board of directors lausanne room, sheraton gateway hotel

Board of Directors

Lausanne Room, Sheraton Gateway Hotel Monday, November 28th ‐‐ 8:00 a.m. to 3:00 p.m.

AGENDA

8:00 BREAKFAST

8:30 1. CALL TO ORDER & APPROVAL OF THE AGENDA

(D) Kim Saunders

8:30 2. DECLARATION OF CONFLICTS OF INTEREST (I) Kim Saunders

8:30 3. APPROVAL OF MINUTES

September 20th, 2016

Executive Committee Resolutions

(D) (I)

Kim Saunders Kim Saunders

8:35 4. REPORT OF THE CHAIR (I) Kim Saunders

8:40 5.

REPORT OF THE PRESIDENT & CEO

Dashboard

(I)

Benjamin Shinewald

8:45 6. REPORT OF THE CHAIR OF CSOC

(I) Percy Woods

8:50 7. THOUGHT LEADERSHIP PROJECT

(I) Manuel Reimer/Stephanie Whitney

9:05 8. GOVERNANCE (D) Kim Saunders/Benjamin Shinewald

9:35 9. STRATEGIC PLAN

Strategic Plan Update (breakout session)

(I) Kim Saunders

10:15 HEALTH BREAK

10:25 9. STRATEGIC PLAN cont.

2017 priorities

2018 and beyond priorities

11:05 10. BOMA BEST

3.0 Update and Transition from V2

Portfolio Program o Overview o Update

International Expansion Update: o USA o Korea o China o Other International Prospects

Resiliency Standard

Marketing Update

Legal Opinion (Privileged & Confidential)

(I) (I) (I) (D) (I) (I) (I) (I) (I)

Hazel Sutton John Smiciklas Kim Saunders/Rob Kavanagh/ Benjamin Shinewald/John Smiciklas John Smiciklas Mike Parker Benjamin Shinewald

of 2

12:05 LUNCH

12:35 11. TREASURER’S REPORT

Budget 2017

Fraud Risk and Mitigation Assessment

Q3 Financials

(D) (I) (I)

Darren Klassen Darren Klassen Darren Klassen

1:00 12. BOMEX

2020 – Sun Belt, USA

2021 – Prince Edward Island

(D)

Benjamin Shinewald/Debbie Prince

1:10 13. SPONSORSHIP Update

Brainstorming

(I)

Benjamin Shinewald

1:30 14. HOME DEPOT Update (I) Benjamin Shinewald

1:35 15. BUILDING OPERATORS CERTIFICATION PROGRAM UPDATE

(I) Jim Preece

1:55 16. COMMITTEE REPORTS AND OTHER REPORTAGE MCAC, Marketing, Awards, Other

(I) Kim Saunders

2:15 17. IN CAMERA (I) Kim Saunders

2:30 18. ADJOURNMENT (D) Kim Saunders

Board Meeting

Sheraton Gateway Hotel, Toronto November 28th, 2016

1

Agenda Item 1: Call to Order and Approval of the Agenda

Resolved that the meeting of the BOMA Canada Board, held today, November 28th, 2016, at the Sheraton Gateway Hotel, Toronto, be called to order and that the Agenda, substantially as attached on the cover of these board materials, be approved.

Board Meeting


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Agenda Item 2: Declaration of Conflicts of Interest 2015/16 Board Conflicts of Interest

November 28th, 2016:

The following conflicts of interest have been self‐identified:

Adrien Deveau – is a Principal at Energy Profiles Limited (EPL). Many EPL clients are BOMA members; EPL occasionally helps clients implement BOMA BEST® at their properties; and, EPL’s web‐based software tools could be deemed a competitor of Credit360 (the firm implementing the new BOMA BEST® online tool).

Anne‐Marie Guevremont – serves on the Board of BOMI Canada, which could have an interest in the future of the Building Operator Certification Program.

Dawn LeRoye ‐‐ is a direct report to Don Fairgrieve‐Park at Bentall Kennedy. They have discussed the conflict and are clear that they both respect their roles as voting Directors of BOMA Canada.

Kim Saunders – serves on the Board of BOMI Canada, which could have an interest in the future of the Building Operator Certification Program.

Tony Prsa and Victoria Gabel – both work at Harvard Property Management Inc., located in different cities.

Most directors sit or recently have sat on the Board of a Local Association.

The Chair of the CSOC is an employee of a Member.

The remaining Board members have indicated that they do not face any conflict of interest.

Board Meeting


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Agenda Item 3: Approval of the Minutes

Resolved that the minutes of the BOMA Canada Board meeting, both held on September 20th, 2016, substantially as attached, be approved.

The Board also takes note of the following two Executive Committee Resolutions: With the retirement of Randal Froebelius, Neil Lacheur was added to have to have two signatories in Toronto. He will only be asked to sign urgent matters. The organization is also looking into electronic signatures, which may solve this problem.

Resolved that each Officer and Neil Lacheur be authorized to have signing authority for BOMA Canada. (September 29th, 2016)

Resolved that BOMA Canada approve the adoption of “Mixed‐use” and “Public Assembly” TOBY categories approved by BOMA International for BOMA Canada’s 2017 TOBY Awards program. (October 31st, 2016)

Minutes of the Board of Directors meeting The Building Owners and Managers Association (BOMA) of Canada

Tuesday, September 20th, 2016

Novara Room, Delta Regina Regina, SK 12:15 p.m.

1. CALL TO ORDER AND APPROVAL OF THE AGENDA:

The meeting was called to order by Chair Don Fairgrieve‐Park at 12:25 p.m. Resolved that the meeting of the BOMA Canada Board, held today, September 20th, 2016, at the Delta Regina, be called to order and that the Agenda, substantially as attached on the cover of these board materials, be approved. Approved by consensus.

2: WELCOME NEW DIRECTORS AND TOUR DE TABLE As approved by the members at the Annual General Meeting, the Chair welcomed Adrien Deveau, Victoria Gabel, Jorge Silva and Percy Woods as new directors to the 2016/17 Board. That was followed by a tour de table of the balance of the group.

3. DECLARATION OF CONFLICTS OF INTEREST: As declared in the meeting materials. In addition, Tony Prsa indicated that he and new director Victoria Gabel were with the same company, in different cities.

4: ELECTION OF THE 2016/17 OFFICERS AND TRANSITION OF THE CHAIR

Resolved that:

Kim Saunders, BOMA Fellow, be elected as Chair.

Anne‐Marie Guèvremont be elected as Vice‐Chair.

Darren Klassen be elected as Secretary‐Treasurer.

Approved unanimously. 5: REMARKS FROM THE PAST CHAIR

Don Fairgrieve‐Park addressed the group about his year as chair – citing accomplishments such renewal of BOMA BEST®, hiring of a Marketing Manager, the plans for the international expansion of BOMA BEST® and the continued partnership with BOMA International. He recommended that the Board continue its thoughtful work on the Strategic Plan, specifically governance, including the National Membership Database. He thanked the Board for the opportunity to serve as Chair and looks forward to next year as Past Chair of the Board. He then turned to Kim Saunders (Chair 2016/17), who presented Don with a parting gift of thanks from the Board, for his service and dedication.

6: REMARKS FROM THE CHAIR Chair Kim Saunders, BOMA Fellow, announced that the theme of her term would be “Building for the Future” and that she was looking forward to working with the Board to continue to advance the organization.

BOMA Canada Board of Directors Meeting Novara Room Delta Regina Regina, SK.

Recorded by: BOMA Canada Approved by : Kim Saunders Secretary-Treasurer: Darren Klassen

Page 2 of 5

7: APPROVAL OF THE MINUTES FROM THE AUGUST 16TH, 2016 BOARD MEETING Resolved that the minutes of the BOMA Canada Board Meeting, held via teleconference on August 16th, 2016, substantially as attached, be approved. Approved unanimously. 8: REPORT OF THE PRESIDENT AND CEO Benjamin Shinewald took the Board through the Dashboard and also reviewed progress on the Strategic Plan.

9: REPORT OF THE TREASURER The June 2016 Financials which had been pre‐distributed were reviewed by Treasurer Darren Klassen who highlighted the National Marketing Fund, indicating that this was an initial budget for the Fund and that the forecast would change with variances, etc. John Smiciklas responded to a Portfolio Program tracking question, indicating that a quarterly report on Portfolio Program had been developed for the CSOs but that almost no feedback had been received. There was continuing discussion surrounding the portfolio pricing. Benjamin Shinewald indicated that there was a variation from Local to Local because of verification cost differences. He also reminded the Board of a price increase on January 1, 2017. A suggestion from a prior meeting to consider BOMA BEST® as a financial asset was not being followed on advice of the auditors.

10: REPORT OF THE CHAIR OF THE CSOC Percy Woods, the new Chair of the CSOC introduced himself. He also indicated that having a constructive BOMA Canada/CSOC relationship was integral to the success of the BOMA Canada and all the Locals – e.g. building bridges, embracing mutual opportunities, etc.

11: BOMA BEST® A number of BOMA BEST® initiatives were updated as follows:

The actual launch of BOMA BEST® 3.0, which is now live and would be formally launched at BOMEX®

A non‐binding agreement in principle to expand BOMA BEST® 3.0 into Korea with the Korean Research Institute of Eco‐Environmental Architecture (KRIEA). Kim Saunders and Benjamin Shinewald will be visiting KRIEA in Korea in October and will report back at the November Board.

Ongoing negotiations to expand BOMA BEST® 3.0 into China. Kim Saunders and Benjamin Shinewald will be travelling to China in October and will update at November Board meeting.

Ongoing work with BOMA China to expand BOMA BEST® into the USA – Benjamin advised that the prices/costs were similar to the Canada program, i.e. 10% to BOMA International and 20% to the U.S. Locals; for overseas, 5% to BOMA International. Benjamin also said that John Smiciklas would be attending the BAE conference in Dallas in October where he will present on BOMA BEST® and will report back to the Board in November.

Ongoing discussions to expand BOMA BEST® into other countries.

The Business Plan will be updated, hopefully, for the November meeting.

Portfolio Program has continued take up with hundreds of buildings now in the program. John Smiciklas reviewed numbers of buildings and companies for the Board. Some directors suggested providing Locals/their Boards with the appropriate tools to help keep on top of the timing and information. However, a quarterly report is provided to the CSOs and a request for feedback went largely unanswered.

Resiliency – John Smiciklas advised that there may be a pilot project with NRCan to advance this project.

3.0 Training – Hazel Sutton provided an update on the training program for 3.0. There was also a suggestion from a director about considering a BOMA BEST® Learning Lab at BOMA International’s Conference. (Note: After the meeting, BOMA Canada confirmed the Learning Lab.)



Page 3 of 5

For Profit update: Benjamin reported that there was no need to proceed at this time. Legal counsel has agreed there are benefits to move to For Profit status but there are disadvantages as well. It will be important to keep a watching brief on this matter as BOMA BEST grows. (Note: this item was discussed on a privileged and confidential basis.)

Energy Star –Benjamin Shinewald is still hoping that BOMA Canada can be a verifier if verification occurs.

National Green Building Report (NGBR) – will be released in early 2017.

Directors asked how BOMA Canada can protect its intellectual property from theft. IP is very hard to protect but there will be strong provisions in the various contracts.

12: BOMA CANADA NATIONAL SPONSORSHIP Benjamin Shinewald advised that BOMA Canada is rolling out a National Sponsorship Program per prior direction of the Board. MNP LLP has already signed on. Half of the proceeds of the National Sponsorship Program goes to the BOMEX® host in a given year, so the program has already raised several thousand dollars for BOMA Regina, and more income is expected for others in the future. Benjamin will advance this program, careful not to shift money from Locals to BOMA Canada where possible.

13: MECHANICAL CONTRACTORS ASSOCIATION OF CANADA With the possibility of BOMA Canada entering into a partnership with the Mechanical Contractors Association of Canada (MCAC), Executive Director Daryl Sharkey of the MCAC gave a brief overview of that organization and suggestions on how we might collaborate on issues like taxable depreciation of energy efficient retrofits and national certifications. After Mr. Sharkey’s conclusion, Benjamin advised that the next steps would be to a Board member to be the liaison with the MCAC. See Item 18.

14: BOMA CANADA SUMMIT

Benjamin Shinewald reminded/encouraged the Board to attend first BOMA Canada Summit on Thursday, September 22 with Local Board members, BOMA International, and CSOCs. This year’s highlight is a focus on Young Professionals in the industry and their take on BOMA.

15: MARKETING UPDATE

Mike Parker provided an update on the development of BOMA Canada’s marketing strategy. He encouraged the Board to check out the new website at www.bomacanada.ca and to watch both the BOMA Canada and the BOMA BEST® videos. Mike also raised the possibility of creating a BOMA app that can be shared with the Local Associations and driving new and interesting content out through social media.

16: NATIONAL MEMBERSHIP DATABASE

Benjamin Shinewald noted that nine out of eleven Locals had provided membership lists to the National Membership Database, and that BOMA Canada would begin leveraging it shortly. Among other things, BOMA Canada is launching a customer loyalty program with Home Depot that will provide passive revenue to those BOMAs which are in the National Membership Database. Directors noted how BOMA Canada would be proceeding with programs like this and that Locals not participating in the National Membership Database would be left behind.

17: HOME DEPOT LOYALTY PROGRAM See Agenda Item 16



Page 4 of 5

18: BOMA CANADA COMMITTEES Kim Saunders invited the Board to advise Benjamin Shinewald of interest in joining a BOMA Canada committee. The in‐meeting response was as follows:

Advocacy – Darren Klassen and Mike Ewald

Awards – Wayne Purchase

Building Operators Certification Program – Wayne Purchase

Marketing – Jorge Silva

Mechanical Contractors Association of Canada –Benjamin to approach Jim Preece to determine if there is overlap with the Building Operators Certification Program.

National Advisory Council – Percy Woods inquired about the CSOC Chair sitting on the NAC. The idea was taken under advisement.

19: BOMA CANADA REPORTS

Pandemic Committee – Wayne Purchase reported that the committee has not made much progress with Dr. Mazuli of Mt. Sinai Hospital., who was to review our present Pandemic materials and provide a report for BOMA Canada. Dr. Mazuli has been unresponsive. Wayne will try once more and then move to another resource.

Awards – Kim Saunders talked of two new possible categories for International – Multi‐use and Public Assembly.

20: IN CAMERA

The Board decided to hold brief, in‐camera sessions without either the Chair of the CSOC or the President and CEO.

20: ADJOURNMENT

Resolved that this meeting of the BOMA Canada board of directors, held today, September 20th, 2016, at the Delta Regina, be adjourned. Approved by consensus. Next Meeting:

Sheraton Gateway Hotel, Toronto Pearson Airport, 8 a.m. Monday, November 28th, 2015



Page 5 of 5

RECORD OF ATTENDANCE: The Building Owners and Managers Association (BOMA) Canada

Tuesday, September 20th, 2016 Present Officers & Board of Directors: Kim Saunders, BOMA Fellow Chair Anne Marie Guèvremont Vice‐Chair Darren Klassen Secretary‐Treasurer Don Fairgrieve‐Park Past Chair Shinewald, Benjamin President & CEO Deveau, Adrien Dixon, Ken Doherty, Tim Ewald, Mike Kavanagh, Rob Lacheur, Neil LeRoye, Dawn Purchase, Wayne Prsa, Tony Silva, Jorge Woods, Percy Regrets: Gabel, Victoria Gilbert, Dominic Nicoletti, Stephen Guests Sharkey, Daryl (MCAC) Larsen, Linda Prince, Debbie Parker, Mike Smiciklas, John Sutton, Hazel

Board Meeting


4

Agenda Item 4: Report of the Chair Oral report. No documents.

Board Meeting


5

Agenda Item 5: Report of the President & CEO Dashboard.

1

BOMA Canada Dashboard

Vision: The voice of Canada's commercial real estate industry. La voix de l’industrie immobilière commerciale au Canada.

The Collective Power of BOMA

BOMA Local

Membership - 2016 Financials - 2015

Property Managers

Suppliers

Total Revenue Expenses Net Assets Liabilities Net

NFLD/LB 42 24 66 50,915 47,985 2,930 50,110 10,953 39,157

NB/PEI 34 27 61 77,438 67,804 9,634 38,998 10,341 28,657

Nova Scotia

127,266

140,906

(13,640)

193,832

29,413

164,419

Quebec 302 290 592 2,264,568 2,166,405 98,163 667,560 214,295 453,265

Ottawa

767,767

807,073

(39,306)

464,269

328,521

135,748

Toronto 498 149 647

2,091,985

2,244,820

(152,835)

2,006,397

806,746

1,199,651

Manitoba * 124 164 288

566,129

589,251

(23,122)

617,566

271,633

346,933

Regina 80 80 160

132,166

139,320

(7,154)

152,463

65,868

86,595

Calgary 302 290

592

1,114,045

1,043,016

71,029

628,696

206,647

422,049

Edmonton 105

243

348

1,004,465

991,829

12,636

583,939

71,339

512,600

British Co-lumbia 97

218

315

1,198,621

1,125,423

73,198

2,267,079

418,787

1,848,292

BOMA Can-ada - - -

1,155,352

1,392,325

(236,973)

742,571

176,945

565,626

TOTAL 1584 1485 3069

10,550,717

10,756,157

(205,440)

8,413,480

2,611,488

5,801,992

2016-11-21

November 2016

Successes

Launch BOMA BEST 3.0 (content and platform)

40+ buildings registered in BOMA BEST 3.0

1076+ Buildings in the Portfolio Program (130 million sq. ft.)

(Commitments from GWLRA, Bentall, First Capital, Triovest to enter

most properties in 2017/2018)

BOMEX 2016 (Regina, SK)

National Awards Gala

BOMA’s Commercial Real Estate Summit

New website launched (BOMA Canada, BOMA BEST, BOMEX)

New Website videos launched (BOMA Canada, BOMA BEST)

Thought Leadership Initiative

National COE In-a-box

International TOBY portal for local use

New TOBY Categories adopted (Mixed-use, Public Assembly)

Home Depot Rebate Program

Recent Activities BOMA BEST 3.0 training for Local Associations

BOMA BEST 3.0 Training for Users

BOMA BEST presentation at BAE meeting in Dallas

Meetings with Wildred Laurier University and University of Waterloo re Building

Sustatainability Study

Consultation with NRCan

Trip to Korea

Trip to China

SRMAC Security Forum (BOMA Toronto)

Coffee meetings with NAC members

Spoke with Colliers Mexico re BOMA BEST

Attended event at Facebook Canada

Hosted Japanese delegation (BOMA Toronto/Cadillac Fairview)

Conference call with BOMA NB/PEI re BOMEX 2021 in PEI

Hosted Chinese delegation

In Progress Sponsor Recuitment

BOMA BEST® Building Resiliency/Climate Change

BOMA BEST® Communication Calendar

BOMEX® Renewal

Building Operators Certification Program

Evergreen CityWorks Partnership

Pandemic Task Force Initiative

BOMA Canada (J. Smiciklas) invited as a stakeholder on development of ISO

resiliency standards for cities

BOMA Canada (J. Smiciklas) invited to lead development of environmental indica-

tors for UN Index for smart sustainable cities

Marketing Strategy

Communications Calendar

Delegates (by Local, Full Conference/Single Day) Exhibitors

BOMA Canada Revenue

NFLD/LAB NB/PEI NS QC Ottawa Toronto MB Regina Edmonton Cal. B.C. USA Full/

Single Total 2014 (Winnipeg, MB) 4 1/2 3 12/1 11 32/4 53/16 13 14 11/4 8 5/2 166 / 30 196 170* $15,968.00

2015 (Quebec City, QC) 2/1 3 10 129/73 14 56/3 12/1 9 13/2 22/2 6/1 2/1 278 / 84 362 93 $15,000.00

* In conjunction with Building Expo

2016 (Regina, SK) 5 2/1 5 4/3 13/1 36/21 18/1 53/51 23/2 14/7 4 5 182/87 225 44 $27,000.00

* Manitoba showing 2014 financials

2

BOMA BEST® by the numbers

Vision: Creating a sustainable environment one building at a time. Mission: Transforming buildings into environmentally responsible assets.

November 2016

Diagram #1

Diagram #2

Diagram #3

Diagram #4

TOTAL BOMA CANADA + LOCAL APPLICATIONS, by Module and by Year

Module 2013 2014 2015 2015

Jan-Oct 2016

Jan-Oct Total Applica-

tions Total

Applications Total

Applications Total

Applications Total Applica-

tions Hospital 8 9 9

Light Industrial 84 150 160 112 227

MURB 16 14 4 3 13

Office 521 438 446 392 455

Open Air Retail 38 43 91 80 126

Shopping Centres 47 55 42 32 56

Grand Total 706 708 752 628 877

Grand Total

Total Applica-tions

17 621 47

1,860 298 200

3,043

The number of applications in any given year will not match the number of certifications. This could be due to internal delays in completing the assessment, applicants using the tool as a management tool with no intention to certify, etc.

CERTIFICATIONS by Level

Certification Level 2013 2014 2015 2015 Jan-Oct

2016 Jan-Oct

Certified 72 113 222 82 84

Bronze 80 50 101 60 35

Silver 55 216 291 196 116

Gold 33 170 179 131 111

Platinum 5 15 26 18 25

Grand Total 245 564 819 487 371

Grand Total

491

266

678

493

71

1999

CERTIFICATIONS By Locals as at October 31, 2016

BOMA Local Certified Buildings Total Ft²

BC 253 44,528,448

CG 278 51,885,974

ED 154 25,789,273

MB 63 12,915,138

NB 34 3,050,145

NL 1 30,451

NS 37 8,178,465

OT 98 17,405,288

QC 369 89,219,310

RG 57 4,872,926

NF 1 -

Grand Total 2009 389,644,384

TO 664 131,768,966

2014 2015

National Entries 30 39

National Winners 14 17

International Entries 9 8

International Winners 0 4

Includes TOBY, Pinnacle and Earth Awards Note: No International Pinnacle/Retail Awards

2016

36

17

8

1

2013

41

13

9

0

Diagram #5

2016-11-21

BOMA BEST® Mailing List as of October 31, 2016

2013 2014 2015 2016

English 98 202 250 533

French 27 74 92 151

Total 125 276 342 684

Local Membership numbers not included Diagram #6

BOMA CANADA GROSS SHARE OF BOMA BEST® REVENUE by Month Jan. Feb. Mar. Q1 Apr. May June Q2 July Aug. Sept. Q3 Oct. Nov. Dec. Q4 Total Monthly

Avg.

2013 - - - 212,538 56,350 56,595 34,300 147,245 40,915

47,350

49,915 138,180 52,020 50,325 62,998 165,343 663,306 55,276

2014 33,075 66,640 84,725 184,440 67,865 45,325 32,525 145,715 60,270 42,385 54,635 157,290 63,700 78,747 16,827 159,273 646,718 53,893 2015 20,457 81,913 48,266 150,636 66,104 57,769 78,334 202,207 92,005 86,495 45,040 223,540 52,000 52,000 54,625 158,625 735,008 61,251 2016 70,000 70,000 85,502 225,502 156,145 110,120 143,146 409,411 44,235 69,680 103,163 217,078 0 851,991 94,666

Annual Average 193,279 226,145 184,022 120,810 724,256 66,271

Note: The number of applications in any given year will not match the number of certifications. This could be due to internal delays in completing the assessment, appli-cants using the tool as a management tool with no intention to certify, etc.

Board Meeting


6

Agenda Item 6: Report of the Chair of the CSOC Oral report only; no documents.

Board Meeting


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Agenda Item 7: Thought Leadership Project As mentioned at the Regina meeting, BOMA Canada and BOMA Toronto have met with two academics from Wilfred Laurier University and the University of Waterloo to partner on a Thought Leadership project. A brief overview is attached and the two academics will present to the Board. BOMA Canada will provide advice and connect them to the membership but the actual writing and research will be done by the academic team. That said, BOMA Canada will be a co‐author of the final report.

Closing the performance gap in high-performance green-certified commercial office buildings Nov. 2016

Prepared by: Stephanie Whitney, P.Eng., PhD Candidate, University of Waterloo &

Manuel Riemer, Associate Professor, Wilfrid Laurier University

Introduction: Since buildings currently account for 40% of global energy use and 38% of global GHG emissions,

there is a need for scalable solutions that reduce the performance gap in buildings, in order to achieve

significant emissions reductions from the sector. Even in high-performance buildings, there is a gap between the

expected GHG emissions and energy-use reductions, and what is achieved during building operation. This

‘performance gap’ occurs when sustainable building practices focus principally on technological solutions, while

overlooking the actions and behaviors of a building’s occupants. The performance gap can only be reduced

when a holistic approach to building management is taken, and all building stakeholders (owner, tenants,

employees, building management and staff, etc.) are engaged in sustainability practices.

Purpose: There are three main objectives, being addressed through three research projects that are relevant to

BOMA:

1) Investigate the motivations and barriers related to building owners’, managers’, and tenants’ engagement in

sustainable practices;

2) Develop a parsimonious scale to measure the culture of sustainability (COS) within a building, characterized

by shared values, norms, language, and practices that foster sustainable individual and societal choices); and

3) Using a local case study and a national survey we seek to understand factors and specific strategies that

contribute to a strong COS. In addition, we are investigating the impact the sustainability features of the

building, in combination with the COS in the building, have on employee wellbeing and productivity.

The overall goals of this research are to create original academic/intellectual knowledge and thought leadership,

and to operationalize this knowledge by developing primers, tools, guidelines, etc. to facilitate the strategic

engagement of building citizens in sustainability practices.

Methodology and timeline: Phased approach to each project, as shown below:

Project Phases Timeline

I i. Development of interview protocol, based on in-depth literature review, and validation of

the research approach with an Advisory Committee of industry experts;

Sept – Dec `16

ii. Qualitative, regional explorative case study, including interviews with Ontario property

managers and their tenants, covering a range of property classes, and gradation of total

assets under management; and

Jan – May `17

iii. Quantitative, national-level survey, investigating the applicability of the regional findings

within the broader industry sector.

Jun – Dec `17

II

i. Develop a multi-dimensional theoretical definition of the COS construct, including

measurable indicators, based on in-depth literature review

Sept – Dec `16

ii. Pilot-scale testing of the COS scale, including content validation, survey administration,

psychometric analyses, and item/scale refinement

Jan – Dec `17

iii. Pre- and post-occupancy testing of the COS scale, with tenants of a net-positive office

building in Waterloo, currently under development with a completion date of fall 2018

Jan – Dec `18

III i. First round of quantitative, national-level survey plus pre-occupancy assessment for local

case study

Jun – Dec `17

ii. Yearly follow-up surveys and post-occupancy assessment 2018-2021

Collaborative opportunity: BOMA Canada and BOMA Toronto are collaborative partners in this research

through the Advisory Committee and a formal research partnership. BOMA Toronto is currently facilitating the

data collection for Projects I and II (Phase II) through its membership. This research aligns well with BOMA

Canada’s strategic direction, and has significant relevance for its membership. As such, other BOMA regional

divisions will be invited to participate in this exciting work, during futures stages of the projects.

Board Meeting


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Agenda Item 8: Governance Resolved that staff be empowered to retain a governance consultant substantially as set out above.

Governance

To: BOMA Canada Board

From: Kim Saunders

Re: Governance Review

Date: November 14, 2016

Introduction

Over the past year in particular, BOMA Canada’s governance has improved significantly. Board

discussion is more strategic and directors have seemed more conscious of their fiduciary duty to the

organization. In general, the conversation at the board table is stronger today than in the past, and we

have Don Fairgrieve‐Park to thank for leading us so effectively in this regard.

At the same time, many governance challenges remain. For instance, even on basic, core questions,

there is no clear, common understanding among directors and stakeholders:

Who are the organization’s stakeholders?

Who should the organization ultimately serve?

How should the organization’s eleven corporate members’ interests be distinguished from those

of the underlying rank‐and‐file membership?

What role should the CSOs play in the organization?

What role should the NAC play in the organization?

Who do the directors represent, individually and/or collectively?

Beyond these core questions, there are a variety of vital structural concerns that need addressing. For

instance:

Our current board has 19 members, about twice as many as experts recommend.

We typically accept the current or past chair of the Local associations on our board, but this may

not be the right structure for our organization’s needs.

We have conflicts of interest “baked in” to our governance structure and other conflicts that

arise from time to time, but have no idea if we are managing them appropriately.

We do not know if we have competing interests with our Locals or if we are one BOMA working

together for the greater good of the industry.

Considerations

The Strategic Plan, which was unanimously adopted by the Board in 2015, states,

BOMA Canada’s governance structure has been a focus of significant discussion and, frankly,

rancor. In fact, the issue of governance became so divisive and distracting that it risked the

entire strategic enterprise and was deferred. Ignoring it for too long, however, will only make

matters worse. BOMA Canada has an issue with governance, as the mere discussion of it

immediately becomes emotional and personal rather than rational and professional. BOMA

Canada should undertake a formal governance review at the next reasonable opportunity. The

desire among some to revisit the Federation Agreements could be done as part of this process.

Governance

When the National Advisory Committee met last year, members were extremely supportive of BOMA

Canada’s Strategic Plan, but focused on the paragraph above and strongly urged the organization to

tackle its governance challenges. For some NAC Members, this was a clear irritant and the topic was

definitely frustrating. We explained how the organization needed to “catch its breath” after complete

the Strategic Plan and focus on BOMA BEST 3.0. With this now complete, the expectation will be to

address these challenges per the commitments in our Strategic Plan.

At the last Chief Staff Officers meeting, the CSO Council confirmed a desire to support BOMA Canada for

the betterment of “BOMA in Canada”. To that end, they want to better understand how this could be

facilitated and how the CSOC could play an optimal role in helping BOMA Canada enjoy to continue its

successes and to achieve its goals.

BOMA Canada’s staff have a difficult time serving the organization as well, with current governance

structures causing unnecessary conflict with colleagues in Local Associations and pulling them away

from their core duty to serve the organization, its leadership and its stakeholders. Staff would benefit

strongly from clarity around governance.

BOMA Canada’s eleven Local Associations have diverse interests, but all suffer from the absence of an

updated Federation Agreement setting out the business relationship between BOMA Canada and the

Locals. In the interim, core programs, such as BOMA BEST, are conducted on what effectively amounts

to an ad hoc basis, putting the security of the revenue at risk for the Locals, especially.

At the same time, we have ongoing challenges that hold back “BOMA in Canada’s” success. For

instance, the recent refusal of two members to provide membership information for the National

Membership Database, despite the Federation Agreement and legal advice, is really a governance crisis,

even if the organization has not, as yet, treated it as such. A real crisis could emanate from this dynamic

when the next national initiative is rolled out, and if/when that occurs, no one in the BOMA family will

win.

Analysis

Our organization is at crossroads. On the one hand, we can build on the momentum of the past year

and the encouragement of key stakeholders to get our governance right once and for all. On the other,

we can let problems like the National Membership Database fester and repeat at some future

opportunity, fraying the fabric of organization’s culture once more. Both paths, however, would benefit

from a robust governance review, and it would provide an opportunity to build on the organization’s

recent successes on the cultural side of governance, too.

If the organization embarks on a governance review, we must aim to fix the problems outlined above

once and for all. Incremental improvement is good, but insufficient. The board must commit to an “all

in” approach so that the organization’s governance challenges are resolved definitively and the issue of

governance is closed, satisfactorily, for many years.

Many people often think of governance as being secondary in importance to organizational success, but,

as I have learned, great organizations uniformly are rooted in great governance. Put another way,

there is no great organization which considers governance to be of secondary importance.

Governance

Proposed Vision

The outcomes of a governance review are meaningful and important for the organization’s future

success and include:

Determining and minimizing the points of friction that currently exist between BOMA Canada

and some Locals, including at the leadership and staff levels,

Ensuring that the board is structured and equipped to lead the organization to success,

Meeting the expectations of the NAC and the desire of the CSOC and Creating a model that will foster success at all levels of “BOMA in Canada.”

As I mentioned in Regina, I have made it a personal priority for my year as Chair to build on Don’s

successes, complete the commitment we made in the Strategic Plan and fix our governance once and

for all. Our commitment in our Strategic Plan, the encouragement from the CSOs and the urging of the

NAC all make this an ideal moment to seize the good will and proceed. Benjamin has canvassed various

consultants and recommends we retain Jim Brown of Strive Consulting.1 Jim wrote The Imperfect Board

Member which has already taught us a great deal. He has also provided us with significant pro bono

advice and assistance, and we believe that he can move our organization forward.

Recommendation

I therefore recommend that we retain Jim and begin this work so that we can put our organization on

the best footing for future success. Jim has gone so far as to offer BOMA Canada a money back

guarantee if we are unhappy with his services2 and, in return, he asks us to engage fully in the process.3

Full details are attached in the memo from Strive.

Please do not hesitate to reach out if you have any questions or concerns. I look forward to discussing

this with you in Toronto.

Resolved that staff be empowered to retain a governance consultant substantially as set out above.

1 In return for a discounted fee, BOMA Canada is providing in kind value to Jim too. This may be negotiable. 2 See attached – “Money Back Guarantee” 3 See attached – “All‐In Commitment by BOMA Canada”

Proposed Plan

Objective

Position BOMA Canada for governance excellence and

effectiveness through best practices and structural changes.

Process Outline

The sessions will be highly interactive and the presentations will include many real-life

anecdotes and examples of board successes and failures drawn from Jim’s 20+ years of

experience as a board director, Chair, and consultant. Personal coaching to support

implementation of principles and change.

BOMA Canada Needs Assessment

• Online survey of board members/leaders of BOMA Canada, all 11 associations,

and other relevant stakeholders (questions to be confirmed by BOMA Can board)

• The aim is to get a clear sense of how BOMA Canada and its board is viewed by

itself, its member associations, and other stakeholders as well as what they want

to see from the organization and its board; a core responsibility of every board is

to protect the interests of its owners – let’s be sure we know what they are and

serve in a purposeful manner!

• Compiled Report and Key Findings by STRIVE! to BOMA Canada board

BOMA Canada Board Development (1 full-day session with Jim Brown)

• The Role of the Board; the Role of Management

• The Secret Formula for Organizational Effectivenesstm and Where Member Boards

Fit in It

• The Board’s Role in Strategic Plan Fulfillment

• Treating Member Boards as Great Customers So They Become Happy Owners

• Identifying and Prioritizing Changes to Practice and Structure in Support of

Governance Excellence

• Action Planning

Contact Jim Brown at [email protected] or by calling 519-766-9033.

Learn more at www.strive.com.

mailto:[email protected]

http://www.strive.com/

BOMA Beyond Head Office

• Webinar combining governance instruction and BOMA Canada direction to

BOMA Canada and all member boards

• Objective is to enroll broader membership into the changes that are desired and

share the value of the sessions with the local boards too

Coaching and Support for BOMA Canada Transformation

• Monthly coaching call by Jim Brown with CEO; bi-monthly with Board Chair

• Guidance preparing membership for potential by-law changes

• Assistance with presentation for potential by-law changes at AGM or Special

Meeting

Project Fees

The professional fees for the project.……………………………………….…..……………..……..$50,000

Special fee after the in-kind contributions……………………………….…..……………..……..$39,500 Expenses and HST are in addition.

Money-Back Guarantee

Nobody wants to spend precious resources on programs that don’t create results. At

STRIVE!, we understand this – it’s bad for your business. In fact, it’s bad for our business

too because the last thing we want is clients that feel their confidence in our services was

misplaced. So let’s eliminate that risk. If the board determines that STRIVE! did not do

all that should be expected to support the organization’s growth and change given the

program that was defined, it has 30 days from the final invoice to request some or all of

the consulting fees be refunded (receipted expenses are not included).

All-In Commitment By BOMA Canada

In the same spirit of total commitment to value and implementation as Jim makes with

the money-back guarantee, each member of the BOMA Canada Board commits to

doing all that he/she can do to create the change that is desired. To that end, it is

agreed that every board member will:

• support the decisions made by the board, speaking with “one voice” (agreement

and alignment with the board) to communicate decisions and rationale (in fact,

this is the legal expectation of every board member in all situations!)

• attend and participate in every session and exercise of the development program

• exercise his/her influence and invest the time and energy required to support the

development and change that is desired by the board

Failure to do this jeopardizes the fulfillment of the program and consequently makes the

money back guarantee impossible.

In-kind Contributions to STRIVE!

To mitigate the financial strain on the Association, BOMA Canada is agreeing to provide [under

negotiation].

These tangible contributions to STRIVE!’s purposes represent a “we’re in this together

and we’re doing all we can to make both organizations have their impact” attitude; a

true collaboration. Failure to do these within 90 days of the final invoice makes the

special discount invalid so the difference of $10,500 plus HST would be payable

immediately.

Contact Jim Brown at [email protected] or by calling 519-766-9033.

Learn more at www.strive.com.

mailto:[email protected]

http://www.strive.com/

Board Meeting


9

Agenda Item 9: Strategic Plan Directors will break out into small groups to triage priorities for 2017, 2018 and beyond. After the health break, Directors will return and compile a plan based on the results of the breakout group discussions.

Strategic Plan ‐ Execution Note: The full text of the 2015 Strategic Plan is available on request.

After unanimously approving the Strategic Plan in September 2015, the Board met in Toronto/Pearson

Airport in November 2015 and prioritized the items in it. This resulted in an Execution Plan, which staff

have been using to guide the organization’s 2016 work. Each board meeting, staff has reported on

progress, which has been excellent – we are meeting nearly all our 2016 objectives and have exceeded

several of them as well.

With the new board taking office, it is time to consider the next phase in the execution of the Strategic

Plan and determine 2017 targets for the organization. To that end, at the November 2016 meeting,

Directors will break into small groups and work together to develop their recommendations for BOMA

Canada’s 2017 (and 2018+ targets, where desired) strategic targets. Then, after the coffee break, the

full board will reconvene and Kim Saunders will lead the Directors in reconciling the various ideas. Staff

will then develop a 2017 Execution Plan based on the direction received, present it to the Executive

Committee as necessary, and begin to implement it. For your convenience, we have provided full

information, including the 2017+ targets identified in November 2015.

It should be noted that Governance was considered in the Strategic Plan. Though that is being discussed

as a separate matter at the November 2016 board meeting, the Strategic Plan states that, “BOMA

Canada should undertake a formal governance review at the next reasonable opportunity.”

It should also be noted that engaging Young Professionals was not a strategic priority identified in the

plan, though the Board may wish to reconsider this in light of the BOMA Canada 2016 Summit.

Similarly, there may be other items that the board may wish to add that were not considered in the

initial draft with Al Ward.

Note: We expect that the next time the board will undertake this exercise will be at the spring 2017

meeting (date and location TBD), so that the draft 2018 budget can then be prepared in a manner that

reflects the priorities set out in the Execution Plan. This year, we are considering the Execution Plan and

the 2017 Budget at the same, and the proposed 2017 budget has been prepared consistent with the

existing Execution Plan and consultations with the organization’s leadership.

Strategic Plan ‐ Execution

November 2016

Category 1: National Leadership

Goal A – BOMA BEST®: Advancing the renewal of BOMA BEST®

Priority: High

Rationale: BOMA BEST® is BOMA’s premier program in Canada and represents significant revenue for both BOMA Canada and the Locals. The program is in the midst of a major overhaul

(previously approved by the Board) and there is a strong sense that it can be improved and expanded both to sustain BOMA in Canada and to grow the family of organizations.

Strategic Action 2016 Target Status 2017+ Target (at Nov. 2015) 2017+ Target (at Nov. 2016) Costs Responsibility A.1 Launching new

Brand Complete Complete Complete Complete Complete

A.2 National Marketing Strategy

Hire staff by April to develop and execute on a strategic plan

Staff hired; much accomplished; full strategy is coming

New staff person to develop more robust plan (w/ new funds)

Funded from NMF Staff

A.3 New IT Delivery (some items may follow initial launch) for public launch at BOMEX®

Complete – some kinks to work out, some new features to add (ongoing)

Will need to make some further investments.

On budget in Opportunity Fund; small cost overrun in main budget.

Staff

A.4 New Content Delivery by June; public launch at BOMEX®

Complete – reconvening the Technical Committee to advise on 3.0

None, but consider new opportunities as they arise, e.g. MURB module

Within Renewal Budget

Staff

A.5 Sustainable Workplaces

35 assessments by December 2016; learn if/how BOMA BC program compares/contrasts

Launched – little take‐up so far

150 assessments by December 2017

Minimal Staff

A.6 Resiliency Complete content of assessment protocol.

NRCan will pilot current content and provide feedback; coordinating with BOMA TO on systemic project.

Assessment protocol available to determine the scope of the program.

Minimal Staff

A.7 Verification Consistency

Hiring guidelines completed; (Consistency

Verifiers trained; Hiring guidelines distributed by

Develop a robust verification training course (some basic

Unknown – possibly none

Staff


November 2016

Strategic Action 2016 Target Status 2017+ Target (at Nov. 2015) 2017+ Target (at Nov. 2016) Costs Responsibility framework is complete) January 2017. training to be ready for launch

of 3.0)

A.8 Uniform or near‐uniform user experience

See A.7 above Ongoing

See A.7 above See A.7 above Staff

A.9 Advancing Portfolio Program

Doubling revenue to $420K by December 2017; Transition our largest users to the Portfolio model (e.g. Bentall, Triovest, GWLRA, First Capital)

Expect to exceed goal by at least 67% with $700K target in 2017.

Continued growth – target of $800k by year‐end; much of this will be transitioned from existing triennial program.

None/internal Staff

A.10 Subscription‐based business replacing current structure

Extend certification of 2016 expirations (other than portfolio program) to 2017 for an annual fee, if desired. Allows for more time to transition to 3.0 & shifts to subscription basis

Complete Transition 50% of non‐portfolio properties to annual program by December 2017

Short term cash flow challenges

Staff

A.11 International Expansion

Launch pilot project in USA, China (possibly Dubai & Korea)

Launching in USA, China, Korea and interest in Mexico, Israel, etc.

Make pilot project permanent; set goals for certifications in USA, China, elsewhere

Travel, legal, etc. Staff

A.12 Fostering culture with the Locals of sales and growth over a culture of order taking.

Facilitate regular (quarterly) sales meetings to provide activity update and coordinate activities between local and national firms; facilitate regular (quarterly) review of buildings in the system but

Sending quarterly reports to CSOs, no feedback; require broader discussion.

Continue Conference calls Staff


November 2016

Strategic Action 2016 Target Status 2017+ Target (at Nov. 2015) 2017+ Target (at Nov. 2016) Costs Responsibility not yet certified to ensure successfully and efficient completions; provide annual statement of portfolio revenue to Locals and non‐portfolio revenue from locals & any expected non‐renewals (prepare in December for January 2017 delivery)

Goal B – BOMEX®: Renewing BOMEX®

Priority: High

Rationale: With a BOMEX® review process well underway and with creative ideas being developed for the coming years, BOMEX® is poised for renewal. However, that renewal should be

purposeful, coordinated and thoughtful.

Note: The various strategic actions set out below are consistent with the strategic priorities identified by the BOMEX® Strategic Committee. In order to achieve the 2016 and 2017+ targets, it

may be necessary to consider the composition of the committee.

Strategic Action

2016 Target Status 2017+ Target (at Nov. 2015) 2017+ Target (at Nov.2016) Costs Responsibility

B.1 Identify ideal time of year for event

Finalize the ideal time of year and time of week, including a transition plan

Complete Complete None BOMEX® Strategic Committee


November 2016

Strategic Action

2016 Target Status 2017+ Target (at Nov. 2015) 2017+ Target (at Nov.2016) Costs Responsibility

B.2 Renew Format Determine ideal conference length, content, golf, trade show, partnering with other conferences, etc.

Complete Roll out new format & establish minimum baseline for event

None BOMEX® Strategic Committee

B.3 Marketing and Sponsorship

Defer – must know what the format etc. will be before creation of marketing plan

Beginning for BOMEX® 2017

Create plan to increase awareness and attendance by BOMA members and others, leveraging National Membership Database; create long‐term BOMEX® website; roll out multi‐year national sponsorship program


B.4 Education Defer – must know what the format etc. will be before creation of education plan

Will begin for BOMEX® 2018 – BOMEX 2017 process was underway and too late to change midway through

Create National Education Committee to offer advisory level oversight and guidelines on BOMEX® education (assuming education remains a feature)


B.5 National Awards

See Goal C below See Goal C below See Goal C below N/A N/A


November 2016

Goal C – Awards: Preserving and enhancing BOMA Canada’s TOBY Awards and creating new categories where possible

Priority: High

Rationale: An integrated, expanded national awards program will drive celebration of excellence at the local, national and international level and reinforce the underlying value of BOMEX® as

an important event and of BOMA as an important organization to join and participate.

Strategic Action 2016 Target Status 2017+ Target (at Nov. 2015) 2017+ Target (at Nov. 2016) Costs Responsibility

C.1 Standardization of program and delivery

Complete “COE in a Box” template; shape and test BI Awards portal for Local use

COE in a Box – complete; BI Awards Portal – in progress

Bring all Locals online for use of “COE in a Box” as entry level feeder program

None Awards Committee

C.2 Increase number and frequency of Locals hosting Awards

Defer to 2017 Deferred per target but BOMA BC considering for 2017.

Awards Committee to set targets

None. Note: not in BOMA Canada’s control

Awards Committee

C.3 “Raising the Bar” Begin work adding case study to Earth Awards

Case study already included in National Earth Award.

Complete adding case study to Earth Awards

None Awards Committee

C.4 Creating new Award categories

Begin considering new awards categories

Complete – approval of Public Assembly and Mixed Use categories (and considering new Pinnacle Safety & Young Professional Awards)

Add 1‐2 new categories by 2017, ensuring alignment of Local, National and International categories

Minimal (e.g. trophies)

Awards Committee


November 2016

Goal D – Advocacy: Advancing advocacy broadly.

Priority: Medium

Rationale: Advocacy can be indicative of an opportunistic mindset to strengthen BOMA’s presence and brand.

Strategic Action

2016 Target Status 2017+ Target (at Nov. 2015) 2017+ Target (at Nov. 2016) Costs Responsibility

D.1 Regular meetings with federal officials to tell BOMA’s story

Advocate program as a minimum standard; six meetings with officials; expand public sector participation in the NAC

Ongoing; recent organizational meeting with Advocacy Chair (T. Doherty)

Continue advocating program as a minimum standard; Nine meetings with public officials; consolidate public sector participation in the NAC; hire a lobbyist consultant

Chiefly travel other than hiring a lobbyist consultant

CEO

D.2 NAC meeting with senior government leaders

Solicit NAC interest Little interest at 2015 NAC meetings but can revisit in 2016 meeting

Act on NAC interest Chiefly travel Past Chair

D.3 Establish a Forum or Committee

Establish Forum/Committee to act on advocacy issues

Tim Doherty appointed Chair of the Advocacy Committee, organizational work remaining

Not identified Not identified Committee


November 2016

Category 2: Thought Leadership

Goal E – Research: Researching current and emerging issues.

Priority: Medium

Rationale: Research can create significant value for stakeholders and enhance BOMA’s presence.

Strategic Action


E.1 Develop a White Paper

Defer to 2017 Deferred per target (but see E.2 below)

Find independent research into BOMA BEST® at Canadian universities

Defer BOMA Canada & Local

E.2 Consider partnering with other organizations

Seek research‐focused partnership with the Canadian Urban Institute – if does not proceed, find a new partner in 2017

Working with academics in Kitchener/Waterloo, presentation at Nov. 2016 board meeting

Conclude first partnered research project; potentially seek second

Unknown – depends on nature of project

CEO

E.3 Expand the National Green Building Report

Issue NGBR but defer expanding the report – transition year

Next NGBR in early 2017, will expand for the subsequent.

Consider how new IT may enable NGBR expansion; leverage it through National Marketing Fund

Unknown – depends on how new IT unfolds

Staff


November 2016

Goal F – Education and Training: Advancing the Building Operator Certification Program

Priority: High

Rationale: The Building Operator Certification Program has been identified as a top priority for BOMA Canada by many stakeholders and the NAC recently renewed its support.

Strategic Action


F.1 Complete the Building Operator Certification Program

Complete the revision of the Building Technician Apprenticeship Curriculum Standard ‐ Q4 (Training standard was completed in 2015 – these are two halves of the whole). Secure endorsement of Training standards by BOMA Canada & Locals – Q3 Define the requirements for a National certification program based on the updated standards – Q4

Underway; Need to consider how to link the Committee to the Board, with Jim Preece’s retirement from the BOMA Canada Board.

Secure endorsement of the Curriculum standards by BOMA Canada and Locals – Q1 Lobby provincial Colleges to implement a non‐compulsory Building Operator apprenticeship program based on the Ontario standards– Q2 Develop an audit process to evaluate existing programs against the approved standards – Q3 Conduct a test audit – Q4 Secure/evaluate Red Seal program designation – Q4 Conduct program audits of organizations interested in being endorsed and included as part of the certification process ‐ Q1 2018.

Minimal costs through 2016; travel costs in 2017; unknown costs for revenue development possibilities

Education Committee (Co‐Chairs: Jim Preece & Peter MacHardy)


November 2016

Goal G – Strategic Partnerships: Establishing industry alliances and potential new revenue streams

Priority: Low.

Rationale: BOMA Canada’s long term stability requires diversifying revenues away from BOMA BEST®.

Strategic Action 2016 Target Status 2017+ Target (at Nov. 2015) 2017+ Target (at Nov. 2016) Costs Responsibility

G.1 Explore opportunities for revenue‐generating strategic partnerships

Defer – get BOMA BEST® renewal complete first.

Launched National Sponsorship Program; launching Home Depot Program; raised Awards fees; charging verifiers for training

Once BOMA BEST® 3.0 is launched, launch strategic process to determine new revenue generation possibilities

Not known Deferred.

Goal H – Collaborative Initiatives with Locals: Promoting inclusiveness and cohesion with and among BOMA Canada’s membership

Priority: High

Rationale: Important to continue to build trust and dialogue with Local Associations.

Strategic Action


H.1 Continue in‐person visits with Locals

Visit with each/most Locals (but Regina, per its request given BOMEX duties)

Complete/Ongoing Visit with each/most Locals In travel budget Chair and CEO

H.2 Increase attendance by Local leadership at BOMEX to create “BOMA Summit”

Request BOMA Locals to send their Executives to BOMEX for a “BOMA in Canada Summit” meeting

Complete/Ongoing ‐Extremely successful BOMA Canada 2016 Summit

All BOMA Local Executives at BOMEX.

Costs would fall to attendees and/or Locals

BOMEX Strategic Committee; Board Members; CSOs


November 2016

Goal I&J – National Membership Database and a Forum for Issue Identification: Leveraging valuable data to understand underlying member trends and needs.

Priority: High

Rationale: Already passed by the Board, will provide a high potential to advance local and national engagement and to mine valuable data in order to serve the underlying membership most

effectively.

Strategic Action


I&J.1 Create National Membership Database – Data Mining

Determine membership info needed and get from Locals; analyze it

9 /11 Locals contributed. Update the database and analysis (analysis may take several years of data to show trends)

None – Excel‐based

CEO and CSOs

I&J.2 Create National Membership Database – Emailing

Locals to provide opt‐in on membership forms, email blasts etc. and/or reach agreement to obtain full email addresses for a given Local’s membership; BOMA Canada to add subscription option to website

9/11 Locals contributed. Ongoing None or limited CEO and CSOs


November 2016

Category 3: Shared Practices Leadership

Goal K – Productivity Tools and Services: Adding value by leveraging Thought Leadership and importing ideas from outside Canada

Priority: Low

Rationale: Determine specific areas of investigation and create appropriate tools

Strategic Action


K.1 New website Defer Complete. Complete. ~$40,000 with videos, funded from National Marketing Fund

Staff

Goal L – Benchmarking: Developing a sophisticated system to benchmark progress on metrics deemed important by members, thereby further promoting excellence and celebrating

achievement

Priority: Low

Rationale: Explore if the new IT system can expand BOMA Canada’s ability to create and set industry benchmarks

Strategic Action


L.1 Defer – wait to get new IT online

N/A Deferred per target Reconsider once new IT comes online and is better understood by staff

Unknown N/A


November 2016

Goal M – Standards and Certification: Setting the Gold Standard for performance in the industry

Priority: High for Building Operator Certification Program; low for other initiatives.

Rationale: Raises BOMA’s profile, value and leadership.

Strategic Action


M.1 Complete the Building Operator Certification Program

See F.1 above. Underway See F.1 above. See F.1 above. See F.1 above.

M.2 Consider other certification opportunities

Defer – complete Building Operator Certification Standard first

Deferred per target Defer – complete Building Operator Certification Standard first

Unknown Defer

Note: “Communication” is present in the “wheel” as indicated in Appendix 1 to the Strategic Plan, but it was not otherwise included in the Plan itself. In short, it was “lost in the shuffle.” Since

only one of the small groups at the Toronto‐Pearson Airport meetings picked up on this and since it was not a focus of discussion as the Plan developed, it is not included in this Execution‐

focused document. It is, though, captured in Item I above, i.e. National Membership Database.

Board Meeting


10

Agenda Item 10: BOMA BEST®

3.0 Update and Transition from V2

Portfolio Program o Overview o Update

International Expansion Update: o USA o Korea – for decision see below o China o Other International Prospects

Resolved that staff be authorized to enter into an agreement with the Korean Research Institute of Eco‐Environmental Architecture substantially as set out in the attached memo.

Resiliency Standard

Marketing Update

BOMA BEST Legal Opinion (Privileged & Confidential)

3.0 Update and Transition from V2 The following buildings must be verified and completed by the Local Associations by March 31st, 2017. Directors are asked to ensure that CSOs follow through.

BOMA Local Non‐Portfolio

BOMA BC 27

BOMA CG 56

BOMA ED 39

BOMA MB 13

BOMA NB 7

BOMA NF 1

BOMA NS 7

BOMA OT 54

BOMA QC 93

BOMA RG 15

BOMA TO 147

TOTAL 459

BOMA BEST® Renewal Board Update – November 2016 - Toronto

1

The following document is intended to provide an update regarding the BOMA BEST® renewal.

1. Information Technology – Cr360

Key Components:

New software for the questionnaire, enhanced reporting capability, bulk upload of buildings

Update Public launch at BOMEX® 2016

Approximately 40 buildings have been registered – either in Single stream or Portfolio stream

Verifier training delivered in Oct‐Nov 2016

Ongoing user training delivered Sept‐Nov 2016

Next Steps Local Associations to receive training on verification in Q4 2016

Resolve existing bugs including complete integration with Energy Star Portfolio Manager

Create additional template tables and charts to assist users in leveraging their data

Review any and all feedback that is received

Consider next steps to further enhance the functionality of the tool further

Timelines: Ongoing

Budget: As indicated in financials – out of scope costs exceed budget by $13,000 but otherwise within budget.

Transition Plan: .

All new registrations on new software only from October 1, 2016

All V2 applications verified by March 2017

Final V2 certification awarded by March 31, 2017

JLL/ECD goes offline March 1st, 2017 (for public) and March 31st, 2017 (back end)

CSOs have been reminded of V2 submissions that must be verified by March 31st, 2017

2. Content overhaul – Stantec, with support from WSP

Key Components:

New questionnaire for Office, Light Industrial/Open Air Retail (combined), Shopping Centre, Universal module, (MURB or Health Care modules remain unchanged)

New BEST Practices, organization, benchmarking methodology, etc.

Update Complete

Next Steps Ongoing support to users

Timelines: Ongoing

Budget: On budget

Transition Plan: Certifications on new software for BOMA BEST® 3.0 starting September 2016

CSOs have been asked to remind Local users of key deadlines


2

3. Sustainable Workplace Module

Key Components:

Program Launched – Earth Day 2016

Update Certifications during pilot period

St John’s – CAPP, Husky, Cox & Palmer, East Port Properties

Montreal ‐ Canderel

Toronto ‐ Toronto Regional Conservation Authority, Bentall, RiskCheck

New certifications in progress

Toronto ‐ Kingsett Capital, General Mills

Presentations to Oxford, Harvard, Canderel, BOMA Quebec, BOMA Calgary

Canadian Blood Service has inquired – 47 offices across Canada

Stantec has shown interest – 66 offices across Canada (JS – Please confirm)

Press release and some marketing materials now available

Next Steps Create a one‐page downloadable checklist form to facilitate uptake

Full marketing and communications plan

Further presentations to property managers and governments

Presentation to ON GOV Sustainability Office

Target large tenants – law firms, banks, professional services

Portfolio program and new IT have taken away time from project.

Timelines: Ongoing

Budget: Going forward program will generate revenue

Note: BOMA BC sponsored an overlapping project

4. Climate Change / Resiliency Module

Key Components:

New Standard & Assessment Program to certify building resiliency to extreme weather.

Update Draft protocol is complete

Presented as part of BOMA Canada submission to Federal Sustainable Development Strategy

Pilot programs under consideration

Ontario MOECC – will pilot current content

NRCan – will pilot current content across Canada

City of Toronto, Canderel, Kingsett and CF may wish to participate

Steering committee being formed to review pilot results and finalize content

Next Steps Form Steering Committee to review pilot results and make recommendations

BOMA Toronto engaging in complementary work (in cooperation with BOMA Canada)

Timelines: Need to establish objectives more clearly first (and need to get launch of 3.0 behind us)

Budget: $0 – may require some modest funds for travel and translation


3

5. Portfolio Program

Key Components:

Increase program adoption, chiefly targeting new buildings not currently in the system or buildings that are unlikely to renew.

Update Presented as part of BOMA Canada submission to the Federal Sustainable Development Strategy

Program adoption increasing across the country

GWLRA, Triovest, First Capital, Bentall Kennedy have committed to enter most if not all properties into the portfolio program over the next 2 years

U of Alberta expanding to 80+ properties

Saskatchewan Min of Central Services ‐ looking to add 30 – 40 properties; saw Deputy Minister and Chief of Staff during BOMEX®

Alberta Infrastructure ‐ looking to enter 90 properties

Interest shown by:

U of Calgary

Crombie REIT

Allied REIT

Main target: PWGSC and other Canadian federal departments

Some properties chose to pay the regular 3 year fee as they had budget $ available in 2016

Members want these buildings brought into the program even if the regular 3 year fee has been paid.

Invoiced to September 30, 2016:

Local Sq Footage No of Properties Gross Revenue

BC 5,717,850 44 $ 53,897.00

CG 16,311,550 127 $ 98,150.00

ED 3,588,058 24 $ 16,120.00

RG ‐ ‐ $ ‐

MB 2,281,835 42 $ 8,230.00

TO 42,569,174 412 $ 216,195.72

OT 4,245,442 10 $ 11,835.13

QC 8,777,988 57 $ 41,442.15

NB ‐ ‐ $ ‐

NS ‐ ‐ $ ‐

NL ‐ ‐ $ ‐

83,491,897 716 $ 445,870.00

Anticipated gross revenue for 2016 ‐ $560,000

Next Steps Continue to reach out and market program.

Further refine the verification process based on ongoing experience.

Timelines: Ongoing


4

Budget: 2016 Predicted Gross Revenue: $560,000 less 10% marketing fund BOMA Canada : $328,000 Gross Verification : $50,000 JLL : $75,000 BOMA Canada : $203,000 before Admin BOMA Locals : $177,000 before certificates

6. Federal Sustainable Development Strategy

Key Components:

Opportunity to embed BOMA BEST within the Federal Sustainable Development Strategy. Publicly stated federal goals are:

“Goal: Taking Action on Climate Change

In order to mitigate the effects of climate change, reduce GHG emissions levels and build resilience to climate change.

o Target: National Leadership on Climate Change Relative to 2005 emission levels, reduce Canada's total GHG emissions 17% by 2020 and 30% by 2030. A Pan‐Canadian framework for climate change which will include national GHG emissions reduction targets (Minister of Environment and Climate Change)

o Target: Reduce Greenhouse Gas Emissions from Federal Government Operations The Government of Canada will reduce energy‐related greenhouse gas emissions from its facilities and fleets by 17% below 2005 levels by 2020 and 30% by 2030. Set a target to align the national GHG emissions reduction targets in the Pan‐Canadian framework for climate change

o Target: Real Property Environmental Performance Effective fiscal year 2017‐2018, departments will reduce the environmental impact of their real property portfolio.

Technical analysis on the environmental impacts of federal facilities Conduct technical analysis to assess and benchmark the environmental impact of federal facilities. Understanding the environmental performance of real property is an essential first step toward effective action to improve it.

Leading by example on reducing the environmental footprint of facilities Demonstrate leadership by reducing the environmental footprint of federal facilities. Managing facilities sustainably can result in environmental benefits as well as cost savings. As the federal government owns or manages a substantial portfolio of facilities, reducing its environmental footprint can have a significant impact.”

Update BOMA Submitted contribution based on :

Offered to partner with Federal Government

Increase adoption of BOMA BEST

Implement Sustainable Workplaces

Fund the develop of Climate Change Protocol

Next Steps Contribution to the consultation process.

In person follow‐up in Ottawa

Timelines: Ongoing

Budget: Minimal costs


5

7. Energy Star Certification

Key Components:

NRCan has committed to launching Energy Star Certification in Canada

Update Met with US EPA – no issue with BOMA providing certification in conjunction with BOMA BEST – as requested by NRCan

Next Steps Meeting with NRCan to determine if a partnership can be arranged

Timelines: Unknown at this time

Budget: Unknown at this time, but could become an income generating business line (and/or enhance the underlying value of BOMA BEST® certification.)

8. International Expansion

Country Status Next Steps

USA Agreement with BOMA International; Interest in several Locals; presented to BAEs in June; Interest from Canadian firms with US assets

Launch BOMA BEST®; attend BAE conference in Dallas (October), follow up with all involved; article in BOMA International’s “Green Scene” in 2017.

China Signed term sheet Must negotiate still with BOMA China.

Korea Signed term sheet Present full contract to KRIEA

Israel Interest in Aviv Tower (tallest in Israel) Possible April 2017 invitation.

Mexico Approached by Colliers to present at Industry Forum

Speaking with Colliers Mexico CEO, possible presentation in Mexico City in 2017

Other Countries Lots of initial interest Follow up as possible, especially at BOMA International Conference in 2017 and via Canadian firms with overseas assets.

9. Other Notes:

A previously announced price increase will take effect on January 1st, 2017 (following on last

year’s 10% price increase). However, there may be scope to raise prices further.

Business Plan being updated.

BOMA BEST U.S. EXPANSION UPDATE

BOMA BEST US Expansion – Meeting with US BAEs

BOMA Canada was given time for a 10 ‐ 15 minute presentation as part of a panel discussion on LEED, BOMA BEST and BOMA 360 at the BAE (i.e. CSO) conference in Dallas in October. The reception to the presentation was generally positive from the BAEs with many questions although there is a decided lack of real enthusiasm for the program as they do not seem to understand the financial implications or LEED is already established in their opinion. BOMA Canada will send out a package to the US BAEs with additional information. BOMA Canada will need to reach out to specific Locals and do sessions to sell to actual members rather than BAEs or work with Canadian firms with properties in the US. The prime candidates seem to be BOMA Buffalo, BOMA Pittsburgh and BOMA San Francisco ‐ Q1 2017 is the target for these sessions. Bentall has already approached BOMA Canada about BOMA BEST in the US and is probably the lead candidate. The best route into the US market may be via owner/managers as opposed to BAEs/Local Associations. BOMA International would like to open a dialogue on how BOMA BEST and BOMA 360 relate to one another.

BOMA Canada – KRIEA License and Reseller Agreement Summary of the Draft Contract

as of November 10, 2016

Resolved that staff be authorized to enter into an agreement with the Korean Research Institute of Eco‐

Environmental Architecture substantially as set out below.

Note: The complete text of the draft contract is available on request. It is about 34 pages long.

Background

A few years ago, BOMA Canada was invited to participate in a conference in Seoul organized by the

Korean Research Institute of Eco‐Environmental Architecture (KRIEA). Hazel Sutton presented. During

that conference, KRIEA expressed strong interest in bringing BOMA BEST to Korea, but that was

impossible under V2. We stayed in touch with KRIEA and, with the introduction of BOMA BEST 3.0, we

were able to expand abroad. BOMA Canada and KRIEA therefore entered into negotiations.

In September 2016, after several months of negotiations conducted by email and Skype, BOMA Canada

and KRIEA agreed to a non‐binding term sheet outlining the basic points of a formal business

relationship. The Executive had been kept closely in the loop and directors were briefed on the terms at

the Regina board meeting.1

In October 2016, KRIEA hosted Kim Saunders and Benjamin Shinewald in Seoul. Over the course of a few

days, KRIEA hosted a term sheet signing ceremony, a formal celebratory dinner, a lunch at the National

Assembly and a half‐day symposium, all focused on the introduction of BOMA BEST into Korea. In

addition to these activities, Kim and Benjamin established some personal relationships as well in more

social settings.

Confident that we will conclude a satisfactory final arrangement, KRIEA has begun to informally line up

some buildings for certification, though they think that take up will be slow initially. The Canadian

embassy in Seoul was represented at the symposium by the Ambassador, who also expressed interest in

having the embassy building certified.

With this in mind, BOMA Canada has had its lawyers draft a proposed definitive agreement to govern

the business relationship with KRIEA. KRIEA is currently reviewing the proposal so the agreement

remains in draft form. The rest of this document summarizes the key terms of that draft agreement,

with numbering corresponding to provisions in the actual draft contract:

1. Interpretation – Sets out several definitions and administrative matters, including that all

monetary amounts are in US dollars and that the governing law is Ontario – s.1(c).

2. Appointment and License –

Grants an exclusive right to KRIEA to resell BOMA BEST in Korea, treating KRIEA much

like we treat BOMA Local Associations in Canada – s.2(a)

1 Because of a clerical error, the Term Sheet was not included in the board package but was distributed to directors immediately after the board meeting.

Prevents KRIEA from reverse engineering, decompiling, re‐licensing, etc. the BOMA BEST

program –s. 2(e)

Grants a further right to KRIEA to resell BOMA BEST outside of Korea with BOMA

Canada’s prior written approval – KRIEA has relationships across several other Asian

countries, though it does not expect significant business outside of Korea – s.2(c)(iii)

Clarifies that nothing prevents BOMA Canada from partnering with other organizations

in other countries even if KRIEA has already certified properties in those third countries,

potentially bringing KRIEA’s activities in those other countries to an end – s.2(d)

Retains any rights not granted in the contract for BOMA Canada – s.2(e)

Restricts KRIEA’s use of BOMA BEST for typical reseller purposes – s.2(e)

Grants the use of the BOMA BEST trademark in Korea – s.2(f)

Requires KRIEA to enter into an “End User Agreement” with its customers – i.e. the

typical terms and conditions that all users must agree to before using the program –

s.2(g)

Gives BOMA Canada unfettered access and use of that all end user data subject to

applicable privacy law, while granting ownership of it to KRIEA and the End Users –

s.2(h), see also s. 7(c)

Opens the door to selling other programs, like BOMA BEST Sustainable Workplaces, on a

similar basis, though under a separately negotiated arrangement – s.2(i)

3. Marketing Activities and Reporting

KRIEA must market the program and BOMA Canada has prior approval of marketing

materials – s.3(a)

Permits joint press releases and joint RFP proposals – s.3(b) and s.3(d)

Allows BOMA Canada to contact Korean end users – s.3(c)

Requires KRIEA to report on sales on a monthly basis – s.3(e)

Prohibits KRIEA from making representations about BOMA BEST beyond what is

contained in the user documentation, or holding itself out as an agent of BOMA Canada

– s.3(f)

Requires KRIEA to comply with all relevant laws – s.3(g)

4. Training

Requires KRIEA to have at least one employee who has been certified by BOMA Canada

as having technical knowledge of BOMA BEST and sets out the details on what types of

seminars and when the training will take place – s.4(a)

5. Services

Requires BOMA Canada to assist KRIEA with set up, technical training, support and

translation – s.5(a)

Sets out support services to be provided by each party, referring to Appendix 2 – s5(b)

Allows BOMA Canada to use subcontractors to deliver on its commitments – s.5(c)

6. Reseller Obligations

Requires KRIEA to use best efforts, refrain from marketing competing products, provide

monthly reports, provide certain services to end users, take on local costs such as

verification, translation and administration, obtain any regulatory approvals, ensure that

each end user complies with the End User Agreement, protect against viruses, comply

with BOMA Canada’s security policies, etc. – s.6(a)(i)‐6(a)(xii)

Prohibits KRIEA from deviating from the contract, adding objectionable content to

online system, using BOMA BEST to develop their own program, violating copyright, etc.

– s.6(b)(i)‐s.6(b)(v)

Precludes liability on BOMA Canada for any Korean end user content – s.6(c)

Requires KRIEA to take care of passwords, etc. – s6(d)

7. Ownership

Retains full ownership of BOMA BEST for BOMA Canada, including all modifications to

the program – s.7(a)

Clarifies that the IT system is owned by a third party and governed by such third party’s

terms and conditions – s.7(b)

Grants all IP ownership rights in the Korean end user content to KRIEA – s.7(c)

8. Fees and Payment

Sets out basic fees, referring to Appendix 1 – s.8(a)

Requires KRIEA to gross up payments to BOMA Canada to account for any withholding

taxes that might apply to those payments – s.8(b)

Sets out interest rates for late payments of 1.5% per month on overdue payments in

addition to other remedies – s.8(c)

9. Audit Rights

Permits BOMA Canada to audit KRIEA’s books and records at our expense and requires

KRIEA to pay for cost of audit if it has underpaid by 10% or more, in addition to other

remedies – s. 9(a)

10. Confidentiality Requires both parties to retain the confidentiality of confidential information – s. 10(a)

Sets out the conditions of disclosure in the event of a subpoena or order issued by a

court – s.10(b)

Allows a party to seek an injunction against the other party where the other party has

breached the confidentiality provisions, in addition to other remedies – s. 10(c)

11. Personal Information

Requires both parties to adhere to applicable legislation pertaining to the protection of

personal information – s.11

12. Term

Sets the term at three years,2 with automatic one year renewals unless six months’

notice is given – s. 12

13. Suspension and Termination

Permits BOMA Canada to suspend KRIEA’s rights under the contract if KRIEA fails to pay

its fees – s.13(a)

2 It is possible that the contract could be renegotiated at the end of the initial three year term. The thinking behind the term being three years was that this was an appropriate amount of time to see how things go and then make any adjustments based on the track record created over the course of those three years.

Provides a mutual right to terminate, with certain built in cure periods, in the event of a

material breach, bankruptcy/insolvency etc. of a party or mutual agreement – s. 13(b)(i)‐

s. 13(b)(iv)

Provides BOMA Canada with a right to terminate for convenience3 – s.13(c)

Sets out how to waive a breach/default by the other party – s.13(d)

Sets out provisions which survive in the event that the contract is terminated or expired

– s. 13(e)

14. Representations Sets out that the parties are who they say they are and are empowered to sign the

contract – s.14(a)(i)‐(iv)

15. Warranties and Disclaimer

Clarifies that there are no warranties other than those expressly indicated elsewhere in

the contract – s.15(a)

16. Indemnity

Requires KRIEA to indemnify BOMA Canada for any breach of the contract by KRIEA or

claim from a Korean end user – s.16(a)

Requires KRIEA to indemnify BOMA Canada from any claim that any information

provided by KRIEA to BOMA Canada violates a third party’s intellectual property rights

or relates to the use of BOMA Canada’s services in Korea – s. 16(b)

17. Limitation of Liability

Excludes either party from being liable to the other for any indirect damages – s. 17(a)

Limits BOMA Canada’s damages from a claim by KRIEA to $12,000 – s.17(b)

Removes any limitations on KRIEA’s liability for confidentiality breaches, other

indemnification obligations in the contract or payment obligations – s. 17(c)

18. Force Majeure

Provides extensions to time limits in the event of floods, earthquakes, terrorism, etc. –

s.18

19. Escalation and Arbitration Requires disputes to be settled by arbitration4 – s. 19(a)

Requires the parties to pay their own expenses in the event of arbitration – s. 19(b)

Keeps the arbitration proceedings confidential – s.19(c)

Sets the location for arbitration in Seoul but the arbitration itself will be conducted in

English – s.19(d)

20. Miscellaneous

Sets out notice provisions, addresses, etc.; permits BOMA Canada to assign the

agreement to another party5, prohibits KRIEA from competing with BOMA Canada

during the term of the contract and for two years after the expiry of this contract, etc. –

s. 20(a)‐s.20(i)

Appendix 1 – Fees

3 It would not surprise us if KRIEA objected to this provision in particular. The idea of having it was to provide us with a “club” in the event of some malfeasance. This may become a point of negotiation. 4 This is often cheaper and typically keeps proceedings and results confidential. 5 Enabling us to assign it to a for profit corporation, should we create one.

KRIEA will pay BOMA Canada $12,000 per year

KRIEA will pay BOMA Canada 40 percent of gross revenues

KRIEA shall hold back 20 percent of gross revenues to create a marketing fund

KRIEA shall retain 40 percent of gross revenues for itself

Appendix 2 – Support Services

KRIEA will provide first line support directly to Korean end users (e.g. general inquiries from

Korean end users)

BOMA Canada will provide second line support to KRIEA, which shall relay the information to

end users where applicable (e.g. slow page response times)6

All inquiries for CR360 must flow through BOMA Canada, which will have an exclusive

relationship with Cr360.

Appendix 3 – End User Agreement

The standard terms and conditions between the end users and KRIEA, which reflect the License

and Reseller Agreement, are included here.

Appendix 4

The list of BOMA BEST trademarks (e.g. the name, the tree, etc.) are displayed here.

6 In fact, much of these inquiries would be relayed by us to CR360, then back to KRIEA and then to the end user. We expect few such inquiries and aside from translation issues, they would probably affect all users, not just those in Korea.

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Regrets on blurred version of document. We are awaiting a clear version from BOMA China.

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Marketing Marketing Update Since the launch of the new website and videos, we have focussed our resources on how we can best use the site as a tool to build awareness of BOMA BEST both within and outside of the industry. The key to this is content creation and content delivery. On the content creation side, we have developed a publishing calendar which will be reviewed monthly in order to stay on top of any relevant and developing stories. This will give us both the direction and timing for both written articles and videos. Our next steps are to identify potential industry writers who can write the articles and to continue to produce 30‐second testimonial videos. In terms of content delivery, we have engaged a social media consultant to assist with both the creation of a social media strategy and its subsequent delivery. We will be looking at identifying key opinion leaders, benchmarking competitors and key messaging. The initial engagement is for 6 months which will allow us enough time to evaluate its success.

BOMA BEST LEGAL OPINION PRIVILEGED AND CONFIDENTIAL As part of the work BOMA Canada undertook to launch BOMA BEST 3.0, it had to wind down its

relationship with ECD/JLL, the service provider for BOMA BEST V2. The contracts that governed the

relationship with ECD/JLL were quite complex and required significant legal advice. To that end, the

organization retained Denton’s, which prepared the attached memo. Staff has been scrupulous in

following the advice and the Board had a chance to meet with Don Luck of Denton’s last year.

Now that BOMA BEST 3.0 is launched and, more importantly, that we have a signed back termination

agreement with ECD/JLL, the risk of legal challenges from ECD/JLL is significantly lower. Over time, we

expect the risk simply to disappear. However, because it has been a year since the Board last turned its

attention to the legal considerations surrounding ECD/JLL and because we have some new board

members who have recently joined the board, the core opinion provided by Denton’s is reattached for

review.

If there are any questions or concerns about the legal considerations, these can be raised at any time

including at the Toronto Pearson Airport board meeting.

Please note that while the Board materials should not be shared with non‐directors, it is especially

important that all legal advice (e.g. this note and the attached Denton’s memo as well as any oral

conversations) must be kept strictly confidential by Board members in order to ensure that legal

privilege over these documents remains intact. Also, please note that in addition to serving as President

and CEO, Benjamin Shinewald is also BOMA Canada’s in house general counsel.

Board Meeting


Agenda Item 11: Report of the Treasurer

Budget 2017

Resolved that the 2017 Budget, on the unanimous recommendation of the Finance Committee, be approved substantially as set out in the attached.

Fraud Risk and Mitigation Assessment

Q3 Financials

Note: For administrative reasons, the 2016 Q3 non‐portfolio revenue was cut off on September 25th, 2016 and non‐portfolio revenue from September 26th, 2016 will be included in Q4.

Budget 2017

1

Resolution: Resolved that the 2017 Budget, on the unanimous recommendation of the Finance

Committee, be approved substantially as set out below and in the companion spreadsheets.

The following notes correspond to the General Ledger codes in the proposed Budget 2017

spreadsheet. The 2017 budget is, as always, an operating budget and is designed to fund the

priorities set out in the Strategic Plan. Generally, it does not capture the costs associated with the

ongoing renewal of BOMA BEST since they are funded out of the Opportunity Fund. As in the

previous few years, the coming year will still be one of significant change. For instance:

BOMA BEST revenues and expenses remain quite hard to predict, especially at the Local

level with one‐off sales. While the Portfolio Program is bringing a great deal of welcome

year‐over‐year consistency to the revenues and expenses, that program itself is still new. It

is growing rapidly and its track record is not yet settled. Moreover, the surge in V2

registrations in September 2016 could cause slower sales in 2017 because:

o Companies may have accelerated renewal to “catch” V2 and thereby moved

renewals from 2017 to 2016

o Companies may dedicate resources to completing V2 applications and defer 3.0

applications that come due

o Companies may feel that they need time to ascend the 3.0 learning curve and take

it slower with 3.0, resulting in slower sales

The final payments to JLL/ECD will occur in 2017 and we will encounter our first full year

cycle with Cr360 too.

Prices for BOMA BEST will rise in 2017, which we believe will have little effect on demand,

but cannot be sure.

International expansion is underway, but the costs of expansion are difficult to forecast and

there is a need to retain some degree of nimbleness.

New programs (BOMA BEST Sustainable Workplaces, National Sponsorship Program, Home

Depot, etc.) all are promising, but lack a track record to predict revenue and expenses

In short, it will be important to monitor revenue and expenses over the course of the year.

Note that many expenses (overhead, some travel, etc.) are allocated 50% to BOMA Canada and 50%

to BOMA BEST®.

Revenue

4010 – Member Dues – Member dues for 2017 include a 2.5 percent increase, down from a 4

percent increase in 2016. This represents a simple inflationary increase.

4012 – National Sponsorship Program – BOMA Canada introduced a National Sponsorship

Program in 2016 and has one sponsor and a small amount of program‐specific sponsorship. In

2017, we hope to grow the program to the budgeted target.

Budget 2017

2

4017 – Interest Revenue – We invest cash on hand, including in the Reserve Fund, in GICs and

select expiry dates based on predicted cash needs. The amounts budgeted conform to historical

patterns and recent interest rates.

4025 – Awards – We expect awards revenue to grow, chiefly because of the introduction of two

new categories and a price increase of $100 for TOBYs and $200 for Pinnacles. This is the first

price increase in many years.

4035 – BOMEX – BOMA Canada receives the first $15,000 of any net income from BOMEX and

20 percent of net income over $40,000. Historically, we have received at least $15,000 in

revenue and we always budget this amount.

4036 – BOMEX Prior Year – Often the final payment to BOMA Canada for BOMEX occurs the

following calendar year, so such amounts are captured in this g/l.

4040 – Home Depot – BOMA Canada is launching a customer loyalty program with Home Depot,

with revenue shared among members/users, Locals and BOMA Canada. The $1000 revenue

figure is a token total as we simply do not have any expectations around the revenue that we will

receive in the first year.

4055 – BOMA BEST® Revenue – As noted above, BOMA BEST® revenue can be notoriously

volatile. In 2017, there will be a further 10 percent price increase. There are the following

components to BOMA BEST® revenue in 2017:

o 4057 – Non‐Portfolio Revenue – BOMA Canada asked all Locals to provide us with a

2017 budget for this amount. With a view to conservatism, we budgeted 85% of their

gross to calculate our share.

o 40

61 – Parks Canada Revenue – There is no longer any Parks Canada deferred revenue.

BOMA BEST PROJECTIONS BY LOCAL (Non Portfolio Only)

LOCAL PROJECTION NOTES

BC 238,100 Nothing received – using 85% of 2017 expiries

Calgary 190,000 As provided by Local’s CSO

Edmonton 115,000 As provided by Local’s CSO

Regina 45,000 As provided by Local’s CSO

Manitoba 44,500 As provided by Local’s CSO

Toronto 390,000 As provided by Local’s CSO

Ottawa 105,800 As provided by Local’s CSO

Quebec 369,600 As provided by Local’s CSO

NB/PEI 10,000 As provided by Local’s CSO

NS 10,400 As provided by Local’s CSO

NL 5,400 As provided by Local’s CSO

Total 1,523,800

BOMA Canada $479,997 BOMA Canada share per Local projections

BOMA Canada $408,000 BOMA Canada share adjusted – Budgeted

Budget 2017

3

While we are trying to renew this client (which does not certify, hence the deferred

revenue), there is no indication of renewal for now.

o 4062 – Portfolio Revenue – Portfolio revenue is expected to reach $700,000 in 2017,

much of which should be repeat business (i.e. subscription renewal). Prices have

increased 10% for portfolios as well.

4063 – Portfolio Revenue – This line represents the gross portfolio revenue

expected for 2017. The Portfolio Program continues to grow rapidly,

overwhelmingly through the addition of buildings which have never been

certified in the past. See the Appendix.

4064 – Portfolio Program – Locals 35 – This line represents the 35% of portfolio

revenue that is allocated to the Local Associations after the allocation to the

National Marketing Fund.

6113 – National Marketing Fund – This line represents the 10% of the portfolio

revenue that is allocated to the National Marketing Fund.

o 4085 – International – In 2017, for the first time, BOMA BEST will expand overseas.

4086 – Overseas – This line represents non‐US, international revenue (e.g. China,

Korea, etc.). While no contract has been signed with Korea yet, we are confident

that we will close it and $12,000 US will become due as an initial fee, which is

$16,000 CAD as of November 4, 2016.

4087 – US – While we have no sales in the US expected as of now, we have

budgeted $20,000 to reflect a conservative expectation of initial sales there.

o 4070 – Verifier Training – We will charge the 25 or so verifiers $200 to take the

Verification Training Program for BOMA BEST 3.0.

o 4065 – Sustainable Workplaces Revenue – The BOMA BEST Sustainable Workplaces

Module has gotten off to a slow start, in part because energies have been focused on the

launch of BOMA BEST Sustainable Buildings 3.0. Based on soft commitments, we expect

$3000 in revenue in 2017.

Expenses

6000 – Awards – We anticipate a modest increase in Awards expenses given the new TOBY

categories.

6004 – BOMEX Expenses – This cost for BOMEX 2017 will fall slightly chiefly because there are

no staff flights associated with the Toronto‐hosted event. Costs include items such as travel for

Officers and staff (non‐Officer board members are not covered for these travel costs) as well as

the cost of the BOMA Canada booth, website‐related costs, printing costs, the Chair’s Breakfast

and various incidental expenses.

Budget 2017

4

6008 – NMF Admin Fees – With a view to properly allocating expenses, we have transferred 10%

of the BOMA Canada office overhead and professional fees (legal, audit, etc.)1 to the National

Marketing Fund. In other words, we have allocated an amount to the Marketing Department to

reflect the true costs that it incurs.

6010 – Office Expenses – This includes items such as our sublease, dues and subscriptions,

telephone and internet, postage and courier, printing and copying, office supplies, technology

and IT support. The projected costs are stable.

6020 – Professional Fees – This cost is expected to rise significantly in 2017, chiefly because we

are budgeting for consulting costs to address the organization’s governance challenges.

6025 – Human Resources and Related Expenses – This includes all HR‐related expenses (salary,

bonuses, RRSP, CPP, EI, benefits, taxable benefits, etc.) and is up because of compensation

adjustments.

6040 – Recognition – This includes costs associated with thanking retiring directors and officers,

as well as some volunteers. It is a small amount and is up slightly.

6043 – Travel and Entertainment – This item has three components, all of which relate to BOMA

Canada travel, as opposed to BOMA BEST® travel2 which is discussed further below:

o 6044 – Staff – Staff travel can be quite hard to predict given the multiple variables at

play. The staff travel line is up slightly. These numbers correspond to historical patterns.

Note that this line also includes Toronto‐based entertainment (e.g. lunches) and travel

(e.g. taxis, parking), as well as costs for items like the NAC dinner and meetings. This line

also includes items like staff registrations for the BOMA International semi‐annual

meetings.

o 6046 – Board Meetings – Board meeting costs, which include costs to travel to meetings,

are us somewhat largely because of the longer meeting planned for Ottawa and

somewhat higher costs expected for that city given the 150th birthday of Canada in 2017.

o 6047 – Board – This travel line, which includes things like Officer travel to visit Locals and

attend BOMA International meetings, is flat. Officer travel can be quite hard to predict

given the multiple variables at play. There is a foreign exchange risk associated with this

line as it includes travel to BOMA International’s meetings.

6100 – BOMA BEST® – As noted above, BOMA BEST® revenue can be quite volatile, and so can

the corresponding expenses. BOMA BEST® expenses include:

o 6103 – JLL/ECD Royalties – We anticipate lower JLL/ECD royalties as we wind down our

relationship by March 30, 2017. The costs in this line are associated with (a) the $2500

per month fee we pay for access to the JLL/ECD system and (b) the fee we pay for certain

1 For added clarity, we have taken this amount only from 6010 (BOMA Canada overhead) and 6020 (BOMA Canada professional fees) to reflect these corporate services, but not from the corresponding allocations to BOMA BEST in lines 6135 and 6119. 2 Officer travel (including Benjamin’s) is split 50‐50 between BOMA Canada and BOMA BEST since that travel typically advances both missions. Debbie and Linda’s travel goes 100% to BOMA Canada’s side of the budget while John and Hazel’s travel goes 100% to the BOMA BEST side. Mike’s travel is funded separately, out of the National Marketing Fund.

Budget 2017

5

levels of certification. As we will have access to the system and continue to certify

through 2017 Q1, there are remaining expenses.

o 6104 – Marketing and Communications – This amount has been eliminated through the

creation of the National Marketing Fund.

o 6106 – Human Resources and Related – This includes all HR‐related expenses and is up

because of compensation adjustments and the retention of a new staff person.

o 6107 – Consulting – We expect no consulting costs in 2017 beyond the Governance

Consultant.

o 6119 ‐ Professional Fees – This item includes the BOMA BEST® allocation for legal, audit,

bookkeeping etc. Historically, we have underestimated legal fees so we have adjusted

this item upward, particularly in light of the legal costs that may be incurred as BOMA

BEST expands internationally.

o 6135 Office Expenses – This includes the BOMA BEST® allocation for items such as our

sublease, dues and subscriptions, telephone and internet, postage and courier, printing

and copying, office supplies, technology and IT support. This item is expected to be flat

in 2017.

o 6138 – Credit360 – Cr360 subscription costs are generally stable and predictable, but can

rise with increased user take up, additional language offerings, etc. Such increases

would be offset by increased revenue.

o 6139 – Credit360 – Special – There are many new features which we can use to further

enhance the BOMA BEST user experience. The amount in this line is an estimate of the

cost of adding those features to our current platform.

o 6142 – Sustainable Workplaces – Expenses for this program are difficult to predict but

expected to be low. We have budgeted $1000 as a token recognition.

o 6150 – Travel – This item has two components3:

6115 – Staff Travel – Staff travel can be quite hard to predict given the multiple

variables at play. The budgeted amount has risen in order to account for

possible overseas travel as BOMA BEST expands. Note that this line also includes

Toronto‐based entertainment (e.g. lunches) and travel (e.g. taxis, parking), as

well as costs for items like the NAC dinner and meetings. This line also includes

items like staff registrations for the BOMA International semi‐annual meetings.

6140 – Board Travel – Board travel chiefly concerns Officer travel to visit BOMA

Local Associations and attend BOMA International Meetings and Conferences.

This line is not quite as hard to predict as staff travel, though predictions are

becoming more difficult as Officers begin to travel abroad to advance the BOMA

BEST expansion. The budgeted amount has risen slightly in order to account for

3 Officer travel (including Benjamin’s) is split 50‐50 between BOMA Canada and BOMA BEST since that travel typically advances both missions. Debbie and Linda’s travel goes 100% to BOMA Canada’s side of the budget while John and Hazel’s travel goes 100% to the BOMA BEST side. Mike’s travel is funded separately, out of the National Marketing Fund.

Budget 2017

6

a possible increase in overseas travel as BOMA BEST expands. There is a foreign

exchange risk associated with this line.

o 6185 – International Expenses – In 2017, for the first time, BOMA BEST will expand

overseas:

6186 – Overseas – This line represents expenses associated with overseas

expansion (China, Korea) and is a rough expectation of initial expenses,

corresponding the line 4086’s conservative revenue expectation.

6187 – US – This line represents expenses associated with US expansion and is a

rough expectation of initial expenses, corresponding the line 4087’s conservative

revenue expectation.

o 6152 – Portfolio Expenses – Portfolio Program expenses include:

6109 – JLL/ECD Costs and Application Fees – There will be no new applications

on the JLL/ECD system, so there are no application fees.

6111 – Verification – We estimate verification fees to amount to 10 percent of

portfolio revenues, but it should be noted that this is based on a limited

historical record. The increase from 2016 is due to the increase in revenue for

the Portfolio Program.

6101 – Opportunity Fund Interfund Transfer – There is no interfund transfer expected in 2017.

6110 – Amortization – This amount will rise as BOMA Canada has purchased furniture recently.

Net Ordinary Income – BOMA Canada’s net ordinary income for 2017 is targeted at a modest

surplus.

National Marketing Fund

Income

The National Marketing Fund is funded through allocating the first 10 percent of gross revenues.

Thus, the expected funding for 2017 is comprised of 10 percent of 2017 gross portfolio sales, 10

percent of 2017 gross non‐portfolio sales (with the gross number based on 85% of the expected

Local Association sales, out of an abundance of caution) and 10 percent of 2017 gross Sustainable

Workplaces sales (only $300), plus unspent revenue from 2016. The anticipated unspent revenue

line is quite high because of the unforeseen surge in 2016 sales when BOMA BEST V2 was wound

down.

Expenses

1. Overhead – Overhead comprises typical amounts including human resources and related

expenses, as well as an allocation for typical office expenses (e.g. rent) and corporate

expenses (e.g. audit).

2. Content Creation – In terms of the growth of BOMA BEST, it is essential that we are seen as a

primary resource for green buildings. In the age of social media where we now spend

countless hours connected to our mobiles devices looking for answers, we need to have a

strong searchable presence. This will only happen if we have relevant content. To that end,

Budget 2017

7

we will reach out to industry friends and associates to identify relevant topics, assemble a

media calendar and then engage industry writers to generate content.

3. Social Media – At the same time content is being generated, we need to develop a social

media plan to get our message in front of our target audience. We’ve engaged a digital

expert to do just that. He is in the process of helping us develop a social media action plan

and will also assist with its implementation. Part of this will include creating a best practices

document so BOMA CANADA staff can actively do their part.

4. App Development – Beyond using existing social media platforms such as LinkedIn and

Facebook, we are also looking at creating an App which allows us to stay in front of

prospective clients and existing clients. It will be used primarily as a content delivery tool of

both aggregated and BOMA created content for both local and national interest.

5. Website Updates – As with all new websites, one monitors what is effective and what needs

help. Our expectation is that there will need to be changes based on usership and advances

in technology.

6. National Green Building Report 2017 and 2018 – This annual publication has become a

much anticipated staple of the industry. This year we expect to streamline the process

making it less resource intensive. This includes shifting the release date from June of the

actual year to late November of the previous year. We feel this will give it great relevance for

a longer period of time. This year, due to the roll out of BOMA BEST 3.0, a new website and 2

corporate videos, we will be releasing the 2017 NGBR in February and the 2018 NGBR in late

November of 2017. We are also looking at leveraging its popularity by offering possible

sponsorship and creating a stats pack. The stats pack will have all the graphs and charts

created in the report available to clients and service providers for their presentations.

7. Media Edge – As one of our media partners, we expect to continue to use their support and

knowledge of the industry. They have been a valuable resource, particularly for our awards

program.

8. Events – We are looking at hosting a spring 3.0 launch party in partnership with BOMA

Toronto, our expectation is that it will be 100% funded by sponsors but if not we have

included a small cushion in our budget. We are also looking at some national rollout options.

9. Travel – A $5000 budget line for travel should allow for 2‐3 trips in 2017.

Note: Funds permitting, we may hire a marketing student to work in the office on a casual basis.

This is not budgeted and will be a function of need and funds available.

Final Notes:

Reserve Fund – The Reserve Fund currently sits at $444,254, approximately $125,000 below

its target. The organization should consider replenishing it when funds become available.

Contingency Fund – The auditors have noted that it is common for healthy non‐profit

organizations to run deficits some years and surpluses in others. They recommend the

creation of a $100,000 Contingency Fund to cover any deficits, since the Reserve Fund’s real

Budget 2017

8

purpose relates to organizational wind down but we have used it in past years to cover

operating deficits. The organization should creating this fund when funds become available.

Opportunity Fund – The Opportunity Fund is currently in deficit. The deficit can be

eliminated via an interfund transfer, either from the Operating Fund or from the Reserve

Fund.

BOMA Canada 2017 Budget

2016 Budget Ordinary Income/ExpenseIncome

4010 · Member Dues 474,800 474,800 486,670 4012 · National Sponsorship Program - 8,500 22,500 4017 · Interest Revenue 4,000 4,000 4,000 4025 · Awards - TOBY/Earth Entrants 18,000 16,400 25,300 4035 · BOMEX Conference Current Year 15,000 26,000 15,000 4036 · BOMEX Conference Prior Year - 2,147 - 4040 · Home Depot 1,000 4055 · BOMA BEST Revenue

4057 · NON Portfolio Revenue 450,000 530,000 408,000 4061 · Parks Canada 14,700 14,773 - 4062 · Portfolio Revenue

4063 · Portfolio Revenue 475,000 560,000 700,000 4064 · Portfolio Program-Locals 35 (149,700) (176,400) (220,500) 6113 · National Marketing Fund (47,500) (56,000) (70,000)

Total 4062 · Portfolio Revenue 277,800 327,600 409,500 4085 · International

4086 · Overseas 16,000 4087 · US 20,000

Total 4085 · International 36,000 4070 · Training-Verifier 5,000 4065 · Sustainable Workplace

4066 · Sustainable Workplace - 3,000 3,000 Total 4065 · Sustainable Workplace - 3,000 3,000

Total 4055 · BOMA BEST Revenue 742,500 875,373 861,500 Total Income 1,254,300 1,407,220 1,415,970

Expense6000 · Awards 17,000 8,000 11,500 6004 · Bomex Expenses 28,600 25,000 22,900 6007 · Marketing & Communication 6,000 - - 6008 - NMF Admin fees (14,150) 6010 · Office Expenses

6012 · Office Leases 35,000 35,000 36,000 6013 · Admin, Dues, Subscriptions 7,000 7,000 7,000 6014 · Telephone & Internet 7,200 7,200 7,200 6018 · Office Supplies 9,600 9,000 6,600 6019 · Technology & IT Support 8,400 10,500 10,500

Total 6010 · Office Expenses 67,200 68,700 67,300 6020 · Professional Fees

6021 · Legal Services 18,000 25,000 11,000 6023 · Consulting 4,800 - 40,000 6122 · Accounting Fees-Audit 9,000 9,000 10,000 6124 · Bookkeeping Fees 6,000 7,000 7,200 6126 · Insurance 1,800 1,800 2,000

Total 6020 · Professional Fees 39,600 42,800 70,200 Total 6025 · Human Resources & Related 240,600 246,400 303,700 6040 · Recognition 2,500 1,800 2,500 6043 · Travel & Entertainment

6044 · Staff Travel (Air/Hotel/Exp) 30,000 32,000 33,000 6046 · Meetings 75,000 65,000 82,000 6047 · Board Travel(Air/Hotel/Exp Rep) 13,200 15,000 15,000

Total 6043 · Travel & Entertainment 118,200 112,000 130,000 6100 · BOMA BEST

6103 · JLL/ECD Royalties NON Portfolio 67,500 82,500 30,000 6104 · Marketing &Communications - 2,286 - 6106 · BB Human Resources & Related 372,000 392,000 458,400 6107 · Consulting - 12,000 6119 · Professional Fees 16,800 21,000 30,200

2016 Reforecast

2017 BUDGET

BOMA Canada 2017 Budget

2016 Budget

2016 Reforecast

2017 BUDGET

6135 · Office Expenses6117 · IT Expenses 8,400 10,500 10,500 6118 · Telephone/Cell/Office Expen 9,600 14,500 13,200 6123 · Rent/Lease 35,000 35,000 36,000 6127 · Dues & Subscriptions 7,000 7,000 7,000

Total 6135 · Office Expenses 60,000 67,000 66,700

6138 · Credit 360 Annual 52,000 52,000 40,000

6139 · Credit 360 - Special 40,000 56,250 20,000 6142 · Sustainable Worlplace Exp - 1,640 1,000 6150 · Travel Expenses

6115 · Staff Travel 36,000 36,000 43,000 6140 · Board Travel 13,200 13,200 15,000

Total 6150 · Travel Expenses 49,200 49,200 58,000 6185 · International Expenses

6186 · Overseas 16,000 6187 · US 20,000

Total 6185 · International Expenses 36,000 6152 · Portfolio Expenses

6109 · JLL Costs-Application Fees 15,000 25,000 - 6111 · Verification Fees 50,000 50,000 70,000

Total 6152 · Portfolio Expenses 65,000 75,000 70,000 Total 6100 · BOMA BEST 722,500 810,876 810,300 6101 · Opportunity Fund Interfund Transfer - 35,000 6110 · Amortization Expenses

6112 · Amort - Operations Equipment 2,100 4,000 4,700 Total 6110 · Amortization Expenses 2,100 4,000 4,700

Total Expense 1,244,300 1,354,576 1,408,950 Net Ordinary Income 10,000 52,644 7,020

BOMA Best 2017 Budget

2016 Budget Ordinary Income/ExpenseIncome

4055 · BOMA BEST Revenue4057 · NON Portfolio Revenue 450,000 530,000 408,000 4061 · Parks Canada 14,700 14,773 - 4062 · Portfolio Revenue

4063 · Portfolio Revenue 475,000 560,000 700,000 4064 · Portfolio Program-Locals 35 (149,700) (176,400) (220,500) 6113 · National Marketing Fund (47,500) (56,000) (70,000)

Total 4062 · Portfolio Revenue 277,800 327,600 409,500 4085 · International

4086 · Overseas 16,000 4087 · US 20,000

Total 4085 · International 36,000 4070 · Training-Verifier 5,000 4065 · Sustainable Workplace

4066 · Sustainable Workplace - 3,000 3,000 Total 4065 · Sustainable Workplace - 3,000 3,000

Total 4055 · BOMA BEST Revenue 742,500 875,373 861,500

Expense6100 · BOMA BEST

6103 · JLL/ECD Royalties NON Portfolio 67,500 82,500 30,000 6104 · Marketing &Communications - 2,286 - 6106 · BB Human Resources & Related 372,000 392,000 458,400 6107 · Consulting - 12,000 6119 · Professional Fees 16,800 21,000 30,200 6135 · Office Expenses

6117 · IT Expenses 8,400 10,500 10,500 6118 · Telephone/Cell/Office Expen 9,600 14,500 13,200 6123 · Rent/Lease 35,000 35,000 36,000 6127 · Dues & Subscriptions 7,000 7,000 7,000

Total 6135 · Office Expenses 60,000 67,000 66,700

6138 · Credit 360 Annual 52,000 52,000 40,000

6139 · Credit 360 - Special 40,000 56,250 20,000 6142 · Sustainable Worlplace Exp - 1,640 1,000 6150 · Travel Expenses

6115 · Staff Travel 36,000 36,000 43,000 6140 · Board Travel 13,200 13,200 15,000

Total 6150 · Travel Expenses 49,200 49,200 58,000 6185 · International Expenses

6186 · Overseas 16,000 6187 · US 20,000

Total 6185 · International Expenses 36,000 6152 · Portfolio Expenses

6109 · JLL Costs-Application Fees 15,000 25,000 - 6111 · Verification Fees 50,000 50,000 70,000

Total 6152 · Portfolio Expenses 65,000 75,000 70,000 Total 6100 · BOMA BEST 722,500 810,876 810,300 6101 · Opportunity Fund Interfund Transfer - 35,000

Total Expense 722,500 845,876 810,300 Net Ordinary Income 20,000 29,497 51,200

2016 Reforecast

2017 BUDGET

National Marketing Fund 2017 BUDGET

Funding BudgetPortfolio 10% 70,000 Local Revenue 10% 130,000 Sustainable Workplace 300 Carry Forward 2016 (reforecast) 85,842 Total Funding 286,142

Expenses1 Overhead(staffing/office expenditures) 88,150

2 Content Creation 12,000

3 Social Media 30,000

4 App Development 20,000

5 Website updates 2,500

6a NGBR 2017 40,000

6b NGBR 2018 55,000

7 Media Edge 4,000

8 Events 2,500

9 Travel 5,000

Total Expenses 259,150

Net Fund Balance 26,992

Fraud Mitigation

The voice of Canada’s commercial real estate industry. La voix de l’industrie de l’immobilier commercial au Canada.

To: BOMA Canada Board of Directors

From: Benjamin Shinewald

Re: Fraud Mitigation

Date: 1 November 2016

During the course of the audit of BOMA Canada’s 2012 finances, our auditors, Hilborn LLP, asked us to

conduct an annual fraud assessment. Specifically, they suggested that I convene a conversation with

staff to “raise awareness for both management and staff of where fraud may exist, what constitutes a

fraud and what actions are taken to prevent and detect fraud.” This year’s conversation occurred

recently and this memo, prepared at the further suggestion of Hilborn, is based in large measure on that 1conversation with staff.

Of course, fraud can come from any number of sources (staff, volunteer leaders, members, suppliers,

unrelated third parties) and no assessment will be sufficient to deter, expose or mitigate potential fraud.

Like all organizations, BOMA Canada ultimately relies on both trust and diligence, but no amount of trust

and diligence will protect the organization against all fraud.

The following areas of potential fraud were identified by staff (some of which are not technically

fraudulent activities but which are being included nonetheless), along with corresponding responses.

Potential Fraud Response

Awards BOMA Canada’s Awards process is judged by a triple‐blind process that requires declaration of conflicts of interest and signing of a Judges Affidavit/Code of Conduct. Judging is conducted online using BOMA International’s awards portal. Results are tabulated by BOMA International and provided to BOMA Canada. Winners are identified by BOMA Canada and ratified by the Awards’ Committee Chair.

Bookkeeping & Finances

BOMA Canada’s books are kept by a third party consultant whose work is audited annually by Hilborn; access to the books is restricted to the bookkeeper, the CEO and the office administrator; accounts are reconciled as a matter of course; the Secretary‐Treasurer oversees all financial activity; the Finance Committee oversees the organization’s financial policies and operations; the Board oversees the organization’s finances; and the membership appoints the auditors.

Cheques of any amount must be signed by two signatories (two board members or one board member and the CEO) and must be supported with appropriate background documentation. It is BOMA Canada’s policy that a signatory may not sign a cheque payable to him/herself.

1 For the purposes of this memo, staff includes salaried employees and contractors.

2


Our bookkeeper checks all expense claims (both staff and volunteer) and the President and CEO conducts spot checks, though ultimately there is scope for fraud given the nature of individual expense claims (handwritten receipts, ability to change email receipts, etc.)

Payroll is administered by an outside payroll provider, mitigating the risk of payroll fraud. Biweekly payroll reports are presented to the CEO and the organization recently began ensuring that these are shared with the Secretary‐Treasurer, along with reconciliations, visa card statements etc.

Intellectual Property – BOMA BEST and ECD/JLL

For many years, we have been very concerned that Jiri was is representing BOMA Canada to others without authorization or coordination and that he was making use of BOMA Canada’s intellectual property without permission. Such IP could include the BOMA Canada content in the BOMA BEST® program (V2) as well as the data that we own in that program. As we are now closing V2 and moving away from the JLL relationship, this risk should be fading.

Intellectual Property – BOMA BEST Overseas Expansion

Some directors have expressed concerns about BOMA BEST’s IP being stolen, particular as the program expands overseas. The reality is that this is a risk, as the IP is a publicly available intangible – the questionnaires are publicly available for download have been for some time. Contracts with overseas partners have provisions for termination in the event that they are determined to be engaging in fraudulent activities (or other inappropriate activities).

Intellectual Property – BOMA BEST and Cr360

Cr360 likely has complete access to the data that BOMA BEST generates and could defraud the organization by accessing it, selling it, using it in its own business, etc. This is a risk that any third party software as a service provider presents, but we believe that it is unlikely that Cr360 would undertake such activities since, ultimately, it would be severely contrary to their core business interests, not to mention their public company ethical obligations under the UL umbrella.

BOMA BEST® – Verification

A code of ethics for verifiers is nearly complete and will be in place in 2017. This will significantly reduce the scope for fraud.

BOMA BEST® ‐ Local Associations

Many BOMA BEST® funds flow through the Local Associations before reaching BOMA Canada. While we have checks in place, this still represents a potential for fraud. (Note: In the past there have been instances of Locals engaging in inappropriate activities which were not reported to BOMA Canada).

Intellectual Property – BOMA Canada

BOMA Canada frequently comes across other parties which use our logos and other intellectual property without permission. We address these cases on an individual basis. Also, BOMA Canada sometimes uses very basic non‐disclosure agreements (NDAs) as a means to protect our intellectual property. Our belief is that while the NDAs could be significantly stronger, the associated legal costs do not outweigh the risks. BOMA Canada has communicated to all Local Associations and, via the website, to all BOMA BEST® users that all uses of the BOMA BEST® brand for third party publications (e.g. articles, promotional material developed by the building) must first be approved by BOMA Canada. Branding Guidelines are also distributed to

Fraud Mitigation


ensure correct use of the BOMA BEST® brand.

BOMEX® BOMEX® accounts are audited by a third party auditor and that the audit is shared with BOMA Canada, mitigating this risk.

Conflicts of Interest

There could be myriad conflicts of interest across the volunteer cohort in particular. Many volunteers are briefed on codes of ethics. Directors must disclose whether or not they are in a conflict of interest and a summary of those disclosures is distributed in each board packaged and reviewed at the outset of each meeting. The BOMA Canada staff manual includes instructions on what staff should do should they find themselves in a conflict of interest. Staff are required to review the handbook on an annual basis.

Board of Directors

Directors are made aware of the organization’s Conflict of Interest policy outlined in the association’s Governance Leadership Manual. Directors’ Orientation Sessions are held annually for new board members.

Information Technology

BOMA Canada is occasionally contacted by third parties (usually identifying themselves as Chinese companies) which seek information regarding our domain names. We typically reply with a stock email asserting ownership.

BOMA Canada relies on a third party IT provider who could defraud the organization in various ways. The only way to mitigate against this fraud would be to hire an additional third party IT services firm to audit our current third party IT provider. We believe that the costs associated with such an endeavour are not worthwhile when measured against the risks. Our third party provider has also provided to us all passwords necessary in the event they suddenly cease operations. BOMA Canada has hard copies of all passwords to ensure that we can access our materials in the event of a problem with our IT provider.

BOMA Toronto BOMA Canada sublets its premises from BOMA Toronto. BOMA Toronto has pass keys to enter our premises and stores some of its back‐end computer equipment in our utility room. BOMA Toronto staff and outside IT contractors therefore can enter our offices, presenting a risk of fraud. We do not believe that BOMA Toronto or its agents are defrauding us however and believe that it is appropriate for BOMA Toronto to continue to be able to access our offices as needed. BOMA Toronto expects outside IT contractors to enter our premises approximately six times per year and to do so only during normal working hours. There are no provisions in the sublease addressing what BOMA Canada would do in the event that BOMA Toronto defaulted on its lease.

Financial Transactions

BOMA Canada receives e‐payments for various services provided and has a corporate credit card. As a result, we face the typical risks that all such “run of the mill” financial transactions face. We rely on the financial institution providers to ensure the security of our systems and/or to address any fraud with reimbursements, etc.

Board members are invited to respond to this memo with questions, concerns and/or suggestions.

This memo will be updated and presented to the Board annually.

BOMA Canada Balance Sheet

As of September 30, 2016

Sep 30, 16 Sep 30, 15 Change

ASSETS

Current Assets

Chequing/Savings

1000 · Bank 184,956 214,087 (29,131)

1018 · Investments 400,921 400,000 921

Total Chequing/Savings 585,877 614,087 (28,211)

Accounts Receivable 392,724 267,632 125,092

Other Current Assets

1260 · Accrued Receivable 2,417 - 2,417 Interest accrued on GIC

1310 · Prepaid Expenses 2,332 2,222 110 prepd insurance

Total Other Current Assets 4,749 2,222 2,528

Total Current Assets 983,350 883,941 99,409

Fixed Assets 21,607 9,209 12,398 furniture purchase

TOTAL ASSETS 1,004,957 893,150 111,807

LIABILITIES & EQUITY

Liabilities

Current Liabilities

Accounts Payable 166,390 44,613 121,777

Credit Cards 36,458 25,949 10,509

Other Current Liabilities

2400 · Payroll Liabilities 7,091 9,896 (2,804) 2015 Vacation pay accrued

2410 · RSP/Bonus Accrual 57,365 36,214 21,150

2550 · GST/HST Payable (9,088) 11,488 (20,576)

2570 · Accrued Liabilities 6,297 9,222 (2,925) Audit fees accrued

2575 · Deferred Revenue - 14,773 (14,773)

Total Other Current Liabilities 61,665 81,593 (19,929)

Total Current Liabilities 264,512 152,155 112,357

Total Liabilities 264,512 152,155 112,357

Equity

3200 · Opportunity Fund (10,128) 137,341 (147,470)

3250 · National Marketing Fund 65,915 - 65,915

3300 · Reserve Fund 444,254 476,037 (31,783)

3310 · Invested in Capital Assets 8,467 11,440 (2,973)

Net Income 231,937 116,176 115,761

Total Equity 740,445 740,995 (550)

TOTAL LIABILITIES & EQUITY 1,004,957 893,150 111,807

BOMA CanadaIncome Statement

January through September 2016

Actual Budget Over Budget Budget ReforecastOrdinary Income/ExpenseIncome

4010 · Member Dues 474,800 474,800 - 474,800 474,800 - 4012 · National Sponsorship Program 8,500 - 8,500 - 8,500 (8,500) 4017 · Interest Revenue 2,802 - 2,802 4,000 4,000 - 4025 · Awards - TOBY/Earth Entrants 16,400 18,000 (1,600) 18,000 16,400 1,600 4035 · BOMEX Conference Current Year - - - 15,000 26,000 (11,000) 4036 · BOMEX Conference Prior Year 2,147 - 2,147 - 2,147 (2,147) 4055 · BOMA BEST Revenue

4057 · NON Portfolio Revenue 375,400 337,500 37,900 450,000 530,000 (80,000) 4061 · Parks Canada 14,773 14,700 73 14,700 14,773 (73) 4062 · Portfolio Revenue

4063 · Portfolio Revenue 476,582 356,400 120,182 475,000 560,000 (85,000) 4064 · Portfolio Program-Locals 35% (143,664) (112,275) (31,389) (149,700) (176,400) 26,700 6113 · National Marketing Fund (47,768) (36,000) (11,768) (47,500) (56,000) 8,500

Total 4062 · Portfolio Revenue 285,149 208,125 77,024 277,800 327,600 (49,800) 4065 · Sustainable Workplace

4066 · Sustainable Workplace 1,660 - 1,660 - 3,000 (3,000)

Total 4065 · Sustainable Workplace 1,660 - 1,660 - 3,000 (3,000)

Total 4055 · BOMA BEST Revenue 676,982 560,325 116,657 742,500 875,373 (132,873) Total Income 1,181,631 1,053,125 128,506 1,254,300 1,407,220 (152,920) Expense

6000 · Awards 5,303 15,000 (9,697) 17,000 8,000 9,000 6004 · Bomex Expenses 18,944 18,600 344 28,600 25,000 3,600 6007 · Marketing & Communication - 4,500 (4,500) 6,000 - 6,000 6010 · Office Expenses

6005 · Donation - - - - 6012 · Office Leases 26,250 26,100 150 35,000 35,000 - 6013 · Admin, Dues, Subscriptions 5,246 5,500 (254) 7,000 7,000 - 6014 · Telephone & Internet 4,926 5,400 (474) 7,200 7,200 - 6018 · Office Supplies 5,037 7,200 (2,163) 9,600 9,000 600 6019 · Technology & IT Support 7,157 6,300 857 8,400 10,500 (2,100)

Total 6010 · Office Expenses 48,616 50,500 (1,884) 67,200 68,700 (1,500) 6020 · Professional Fees

6021 · Legal Services 6,971 13,500 (6,529) 18,000 25,000 (7,000) 6023 · Consulting - 3,600 (3,600) 4,800 - 4,800 6122 · Accounting Fees-Audit 6,750 6,750 - 9,000 9,000 - 6124 · Bookkeeping Fees 4,975 4,500 475 6,000 7,000 (1,000) 6126 · Insurance 1,429 1,350 79 1,800 1,800 -

Total 6020 · Professional Fees 20,126 29,700 (9,574) 39,600 42,800 (3,200) 6025 · Human Resources & RelatedTotal 6025 · Human Resources & Related 182,171 180,450 1,721 240,600 246,400 (5,800) 6040 · Recognition 1,169 2,500 (1,331) 2,500 1,800 700 6043 · Travel & Entertainment

6044 · Staff Travel (Air/Hotel/Exp) 21,839 22,500 (661) 30,000 32,000 (2,000) 6046 · Meetings 46,928 50,000 (3,072) 75,000 65,000 10,000 6047 · Board Travel(Air/Hotel/Exp Rep) 12,161 9,900 2,261 13,200 15,000 (1,800)

Total 6043 · Travel & Entertainment 80,928 82,400 (1,472) 118,200 112,000 6,200 6100 · BOMA BEST

6103 · JLL/ECD Royalties NON Portfolio 52,300 50,625 1,675 67,500 82,500 (15,000) 6104 · Marketing &Communications 2,286 - 2,286 2,286 (2,286) 6106 · BB Human Resources & Related 280,046 279,000 1,046 372,000 392,000 (20,000) 6107 · Consulting 8,425 - 8,425 - 12,000 (12,000) 6119 · Professional Fees 15,148 12,600 2,548 16,800 21,000 (4,200) 6135 · Office Expenses

6117 · IT Expenses 7,157 6,300 857 8,400 10,500 (2,100) 6118 · Telephone/Cell/Office Expenses 8,426 7,200 1,226 9,600 14,500 (4,900) 6123 · Rent/Lease 26,250 26,100 150 35,000 35,000 -

Jan - Sep 16 Variance Budget to Reforecast

Jan-Dec 16

BOMA CanadaIncome Statement

January through September 2016

Actual Budget Over Budget Budget Reforecast

Jan - Sep 16 Variance Budget to Reforecast

Jan-Dec 16

6127 · Dues & Subscriptions 5,700 5,500 200 7,000 7,000 -

Total 6135 · Office Expenses 47,533 45,100 2,433 60,000 67,000 (7,000) 6138 · Credit 360 Annual 52,000 - 52,000 52,000 52,000 - 6139 · Credit 360 - Special 53,250 20,000 33,250 40,000 56,250 (16,250) 6142 · Sustainable Worlplace Exp 1,640 - 1,640 - 1,640 (1,640) 6150 · Travel Expenses

6115 · Staff Travel 29,896 27,000 2,896 36,000 36,000 - 6140 · Board Travel 10,237 9,900 337 13,200 13,200 -

Total 6150 · Travel Expenses 40,133 36,900 3,233 49,200 49,200 - 6152 · Portfolio Expenses

6109 · JLL Costs-Application Fees 15,600 11,250 4,350 15,000 25,000 (10,000) 6111 · Verification Fees 22,494 37,400 (14,907) 50,000 50,000 -

Total 6152 · Portfolio Expenses 38,094 48,650 (10,557) 65,000 75,000 (10,000)

Total 6100 · BOMA BEST 590,854 492,875 97,979 722,500 810,876 (88,376) 6101 ·Opportunity Fund Interfund Transfer 35,000 6110 · Amortization Expenses

6112 · Amort - Operations Equipment 1,583 1,575 8 2,100 4,000 (1,900)

Total 6110 · Amortization Expenses 1,583 1,575 8 2,100 4,000 (1,900) Total Expense 949,695 878,100 71,595 1,244,300 1,354,576 (110,276) Net Ordinary Income 231,937 175,025 56,912 10,000 52,644 (42,644)

National Marketing Fund as at September 30, 2016

Funding Actual Budget Forecast

Variance Forecast to

Budget

Portfolio 10% 47,768.16 47,500.00 56,000.00 8,500.00

Local Revenue 10% 119,330.00 142,857.00 168,342.00 25,485.00

Sustainable Workplace 10% ‐

Total Funding 167,098.16 190,357.00 224,342.00 33,985.00

Expenses

Overhead 38,069.51 49,000.00 55,500.00 6,500.00

Video 29,240.01 30,000.00 36,000.00 6,000.00

Website 8,874.00 13,000.00 13,000.00 0.00

NGBR 25,000.00 65,000.00 25,000.00 ‐40,000.00

App ‐ 20,000.00 ‐ ‐20,000.00

Social Media ‐ 4,000.00 4,000.00 0.00

Media Edge ‐ 4,000.00 4,000.00 0.00

Travel ‐ 1,000.00 1,000.00 0.00

Total Expenses 101,183.52 186,000.00 138,500.00 ‐47,500.00

Net Fund Balance 65,914.64 4,357.00 85,842.00 ‐81,485.00

Opportunity Fund Reportas at September 30, 2016

Expense Item

Updated approved

expenditures Spent

Still to spend Comments

Legal 85,000.00 87,665.25 (2,665.25) Will fund further legal via operating budget gl 6021

Content Overhaul 96,413.12 96,413.12 ‐ IT Configuration 148,000.00 148,000.00 ‐ Complete

Branding 16,379.79 16,379.79 ‐ Complete

Verification 6,000.00 6,000.00 Expect to incur cost in 2016 Q4

Sustainable Workplace ‐ ‐ Complete

Translation 25,000.00 15,615.00 9,385.00 Expect to incur cost in 2016 Q4

Total 376,792.91 364,073.16 12,719.75 Remaining Spending

(10,128.45) Remaining Funds in Opportunity Fund

(22,848.20) Projected Opportunity fund Deficit

35,000.00 Fund transfer from operating Budget

12,151.80 Projected Opportunity Fund Balance

Complete

BOMA Canada A/P Aging Summary

As of September 30, 20161 - 30 31 - 60 61 - 90 > 90 TOTAL

All Languages Ltd. 7,208.27 0.00 0.00 0.00 7,208.27 pd

BOMA 1 Quebec 3,353.81 0.00 0.00 0.00 3,353.81 pd

BOMA BC 555.66 0.00 0.00 0.00 555.66 pd

BOMA Calgary* 1,951.43 0.00 0.00 0.00 1,951.43 pd

BOMA Edmonton* 1,561.14 0.00 0.00 0.00 1,561.14 pd

BOMA Ottawa 1 1,445.16 0.00 0.00 0.00 1,445.16 pd

BOMA Toronto 1 16,503.62 0.00 0.00 0.00 16,503.62 pd

Carling Doubt 282.50 0.00 0.00 0.00 282.50 pd

Credit 360 Ltd 73,750.00 0.00 0.00 0.00 73,750.00 pd

Custom Art Concepts 324.77 0.00 0.00 0.00 324.77 pd

Debbie Prince 417.72 0.00 0.00 0.00 417.72 pd

E-TECH 4,629.53 0.00 0.00 0.00 4,629.53 pd

Epik Networks Inc 338.24 0.00 0.00 -335.60 2.64 pd

Hoult- Hellewell Limited 153.60 0.00 0.00 0.00 153.60 pd

Isabelle Naim 250.00 0.00 0.00 0.00 250.00 pd

Jason MacFarlane 8,475.00 0.00 7,533.34 0.00 16,008.34 pd

John Smiciklas 2,055.64 0.00 0.00 0.00 2,055.64 pd

Jones Lang LaSalle Real Estate Serv 22,148.00 0.00 0.00 0.00 22,148.00 pd

Kim Saunders, East Port Properties Ltd. 1,968.36 0.00 0.00 0.00 1,968.36 pd

Office Source 397.31 6,962.04 0.00 0.00 7,359.35 pd

Philip Jago 36.00 0.00 0.00 0.00 36.00 pd

Pragmatic Conferencing 237.04 0.00 0.00 0.00 237.04 pd

The Printing House Ltd. 294.71 0.00 0.00 0.00 294.71 pd

Vital Logistics 1,067.30 0.00 0.00 0.00 1,067.30 pd

WSP Canada Inc 0.00 0.00 0.00 2,825.00 2,825.00

TOTAL 149,404.81 6,962.04 7,533.34 2,489.40 166,389.59

BOMA Canada A/R Aging Summary


Allied Properties REIT 0.00 0.00 0.00 536.75 536.75

Bentall Kennedy (Canada) LP

2748355 Canada Inc 983.10 0.00 0.00 1,740.20 2,723.30

bcIMC Realty Corporation-Calgary 0.00 0.00 0.00 955.50 pd 955.50

bcIMC Realty Corporation 50 O'Connor Stre 0.00 0.00 0.00 745.80 745.80

bcIMC Realty Corporation Montreal 0.00 0.00 0.00 1,102.50 1,102.50

Bentall Kennedy (Canada) LP Calgary 0.00 0.00 0.00 80.00 pd 80.00

Champlain Square 0.00 0.00 0.00 735.00 735.00

Equitable Life Insurance 6700 Cote 913.50 pd 0.00 0.00 0.00 913.50

Hazeldean Mall LP 0.00 0.00 0.00 1,548.10 1,548.10

KingSett Capital 0.00 0.00 0.00 1,438.50 pd 1,438.50

KS Alliston Mills Inc. 0.00 0.00 0.00 824.90 824.90

KS Alliston West GP Inc. 0.00 0.00 0.00 824.90 824.90

Mission Hill LP 0.00 0.00 0.00 630.00 630.00

Newvest Realty Corporation N Vancouver 0.00 0.00 0.00 1,008.00 1,008.00

OP Trust Retail Inc. Prince George 0.00 0.00 0.00 829.50 829.50

Sun Life (Oliver) 0.00 0.00 0.00 1,438.50 1,438.50

Sun Life Assurance 65 Port Street East 0.00 0.00 0.00 976.50 pd 976.50

SunLife of Canada 6700 Cote de Liesse 1,585.50 pd 0.00 0.00 0.00 1,585.50

Terra Losa Equities Ltd 0.00 0.00 0.00 1,102.50 1,102.50

West Oaks Mall 0.00 0.00 0.00 1,438.50 1,438.50

Total Bentall Kennedy (Canada) LP 3,482.10 0.00 0.00 17,418.90 20,901.00

BOMA British Columbia 31,330.43 pd 0.00 0.00 0.00 31,330.43

BOMA Calgary 28,803.08 pd 0.00 0.00 17,212.13 pd 46,015.21

BOMA Edmonton 8,104.95 pd 0.00 0.00 0.00 8,104.95

BOMA Manitoba 6,274.80 pd 0.00 0.00 0.00 6,274.80

BOMA New Brunswick 14,302.98 pd 0.00 0.00 0.00 14,302.98

BOMA Newfoundland 0.00 0.00 0.00 2,801.58 2,801.58

BOMA Nova Scotia 0.00 0.00 0.00 10,069.98 pd 10,069.98

BOMA Ottawa 9,519.69 0.00 0.00 0.00 9,519.69

BOMA Quebec 36,733.73 0.00 0.00 60,307.80 pd 97,041.53

BOMA Toronto 47,223.27 pd 0.00 0.00 0.00 47,223.27

CHES NL 0.00 0.00 0.00 500.00 500.00

Colliers

The Manufacturers Life Insurance Co. 4,032.00 0.00 0.00 0.00 4,032.00

The Manufacturers Life Insurance Company 0.00 0.00 0.00 10,542.90 pd 10,542.90

Total Colliers 4,032.00 0.00 0.00 10,542.90 14,574.90

Edmonton Airports 0.00 0.00 0.00 498.75 pd 498.75

FCR Management Services LP

15 Westney Road N 0.00 0.00 0.00 983.10 pd 983.10

17480 Yonge Street 0.00 0.00 0.00 316.40 pd 316.40

175 Commander Blvd 0.00 0.00 0.00 452.00 pd 452.00

2301-2361 Brimley Road 0.00 0.00 0.00 248.60 pd 248.60

5969 Baldwin Street South 0.00 0.00 0.00 734.50 pd 734.50

80 Thickson Road South 0.00 0.00 0.00 655.40 655.40

808 York Mills Road 0.00 0.00 0.00 565.00 pd 565.00

BOMA Canada A/R Aging Summary


8181-8220 Bayview Avenue 0.00 0.00 0.00 271.20 pd 271.20

9300-9370 Bathurst St 0.00 0.00 0.00 1,186.50 pd 1,186.50

First Capital (Lavel Elysee) Corp Inc 0.00 0.00 0.00 367.50 pd 367.50

Services de gestion FRC LP 661.50 pd 0.00 0.00 0.00 661.50

Total FCR Management Services LP 661.50 0.00 0.00 5,780.20 6,441.70

GWL Realty Advisors Inc

4595 Canada Way, Burnaby 0.00 0.00 0.00 8,925.00 8,925.00

53 Avenue Business Ctr 0.00 1,102.50 0.00 0.00 1,102.50

Gulf Canada Square 0.00 0.00 0.00 2,730.00 2,730.00

GWL 2001 Robert-Bourassa 0.00 0.00 0.00 2,068.50 pd 2,068.50

GWL Realty Advisors 0.00 0.00 0.00 913.50 913.50

I.G. Investment Management Ltd. 0.00 1,638.50 pd 0.00 0.00 1,638.50

IG Investment Management 0.00 2,730.00 3,465.00 0.00 6,195.00

Total GWL Realty Advisors Inc 0.00 5,471.00 3,465.00 14,637.00 23,573.00

Hydro Quebec389 rue Vanier 0.00 0.00 0.00 105.00 105.00

Total Hydro Quebec 0.00 0.00 0.00 105.00 105.00

Ministry of Central ServicesMinistry of Central Services - Saskatchew 24,750.00 pd 0.00 0.00 0.00 24,750.00

Total Ministry of Central Services 24,750.00 0.00 0.00 0.00 24,750.00

Paladin Security Group Limited 0.00 0.00 0.00 393.75 393.75

Triovest Realty Advisors Inc.

789 Don Mills Road 0.00 0.00 1,621.55 0.00 1,621.55

Greystone-5750 Explorer Drive 0.00 0.00 2,486.00 0.00 2,486.00

HOOPP 5750 Explorer Dr 0.00 0.00 2,949.30 0.00 2,949.30

RT Twenty -Sixth Pension Properties Limit 0.00 0.00 983.10 0.00 983.10

Woodbridge Co 0.00 0.00 1,243.00 0.00 1,243.00

Total Triovest Realty Advisors Inc. 0.00 0.00 9,282.95 0.00 9,282.95

University of AlbertaUniversity of Alberta.1 18,481.69 pd 0.00 0.00 0.00 18,481.69

Total University of Alberta 18,481.69 0.00 0.00 0.00 18,481.69

TOTAL 233,700.22 5,471.00 12,747.95 140,804.74 392,723.91

Board Meeting


12

Agenda Item 12: BOMEX 2020, 2021 Resolved that staff pursue hosting BOMEX 2020 in the US Sun Belt and BOMEX 2021 in Prince Edward Island, substantially as described in the attached memo.

BOMEX 2020/2021 Introduction Thanks to the work of the BOMEX Strategic Committee, BOMEX is on the cusp of real reinvention. BOMEX 2017 in Toronto, BOMEX 2018 in Calgary and BOMEX 2019 in St. John’s all promise to build on the remarkable success of BOMEX 2016 in Regina, while taking the event in a new and exciting direction. That direction advanced significantly at the Niagara on the Lake meeting, when the Board approved a series of recommendations aimed at greater central administration and leadership of BOMEX. This new direction is geared at overcoming the challenges of the past and ensuring greater consistency and higher quality in the future. Building on this momentum, and with a view to taking BOMEX to the next level, staff recommends consideration of two new, novel locations for the future: BOMEX 2020 in a Warm Location in the United States Departing from past practice, hosting BOMEX in a place like Florida, Arizona or Las Vegas represents an exciting new possibility for BOMEX. The Mechanical Contractors Association of Canada, which is partnering with BOMA Canada on common issues, alternates its annual conference between a Canadian location and a warm, sunny US location – and its US conferences attracts approximately 33% more delegates on a consistent basis. While the MCAC Conference happens in November when the weather becomes a stronger factor, hosting BOMEX in the Sun Belt is likely to provide an exciting, fresh approach to the conference and attract people who would not otherwise attend. In this instance, no local association would host and the conference attendance numbers may suffer from the absence of local BOMA members who typically attend (though local BOMA members in the US host venue could be encouraged to attend). That said, these risks are likely more than offset by the opportunity, and the fact that there would be no revenue split with a host Local permits BOMA Canada to invest in an event planner or in other professional support. BOMEX 2021 in Prince Edward Island Ever since the excellent BOMA Canada board meeting in Prince Edward Island in June 2014, BOMA Canada has been in informal discussions with BOMA New Brunswick/PEI to host BOMEX in Charlottetown. PEI’s tourist venues are extremely attractive – Anne of Green Gables, golf, red sand beaches, seafood, and more, not to mention the Island itself. PEI is quite small and we may require some creative approaches to logistics – perhaps two host hotels, perhaps flying some delegates through Moncton and busing them to the venue (and using stops on the way, like the Confederation Bridge, as a selling feature for those who take this option). The province relies heavily on tourism and may provide significant resources to us, since we would represent a large client group for them. More pressing, BOMA NB/PEI is a smaller Local Association and, aside from the challenges of hosting the event, even a small risk of losing money may be more than it can bear, and

BOMEX 2020/2021 actually losing money, remote though that may be, could cause considerable damage to the Local Association or even bankrupt it. However, this is not the first time that BOMA Canada has encountered this challenge. BOMA Newfoundland and Labrador faced the same challenge when it applied to host BOMEX in 2011 and BOMA Canada agreed to backstop the event and cover any losses – but BOMA NL made so much money (and hosted such a great party) that it is hosting the event again in 2019, and doing so without a BOMA Canada safety net. A similar arrangement would be required to give comfort to BOMA NB/PEI that it can host the event successfully in 2021. More importantly, consistent with the strategic direction that the conference is heading in, BOMA Canada could easily play a bigger role in BOMEX 2021 than we do today (and we could potentially hire a conference planner to plan both 2020 and 2021.) BOMA Canada advanced the idea of BOMEX 2021 in PEI when it last met with the leadership of BOMA New Brunswick/Prince Edward Island in the spring and recently has held a conference call with BOMA NB/PEI’s leadership as well. BOMA NB/PEI has since passed a resolution confirming in principle that they wish to host BOMEX 2021, with the proviso that details remain to be finalized. Conclusion Hosting BOMEX in the US sunbelt in 2020 and in PEI in 2021 represent risks to BOMA Canada, but those risks are manageable and the upside potential is quite significant – and exciting. BOMA Canada should emerge a stronger organization for taking on these two tasks and BOMEX should emerge as a “must attend” event. Staff recommends pursuing these two options, while keeping the Executive well informed on progress and details. Therefore, it is Resolved that staff pursue hosting BOMEX 2020 in the US Sun Belt and BOMEX 2021 in Prince Edward Island, substantially as described above.

Board Meeting


13

Agenda Item 13: Sponsorship Update Directors are provided with a prospect list on the next page and are asked to brainstorm additional prospects, to add contact people, and to leverage their own networks and relationships to advance the National Sponsorship Program. Note: BOMA Canada is focusing on approaching firms and organizations with little or no sponsorship activities at the Local level. In the event that there is Local sponsorship activity, BOMA Canada will promote and prioritize the existing Local sponsorship. In other words, BOMA Canada will strongly seek to avoid situations where National Sponsors simply shift money from the Local level to the National level. Directors are therefore also provided with a list of current sponsors at the Local level so that we can avoid this outcome.

Dynamic Funds Tower, Toronto, BOMA BEST® Gold

NATIONAL SPONSORSHIP

PROSPECTUS

800 Burrard St., Vancouver, BOMA BEST® Silver

Benjamin L. ShinewaldPresident and Chief Executive Officer, BOMA Canada

BOMA CANADA...WHERE WE AREThis is an exciting time for BOMA Canada. We are thrilled about the evolution of our flagship programs: a much improved BOMA BEST® 3.0, a reimagined BOMEX® and a constantly improving National TOBY® Awards all speak to the vibrancy of our organization. As we grow bigger and stronger, we reach deeper and wider into the Canadian commercial real estate industry. With a record level of c-suite leaders engaging in our programs, a Building Operator Certification Program in the works, and new and exciting partnerships with our supplier members, we continue to offer greater and greater value to the Canadian commercial real estate industry. Our new National Sponsorship Program is just the latest example of these exciting developments. Through the three tiers of sponsorship – or by creating your own bespoke program with us – we believe that we can provide real, meaningful opportunities for your organization to advance its strategic and corporate objectives and to gain even deeper value from your BOMA Membership. Our network of eleven vibrant Local Associations, stretching from Newfoundland and Labrador to British Columbia, continue to offer first-rate programs for the thousands of underlying members. Many of those Associations also offer sponsorship programs, and all offer sponsorship opportunities. However you proceed, your sponsorship of BOMA will not only demonstrate your leadership of our industry, but will also advance your organization’s mission.

1

2016

Marine Building, Vancouver, BOMA BEST® Silver

By offering both local and national sponsorships opportunities, potential sponsors are truly getting the best of both worlds.

At the Local level, you may sponsor a BOMA Local Association directly and/or sponsor a program or part of a program, and connect directly with the local, underlying membership.

Nationally, you will have potential access to building owners and property managers nation-wide, and you will become part of our national conference - BOMEX®.

But beyond being a sponsor, you will become part of the solution. Part of the team that is making the buildings where we live, work and play healthier, more economically viable and better for the environment.

Just get in touch!

YOUR OPPORTUNITY

2

3

OUR PROGRAMS

BOMA BEST® is the Canadian industry standard for commercial building sustainability certification.

It is a unique, voluntary, national program designed to assess environmental performance and management of existing buildings, and is offered as a service to all commercial and institutional building owners and managers across Canada.

BOMA BEST® provides a consistent framework for owners and managers to critically assess key areas of environmental performance and management and to celebrate success.

BOMA Canada’s National Awards Program recognizes excellence in the Canadian commercial real estate industry through its TOBY®, Earth, Pinnacle and Chairman’s awards.

BOMA’s annual awards program consists of three levels - starting at the local association, qualified entrants can advance to the national and then to the international levels.

BOMA Canada’s National Awards Gala is a celebration unlike any other for our industry. Until one attends it is hard to appreciate the sense of pride that awards winners feel. And that feeling extends to their entire team.

BOMEX®, our annual conference, brings together the brightest and most connected of Canada’s commercial real estate industry. This includes owners, property managers, investors and industry suppliers to discuss industry trends, catch up on the latest news and of course to network.

It is the perfect opportunity to promote a business opportunity, find a partner for a new venture or just learn where the industry is going, allowing your organization to stay ahead of the curve.

Edmonton City Centre, Edmonton, BOMA BEST® Silver

3 PsycHealth Centre Atrium, Health Sciences Centre Winnipeg, BOMA BEST® Silver 4

BOMEX® Credit - $10,000• Logo/link on BOMA Canada website

• Logo on National Green Building Report

• Logo on National General E-News

• Logo on BOMA Canada PowerPoint

• Signage at BOMA Canada Events

• Chair’s Breakfast at BOMEX® – A representative from each Partner will be invited to the Chair’s Breakfast

• Speaker Service – A BOMA Canada staff person or senior volunteer leader will speak at a Sponsor’s event or internal meeting, once per year

• BOMA Canada Dinners

• One 150-word e-news article to our mailing list members per year

SILVER$20,000

GOLD$25,000






• Chair’s Breakfast at BOMEX® – A representative from each Partner will be invited to the Chair’s Breakfast

BRONZE$15,000






• Chair’s Breakfast at BOMEX® – Representatives from each Partner will be invited to the Chair’s Breakfast

• Speaker Service – Benjamin Shinewald BOMA Canada CEO will speak at a Sponsor’s event or internal meeting, once per year

• BOMA Canada Dinners

• One 250-word e-news article to our mailing list per year

To make it as easy for our national sponsors as possible, we’ve put together three sponsorship packages. All you need to do is select the one that best answers your organization’s needs. Once you’ve done that you’ll be able to enjoy all the benefits of your package. Note that 50% of each sponsorship is credited directly towards your participation in BOMEX our National Conference*.

*Please note the cost of sponsorship can change from one BOMEX to another but the dollar value from your sponsorship stays consistent.

NATIONAL SPONSORSHIP PACKAGES

(3 Available) (10 Available) (Unlimited)

1981 McGill College Building, Montreal, BOMA BEST® Gold 5

LOCAL SPONSORSHIP

We understand that some organizations may be interested in pursuing national sponsorship opportunities that go beyond our packages. For those, we offer customized sponsorship packages and are more than open to discussing any possibility.

CUSTOMIZED SPONSORSHIPS

NEXT STEPS...BOMA Canada National Sponsorship Form

Name/Title

Company Name

Address

Phone Number Email Address

Sponsorship:

Gold Silver

Bronze Customized

Or call or email Benjamin Shinewald at: [email protected] 416.214.1912 ext. 100

BRITISH [email protected] 604.684.3916

[email protected] 780.702.5007


[email protected]

[email protected] EXT. 226


[email protected]

NEW BRUNSWICK • PRINCE EDWARD [email protected] 506.384.2483

NOVA [email protected]

NEWFOUNDLAND AND [email protected]

Mic Mac Mall, Dartmouth, BOMA BEST® Platinum

[email protected] 403-355-9819

6Aussi disponible en français.

CUSTOMIZED SPONSORSHIPS

NEXT STEPS...BOMA Canada National Sponsorship Form

FOR LOCAL SPONSORSHIP CONTACT:

Manitoba Hydro Place, Winnipeg, BOMA BEST® Platinum

1

BOMA Canada National Sponsorship Leads

Last updated: November 10th, 2016

Company Contact Title Phone Email BOMA Contact

Last Contacted

Comments

Suppliers

54 Systems Group Eric Yapp

Ainsworth

Altus

Angus

Appraisal Institute

Bee Clean Jorge Silva 23‐Aug Reached out late August

Bell

Camfil

Canadian Healthy Vending

Paul Murphy

CD Saunter

Cannon

Carma Submetering

CIET Mathieu Cote Said No

Compass Group

EPL

FirstOnSite

Flynn

Garda

GDI

Golder

HAYS

Home Depot Lisa Brown

2


Last Contacted

Comments

Honeywell

Imperial Parking

Indigo

Kimberley Clark

KONE

Otis

Paladin

PCL

Pinchin

Progressive Waste

RJC

Schneider Electric

Securitas 23‐Aug

Shaw

Siemans

Solutions105

Space Database Chris Gadula

Stantec 23‐Aug

Stuart Olsen

SupraITS

Telus

Thyssen Krupp Silva will connect; likely interested

Trane

Tyco

Unisource Canada/Veritiv

Approached BOMA Canada but then declined

Viapond Sanj

WSP 23‐Aug

3


Last Contacted

Comments

Xtreme Measures

Yardi

Directors: Please add Other Supplier Prospects below:

4

Other

BOMI Canada

Home Depot 23‐Aug Investigating special program

REALpac Sposors CaGBC

Media Sponsors

Vending firm

Firm reached out to BLS ‐ longshot


Last Contacted

Comments

Owner/Managers

Artis REIT

Bentall Kennedy

Brookfield Difficult history re BOMA BEST vs. BOMA 360

BTB REIT

Cadillac Fairview

CAPREIT

Colliers MB is separate, talk to Antoinette

Crombie REIT

CREIT

Eastport

First Capital

GWLRA

Harvard

HOOPP

Ivanhoe Cambridge

JLL Canada

Manulife

McCor

5

Minto

Oxford

Slate

SNC Lavalin

Strategic

Triovest

QuadREAL

Directors: Please add Other Owner/Managers below:

Key Sponsors (Information received from Local Associations)

BOMA BC – no reply BOMA NL – no reply BOMA NB/PEI – no reply BOMA Ottawa – no reply BOMA Calgary Corporate Sponsor ($30,000+)

OneSource Facility Service

Annual Sponsors ($3,000)

TYZ Engineering

Chisholm

Johnson Controls

Premier Moving

Superior Janitorial

McLeod Law

ProStar

Western Electgrical Management

Smith + Anderson

Carnegie Contgracting Title Event Sponsors ($20,000 ‐ $30,000)

TransCanada

ENMAX One‐Offs (these companies consistently provide one‐off event sponsorship during the year, usually valued $1000 ‐ $2000 annually)

Hallmark

Bee Clean

Impark

Oxford

Bentall Kennedy

Altus

MNP

GDI

Dream BOMA Regina Major Sponsor

GardaWorld ($2500) Gold Sponsors: ($900)

Commercial Building Service Ltd.

Dafco Filtration Group

GWLRA

Impark

Johnson Controls

KAP City Construction Ltd.

Silver Sponsors: ($600)

Black & McDonald

Cornwall Centre/20 Vic Management

SaskEnergy

Site Management Services Hole Sponsors ($350)

Avison Young Commercial Real Estate

Christie Maintenance Services

Dream Office Management (Sask.) Corp.

Flynn Canada Ltd.

HVAC Service

Kanuka Thuringer LLP

McCor Management

OTIS Canada Inc.

PCL Construction Management Inc. BOMA Manitoba Corporate Partners ($7,500)

GDI Canada

Impark Luncheon Sponsors ($1,800 ‐ $2,500)

Indigo

FT3

Lowe Mechanical Services

Static Electric

Demand Side Energy

Superior Asphalt

Paladin Security

SMS Engineering

Bee‐Clean

Otis Building Expo Sponsors

Manitoba Hydro

Pinnacle

NRG

Bison Janitorial

Superior Asphalt

BSD Solutions

Mac‐Tower

SMS Engineering

Red River College

Electra Sign

Hppo CMMS

Golf Sponsors

MJ Roofing (Title Sponsor)

CIC Inc. (Dinner Sponsor)

Midwest Engineering (Cart Sponsor)

Edison Properties (Golf Ball Sponsor)

Morguard (Breakfast Sponsor)

McCaine Electric Ltd. (Wine Sponsor)

Marquise Facilities (Door Prize Sponsor)

Robertson Electric (Putting Contest)

Manitoba Building Expo (Water Sponsor)

Antex Western

Bee‐Clean

Bentall Kennedy

BFL Canada Insurance Services Inc.

Imperial Flooring

JEM Building Services

Johnson Waste Management

Lowe Mechanical

Manitoba Liquor & Lotteries

Noble Locksmith

Otis

Paladin Security

PCL Constructors Canada Inc.

Pinchin Environmental Ltd

Polar Building Cleaning

Progressive Waste Solutions

Securitas

SMS Engineering

Southampton TRANE

Static Electric Ltd.

The Floor Show

ThyssenKrupp Elevator

Unisource Canada Inc.

Vector Construction Ltd.

Winnipeg Building & Decorating Spring Golf Sponsors

Indigo

Northwestern Roofing

NRG Management

Marquise Facilities

SRS Signs

Polar Building Cleaning

ThyssenKrupp

Bison Janitorial

Dafco Filtration

Mac‐Tower

Towers Realty

BOMA Toronto Corporate Sponsors

Ainsworth

Bee Clean

Brookfield

Bunzi

Cannon

Enwave

epl

First Capital

GDI

Indigo

Kimberly Clark

Oxford

PM Expo

rjc

Toronto Hydro

Wasteco

Industry Media Partner Remi Netwwork BOMA Nova Scotia ($1,000 +)

Bee Clean

CREIT

Crombie REIT

Ivanhoe Cambridge

Universal BOMA Edmonton and BOMA Quebec indicated the following on an initial BOMA Canada list are also sponsors for their respective Locals as well, but did not provide further details. BOMA Edmonton

Bee Clean

GDI

RJC

Securitas

Stantec

Thyssen Krupp

Trane

WSO BOMA Quebec

Bee Clean

GDI

Indigo

Board Meeting


14

Agenda Item 14: Home Depot Update

Home Depot BOMA Canada has concluded arrangements to launch the BOMA Canada‐Home Depot Customer Loyalty Program. The program, which will be available to all members of those Locals participating in the National Membership Database, will provide point‐of‐sale discounts to members plus an annual rebate. The point‐of‐sale discounts vary depending on the product purchased and the quantity. As for the rebate, while details remain to be finalized, it is expected to be 5% of total sales (subject to certain conditions) for rank‐and‐file members/Home Depot customers, with BOMA Canada and the relevant BOMA Local Association each receiving an additional 0.5% of total sales. Thus, the Home Depot Loyalty Program is designed to be a value enhancer for BOMA Local Association membership sales rather than a significant money maker for BOMA Canada and the Locals, though the Locals in particular will still benefit from a modest passive revenue stream. Home Depot has agreed to pay for English and French printed postcards announcing the program (see following page). These will be mailed to all individuals listed in the National Membership Database, probably in January. BOMA Canada will also promote the program through other means, and we are hoping to recruit Home Depot as a sponsor. It should be noted that BOMA International’s Home Depot program has been extremely successful in the United States – and the Canadian program is more generous. BOMA Canada will investigate other opportunities to leverage the collective buying power of the National Membership Database with a view to deepening the underlying value proposition of BOMA membership and/or generating income for “BOMA in Canada.”

A Double Incentive From The Home Depot

BOMA CANADA and The Home Depot are proud to offer an immediate discount and an annual cash rebate of up to 5% on all qualifying purchases.

Coming In January 2017

Website Banner

Postcard (to be mailed)

The above will be translated into French

A Double Incentive From The Home Depot

BOMA CANADA is proud to offer all of our BOMA members an immediate discount and an annual cash rebate of up to 5% on all qualifying purchases from The Home Depot.

Contact: Lisa Brown - Commercial Account Manager Cell: 416-677-2227 [email protected]

Board Meeting


15

Agenda Item 15: Building Operator’s Certification Program


Building Operation Certification Program

The following is a brief review and status update with respect to the program.

The Board approved a strategic direction proposed by the BOC committee whereby BOMA would work

with the Colleges of Trades apprenticeship program in Ontario with the view of moving the

apprenticeship program across Canada. If five provinces adopted a similar apprenticeship program it

would be in a position to apply for Red Seal status. This status would provide a standard base which

recognizes skills which would allow companies the ability to hire individuals with these credentials

knowing that they have a base knowledge recognized through a recognized certification process. It

should be noted that the apprenticeship program is a voluntary program and is not a regulated program

nor is the intent for it to be a regulated trade.

The initial phase of the initiative was to develop a skills document outlining the necessary skills for the

trade. This was completed and then followed by participating in a facilitated session whereby the

Training Standard for the Ontario apprenticeship program was updated. This was to be followed by the

updating of the Curriculum standard. The training standard defines what you need to be able to do

while the curriculum standard defines what you need to know. These two standards are then supported

by a provincial exam.

The Training Standard was updated with BOMA representation from across Canada. The intent being

that if we were to move this across Canada then the standard should reflect what you need to be able to

do across Canada. While we were updating an Ontario program we did so with a national perspective.

Once these standards are completed the next phase was the content deliverable phase. It is accepted

that no one organization can develop all the necessary content within the time frames required. As a

result, it will take a group of organizations, colleges, etc. in which to deliver the necessary content. As a

result, an audit process will be required that reviews programs against the standard and recognizes

what portion of the overall program a given organization is accredited to provide. Each organization will

have access to the standards and they can chose what parts of their program they have audited for

endorsement from BOMA. In some cases content will need to be developed but the hope is that the

organizations currently providing content can make the necessary changes to meet the new standards.

With respect to the current status, the Training Standard has been completed and we have requested

time frames for when the Curriculum standard can be updated. It was always understood that moving a

bureaucracy takes time and the possibility always existed that they may not move fast enough or

express enough interest to move to update their program. Both have proven to be the case. In speaking

with the Colleges of Trades they have published the Training Standard but they have not committed to

updating the Curriculum as the number of individuals who have applied to the apprenticeship program

are low and do not support the investment at this time. A request has been made to define how many

would be required and we have not yet received a response. The challenge is of course that there is no

point promoting a program to the industry that is only partially current, so we need the second part

updated before we promote the program.

The BOC committee met during the week of November 14th to discuss the status and determine what

the next steps will be. In discussing the options, consideration was given to moving forward with

updating the curriculum standard outside of the Colleges of Trade. In so doing Jim will contact the

College to see if they will move forward to update the Curriculum in the near future and if not, ask if we


can work outside of the Colleges at our expense and update the document for the industries use. With

both standards updated we would then move to establish a credentialing exam based on the two

standards which could be administered by the industry. Contact has not be made with the College as of

this report, however it will be done by the Board meeting and an update will be provided.

Board Meeting


16

Agenda Item 16: Committee Reports and Other Reportage

Committee Reports

Volunteer Roster

Committee Organizational Chart

Awards Committee Recommendation to Board

October 27, 2016

1

Members of the Awards Committee: Anne Marie Guevremont (Chair) Kim Saunders Aydan Aslan Ninon Beaunoyer Teresa Champagne-Bent Christine Corbin Victoria Gabel Sarah Jones Hlynn Kenny Percy Woods David Whalen Debbie Prince 1. BOMA International TOBY Awards – New Categories (Mixed-use/Public Assembly)

Background - The BOMA International Awards Committee has approved the introduction of two new TOBY categories for “Mixed-use” and “Public Assembly” facilities (described below) for its 2018 international cycle. BOMA Canada Awards Committee members and staff played an integral role in the new category development as participants of two Special Interest Groups formed for this purpose and as members of the International Awards Committee. It should be noted that the “Public Assembly” category has been available at the local level for some Canadian locals for several years (similar to the way the retail category was before it became National/International) and was originally suggested to BOMA International when its “Government” category was eliminated in 2015. The Mixed-use category recommendation has been “in the works” for several years but only actively pursued talked about for several years internationally but only and became actively supported during Mixed-Use Category All properties will have minimum of 10% Office in a planned integration of at least three components that are a mix of Retail, Entertainment, Residential, Hotel, Recreation or Other Functions. Each component will be at a minimum of 10% of the total property. The property can be one or more buildings managed by the same company. It is pedestrian-oriented and contains elements of a live-work-play environment. It maximizes space usage, has amenities and architectural features that tend to mitigate traffic and sprawl.

Public Assembly Buildings All buildings must be publicly accessible and support multiple uses. The multiple use character of these buildings may influence the buildings utility use, opening hours and tenant or occupant relations. These buildings may be part of a larger portfolio. This category includes: stand-alone arenas, amphitheaters, auditoriums, art galleries, churches, hotels, convention centers, exhibit halls, courthouses, stadiums, university building(s) and other buildings that are publicly accessible. This category allows for entry restrictions based on ticketed or multi-tenant/occupant areas. When a building fits a different TOBY category, it should be entered in that category.

Consideration - In order for Canadian entrants to compete internationally in the inaugural presentation year (2018), BOMA Canada and its Local Association Members need to incorporate the new categories into their respective 2017 programming. Recommendation - The BOMA Canada Awards Committee recommends adoption of “Mixed-use” and “Public Assembly” TOBY categories approved by BOMA International for BOMA Canada’s 2017 TOBY Awards program. _________________________ For the BOMA Canada Board of Directors (Executive Committee) Resolved that BOMA Canada approve the adoption of “Mixed-use” and “Public Assembly” TOBY categories approved by BOMA International for BOMA Canada’s 2017 TOBY Awards program.

BOMEX® Strategic Committee Meeting

November 7, 2016

Members of the Committee: Don Fairgrieve‐Park (Chair) Susan Allen (Regrets) Linda Carbone Ken Dixon Jay deNance (Regrets) Bala Gnanam Hlynn Kenny Neil Lacheur Rose Misra Mike Parker Robyn Sauret (Regrets) Carrie Weir Benjamin Shinewald (Regrets) Debbie Prince 1. Committee Membership

BOMEX host representatives Ken Skinner and Tom Thiessen stepped down from the Committee prior to the meeting. Linda Carbone and Carrie Weir announced they would no longer be participating on the Committee and offered their ongoing support to future BOMEX hosts as needed.

2. BOMEX 2016 (BOMA Regina) Final Report Congratulations were extended to Carrie Weir on BOMA Regina’s hosting of a very successful BOMEX 2016. Highlights of BOMA Regina’s final report included: ‐ Positive feedback from survey results ‐ Registration (182 full delegates, 87 one day) ‐ Sponsorship Revenue $167,000 ‐ Profit ($73,000 BOMA Regina/$27,000 BOMA Canada) ‐ 65% of BOMA Regina companies participated ‐ 61% of registration occurred in August

3. BOMEX 2017 (BOMA Toronto) Update

Highlights of BOMEX 2017 Update included: ‐ Finalized branding for BOMEX 2017 complete ‐ Education and Sponsorship details underway ‐ Timeline for strategic communications being developed ‐ Providing value to suppliers in non‐traditional ways is being investigated ‐ Development of a mobile app investigated (instant messaging, supplier involvement, gamification

and survey functionality); separate from main registration

4. National Education Committee Update (BOMA Toronto) Proposed education streams and topics for BOMEX 2017 were outlined: (see attached) ‐ Smart & Connected ‐ Real performance ‐ Risk & Opportunities ‐ The People Connection

It was noted that BOMA Toronto intends to include a “Young Professional” on all panel sessions organized.

2

Committee member were invited to share recommendations for speakers and panelists with Bala Gnanam ([email protected]).

5. Participation by BOMA’s Industry Leadership (2017 Summit theme/attendees) The Committee offered the following recommendations with respect to the BOMA Summit: ‐ The BOMA Summit remain an “invitation only” event ‐ A “roundtable for BOMA Leadership”/“sharing of ideas” with the BOMA family ‐ A proper agenda with 4‐5 specific topics for discussion ‐ A document be circulated to digest in advance

6. Marketing

BOMEX Tag Line to replace “BOMA Canada’s National Conference & Exhibition” Having reviewed tag line survey results the committee suggested the following be translated into French prior to a final decision. ‐ Canada’s Building Excellence Conference ‐ Canada’s Better Building Conference

7. National Sponsorship Program Update

Sponsor leads are being followed‐up with by Benjamin Shinewald and a new “rebate” program from Home Depot Canada rolled out to the locals.

8. Next Meeting T.B.A.

BOMEX 2017 EDUCATION ROSTER ‐ September 28, 2017

9:45 ‐ 10:45Smart Building: Myths, Threats &

Opportunities

Informed Decision Making Using

Data Analytics: Key to High‐

Performance Buildings

Managing Security, Health & Life

Safety Issues: Staying Ahead of Social

Media

The Humanity in Property

Management: Personality Mapping

in the Physio‐Behavioural

Environment

11:00 ‐ 12:00

Commercial Real Estate and Building

Cybersecurity: Mitigation and

Response in the face of rapid

convergence of people, business,

and technologies

Efficiency & Comfort: The Emergence

of Real‐time Indoor Air Quality

Monitoring

Legal Review – leases today, prats &

pitfalls, green leases, other current

trends and case law

Change Leader: Building and

fostering a culture for optimum

performance

1:45 ‐ 2:45

Create the Future & Manage the

Present: How IoT is Changing the

World of Property Management

How to get most out of your stand‐

by generators: moving from stranded

asset to revenue generation

De‐Risking Future: Building

Resilience to Extreme Weather

Events

Maximizing your ROI: The Economic

Value of Training Your Building

Management Staff

3:00 ‐ 4:00Education and Change Management

: The People Side of Smart Buildings

Expert Panel Review of Performance‐

Enhancing Technologies

The BEST Way to Address Climate

Change

Emotional Intelligence &

Productivity: Getting the most out of

your team

Assumptions: ‐ At least 50% of deligates will attend the various sessions (approx 200) ‐ Expected # registrants per session: 50

TIMESTREAM 1

Smart & Connected

STREAM 2

Real Performance

STREAM 3

Risks & Opportunities

STREAM 4

The People Connection

.

BOMA Canada Committees & Task Forces

1

Board of DirectorsBoard of Directors

Executive CommitteeChair – Kim Saunders

Executive CommitteeChair – Kim Saunders

BOMEX® 2017Local Management

CommitteeCo-Chair – Neil Lacheur

Co-Chair – Theresa Warnaar

NominationsCommittee

Chair – Anne Marie Guèvremont

GovernanceCommittee

Chair – Neil Lacheur

Awards CommitteeKim Saunders (Vice-Chair)Anne Marie Guèvremont,

Debbie Prince

International Region Committee

Keith Major (Vice-Chair)

Floor Measurement Standards Committee

Randal Froebelius (Co-Chair)

Executive Committee Randal Froebelius

Finance CommitteeMike Bishop

BOMA International

Nominating CommitteeDon Fairgrieve-Park

Awards CommitteeChair – Anne Marie Guèvremont

Finance CommitteeDarren Klassen

PandemicTask Force

Chair – Wayne Purchase

CSO CouncilChair – Percy Woods

International Property Measurement

Standards CoalitionBenjamin Shinewald

David FingretChris Gadula

National Advisory CouncilChair – Don Fairgrieve-Park

BOMA TorontoSecurity Risk Management

Advisory CouncilBenjamin Shinewald

BOMI Canada BoardPeter MacHardy – Past Chair

Past Chairs’ CouncilChair – Don Fairgrieve-Park

BOMA BESTTechnical CommitteeChair – Suneel Gupta

Building Operators Certification Program CommitteeCo-Chair – Jim Preece

Co-Chair – Peter MacHardy

BOMEX®

Strategic Committee

Chair - Don Fairgrieve-Park

National Green Building Advisory Forum

Chair – Dustin Engel

Advocacy CommitteeChair – Tim Doherty

Kim SaundersBOMA Fellow

Marketing CommitteeChair – Dawn LeRoye

PartnershipCommittee

Chair – Kim Saunders

Young ProfessionalsCommittee

TBC

As of November 2016

Volunteer RosterAs at November 29th, 2016

Directors appear in BOLD

Committee/Council, Task Force Members Board of Directors Kim Saunders ‐ Chair

Anne Marie Guèvremont – Vice Chair

Darren Klassen – Secretary‐Treasurer

Don Fairgrieve‐Park – Past Chair

Robert Kavanagh

Stephen Nicoletti

Ken Dixon

Tim Doherty

Michael Ewald

Dominic Gilbert

Victoria Gabel

Neil Lacheur

Dawn LeRoye

Adrien Deveau

Jorge Silva

Z. Anthony (Tony) Prsa

Wayne Purchase

Percy Woods – Chair CSOC

Benjamin Shinewald – President & CEO

Executive Committee Kim Saunders – Chair

Anne Marie Guèvremont – Vice Chair

Darren Klassen ‐ Secretary‐Treasurer

Don Fairgrieve‐Park – Past Chair

Benjamin Shinewald – President & CEO

National Advisory Council Don Fairgrieve‐Park ‐Chair

Kim Saunders

Anne Marie Guèvremont

Randal Froebelius (Equity ICI Real Estate Services Inc.)

Keith Major (Bentall Kennedy)

Remco Daal (Quad Real)

Brian Foran (bcIMC)

Sal Iacono (Cadillac Fairview Corporation Ltd.)

Don Harrison (GWL Realty Advisors)

Lachlan McQuarrie (sub for Andrew McAllan) – Oxford Properties

Maryanne MacDougald (FCR Mgmt Services)

Brett Miller (Jones Lanes LaSalle)

Kevin Radford (PWGSC)

Veronica Silva (PWGSC)

Stephen Taylor (HOOPP)

Antoinette Tummillo (Colliers)

Rob Brierley (BOMA International)

Jaime Pitfield (Department of National Defence)

Donnie Clow (Crombie REIT)


Committee/Council, Task Force Members

Vince Brown (Triovest)

Maud Chadhaury (DREAM Office REIT)

Benjamin Shinewald

Past Chair’s Council (open to all former Chairs)

Don Fairgrieve‐Park – Chair

Randal Froebelius

Michael Bishop

Evan Brewer

Wendy Cardell

Burtsel Carrigan

David Judge

Peter MacHardy

Michael Miceli

Wayne Smithies

Benjamin Shinewald

CSO Council Percy Woods– Chair

Paul LaBranche

Meredith Arsenault

Linda Carbone

Susan Allen

Christine Corbin

Hlynn Kenny


Lloyd Suchet

Tom Thiessen

Carrie Weir

Dean Karakasis

Benjamin Shinewald

Advocacy Committee Tim Doherty ‐ Chair

Darren Klassen

Mike Ewald

Benjamin Shinewald

Awards Anne Marie Guèvremont – Chair

Aydan Aslan

Ninon Beaunoyer

Teresa Champagne‐Bent

Christine Corbin

Victoria Gabel

Kim Saunders

Sarah Jones

David Whalen

Wayne Purchase

Percy Woods

Debbie Prince

Benjamin Shinewald

BOMA BEST® Technical Committee Suneel Gupta (Chair)

Berni Baier

Femke Bergsma


Committee/Council, Task Force Members Edward Cook

Keith Day

Michael Glassco

Bala Gnanam

Naz Khan

Manasi Koushik

Angie McMurray

Bruce MacKenzie

Jean‐Michel Champagne

Stefanie Miller

Rob Rousseau

John Smiciklas

Braiding Stockfish

Hazel Sutton

Ian Turpin

Jessica L. Wilkinson

Tony Valente

Paul Welsman

Benjamin Shinewald

BOMA BEST® National Green Building Advisory Forum

Dustin Engel (Chair)

Rosemary Martin

James Gray‐Donald

Robert Campanelli

Karen Jalon

Michael Ytsma

Lorina Keery

Bala Gnanam

Ted Williams

Phillipe Bernier

Neil Pegram

Darryl Neate

Phillip Raffi

John Smiciklas

Hazel Sutton

Benjamin Shinewald

BOMA International Awards Committee

Kim Saunders


David Whalen

Debbie Prince

BOMA international Finance Committee Mike Bishop

BOMA International Floor Measurement Committee Randal Froebelius ‐ Chair (TBC)

BOMA International International Region Committee Keith Major – Vice‐Chair (TBC)

BOMA International Nominating Committee Don Fairgrieve‐Park

International Property Measurement Standards Coalition Benjamin Shinewald

David Fingret


Committee/Council, Task Force Members Chris Gadula

BOMA Toronto Security Risk Management Advisory Council Benjamin Shinewald ‐ Observer

BOMI Canada Board

BOMEX® Strategic Committee

Don Fairgrieve‐Park –Chair

Susan Allen

Linda Carbone

Ken Dixon

Jay deNance

Hlynn Kenny

Neil Lacheur

Lloyd Suchet

Debbie Prince

Benjamin Shinewald

BOMEX® (Local) Management Committee (BOMA Toronto)

Neil Lacheur – Co‐Chair

Teresa Warnaar – Co‐Chair

Anthony Casalanguida

Philip Clementino

Sante Esposito

Mark Halkias

Michael Manuel

David Matarasso

Maryanne McDougald

Michael Renaud

Charles Stade

Nada Sutic

Karen Sweet

Susan Allen

Robyn Sauret

Debbie Prince

Benjamin Shinewald

Building Operators Task Force Jim Preece ‐ Co‐Chair

Peter MacHardy ‐ Co‐Chair

Mike Clancy

Tim Doherty

Don Fairgrieve‐Park

David Judge

Benjamin Shinewald

Finance Committee

Darren Klassen‐ Chair


Tony Prsa

Benjamin Shinewald

Governance Committee Neil Lacheur ‐ Chair

Chris Nasim

Percy Woods

Benjamin Shinewald


Committee/Council, Task Force Members Nominating Committee Anne Marie Guèvremont ‐ Chair

Kim Saunders

Benjamin Shinewald

Pandemic Task Force Wayne Purchase ‐ Chair

Randall Rothbart

Debbie Prince

Benjamin Shinewald

Partnership Committee Kim Saunders

Darren Klassen

Rob Kavanagh

Benjamin Shinewald

Marketing Committee Dawn LeRoye – Chair

Don Fairgrieve‐Park

Mike Parker

Jorge Silva

Benjamin Shinewald

Young Professionals Committee TBC

Board Meeting


17

Agenda Item 17: In Camera The Board will meet without the President & CEO or the CSOC Chair.

Board Meeting


18

Agenda Item 18: Adjournment Resolved that this meeting of the BOMA Canada board of directors, held today, November 28th, 2016, at the Sheraton Gateway, Toronto, be adjourned.

board of directors lausanne room, sheraton gateway hotel

Documents