CFM&D April 2016

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APRIL 2016 MONTH 2012

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BUILDING SCIENCE

EXPERIMENT SEATING FOCUS ON

U OF T SCARBOROUGH’S NEW LAB FACILITIES DEMO ENERGY-SAVING ‘EARTH TUBES’

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PA R T O F T H E

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SIT-STAND DESKS ENTER THE CLASSROOM

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On the cover: With a sky-lit atrium bisecting its administrative and laboratory wings, UTSC’s new building brings science out of the basement spaces to which researchers have traditionally been relegated. Page 24.

[ contents ]

COVER PHOTO BY TOM ARBAN

CANADIAN FACILITY MANAGEMENT & DESIGN

XX 24 Glass flume hoods let natural light into UTSC’s first-year teaching labs.

12 STANDING DESKS RAISE PARTICIPATION A study finds that height-adjustable workstations boost student engagement.

21 CFM&D SALUTES ARVID STONKUS

12

We look back at our founding publisher’s contributions to the FM industry as he retires.

24 TEST TUBES The University of Toronto Scarborough (UTSC) conducts an energy-saving experiment at its new Environmental Sciences and Chemistry Building.

32 MULTIPLE CHOICE The latest class of campus-friendly furniture lets students move through the physical environment as effortlessly as they do the virtual environment.

32

34 CLUTTER CROWDED OUT CLOSED OFFICES A productivity expert cautions against downloading file pile-up into digital storage.

columns

departments

6 OBSERVATIONS 12 FM ERGONOMICS 14 FM EDUCATION 16 TECHNOLOGY 28 MANAGEMENT MEMO 30 OPERATIONS & MAINTENANCE 34 LAST WORD

10 FOUNDATIONS

[ observations ]

BY MICHELLE ERVIN

PAYING TRIBUTE

I

was sad to recently learn that Canadian Facility Management & Design’s founding and long-time publisher, Arvid Stonkus, would be retiring as of this issue.

When I began editing CFM&D three years ago, I very quickly got a sense of how well-respected Arvid is within the industry. However, I don’t know if I fully appreciated how much of a role he played in raising the profile of facility managers in Canada until I interviewed some of the people who know him best.

Their resounding message was that Arvid has been a selfless promoter of the profession because he sincerely cares about it. And many of the connections he has made along the way have formed the basis for enduring friendships.

Pamela Young, my predecessor as editor of CFM&D, says Arvid is one of the best bosses she’s ever had. Paul Kelly, who looked to Arvid as a mentor when he started out as a furniture manufacturer’s sales rep, describes him as a gentleman.

Ray Townsley, senior vice president of business development for North America at Global, a long-time advertiser, calls Arvid a super human being and thinks he ought to be recognized for his contributions.

This month, as we wish Arvid well in retirement, we have endeavoured to do our part to pay tribute to the legacy he leaves, with a look back at the magazine’s history. It’s a history that includes a first-ever cover story featuring an ‘intelligent building’ that was at the time novel.

Continuing in this spirit, this issue’s cover story profiles the recently completed Environmental Sciences and Chemistry Building at the University of Toronto Scarborough, which has some unique features of its own. Notably, its energy-saving ‘earth tubes’ are believed to be the second and largest such installation in the GTA. Also in this education-focused issue, you will find an article on research that showed standing desks raise participation in the classroom. Plus, our new products column rounds up campus-friendly furniture that lets students move as seamlessly through the physical environment as they do the virtual environment.

As we look to the future, it is important not to forget our past. We will miss Arvid, but look forward to carrying on CFM&D in the example he has set.

MICHELLE ERVIN michellee@mediaedge.ca

APRIL 2016 Volume 31, Issue No. 2 PUBLISHERS: Stephanie Philbin stephaniep@mediaedge.ca Sean Foley seanf@mediaedge.ca EDITOR: Michelle Ervin Tel (416) 512-8186 ext 254 michellee@mediaedge.ca SENIOR DESIGNER: Annette Carlucci annettec@mediaedge.ca DESIGNER: Jennifer Carter jenc@mediaedge.ca WEBDESIGNER: Rick Evangelista ricke@mediaedge.ca PRODUCTION MANAGER: Rachel Selbie rachels@mediaedge.ca DIGITAL & SALES COORDINATOR: Paula Miyake paulam@mediaedge.ca CIRCULATION: Maria Siassina circulation@mediaedge.ca (416) 512-8186 ext. 246 PRESIDENT: Kevin Brown kevinb@mediaedge.ca GROUP PUBLISHER: Melissa Valentini melissav@mediaedge.ca DIRECTOR OF DIGITAL MEDIA: Steven Chester stevenc@mediaedge.ca EDITORIAL ADVISORY BOARD Barry Brennand, Merlin Consulting Group; Jaan Meri, P.Eng., Consultant; Alex K. Lam, MRAIC, The OCB Network; Janine Reaburn, LoyaltyOne, LEED ® AP

Canadian Facility Management & Design (CFM&D) magazine is published seven times a year by MediaEdge Communications Inc., 5255 Yonge Street., Suite 1000, Toronto ON M2N 6P4; Tel (416) 512-8186; Fax 416-512-8344; email: circulation@mediaedge.ca SUBSCRIPTIONS Canada 1 yr $50* 2 yr $90* USA 1 yr $75* 2 yr $140* Int 1 yr $100* 2 yr $180* * Plus applicable taxes.

Authors: CFM&D magazine accepts unsolicited query letters and article suggestions. Manufacturers: Those wishing to have their products reviewed should contact the publisher or send information to the attention of the editor. Sworn Statement of Circulation: Available from the publisher upon written request. Although Canadian Facility Management & Design makes every effort to ensure the accuracy of the information published, we cannot be held liable for any errors or omissions, however caused. Printed in Canada.

Copyright 2016 Canada Post Canadian Publications Mail Sales Product Agreement no. 40063056 ISSN 1193-7505

6 CFM&D April 2016

Return undeliverable Canadian addresses to: MediaEdge Communications Inc., 5255 Yonge St., www.cfmd.ca Suite 1000, Toronto, ON M2N 6P4

THIS MONTH’S ONLINE EXCLUSIVES ALL THE BUZZ

Change management for shifting demographics The collaborative, ever hopeful millennials, focused on self-fulfillment, have already made a dramatic impact on the office environment as they have entered their working years. And the influence of their presence there will only increase in the coming years.

In its 2016 budget, the feds committed $2-billion to select campus infrastructure projects.

FROM THE GREEN BIN

“Tech” company workplace design trends The rise of the disruptive upstart — the Ubers of the world — has ushered in a sort of second wave dotcom era. Today, however, the notion of what a tech company looks like has necessarily expanded, because companies are competing for the same skilled workers across sectors.

UVGI technology emerges in infection control Ultraviolet germicidal irradiation, also known as UVGI, is emerging as a proven technology in the fight to reduce healthcare-acquired infections (HAIs). In essence, UVGI technologies kill pathogens in the air and on surfaces by using UV-C light to scramble microorganisms’ DNA and prevent their reproduction.

A new student union building at UBC has set a new green standard for the campus.

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» foundations »

FEDERAL BUDGET 2016

BY THE NUMBERS

$2.1-BIL

$2-BIL

The amount allocated to the repair and retrofit of government buildings and properties, as well as the greening of its operations.

The amount earmarked over the next three years to a new, strategic investment fund for postsecondary institutions.

PEOPLE With a signed Memorandum of Understanding, ASHRAE and the American Institute of Architects (AIA) have formally agreed to collaborate in areas of shared technical interests, such as energy efficiency and health and safety.

As of April 4, Cofely Services Inc. became ENGIE Services Inc. The name is intended to reflect the company’s focus on energy solutions as it consolidates under a single brand.

Montreal’s Fournier, Gersovitz, Moss, Drolet et associés architectes (FGMDA) has incorporated as EVOQ Architecture. The name, which comes from the word ‘evocative,’ nods to the firm’s commitment to reflecting cultural and historical contexts in its work.

PLACES

$1.9-BIL

$150-MIL

$4-MIL

The estimated amount allocated over the next five years to helping arts and culture organizations repair and build new facilities.

The amount earmarked over two years for projects that renovate, expand and upgrade community infrastructure in honour of Canada’s 150th birthday next year.

The amount allocated over two years to a fund that will support construction and renovations aimed at improving accessibility for people with disabilities.

DIALOG and BBB Architects’ recently revealed design for the redevelopment of Rexall Place, home of the Edmonton Oilers, features four NHL-sized rinks, a 5,000-seat event venue and an outdoor event centre.

The CaGBC has awarded the Saskatoon Police Service’s new headquarters LEED Silver. The multi-storey, open-concept building by aodbt architecture + interior design is 53 per cent more energy efficient and 35 per cent more water efficient than a comparable standard building.

The University of Guelph’s Ontario Veterinary College will get a new clinical learning building and renovate its existing hospital, thanks to a $23-million commitment from the provincial government.

THINGS The USGBC aims to not only promote legally verified wood but also combat illegal wood with a new LEED pilot Alternative Compliance Path credit.

GRESB has added a health and well-being module to its Real Estate Assessment that opened for submissions this month.

The National Energy Code for Buildings 2015 has rolled out more than 90 changes to the technical requirements it sets out for the energy efficient design and construction of new buildings.

The preceding news stories appear in full on the REMI Network.

10 CFM&D April 2016

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[ fm ergonomics ]

This page sponsored by

BY AARON MILLER

STANDING DESKS RAISE PARTICIPATION Height-adjustable workstations have taken off in the office environment. Now the standing desk is making its way into the education environment, with a recent study finding that the furniture has a positive impact on student engagement

G

one are the days of teachers instructing from the front of the class, writing on a blackboard. Today’s classrooms use technologies such as iPads and touch-screen whiteboards to enhance the learning experience.

However, the design of desks has been slower to adapt to this shift in the classroom than in the office environment.

12 CFM&D April 2016

The desk and task chair have been cultural icons of the office for more than a century. Over the last decade, this symbol of the workplace has begun to crumble with the advances in technology and the anywhere workplace, with a number of studies examining the health risks of sitting all day.

The research literature has shown that sitting all day can lead to obesity, elevated blood pressure, high blood sugar, and even increased risk of

death from cardiovascular disease and cancer. In the “war” on sitting, the workplace has evolved to include standing workstations, meeting rooms with bar-style stools, and even treadmill desks, all in an effort to get the body to move during the workday.

These alternative seating styles, combined with changes in workplace design, are allowing individuals to decide how and where they want to work. In turn, this new workplace freedom is prompting companies to reexamine what employees and their teams need to innovate and collaborate, and to drive change through the workplace culture to improve job satisfaction and ultimately performance.

Based on the research literature, the latest office designs are incorporating areas aimed at increasing collaboration. These coffee bar-style meeting areas, couches, and other comfortable seating allow for freedom of movement. More recently, these design concepts from the office environment have started to trickle down to the education environment.

In landmark research done in 2014, Benden et al. examined the benefits of standing desks on energy expenditure and physical activity in three central Texas elementary schools. The study found that students who used standing desks expended more energy than those who sat. However, more than just increased energy expenditure, the standing desks produced additional benefits. The study monitored students for their participation in class, including listening to the teacher’s directions and raising their hands when asked, and found that in classrooms with standing desks, there was an extra seven minutes per hour of engaged instruction. www.cfmd.ca

> SOCIAL MEDIA COLUMN SPONSORED BY MEDIAEDGE

Imagine the overall impacts of a 12-per-cent increase in productivity just by allowing children to be children and letting them move rather than focusing on sitting still. (Being a father of a three year old and a seven year old, I understand the need for kids to wiggle, fidget, and have freedom of movement.)

While the research into standing desks remains in its infancy, there

development and how it relates to the learning curriculum. Classroom design for elementary school-aged children could include a variety of settings to allow freedom of movement. These settings might range from seating with structured desks for concentrated tasks such as writing or reading; to areas where children can stand and move, where they are required to listen or actively participate on a smart board; to other

The study found that in classrooms with standing desks, there was an extra seven minutes per hour of engaged instruction. are still many opportunities to support classroom learning based on these early findings. There is also continual research into educational curricula across the country to better understand how to teach children foundational skills and set them up for success.

The B.C. school system’s new curriculum introduces the concept of letting students play a central role in their education as a way to encourage active engagement. The curriculum recognizes that children need flexibility to be successful. This includes integrating environments that incorporate technology and allow teachers and schools to shift how and where lessons occur, not restricting them to a classroom setting.

From an ergonomics perspective, it’s important to understand both the emotional and physical needs of children, as well as their level of overall

mixed standing and sitting areas for small group activities. Ultimately, the furniture and design needs to support the different activities occurring in a classroom.

These concepts are similar to those used in the workplace. Rightfully so, given that the classroom is the training grounds for the next generation of leaders. As such, the classroom needs to be designed with the technology, furniture, lighting, and natural light to support these future leaders in their development stages.

School design appears poised to become the next frontier for ergonomics. Some of the major furniture manufacturers are beginning to conduct more research into the classroom and how this physical environment can better support students. With an understanding of these needs — and a view to workplace trends — it is possible to improve educational outcomes. | CFM&D

Aaron Miller is a Canadian Certified Professional Ergonomist (CCPE) and an ergonomic consultant based in Kelowna, B.C. He can be reached at aaronmiller764@gmail.com

Canadian Facility Management & Design

Your social media starting point

By Steven Chester Perhaps you’ve finally decided that “now’s the time” to get started on social, or maybe you’re cringing at the thought of logging in to your Twitter account that hasn’t been touched in months.

If this is the place you’re in, it’s time to reassess what your social media goals are and get yourself to your social media starting point. Your goals could be just one or all of the below. In the case of the latter, take the time to rank the order of importance of each.

• Building your brand: Are you looking to develop new relationships? Then it’s time to listen to what others are saying, craft messages designed to inform, entertain and captivate your audience.

• Increasing website traffic: Have great content to share? Craft some meaningful messages to drive traffic to your content pages.

• Customer support and outreach: Your customer demographic is changing, and so are their communication needs. You’ll need a space to answer questions and gather feedback for your company.

• Sales leads: Yes, you can sell on social. In fact, if you’re not doing it, your competitor more than likely has the jump on you. LinkedIn, for example, is an incredible way to gather contacts and expand your reach through secondary connections.

Next up, we’ll talk about outreach. Hint: You’re nowhere near ready to craft that first post.

Steven Chester is the Digital Media Director of MediaEdge Communications. With 15 years’ experience in cross-platform communications, Steven helps companies expand their reach through social media and other digital initiatives. To contact him directly, email gosocial@mediaedge.ca or call 416.512.8686 x224.

April 2016 CFM&D 13

[ fm education ]

These pages sponsored by

BOMI

BY MICHEL THERIAULT

C A N A D A

THE RESERVE FUND APPROACH Condominium corporations in many provinces are legally required to set aside money every year to build up the funds to pay for major repairs by the time they’re needed. Michel Theriault explains how facility managers can take a page from their playbook and avoid the perennial competition over scarce resources

C

apital budgets for repair or replacement are often under-funded.

Facility managers constantly fight for replacement and renewal funding for their buildings, competing with other departments for limited resources.

This is partly because senior management doesn’t see the need to spend money on a facility that, to them, currently serves its needs adequately and partly because these often new funding requests have not been planned for in the current or next fiscal year.

Without a long-term view, an organization’s CFO may not be prepared 14 CFM&D April 2016

for the spike in funding requirements.

It’s possible to change that by using a reserve-funding approach with a longterm strategy instead of a year-over-year request process.

The approach sees money set aside every year, even if it isn’t needed yet.

Enough money is set aside so that when a major replacement or repair is needed, there are funds already available. This is done by establishing capital needs over a long timeframe, such as 25 or 30 years, and then working backwards to figure out how much should be put aside every year so adequate funds have accumulated just in time.

The principle is actually a legislative requirement for condominium corporations in many provinces. There is no reason a facility manager can’t use the concept for other facilities, whether corporate, retail, industrial, commercial or institutional.

It is most effective for new construction since there is more time to accumulate a reserve fund before major capital expenditures are needed. It’s also possible to simply put aside a percentage of the facility value each year and use that fund for capital replacement and refurbishment. The trick is ensuring the fund is left intact and not used for other purposes. Older facilities will demand accelerated reserve fund contributions to ensure there are sufficient funds for upcoming replacements.

By doing a full condition study using a consulting engineer, a facility manager can quantify the requirements with external expertise www.cfmd.ca

and more readily defend the requirements to senior management.

As an example, a charitable organization undertook this process not only to set up a reserve fund but also so it could justify having cash in its capital fund while still asking for

have ended up a little different from the overall reserve fund plan.

It’s possible for facility managers to develop capital reserves themselves with a spreadsheet if they have a small facility.

Alternatively, facility managers can use a firm who has software designed to

One of the strategy’s benefits is that it smooths out funding rather than requiring the large peaks in funding that typically happen with capital replacement. donations to support its charitable activities. The organization simply recognized that its facility was mission critical and needed to be treated as a valuable asset, not a disposable belonging.

Once the reserve fund is set it up and starts accumulating capital funding, do a review every five years or so with a qualified consulting engineer.

The engineer may suggest increases or decreases in the funding allocations based on current issues and conditions.

Of course, this has to be done with input from the facilities team to correctly identify reliability and maintenance issues and align any adjustments with the current capital plan, which may

develop capital reserves, who can also assess an organization’s capital assets for it.

The reserve-funding strategy requires buy-in from senior management to put aside the budget amounts. One of the strategy’s benefits is that it smooths out funding rather than requiring the large peaks in funding that typically happen with capital replacement. With a fund, facility managers won’t have to go begging for funding to deal with capital replacement as the needs arise; they’ll have a fund to draw from. It also ensures that one of an organization’s largest assets is kept up to date.

Start by developing long-term capital funding requirements, as far ahead as 25 or more years. It’s possible

to simply use standard lifespans for the replacements and rough estimates of the expenditures at this point. With this plan, the facility manager can show the anticipated peaks in funding requirements and identify the issues that will cause, along with the benefits of a stable, regular funding approach.

Once senior management approves the plan to implement a reserve fund, hire a qualified consulting engineer to refine the replacement requirements, their timing and costs based on age and observed condition. The facility manager should include his or her own knowledge about performance, repair history, criticality, etc., to refine the overall plan. Then work backwards to determine how much money to put aside each year to fund future needs. Even if an organization won’t put aside a reserve fund, this will provide the CFO with lots of advance warning of upcoming financial requirements for capital replacement projects.

While the idea of a reserve-fund approach is not common outside the condominium industry, it is an excellent way for facility managers to ensure they have the funding they need to manage and maintain assets for safety, reliability and value. | CFM&D

The preceding article expands on a blog post that originally appeared on the Built Environment website (www.thebuiltenvironment.ca).

Michel Theriault is principal of Strategic Advisor, a facility, property and asset management consulting firm. For more information, visit www.strategicadvisor.ca.

Canadian Facility Management & Design

April 2016 CFM&D 15

[ technology ]

BY JOHN KOPF

LIFE CYCLE SETS PACE OF CHANGE The sale of energy-efficient condensing boilers has been on the rise since they became available in the late 1990s. But as boiler technologies advance — with new features including multiple preset systems — their longevity means switchover takes time

flue gases, condensing water vapor in the process. In theory, it can increase the efficiency of a standard cast iron boiler by up to 10 per cent.

CONTROLS

W

ith an operating life measured in decades, new boiler technologies take a long time to become the status quo. Today, cast iron, non-condensing boilers still account for about 60 per cent of installations, but the market continues to shift as building system designers, owners and managers demand greater efficiencies, advanced controls and the ability to integrate with renewable energy.

Energy-efficient condensing boilers first appeared in the market in the late 1990s and their sales have since grown exponentially. These boilers condense hot water vapour into liquid water to extract additional heat from the exhaust gases. Recovering this latent heat of 16 CFM&D April 2016

vaporization makes the condensing boiler heat exchanger up to 10 per cent more efficient than a conventional boiler operating in the proper conditions.

Standard efficiency is anything below 90 per cent annual fuel utilization efficiency (AFUE), while more than 90 per cent is considered high efficiency.

To reach levels above 90 per cent, specifiers should consider installing a condensing boiler, as these units offer the greatest thermal efficiencies. Typical aluminum or stainless steel condensing models offer efficiencies greater than 90 per cent AFUE. Some boiler manufacturers currently add a secondary heat exchanger or recuperator to improve the efficiency of conventional, non-condensing boilers.

In this case, a secondary heat exchanger recovers the latent exhaust heat from the

Multiple preset systems are a popular new boiler control feature. These units feature pre-set heating systems for typical operating conditions built into the controller so installers don’t have to enter specific supply or return temperatures during installation. The contractor only inputs the specific application — such as radiant heat, snow removal or domestic hot water — which reduces installation costs and time while increasing reliability.

In addition to ease of installation, condensing boilers feature significant advancements in boiler control that include remote control and diagnostics, boiler-to-boiler communications, modulating from maximum input to minimum input, rotating lead lag and integration with building automation systems (BAS).

Facility managers want immediate access and control of a mechanical room no matter the location. Boilers today can be controlled through an iPhone or Android phone, computers and tablets and other devices, allowing an operator to change and optimize settings, review alarms and adjust parameters to changes in weather.

Many institutional buildings such as schools or hospitals have multiple boiler setups for redundancy and reliability. Other facilities have installed or retrofitted to multiple modular boilers for various reasons like cost or space restrictions. In this case, installation of an intelligent boiler sequence control can provide significant energy savings.

Modern condensing boilers also have the ability to communicate with building automation systems. The benefits of building automation are www.cfmd.ca

improved occupant comfort, efficient operation of building HVAC systems and reduction in energy consumption and operating costs.

Another advancement is 0-10 VDC output signal. This feature provides easy integration with older boilers, such as cast iron, that don’t have sophisticated controls, and is especially valuable if a boiler fails in a facility with multiple boilers.

With 0-10 VDC, instead of replacing all boilers, a facility can install one condensing boiler to improve efficiency and run that unit as the primary boiler.

If more heat is needed, the output signal turns on an older boiler — which is most efficient at full capacity anyway — and then modulates the condensing boiler.

This hybrid system improves the overall efficiency of the system and requires less initial investment for the customer.

Programmable zone options also have advanced in design. In the past, boiler manufacturers offered zone pump or zone valve controllers for maintaining separate conditions in different areas of a facility. This feature would activate either the pump or valve that controls the flow of water through the radiator.

Today’s technology enables different programmable zones that don’t require additional external panels.

out plate. Inside the heat exchanger are pins to increase the heat transfer area.

Maintenance personnel simply remove the front plate to access the inside of the heat exchanger. The areas between the pins can be then easily cleaned and flushed with water.

Predictive maintenance is another new trend, giving maintenance personnel a predictive analysis of what may happen

to a boiler over a specific length of time such as the next six to 12 months.

Manufacturers have developed this technology by factoring a certain set of parameters and based on changes in those factors can predict when specific maintenance procedures – such as cleaning tubes or a heat exchanger — should occur to prevent catastrophic failure.

FLEXIBLE & RESILIENT

MAINTENANCE

The ease of cleaning and maintenance of condensing boilers varies based on the type of technology and material design. Stainless steel condensing boilers feature either a water tube or fire tube heat exchanger. The water tube stainless steel heat exchanger consists of water inside a spiral tube with the flue gases on the outside. These units can be more difficult to clean due to the spiral design.

The fire tube contains the flue gases on the inside and water on the outside.

These are typically straight tubes, allowing a facility manager/operator to open the lid and easily clean them. As a result, fire tubes are becoming more popular in stainless steel condensing technology than water tubes.

Aluminum condensing heat exchangers feature separate sections bolted together and include a cleanCanadian Facility Management & Design

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DURABILITY

Condensing is a fairly new technology, so it’s difficult to prove the durability of these units. With proper maintenance, it’s likely that these units can last anywhere from 15 to 20 years.

Annual efficiency monitoring of the heat transfer fluid in condensing boilers with aluminum or stainless steel heat exchangers is recommended. Depending on the results, action can be taken to improve boiler efficiencies, resulting in lower annual operating costs.

Standard, cast-iron boilers, on the other hand, can have a longevity advantage. It’s not uncommon for a cast iron boiler to have a useful life between 30 and 50 years. These conventional boilers are also designed to access tight spaces such as narrow hallways and small elevators, often a key factor in retrofit applications — which make up 90 per cent of boiler installations. The installer can bring one cast iron section at a time where a complete boiler assembly is too large for the available entryway.

Another new development in improving the life of condensing heat exchangers is the development of a nonmetallic condensate base, which greatly reduces heat exchanger corrosion.

While highly durable composite bases are not affected by acidic condensate, aluminum or stainless steel bottoms are affected. A non-metallic heat exchanger base protects against corrosion due to aggressive condensate resulting in longlasting service.

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The future of boiler design is integration with renewable heating sources such as solar energy, geothermal, wind and biomass. Solar energy, for example, is popular in western U.S. states to preheat water tanks.

A solar water heater typically will not provide enough heated water by itself, but it can increase the energy efficiency of the system and work in tandem with a boiler. When water temperature drops below a certain level the boiler is activated to provide supplemental heat.

In mild climates, geothermal energy is becoming more prevalent. This application uses ground source heat pumps for heating and for cooling.

Geothermal heat pumps use the natural warmth of the ground several feet below the soil to pre-heat water. A geothermal heating method can reduce the amount of natural gas, electricity or oil that a boiler uses to save energy. When more heat is needed, an electric or a conventional hydronic boiler is activated.

The use of boilers installed in combination with renewable technologies and eco-friendly heating systems to improve efficiencies is on the rise. | CFM&D

John Kopf is senior product manager with Weil-McLain, a designer and manufacturer of hydronic comfort

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The preceding article is reprinted from Canadian Property Management,

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FEATURE

BY MICHELLE ERVIN

CFM&D SALUTES ARVID STONKUS As we wish our founding and long-time publisher well in retirement, we look back at the history of the magazine, and with it, the legacy he leaves the facility management industry

W

hat’s a facility manager? It’s a question that has been asked many times.

It’s a question that Arvid Stonkus asked too, when he found himself at a facility management exhibition and conference in Toronto 30 years ago. It’s also a question that Stonkus answered much earlier than most.

For that reason, the founding publisher of CFM&D undoubtedly deserves credit for helping to put the profession on the map in Canada. As he retires, some of the people who know him best look back on his contributions, recognizing him as a smart businessman, personable colleague, generous mentor and loyal friend who has done so much to champion the industry.

At that first facility management exhibition and conference, Stonkus, who was publishing computer magazines at the time, recalls being struck by the mixed bag of products on display. There were computers and computer software alongside flooring, furniture and lighting.

He says he was intrigued to find out who the trade show’s attendees and exhibitors were and what magazine would cater to them with editorial on the benefits of investing in work spaces to promote productivity. As it turned out, that publication didn’t exist — yet — so he struck a deal with trade show manager Jim Chambers, then facility manager for Ernst & Young, to launch a magazine at the following year’s show.

The first issue of Canadian Facility Management, as the magazine was originally known, launched in April/ May 1987. It featured the York Mills Centre, which was under construction Canadian Facility Management & Design

� in Toronto, in the debut cover story.

With its interior structure, individual lighting systems and raised floors, the building was marketed by the developer as intelligent.

“At that time, the facility management career path was just beginning to evolve, because of the construction of ‘intelligent’ buildings,” says Stonkus. “Previous to that, the decision maker for buying products for the office really fell to the administrative assistant (or CFO or CEO in large buildings), but certainly not a

Arvid Stonkus, the founding publisher of CFM&D, helped put facility management on the map in Canada

specialist with an understanding of how people worked in the workplace, based on the structure of the interiors.”

He traces the beginning of the profession back to an invitation-only meeting hosted

by Herman Miller in Michigan. It was there that facility managers from Fortune 500 companies, including those who would go on to found the International Facility Management Association (IFMA), gathered to discuss the office of the future, in the context of these emerging intelligent buildings.

April 2016 CFM&D 21

MAJOR MILESTONES

1987

1989

1991

1994

The first issue of Canadian Facility Management launches. The York Mills Centre appears in the first cover story.

Stonkus starts the Canadian Facility Management Expo & Conference.

The Canadian Facility Management golf tournament tees off. Over the next 20 years, the popular charity event raises $100,000 for Variety Village.

& Design is added to the name Canadian Facility Management.

Stonkus connected with IFMA in the early years of publishing Canadian Facility Management. He produced at least one of the show guides for the Texas, Houston-based organization’s conference here, which ran for two years following a two-year run of the conference put on by Chambers.

When IFMA folded its satellite show of the day to focus on its World Workplace event in the U.S., Stonkus stepped in to run a homegrown show. The Canadian Facility Management Expo & Conference launched in 1989 with the sponsorship of Public Works and IFMA Ottawa, as well as Global, Herman Miller, Interface, Steelcase and Teknion.

Ray Townsley, senior vice president of business development for North America at Global, met Stonkus roughly 25 years ago when the company he was with exhibited at the trade show. He remembers Stonkus persuading him of the value of participating, calling him “a hell of a salesman.”

Global advertised, and continues to advertise, with CFM&D based on the substance of its educational content, Townsley says, adding that Stonkus used his knack for networking to promote the industry, and not out of self-interest but because he truly cares about it.

“It’s so hard to describe because in today’s fast-paced world, people, I find, to a large degree, are not genuinely engaged, and I’ve always found him to be engaged,” he says. “It’s more than just a job, it’s more than owning the magazine; it’s about truly embracing people that you deal with in business, and that’s a dying art.”

Now Townsley considers Stonkus a friend, one in a group of four that finds time to play a round of golf every year.

In 1991, Stonkus combined his passions for the sport and the industry 22 CFM&D April 2016

for a good cause. That was the year the annual Canadian Facility Management golf tournament teed off for the first time at Emerald Hills Golf Club. The popular charity event sold out for the next 20 years running, ultimately raising $100,000 for Variety Village.

For Stonkus, the cause was personal.

His son Michael used Variety Village’s facilities, and as a result of the funds raised through the golf tournament, Michael’s school was able to participate in Variety Village’s program.

Stonkus’ basketball teammates were always on hand to help out at the golf tournament. An accomplished athlete, he played in a Masters league until 2005, traveling to tournaments all over the world, including in Australia, Copenhagen, Finland, Florida and Edmonton.

These days, Stonkus cheers on his son Ben, who plays basketball for St. Michael’s College School. He also continues to golf with the group of four friends that includes Townsley and Paul Kelly, principal of Strategic Space Integrated Services.

Like Townsley, Kelly too regards Stonkus as a friend, but also as a mentor who opened doors for him. Stonkus was one of the first people Kelly was introduced to when he started out in the industry in the late 1990s as a sales rep for ISE. “For some reason, I just clicked with the guy — he’s so personable and so easy to know,” says Kelly. “He is extremely generous with his time, and very loyal, not just to us but extremely loyal to the industry, and will do anything to promote the industry.”

Kelly got to know Stonkus through their involvement with IFMA Toronto, where they drove membership and organized events while Kelly served on the social committee and Stonkus served

on the education committee. He likens Stonkus to an ambassador, highlighting how Stonkus made a point to travel to U.S. shows such as NeoCon and World Workplace, ensuring they would have Canadian representation.

Indeed, the long-time publisher of CFM&D, who served on IFMA’s board of directors and on the founding team that developed IFMA’s balanced scorecard and strategic plan, has been internationally recognized for his contributions to the industry. In 2000, on the same day his son Ben was born, Stonkus was named an IFMA Fellow in New Orleans.

“It’s not surprising that Arvid is an IFMA Fellow, because he really was somebody who recognized the profession of facility management so early on and really was there right from the beginnings in Canada — before facility managers were calling themselves facility managers,” says Pamela Young.

Young, who served as editor of CFM&D from 2007 to 2013, now works as a communications manager for LGA Architectural Partners and PLANT Architect Inc. and content writer and editor for B+H Architects.

That she sees copies of the magazine around their offices points to how it has raised the profile of the profession, especially amongst other built environment professionals.

It used to be that architects would design a building, and then the facility manager would get the keys to the completed project to operate as best as he or she could, she explains. Today, she says, as buildings become increasingly complex, architects view facility managers as important collaborators with valuable feedback.

By the time Michel Theriault, principal of Strategic Advisor, arrived in www.cfmd.ca

2000

2004

2012

2016

The International Facility Management Association (IFMA) names CFM&D publisher Arvid Stonkus an IFMA Fellow in New Orleans.

The last year of the Canadian Facility Management & Design Expo & Conference before Stonkus sells the trade show to the Association of Registered Interior Designers of Ontario (ARIDO). The show becomes part of IIDEX/NeoCon Canada (today IIDEXCanada).

MediaEdge Communications buys CFM&D from Stonkus, Stonkus stays on as a publisher.

Stonkus officially retires. CFM&D talks to the clients, colleagues and friends he’s made along the way, who recognize his impact on the industry and wish him well in retirement.

Toronto more than 15 years ago, Stonkus had become the local face of facility management. Between the magazine, trade show and golf tournament, he says that Stonkus had a significant presence, which explains why Stonkus is regarded as a statesman of the industry.

“I think he’s been a part of the gradual development of facility management into a profession from just a job by bringing people together at his conference and educational events, by producing the magazine which gave people in our industry a broader view of what we did for a living and exposed us all to new and different solutions and things that other facility managers were doing,” says Theriault.

Stonkus believes that in the mid1990s, his show was the first to broadcast speakers to sites across Canada. In a demonstration of emerging possibilities, audiences in 10 locations spanning from Vancouver to Newfoundland could see, hear and ask questions of presenters in Toronto using the conference centres of Transport Canada, who sponsored the technology.

“The technology was certainly cumbersome — it was like a movie set.

It took us two days to get set up,” he recounts. “And here we are now — the set-up is with your iPad, iPhone and you’re running away.”

The Canadian Facility Management & Design Expo & Conference ran until 2004, following which Stonkus sold the show to the Association of Registered Interior Designers of Ontario (ARIDO).

Even before that, the friendly competitors had a marketing relationship, says Tracy Bowie, vice president of IIDEXCanada. Afterwards, Stonkus continued to support the show, helping with education and exhibitors for a number of years.

Canadian Facility Management & Design

“He’s always been very involved, is very well-liked, and has always been such a gentleman,” says Bowie, “and he had a great magazine, and a great trade show, and a great base of knowledge and a lot of friends and colleagues in the industry.”

Susan Wiggins, former CEO of Interior Designers of Canada, fondly remembers how Stonkus was a fixture of IIDEX, where he could be spotted chatting with attendees and exhibitors as he walked the show floor.

“When I ran into him in the halls it was always the same — ‘Susan, you have to …’ and he would list three or four connections or contacts that he had scouted for me — not him or CFM&D,” she says. “A connector of everyone; that’s Arvid.”

In 2012, Stonkus sold CFM&D to MediaEdge Communications, but stayed on as a publisher. Kevin Brown, president of MediaEdge, recognized Stonkus’ success in the Canadian trade publishing arena, noting that Stonkus is known for his strong work ethic, affable personality and his desire to deliver intelligent marketing solutions to his many clients.

“We had been trying to acquire Arvid’s industry-leading facility management and design magazine for a number of years and were elated when he finally agreed to join the MediaEdge team,” says Brown. “I am grateful for the significant goodwill and the many solid industry relationships that he now leaves with us to continue.”

That goodwill and those industry relationships are likely the product of Stonkus’ efforts to forge personal connections with clients, to which Stonkus’ wife, Nancy Pitts, can attest.

Pitts, who pitched in at the Canadian Facility Management & Design

Expo and Conference, observes that Stonkus not only knew every exhibitor by name but strived to learn their individual stories.

“He took such pride in his clients and how their businesses grew,” she says.

Pitts, who currently works as a co-op teacher, was even able to place students through his connections. She remarks that facilities management has evolved so dramatically over the years, pointing out that students can now take courses at post-secondary institutions to prepare for a career in the profession.

As Stonkus retires, he sees well-being in the workplace as one of the big imperatives facing the industry, citing the Sodexo report The Next Frontier of Performance: Findings from the Inaugural Quality of Life Conference.

There are signs that companies are rising to meet this challenge — particularly as mental health becomes destigmatized — with increasing recognition that if employees are suffering, so will productivity.

When the long-time publisher of CFM&D envisions the future, he talks about how Steve Jobs would go for walks, rather than sitting inside, to contemplate complex problems.

“Wouldn’t it be great if people had the chance to walk the campus with a dog on their health break with their peers?” Stonkus asks rhetorically.

It’s the type of scenario he foresees becoming a reality within his lifetime.

Already, he says, companies are bringing dogs into the workplace to make employees feel more at home.

So, what’s a facility manager? The answer has changed along with changes in the workplace, but it’s a question that gets asked less and less, thanks to the industry’s champions, Stonkus among them. | CFM&D April 2016 CFM&D 23

FACILITY DESIGN

�

Energy-saving ‘earth tubes’ draw air underground, where it is warmed or cooled a few degrees, depending on the weather, before it is piped into USTC’s newest building.

24 CFM&D April 2016

www.cfmd.ca

TEST TUBES A novel installation at the University of Toronto Scarborough’s new Environmental Sciences and Chemistry Building is expected to contribute to its anticipated LEED Gold status — an ambitious target for facilities with energyintensive laboratories

PHOTO BY MICHAEL MURAZ

BY MICHELLE ERVIN

Canadian Facility Management & Design

S

ix shiny metal tubes peer out of the ground like periscopes from a submarine. With vents across their midsections, they are reminiscent of de-labelled food cans but for their slanted tops.

The tubes, which run 80 to 90 feet in length, draw fresh air underground before piping it indoors. The temperature of the ground is more stable than the temperature of the air, so this journey either cools or warms the air a few degrees, depending on the season.

Located at the University of Toronto Scarborough’s new Environmental Sciences and Chemistry Building, which officially opened in January, these “earth tubes” are just one of the features expected to help earn it LEED Gold status — an ambitious target for facilities with energy-intensive laboratories.

The tubes are believed to mark the second and largest such installation in the GTA. The first installation occurred at the Earth Rangers Centre for Sustainable Technology in Vaughan, Ontario.

Projected to generate roughly five to 10 per cent in energy savings, the tubes will work in tandem with 77, 600-feetdeep geothermal wells, which themselves are forecasted to generate 30 to 35 per cent of the facility’s energy needs.

“Geothermal systems are not exactly new, but in most cases, what happens is the well points are installed beside the building,” noted Jim Derenzis, director of facilities management, UTSC. “Here, because of space restrictions, we didn’t have that luxury, so we decided to go straight under the basement slab.”

Down a narrow corridor, cast in UV light that kills bacteria, the earth tubes connect to the building at basement level, through concrete pipes measuring two metres in diameter. Sheet metal baffle, which causes the air to eddy, spending more time in the tube cooling or warming before traveling to the mechanical system, is visible from the opening of the pipes.

On the main level in the atrium, a glass screen and floor opening put one of the tubes on display as it charts a waterslide-like course into the building, in an educational demonstration befitting the facility’s function.

Likewise, Diamond Schmitt Architects positioned the laboratories in the fivestorey, 110,000-square-foot building above ground rather than relegating them to the basement as would traditionally occur. The $52.7-million design-build project, constructed by EllisDon, represents the second facility in the University of Toronto Scarborough’s April 2016 CFM&D 25

FACILITY DESIGN

ďż˝

Complementary workspaces let students collaborate outside the labs

seven-year, $500-million master plan for its new campus precinct.

The building links to the Instructional Centre, the first facility on the post-secondary institution’s north campus, by underground tunnel. Later will come a 750-bed student residence, hotel/conference centre, social science building and 26 CFM&D April 2016

new parking as well as an anticipated rapid transit stop.

A sky-lit atrium bisects the building length-wise, grouping together offices in one wing and lab spaces in the other.

Modular lounge furniture, in a bright orange and abstract camo-coloured print, snakes through the atrium, giving students a place to congregate casually. www.cfmd.ca

PHOTOS BY TOM ARBAN

�

At ground floor, the Catalyst Centre provides flexible meeting space in the administrative wing, while the firstyear teaching labs enjoy ample natural light, thanks to glass partitions and glass flume hoods.

“All the first-year teaching labs are on the ground floor,” said Andrew Arifuzzaman, chief administrative officer, Canadian Facility Management & Design

Teaching labs organize students into six pods of 16 with a flexible, open benching system.

UTSC. “We wanted to bring that sense of animation to let people see people doing science.”

The layout of the labs organizes students into six pods that accommodate 16 students each. Demonstrations occur at the front of the lab, where instructors have a clear sightline to students using the flexible, open benching system.

A central prep area encourages spontaneous interactions between students from different disciplines. As a measure of safety, a special elevator with wave-door controls connects students to the second-floor lab, so they don’t have to travel far with chemicals. Similarly to the movement in office environments toward unassigned spaces, different disciplines share the labs in a way that allows groups to expand and contract as grant money ebbs and flows.

Emergency power is especially important in these facilities, as outages can affect experiments taking place in the labs. A 10,000-litre diesel generator, located on the sixth floor with rest of the building’s guts, is sized for extended power outages.

During the 2013 ice storm that walloped Toronto, UTSC lost power for three days. Since there is a 10 to 15-second gap between an outage and the switchover to the generator, the facility also relies on an uninterruptible power supply (UPS) unit.

Only the lab used for the study of hydrodynamics is housed in the building’s basement, where there is access to floor drains for activities such as chemical spill modeling.

The facility’s core users are faculty, staff and nearly 200 graduate students in the University of Toronto Scarborough campus’ Environmental Science and

Chemistry programs. They research issues including climate change, groundwater pollution in urban settings and rising sea levels.

The design of the building speaks to this educational focus with its views to Highland Creek, which are shaded by fins of varying depths that dance with the sun to create dynamic interest that shifts with the time of day.

“A visual connection is made between the appearance of this building on the edge of a ravine and its academic pursuits rooted in nature and the environment,” said Nigel Tai, associate, Diamond Schmitt Architects. “You could say nature inspires this highly sustainable building, the building inspires the researchers, the researchers help sustain nature.”

Back outside, on the surrounding grounds, permeable pavers give the fire lane grass cover. Like the earth tubes, the turf-concealed fire lane is one of the rare elements that makes the Environmental Sciences and Chemistry Building unique.

If the University of Toronto Scarborough went into the capital project viewing these and other unique features, largely untested in the GTA, as something of a science experiment, today the postsecondary institution sees it as a successful one worth replicating.

Other post-secondary institutions are taking note, with some staff stopping by to tour the new lab facilities. As CFM&D was going to press, UTSC received word that the Environmental Sciences and Chemistry Building had earned LEED Gold certification. | CFM&D April 2016 CFM&D 27

[ management memo ]

BY HILARY SCARLETT

THE SCIENCE OF CHANGE Research suggests that, because brains are prediction machines, people prefer receiving bad news over living in uncertainty. In an excerpt from her book, Hilary Scarlett explains the neuroscience behind some of the barriers to organizational change

C

ompanies used to review their strategies only occasionally; now they have to do it every couple of years. Companies that don’t change fast enough are soon out of business. Organizations constantly have to change and they expect employees to deal with it and remain resilient.

Research by John Kotter (1995) and others shows that many change efforts fail and the reason for this failure is not a lack of planning but the failure of leaders to take people with them — a failure to engage them. When organizations are going through change, particularly prolonged periods of change, they are at their most vulnerable: productivity typically drops off, customer service is impaired, competitors pounce.

Helping people to accept and actively support change would be easier for leaders if they understood more about the brain and how the brain perceives change. Once they understand the brain better, they can start to work with it rather than despite it. Two key points for leaders to keep front of mind are that brains are not designed for the 21st century workplace and they do not like organizational change.

Brains are prediction machines — they want to predict and make meaning.

If they can predict, they are better able to keep people out of harm’s way. What does significant organizational change mean? It means brains cannot predict what is going to happen. Ambiguity is even worse because brains really don’t know what to make of it.

In fact, research studies suggest that 28 CFM&D April 2016

people can live more comfortably with certainty about a negative outcome than uncertainty. Huntington’s disease is genetically inherited: if one parent has the disease, then children have a 50 per cent chance of having the gene. To know that one has this progressive, incurable disease would be devastating. However, research (Wiggins et al, 1992) suggests that people who have the test, whether the test proves negative or positive, feel better — that is to say, lower scores for depression and higher scores for wellbeing — than children of sufferers who live with the uncertainty of not knowing whether they have inherited the disease.

Once people have certainty, they begin to know what the story is, they can make meaning, tell themselves a narrative about what is happening; they can begin to plan, based on that story. Once people have meaning, they spend less time trying to make sense of it, less time and energy ruminating.

But if people don’t have certainty, they don’t know what the story is, and they endlessly work through the different possibilities and the various scenarios and the potential impact on them.

This was observed in one of the large UK banks after the global banking crisis of 2008: the bank pulled together those parts of the company that were going to be closed down or sold off and a significant number of employees found themselves in this division or volunteered to join it. One would imagine this would be an unhappy and anxious place to be, with employees worried about the future. However, employee engagement surveys showed the employees in this

part of the bank to be more positive than those in the main bank.

When employees were asked about these findings, they put them down to the fact that although they knew they would have to leave the bank at some point in the near future, at least they knew this for a fact and could start to plan around it. They had a narrative they could work with. Those who had volunteered to be in this part of the bank were noticeably more upbeat, because they had chosen this path. Although employees in the main bank seemed to have more certainty about their future, because of the precariousness of any job in the banking sector at that time, they actually felt more anxious because they were less sure about their future than those in the division being closed down.

The ability to predict is not the only reason why brains like certainty.

Being certain removes psychological discomfort. When people are in a familiar and comfortable situation at work, their brains can work on autopilot, so to speak, using neural pathways that have been used many times before, with strong synaptic connections. However, when people feel uncertain, several areas in the brain become active, in particular those parts of the brain that are part of their fear network.

Uncertainty registers as an error or a gap — something that must be dealt with before people can feel comfortable again. The orbitofrontal cortex (OFC), part of the prefrontal cortex just behind the forehead, acts as an error detector, and appears to have a role in reporting whether a current situation is dangerous or worrying in some way and in guiding decisions and behaviour appropriately (people with damaged OFCs cannot properly weigh up the chances of failure). The dorsal anterior cingulate cortex (dACC) acts as an alarm and is part of the brain’s pain network. When www.cfmd.ca

people detect a conflict, activity in the dACC increases (Botvinick et al, 2004) and drives them to adjust what they are doing to resolve the conflict.

When people are feeling uncertain, there is more connectivity between the dACC, the amygdala — which deals with emotions and is particularly associated with fear — and the insula, which generates social emotions such as pride and guilt. The insula also helps people to prepare themselves, e.g. helping them to imagine what a cold swimming pool will feel like before they jump in.

Research using fMRI (Hsu et al, 2005) shows that the more ambiguity people are faced with when making a decision, the more activity there is in the amygdala and orbitofrontal cortex and the less there is in the striatal system — part of the reward network. It follows that having certainty is rewarding to their brains: it is linked to the activation of the ventral striatum and release of the neurotransmitter dopamine. This in turn feels good and has a positive impact on a person’s ability to focus and perform.

When people are confused about

something, and then someone clarifies what he or she meant or what was going on, they then feel much better.

There is an important message in all of this for both leaders and employees: if people are struggling with change, it is not a sign that they are weak or failing in some way. Their brains don’t like it.

They are prediction machines that are not REFERENCES

1. Botvinick, M M, Cohen, J D and Carter, C S (s2004) Conflict monitoring and anterior cingulate cortex: an update, Trends in Cognitive Sciences, 8 (12), pp 539–46.

2. Hsu, M et al (2005) Neural systems responding to degrees of uncertainty in human decision-making, Science, 310 (5754), pp 1680–83.

3. Kotter, J (1995) Leading Change: Why Transformation Efforts Fail, Harvard Business Review 4. Wiggins, S et al (1992) The psychological consequence of predictive testing for Huntington’s disease, New England Journal of Medicine, 327 (20), pp 1401–05.

This preceding excerpt from Neuroscience for Organizational Change by Hilary Scarlett is reproduced with permission from Kogan Page Ltd. Hilary Scarlett is a consultant, writer and speaker, and director of Scarlett & Grey. Her work has spanned Europe, the U.S. and Asia and concentrates on the development of people-focused change management programmes, coaching and employee engagement. She is currently conducting research into applied neuroscience with four major organizations in the private and public sectors.

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designed to deal with the ever-increasing speed and quantity of organizational change. Brains don’t feel comfortable with it. People need to be empathetic toward themselves and toward others.

That is not to say be complacent — the rest of this book provides thoughts and strategies as to how to help people adapt to, and support, change. | CFM&D

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[ operations & maintenance ]

BY JEFFREY GAYER

WHAT’S YOUR EXIT STRATEGY? Emergencies, by definition, are sudden and unexpected.

The potential scenarios, ranging from natural disasters to workplace violence, are myriad, but the principles of preparedness, which include planning for building evacuations, are universal

A

ccording to the Canadian Centre for Occupational Health and Safety, many businesses are ill-prepared for an emergency, mostly because they have an attitude of: “It can’t happen here.” Oh, but it can.

An Insurance Bureau of Canada report found that nearly 4,000 earthquakes rattle the country every year. Most of them are so small that they go unnoticed, but the same report says a major earthquake — one that could cause damage of $60 billion to $75 billion and have a ripple effect through the Canadian economy — is likely within the next 50 years.

And an earthquake isn’t the only emergency event that could occur.

Other such unplanned incidents could include a fire, a terrorist attack and workplace violence.

This is why building managers should have a program in place to deal with emergencies. Besides potentially helping to save lives, appropriate planning can help reduce damage to a facility and allow its operations to be restored sooner.

So what goes into creating an emergency plan?

GENERAL PREPAREDNESS

Start with some general considerations for building evacuations and safe zones.

Know where all exits are and make sure they are all properly marked. Also make sure exit doors are wide enough — per the local building code — and that they open in the direction of travel to exit the building. Lastly, make sure the exits are clear. There should be 30 CFM&D April 2016

no debris or vegetation blocking any exit; during certain times of the year, this might require the custodial staff to make sure that ice and snow buildup does not block fast and efficient egress.

In some cases, leaving the facility during an emergency is not an option.

In such situations, designate an area away from glass, flying debris, and combustible materials as a safe zone.

This area should be stocked with emergency supplies, including firstaid kits, flashlights, an emergency cell phone, and drinking water, among other things. Mark all items with the date they were last tested or inspected.

As part of the emergency program, check emergency supplies every two or three months. (More on first-aid equipment below.)

FACILITY-SPECIFIC PLANS

The preceding items addressed general emergency preparedness plans. Be aware that plans will vary depending

on how a building is used. For instance, the needs of office building occupants in an emergency situation will differ from those of industrial or manufacturing centre occupants. That’s why building managers should also have facilityspecific plans in place. They should include the following provisions.

Detail who should do what during an emergency, including who should remain in the facility as long as it is safely possible to ensure all inhabitants have safely evacuated. Document that plan in writing, store it in a safe but accessible area, and regularly review it with the people who will most likely be called upon to assist building users when an emergency strikes. And don’t forget to make sure there is a battery-powered alarm system in the facility in case there is no electricity during an emergency.

Also put someone in charge of and post an emergency evacuation plan (for instance, in most facilities it is advised to not take elevators but to use stairways instead). As part of this plan, businesses should know how many employees work inside their facility on a daily basis.

While this number can vary from day to day and during certain times of the day, maintaining a list of employees helps administrators make sure that everyone has been accounted for, whether they have been moved to a secure area or evacuated from the building.

EMERGENCY EQUIPMENT

Even with all these steps in place, there is always the possibility that building occupants will suffer injuries due to an emergency situation. Having an effective, “first responder” first-aid kit on hand is essential to making sure these injuries are attended to quickly and properly.

A “first responder” is typically someone with special training whose job it is to be the first person on-site to respond to www.cfmd.ca

various emergencies. However, in some cases, designated building management staff may be called upon to act like a first responder until these professionals to arrive. While these designated building management staff should not undertake emergency medical procedures that they are not trained to do, there are interim steps they can take to help deal with an emergency situation.

In order to do so, they will need access to the following items: • Safety manuals and guidebooks such as those published by the Canadian Centre for Occupational Health and Safety.

• First-aid and emergency kits with the capacity to meet the facility’s needs.

• Material Safety Data Sheets (MSDS) or Safety Data Sheets (SDS) on products included in the first-responder kit.

• An automated external defibrillator (AED), oxygen tank, and gas detector or monitor, as needed.

Envirowall_CFMD_April_2016_FINAL.pdf

Do not take selecting emergency firstaid or first-responder equipment lightly.

Take the time to research the different products available from different manufacturers. Use quality, not cost, to guide this decision. Further, it is a good idea to select all emergency tools and equipment from the same vendor.

This results in a synergy among the tools, instructions on how to use them, safety data sheets, etc., which will make the job of attending to an emergency easier and quicker. Make sure the first-responder kit is compact, is designed to be carried easily, and is kept handy so it can be accessed quickly. This may mean having multiple first-responder and first-aid kits throughout a facility.

After purchasing emergency equipment, ensure building management knows how to use the equipment. This may require ongoing training.

As a final note, before re-entering a facility after an emergency, make sure 1 2016-04-15 2:00 PM it is safe. Clearance should be provided

by building engineers, police, or fire personnel.

While it’s true that emergencies have turned many people into unexpected heroes, it is not enough to depend on an unexpected hero to just materialize in an emergency. Building managers must plan for emergencies, starting with general preparedness considerations, then identifying facility-specific needs and lastly making emergency equipment and manuals available. | CFM&D Jeffrey Gayer is vice president of product development and marketing for Impact Products, LLC. Impact Products is a leading manufacturer of professional safety tools, equipment, first aid kits, and protective gear for people in a variety of industries, from cleaning and construction, to building management and food service. He can be reached via his company website at www.impactproducts.com.

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Canadian Facility Management & Design

WWW.IFMA-TORONTO.ORG

April 2016 CFM&D 31

FOCUS ON EDUCATION FURNITURE

MULTIPLE CHOICE The latest class of campus-friendly furniture lets students move through the physical environment as effortlessly as they do the virtual environment. Think chairs on casters and pods with power

Allsteel’s Rise is modular stadium seating ideal for collaborative work in environments ranging from atriums to conference rooms to lounges. Available in two-tier or three-tier options, as well as inside and outside corner pieces, Rise is designed to support the postures people naturally take when coming together to talk, listen, share, or brainstorm. Options include a metal tray that creates a hard surface for writing and corded, four-wire or hardwired power. The soft seating is available in a single upholstery or mixed and matched upholsteries for the seat and sides.

Teknion’s Variable HybrED seating is designed to transform traditional classrooms into modern environments with its compact, light-weight, mobile, self-contained chair and desk.

Alessandro Piretti blended the Variable multi-purpose seating collection’s ergonomic, patented flexing-back plastic shell, available in 12 colours, with a cantilevered frame shaped around providing comfort in educational settings. An optional doublearticulating arm with a tablet rotates 180 degrees around a swivel seat, enabling ease of access and side sitting.

The cocoon-like Brody WorkLounge from Steelcase is billed as an alternative to enclaves in open spaces such as libraries. The modular, space-optimizing solution creates a microenvironment for students and workers with privacy panels and built-in power and storage. Ergonomic features include a personal work surface with built-in arm support and up 40 degrees of pitch as well as patented lumbar technology for lowback support and a soft-edge seat. Surface materials come in colours ranging from the neutral DesignTex Gamut Pewter to the bright DesignTex Gamut Persimmon.

32 CFM&D April 2016

www.cfmd.ca

COURTESY OF HERMAN MILLER

SixE Learn is the latest addition to HOWE’s family of shell chairs, named for their efficiency, elegance, ergonomics, ease of handling, economics and environmental credentials. Designed

by PearsonLloyd, the collaborative chair provides storage in its personal work surface. The heightadjustable seating also features 360-degree arm rotation, sliding slots underneath the storage unit, an integrated tablet stand and is available with a bag hook and cup holder. SixE Learn comes in six shell colours, a side and armchair version and seat-pad upholstery option.

The Electric Dual Flat Screen Multifunction Desk from ISE’s Line-of-Sight Design Series was developed by Mark Müller to support the instant switch from lecture to computer-based learning for increased room utilization. The desk stores any flat screen, including all-in-one PCs, dual monitors and iMacs, and comes in a variety of sizes and finishes such as laminate and wood veneer. A wireless remote control allows all flat screens to be operated at once, while up/down switches let individual users adjust their screens. The rear modesty panel features hidden magnets that make it fully removable.

Herman Miller has elevated its Sayl chair — literally — with a stool version suited to high tables or counters. Conceived by San Francisco-based designer Yves Béhar, the chair was inspired by the engineering principles behind the Golden Gate Bridge. Elastomer material stretches across the unframed suspension back. Thanks to support from a suspension tower, the Sayl stool delivers range of motion and tension where they’re each needed. Options include adjustable arms, adjustable seat angle and depth, adjustable lumbar support as well as black, fog or polished aluminum base and 2.5-inch carpet casters or 2.5-inch carpet or hard floor casters.

Global’s versatile Swap™ tables come in round and square tops and standard, counter and bar heights. Features include a matching edge on all sides and factory-installed metal inserts to connect bases metal to metal for meeting and conference table configurations. Adjustable glides are standard on all bases; power and data modules as well as wire grommets are optional. The 1/2-inch-thick steel round and square metal bases are available in chrome, brushed chrome, tungsten, designer white and black finishes.

Canadian Facility Management & Design

April 2016 CFM&D 33

[ last word ]

BY BARBARA HEMPHILL

CLUTTER CROWDED OUT CLOSED OFFICES Ironically, the rise of the computer — and the accompanying decline of support staff — has contributed to the pile-up of files. As organizations compensate with paperless open offices, a productivity expert cautions against downloading the problem into digital storage

E

xecutives waste an estimated 150 hours to six weeks per year searching for data.

Studies show the average office workers spend anywhere between 25 and 35 per cent of their time every day finding the information they need to do their jobs.

In a hypothetical organization with 1,000 workers, each drawing salary and benefits that together average $80,000 per year, the organization will spend $6 million looking for information that should be readily available.

Research also shows that people never use 80 per cent of what they keep, and the more people keep the less they use — because people don’t know we even have it, or they simply can’t find it.

Clutter is postponed decisions.

Prior to personal computers, organizational structures ensured employees made decisions about what they needed to keep. Executives had private secretaries. Departments had file clerks. Companies had file rooms, and file rooms had “Mabel” — a manager of the records retention program.

THE PILE-UP BEGINS

When computers showed up on everyone’s desks, support staff were deemed no longer necessary. When they left, so did the decision-making mechanism, and the clutter began piling up.

An administrator in a large Manhattan company shared that her company occupied 10 floors with 1,000 file cabinets on each floor. In addition, there were banker’s boxes of full of 34 CFM&D April 2016

files, and loose papers piled on desks and file cabinets. An evaluation found that employees were filing unnecessary duplicates of papers. This same company was spending money to eliminate private offices and add filing cabinets, when the problem could have been avoided by simply eliminating the unnecessary files.

By nature, entrepreneurs and executives are not attuned to the issue of clutter. It seems a minor issue and paying employees to organize their workspaces is not an efficient use of time and money.

As a result, for the past several decades, clutter has accumulated on desks, in file cabinets, in storage closets, and off-site.

open offices foster communication or encourage distraction, but the entire issue might have been avoided if executives had started paying attention to the clutter that began accumulating when computers arrived in offices. Perhaps there would still be room for offices with desks and doors, because there wouldn’t be millions of files stored that no one needs or uses.

LESSONS LEARNED

While it’s true that open offices solve the problem of paper clutter, the clutter problem has merely been transferred from physical to digital form. For decades, companies have spent millions of dollars on software for their employees, but refused to invest in any training on how to organize the millions of files that are created daily. Now computers and the cloud are filling up with clutter as surely as desks and file cabinets did in the past.

AVOIDING THE ISSUE

WHAT TO DO NOW

When a major banking institution moves into its new multi-storey building in Manhattan, its employees certainly won’t have any clutter. They also won’t have a door in their office, and most of them won’t have a desk. If they want to have a photo of their family in the office, they’ll have to lock it up every night, since they won’t have the same desk every day.

Company management says the setup will connect people face-to-face, raise energy levels and save money — by fitting more people into one space.

People will learn to use headphones and talk more softly to enable privacy.

Other companies are doing the same.

Researchers disagree about whether

It’s impossible to undo the past, but it’s possible to take steps to avoid repeating in the digital world the mistakes made in the paper world. Here are five steps an organization can take now: 1. Identify someone in the organization to take ownership for effectively managing information.

2. Take a serious look at the office to see if there is an ignored clutter problem.

3. Create a user-friendly records retention program for the organization.

4. Train employees on how to make decisions about what information to keep.

5. Empower employees to de-clutter by designating specific times for that purpose. | CFM&D

Barbara Hemphill is the founder of Productive Environment Institute, in Raleigh, N.C., a nationally-recognized speaker and author of Less Clutter More Life. As one of the country’s leading productivity and organizational experts she has helped many corporations, such as Staples, Hallmark and 3M, increase their productivity and efficiency. For information, visit www.BarbaraHemphill.com. www.cfmd.ca

Audio visual systems integration for the discerning

AVT (Absolute Video Theatre™) specializes in the installation and integration of Audio Visual equipment into corporate and industrial settings in The Greater Toronto Area.

DESIGN

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A very detailed process which is almost tailored as per our customer’s requirements. The design process involves various phases which starts from understanding the design requirements and finally ends with implementation of the conceptualized design.

We at Absolute Video Theatre™ (AVT) aspire to provide our clients with functional, innovative and refined installations that inconspicuously blend into any backdrop.

AVT delivers comprehensive preventative maintenance service plans assuring proper function and operation of all AV products and systems throughout our clients’ facilities.

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Office: 416-948-2127 Toll Free: 1-866-282-0099 Fax: 905-272-0061

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Š 2016 All Rights Reserved. Global Design Center 16.0034 River seating shown with Allante, Bisque (A42E) seats and Momentum Odyssey, Rue (OD53) backs. River tables are shown in White Chocolate (WHC) with Tungsten (TUN) bases.

a quiet harbor Bring people together in a place where ideas, insight and inspiration can be shared. River supports an endless array of curvilinear and rectilinear configurations with three back heights and benches. Seating and tables can be specified with power and USB outlets for mobile devices. An optional HT RIVER SEATING SERIES.

construction lets River overachieve in high traffic, high demand environments such as airports and universities.

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G L O B A L F U R N I T U R E G R O U P. C O M