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Special Supplement to CondoBusiness

Raising the Bar for Emergency Preparedness

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Raising the Bar for Emergency PreparednessBrookfield Condominium ServicesBy Matthew Bradford

“Our mission, in part, is to make the lives of the residents who live in our buildings better,” says Rudy Petershofer, Director of Training and Communications. “If we’re able to provide the tools to respond effectively to an emergency situation and mitigate the risk to resident safety, that goes a long way towards achieving that goal.”

As head of Brookfield’s Emergency Preparedness team, Rudy has led the charge on a project to update the company’s long-standing Disaster Planning guide with a document that better reflects the threats, challenges, and circumstances of today’s property management landscape.

“Being the largest condominium management company with the most managers, the most experience, and the largest pool of knowledgeable directors and residents, we can draw upon a wealth of information. It’s that enormous knowledge base that has helped us greatly in creating white papers and guides for a

number of areas such as electric vehicles, hoarding and pinhole leaks,” says Rudy, adding, “Now, we’re focusing those same resources to disaster planning with an overall goal of leading the industry in creating a plan that allows us to be ready for virtually any crisis that might affect one of our buildings.”

The six-member Emergency Preparedness Committee includes experienced Brookfield managers from all corners of the organization, and industry experts who were called upon to review the committee’s conclusions. Combined, they comprise an industry-savvy think tank whose insights and recommendations are drawn from work within all condo types across the Greater Toronto Area (GTA).

“Every one of our buildings has had a disaster plan in place for years, but every year there seems to be something that happens that brings further urgency to that piece, whether it’s last year’s ice storm

or the power outage just a few years back,” notes Sandro J. Zuliani, President and Chief Operation Officer. “This Emergency Preparedness Plan is our way of addressing that, and it includes input from a lot of the managers who are in the field and have experienced those situations.”

A NEW DAY IN PREVENTION

Brookfield’s Emergency Preparedness Plan is more than just an update. It’s a timely and comprehensive response to the trends and events that have altered the condo management industry both domestically and across the globe.

“We have to be realistic and understand that geo-political conflict rooted thousands of kilometres away can impact us,” suggests Rudy, reflecting on the 2014 attack on Parliament and the killings of Corporal Nathan Cirillo and Warrant Officer Patrice Vincent. “We have to be

Preparation. Response. Recovery.

These are the fundamentals of disaster management. They’re also the considerations at the core of Brookfield Condominium Services’ Emergency Preparedness Plan, which is poised to become an invaluable resource for Brookfield’s clients.

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aware that domestic terrorist events are possible and that we have to plan for them thoughtfully.”

The plan also acknowledges the recent slate of accidents and natural disasters in its own backyard. No doubt, the Greater Toronto Area has been subject to water main breaks, hydro fires, and other infrastructure failings in recent years. The GTA is also no stranger to weather-related crises such as the 2013 ice storm which resulted in 27 deaths, loss of power for millions of GTA residents, and damages exceeding $200 million.

Factor in GTA’s densification, a growing number of new condo types, and an increased service expectation among residents, and it’s clear why now is the ideal time to take a fresh approach at disaster planning.

“Our motivation to move ahead with a new Emergency Preparedness Plan stems from a large number of factors, such as the lessons we learned from 9/11, the GTA’s aging infrastructure, resident expectations, extreme weather, ice storms, and power outages,” informs Rudy. “We’re all operating in a different environment than we were 10 or 20 years ago, so we need to adapt.”

THE CORNERSTONES OF EMERGENCY PREPAREDNESS

At its root, Brookfield’s Emergency Preparedness Plan is an a-to-z reference disaster guide catering to property owners, residents, and managers. It identifies potential emergencies and the preparation strategies, response essentials, and recovery considerations required for each.

“What we set out to do is identify and provide real-world strategies for roughly a dozen hazards we would expect to encounter in a condo setting, such as condo fires, power outages, HVAC (heating, ventilation, and air conditioning) system failures, water main breaks, natural floods, bomb threats, and those kinds of thing,” explains Rudy.

Addressing the preparation step, the plan offers a number of pre-disaster considerations such as staff training, resource management, and damage and injury mitigation. It also provides numerous forms and checklists for use in emergency situations, and best practices for virtually every scenario.

For example, Rudy explains: “We’ve included elements like a bomb threat checklist that someone in security can use to identify possible hazards or the right questions to ask someone who phones in a threat. In other sections, we’ve included a list of key emergency supply kit items, such as blankets, rope, comfort foods, and first aid supplies. We’ve also developed a series of ‘Top 10’ lists including Top 10 Emergency Circuits, Top 10 Communications Tips, and Top 10 Recovery Steps, among others.”

Critical to Brookfield’s emergency planning guide is an over-arching communication plan, including a separate media plan, designed to link building personnel to the nearby services, partners, and resources that can play a vital support role throughout all stages of a disaster. It includes a list of key contacts, strategies for

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collaborating with surrounding buildings, and instructions for working with media, residents, and emergency services before, during, and after an event.

Stressing the need for industry collaboration, Rudy adds: “It’s very unlikely that a crisis or emergency in one condo building will only affect that building. That may be true for properties in the suburbs or those in a resort setting, but if the building is in a more urban environment it’s going to affect many around it.

“Your neighbours need to know what’s going on. It’s not just because an event in your building could affect them adversely, but because they could also be an important resource, whether as a warm place for your residents, a command centre location for emergency responders, or as an ally in getting a better response from municipal authorities.”

Moreover, the communication plan identifies nearby businesses that can be of particular assistance in an emergency.

ALL HANDS ON DECKThough the development of Brookfield’s Emergency Preparedness Plan rests on the shoulders of Rudy and his team, the act of carrying out disaster preparations, responses, and recovery strategies falls on all parties.

“When is an emergency going to happen? Chances are it’s not going to happen between 9 and 5, and chances are it’s going to happen at night or over the weekend. Knowing this, you’re going to have to rely on the people who are there all the time. That includes your security staff, cleaning staff, superintendents, and anyone else who’s working when an emergency happens,” says Rudy.

Effective disaster response also hinges on property managers, who may need to assume a leadership role prior to the arrival of EMS services; as well as their support staff who must be ready to lead residents and collaborate with police, fire, and ambulance personnel.

That said, residents themselves play an important role in disaster response. Whether acting as floor wardens or helping neighbours, they are also the ones who will prove vital in an event.

Overall, says Rudy: “Emergency preparedness relies on a team of people, from our property managers, to the contractors, engineers, community partners, site staff, and residents. They’re all part of it.”


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These include local supermarkets, which can be a vital source of water and food; equipment rental outlets, which can be used to obtain dehumidifiers during a water-related crisis; hospitals to care for injured tenants; churches and community centres, which can double as shelter; or even a local restaurant with a wood burning oven, which can be a source of hot food during a power outage.

“Setting up relationships with the people and buildings around you is very important, so in addition to covering all that in our Emergency Preparedness Plan, we updated all our existing building data sheets with one page completely devoted to community partners,” reports Rudy. “We really push for our managers to go out there and cultivate relationships with the people nearby that will be helpful to them in the event of a crisis.”

Residents are also a major consideration in disaster preparedness, as their reactions and responses determine the effectiveness of any plan. As such, Brookfield’s plan includes ideas for enhancing

Rob Detta Colli, Manager, Energy & Sustainability;

Sandro J. Zuliani, President and Chief Operation Officer;

Murray Johnson, Vice President, Client Service Development;

Rudy Petershofer, Director, Training and Communications;

Tracy Gregory, Chief Financial Officer


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resident awareness and helping them to react calmly, quickly, responsibly, and knowledgeably in any situation.

“It’s important to train and inform residents. They need to be able to handle things like evacuations, which can be pretty complex, and they need to understand the limits of key systems like an emergency generator,” insists Rudy.

PUTTING THE PLAN IN ACTION

When disaster strikes, it pays to be prepared. More importantly, it pays to know the most effective steps to take to protect residents, safeguard assets, and work effectively

with building staff, outside resources, and emergency service personnel.

“When the police, fire, and ambulance professionals arrive, they’re the ones who take charge and direct the response,” says Rudy, noting, “However, we have to demonstrate competence and leadership in these events because there are going to be times before and after where management and building staff have to lead and know what they’re doing.”

Taking this into account, Brookfield’s Emergency Preparedness Plan details best practices for managing a disaster prior to the appearance of outside help. It also identifies the information that building

personnel need to communicate to EMS professionals when they arrive on scene.

Still, while being prepared and responding effectively during a crisis is vital, so too is understanding what needs to be done to recover from a critical event. Here again, Brookfield’s Emergency Preparedness Plan supplies post-emergency contacts (i.e. insurers, contractors, consultants, etc.) and guides readers through what needs to occur to mitigate damage and expedite this important phase.

“There’s a tendency to think that once a crisis is over you can relax, but that’s absolutely not the case,” emphasizes Rudy. “You really need to handle the restoration


phase well. People want their homes restored to normal as soon as possible. That can be challenging because much of the restoration phase is beyond the control of management or the condo’s board of directors since they have to work with insurers and tradesmen, who might be busy themselves. It’s critical that restoration progresses quickly.”

All things considered, he adds: “It all comes back to communication and being prepared to reach out to the right people while keeping residents informed and updated as to what’s going on.”

A NEW TOOL IN DISASTER PLANNING

In its final form, Brookfield’s Emergency Preparedness Plan will arrive as an easily-referenced binder featuring tabbed sections that will identify the most common condo emergencies and include individual preparation, response, and recovery resources for all.

It will also include the aforementioned communications plan; a collection of relevant forms, checklists, and Top-10 lists related to all aspects of disaster planning; and a “quick response guide” designed to help readers find specific information in a pinch.

“The idea is to distill a lot of this information into a flip chart with colour-coded tabs that they can refer to for specific disasters, like a bomb threat or power outage. And once they go to that section, they’ll immediately have 6-to-12 steps to follow in the event of a crisis,” explains Rudy.

Lastly, the plan will have a comprehensive training component that will engage technical and life safety experts. After all, urges Rudy: “You can devise a great plan and put it into a great response guide, but if you don’t prepare your people and residents, it’s not going to work very well.”

Once ready for distribution in early 2015, the responsibility will fall on

SETTING THE STANDARD ACROSS THE BOARDBrookfield’s expansive experience and knowledge base has allowed it to contribute industry-leading research and advocacy to all facets of the industry. And, in addition to its most recent efforts in emergency planning, the company has also applied its skills and resources to raising the bar for energy conservation.

“Brookfield is proud to be recognized as a leader in promoting energy efficiency in the multi-residential sector,” states Murray Johnson, Vice President of Client Service Development.

Over and above being recognized as energy leaders by the City of Toronto, Brookfield has successfully saved its clients an annual total of $1 million in energy bills each of the past four years. Additionally, it is the only multi-residential company to host an embedded energy manager sanctioned by the Ontario Power Authority.

“I’d say the fact that I’m here is a pretty good example of Brookfield’s commitment,” offers Rob Detta Colli, the aforementioned OPA manager and longtime energy management specialist. “What matters more is they believe in my position here. They not only give me the time and their resources to deliver on my targets for the OPA, but they also support me getting me out there and finding technologies and ideas to bring back to the company and its clients.”

The only energy manager of his kind in the residential property management space, Rob meets regularly with all property stakeholders to identify building inefficiencies and seek out new and innovative ways of reducing energy expenses.

“One of the most satisfying parts of my job is taking a preconception a board might have about a certain kind of technology or process and opening their eyes to other options they may have never considered,” he reflects, adding, “Thanks to this position, we have successfully used energy management as a cash generator for boards to improve the condominium’s financial position and ultimately, the property values.”

Convincing condo clients to adopt new technologies – or, in some cases, step back from costly mistakes – can sometimes be a hard sell. However, the rise in eco-awareness and the desire to manage costs across all condo boards makes Rob a welcome addition to any boardroom. “Do I sometimes need to sell my ideas? Absolutely. Different boards have different priorities but I’m able to tailor my service to each corporation’s needs. Largely, though, I’d say most understand that while their energy spending for things like water, gas, and electricity is typically 40% to 60% of their total budget, it’s a controllable expense that I can help with, whereas other expenses like insurance are not. That’s where I can make a difference.”

Brookfield also enjoys a reputation for publishing widely-adopted white papers. In particular, one of Rob’s more recent papers on the adoption of electric vehicles (EV) in residential complexes has put the company on the map for commuters and energy conservationists alike.

“The barrier to electrical vehicles in condos is very well documented, but one of the most common requests from clients were about facilitating electric vehicles. Our property managers were once fielding these requests, but they didn’t know how to deal with this. In response, we wrote an EV White Paper that actually forwarded a leadership position and set a path in this area,” describes Rob.

Since its creation, the paper has been heralded as one of the industry’s best, both by Brookfield clients and EV-friendly organizations like Ontario’s Plug ‘n Drive.

“The breakthrough for everyone with this paper was the idea that we need to preserve not only the rights of current owners, but of future owners as well. This paper really made progress for the adoption of EV vehicles now and down the road,” Rob notes.

Speaking to Brookfield’s stewardship on whole, Murray adds: “Our fundamental focus is whatever we do today, we want to be around to answer for in 25 years. “


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FOUR STEPS TO SERVICECourtesy, empathy, individual responsibility, and the ability to personalize the moment of truth. These are Brookfield Condominium Services’ deeply ingrained “four steps to service” which ensure initiatives like its Emergency Preparedness Plan and others are not only practiced throughout the company, but delivered in a meaningful way.

“Individual responsibility is big here,” says Murray Johnson, Vice-President of Client Services Development. “When the phone rings, as soon as I pick up that phone I own that problem through to completion. That applies to everyone here, and it works very well.”

For Tracy Gregory, Brookfield’s Chief Financial Officer, it’s this client-focused approach that guides her department in providing industry-leading accounting and financing services to all clients with a personal touch. “We’re a large company with a lot of people, but just like it is on our operation site, our structure is set up to allow for individual customer care and scalability. So while we have staff who only work on specific accounts and no other ones, we also have the ability to add groups of people to manage new clients with that same level of care as we grow.”

It’s this flexibility that gives Brookfield the ability to strengthen its relationships with existing clients, while accommodating new additions as they arrive. This is critical to the company’s overall goal of providing fast, flawless, and relevant services to stakeholders across all of its portfolios.

“Without our clients we’d have nothing,” insists Tracy. “That’s why we’re always thinking and strategizing about ways to bring better value to them, like our automated online CONDOCafé product. We introduced that as a more convenient and efficient way of managing status certificates and related documents, and it’s been very well received.”

No doubt, Brookfield’s success pivots on its ability to stay fresh, adapt to industry needs, and – perhaps most importantly – support its staff in bringing authenticity to every client transaction.

“John Oakes, our Chief Executive Officer, likes to tell a story,” offers Murray. “It’s about a time when he was walking down a street and saw a construction site where they were building a church. There were two labourers offloading a palette onto a smaller truck. He asked the first, ‘What are you doing?’, and the man said, ‘I’m moving bricks.’ He then went to the second fellow and asked, ‘What are you doing?’, and that man said, ‘I’m helping to build a castle.’”

The lesson, says Johnson, is clear: “Everyone’s home is their castle, and our real job is helping to make it better.”


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boards of directors and property managers to make best use of Brookfield’s emergency preparedness initiative. In some cases a budget commitment may be required. According to Sandro, however, its inherent value will no doubt garner a warm reception. “I think this document is going to be readily accepted by our clients. It’s going to make them think of things they’ve probably not thought of, and get everyone on the same page.”

Disaster planning. Emergency preparedness. Crisis control. No matter what it’s called from one property to the next, the need to prepare for events that can negatively impact the lives of residents and the condition of their homes is consistent throughout.

Brookfield’s plan is just one response to this need. Thanks to the efforts of its team, however, the company is on track to setting a new standard for emergency management.

“We’re proud of the leadership role we’ve played for the last 40 years,” states Rudy. “Brookfield has worked hard to help shape legislation and public policy for the benefit of condominium owners and residents, and we always work to make best possible use of the knowledge base we have to develop resource materials like this that can help guide our industry.

“Our Emergency Preparedness Plan is the latest publication in this regard, and we’re hopeful it will make a difference.” •


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