CFMD August September 2015

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AUGUST/ MONTH 2012 SEPTEMBER 2015

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CANADIAN FACILITY MANAGEMENT & DESIGN

[ contents ]

COVER PHOTO BY JIVE PHOTOGRAPHIC

On the cover: Red brick with punch-out windows nods to the architecture of the RCMP’s past in H Division’s new Nova Scotia headquarters, which are otherwise modern and public-facing. Page 22.

XX 22 The sweeping glass façade that greets visitors to the RCMP’s new Nova Scotia headquarters is designed to project transparency.

16 CLEANING UP RFPS Stop cutting and pasting outdated requests for proposals.

22 WALKING A THIN BLUE LINE

The RCMP’s new Nova Scotia headquarters balance security and transparency.

30 NOTABLE AT NEOCON

18

A selection of standout products introduced at North America’s largest commercial design tradeshow showcased nature and technology.

34 PULL UP A CHAIR New seating moves with the user into a range of environments in classic styles and streamlined ergonomics.

38 ONE-STOP-SHOP SOLUTIONS

The case for single-contract FM outsourcing.

30 columns

departments

6 OBSERVATIONS 12 FM ERGONOMICS 14 OPERATIONS & MAINTENANCE 16 FM EDUCATION 18 ENERGY 20 TECHNOLOGY 28 MANAGEMENT MEMO 38 LAST WORD

10 FOUNDATIONS 37 INFO GUIDE

Canadian Facility Management & Design

August/September 2015 CFM&D 5

[ observations ]

BY MICHELLE ERVIN

BALANCING SECURITY AND TRANSPARENCY

M

ore than a decade after the deadly terrorist attacks that downed New York’s Twin Towers, the effects of September 11, 2001, continue to be felt globally in the form of heightened security measures. Nowhere are they more visible than in airports, but they have also affected government facilities.

The challenge with security in government facilities, though, is that, being public institutions, they are also required to be open and transparent to the citizens they serve. As new security threats emerge, governments grapple with striking the right balance between security and transparency in a shifting landscape.

One of those new security threats arrived on the front steps of Canada’s federal government on Oct. 22, 2014. In the most serious security breach in Parliament Hill’s history, a lone gunman killed a soldier standing guard at the Cenotaph before commandeering a car and entering Centre Block, where police located and shot to death the gunman.

The incident prompted an Ontario Provincial Police review and recommendations. One of the main concerns identified in the resulting March 2015 report was unrestricted public access to Parliament Hill’s grounds.

The report concludes: “There have been a number of security breach incidents on Parliament Hill in the past and numerous reports focused on Parliament security with several recommendations but few have been implemented. The mindset in providing adequate security and public accessibility needs to change to provide a strategic approach to protect our nation’s capital.”

These ostensibly opposing goals, of adequate security and public accessibility, loomed large in the design of the RCMP’s new Nova Scotia headquarters — the subject of this month’s cover story.

In the early design stages of the facility, the government ratcheted up its already-high security requirements post-9/11.

As Eugene Pieczonka, principal of Lydon Lynch Architects, explains in “Walking a thin blue line,” the design answer was to create a public-facing entrance and control movement onto and through the site with layers of security.

Also in this, CFM&D’s outsourcing-themed issue, an expert makes the case for single-source FM contracts. Plus, our product feature surveys the latest in seating products, finding a trend toward modern takes on classic shapes such as the sled. And a bonus product feature highlights a handful of the most exciting introductions from NeoCon, including a table made from paper by a Vancouver-based design studio.

Though heightened security measures remain a fact of life more than a decade after 9/11— the need for which are reinforced by recent events — the public is only willing to sacrifice so much freedom in the name of safety. The backlash to Canada’s Bill C-51, which builds on anti-terror legislation introduced following 9/11 and gives police extraordinary powers to preventatively arrest terror suspects, is evidence of that.

MICHELLE ERVIN

michellee@mediaedge.ca

AUGUST/SEPTEMBER 2015 Volume 30, Issue No. 4 PUBLISHERS: Arvid Stonkus, IFMA Fellow Tel: (416) 236-5856 cfm@sympatico.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 PRODUCTION COORDINATOR: Karlee Roy karleer@mediaedge.ca CIRCULATION: Maria Siassina circulation@mediaedge.ca (416) 512-8186 ext. 234 PRESIDENT: Kevin Brown kevinb@mediaedge.ca ACCOUNTING MANAGER: Maggy Elharar maggye@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 2015 Canada Post Canadian Publications Mail Sales Product Agreement no. 40063056 ISSN 1193-7505 Return undeliverable Canadian addresses to: MediaEdge Communications Inc., 5255 Yonge St., Suite 1000, Toronto, ON M2N 6P4

6 CFM&D August/September 2015

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Toronto puts energy reporting proposal on pause Odds are, an energy reporting requirement for large buildings is coming to Toronto. The question that remains is: Will it come from the city or from the province? Toronto’s parks and environment committee recently put a benchmarking bylaw proposal on pause while it waits on an anticipated announcement about a province-wide regulation.

Heritage Canada’s 2015 list of endangered places highlights the challenges of maintaining aging structures in changing times.

FROM THE GREEN BIN

Expanding the frontiers of universal design Universal design encompasses much more than physical accessibility. It means creating spaces that are meaningful to their diverse users, it means going beyond building code requirements, and it means including an operational component in accommodation.

Case study: Capital planning at CFB Esquimalt Before sophisticated facilities software, there was Microsoft Excel, and before Microsoft Excel, there was pencil and paper. The challenge with the traditional approach of sitting around a table and capital planning based on “gut feel” is that it has clear limitations.

Sustainable leaders are encouraging building owners and municipalities to address the potential risks associated with climate change and protect the value of their assets.

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» foundations » IFMA Toronto recently introduced its new executive board of directors, elected on May 15. As of July 1, Nick Heibein, associate director of facilities business intelligence at Humber College, steps into the role of president. Heibein previously served as IFMA Toronto’s vicepresident of marketing and membership.

“During my term as president, I would like to support the delivery of quality programming and increased value to our membership, alongside IFMA Toronto’s dedicated and involved board of Nick Heibein assumed the role directors,” he says. of IFMA Toronto Heibein also plans to: build partnerships with president on July 1. complementary associations, industry leaders and valued sponsors; grow membership, focusing on both experienced and young professionals; and increase engagement at events and within committees. He assumes the presidency from Jason Bates, who will remain on the board as past president.

Jenn Weiler, principal of Proper Search, also remains on the board as vice-president of programs, education and events. Nicole Clancy, A&D market manager, Inscape Solutions, will begin a new role on the board as vice-president of marketing and communications. And Angela McLean, project and change manager, Corporate Project Management Office at the Region of Peel, stays on the board as secretary/treasurer.

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Solar water heating is but one of the Blue Water Bridge Corporate Centre’s sustainable features.

BUILDING ON CANADA-U.S. BORDER EARNS LEED SILVER The Blue Water Bridge Corporate Centre, located in Point Edward, Ontario, next to one of the busiest land crossings on the Canada-U.S. border, recently earned LEED Silver certification.

Opened in 2011, the four-storey structure houses Blue Water Bridge’s administrative headquarters, including border security and inspection facilities for the Canada Border Services Agency as well as for the Canadian Food Inspection Agency. Customs brokers and a transportation logistics firm also have offices in the corporate centre.

10 CFM&D August/September 2015

A computer-controlled environmental management system monitors and automatically adjusts and maintains each room’s and area’s interior conditions to preset measures. Other sustainable features include commuter access services, drought-tolerant native landscape plantings, rainwater recycling and solar water heating.

The project team comprised Norr Limited (architect engineer), McCormick Rankin Corporation (civil engineering services), and McKay Cocker Construction (general contractor).

CREDIT: VIA 2015 © PHOTO COLOMBE CLIER

IFMA TORONTO INTRODUCES NEW EXECUTIVE BOARD

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A desk is the first piece in a product line designed to contribute to building cooling and heating.

THERMAL EXCHANGE EMBEDDED IN OFFICE FURNITURE In future, a desk could serve double duty as a thermal exchange unit that helps save energy and enhance indoor environmental quality. French designers have combined heat absorbing and releasing materials with an aluminum conductor to create the first piece of an envisioned product line they’ve dubbed ZeroEnergyFurniture.

Phase change materials, which absorb heat as room temperature rises and later release it as the temperature drops, are the hidden ingredient of the so-called climatic table. These materials, in the form of micro-beads, are literally sandwiched between the table’s plain oak surface and a folded sheet of anodized aluminum on the underside, which also provides structural support.

Design partners, Raphael Ménard and Jean-Sébastien Lagrange, call the table a thermal sponge, claiming it could contribute up to 60 per cent of heating needs and 30 per cent of cooling in an office building.

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[ fm ergonomics ]

This page sponsored by

BY ALEXANDRA STINSON

INCLUSIVE DESIGN Accessibility and ergonomics fit together naturally, both focusing on accommodating the human form, regardless of ability. Alexandra Stinson shows how to integrate their principles into renovations and new construction for AODA compliance with a case study

A

s of this year, anyone who is considering renovating or constructing a public space must meet new building code requirements — namely, new accessibility anthropometrics.

Anthropo-what? Dictionary. com defines anthropometry as the measurement of the size and proportions of the human body.

These measurements range from sizes (i.e. height or reach) to functional abilities such as grip strength, and in this case incorporates measurements from populations of disability (i.e. wheelchair dimensions, etc.).

Ergonomics naturally incorporates accessibility needs in its principles using anthropometrics. At the heart, ergonomic principles are designed to improve function and overall fit, including for people with disabilities.

Not only is it socially responsible, 12 CFM&D August/September 2015

but it also makes financial sense to encourage ergonomic design. Whether it is to comply with the Accessibility for Ontarians with Disabilities Act (AODA) or to help with a company’s continuous improvement strategy, an ergonomic design fits the bill (literally).

AODA inspectors and auditors have hit the road, inviting corporations to show them what they have in place to meet Ontario’s 2025 deadline for going barrier-free. Many companies that maintain public spaces are scrambling to submit compliance reports and ensure their documents are up to scratch. Many are also struggling to keep up.

Some companies are afraid to undertake a more ergonomically integrated redesign, thinking that regulations and new equipment will drive up costs. However, according to the Workers Compensation Board of Alberta, studies have shown that

one carpal tunnel syndrome claim in an office environment can cost a company up to $12,000. Additionally, a non-compliance fine from an AODA inspector can range from $200 to $2,000 per day for an individual.

Inspectors can also fine a corporation, at an average of $50,000 to $100,000 per day of non-compliance. With numbers such as these, one claim or fine could easily exceed the cost of designing an accessible, ergonomic workstation or space.

In addition to complying with the AODA, there are also potential economic benefits to improving the accessibility of a space. Current statistics place only 54 per cent of people with disabilities in the workforce, as opposed to 80 per cent of people without disabilities.

The Martin Prosperity Institute estimated in 2011 that even a modest improvement in the number of persons with disabilities who can enter the workforce would add $4.1 billion to Ontario’s GDP, as John Michael McGrath reported on TVO’s Inside Agenda Blog.

The question becomes: How can companies, municipalities and public work areas effectively integrate compliance measures into their building plans? For one transit company, which chose to redesign its ticket sales kiosks, this meant considering the following factors: • How did the Built Environment Standard affect the public space?

• How did the workstation design affect its workers?

• How could the company improve customer service?

• How could the company integrate new technology?

Each of these four elements held equal weight in the corporate business plan; sacrificing one would have meant compromising on www.cfmd.ca

legislative compliance, claim costs, accommodation ability, or sales and/or productivity. Here are some insights into the company’s process: HOW DID THE BUILT ENVIRONMENT STANDARD AFFECT THE PUBLIC SPACE?

The AODA and Built Environment Standard are fairly clear on how to ensure area accessibility. The biggest challenge for most is physical space.

The distances, radiuses and parameters required to allow easy mobility for wheelchairs and assistive mobility devices may demand a larger footprint than what was originally allocated to a renovation or new build project.

At this stage, education is key.

Ensure that the real estate allocated to the renovation or build can accommodate the new built standard components. It’s far costlier to increase square footage after the fact, so the case study company did its homework and ensured that the accessibility requirements were accounted for at the drawing/design stage.

HOW DID THE WORKSTATION DESIGN AFFECT ITS WORKERS?

The second challenge came in ensuring that any design changes to make the workstation more accessible and compliant with the Built Environment Standard would still work well for employees. Design parameters such as counter overhang to allow for leg clearance of a

Canadian Facility Management & Design

wheelchair/scooter caused increased reaching distances for the customer service employee.

These types of issues were brought to the ergonomist while in blueprint mode. The design changed multiple times on paper, as new elements were implemented or removed, to ensure a balance between the accessibility of the public and the ergonomics of the staff.

HOW COULD THE COMPANY IMPROVE CUSTOMER SERVICE?

There is no sense denying that revenue and productivity are critical to corporate success. It was imperative to both the company and its customers that every design change considered production/quota impacts to ensure a positive outcome.

Efficiency is always key and this is where ergonomic principles shine.

A sound ergonomic design should improve bottom line numbers, not just with decreases in injuries and claim costs, but also with increases in productivity due to more efficient work practices with nominal to no negative effects on the body.

A perfect example in the case study was reach distances to accept payment and pass information back and forth to the customer. Reaching farther than 50 centimetres caused poor body

postures and potential injury for the shoulder and back; it also took longer.

By ensuring that counter depths and leg clearance requirements kept reach distances close to 25 centimetres, the company was able to boast improved ergonomic design and demonstrate an estimated 0.3-second increase in productivity.

HOW COULD THE COMPANY INTEGRATE NEW TECHNOLOGY?

With the rapid pace of advances in technology comes more gadgets, cables, screens and equipment (often bigger or smaller than ergonomists would like). All are needed to stay current with public demand for convenience and usability; however, there is only so much room in an employee’s workspace. Organizations can overcome these challenges with creative design that pairs technology with ergonomic accessories such as monitor arms, venting and brackets.

Ontario’s new accessibility standards move corporate mandates in a more socially responsible direction.

Incorporating ergonomics into a well-mapped-out strategy makes complying with the new requirements less overwhelming and benefits all parties, including the company via the bottom line. | CFM&D

Alexandra Stinson is a Canadian Certified Professional Ergonomist (CCPE), Registered Kinesiologist (R.Kin.) and co-founder of PROergonomics. She has assisted in providing cost-effective ergonomic solutions to her clients for more than 15 years. She can be reached at astinson@proergonomics.ca.

August/September 2015 CFM&D 13

[ operations & maintenance

]

BY ALICE SINIA

LIKE A MOTH TO A FLAME That light attracts pests is no more apparent than during evenings in the summer months. Alice Sinia illuminates how facility managers can strategically select products and position fixtures to prevent flying insects from infiltrating the interiors of their properties

When lighting attracts insects to a building, there’s a greater chance they will find a way inside through unscreened windows, doors, cracks and crevices. What’s more, insects can attract other pests to a property: insect predators including rodents, birds, bats and raccoons.

The good news is that proper lighting systems at strategic locations can be used to minimize pest problems. Here are some tips to keep lights from creating more pest pressure on a property.

TYPES OF LIGHTS

A

t night this time of year, hundreds, if not thousands, of flying insects gather around tall flood lamps. It’s a well-known fact that light attracts pests, and yet, most facility managers don’t consider pest management when designing and installing lighting systems in and around their properties.

Many nocturnal flying insects are drawn to exterior lighting around buildings — pests such as moths, flies and beetles. Why? There is no definitive answer, but one theory is that they evolved to use the natural light of the sun or moon to navigate. Keeping this natural light on one side of their body helps maintain a straight, steady flight path. When they come across artificial light, they mistake it for the sun or 14 CFM&D August/September 2015

moon and try to use it as navigational aid, but because it emits light in multiple directions, they become confused. Now, keeping light on one side of their body leads them to fly endlessly around the light source.

Unlike humans, most insects can see ultraviolet light (UVL) and they’re attracted to it. In fact, a light’s UV output is one of the most significant factors in how attractive it is to an insect and is the basis for insect light traps. Any lights around a property that emit UVL, including both fluorescent lights and mercury vapour lights, will attract insects.

The colour of the light also plays a role in its attractiveness to insects. The bright white and bluish light produced by mercury vapour lights and white incandescent or fluorescent lights is most attractive to insects. Yellow, pink and orange light, produced by sodium vapour and halogen lights, is

When lighting attracts insects to a building, there’s a greater chance they will find a way inside through unscreened windows, doors, cracks and crevices.

TIPS FOR SELECTING LIGHTING TYPES • Use sodium vapour lights and other low ultraviolet-light (UVL) producing lights whenever possible, especially in high risk areas such as entrances. Sodium vapour lights produce no UVL and, as a result, attract fewer insects.

• Choose yellowish and orange-tinted lights, as they are less likely to attract pests.

• If possible, avoid bright flooding lights; they tend to attract insects from near and afar.

• Ensure light fixtures are dust- or insect-tight.

• Shield outdoor lighting so high-flying insects cannot see it from above. www.cfmd.ca

least attractive. Red bulbs are even less attractive, but they aren’t ideal light producers for human visibility.

A third feature to keep in mind is the construction of the light fixture. Lights produce warmth, to which insects are also attracted. So if a light fixture is not dust- or insect-tight, it may become a harbouring point for insects in general.

Fluorescent light fixtures are often to blame for harbouring pests.

placement and the type of bulbs used can greatly reduce the number of insects that are attracted to a building. Consult a pest management

professional to determine the best lighting strategy for a particular property. | CFM&D

Alice Sinia, Ph.D. is the Resident Entomologist – Regulatory/Lab Services for Orkin Canada focusing on government regulations pertaining to the pest control industry.

With more than 10 years of experience, she manages the Quality Assurance Laboratory for Orkin Canada and performs analytical entomology as well as provides technical support in pest/insect identification to branch offices and clients. For more information, email Alice Sinia at asinia@orkincanada.com or visit www.orkincanada.com.

LOCATION OF LIGHTS

The placement of lights around a property also plays a factor in attracting pests. Avoid mounting lights near door entrances, so as not to allow pests easy access to the building. Instead of mounting lights on the building, move them to poles placed away from the building and direct the light toward the entrance. Position exterior lights at least five metres away from entrances.

As with entrances, also avoid mounting exterior lights near air inputs, ventilation systems and roof opening/hatches, even if they are screened. Turn off any roof lighting unless maintenance is being performed after dark.

Ground lighting can also be troublesome, attracting not only flying insects, but rodents. Drawn to the warmth emitted from lights, rodents may burrow near the lights to stay as close as possible to the heat. To avoid burrowing rodents, surround ground lights with six millimetres of pebble rock and use high-pressure sodium lights.

Mercury vapour lights are highly attractive to pests, which means locating them anywhere on or near a building is a bad idea; however, they can also be used to keep pests at a distance. Consider placing mercury vapour lights on columns about nine metres away from entrances to draw insects away. Also consider creating a perimeter of distractive light around the building by placing mercury vapour lights away from the building, leaving about 30 metres in between each light.

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[ fm education ]

These pages sponsored by

BOMI

BY RON SEGURA

C A N A D A

CLEANING UP RFPS The copied and pasted request for proposal (RFP) may fail to capture evolving industry standards — which can come at a steep cost. An expert offers tips for overhauling the RFP process with a walkthrough of up-to-date floor cleaning and maintenance specs

W

hat building owners and managers don’t know about the changing world of the professional cleaning industry may be costing them. For instance, cleaning contractors still see requests for proposals (RFPs) that specify that hard-surface floors be “stripped and waxed on a monthly basis.”

The industry rarely uses the term “wax” any longer. Nowadays the preferred term is “finish” or “refinish.”

It’s possible that these RFPs were created from old RFPs. More important than the terminology, however, is the requirement itself.

Stripping and refinishing a floor is one of the most time-consuming tasks in the professional cleaning industry. And time is money in cleaning, making this a costly requirement for the building owner.

Also, most floor finishes and other chemicals have advanced to the point that it simply is not necessary to strip and refinish a floor so often. Besides, stripping and refinishing a floor can have a negative impact on the environment, which is why this cleaning task should be performed as infrequently as possible.

Plus, older RFPs commonly leave both cleaning contractors and facility managers in the dark. Contractors lack information about a facility’s specific cleaning needs; managers are stumped on how to select one of the companies involved in the bidding process.

The manager typically does some research, checking references and 16 CFM&D August/September 2015

visiting facilities cleaned by the bidding contractors, but the success of the final choice is hit or miss. And often this is no fault of the contractor; rather, the RFP was not clear about the facility’s cleaning requirements.

WHY THE OLD RFP STILL EXISTS

The professional cleaning industry did not change much from the early 1950s into the 1990s. Because of this, many facility managers assume that the cleaning procedures and equipment that worked 10 to 20 years ago are still appropriate today. So these facility managers copy the specifications from an older RFP and paste them into a new one. Only the date changes.

As noted above, this can be a costly mistake. Cleaning has evolved and with it the chemical solutions, tools, and equipment used in cleaning.

What’s more, in the past 20 years, the professional cleaning industry has embraced education and training.

Certification programs established best practices and detail how to clean facilities more effectively and efficiently. An upto-date RFP may even stipulate that all cleaning workers be certified by one of these programs.

THE RFP PROCESS TODAY

Instead of requiring that floors be “stripped and waxed on a monthly basis,” specifications for floor cleaning and maintenance in an up-to-date RFP would likely read as follows: • Create a floor maintenance program involving daily cleaning, interim cleaning, and restoration floor care.

• Daily cleaning refers to sweeping, vacuuming, and dust and damp mopping of all hard surface floors.

• Interim cleaning is more thorough and involves using an automatic scrubber.

Do this cleaning in the lobby on a daily basis and weekly in all walkways throughout the building.

• Do a complete restoration, or strip and refinish, of the floors every six to eight months, depending on wear and the appearance of the floors.

A floor maintenance program is essential to proper floor care. The floors would normally be cleaned on a daily basis, so that’s not new.

Specifying interim cleaning and the use of an automatic scrubber is. It helps stretch floor refinishing cycles, which can ultimately reduce floor-care costs.

Notice that the floors are specified to be stripped and refinished only every six to eight months. With this type of floor maintenance program, the building owner or manager can realize a significant cost savings.

Even when a building manager decides to revise an RFP, he or she often finds it to be a complicated, cumbersome process.

This is why many larger commercial facilities bring in an experienced cleaning consultant to help prepare the RFP. The consultant’s knowledge of how the professional cleaning industry has evolved will be reflected in a more precise and specific RFP. CASE STUDY: THE RFP REVAMPED

So what does a revamped RFP process look like? Working with a more up-to-date RFP, here are the steps one university took when selecting a new cleaning contractor: Prequalify. Instead of being open to anyone, this university narrowed its list of service providers to 10, based on their reputations. www.cfmd.ca

The university notified the 10 contractors of the RFP and asked them to supply information about their companies showing their ability to carry out the RFP and their interest in working with the university.

Intent.

The university invited the 10 service providers to give halfhour presentations to university administrators. They were required to speak on four topics: the company’s green and sustainability programs; the communication process; the technologies and products used to perform the cleaning duties; and the transition process used to set up new accounts.

Presentation.

they believe are more informed decisions, eliminating trial and error and putting an end to estimates.

To recap, a properly prepared and up-to-date RFP can: cut down on administrative time and effort; ensure that only necessary cleaning tasks are performed; help contractors submit bids

based on the specific needs of the facility; and prevent unexpected charges or overcharges due to misunderstandings.

Ultimately, all of these benefits represent a cost savings to building owners and managers and allow administrators to focus on the many other needs of their facility. | CFM&D

Ron Segura is president of Segura Associates. His company works with large organizations to streamline their cleaning and building operations so that they function more effectively and efficiently and realize a cost savings. He can be reached through his company website at http://www.seguraassociates.com.

Round one. After the presentations, the administrators evaluated the contractors and narrowed the field to three or four bidders. The administrators used a simple scoring system and scored bidders on a scale of one to five, based on their presentations and how well they addressed the four criteria outlined above.

Adjustments. The administrators then reviewed their RFP to see if it specified all the cleaning needs of the university. They also highlighted requirements that had been ongoing problems with the current cleaning contractor. The goal there was to not repeat past problems.

The administrators invited the three or four remaining bidders to submit their proposals. Along with checking that all cleaning requirements and past problems had been covered, and ensuring that the charges were in the range the university believes is fair, the administrators looked for one more thing. The university believes that a responsible cleaning contractor should go beyond the RFP, advising university administrators on ways they could enhance cleaning efficiencies, which could potentially lead to cost savings for the school.

While there are a few other steps in the process, this procedure — along with a revamped and up-to-date RFP— has proven to work effectively for this university. It has allowed the administrators to make what

Round two.

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August/September 2015 CFM&D 17

[ energy ]

BY BHAVESH PATEL

THE POWER OF LOAD TESTING Periodic load testing may be costly, but the consequences of leaving a facility in the dark are costlier still. Bhavesh Patel explains how to ensure the reliability of standby power by proactively diagnosing and fixing generator problems before unexpected power outages occur

H

ow reliable is a facility’s on-site power system?

Waiting until an outage occurs, possibly leaving the facility in the dark, is not the time to find out. The better way is to periodically test the standby generator under load to help ensure it is ready to run when needed.

Facility managers may be reluctant to test the standby generators, transfer switch, and other components under load because of cost, inconvenience, or other reasons.

If the testing reveals a problem, then what? However, there are several very important reasons to test the onsite power system.

WHY TEST

A standby generator that is idle most of the time needs to be exercised to prevent the system from breaking down due to lack of use. Testing helps facility managers proactively diagnose and fix problems and determine if an aging standby system is due for replacement or component upgrades — at a time the system is not needed.

Testing a generator with a load bank eliminates the effects of wet stacking, which is the build-up of carbon deposits in the exhaust.

This build-up can adversely impact generator components including piston rings, turbochargers, injector

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The Avtron® advanced SIGMA™ control system enables an operator to daisy chain 14 load banks and operate them with a single, hand-held terminal.

18 CFM&D August/September 2015

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CSA 282 from the Canadian Standards Association calls for a monthly 60-minute building load test at minimum 30 per cent of the rated load for emergency generators.

nozzles, the combustion chamber and the exhaust pipe, reducing engine life. Running the generator at the required percentage of the rated load burns off carbon deposits in the engine.

The technicians conducting the load testing will also monitor the engine for leaks, temperature and oil pressure and, based on their observations and readings, be ready to disconnect the load if problems arise.

Ultimately, the cost of regularly scheduled maintenance and testing is low compared to the financial fallout of even a brief outage, and its negative impact on productivity and, if customers are affected, on reputation. Plus, if a facility fails to test and keep records, and the standby systems fails after a utility power outage, an insurance provider could refuse to protect the building owner against claims from clients for loss of business.

PHOTO COURTESY EMERSON NETWORK POWER

HOW TO TEST

Canadian Facility Management & Design

The most efficient and safest way to evaluate the health of a standby power system is to schedule periodic field testing of the standby generator, the transfer switch, the paralleling switch gear and all the associated components under the equivalent of a live load. The test should be conducted by qualified technicians under controlled conditions.

(Turning on a generator without a load attached is like turning on the ignition in a car left up on jacks in a garage for a long time and leaving the car in park. There is no way to know if the vehicle will operate on the road. Just hearing the motor run doesn’t mean the car can be driven or the tires are aligned.)

Load testing is typically done by applying an outside electrical load (usually a load bank) to the standby generator. The load bank, which is generally portable and transported to the facility on a flatbed trailer or the back of a truck, is equal to the total load the generator would be expected to carry if utility power became unavailable. This type of test does not disturb the live load and eliminates the risk of causing a loss of power should the system not function as intended.

Once the load bank is connected to the standby generator, the generator is turned on and — presuming the transfer switch operates as intended — operated for a predetermined period of time. The attending technicians make note of any operational

problems, which the facility manager can then address at a non-critical time.

WHEN TO TEST

How often the testing should occur depends on the classification or use of the facility, local building code, the original equipment manufacturer’s recommendations for the application, and operating conditions (climate, weather, humidity, ambient temperatures, and exposure to dust, sand, and other airborne contaminants).

For instance, at data centres where business disruptions due to loss of power can be costly, exercising the standby generator may be a weekly practice, with load testing conducted yearly at a high level load and monthly at a lower level load.

(CSA 282 from the Canadian Standards Association calls for a monthly 60-minute building load test at minimum 30 per cent of the rated load for emergency generators, which could be considered a guideline for standby generators for on-site power systems.)

While some facility managers may balk at the cost of load bank testing, the expense is substantially less than the costs of an unexpected outage that disrupts business. Scheduling periodic field testing and proactively diagnosing and fixing problems when the standby generator isn’t needed will help ensure a facility isn’t left in the dark when the generator is needed. | CFM&D

Bhavesh S. Patel is vice president, Global Marketing for ASCO Power Technologies, a business of Emerson Network Power. He can be reached at customercare@asco.com, 800-800-ASCO, www.emersonnetworkpower.com/asco.

August/September 2015 CFM&D 19

[ technology ]

BY DANE TAIVAL

INTELLIGENT O&M Advances in building automation system (BAS) platforms are empowering facility managers to use predictive and reliability-centred maintenance models. An expert shares how to harness big data to drive operational efficiencies

technology continues to evolve, systems will become smarter, more connected and more integrated — realizing the full potential of the Internet of Things (IoT).

BUILDING INDUSTRY EMBRACES IOT

S

mart, connected products are changing the way buildings are operated and maintained. They enable smarter buildings that improve operational outcomes and foster a more comfortable, more productive place for staff to work, engaging building occupants and ultimately increasing facilities’ value.

Advances in technology and the availability of data from individual building systems give facility teams the information to manage energy use, reduce operating costs, minimize environmental impact, and improve system reliability and uptime. The result is a better-performing, more efficient building that costs less to operate and is recognized as an organizational and community asset.

Advanced building automation system (BAS) platforms equip facility teams to manage the operation of major building systems including heating, ventilation 20 CFM&D August/September 2015

and air conditioning (HVAC), lighting, fire protection and entry control. Team members can monitor and operate these systems from a single, user-friendly dashboard, anytime and anywhere, using any Internet-connected device.

The advanced building automation system can also share that data with complementary systems using open standards, giving the building owner information to better manage the facility. For example, the BAS can share energy meter data, other consumption data (such as chilled water flow or BTU consumption) and building operating data (such as equipment and lighting operating hours) to an Energy Management System that can help a customer track and visualize energy use over time.

Secure wireless communications, big data, cloud computing, direct digital controls and other innovations let building operators manage individual building systems from the BAS. As

The building automation and control industry is an early adopter of the IoT, which Cisco Systems defines as “the intelligent connectivity of physical devices, driving massive gains in efficiency, business growth and quality of life.”

Original equipment manufacturers are making systems, products and components smarter and more connectable using direct digital controls.

They are also anticipating the nextgeneration of IoT by building in the capacity to expand systems in the future.

Manufacturers are even finding ways to let multiple systems share sensors, actuators and other enabling devices.

As an example, it is possible to integrate HVAC and lighting controls into a single automated platform. The HVAC and lighting systems share the occupancy sensors and data that determine whether a particular room is in use. The BAS can then turn off lights and raise or lower the temperature to save energy when the room is empty.

The value IoT brings to facility teams is especially evident in intelligent operations and services. With real-time data to inform their decisions, facility managers can develop more proactive, sophisticated operating and maintenance strategies. In turn, these strategies can improve building performance and help the organization capitalize on the value embedded in its physical assets.

More specifically, these capabilities enable facility teams to adopt predictive and reliability-centered maintenance models that help operators anticipate problems and determine the best time www.cfmd.ca

to service equipment. For instance, sensors can monitor the performance of an HVAC fan motor and alert the facility team if vibration levels exceed the norm, signaling a potential unit failure.

The reliability-centered approach to maintenance also recognizes that all building systems are not of equal importance.

It involves aligning maintenance with the organization and building mission, objectives and resources. Building owners and operators usually seek the help of third-party experts to implement predictive and reliability-centered strategies. A properly configured, advanced BAS also helps to manage the large volume of data provided in an IoT environment by directing operators to the specific areas that require attention.

INTELLIGENT O&M RELIES ON DATA

Intelligent services combine technology, analytics and expertise in heating, ventilation and air conditioning (HVAC) systems to continuously collect, interpret and act on data from building systems and controls to optimize operational performance.

For example, a client might set air quality, temperature, humidity and air pressure standards for its space to support its research, data centre, lab, or healthcare environment. The platform can continuously monitor different locations in the facility and automatically adjust settings to maintain stable pressure differentials, humidity levels and temperature conditions for each specific location and critical area. The system will also inform the appropriate personnel if there is a setting outside of specification and resolve it according to protocol.

The facility manager can identify a key piece of HVAC equipment, such as a chilled water system, as mission-critical because its failure would severely disrupt facility operations.

Analytical fault detection and diagnostic tools can be used to monitor the system’s operation and alert technicians to potential problems.

A typical building’s variable air volume (VAV) terminal units are commissioned and calibrated when they are first installed in a new building. IoT-related technology can be used to inspect and continuously commission each unit to maintain the performance levels of the original design.

In such a competitive environment, using building data to identify and carry out these types of projects significantly improves the bottom line with minimal investment. Consider the cost and effort of increasing revenue and the cost of using data to implement savings programs becomes much more attractive.

It is hard to overstate the importance of sound operating, maintenance and service practices in realizing top operating efficiency. In fact, the American Society of Heating, Refrigerating and Air Conditioning Engineers (ASHRAE) has gone so far as to conclude that a poorly designed building which is operated and maintained effectively will usually outperform a well-designed building with poor operating and maintenance practices.

As IoT continues to transform the HVAC industry, it is clear that the availability of actionable information — in the right place, at the right time and in the right hands — can mean the difference between an efficient, reliable building and one that uses too much energy, costs too much to operate and carries risks. | CFM&D Dane Taival is vice president of service and customer care for Trane North America, a leading global provider of indoor comfort solutions and services and a brand of Ingersoll Rand. In this position, he handles asset management, high performance building services, rental services, remote services and the customer care organization. He has been with Trane for more than 20 years.

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There are some big numbers associated with improving building performance. By capturing waste heat energy from various sources, building owners in metropolitan Vancouver have been able to carry out projects based on data collected from energy meters.

Building owners are using a monitoring, analysis and reporting tool that allows them to make informed decisions to optimize building energy performance. The tool collects real-time data from meters, sub-meters, sensors and the BAS and provides facility managers with a customized dashboard that displays key information. This gives building owners the ability to prioritize detected equipment anomalies by the associated cost of inefficiencies, which provides a real-time return on investment for equipment or system repairs. Such projects, implemented in retail, hospitality and commercial buildings, have provided paybacks of less than one to five years.

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FACILITY DESIGN

WALKING A THIN BLUE LINE The RCMP’s new Nova Scotia H Division headquarters amalgamated staff spread across 10 leased sites under one roof, in a design that balances organizational security and public accessibility

PHOTOS BY JIVE PHOTOGRAPHIC

BY MICHELLE ERVIN

22 CFM&D August/September 2015

www.cfmd.ca

T

he RCMP’s new Nova Scotia H Division headquarters tread a broad, gently curving footprint in Dartmouth’s Burnside Business Park.

The convex exterior-facing side of their façade is solid, its red brick presenting as protective shield. The concave interior-facing side of their façade is transparent, its gleaming glass projecting public accessibility.

It’s a design concept from DIALOG and Lydon Lynch Architects which reconciles the RCMP’s requirements of internal security and external accountability. It also visually represents the organization’s transition from the fortresslike facilities of the past to the open doors of modern community policing.

Spanning nearly a decade, the $113-million project delivered a five-storey, roughly 250,000-square-foot building that Canadian Facility Management & Design

allowed the RCMP to amalgamate staff spread across 10 leased sites under one roof.

“Centralizing critical units like major crime investigators, dog units, bomb disposal units, emergency response teams and traffic patrols for our 100 series will contribute to safer communities in Nova Scotia,” said the province’s then-Justice Minister Ross Landry at the facility’s official opening.

In Nova Scotia, the RCMP serves an important role as the provincial police force, with more than 1,500 employees performing federal, provincial and municipal policing duties through 37 detachments. A scan of current news releases show the force’s work ranges from missing persons and street racing investigations to drug trafficking arrests and attempted murder charges.

The RCMP’s H Division headquarters house more than 500 employees, an emergency operations centre, and operational August/September 2015 CFM&D 23

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Above: A structural stair at the vertical core of the building is designed to encouraged serendipitous encounters.

units such as the underwater recovery team. Collaborating in equal joint venture, Lydon Lynch Architects took the lead on the facility’s exteriors and DIALOG took the lead on the facility’s interiors.

On the building’s exterior, the transparent side of the façade frames the way staff and visitors enter the site, said Eugene Pieczonka, principal, Lydon Lynch Architects.

A bronze statue and flags greet staff and visitors in an all-glass, circular entry pavilion. In behind the statue and flags, a polished black granite wall features an engraving of the RCMP’s crest as well as display panels telling the police force’s history and the facility’s sustainability story.

“It becomes the first line of security, so that anyone can enter the pavilion, but then, beyond that, there’s a very rigourous line of security that one would have to pass through to get to the rest of the facility,” said Pieczonka.

24 CFM&D August/September 2015

The project’s already-demanding security requirements changed during the early design phases, in the postSeptember 11 era. Though he couldn’t divulge details, the architect explained that the facility’s defenses can be thought of as concentric circles.

“They’re sort of layers of security that one might go through,” said Pieczonka. “It all begins at the outside of the property, in how you secure the site, how you secure entry into the site, how you monitor movement through the site, how you monitor entry into the building and how you monitor movement through the building.”

The entry pavilion’s polished black granite wall extends into the building, guiding staff and visitors alike toward the main lobby. At this vertical core of the building is a structural stair — intended to encourage serendipitous encounters — leading all the way up to the fifth storey.

One of the government’s main goals for the project was to promote connectivity that balanced efficiency and security.

The first floor — the most public area of the facility — is designed to be visitor-friendly, said Rob Adamson, principal, DIALOG. “In some ways, policing is scary to people and crime is scary to people,” he www.cfmd.ca

�

Top left: The circular entry pavilion features a polished black granite wall engraved with the RCMP’s crest, creating an ideal backdrop for press conferences; bottom left: The officers’ messes are strategically located on the fifth floor, where an outdoor terrace offers views of Spectacle Lake.

said. “But now, in community policing, we want the building to reflect the attitudes of police and organizations, which is openness, availability, transparency.”

Another of the government’s main goals for the project was to create supportive work environments.

In practical terms, that meant moving employees from closed-cell to open-concept offices, which are Canadian Facility Management & Design

contained on floors two to four. The change supported modern methods of policing, with their focus on information-sharing as opposed to secrecy, said Adamson.

Some privacy would still be required — for activities such as phone calls — which was achieved through space planning and acoustical treatments. Few of the facility’s closed spaces were allocated to offices. These spaces, which were dictated by the functional program, were for areas such as cells, interview rooms and special electronic labs.

Also important to encouraging collaboration was relocating H Divisions employees from more than a dozen locations scattered across Halifax to a single facility.

“It allowed them to come together, create a sense of community around H Division, and be able to share information between divisions or departments more easily,” said Adamson. “They’re not miles across the city; they’re feet down the hallway.”

Many of the facility’s amenities, which include a cafeteria and officers’ messes, were strategically located on the fifth floor, for its views from the outdoor terrace overlooking Spectacle Lake.

A one-storey technical block bisects the building, providing special physical and programmatic requirements that the main building couldn’t deliver, such as boat storage.

Rounding out the government’s main goals for the project was sustainable development. In fact, the H Division headquarters are one of the most energy efficient buildings the government has ever commissioned.

Sustainability principles informed the project from construction though to day-to-day operations.

The facility’s design incorporated locally sourced materials, which included red marble quarried in Cape Breton, and maximized waste diversion from landfill. Among the building’s sustainable features are eastern Canada’s at-the-time-largest living green roof as well as a highperformance building envelope and efficient mechanical system.

A knock-on benefit that the government aimed to capture with these sustainability requirements was operating cost savings.

The government estimated that the building’s design would improve energy efficiency by 47 per cent compared to a benchmark August/September 2015 CFM&D 25

�

The concave interior-facing side of the facility’s façade projects public accessibility with its transparent glass.

building constructed to minimum current standards. Likewise, introducing shared spaces into the work environment condensed the organization’s overall footprint.

The RCMP’s new Nova Scotia H Division headquarters attained LEED Gold certification this spring.

But the project’s value is greater than the sum of its parts. It’s about how the facility supports the people who occupy it in the name of serving and protecting the public.

Said Diane Finley, Minister of Public Works and Government Services, at its official opening: “This is more than a building — it is an investment in the men and women of the RCMP, giving them the facility and equipment that they need to keep safe streets and communities for Canadians and their families.” | CFM&D

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[ management memo ]

BY MARK WILCOX AND MARK JENKINS

THE CHALLENGE OF CHANGE Employee engagement and commitment are critical to successful transformation within organizations. Two experts highlight lessons from their latest book — most notably the importance of involving and communicating with stakeholders

A

wealth of evidence shows that securing the engagement and commitment of employees is critical to the success of any business change.

Why, then, do organizations continue to pay scant attention to the people dimension of change?

Organizations tend to concentrate on the things that are relatively simple to understand and adjust (e.g. the organization’s structure, processes or systems). Complex things like people, their values and beliefs typically get labelled too difficult and left to the end of the program or are even completely ignored. The situation is invariably exacerbated by the need for change leaders to demonstrate the program’s ability to deliver quick wins. Changing the way people think, act and behave is never going to be a quick win.

The competence of the senior leadership determines how difficult or lengthy an organization’s change journey will be; the greater their knowledge and experience of applying change tools and techniques, the shorter and easier the journey is likely to be. What really determines the success or failure of largescale organizational change is effective and enduring engagement.

One’s ability to engage with two key groups of stakeholders is directly proportional to the odds of being able to execute successful change. The first group, typically the individuals and organizational entities that control or own resources, is able to directly influence the outcome of the transformation endeavour. The second group is those 28 CFM&D August/September 2015

who will be affected by the change (i.e. the external and internal stakeholders whose personal and/or professional life will be changed by the outcome).

Failing to engage with both of these communities significantly diminishes the probability of success.

How, then, does one build this engagement? Involvement and communication are fundamental.

Involving people in shaping the change strategy, and then keeping them engaged throughout the endeavour, is critical to success.

Their involvement hinges on a change leader’s ability to identify and engage with the critical few (i.e. those individuals whose opinions are valued and trusted).

They are not necessarily members of the senior leadership team; they are more commonly individuals who have developed strong, informal networks within the organization. Involve them in shaping and driving the change and not only does the change leader secure their commitment but also reaches and influences their networks. In so doing, one creates the critical mass needed for change to happen. It’s easier for those who will be affected by change to be optimistic about the future if they’re actually involved in shaping it. It follows that the more people are involved in determining

the future and the change process to get there, the greater the probability of success.

Even with the best of intentions, it’s impossible to involve everybody in all aspects of the undertaking. What one can do, however, is make sure that everyone is kept informed of what’s going on, why it’s happening and how it will affect them. Keeping everyone informed involves communication; this is about identifying, understanding and responding to the concerns and worries of those affected.

A key component of communication must be the recipient’s unswerving belief in the honesty, transparency and consistency of the message. To create this belief, all leaders and managers in the organization must always ‘tell it as it is’. Attempts to disguise, conceal or complicate the message diminish a change leader’s credibility, causing trust to evaporate and change to fail. Above all, answer the question that everyone in the organization will ask when change is afoot: “What’s in it for me?” If a change leader fails to provide a satisfactory answer (i.e. one that clearly articulates the change envisaged, why the change is needed and how this will affect the individual and his or her unit/group/ department), the change leader’s chances of mobilizing support are slim.

Follow the simple guidelines of ‘involve’ and ‘communicate’ to increase the probability of engaging with and securing the commitment of the people who will determine whether a business change initiative succeeds or fails. | CFM&D

Mark Wilcox, MBA, MSc, BSc, FCIPD, MBPsS, is the driving force behind the niche business that is Change Capability Consulting Ltd. He works with leading organizations on developing a clear line of sight between the strategic goals of the business and the people activities the organization pursues. Mark Jenkins, MBE, MSc, MA(Ed), FIET, IEng, MCIPD, MCIPS, MCMI, established Capability Management Consulting Ltd in 2010 and since then has worked with large and small organizations and advised a wide range of public sector, commercial and not-for-profit businesses on strategy and change. Jenkins and Wilcox recently co-authored Engaging Change, a people centred approach to business transformation. www.cfmd.ca

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NEW AND NOTABLE AT NEOCON A foldable accordion-style paper table and an intuitive height-adjustable desk are just a few of the standout products that launched at North America’s largest commercial design tradeshow this year

From Vancouver’s molo design comes the cantilever paper table, which is made from black or natural brown kraft paper or translucent white heavyweight textile. Available in sitting and standing heights (28 and 41 inches, respectively), the table is formed from a honeycomb structure that folds up flat for storage. molo will make to order a 44-inch table top from Corian® or provide drawings for its local manufacture. It will also provide drawings for a 47-inch table top made from Corian®, glass, stone or other solid surface. Optional accessories include a pencil holder/spindle and paper sketching circles that can be spun around the table.

30 CFM&D August/September 2015

Green Furniture Concept has introduced its awardwinning Leaf Lamp Series to the North American market.

To meet demand for the ambient lighting solution here, the Swedish company has set up an office in Montreal. The lamp’s thin, unbleached wool felt leaves have flameproof and sound-absorbing qualities and are attached to birch branches in organic configurations that mimic nature. Options for displaying the ambient lighting solution include suspending the leaves from a central rope pendant or fastening the leaves to a tree trunk on a heavy-duty metallic base. The company uses only natural, non-toxic and recyclable materials and follows a strict tree replanting program.

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Baresque, an Australian interior finishes manufacturer, made its North American debut with Zintra, a line of acoustic panels, textures and systems.

Ideal for joint-free floor-to-ceiling applications, the line’s acoustic panels come in 110-inch-long sheets, in a variety of bright and neutral colours. Available in a variety of designs, the line’s acoustic textures are panels with 3D relief. Easy-toinstall, the line’s systems comprise a range of prefabricated, packaged wall, ceiling and room-dividing systems. Depending on installation and distance from the wall, the Zintra line has a 0.35 to 0.90 noise reduction coefficient (NRC).

Peter Pepper Products has introduced the Henrik Kjellberg and Jon Linström-designed iBOOTH™. Providing privacy and sound-dampening without sacrificing visibility, the enclosure has applications in common and collaborative areas, connecting corridors and lobbies as well as public and private spaces. The iBOOTH™ can be paired with the StackR Stool or set up solo for standing work. It measures 37 inches wide, 33 inches in height and 25 inches in depth. Models come freestanding or wall-mounted. The powder-coated steel base of the freestanding model measures 37 inches wide, 70 inches in height and 25 inches in depth. A built-in power module with two additional USB outlets for charging 5V devices comes optional.

Canadian Facility Management & Design

August/September 2015 CFM&D 31

SHOW REPORT Building on its executive model FI, Stir launched at NeoCon its new Kinetic Desk MI. The MI model is intended to deliver the same slim and flexibly designed height-adjustable desk at a lower price point. Software drives the desk by sensing the user’s presence and preferences. It also allows the user to set goals and reminds the user to change positions with a gentle, one-inch rise and fall of the surface. The user can move between his or her selected heights with a double tap on the embedded touchscreen. Available in a rectangular shape, the M1 comes in three standard sizes of 30 by 48 inches, 30 by 60 inches and 30 by 72 inches.

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New from Tarkett is the Johnsonite Safe-T-First System, which combines photoluminescent technology with resilient flooring to provide escape routing through emergency exit stairs and halls during power outages. Photoluminescence occurs when inorganic strontium aluminate crystals absorb light source energy. Then, when needed, such as in the event of a fire, the stored energy emits a yellow-green light. When the lights are on, the flooring, which uses 36 colours and different design elements, is meant to look stylish, unlike products that use utilitarian extruded aluminum. The system is durable and lowmaintenance with a long life cycle.

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PULL UP A CHAIR A survey of new seating turned up a field filled with chairs that conform to and move with the user into a range of casual and formal work environments. Plus, these selections maintain ergonomic support in streamlined designs that put modern twists on timeless forms With its timeless aesthetic and light scale, Teknion Studio’s Cover seating is meant to mimic the layering of a well-tailored suit. The Claesson Koivisto Rune-designed collection, which also includes tables, integrates seamlessly into a variety of interior spaces. The versatile lounge furniture works equally well for quick meetings and quiet concentration. An optional backrest screen offers privacy. Among Cover’s seating selections are a three-seat sofa, a fourleg lounge chair and a swivel lounge chair.

Global’s LITE seating series gives the classic sled an update, combining ribbed mesh covering and refined metal work. Arms are available in traditional cantilever or contemporary loop styles; legs come with casters or non-marking glides.

The mesh covering’s 24 colour selections include Arctic Blue and Red Mittens. As an alternative to mesh covering, the series is also offered with fully upholstered coverings in COM or Global textiles.

Finish options are Black, Chrome and Tungsten.

Tazza, a new line of multi-purpose chairs from Borgo, is named after the Italian word for “cup,” for the way it conforms to the user. The polymer seat shell is ergonomically contoured with a waterfall front edge seat designed to take pressure off the back of the thighs. At home in a range of environments, Tazza is available on four lathed wood legs as well as on three, four or five-seat beams. The line comes in black, egg shell white, earth gray and mustard seed yellow.

34 CFM&D August/September 2015

www.cfmd.ca

New from Inscape, Crossline is a Markus Dörner-designed seating line born from a collaboration between designers, engineers and scientists. The range of conference and visitor chairs feature a patented “Similar-Plus” mechanism that facilitates smooth movement during dynamic sitting. Crossline also supports the spine at a point where backrests commonly lose contact with the back. Users can adjust armrests, seat height, depth and tilt, lumbar support and backrest pressure using clearly labelled controls within easy reach.

Gunlocke’s Avoca™ swivel/guest chair is a new executive seating option designed by Kevin Stark. Depending on which finishes and upholstery are specified, the chair can be integrated into spaces as diverse as boardrooms and touchdown stations. The pairing of soft foam in the seatback and molded foam in the shell are designed to be comfortable without sacrificing support. Avoca comes in side chair, mid- and highback options. Arms are available in self-skinning urethane, fullpolished aluminum and polished aluminum with urethane insert.

BDI has introduced the TC-223 Office Chair, available in two configurations. Model 223DHF comes with a black or grey mesh back with matching fabric seat and headrest, along with a black base. Model 223DHL comes with a black mesh back with a black leather seat and headrest, along with a polished chrome base. The task chairs are BIFMAcertified and ergonomically engineered, offering adjustable headrests, arm and chair heights and featuring lumbar support, customizable to the user with variable tilt-lock and tilt tension control.

Canadian Facility Management & Design

August/September 2015 CFM&D 35

As its name suggests, the Sway Lounge Collection from KI is designed to allow users to move freely, with full 180-degree rotation. The seating automatically adjusts to the user’s seating position and style, maintaining body contact and complete cushion. Sway’s molded seat and base are described as “virtually indestructible,” with a structural lifetime warranty and easily replaceable upholstered seat and back cushions. Rotationally molded linear low density polyethylene (LLDPE) form the seat and four-leg base; post-consumer recycled plastic form the seat and backrest upholstery shells.

Wolfgang C.R. Mezger has added Radius Meeting to the Radius Lounge Series by Davis Furniture. The high back option’s design offers intimate seating in open areas such as hotel lobbies and corporate lounges. Seating units sit back-toback or connect with curved seating units. Available in acrylic or standard veneer surfaces, tables may also be attached at ends, corners, or in between seating units. All metal parts come in chrome or five standard powder-coated finishes. Legs have adjustable glides to level units.

Arper’s Catifa Sensit is designed to combine the comfort of a traditional task chair without the bulk of visible technology. Offering full ergonomic support and seamless incline to relieve low-back pressure is an integrated mechanism in the back of the chair. Catifa Sensit comes in three backrest heights and optional aluminum or upholstered armrests. The seating is available in chair and lounge models, with fabric, leather or faux leather upholstery. Other choices include white, black or chrome casters.

36 CFM&D August/September 2015

www.cfmd.ca

[ info guide ]

14.0214 CFMD_Ads_FA_Layout 1 14-12-10 3:18 PM Page 1

PRINCETONTM Desking

Interface is the leader in providing innovative and sustainable, high-performance modular carpet with elegant, award-winning designs and reliable construction. From enhanced sound absorption to easy repairs, Interface products are built to accommodate demanding environments and easily adapt to the ever-changing needs of the floor space - allowing for easy, economical reconfigurations, replacements and reclamation.

VION SEATING Leave the work cubicle behind.

Princeton is for a new generation Introducing Vion , a great new series that that believes the office doesn't supports a wide range of users and office have to be 'the office'. It's more applications. The Vion family includes task, than just a new look, Princeton has side and meeting room chairs, stools and a personality just like you. It's heavy-duty models. Two back heights in about making 'me' feel that I'm still mesh or upholstery respond to individual me when I sit down for the day.

You are never too young or too old preferences while maintaining a coherent to learn something new. Most delook throughout the office. Five seating sking products were conceived to mechanisms further enable different build out from the wall (ie. the people to find the fit that suits them best. workwall) but Princeton builds out from 'you' and where you work.

TM

233 Lahr Drive, Belleville, ON K8N 5S2 Toll Free 1.866.398.3191 inquiry@interface.com www.interfaceflor.ca

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globaltotaloffice.com 1-877-446-2251 14.0214 CFMD_Ads_FA_Layout 1 14-12-10 3:22 PM Page 3

www.globaltotaloffice.com

Genius Training Table

DESCOR FOUNDATIONS -

For the client seeking a versatile table – for training rooms, conference and meeting spaces or workstations – Artopex’s training table is GENIUS! Fixed-top or flip-top surfaces, caster or leveler footings, Genius is easily reconfigured or stays solidly in place for permanent installations.

Flip-top tables nest together to occupy a minimum of space due to the unique interlocking leg system. Proudly designed and manufactured in Canada.

BRIDGES II

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Connect. Share. Achieve. Bridges allows TM

A modern interpretation of conferyou to connect in different ways from ence Boardroom and Meeting Room benching to desking, meeting rooms to furniture featuring the latest data and systems. Redefine how you connect and communications capabilities! share. Bridges provides you with the tools to achieve so much more.

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14.0214 CFMD_Ads_FA_Layout 1 www.artopex.com 14-12-10 3:22 PM Page 4

PRIMACARE

The 2012 Global Total Office

A new benchmark in healthcare seating...

PRINCETON All the features, all the looks and quite More components, more layouts, five possibly the most extensive offering of its great new finishes and a sleek new kind for both acute care and long term metal frame leg. More of everything that care applications. As the name implies, makes PRINCETON your first step Primacare is a first for both care givers and specifiers. Under the skin of every beyond the work cubicle. Not to forget Primacare chair is a heart of solid steel the new PRINCETON tables, a slender waiting to meet the rigorous demands of surface on a simple structure that you any environment. The Primacare series will want to use everywhere. includes more than 40 models that extend from patient rooms to waiting areas, dining rooms to treatment centers and bariatric applications.

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BLACK WHITE WHEN USED ON COLORED BACKGROUNDWHITE

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In this catalogue, you will find thousands healthcare seating providing a of products from budget to mid-market, comprehensive and integrated solution traditional to contemporary, classic to for patient, bariatric, guest, dining, sleepers, innovative. Seating...desks...files...tables... recliners and modular seating. Primacare panels and accessories- all stocked, ready is 'purpose built' for both Acute Care and for quick delivery. Our outstanding dealer Elder Care environments, leading the way network can provide you with whatever in on-site maintenance, reconfiguration you need, wherever you need it.

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and infection control.

Visit us on the web and locate a dealer near you!

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KSI Sign Systems

The furniture becomes the Made from natural ingredients, MCT architecture; the canopies, although enclosed, are inviting structures that linoleum tile features a low cost of wrap around the seating to ensure ownership and is occupancy ready, privacy and acoustic comfort. requiring no initial maintenance. Its Privée’s lounge seating can also be naturally inherent antimicrobial and fitted with convenient swivel tables, antistatic properties offer improved providing a multi-purpose top for additional comfort. Compatible indoor air quality and combat MRSA components have been designed and other strains of bacteria. to offer endless combinations and ease of use, generating new ideas to manage space and meet different needs with modular and Forbo Flooring pieces.

Systems re-positionable

866-661-2351 www.borgo.com www.forboflooringNA.com

32 Canadian CFM&D Facility October 2012 Management & Design

is a leading provider of interior and exterior signs for over 25 years. With an attention to detail and a commitment to a high level of customer satisfaction based on product knowledge, quality and service we can work with you to create efficient and user friendly sign systems and wayfinding solutions for your sign requirements KSI Sign Systems Inc. Phone: (905) 625-1999 Fax: (905) 625-3889 www.ksisignsystems.com

August/September 2015 www.cfmd.ca CFM&D 37 Untitled-3 1

14-01-29 11:04 AM

[ last word ]

BY MELINDA GORGENYI

LOOK FOR ONE-STOP-SHOP SOLUTIONS The market for integrated facility management (IFM) services is on the rise. It’s a trend that speaks to the benefits, such as lower operating costs, that these services bring to organizations

A

n increasing number of facility managers are looking to integrated facility management (IFM) services in their quest to improve quality of life in the workplace. A recent survey of international FM professionals (conducted with Sodexo and the Royal Institution of Chartered Surveyors contacts) revealed that IFM is becoming a strategic management discipline that is crucial in improving an organization’s productivity and ensuring the well-being of its people.

In addition, nearly one-third of FM professionals surveyed said they are planning to integrate their services.

This finding aligns with Frost & Sullivan’s 2015 Global IFM Report, which indicated that the IFM market is projected to grow at a compound annual rate of 6.4 per cent between 2013 and 2019.

Clearly there is a strong demand for single-contract solutions, continued price reductions, improved energy management and intelligent buildings.

To meet those multiple demands, FM managers are seeking to achieve more with less through a streamlined approach. In other words, they want to leverage the power of one provider for multiple services.

Outsourcing IFM to a single-source provider has four core benefits. It enables organizations to: 1.

LOWER OPERATING COSTS

Organizations can reduce the additional costs associated with multiple service providers and reduce the number of contracts they oversee, thereby simplifying overall management.

38 CFM&D August/September 2015

upgrade systems to save money and reach organizational goals.

4. IMPROVE TOTAL COST OF OWNERSHIP

Managers can avoid the direct and indirect costs of performing services inhouse, reducing the costs associated with staffing, materials and quality control.

Those cost savings can be redirected into funding other core-value projects.

2. FACILITATE CHANGE MANAGEMENT

There are always newer, more advanced systems to implement, which is a key reason why most in-house organizations struggle with change management in the built environment. Outsourcing allows organizations to enjoy the benefits of those advancements immediately to drive long-term business value, without the need for costly capital outlays. By lending its resources and expertise to an organization, an outsourced IFM provides access to the latest technology, technical specialists and research that can keep facilities on the cutting edge and improve overall management functions.

3. ACQUIRE BEST PRACTICES

Combining an in-house generalist position with external technical specialists gives an organization access to a broader base of knowledge and expertise.

Outsourcing providers have developed best practices that have been used on local, regional and global scales. These proven efficiencies can elevate a facility’s performance in areas such as energy management and intelligent buildings.

Because an IFM provider’s sole focus is on goals and projects, they can implement best practices faster and suggest new ways to augment business performance while helping managers keep pace with leading advancements. For example, a comprehensive IFM provider can swiftly

Understanding the value of assets and creating a strategy to maintain them is a key function of an IFM professional today. The role has evolved from one of simple maintenance manager to one of strategic advisor with a strong grasp of key concepts such as total cost of ownership and the underlying value of predictive maintenance.

With proactive and predictive maintenance systems in place, organizations can better understand the costs of upkeep and extend the life of their systems. Overall, a welldeveloped asset management program can lower facility costs over the longterm by avoiding unexpected expenses and generating greater returns on investments. For example, the lifespan of a roof with a preventative maintenance plan is 30 years — nearly double the 16year life of a roof with only a corrective maintenance plan.

FM professionals can tap into the aforementioned benefits by developing a holistic strategy and operating model to support client operations through a single-source provider. When selecting an outsourcing partner, however, it’s important to look to providers that have a proven track record in IFM solution delivery and, where applicable, experience in the organization’s industry.

Research has shown that IFM outsourcing on a local, regional and/or global level can deliver benefits including carrying out best practices, improving financial control and reducing overhead costs. The key lies in finding the right partner that can take facilities to the next level, so managers can focus on their core business. | CFM&D

Melinda Gorgenyi is Vice President of Integrated Facility Management at Sodexo Canada.

www.cfmd.ca

EMPOWERING INDIVIDUALS AND ORGANIZATIONS TO GROW AND SUCCEED.

Our longstanding history of strong partnerships and best practices make Sodexo an outsourcing partner of choice.

From building operations and maintenance to customer service centres; from catering and retail food services to fitness centre management; and from cleaning services to grounds maintenance and landscaping; Sodexo designs, manages and delivers solutions for clients that improve Quality of Life in the workplace contributing to the development of individuals and the performance of organizations.

To learn more about our Quality of Life Services please visit www.sodexo.ca

Š 2015 All Rights Reserved. Global Design Center 15.0091 Lite seating shown in Vue Mesh, White (VU20) and Allante, Dark Pewter (A38E).

the sled is back The sled is back in an elegant update of a classic. Global's new LiteTM seating series blends refined metal work with a beautiful ribbed mesh covering in an array of contemporary neutrals and chromatic hues. Lite also comes in a leg chair with non-marking glides, or spec it on casters to make it mobile. Two arm styles, including a traditional cantilever and a LITE SEATING SERIES.

contemporary loop, are available on all models. Fully upholstered coverings in your favorite textile or one of ours round out the options on this great new series.

1.877.446.2251 CAN

1.800.220.1900 USA

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