Issuu

DECEMBER 2017

A NATIONAL

ACCESSIBILITY STANDARD

INCLUSIVE DESIGN

WOMEN’S COLLEGE HOSPITAL REDEVELOPMENT REFLECTS INPUT FROM DIVERSE GROUPS

CONSTRUCTION

SIDE EFFECTS PA R T O F T H E

SUPPORTIVE

WORKPLACE DESIGN

P A R T

Canadian Publications Mail Product Sales Agreement No. 40063056

O F

T H E

FOCUS ON HEALTHCARE FURNITURE

Lighting for the office that works properly When lighting fails to provide the right optical conditions for working, it can impact our performance, and our wellbeing. Offices have dealt with poor lighting for a long time. Dyson lighting works differently. It’s engineered to position light precisely where it’s needed. Custom-engineered lenses cast controlled illumination, creating optimal lighting conditions for work. This can help reduce the risk of eyestrain,1 improving comfort and productivity.

Hand hygiene

Air quality

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Personal care

CANADIAN FACILITY MANAGEMENT & DESIGN

[ contents ] 22

PHOTO: BEN RAHN/A-FRAME INC.

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On the cover: With views through to the elevators, the lobby of Women’s College Hospital is designed for ease of wayfinding. Page 16.

16 Women’s College Hospital’s Centre for Ambulatory Care Education provides a place to evaluate students in exam room-like environments.

CERTIFICATION FILLS INDUSTRY VOID An initiative aims to set a national standard for rating building accessibility.

14 PEEL TO FLEX ACTIVE DESIGN STRATEGIES A municipality expands a program that got employees moving.

16 HOSPITAL-ITY INSPIRED Redevelopment supports Women’s College Hospital’s unique mandate.

22 CONSTRUCTION SIDE EFFECTS CARRY DEADLY RISKS Experts prescribe mitigation strategies for environmental impacts of expansions and renovations at existing healthcare facilities.

28 GUEST ACCOMMODATIONS Sleepers are aplenty as healthcare furniture caters to patients’ visitors.

columns 4 OBSERVATIONS 8 FM ERGONOMICS 10 FM EDUCATION 24 OPERATIONS & MAINTENANCE 26 TECHNOLOGY 30 LAST WORD

departments 6 FOUNDATIONS 21 INFO GUIDE

[ observations ] BY MICHELLE ERVIN

INCLUSIVE DESIGN

dvocates often point out that inclusively designed spaces are better for everyone — not just for the previously excluded groups whose needs they take care to consider. As I come across more and more facilities that are incorporating gender-neutral washrooms, I instinctively assume they’re intended to accommodate trans-gendered people. In some cases they are, like at the new Albion Library, which is the first of Toronto’s branches to introduce transfriendly washroom signage. In other cases, like at Toronto’s new York Recreation Centre, gender-neutral change rooms provide the modesty sought by some of the ethnic groups in the neighbourhood it serves. Interestingly, this type of inclusive design features comes with facility managementrelated benefits, too. Because York Recreation Centre’s change rooms are genderneutral, it’s possible to close down one for cleaning and send in staff of either gender, as the architect and senior project coordinator told me. And the way that they’re designed, with fully enclosed changing stalls and glazing separating them from the corridor, they allow for passive supervision, improving security. The subject of this month’s cover story, the redevelopment of the Ontario’s only ambulatory care centre devoted to women, complete with gender-neutral washrooms, showcases this type of inclusive design. Women’s College Hopsital solicited feedback from women as to the gaps that they face in accessing healthcare, which informed the look and feel of its new facility. Also in this issue, a building solutions expert takes the pulse of trends in healthcare facilities, such as the use of occupancy sensors that automatically adjust room conditions. Plus, our regular round-up of new products features the latest in healthcare furniture. In its effort to create a comfortable environment, Women’s College Hospital specified furniture that isn’t traditionally found in healthcare. The redevelopment project offers another example of where inclusive design benefits more than just the intended group. One of the issues addressed by the design is the feeling of anxiety some women face in entering a hospital — a feeling that is surely shared by other groups, giving the design response possible applications in other healthcare environments.

MICHELLE ERVIN michellee@mediaedge.ca

DECEMBER 2017 Volume 32, Issue No. 5 PUBLISHER: Liam Kearney liamk@mediaedge.ca EDITOR: Michelle Ervin Tel (416) 512-8186 ext 254 michellee@mediaedge.ca SENIOR DESIGNER: Annette Carlucci annettec@mediaedge.ca WEB DESIGNER: Rick Evangelista ricke@mediaedge.ca PRODUCTION MANAGER: Maria Siassina marias@mediaedge.ca CIRCULATION: Yeshdev Singh circulation@mediaedge.ca (416) 512-8186 ext. 234 PRESIDENT: Kevin Brown kevinb@mediaedge.ca GROUP PUBLISHER: Sean Foley seanf@mediaedge.ca DIRECTOR OF DIGITAL MEDIA: Steven Chester stevenc@mediaedge.ca

Canadian Facility Management & Design (CFM&D) magazine is published five 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* Single Copy Sales Canada $15* * 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 2017 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

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» foundations » ALTERNATIVE FINANCING AND PROCUREMENT BY THE NUMBERS When Bonnie Lysyk, auditor general of Ontario, released her annual report for 2017, the media seized onto two numbers in the real estate services section: 812 and $18.9-million. That’s 812 buildings under Infrastructure Ontario’s management that sat vacant in 2016/17 at a total cost of $18.9-million in rent, property taxes, and operating and maintenance expenses. However, the real estate services section of Lysyk’s annual report also included some interesting figures pertaining to alternative financing and procurement (AFP). The model has been around for more than a decade now and sees public-sector projects contracted out to private-sector companies, which finance, build, and, in some cases, maintain facilities such as hospitals. The espoused benefits of maintenance agreements under the AFP model are that the private-sector company assumes risks such as equipment failure and completes prescribed work covered by monthly payments, Lysyk notes. But that has not been the reality for some hospitals she spoke with, which shared stories of delays in addressing deficiencies and funding shortfalls. Here’s a look at some of the numbers:

$1.2M

The number of hospitals in Ontario maintained under an AFP agreement.

The total capital cost one hospital faced for variations, or work unaccounted for in the AFP agreement.

Among other recommendations, Lysyk called on Infrastructure Ontario to help hospitals capture improved cost-effectiveness under AFP agreements for maintenance. In response to this recommendation, Infrastructure Ontario said that it has an agreement in principle with the Ministry of Health and Long-Term Care to oversee the management of AFP contracts in hospitals once operations begin, much like Infrastructure Ontario does for courthouses and detention centres. But, Infrastructure Ontario added, the Ministry of Infrastructure would have to give it authorization to proceed. The full report can be accessed online at: http://www.auditor.on.ca/en/ content/annualreports/arbyyear/ar2017.html#volume1.

ASHRAE PUBLISHES 2017 VERSION OF THERMAL COMFORT STANDARD

$1M 6

The number or months after substantial completion it took in one case for a private-sector company to respond to a serious deficiency, according to a hospital CEO.

The number of contracts awarded to a private-sector company, despite it being locked in a dispute with one of the hospitals it manages.

The annual funding shortfall faced by one hospital, despite having received $1.3-million in top-up funding from the ministry.

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The 2017 edition of ASHRAE’s major thermal comfort standard has been published to incorporate seven published addenda to the 2013 edition. ANSI/ASHRAE Standard 55-2017, Thermal Environmental Conditions for Human Occupancy, simplifies the language of the 2013 standard and clarifies the three comfort calculation approaches in Section 5.3.3, “Elevated Air Speed.” The 2017 edition includes a new requirement to calculate the change in occupants’ thermal comfort from direct solar radiation. “The updates to Standard 55-2017 are the result of a continuing series of modifications made based on new research, experience, and proposals from designers, manufacturers and users,” says Abhijeet Pande, chair of the Standard 55 committee. “Standard 55 has been rewritten with a renewed focus on application of the standard by practitioners and use of clear, enforceable language.” The three comfort calculations methods provided in the 2017 edition are: • a graphic method for simple situations, • an analytical method for more general cases, and • a method that uses elevated air speed to provide comfort. Other additions include simplification of Appendix A to a single procedure for calculating operative temperature; clearly stated requirements and calculation procedures appearing sequentially; an update to the scope to ensure the standard is not used to override health, safety; critical process requirements; and removal of permissive language. The preceding news brief originally appeared on the REMI Network.

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[ fm ergonomics ]

This page sponsored by

BY LINDA MILLER

EYESTRAIN ON THE RISE IN MODERN OFFICES As energy-efficient lighting and outdoor views become fixtures of environmentally and productivity-focused workplaces, occupants are increasingly complaining about visual discomfort. An ergonomist looks at what’s causing these symptoms and how to alleviate them

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As more offices go paperless, employees are at greater risk of eyestrain due to increased screen time.

n the past decade, there has been a significant rise in the number of office buildings that are designed and constructed to reduce environmental impact and improve occupant performance. However, some of these new designs and technologies have had unintended side effects — many of which are only beginning to be understood. Features commonly seen in these new office spaces include: collaborative work spaces, low partition walls, access to daylight views and the introduction 8

of energy efficient lighting systems — including light-emitting diode (LED) computer-based systems. Alongside the many benefits observed with this style of design and construction, there has also been a rise in occupant complaints observed. The focus of this article is to examine the rising number of concerns associated with lighting and eyestrain, and then to provide strategies that can be used to address such concerns. It is generally thought that individuals will experience less eyestrain and fewer

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headaches when they have access to natural daylight. It has also been suggested that access to natural daylight improves overall mood and productivity. So, what are some of the factors driving the rise in concerns associated with eyestrain and headaches in these new spaces? Ergonomists are frequently asked to assess concerns related to visual discomfort, eyestrain, or even computer vision syndrome (CVS). Visual discomfort, especially in an office environment, can occur when the eye cannot compensate for glare or inadequate light levels. This can result in reduced productivity or a change in work behaviour. Computer vision syndrome is often characterized by a range of visual symptoms experienced by people using visual display terminals (VDT)1. Typically, symptoms are grouped into two categories: Ocular symptoms • Eye strain • Dry eyes • Fatigue of the eyes • Blurred vision • Double vision Non-ocular symptoms • Headache • Decreased cognitive abilities • Neck and shoulder pain1-2 As many as 90 per cent of VDT users report at least one symptom (ocular or non-ocular)3, with ocular symptoms being reported by 47.5 per cent of VDT-using employees in an American study4. Similar studies in Italy5 and Australia 6 revealed a symptomprevalence of 31.9 per cent and 63.4 per cent, respectively. The amount of daily VDT exposure (greater than four hours) has a strong relationship with severity of reported CVS symptoms, yet VDT-use continues to increase within the workplace. Therefore, it is important to consider how to manage

those aspects of VDT work, as well as environmental design, that can be addressed to reduce the risk of CVS1,7-8. Today, in most offices, individuals primarily work on the computer, using multiple screens to perform their work activities. Additionally, many employers are encouraging paperless offices, increasing time spent viewing computer monitors and, with that, increasing the risk of straining the eyes. The primary factors that contribute to eyestrain include: improper ambient light levels for the task, exposure to direct and indirect glare, uninterrupted viewing time on the computer, the nature of the viewing task(s) and the individual’s overall visual health. Recent assessments suggest ambient light levels range from 300 to 1600 lux in many spaces. Much of the variation can be attributed to the large floorto-ceiling windows that surround a space, but even with the blinds closed, light levels often are greater than 700 lux. Standards suggest that for computer-based work, ambient light levels should be in the range of 300 to 500 lux. Light-coloured worksurface finishes and partitions can further contribute to higher ambient light levels. Another concern is the peripheral glare from overhead LED lighting fixtures. Many of the fixture designs that are currently installed in new buildings create direct visual glare for the user, especially when monitors are positioned too high for viewing or when the fixture is not recessed, making it visible to the occupant. So how can the features of environmentally sustainable buildings be optimized while still accommodating the needs of the occupant? Consider some of these guiding ergonomic principles: • Avoid placing computers next to windows where individuals are facing or have their back to the window. Even with blinds installed, individuals report direct glare into their eyes when facing the window while working on the computer;

Many of the fixture designs that are currently installed in new buildings create direct visual glare for the user. • Allow occupants to close and open blinds as needed; • Ensure light levels do not exceed 500 lux. Consider reducing overall ambient light levels and providing supplemental task lighting; • Examine the design of the light fixture to ensure the light source is not directly visible by the eye when in a seated or standing posture; • Ensure work surfaces and adjacent partitions/surface finishes do not have high reflective properties; • Ensure occupants are trained on proper placement of screen height and distance for optimal viewing; • Educate occupants to break up their viewing tasks every 20 minutes for 20

seconds, refocusing on an object off in the distance or even closing their eyes; and • Ensure occupants have their eyes checked at least every two years. Finally, as more spaces use lightemitting diodes (LED), standards and lighting designs may need to be revisited. The nature of LEDs is different from incandescent or fluorescent lighting. Many occupants anecdotally report finding LED lighting much brighter even though ambient light levels are within recommended standard measurements. | CFM&D

Linda Miller, OT (c), OTD, CCPE, is president and certified ergonomist for EWI Works International Inc., Clinical Associate Professor, Faculty of Medicine and Dentistry, Department of Preventive Medicine, University of Alberta. She can be reached at lmiller@ewiworks.com.

REFERENCES 1. Blehm, C., et al., Computer Vision Syndrome: A Review. Survey of Ophthalmology, 2005. 50(3): p. 253-262. 2. Kirk, E. and J. Strong, Management of eWork health issues: A new perspective on an old problem. Work-a Journal of Prevention Assessment & Rehabilitation, 2010. 35(2): p. 173-181. 3. Segui, M.D., E. Ronda, and P. Wimpenny, Inconsistencies in Guidelines for Visual Health Surveillance of VDT Workers. Journal of Occupational Health, 2012. 54(1): p. 16-24. 4. Woods, V., Musculoskeletal disorders and visual strain in intensive data processing workers. Occupational Medicine-Oxford, 2005. 55(2): p. 121-127. 5. Mocci, F., A. Serra, and G.A. Corrias, Psychological factors and visual fatigue in working with video display terminals. Occupational and Environmental Medicine, 2001. 58(4): p. 267-271. 6. Dain, S.J., A.K. McCarthy, and T. Chanling, SYMPTOMS IN VDU OPERATORS. American Journal of Optometry and Physiological Optics, 1988. 65(3): p. 162-167. 7. Mutti, D.O. and K. Zadnik, Is computer use a risk factor for myopia? Journal of the American Optometric Association, 1996. 67(9): p. 521-30. 8. Rosenfield, M., Computer vision syndrome: a review of ocular causes and potential treatments. Ophthalmic and Physiological Optics, 2011. 31(5): p. 502-515.

December 2017 CFM&D 9

[ fm education ]

These pages sponsored by

BOMI

BY RON SEGURA

C A N A D A

CLEANING THE OPEN OFFICE As workspaces have become increasingly flexible, so have work schedules. The presence of workers outside of traditional office hours has created new challenges for cleaning staff

And cleaning needs are amplified. More people using the same space means more areas must be detail-cleaned and disinfected. Disease can spread much faster in an open office, and effective cleaning is one of the primary ways to prevent this. So, how can cleaning workers get around these realities of the open workspace? ADJUST CLEANING TIMES

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One way to address the presence of office staff outside of traditional hours is to set a work schedule for cleaning tasks and only allow for one wave-off.

leaning work in open workspaces invariably must be done while people are still using the office. The main reason for this is that, along with tearing down walls and partitions, the old worker “timeclock” system has been torn down as well. Some staff members may start their day at 7 a.m., or 10 a.m., and there are those that prefer the swing and even graveyard shifts. This can cause complications for cleaning workers who typically prefer to

have the workspace to themselves when cleaning. It can slow them down if people are still in the office when they are cleaning. Often they must stop mid-task, such as vacuuming, because someone is on the phone. (This is called the “wave off,’ a term used when office staffers wave off the cleaners to come back later.) Safety becomes a bigger issue when more people are using the office; this is mainly due to the fact that people are coming and going, resulting in doors being left unlocked that should be locked.

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One way to tackle many of these problems is to adjust the time when an open office is cleaned. Office facilities are traditionally cleaned in the evening, often starting around 5 p.m. Depending on the location and the industry, an open office may have a very high density around 5 p.m., with many people still at work and using the office at this time. Because no two open office workspaces are necessarily the same, the building manager should determine the best time for the cleaning workers to come in. This is so important, it should be written into the scope of services and requests for proposals. In some cases, the contractor will have to pay workers more to come in at odd or unusual hours, and this added cost will need to be reflected in their bids. While no two locations are necessarily the same, very often it works best to have the bulk of the cleaning performed in the early-morning hours. There are often fewer occupants then, and the facility can be freshly cleaned before many workers start their work day. SET A SCHEDULE

Let’s say that cleaning the space early in the morning is not an option and that managers prefer that the open space office is cleaned after 5 p.m. The only way this will work is for the cleaning staff to set a work schedule and hold the office staff to it.

Such a work schedule might look like this: • From 5 p.m. to 7 p.m., distinct sets of restrooms will be cleaned; this ensures restrooms are always available to building users, but also notifies them when specific restrooms will be closed for cleaning. • From 7 p.m. to 8 p.m., trash will be collected. • From 8 p.m. to 9 p.m., food service areas will be closed for cleaning. • Also from 8 p.m. to 10 p.m., all desktops, counters, shared workstations and shared electronics will be cleaned and disinfected. • At 10 p.m., vacuuming and hardsurface-floor cleaning begins. The remaining time would be allocated to special cleaning projects performed on a weekly or monthly basis (high and low cleaning, floor scrubbing, floor polishing, etc.). During these set times, if cleaning workers are given a wave off, they should

be instructed to tell office workers they will come back one more time, but if they cannot clean then, the area will not be cleaned that night. PROMOTE PROGRAM SUCCESS

There are three keys to the success of such a program. First, everyone using the facility, cleaning crew and office workers, must be thoroughly aware of what areas are being cleaned and when. Second, such a program requires a degree of flexibility. Too much flexibility and the cleaning program will lose all structure and essentially fall apart. However, there may be occasions when large groups of office workers are meeting at specific times and need

certain areas available to them. In such cases, cleaning workers will need to be flexible, and adjust their schedules accordingly. Third, and possibly foremost, the entire program needs a high degree of courtesy. Both office workers and cleaning workers must understand they both have a significant role to play. Kindness and courtesy among all the players ensures that cleaning is performed efficiently and with minimal disruption. Open space offices have resulted in many changes for both building managers and cleaning workers, requiring them to work together, as partners, to ensure their staff and the facility are kept clean and healthy. | CFM&D

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

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December 2017 CFM&D 11

[ accessibility ] BY BARBARA CARSS

CERTIFICATION FILLS INDUSTRY VOID A Rick Hansen Foundation initiative aimed at establishing a national standard for rating building accessibility recently got a boost from the B.C. government

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The standard comes ahead of anticipated accessibility legislation, which the feds are expected to table next year.

igh-performance buildings, by definition, exceed the minimum standards set in the building code across almost every design and operating feature. Accessibility is the exception. Fear of possible liability often prompts buildings owners and their designers to favour the choices they know they can defend. “The architect tends to drift back to the code where it’s nice and safe,” Brad McCannell, vice president, access and inclusion, with the Rick Hansen

Foundation, told seminar attendees at the recent IIDEXCanada conference and tradeshow in Toronto. “We need a LEED program (equivalent) for accessibility. We need a national scale to rate things. We need a common standard.” Rick Hansen Foundation Accessibility Certification (RHFAC) is an initiative to create that standard, stock a pool of accredited accessibility assessors to serve as a resource to the commercial real estate industry, guide property improvements and identify and commend accessible buildings. The program got a boost in

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the Rick Hansen Foundation’s home base earlier this fall when the British Columbia government pledged $9 million to sponsor free accessibility ratings of up to 1,100 of the province’s commercial, multi-residential or institutional buildings by March 2019 and offer grants of up to $20,000 for accessibility improvements. Thus far, 12 accessibility assessors are on the job, including three working in Ontario. Vancouver Community College is the first of the envisioned national network of colleges to offer to the 60-hour training module, while an associated course specifically for design and real estate practitioners is slated to be launched in the spring of 2018. RHFAC administrators are aiming to have about 200 assessors qualified within the next 18 to 24 months. The timing is fitting as Canada and countries worldwide await what’s been dubbed the silver tsunami. Already, global statistics reveal that about one in seven people report some kind of disability, but that percentage is projected to rise to one in five over the next 20 years. McCannell pointed to his own mother as a stereotypical example of the aging population, experiencing diminished mobility, eyesight and/or hearing. “They don’t respond to the idea of being disabled,” he said. “She doesn’t think she’s disabled. She thinks she’s normal and, when you look at the stats, she is.” Universal design principles are grounded in the same philosophy. McCannell cited the Vancouver International Airport, where the Rick Hansen Foundation served as a consultant, as an example of a space designed to enable the broad cross-section of the public to use it with minimum need for assistance or special interventions. “You won’t find that little wheelchair guy (icon) anywhere because everywhere

is accessible,” he explained. “When you make things invisible except to people who need it, that’s a core principle of universal design.” BENCHMARKING AND GUIDANCE

Much of the existing building stock falls short of that ideal, but RHFAC can help owners/managers identify impediments to access and set priorities to address them. The assessment scores buildings on a scale of one to five in eight different aspects, including vehicular and exterior access, interior circulation, communication systems and emergency egress. Assessors can also award bonus points in each category if they see something innovative. Buildings achieving a score of 60 to 79 per cent are awarded accessibility certification; scores of 80 per cent or higher merit gold accessibility certification. In all cases, building owners/ managers receive the scorecard and have discretion to decide whether to publicize the results. “It’s not designed as a consumer product. It’s an industry tool,” McCannell said. “Eight categories tell owners where they are strong and where they are weak. The scorecard will reveal the low-hanging fruit.” Developers can similarly ask for a preliminary accessibility rating based on the building design. This could then be used for leasing and marketing purposes or it could be a quality control exercise to spot and correct potential barriers.

“Getting to new buildings is important because we have to stop making new mistakes.” “Getting to new buildings is important because we have to stop making new mistakes,” McCannell asserted. If participation grows as the program designers hope, it could help to build a more accurate inventory of accessible buildings. “Right now, we don’t know,” he said. “We want to celebrate access. We are not the code police; we are trained to see the good as much as the bad.” Beyond the scorecard, which McCannell defines as “a snapshot in time”, RHFAC will be a resource for building owners/managers seeking more detailed audits and/or guidance about implementing improvements. The standard could also support regulatory due diligence since new federal accessibility legislation is expected to be tabled in 2018. “We see RHFAC as a way of helping you get prepared for that,” McCannell said. Under B.C.’s new grant program, municipalities and not-for-profit entities are directly eligible for funds, while private

sector owners/managers must contribute a matching amount. Prospective proponents are urged to consider the entire scope of needs, including visual and auditory aids that can be added without modifying protected design features in heritage buildings. “Hearing loss is the single biggest disability by far,” McCannell stressed. “There’s a notion that wheelchair users equal access. Wheelchair guys are less than 20 per cent of the disability community, yet we dominate the discussion. Just because you don’t have access for wheelchairs doesn’t mean there aren’t a lot of things you can do.” The Vancouver International Airport is good proof that the benefits flow both ways. Universal design doesn’t just get people efficiently to their flights, it also allows gives everyone equal access to services while they are waiting. “It’s essentially a mall,” McCannell observed. “A barrier to a person with a disability is a barrier to making a profit.” | CFM&D

Barbara Carss is editor-in-chief of Canadian Property Management. The preceding article originally appeared on the REMI Network.

December 2017 CFM&D 13

[ workplace wellness] BY MICHELLE ERVIN

PEEL TO FLEX ACTIVE DESIGN STRATEGIES Ontario’s second-largest municipality is planning to roll out lessons from a pilot credited with increasing stair use and reducing sitting times at two administrative buildings to other facilities within its portfolio

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Picnic benches with umbrellas were one improvement aimed at encouraging Region of Peel employees to spend more time outdoors.

he Region of Peel plans to incorporate active design strategies at other facilities within its portfolio after a successful pilot in two of its administrative buildings reduced average sitting times and increased stair trips and walking activities, report two members of the project team. Treadmill desks — or walk stations, as they called them — were one of the most popular solutions to be introduced through the pilot. Other, low- and no-cost strategies were to apply decals to stairwell doors and supply fewer seats than people in fixed standing meeting rooms. The pilot was aimed at promoting more physical activity and less sedentary behaviour through design, which aligns

with the municipality’s 20-year vision for a community that enables its residents to thrive at all ages. It occurred as organizations are increasingly recognizing the impact of the built environment on health and well-being, observed Lee-Ann Kosziwka, a workplace health specialist at the Region of Peel. “Design as a solution to a health problem is not new,” she said, speaking in the IIDEX seminar Changing Course Through Supportive Workplace Design. PUBLIC HEALTH ISSUE RECOGNIZED

Kosziwka pointed to the roles of neighbourhood design, sewer infrastructure and clean-water policies in curbing mortality due to communicable diseases in the late 19th century and early 20th century.

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“Fast-forward to the 21st century and communicable diseases remain low,” she said. “However, rates of chronic diseases, such as heart disease and diabetes, and the risk factors, such as sedentary behaviour, lack of physical activity and unhealthy eating, are increasing at an alarming rate.” Kosziwka characterized this as a public health issue, noting campaigns encouraging people to adopt a nutritious diet and exercise regularly have failed to stop this trend. What’s more, she said, it has been well-established that engaging in physical activity off the job can’t undo the negative effects of physical inactivity on the job, which is exacerbated by design features that place everything a worker needs within desk’s reach. The recently launched FitWel certification and WELL Building Standards have acknowledged the importance of the built environment in promoting health in the workplace. The Region of Peel’s pilot may have begun as an initiative of the public health department, but it brought together a range of stakeholders, including the facilities, workplace design and innovation team. Nicole Fratipietro, a designer at the Region of Peel, said the pilot targeted office areas, stairwells and outdoor spaces with the goal of identifying strategies that would have applications across the municipality’s portfolio. EMPLOYEES TEST ACTIVE FURNITURE

Active furniture was introduced to the office areas in phases, which Fratipietro noted gave employees the opportunity to test different products before they were procured in larger quantities. One strategy was to integrate a heightadjustable component into the work surfaces of the traditionally styled desks. Fratipietro said a crank-operated option was ruled out, due to the risk of shoulder

injuries caused by repetitive stress, as was a difficult-to-use pin-leg option. “We don’t have the resources to go in and adjust a surface every time staff want to sit or stand, so we ended up settling with electric desks,” said Fratipietro. But the electric desks had limited applications in meeting rooms due to the availability, or unavailability, of floor monuments, she said, so this solution was complemented with the addition of counter-height chairs paired with standing-height tables. “For our meeting rooms that had 10-staff capacity, we ended up only providing eight seats,” added Fratipietro. “This ensured that if we had a meeting of 10, at least two had to be standing.” The walk stations were initially tested in enclosed areas in anticipation that the equipment would generate noise, among other reasons. The walk stations were later moved to the corridor to give them improved visibility. This also exposed them to natural light, and some were positioned in pairs to facilitate walking meetings. “We purposefully called them walk stations because we don’t want people to think it’s a workout machine,” added Kosziwka. STEPS TO IMPROVE STAIRWELL USE

Next, the project team turned its attention to improving the aesthetics, safety and wayfinding of the stairwells, which starkly contrasted some of the internal staircases being integrated into new offices. “They were stairwells to get from point A to point B in case of emergency — they were not used by staff,” said Fratipietro. “Staff came in, took the elevator, went to their floors and did their daily tasks.” Temporary, and later permanent, signage was posted in the elevator lobbies and above the doors into the stairwells to point staff in the right direction. Door wraps — a low-cost product that Kosziwka said was easy to install, maintain and replace — introduced images intended to entice employees to take the alternative route to move between floors. Rubberized guardrails, grips on the steps and photo-luminescent strips were installed to enhance safety, as were the

fire-rated doors, which were specified in a glazed option — another visual cue reminding employees of the option to take the stairs, as Kosziwka pointed out. Bright paint colours were applied to perk up the walls of the landings on each floor, which later provided a backdrop for art installations featuring local landmarks, which were subsequently showcased with new lighting. Similarly, images of employees and their families participating in physical activity were installed along the corridor connecting the stairwells to the main elevator lobbies to enliven the long path. Fratipietro said this exercise engaged employees as the project team called on them to submit photos and vote for their favourites. AMENITIES ATTRACT OUTDOOR ACTIVITY

Encouraging employees to spend time outside would prove more challenging at the south administrative building, which is located in an industrial park, than at the north administrative building, which has access to a park. Fratipietro said some of the solutions applied through the pilot came from University of Guelph architecture and design students, who were invited to look at the site plan and make recommendations. Bike shelters were introduced to make it easier for employees to choose an eco-friendly mode of transportation to get to and from work, while adding cardiovascular activity to the start and end of their day. And walking trails were created to give employees an opportunity to increase their step count over the lunch hour, with motivational messages posted along the three paths, which are marked with their distance, steps and time. New outdoor fitness equipment was accompanied by instructions to make it just as accessible to citizens as it is to employees. Fratipietro said this was aimed at modelling publicly owned private spaces, or POPS as they are known. She added that an outdoor ping-pong table introduced around the same time brought together co-workers — some formerly unacquainted — for friendly competitions and the occasional meeting.

“There’s no corporate hierarchy at the ping-pong table,” observed Kosziwka. Fratipietro said employees wanted to play ping-pong through the winter, so they’ve requested an indoor table, which speaks anecdotally to the success of this solution. The pilot itself was measured against established guidelines as well as through employee surveys and observation. MEASURES QUANTIFY PILOT IMPACT

Pneumatic sit-to-stand desks scored highest among the active furniture on ease of use and work effectiveness in an employee survey, Kosziwka reported. Participants spent anywhere from 12 to 24 fewer minutes sitting per day, on average, according to a mix of self-reporting and booking data. Booking data also revealed that the ‘walk stations’ were the best-used active furniture. The stairwells saw a stampede of new foot traffic following the improvements undertaken during the pilot — infrared sensors recorded 811 more trips per day, Kosziwka said. She added that the upgrades to the stairwells and outdoors spaces during the pilot checked the boxes of most of the recommendations contained in the Center for Active Design’s guidelines. And observation suggested that walking activities had tripled thanks to the changes made to the outdoor spaces. “I know that there is a real desire to demonstrate an improvement to productivity,” said Kosziwka. However, she added, “Don’t feel the pressure with productivity, because there are other ways to evaluate and demonstrate the impact of what you’re doing.” SUCCESSES TO BE REPLICATED

Fratipietro credited leadership support, stakeholder collaboration and employee engagement with the success of the pilot. She also said the process of testing different solutions in phases gave the project team an understanding of the reasons certain strategies were effective and others weren’t. The Region of Peel is now applying active design strategies to paramedic and public works facilities. | CFM&D December 2017 CFM&D 15

FACILITY DESIGN

� 16

The space Women’s College Hospital uses to host board meetings also brings in its governmental and health-sector partners.

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HOSPITAL-ITY INSPIRED How the redevelopment of a more than 100-year-old healthcare centre helped support its mandate as Ontario’s first outpatientonly, women-focused hospital BY MICHELLE ERVIN

PHOTO CREDIT: BEN RAHN/A-FRAME INC.

crocheted wedding dress. Kids’ jeans. A pair of pajamas. These scraps of donated fabric were woven into a tapestry like the needs of women were woven into the architecture of the ambulatory care centre. The tapestry, enclosed in a glass display case on the first landing off the atrium, is emblematic of the care with which the design of the newly redeveloped Women’s College Hospital incorporated the feedback of its patients. The look and feel of the airy, lightfilled facility reflect the input of diverse groups including people with disabilities, recent immigrants and trans-gendered people. Their input was captured in a study called A Thousand Voices for Women’s Health, which formed the foundation for the redevelopment of Women’s College Hospital. Design architect Susan Black, principal and director of Perkins Eastman Black, enlisted community members and volunteers to help create the tapestry. The art piece will be the first in a series of themed installations that will appear on the landing of each floor in the facility. “The hospital serves people from many diverse backgrounds,” said Black. “What

came out of that was a need for more cultural elements, more engagement.” Future installations along this vertical spine will incorporate artifacts relevant to Indigenous sensibilities and to the history of refugees. The $460-million building, which spans 600,000 square feet on Grenville Street in Toronto, was completed in two phases, the first ending in 2013 and the second ending in 2015. Undertaken as a public-private partnership, the redevelopment saw Women’s College Hospital work with Infrastructure Ontario, the Ministry of Health and Long-Term Care and a consortium contracted to design, build, finance and for 30 years maintain the new facility. The consortium comprised Bilfinger Berger, Perkins Eastman Black, IBI Group, the Walsh Group, Bondfield Construction and Black and McDonald. Women’s College Hospital was made independent roughly a decade ago, which set in motion plans for the redevelopment, said Heather McPherson, executive VP of patient care and ambulatory care innovation at Women’s College Hospital. In addition to the original facility being dated, having been constructed in the 1920s and expanded in the 1950s and 1970s, December 2017 CFM&D 17

FACILITY DESIGN

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Clockwise from bottom left: A fuschia “gift box” serves as a beacon for Women’s College Hospital; generic signage for “clinics” contributes to flexibility of space and patient privacy; a ground-floor multi-purpose space features a labyrinth on the floor, which can be walked as a meditative exercise; and wing-back chairs located in the lobby were specified in cleanable material.

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it had been designed as an inpatient hospital. With quad bedrooms and wide corridors, the facility was ill-suited to the organization’s new mandate to serve as the province’s only standalone outpatient hospital. The project also presented the opportunity to address some of the health gaps women face in accessing the services and programs they need, said Lili Shalev-Shawn, chief communications and marketing officer, Women’s College Hospital. One of the themes to emerge from A Thousand Voices for Women’s Health was the anxiety some people associate with entering hospitals in general. Some of the anxiety comes from visitors having to find their way to their appointment, which the redevelopment of the ambulatory care centre addressed with a hospitality-inspired lobby. A reception desk gives visitors a place to “check-in” with volunteers who can help guide them. The surrounding undulating walls, echoed by ribbons of colour that cut through the tile floors, provide wayfinding cues, said project

architect David Wood, associate at IBI Group. And the elevators are clearly visible across the open space, which is outfitted with wingback chairs and other casual seating that might traditionally be found in a hotel lobby, but for the fact that they were specified in cleanable material. “When you come to the elevators, you have a choice of taking the stairs, which promotes wellness for people moving through the building,” said Wood, “but it also decreases the use of elevators, which is of benefit to the occupants, but also to the building operations.” With reception visible off the elevator and waiting areas located next to windows, the clinics all follow the same floorplan, providing the flexibility to contract and expand different departments in response to demand, as McPherson pointed out. “We monitor use of space very closely,” she said. “If areas aren’t using all their exam rooms, with the volume of patients, then we take them away.” Contributing to this flexibility is the

“When you come to the elevators, you have a choice of taking the stairs, which promotes wellness for people moving through the building.” generic signage used to simply identify “clinics,” which also considers the privacy of patients, who McPherson observed may not want to advertise the reason for their appointment, such as substance abuse. With roughly 1,000 people flowing through its doors every day, the building is organized based on foot traffic, said Wood. The busier the department, the closer it is to the ground floor, which placed the clinics on the lower floors and the surgical suites on the upper floors. Departments are further organized to group together services that patients are likely to require in one place, added McPherson. For example, a woman can receive the results of a mammogram

within 20 minutes because GP oncologists, radiologists and surgeons work in the same area. This co-location of complementary services responds to the desire for a “onestop shop” expressed in A Thousand Voices for Women’s Health. Part of the desire for a one-stop shop relates to the importance of communication between clinicians. Another part of the desire for a one-stop shop relates to the need to be sensitive to women’s time. Mothers, for example, commented that lack of child care may prevent them from attending medical appointments, which led to the inclusion of kids’ areas alongside clinics. The clinics and surgical suites are housed in an L-shaped tower, which December 2017 CFM&D 19

FACILITY DESIGN

� wraps a lower form, a pavilion containing the atrium with a fuchsia “gift box” cantilevered from the south-west corner, as Black described it. “It’s a beacon from the outside,” she said. “It says you’re here before you see the words.” The coloured, translucent glass temporarily casts a green haze over the interior the Pink Cube, as the meeting space is known, but the effect quickly dissipates as occupants’ eyes adjust. The Pink Cube is co-located with a 175-seat auditorium in the conference centre, which is rented out for various events and thereby helps to generate revenue, said Shalev-Shawn. The conference centre is often used to host educational events, which is appropriate as the academic hospital places 1,000 students every year, giving them an opportunity to gain experience in an integrated ambulatory setting. Incidentally, when the University of Toronto campus, located close to Women’s College Hospital, went into

3D block letters broadcast Women’s College Hospital’s entrance.

“It’s a beacon from the outside. It says you’re here before you see the words.”

lock down last year due to reports of a person seen carrying a gun, so did the ambulatory care centre. With its access card-controlled doors and the way it manages the flow of foot traffic, Women’s College Hospital was able to establish its command centre within five minutes, a feat McPherson said would not have been possible in its former facility. Security is particularly important at the ambulatory care centre as it intakes patients who have been victims of sexual assault, she said. Women’s College Hospital works with its outsourced service provider to maintain a noticeable but unimposing presence of security personnel.

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Much like the relationship between the consortium and Women’s College Hospital is long term, so is the work of improving women’s healthcare. The ambulatory care centre recently completed a follow-up study, which revisits the themes identified in its original study, spotlights voices from marginalized communities and spells out what it’s doing to respond. As Shalev-Shawn put it: “Beyond just having the right building and facility, what else do we need to do in how the building is managed, how the staff work, and the services we provide, and the programs we have, to help women close the gaps they are still experiencing in healthcare?” | CFM&D

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December 2017 CFM&D 21 2017-01-13 11:25 AM

HEALTH & SAFETY FEATURE BY MICHELLE ERVIN

CONSTRUCTION SIDE EFFECTS CARRY DEADLY RISKS AT HOSPITALS Experts prescribe mitigation strategies for dust, odour, noise and vibration as many Ontario healthcare facilities undergo expansion

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Excavation can unearth Aspergillus fungus, which is found in soil and can cause fatal infections in people with weakened immune systems.

iving through construction may be a fact of life for city dwellers, but living through construction can be a fact of life and death for hospital patients. That’s why it’s so important to curb the side effects of expansions and renovations, which include fugitive dust, diesel odour, noise and vibration, especially when these projects occur outside of existing healthcare facilities. So said John Alberico and Kyle Hellewell while presenting at IIDEX on reducing the environmental impacts of construction at hospitals, a

timely topic given the amount of this activity taking place in the province. “There’s a lot of expansion in Ontario right now with the P3 projects,” said Alberico, principal at RWDI. “We’re seeing a lot of existing facilities being added onto.” The prescribed method of measuring existing conditions, modelling environmental impacts and mitigating problem areas applies equally to fugitive dust, diesel odour, noise and vibration, but each side effect has its own unique considerations. FUGITIVE DUST

Fugitive dust is subject to air quality

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standards under Ontario’s Environmental Protection Act, which sets a limit of 120 micrograms per cubic metre for particulate matter, based on a 24-hour averaging period. “That’s basically a tablespoon of salt in a swimming pool,” said Alberico. “The ministry recognizes that you can’t meet the standard at a construction site, so what they expect you to do is minimize the impacts or emissions of dust to the best extent possible.” In order to minimize the impact of fugitive dust, all of its sources, which can include demolition work, truck traffic and wind erosion, need to be identified. Alberico called particular attention to excavation, which releases the Aspergillus fungus that lives in soil and can cause fatal infections in people with weakened immune systems. He said on-site monitoring is the most accurate way to measure the emissions from each source of fugitive dust, but he added that it’s costly and time-consuming. Another option is to consult data captured in a U.S. Environmental Protection Agency document called the AP-42: Compilation of Air Emission Factors, or “the Bible of dust emissions,” as Alberico described it. “We know how much is leaving the space,” he said. “We want to know how much is actually going to get inside the hospital.” Dispersion modeling, which can be done numerically or, most accurately, through a wind tunnel study, helps to identify the pathways fugitive dust will take into the facility. Alberico said that, taken together, this information makes it possible to target mitigation strategies based on the highest sources of emissions and the most

vulnerable entry points to the hospital. Some emissions can be reduced significantly right at the source. Paving unpaved roads — which Alberico pointed to as a major culprit of fugitive dust on most construction sites — can reduce emissions by around 90 per cent, he said. Complementary mitigation strategies can include lowering the speed limit and providing a tire wash for trucks traveling on and off high-traffic sites. Emissions can also be lowered by as much as half by lengthening the pathway between the source of emissions and their entry point into the facility. Alberico cited an example of this strategy at the University of Guelph, which redirected an inlet to air intakes with ducting up to the roof. There are further opportunities to reduce the impact of emissions at their entry point into the facility by affixing temporary high efficiency particulate air (HEPA) filters to air intakes. Alberico cautioned that this can strain older HVAC systems, but this issue can be addressed by adding a temporary air intake with a supplemental fan, although it comes at a significant cost and requires adequate space to be available. DIESEL ODOUR

Alberico said the impetus to reduce diesel odour emanating from construction at hospitals generally comes from perceived indoor air quality issues, as it rarely poses real health concerns unless located close to an air intake. Ontario sets a cutoff threshold of the point at which 50 per cent of people can detect the scent, which is measured through lab testing. In theory, ‘no idling’ policies are one way to reduce diesel odour levels, but in reality, they may not be the most effective way to mitigate unpleasant emissions. “Diesel equipment works such that if it’s a cold day and you turn it off, and it was really hot, they have to wait until it cools off to turn it on again, so they don’t like to turn it off, particularly in the wintertime,” Alberico explained. “Unless you have someone sitting there policing this, it often doesn’t happen, so we don’t like to see this as your primary source of mitigation.”

Another option is to equip the exhaust stacks on trucks with purifiers, which can halve diesel odours and cost only a couple thousand dollars per unit. Alberico has seen this strategy specified in contracts, where he has also seen requirements to use biofuels, which produce a less offensive odour. Temporary carbon filters can be installed on air intakes to prevent diesel odour from entering facilities. However, Alberico noted that this solution may need to be accompanied by additional fan power because, like the temporary HEPA filters, it can strain existing HVAC systems. NOISE

Hellewell, a senior engineer at RWDI, said that construction noise can cause a range of indirect consequences for hospital patients and staff alike. He pointed to the potential for medical errors made due to distraction and worse health outcomes due to sleep interruptions in sensitive spaces such as intensive care units and operating rooms. The World Health Organization’s standards for noise levels in hospitals offer guidance, prescribing averages of 30 to 35 decibels, depending on time of day. Hellewell said studies suggest hospitals have baseline noise levels of between 40 and 70 decibels. If construction noise added up to three decibels, that would be considered an insignificant increase, he said. By comparison, volumes of four to five decibels higher would be considered noticeable and six to nine decibels higher significant. Hellewell said the ideal way to mitigate construction noise is to prevent it, which means targeting the source, whether that’s a particular activity or piece of equipment. In some cases there may be a quieter method for achieving the same result, such as drilling rather than pile driving, or modifying equipment with a silencer. In other cases, where noisy work is unavoidable, Hellewell said it may be possible to mask the sound by, for example, scheduling the activity to coincide with rush hours at facilities located in urban cores. Another way to mitigate construction noise is to block its path into facilities by enclosing equipment or erecting

hoarding, although Hellewell said this may not be the most practical option as work proceeds across a site. “If you’re got construction next to a 10-storey patient tower, a barrier’s never going to shield something that tall,” he added. Hellewell noted that some of the other strategies for mitigating noise need to be planned upfront. They could include relocating patients within a facility, permanently upgrading its windows or temporarily reinforcing them with plexiglass or plywood. Hellewell said that on-site monitoring makes it easier to identify the source of the unacceptable sound levels, but remote monitoring can be effective with good communication and records. VIBRATION

“The concern with a structure-borne sound path is not only is it making additional noise in the interior space, but it can be physically shaking things that may be vibration sensitive,” said Hellewell. He cited MRI machines as an example, describing how vibration can not only cause images to come out blurry, but can also void the warranty of the equipment. Hellewell said measuring the impact of vibration is preferable to modelling based on data as the structure-borne sound causes and responds to changes in soil as it travels underground. As with airborne noise, construction scheduling, particularly staging, and equipment selection are some of the most effective ways to minimize vibration, said Hellewell, but he added that this environmental impact is difficult to mitigate. Trenching is another option, but Hellewell said it may not help much and the cost could be considerable. That’s why monitoring construction occurring outside of existing healthcare facilities for each environmental impact is so important. Whether limits are prescribed by the law or by the owner, tracking fugitive dust, diesel odour, noise and vibration levels at project sites helps to detect exceedances causing conditions that should bring work to a halt for investigation and mitigation. “If we do have issues, we want to stop and figure out what they are,” said Hellewell. | CFM&D December 2017 CFM&D 23

[ operations & maintenance ] BY GAVIN BAJIN

POST-CONSTRUCTION CLEANING OFFERS FRESH START New builds and renovations can leave behind residue harmful to occupant health. Don’t skip this important project step

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Dust caused by construction may require special equipment and products to remove as it can settle on floors, furniture and walls.

he debut of a new office is extremely important. A tremendous amount of time, money and effort goes into new builds and remodels, so having them shine, when completed, is critical. But it isn’t just aesthetics that are important. Post-construction dust can be harmful to the health of the building’s occupants and settles on furnishings, carpet, wall hangings, windows and fittings, sanitary fittings, walls, hard surfaces and tile floors. The residue left after construction is hard to remove,

requiring special equipment, products and expertise. Despite even the best efforts of the contractor, construction dust will make its way into a building’s ductwork, which,

according to the Centers for Disease Control and Prevention (CDC), can exacerbate lung conditions such as asthma. Additionally, materials that contain fibers, such as fiberglass composite materials or insulation, can irritate the skin, eyes and respiratory tract when dispersed in the air. Also, if left untreated, these particulates can have an impact on all building occupants during flu and allergy seasons. For all of these reasons, contractors usually rely on professionals that offer post-construction cleaning services. Post-construction cleaning professionals will scope the job properly and use the required equipment and products, which typical janitorial staff may not have on hand, to remove the dirt and residue completely and provide a clean and safe environment for the building’s occupants. Post-construction cleaning professionals are also required to carry insurance in case there are any issues. In most instances cleaning would include high-powered vacuuming with a backpack in order to remove drywall dust from the premise, carpet cleaning, glass cleaning and damp wiping of walls and other surfaces with microfibre cloths. If new vinyl tile was installed, it may need a coat of wax. Therefore, it is important to scope the work properly to ensure that the proper tasks are completed. A construction environment is one of constantly changing schedules, so it is important that cleaning takes place

Despite even the best efforts of the contractor, construction dust will make its way into a building’s ductwork.

24 CFM&D | Part of the REMI network | www.REMInetwork.com

quickly and efficiently in order to meet critical timelines for the project. In some cases, cleaning is required periodically throughout the project; therefore, coordination or adaptive scheduling with the other trades and quick turn-around service is imperative. WHAT TO EXPECT

Exterior cleaning requirements Depending on the extent of a renovation project, or with a new build, exterior cleaning services may be required. Walkways, entryways and outside common areas are the first thing that visitors will notice. Sweeping, power washing and wipe downs of all exterior fixtures are essential for creating a great first impression. Interior cleaning requirements Construction dust and residue hides in many unknown places. It’s important to find these areas and quickly restore

carpets, floors, windows and other surface areas through thorough and detailed cleaning procedures. Tasks should include: • High-level dusting; • Cleaning and sanitizing air diffusers and ducts, light fixtures, restroom fixtures, windows and fittings, walls and hardsurface areas; • Vacuuming and full restoration cleaning of carpets; • New hard-floor finishing or preexisting floor refinishing; and • Removal of debris and hazardous materials. WHEN THE DUST SETTLES

Whether an organization is considering an office renovation or is in the middle

of one, post-construction cleaning should be a key project consideration. Post-construction cleaners will work with the construction contractor to keep the job site clean throughout the renovation process, or, depending on the extent of the project, they can come in when the trades have completed their work. Construction and renovation projects can shut down an office or other commercial space for months at a time, which can negatively impact business. A professional cleaning will make a space spotless and improve indoor air quality for employees, tenants and customers as quickly as possible to prevent any further disruption to the operation of a company. | CFM&D

Gavin Bajin is director of business services at ServiceMaster of Canada. He and his team support 70 franchises, delivering janitorial, commercial carpet cleaning and specialty cleaning services from coast to coast. To find out more, visit servicemasterclean.ca.

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December 2017 CFM&D 25

[ technology ] BY ADRIAN THOMAS

FACILITY MANAGERS EYE IOT INVESTMENTS As systems integration becomes easier, close to two-thirds of facility managers surveyed reported plans to improve their maintenance and operations by adopting Internet of Things technologies such as intelligent analytics

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The role of the facility manager is becoming more proactive as opposed to reactive now that the IOT is making it possible to anticipate equipment failures.

y 2020, there will be 34 billion connected devices worldwide, more than triple the number in 2015, according to a forecast from BI Insider. There are several reasons for this rapid growth: drastically lower technology costs resulting in more devices with built-in sensors and wireless technology; ubiquitous smartphone use; a multitude of open wireless networks; and the wide availability of broadband Internet. The shift towards Internet of Things (IoT)-enabled buildings has already started and is fundamentally changing the role of facilities professionals. According to a recent Schneider Electric study, 63 per cent of facility managers are interested in implementing new digital technologies such as intelligent analytics to improve maintenance decisions and operations.

And 89 per cent said they expect to achieve a return on their IoT investments within three years. As smart technology proliferates in everyday control devices, it raises questions. For example: How can IoT solutions be integrated with the many other legacy devices present in buildings without ripping and replacing existing infrastructure? How can facility managers integrate new wireless devices into existing systems? MORE DEVICES, MORE INSIGHT

Understanding the inherent value of these new wireless systems is key to getting benefits from the IoT. These networks allow a facility manager to install new, low-cost devices and connect them with existing devices in building and energy management systems with ease and flexibility.

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Connected technology such as wireless has been around for decades. The difference today is that the IoT allows building managers to connect more devices and gain enhanced insight at a much lower cost. For example, 10 years ago it was common to monitor the power consumption on one of the main electrical lines coming into a building. Today, it is feasible to not only monitor the individual electrical feeds for each floor/section but also compile that data along with water and gas usage in those areas. Facilities managers can now quickly and easily install wireless thermal sensors onto their main electrical bus bars, giving them early warning of a potential overheat condition in their electrical system. They can also monitor the status of their stand-by power system, their data centre uptime, control lighting room by room, know when their elevators need servicing before they go down, monitor their access control and security cameras, all within a single platform. IoT devices can improve and speed decision-making. A facility manager equipped with an analytics dashboard could receive an alarm if a temperature threshold is exceeded, track building operations in real time and drill down to isolate the cause. The IoT also makes it possible to predict things such as energy consumption, allowing a facility to minimize usage during peak demand hours, or to predict the risk of failure for important pieces of equipment to avoid expensive downtime. BUILDING PERFORMANCE IMPROVED

A decade ago, facility managers didn’t need to consider the integration of connected devices. The typical facility manager was responsible for overseeing the mechanics and operations of traditional building systems, such as heating, ventilation and

air conditioning (HVAC), plumbing and elevators. Today, facility managers still need to understand those building systems, but they also need to know how to take advantage of the many available connected devices to improve their buildings’ performance. Facility managers are no longer being asked just to “maintain” the status quo. They need to bring together a holistic picture of their building as part of the forecast around financial performance and sustainability goals. Facility managers need to optimize the control, operational efficiency and energy management of their buildings to ensure they can meet these objectives. They are being tasked today with more than just understanding the complete building operating system. They are now expected to contribute to the overall success and profitability of the building by ensuring occupants are safe and comfortable while at the same time saving energy. As an example, a hotel whose rooms are either too hot or cold will see a loss in fill rates. A hospital that cannot identify when a patient leaves a room will be faced with security issues. An airport that has a critical failure of its escalators during a peak travel period will experience flight delays and suffer the ire of their airline partners and travelers. FAILURES PREDICTED, MAINTENANCE PLANNED

The traditional role of a facility manager was to fix things when they broke. Now, managers are being asked to forecast outages and conduct maintenance before a critical breakdown and schedule that maintenance when it is convenient for building occupants. For example, when a piece of equipment, say an escalator mechanical system, is nearing its end of life, there is a specific power profile that can indicate it is about to fail. Through IoT devices, facility managers can now easily monitor the individual current draw on that escalator motor and use that number as a baseline profile. When the escalator starts

to wear and bind, there is an increase in current draw deviating from that profile, which triggers a notification that something is not right and repairs need to be planned. The manager can then schedule a repair before the breakdown causes an issue within the building. This not only is more convenient for the occupants of the building, it also saves money and enhances safety. This applies to any device in the building’s system including complete electrical distribution systems, elevators, stand-by power systems and HVAC systems.