Issuu

NOVEMBER/ DECEMBER 2020

SUPPORTING

NEURODIVERSITY

INCLUSIVE REVIVAL

BRANCH REBOOT BOLSTERS EDMONTON PUBLIC LIBRARY’S CONNECTION TO COMMUNITY

WORKPLACE INNOVATORS THE HYBRID

OFFICE PA R T O F T H E

P A R T

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O F

T H E

FOCUS ON INTERIOR DESIGN & SPACE PLANNING

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[ contents ]

19 ON THE COVER: The Stanley A. Milner Library is the flagship branch of the Edmonton Public Library.

14 INNOVATE AND THEY WILL COME New workspaces reinvent Royal Bank Plaza.

19 NEW CHAPTER FOR EDMONTON PUBLIC LIBRARY Renewal transforms traditional branch into hub of innovation.

24 CREATING A NEURODIVERSE WORKPLACE Serving the needs of both hypersensitive and hyposensitive occupants.

26 RISE OF THE HYBRID OFFICE Incorporating new practices, protocols and technologies.

32 FOCUS ON SEATING Manufacturers are blurring the line between residence and office with the latest crop of seating products.

columns 11 12 28 34

FM ERGONOMICS FM TECHNOLOGY FM EDUCATION LAST WORD

department 4 OBSERVATIONS 7 FOUNDATIONS

[ observations ] NOVEMBER/DECEMBER 2020 Volume 35, Issue No.3

SHIFTING SPACES

p until the summer, I was playing a game of musical chairs— trying to find that one seating arrangement that would best suit my work-from-home comfort level. Design bloggers posting photos of perfect remote set-ups left me starry-eyed and set me on a mission to redesign my personal workspace. For me, it’s all about the chair, access to natural light and, most importantly, acoustics. I think I’ve finally achieved some semblance of balance. Home office space has grown more meaningful this year and, as many are finding, quite productive for getting work done. In a recent Jones Lang LaSalle survey on global workforce expectations, office employees from a variety of sectors indicated that work-from-home has proved to be more efficient for concentration and taking mental breaks. But working remotely has also fostered newfound preferences for the physical workplace. While the majority of respondents want to continue working from home post-crisis (at least two days per week), they desire new spaces in offices that create a sense of community. They also desire new spots dedicated to solo work and remote collaboration via isolation spaces and technologies to support meetings with remote colleagues. What is likely evolving, according to many industry experts, is the rise of a hybrid workplace. This means re-thinking space design, ergonomics, technology and cost—all factors which pile into stories featured in our interior design and space planning issue. We also present an article on creating neurodiverse workplaces, which have become ever more important as hypersensitive and hyposensitive employees return to the office post COVID-19. Before the pandemic hit, many facility designers were already building flexible and dynamic spaces that just happen to align with some pandemic changes. The revival of Edmonton Public Library’s Stanley A. Milner Library (our cover story), for example, features new areas spacious enough for social distancing, while Oxford Properties recently launched flexible, tech-sector-targeted workspaces with short-term leases in Toronto’s Royal Bank Plaza—offices that could serve as touch-down space for companies that foster a hybrid culture. For this month’s product round-up we take a peek at the latest in office seating and workstations, which bring a sense of home to the office or vice-versa. As we come to the end of 2020, I would like to extend a big thank you to all our expert contributors who have shared their wisdom during this historic year. Your in-depth experience and forward-thinking ideas bring new perspectives to this ever-changing industry. Wishing you a happy holiday, REBECCA MELNYK EDITOR, CANADIAN FACILITY MANAGEMENT & DESIGN REBECCAM@MEDIAEDGE.CA

EDITOR: Rebecca Melnyk rebeccam@mediaedge.ca SENIOR DESIGNER: Annette Carlucci annettec@mediaedge.ca WEB DESIGNER: Rick Evangelista ricke@mediaedge.ca PRODUCTION MANAGER: Rachel Selbie rachels@mediaedge.ca CONTRIBUTORS: Annie Bergeron, Jarrod Easterwood, Libby Ferin, Aaron Miller, Bill Robert, Kay Sargent, Deborah Sperry CIRCULATION: Rob Osiecki 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., 2001 Sheppard Avenue East, Suite 500 | Toronto, Ontario M2J 4Z8 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 2020 Canada Post Canadian Publications Mail Sales Product Agreement no. 40063056 ISSN 1193-7505 Return undeliverable Canadian addresses to: MediaEdge Communications Inc., 2001 Sheppard Avenue East, Suite 500, Toronto, Ontario M2J 4Z8

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[ foundations ] WAVEFRONT CENTRE SCORES HIGHEST ACCESSIBILITY RATING Wavefront Centre for Communication Accessibility has achieved the highest national accessibility rating to date under the Rick Hansen Foundation Accessibility Certification (RHFAC) program. With a score of 96 out of 100 points (96 per cent), the RHF Accessibility Certified Gold rated building in Vancouver has set the Canadian benchmark for meaningful accessibility in the built environment. “Wavefront Centre has raised the bar for accessibility building standards across Canada through this outstanding achievement, and we are delighted to celebrate with them,” said Rick Hansen, founder of the Rick Hansen Foundation. “We encourage other organizations to look at Wavefront Centre for inspiration in reviewing the meaningful accessibility of their buildings, and begin the journey towards creating a more inclusive future for everyone.” Key innovative accessibility features that led to Wavefront Centre’s benchmark Gold rating include: 1. Rounder corridors for improved sightlines. Wider corridors so people can walk side by side and face each other when signing or speaking. 2. Acoustic baffles, ceiling tiles, wall panels to reduce reverberation (echo) and for improved sound absorption. 3. Door and wayfinding signs in high contrast and braille.

WORKFORCE PREFERENCES POST-PANDEMIC

SEISMIC REBUILD PLANNED FOR THE MUSEUM OF ANTHROPOLOGY

Employee sentiments from an online survey of more than 2,000 office workers across 10 countries were recently analyzed by Jones Lang LaSalle. The goal was to understand how workforce preferences are shifting workplace priorities. Here are just a few stats from those findings.

The Museum of Anthropology (MOA) at UBC has begun preparations for a rebuild of its iconic Great Hall that will upgrade the resiliency of the space and protect its collection in the event of a major earthquake. Opened in 1976, the Arthur Erickson-designed museum was inspired by the cedar post-and-beam construction of traditional west coast Indigenous villages. The Great Hall houses an extraordinary collection of massive carvings from northwest coast First Nations. As the undertaking calls for a sensitive approach given the heritage value of both the building and its site, the university met with the Arthur Erickson Foundation, which advocates for proper stewardship of Erickson’s legacy. Representatives from the Musqueam Indian Band also participate in planning meetings and provide a critical cultural perspective for the project team to take into account. Indigenous communities and families whose cultural objects must be relocated elsewhere in the museum during construction are providing input into protocols around moving the objects and reinstalling them after the Great Hall is rebuilt. “This seismic work is critical to preserving the integrity of this architectural gem,” says MOA director Anthony Shelton. “It also provides long-term safety for the cultural objects displayed within this space, ensuring the rich Indigenous knowledge and cultures represented in these objects are preserved for many generations to come.” The seismic upgrades will be achieved using base isolation technology. In this type of construction, the Great Hall will be placed over rubber or sliding bearings (known as base isolators) in between the foundation (footings) and the superstructure (columns and beams). As the ground shakes, the isolators will allow the building to move, taking up most of the energy and protecting the building’s structure. Construction is expected to progress throughout 2021, with the aim of re-opening the Great Hall in late 2022. MOA will remain open during the seismic upgrades of the Great Hall.

72%

50%

The amount of employees who want to continue working from home. Majority want to do so at least two days a week.

The number of employees who prefer a hybrid approach.

The amount of employees who want to work exclusively in the office.

24%

57%

The share of employees who desire a wider choice of workspaces in the office.

November/December 2020 CFM&D 7

SPONSORED CONTENT

“It’s central to everything. Everything we touch, Concept has an impact on.” – Craig Francis, Facility General Manager at Dexterra “It prevents any task going unnoticed. It helps us understand why any tasks are taking long to complete, so we can determine ways to fast-track these. It enabled us to ﬁne tune the system in relation to failed tasks and classify tasks by their importance.” Craig continues: “We have monitors in the offices of every supervisor and manager on site. At a glance, everyone can see what’s going on with the tasks they are responsible for on the dashboard. I can look at overall performance across all sections at a glance, and that was a neat innovation FSI introduced to us.” INVENTORY MANAGEMENT Across all their sites, Dexterra is responsible for tens of thousands of assets and enormous inventories. Ensuring the team is fully aware of what is in their inventories, what has been taken out of inventory day-to-day and when it needs replenishing, is essential for buildings running seamlessly. Again, a CAFM solution is crucial to tracking this immense amount of information and guaranteeing that inventories are well-stocked at all times. As well as contain all of this data and any movement of inventory, the system automatically sends a report to the ﬁnance team, so they are aware of what’s changed and any orders they need to make. “If inventory management had to be done manually, it would mean increasing staff and taking more time, which translates to higher costs. At the very basic level, Concept is a powerful cost-saving tool,” says Craig. "As multiple different sites utilize this united system, it prevents procuring any equipment on a site which others have demonstrated isn't effective, and if a site needs a particular asset in a hurry, we can send a replacement if another site has it in their inventory, rather than go out and buy a new one, which may take more time than required,” James adds. REPORTING & CLIENT RELATIONSHIPS As noted earlier, the penalties associated with a P3 project such as The Forensics Services & Coroner’s Complex place a major priority on the strength of Dexterra’s reporting. As a self-reporting organization, Concept Evolution’s “Audit Now” module automatically generates custom-made reports for Dexterra and their clients’ requirements, providing a huge boost to their productivity and credibility. "By enrolling every moveable component of the site into the system, every department head is able to capture all necessary pieces of information for their reporting,” says James. Craig continues: “If we were to just type something up on a piece of paper saying we had no failures this month, the government would never accept that as a credible way to report.” “Having access to these automated, customized reports lends credibility to what we do here. That credibility translates into cost savings, as it means we don’t need to worry about penalties.” Indeed, thanks to the strength of Dexterra’s CAFM solution, they have been able to reduce their SLA chargebacks of this site to around zero, making it one of the only buildings in all of Canada to hold this distinction and saving Dexterra thousands of dollars each month. In addition, Concept comprehensively tracks all client calls or complaints that Dexterra receives, so tasks can be created to resolve the issue as swiftly as required, and then automatically send out a transaction survey to their client to rate their satisfaction with how the rectification was handled.

Through this information stored on their CAFM system, Dexterra can pull out satisfaction trends in a single-click, and proactively coursecorrect if trends start to decline. DEXTERRA & FSI: A TRUE PARTNERSHIP While the CAFM system Dexterra employs is all-encompassing in how they manage their wide range of projects, it would not be nearly as effective without the incredible relationship between both their team and our team at FSI Canada. “When I talk to JB (Jon) Benjamin at FSI Canada, it is not a typical vendorclient relationship – it’s more of a partnership,” says Craig. “For example, Jon and his team were the ones that introduced the BIM modelling system to us because they saw the value it could bring to our operations. We looked at it, we also saw the value, and we executed it.” “It’s not a situation where a vendor is trying to increase their sales as the only goal – that is not the relationship we have with Jon. He presents things to us, and they always carry value. We truly appreciate that, as it’s not always easy to track the latest developments in the CAFM industry when you’re working dayto-day. To have a partner adding this value through this is a breath of fresh air.” "The engagement with FSI Canada is very enlightening,” James echoes. “We believe that there is a strong voice behind FSI in Canada. They quickly rectify any issues we encounter and allow us to voice our unique service requirements, and build their platforms for us so we can utilize them in-line with our needs." Having a strong bond between a CAFM provider and those using it every day is essential to getting the absolute most out of this technology. It is something we delighted to share with the team at Dexterra, enabling them to realize the full potential of their platform. A FUTURE CRAFTED BY CAFM With their eyes firmly focused on expanding their reach across Canada and entering new industries, Dexterra certainly consider Concept Evolution central to fulfilling these ambitions: “By partnering with FSI Canada and growing this relationship over time, we have been able to extract more and more out of Concept than when we first started,” says Craig. “I don’t see it going anywhere – every single site we’ve acquired uses Concept, even legacy sites where we’ve been able to integrate their existing systems into Concept.” We are excited to support Dexterra towards their goals moving forward, and to continue to work closely with their team to enhance and evolve that CAFM solution to continue to deliver the FM services that keep them at the forefront of FM in Canada. ABOUT FSI

Established in 1990, FSI is a global leader in CAFM / IWMS solutions, with headquarters in the UK, ofﬁces in Australia, Dubai, Hong Kong and Canada, plus an international partner network. The portfolio includes Concept Evolution CAFM / IWMS, Concept Advantage Workplace apps, and FSI GO Mobile Workforce apps. Through our powerful software and extensive support network, we enable FM teams worldwide to harness the extraordinary potential of Concept Evolution for their speciﬁc requirements.

To learn more about our software and services, visit our website: https://www.fsifm.com/en-ca/

[ fm ergonomics ] BY AARON MILLER

ERGONOMICS OF THE HYBRID OFFICE COVID-19 has created one of the most revolutionary changes to office design and human resources—the migration of employees away from the office to working from home.

his shift to the home of fice has created opportunities for improved productivity and employee satisfaction, as well as potential risks for musculoskeletal injuries. Now that COVID-19 restrictions are changing across Canada, individuals are starting to work both at home and in the office; it’s a hybrid working situation that requires a focus on comfort, productivity and health to enhance employee performance. COMFORT

There are many benefits of a hybrid office model, including increased productivity, decreased absenteeism, decreased commuting time, flexibility of work location and schedule and a reduced need for commercial office space.To support a hybrid office model, it is important to take employee health and safety into account as the risk of ergonomic injury can be even higher for hybrid workers than those who work only in the office, due to workstation designs that do not support the body. There should be a hybrid office policy to set expectations and ground rules for these types of arrangements upfront. The policy can include communication practices, the number of hours required within the office (and at what times) and employee health and safety provisions.The employee health and safety section of the policy can include standards for office equipment and overall safety requirements for the home office. There should be a dedicated place for computer-based work in the home office, either as a sit-down workstation, standing workstation or both.How the home office

is furnished can vary by organization. At one end of the spectrum, all of the office equipment can be purchased for the employee, similar to a corporate setting. On the other end, organizations might provide only a secure Internet connection and a laptop. The workstation set up should be similar in both the office and at home.This includes having a chair with adjustability to fit the body and other equipment that minimizes awkward postures that can lead to musculoskeletal injury, such as a keyboard and mouse rest to reduce contact pressure on the wrist and forearms and, where possible, height-adjustable monitors to prevent awkward neck postures. In the home office environment, there are many different options to create an ideal workspace, but seating and using a task chair is one of the fundamental pieces of equipment to reduce risks for musculoskeletal injury. PRODUCTIVITY

The hybrid office working arrangement brings benefits of working in an office and at home. With the rise of video conferencing, many hours are spent at home, interacting through a computer, but face-to-face communication is typically only available when in the office. To make the most of hybrid working, it is important to schedule office days when there is the opportunity to interact with and strengthen relationships face to face with colleagues and clients, whereas

home office days can be allocated for concentration with minimal distractions. By proactively planning how to use office days and home work days, there is the opportunity to take advantage of increasing productivity. Nothing beats bumping into someone in the office to problem solve a difficult task, which is not always possible when working from home. Yet, the home offers uninterrupted time to complete tasks without the distractions inherent to an office setting. HEALTH

Working from home can create a struggle to disconnect from work when the day is done and to find balance. There are not the same time constraints at home as there are in an office, with scheduling commutes to meet family and personal commitments. Perks of working from home include dressing more casually and creating scheduling flexibility, but there is also the challenge of stopping the work day. Even more important when working in a hybrid environment is to understand your work style and ability to stay connected, while maintaining time for activities. Across Canada, many fitness centres and other types of sporting leagues have shut down, and it is important to maintain physical activity and the social connections that sport provides. When working in a hybrid office, look for opportunities to maintain physical exercise.This can include a walking meeting with a colleague, walking to the mailbox or taking the time to step away from the computer to have lunch in the kitchen.Taking the time for physical activity, even moderate activity, will provide many health benefits and reduced feelings of stress. | CFM&D

Aaron Miller is an ergonomics consultant based in Kelowna, B.C. As a Canadian Certified Professional Ergonomist (CCPE), Aaron specializes in leading design and corporate initiatives to improve organizational efficiency, effectiveness, and opportunities for change. Aaron can reached at aaronmiller764@gmail.com

November/December 2020 CFM&D 11

[ fm technology ] BY JARROD EASTERWOOD

FOUR WAYS FMS CAN LEVERAGE DATA IN 2021 Data collection and an increased scrutiny placed on the workplace was already gaining traction before the COVID19 pandemic, but it now seems to have solidified its footing amongst leading organizations.

safety of those who work in and visit their facilities. The following are four important ways facility managers can leverage data to not only make returning to work easier, but also promote a more flexible, healthier and more effective environment for facility end users. UNDERSTAND SPACE USAGE

As many leading organizations prepare to return at least a portion of their workforce to the office, it is important they understand how full their spaces are and what sort of usage capacity they can support. Only with headcount and usage data can teams begin to measure how well they’re performing with regards to maximum capacity regulations.This data supports both a deep understanding of how spaces are being used now, as well as how future spaces might best support the needs of the changing workforce beyond 2020. INCREASE EMPLOYEE/OCCUPANT AWARENESS

n fact, expanded data collection was the second trend listed in Gartner’s recent report, “9 Future of Work Trends Post COVID-19,” and it seems to be one of the more complex topics to both digest and execute. IoT platforms that use overhead sensors, booking data, and smartphone space-reservations to pull analytics, are increasingly playing a key role in supporting the growing data-driven

workplace. This technology gives facility managers a deep understanding of their real estate while also empowering employees to find the best spaces to work efficiently. While some may view this as an encroachment on privacy, most organizations are not gathering any personally identifiable data, but rather using occupancy, behavior, and usage data to improve employee experience and better support the health and

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Many employees are being told to continue working from home indefinitely, while other s are expected for scheduled intermittent office visits. Making meeting room, workstation, and huddle space availability easily accessible is essential to lower ing “retur n to work” fears and showing users that their organization cares about their concerns. Smartphone apps, interactive map displays, and digital signage are all professional ways of deliver ing this data to users. These methods increase the flow of information and help users identify an ideal and unoccupied place to get work done—whether that be based

on capacity, location, or amenities to suppor t work preference. Gartner’s research also showed that many full-time employees are being replaced with contracted or contingent workers—making the need for office infor mation visibility even more relevant.

not one that’s particularly new to the corporate real estate market. Understanding these spaces so that proper new buildings can be secured and built out with the best spaces to support the work of today and tomorrow is more important than ever before.

INFORM SPACE CHANGES

IMPROVE BUILDING SERVICES

Will cubicles be an appropriate workstation going forward? Does our office need more open collaboration spaces? Are our current meeting rooms too large for the desired capacity? These questions should be expected as real estate expenditure continues to become more scrutinized in the days ahead. Measuring space usage to adjust furniture and space allocation and configuration to support workplace habits and norms will become increasingly important as offices continue to reopen. Gathering data to see which spaces are high-demand vs lesser-used is a key metric—and

Leveraging usage and occupancy data to better understand when and where workstation, common area, and restroom cleanings need to take place not only ensures that the appropriate places are cleaned regularly, but can also save time and money over traditional scheduled cleanings. Many organizations are exploring and adopting this type of usage-focused model to support

their workers and demonstrate their commitment to employee health and safety in the workplace. While no one is certain how exactly corporate North America will move into 2021 as “return to work” strategies will differ across organizations—one thing does seem certain: data will play a key role. Employee experience, data science, visibility, and an emphasis on health and safety will continue to move to the forefront of organizational concerns. The workplace of the future is upon us, and facility managers need to understand how to access, gather and use available facility and workplace data to ensure their spaces can evolve to meet changing needs. | CFM&D

Jarrod Easterwood is director of marketing and partner relations at AVUITY. Based in Atlanta, Jarrod has a history of supporting the technology and collaboration needs of his clients both as a consultative sales specialist and technology subject matter expert across the southeast U.S. as well as New York City.

November/December 2020 CFM&D 13

FACILITY DESIGN BY REBECCA MELNYK

INNOVATE AND THEY WILL COME

Walking out of Union Station onto Front Street, the Royal Bank Plaza is hard to miss. Clad in 24-carat gold reflective glass, its two towers illuminate the downtown Toronto skyline, attracting the attention of financial companies and law firms for more than 40 years. Now, the complex is looking to entice a new generation of tenants: small- to medium-sized tech companies that could one day become the next Shopify.

“

anks do a considerable amount of leasing in downtown Toronto, but it’s the tech companies that are explosive,” says John Peets, vice-president of leasing for Oxford Properties, which manages Royal Bank Plaza. More than one third of downtown Toronto office demand is coming from this sector. As research from the 2019 Toronto Employment Survey indicates, tech jobs are way up. They

jumped 85 per cent since 2014. More recently, Toronto was ranked as the fourth top market in North America for tech talent, according to CBRE’s 2020 Scoring Tech Talent Report. The pandemic is further pushing this industry to new heights, with various tech sectors rising in importance. In turn, traditional landlords are considering new types of offices with a variety of flexible settings. Earlier this year, pre-pandemic, Oxford approached Toronto-based designers

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Connect Resource Managers and Planners Inc., designed District One as part of Oxford Properties’ Workplace Innovation Challenge. Photo courtesy of Oxford Properties.

and contractors and asked them to team up for an “Iron Chef meets Homes on Homes” competition. The goal was to create individual workplaces on the 10th floor of the North Tower. In what seems to be a Toronto first, each of the four teams were given a random space with mechanical and electrical infrastructure and a budget of $120 per square foot for an eight to ten-week build-out. Tasked with manifesting a design and furniture solution that would meet the criteria of flexibility, efficiency, aesthetics, sustainability and wellness, the offices had to be innovative yet leasable.

The results challenge traditional views of what an office in the financial district looks like, while embracing shorter lease terms. It’s a combination that works for a tech company unsure of its business plan 12 months down the road, let alone five years, says Peets. Subsequently, the flexibility aligns with what is also a new path for companies as they think about easing into office space during a pandemic. “Many people look to the office as an extension of their social life since we spend most of our lives working,” he says. “So, naturally during these times, people are pining to get back to the office, (once it’s safe to do so), working face to face with their coworkers and being more productive than what is presently the case.” Here, the four design teams discuss the vision of their workplace layouts and the flexibility of the design. WASTE FREE AND FLEXIBLE

District One: Connect Resource Managers and Planners Inc. Named the winner of the competition, Connect was selected for its efficient and sustainable design. With a desire to rethink the definition of a flexible workplace, the team created a concept they called “the Puzzle”—four potential layouts that are reconfigurable. Moveable panels wrapped with either a writable surface or tackable cork slide along an overhead track system to partition the open space into smaller areas. Furniture on wheels and folding work surfaces can be sorted together for teams of various sizes. Adding an industrial flair, power sources dangle from the ceiling above—not the typical and costly floor monument solution. “A user may reconfigure their workstation and always have pull down power at their fingertips providing the ultimate in flexible office space” says Intermediate Designer Kimberley Green. “It also eliminates tripping hazards caused by core drill power in inconvenient places when reconfiguring an office.” By the entrance, a large glassenclosed meeting room fills with

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Gensler designed District Two. Photo courtesy of Oxford Properties.

light from the nearby atrium glass. Past there, the suite expands into a variety of workspaces. Efficient plywood and stackable box-type seating, for instance, fits into the sawtooth configuration of the windows, to be used for more casual meetings or town halls. During construction, the design team also wanted to generate the least amount of waste possible. “We wanted to push the boundaries of the design and really think about the environment first,” says Connect Principal Dave Saunders. Rather than use traditional materials like drywall to construct partitions, they favoured a digital component construction product to allow for zero waste at installation. Remarkably, by the end of the project, one small garbage bin of landfill waste remained. LESS POLISH AND MORE FREEDOM

District Two: Gensler Working with the smallest suite in the competition didn’t stop the design team from realizing big ideas.

They created a space that can grow and transform alongside any small company, where every area has more than one function. The office is the antithesis of glossy—a “start-up for the sneaker s-and-hoodies intelligentsia,” as Annie Bergeron, principal and design director in Gensler’s Toronto office, calls it. “Innovation doesn’t thrive in spaces that are too precious and polished; it thrives in an environment where people feel they can move around,” she adds. “Nothing was sacred in this space; everything could be challenged and reconsidered.” Pops of bright colour complement the light-filled office, while geometric forms accent meeting room walls, charging those spaces with creative energy. Since many tech start-ups might use a mix of random chairs and desks, the designers sourced only existing furniture from their partner’s basement inventory to convey a “rough-and-tumble” mentality. A private room offering enclosed, casual meeting space—also where November/December 2020 CFM&D 15

DESIGN the competition jury chose to deliberate— doubles-up as a wellness area, purpose-finished with a couch and blankets. Other areas are more open and dedicated to team-building. “For a young start-up company, the best way to attract and retain talent is to supercharge their cultural growth, and the best way to do that is by having a social space,” says Bergeron. To elevate this idea in the workplace, a barista bar and reception counter is at the heart of the office, to be used for morning scrum meetings or a place to pop open chips or drinks on a Friday, promoting face-to-face interaction. As the company grows, the counter could transform into a reception desk, yet remain a hang-out place for employees. “Our research shows that teams who trust each other and have the highest levels of trust and empathy for one another are also the most innovative,” Bergeron adds. “Every aspect of this office was geared to provide tools for innovation.”

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Ray Inc. designed District Three. Photo courtesy of Oxford Properties.

CALM AND FUNCTIONAL

District Three: Ray Inc. With wellness and a human-centric approach in mind, circadian lighting was a revolving aspect of the design. A product made with quantum dot technology, one offering the most accurate simulation of sunlight available on the market, was integrated and custom made into light fixtures for the space. The office is first to use this circadian formula, developed by the WELL Building Institute Standards team. According to Tulin Artan, associate and design director at Ray, regulating your circadian rhythm boosts productivity, energy and mood. As the lighting adapts to an occupant’s circadian rhythm, the user can adapt to the workplace. Adaptability has been proven to contribute to a person’s sense of comfort Emphasis was placed on individual flexibility, with an array of multifunctional spaces, from lounge areas to mobile tables and sit-stand workstations. Workers’ physical needs change 16

throughout the day, so providing choices was also key to the design, which relates back to well-being. “Not everyone can work in an open office, so having a variety of workspaces to suit those different styles is so important,” adds Artan. “What makes the open space successful is providing a private oasis and rooms where workers can step away from the open plan.” Well-being was further realized through biophilic design principles. Patterns found in nature enliven the room, both visually and subconsciously. Art, lighting fixtures and decorative panels feature circles or vertical stripes—sequences based on the building blocks of nature.They are also made of colours and materials that hint at nature, such as wood. A white, rock-like motif adorns the wall of a decompression room where preserved greenery hangs from above. Both calm and functional, light and airy, it’s a space where employees can have down time and also access tools

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to foster productivity. “It was about satisfying the physical, cognitive and emotional needs of the employee to make it a healthier workspace, addressing those items, not just the aesthetic,” says Artan. FREE FLOWING AND MULTI PURPOSE

IBI Group - District Four When the designers set out to create this office space, they did so with a digital avatar in mind—a female entrepreneur with a fashion start-up, growing out of her home office in the Queen West neighbourhood and in need of a downtown office with new talent. Emerging from that idea is an open workspace for collaboration and respite. A glass-encased central pavilion— featuring a semi-amphitheatre—invites people to congregate for town halls or meetings. Around the periphery, different areas reflect the flavours of home. Neutral and berry tones dot the multi-purpose spaces: a park, a library, a decorative floral rest zone that

transforms into collaboration space in a matter of minutes. Grey chairs tuck into the saw-tooth window configuration of the building, transforming the jagged spaces into individual quiet zones that muffle out noise. “Typically, offices tend to be developed from everything being on the outside with people working in the middle,” says Joe Pettipas, senior practice lead, interior design. “In this office, all people work on the outside and come to the middle to gather. We wanted to create an environment that was nontraditional and uber-flexible.” Such a layout echoes a new generation of workers with changing needs. “Flexibility being key,” says Pettipas, “but also this whole idea behind purpose-built space having no purpose. Not that it doesn’t have a function, but that it can support any function. A space where employees can readily invite their customers to brainstorm and work on solutions.” It’s an office that could support a variety of work styles. “It’s not something you’d expect walking into an office in downtown Toronto with high rents. Here value is placed on the real estate,” says Peets, adding such a space would normally be densified with as many workstations as possible, rather than free-flowing and flexible to the users’ needs.

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IBI Group designed District Four. Photo courtesy of Oxford Properties.

For Jane Juranek, manager of interior design, creating such a space in the Royal Bank Plaza has been a future-forward opportunity. “Testing out this floor with community space is allowing different industries to fill

the core,” she says. “We know the generation out there is tech-savvy, but they still want to live downtown, walk to work and not depend on cars. I think this is a really exciting step forward.” | CFM&D

CANTEEN - BRITACAN FACILITIES MANAGEMENT GROUP All four offices are privy to the communal Canteen, a 15,000-square foot area for eating, working, socializing and events. The design had to consider all four tenants on the floor, so creating a shared common space was challenging. The idea was to be more neutral and consistent throughout, with no one suite in mind. “Our vision was to consider an open seating concept, but without looking like a typical brick-and-beam building,” says designer Oliver Tan of Britacan Facilities Management Group. Sophisticated materials create a rough and refined space with a flexible, community neighbourhood-feel.

Communal tables, booths and high bar stools nudge employees to leave their desks and walk around, a critical aspect of employee well-being. “It’s wi-fi enabled and intended for people to break-away from the office,” adds Peets. “People can take their laptop into a different setting, resembling a Starbucks or a cafe where remote workers would work offsite.” An elevator lobby, also designed by Britacan, is another space on the 10th floor, with dramatic patterns inspired by the zig-zag perimeter glazing of the building itself.

November/December 2020 CFM&D 17

FACILITY DESIGN

NEW CHAPTER FOR EDMONTON PUBLIC LIBRARY Renewal transforms traditional branch into hub of innovation BY REBECCA MELNYK

magine. That is the word, in bright mosaic colours, greeting patrons inside the north entrance of the newly renovated Stanley A. Milner Library—the Edmonton Public Library’s flagship branch. Located in the city’s downtown core, the building is a token of what a civic centre can become—a place for equity, inclusion and barrier-free access to knowledge, according to Edmonton Mayor Don Iveson who spoke at the opening on September 17. “Truly public spaces where everyone is welcome without barriers are getting rarer and rarer, but this city believes we need more of those spaces, not less,” he said. One of the library’s most celebrated new features is Thunderbird Lodge, an intricately-crafted Indigenous gather ing space designed in consultation with local communities and Cree elders Jo-Ann and Jerry Saddleback. As an act of reconciliation, it brings access to culture for indigenous cultural practices, while demystifying ceremony for all groups of city-dwellers. Stephen Teeple, of Teeple Architects who designed the library alongside Stantec, notes it was also built with its own special mechanical system to enable a true smudging space. “I think it’s the only space in Edmonton where smudging is built right into the space; you can literally smudge there anytime,” he says, adding that it’s also “acoustically amazing.” Another hard-to-miss feature is the Shelly Milner Children’s Library, November/December 2020 CFM&D 19

FACILITY DESIGN

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FROM LEFT TO RIGHT: MAKERSPACE, THUNDERBIRD LODGE; SHELLY MILNER CHILDREN’S LIBRARY; STACKS AND NATURAL WAYFINDING. PHOTOS BY: ANDREW LATREILLE

relocated from the north side of the building to the south side where it overlooks and opens onto Centennial Plaza so natural light can pour in. Now three times larger than its previous space, Teeple refers to it as a “mini version of the big library,” as it is more multi-functional; there are numerous programs for kids, including a makerspace with 25,000 pieces of Lego. On one wall, 54 art pieces form into a collage of mountains and oceans and see-through aquariums. A daycare is currently under construction. Other key features include a gaming room, a teaching kitchen, the addition of 70 public computers, large galleria spaces, a café, and an adult makerspace for programs like music, carpentry and 3D-printing. Towering above is a two-story interactive simulation wall made up of 278 digital screens, serving as both a communications and learning tool to engage library-goers.

“Truly public spaces where everyone is welcome without barriers are getting rarer and rarer.” Near the stacks—currently housing a collection of 150,000 items—fuchsia, lime-green and blue chairs circle around low tables in lounging areas, brightening up an already light-filled space. Outside, the exterior reflects much of what the library reboot set out to do. “The vision of the building is to stretch the library out into the city—to draw people into this wide variety of services. When you enter the building, you see up through to a new atrium and it leads you where you want to go—to all these exciting dynamic community services,” says Teeple. “You

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can see in the building skin how the envelope stretches off the original static box of the original structure.” He refers to the interior and exterior as “reciprocal equals.” The stretching of the building skin out into the city and the dynamic folding toward the corner create the interior atrium, drawing people inside.The exterior is also laden with 396 more windows than before. To significantly improve energy performance, a high-tech recladding gives the building great insulating value, says Teeple. The designers used a lightcoloured azengar—a high-quality, long-

lasting zinc that is popular in Europe and more obscure in Canada. As the library was completely transformed inside, except for an old, yet reusable theatre in the basement, the project came with challenges. “The fact that it’s a seismic upgrade of an existing concrete structure with all new mechanical and electrical systems is super challenging,” says Teeple. “You’re working within a lot of resisting constraints, and to really reimagine it is pretty challenging— to truly transform it into a new space appropriate for today.” The library first opened in 1967 as Edmonton’s Centennial Library and was given its current name in 1996. Over the years, it housed everything from a petting zoo in a children’s library to a smoking room shut down in the 1970s, according to one EPL

board member who knows its history well. When it opened, a library card cost more than it does today: adults paid one quarter and a child’s library card cost five cents. In 2015, the city reached out to its citizens, asking them what they wanted in a renewed downtown library. People wanted a “destination, a place to hang out and spend time, a place to create, to borrow library materials, to collaborate, to learn and incubate new ideas—most of all, a place to connect and feel part of something bigger,” EPL CEO Pilar Martinez said during the opening ceremony. Many of these ideas transpired within the $84.5-million renewal, replacing the small windows and dense floor plate, the dark and isolated spaces of the past. New connections come in many forms—

through programming and through the library’s intuitive and accessible circulation paths. “What it brings is a natural wayfinding, so the moment you enter through the door, your eye is led on a path leading to all the various services,” adds Teeple. “It’s a very intuitive building, even though spaciously it’s very diverse, very rich and seemingly quite complex.” Currently, the library is open with a limited patronage and pandemic protocols in place. “It was designed before the pandemic unfolded, but it works well as a much spacious facility with lots of room for people to maintain social distancing and have their own nook in which they can read,” says Teeple, adding, “the pandemic will come and go; the library will stay.” | CFM&D November/December 2020 CFM&D 21

SPONSORED CONTENT

Improving IAQ in the New Normal Promoting healthy indoor environments in the time of COVID-19

Building owners and engineers recognize that the built environment is complex and evolving. Each building presents unique challenges that can vary from hour to hour and season to season. The outbreak of COVID-19 has added a new element to this complexity. Health experts agree that the risk of indoor disease transmission differs based on occupant density, work- and traffic flows, the presence of “hot spots” (such as food preparation areas), social distancing, hand-washing, disinfectant practices and the use of personal protective equipment. Contact, droplet, airborne and surface transmission are all possible vectors for spreading disease. Consequently, a “layered” strategy based on comprehensive planning and strengthened administrative controls can help to minimize disease transmission in the workplace.

f the several potential transmission vectors, the threat of infection from airborne transmission caused by droplet nuclei (or aerosols) that remain suspended in air over long distances and times has been the most difficult to assess. A letter signed in July 2020 by more than 200 scientists and engineers concluded that “there is every re a s o n to ex p e c t ” t h a t S A R S - Co V- 2 transmission by airborne microdroplets is an important transmission pathway. The letter found that hand-washing and social distancing are insufficient to provide protection from virus-carrying respiratory microdroplets. The authors recommended additional focus on effective ventilation along with measures to enhance airborne infection control.

The World Health Organization (WHO), which regularly updates its understanding of how COVID-19 is transmitted, responded to this information by concluding that short-range aerosol transmission in crowded and inadequately ventilated indoor spaces over a prolonged period of time with infected persons “cannot be ruled out.” In addition, a recent evaluation of virus containment in air-handling systems recommends a number of measures that can improve an HVAC system’s effectiveness in reducing transmission. While analysis is ongoing, these findings reinforce that buildings are a first line of defense in reducing COVID-19 transmission, and a renewed focus on IAQ is fundamental to this role. As building owners and engineers reopen their facilities, plans for occupant safety and wellness

will vary as widely as the built environments to which they return. Some owners may seek specific actions designed to reduce the threat of disease transmission. Others may pursue a more holistic approach to improving IAQ, including energy efficiency, operational cost savings, code compliance, greenhouse gas reduction and occupant wellness — along with the slowing of virus transmission. IAQ measures the health and comfort of a building’s interior air, focusing on the presence of contaminants such as particulate matter (on which viruses such as SARS-CoV-2 are sometimes found), carbon monoxide and volatile organic compounds (VOCs). Particulate matter is a combination of solid particles and liquid droplets that may include dust, pollen and smoke. VOCs are ubiquitous (and often

from cleaning agents, air fresheners and new carpets. HVAC strategies can have a significant impact on reducing these contaminants in the built environment. IAQ is a subset of indoor environmental quality (IEQ), which also includes thermal comfort, lighting, acoustics and water SPONSORED CONTENT quality. IEQ is an important component of the LEED® (Leadership in Energy and Environmental Design) rating system.

Indoor Environmental Quality Indoor Air Quality Contaminants, Dust, Particulate Matter

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HVAC strategies focused here can impact occupant safety, comfort, productivity and energy consumption

Poor IAQ can lead to headaches, fatigue, lack of concentration, and irritation of the eyes, nose, throat and lungs.5 Conversely,

“Buildings are first lineairof defense in toreducing COVID-19 IAQ optimized for VOCs, carbona dioxide and outdoor ventilation has been shown significantly improve cognitive functioning of office workers across nine measurements — including crisis response, information usage and strategy. transmission, and a renewed focus on IAQ is fundamental As sensors become more accurate and affordable, building owners are now able to measure nearly every to thishave role.” 6

important attribute of IAQ. Sensors for carbon monoxide, particulate matter, VOCs and other contaminants can be set to track conditions over time and programmed for threshold alarms.

odorous), arising from cleaning agents, air Often, the first step in preparing a building These assessments can be greatly facilitated fresheners and new carpets. HVAC strategies can for reopening is to bring the HVAC system back where there is a control system with suitable The extraction of this rich data can help accurately describe the built environment and allow building owners gain the have a significant impact on reducing these to its original, commissioned state, undertaking instrumentation and range in complexity from a contaminants in the built “tactical commissioning” of their assessment, including a limited site walkneeded insights toenvironment. balance optimum IAQ aagainst energy consumption andbuilding occupantbasic comfort. Applying these data insights IAQ is a subset of indoor environmental quality system to ensure that it is operating per design through usually intended for smaller sites, to a and better managing the building will require close collaboration between the building owner’s engineering and (IEQ), which also includes thermal comfort, conditions and current operational strategies. comprehensive assessment complete with operations team their outside HVAC lighting, acoustics andand water quality. IEQ is an engineers. This activity is usually accomplished with the recommendations and an execution plan. important component of the LEED® (Leadership in assistance of a licensed and certified To help deliver healthier, safer, efficient and Energy and Environmental Design) rating system. commissioning provider, a test and balance productive indoor environments. Carrier Poor IAQ can lead to headaches, fatigue, lack of company and/or a building automation systems introduced its Healthy Buildings Program, a concentration, and irritation of the eyes, nose, company. Posted: September 2020 suite of advanced solutions for commercial3 throat and lungs. Conversely, IAQ optimized for The results of a tactical commissioning can buildings, healthcare, hospitality, education, VOCs, carbon dioxide and outdoor air ventilation create substantial energy savings or retail and marine. The program draws from a has been shown to significantly improve cognitive improvements to IAQ. comprehensive set of solutions designed to functioning of office workers across nine If the focus of a building operator is on reducing help improve IAQ by increasing outside air, measurements — including crisis response, the risk of infectious aerosols, then improving temperature and humidity levels, information usage and strategy. recommendations for reoccupancy often key on managing occupancy density, optimizing As sensors have become more accurate and improving ventilation, pressurization, airflow energy efficiency and enabling touchless affordable, building owners are now able to distribution and optimization, mechanical interactions. measure nearly every important attribute of IAQ. filtration, ultraviolet germicidal irradiation (UVGI) Carrier’s healthy buildings technologies Sensors for carbon monoxide, particulate matter, and humidity control. In order to understand these include a variety of equipment and service VOCs and other contaminants can be set to track opportunities, owners may be presented with options, many of which are available to conditions over time and programmed for several levels of review, each different in time, enhance IAQ and occupant safety in existing threshold alarms. expense and comprehensiveness. buildings. The extraction of this rich data can help accurately describe the built environment and allow building owners gain the needed insights to To learn more about Carrier and read white papers visit carrier.com/commercial/en/us/healthy-buildings/ balance optimum IAQ against energy consumption and occupant comfort. Applying these data insights and better managing the building will require close collaboration between the building owner’s engineering and operations team and their outside HVAC engineers.

SPACE PLANNING BY DEBORAH SPERRY AND KAY SARGENT

CREATING A NEURODIVERSE WORKPLACE

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Strong contrast and use of natural materials in Stryker’s office in Burlington, Ontario, grounds people in a sophisticated yet calming environment that feels secure. The styling and use of hospitality elements create a welcoming feeling.

Even before COVID-19 changed everything, more organizations were looking to create workplaces that help neurodiverse employees feel comfortable.

bout one in eight people are neurodiverse. This means they have one of a range of conditions that include autism spectrum disorder, attention deficit hyperactivity disorder (ADHD), dyslexia, Parkinson’s and other cognitive disorders. Though neurodivergents often have exceptional talents and above-average problem-solving abilities, they don’t always thrive in typical workplace environments. Some are hypersensitive, which means their brains become overloaded by what they see, hear,

smell or feel in the office. Others are hyposensitive and don’t receive enough sensory information. Before the pandemic, neurodiversefriendly workplace design interventions focused on things like the layout and character of space, acoustic quality, thermal comfort, materials, colours, elements in the field of view, lighting and degree of stimulation. The goal was to provide enough different space types to enable occupants to choose the best setting for them at any given time. These ideas became almost exponentially more relevant with the arrival of COVID-19. Fear of infection has threatened the second level of

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Maslow’s hierarchy of needs: the innate desire of all people to feel safe and secure. As employees eventually return to the office, most will bring with them a heightened sensitivity to their surroundings—specifically to what they touch and their proximity to coworkers. Both neurodivergents and neurotypicals alike will want to feel protected in their space. Offices will need to have fewer touchpoints and more space for people to physically distance themselves. Designers also will need to scale-up efforts to address sensitivities to noise, light, colour and clutter. The “prospect-refuge” theory, which refers to the primal need of people to “see without being seen” in order to feel safe, becomes especially germane. The most accommodating offices will provide clear lines of sight, controlled

environments like team neighbourhoods with individual areas for retreat and generously-sized corridors that allow people to see what’s coming and gain more control over their experiences. To satisfy these COVID-19-era needs, workplace designers should incorporate six different types of space that make up an inclusive workplace: 1. Space for solo, focused work. 2. Space that accommodates everyday tasks. 3. Space for creative thinking and brainstorming. 4. Space that supports meetings and collaboration. 5. Space where people can refresh and be mindful. 6. Space for making connections with colleagues. Designers should make all six of these work modalities available as needed to serve the needs of both hypersensitive and hyposensitive occupants. While the sizes and optimum combinations of space will vary for each organization, the goal is to provide a seamless array of choices. These spaces must also be flexible enough to integrate emerging new technologies and help blend real and virtual work experiences. The core principle is to provide all users—the neurodivergent and neurotypical—with choices about how and where they work. The ability to do this could make all the difference in whether people struggle or thrive in the post-lockdown workplace.

as a place where their people can feel a sense of community. The design of the space will reflect its brand and culture. To meet everyone’s needs, it will also provide areas for individual work. New third places, or ‘spokes,’ will support both individual work and small team collaboration. These places will be outside the traditional office, like coworking space, where employees can connect with colleagues virtually and in person but in more casual settings. Spokes eliminate the need for an extended commute to a single office. This creates a more convenient option while still providing services, amenities, enhanced infrastructure and access to other people not available in their home settings. The ‘home’ option will accommodate individuals when they require deep focus for heads-down, concentrative work. It also provides an alternative when they are meeting virtually with others.

Deborah Sperry, LEED AP, is HOK’s regional leader of Workplace in Toronto. Kay Sargent, ASID, IIDA, CID, LEED AP, MCR.w, WELL AP, is HOK’s global director of WorkPlace.

Committed to better performing buildings. Structural Engineering Structural Restoration Building Science Parking Facility Design Structural Glass Engineering Building Energy Modelling

THE DEVELOPING HUB-SPOKE-HOME ECOSYSTEM

Millions of people will continue to work remotely after the pandemic. But the decision of whether to work at home or in the office will no longer be a binary one. For many organizations, the choices extended to neurodivergents and neurotypicals will include an entire ecosystem of adaptable spaces. This network will combine a variety of workplace options including hubs, spokes and homes. The ‘hub’ will act as the engagement centre and heart of the organization. Companies will primarily use the hub for collaboration, client interaction and

Individuals have more control over their work-life balance and have less of a need to commute or occupy shared spaces. In the months and years ahead, expect to see a plethora of new ideas about reimagining home offices to support the overall workplace ecosystem. This much more flexible workplace ecosystem will empower neurodivergents or others who just don’t feel comfortable working in a traditional office. It will also appeal to people who are confined to their homes or who live in another part of the world. Companies will be able to tap into a vast new pool of potential employees who will all be better positioned for success. Going forward, workplace designers need to think outside the box—and outside the office. Reimagining a holistic ecosystem of options that address people’s needs will empower individuals and organizations alike to thrive. | CFM&D

University of Waterloo Engineering VII Building

RJC Engineers

rjc.ca

November/December 2020 CFM&D 25

SPACE PLANNING BY ANNIE BERGERON

RISE OF THE HYBRID OFFICE SO WHY DO PEOPLE WANT TO RETURN TO THE OFFICE?

Research shows that the top reason people want to come back to the office is the people. In fact, 54 per cent of respondents from Gensler’s survey say their colleagues are what they miss the most about the office. While workfrom-home has made it possible to keep momentum for most work functions, it is not a perfect substitute for work that’s done together. This all begs for a change in how the workplace functions. As we start making the transition back to the office, and as we resettle more permanently, the kinds of collaboration, teamwork and meetings that make up our daily work lives will need to embrace a new “hybrid reality” — a blend of analog and virtual participation that could redefine how we accomplish work going forward. WHAT WILL THE NEW HYBRID WORKPLACE LOOK LIKE?

Instead of a step back in time, this era will be a catalyst for positive change: we will be moving forward to a new place, modified in strategic ways, incorporating new practices, new protocols and new technologies.

he future of work will integrate the lessons learned from our extended time working from home, an experience that many businesses have transitioned to with minimal friction, and free us from preconceived notions about place and productivity. While the Gensler U.S. Work From Home Survey 2020 shows with real data that most people want to return to the office the majority of their week, employees also want a future in which they have more choice

and agency than they did before the pandemic. Despite declarations from some that full-time work-fromhome arrangements will remain after COVID-19 restrictions are lifted, there are many indicators that permanent work-from-home arrangements are not sustainable for culture, innovation and talent development, nor is it a replacement for the speed of trust and collaboration that’s built through face-to-face work. Collaborative work moves forward at the speed of trust that is built into our relationships.

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While empty in the short term, a return to the office demands that we create an ecosystem of workplace experiences that employees cannot get at home in order for a hybrid future to be successful. Productivity myths around working from home have been thoroughly debunked. In fact, a report from NordVPN (March 2020) revealed that Canadians increased their average workday by 2 hours since the onset of the pandemic. We know that focused work can happen successfully at home. Remote work has also made it clear which spaces best facilitate collaboration, focus, learning and socializing. What’s emerging is a hybrid future, with people working and collaborating from home and from the office.When people return to the office, 60 per cent reported they expect more choices in how to work, including increased opportunities to work remotely.

Right-sizing spaces for hybrid work behaviours requires the office of the future to align meeting spaces to the types of collaboration that occur inoffice as opposed to virtually, for example; in the future, generative ideation meetings will be prioritized as in-person events, whereas evaluative decision-making meetings will happen virtually. Built on the idea that with fewer employees physically present on any given day, offices can offer more flexibility of layout and management. This will require an enhanced technology infrastructure to support seamless virtual connection opportunities in the physical workplace, ensuring the collaboration experience is consistent for both in-person and virtual participants. Other technology interventions that will affect facilities’ teams and building managers will be intelligent rooms that will enable staff to manage how they use shared spaces through smartphone apps. Gathering spaces, meeting rooms, phone rooms and focus hubs will be catalogued and available for reservation

“The hybrid office will have at its heart a planning principle based on people rotating in and out of the office, with flexible schedules they have more control over than ever.” at the touch of a screen. Space booking will be enhanced by allowing employees to order catering, adjust AV, lighting and temperature all from the same management system. Guests will be able to check into the building via the same system and be screened, then given the necessary directions to the meeting room or workspace. A natural consequence of smart offices is that they will enable service teams to either hold slots for cleaning or use the available data to identify high-traffic areas to focus their cleaning efforts. Maintenance teams will also use the data from meeting room booking systems in

order to plan cleaning when areas have been vacated. Ultimately, the hybrid office will have at its heart a planning principle based on people rotating in and out of the office, with flexible schedules they have more control over than ever. Its biggest draw will be more varied workspaces for collaboration, a refuge from a distraction-filled home and, more importantly, a place for human connection. | CFM&D Annie Bergeron is the design director at Gensler

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[ fm education ] BY LIBBY FERIN

SELECTING A WORKSTATION IN A POST-PANDEMIC WORLD

COVID-19 has upended the traditional workplace, creating a unique set of challenges for facility managers and designers. One invaluable lesson is to seek out workplace solutions that meet multiple needs. Another is to make sure those solutions empower workers to work how they want in order to be most productive and happy. With this in mind, here are three considerations for selecting and specifying the right workstation for today.

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ALLOW FOR SAFETY, PERSONAL SPACE AND COLLABORATION

Designing a workplace today is a balancing act. It must effectively account for social distancing requirements while also recognizing the need for interaction and collaboration. Zoom and videoconferencing can keep teams connected and on-task. That said, nothing can replace the creativity, innovation and organizational culture that springs from in-person interactions. Providing spaces that allow for that activity is inherently important. For instance, reimagine the traditional conference room. Removing the big executive table and replacing it with

mobile, individual tables easily achieves social distancing and enables teammates to fully connect with one another in an in-person setting. In environments where workers sit side-by-side, dividers are a great solution to increase worker confidence in an open office. For ultimate flexibility and safety, portable slide dividers can be an excellent option. These products easily slip on or off a desk surface, offering privacy and protection between coworkers when needed. Lightweight and portable, they can be carried to other office spaces, such as conference rooms, break rooms or eating areas. This is a simple solution when people need to come together in a common area, but also adhere to safety measures. Another consideration: Mobile, single-person workstations.This solution enables workers to “grab and go,” – taking their desks where they need it, when they need it. Workers can easily move to a safe or isolated area, creating separation from their co-workers.

“Employers seeking to accommodate this new reality need to equip their staff with the appropriate workplace resources to support and optimize their work.”

ALLOW FOR STANDARD AND CUSTOMIZATION OPTIONS

Standard workstation products still have their place in today’s modern office. But safety modifications are now essential for providing enhanced confidence for workers. For workers consigned to a fixed workstation and unable to choose their own work location, it’s important to provide them with the power of choice.Workers who have the ability to choose or customize their workstations the way they want are often happier and more productive. An example of a customized option is a height-adjustable

table and an adjustable monitor arm. This dual solution provides better ergonomics. In fact, research shows that standing and changing posture throughout the day brings multiple health benefits, including increased cognitive stimulation. Many height-adjustable tables have memory-setting features and are available in custom sizes and finish options. These customization features can provide a greater level of personalization and empowerment. Accessory items, such as ambient lighting and personal storage units,

November/December 2020 CFM&D 29

SPACE PLANNING can also be added to further help workers utilize the products that work best for them. Creating personal workspace “enclaves” or “phone booths” is another option. These semi-private, individual spaces can be an exceptional alternative for workers who need a place to retreat from their assigned stationary workstation for either safety or uninterrupted work. ALLOW FOR INDIVIDUAL HOME WORK ENVIRONMENT NEEDS

Employers have had to adapt to their employees working from home during the pandemic. Numerous organizations are now embracing a flexible workforce schedule to manage the number of employees in the office at one time. Additionally, many employees are requesting to work on a hybrid schedule – they want a balance between working at home and having a presence in the office.

“Many height-adjustable tables have memory-setting features and are available in custom sizes and finish options.”

Employers seeking to accommodate this new reality need to equip their staff with the appropriate workplace resources to support and optimize their work. Providing employees with a variety of workstation options that best suit their unique, individual home-based workplace environment is key. For example, a worker in an apartment with limited space might

benefit from a mobile, highly durable table. Alternatively, a worker with a dedicated home office, which may have ample space available, might benefit from a slightly larger heightadjustable desk. Allowing at-home workers to choose what works best for them in their own home is ideal – whether that’s a mobile, adaptable or fixed workplace solution. | CFM&D

Libby Ferin is the vice-president of marketing for Innovative Ergonomic Solutions, a collection of workspace furnishings companies. Committed to growth and excellence, IES is making a lasting impact on the global landscape of ergonomics. More information is available at SISErgo.com and HATContract.com.

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June 2018 • Vol. 33 #2

Costa advised that he no longer wished to occupy his role as president. The emergency meeting took place at the defendant’s (MTCC 1292’s) premises. At the emergency meeting, the plaintiff and Mr. Da Costa entered into a heated argument, which led Mr. Da Costa to “lose it” and strike the plaintiff on the head with a chair. Mr. Da Costa was charged by the police and received a conditional discharge for assault with a weapon. iff commen The plaintiff commenced a civil action against Mr. Da Costa fo for his use of force as well as MTCC TCC 1292 for fo failing to ensure her safety and nd failing to employ security meet measures at board meetings. MTCC 1292 brought a motion summary judgment otion for su to dismiss the plaintiff’s plaintiff’ claim against it nly opposed by Mr. Da Costa which was only given his crossclaim MTCC 1292 ossclaim against ag on and indemnity. inde for contribution