Canada’s Most Widely Read Condominium Magazine
Disaster management Planning for the worst Guarding against dysfunctional boards
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High performance buildings
November 2011 • Vol. 26 #8
Mastering the Art of Quality Matting The Ritz-Carlton 181 Wellington Street, West, Toronto, ON Owned by Graywood Developments LTD Managed by The Ritz-Carlton
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Contents Focus: DISASTER MANAGEMENT
8
Look out below By Daniel Boan
20
Plan for the worst, come out the best By John Stephenson
30 43
The enemy within By Dave Hedman
features
12
Finance Annual Funded Ratio By Jeff Truman
14
Legal Dysfunctional boards By Ray Mikkola
27
Management High performance buildings By Scott Lenger
36
Maintenance Water smart By Anthony Kampen
40
Technology What are IP-based security products? By Mike Tomas
48
Technology Future-proofing security system investments By Harry Ferguson
Articulating evacuation By Barbara Carss
departments
6
Publisher’s Letter
50
Smart ideas
Your Design, Your Style! Patterned Carpet
The Royal Henley Retirement Residence 582 Ontario Street, St. Catharines, ON Owned by: Reichmann Seniors Housing Development Corporation Managed by Signature Living Photography by David Whittaker
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4/23/09
1:23:20 PM
Products by Vifloor contribute towards LEED certification Toll free: 1.877.521.9014 Fax: 416.521.9016 Email: info@vifloor.com Vifloor Canada Ltd., Distributors of Shaw Hospitality Group
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publisher's Letter
Publisher Steve McLinden Interm Editor Scott Anderson Advertising Sales Paul Murphy, Melissa Farrell, Sean Foley, Ian Lederer Senior Designer Annette Carlucci
Managing disaster R e c e n t o c c u r r e n c e s of falling glass from downtown Toronto condominium balconies have heightened fears on several fronts. First, the risk of serious injury is enormous and could even prove fatal if an unaware passerby is in the wrong place at the wrong time. And second, the legal ramifications for the buildings involved can be convoluted and difficult to navigate. Daniel Boan, a partner at Borden, Ladner, Gervais LLP, provides some advice to condominium corporations and property managers on how to deal with this complex issue. Our feature story for this issue written by John Stephenson from FirstOnSite Restoration, stresses the importance and value of being prepared for disaster. “Plan for the worst. Come out the best” assists in dealing with all disasters and the aftermath. Having been a board member at a condominium, I can relate to Ray Mikkola’s story on “Dysfunctional boards”. Communication breakdowns and making decisions outside “official” meetings only leads to problems. This is the last issue of CondoBusiness for 2011. I know, I can’t believe where the year has gone. A thank you to all involved with CondoBusiness magazine and I look forward to working with you all in 2012. Steve McLinden Publisher Email: stevem@mediaedge.ca Tel: 416-512-8186 x239
6 CONDOBUSINESS | www.condobusiness.ca
Junior Designer Jennifer Carter Production Manager Rachel Selbie Contributing Writers
Daniel Boan, Jeff Truman, Ray Mikkola, John Stephenson, Scott Lenger, Dave Hedman, Anthony Kampen, Mike Tomas, Barbara Carss, Harry Ferguson
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President Kevin Brown Accounting Manager Maggy Elharar 5255 Yonge Street, Suite 1000 Toronto, Ontario M2N 6P4 (416) 512-8186 Fax: (416) 512-8344 e-mail: info@mediaedge.ca CONDOBUSINESS welcomes letters but accepts no responsibility for unsolicited manuscripts or photographs. Canadian Publications Mail Product Sales Agreement No. 40063056 ISSN 0849-6714 All contents copyright MediaEdge Communications Inc. Printed in Canada on recycled paper.
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Maintenance
Look out below!
By Daniel Boan
Throughout the summer of 2011, glass falling from condominiums
in
downtown Toronto was widely publicized, including a spoof on The Rick Mercer Report.
8 CONDOBUSINESS | www.condobusiness.ca
In August, The Toronto Star reported that at least 13 glass panels had fallen in Toronto since December 2010. In that article, it was estimated that at least nine panels had fallen from the “Murano” condominium complex, while two glass panels had fallen from the “One Bedford” condominium building. The Toronto Star also reported that glass fell from the “Festival” condominium located above the TIFF Bell Lightbox on two occasions in July and August 2011. Unfortunately, one pedestrian was reported to have been injured as a result of glass falling from the Murano. As a result of these incidents, the media has taken an interest in the safety of condominiums and adjacent sidewalks in Toronto. These types of incidents have not been limited to Toronto. Similar incidents were reported at the W Hotel in Austin, Texas in June 2011 and at the Bibliothèque et Archives Nationales du Québec in Montreal which has experienced issues with falling glass between 2005 and 2010. Recently, BVDA Façade Engineering was retained by the developer of One Bedford and the Murano complex to analyze the glass that fell from those buildings. Mark Brook, a partner at BVDA, told the Toronto Star that impurities were found in the glass from the Murano. Brook explained that impurities in the glass can build stress in the glass until the glass explodes and it is likely that the developer simply used several bad batches of glass from manufacturing facilities in the United States.
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In response to the falling glass, the City of Toronto requested that all developers of the buildings involved with these incidents submit an engineering analysis report by the end of August 2011. These reports do not appear to have been made public to date. The deputy chief building official for the City of Toronto also ordered all the glass panels on the Murano’s north tower to be replaced. On Aug. 17, the developer announced that all the original glass at the Murano complex and One Bedford would be replaced with more expensive laminate glass. According to the developer’s press release, laminate glass is similar to glass used in car windshields and is safer because it will retain its shape and not shatter when fractured. This fix is anticipated to cost the developer millions of dollars as laminated glass can be between 50 per cent and 200 per cent more expensive than the original tempered glass. The developer of One Bedford and the Murano condominiums appears to be responsive and proactive. However, if a developer is unwilling or unable to rectify such defects, or in some cases no longer exists, condominium corporations, property managers, and unit owners will need to look for other avenues to fund the glass repair work. Given the obvious safety concerns that falling glass presents, immediate and reasonable corrective action should be taken to avoid possible injuries to unit owners or other third parties, and the possibility of resulting lawsuits. Generally, the condominium corporation’s declaration, by- laws, and applicable condominium legislation, oblige the condominium corporation to maintain and repair the common elements after damage in order to maintain the value of the building. As a result, when condominium terraces and balconies are designated as common elements in the declaration and by-laws, as they typically are, the corporation will be responsible for the cost of repairing any glass installed on balconies or terraces that shatters. This is a cost that the condominium corporation did not likely anticipate. Statutory and contractual warranties may assist in covering the cost of glass repairs. As set out in the article Leaky Condos: Be prepared for the risk published in the October
issue of CondoBusiness, the majority of defects. Warranty claims must be made Canadian provinces and territories have within the applicable warranty period to enacted legislation that provides statutory Tarion Warranty Corp. which administers warranties to new home owners. In Ontario, the act and ensures that the legitimate the Ontario New Home Warranties Plan Act claims are covered by the new home provides new home owners with one- to builders or Tarion itself. It is not clear which statutory warranty two-year warranty protection against defects in work and materials, and seven-year period will apply to the occurrence of CARMA_CondoBusiness_01-19-2009_CS2--F.pdf 2/3/09 5:41:35 PM warranty protection against major structural falling glass given the lack of specific case
November 2011 9
Maintenance law and Tarion direction. At first glance, it appears that glass installed on condominium balconies and terraces may be considered part of a condominium’s exterior cladding or building envelope. Tarion’s Construction Performance Guidelines defines exterior cladding as: “All exterior wall coverings, including siding and above-grade masonry as required and detailed in the relevant sections of the Ontario Building Code…”; and building envelope as follows: “The wall and roof assemblies that contain the building space, and include all those
elements of the assembly that contribute to the separation of the outdoor and indoor environments so that the indoor environment can be controlled within acceptable limits.” However, glass installed on condominium balconies and terraces does not clearly fall into either category since the glass may not be considered a wall covering and because the glass is not used to separate the outdoor and indoor environments for the purpose of controlling the indoor environment. If, however, the glass is considered to be part of the building’s exterior cladding, then a
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two-year warranty covering defects in work or materials which result in the detachment, displacement or deterioration of exterior cladding would apply. If not, then a oneyear warranty covering defective work and materials would be applicable. A two-year warranty could still apply if the defective glass causes water penetration into the building envelope. Therefore, each circumstance of falling glass will need to be examined to determine which warranty period applies. Out of caution, the corporation and property manager should consider reporting the incident as soon as possible. In addition to statutory warranties, condominium corporations and property managers should become familiar with contractual warranties that may be Providing Providing energy energy solutions solutions foravailable for a sustainable a sustainabf to unit owners and the condominium corporation. For example, agreements of Established Established in 1985, inand 1985, Provident Provident Energy purchase sale enteredEnergy into between Management Management is a is leading a leading energy energy services services the unit owners typically provide for a oneprovider. provider. Ourwarranty Our corecore services services include: include: year in favour of the unit owner with respect to the construction. In addition, BUILDING BUILDING AUTOMATION SYSTEMS most AUTOMATION developers willSYSTEMS require their general & MONITORING: & MONITORING: OurOur energy energy contractor, subtrades, and suppliers to management management systems systems can can potentially potentially provide extended warranties with respect savesave youryour building building 8-12% 8-12% of your of your toutility certain aspects annual annual utility costs. costs. of the condominium construction which may include the installed glass. These warranties ENERGY ENERGY RETROFITS: RETROFITS: We offer Weextended offer a wide a wide are typically assigned to the range range of energy of energy saving saving retrofits retrofits forcorporation for existing existing buildings. buildings. We also We taketake care careby the once the building is also turned over of the ofdeveloper the entire entire incentive incentive process for you. for you. and theprocess warranties may indicate Contact Contact us to usbook to book a free a are free energy energy if any contractor(s) answerable to the assessment! assessment! corporation should an issue arise. Whenever an issue of falling glass SUB-METERING SUB-METERING & BILLING: & BILLING: From From arises, corporations and property managers installation installation to billing to billing & collections, & collections, we we should consider engaging a glass expert provide provide turn-key turn-key solutions solutions for your for your and experienced litigation counsel given utility utility metering metering needs. needs. that there may be more than one contractor involved inSERVICES: the construction and ENGINEERING ENGINEERING SERVICES: OurOur team team ofinstallation of of the affected glass. counsel professional professional engineers engineers canLitigation can assist assist with with can LEED® LEED® Project Project Management, Energy Energy assist by Management, identifying potential legal issues Modeling, Modeling, Building Building Systems and preserving the Systems corporation’s legal rights, Commissioning, Commissioning, and and Toronto Toronto Greencan help and both the expert and Green counsel Standard Standard Compliance Compliance Consulting. Consulting. develop a plan that will coordinate the condominium repairs with any recovery efforts to assist in defraying the immediate and overall financial impact on the unit owners. 1 For more For more information, information, including including a fulla list fullof list of our services, our www.pemi.com Dservices, a n i eplease l Bplease ovisit a n visit i s www.pemi.com a partner in the or email or email us atus info@pemi.com at Engineering, info@pemi.comSurety and Construction,
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Finance
Annual Funded Ratio
W hen a condomin ium corporation’s reserve fund is adequately funded accountants
By Jeff Truman
like the
inf lation matched approach, which they learned from businesses that are trying to maximize their revenue stream. A “no deficit” approach is often too simplistic, as it aims only to ensure reserve balances meet planned expenditures on an annual basis. What happens when the boilers fail the winter after a wall restoration program has been completed? What is the right approach to funding? How can a corporation and their property manager reduce these risks? What does the Condo Act say? The Condominium Act of 1998 was put in place partly to address serious shortcomings in the financial health of condominiums. The condominium stock had reached a point where significant expenditures were being required for building repair projects. Without a mandated reserve fund, many corporations simply did not have one. Special assessments were often required. This unfairly punished current owners, since past owners did not make contributions to cover the use of the building’s common elements. The act simply requires that “the board shall review (the reserve plan) and propose a plan for future funding … (that will ensure) the fund will be adequate for its intended purposes.” The italics are meant to emphasize the non-specific nature of the requirement. Accordingly, many condominiums may still not be adequately funded, or exposed to risk of special assessment. Other recent factors, such as construction inflation and the HST, have also created concerns. So how can a corporation do better?
Risk management: A better way A r i s k- b a s e d a p p r o a c h t o p r o j e c t planning seeks to identify the potential risks, their impact, and devises appropriate remedial measures that reduce or manage the impact of the risk event. The primar y risk to a reser ve fund plan is that expenditure requirements exceed the reserve fund amount in any given year. There are many ways this risk arises, most of them beyond the control of the corporation. If you can’t control the risk, you must prepare for it to occur. One way is to set reser ve contributions so high that the reserve fun d c an a c c o mm o d ate a ny eve nt . However, a large reserve fund does not translate directly into benefits for the unit owners, and higher contribution amounts can scare off potential buyers. Meeting the requirement of the act only requires a cor poration to have sufficient funds to meet the planned expenditures. If expenditures occur earlier than planned, or the economic
12 CONDOBUSINESS | www.condobusiness.ca
c l i m a te d e te r i o r a te s , t h i s l e v e l o f funding exposes the corporation to the risk of special assessments or deferred m a i nte n a n c e , w h i c h i n c re a s e s t h e future cost. Annual Funded Ratio (AFR) A measure we use to assess the health of the reserve is the “Annual Funded Ratio” (AFR) - - the three-year moving average of the reserve starting balance to the planned expenditures. Many industries typically utilize threeand seven–year moving averages when forecasting trends. We use a three year period, as it matches the reserve study update period as defined by the act. Using a three-year moving average allows the AFR to look forward to the future health of the reserve fund, and acts as a barometer on the relative health of the reserve. The higher the value of the AFR, the less likely unexpected or sooner-thananticipated expenditures will have a negative impact on the reserve. A Fully Funded Reserve in accordance with the
finance
minimum requirements of the act has AFR = 1, with the reserve balance just meeting the anticipated expenditures. We recommend AFR ≥ 2 so that in any given year if that year’s planned expenditures have been made, the reserve can accommodate a sudden expense in the amount of the average of the next three year’s planned expenditures. Truman Engineering Services Inc. develops each funding plan to meet the requirements of the act and offers varying funding recommendations the company can adopt to suit their financial requirements, including risk tolerance. When the AFR is greater than 2, there is some risk of over-inflated future-year reserves, depending on economic conditions. Therefore, to ensure the most efficient contribution rate, the funding plan should be reviewed on a regular basis to maintain the corporation’s desired level of risk mitigation. Conclusion Like any financial plan, a well-crafted reserve plan is an asset to the corporation and enhances the value of each owner’s unit. It includes an assessment of the risk appetite of the client, which requires input from the board, the property manager, and parties most familiar with the building, including service trades. This also requires a thorough understanding of risk events, their probability and potential outcomes associated with those events. A planned approach that incorporates these aspects reduces the financial risk for the corporation. 1 Truman Engineering Services provides professional project management and engineering to building projects. Our holistic and collaborative approach enhances asset value and smooth project delivery. Visit www.truman.ca to learn more. Jeff Truman can be reached at 416 432 6863.
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legal
Dysfunctional boards As a law student many years ago, I decided that I didn’t want to practice
By Ray Mikkola
family law. My reasoning went like this: I would be involved with unhappiness,
occasioned by the raw and unpalatable emotions of clients. Family law, I told myself, was permeated by the anger, incivility, non-cooperation, and dysfunction of unhappy clients. Instead of family law, I opted for the safe harbor of Condominium Law. Little did I know that volunteers on boards of condominium corporations could, on occasion, pose similar challenges for lawyers and property managers. Dysfunctional boards are characterized by the inability or unwillingness of directors to work together for the benefit of the corporation and the owners who elected them. The reasons for the dysfunction are complex (and probably irrelevant), but the dysfunctional behaviours for a corporation can often be devastating.
For example, our firm was involved in a claim against a condominium corporation for failure to pay a construction firm for work our client had undertaken on the common elements of the condominium in accordance with a contract with the condominium corporation. We sued the condominium corporation, which failed to defend. There appeared to be no functioning board. Our client obtained judgment against the condominium corporation, which under the Condominium Act, is also a judgment against each of the owners.
14 CONDOBUSINESS | www.condobusiness.ca
Gradually, we collected our judgment in portions from each unit owner, many of whom had never heard of our claim or our client, none of whom had been served with the claim, or had an opportunity to defend. The bad news Where a newly elected director finds himself or herself on a dysfunctional board, there is rarely an easy solution. Unless one or more of the directors are undischarged bankrupts, mentally incompetent, or their units are the subject
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legal of an undischarged condominium lien for at least 90 days, or otherwise have become unqualified to be directors for example, under your operating by-law (if additional qualifications are set out therein), they cannot be removed before the end of their terms except by a vote of 50 per cent, plus one, of all of the owners in the condominium at a meeting duly called for such a purpose. Directors cannot remove directors. In large measure, therefore, the newly elected
director joins the board as she or he finds it. And so, meetings are not held as required. Directors hive off into camps to discuss matters among themselves to the exclusion of the other camps at informal gatherings which may or may not constitute legally valid meetings. Every decision, even simple decisions that involve compliance with property standards, safety, building or fire code matters, are cast against a larger backdrop of other unresolved issues, to be traded for
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concessions on other questions in respect of which no agreement has been reached. The property manager becomes frustrated at her inability to get the board to approve a budget. Important decisions are put off. Meetings, when they occur, become shouting matches, and quorums are lost when directors walk out spontaneously. Sound familiar? The advice of both the property manager and the corporation’s lawyer are eyed with equal suspicion by some of the directors. No one will resign. No one will compromise. You’re at a stalemate. Here is what you should not do: • Do not engage in making decisions at unofficial board meetings. Even when a majority of the directors get together and unanimously resolve to do something, that decision is not legally valid unless proper notice of a board meeting was given to all of the directors. And it doesn’t matter if the majority could have carried the vote at a properly constituted board meeting. The decisions of the board, with very limited exceptions, may be made only at a properly called meeting of directors at which a quorum is present. • Do not engage in enlisting the assistance of unit owners to evidence the validity of the views of a group of directors. It’s not that directors shouldn’t listen to unit owners. But the decision is to be made by the directors alone. It’s sometimes dif ficult for ow ners to understand that a vote at an owners’ meeting, even if it is unanimous, if made in respect of a matter that is entirely within the legal purview of the board, is of no legal effect. Owners are not legally responsible and will not be required to answer for such decisions -- The directors are. That’s why it’s so difficult to remove duly elected directors. Sometimes, directors make unpopular decisions because they are obligated to do so. In short, the Condominium Act makes it clear that it’s supposed to be difficult to get rid of a director. • Do not just stop showing up. You will still be liable. Here is what you should do: • Pay particular attention to the procedure for meetings set out in the declaration, bylaws, and in the Condominium Act. Informal procedures will work when the board is operating in a friendly environment, but you
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legal are asking for trouble if you don’t comply with mandatory procedures for calling meetings, including compliance with notice requirements. Become familiar with the operating by-law. Does the notice of the meeting state the general nature of the matters to b e c o n s i d e re d a t t h e d i re c to r s’ m e et i n g? I s a d e q u ate n ot i c e b e in g given? If all of the directors attend, they may be waiving their objection to the validity of the meeting, unless their only
reason for attending is to object to the validity of the meeting. • If your by-laws contemplate that the president should chair meetings, consider appointing a neutral chair. This could be the property manager, the condominium corporation’s lawyer or, quite often, a third party lawyer. A third party chair (who is unencumbered by any involvement with the history of the dispute) can save the condominium corporation thousands of dollars in legal
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fees if arbitration and recourse to the courts can be avoided. Chairing a meeting of directors who are not operating as a team can be very difficult. • Arrange for minutes to be taken at the meetings. Your (neutral) chair will ensure that everyone has an opportunity to be heard in an orderly fashion, and will otherwise ensure procedural fairness. If you are in the minority, ask that your objections or concerns be included in the minutes as a dissenting vote. The act doesn’t require it, but the by-laws might. If the matter becomes litigious, you might be glad that the minutes reflect your dissenting vote. • Rely on the advice of your professional advisor (lawyer, engineer, accountant, etc.). Section 37(3) of the Condominium Act deems you to have satisfied your obligation to act with the competence of a reasonable person if you have done so. Acting against the advice of a professional advisor, even if you are in the majority, may be unwise where the issue is contentious. The likelihood of your decisions as a board being examined in detail increases significantly if the decision is contentious and made by a board which does not work well together. The Condominium Act contains ver y little guidance and direction for the conduct of directors’ meetings. Most boards conduct themselves in a businesslike fashion without undue regard for the technical legalities associated with decision making, focusing more on the substantive decisions which they are required to make (and properly so). However, where directors are not working well together, it is important for the board to ensure that the decisions are made in a manner that minimizes the risk of legal challenges to the validity of the process. Expensive and lengthy legal challenges result from failing to do so. These challenges detract from the otherwise substantively important business of the board, and cannot help but redound to the detriment of owners and the community generally, by among other matters, creating uncertainty among the owners. Owners elected directors to do a job, whether or not they can get along as a group. 1 Ray Mikkola is the head of the Commercial Real Estate Practice at Pallett Valo LLP where he specializes in condominium law.
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cover story
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20 CONDOBUSINESS | www.condobusiness.ca
cover story
he worst
ut the best By John Stephenson
An overflowing toilet is undoubtedly a messy situation. Depending on the severity, it can also be a costly one too.
November 2011 21
cover story
“Having an emergency response plan in
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Handling this type of situation doesn’t take a tremendous amount of skill -- one can shut off the water to the toilet, clean up the water and check for any possible long-term damage. For the most part, an incident like this will only affect a contained area. But what if that water has been running for half a day or longer or it’s a large pipe that burst and has caused extensive water leakage? In buildings, industry veterans have seen several floors affected by one bathroom malfunction. No matter the incident, it’s important to have a plan in place to deal with small and large jobs. As a result, the importance of preparing a comprehensive emergency response plan (ERP) is becoming apparent to most property managers. Having an ERP in place before disaster strikes is critical to property management because ultimately time is money. The longer an issue is not resolved -- such as an overflowed toilet -- the bigger the problem can get. Water damage to drywall can cause mould to form in 24 hours, so having the area dried quickly can lessen the damage. Written emergency response plans are especially important because in the event of a disaster, the steps are clearly laid out for all parties. Each member of the team should know the plan and how to put it in motion when disaster strikes. In condominiums, property managers must obtain permission from the condo’s board members to create a plan and must work with the board to create and establish a plan. Condo buildings are unlike apartment buildings in the sense that should an emergency occur in an apartment, the landlord usually has access to it. Since condo units are owned by individuals, property managers don’t have access to the living space unless they have written permission. Before a plan can be created, it’s important to conduct a risk-assessment of the condo building in order to create relevant procedures based
cover story
JermarkPIPE_Condo_Apr09.pdf
on those identified risks. The plan must include relevant information about the condo units within the building and areas such as laundry rooms, stairwells, activity rooms, and elevators. An emergency response plan should be treated as a living document that’s reviewed and tested on a regular basis. Regular testing of the plan is critical to the safety and well-being of residents. If a plan is left untested and disaster occurs, you don’t want to find out during the crisis that you’re missing steps or information. By creating a comprehensive ERP that’s riskbased, property managers can gain a better understanding of possible dangers and identify where there is potential for future issues. Having a risk-based plan in place also not only saves time and money for the property owner and insurer, but it also enables resources to be allocated more effectively and improves response and recovery times, helping to prevent and minimize further losses. Each plan should include a list of partners so that the right professionals are only a phone call away. Researching and hiring a professional disaster restoration services company and including them in the plan will greatly help with risk mitigation and restoration efforts. These professionals can aid in discussions and planning sessions when preparing a plan and if a disaster strikes they have intimate knowledge of the building’s requirements when they arrive at the site when a crisis occurs. FirstOnSite Restoration has more than 30 years of experience mitigating losses and advising property managers on the best course of action for their buildings. It’s developed its own version of an emergency response plan - - the Priority Response Emergency Plan (PREP) program -- that focuses on the disaster mitigation phase of a response to help property managers. The PREP program includes a discussion and planning session between FirstOnSite and the property manager before any disaster takes place. The goal is to predetermine what needs to happen on site should
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Indoorstory cover Air quality a disaster occur so that FirstOnSite has the right level of knowledge to begin restoration and mitigation efforts immediately following an incident, preventing further damage, saving time and money. FirstOnSite is a national company, with more than 1,100 employees, and can mobilize and scale quickly for any disaster. Its roster of professionals includes those with property management experience that can provide strategic guidance on crafting broader ERPs, but specifically how to incorporate a disaster mitigation company into the plan from the beginning. It’s not just about dealing with catastrophic damage, it can be something as simple as sourcing a generator or even project management assistance. A company like FirstOnSite acts like a true partner in the viability of a site. Building an ERP doesn’t have to be daunting, there is a tremendous amount of information on creating ERPs online. Provincial governments across Canada have created processes for identifying and dealing with health and safety risks. For instance, the Ontario government, through Emergency Management Ontario, has created the
Hazard Identification and Risk Assessment (HIRA) process, which serves as the foundation for emergency management program decision-making and prioritization. Property and building managers can use HIRA as a resource to create a plan that best suits their requirements by measuring risks that are based on priorities, probability and consequence. An emergency response plan is a good way for property managers to identify which hazards have the greatest potential to affect their properties and critical infrastructures and detail how emergencies and disasters are to be dealt with. Below are some emergency management best practices to consider when building an emergency management plan: • Determine the scope of the project by conducting a risk assessment of the property. Identify the problem areas and their associated potential hazards. • Prioritize these risks so primary concern areas are addressed first and establish procedures based on those risks. • Get written permission from condo owners to access their living space should a disaster occur to help mitigate damage.
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• Decide what your evacuation strategy is and what the best route to exit is. • Establish an emergency management team and document all contact numbers including alternate phone numbers and numbers of your disaster restoration partner. • Include complete and up-to-date drawings of your building in the plan. Note where things like shut off valves are for sprinklers so responders know where to go and how to turn them off. • Frequently monitor, test and review your plan and identify any new or emerging potential hazards. While the above guidelines are good first steps to consider when creating an emergency response plan, working with professionals in laying out a plan will ensure that all areas have been accounted for and that the right professionals are in place to spring into action at a moment’s notice. 1 John Stephenson is National Director, Property Management with FirstOnSite Restoration.
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High performance buildings focus on lifecycle Canadians have more than price,
location and amenities on their minds when shopping
By Scott Lenger
for a new or existing condominium. The vast majority also want to live in a building that is environmentally friendly and energy-efficient. A T D C a n a d a Tr u s t s u r v e y o f prospective condo buyers in Canada’s five largest metropolitan areas found that 90 per cent consider energy and environmental per formance to be an “important” or “very important” factor in their decision-making process. This comes as no surprise to condo developers, building managers and association boards who understand the appeal of a “green” building. Many of the high-rise condo buildings built over the last decade make use of design features and technologies that reduce both energy consumption and greenhouse gas emissions. For a while, developers were able to use these green credentials and recognition such as Leadership in Energy and Environmental Design (LEED) certification to differentiate their properties. But today’s Canadian condo buyers have come to view energy efficiency and sustainability as the minimum standard.
Meanwhile, environmental regulations, new innovations and higher energy costs have raised the bar and provided the economic incentives for developers, building managers and boards to embrace a high performance building approach for both new developments and existing condo buildings. High performance buildings focus on lifecycle performance Today’s best-in-class high performance buildings are designed and operated to meet specific standards for energy and water use, system reliability and uptime, environmental compliance, and occupant comfort, safety and productivity. They use performance standards that are created, measured and continually validated to deliver established outcomes within specified tolerances. The costs of operating a building over its decades-long occupied life typically represent between 60 per cent and 85 per cent of total building lifecycle costs,
according to the International Facilities Management Association (IFMA). The small incremental cost -- estimated at between one per cent and 6.5 percent -- of designing and constructing a high performance building is offset many times over by energy and operating efficiencies that can deliver between 20 per cent and 50 per cent annual savings compared with conventional buildings. Using sophisticated energy and building modelling software, design teams can analyze various types of heating, ventilating and air conditioning (HVAC) technologies and other building systems to determine which options will deliver optimum performance throughout the building’s occupied life. Modelling techniques use actual building characteristics to accurately simulate the impact of various energy conservation measures. For example, modelling takes into account the effect that energy-efficient November 2011 27
management lighting, windows and roofing materials have on heating and cooling requirements, of ten enabling designers to specif y smaller, more-efficient HVAC systems. The design team c an also run computer simulations that compare the energy efficiency and performance of a conventional heat pump with those of a geothermal heat pump. A geothermal heat pump uses the relatively constant temperature of the ear th as a heat source in winter and a heat sink to absorb heat in summer.
Recent advances in piping technology have made geothermal systems more affordable in terms of constructability. Geothermal systems also use less energy and produce fewer carbon emissions than the conventional heat pumps used in most modern condo units, making them a viable option for many high performance condo building applications. Central plant systems offer potential savings opportunities Individual HVAC systems for each unit have
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been the default choice for high-rise condo buildings for decades. But a large central heating and cooling system is almost always more energy efficient and has a smaller environmental footprint than the combination of many smaller systems, each with its own compressor unit. The challenge of allocating costs to individual condo owners based on their energy use has largely been overcome thanks to innovations in metering technology, which give building managers the usage information they need to bill individual owners for the energy they use. In many cases, it makes sense for condo developers to consider equipping their new buildings with an advanced central four-pipe chilled water system, which provides the optimal blend of low long-term cost and high owner comfort and flexibility. Fourpipe chilled water systems are capable of providing heat to one condo and cooling another, which is particularly important during the change of seasons. Use of a central plant design offers developers the ability to recover heat from the chilled water system that can be used to preheat domestic water, reducing energy consumption. Recovered heat from the system can also be used for other purposes such as heating swimming pools, especially during the high cooling season. In addition, during the mild days of spring or fall, the chilled water system can be configured and programmed to operate in a free cooling mode, economically cooling and circulating outdoor air without running system compressors. HVAC advancements improve performance of existing buildings M any of the energ y c onser vation measures that should be considered in new building design also apply to existing condo developments. The right mix of high performance building technologies and practices can improve building performance and reduce energy consumption by as much as 40 per cent, according to research analyzed by the National Research Council Canada (NRCC). Energy audits are valuable tools for assessing current levels of building per formance, comparing current performance with best-in-class buildings and identifying improvement opportunities. Building managers and condo boards often engage energy service companies
management (ESCOs) to conduct the energy audit and identify, prioritize and implement energy conservation measures. A critical systems audit can help building managers identify and address building system issues before they can become serious problems. Upgrading older HVAC systems with new, more energy-efficient technology is often a good investment over time. The retrofit process also gives managers the opportunity to reduce the size of their HVAC systems to take advantage of technology improvements. In addition, an energy audit sometimes reveals that the original system is larger than necessary, due to incorrect assumptions made when it was specified. An effective maintenance strategy is a key element of any high performance building strategy, for both new and existing condo developments. A maintenance program that is predictive and data driven can dramatically improve system reliability and reduce operating costs over a condo building’s long occupied life. Building automation systems and other innovative technologies provide building managers with the information they need to service equipment when service is needed, not just at scheduled intervals. Today’s intelligent services offerings use advanced sensors and microprocessors that enable continuous monitoring and fault detection. These capabilities give facilities professionals the actionable data to predict and, in many cases, prevent failures before they happen.
“The most successful
condo developments will be those that recognize the advantages … of taking a whole building, whole lifecycle view of new and existing developments”
Improved building performance benefits developers, owners T he technologies that enable high performance buildings have advanced dramatically over the last decade as a focus on costs, energy efficiency and sustainability has become a way of life for those involved in the development and management of Canadian condominium buildings. The most successful condo developments going forward will be those that recognize the ad vant ages - - for develo p ers, management teams and homeowners -- of taking a whole building, whole lifecycle view of new and existing developments. 1 Scott Lenger is responsible for managing strategic relationships for Trane, a leading global provider of indoor comfort systems and services and a brand of Ingersoll Rand. November 2011 29
Maintenance
The enemy within
Recent research has demonstrated that
bedbugs
By Dave Hedman
can carry bacteria that have historically proven
lethal to humans. With potent strains such as Enterococcus faecalis, Proteus mirabilis and Staphylococcus aureus discovered on bedbugs, microbes have now become the ultimate target for integrated pest control providers when eradicating bedbug infestations. 30 CONDOBUSINESS | www.condobusiness.ca
Maintenance
“The bar has been raised. IPM operators have to set their sights on killing both bedbugs and the potentially deadly microbes they carry,” said Sean A bb ot t , senior biologist for N atural Link Mold Lab in Reno, Nevada. “After careful laboratory analysis and a two year field study, we’ve determined that structural pasteurization, coupled with filtration, proves an effective solution to bedbugs and their associated pathogens.” Convincing evidence of pathogen transfer Published on June 7, 2011, the Natural Link Mold Lab (NLML) study collected several groups of bedbugs gathered from geographically diverse locations in C alifornia and Nevada. Employing cultures, incubators, and Petri dishes, the bedbugs were examined for the presence of microbial vectors, including bacteria and yeasts, which were carried by the insects, primarily on their surfaces.
The research documented bedbugs’ ability to transfer live Staphylococcus aureus (st ap h) c ells from a culture to a sterile plate, demonstrating their potential as a bacterial vector. Microbes isolated from bedbugs included: Staphylococcus aureus, Bacillus subtilis, Enterobacter cloacae, Ente ro c o c c u s f a e c a l i s , Ky to c o c c u s sedentarius, Pediococcus pentosaceus, Proteus mirabilis, and Candida tropicalis. Far from alone, Canadian scientists detected drug-resistant staphylococcal bacteria (MRSA ) in bedbugs, as described in a study published May 11, 2011 in Emerging Infectious Diseases, a publication of the U.S. Center for Disease Control and Prevention. On theorizing how pathogen transfer occurs, Abbott said, “While a bedbug doesn’t inject its saliva into the host as does a mosquito, its mandibles act like a pair of sharp forceps, piercing and tearing the skin, so the potential exists for surface bacteria to enter through the
November 2011 31
maintenance
bite. This evidence underscores the urgency for employing effective solutions against the pathogens sooner rather than later.” Heat as an effective management tool against pathogens The NLML study examined the efficacy of high temperature pasteurization of buildings for reducing levels of viable bacteria in indoor environments. Employing both laboratory and field data, results demonstrated this heat process as the most effective modality for killing microbial pathogens carried by bedbugs. “I n o n e c a se, we su b je c te d s o m e adult specimens and one nymph to a temperature of 122 º F for four hours,” describes Abbott. “All the bedbugs were dead following the heat treatment. More impor tantly, no bacteria were isolated from the heat treated specimens.” Abbott further explained the mechanism that enables heat to be so ef fective, especially when compared with traditional chemical means of killing bedbugs. “ We already know that bacteria can develop a resistance to antibiotics, which is why methicillin-resistant staph’ is such a lethal threat within healthcare facilities so chemical solutions can’t guarantee eradication of the bedbug and its associated bacteria,” said Abbott. “On the other hand, bacteria can’t mount a resistance to heat. When properly applied, which includes filtration, heat kills both bedbugs and any resident pathogens.” A bbot t pointed out that a study conducted at the University of California, Berkeley, demonstrated that heat pasteurization destroys the entire bedbug lifecycle. This includes bedbug eggs, which are ordinarily protected from chemicals by the outer shell. The heat actually denatures the proteins within the egg, making the process especially ovacidal. Hence, single applications of structural pasteurization prove effective, o bv i a t i n g t h e n e e d fo r re p e a t v i s i t s required of chemical processes. The structural pasteurization process Structural pasteurization employs engineer- controlled convective dr y heat to sanitize buildings in situ, and is typically used in both pest control and restoration applications. It can provide
32 CONDOBUSINESS | www.condobusiness.ca Untitled-2 1
11-11-14 4:34 PM
Maintenance
significant hygiene benefits by reducing overall levels of insects and micro organisms in indoor environments. “I inform my clients that our company employs heat pasteurization as the only way to ensure that both bedbugs and any associated pathogens are being addressed,” said Alex Dayan, vice-president at Torontobased Magical Pest Control. “We use the ThermaPureHeat process because we have consistently obtained the most effective results with it.” Patented by ThermaPure, Inc. of Ventura, California, the ThermaPureHeat treatment process has been utilized in applications such as: 1) microbial remediation; 2) pest remediation; 3) volatile organic chemical elimin atio n; 4 ) o d o r re du c tio n; an d 5 ) construction dry out. In structural pasteurization, superheated, dehumidified air is produced via clean burning propane or energy- efficient electric heaters, which is then ducted via Mylar tubing into the rooms or structures requiring de-infestation. Since the thermal death point for organisms such as insects and bacteria is a function of temperature and duration, digital thermometers, thermal imaging cameras and probes, become a necessary adjunct to efficacy. Considerable documentation cites Untitled-3 the temperature and time correlations necessary to kill bedbugs and their eggs. A number of sources (Gulmahamad, 2002 and Q uarles, 20 07 ) repor t that adults, nymphs, and eggs die within 15 minutes at temperatures greater than 113ºF applied over a 6 0 - minute period. Raising room temperatures above that thermal death point and maintaining that temperature for two to three hours helps secure the elimination of a bedbug infestation. Structural pasteurization goes beyond those levels in order to kill pathogens. One study, “Efficacy of Structural Pasteurization for Reduction of Viable Bacterial Levels in Indoor Environments” (Abbott, Chase and Villines, 2011), confirmed that thermal death for bacteria occurs rapidly at temperatures of 140°F or higher for durations as short as 15 minutes, but no longer than four hours. For example, laboratory-prepared samples inoculated with E. coli demonstrated mortality of the bacteria at 140°F in just two hours. ”Using the ThermaPureHeat process, we routinely inject superheated air into the
1
11-02-24 2:08 PM
Building Science and Restoration Consultants Read Jones Christoffersen (RJC) has been involved in the evaluation, restoration and upgrading of buildings for over 60 years. From the investigation and restoration of historic buildings to the design of new, state-of-the-art cladding systems, our building science and restoration specialists are continually developing innovative solutions to meet our clients' needs.
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“When properly applied … heat kills both bedbugs and any resident pathogens”
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affected space to raise the temperature to 15 0 º F, and then hold it there for several hours,” s aid D ayan. “Under those conditions, we feel very confident in assuring the property owner about the pasteurization of both bedbugs and microbes.” The effectiveness of the ThermaPureHeat process, in particular, comes from the fact that these high levels of heat get transferred equally to carpets, cracks, crevices, voids, and mattresses - - where bedbugs typically reside - - by the thermodynamics of rapidly moving air. Heated molecules bang against substrate and quickly transfer the heat, via convection, from the air to the structures. While highly effective at transferring energy, the resultant turbulent airflow stirs up billions of particles, such as dust, cellulose, fungi and allergens that subsequently become airborne. To prevent this particulate matter from being inhaled by technicians, careful monitoring with laser particle monitors should always be a part of structural pasteurization. At the same time, the placement of HEPA filtration devices must occur in parts of the structure to be treated. The early success of the combined use of dr y heat, blowers, monitoring equipment and filters in killing bedbugs and pathogens, along with other pests, has not gone unnoticed, as the process has been nominated for a National Medal of Technology and Innovation. As a result, professionals in such diverse industries as restoration, hospitalit y, residential and commercial proper t y management, health care, cleaning and maintenance have a new effective tool. Like some pest control operators, they now have a means to reduce the risk of secondar y infection from the pathogens carried by these pests. 1
For more information contact: John Oakes, M.A., CPM, R.C.M., ACCI, FCCI President & CEO joakes@brookfieldresidential.com Telephone: 416-510-8700
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November 2011 35
management maintenance
Water smart I n 2 0 0 3 t he
By Anthony Kampen
Cit y of Toronto introduced a Water
Efficiency Plan (WEP) recognizing that projected population and employment growth would put increased demands on the water supply system. Rather than meeting the increased demand by expanding costly infrastructure, the city chose to build in-system capacity by promoting water conservation among system users. The conservation strategy was outlined in the Water Efficiency Plan and included public education, replacement programs for inefficient toilets and clothes washers, and outdoor water audits. Outdoor water audits were aimed at reducing summer outdoor water use by changing practices and habits associated with the watering of residential lawns, spor ts fields, and parks. The report identified that peak day water demand occurred during the summer months and that irrigation of the landscape contributed significantly to the peak demand. I r r i g ati o n s y s te m s h ave b e c o m e increasingly commonplace in the landscape over the past 30 years. New developments are rarely constructed without an in-ground sprinkler system to water the beautiful landscapes that are installed. T his is cer tainly true
36 CONDOBUSINESS | www.condobusiness.ca
in t h e c o n d o miniu m m a r ket w h e re ir r i g ati o n sys te ms h ave g o ne fro m being the exception to the rule. While this has been of great benefit to those of us who toil in the green industry, we must also recognize that there are many aging systems that operate inefficiently much like the toilets and the clothes washers that the WEP identified as needing replacement. Advances in irrigation technology mean that many of the inefficiencies can be reduced or eliminated. Here are some suggestions to maximize the effectiveness of an existing irrigation system: 1. Have your system audited: The first place to star t when
maintenance
determining the state of the existing system is to have an audit performed by a cer tified landscape irrigation a u d i t o r. T h i s i n - d e p t h a n a l y s i s will evaluate things like system design, soil conditions, climactic factors, nozzling, system breaks and t h e ex is t in g l a n d s c a p e in o rd e r to develop a comprehensive set of re c o mmen d atio ns th at are s p e c ific to the conditions that exist at your property. 2. Replace old heads: As heads get older they don’t operate as efficiently as they did when new. M o s t p e o p l e h ave s e e n i n s t a n c e s where irrigation heads will not stop r o t a t i n g a n d e n d u p w a te r i n g t h e roadway, or instances where the head doesn’t rotate at all but remains fixed in one spot. M o r e o f te n t h a n n o t t h e h e a d s in question are old and worn out and need to be replaced. Keep in mind that irrigation heads have a lifespan of a p prox im atel y eight to 10 ye ars so if you know that your heads
are approaching that age it may be advisable to change them before problems arise. Another advantage of changing old heads is the oppor tunit y to take advantage of advancements in head or nozzle technology. Older heads tend to deliver the water in small droplets which are easily blown about by the slightest breezes, causing the water to fall in non-target areas, while modern heads project the water in droplets which are much larger and heavier so they are more likely to land where they were intended. 3. Don’t ‘set and forget’: All too often, the irrigation schedule is set in the spring when the system is opened up and then ignored for the rest of the season. Scheduling is not a one size fits all proposition but rather requires ongoing monitoring to ensure that the landscape is not being under-watered or, as is more often the case, over-watered. Through the course of irrigation season temperatures fluctuate and rainfall is unpredictable. With these uncertainties,
irrigation scheduling must be tweaked continually to ensure that the needs of the plants are being met. 4. Install a master valve: Irrigation systems develop leaks which is an unavoidable situation. Most times the leaks are quickly detec ted and the necessar y repairs can be made. H owever, sometimes leaks are not readily visible and it can take days or weeks before they are caught. If such a leak occurs in the main water supply line a great deal of water can be lost since this line is continually pressurized and if there is an open outlet the water will continue to flow. In order to minimize this potential source of water loss, it is a good idea to install a master valve on the main line. The master valve is wired into the irrigation timer and only opens when a watering sequence is scheduled to run. In this case a leak in the main line will still result in water loss during the time that the system is running but water will not continue to flow 24 hours undetected.
Condominium Management Re-defined Integrity, Commitment and Care since 1992
November 2011 37
maintenance 5. Upgrade the brains of the system: The greatest advances in irrigation technology have been made at the controller. Gone are the days when scheduling options were limited to having the system come on daily or every second, fourth, or seventh day. New controllers allow for unlimited flexibility in terms of when the system can be scheduled, how often, which zones, how long for each zone, how many times per day etc‌ Familiarity with site conditions
is extremely important with this increased flexibility. For example, an area that is shaded during the middle part of the day and sheltered from breezes will require far less water than an area that is fully exposed to sun and wind during the hottest part of the day. These variations should be reflected in the watering schedule for each zone and modern controllers can easily accommodate this.
Smart irrigation controllers are currently the pinnacle of irrigation control technology. Smart irrigation controllers can use either climactic data or data generated by soil moisture sensors to determine the right amount of water required for the landscape. Soil moisture sensors may be preferential to climactic data as climate information is often generated from a weather station that may be located many kilometers away and, therefore, may not accurately reflect the actual conditions on the property where micro-climates can greatly influence irrigation needs. Moisture sensors on the other hand are measuring the amount of water available in the soil where the plant roots are located which generate more accurate information on which an irrigation schedule can be based. A n other p otenti al d is a d vant a g e of using climac tic d at a is that a subscription to a weather service may be required which involves an ongoing annual fee. Fur ther advantages of Smar t technology include the ability to monitor the irrigation system remotely through the Internet, the possibility of detecting leaks in the system when a smart controller is connected to a flow sensor, and the opportunity to alter the system scheduling remotely. A recent Canadian innovation has further enhanced the Smart capabilities by introducing technology that allows the controller to communicate with the irrigation valves wirelessly thereby eliminating the need for irrigation wire. This is an extremely attractive option for new installations but it is also a cost effective solution for systems that suffer from electrical problems. As stewards of the earth and all the resources that have been entrusted to us, we must act responsibly for the sake of future generations. Trees, shrubs and plants contribute significantly to the health and wellbeing of our planet and those who inhabit it. Water is essential to support that life. Let’s make every effort to ensure that we don’t waste this most precious commodity. 1 Anthony Kampen is Vice President of Boot's Landscaping & Maintenance Ltd., Grounds Maintenance and Irrigation divisions. anthony@bootslandscaping.com.
38 CONDOBUSINESS | www.condobusiness.ca 11263_RoyalGrand_2011.indd 1
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technology
By Mike Tomas
What are IP-based security products?
Security products and services using Internet protocol (IP) are digital systems commonly employed for surveillance, and which unlike analog systems, can send and receive data via a computer network and the Internet.
When should you look at IP- based security products? If you need high definition surveillance cameras, remote intercom stations, or multi-door access control systems to work together, then you should be looking at IP-based products. I n to d ay ’s wo r l d , ever y thin g is moving towards IP as it is a standard of communication that allows devices to speak with each other over a local or wide area network. By standardizing the communication protocols, multiple devices can be interfaced together, allowing larger and more diverse systems to be created. IP-based products allow for more flexibility and can, in the right circumstance, become more cost-effective. If you’re contemplating a new security system or systems upgrade, then ask yourself the following: Do you need to access the system from outside of your building? Will you be expanding the system in the future? Is there a cable or network system currently available that you can utilize? Is there a wireless Wi- Fi network system available? Are there multiple buildings to secure? If you answered yes to any of these questions, then maybe IP products are right for you. Whether you’re designing a small surveillance camera system, or a large access control system, it is very important
to look at all of your options. Take the time to speak with a systems expert. They can save you both time and money. But for the do-it-yourself people, here are some basics to keep in mind. Surveillance camera systems come in two varieties, analog or digital. Analog systems have been utilized for security applications for many years. They are a cost-effective device hardwired back to a video recorder. Analog cameras use a single - strain coaxial cable. They are available in a limited range of resolutions from 480 T VL to 600 T VL. Analog cameras are generally used for observation video only. Digital cameras are available in higher resolutions from 1.2 Mega-pixels to 10 Mega-pixels. The higher the resolution of the camera, the more detailed the image will be. Digital cameras are used for identification video, license plate recognition and detail images. You can use both analog and digital cameras on the same installation by utilizing a hybrid digital video recorder. Hybrid systems of fer more flexibilit y and are full y expandable. A hybrid system is also the most cost-effective. Access control systems utilize two protocols as well. The standard is RS-485. This protocol has been available for many years and is considered the industr y
40 CONDOBUSINESS | www.condobusiness.ca
standard. IP protocol is now available but true IP-based systems have not proven to be as stable as the RS-485 systems. Many manufacturers have produced a Hybrid access system to allow RS-485 controllers to communicate over IP networks. Hybrid systems offer more flexibility and are fully expandable. Many security devices available today come with hybrid IP capabilities. This allows the device to communicate with other devices over network structures. If you’re connecting to another device in your building or to a building across town, network IP can be cost-effective. P urchasing an IP - b ased securit y device or system will allow you to grow and expand your system as needed. Wherever possible, IP-based devices should be used to allow the most flexibility in design and implementation of your next security system. Common source securit y solution providers like G4S can offer their clients a distinct advantage by providing a complete “solutions based” approach to IP products and services. 1 Mike Tomas is with Integrated Solutions for G4S Secure Solutions (Canada) Ltd. and specializes in multi-unit residential security solutions from system design to full implementation.
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Maintenance
Articulating Evacuation By Barbara Carss
Emergency alarms effectively
catch listeners’ attention, but convey little else about the risk they may face and how they should respond. New
measures in the 2010 National Building Code are meant to provide clearer instructions to people potentially or actually evacuating a large building. Voice communication systems are already required in high-rise towers, where stairwells typically cannot accommodate the entire occupancy at once and spoken directions are needed to guide a sequential emptying of the building. The 2010 National Building Code now extends the requirement to a wider range of building types and sets a new standard for the intelligibility of the message. If these measures are adopted into provincial building codes, all new high rise towers and buildings designed to accommodate 1,0 0 0 or more occupants would require voice communication systems that can broadcast messages that meet a sound engineering benchmark of 0.70 on the Common Intelligibility Scale (CIS). It’s expected that local building officials would assess requirements on a case-by-case basis for expansion and major renovation projects. “With expansions, obviously the new space would have to meet the Code, but depending on how it’s intertwined with the
existing system, the AHJ (authority having jurisdiction) might require a revamp of the whole system,” says Philip Rizcallah, S enio r Te c hnic al A d v iso r w ith the Canadian Codes Centre at the National Research Council. “For renovations, it’s complicated because this could be a very expensive fix. It may require three, four or five times more speakers. A large boardroom or conference centre might have 15 speakers currently and the new requirement might necessitate 50.” B oth the 2 010 N ation al Buil d ing Code and the 2010 National Fire Code, which applies to existing buildings, now mandate commissioning when integrated life safety or fire protection systems are installed or modified and this, too, would come into play for expansion and renovation projects. This new requirement is meant to ensure that all components of the system perform in the intended interrelated way. (See sidebar) November 2011 43
maintenance Room for instruction The rationale for voice communication systems differs somewhat in so-called assembly occupancies since they’re more often low-rise buildings with numerous perimeter exits that aren’t as vulnerable to crowding as a high - rise stair well. However, the occupants are less likely to be in the facility routinely and fewer of them will be familiar with its layout. “These are occupancies where there are a lot of people, and a lot of people who don’t necessarily know where the emergency exits are. If it’s something like an arena or a concert hall, they’ve also often paid a lot of money for their tickets and are reluctant to leave until they know exactly what’s happening,” observes Fred Leber, Chief Executive Officer with LRI Fire Protection and Building Code Engineers. The late Dr. Guylène Proulx, a senior researcher with the National Research Council’s Fire Research Program, was one of the preeminent scholars on this aspect of behavioural psychology. Prior to her death in 2009, she led numerous studies and published several papers exploring human response to fire alarms and voice communications, and the importance of social interaction and information exchange in evacuation procedures. S askatchewan is one of the first provinces to adopt the 2010 National Code (along with Manitoba and Nova Scotia) so developers there are still sorting through some of the details that came into force on Sept. 1, 2011. Building permits issued before that date will not be subject to the new requirements even if construction is not yet complete. S ome of the building t y pes now compelled to have voice communication systems – such as schools and hospitals – were already customarily built with public address systems. Other assembly occupancies newly mandated to have voice communication systems include shopping malls, auditoriums, banquet facilities, arenas and large recreation complexes. However, many of the standalone buildings in retail power centres will remain exempt. “ T h e c r i t e r i a o f 1, 0 0 0 p e o p l e [occupancy load] really excludes most of the retail properties we develop,” notes Blair Forster, V ice President, D eve l o p m e nt , w i th S a sk atc hew an -
b ase d H ar vard D evelo pments Inc ., which currently has three retail projects in progress in Regina and Saskatoon. “Maybe something like a new Walmart that has 1,000 parking spaces would be the type of development that would trigger the requirement.” Nevertheless, he endorses the concept. “In any building with a two - stage fire alarm, it’s nice to have the voice communic ation c apabilit y to advise people to either standby to evacuate, or to actually begin to evacuate. Voice communication is far more effective than a series of beeps,” Forster maintains. Message mechanics For developers and their consultants, achieving the mandated intelligibility
standard is the bigger concern. Previously, t h e C o d e c a l l e d f o r “a c c e p t a b l e intelligibility” with no definition of what was deemed acceptable. The new standard eliminates that vagueness, but building owners/developers are likely to become more dependent on specialized consultants to assess the acoustic al conditions, determine how many speakers will be needed, and test and verify the system’s performance. Intelligibility differs from audibility, and is a measure of humans’ comprehension of an electronically transmitted voice message. The Code’s requirement for messages to meet an equivalent score of 0.70 on the Common Intelligibility Scale is in sync with the standard for mass notification systems in NFPA 72, National Fire Alarm
New standard to guide commissioning A new CAN/ULC standard sets out steps for testing fire protection and life safety systems to confirm that all components of an integrated system perform as designed. This includes guidelines for new installations or modifications covering 20 different emergency response systems that could be triggered to function in tandem with others, recommendations for retro-commissioning existing systems that did not undergo integrated testing when initially installed, and recommendations for periodic re-testing. The draft version of CAN/ULC-S1001, Integrated Systems Testing of Fire Protection and Life Safety Systems, was released for public comment in July 2011 and is expected to be formally approved later this year. It will be referenced in the next cycle of the National Building Code and National Fire Code in 2015. In the interim, provincial codes that adopt the requirement for commissioning could reference CAN/ULC-S1001 once it is finalized. “It gives a process for complying with a requirement that is quite misunderstood,” says Simon Crosby, Chair of the ULC sub-committee that helped develop the standard and Project Manager with the life safety and code engineering firm, Randal Brown & Associates Ltd. “What the owners call commissioning and what the code writers understand commissioning to be are sometimes two different things.” Often, components of a life safety system have been tested in isolation or tests have simply verified that relays are in place to communicate with other system components, but have not tested if those components respond as intended. “The code intent is to make sure, for example, that the fire alarm system is actually talking to the fire pump,” Crosby notes. “Verifications are fine, but sometimes they miss things. I’ve never seen a building that is 100 per cent perfect.”
44 CONDOBUSINESS | www.condobusiness.ca
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maintenance and Signaling Code, which is commonly referenced in U.S. codes and building by-laws. Informed industry observers suggest that voice communication systems in most existing buildings do not achieve this intelligibility score. New buildings will likely have a significantly greater number of speakers installed. “It is not fully understood how to comply with this,” says Simon Crosby, a Project Manager with the life safety and code engineering firm, Randal Brown & Associates Ltd. “Generally, with voice communications, more speakers at a lower [volume] setting are better than fewer speakers with high settings.” The Code allows for live or pre-recorded messages, which can be delivered in normal voice or synthesized tone. Building owners/managers could rely solely on live messages if they have 24-hour staffing on-site, but many life safety experts c onsider pre - recorded mess ages – which can be recorded in a calm studio environment and narrated by professional elocutionists – a more consistently reliable option.
T h e C o d e d o e s n ot s p e c i f y t h e language of communication, but since it now applies for all new federal buildings, voice communications in those buildings will be in both English and French, likely broadcast first in the predominantly spoken language of the locale, followed by a message in the other language. In other adopting jurisdictions, Rizcallah speculates that practicality and the predominant mother tongue will similarly dictate the choice of language. “If it’s in Alberta, the message would probably be in English. If it’s in Quebec, it would probably be in French,” he says. N or does the C o de sp ecif y how frequently a message should be broadcast. Rather, those details are typically contained in a building’s fire safety plan – a legislated requirement in most provinces for most commercial, industrial, institutional and multi-residential buildings, which must be approved by local fire prevention authorities. Again, life safety experts suggest pre-recorded messages can enhance diligence. “You can have pre-recorded messages for the planned or common incidents
such as fire drills, notice to stay in place and prepare to evacuate, or instructions to evacuate. Let’s say it’s a hotel with a lot guests who are Mandarin speakers. You could have pre-recorded messages in both English and Mandarin,” Crosby explains. “Of course, in any scenario, you would also always have the flexibility of adding messages in live voice.” Adoption anticipated C o d e a d o pti o n is s o m ethin g of a h a p h a z a r d l y h a r m o n i o u s e xe r c i s e across Canada. Six provinces and three territories adopt the National Building Code, albeit on their own schedules and with some amendments. Quebec, Ontario, Alberta and British Columbia produce their own building codes, but code drafters in those four provinces try to keep their regulations in sync with the national model as much as possible. Rizcallah predicts that most provinces will ultimately be on board with the new requirements for voice communications. “We’re not hearing any rumblings that they are not going to adopt this,” he reports. 1
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technology
Future-Proofing Security System Investments By Harry Ferguson
Few technologies
employed in modern
buildings change as quick ly as the various security systems that protect the building and its occupants. Driven by the fast-paced change in electronics generally and unrestrained by the many codes and standards that govern the fire alarm industry, for example, security systems are constantly being updated by their manufacturers, and new and updated systems are continually entering the marketplace. These factors put intense pressure on the d ec ision m akers c harg e d w ith selecting new security systems for their properties, and greatly increase the risk of premature obsolescence of a major financial investment. Mistakes can have a significant impact on operating costs and capital budgets, as operating staff cope with aging, inflexible systems and/or frequent requirements for major updates. Choices during the specification and system selection stage can better ensure the maximum life of the investment. To begin, good system design creates an optimum balance of security and usability for the building. That means selecting systems and sizing them correctly, with proper consideration for expected growth or changes in tenants and occupants. Interconnectedness ensures competiveness Open platforms and open protocols enable systems developed by different manufacturers to communicate and work closely with each other, but there are still many systems on the market that don’t have this flexibility. Investors should avoid proprietary or single-sourced equipment
wherever possible since integrated security systems generally offer better information and control with reduced operating costs and management time. It’s easier and more cost-effective to upgrade or add on to the original system when there are options to choose from various interconnected systems. Systems should also be open and accessible – free of any installer lock-codes or restraints – with all passwords and keys provided to building management to ensure complete flexibility in choosing an installation or service company. Consideration should be given to the size and history of the operating unit providing the security system. A large installed base of a particular system is a good indicator that there will be ongoing resources to support its customer base, even if the company is acquired by another. Commercial buildings are dynamic with evolving operation and security requirements. Requirements for updates, add-ons, enhancements and service calls will be inevitable and competition among service providers should result in better service and lower costs. Investors are sometimes pushed to replace equipment
48 CONDOBUSINESS | www.condobusiness.ca
early because they are dissatisfied with the service integrator rather than the system itself, which is another drawback of choosing a less common system. Of course, it’s also essential to check references, and evaluate installation experience and customer feedback before contracting any integrator. Scalability and infrastructure for growth Excess capacity that remains unused is a wasted investment, but inadequate planning for growth can also have major cost consequences if a system has to be replaced. Although there is no single solution that serves very small and very large applications equally well, some systems are more scalable than others. Assessing potential future requirements, such as the number of c o ntro lle d d o o r s o r num b er of recorded cameras, makes it easier to accommodate growth. Notably, managers of multi-tenanted office towers frequently deal with demands for increased security. A small upfront premium for scalability allows for those additional readers and cameras.
Technology IP (Internet Protocol) is now the de facto standard for most new installations, primarily because it simplifies both initial installation and future expansions and reconfigurations of system hardware. Instead of running dedicated cabling to new areas of the building, new devices can be attached to the closest point of the network, and configuration changes are handled in software. In video, this technology allows for very easy expansion of the video recorders, providing additional capacity as needed, and is the requisite platform for the growing number of IP-compatible cameras, including the high-definition megapixel cameras that are becoming so popular. Existing analog systems can also be married to a new IP system, providing an easy transition. Wiring and conduit installation represents a significant component of the total installed system cost for both new systems and expansions to existing systems. Renovation and/ or new construction projects are an opportunity to pre-wire for future requirements, reducing the expense of later expansions. Maintenance diligence Maintenance plans can provide real returns for investors. Manufacturers are continually providing upgrades to improve system reliability and performance, and even correct serious deficiencies or software bugs. Taking advantage of these upgrades and fixes provides easier operation, better control and reduced operating costs, while failing to install suppliers’ latest corrections and updates for system deficiencies could create liability exposure. Maintenance agreements build pre-determined system support costs into the operating budget so there are no nasty surprises when something breaks. Ultimately, the maintenance plan isn’t just protecting the security systems. It protects the systems that protect the building and its occupants. 1
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Harry Ferguson is Vice-President and General Manager at Bond Securcom Inc., a Torontobased security systems integrator, designing and supplying integrated access control, video and emergency communications systems to the commercial, institutional and industrial marketplace. For more information, see the web site at www.bondsecur.com
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SMART IDEAS
Water smart
Have your system audited: This in-depth analysis will evaluate system design, soil conditions, climactic factors, nozzling, system breaks and the existing landscape.
Replace old heads: Irrigation heads have a lifespan of approximately eight to 10 years so if you know that your heads are approaching
Don’t ‘set and forget’: Through the course of irrigation season temperatures fluctuate
that age it may be advisable to change
and rainfall is unpredictable. With these uncertainties, irrigation
them before problems arise.
scheduling must be tweaked continually to ensure that the needs of the plants are being met.
Install a master valve: In order to minimize this potential source of water loss, it is a good idea to install a master valve on the main line. The master valve is wired into the irrigation timer and only opens when a watering sequence is scheduled to run.
Upgrade the brains of the system: The greatest advances in irrigation technology have been made at the controller. New controllers allow for unlimited flexibility in terms of when the system can be scheduled, how often, which zones, how long for each zone, and how many times per day.
50 CONDOBUSINESS 5 0 | www.condobusiness.ca
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