Issuu

OCTOBER 2020

NIAGARA WELLAND COMMONS MIXED-USE HUB BRINGS ABUNDANCE OF LIGHT TO DECADES-OLD COLLEGE

MANAGING CAPACITY

CHANGES SELLING IDEAS TO THE TOP THE FUTURE

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[ contents ]

15 ON THE COVER: Curved, perforated panels signal people into the new northern entrance of Niagara College’s Welland Campus. Inside, the new student commons is a place to study, socialize and relax.

10 WHY FMS CAN’T SELL THEIR IDEAS TO SENIOR MANAGEMENT Satisfying the needs of an organization.

COME TO LIGHT

Niagara Welland Commons brightens, connects and updates a 1970s-era campus.

18 RESCHOOLED

How colleges and university campuses will change as a result of COVID-19.

24 FLIP AND FLEX The latest education furniture caters to the COVID-19-inspired need for uberflexible spaces.

columns 7 FM ERGONOMICS 22 FM EDUCATION 26 LAST WORD

department 4 OBSERVATIONS 6 FOUNDATIONS

October 2020 CFM&D 3

[ observations ] OCTOBER 2020 Volume 35, Issue No.2

CAMPUS CARE

n early October, the Mental Health Commission of Canada launched a Post-Secondary Students Standard, the first framework of its kind in the world. With input from 7,500 stakeholders, the voluntary guidelines promote positive student mental health and well-being, with the aim to expand access to support, create healthier and safer campuses, and build resilience in everyday life. Of the more than two million people enrolled in Canadian postsecondary institutions, almost 70 per cent are 24 or under, a demographic particularly susceptible to developing mental health issues, according to the MHCC. Last year’s National College Health Assessment found more than 60 per cent of students felt ‘more than average’ to ‘tremendous’ stress. More than half ‘felt so depressed they had a hard time functioning.’ And that was pre-pandemic. As Andrea Levinson, University of Toronto’s psychiatrist-in-chief, health and wellness, recently told U of T News, COVID-19 has accelerated existing pressures, including economic and racial disparities, identities around gender or ethnicity, living arrangements, pre-existing mental, physical or learning challenges and financial stress. “All of these pressures are always important to our stability, but this pandemic can make them worse,” she said. The school’s mental health services recently pivoted into the virtual realm—to help students access care and support. In-person appointments are available, but some campuses have moved workshops online, created opportunities for virtual peer-to-peer interaction, and have plans to move group programming online, too. Stronger mental health service delivery is just one way campuses will change for the better. As the team at brightspot strategy lays out in our educational facilities-themed issue, our current crisis will likely transform schools into more adaptable, equitable and sustainable spaces. Within these pages, we also take you to Niagara Welland Commons where well-being factors prominently into the design of a new student centre at Niagara College Canada—the subject of this month’s cover story. The building is currently at partial use, but is well-poised to bring a sense of comfort to students and staff alike when it fully reopens. Also in this issue: how to achieve higher-level energy savings while dealing with rapidly fluctuating capacity, ergonomic impacts to sanitation staff, a product round-up of new campus-friendly furniture and a column on how FMs can sell their ideas to senior management. We hope you enjoy the magazine and, as always, we welcome ideas from industry experts. Please feel free to reach out to the email address below if you’re interested in sharing an educational article. REBECCA MELNYK EDITOR, CANADIAN FACILITY MANAGEMENT & DESIGN REBECCAM@MEDIAEDGE.CA

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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: Lisa Conway, Stuart Brumpton, Elliot Felix, David Herd, Hugo Lafontaine, Kelly Sanford, Alexandra Stinson, Michel Theriault 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., 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 ] EMPLOYEES ABSORB MOST HOME WORKSPACE COSTS

SENECA STUDENTS LAUNCH NEW IFMA CHAPTER

Facilities managers at many large corporations foresee they’ll be accommodating the needs of a smaller onsite workforce during the next eight to nine months. The majority of corporate real estate professionals responding to a recent CoreNet Global survey expect their companies’ formal office space will remain more than half empty until at least June 2021. It’s also expected that employees will most often return when they need to work collaboratively with colleagues and then retreat to home offices or decentralized coworking spaces for individual tasks. Although companies may realize operational savings as their office footprint shrinks — 86 per cent of survey respondents predict that outcome over the next two years — expenditures to help staff outfit productive home offices remain fairly modest. Thus far, more than one third of survey respondents report no per-employee allocation has been established for furnishings or technological support in the home workspaces where it’s projected staff will spend at least 42 per cent of their formal work hours. Another seven per cent of represented companies have offered less than USD $100, while only 22 per cent have provided more than USD $250. The Canada Revenue Agency (CRA) is now working through the details of how employees can claim tax credits for home workspace costs on their 2020 income tax returns. As revealed during a public consultation in September, the tax credit will be available to claimants who fulfilled at least 50 per cent of their employment hours in their homes for continuous periods of at least four weeks due to COVID-19-related circumstances. As part of the consultation, CRA revealed a proposed abbreviated version of the T2200 form, which employers must complete to enable workers to claim the credit. This would affirm that the employee was required to work from home and report the amount of reimbursement, if any, the employer provided for home workspace costs. However, tax law specialists with Borden Ladner Gervais LLP maintain CRA could collect the same information via two added boxes on the standard T4 form. “While this revised form may help reduce administrative work slightly, those providing input during the consultation emphasized that it is still a burdensome requirement that will result in significant costs for large employers,” they observe in a recent newsletter. “In addition, we expect to see further guidance and examples on the requirements that must be met and the expense claims that can be made by employees for work-space-in-the-home expenses incurred during COVID-19.”

Two Seneca students have launched the International Facility Management Association’s (IFMA) newest student chapter that will help learners pursue careers in the facility management workforce. The launch of the Seneca College Student Chapter of IFMA is being headed by Klodian Vocaj, a recent graduate of Seneca’s Building Systems Engineering Technician diploma program and Munaf Mansur Awadia, a student in the Mechanical Engineering Technology – Building Sciences advanced diploma program. “This is most certainly a historic and momentous occasion as we have been involved with the IFMA as members and attending events for many years,” said Filimon Tsionas of the School of Electronics & Mechanical Engineering Technology. “Dedicated students helped to see this through.” Students who join the chapter beginning in fall 2020 can look forward to learning outside the classroom as well as scholarship opportunities. The group will enable learners to network and meet industry leaders who could become future mentors and co-workers. The group will also be paired with the IFMA Greater Toronto & South Central Ontario Chapter’s Young Professional Program for guidance, oversight and an introduction to the larger facility management community.

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OXFORD WARMS TO COLD STORAGE SECTOR Oxford Properties Group has moved into the cold storage sector with a CAD $475 million investment in Lineage Logistics. The strategic foray aligns the Canadian pension fund with the largest global player in cold storage logistics as momentum builds for digital commerce in grocery retailing. “The cold storage sector has highly favourable tailwinds via a combination of population growth, a growing consumer preference for fresh food and the continued adoption of e-commerce in the grocery sector, which has accelerated due to the current pandemic,” observes Kevin Egan, Oxford’s head of investments in North America. “Our investment into Lineage is part of our strategy to capitalize on the increasing demand for infrastructure that serves the digital economy.” Lineage owns and operates more than 320 facilities throughout North and South America, Europe and Asia Pacific, encompassing 1.9 billion cubic feet of temperaturecontrolled capacity and accounting for about 8 per cent of the total global cold storage market. “The cold storage industry is a sector that is poised for growth and demonstrates great resilience and defensive attributes in this current climate,” Egan says. “Our investment will provide access to the sector’s market leader and supports its management team to execute its growth strategy.”

[ fm ergonomics ] BY ALEXANDRA STINSON

CLEANING HOUSE As more companies open their doors, allowing staff back to work, and with many students attending school inperson, it is important to recognize that our health and safety may compromise the wellbeing of sanitation staff.

ncreased cleaning frequencies, heavy waste removal due to the use of more disposable commodities (i.e. masks, gloves, sanitation containers, etc.) and potentially heavy and/or old equipment mean the bodies of these essential workers are taking a beating. To keep them safe at work, ergonomic impacts and strategies should be under the microscope to minimize WSIB claims due to physical injury. The following are some considerations to help ensure facilities are cleaned to expected standards without a negative backlash on the workforce: STAFFING/SCHEDULING

Before COVID-19, most cleaning schedules had a rotation that occurred on a weekly, monthly and annual time frame to ensure all surfaces, equipment and amenities were properly cleaned without negatively impacting physical demands of the employees and, thus, injury rates. With COVID-19, those standards have increased, in some cases dramatically for the protection of staff and public alike. In many cases, independent hightouch surfaces are being cleaned as frequently as each use, central hightouch surfaces are cleaned twice per day and low-touch surfaces are cleaned daily. Cleaning staff might exper ience significantly higher levels of awkward postures with the increased repetition they are required to adopt. Many organizations have taken steps to increase their staffing to ensure that the impacts of higher repetition and manual handling required to maintain the new COVID-19 sanitation

standards does not also cause an increase of injuries for their workers. That being said, it is important to ensure that the scheduling of tasks/ duties is given a thorough review in an attempt to rotate muscle groups and similar activities to provide active muscular rest breaks throughout an employee’s shift. For instance, surface cleaning rotating with waste removal allows the impact to upper limbs during surface cleaning to rest while lower limbs and back are activated in the rotation of more manual work. EQUIPMENT

If it hasn’t been done already, and many organizations are doing a fabulous job of this, now is the time to review and audit the equipment being provided. Old, heavy and worn equipment, such as sanitation carts, mops, vacuums and even spray bottles, can be a huge source of additional force, stress and strain for a worker. Look to replace these pieces with lightweight, expandable/adjustable and automated options that will require less effort to use and allow employees to work safely but efficiently. TRAINING & TECHNIQUE

Everyone develops bad habits, but when work demands increase, poor work habits

need to go. Providing regular training on ergonomic principles related to cleaning duties can be a reset for many long-term employees and a way to set the tone for healthy habits for new workers. Interactive training sessions disseminate core ergonomic awareness and allow staff members to share principles for working smarter not harder. SELF-ASSESSMENTS

Helpful daily reminders, especially while trying to retrain the mind and body on new or relearned work methods, is also highly important for ensuring sustainable habits. Developing self-assessment checklists that become mental reminders of key ergonomic principles addressing poor postures and reducing repetition and forces can be a highly effective follow up to any training or procedural practices that are in place. Protecting sanitation workers from injury is not only a social responsibility but an operational imperative. If facilities are unable to meet the stringent sanitation requirements because staff members are unable to work due to work-related musculoskeletal disorders, then moving forward and staying open may become a challenge. Reviewing the aforementioned areas can lead to great strides in lowering injury potential, even when work demands increase, and can offer a foundation for an impressive ergonomics and health and safety program for the future. | CFM&D

Alexandra Stinson R.Kin., CCPE is a Certified Professional Ergonomist and Co-Owner of PROergonomics. With over 20 years’ experience across North America, she excels in solving diverse ergonomic challenges, lowering injury claims and developing sustainable ergonomics programs, policies and training programs. PROergonomics prides itself on a professional experience that is focused on a proactive, preventative ergonomics model that helps organizations move past a reactive claims driven approach.

October 2020 CFM&D 7

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A Shock of Life:

Making AEDs more accessible

n a cardiac arrest, every moment counts. Promisingly, research shows that using an automated external defibrillator (AED) in conjunction with CPR within minutes of a cardiac arrest can boost an individual’s survival rates by 50 per cent. For this reason, the Government of Ontario is moving forward with an Act that will ensure the presence of these life-saving devices in public premises and some private premises. The Act, entitled Defibrillator Registration and Public Access Act, 2020, received royal assent on June 18, 2020. It will impose new rules requiring public spaces to install, maintain, and test AEDs on designated premises or public premises. Moreover, it will require premises to register their devices with the registrar within specified time periods,

thereby ensuring that anyone phoning 9-1-1 in an emergency can be told where the nearest AED is located. “The initiatives within this Act are something that myself and many people within the first aid community have been lobbying for, for many years,” says Martin Andrews, President of Vita First Aid. “First aid training is mandatory for many businesses and organizations, and that training includes how to use an AED. Yet, until now, legislation hadn’t caught up to say you need to have these critical devices in your facility to be able to use what you’ve been trained to do.” Support for the act is driven by a desire to increase survival rates among the nearly 7,000 Ontarians experience cardiac arrests every year. Typically, individuals who experience an event have a ten-minute window in

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which chances of survival reduce by 10% per minute a defibrillation is delayed. And given the reality that EMS may take longer to arrive, having an AED close by in these situations can literally mean the difference between life and death. “Using an AED absolutely makes a difference,” adds Andrews. “What happens in a cardiac arrest is that your heart stops due to a problem with its electrical rhythms, and it’s no longer able to pump blood. At that point, the body is essentially dead. So what defibrillators do is shock

MYTH AEDs will injure victims

AEDs are complex to use

Using an AED can make individuals liable for damages

AEDs are expensive

that system into action again, essentially bringing them back to life.” “That’s why this Act is so important,” he adds. BUSTING AED MYTHS To believe TV and movies, using an AED is a complicated and dramatic procedure. In reality, AED devices are made to be simple and straightforward to use. Nevertheless, the adoption of AEDs has been hindered by several misconceptions, including:

REALITY AEDs administer an electrical shock that “reboots” a heart’s normal rhythm. Given that individuals are likely to die without this reboot, and they are unconscious when it is being administered, there is no risk of worsening the situation.

AED technology has come a long way. Today, AEDs are designed to guide users through the entire process with visual and audio aids. Moreover, says Andrews, “The newer automatic units we’re selling now actually delivers the shock on its own. The user isn’t required to press the button.”

The Good Samaritan Act and the Chase McEachern Act protects AED users from any liability associated with using an AED.

AEDs have come down dramatically in price over the years. Many can be purchased for under $2,000, compared to $5 – $10k in the past. What’s more, says Andrews, “There is always going to be a cost to businesses when purchasing an AED, but $2000 is a small price to pay to save a life.”

For AED specialists like Andrews, the Defibrillator Registration and Public Access Act, 2020, has been a long time coming. Now that Ontario is taking action, the hope is that increased access to AEDs will transform the stats around cardiac arrests for the better. Learn more about AEDs and the latest options from www.aed.ca

[ management memo ] BY MICHEL THERIAULT

WHY FMS CAN’T SELL THEIR IDEAS TO SENIOR MANAGEMENT Facility managers know what they need, but have a hard time convincing their organizations to provide enough resources to deliver productive, safe facilities with minimal risk and best value.

n order to get approvals for initiatives, resources and funding, managers must often conquer obstacles intrinsic to the profession. Here are the main challenges and how to overcome them. FACILITIES TEND TO BE TECHNICAL

The job has a technical basis, whether managing an entire building and its systems or only leased space. Yet senior management typically doesn’t understand its acronyms or care about technical issues. Facility managers are passionate about what they do, but if they are overly technical with communications, business cases and presentations, senior management loses interest and won’t understand why the issue is important. Instead, consider how the technical issue impacts the organization from their perspective and adjust the messaging. Don’t talk about the new HVAC technology; speak to how it reduces cost, reduces environmental impact, improves indoor environment for employees, reduces the risk of building systems failing and has a positive impact on productivity. FACILITY MANAGERS LIKE TO GET THINGS DONE

Most facility managers joined the profession because they get a deep sense of accomplishment from what they do and are able to take on new endeavours, which they often willingly pursue. Unfortunately, this results in more time performing tasks and less time strategizing and planning how to get 10

are listening. It is not your failure; it is the failure of the organization to provide you with what you need. FACILITY MANAGEMENT IS SEEN AS A COST, NOT A BENEFIT

senior management to approve needs. Instead, managers should start to decline or avoid reacting immediately to new tasks. Hiring great staff or contractors and delegating work to them gives facility managers more thinking time to assess everything on their to-do list and prioritize what is relative to the big picture. This will offer more room to focus on strategy and figuring out a plan for convincing senior management of necessary support, resources or money. THE ORGANIZATION DOESN’T UNDERSTAND WHAT FMS NEED TO DELIVER RESULTS

Others in the organization, particularly senior management, usually don’t understand what facility management needs. Facility managers make it look easy: they solve problems and failures quietly and they often do a lot with very little. As a result, facility managers are hiding the true effort, resources, funding and work it takes to ensure that the organization’s assets are well taken care of and the occupants have a safe, productive environment to perform their core business. Instead, communicate problems and failures and back them up with reasons, examples and what-ifs to demonstrate the impact on the organization. For instance, even if a satisfaction survey results in a low score, use it to show why more funding is needed for those problem areas.A great way to achieve this is to tell a story—making it seem real and concrete as a way to persuade those who

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Real estate is an investment, but even though it is a critical support service that the organization needs to conduct business and be successful, it is taken for granted and considered a cost centre to the organization. It is difficult for facility managers to measure the benefits of the services they deliver and the facilities that they manage, based on traditional things senior managers care about most—revenue and profit. Facility managers can search for case studies and concrete examples from other organizations that demonstrate benefits and link it to what they are doing. Use what-if stories to illustrate the overall or long-term negative impact of senior management decisions. What happens if the air conditioning that needs replacing fails, or if the unreliable compressor fails and there is no compressed air for the production line? What if the old roof leaks and damages important equipment or forces part of the office to vacate? What happens if the elevator is out of commission because parts are challenging to obtain? Don’t focus on cost reductions or cost savings. Focus on the value and impact of the facility’s job and what will happen if funding, resources or necessary support are denied. FACILITY MANAGERS ARE COMPETING WITH OTHER DEPARTMENTS

Facility managers require resources to accomplish tasks, but other departments within the organization need the same, and often limited, resources. Asking for

“Taking the time to sell one’s needs is more important for the future of the organization than simply getting things done today.”

the story about the real impacts of not funding facility management to the level needed to meet the organization’s goals. We are not trained to sell our needs. Most facility managers don’t have a sales and marketing background. Their job interests revolve around getting the work done rather than selling. Yet in order to obtain necessary resources, they must market and sell ideas to senior managers. Expertise and knowledge of facility management issues are not enough.

Learn more about selling and marketing. Find compelling templates and approaches for developing business cases. Get better at creating and delivering an effective sales presentation to senior management. Find out what other successful facility managers are doing by networking with them and asking questions.Taking the time to sell one’s needs is more important for the future of the organization than simply getting things done today. | CFM&D

Michel Theriault is principal of FM Insight Consulting, performing operational assessments, benchmarking, procurement and training to support facility and property managers. For more information, visit www.fminsight.com.

O PAV I N G

support and funding often results in a tug-of-war with other departments. Rather than fight against each other, as in a boxing match, facilities should view the competition as a team sport like football—where every member contributes to the success of the team; each person must have resources to succeed in his or her role or else everyone fails. This means working first with other departments to persuade them that satisfying facility management needs is also crucial to their role. Make your goals their goals, compromise if necessary and support each other’s requests to senior management. And if that doesn’t work, figure out how to beat them with a sales pitch that is more compelling than theirs. Identify the risks of not approving an initiative by using lingo senior management understands. Make it clear that they are accepting those risks. Sometimes this means admitting any close calls and failures, and telling

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October 2020 CFM&D 11

SPONSORED CONTENT

Stop Electrical Damage Before it Occurs Why thermal imaging should be part of your routine preventative maintenance plan

hermography is a method of inspecting electrical and mechanical equipment using specialized infrared cameras. By producing detailed images and temperature profiles of specific pieces of equipment, thermal imaging measures the infrared energy of an object’s surface, alerting facility managers to any potential threats. Aidan Mabbott, Division Manager with Black & McDonald British Columbia Service, has seen all-too often what can happen when building electrical systems aren’t routinely scanned.

“In dusty environments, dirt and debris can build up on the electrical components, which can lead to a short circuit condition,” he says. “This often creates a spark or arc, which can ignite and cause a fire.” For facility owners and operators, it’s nice to know that early detection and intervention can greatly minimize this risk. HOW THE TECHNOLOGY WORKS Though infrared technology has been around for decades, thermal

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imagers used in building inspections have only been prevalent for about 15 years—and the technology has come a long way. “Today’s imagers are flexible and detail-oriented, and they are

portable enough to take anywhere,” says Mabbott. “Equipped with rotating screens that can deliver real-time temperature graphs, we’re able to produce professional reports for our clients in a matter of minutes.” Given most system components show an increase in temperature when malfunctioning, today’s high-powered infrared cameras enable qualified inspectors to see the heat signatures associated with high electrical resistance before the circuit becomes hot enough to cause an outage or explosion. There can be several reasons for a malfunction, but David Carter, an electrician with Black & McDonald, says the most common root causes include: loose connections; aging equipment; and overloaded circuits. Equipment that builds up heat can also be an indication of poor installation or that cooling systems are not functioning properly. “Whatever the reason for the increase in temperature, detecting it early can lead to substantial cost savings for the facility operator, not to mention peace of mind,” he says.

HOW OFTEN SHOULD THERMAL IMAGERS BE USED? Though recommended as part of a routine maintenance program, there is no ‘one size fits all’ approach to thermal imaging—it all depends on the type of facility and the age of the equipment. “We often perform thermal scans on office electrical panels annually, and industrial equipment quarterly,” says Carter. “But there are many components in our electrical, plumbing and HVAC systems that have benefitted from regular thermal image scans.” The best approach, adds Mabbott, is a custom approach. “At Black & McDonald, we look at several items before proposing a proactive maintenance program for our clients,” he says. “Some of these items include: type of business, age of equipment, run duration of machinery and the client’s budget.” For electrical panels, Black & McDonald will often propose two options—the first being a basic surface scan of the breakers to see if there are any obvious issues with overheating. “If we discover anything abnormal we would then remove the covers for a closer look as to the cause,” he says. The second option is a more in-depth inspection involving the complete removal of all covers to expose all of the electrical components. “We then scan all lugs and terminals, check that all wires are tightly connected and measure voltages to ensure that everything is as expected.” When performing a thermal image scan at a building for the first time, Carter recommends his clients opt for the in-depth inspection as an “initial tune up” and overview of the equipment. Subsequently, surface scans may be all that are required given most of the issues will have been identified up front. The bottom line is this: electrical outages and fires can be costly, disruptive, and dangerous. Taking the right steps to prevent them is in everyone’s best interest. For more information on Black & McDonald’s thermal imaging services, please visit www.blackandmcdonald.com

October 2020 CFM&D 13

FACILITY DESIGN

COME TO LIGHT With its bright silhouette and bold wayfinding graphics, the new student commons at Niagara College Canada energizes, connects and updates its decades-old surroundings. BY REBECCA MELNYK

t’s a feast of light at Niagara Welland Commons. Crafted into a mix of interconnected brick buildings circa 1970, its modern glass facade glows from across the campus at night and brings natural light into the space by day. Situated on the Welland campus of Niagara College Canada, a rural community college focused on applied arts and technology, the two-storey hub was completed this year at a total cost of $15 million. Currently, the building is partially open to students and staff. Some furniture has been removed to allow for social distancing. The 33,000-squarefoot addition brings new classrooms, a welcome centre, a retail space and a student activity room. Tucked-away areas bring rest and collaboration. A food court serves a 450-seat cafeteria that transforms into event space for large culinary gatherings or faculty speeches. Commissioned to give students a

dedicated space to eat, socialize, study and lounge, the Gow Hastings Architects’ design commands a bold presence that is both playful and functional. Outside, large-scale perforated metal panels mark the new northfacing entrance and stand parallel to a parade of columns that light up the way. The metal screen carries through the space as a wayfinding element—hinting at what else lies inside. Like many campuses, rather than walk from building to building through a connected exter ior, students travel through a labyrinth of existing buildings. Bright colours and patterns work as visual cues to guide people into the much taller space with ceilings 30 feet high. “There are numerous, small interconnected corridors with ceilings eight-feet high , and if you’re a first time visitor to the campus, these are really hard to neOctober 2020 CFM&D 15

FACILITY DESIGN

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Left: Back-lit oak benches surround a fireplace and large-scale tv, adding to student comfort. Right: the metal screen from outside carries through the space as a wayfinding element. The corridor leading into the commons is infused with natural light. Photos by: Scott Norsworthy.

“There are numerous, small interconnected corridors with ceilings eight-feet high, and if you’re a first time visitor to the campus, these are really hard to negotiate.” gotiate,” says Gow Hastings’ Design Director Jim Burkitt. “We were trying to provide one large, easy to navigate open space that is different from everything else on campus, because it’s for everybody.” DESIGNED TO CONNECT

Supergraphics echo the school’s branding in various shades of blue. A window frit inspired by the perforated screen “serves different functions throughout the project.” As one drives around the east side of campus, giant chevrons luminate the exterior, pointing to the entrance 16

outside while bringing playful dots into the cafeteria. Next to oversized lettering at the terminus of the corridor, the dots offer security, abstratically directing one to the student commons. Natural light also acts as a wayfinding of sorts, growing brighter as one walks through the corridors’ nooks and crevices and into the new space of high curtainwall glazing. “Further in, the existing design didn’t have a lot of windows,” says Burkitt. “We really wanted to bring in that natural light as deep as we could.” A row of clerestory windows above

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the food hall are framed with a cascade of mirrors so the natural light bounces down into the spacious corridor. As the bulk of students typically go through the program during the colder, darker months of the year—September to May—light was thought of in such a way to bring access to the outdoor landscape. In the cafeteria, floor-to-ceiling windows allow light to drench the space. A series of LEDs are tucked into the ceiling above, shining onto the white walls to make them glow. There are light fixtures in the shape of Xs and Os. “We custom-made those lights in combination with a standard circular light fixture to add another dimension of scale and a playful flair,” adds Burkitt. An indigo blue felt wall reaching 45 to 50 feet high, expands above the student activity room, while absorbing sound. Embedded with long, linear LEDs, this graphic element invites

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Left: A cascade of mirrors frame a row of clerestory windows in the food hall. Right: Above a flexible room off the main corridor, an indigo blue felt wall serves as a graphic element while absorbing sound. Photos by: Scott Norsworthy.

users into what is a bookable, yet configurable space with non-fixed seating. Large white swinging doors into the room recall “open-air cafes” of more urban locales. Here, students can meet, practice yoga or study. The room also expands the main space for larger events. Around the perimeter of the cafeteria, counter-height tables and tall chairs are places to hang out and view the landscape. Light-weight stackable furniture

complements the flexibility of various seating areas. Green-hued glass partitions wrap around one such niche of space where back-lit oak benches surround a fireplace and large TV array.“The hope is that this is the hearth of the space, and students feel warm and comfortable the whole time,” says Burkitt.“We gave a lot of thought to how different seating arrangements can impact the student experience.” The tucked away area is conducive

to studying and socializing at the same time, but also for those craving a private moment. “With a lot of academic campuses, there has been a real awareness that student spaces are not only places for studying,” Burkitt adds. “They need to address the times when students are in-between study periods—at lunch, at breaks, and for those who aren’t living close to the campus and need a comfortable spot.” | CFM&D

October 2020 CFM&D 17

EDUCATION FEATURE BY ELLIOT FELIX, KELLY SANFORD, DAVID HERD, AND STUART BRUMPTON

RESCHOOLED

How college and university campuses will change as a result of COVID-19

igher education experienced 10 years of change in about 10 days. Learning moved online. Staff moved to remote work. Research went largely digital. Student life and support services became virtual.This has left colleges and universities questioning how much space will be needed in the future campus, how it will be operated, and how to make our built environment more healthy, sustainable and resilient.

Facilities planners and managers are faced with short- and long-term challenges simultaneously. In the short-term, they are assessing systems and spaces for health, density for social distancing, and new operations such as frequent cleaning and expanded hours. In the long-term, they are taking a fresh look at the balance of spaces on campus. If 30 per cent of our workforce plans to stay remote, what does this mean for our office spaces? If a 300-person course can be taught more effectively in an online module, can we repurpose some of our lecture halls? Are learning and working online the new swing space?

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Planners and managers are working to determine how to get the most value out of their spaces and seeking to strengthen that value. Rather than default to expansion, this also means working with what’s already in the portfolio, monetizing excess space, and putting speculative construction on hold (except projects already funded or in the works, particularly those that are donor-funded). This reflection on how to improve experiences and efficiency together can also be an important part of staving off a campus closing all together. In the U.S., many estimates foresee about a quarter of institutions at risk.

THINKING ABOUT SPACE, SERVICES, STAFFING, AND SYSTEMS TOGETHER

As people return to the campus or workplace, facilities teams will play an important role in developing and maintaining socially vibrant, healthy, and technologically-enabled environments whose performance enables the positive experience for people and resilience for the future. To play this role, facilities teams will have to monitor and act on both hard and soft data. Hard data will consider air quality, energy/water consumption, space utilization, and people flow. Softer data will include comfort and experience, gathered by taking the pulse of students, faculty, and staff. Using a mixed suite of analytical data and dashboards to make sense of them, facilities teams can make data-driven, evidencebased decisions that empower the institution to maximize both efficiency and experience of their campus assets through real-time insights. From these data come strategic updates, in both the short and longer term, that can be made and continually analyzed and optimized as the environment changes. This need for an agile and responsive approach will allow confidence to grow, adapt, and test future resilience and implications of achieving carbon, water, waste, and other sustainability goals. COVID-19 increased the adoption of technologies used to monitor, manage, and use spaces: a campus app with push notifications as you approach a closed building, daily temperature checks and symptom reporting, booking a seat in the library, ordering a meal before picking it up, monitoring utilization and occupancy in real-time. Going forward, technology will be more and more of an interface between people and the spaces we inhabit. We’ll all be living a hybrid, “phygital” experience that is part physical and part digital.

“College and universities have been defined by their traditions, but their success now depends on their ability to change.”

with more space designed for people to drop in one to two days a week in lieu of permanent desk assignments. Wet-lab researchers are outsourcing components of their experiments to off-site labs while dry labs have transitioned smoothly to remote work. Will this open up more space for wet labs in the long term? Libraries are also expanding virtual access to both services and collections—stack space will be replaced by collaborative hubs and new services. Housing has been de-densified and will likely stay that way, with more singles going forward. Dining is shifting to more pre-ordered or grab-

and-go meals at smaller tables. Colleges and universities will continue to move functions off campus that don’t need to be there, whether it’s the rarely used library books or back-office administrative functions. Many campuses are looking for ways to better utilize their outdoor spaces, not just for recreation but for meetings, study, and classes as well. With more PPE and pre-packaged meals, more stockpiling, and less sharing of everything from spaces to utensils, campuses will also need to review their storage, distribution, and waste strategies. Operationally, institutions must also

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HOW WILL CAMPUSES AND THEIR OPERATIONS CHANGE?

Different types of space will be impacted in different ways. Ultimately, space is built around use, and some activities will change more than others. In workplaces, some assigned desks will shift to hot desks,

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October 2020 CFM&D 19

EDUCATION FEATURE

balance two countervailing forces: their desire to centralize control to better manage assets more efficiently (i.e., centrally-scheduled classrooms) versus their desire to distribute functions that minimize contact and therefore risk (i.e., to create campus “neighbourhoods” with small cafes). In ter ms of this “phyg ital” relationship between people and the built space around them, public health will be the main driver in the short-ter m This will mean more focus on air quality, which has benefits beyond basic health, including enhancing wellbeing, productivity, and the positive perceptions of the space. Current industry guidance suggests one of the primary ways to minimize transmission of COVID-19 inside a space is an increase in both the ventilation rate and the amount of

predominantly clean outside air. Institutions can look to optimize the existing systems along these lines and further increase quality with the addition of HEPA or UV filters. This may be challenging depending on the configuration of the systems. Buildings that are designed around natural ventilation or mixed-mode ventilation will have an advantage here over sealed environments. Over the long term, building design will embrace histor ic architectural solutions employed before the advent of elevators and air conditioning, such as higher volume spaces, displacement ventilation, more daylight, operable windows, and wide stairs. In addition to controlling any air-borne transmission, the physical contact that students and staff have with the environment can be

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minimized, with the added benefit of reduced cleaning costs. The addition, or upgrade, of occupancy sensors for lighting and AV systems can reduce the need for switches, and card readers can also be linked to automatically opening doors. Data can be used to track and monitor performance of the systems and they can be optimized over time to reflect popular usage and occupancies. BECOMING MORE ADAPTABLE, EQUITABLE, AND SUSTAINABLE INSTITUTIONS

College and universities have been def ined by their traditions, but their success now depends on their ability to change, especially to address structural issues like access, affordability, and equity. Institutions are becoming more adaptable. Staff are not only working remotely; they are also doing new

things with new technologies and leaner processes that remove layers of approvals. The near universal adoption of remote-enabled technology has tur ned skeptics into advocates when it comes to things like providing remote student services, collaborating with colleagues across disciplines and departments through online tools, and even teaching online cour ses in a more engaging and intimate way. It also includes more outreach and partnerships with companies and communities who can fuel innovation, share space, and create economic opportunity. A crisis is a terrible thing. It’s also a terrible thing to waste, and so as the initial fog of COVID-19 lifts, colleges and universities can become more adaptable, equitable, and sustainable. | CFM&D

Elliot Felix is founder and CEO of brightspot strategy, a strategy consultancy on a mission to transform the higher education experience by making it more engaging and equitable. Elliot is an accomplished strategist, facilitator, and sense-maker who has helped transform over 90 colleges and universities and is a frequent speaker on reimagining higher education. elliot@brightspotstrategy.com Kelly Sanford is senior strategist at brightspot strategy. Kelly ignites dialog between college university stakeholders and leaders to co-create practical and innovative strategies for institutions. As an architect-turned-strategist, she believes great design balances a respect for existing context with fresh ideas and rigorous research. kelly@brightspotstrategy.com David Herd is managing partner of Buro Happold’s California region and has significant experience in high performance building design and sustainable master planning. His collaborative approach and distinct leadership skills have enabled his teams to achieve the highest levels of sustainability with innovative engineering solutions for over 75 higher education projects across the U.S. David.Herd@burohappold.com Stuart Brumpton is a principal at Buro Happold. He has over 25 years of experience delivering large, multidisciplinary integrated projects, including business schools at Carnegie Mellon University and Arizona State University. He brings international best practice to deliver engineering solutions addressing aesthetics, quality of space, site specific constraints and low carbon technologies. Stuart.Brumpton@BuroHappold.com

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FM EDUCATION BY HUGO LAFONTAINE

MITIGATING CAPACITY CHANGES

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Rethinking the demands of existing operations for greater efficiency.

In March, buildings around Canada transitioned from full to low occupancy in a matter of days. As safety quickly became top priority, business spaces emptied, and habits and routines shifted dramatically. Canadians started spending the majority of their time at home—working, studying, shopping, and even exercising. Now, as organizations consider how to get back to work, there is still significant uncertainty around the ability to physically return to buildings in the way we did pre-pandemic.

n responding to the impacts of COVID-19, facility managers are facing added complexity on how to manage these physical assets. While safety remains the top priority, facility owners and managers

must also rethink the demands of existing operations and systems and look for new ways to deal with rapidly fluctuating capacity. Buildings are huge energy consumers and are responsible for nearly one-third

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of the world’s energy consumption, so it is critical that we make the most out of the energy they use and find ways to optimize. Along with basic heating, cooling and lighting needs, more and more of our buildings are electrified and digitized. From computers and smart devices to the networks that connect it all, we rely on this technology to make our buildings work. These two challenges—capacity fluctuations and energy efficiency— go hand-in-hand. Better facility management will ultimately have an impact on achieving greater efficiency and higher levels of energy savings across buildings. Considering the significant energy demands buildings have, it is easy to see the impact that can be made by implementing smart solutions. The good news is that these technologies already exist today. Energy efficient solutions can help buildings reduce their energy consumption, which can significantly impact the bottom line. In turn, these cost savings can be used to improve a building’s existing features for occupants. Consider that temperature control can be a huge contributor to energy consumption. New changes in working habits, including regular work from home, means that our traditional patterns of heating and cooling office buildings and other work settings may no longer apply. In Canada, a cold climate means heating systems are turned on for several months of the year, working hard to regulate temperatures. Similarly, buildings tend to keep electrical and storage spaces cool by relying heavily on air-conditioning, even when cool temperatures aren’t required. Real-time sensors can detect current occupancy to set temperature effectively and

can improve on energy efficiency throughout buildings by using stateof-the-art technology to monitor temperature and help maintain a comfortable environment. This technology is relatively easy to install and requires simple maintenance, making it an ideal early step in digitizing building management. Lighting systems are another area to consider. Like temperature, automated lighting control can be installed throughout buildings to reduce energy usage and provide greater cost savings. These control systems use sensors to respond in real-time to human activity—turning lighting on when motion is detected and dimming or turning lighting off when the space isn’t in use. As time spent in the office becomes more irregular, signaling a move away from the traditional 9 to 5 workday, control systems can optimize lighting, making it more functional and responsive to a building’s occupancy. Installing energy efficient or LED lighting can also offer a longer life span, requiring bulbs to be replaced less often and helping to reduce overhead costs, all while being environmentally conscious. With more and more buildings operating at a lower occupancy, it’s also worth considering what technologies, appliances or utilities no longer need to be functioning 24/7. If cafeterias or common kitchen areas are closed, consider adjusting fans and freezers and turning off/ unplugging unused appliances to reduce wasted energy in the interim. Additionally, it may help to consider what technologies are no longer in use, such as conference call lines, employee landlines, televisions and more. While these actions may seem small, continuing to power nonoperational technology can serve as a major contributor to building’s total energy usage. While these examples were relevant before the pandemic, the importance of control, visibility and flexibility has become even more acute as working from home becomes a

“New changes in working habits, including regular work from home, means that our traditional patterns of heating and cooling office buildings and other work settings may no longer apply.” viable, favourable option for many Canadians. The growing trend towards remote work may cause additional fluctuations in the number of occupants in a building at one time and the associated energy needs. The ability to make smart decisions about energy consumption in real time provides a significant advantage. Over the last six months, we’ve all been reminded just how unpredictable our world can be. As we collectively adapt to our new

reality, the importance of being agile and adaptable has never been more important—and buildings are no exception. Facility managers can implement many technologies that exist today to help them prepare for whatever the future holds. Whether our buildings are back to full capacity in a year’s time, or the way we work changes permanently, these actionable steps can improve on energy efficiency and help manage changing capacity. | CFM&D

Hugo Lafontaine is vice-president of Digital Energy at Schneider Electric.

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FOCUS ON EDUCATIONAL SOLUTIONS

FLIP AND FLEX The latest campus-friendly furniture offers uber-configurable designs that cater to the COVID-19inspired need for flexible spaces. Quick and easy to arrange, and with safety top of mind, the new products bring a creative vibe to contactless learning environments.

Allseating’s Exchange Collection, designed by modusID Principal Nick Gillissie, is a modular soft-seating line with more than 180,000 configurations. Teachers can test out a variety of ideas before making concrete decisions. Options include screens and barriers to maintain safe break-out spaces, sectional seating with removable seat and back covers, middle tables, and added curves for compliance and comfort. For isolated areas, work pods feature built-in power, cleanable laminate surfaces and social distancing screens.

Teknion recently introduced a fresh approach to stacking chair design with its Kupp Nesting Chair. Kupp addresses the need for simple, portable seating learning spaces where needs can change from moment to moment. The chairs offer high-level comfort and can be easily moved and nested with its slender frame and flip-up seat.

New elements have been added to Integra’s Coffee House Collection for both its Standard Back (34 inches high) and High Back (50 inches high) seating. The High Back option provides an enhanced physical barrier to reduce contact between students and encourage social distancing. A new, half-round ottoman fits neatly into the seating’s curved back to provide additional seating and surface area to save space and provide privacy. A new metal T-Arm is available between any of the seat units for extra distance, which also gives a contact point for grasping when sitting down or standing from the seat.

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Global Furniture Group is launching Zook Folding Tables this fall. Designed for single-handed operation, the fliptop mechanism allows for quick setup within flexible spaces. Available in three sizes, the concave or rectangular shaped tables support a range of configurations that enable students to work independently or collectively. The product is a new addition to an already adaptable line of tables that provide a foundation for the modern classroom, where inspired learners can connect, discuss and exchange new ideas.

Lagunitas Focus Nook is the latest under the Lagunitas Lounge System Collection by Toan Nguyen and Coalesse. Students can sit in an open plan while remaining focused. It is available with high screens in a signature knit pattern or fabric construction. Side and back screens are available in fabric varieties or 17 knit colours and the work surface is available in veneer and laminate, with built-in power modules.

From Boiler Room to Boardroom

KI brings new post-leg desks to its Rukus seating collection. The desks are both configurable and mobile for diverse teaching and learning styles. Colours and sizes are available in five different shapes: OddQuad, E-Triangle, R-Triangle, Trapezoid, and Rectangle. They stand at a fixed height of 29 inches or set-screw adjustable height of 20 to 33 inches or 29 to 42 inches. Base options include both glides and casters, with optional add-ons like a removable tote storage and book basket.

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October 2020 CFM&D 25

[ last word ] BY LISA CONWAY

CAN YOUR PURCHASES REVERSE GLOBAL WARMING? The importance of specifying building materials and creating a built environment that supports student success, performance and wellbeing cannot be understated in academic institutions. Typically, conversations around the development of positive learning environments outline a few obvious aspects: fostering safety, enhancing indoor air quality, improving speech intelligibility and reducing absenteeism. This can all be improved through careful material choice. However, the power of purchasing decisions regarding impacts on public health is often overlooked. According to the World Health Organization and the CDC, climate change is the greatest threat to human health of the 21st century.As the intensity of climate change impacts increases, it becomes urgent for educational institutions to integrate greenhouse gas emissions (GHG) reductions into their missions and overall practices. EMBODIED CARBON AND ITS IMPACT

The building and construction sector is responsible for nearly 40 per cent of global GHG emissions, so it plays a vital role in eliminating carbon dioxide emissions.There are two main boundary sets associated with buildings. Embodied carbon includes the impacts associated with materials: raw material extraction, manufacturing, transportation and the construction process. Operational carbon includes the GHG emissions associated during the use of a building. While it is crucial to reduce both emission types, reducing embodied carbon is the most urgent opportunity. This is because the manufacturing of

building materials makes up 11 per cent of total GHG emissions, which cannot be reduced over time. CHOOSING LOW-CARBON BUILDING MATERIALS

By choosing vendors that align with the school’s sustainability vision, mission and values,the school moves the needle in favour of carbon neutrality. In doing so, institutions are closer to meeting their own goals while also reducing the emissions impact of their projects and spaces. What’s more, schools can establish a model for other vendors to follow, placing the economic demand for responsible practices onto the suppliers and making low-carbon products the standard—not the exception. For an upcoming renovation project, think about insisting on building materials with high-recycled content, which many manufacturers offer. This also supports the efforts to achieve LEED accreditation. A product’s total recycled content comes from a combination of pre- and postconsumer content. In fact, products may contain a mix of post-consumer recycled content (materials collected from the waste stream after their intended use), preconsumer recycled content (waste material generated from a manufacturing process), virgin materials (resources extracted from nature in their raw form) and bio-based materials (substances derived from living, or once-living, organisms).

When considering products with recycled content, pay attention to the types of recycled materials that are in them. For example, recycled plastic (like the nylon in carpet) reduces climate impact more than some other recycled materials you might find (like limestone), since virgin nylon is very energy intensive to make. TAKING ONE BIG STEP TOWARD A REDUCED CARBON FOOTPRINT

Flooring can be one of the largest contributors to the carbon footprint of interior renovation projects, and schools should take responsibility for the embodied carbon in their flooring supply chain by specifying carbon neutral flooring products. Manufacturers and specifiers who put a product into a space should also have a plan for those products when they leave the space. Ask if products taken back are actually recycled, what percentage of the old product’s materials can be repurposed, how much of a new product is actually produced and what third party verifies a recycling process claim. By choosing low-carbon products, education institutions can help restore the health of the planet and reverse global warming, while placing a call to action on other building material manufacturers to shift their operations and consider their opportunity to foster positive impacts. | CFM&D

Lisa Conway is the vice-president of sustainability at Interface, a global flooring manufacturer. She is passionate about bringing awareness to the interconnectedness of environmental sustainability and human health. Along with her team, she is responsible for regional activation of the company’s mission: Climate Take Back. To drive understanding around the impact of carbon on human health, Lisa and her team provide educational programming on the need for transparency and prioritization of embodied carbon in specifications within the building industry. She co-founded the Materials Carbon Action Network (materialsCAN) in 2018 to mobilize this effort. She also serves on the sustainable advisory board for Penn State University’s Smeal College of Business and is on the board of directors of the non-profit. Building Transparency. 26 CFM&D | Part of the REMI network | www.REMInetwork.com

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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