Canadian Facility Management & Design

OCTOBER/ NOVEMBER 2018

LEED V4.1

MEDICINE HAT REGIONAL HOSPITAL ADDITION AND RENOVATION INCREASE CAPACITY FOR CARE

HIGH-GWP ANESTHETIC

GASES

COLD AND FLU SEASON

PA R T O F T H E

CLEANING STRATEGIES P A R T

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O F

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FOCUS ON HEALTHCARE FURNITURE

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CANADIAN FACILITY MANAGEMENT & DESIGN

[ contents ] 8

PHOTO: TOM ARBAN PHOTOGRAPHY

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On the cover: The atrium in the addition to Medicine Hat Regional Hospital gives visitors visibility to where they’re going. Page 16. Photo: Ed White Photographics

16 The use of masonry, curtain wall and metal panel systems helps segment the sizeable addition at Medicine Hat Regional Hospital.

14 KEEPING OFFICES HEALTHY

How cleaning can stop the spread of common viruses

16 BUILDING CAPACITY FOR CARE The expansion of Medicine Hat Regional Hospital is designed to help local residents access important services close to home

22 LEED V4.1 FOCUSES ON PERFORMANCE OUTCOMES PHOTO: GARRETT ROWLAND

26

Draft updates to rating system for green buildings begin to roll out

24 LITTLE OVERSIGHT OF HIGH-GWP ANESTHETIC GASES

Emissions data and GHG reduction funds lacking in the health care sector

28 A DOSE OF COMFORT

The latest offerings in healthcare furniture include pastel hues and rocking chairs

columns

department

6 OBSERVATIONS 8 FM ERGONOMICS 10 FM EDUCATION 20 TECHNOLOGY 26 DESIGN 30 LAST WORD

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[ observations ]

BY MICHELLE ERVIN

A WELL-BEING CHECK-UP

P

romoting occupant well-being has become a priority for the professionals responsible for designing and managing facilities as findings as to the deleterious effects of spending most of the day indoors have propelled the rise of building certifications such as FitWel and WELL. These certifications acknowledge interventions shown to mitigate risk factors for health consequences.

FitWel, for example, awards points for providing outdoor space amenities, citing their potential to reduce stress. WELL, meanwhile, requires a percentage of workstations to be located within 20 feet of windows, pointing to the impact of access to natural light on productivity and sleep quality. (Having spent time in offices with and without windows, I can anecdotally attest to the impact of access to natural light on quality of life.)

These and other strategies are commonly used not only in workplaces, but also in healthcare facilities, where the impetus to promote occupant well-being is arguably nowhere more important. Hospitals have a mission to help patients manage and recover from disease, illness and injury.

The expansion and renewal of Medicine Hat Regional Hospital, the subject of this month’s cover story, answered this impetus and then some. Key strategies for promoting the well-being of staff and visitors alike included providing access to natural light and outdoor spaces.

This certainly isn’t the first time these strategies have been deployed in a healthcare facility, but this project stands out for the fact that it took them into new territory.

For example, the design brings natural light not only into the central atrium, but also into some of the procedure rooms.

Also in this healthcare-focused issue, you will find articles about cleaning strategies for cold and flu season and the high global warming potential of anesthetic gases used in surgeries. Plus, our regular product feature rounds up the latest and greatest in new healthcare furniture, including sleepers, behavioural health and waiting room chairs.

Promoting occupant well-being should help keep people out of hospitals in the future by preventing the onset of chronic diseases such diabetes. But the impetus is about more than just maintaining health, it’s about providing an environment in which people can perform at their best.

In my office, we have benefited from one-hour yoga classes offered on Fridays at 4 p.m. Physically, it gives us a chance to stretch out the muscles that get tight from sitting most of the day, and mentally, it provides an opportunity to let go work stresses before the weekend.

Hopefully this month’s cover story will offer some inspiration for others to continue to promote and raise the benchmark for occupant well-being, whatever the facility type.

MICHELLE ERVIN michellee@mediaedge.ca

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

OCTOBER/NOVEMBER 2018 Volume 33, Issue No. 4 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: Rachel Selbie rachels@mediaedge.ca CIRCULATION: Anthony Campbell 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 2018 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

» foundations »

WORKPLACE WASHROOMS

BY THE NUMBERS Odours and uncleanliness are among the most common culprits for the negative experiences that roughly four in 10 American adults say they’ve had in workplace washrooms. This is among the findings from Bradley Corporation’s 2018 annual hand washing survey.

Given that odour was cited as a common culprit for negative experiences in workplace washrooms, it’s unsurprising that air freshener topped the amenity wish list of the 1,000 American adults surveyed.

Here are a few more findings from the survey relevant to the arrival of cold and flu season:

81 61 56

The percentage of adults who reported steering clear of coughing, sniffling co-workers.

The percentage of adults who reported washing their hands to help stop the spread of illness.

The percentage of adults who reported avoiding coming into the office while sick.

ONTARIO GETS NEW MSD PREVENTION GUIDELINE Ontario’s new guideline for preventing musculoskeletal disorders (MSD) was unveiled in October, coinciding with Global Ergonomics Month. The University of Waterloo’s Centre of Research Expertise for the Prevention of Musculoskeletal Disorders (CRE-MSD) headed up the overhaul of the guideline, which was first established and last updated in 2006.

CRE-MSD says organizations will find current, size-specific content, resources and tools in the new guideline: Small businesses can consult the Quick Start Guideline to learn about MSD and do more prevention; medium to large businesses can look to the Basic Guideline to boost their MSD prevention through better problem solving; and large businesses can refer to the Comprehensive Guideline to support the roll out of programs to prevent MSD. Resources and tools include downloadable templates and new ways to identify and control hazards.

More information is available at www. msdprevention.com.

More information about the survey is available at https://www.bradleycorp.com/handwashing.

CONSTRUCTION OF $1.2-BILLION TORONTO HOSPITAL BEGINS Construction of West Park HealthCare Centre’s $1.2-billion hospital is underway as development on the project kicked off on Oct. 11, 2018.

West Park is transforming its 27-acre site into an “integrated campus of care” where “nature and healing intersect,” said Anne-Marie Malek, West Park’s President and CEO. West Park provides specialized rehabilitative and complex care for patients after life‐altering illnesses or injuries such as lung disease, amputation, stroke, and traumatic musculoskeletal injuries.

The new hospital — overlooking the Humber River Valley— will be six storeys high and 80 per cent of the beds will be in single-occupancy rooms with each inpatient having a private three-piece washroom to help improve infection control, according to a press release.

There will also be a significant increase in outpatient care space to serve double the current patient volume.

“The new West Park Healthcare Centre is an important project that will support patients and families in Toronto

by providing access to therapeutic spaces for generations to come,” said Christine Elliot, minister of health and long-term care.

“This unique hospital will offer specialized rehabilitative and complex care while focusing on bringing peace of mind to patients rehabilitating from a life-altering illness or injury.”

EllisDon Infrastructure Healthcare (EllisDon) was awarded the fixedprice contract to design, build, finance and maintain the project.

-Zandile Chiwanza, Online Editor, REMI Network

October/November 2018 CFM&D 7

[ fm ergonomics ]

BY ALEXANDRA STINSON

BANISHING THE STABILITY BALL There is no substitute for the office chair in supporting proper ergonomic posture. Why it’s time to leave the stability ball in the gym once and for all

adjustment is the most-used feature on any chair. The feature allows employees of different sizes to adjust their chairs for fit in their surroundings.

Although different-sized stability balls can be purchased, few organizations ensure the right size is provided to the employee and this still does not allow employees to adjust heights to suit the variety of tasks that they are required to do day to day (e.g. reading may require a lower working height to reduce the eye-to-paper distance).

2. WORKING DOES NOT MEAN WORKING OUT.

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Touted as a way to improve seated postures, stability balls allow the spine to adopt worse postures when fatigue sets in.

A

re the days of the exercise or stability ball being used as an office chair over?

Ergonomists still come across them — in one recent case, tucked neatly out of the way under a desk and not in use. If a stability ball is present, it is rarely the employee’s primary seating option and thankfully that is the trend ergonomists are seeing.

Organizations are always looking for new ways to integrate comfort, engagement and injury-reduction strategies into their day-to-day practices. However, substituting a stability ball for a fully adjustable seat may not be one of them. It’s not to say that the stability or exercise ball isn’t an excellent tool and can’t be a fabulous

solution for health and wellness, but when one looks at the human body and the features of a stability ball, it just isn’t the smart option for a seat that employees spent upwards of eight to 10 hours in every day.

To better understand the low compatibility of the stability ball with the office, consider these three points: 1. IT’S NOT ALL ABOUT THE BACK.

Desk heights are typically a standard 28 to 30 inches, which align with the seated elbow height of the average to tall male. That means more than 75 per cent of the population is likely to require a height adjustment to ensure proper neutral shoulder and wrist postures.

It should come as no surprise, then, that the gas lift or seat-height

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

The “I’m-working-on-my-core” thought process that goes into choosing to use a stability ball instead of a chair is a dangerous one considering how long office workers sit at their desks. Sure, the associated claims of increased metabolism and abdominal strength have been bandied about the watercooler as an advantage of using a stability ball over the last few years. However, the 30 extra calories this burns over the course of the day may not be worth it1, and there has been little research to support the notion that it will lead to washboard abs2.

Think of it this way: few people would go to the gym, yoga studio or clinic to work out for eight or more hours because the fatigue factor would be too high. The same principle applies at work. Any increase in muscle activity over the course of a day will only increase the rate at which the muscles fatigue.

The negative result is, a stability ball is a ball and will not offer any support once that fatigue sets in.

3. DECLINING TO RECLINE.

There is a contradiction at the heart of the movement to use stability balls in the office. Touted as a way to improve seated postures, the stability ball actually allows the spine to adopt worse postures once the aforementioned fatigue sets in, and can increase the potential risk to injure the low back.

By the end of the workday, the torso postures of workers are compromised, regardless of whether they’re using a fully adjustable chair or a stability ball. The ideal position for the back is to maintain the “S” curvature of the spine. As fatigue increases, the torso tends to round inwards on itself, creating rounded postures and increased intravertebral disc pressure in the lower back.

Due to the curved nature of the ball, there is more movement opportunity to roll the pelvis under and exacerbate those curved postures once core fatigue starts, creating higher muscle tension/strain and disc pressure, not only in the lower back but further into the thoracic regions of the spine.

Employees must be able to lean back in order to counter this inward roll, readjust to an “S” curvature and ultimately relax the musculature to reduce tension. This reclining option becomes challenging when using a stability ball, even if the base option (which comes with a small lumbar support) is used.

The standard chair wins out on measures of comfort and injury reduction due to its ability to support the entire back and shoulders in a reclined position.

By this point, it should be clear that stability balls are no substitute for chairs in office environments. They fail to provide the adjustability and support required to maintain proper ergonomic alignment through the workday, especially as fatigue sets in. The bottom line: Leave stability balls in the gym and select appropriate chairs by referring to such standards as the CSA Z412 Office Ergonomic Guideline. | CFM&D

References 1. Beers et al. (2008) European Journal of Applied Physiology. 103(3):353-60.

2. Gregory et al. (2006) Human Factors 48(1) 142-153 4.

Alexandra Stinson is a Canadian Certified Professional Ergonomist (CCPE), Registered Kinesiologist (R.Kin.) and co-founder of PROergonomics. She has assisted in providing injury reduction and cost-saving solutions to her clients for more than 18 years. She can be reached at astinson@proergonomics.ca.

Toronto Construction Association

October/November 2018 CFM&D 9 Chirco_half-island_ad_2018.indd 1

2018-02-16 11:12 AM

[ fm education ]

These pages sponsored by

BOMI

BY KIM DANDEWICH

C A N A D A

FORECAST CALLS FOR DISASTER PREPAREDNESS prepared for disasters. Here are 10 ways businesses can prepare for hurricanes.

1. BOARD UP WINDOWS.

Broken windows leave property exposed to wind, rain and flying objects. Plywood is an extremely effective and relatively inexpensive way to protect windows against hurricane-force winds. Facility managers can also consider using storm shutters and impact-resistant windows for extra protection.

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Facility managers with Ontario and Atlantic businesses can expect to see more hurricane-induced weather.

2. SECURE LOOSE OUTDOOR OBJECTS.

Hurricane Florence may have largely spared Canada, but the tropical cyclone underscored the importance of taking appropriate precautions as these events increase in frequency and severity. Here are 10 tips for weathering the next storm

H

urricane Florence recently tore through the U.S. East Coast, bringing with it more than 30 inches of rain, which made it the wettest tropical cyclone on record in the Carolinas.

Luckily, Canadian businesses escaped Florence’s wrath for the most part. But with Canada’s hurricane season spanning six months (from June to November), the ride isn’t over yet.

While hurricanes are historically less likely to hit Canada as hard as the U.S., they can still have a significant impact on Canadian businesses. Facility managers with Ontario and Atlantic businesses can expect to see more hurricane-induced weather.

In recent years, the southern and eastern coasts of North America have seen more hurricane activity. Seventeen named storms developed in the northeast Atlantic in 2017, including 10 hurricanes of which six were catastrophic. More concerning than the incidence of storms is their severity. Researchers recently calculated that Hurricane Florence was set to bring 50 per cent more rain to coastal areas than it would have without climate change.

As with all disasters, facility managers are tasked with several responsibilities — environmental health and safety, fire safety, security, maintenance, cleaning and of course business continuity planning (more on that later).

It is critical to business success to be

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

Any unsecured item can become a deadly projectile in high winds — garbage bins, potted plants, gardening equipment. Move these items indoors, or tie them down, to avoid injury to people, or damage to the property.

3. CHECK THE ROOF.

Cracks or leaks in a roof can lead to water damage during a hurricane. Loose shingles can also become projectiles.

4. TRIM TREES.

Falling trees pose a risk to people and business assets. Reduce this risk by removing any dead trees or branches.

5. PROTECT PROPERTY AGAINST FLOODING.

If an area is vulnerable to storm surges or overflowing rivers, this step is especially important. Sandbags piled at least half a metre-high form a protective barrier against floodwaters.

6. INSTALL SURGE PROTECTORS.

Hurricanes often cause power outages, followed by power surges when electricity is restored. Surge protectors help protect electronic devices from voltage spikes caused by power surges.

7. BACK UP ELECTRONIC DEVICES.

This step is critical for businesses. Data should be stored off-site, in case physical computers or devices are damaged or inaccessible due to a hurricane.

8. CREATE AN INVENTORY OF THE COMPANY’S PROPERTY.

Knowing exactly what items are on the property is vital when filing an insurance claim. In addition to making a written list of contents, take photos or videos, or use an inventory app.

9. ENSURE INSURANCE COVERAGE IS ADEQUATE.

Facility managers should check their policies to make sure they’re covered for damage caused by rain or wind. This generally includes damage caused by flying debris or falling branches or trees, or damage when water enters through openings caused by high winds.

10. STAY INFORMED.

When a hurricane develops, landfall can often be predicted 24 to 48 hours in advance — providing a window of

time for last-minute preparations, and, if necessary, evacuation.

BUSINESS CONTINUITY

As mentioned above, a crucial role for all facility managers is to implement a business continuity plan. All businesses and organizations need such a plan so that in the event of a disaster or major failure, the business can recover quickly.

All businesses, regardless of size, are at risk. According to the Canadian Centre for Emergency Preparedness, “if there is no tested emergency management plan in place, up to 86 per cent of smalland-medium sized businesses fail within three years of a major incident.” These major occurrences can include anything from wildfires to fullscale floods, to ice storms and hurricanes. A business’s ability to operate amidst a natural disaster can ultimately be a make-or-break

factor. No company wants to be a member of this 86 per cent.

The first thing is to ensure is that the company has three types of plans that are part of the umbrella of disaster management for businesses — essentially the before, during, and after: • A business continuity plan to provide clear directions on how to operate throughout a major event; • An emergency response plan to give instructions for managing an incident or emergency as it happens; and • A disaster recovery plan to indicate the steps a company takes to get back on its feet.

Hurricanes and all disasters have the potential to take a company offline.

Facility managers must recognize the risks of natural disasters, take the proper precautions, and plan to protect their business. | CFM&D

Kim Dandewich is director of client solutions – Winnipeg at FirstOnSite Restoration, the leading independent Canadian disaster restoration services provider, providing remediation, restoration and reconstruction services nationwide, and for the U.S. large loss and commercial market.

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October/November 2018 CFM&D 11

SPONSORED CONTENT

BUILDING THE GLOBAL REPUTATION OF FACILITY MANAGEMENT The need for quality facility management is pervasive with aspects that touch all our lives – both personal and professional and yet the biggest challenge the industry faces is a lack of recognition.

A good facility manager is unseen - working to ensure the facility is running at full efficiency but prepared for something to go wrong. From cyber-attacks to flooding, emergency preparedness is the hallmark of a successful facility manager, but the more integrated the facility manager’s role becomes in the strategic operation of an organization, the better the results.

This is where the Royal Institution of Chartered Surveyors (RICS) comes in. As a global professional body that sets standards, regulates and trains professionals working in the built environment from construction to property management, RICS is in the unique position to bring global perspectives to the industry.

“As a third party, RICS is able to bring associations and organizations together to build a global understanding of what FM is,” explains Steve Morris, Head of the FM Sector for RICS. “We want to show the benefit of bringing the FM sector into the boardroom for a seat at the table – highlighting the added productivity that could be gained as FM becomes a part of decisionmaking. This approach started a few

years ago with our collaboration agreement with IFMA and we are now starting to see the results of this collaboration success.”

Recognition is building for the need to have qualified property management to ensure real estate assets are protected and investments are sound. Adopting the common use of standards, training and terminology will build leadership in the FM sector as those holding investment portfolios welcome qualified professionals into the boardroom. Once in the boardroom, facility managers can ensure best practices are built into the design and management of assets at every level.

“FM touches every point of our lives and working activity in one form or other. It impacts how we go about our lives on a day-to-day basis with an aim to ensure there is as little disruption as possible. And while a big part of this is delivered by facility managers, it also involves many who have not yet realised they are delivering FM,” says Morris.

IFMA and RICS are collaborating on training, events and implementing a system of strategic thinking in the delivery of facility management, which is best disseminated from the

boardroom. In 2018, we released the Strategic FM Framework, professional guidance for all levels in facility management from novice to professional. It introduces a common approach for strategic leadership and outlines the role and scope of work.

Focus on facility management FM has arguably the longest list of competencies and scope of work within its responsibilities than any other industry. It is a profession that requires a holistic implementation with strategy, tactical management and operational delivery aspects.

Weakness in any of the crucial FM skills risks impacting the building system as a whole.

Good facility management requires a solid understanding of communications, finance, sustainability, business continuity and more. Morris explains, “FM can deliver best value when implemented as a core consideration from the concept design stage of any built environment project. It provides the best outcomes and return of investment when taking into consideration the full property lifecycle.”

SPONSORED CONTENT

RICS is in the unique position to bring global perspectives to the industry.

A facility manager following the Strategic FM Framework manages a building as a working system that includes the physical aspects and human aspects of the facility. This guidance is for all FM skill levels, from those who are not currently in the FM industry but who either manage their own facilities, or for those who manage facilities for others to professional facility managers who deliver all FM services. It is a platform for all, it provides a common approach for all levels for strategic leadership and understanding of the role and the scope of work of facility management.

First and foremost, a facility manager is a project manager. Often the FM delivers a quality service, within budget and on time because facility managers have a diverse range of skills and work hard to live up to high expectations. Despite the quiet success of the facility manager, RICS is working with IFMA to bring these

skills into the spotlight for some welldeserved recognition.

As an established global professional body in its 150th year, RICS provides a reputable designation that brings recognition to qualified professionals who have demonstrated competency and leadership in their field. An RICS designation is known globally and professionals who have achieved an RICS status are sought after by international corporations Supporting and providing a platform for qualified facility managers comes with benefits that we will all gladly reap. Found out how you can elevate your career through RICS.

Interested on receiving RICS communication about FM news?

REGISTER at rics.org/join

[ operations & maintenance ]

BY GAVIN BAJIN

KEEPING OFFICE ENVIRONMENTS HEALTHY Board of Canada, absenteeism costs the Canadian economy more than $16 billion a year. The average Canadian worker was absent from work for 9.6 days in 2017, according to Statistics Canada.

Healthy office programs can slow the spread of colds and flu, and can also improve the bottom line. A study published in the September issue of the Journal of Occupational and Environmental Medicine (JOEM) stated that, “companies that build a culture of health by focusing on the well-being and safety of their workforce may yield greater value for their investors.”

�

Empty waste baskets carefully, as items such as tissues will hold the flu virus.

EMPHASIZE HAND WASHING

Cold and flu season can wreak havoc on employee productivity. How cleaning and sanitation can help stop the spread of common viruses

E

very winter, businesses across the country face the issue of colds and flu in the workplace.

Both of these illnesses are highly contagious and spread easily in office environments. The flu can spread to others up to six feet away, according to the Centers for Disease Control and Prevention (CDC). Employees can also get the flu by touching workplace surfaces or shared objects such as telephones, copy machines, elevator buttons and door handles.

The spread of cold and flu viruses can have a devastating effect on productivity due to employee absences and sluggishness if they do come in to work. In addition, employees may spread the viruses to other employees, continuing the cycle of diminished productivity. In fact, according to a study by the Conference

Other than encouraging sick employees to stay at home, hand washing is one of the most important things to emphasize to avoid the spread of colds and the flu in the workplace. Washing with soap and water for at least 20 seconds may help to prevent illness. Having a handy supply of alcohol-based hand sanitizer throughout the office may help as well. According to statistics, using hand sanitizer can reduce sick days by 21 per cent.

It’s difficult to monitor employee hygiene habits, so it’s essential to regularly clean and sanitize commonly touched surfaces. Viruses on high-touch surfaces and on shared objects such as telephones, door handles and sink faucets can spread rapidly.

Restrooms seem to have the worst reputation for germs, but other areas of the workplace are even worse. For example, break rooms tend to have more

The average Canadian worker was absent from work for 9.6 days in 2017, according to Statistics Canada.

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

germs. Sinks and microwave handles, which employees touch daily, are the dirtiest surfaces. Other hightouch areas include handrails, door handles, elevator buttons, telephones, keyboards, reception desks and conference tables. Many people touch these surfaces and transfer germs without ever knowing it.

A study by Dr. Charles Gerba of the University of Arizona for The Healthy Workplace Project found that implementing the program’s “wash, wipe, sanitize” protocol in the workplace reduces the probability of catching the flu or common cold by 80 per cent. It can also reduce the number of surfaces contaminated by viruses by 62 per cent.

Cleaning and disinfecting should be part of a broad approach to slowing the spread of flu. Here are some tips for keeping off ice environments healthy during the flu season: TARGET GERMS

It’s important to match cleaning and disinfecting activities to the types of germs to be removed or killed. Most studies have shown that the flu virus can live and potentially infect a person for only two to eight hours after being deposited on a surface. Flu viruses are relatively fragile, so standard cleaning and disinfecting practices are sufficient to remove or kill them.

CLEAN FABRIC FURNITURE

Deep clean and protect office chairs and fabric panels with anti-bacterial fabric protectors.

Flu season is expected to peak in January and February. So, if the

productivity losses associated with this virus are to be avoided, now is the time to implement a healthy office program that includes these cleaning and sanitizing strategies. | 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.

Uplifting Designs, Custom Installation

DISINFECT HIGH-TOUGH AREAS

Germs thrive on human touch, so anything that gets regular contact — a telephone, mouse, keyboard — is a threat. Sanitize surfaces and objects that are touched often, such as desks, phones, computer keyboards, countertops, doorknobs, and faucet handles, daily.

REMOVE WASTE

Empty waste baskets carefully and regularly, as items such as tissues will hold the flu virus.

VACUUM AND CLEAN CARPETS

Vacuum and deep clean carpets regularly during flu season to help reduce germs and improve indoor air quality.

At Premier Elevator, every detail counts. We custom design and manufacture our interiors to reflect the building’s décor, bringing harmony from floor to floor.

Visit www.premierelevator.com for inspiring ideas just for you.

1 416 773 1400 info@premierelevator.com www.premierelevator.com

October/November 2018 CFM&D 15 PremierElevator_Island_2017.indd 1

2017-04-05 2:15 PM

FACILITY DESIGN

BUILDING CAPACITY FOR CARE

The expansion of Medicine Hat Regional Hospital is designed to help ensure local residents can access important services close to home. How an addition prioritized patient care while accounting for advances in technology and changes in infection prevention and control standards

BY MICHELLE ERVIN

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

C

onsider what a patient who is about to begin dialysis or chemotherapy might be going through, both emotionally and physically.

Then add to that the prospect of having to drive three or more hours to access those treatments.

The more than 100,000 residents served by Medicine Hat Regional

PHOTO: ED WHITE PHOTOGRAPHICS

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The addition expanded the footprint of the healthcare facility southward and eastward, providing an opportunity to create a new entrance that shelters visitors from the harsh elements during winter.

Hospital are less likely to face that prospect following the completion of a 245,000-square-foot expansion. The six-storey addition, officially opened this summer, increased the capacity of the healthcare facility’s cancer clinic and renal program, among other ambulatory care areas. The addition also introduced a rooftop helipad, expanded the central utility plant, and replaced the hospital’s medical devices

reprocessing and surgery departments as well as its labour and delivery suites and neonatal intensive care unit.

Michael Stanford, executive director of capital management at Alberta Health Services, said the province has expanded both of its south regional hospitals — the other one is located in Lethbridge — to alleviate pressure on inpatient beds and speed up access to important outpatient services.

“Adding those outpatient treatment spaces to these programs allowed us to expand that capacity for care within the community,” said Stanford.

Without access to local treatment, patients might otherwise have to travel to tertiary hospitals in Calgary and Edmonton, he explained.

The $274-million redevelopment of Medicine Hat Regional Hospital, which includes an ongoing emergency October/November 2018 CFM&D 17

FACILITY DESIGN department renovation, will help to ensure residents can get ambulatory and acute care close to home. The renewal project also emphasized the patient experience while accounting for advances in medical technology and changes in infection prevention and control standards.

Advances in medical technology have introduced new equipment to accommodate and transformed procedures that once required overnight hospital stays into day surgeries. With this shift came a need for more space for ambulatory care, especially in light of the original 1950s-era building’s roots as an acute care-focused facility. The expansion not only brought together and increased the capacity of the cancer clinic and renal program, but also cardio-respiratory, maternal newborn and surgical services.

Increased demand for ambulatory care isn’t the only reason more space was needed at the site, which was last added

onto in the 1980s. Greg Colucci, principal at Diamond Schmitt Architects, explained that current infection prevention and control standards prescribe greater square footage per program area.

“Any space where patients are going to be present has generally increased in area, relative to space allocated in the existing hospital, because evidence has shown that one of the best ways to prevent hospital acquired infections is simply to segregate or give more space between patients and isolate patients from soiled equipment,” said Colucci.

These principles can be seen in practice in the new addition at Medicine Hat Regional Hospital in provisions such as

dedicated service elevators for clean and soiled supplies, private labour and delivery suites and reception areas that control access to clinical areas.

While conforming with infection control and prevention standards was an important part of the project, it was patient care that really drove the design, which was done in joint venture by Diamond Schmitt Architects and Gibbs Gage Architects.

Colucci observed that the notion of what a hospital should be has also changed considerably in the last few decades. Much more than clinical places to treat disease, illness and injury, designed around the work of doctors and nurses, healthcare facilities

Clockwise from left: Exterior masonry acknowledges the brick-making that occurred in Medicine Hat for so long; natural light is available outside areas including the surgical services general operating room; and the interiors are mostly bright and white, except for small doses of colour, such as the green and orange used to identify the east and west wings of the hospital.

PHOTO: ED WHITE PHOTOGRAPHICS

PHOTO: TOM ARBAN PHOTOGRAPHY

PHOTO: TOM ARBAN PHOTOGRAPHY

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“When the medical staff come out of surgery spaces, they actually have opportunities to see outside.”

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PHOTO: TOM ARBAN PHOTOGRAPHY

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Clerestory windows let natural light filter into the facility.

are now seen broadly as places of healing and well-being, he said.

“The essential here is not to compromise or diminish the importance of operational efficiency, but rather augment it by recognizing the place of the patient, his or her family members, friends, and the community generally,” said Colucci.

Consideration for these groups started at the front door. The addition expanded the footprint of the healthcare facility southward and eastward, providing an opportunity to create a new entrance that shelters visitors from the harsh elements during the winter.

The new entrance rises one-and-a-half storeys, mediating the difference in grade between the addition and the existing building, which share a spine.

The air intake for the existing building was located on the side where the work was set to occur, demanding measures to

mitigate dust and exhaust as the hospital remained operational through the course of construction.

“As part of that, we stipulated that large diesel equipment require an air scrubber installed on the exhaust, for example, in order for any equipment to be permitted on site,” said Stanford.

Colucci said masonry was used on the exterior to acknowledge the brickmaking that occurred in Medicine Hat for so long and serve as a point of continuity with the existing building.

Other materials, namely curtain wall and metal panel systems, were used to segment the sizeable addition in order to prevent it from imposing upon its lowrise residential surrounds, he said.

On the interior, small doses of green and orange — colours Colucci said were drawn from southern Alberta’s landscape — identify the east and west wings of the hospital, fading with each floor ascended.

He said the only other hue, yellow, was used to highlight nursing stations in the otherwise bright, white interiors.

Natural light filters into the facility through clerestory windows, not only illuminating the series of atria that Colucci said give visitors visibility to where they’re going, but also reaching into some of the procedure rooms, where he said ceramic frit protects against solar gain and provides privacy.

“When the medical staff come out of surgery spaces, they actually have opportunities to see outside,” added Stephen Mahler, partner at Gibbs Gage Architects. “It’s not very often that you would see that in an OR suite.

“Often, you’re really thinking a lot about the patients and the families, but the caregivers are under a lot of stress as well.”

Recognizing the stress caregivers are under, the addition introduced a well-appointed outdoor space, giving staff a place to escape to that Mahler said was configured to offer a connection to nature and views to the river valley beyond. Visitors can similarly get some fresh air thanks to the provision of a neighbouring outdoor space that is open to the public.

Consideration for patients is even ref lected in the rooftop, where a helipad caps the addition, making it possible to airlift patients directly to the hospital. Stanford said that before, patients transported by helicopter faced a 10-minute drive by ambulance from the airport.

With the expansion of Medicine Hat Regional Hospital now complete, work is underway on the renovation of its emergency department, which will increase its capacity to handle major traumas and thus help ensure residents can access life-saving treatment locally when minutes and seconds count. | CFM&D October/November 2018 CFM&D 19

[ technology ]

BY BRAD GRIMES

USING AV TO ENGAGE BUILDING OCCUPANTS

CREDIT: MCCANN SYSTEMS

video wall to display the webcam feeds of up to 60 learners, simulating a true classroom-like layout in front of the professor. The studio classroom, leased from local station WGBH, relies on four production staffers to manage videography from six in-studio cameras as well as incoming audio and video from 60 remote laptops.

To further simulate real-time classroom interaction, loudspeakers are concealed within the video wall. If the professor is engaged in conversation with a learner on one end of the video wall, but a learner on the opposite end interjects, there’s a spatial audio cue just as if in a classroom.

It’s a complex program to reach 60 students at a time, but HBX Live can actually host up to 1,000 viewers with just a 15-second delay.

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Harvard University’s HBX Live broadcast studio features a 4.5-metre by 8.2-metre curved video wall.

How businesses are incorporating innovative audiovisual and digital technologies into their facilities to deliver more compelling, memorable customer experiences

I

ntegrated audiovisual (AV) experiences are being incorporated into facilities of every type, across a broad range of markets, as a way of better engaging and connecting with increasingly technologycentric populations. Designers of higher education, stadia and retail banking facilities are using the latest AV technologies to reinvent their respective businesses and differentiate themselves in the marketplace through better, more compelling customer experiences.

Here’s how.

FITTING THE WHOLE WORLD IN A CLASSROOM

Harvard University is a world leader in educational achievement, and Harvard Business School is pushing progress even further with its transformative HBX Live program. HBX Live adopted leading practices from the media production and broadcast industries and can now reach every corner of the globe in real time to deliver a unique education experience that puts remote learners at the centre of the class.

The HBX Live broadcast studio uses a 4.5-metre by 8.2-metre curved

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WHEN A STADIUM IS MORE THAN STADIUM

In 2017, the Atlanta Braves, one of Major League Baseball’s highest-profile teams, launched an entire new category of sports and entertainment venues at The Battery. As visitors pass through the neighbourhood-styled restaurant and shopping promenade on the way into SunTrust Park baseball stadium, they are welcomed by a huge 360-degree curved LED display mounted on a giant baseball hanging overhead. The display can show advertisements, live feeds from the game and any other content the owners desire.

Inside the stadium, 32 scoreboards are dispersed throughout the park, including a 37-metre by 19.5-metre, 16-millimetre pixel pitch video board in centre field. This enormous, centralized screen provides stats and updates visible to every seat in the stadium. A 253-metre LED ribbon reaches all the way from the left field foul pole to the right field foul pole. The

The Braves are also currently exploring putting augmented reality features into their team museum. team’s staff manages every LED board from a central control room.

Centrally controlled LED lighting also improves the stadium’s ambience, using less energy while providing brighter light and allowing the team to integrate the entire lighting program into the game presentation. The Braves are also currently exploring putting augmented reality features into their team museum.

The idea is to let fans browse Monument Garden and scan real-life objects with their smartphones to pull up enhanced content including videos and expanded background information.

IN-PERSON BANKING FOR THE DIGITAL AGE

Modern, everyday banking increasingly takes place through mobile apps, but there are still many banking needs best served by an in-person conversation.

Bank of America is serving this need by rapidly deploying a new type of bank branch experience that it calls Advanced Centers.

The Advanced Centers have no on-site employees, and instead offer tools such as a digital concierge in the lobby, an interactive learning video wall, and private rooms equipped with videoconferencing systems where customers can speak to financial professionals.

The digital concierge acts a greeter and basic teller, automatically detecting a customer’s arrival and instantly connecting them to a bank employee located at a call centre to address basic banking needs. This provides the customers fast service with a personal feel using very little floor space.

The private rooms offer videoconferencing with local and national experts to discuss auto loans, mortgages, retirement and more. This concept is especially meaningful for suburban and rural branches where high-level financial expertise is often not available locally.

REMAKING THE RETAIL EXPERIENCE

Best Buy, one of Canada’s largest electronics retailers, faced significant threat from online competition. In 2017, the company began revitalizing dozens of Canada stores into Best Buy Experience Stores, which use an array of AV technologies to provide enthralling entertainment demos, shopping assistance and introductions to new consumer technologies such as home automation.

The retailer developed standalone kiosks to promote specific products, where customers can use touchscreen

displays to browse products and compare options. As customers browse the information, large flat panel displays present relevant graphics and demos to heighten the experience. The stores also placed dedicated touchscreens in the appliance and printer ink aisles, allowing customers to easily find exactly the product they need.

The AV revolution is sweeping across all of North America, with cutting-edge display technology now incorporated in facilities of all types and sizes. Public-facing buildings, and even many corporate ones, can realize immediate and lasting benefits from AV integration that creates deeper, more satisfying customer experiences, improves communication, enlarges the potential audience for ads or automates core business functions. | CFM&D

Brad Grimes is senior director of communications for AVIXA™, the Audiovisual and Integrated Experience Association. AVIXA represents the $178 billion global commercial AV industry and produces InfoComm trade shows around the world.

For more information, visit www.avixa.org/bankAV.

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October/November 2018 CFM&D 21

OPERATIONS & MAINTENANCE FEATURE

BY MARK HUTCHINSON

LEED V4.1 TO FOCUS ON PERFORMANCE OUTCOMES of 2018, with the March 2018 rollout of LEED v4.1 O+M being the first of these.

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The operations of buildings must be substantially decarbonized by 2050 in order to avoid the worst impacts of climate change.

FOCUSING ON OUTCOMES

Draft updates to rating system for green buildings begin to roll out

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eightened focus on energy and carbon emissions reductions has changed expectations and priorities for Canada’s green building industry.

The Canada Green Building Council (CaGBC) has responded by introducing its Zero Carbon Building Standard in 2017 and bringing new certification programs and tools to Canada through the launch of GBCI Canada earlier this year. LEED also continues to evolve to meet rising expectations.

LEED’s holistic view emphasizes providing healthier indoor environments

for occupants while reducing emissions, maximizing energy efficiency, reducing waste and powering innovation.

However, within this framework, continuous improvement is necessary.

That’s why CaGBC has begun rolling out LEED v4.1, which is focused on streamlining, clarifying and strengthening requirements.

Project teams will be able to use the updated rating systems as soon as they are released, and members of the green building council will officially approve the rating systems by way of a vote expected to occur in 2019. Upgrades to the rating system are being released as drafts (“beta” updates) over the course

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In order to reduce environmental impacts and improve the health and wellness of occupants, the critical role of existing buildings must always be considered. The operations of buildings must be substantially decarbonized by 2050 in order to avoid the worst impacts of climate change, and more than 50 per cent of the building stock in 2050 will consist of buildings that already exist today.

LEED v4.1 O+M addresses this issue by focusing on assessing emissions from building operations as well as from transportation (commuting to and from the building). A project’s energy performance score is determined in part by its GHG emissions per capita and unit area, while its transportation score is determined by per-capita emissions.

LEED v4.1 O+M’s updates focus on performance outcomes, and not on prescriptive measures to improve performance. Fully 90 per cent of the points available in LEED v4.1 O+M are based on simple key performance outcomes such as energy and water use.

LEED v4.1 O+M also introduces annual recertification, facilitating its integration into annual performance objectives and budgets. This also reduces the likelihood of gaps in data tracking due to changes in personnel, equipment or processes.

NEW BENCHMARKING PLATFORM

The LEED v4.1 O+M rating system uses the Arc platform, which is an online tool for collecting, managing and benchmarking building data and improving sustainability performance.

On the Arc platform, data is assessed in five categories: energy, water, waste, transportation and human experience.

The performance metrics correspond to those that represent 90 per cent of the points available in LEED v4.1 O+M, providing building owners using Arc with the ability to easily identify projects in their portfolio that are ready for LEED certification.

REASSESSING ENERGY PERFORMANCE

It’s anticipated that LEED 4.1 for Building Design and Construction (BD+C) will include updates to how energy performance is assessed.

Standards and practices have evolved since LEED v4 was first balloted, and version 4.1 is an opportunity to ensure LEED continues to address the most pressing environmental issue of our time: climate change. CaGBC is working with stakeholders, its Energy and Engineering Technical Advisory Group and the LEED Canada Steering Committee to identify the best approach for tackling greenhouse gas (GHG) emissions from building operations in the Canadian context.

In recognition of the climate change imperative, a metric that assesses efforts to reduce GHG emissions is

being considered. This metric would encourage careful evaluation of energy efficiency measures, the selection of energy sources (particularly for heating and hot water), and onsite renewable energy generation options. Equal weighting could be provided to overall building energy efficiency in recognition of its particularly complicated and critical role. Consideration is being given to a new, clear measure of energy performance based on assessing energy savings relative to a baseline with a fixed energy source for heating; historically, cost savings have been used rather than energy savings, and the energy source has changed as a function of the energy source chosen in the proposed design.

A GREENER FUTURE

In 13 years, more than 3,800 projects have been certified LEED across Canada under the green building rating system.

The cumulative impact of these projects is as follows: a reduction in GHG

emissions of 2.49 million carbon dioxide equivalent (CO2e) tonnes, which is like taking 530,000 cars off the roads for a year; energy savings of 12.9 million eMWh, which is enough to power 435,000 homes in Canada for a full year; and water savings of more than 24 billion litres — equivalent to three hours of water coursing over Niagara Falls. But the work isn’t done.

It’s clear a greener future cannot be forged without ensuring the sustainability of both new and existing buildings. The latest update to the LEED O+M rating system, and the upcoming changes to other LEED rating systems, will simplify and streamline this endeavour and provide tools and technology to aid the process, paving the way for the industry to continue to demonstrate leadership and be recognized for these achievements.

To participate in the LEED v4.1 O+M beta or to learn more, visit cagbc. org/leedv4-1 | CFM&D

Mark Hutchinson is the vice president of green building programs at the Canada Green Building Council (CaGBC).

October/November 2018 CFM&D 23

[ sustainability ]

BY BARBARA CARSS

LITTLE OVERSIGHT OF HIGH-GWP ANESTHETIC GASES Emissions data and GHG reduction funds lacking in the health care sector

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nesthetics commonly used in medical, dental and veterinary surgery have global warming potential (GWP) ranging from 130 to 2,540 times greater than carbon dioxide (CO2), but are largely overlooked when greenhouse gas (GHG) emissions are officially tallied.

The gases — desflurane, isoflurane and sevoflurane — were not among the 31 listed in Ontario’s GHG emissions reporting regulation, which was revoked this summer. Nor are health care

A study published in December 2017 in the international medical journal and news digest, The Lancet Planetary Health, highlights the kind of insight that reporting might reveal. Participating hospitals in Vancouver and Minnesota that relied predominantly on desflurane (GWP 2,540) recorded emissions from anesthetics of more than 2,000 tonnes of CO2 equivalent annually. Their counterpart in the United Kingdom, which uses desflurane sparingly due to its higher cost, had anesthetic related emissions of 211 tonnes CO2

“Preferential use of alternative anesthetic agents or strategies has the potential to dramatically reduce theatre greenhouse gas emissions.” facilities asked to account for anesthetics in the carbon emissions calculations that public sector entities must make as part of their mandated energy conservation and demand management plans.

“The optics aren’t good,” reflects Roger Holliss, director of engineering at St. Mary’s General Hospital in Kitchener, Ontario, and past president of the Ontario chapter of the Canadian Healthcare Engineering Society (CHES). “Emissions related to natural gas, regardless of the size of the hospital, have to be reported, but anesthetic gases are exempted. Others in Ontario who have an obligation to report look at health care and see that it’s granted this exemption.”

equivalent even though it handled a larger volume of surgical cases over the course of the year.

“We have been working on a fact sheet on greening the anesthetic gas system,” advises Linda Varangu, executive director of the Canadian Coalition for Green Health Care. “There is more than one option for facilities to take — reducing the use, substitutions of lowerGWP anesthetics, capture and recycling.

It all takes time and education to get the word out.”

HEALTH AND SAFETY PRIORITIES

Regulators have historically viewed anesthetic from an occupational health and safety perspective. Requirements

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for air filtration and containment are set out in widely referenced standards such as CAN/CSA Z5359 for anesthetic and respiratory equipment. And that’s with good reason.

“If it (anesthetic gas) was allowed to circulate in the air in the operating room, it would eventually put the surgical team to sleep,” explains Dusanka Filipovic, president and vice chair of Blue-Zone Technologies Ltd., which manufactures and distributes systems for capturing and recovering waste anesthetics. “It causes impairment that would be something like drinking and driving.”

The 2016 update of the CSA standard is the first version to include an informative appendix addressing measures to mitigate emissions to the environment. More illustrative of convention, instructions from the U.S. Occupational Safety & Health Administration advise: “An effective anesthetic gas scavenging system traps waste gases at the site of overflow from the breathing circuit and disposes these gases to the outside atmosphere.”

That, too, could be problematic depending on where the vent to the outdoors is located. The gas is heavier than air and will drop to lower surfaces before it is dispersed. “If there are workers on the rooftop, they could be directly exposed to these gases,” Filipovic warns.

The Environmental Commissioner of Ontario, Dianne Saxe, turned her attention to the practice earlier this year, when Ontario’s since dismantled cap-and-trade system was still in place.

“Unfortunately, Ontario has not been collecting any data on the amount of anesthetics used in the province, nor the rate of adoption of gas capture technologies. Perhaps more importantly, it does not provide any economic

incentive for health care facilities to embrace these rather practical methods to reduce emissions,” she observed in her annual progress report, released in late January.

The former Ontario government had channelled funds earmarked for reducing GHG emissions into the Hospital Energy Efficiency Program (HEEP), which, as the name suggests, was solely focused on incentives to promote energy efficiency. Like Commissioner Saxe, CHES Ontario had asked for expanded criteria that would include systems to control and recover high-GWP anesthetic gases, and had received positive feedback from the Ministry of Health and Long-term Care.

“It has been on the radar and it’s actually moved up on the list of things that they talk about rolling into HEEP,” Holliss reported earlier this year. (However, with the cancellation of cap-and-trade, this once presumed ongoing source of funding for HEEP has dissolved.)

A sizable minority of Ontario hospitals, pegged at about 25 per cent, have already installed recovery systems. (Two Canadian companies, Blue-Zone and Class 1 Inc., are the predominant suppliers of the technology.) At Sunnybrook Health Sciences Centre in Toronto, for example, internal estimates attribute approximately 780 tonnes of annual emission reductions to the recapture of anesthetic gas, representing 4 per cent of annual emissions at the vast campus.

“Sunnybrook is a Canadian leader in anesthetic gas capture, having partnered with Blue-Zone for the last 13 years,” says Michael Lithgow, the hospital’s manager of energy and climate change. “It is part of our Earth Matters Program to foster environmental awareness and provide leadership in energy efficiency, pollution prevention and waste management.

That all supports our broader mandate to prevent future health risks.”

Sunnybrook was a voluntary participant in Ontario’s cap-and-trade market — an option that was open to

entities with annual emissions of 10,000 to 25,000 tonnes of CO2 equivalent.

> SOCIAL MEDIA COLUMN Sponsored by MediaEdge

AWARENESS SUPPORTS SUSTAINABLE CHOICES

For smaller scale practitioners like dentists and veterinarians, less capital-intensive strategies will likely be the preferred option — and that aligns with the Canadian Green Health Care Coalition’s philosophy. “Reducing the use or substituting means we would have less to vent, or capture and treat,” Varangu reiterates.

The good news, perhaps, is that the most environmentally damaging anesthetic gas, desflurane, is also the costliest. In comparing the three participating hospitals, The Lancet study notes that “higher surgical case volumes can be done at a fraction of the cost” when isoflurane (GWP 510) or sevoflurane (GWP 130) are substituted.

“Preferential use of alternative anesthetic agents or strategies (e.g. regional techniques, total intravenous anesthesia) has the potential to dramatically reduce theatre greenhouse gas emissions,” it states. “A lack of awareness regarding the environmental impacts of anesthetic choices is believed to be the greatest barrier to widespread implementation of low-carbon practices.”

Accordingly, the Environmental Commissioner raised the issue with good timing for the professional standards body for Ontario dentists. In February, it was in the process of a regular review of its standard of practice for sedation and general anesthesia.

“Although we have guidelines dealing with anesthesia and guidelines regarding environmental hazards in amalgam waste, we were not previously aware of concerns being raised about the environmental impact of anesthetic gases,” says Kevin Marsh, director of communications with the Royal College of Dental Surgeons of Ontario. “This will be brought to the attention of our working group.” | CFM&D

Barbara Carss is editor-in-chief of Canadian Property Management. The preceding article was originally published in the winter of 2018 on the REMI Network and has been updated to reflect regulatory and other changes that have occurred since.

Tips for effective B2B hashtag use, part one

By Steven Chester An effective hashtag strategy is a key component in your social media plan.

However, for those starting out on social media, hashtags tend to befuddle. Here are some quick tips to up your game.

Hashtag research Do your research. B2B social media users tend to have a very specific set of tags that they like to use so that they can converse among their peers.

Listen to your audience, and you’ll find those tags and can capitalize on them. Be sure the information you’re posting relates to the tag, however, as if you’re simply adding tags to your marketing content that do not add to the conversation, you’ve lost the trust of your group.

A very common error is what’s referred to as “hashtag stuffing.” This is where a user adds hashtags to just about every word in their post, or leaves an annoying array of tags at the end of their text. (#Who #really #wants #to #read #this?)

Narrow your post down to two or three main tags, and insert them into the post in a more natural, conversational format.

Be cautious of branding Branding your hashtag is normally ineffective (not to mention cheesy). The adage “if it doesn’t add, it takes away” is a good one here. If you’re the only user posting #XYXYCompanyRules, what purpose is that tag serving?

Now you understand the basic rules.

However, each social media platform views hashtags through a different lens.

Stay tuned for the next column.

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

October/November 2018 CFM&D 25

[ design]

BY ANNIE BERGERON

EMPLOYEE EXPERIENCE DRIVES DESIGN

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Phone booths provide a quiet space to take call at UTC Digital Accelerator in Brooklyn, New York.

ith so many people having c hoi c e s i n where they do their work — ranging from third places, airport lounges, hotel lobbies, or simply at home — they have higher expectations for what the work experience should feel like. Now they ask: What’s the draw to the workplace? What is the workplace’s new value proposition?

And how should the job of the work environment evolve?

Experiences are key to defining human interactions. Just as consumers choose the experience of shopping as much as they choose the products they buy, progressive companies see the workforce as their “customers” and look to turn current and future employees into the best thing possible: true believers.

This trend is having a significant impact on the workplace, which plays

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PHOTOS BY GARRETT ROWLAND UNLESS OTHERWISE INDICATED

Why progressive companies see their workforce as customers

an important role in setting the tone for culture. In earlier times, an office’s job description was about communicating presence: the building, sign, and logo.

In that paradigm, the workplace was considered a cost — a container to fill with people, furniture, and tools.

The new job description is different.

It turns the workplace into a valuable asset — one that is designed to support people in myriad ways, not simply house them. Today, employees are consumers of space.

A business’s best customers become repeat buyers because they love the experience they’re offered.

The same holds true for employees when a great workplace is sustained by great work experiences.

This means businesses must transition their approach to workplace design by considering and designing for the experiences their workforce looks for when it comes into the office every day.

A fundamental element of designing for experience is understanding a person’s intention and how it frames his or her experience. Though there are myriad reasons why people do what they do, Gensler’s Research Institute identified five distinct categories, or “modes,” of experience.

Task: Task mode describes when a user has a clear task they are trying to accomplish in the space. In task mode, employees are concentrated on heads-down, focused work.

Social: In social mode, employees are open to engaging with colleagues.

Discovery: In discovery mode, employees are looking to uncover new things.

Entertainment: This mode describes the moments when people are looking to be entertained and brought away from “everyday life.”

Aspiration: Aspiration mode describes the

experiences through which users seek to grow, expand, or be connected to the larger purpose of the organization.

What does this mean for the design of the workplace? It means that the mental model people hold of the office needs to shift from the static idea of simply being a location to do one thing — work — and instead become the dynamic notion of an ecosystem that supports, enables and encourages a multitude of experiences.

A workplace ecosystem will set the stage for different modes of experience to emerge naturally and authentically. In fact, Gensler’s research also uncovered that 98 per cent of people report being multi-modal on a daily basis.

In addition to desks and focus pods for the heads-down work typically associated with the office and taskmode activities, an experienceoriented workplace will provide the spaces and the programming required for all the other modes to exist too.

That could look like cafes and pantry areas for socializing, outdoor spaces for discovery, and townhall spaces specifically programmed for entertainment and aspiration.

The overall design look and feel of a space influences positive emotions, which in turn influences positive experience — and positive emotions and experience are at the heart of engaging users, connecting employees to organizational purpose. | CFM&D

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A hub brings employees together at Red Bull Atlanta, and an informal space provides an alternative place to work.

PHOTOGRAPHER: HEYWOOD CHAN

Annie Bergeron is a principal at Gensler.

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The Collective is a Seattle, Washington-based social club.

October/November 2018 CFM&D 27

FOCUS ON HEALTHCARE FURNITURE

A DOSE OF COMFORT The latest healthcare products continue to cast off the stereotype of hospitals as cold, stressful environments with offerings including pastel hues and rocking chairs

Spec has made its Hardi dining and lounge chairs available with arms and added a rocker and stool to the series of singlepiece roto-molded polyethylene seating. The seating is at home in behavioural health environments including cafeterias and TV rooms.

Thanks to their durability and ease of maintenance, the original armless dining and lounge chair models have also been specified for settings such as police stations and schools. The full Hardi series is available weighted, comes in six standard colours and meets CAL133. At the Best of NeoCon awards, the rocker took home gold in the Healthcare Patient Seating category.

CREDIT: NEMSCHOFF

CREDIT: FRAN PARENTE

Stance Healthcare’s Marna Healthcare Seating Collection combines modern, minimalist aesthetics with robust engineering methods that exceed all requirements for outstanding performance in healthcare environments. Marna features a 14-gauge internal steel seat frame for enhanced structural integrity, removable seat and back upholstery covers, field-replaceable wood side frames, wall saver leg design and is available in 21-inch and 24-inch seat widths. Highly customizable, Marna offers a flex-back option, choice of polyurethane or solid surface arm caps, a variety of wood frame finishes and contrasting fabrics.

Nemschoff continues to recognize the vital role visitors play in healthcare with the recent expansion of its Palisades Collection.

Designed by Jess Sorel and launched in 2014, the collection now looks beyond the patient room to consider the guest experience in lounges, public spaces and waiting rooms. New additions include seating that looks like it would just as at home in a residential setting as well as tables and screens. The scooter and wheelchair-friendly furnishings are constructed from high-quality materials for durability in high-traffic environments and feature integrated power.

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Mora, a new casework system from Herman Miller Healthcare, has already scooped up a Nightingale Silver Award. Designed by Colin Nourie, Mora hides the wires associated with technology and provides options to store items close at hand and out of view. The casework system features laser-cut edges, helps support infection control with its backsplash and sink, and mounts flush with the wall.

Globalcare’s Sleep-Eez™ converts from chair to chaise lounge to 24-inch by 77-inch bed by the pull of its strap. Featuring a seamless waterfall front and cleanout space between its back and seat cushions, the 350-pound-capacity sleeper chair can be moved around using its manually locking, non-swiveling front casters and non-locking, swiveling back casters. Optional self-skinned urethane or solid wood armcaps can be replaced in the field thanks to metal-tometal connectors.

Phenomenology is a new collection from Luum Textiles comprising four styles including the tweed-inspired Meta Texture, which has healthcare applications. Available in 13 colourways, its tri-colour pattern is designed to evoke the texture of interwoven threads and suggest dimension and shadow. The printed polyurethane product is engineered to withstand bleach cleaning and hydrolysis.

From Boiler Room to Boardroom

Integra Seating recently introduced the Kixsy Pull-up Table, which has a chair-leg-hugging, V-shaped base. The versatile table’s applications include healthcare settings such as lobbies, waiting areas and patient rooms. Its 15-inch by 17-inch top comes in solid-surface and wood-finish options and features an air-foil edge.

The 27.25-inch-tall table is supported by a slightly inward-tilting post and a curved base that sits on custom-made HDPE glides.

Kixsy bears a lifetime warranty and supports 300 pounds or more.

A professional association focused on advancing and promoting the FM community. Join IFMA Toronto Today at ifma-toronto.org

October/November 2018 CFM&D 29

[ last word ]

BY MARCIA O’CONNOR

THE EVOLUTION OF THE FM AVATAR With changing responsibilities come a need for continuous improvement

I

t wasn’t long ago that companies had facility service needs for which it wasn’t clear who should take responsibility and where they should report within the company.

These requirements included anything from light maintenance to arranging an office move. The staff hired to do this work may have had little or no relevant education but had related building and/or customer service experience.

Today, these and other facilityrelated services fall under the umbrella of facilities management (FM). FM professionals are now responsible for workplace activities and organizational requirements ranging from day-today demand maintenance to complex financial forecasting. FM has evolved to a point where there is higher demand, responsibility and accountability for the FM professional.

It’s important to look at why the job responsibilities of the FM have changed, how, and why some companies are limiting or stereotyping the FM’s contribution in order to understand how FM professionals can help their company realize their value moving forward.

EDUCATION AND PROFESSIONALIZATION

Associations such as IFMA have helped to create industry standards and elevate the role of FM from trade to profession.

This transition has also been helped along by education offerings from colleges and universities and designations and certifications such as BOMI’s Facility Management Administrator (FMA).

FM professionals have earned respect through higher education, ongoing professional development, and proven expertise at the C-Suite table. These

days, they compete with professionals such as MBAs, who focus on human, business and financial requirements but are likely to lack a building-sciences background.

FM professionals operate. Mobile applications provide field access to FM database tools and integrate with intelligent building automation systems that can generate work orders. These solutions, along with ‘smart’ programs for a growing list of equipment genres, are fast becoming the new way of life in managing building and property maintenance.

CHANGING FM RESPONSIBILITIES

There has been a move away from a narrowly defined job description for FM professionals toward a multi-disciplinary profession responsible for developing plans and strategies. Establishing priorities for the built environment demands a forward-looking mindset to ensure sustainable practices are implemented to protect and maintain company physical assets and develop payback options to defer capital expenditures.

What’s more, FM requires a multipronged approach that goes beyond performance and functionality to include the implementation of strategic FM plans that support the organization’s strategic business plans and priorities.

DEMOGRAPHICS AND TECHNOLOGY

There are a number of developments that have had an impact on the responsibilities of the FM professional.

Workplace demographics have significantly changed. Companies competing for talent have an interest in offering better physical work environments, recognizing that they have direct bearing on employee retention. This has translated into the use of workplace strategies including establishing collaborative and openwork environments.

At the same time, technology has facilitated a major change in how

SHAKING OFF STEREOTYPES

Over the past 20-plus years, the FM role has morphed from task master to strategic business partner. However, in some environments, the FM professional is still seen as dealing only with demand maintenance activities. But today’s FM professional doesn’t need to be afraid to push a little to change or enhance this role by continuously communicating and marketing the presence and value of FM. Contributing to and supporting the company’s strategic goals and priorities is imperative in this.

CONTINUOUS IMPROVEMENT AHEAD

FM professionals now represent quality, safety and cleanliness, and most importantly, effectiveness in managing the bottom line. As such, they need to continue to learn, keep abreast of trends and opportunities and surround themselves with mentors and peers so they can proactively recommend changes that show leadership or advance the company’s core priorities.

No longer seen as the maintenance providers, the FM is now appreciated as the “caretaker with a tie.” FMs should take pride in the achievements of the profession, understanding the traditional role while continuously raising the bar by ensuring facilities perform at their best. | CFM&D

Marcia O’Connor is president of AM FM Consulting Group. She is also lead consultant and instructor for the University of Toronto’s FM certificate program.

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

“ I COULD

NEVER LIVE WITH SOMETHING HAPPENING TO MY TENANTS. Ensuring my staff and I always hire Licensed Electrical Contractors for electrical work isn’t only good for business, it’s good for my peace of mind. Hiring a ‘guy’ may seem cheaper, but doing it legally saves my tenants downtime, and saves me from sleepless nights.”

-Mark Levinson Property Manager

Mark manages nine commercial properties and is considering using ESA’s time saving Continuous Safety Services. To learn more about your legal obligations and the benefits of CSS, visit esasafe.com/propertymanagers

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