Canada’s Most Widely Read Condominium Magazine
June 2012 • Vol. 27 #4
Organizing meetings
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Contents Focus: Organizing meetings
14
Slam dunk By Debbie Dale
departments
6
Publisher’s Letter
30
Smart ideas
features
8
Management Opening the Condominium Act By Robert L. Weinberg
11
Legal Condominium law reform in Ontario By Bruce Reynolds and Sharon Vogel
20
Maintenance Exercise Diligence By Ross Morley
The CondoBusiness e-newsletters are new and improved for 2012. Your message will be delivered in a new format, providing readers more information and news about the property management industry.
What better way to deliver your message to thousands of decision makers!
publisher's Letter
Publisher Steve McLinden Editor Scott Anderson Advertising Sales Paul Murphy, Melissa Farrell, Sean Foley Senior Designer Annette Carlucci
In due process
Designer Jennifer Carter Production Manager Rachel Selbie Contributing Writers
Debbie Dale, Ross Morley, Bruce Reynolds, Sharon Vogel, and Robert L. Weinberg
Bill 72 proposes
much needed revisions to the Condominium Act of Ontario.
If the bill gets through and becomes legislation it will be known as Property Owners’ Protection act, 2012. Read with interest Bruce Reynolds and Sharon Vogel’s article on Condominium Law Reform in Ontario. With condo development exploding in the Toronto area to say change is needed is stating the obvious. Condo owners need further protection in order to protect their investment and give them recourse in the event of problems with developers. Property managers will be required to be “licensed” and meet qualifications to hold the position and manage properties. Time to wait and see if Bill 72 passes or gets bogged down in bureaucracy. Debbie Dale, a veteran of the property management industry, provides an interesting analogy between basketball and organizing condo board meetings. I hope you enjoy Debbie’s article “Slam Dunk” and have some fun with her “play” on words.
Steve McLinden Publisher Email: stevem@mediaedge.ca Tel: 416-512-8186 x239
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6 CONDOBUSINESS | www.condobusiness.ca
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management
Opening the Condominium Act May 5, 2001 was C-Day; the day the Condominium Act, 1998 was enacted.
By Robert L. Weinberg
A day
when all condominium property managers in Ontario gave a collective cheer and then a sigh. We had three years to wait and then we found out that maybe we should have waited a little longer for the government to fix the problems it created. O n c e e n a c te d , t h e c o n d o miniu m manager began to realize that this act, while making some strides in improving the Condominium Act 1978, burdened the manager with many more tasks and responsibilities for which they would receive no increase in compensation nor acknowledgement of professional standing. There were some benefits for other professional sectors in the industry. Half jokingly some referred to the new
legislation as the “Unemployed Lawyers Act.” This was due to the act’s wording in S. 37 (3) that suggests a director shall not be found liable for a breach of a duty mentioned in S.37 (1) if the breach arises as a result of the director’s relying in good faith upon (a) a financial statement, etc. and (b) a repor t or opinion of a lawyer, public accountant, engineer, appraiser or other person whose profession lends credibility to the report or opinion. 1998, c. 19, s.
8 CONDOBUSINESS | www.condobusiness.ca
37 (3); 2004, c. 8, s. 47 (1). In addition, all corporations registered before May 5, 20 01 had to engage the ser vices of a law yer to create new bylaws to ensure they complied with the act and its regulations. The act also made it mandatory for corporations to have a new Reser ve Fund Study and Summary Reserve Fund Funding Plan created every three years. This led to the other acronym for the act; the “Under-utilized Engineers Act.”
management
While we may find some humour in the nicknames we cannot ignore the f a c t t h a t t h e a c t d o e s n ot p rov i d e the necessar y protection for the condominium consumer. Condominium Act reform has long been a concept discussed within the condominium management industry. We have discussed the licensing of managers, the licensing of directors, mandator y education for directors and a myriad of other solutions. Some lawyers, after years of representing corporations operating under an administrator, have even asked consideration be given to the concept of a professional director; one who does not own a unit but is a professional (lawyer, business person, engineer, etc.). The discussion, until recently, never made it out of the industry think tank to the Ontario Legislature, that is until April 2012, when four members of the ACMO board of directors and four members of the board of directors of CCI Toronto, met at Queen’s Park for one-on-one meetings with 24 MPPs and then with more than 50 MPPs at a cocktail reception. Not only did we gain their ear but also as most management companies, managers, boards of directors and owners now know, Premier Dalton McGuint y announced on June 8, 2012 that Ontario would launch a public consultation to identify a comprehensive set of issues, and longterm solutions relating to matters such as:▪ consumer protection for buyers • condominium finances and reserve fund management • condominium board governance • expertise/accreditation of condominium managers • dispute resolution, for instance between condo boards and owners. The review will directly engage the e n t i r e c o n d o m i n i u m c o m m u n i t y, including owners, residents, developers and property managers. Members of the condominium community will have the opportunity to speak about their issues, hear the concerns of others and work together to develop solutions. So what will this mean? The consultation process will also involve owners and residents of condominium corporations rather than just developers, law yers, engineers, accountants and
representatives of only the largest property management companies. They have recognized the impor tance of ACMO and CCI and will continue their consultation with both organizations and their representatives. This is most important for the industry as it is the property managers and the owners of condominium units who know better than most what the condominium industry needs to have incorporated in any new legislation. The government will also be
consulting with ACMO and CCI (Ontario Chapters). Consumer protection is listed first on their announcement for many reasons including the fact that approximately 10 per cent of Ontarians live in condominiums, 525,000 residential condominium units currently exist in Ontario and approximately 50 per cent of new home sales in Ontario are condominiums. T h e re ex i s t n o b a r r i e r s to e nt r y or re - entr y in the condominium
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management business. Theft by management companies or their managers, the worst of which was allegedly perpetrated in 2011 by the owner of Channel Property Management ($22 million), has becoming alarmingly more common. A good friend of mine once stated you have to be licenced to sell one home but you don’t have to be licensed to manage 300. Formal accreditation of property managers (licensing) should prevent those who are convicted of
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of directors on reports issued by lawyers, engineers and chartered accountants. The act provides for mediation and arbitration when disputes arise not only between boards and owners but also between corporations that share facilities. This was designed to reduce legal costs and free-up busy courtrooms. Instead, it has become a boondoggle that has increased legal fees for both parties and rarely provided the outcome the authors of the act envisioned. W hile there are some successes, many disputes still end up in cour t anyway, especially if the parties refuse to agree to the mediation/arbitration process. The government has stated that they will be looking to revisit S.132 so that the process is more effective. H aving b een through me diations, I personally welcome this position. The act currently does not h ave e n o u g h te et h to p rote c t t h e condominium owner from rogue boards of directors. There are far too many corporations put into distress an d the re sul tin g as si g nm ent of a c our t a p p ointe d a d ministrator. T he government will be considering ways and means of improving the governance of the owner elected board of directors, which may include mandatory training, financial accountabilit y and even stronger requirements than those in S.29 of the act. I am hopeful that this government completes the job that was started in 1998 and gives us a piece of legislation that will promote the standing of property managers, protect the investment owners have in their units and in doing so ensure that we all do not have to empty our bank accounts in legal fees to ensure the condominium way of life is a lasting and enjoyable one for all who work, live and play in them. 1 Robert L. Weinberg, B.A., MBA, RCM, A.C.C.I. is the President and CEO of Percel Inc. He has been managing condominiums for over 30 years. He is immediate past member of the board of ACMO and was the Chair of the Government Relations Committee, Chair of the Scholarship Committee, and is still serving on both committees as well as the Ethics, Awards and Certifications and Standards Committees.
10 CONDOBUSINESS | www.condobusiness.ca Untitled-2 1 11080_BradleyMechanical_WilsonBlanchard_2011.indd 1
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legal
Condominium law reform in Ontario As members of the
O nt a r i o Legislature sang him “Happy Birthday”
By: Bruce Reynolds and Sharon Vogel
on May 10, 2012, NDP MPP Rosario Marchese likely
hoped that he would be gifted this year with the passing of his private member’s bill reforming Ontario’s condominium laws. Bill 72 is M archese’s four th k ick at the can at drafting legislation that increases protection for condo owners. While no previous attempt could get past the committee stage - where Bill 72 now finds itself after passing second reading - with a minority government in Queen’s Park and assistance promised from the Tories, Marchese believes that he “might be lucky enough to get it (the Bill) through the whole process.” If passed, Bill 72 would become the Property Owners’ Protection Act, 2012, and amend the Ont ario N ew H ome Warranties Plan Act; Building Code Act, 19 9 2; and C ondominium Act, 19 9 8 , which, despite Ontario’s condo boom, has not been substantially altered since it came into force over a decade ago. The following are five major changes being proposed:
2. Creation of a review board Currently, if a condo owner has an issue with a developer, the potential avenues available for addressing the dispute include mediation, arbitration, or application to the Superior Cour t.
T h e s e c a n t ake c o n si d e r a b l e t i m e an d may sometimes be expensive. B ill 7 2 in c lu d e s t h e c re at i o n of a “rev iew b o ard” th at woul d aim to resolve matters quickly. Matters to be addressed by the review board would
1. Licensing of property managers Bill 72 introduces a licensing requirement for property managers. A property manager will be considered to be any person who manages the finances, maintenance, repairs, and enforcement and compliance with the declaration, by - laws and ap plic able l e g i s l at i o n of a c o n d o m i niu m . T h e property managers will be required to meet certain qualifications and possibly pay a fee before being issued a license by the Ministry of Consumer Services.
June 2012 11 Untitled-8 1
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legal
be heard by a panel, staffed by members that have “demonstrable experience and knowledge of homeowner advocacy and consumer protection.” 3. Expansion of Tarion Ta r i o n , a c o r p o r a t i o n t h a t i s t h e r e g u l a t o r o f O n t a r i o ’s n e w h o m e building industr y, currently provides warranties for one year for new condo owners. Bill 72 expands warranty coverage to five years, and explicitly extends it to include defects in windows, doors and caulking and other material that might lead to water leaks, and also defects in material and work related to electrical, plumbing, and heating deliver y and distribution systems. Bill 72 would also have Tarion c over c ond ominium c onversions as o p p ose d to just new c o n d o minium construction. 4. Opening of reserve fund Presently, condo owners contribute towards a reser ve fund through their common expenses, and this fund can be used by the condo board without the condo owners’ consent for major repair and replacement of the common elements and assets. Bill 72 opens up the reserve fund for any repair and re p l a c e m e nt of c o m m o n e l e m e nt s following reasonable wear and tear, and also for the installation of renewable and prescribed energy efficient energy technologies - again, without condo owner consent. 5. Imposing a duty of fair dealing Bill 72 establishes a formal dut y of f a i r d e a l i n g o n eve r y d e c l a r a nt and corporation, which, if breached, gives a right of action to damages. Marchese hopes the duty “will force the developer to do what he or she said prior to construction.” W hile the ne e d fo r c o n d o minium law reform is agreed to by all political par ties, there has been criticism of this bill. Government MPPs have asked how the proposed review board would be funded, and MPP Dipika Damerla has said that she cannot suppor t t h e b i l l i f t h e ex p a n s i o n of Ta r i o n would “create t wo sets of proper t y owners: condo owners with extended
12 CONDOBUSINESS | www.condobusiness.ca
warranties and people who own single-family homes.” There has also been pointed criticism of the opening of the reserve fund. MPP Rick Nicholls has said that Bill 72’s proposed use of the reserve fund violates the prop er t y ow ner ’s r i g ht to b e i nfo r m e d , a r i g ht t h a t should not be violated except in the case of an emergency. While MPP Jim McDonell has noted that the section on opening the reserve fund is “hardly a re aso n a b le c l ause in an ow ner s’ protection act.” T h e b i l l ’s fo c u s o n c o n s u m e r protection has not satisfied the Association of Condominium Managers of Ontario or the Canadian C ond ominium Institute - Toronto & Area. These organizations published a joint press release in response to Bill 72, asking for a more “broad based revision of the existing legislation,” and drawing at tention to their 2011 Legislative Brief on the Condominium Act, 1998. S o what ’s nex t? T he Tories have suggested that a full review of condominium law is necessar y at commit tee, and the Minister of Consumer Ser vices, Margarett Best , has indic ate d that her of fice will conduct “a ver y comprehensive rev iew of the a c t ,” buil d ing on it s o n l i n e su r vey of c o n d o ow n e r s i n 2 0 10 . G i v e n a l l t h e i n t e r e s t a n d debate, some form of reform is likely on its way. Whether it arrives before Marchese’s next birthday or whether it will look like Bill 72 remains unclear. 1
Bruc e Reynold s is a p artner in the C o n stru c ti o n , En g i n e e ri n g , S u ret y, and Fidelity Group at Borden Ladner Gervais LLP. He c an be contacted at 416 - 3 67- 6 255 or breynoldsl@blg. com. Sharon Vogel is also a partner in the Construction, Engineering, Surety, and Fidelity Group at Borden Ladner Gervais LLP. She can be contacted at 416 - 367- 6148 or svogel@blg.com. The authors gratefully acknowledge th e a s s i sta n c e of R a h i m J a m a l, a stu d e nt at B o rd e n La d n e r G e r v a i s LLP, in assisting with the drafting and research for this paper.
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cover story
Slam dunk A winning approach to condo board meetings
cover story
By Debbie Dale
What does the game of basketball have in common with condominium meetings? Well, a flawless game plan for winning with 100 per cent success at every condominium board meeting or basketball game does not exist. There are, however, strategies and principles that can support the success of the condominium board team. We all know there is no “I” in “team” and most of us understand the thought processes behind this concept. It is particularly awkward, however, to manoeuver a basketball or decision process into the hoop with many players of varied skill sets.
cover story
“Professional property managers offer much to condominium board meeting success…”
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T he basketball coach and the condominium board meeting chairperson need to build and foster a synergy within their team that is positive, guided, respectful and successful. Focus can run out of bounds easily as meeting topics travel along amid a court of players with varied objectives and skill sets. The coach needs to strategize to keep the game moving forward and score points. The chair needs to plan ahead and strategize to successfully accomplish the agenda items, acquire informed motions and get decisions made. The coach and chair have similar roles and both must be successful, strong, catalysts. The venue for a business meeting should include adequate space, proper ventilation, bright lighting, comfortable chairs, ample table surface for note taking and laptops, power supply, refreshments or at least cold water, easy access that reflects the needs of all participants, a method of recording minutes and a calm environment. A ringing phone or repeated interruptions need to be avoided. Give some thought to the surroundings before deciding, as a group, where to meet regularly. The chair can create and distribute a draft modus of operation or guideline for directors to amend and adopt as the agreed game plan for all board meetings. Robert’s Rules of Order or Wainberg's Society Meetings Including Rules of Order are the norm. Get copies of the agreed procedural guideline and distribute this to all. Include in the meeting format an expectation that all attendees will have read the meeting package info before the meeting. Directors who have not read the agenda, minutes of the last meeting, financial statements and board report in its entirety prior to the board meeting will waste valuable meeting time and simply cannot participate effectively and efficiently. P rov id e su p p or t to a new d ire c tor by meeting with her/ him before their first meeting to help them understand the process and how the team works.
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cover story
“The final score at the end of the meeting game can be increased through team building…”
Experiences and skill sets are varied and volunteers need to feel welcome to join in gradually with the support of a coach so that each can learn to win with the team. New director mentors c an provide invaluable insight into how an existing board operates. CCI ( C a n a d i a n C o n d o m i n i u m I n s t i t u te ) courses are offered at least once a year and successful boards generally require that directors attend these sessions plus provide for the expense in the corporation’s operating budget. Travel and a meal should be included, of course. There are numerous books on how to understand and work with volunteers and these are worth a read for the current or future chairpersons. Communication is crucial but volunteer directors with emotion-based feelings about a particular issue in or near their home can use up valuable meeting time by pleading their own case repeatedly. Every chairperson needs to pre-determine boundaries or draw lines. A three-minute egg timer can be just the answer to keep the group in the court, minimize dribbling and score points. If the issue seems to be rolling around in circles, give every person a set amount of time to wrap up their comments and use an egg timer to limit a soliloquy. Firmly but politely move from speaker to speaker. Allow everyone their floor time to speak to ensure inclusivity. The call for a vote to determine a motion needs to include the whole team and is really a shot towards the basket. Try to avoid the abstain position which is, really, just no decision for or against. If there is no clear consensus by a majority then try to defer that item to a future meeting, if possible, or move that item to the end of the meeting. The chair needs to regain forward momentum by scoring a few hoops to change the pattern and energy of a meeting. Craft the agenda carefully and place controversial items that
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cover story
“Prepared chairpersons are phenomenal coaches, referees and captains.”
may be difficult or contentious to the end of the meeting. A calendar for the year is the best defense against lack of quorum to conduct business at a meeting. Our business and personal planning patterns are to fill in our calendars with meetings and appointments we already know about well in advance. We then build the remainder of our schedule around the blocks of time we have already c ommit te d. T he item of business immediately after deciding on officer positions within a new board should be the meeting calendar. Professional property managers offer much to condominium board meeting
success. A properly prepared board report from management should include an agenda as approved by the president, draft minutes of the last meeting, draft unaudited financial statements of the prior month, a well- designed board report to detail items needing decision or direction, items in progress and completed items plus attachments. Carefully prepared, well researched attachments to the board report are essential. A binder for each director is a great tool. A three-ring binder allows a categorized set up for each agenda item that is easy to follow and directors can keep information all in one easy to
reference place, if they wish, from meeting to meeting if a matter is ongoing. Work with the property manager to refine how their monthly board report is delivered so that it suits the needs of the board. We all need some insider tips from time to time to make us better. The final score at the end of the meeting game can be increased through team building, implementing a well-rehearsed game plan and staying on the cour t. Prepared chairpersons are phenomenal coaches, referees and captains. 1 Debbie Dale can be reached through muskokacondoservices.com or toll free 1-866-280-8309
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Maintenance
Exercise Diligence By Ross Morley
productivity
Exercise can be a positive force in the workplace to support health,
and stress management. Likewise, on-site fitness centres can be an
amenity that helps to draw and retain tenants, but building owners and managers should be diligent in addressing the risk that such facilities pose. It’s not a simple matter of installing some treadmills and bikes in vacant, unsupervised space.
20 CONDOBUSINESS | www.condobusiness.ca
Maintenance
E xe rc i s e re l ate d i nju r i e s a re n ot uncommon. Providers of facilities must und erst and their ex p osure to risk and carefully consider design and m an a g em ent of the fitnes s s p a c e. Many owners/mangers will choose to outsource the set up and operations of fitnes s c entres to a s p e c i alize d contractor. A ppropriate equipment selection, vigilant maintenance, cleanliness and safety are critical. On the administrative side, effective scheduling and creative p ro g r a m m i n g a re key to c u s to m e r satisfaction. Qualified personnel, in tune with the needs and abilities of a range of users, are essential. Facilit y operations, equipment and personnel represent three major sources of risk.
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Operations & administration Signage posted at the facility entrance should clearly state who is allowed access, how to become a member/user and whether the facility is supervised. E n s u re c o n t r o l l e d a c c e s s s o o n l y registered users can use the facility. Once inside, users should be required to a t te n d i n s t r u c t i o n a l o r i e nt a t i o n sessions on proper equipment use, disinfecting after use, guidelines for personal physical activity programs and facility emergency procedures. Signage should communicate emergency p ro c e d u re s a n d p ro p e r e q u i p m e nt usage. Install emergency call systems in exercise areas and locker rooms (buttons, intercom, phones, etc.) and/ or video surveillance in exercise areas.
Provide added security in locker rooms via a mechanical keypad with different codes for men’s and women’s rooms. Women, especially, can feel vulnerable at non-peak times. Install easily accessible First Aid and Automated External Defibrillator (AED) kits. Develop a written emergency plan and test it. Perform regular safety and cleaning audits and record them. Provide forms for informed consent and waiver of liability for all users to read and sign. Risks of activity must be documented and users advised to seek clearance from their health care provider. This waiver must be signed and witnessed. Many facilities use a st and ard pre - screening form c alled PAR- Q or Physical Activity Readiness Questionnaire.
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Maintenance
Provide access to drinking water. Install non - slip floors or appropriate matting in shower areas. HVAC is important. There should be proper balance of air circulation and temperature (19 to 22° C) and sufficient air changes in locker and shower areas so users don’t get overheated.
Equipment Selection of equipment suitable for the facilit y design and the users is imperative. Regular maintenance will identif y p otential pro blems so that damaged equipment can be repaired or replaced. Proper documentation of both inspection and repair is critical to risk management.
LEAKS, PLUGGED DRAINS, BACK FLOW TESTING
Select only commercial grade equipment and avoid used equipment. Implement a preventative maintenance program and checklist, which includes keeping detailed maintenance records for all equipment. Records will be key to defending against claims that an injury is due to malfunctioning equipment. Develop a system to inform users of broken equipment so injuries are prevented. This can be an “out of order” sign to hang on equipment. Properly install equipment according to m a n u f a c t u re r ’s i n s t r u c t i o n s . For example, a common error is the placement of a treadmill too close to a wall or other equipment when a fivefoot clearance is required. Putting a mat on the wall to soften the impact is not the answer! Contracted equipment maintenance firms should have WCB and adequate, current insurance and follow all specified safety procedures. Consider requiring the contractor to provide a cer tificate of insurance naming the
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facility as an “additional insured”. A minimum of $2 million comprehensive general liability insurance policy is suggested, while $5 million is the standard. Pay attention to those with disabilities. For example, provide wheelchair accessible space between equipment.
“Building owners and managers should be diligent in addressing the risk that such facilities pose…”
Personnel Staff or contractors, such as personal trainers and group class instructors, should be properly certified, insured and competent and knowledgeable in their field of instruction. Trainers should also have current CPR, AED and First Aid training and a good insurance policy. There are several certifying organizations in Canada that proclaim t h ey a re l e a d e r s i n e d u c a t i o n a n d certification. However, since there is no licensing body, anyone can call himself or herself a personal trainer. S ome trainers are certified through weekend workshops. In contrast, the Canadian Society of Exercise Physiology (CSEP) is a reputable nationally recognized body that confers the Certified Personal Trainer (CPT) and Certified Exercise Professional (CEP) designations. The CSEP CEP is required to have a 11222_JMCC_2011.indd university degree in exercise science or related area and 300 hours of related experience just to qualify for the training and exam. A CSEP CPT is certified to work with healthy people and must have a two-year college diploma or university credits in six core competency areas. Ideally, on-site staff should hold one of these credentials. Stories abound of overzealous and/or inadequately qualified trainers who may push clients beyond their physical limits or venture into advice on nutrition and supplements sales that may cause harm. Allowing tenants to bring their own trainers on-site may expose building owners/ managers to that risk. 1
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advertorial
Profit from strategic energy management
Keeping energy costs in line is vital to a healthy business strategy. Good energy management boosts asset values and
helps keep maintenance fees under control. It can also free up funds for other building
needs. But once the obvious energy improvements are made it can be hard to keep up the momentum. How do you take your buildings to the next level? Enbridge Gas Distribution helped Cadillac Fairview face the challenge. When they joined the Race to Reduce, an initiative spearheaded by Greening Greater Toronto and partners like Enbridge, Cadillac Fairview’s Toronto Office Portfolio committed to reducing energy use by 10 per cent across their portfolio by 2014. Simcoe Place, a 30-storey office tower and retail concourse located in downtown Toronto, was already one of the best energy performers in their portfolio. Enbridge worked with a team that included energy service consultants and Toronto Hydro to identify new energy savings opportunities. As a result of their recommendations eight of 10 main supply and exhaust fans were retrofitted with Variable Frequency Drives (VFDs) and three boilers equipped with linkageless controls. Taken together, these two measures will save an estimated 311,000 m3 a year of natural gas and 1,050,000 kWh a year of electricity, making for significant cost savings. The retrofit, combined with operational improvements, should put the building on track to becoming one of the most efficient office buildings in Toronto’s financial district. Enbridge also provided $6 0,4 8 3 in energy efficiency incentives based on the projected natural gas savings. And any future carbon credits attributed to the project’s greenhouse gas reductions will be retained by Cadillac Fairview. Free services support strategic energy planning Rocky Mancini is one of several Enbridge commercial sector Energy Solutions Consultants (ESCs). He has found that “we can help customers develop the best energy strategy by adding to their knowledge.
Owners and managers are looking for information on where to invest and what to invest in. If it’s a single building the question is which piece of equipment or systems will work best and what will the savings be. If it’s a portfolio of buildings people want to know which building to invest in for the best return. Our biggest satisfaction comes when a client tells us we helped them move forward on their energy management strategy.” With more products on the market all the time, often it’s difficult to separate fact from hype when it comes to energy savings claims. Unbiased third-party validation of technologies is one of the most important ser vices that Enbridge provides. Enbridge’s assessments are based on a wealth of experience with many different buildings and applications. As David Stelzer, another Enbridge commercial ESC puts it, “our only interest is to promote technologies that produce the best results for our customer’s buildings.” Investments in energy efficiency can be risky, especially where there’s a chance that actual savings might not match original estimates. Enbridge helps reduce that risk, with free analysis of natural gas consumption data and savings estimates customized to the actual buildings where the investment will be made. This kind of knowledge gives customers the information they need to make better energy management decisions. More and better information make it possible to move from stand-alone energy efficiency projects to a pro-active energy management strategy. Enbridge offers a range of energy management services and incentives to help support effective energy planning and profitable energy investments.
26 CONDOBUSINESS | www.condobusiness.ca
Within a portfolio the building with the highest energy consumption is not always the least efficient. Enbridge’s Energy Compass provides a free diagnostic service for properties to identify the best and worst energy performers relative to size and other variables. This makes it possible to target investments for the best return. The Energy Compass service includes a customized building-by-building energy performance report, identification of energy efficiency opportunities, identification of available incentives, and connections to Enbridge business partners. Enbridge’s large-volume commercial customer1 can take advantage of Run it Right, another free service that helps owners and property managers improve the energy performance of their buildings, Run it Right bundles technical expertise and support with financial incentives. Once enrolled, eligible customers receive the assistance to identify energy-related operational improvements and generous financial incentives (up to 100 per cent of costs to a maximum of $5,000)2 when implementing these measures. Enbridge works with Run it Right participants to analyze consumption data, establish an energy baseline, and calculate the return on investment for various options. Qualified customers may be upgraded to a pulse capable meter for daily gas consumption readings. Run it Right also provides financial support for monitoring and reporting. Building operators can make or break an energy savings strategy. Customers who register for Run it Right and who use their own in-house energy manager or mechanical contractor to implement improvements can receive free training on operational improvements. Topics covered include
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advertorial building re-commissioning, best practices for energy savings, and how to identify short, medium and long-term payback opportunities. Incentives help reduce project costs and improve paybacks Enbridge continues to offer a wide range of financial incentives for the purchase and installation of energy efficient technologies in existing buildings. These include fixed incentives for a defined list of technologies or one-time custom project incentives to support retrofit projects that are more complex or involve more innovative technologies. These projects can qualify for incentives of up to 10 cents per m3 based on projected first-year natural gas savings (up to a maximum of $100,000). Enbridge also offers incentives for audits3 and studies to provide more detailed information to guide energy management decisions. New ventilation technologies deliver double benefits Enbridge recognizes that new ventilation technologies offer one of the best ways to save on both natural gas and electricity costs. Variable Frequency Drives (VFDs) change the speed of fans that control air flow, matching air flow to the actual use. This results in natural gas savings because less heated air is required. It ensures significant electricity savings because it uses less power when operating at lower speeds. This technology can also save on the cost of air conditioning in the cooling season. As an added benefit, running motors at lower speeds can extend their life and save on maintenance costs. Demand Controlled Ventilation (DCV) adjusts the amount of outside air coming into a building based on occupants and their ventilation demands. A DCV system uses CO2 or occupancy sensors to monitor
occupancy and this information is used to control ventilation dampers for more or less air intake. The system saves energy and money by not heating and cooling excess air. It also ensures that occupants have sufficient outside air at all times. Through Sept. 28, 2012 Enbridge is offering double incentives to encourage installation of VFDs and/or DCVs in existing commercial buildings. During this special promotion customers may be eligible for a one-time incentive of up to 20 cents per m3 of natural gas saved up to a maximum of $100,0004. Enbridge works hard at making it easy for the customer Enbridge recognizes that building projects have to be on time and on budget. Enbridge has designed its energy efficiency programs for easy access. There’s no complicated contract to review, no lengthy approvals process. As Walter Matias, Enbridge Commercial Portfolio Manager, puts it: “Our long-standing work in energy conservation has made it possible to design one of the best and most accessible energy efficiency programs. Our goal is to make sure customers get the support they need when they need it so they don’t miss out on energy saving opportunities.” Contact Enbridge for assistance with your energy action plan. energservices@enbridge.com www.enbridgegas.com/commercial 1-888-427-8888 1 2 3 4
Typically consuming 300,000 m3 of natural gas annually. 2012 financial offer Hospitals, long-term care facilities, colleges and universities qualify Maximum available incentive is the lesser of $100,000 or 50% of project cost
We want you to save energy.
So we’re doubling our incentive to help you do it. For a limited time Enbridge Gas Distribution has doubled the incentive to get its customers started on long term energy efficiency gains. We’re offering $0.20/m3 (versus $0.10/m3) on the annual m3 of natural gas you save by implementing one or both of these proven energy-saving technologies. And you can substantially reduce electricity costs too:
Variable Frequency Drives (VFD) vary the operating speeds of motor-driven equipment. During periods of reduced load, this can result in valuable energy savings. Demand Control Ventilation (DCV) adjusts ventilation rates to serve the actual number of occupants in a given space (rather than the maximum number) creating significant energy savings.
If you install either or both of these technologies, your incentive could be worth up to $50,000.* Call 1-888-427-8888 or email your Enbridge Energy Solutions Consultant today. Offer ends by September 28, 2012 and is only available to the first 200 applicants. For complete terms and conditions, contact energyservices@enbridge.com
(Be sure to mention your reference code: 12 CBM AD)
* Eligible technology must be installed and operating by December 12, 2012. Maximum available incentive is the lesser of $50,000 or 50% of the before tax project cost. Subject to terms and conditions.
28 CONDOBUSINESS | www.condobusiness.ca
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SMART IDEAS
Working with your condo board If you disagree with a policy taken by your condo board, or feel the condominium development is not being properly managed in some way, you have a number of options. You can: Seek to make your concern the topic of a special owners meeting.
Write to the board requesting formal consideration of your concern. You may also request an opportunity to speak about your concern at a board meeting. Generally speaking, only directors have the right to attend board meetings, but they can invite you if they wish.
Discuss your concern informally with members of the board. This is usually the best way to start and may be enough to solve the problem.
Raise your concern at an annual general meeting of the owners. At an annual general meeting, an owner may raise for discussion any matter relevant to the affairs and business of the corporation. This is a good way to test whether other owners share your concern. Courtesy of Ontario Ministry of Consumer Affairs
30 CONDOBUSINESS | www.condobusiness.ca
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