Facilities services is a people-driven industry. From the person who has been with SSC for 38 years, to the Day
One trainee, to the teams transitioning to SSC at the schools they have worked at for decades, we would not exist as a business without our people. In these pages, you will see showcased thought leaders, change-makers, and innovation drivers. We have made remarkable strides in innovation and sustainability, which has moved our partnerships forward and created a positive impact in the communities we serve. Still, I am most proud of the people behind the stories. These individuals are shaping the next generation within SSC.
As we continue to grow, we are committed to developing more facilities experts to ensure we can provide excellent service to our partners for years to come.
- Seth FerriellSSC, CEO
7,156,732 20 23
524,628
332,759 4,524
629
1.2
400+
477,188 9,000
215,245
Autonomous Mobile Robots
By Catherine Merritt
AMR allows our associates the time to focus on the human-centric details that make an impact in a facility.
Are
you thinking about taking the leap to investing in autonomous technology?
Autonomous Mobile Robots (AMR) are the future of janitorial services.
Isaac Asimov and the rest of classic sci-fi have been telling us this for decades. Whether sci-fi is predictive or society is derivative is a TED Talk for another day and probably a different publication, but I digress. Moving to autonomous equipment is a big step. Five years ago, we chose to leap into the world of AMR Scrubbers. Today, we share the lessons learned as we built our robotic fleet and recommendations for success from our internal product review team.
Catherine Merritt is the VP of operations for SSC and and has 17 years of experience in the field.
The
Basics
Start with Why
If your move to AMR is driven by a desire to reduce labor and save money, then move on. AMR has never reduced our staffing levels in our tens of thousands of hours of autonomous run time. What does it provide? Efficiencies in detail. Robots are great for taking over labor-intensive, but dull and repetitive tasks. AMR allows our associates the time to focus on the human-centric details that make an impact in a facility. It also helps to ensure consistency in floor care even during this challenging hiring economy.
The “why” is also innovation. Gone are the days when adding a magnet strip to the front of the vacuum to pick up staples was the game changer.
The room-mapping technology ensures areas are not missed and corners are not cut. It’s consistency; once a space is mapped, every nook and cranny will be retraced and cleaned every time. Depending on the learning program, the AMR will automatically map out the most efficient path. It’s built-in quality assurance. We have a historical log of imaged maps and detailed use hours. It’s job satisfaction. Hour after hour, night after night, month after month, a scrubber isn’t developing people skills - it’s erasing monotony and burnout for workers. Instead of floor techs, develop robotics operators on your teams to elevate responsibilities and empower people.
The Equipment
Which One to Choose?
There are two sides to each AMR Scrubber – your familiar scrubber and the autonomous brain. Most AMR units consist of the scrubber manufacturer and a second company that maintains the AI. Start with what you are comfortable with, what already works best in your space. The brands we chose to use were a matter of convenience; we already had strong vendor relationships established, and it made sense to continue forward with the same equipment, but with the AI addition.
If you traditionally use Pad (single or double), Cylinder, or Orbital decks, stay with that preference in the move to AMR. Consider tank size and battery life, cleanable square feet per hour and per charge just like you would with your traditional scrubber. A smaller tank and shorter battery may reduce the upfront cost, but it could reduce the productivity of your space.
Vendor support for setting up the unit in a new location and new and ongoing operator training is vital to sustainable program success. If something goes wrong, you want to have a local rep available for prompt support. The equipment is too costly for downtime to be tolerated. Another consideration is the choice of purchasing or leasing the AMR. If you lease the unit, a replacement can often be provided quickly to avoid downtime.
The Facility
The AI
If you invest in multiple units, many companies provide access to cloud-synced digital dashboards for reporting and fleet accountability functions. Some are decidedly better than others, so in the demo process, make sure to investigate the dashboard features because these can greatly aid in accountability and KPI tracking of a large fleet. And as technology is always progressing, make sure you are tracking the AI’s latest software release so you can take advantage of the updates and improvements the equipment functionality.
AMR Scrubbers have 360-degree sensors and cameras to control their movements. This includes movement for cleaning and safety. They protect themselves with drop-off sensors to avoid stairs or loading docks and obstacle detection and avoidance for when a piece of furniture is moved to a new location. The safety systems also protect people by automatically detecting and stopping when people get too close – for instance, a first grader who forgot their library book and is running back to their classroom and steps into the path of a 1,000-lb. robot. For additional safety, the sensors overlap, and there are auto-stop buttons and beeps to alert passersby.
Two Main AI Maping Modes
Teach and Repeat is simply a copycat mode able to repeat a map. This mode is beneficial for areas that change their layout.
Area Fill-In mode is where the operator traces the perimeter in manual mode, and then AI calculates the most efficient path for the spaces’ interior. Once an area is mapped, each subsequent use sees the operator simply bringing the scrubber to the starting point, selecting the map, and watching AI take over. Multiple maps and routes can be stored for each starting point to aid in building occupancy timed cleaning as well.
Aside from the operator, the building the AMR is placed in is the number one determination for program success. Not all facilities are created equal and not all are appropriate for productive AMR use.
The most obvious locations are wide-open spaces with few obstacles: gymnasiums, atriums, and cafeterias, but wide, long hallways are also great locations. While some units are designed to be more maneuverable, they still need 7-10 feet to complete a U-turn, so beware of small spaces and older buildings, especially those with small elevators; many are not wide enough or deep enough to allow operators to move the units between floors.
We advise AMR Scrubbers be allocated to a single building
These machines are delicate, and more than one has succumbed to the handling of doorways, thresholds, uneven sidewalks, and lift gates involved in transportation to neighboring facilities. A broken sensor can cost between $10,000 to repair or $60,000 to replace a piece of equipment. Add to that the lead time for such specialized parts and a unit could be down for over a month. So, for us, it is not worth the efficiencies obtained from increased use by assigning it to multiple buildings because of the increased risk of damage. When we decide to move an AMR to a new location, we have the vendor take on the responsibility of shipping.
The Operators
While the AI is rapidly improving in simplicity and ease of use, only some people are comfortable with having a robot as their coworker. To get started, hands-on training from site leadership aids in confidence, but when there is high turnover, in-person vendor training produces the best results. Bonus incentives for maximum use in facilities that are monthly target-based KPIs aid associate adoption.
Since most floor work is completed when buildings are unoccupied during second and third shifts, accountability provided by the custom reporting functions aid management who may work a first-shift schedule. The associate responsible for the AMR should have nearby detailed tasks to complete while the AI runs the programmed map. Being nearby allows them to check on the unit if it needs assistance and reactivate the program once its needs are met.
Is Your Program Working?
For our teams, the goal is not to reduce headcount or labor hours, but to increase building occupant and associate satisfaction.
Our ROI factors in not only usage-based KPIs, which are customized to every location, but building client satisfaction, which can be a harder piece to measure. It is driven by awareness and visibility: naming contests, incorporation into STEM lessons, and googly eyes. Sometimes it means choosing to run the AMR during occupied times. Where cleaning was previously a disruption, a robot running down the halls inspires excitement, curiosity and, hopefully, a new generation passionate about driving technology forward.
In 1997, I started with SSC as a trainee, learning the basics of daily floor care. It was a simple process. As the years went by, not much changed with that task; there was still a mop, a bucket, and effort. Improvements have come, but they were small and easy to overlook - the move to microfiber mop heads or a safer cleaning chemical. Sometimes, there were advancements in our custodial service that were cause for celebration, like the night we first placed a magnet on the front of a vacuum to collect all the staples from the office carpets.
Now, 26 years later, so much has changed: I’ll visit a site and see a robot doing that same daily floor care. Innovations are leaping forward and transforming our roles: LIDAR, Collision Avoidance, Aqueous Ozone, and AI. But one piece I know will not change is the necessity of our people. Innovation and technology don’t replace our teamsthey allow our teams to do those simple tasks even better and raise the level of service we offer our clients. It’s exciting to watch the advancements across our industry, but they have made me look back and understand that mop and bucket were only tools in the process, just like our AMRs are today. It’s the effort of the person initiating that simple task that drives us forward.
- Derrick ParkerSSC, VP of Higher Education
Developing Hourly Associates
Pathways to Career Advancement
By Nickie Dwyer
The first step to supporting hourly associates is recognizing what they want and need, and in many cases, our associates are willing to tell us just that. If an associate approaches their direct manager with a desire to grow and develop, SSC has training paths in place to make this possible, but it all begins with seeing an associate take a genuine interest in advancing their career.
Our frontline associates are highly motivated, determined individuals with both personal and professional investments in the schools they serve. In many cases, a janitor at a school may have been born and raised in the town or have a student in the same district. A groundskeeper could be an alumnus at the college they help maintain. Each associate has formed relationships with teachers, professors, school staff and leadership. They know the buildings inside and out in a way external candidates do not.
At
Providing an array of frontline training and development opportunities isn’t just the right thing to do – it also makes sense. Supporting the people who support our students and teachers is at the heart of what we do. But what does it truly look like to support and develop hourly associates?
SSC, we are proud to have a wide array of training and development opportunities available to our frontline associates.
Nickie Dwyer is the training manager for SSC and has 14 years of experience in the industry.
Aqueous Ozone
Safe as water. Stronger than bleach.
In May of 2023, SSC set the goal for all our sites to meet ISSA’s Green Clean requirements and to carry this commitment forward as part of our standard custodial contract.
Aqueous Ozone, have you heard of it?
It has been used to keep us safe and healthy for over 100 years as a method for water purification (ozonation). More recently, it has been introduced as a safe and effective agent for swimming pools, dental rinses, produce rinses, industrial laundry, and residential and commercial cleaning and disinfecting.
Ozone is a molecule that consists of three negatively charged oxygen atoms. The ozone molecule is very unstable and has a short half-life, causing it to revert to oxygen after a time. An ozone molecule is nothing but an oxygen molecule that has received an extra oxygen atom by electric high voltage.
Ozone is most recognizably created during thunderstorms, where ozone forms due to the high voltages involved. The specific fresh scent after a thunderstorm is caused by ozone formation. Ozone generators can create ozone artificially by means of extremely high voltages or UV light. Both methods involve the decomposition of the oxygen molecule. This causes oxygen radical formation. These oxygen radicals can bind to oxygen molecules, forming ozone (O3).
Ozone is one of the strongest known oxidants. It can be used to technically burn dissolved compounds (oxidation). The extra oxygen radical in an ozone molecule quickly binds to each component that comes in contact with ozone molecules. This is because of the instability of ozone and its inclination to return to its original form (O2). Both organic and inorganic substances may be oxidized by ozone (oxidation) and microorganisms such as viruses, bacteria, and fungi (disinfection). This causes the extra oxygen radical to be released from the ozone molecule and to bind to other materials, so that only pure and stable oxygen molecules (O2) are left.
At many of our sites, SSC has adopted the on-site generation of ozone injected into water (aqueous ozone) that temporarily creates a cleaning solution as safe as water, but testing has shown its efficacy to be up to 50% stronger and 3,000 times faster than bleach. Unlike bleach, aqueous ozone can be used effectively on porous and nonporous surfaces without damage. It is registered with the EPA and is compliant with their Organic Program, and exceeds standards set by WHO for effective sanitation. It’s also a deodorizer that kills mold and mildew. Sounds like magic, right?
An ozone molecule is an oxygen molecure with an extra oxygen atom acquired from high electric voltage.
What does this mean for SSC, our clients, and our communities?
On-site generation means lowered carbon emissions associated with the manufacturing and shipping of supplies. We see landfill diversion from the removal of product packaging. It eliminates the health and safety hazards with employees associated with using harsh chemicals. Its disposal is safe for our water systems because it is just water. It protects our most vulnerable populations in ways other cleaning chemicals can’t.
Using aqueous ozone removes the risks caused by VOCs found in more traditional chemicals and is safe for asthma sufferers. The toxic quats from harsh disinfectants that can cause burns or cross our skin into our bodies are not present with aqueous ozone. Testing has proven it removes peanut protein while still being food safe.
Custodial Services
DEVELOPING A PROGRAM FOR EDUCATIONAL FACILITIES
By Jennifer Mitchell
When it comes to educational spaces, the top priority is ensuring students, faculty and staff have safe, clean environments that support learning and development. Essential to this is the implementation of an effective custodial services program.
Process
Custodial programs are made or broken by the process behind them. There are many standards and certifications that aid in creating a solid foundation for a custodial program, one of the most significant being CIMS certification. CIMS is the Cleaning Industry Management Standard. Simply put, it outlines the characteristics of a quality cleaning organization, and certification means an organization is equipped to deliver consistent and efficient service to clients.
It seems simple on the surface: Keep classrooms clean to keep students safe. In reality, creating a custodial program has never been more complex. With cold and flu season and the COVID-19 pandemic circling year-round, and recruiting and retention efforts more difficult than ever, it has never been more important to ensure our students and teachers are supported with spaces that are properly sanitized on a regular basis.
As a facilities management provider focused on educational spaces for over 50 years, SSC has a perfected process for creating custodial programs that satisfy client partners and ensure the health of our students in K-12 and higher education spaces.
Organizations that attain CIMS certification meet or exceed a client’s standards and ensure customer satisfaction. This well-managed custodial program creates lasting relationships between a service provider and client that can be counted on to provide optimal learning environments for students and teachers.
At SSC, we have seen great success in our client partnerships because of the accountability and consistency that the CIMS certification provides. Our teams across the country are unified by these standards and our partners have come to know and expect a quality of service that is unmatched in the industry. If your organization is noticing frequent client complaints, inconsistent service or team members failing to meet standards, evaluate the process you have in place and consider additional certifications to add value to your program.
We believe that successful custodial programs are rooted in process, partnership, and people.
Jennifer Mitchell is a regional director of operations with SSC Services for Education. She began her career as a custodial supervisor in 2012, and now oversees SSC’s operations throughout Texas.
Our partners have come to know and expect a quality of service that is unmatched in the industry.
Partnership & People
Partnership goes hand in hand with process. When your client feels seen, heard and valued by your company’s leadership, the relationship turns from a service provider and client to a partnership between teams. A large part of creating a strong partnership is ensuring the process in place meets or exceeds expectations, but another key factor is hiring people who share a passion for the work you are doing.
In the facilities industry, it isn’t uncommon to see employee turnover rates between 200300% annually. Within SSC, we have seen turnover drop to as low as 30%.
Speaking from true experience, it is essential to find people who share the same mission as your organization.
Many of our associates are passionate about education and the next generation, which motivates them to come to work and excel at what they do.
Beyond employee passion, providing team members with opportunities to grow and thrive in their careers improves employee satisfaction. Additional training, educational courses and leadership programs can encourage team members to take their careers into their own hands and hone their skills in the industry.
We have over 100 K-12 school district partners in SSC, and each one is as unique as the communities that surround them. Their concerns, their passions, the actions that drive them all – are all different. The one unifying aspect I see is that we all want what is best for our children - we want to see them thrive, and we want to see them succeed. 2022 was the first time SSC became an active participant in Unity Day and combined our voices to help raise awareness around bullying. The goal of Unity Day is to bring together youth, parents, educators, businesses, and community members across the nation to emphasize the message that bullying is unacceptable and all students deserve to be safe in school, online, and in the community.
It takes courage to stand up to bullying. We believe that together, we can create learning environments that foster inclusion, acceptance, and kindness.
- Vallen EmerySSC, VP of K-12
Partnerhsip goes hand in hand with Process
A DVA N C E D BY GBAC
As the industry-leading provider of educational facilities management, SSC prioritizes continuous growth and innovation in our services to ensure we provide the best, most effective custodial, grounds, and maintenance programs to our partners.
This spring, SSC became one of the first organizations to receive Advanced Certification in infectious disease response. In addition to achieving recertification of ISSA Cleaning Industry Management Standard (CIMS) Green Building (GB) with Honors, SSC received the Advanced by the Global Biorisk Advisory Council Certification (GBAC).
This certification is given to organizations that undergo a rigorous and comprehensive evaluation of management practices, sustainable cleaning practices, and performance systems.
The Advanced by GBAC Certification requires organizations to have:
• Established and maintained a cleaning, disinfection, and infectious disease prevention program to minimize risks associated with infectious agents.
• The proper cleaning protocols, disinfection, and infectious disease prevention program to minimize risks associated with infectious agents.
• Highly informed cleaning professionals who are trained for outbreak and infectious disease preparation and response.
Achieving Advanced by GBAC reflects SSC’s commitment to providing highquality services that promote health, safety, and environmental sustainability.
AS FEATURED IN TURF MAGAZINE
THE TRUE COST OF GAS VS. ELECTRIC
What a facility ser vice company found when going electric at sites across the countr y.
The decision to switch a landscape maintenance fleet to electric will have major financial implications.
Being a national education facility service company, we knew that using electric equipment would help provide a better learning environment for students through noise reduction, and we wanted to reduce the carbon footprint of our fleet. Our values toward the environment and our goal to be at the forefront of a new era of grounds management drove our commitment to switch to electric equipment. However, accounting for the lifetime costs of these purchases required a plan to ensure our success with this switch.
We have learned many lessons since our first piece of electric equipment went into service, the largest being that determining our exact return on investment (ROI) is complicated.
By Brandon Haley
It is no secret that electric equipment is much more expensive than its internal combustion engine (ICE) counterparts. This is mostly due to the cost of batteries, which can be compared to prepaying for fuel, but the higher upfront purchase price is only the beginning of the story. There were also facility infrastructure concerns that needed to be addressed to ensure we could charge all the equipment. Having both site - and route-based crews, we also had to figure out how to make electric power mobile so our crews did not have to go back to the shop every time a new battery was needed.
Input costs vary from year to year and by their location across the country. Our total cost of ownership for electric equipment is dependent on local costs of fuel and electric, not national averages. The ROI on handheld equipment is much clearer, but larger equipment, such as electric zero-turn mowers have a breakeven point that may or may not be economically
What Are the Costs?
Understanding how fixed and variable operating costs work together can create a clear picture on the ROI that can be expected. ICE equipment has been the industry standard for decades, and the costs to own and operate traditional mowers are well-known.
Getting a Clear Picture on ROI
Determining all the costs for electric equipment, however, requires some research at each site.
Fixed costs are the costs that do not change based on usage. For ICE equipment, this is the cost of the machine and any fuel storage. Electric equipment has many more fixed costs to consider, such as the machine, batteries and chargers, infrastructure upgrades to the facility, and methods for mobile charging. It is well-known that electric equipment is more expensive to purchase, but determining the exact upfront costs al-
lows for proper ROI analysis.
Depending on the amount of equipment and electricity needed for charging, these costs will vary wildly. Consulting a licensed electrician to help determine the total amp load and the serviceability of the current electrical infrastructure in charging location is always the first step. An important lesson we have learned is to confirm the service line for a building can carry the amp load needed for charging a fleet of equipment. A service line upgrade may take weeks or months to complete, impacting the entire landscape operation. It has also become a practice to confirm plug locations for handheld battery charging. Spreading chargers throughout the shop based on crew can ease morning trailer loading and eliminate traffic jams.
While some manufacturers have developed swappable batteries for their zero-turn mowers, most units on the market will have a defined amount of power for the day.
It can take up to 75 minutes to charge one battery, requiring more advanced prep.
Determining the quantity of batteries to purchase for handheld equipment directly impacts the costs and success of a switch to electric.
We found early on that we underestimated the number of batteries needed to keep a crew moving all day. Part of this is due to electric equipment operating differently. With gas handheld tools, it is assumed that there will be more gas in a can to refuel with. This reserve fuel is available instantly and a crew can go back to work. With electric equipment, it can take upwards of 75 minutes to charge a battery. This meant the crew needed to prepare for their battery swap over an hour before needing it. We found that new SOPs were needed to ensure a battery was always on the charger.
Battery Use Schedule
(based on four batteries)
To make charging efficient, it must be able to happen on the go. For departments that are on-site, this may be as simple as going back to the shop or another defined location. For crews that are mobile, they need to take their power with them. While we anticipate that mobile solar charging systems will become more affordable and efficient in the future, the current answer is battery inverters. These units cost around $1.00 per watt and can power chargers in the field. These inverters come in multiple sizes and can be sized to the daily charging needs of a crew.
The higher upfront costs of electric equipment are hard to process in an environment where everything is becoming more expensive by the day. It is important to not become discouraged by the higher upfront costs of electric.
We use a simple chart based off manufacturer’s expected run times to determine battery purchasing needs. We have found these charts to be accurate, and usually add a few minutes to them since it is highly unlikely that an operator will be going at full throttle the whole time. Of course, if we are blowing leaves, we expect little non-throttle time. The chart should include the time you expect the battery to be used, when it is expected to be charging, and how many minutes of reserve power are left waiting in the vehicle. Our goal is to prepare a crew to be able to work without ever having zero minutes of reserve power. Overtime can and will happen. Always having a spare charged battery ensures that our crews are ready for any change in plans.
A good practice would be to purchase one more battery than needed.
While more expensive upfront, electrical equipment has much lower variable costs in maintenance and fuel. We have found electric equipment to be very reliable and they require little maintenance. For most major manufacturers, the warranty period is very close to our desired life expectancy, bringing repair costs down even more.
Electricity is much cheaper than petroleum-based fuels, though its cost can be nearly doubled across the country. To properly forecast the electricity budget for a site, it is important to look at local utility rate charts that detail kilowatt-hour costs. These costs are then multiplied by expected demand to give an electricity budget that can be compared to a fuel budget for ICE equipment.
This is a sample break-even calculator for an electric mower. This electric mower is:
• $495 less expensive over a five-year lifespan
• $6.71 less expensive per hour
•Break-eaven point at 2,534 hours
Incentives----- $7,500
Subtotal -$14,000 - - - - -$31,000 - - -ANNUAL C COSTS S
We have found that electric handheld equipment costs around $0.99 per hour less than ICE equipment. This gives us a break-even point of less than two years for handheld electric equipment. If we are using blowers for leaf season, more batteries will be needed, but the breakeven point is still less than three years. This number will continue to drop as batteries get better and store more power. Overall, we find that our purchase price of ICE handheld equipment is roughly 20% of the total cost of ownership, and the upfront cost of electric is 80%.
Zero-turn electric mowers and stand-on mowers are much more expensive upfront, and we find that their total cost of ownership is very similar to ICE equipment. The operating costs for electric equipment per hour are $6.31 lower than their ICE counterparts, but this is offset by the significantly more expensive upfront cost. There are large tax credits available for zero-turn electric mowers which could completely change your analysis.
also a certified grounds manager through the Professional Grounds Management Society with 24 years of experience in the Green Industry.
Without these tax credits, we have found our breakeven point to be close to 2,500 hours. Each site is different, but this breakeven point is very close to our expected life of a mower.
Battery-powered electric equipment is changing the environment we work in and there are many intangible benefits that cannot be easily determined, such as allowing for longer workdays due to noise ordinances. There is also the ability to market our sustainability initiatives to clients and customers. The benefits of using electric equipment are beginning to be fully understood inside and outside of our industry.
Determining the ROI on an electric equipment purchase is important to the financial well-being of any landscape management department and it is critical to use the most accurate input costs possible to determine where it makes sense to use electric equipment across a fleet.
Knowing
all our costs
to purchase, outfit, and operate both electric and ICE equipment gives us the ability to make a sound financial decision every time as we look to continue our transition to electric.
Brandon Haley, CGM, is a senior project manager, grounds and sustainability for SSC. He is
STARTING YOUR GIS PROGRAM
Many grounds teams are faced with ongoing questions about their operations: How much product should be applied to the grass areas or bed areas? How many square feet of annual beds are there on-site? How many square feet of sidewalks need to be plowed? By leveraging innovative Geographic Information Systems (GIS) technologies, we can remotely capture, manage, analyze, and display all areas of a site geographically referenced.
GIS is a tool to drive efficiencies as well as allow teams to communicate through the use of location data and digital mapping. Teams can visualize and interpret data to create a full site inventory as well as plan for the future utilizing in-field data collection or remote mapping.
GIS is an analysis tool used in almost every industry, including facilities in higher education and K-12 The maps displayed with GIS technology are only limited by the amount of data that is collected. As the GIS model undergoes additions or edits, managers can optimize service to increase client satisfaction.
Melissa Boffa is the senior GIS and data project manager for SSC. She has 12 years of GIS technologies and grounds management experience.
FOR GROUNDS MANAGEMENT
By Melissa Boffa
What Does GIS Technology Answer for?
What: Your Identity
• What do I manage?
• What are the best ways to make my crews efficient?
• What areas are managed by contractors? My responsibility vs. someone else’s.
Where: Your Location
• Where does my property start and end? **the biggest conflict we have.
• Where are my annual beds?
• Where are my paver walkways vs. concrete walkways?
• Where are the shrub beds?
In grounds management, GIS technology answers the what, where, how, when, and why of your program.
How: Quantity & Measurement
• How many acres of mowing do I have?
• How many square feet of beds do I have?
• How much mulch do I need to purchase?
• Where are my irrigated areas?
Step 1: Creating a Base (map)
Before we start with any true mapping, we must collect the necessary items to create our base (map). To fully capture a site’s accurate data, the following items must be collected:
Aerial Imagery: Aerial Imagery provides a first look at the site, but it may not be always accurate, up to date or entirely visible. Two common issues can be if new construction has rendered the imagery obsolete or the area of interest has dense tree coverage that obscures the site.
For example, images found online, such as the top image, may not be up to date. The below image is of new construction that added roadways, sidewalks, and landscape features.
Contract or Scope of Work: Having the contract or full scope of work is needed to ensure all landscape areas are accurately collected and calculated.
When: Timing
• How much fertilizer do I need to apply?
• When was the last mowing cycle?
• When was this particular bed weeded?
• When was this last tree inspected?
Why: Information
• Why did this tree die?
• Why are the annuals not flowering?
Building & Campus Addresses: Accurate addresses are essential to ensuring your teams arrive at the right place. In education, we have found that when researching K-12 schools online, buildings may have several addresses listed or inaccurate addresses.
Boundaries: The most important and frequent question a grounds team will get is, “Where does our property start and end?” Determine boundary lines – don’t just assume, or you may accidentally include areas that the client does not own or leave out an area entirely, resulting in inaccurate calculations.
Step 2: Creating Your Data
Within your GIS technology there are three different ways to create data:
Point Data: Most commonly used to represent nonadjacent features and data by location only. Points have zero dimensions; therefore, you cannot measure length or area with this dataset. Examples of practical usage include:
• Tree Inventory
• Irrigation Control Box Locations
• Light Poles Polyline Data: A shape defined by one or more paths connected by segments. This dataset can be measured in linear feet and/or miles. Examples include:
• Irrigation Lines
• Utilities (Above & Underground)
• Centerlines for Roads
• Trails
Polygon Data: A closed shape, defined by a connected sequence of x,y coordinates. Polygons are used to determine area and can be used to measure acres, square footage, square yards, etc., of an area, such as:
• Area for Mowing, Turfs or Athletic Fields
• Area of Plant Beds
• Area of Hardscape
Step 3: Define Your Data
Maps can enhance what you have, creating an easy-to-understand visual for grounds teams and clients to reference. The information in GIS, is just as important. Behind each layer – for example, layers highlighting turf, flowerbeds and sidewalks – is a live data table, comprised of unlimited data and attributes.
By collecting your data points, polylines and polygons, you set yourself up to collect accurate inventory and measurements, including quantity, acres, and square feet of grass/lawns, fields, beds, parking lots, sidewalks, and overall maintainable grounds.
You are also able to dive much deeper with applications such as:
• Acres of turf for mowing {IMAGE 3}.
• Analyzing your total turf area to determine the amount of sod you need to purchase.
• Organizing trees by species, tracking height and age, etc.
• Sorting areas by what APPA level they must be maintained to.
Your data is only limited by what information you choose to collect.
Below is a map showing all three data types. The blue and red lines represent polyline data, showing irrigation lines and utilities. The dark green dots represent point data, showing tree inventory on campus. Polygon data is shown by the light green space, showing areas of mowing, turf and athletic fields.
Here is a real-world application from defining data. Upon analyzing data, we learn that in this one spot, there is 0.48 acres of mowing to manage to APPA 1 standards (highlighted in yellow).
What do we gain from a GIS program?
An effective GIS program helps grounds teams plan for best-utilizing crews and equipment. This ultimately drives efficiency and ensures your grounds program meets or exceeds your team’s and client’s expectations. As a living, breathing plan, GIS maps and zones are updated in real-time, allowing you to easily reallocate staff and equipment if your contract area grows or changes. Using accurate data measurements prepares a foundation for successful grounds operations and landscape planning.
Software & Programs: GIS software is available for purchase online, but to optimize your usage, it is critical to ensure you have someone on your team is educated and trained in GIS. Degree programs are available, as well as certificate courses.
Each year, the PGMS Green Star Awards® nationally recognize private, public, commercial, and industrial landscapes maintained with a high degree of excellence. This year, SSC Services for Education is excited to announce awards received for operations on four of our partner campuses. 2023 marks the seventh year that SSC has received recognition from PGMS.
Aurora University
Led by Grounds Manager Kevin Baumann, the grounds team at Aurora University strives to provide a campus environment that is encouraging for the entire campus community, supporting inclusivity, and emphasizing the transformative power of learning.
Aurora University is a private, four-year, nonprofit accredited higher education institution offering excellence in education. It was founded in 1893 in Mendota, Illinois, before moving to Aurora in 1912. The main campus is in Aurora, approximately 45 miles from Chicago. The campus is comprised of a 42-acre main campus and a 90-acre sports park.
The campus has maintained their Tree Campus USA designation for 10 years.
All SSC staff have completed the certified grounds technician program, and we are heavily invested in training our workforce so we can work together to provide the campus with the best grounds possible. Excellence is the standard at Aurora University, and our goal is to make that obvious when students and visitors first walk on and through campus.
Henderson State University
Led by Grounds Manager Josh Hebig, the team at Henderson State University takes pride in the work they do each day and their impact on creating beautiful curb appeal and a safe oncampus experience for students and staff.
Henderson State University (HSU) is a public, co-ed university in Arkadelphia, Arkansas.
Nord Anglia
Founded in 1890 as Arkadelphia Methodist College, HSU is Arkansas’ only public liberal arts school and one of the state’s oldest publicly funded universities.
The campus is located on 156 acres. The grounds department manager and eight full-time team members are responsible for daily grounds management, including over 44 acres of mowing, plus 5,000 annual plants. The team manages lawns, trees, shrubs, and perennials changed out twice a year, many special requests on campus, and three athletic fields for events.
Beautiful curb appeal and a safe on-campus experience.
Led by Grounds Manager Cristina Harville, the grounds team’s mission at Nord Anglia Education schools is to exceed expectations by using our team’s outstanding knowledge and work ethic, resulting in an exceptional environment for students and staff.
The Village School is located on over 28 acres in Houston, Texas, with over 200,000 square feet of facilities divided among seven main buildings, including gymnasiums, sanatoriums, and residential life. Sports areas cover 6.42 acres and consist of athletic, practice, and synthetic fields. British International School is located on 33 acres in Katy, Texas, with modern glass architecture, a unique design for the area. The sports area covers seven acres and contains two NCAA-sized gymnasiums, a FIFA regulation soccer field with two additional practice fields, a fitness center, gaga ball courts, and an aquatics center.
We also complete special projects upon request, overseeding once a year, fertilization, and weed control following the grounds cultural calendar.
Our partnership with Nord Anglia includes a comprehensive grounds management program with mulch replacement once a year and bed enhancements twice a year.
West Texas A&M University
Led by Grounds Manager Aaron Shehan, the grounds team’s mission is to manage a safe, well-maintained outdoor environment for learning and provide the “Grounds” for growing as a community.
Our grounds team has 22 employees, all full-time, broken into mowing – edgetrim (MET), horticulture, sports artificial ground (AG), and specialty groups.
West Texas A&M University sits in the
heart of the Texas Panhandle, spanning over 423 acres of managed APPA 1 and 2 landscapes. Our grounds team manages over 348 acres on the main campus, including eight synthetic turf fields and a 70-acre crosscountry course. In addition, we manage two WT properties on the north side of Amarillo (30-minute drive), totaling 8.74 acres, and five additional agriculture properties outside of Canyon, totaling 3873.75 acres. The harsh, imposing climate of the Texas Panhandle makes grounds management a challenge on a day-to-day basis. Highs in the summer routinely exceed 100 degrees with winter lows below 0, all while winds are blowing tumbleweeds at speeds up to 70 mph. The average rainfall is 19” annually, with most of that total falling in the spring.
Don’t Be Afraid of What You Don’t Know
It’s a matter of never letting fear stop you.
Isabel: It’s not uncommon for those in facility management roles to have begun their career elsewhere. My professional journey began when I started working in retail, followed by an education in psychology and HR development. I leaped into the facilities industry when I accepted the role of maintenance coordinator at Texas A&M University for SSC.
Women in Facilities
Learning & Leading in a Male-Dominated Industry
Women with a passion for hands-on work and making a difference are breaking into facilities management and proving themselves invaluable in the historically male-dominated industry. It takes drive and a willingness to learn.
While I never predicted that I’d rise to a leadership position in facilities management, I’ve spent years learning, leading, and finding my passion. Now as maintenance department manager, I know that the viewpoints and life experiences you bring to a new industry are valuable contributions.
Shanna: I have been interested in the skilled trades since I was in my early teens. My dad was an electrician, and he also worked in the oil fields, so it was something that was always interesting to me. I liked that it was an interactive field that engaged my brain and body and was something that would keep me on my toes.
Advice and mentorship from leaders who recognize and celebrate one another as they help push the industry forward doesn’t hurt either.
Isabel Wormington, maintenance department manager, and Shanna Graham, HVAC apprentice from SSC Services for Education, share their experiences and insights for other women looking to enter, advance, and lead the facilities management industry.
Isabel Wormington is maintenance department manager for SSC Services for Education. She is based in College Station, Texas. Shanna Graham is in the third year of her four-year HVAC apprenticeship program with SSC Services for Education. She is based inCollege Station, Texas. Learn more about SSC or apply for a position by visiting sscserv.com.
As I entered the field and started to gain experience, I realized that what matters is – even if you’re scared or unsure – do it anyway. When you try something new, like entering the skilled trades as a woman who has no experience, you never know how you will be accepted or how people will react. You’re going to be scared when you try something new; it’s inherent to human nature. It’s a matter of never letting that fear stop you.
Isabel Wormington Shanna Graham
Jump Right In
Isabel: As someone who started at the bottom and worked my way up, I’ve learned that working in facilities management comes with unique challenges, especially as a woman. There is always a learning curve, especially when shifting to a new industry. If you approach your work with an open mind, the willingness to get your hands dirty – literally and figuratively – comes naturally. In facilities, there is a significant difference between knowing how processes, systems, and business operations work and seeing how they work firsthand. Being open to hands-on learning with building aspects like HVAC, plumbing, and construction means a greater understanding of the functionality, safety, and sustainability of facilities.
Shanna: Apprenticeships come with hands-on training and learning. When I started, I was more of a helper. I watched other technicians do the work, handed them tools, and listened to them explain why they were doing things, how they were doing things, and how they would troubleshoot to figure out what was wrong.
Build a Strong Team
Isabel: Working in facilities management takes teamwork – it’s impossible to manage a facility entirely on your own. Strong leaders build strong teams by being communicative and intentional as they delegate the workload and direct skilled laborers and other professionals on a daily and weekly basis. With many hands needed for successful facilities management, trusting in the team members tasked with each aspect is paramount.
Shanna: My apprenticeship program with SSC provides a lot of support. Everyone I work alongside has been very supportive, which is crucial in the industry. It’s important to have a team that will always be there to help. While I do jobs on my own now, I know that if I need help, I can ask anybody on my team in the HVAC shop.
Empower Others
After I watched for a while, the technicians training me started handing me tools and directing me on how to do it myself. Eventually, they were just there to answer questions, and I had the opportunity to practice and show what I had learned. Someone was always nearby as I was training. Getting this hands-on experience was the best way for me to learn.
Find a Mentor
Isabel: I have so many people who I look up to in my field. I have leaned on their expertise throughout my time working in maintenance. I now know that seeking out a mentor – and becoming one – is a critical piece of career development. Asking questions and sharing knowledge at all levels of a business, especially between mentors and mentees, fosters open communication that encourages a more functional and efficient working environment.
Isabel: It takes women working together across all facets of facilities management to better understand and reduce the challenges we experience both in and outside of our industry. Collective empowerment propels us to continue to learn, grow, and contribute to our organizations.
Shanna: I want to encourage more women to get into the trades. I would even encourage more men to get into the trades. The industry needs skilled workers of all genders.
Women working in trades can definitely face a stigma, but that stigma typically comes from an outside point of view. If women join the industry and put in the work, more likely than not, everyone will be supportive. I’ve never had anybody try to tell me that I can’t do it or that it will be too difficult because I am a girl.
The sharing of advice between women in facilities management inspires dedication and loyalty to our field, encourages us to constantly learn and improve, and teaches us that we can lead with conviction and empathy. Facilities large and small are managed effectively and efficiently every day for the benefit of our communities. I believe a part of that is a result of the recognition, celebration, and collective impact of an increasing number of female leaders in the industry.
Shanna: The majority of people I work with right now are mentors to me. I also have an assigned mentor who I connect with on a regular basis. This has been crucial in developing my skills in the field.
In this industry, it is important to listen and learn as much as possible. I’ve found that there are others in this field – both men and women – who are willing to help and offer advice. Don’t be afraid to take it. And asking for help isn’t a sign of weakness. It shows strength to acknowledge that you can learn so much from those around you.
We can lead with conviction and empathy.
By Paul Tisch
CREATING AN EFFECTIVE
Deferred Maintenance Program
Your buildings are your biggest assets; correctly protecting them ensures their functionality. When was the last time you assessed your buildings and equipment?
Proper building assessments can pinpoint areas of opportunity where a refresh or replacement of building systems and their components are needed. A customized strategy for deferred maintenance projects will create a lasting, impactful change that benefits the entire school community. Understanding the difference between deferred, preventive, and reactive maintenance is important. Preventive maintenance is working on an asset to maintain functionality before it encounters maintenance issues. Reactive maintenance is exactly how it sounds: working on an asset after it encounters maintenance issues to restore functionality. Deferred maintenance is preventive or reactive maintenance that is not completed when necessary.
Factors that Impact the Need for Deferred Maintenance
In both K-12 schools and on college campuses, our students are learning in buildings from one to over 100 years old. While some facilities are up to date and in great shape, others have many years of wear and tear impacting operations. Each facility assessed for deferred maintenance must be looked at through a unique lens, with decisions made once a full understanding of the condition and history of the building have been taken into consideration.
Each of these details impact how well and quickly a facility ages and the amount of maintenance and repair it will require over its life cycle.
Prior to creating a deferred maintenance plan, factors that must be considered include:
•Quality of the building’s design
•Durability of the construction materials and component systems
•Incorporated technology
•Location and climate
•Use and intensity of use
•Damage from error and acts of nature
•Infrastructure
•Utilities
Making a Plan
Using gathered data in our five-step plan and prioritizing higher-impact areas provide the groundwork to design and scope of the deferred maintenance plan. In turn, you can create an efficient budget and timeline and apply proper capital to produce projects that significantly improve the campus.
To begin creating an effective deferred maintenance plan, assessors conduct daily assessments of buildings across campus to determine a list of needs and provide a scored assessment. These assessments, paired with data from your computerized maintenance management system (CMMS), pinpoint areas that require deferred maintenance.
Five-Step Plan for Assessing History, Planning, and Prioritizing Work:
Secure funding for the deferred maintenance plan. 1 2 3 4 5
Gather historical data from maintenance records assessments, physical inventory, and anecdotal validation.
Assess building system and asset conditions and deficiencies.
Load assessment data into a deferred maintenance project list. Categorize it and prioritize it in line with your facility’s needs.
Sync data into a project database.
Paul Tisch is the maintenance regional director of operations for SSC at Texas A&M University and has 32 years of facilities maintenance experience.
SUPPORTING VETERANS IN THE WORK PLACE
Best Practices for Recruiting Veterans
You and your team have made the conscientious decision to hire more veterans into the workplace; what’s next?
To start, it’s helpful to understand the language and structure of the military. One of the most common struggles employers face is trying to translate relevant military experience to the skills of civilian jobs.
Begin your veteran recruiting efforts by educating yourself on the following:
• The military branches, statuses, and categories of rank
• Military Occupation Codes/Specialties (MCO/S)
But how do we provide meaningful work for veterans, and how do we relate their unique skill sets with those we look for in applicants? It starts with being proactive with your approach to recruiting and hiring veterans
With everything you have learned in mind, next, work on drafting veteran-friendly job descriptions that are competency-based. Ensure your description explains responsibilities in detail, uses relatable language, and lists out familiar skills that will allow the veteran to understand how their skills and experiences are applicable and transferable to the position.
Finally, prepare to interview potential candidates; learning how to hire veterans requires a thorough approach to interviewing.
Did you know the military discharges 270,000 service members annually, and 80% have no immediate career prospects? Veterans are equipped with exceptional skills obtained during their time in the military. When they complete their service, these skills make them valuable candidates in the civilian workforce.
When you begin to plan your approach to veteran recruitment and hiring, it’s important to start by digging into what’s important for these individuals. Knowing what they value in a career will help you develop a successful recruiting road map.
Once you understand the structure of the military, utilize the available crosswalk tools to help civilian organizations identify relevant military experience by matching civilian jobs to military careers that use similar skills. Crosswalk tools are incredibly helpful, especially if you do not have any veterans or active military personnel within your organization to advise you personally. Keep in mind, many of the most valuable professional skills like mentorship, problem-solving, a bias for action, or agility can translate across multiple MOC/S and a veteran’s profession in the military should not be the strongest weight when considering candidates.
Keep your questions relevant to military, civilian training, and experience. Explain the job and describe the role and responsibilities by defining expectations upfront. Avoid asking about the type of discharge they received or about specific deployments.
You are also selling the role to them, so proactively address what we have found to be common themes: work/life balance, being part of a team, and how they can rise to meet challenges. As with all hiring practices, ensure you are hiring the right candidate for the job, not just because they are veterans. Assess their technical and soft skills, cultural fit, and career goals.
Advice from a Veteran
AN INTERVIEW WITH
MICHAEL MADRAKE
Michael was deployed to the Middle East three times, each for about a year, between 2004 and 2009 as a reservist. He has held many jobs within the Navy, starting as a boiler tech. When Michael reenlisted in the Reserves, he worked on main engines and auxiliary equipment as an engineman. All his Reserve time has been in the small boat community.
Michael Madrake is a facilities director with SSC at Georgetown University. He is also a Navy reservist. When Michael first enlisted in the Navy, he was on active duty for two years and then left the Navy for two years following. He missed the teamwork, camaraderie, and being on the water, so he joined the Navy Reserves in 1996 and has been in the Reserves ever since.
Over the last 31 years, Michael has progressed in his military and civilian careers. He worked for the Frederick County Public Schools in Maryland for 25 years. When he started in the school district, he was a general mechanic, worked up to HVAC technician, and then supervisor. From there, he became a regional maintenance manager and then finished as a CMMS administrator before joining SSC Services for Education at Georgetown University. Michael has a lot of experience in leadership both in the Reserves as well as in his civilian career. According to him, “In the Reserves, you learn some things that are good skill sets in the Navy that also play into your civilian side and vice versa.”
Values
Many veterans will tell you their favorite part about serving was the teamwork and sense of amity and achieving a common goal. Being able to replicate that environment in their civilian careers is important. Creating a military resource group is a great way to provide access to fellow veterans and an intentional space to network with one another. Michael suggests that “bringing veterans together and asking them to solve a problem the organization faces provides them the opportunity to work together and accomplish a single goal.” In doing this, the group will generate a bond and camaraderie with one another.
When asked about leadership skills and how Michael transferred his work in the Navy into his current role at Georgetown University, he said, “Throughout your career progression within the military, you learn to be a subject matter expert, but you also learn to be a leader. Leadership is very incumbent; you must learn how to lead your team not only from technical expertise but from an administrative standpoint, too.”
“I think about that new sailor coming into the Navy; they are trying to come up to speed and learn all those different facets. It’s our job as leaders to make sure that they don’t get left behind because it can quickly put a bad taste in their mouth that maybe this isn’t for me because I’m not getting the support I need.” We can set veterans up for success by communicating clearly and ensuring we are specific about job roles and responsibilities.
Providing Opportunities to Learn and Develop
Having great communication skills is also important in the military; as you come up through the ranks, there is a clear delineation of your role and responsibilities, providing the structure that military veterans thrive on.
Coming from the military, veterans are accustomed to ongoing development. No matter what rank they held during their time serving, there was consistent coursework, certifications, and added responsibilities to help shape them as leaders – a structured career path. Providing veterans with multiple opportunities for professional growth and showing them available career advancements will make them feel right at home. Michael says that when he meets new sailors, or even new managers at Georgetown, he sits down and asks a series of questions to better understand them and their career aspirations. “That is very familiar for people who are in the military, asking questions like, ‘you’ve been here for a month now; what’s going well? What’s not going well? What do you see your career growth looking like?’” Having these conversations creates a familiar structure for a professional relationship and helps smooth the transition from military to civilian careers.
Mentoring
The military greatly emphasizes mentoring as part of the development of leaders. Having someone who has traveled a similar path can make all the difference when transitioning from a military to a civilian career. Each veteran, like any employee, comes with their own challenges. Understanding what those challenges are really helps as a manager. Michael says, “If I talk with somebody in the Army and I’m in the Navy, we have some common language, but we don’t all speak the same language. However, we understand what each has been through and know how to get where we need to be.” As you build your network of veteran employees, take advantage of the opportunity to create mentor/mentee relationships between veterans.
It’s important to understand that members of the military make countless sacrifices and gain many skills during their time in the service. Yet, many struggle to find meaningful work that matches their capabilities after they have transitioned out.
If you want to hire topperforming managers from the military community, you need to understand how to foster a workplace that is inclusive of their needs.
Starting up a new account can be intense. The hours of effort that go into an account before we ever clean our first classroom can overwhelm someone who is not familiar with the process. They can get so focused on the action they forget about the person behind itthemselves. We must develop healthy habits to take care of ourselves and each other. And these have to be intentional actions of awareness.
Mental health drives the positive attitudes that can buoy others on those overwhelming days. Our teams build each other up so we can support each other when we face challenges. I’ve worked with Derrick and Seth for over 25 years, and I am comfortable speaking for them when I say that we have stayed with SSC all of this time because of the people: those who build you up and those you smile remembering. We had people who made that impact for us, and we strive to intentionally set that example for others.
- John LaneSSC, VP of Facility Systems & Support
2023 SSC NAMED Top Workplace in Knoxville
“It is an honor for SSC to receive this award as a result of our employees, who work every day to create clean, safe, and customized learning environments so students have spaces they are proud of and want to use. We provide services across the U.S., but for 54 years, we have called Knoxville home. Receiving such positive feedback from our employees here is a testament to the values on which our company was founded: if you treat your clients right and you treat your people right, you will be doing right by your business.”
- Seth Ferriell, CEO of SSC Services for Education
We are excited to share that SSC Services for Education has been awarded a Top Workplaces 2023 honor by Knoxville Top Workplaces. The list is based solely on employee feedback gathered through a thirdparty survey administered by employee engagement technology partner, Energage. The confidential survey uniquely measures 15 culture drivers that are critical to the success of any organization: including alignment, execution, and connection, just to name a few. Our corporate office and distribution teams lead the way in supporting our accounts, managers and associates nationwide. Being recognized in the Knoxville community is significant – only 64 companies made the Top Workplaces 2023 list.
Congratulations to the Knoxville team on being recognized for this incredible accomplishment.
Transforming Educational Spaces with
LARGE-PRINT VINYL GRAPHICS
By Brooke Gongora
Did you know you can transform a space in your school with largeformat vinyl graphics? That’s where my team comes in; vinyl wall wraps can be applied to almost any surface, add visual interest, and hide imperfections. Vinyl is versatile and is an artful combination of creativity, technology, and durability.
Think about a location that is an eyesore or a space where you want to create a warm and welcoming environment. Consider what would make it more appealing for students, teachers, parents, and guests. Maybe it’s adding cutout letters and vinyl decals to show school pride or adding DI-NOC architectural finishes to cover cement walls, giving them a renewed look and feel.
Brooke Gongora is the SSC Graphics Shop brand consultant and has 20 years of experience in the field
The SSC Graphics Shop is your resource for talented graphic designers, installers, and production teams.
As the SSC Graphics Shop brand consultant, my team works with schools, colleges, and universities nationwide to refresh tired surfaces without removing and replacing walls, doors, or glass. My team and I can assist with design and provide ideas while saving you time, money and the havoc traditional refurbishment projects can cause.
Why use interior vinyl in a space?
First impressions matter, and vinyl signage offers a wide range of opportunities to create vibrant displays in the form of window graphics and outdoor banners to grab attention and showcase school spirit. Vehicle wraps and graphics allow you to create moving billboards and upkeep your brand identity wiht graphics that adhere smoothly and contour to any vehicle, making it look like a seamless paint job.
Vinyl wall graphics will take your interior decorating to the next level; from custom artwork and inspirational quotes to school branding, wall graphics are a great way to express creativity and enhance your space.
Vinyl murals are a great way to revolutionize how student artwork is displayed in public spaces; imagine transforming an entire wall with stunning visuals of students’ work that will leave a lasting impression.
THINK OUTSIDE THE BOX.
Vinyl can adhere to unconventional surfaces, from smooth, textured walls to uneven objects, and will maintain its integrity and appearance. There are several vinyl options on the market, but at SSC, we only use 3M-certified products, as their lifetime warranty guarantees that their product will be free from defects.
There are so many possibilities and various finishes and textures to enhance your spaces. Using vinyl and architectural finishes is a relatively quick and easy process that can be completed in a timely fashion while making a large impact.
Are you considering a project? My team and I are ready to help you make your vision a reality.
Our Capabilities
•Graphic design
•Large format printing
The Perks of Architectural Finishes
•Quick and easy way to make a big difference in the overall look of your space.
•Textured surface vinyl adds visual interest and can hide imperfections.
• DI-NOC finishes adhere to smooth, rough surfaces and can help solve various design challenges.
