges and electrical disturbances.

The boilers and pressure vessels that generate and distribute heat and hot water are vulnerable to failure, particularly during equipment testing and commissioning.

TESTING AND COMMISSIONING There are two phases during the construction process that are considered high-risk and, therefore, require specialized equipment breakdown coverage. These are the testing and commissioning stages.

Building equipment has a higher chance of failure when it is first put into use.

Any equipment that is faulty, installed incorrectly or the wrong equipment for the application is likely to breakdown immediately or within days. This is why equipment is often tested after installation.

Equipment may undergo two forms of testing: cold and hot. Cold testing checks equipment under dry run conditions.

Examples include using instruments to test a circuit or filling a pressure vessel with water to detect leaks. Hot testing operates equipment under actual working conditions. Because of this, there is a higher potential for breakdown. Hot testing involves the application of heat, fuel or feedstock, or connection of equipment to a grid or load circuit.

Commissioning is an intensive quality assurance process during which all building systems are checked, inspected and tested to establish they are in good working order. Typically, this occurs toward the end of construction. It is at this time that equipment is employed under normal operating conditions in order to train personnel and to ensure it performs as expected in compliance with the specifications for which it was designed.

High-risk factors come into play, such as manufacturer defects, human error and interaction with other building systems. ■ ________________________________________ DAVID PIVATO, P.ENG., IS VICE-PRESIDENT, UNDERWRITING, AT THE BOILER INSPECTION AND INSURANCE COMPANY OF CANADA (HSB BI&I). HE CAN BE REACHED AT DPIVATO@BIICO.COM.

DEVELOPMENT

GROWING WITH THE TIMES

New Oakville Hospital keeps pace with community’s healthcare needs

BY CLARE TATTERSALL

N

estled on the shores of Lake Ontario between Toronto and Niagara Falls, Oakville is known for its picturesque harbours and vibrant arts and culture scene. By year’s end, though, the lakefront community will also be coveted for its new hospital.

Just shy of 1.6 million square feet, and with a price tag of $2.7 billion, the new Oakville Hospital is one of the largest healthcare redevelopments in Ontario. It will provide up to 457 in-patient beds and offer a full range of health services, such as complex continuing care, rehabilitation and acute care, when it opens its doors in December. At that time, the hospital will replace the 450,000-square-foot OakvilleTrafalgar Memorial Hospital (OTMH), which can no longer accommodate the region’s high rate of growth.

“The creation of the new Oakville Hospital is critical to ensure we are able to meet the healthcare needs of Oakville residents today and in the future,” said Halton Healthcare Services’ (HHS) CEO and president, John Oliver, at the foundation pouring ceremony in June 2012.

OTMH was built more than 60 years ago on nine acres of land to serve a community of less than 20,000. Since then, Oakville’s population has grown to more than 180,000. With no room to expand on the existing site and the hospital’s aging infrastructure, building a new facility was really the only option.

So, HHS set out to make this a reality.

In 2005, it received approval from the Province to proceed with planning for a new replacement hospital in Oakville.

Six years later, it selected Hospital Infrastructure Partners — a consortium that includes Carillion Canada Inc., EllisDon Corp., Parkin Architects Ltd. in joint venture with Adamson Associates Architects, Fengate Capital Management Ltd. and Scotia Capital — to design, build, finance and maintain the project. Shortly thereafter, construction broke ground and it has moved along smoothly ever since.

Today, approximately four months out from substantial completion, slated for July 31, the project is still on time and on budget, which is quite the feat considering the aggressive timeline. In a publicwww.REMInetwork.com

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DEVELOPMENT

private partnership (P3), public money is leveraged with private investment to fasttrack critical projects.

“The schedule is always a challenge on P3s,” notes EllisDon senior project manager, Jeff McKay, who adds that this is the largest hospital project the construction services company has ever undertaken.

Designed as a campus-style hospital (at HHS’ request), the new facility is comprised of three main sections: a five-storey section for complex continuing care and rehabilitation that will also house a number of outpatient programs, such as nephrology, and includes the mechanical penthouse; a 10-storey in-patient tower that will contain patient bedrooms, operating theatres as well as pre- and post-operative support functions; and a four-storey therapeutic and diagnostic imaging section that houses emergency care, diagnostic imaging, ambulatory clinics, maternal/child services, adult mental health and a penthouse. A fourth section serves as the main hospital entrance and connects the rehabilitation block to the in-patient tower block. A 400,000-square-foot, multi-storey parking garage adjacent to the facility will provide a total of 1,180 parking spaces.

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“Other than building a nuclear plant, constructing a hospital is the most complicated thing to do,” says McKay. The site conditions have made it easier, though. The hospital is being built on a 50-acre undeveloped site, or greenfield, to allow for future expansion. As a result, the construction team did not have to demolish, or work around, existing buildings; construction work has not been impeded by antiquated infrastructure, such as old sewer systems; and construction has not affected operations at the current hospital. However, the site hasn’t been without its challenges.

Since it was essentially a farmer’s field, there were no services to the area.

“There was no hydro, water, sewers, telephone or gas, so we had to bring in temporary services,” explains McKay. “But I’d take a greenfield or a brownfield any day.”

A HEALTHY DOSE OF DESIGN The new Oakville Hospital has been designed and is being built to LEED (Leadership in Energy and Environmental Design) silver certification — the highest standard to be achieved by a hospital in Ontario. The “green” design is expected to reduce the hospital’s impact on the environment and

provide staff, patients and visitors with the opportunity to experience the outdoor environment, which is considered an important part of the healing process.

Specifically, the facility offers exposure to nature via healing gardens, outdoor scenery and distant views of Toronto (to the east) and the Niagara Escarpment (to the west).

Large expanses of double-glazed windows allow natural light to infiltrate the core of the hospital, providing daylight to staff and patients who otherwise may not see natural light during the day.

“This allows people to understand the passage of time,” explains John Christie, a director at Parkin Architects, which is responsible for the interior and clinical design of the new hospital as well as project and construction administration. “Additionally, the more natural light that’s brought in to the centre of the building, the less electricity that’s needed to run artificial lighting.”

The abundance of natural light is probably nowhere more pronounced than in the three-storey hospital lobby, which features huge floor-to-ceiling windows.

“We’ve also brought light in from the top of that space,” notes Christie. “People can look from the gardens on the roof down into

DEVELOPMENT

the (lobby), and those arriving at the hospital can look up and see the gardens, and perhaps their loved ones, above.”

A large, linear gas fireplace in the space reinforces the importance of light. Visible from outside, the unique feature illuminates the hospital entrance in the evening and during the dark days of winter. It also serves as a warm welcome, with the goal of relieving some of the anxiety related to the hospital visit.

services (operations and maintenance of all plant and building equipment, parking management and landscaping), and the building life cycle for a period of 30 years following substantial completion. Its early involvement in the project’s design, construction and financing is vital to the hospital’s success over the next three decades.

“There is a real benefit to having the right skill set introduced not only during the design and construction phase but also

during the pursuit stage,” says Carillion Canada vice-president, Trevor Gard. “The added value is being able to contribute and collaborate at all stages of the process to influence the finished building. The measure of this influence will be long-term accessibility for maintenance.” ■

This article originally appeared in the Spring 2015 issue of Canadian Healthcare Facilities.

PATIENT-CENTRED CARE Improving the patient experience is a key tenet of the hospital design.

Eighty per cent of the hospital’s in-patient rooms are designed for single use. This not only enhances infection control but provides patients with increase quiet and privacy. It also means family can stay overnight.

Bathrooms are located on the corridor side of the patient room so that housekeeping does not have to intrude into the care zone and disturb the patient. They are also on the head-side of the patient room. This allows patients to easily make the journey using handrails from bed to bathroom despite limited restrictions in mobility.

Other patient room enhancements include integrated bedside terminals with Internet and television access, lighting and temperature controls, and ceiling mounted patient lifts.

Several options are being explored in order to allow patients to choose their meal menu.

New options for patient registration will be offered, including booths, workstations and kiosks.

Hallways and elevators have been planned for distinct separation of traffic types. This means in-patients, staff and services can be moved between departments without being seen by visitors.

A LOOK TO THE FUTURE With the construction clock ticking down, HHS is preparing for occupancy of the new facility. It has already begun the meticulous planning required to ensure a smooth transition but much still needs to be done. After all, relocating to a building three times the size of the current hospital with state-of-the-art technologies brings a lot of changes to the way staff work and provide care.

Carillion is also getting ready to take on a more prominent role in the project. The company will lead general management services, hard and soft facility management www.REMInetwork.com

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RISK MANAGEMENT

AN IDLE ASSET Managing the risks of vacant property

BY MARC LEDUC

L

ast year, on March 29, three teenage boys died in a vacant building fire in Charlottetown. While the actual cause of the fatal blaze was ruled undetermined by fire officials, the police investigation found evidence that an open fire was built inside the empty building to keep the boys warm.

A month earlier (and approximately 1,700 kilometres away), fire officials responded to a natural gas leak in a vacant building in Scarborough, Ont., which prompted extensive road closures in the area. Police concluded that someone likely inadvertently broke the gas line while attempting to steal copper piping from the empty building.

These incidents serve as a reminder of what can happen when building owners ignore vacant properties. Left unattended, these types of buildings are prone to property damage, criminal activity and insurance claims. They are also a common target for arsonists.

A National Fire Protection Association (NFPA) study found that 43 per cent of reported vacant building fires are intentionally set, compared to 10 per cent of structure fires overall. Vacant buildings account for 25 per cent of all intentionally set structure fires. Intentional fires are more common in unsecured vacant properties (57 per cent) than in those that have been secured (31 per cent).

Building owners/managers need to recognize and address the unique management challenges of vacant properties. Not only do they pose a potential safety hazard but they are at greater risk of being damaged, which can result in expensive repairs, unnecessary costs and litigation. In addition, vacant premises can affect aspects of property insurance.

MUNICIPAL BYLAWS Vacant properties can negatively impact communities by becoming dilapidated, unsightly, infested with pests, attracting trespassers, and affecting neighbouring businesses and streetscapes. As a result, many municipalities have bylaws to regulate these types of buildings.

Generally, these bylaws stipulate that the building owner must secure its unoccupied property against unauthorized entry, protect it against the risk of fire, accident or other danger, and maintain liability insurance.

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GTA & BEYOND

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RISK MANAGEMENT

Municipal bylaws also outline requirements for buildings that have been vacant for a specified number of days. These include (but are not limited to) ensuring boarding materials are installed and maintained in good order; confirming all utilities serving the building are properly disconnected, terminated or capped; and notifying the fire chief (or chief fire official) if the building has been damaged by fire.

Since municipal bylaws can vary widely, building owners should check the specific requirements in their community. This is the best way to avoid orders to comply and fines.

120 days notice of cessation of business operations. During vacancy, the insured is required to maintain fire protection, security and alarm services.

In the event that the notice provisions or other conditions are not met, property insurance companies will typically not cover any loss or damage as a result of vandalism, sprinkler leakage, breakage of building glass, water damage, theft or attempted theft, fungus, mould and mildew. In this case, instead of providing full replacement cost for the building, recovery may be limited to actual cash value — provided coverage extends at all.

THE FIRE CODE The National Fire Code establishes minimum requirements for vacant buildings.

Empty premises must be used and maintained so as not to constitute a fire hazard.

They must also be locked, and any accessible windows and doors barricaded to prevent unauthorized entry. At the same time, fire department access to the interior of the building should not be made difficult, in the event of a fire.

PROTECTION MEASURES The risks of property vacancy can vary significantly depending on the site, surrounding properties and neighbourhood in which the building is situated. These factors should be considered when determining the appropriate protection measures.

However, there are some basic guidelines all building owners/managers should follow to minimize the problems associated with unoccupied premises.

If a property becomes vacant, the building owner should immediately contact their insurance broker to ensure that appropriate coverage is maintained. The broker will provide advice regarding appropriate risk control measures and any insurer requirements.

The building should then be properly secured to prevent trespassing. All exterior and interior doors as well as unprotected

INSURANCE IMPLICATIONS Requirements for reporting vacant properties vary widely between insurers, as does the extent of coverage afforded.

Insurers will typically extend coverage, provided they are notified of the vacant building and that certain conditions are met. For example, commercial property owners must give anywhere from 30 to

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openings, such as windows and skylights, should be locked. Good perimeter lighting will further help deter unwanted visitors.

If the property is going to be unoccupied for a long period of time (for example, more than 30 days), it must be boarded up in accordance with local bylaws. In the absence of a bylaw, consideration should be given to covering doors and windows with timber, corrugated iron or even brick.

To reduce the potential for fire loss, power supplies and equipment should be powered down or disconnected.

Unnecessary combustible materials, waste, and excess vegetation and shrubs should be removed from the property. Sprinkler and fire alarm systems should be checked to confirm they’re functioning properly.

A schedule of periodic inspections, tests and regular maintenance should then be established to ensure these systems remain in good repair.

The building temperature should be maintained at or above 5 C during cold weather to prevent pipes from freezing and possibly bursting. It’s advisable to monitor building heat off-site. An alternative source of heat, such as a portable gas heater, should be kept at another location for use in case of heating failure.

If the building is not heated, all water piping should be drained and the water supply shut-off. Alternatively, the water should be shut-off at the property line.

Deterioration and lack of maintenance will make the premises more attractive to perpetrators, so it’s important to maintain the property’s appearance in accordance with others in the area. For example, continue with proper snow removal practices in winter. Pay attention to heavy snow accumulation on the roof, particularly if the building is not heated. This will reduce the risk of roof collapse.

Visit the vacant property at least once a week to ensure all is in order. Both the interior and exterior of the property should be inspected on each occasion. Logs should be kept of the visits for future reference. ■ ________________________________________ MARC LEDUC IS A SENIOR VICEPRESIDENT AT MARSH RISK CONSULTING. HE SERVES AS A SENIOR CONSULTANT IN RISK ANALYSIS, STRATEGIC RISK MANAGEMENT AND PROPERTY HAZARD CONTROL FOR REAL ESTATE AND RELATED INDUSTRIES. MARC CAN BE REACHED AT MARC.LEDUC@MARSH.COM.

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SUSTAINABILITY

QA &

COMPOSTING COMMODES Modern toilets turn waste into a valuable resource

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omposting toilets are becoming increasingly popular among commercial property owners in Europe, where they are lauded for their water-saving benefits. Uptake has been slower in Canada; however, these environmental-loving loos are starting to catch on.

Here, Tara D’Oliveira of composting toilet manufacturer, Sancor Industries Ltd., provides insight into this green technology, which could usher in a restroom revolution.

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SUSTAINABILITY

WHAT IS A COMPOSTING TOILET? A composting toilet is a wastewater solution for residential, commercial and recreational properties. It is an environmental and economical alternative to standard sewer, septic and holding tanks.

HOW DOES A COMPOSTING TOILET WORK? A composting toilet works through the process of evaporation and composting.

Approximately 90 per cent of human waste is made up of water. This water is evaporated out of the system through a vent. The balance breaks down to a fertilizer that is dry, odourless and safe to use. This compost soil is approximately 10 per cent of the original waste volume deposited in the toilet.

WHAT FACTORS AFFECT THE DECOMPOSITION PROCESS? Like a conventional system, a composting toilet is affected by temperature and venting. The composting process requires a minimum temperature of approximately 50 to 60 F, and a properly installed vent.

WHAT ARE THE MAINTENANCE REQUIREMENTS? An advanced composting toilet system only needs to be emptied every four to six months. The finished compost soil is easily removed from a tray at the bottom of the compost system.

Periodically, a small amount of bulking material, such as peat moss, and additional microbes need to be added to assist with the composting process.

WHAT CAN COMPOST BE USED FOR? The compost can be added to a garden flower bed, or used on plants or around the base of trees.

WHAT ARE THE BENEFITS OF COMPOSTING TOILETS? The benefits of composting toilets are applicability, cost and environmental impact. Composting toilets can be installed in locations where conventional systems cannot, such as parks, factories, golf courses and portable buildings, and are economical to operate compared to

standard systems. They recycle waste on-site and save an enormous amount of water — some models require no water for flushing while others use as little as 0.2 litres per flush (compared to today’s low-flow toilets, which use four to six litres per flush).

HOW CAN A COMMERCIAL PROPERTY OWNER/MANAGER RETROFIT THEIR BUILDING’S BATHROOMS TO INCLUDE THESE SYSTEMS? Depending on the application needs, it may be as simple as replacing existing toilets with new, modern ultra low-flush or waterless toilets that are similar in size. Advanced systems offer separate odourless composting units that can be installed indoors in a closet or utility room, or outdoors in a garage or shed. Truly progressive systems do not require gravity, can accommodate multiple toilets on one composting centre, and can flush up, down and around corners to easily accommodate building infrastructure. ■

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RESTORATION

FURNITURE

REHAB Giving “well-loved” pieces new life

BY ANDREW HOWELLS

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RESTORATION

F

urniture sets the scene and creates a strong visual impression, so when it begins to show signs of wear and tear it can negatively impact a property’s image.

But this doesn’t mean building owners/ managers are destined for a showroom full of new furnishings. There’s always the option of furniture repair and restoration.

RESTORATION BENEFITS Furniture represents a substantial investment. Restoration can preserve and protect that investment, giving building owners/managers many more years of service. As well, it’s often a fraction of the cost of buying new and saves the trouble of replacement.

Restoration can create a new look and feel. Small changes can be made, such as reupholstering lobby chairs or refinishing a conference table. Restoration also allows building owners/managers to give damaged furniture a new lease on life.

For example, a table that has lost a leg can find new purpose as a console in an entryway or hallway.

Furniture restoration reduces impact on the environment. A large amount of energy and natural resources is expended in manufacturing, packaging and shipping new furniture.

REUPHOLSTERY AND REFINISHING Reupholstering is a good option for fabric furniture that’s looking worn or where seat and back cushions are losing their support.

It often involves stripping the piece down to the frame and replacing all the fabric, springs, foam and webbing.

There are times, however, when an entire piece may not need to be reupholstered.

Take, for example, leather and vinyl chairs and sofas. The headrest and arms of these furnishings are prone to fading. In such cases, it’s best to treat the problem area only. This involves cleaning, sanding to a smooth finish, airbrushing to match the rest of the piece and then sealing to bring the faded area back to its original state.

If upholstery damage is minimal and relatively unnoticeable, such as a torn seam, then blind stitching is the preferred repair method. Blind stitching requires the use of a curved needle, which makes sewing on a flat surface, like a chair cushion, relatively easy. The thread should be heavy and ideally match the colour of the fabric; however, if done properly, the colour doesn’t matter because it won’t be seen.

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RESTORATION

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Furniture with scratches and gouges can be refinished. This involves removing the paint or varnish to re-expose the wood grain and then making minor repairs.

For scratches, a water-based dye may be wiped over the affected areas to hide imperfections. More severe damage, such as gouges, may require the use of melt sticks or wood epoxy. These fillers can be sanded and stained so they blend right in.

However, they work best if the furniture piece is in good condition overall.

Water-damaged furniture can also be refinished, though the restoration method depends on the type of furniture and the severity of the damage. Wood furniture water damage can range from small spots and white or light-coloured rings to dark stains and marks. A common cause of furniture water damage is mopping floors daily. In this case, furniture can be repaired on-site. The damaged area may be sanded, stained, sealed and then toned with a coloured spray aerosol followed by a clear top coat. White or light-coloured stains on furniture are a good indication the damage is relatively superficial — water hasn’t penetrated through the finished surface.

These marks can often be removed with retarder. Sprayed over the affected area, the retarder draws the moisture trapped 10:13 AM beneath the finish to the surface. If the finish has lifted, however, there is no way to repair the furniture on-site. Rather, it has to be taken off-site where the finish is stripped off and replaced.

COST OF EXPERTISE Furniture represents a sizeable capital investment so when it comes to repair and restoration, it’s best to ask for professional help than to go the DIY route. Professional restoration costs can vary widely as they’re dependent on a variety of factors, including the type of furniture, condition of the piece, time and effort required to repair it, hourly or daily rate, and whether restoration will take place on- or off-site. Nevertheless, while the price may seem hefty upfront, a qualified restoration company has the expertise, techniques, equipment and tools that can help save building owners/managers time and money in the long run. ■ ________________________________________

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ANDREW HOWELLS IS THE OWNER OF FURNITURE MEDIC OF NIAGARA, WHICH PROVIDES FURNITURE REPAIR AND RESTORATION SERVICES FOR ALL TYPES OF COMMERCIAL ENTERPRISES. HE CAN BE REACHED AT 905-688-9223 OR FURNMED@VAXXINE.COM.

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MAINTENANCE

PROTECTING WHAT’S

UNDERFOOT The lowdown on low moisture carpet cleaning

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Read about repairing carpet damage left by office furniture at

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arpet cleaning involves dry soil removal, soil suspension, soil extraction, pile grooming and drying.

Soil suspension (pre-conditioning) is a critical step in the carpet cleaning process.

It involves separating soil from the carpet fibre surface and holding it in suspension until extraction can take place. The procedure requires heat (or temperature), agitation, chemical action and dwell time. Low moisture carpet cleaning methods provide added agitation and chemicals during the soil suspension process compared to traditional hot water extraction methods, which use increased temperatures, chemicals and dwell time for effective soil separation.

The most common carpet cleaning issues in commercial buildings are caused by too much water left in the carpet (or too much dwell time) and poor choices in cleaning chemistries. These issues cause

wick-back of soils from the carpet backing and rapid re-soiling of the carpet as the result of villainous detergent residues.

Low moisture cleaning methods typically minimize these problems because of their rapid drying time and use of specially formulated cleaning agents that dry quickly and/or to a crystal, which are subsequently vacuumed away. The downside is that the agitation cycle may be too aggressive for some carpet yarns and fibres, particularly cut pile carpets. As a general principle, rotary brush or spin pad systems are not recommended (and in some cases prohibited) by carpet manufacturers as they’re known to cause tip bloom (the untwisting of carpet fibres) and fibre abrasion. Counter rotating brush systems are accepted since they lift the carpet pile.

This aids in vacuuming and restores the resilience on many carpets.

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MAINTENANCE

THE MOST COMMON CARPET CLEANING ISSUES IN COMMERCIAL BUILDINGS ARE CAUSED BY TOO MUCH WATER LEFT IN THE CARPET (OR TOO MUCH DWELL TIME) AND POOR CHOICES IN CLEANING CHEMISTRIES.

LOW MOISTURE CLEANING METHODS The majority of commercial carpeting is made from either nylon and olefin fibres.

Nylon is a premium fibre that suffers from some soil wick-back. Olefin is a hydrophobic (water-fearing) and oleophilic (oil-loving) fibre that is often used because it is stain-proof. A low moisture cleaning method is often the primary choice for carpet cleaners to avoid the soil wick-back inherent to heavily soiled olefin carpet.

The most common low moisture cleaning methods include bonnet, dry foam, dry powder and encapsulation.

Bonnet cleaning employs a rotary floor machine to remove soils from carpet. The carpet is first thoroughly vacuumed and then misted with a quick dry cleaning solution capable of dissolving oily soils.

The floor machine with a synthetic looped pad that has been moistened with the same chemistry is run over the carpet.

The dissolved soils from the carpet are transferred to the looped pad. Advantages of bonnet cleaning include quick drying time, and minimal wicking and chemical residue. On the downside, this method is overly aggressive on cut pile carpet and known to cause tip bloom. The bonnet pads get soiled quickly and aren’t replaced often enough by carpet cleaners, resulting in poor net soil removal. Most carpet manufacturers do not recommend this cleaning method.

The dry foam method is a self-contained cleaning process. Dry foam is generated inside a specially designed cleaning machine. It is applied to already vacuumed carpet and agitated into the pile by counter rotating brushes. The soil-laden dry foam is then immediately vacuumed out by a built in wet vacuum system. This method has very good agitation and drying time. However, operator indifference or error can leave heavy soapy residues in the carpet.

In dry powder cleaning, virtually no water is used. This is why it’s often referred to as the only “true” dry cleaning method for broadloom. Two basic kinds of granular powder are used in this method: a white powder (Capture or Millicare) and a brown moist powder (Host). After vacuuming, the dry powder is applied to the carpet via strainer or rolling barrels that contain holes. The powder is agitated into the carpet pile by counter rotating brush machines. Soils are adsorbed and absorbed into the granular media. Dry powder cleaning is the safest way to clean woven

carpets or jute backed carpets that are known to shrink. In fact, manufacturers of woven products often specify it as the recommended technique to clean their carpet and rug products. This method does have its disadvantages, though, including the potential for build up of soils in the carpet due to over application of cleaner or inadequate removal of the powder.

Encapsulation is a term used to describe dry crystalline shampoo cleaning chemistries. There are two types of encapsulation chemistries. The most popular encapsulant products are applied to the carpet by rotary, counter rotating brushes or planetary disc machines. They encase soils and the carpet fibres and then dry to a crystal. The crystal cures and shatters into shards, which are subsequently removed from the carpet by routine vacuuming. The other type of encapsulant products actually coat carpet fibres and fill in extremely small abrasions on the fibre.

This makes the carpet look brighter and eliminates the grey in high traffic areas.

This low moisture cleaning method has extremely fast dry times, leaves no villainous residues and virtually eliminates wick-back problems. Unfortunately, application with rotary systems may void carpet warranties.

Great care must be taken when using planetary or rotary machines on the carpet with encapsulants. ■

____________________________________________________________________________________ JAMES (LEE) SENTER IS THE OWNER OF FRESH AND CLEAN AND A TORONTO CARPET INSPECTOR. HE PERFORMS MAINTENANCE SPECS FOR MOST OF THE MAJOR CARPET MILLS AND TEACHES IICRC (INSTITUTE OF INSPECTION, CLEANING AND RESTORATION CERTIFICATION) APPROVED CARPET CLEANING TECHNICIAN (CCT) AND COMMERCIAL CARPET MAINTENANCE TECHNICIAN (CCMT) COURSES. LEE CAN BE REACHED AT INFO@TORONTOCARPETINSPECTOR.COM

CARPET WARRANTY CARE

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GTA & BEYOND

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There is a new industry standard for professional carpet cleaning. Released in March, ANSI/IICRC S100 Standard for Professional Cleaning of Textile Floor Coverings establishes minimum requirements for professional on-site cleaning of installed textile floor coverings. While the standard does not advocate one carpet cleaning system over another, it does, however, recommend that outsourced cleaners inquire about carpet manufacturer warranty specifications, as practical, prior to entering into a carpet maintenance and cleaning agreement.

This is important since some manufacturers do not recommend certain cleaning methods and clearly state that using these methods, including many low moisture cleaning processes, may void the carpet’s warranty.

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Congratulations! Berkley Property Management on all of your success.

We feel fortunate and privileged to be working and associated with Toronto the professionals of the Berkley Property Management team.

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