Ops Talk Magazine Fall 2011

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Left to right: Peter Orjala, education director (SD#35 Langley); Bob Hardy, executive director; Tom Louie, vice president, (SD#34 Abbotsford); Bruce MacLean, past president (SD#8 Kootenay Lake); Doug Gorcak, assistant director of conference (SD#67 Okanagan Skaha); Ken Janzen, president (SD#44 North Vancouver); Harold Schock, conference director (SD#23 Central Okanagan); Steve Smoroden, secretary-treasurer (SD#37 Delta); Molly Shipowich, executive secretary; and Monroe Grobe, assistant education director (SD#79 Cowichan Valley).

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Ops Talk Covering all aspects of educational facilities and operations.

In this issue EFMA President’s Message – Ken Janzen, CEFOP .............................. 5 Building excellence: EFMA..................................................................... 6 One last project – Dan Horochuk to step down ................................ 10 Making the business case for energy retrofit projects ...................... 12 School districts lead the way, win industry award for fair and equitable practices ........................................................... 16 A message from the ASTSBC .............................................................. 18 Emergency preparedness: are we ready? .......................................... 22 The numbers are in; why are we saving so much? ............................ 24 New schools provide enhanced learning experiences for Okanagan students ........................................................................ 28

Published by: DEL Communications Inc. Suite 300, 6 Roslyn Road Winnipeg, Manitoba R3L 0G5 TF: 1.866.831.4744 TFF: 1.866.711.5282 President David Langstaff Publisher Jason Stefanik Managing Editor Katrina Senyk katrina@delcommunications.com Advertising Sales Gary Barrington Jennifer Hebert Ross James Dayna Oulion Production Services Provided by: S.G. Bennett Marketing Services www.sgbennett.com Art Director Kathy Cable

Thoughts on: memories ....................................................................... 31

Layout / Design Dana Jensen

Community centre minimizes energy consumption with Grundfos MAGNA and VFD ................................ 32

Advertising Art Julie Weaver

Facility management ............................................................................ 34 Roof maintenance 101 ......................................................................... 35 Shift change: WorkSafeBC research shows school custodians suffer high rate of MSIs ......................................... 36 What is energy management? ............................................................ 38 Interior Turf Equipment – supplying turf care to B.C. school districts since 1999 ...................... 40 The latest in air filtration for schools ................................................... 41 Index to advertisers .............................................................................. 42

© Copyright 2011. EFMA B.C. All rights reserved.

The contents of this publication may not be reproduced by any means, in whole or in part, without the prior written consent of the publisher.

While every effort has been made to ensure the accuracy of the information contained herein and the reliability of the source, the publisher in no way guarantees nor warrants the information and is not responsible for errors, omissions or statements made by advertisers. Opinions and recommendations made by contributors or advertisers are not necessarily those of the publisher, its directors, officers or employees.

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Ops Talk • Fall 2011

EFMA PRESIDENT’S MESSAGE

Ken Janzen, CEFOP Welcome back, everyone, to another exciting year for our association.

First of all, I would like to thank all of our members and associate members for the support you have shown this association and its executive. It is this support that has created the climate for advancement and change.

Two years ago, under the direction of president Steve Jackson, our executive started a process which led to the development of the framework of our Long-Range Plan. Last year, under the direction of president Bruce McLean, the strategic plan – which included eight strategic goals – was completed for presentation to the members at our 2011 Annual General Meeting. The eight strategic goals are to create: 1. An association that boasts great relationships and strong networking with its members and partner associations.

2. An association with financial stability.

3. An association with organizational sustainability.

4. An association known as a “valuable� organization.

5. An association that utilizes 21st century business strategies to enhance educational opportunities.

6. An association that continually provides a great conference for its members.

7. An association that is known by everyone as an association of facility professionals.

8. An association that is the preferred resource by the Ministry of Education with respect to educational facilities.

The membership overwhelmingly approved our Long-Range Plan, which

included our recent name change to “Educational Facility Managers Association of British Columbia.�

This year, your executive is planning to move forward with our Long-Range Planning committee to develop and implement strategies to move us closer to achieving our goals.

I want to thank the current executive for their support and their constant efforts to “Building Excellence� in our association.

Ken Janzen

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5

Building excellence: EFMA

By Jill Schettler

Irene Young, secretary-treasurer of North Vancouver School District No. 44, attended the SPOA/EFMA Conference in June 2011 for the first time and represented BCASBO (B.C. Association of School Business Officers) at the conference.

An essential ingredient in the recipe for success is communication. And for many organizations, an annual conference proves invaluable in this department.

This past June, the newly branded Educational Facility Managers Association (EFMA) hosted their annual conference in Penticton, B.C. It was a gathering of around 300 attendees, all with a common goal – a commitment to the future.

Facility professionals, building maintenance personnel, custodial service and grounds personnel, and energy managers, as well as suppliers, organizers and guests attended the summer conference at the Penticton Trade and Convention Centre. Attendees were privy to professional development,

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6

Ops Talk • Fall 2011

roundtables, presentations and a mix of social events like “disco nights,” a fan favourite.

For first-time attendee Irene Young, secretary-treasurer of North Vancouver School District No. 44, the conference proved to be of real value.

“An invitation was extended to our ASBO executive and I put my hand up first. ‘Pick me, pick me,’” says Young. “I knew it would be a good professional development experience for me, personally, in addition to being a great opportunity for strengthening the connections between our two associations.

We have 60 school districts; if we don’t have opportunities to talk to each other, then we are reinventing the wheel. We all grow from learning from each other.

It’s for the betterment of the school district, of all school districts.”

Young’s experience at the SPOA/ EFMA conference, as a representative of BCASBO (B.C. Association of School Business Officers) restored her sense of community, a concept that can sometimes take backseat in a busy schedule.

“My favourite part of conferences is the networking,” says Young. “I really enjoyed that because it gave me an opportunity to not only talk to others, but also talk to my own staff – it’s a real bonus because sometimes you get so busy. Maintenance is not a direct report to me, so in this case we actually had an opportunity to talk about work. It was interesting to know their perspectives on issues; I appreciated that.”

Over 120 exhibitors were there at the conference to address questions and concerns of each attendee, which delighted the secretary-treasurer, who was somewhat surprised by how encompassing the conference was.

Specifically, Young and her team were provided an opportunity to talk about

a potential new security system together with the staff and the supplier, and also had a chance to delve first-hand into the ecofriendly interests of District 44.

“My team and I went to one of the suppliers and asked to be shown the energy dashboards; how they work, what the benefits are. So it was really great to hear these presentations first-hand, together with my team.”

The June conference was the first for the newly branded association, EFMA, though the same SPOA ideology remains very much at the wheel. Young is a definite supporter of the association’s new updated name, which she insists better reflects the direction the association wishes to take into the future.

Young’s colleague, District 44 custodial manager and EFMA president Ken Janzen, agrees.

“We wanted to join the 21st century,” Janzen affirms. “The School Plant Officials Association is something we hold near and dear, but we found that a lot of people have no concept of what a ‘plant official’ is. We wanted a name that really encompassed what we do; that’s why we chose that name.”

For Young, the comradeship within the association was evident, and the secretary-treasurer is looking forward to attending in the future. Moreover, the BCAS-

Workshops.

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Ops Talk • Fall 2011

SPOA/EFMA Conference 2011 registration – June 2011.

President’s Reception.

Opening ceremonies.

Delegates, exhibitors and Partner’s Luncheon.

BO rep is sure to recommend the annual EFMA conference to other secretary treasurers. “It was a great conference, and I had a good time,� reflects Young. “We need to do more of this – getting secretary-treasurers to facilities conferences and getting facilities people to BCASBO conferences.

I just think that networking really helps.â€? íľş

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Educational Facility Managers Association of B.C.

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9

One last project Dan Horochuk to step down once construction of M.V. Beattie school is completed

By Jordan Thompson Capital projects manager for the North Okanagan-Shuswap School District (#83), Dan Horochuk comes from a construction background and is currently overseeing the construction of the new M.V. Beattie Elementary School. After serving over 25 years in the business, Horochuk has decided that he will step down from his position and leave the school district once construction of the school is complete. “I’ll be retiring from the school district, but will probably do some consul-

tation and general contracting work,�

Horochuk says. “And I might do some private work based around that, but I’ll definitely be scaling back and likely only working part-time.�

Before Horochuk became involved with the schooling industry, he spent 13 years working for a general contractor. After that, he began working as a ticketed carpenter for what was then the Armstrong School District and two years later, in 1986, Horochuk moved up into a management position within

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Ops Talk • Fall 2011

the school district. “I looked after the maintenance department, which included managing custodial staff, electricians, plumbers, carpenters and ground staff,� Horochuk says. “I was also taking on a lot of the capital work, which involved managing money for building upgrades and school additions, renovations and roof upgrades. My background in construction made me a good fit for that.�

In 1996, the Armstrong School District amalgamated with the Salmon Arm School District to become what is now known as the North Okanagan-Shuswap School District. Upon the merging of the two school districts, Horochuk moved into the position of the assistant director of operations, holding it for two years before becoming manager of operations in 1998. “I held that position until about a year ago,� Horochuk says. “Since we’re now building this new school, I had an opportunity to take this position and oversee the completion of construction, and once that’s complete I will retire.� “Being the capital projects manager makes me a representative for the school district. I work in direct consultation with the design team, architect, engineers and general contractor. I also manage the construction budget for the school district, as well as monitor the overall progress of the project.�

While M.V. Beattie Elementary School is currently operational, Horochuk explains that the old building has quite simply run its life expectancy and that is why a new school is being built, right

chuckles, saying it will be nice to have the time to do all of the things he never had time for before. “My wife and I love to travel,� he says. “We’re actually going to retire at the same time. I play hockey twice a week, and it will be nice to be able to play at 10 in the morning instead of 10 at night. We’ve also got a cabin on Mabel Lake; there will be a lot of things to fill our time.�

As Horochuk prepares to step down

Dan Horochuk.

on the same site. Construction began in May of 2010 and is scheduled to be completed by October of this year.

Once all of the hazardous material is removed from the old building, it will be demolished, and that site will be used to construct playgrounds, parking lots, and bus lanes, among other things. “The current plan is to move the kids into the new building around November 11,� Horochuk says. “They might end up missing a day or two of school, but we would likely try to plan to do it over a long week in order to avoid that.

We may also just decide to leave it for now and move them over their winter break.�

Bob Hardy, executive director of the Educational Facility Managers Association of British Columbia (formerly the School Plant Officials Association), has known Horochuk for over 20 years and says his contributions to the industry are many and won’t soon be forgotten. “Dan’s made quite a large contribution to the association throughout his years in the business,� Hardy says. “Anytime Dan was called upon to assist, he answered. And for somebody who has been with the association for so long, he deserves to be recognized for all that he’s contributed before he leaves.�

As Horochuk describes what he imagines his retirement will be like, he

from his position and the association, he reflects on his time spent working at what he loves. “The construction industry has been very rewarding for me because you actually have something tangible that you can see when you finish a project,�

Horochuk says. “It’s great to be able to take something from the planning stages right through to completion, and at the end of such a long project you actually have something to show for it.â€? íľş

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Making the business case for energy retrofit projects

By Steve Woods, M.Eng., MBA, P.Eng.

Like most public-sector organizations, school districts are continually faced with budgetary pressures and the consequences of infrastructure “rust out.”

Within this operating environment of competing priorities, those overseeing infrastructure maintenance and management must provide compelling business cases for projects intended to reduce energy consumption.

School district strategic plans often articulate organizational support for energy retrofits as part of an environmental policy. In the context of addressing climate change, organizations benefit by “doing the right thing” through reductions energy consumption and

greenhouse emissions. Educators and parents value innovative, imaginative and environmentally sustainable school designs. Energy conservation projects support educational programs by providing real-life examples of classroom concepts. As a large public-sector organization, community stakeholders expect school districts to take a leadership role by demonstrating environmental responsibility.

Voluntary standards or regulatory changes provide roadmaps for sustainable design. In effect, these serve as catalysts for energy retrofits because adoption usually requires metrics to determine compliance. A significant dis-

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Ops Talk • Fall 2011

tinction between voluntary standards and regulatory change is the planning horizon. Unless self-directed, an organization may choose to adopt a voluntary standard over many years (with inherent implementation advantages and disadvantages). For example, purchasing guidelines may require new appliances meet Energy Star criteria but will not necessarily provide a deadline to replace the existing inventory. Conversely, regulatory changes have established target dates with relatively short planning horizons. British Columbia’s Greenhouse Gas Reduction Targets Act (2007) and federal legislation to phase out T-12 light fixtures (Natural Resources

Canada, 2010) are forcing many school districts to re-evaluate the importance given to energy conservation because of cost implications.

Cost avoidance is a critical motivation for energy retrofit projects. Direct cost savings are evident through reduced utility expenses and lower costs to purchase greenhouse gas offsets. Indirect savings are harder to measure but equally (if not more) important. Maintenance savings arise through adoption of new technologies that enable equipment to operate more efficiently and effectively. In turn, these benefits can extend the equipment life cycles and reduce ongoing maintenance effort. A well-designed energy retrofit can also enhance learning and work environments, resulting in higher productivity and reduced absenteeism. For example, a lighting retrofit is an opportunity to address health and safety issues attributed to inappropriate illumination.

“Selling” the merits of an energy retrofit project entails some knowledge of financial management and insight into the level of rigour used by decisionmakers. Energy champions may need to address questions about net present value, the cost-benefit ratio, or even perform sensitivity analysis of key variables and assumptions. “Energy Budget at Risk” (a form of the “Value at Risk” tool used by investment portfolio managers) may be required to address future uncertainties of weather, energy prices, operating conditions and other factors (Jackson, 2008).

In the dynamic environment of school districts, the relative ease of payback analysis is very compelling. Defined as “investment cost divided by annual savings” (Jackson, 2008, p. 32), payback results are usually used to present the break-even case. The break-even case, or payback period, is then compared with other projects competing for funding. Therefore, proponents of energy retrofit projects should supplement a payback analysis by identifying other, less-tangible project benefits. Savings

beyond the payback period are not

provide “lessons learned” without risk

usually considered in payback analy-

of a large financial commitment. Multi-

sis (Jackson, 2008). Therefore, project

phased projects provide more financial

proponents are well advised to address

flexibility by “breaking” the project into

this weakness of payback analysis when

smaller, relatively independent, compo-

competing for scarce funding dollars.

nents. As an alternative to completing a

Financial risk management is an in-

detailed financial analysis of the overall

tegral component of business case

project, a cost-benefit analysis of one or

development. Several implementation

more of the smaller components may

strategies are available to mitigate the

provide more financial certainty.

inherent risks of energy retrofit projects.

Cost avoidance through reuse of

Pilot projects demonstrate benefits and

materials is another financial benefit of

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multi-phased projects. For example, purchasing replacement T-12 lights is avoided by salvaging T-12 lights from an early project phase and reusing them, on an interim basis, in areas scheduled for upgrading in a later phase.

A third implementation strategy is the use of “shelf” or “shovel-ready” projects to take advantage of emergent funding opportunities. Organizations typically value balanced budgets and often will fund additional projects to offset financial “slippage” of planned expenditures. Similarly, organizations take advantage of emergent one-time grant opportunities because project payback periods are reduced, making projects more financially attractive.

Energy modeling predicts building performance relative to historical trends or energy-efficiency standards. Government agencies, such as Natural Resources Canada or the British Columbia Ministry of Environment, often require some form of energy modeling as part of a grant application process.

This analysis facilitates comparison of projects competing for grants and enables evaluation of design alternatives. In the case of a multi-phased project, energy modeling may lead to scheduling decisions. For example, early implementation of those project phases achieving the highest energy reduction results in greater utility cost savings.

Grant conditions typically require documentation of the “as-built” energy saving measures or measure energy savings at the end of specified period following construction. Therefore, measuring success requires knowledge of the project’s key performance indicators. Changes in utility use, utility costs and maintenance costs are common, direct measures relatively easy to benchmark against the facility’s historical performance or comparable facilities having similar occupancies.

Satisfaction surveys are another direct measure, particularly where energy retrofits are being leveraged to improve classroom environments or address health and safety concerns.

Indirect measures include tracking of expenses related to energy performance. For example, the number of table lamps or unit heaters in a building affects energy consumption and provides a visual indicator of occupant satisfaction. Absenteeism rates, staff turnover, changes in student achievement, and frequency of health and safety complaints are other indirect

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Ops Talk • Fall 2011

measures of occupant satisfaction (Bilec, Geary, Ries, Needy & Cashion, 2010).

A significant challenge when measuring success is eliminating “background noise.” Renovation projects delivered to specification may not deliver anticipated energy savings as a result of changing conditions (e.g., weather, operating hours, activity level changes). Normalizing data to account for significant external factors is a common technique to account for changing conditions. Utility management software often uses linear regression modules to normalize data for weather and student population. Given the variability of billing periods, utility management software also normalizes data to facilitate comparisons with benchmarks.

Changing occupant behaviours are an important source of “background noise.” For example, greater attention to turning off light switches will contribute to energy savings without any infrastructure investment. Occasionally, energy retrofit grants include a requirement for awareness campaigns to promote behaviour changes.

Three approaches to measuring changing occupant behaviours are real-time metering, occupants’ self-reporting using log books, and using linear regression. Real-time metering has the advantages of the technology “wow factor” and providing instant feedback through the use of displays. Self-reporting requires occupant willingness and ability to collect accurate data. Linear regression predicts energy consumption based on known factors (e.g., weather, student/staff population, square footage in use), and (somewhat arbitrarily) attributes the difference between actual and predicted consumption to behavioural change. Although linear regression is the least expensive of these approaches to measuring occupant behaviours, a significant disadvantage is the difficulty of providing timely feedback to occupants. Without this timely feedback, occupants tend to lose focus on the importance of energy conservation.

Significant barriers to energy conservation exist regardless of organizational willingness to adopt environmentally sustainable practices. Although advances in building technology and maintenance practices have enabled higher levels of sustainability, a common misconception is energy use as a “cost of doing business” rather than a cost-avoidance opportunity.

Kennedy (2007) reports a “green” premium of two per cent when constructing sustainable buildings in the United States.

Seckel and Grouten (2009, p. 50) cite American studies showing “a sustainable school facility costs only an average of 1.7 per cent more in upfront costs, with a life-cycle payback of 10 to 20 times the additional initial cost.”

After payroll, utility budgets are often one of the largest expense categories for school districts. American research indicates “facilities built around sustainable criteria utilize 30 per cent less energy, use 30 per cent to 50 per cent less water, and produce 40 per cent less CO2” (Seckel & Grouten, 2009,

p. 50). Given the availability of research into potential energy

References

savings, decision makers often look at the “track record� of

Bilec, M., Geary, M., Ries, R., Needy, K., & Cashion, I. (2010). A

similar projects before lending support to a new energy retrofit

Method for Quantifying the Benefits of Greening a Health-

proposal. Cost avoidance analysis should use an appropriate baseline and planning horizon. Identifying the contribution of specific energy retrofit projects completed within the analysis

care Facility. Engineering Management Journal, 22(3), 3-11.

EnergyCAP Enterprise. (2011). Cost Avoidance Fundamentals.

timeframe strengthens the project proponent’s “track record�

Retrieved April 12, 2011, from http://help.energycap.com/

of achieving energy savings. Organizations can complement

cost-avoidance-in-energycap/cost-avoidance-fundamen-

this information by identifying cost avoidance achieved since

tals.

introduction of a formal energy management program.

Jackson, J. (2008). Making the Financial Case for Sustainable

Recognizing organizational culture, the barriers to

Design. Journal of Architectural Engineering, 14(2), 32-35.

energy conservation and the possible motivations for environ-

doi:10.1061/(ASCE)1076-0431(2008)14:2(32).

mental sustainability are start points for development of compelling business cases for energy retrofits. Risk management,

Kennedy, M. (2007). Aiming for the Green. American School & University, 79(6), 18.

particularly financial risk management, is addressed through implementation strategies and identifying key performance

Markham, D. (2010). A Holistic Approach to ‘Green’. Metal

indicators. By measuring success, or gaining lessons learned, a demonstrable “track record� is established to support fu-

Center News, 50(4), 30-33.

Natural Resources Canada. (2010). General Service Fluores-

ture proposals and make the business case for energy effi-

cent Lamps Bulletin on Developing Standards - May 2010.

ciency projects.

Retrieved April 14, 2011, from http://oee.nrcan.gc.ca/regulations/bulletin/gsfl-may-2010.cfm?attr=0.

About the Author: Steve Woods is the manager of

Seckel, J. & Grouten Jr., W. (2009). A New Haven For Sustain-

operations/district energy manager for School District 72

able Schools. Engineered Systems, 26(3), 50-54. íľş

(Campbell River).

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Educational Facility Managers Association of B.C.

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15

School districts lead the way Win industry award for fair and equitable practices

By Melanie Franner

Three school districts within the province of British Columbia have distinguished themselves this year by winning a prestigious award for their fair and transparent, equitable tender practices. This is the seventh year that the Southern Inte-

rior Construction Association (SICA) has given out the Owner/Consultant Award, and the first time in its history that a school district has won it.

“This is not only the first time we gave the award to a school district, it’s also

Left to right: Terry Brown, chairman of the SICA Board (2009-2011); Dan Horochuk, capital projects coordinator for School District 83; and Steve Jackson, director of operations for School District 6.

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16

Ops Talk • Fall 2011

the first time we ever gave the award to three recipients,” explains Debbie Hicks, president, SICA. “And all three of the recipients are very deserving.”

The awards were handed out during the SICA General Annual Meeting, held on September 16th 2011. SICA developed the award as a way to recognize “fairness and equity in the construction industry”.

School districts, on average, can have a $1-million+ in their annual upgrades and renovations budgets – not including the potential of extra projects that can warrant extra millions of dollars.

Ending on a High Note Dan Horochuk, capital projects coordinator for School District 83, is one of this year’s award recipients. He is set to officially retire in April of 2012.

“The award caught me by surprise,” he explains. “I feel pretty privileged to have won it. It tells me that we must be doing something right.”

Horochuk has tried to be fair and equitable in his business practices throughout his life. His previous experience within the construction industry (prior to the 26 years he has spent with the school district) has provided him with the awareness of how important this is.

“The more you get involved in a project, the more you understand how it all works,” he says. “I understand that everyone needs to make a profit. We just want to make sure that we’re getting fair value for the money.”

Carrying on a Tradition The second recipient of this year’s SICA award is John Hickling, director

of maintenance for School District 67.

Unfortunately, Hickling retired just prior to the SICA announcement. His replacement, Doug Gorcak, director of facilities, speaks of trying to follow in Hickling’s footsteps. “The award speaks very highly of the school district’s reputation within the construction industry, of being open and transparent in everything we do,� he explains. “I think we have an opportunity to continue to lead the way and to show by example. We now have to continue to live up to the reputation that’s been set.�

Moving Forward Steve Jackson, director of operations, School District 6, was the official recipient of the third SICA Owner/Consultant award this year. He, too, comes from a background that includes work within the private sector. Before joining the school district, he worked for 10 years with his family in a mechanical-contracting business. “It’s certainly a big honour for us to win something like this,� he states. “I think it is a very significant award in that it reminds us all that we need to be conducting our business in an open and transparent way.�

Jackson feels that the government has long recognized the need for proper bidding and tendering processes. “From a public owner’s perspective, I think we’re doing a fairly good job across the board,� he says. “Looking into the future, there are a lot of people with proper business practices who are about to retire. The question that comes to mind is how we can maintain and enhance our commitment to fair and equitable practices during this transition.�

According to Jackson, the answer lies in a couple different directions. “I think we can achieve this through maintaining relationships with industry associations, like SICA, and through government itself, like implementing specific policies that support fair and transparent tendering practices.�

The SICA Owner/Consultant Award is determined by the following criteria: • Participation at SICA events, meetings, PCC and/or Education Courses/Workshops. • Use of SICA for dissemination of project information. • Placement of plans in SICA planrooms. • Willingness to consider and adopt industry policy. • Use of industry standard documents. • Willingness to consult/discuss with contractor and industry when problems arise. • Commitment to quality of tender documents. • Willingness and speed in providing the Low Bidder/Awarded contractor information. • Owner/consultants fairness in dealing with contractors. • Commitment to Gold Seal – Condition of Contractt Policy and Owner Project Manager designation. • Commitment to use of Bid Depository. • Membership in SICA. Of course, associations like SICA are doing their part to help raise awareness of the need for fair and equitable practices within the Canadian construction industry. “When you recognize people who are doing the right thing, you hope

that it instills other people to follow suit,â€? concludes SICA’s Hicks. “To be recognized by industry for their leadership in this area is a real ‘feather in the cap’ for the school districts and the industry as a whole.â€? íľş

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TRANSPORTATION SECTION

The Association of School Transportation Services of British Columbia

“Your Child’s Safety Is Our Business”

A Message from the ASTSBC Established in the mid-’60s, the Association of School Transportation Services of B.C. (ASTSBC) has represented school bus operators from every corner of this great province. The last few years have been very exciting and I really appreciate the opportunity to share some of our successes.

In 2008, we partnered with Natural Resources Canada to put on a number of SmartDriver “Train the Trainer” courses throughout the province. After receiving this training, these men and women returned home and introduced the SmartDriver program to their workplace. The program proved to be very successful wherever it was established, and resulted in the reduction of fuel consumption and emissions across the fleets.

Also in 2008 we hosted the very successful 5th Annual Canadian Pupil Transportation Conference. Delegates from across Canada, the United States and as far away as Australia came to Victoria for this national conference. (Actually, this was the second time that we invited the country to British Columbia; in 2002, we hosted the 2nd Annual Canadian Pupil Transportation Conference in Penticton, B.C.) Since 2009, our association has been the only representative from British Columbia to attend the CSA D250 Committee. The CSA (Canadian Standards Association) is a not-forprofit membership-based association serving business, industry, government and consumers in Canada and the global marketplace. This committee develops the specifications for school buses across Canada and was responsible for the addition of the D270 standards. Buses built under D270 standards provide everybody with an alternative to transporting students in 15 passenger vans.

Let me share a couple of highlights from 2009: we teamed up with Motor Coach Canada and produced a joint conference in Penticton, B.C. The conference included the school bus industry as well as the motor coach industry from throughout western Canada. Also in 2009 we established a very significant award: “Driver of the Year” followed in 2010 with the “Special Needs Driver of the Year” awards. These awards are presented to drivers who excel in both student management 18

Ops Talk • Fall 2011

skills and driving either regular students or special-needs students. Guidelines created by the ASTSBC provide a very high standard for drivers to achieve to be eligible for either of these awards.

In the past number of years we noticed a real need for a venue to provide training to vehicle maintenance technicians around the province. In 2010, we changed the date of our annual conference to July specifically to enable technicians to attend. We continued with that format through 2011 and plan to carry on for 2012. Technicians from around the province came to Surrey for the training.

In 2011, the Province of B.C. has partnered with us under a steering committee to oversee new school bus procurement for the province. Together the steering committee has been tasked with creating the specifications, process and tendering of close to 100 school buses for school districts. Private contractors and independent schools are also welcome to participate in the program. The steering committee made up of British Columbia Association of School Business Officials (BCASBO), government and ASTSBC reps are currently working toward completing the process, and hope to have the first tender out by December.

Now for 2011-12: the 7th Annual Canadian Pupil Transportation Conference, to be held April 18th to 21st, 2012 at Chateau Lake Louise Alberta (http://www.cptc2012.ca).

The agenda for the conference includes: • Inspired Workplace – Michael Kerr.

• D250 Standards – Ian Brodie.

• World-Class Leaders (Part 1 and 2) • Bullying – Dr. Allan Beane.

• Jacob’s Story (www.jacobsstory.ca) • Professional Relationships with Staff, Students and Parents – Peter Lawrence.

• Arm Yourself for Life – Dausen Kluin.

• Transporting Students with Disabilities – Linda Bluth.

• Inspirational – Michel Chikwanine).

• Threat Assessment – Kevin Cameron.

TRANSPORTATION SECTION

• • • •

Driver Distraction and Attitudes – Peter Lawrence.

Mentoring Drivers – Ron Wilson.

Driver and Staff Attitudes – Peter Lawrence.

Bridging the Gap at Work – Kristen Cummins.

As you can see from the lineup of sessions/keynote speakers, the conference is going to be a great place to learn and network with people from across North America regarding school busing. On Thursday, April 19th, the largest trade show for the school bus industry will be held.

The 46th Annual ASTSBC Convention and Trade Show will be held in Surrey, B.C. on July 8th to 11th and again a complete track for vehicle maintenance technicians will be offered. All three bus manufacturers will be offering training over the days of the conference.

A lot of things have been going on within the school bus industry over the past few years. But, in all that is happening – both in the facilities and transportation areas – what we must never forget is the children. They are the ones who benefit from all of your hard work.

Have a great year.

Dennis V. Powell President, ASTSBC íľş

Unit 200-19358 96th Avenue Surrey, British Columbia V4N 4C1 P. 604-882-8711 | F. 604-882-8552

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Ops Talk • Fall 2011

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Emergency preparedness

Are we ready?

By Robert Lawrence, CEFOP Emergency evacuation of a school: we plan for it, we practice it at least six times per year; and yet with all our planning and practice, we hope that an actual emergency evacuation will never actually occur.

For the most part, our drills and practice evacuations take place under very controlled circumstances, classes are in session and the weather outside is favourable. But unlike our practice drills, real emergencies occur at the least opportune times – perhaps at noon or recess when the school may have limited staff on site, or the weather conditions may pose an even greater threat than the emergency situation that exists within the building. For example, in the many parts of the province temperatures can drop to minus twenty degrees centigrade or lower during the school day; placing elementary students outside, without adequate clothing in these temperatures, can create immediate and severe safety concerns.

Moving students and staff to a secure site perhaps only six or seven blocks away at these temperatures can also pose a real danger of frostbite.

Do these situation occur? Unfortunately, yes! In our northern school district we have experienced a noon-hour gas-plant fire and explosion that required the evacuation of not only the elementary school, but also the entire village. A recent evacuation of an elementary school, in minus twenty degree temperatures (which again occurred at noon hour), has motivated us to reassess our emergency plans at a district level, asking many of the following questions.

Are there alternative methods of dealing with these situations? A close re-examination of our emergency plans revealed the need to revise them. You may want to ask yourself some of the same questions we posed to ourselves: • How far away is your emergency shelter located, and how long will it take to reach that location on foot? (If the building is locked, are keys available – you might consider asking for permission to install a lock box containing an entry key, with the lock box keyed to the school key.)

• School buildings are built to very stringent building codes to help prevent the spread of fire. If the students’ coats and boots are located in the classroom, is it possible to take an extra minute or two to collect these items before leaving the classroom? This may well be worth the effort in preserving life once outside the school. (Have the students practiced this routine? Time how long it takes.)

22

Ops Talk • Fall 2011

• Can you secure an agreement with your municipal transit system to supply transit buses to your location in the event of an emergency situation? We found that our municipality was very willing to assist in this way.

• How long will it take for school district buses to arrive at your location in cold-weather conditions? (Remember, it takes time to warm up a unit in below zero temperature weather.)

• Discuss the possibility of securing a supply of blankets from your municipal emergency response coordinator, and locate them in a cupboard by the entrances of your school.

• Arrange to have a practice emergency evacuation drill where the students line up by the exit door, and have your staff check the students for adequate footwear and clothing to meet the weather conditions outside. (Insist that all students wear footwear at all times while in the building.)

• If the emergency occurs outside of normal classroom times, do all of your students know what to do and where to meet as a class? Are student registers available to check attendance? (Have you done a practice drill outside of regular classroom times; for example, at noon-hour or recess?)

• Have fire wardens been assigned to check the building, covering the entire school day?

• Have administrative officers and their respective designates been familiarized with how to read the fire alarm enunciator panels?

• If the emergency occurs at noon-hour, do you know what percentage of your staff will be available? How many normally leave the school at this time period?

• In case of gas leak, has a secondary outside staging area been arranged to provide opportunity to remain up-wind of the gas leak?

• How will students be released to their parents and guardians in a controlled manner?

• Do you have a means of communication, and do all parties – including district staff – know their responsibilities in the event of an emergency? Have specific individuals been assigned to communicate with the media, and do they know what information to release?

• As a last alternative, have additions been added to your school building? There is most often a two-hour fire-rated wall between these additions. You may wish to consult with your local fire department and district maintenance supervisor regarding using one of these areas in your building as a temporary safe zone until emergency transportation can be arranged to move to a different location. Before considering this alternative you would need to ensure that: • There is an understanding that all students and staff will evacuate the entire building immediately; • There is full fire separation between the building areas; • That the ventilation system will shut down to prevent the spread of toxic smoke or fumes; • A qualified person is available in the school to determine the nature of the emergency and extent of danger; • Staff and students will only re-enter the “safe zoneâ€? in the building after it has been determined that it is safe to do so; • The plan is acceptable the local fire department; • A means of outside communication is available in that area (i.e., cellular phone); • Weather conditions are severe, and that remaining outside would result is serious heath and safety problems; • All staff members are familiar with this second plan and how to implement it;

• That it is only a temporary arrangement until suitable transport is available to move the students and staff to a safe location.

There are certainly many other questions that can be raised, but the important thing is to take the time to plan now: in the event of a real emergency, it will pay off in the preservation of life and safety of students and staff, as well as in the positive atmosphere it creates with the public in general when they are assured we are taking the best possible care or our most precious asset – our students.

About the Author: Robert Lawrence, CEFOP, has been employed

by School District 60 (Peace River North) for 36 years and is proud to be a long-standing member of SPOA (now the EFMA) since 1986; he was Zone Rep for Zone 6 for a number of years. A locksmith by trade, Lawrence was custodial supervisor for ten years before becoming supervisor of safety services in 1996 until present. Lawrence is a member of the B.C. School Safety Association and served two terms as president of the BCSSA; he currently serves as BCSSA past president. íľş

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Educational Facility Managers Association of B.C.

www.efmabc.com

23

The numbers are coming in Why are we saving so much?

By Roy Collver

Over the last decade, a number of school facilities have upgraded to modulating/condensing boilers when their buildings have come due for boiler retrofit. The universal question asked when facilities managers are contemplating such upgrades is, How much are we going to save?

This is always a loaded question.

Most of us in the industry have been reluctant to just to toss off a simple answer – it is an extremely complex matter to try and estimate potential savings; and the smart estimates tend to be very conservative.

On a new construction project you have to determine what the standard equipment will cost to run, and then estimate the operating costs with more efficient equipment. When doing a comparison, the rating for the competing boilers should be established under the same standard. Currently, these standard testing protocols are AFUE, or BTS 2000, or CSA 4.9. If we try an example of two boilers rated to the same standard – one conventional atmospheric burner/draft, versus the same-sized condensing power-vented boiler, the comparison might look as follows: For a natural gas (conventional atmospheric burner/draft) versus natural gas (same-sized condensing power-vented boiler) comparison: • Conventional boiler: 82 per cent AFUE. • Mod-Con boiler: 95 per cent AFUE. • Difference in rated efficiency: 13 per cent.

• Estimated gas bill: $10,000.00 per year.

24

Ops Talk • Fall 2011

• Savings should be: $1,300.00 per year.

Simple, right? Not so fast! The numbers coming in are showing average savings more than double; on multiple mod-con retrofit commercial installations, it is common to see 30 per cent to 50 per cent reduction in metred gas consumption adjusted for degree day differences. How can this be?

There are many complicating factors.

I have been tweaking these numbers for over thirty years now, and I think I have developed some reasonable assumptions to explain the unexpected bonus we see in actual savings reported. I would like this investigation to go much further than this article, so feel free to disagree with any of these assumptions – and by all means, “stick your own oar in the water” and con-

On a new construction project you have to determine what the standard equipment will cost to run, and then estimate the operating costs with more efficient equipment. tribute your own wisdom and experience. Much research needs to be done to prove or disprove my musings here, but with enough industry feedback we can build a business case for funding this research. Given the dire predictions from the climate change experts, we had better get off our duffs and take this stuff seriously. In the overall scheme

(1) Net Efficiency Gain New System

Old System

% Savings

Subtract output from input

Subtract output from input

5% to 25%

= new boiler efficiency

= old boiler efficiency, then: Subtract old from new rating

It’s simple math to come up with the difference between the old and new appliance efficiency ratings; don’t believe the old rating plate, however – it’s best to do an actual combustion test.

(2) Venting Efficiency Gain New System

Old System

% Savings

Premix Burner Power Venting

- Atmospheric Venting (draft hood)

3% to 8%

(no dilution air)

- Forced Draft (barometric)

1% to 3%

Big, tall chimney = more energy loss.

of greenhouse gas reduction strategy,

(3) Outdoor Reset Efficiency Gain New System

Old System

% Savings

Full outdoor reset from the boiler

- No outdoor reset (setpoint only)

6% to 10%

- Partial outdoor reset (boiler)

3% to 6%

- Full outdoor reset (mixing)

1% to 3%

The more you can lower boiler water temperatures, the more you can save.

IBC Technologies Inc. 1445 Charles Street, Vancouver, BC, Canada V5L 2S7 Ph: 604 877 0277 Fax: 604 877 0295 Web: www.ibcboiler.com

Estimating savings is not an exact science, and caution is in order here.

(4) “Right-Sizing” Efficiency Gain (for maximum output requirement ) New System

Old System

% Savings

Correct size for design conditions or

- Correct size

0%

modulation to match design load

- Oversized by 20%

2% to 3%

- Oversized by 40%

3% to 5%

- Oversized by 60%

5% to 8%

- Oversized by 80%

8% to 10%

Over-sizing is bad and causes short-cycling. If you can throttle your boiler down to meet the load, you can over-size with a clear conscience.

(5) Modulation Efficiency Gain (right-sizing for partial load conditions) New System

Old System

% Savings

No Modulation

- No Modulation

0%

2:1 Modulation range

- No Modulation

2% to 5%

4:1 Modulation range

- No Modulation

5% to 8%

5:1 Modulation range

- No Modulation

8% to 10%

More than 5:1 Modulation range

- No Modulation

10% to 14%

If your boiler can reach all the way down to satisfy the minimum load without shutting off, you can avoid short-cycling most of the heating season. In most cases, you can stage multiple condensing boilers together to further enhance energy savings by providing a truly outstanding turn-down ratio (2 x 5:1 boilers = 10:1 turn-down, 4 x 5:1 boilers = 20:1, etc.).

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Ops Talk • Fall 2011

reducing fuel burn in buildings is really low-hanging fruit.

A few years ago, I produced a fullday presentation on condensing boiler technology. This presentation covers much of these topics in great detail (too much detail for many), and helps to justify some of my assumptions. For those interested, I will jump at the opportunity to share this presentation in order to further the cause of saving fuel and reducing greenhouse gas emissions.

This is a complex subject, so I can only going to summarize the main points here; see what you think. It is too much to expect exact answers when calculating potential savings, which is why every factor listed here has a low to high expected range.

Estimating savings is not an exact science, and caution is in order here.

Although results may not be as consistently accurate as we would like, careful consideration of the old heating system, combined with a full understanding

Experience is the most valuable instrument one can bring to bear on these calculations, and the more you perform them – reviewing the results for accuracy – the better you will become.

(6) Efficiency Gain from Boiler Supply Temp. Reduction @ Design New System

Old System

% Savings

180ÂĄF design supply temperature

180ÂĄF design supply temperature

0%

170ÂĄF design supply temperature

180ÂĄF design supply temperature

1% to 2%

160ÂĄF design supply temperature

180ÂĄF design supply temperature

2% to 4%

150ÂĄF design supply temperature

180ÂĄF design supply temperature

4% to 6%

140ÂĄF design supply temperature

180ÂĄF design supply temperature

6% to 8%

A cooler boiler means less energy loss through the boiler jacket, stack, open windows and system piping. On a retrofit, if you enhance building envelope quality (more insulation, better windows, etc.), as well as change the boilers, you can lower the water temperature to save even more energy.

(7) Efficiency Gain from Increased Boiler ÆT New System

Old System

% Savings

20ÂĄF design supply temperature

20ÂĄF design supply temperature

0%

30ÂĄF design supply temperature

20ÂĄF design supply temperature

1% to 2%

40ÂĄF design supply temperature

20ÂĄF design supply temperature

2% to 3%

Lower return water temperature = energy savings. Tricky stuff; work with an qualified engineer who understands this concept.

(8) Efficiency Gain from Converting Auxiliary Loads to Boiler New System

Old System

% Savings

Indirect DHW Tank

Direct Fired DHW tank

15% to 30%

Pool/Spa Heat Exchanger

Gas Fired Pool Heater

5% to 20%

Make-up air heater

Gas Fired Make-up Air Heater

10% to 30%

Air Handler Fan Coil

Gas Fired Forced-air furnace

2% to 30%

The bonus round – achieve extra savings by replacing lower-efficiency appliances and using the new high-efficiency boiler. This bonus can be huge, but is seldom an option in most retrofit jobs. Work with a competent engineering firm to see if you can benefit from savings in this category. Remember that saving 15 per cent of your domestic hot-water load doesn’t relate to 15 per cnet off of the whole gas bill.

Function

Range

Estimate (example)

(1) Net Efficiency Gain

5% to 25%

13%

(2) Venting Gain

1% to 8%

4%

(3) Outdoor Reset Gain

1% to 10%

6%

(4) Right Sizing Gain

0% to 10%

3%

(5) Modulation Gain

0% to 14%

5%

(6) Supply Temp. Reduction

0% to 8%

2%

(7) Boiler ÆT Increase

0% to 3%

1%

Total

7% to 78%

34%

(8) Aux. Load Conversion

2% to 30%

of the capabilities of the replacement boiler(s) and controls, will result in more reliable savings estimates. Experience is the most valuable instrument one can bring to bear on these calculations, and the more you perform them – reviewing the results for accuracy – the better you will become.

It is obviously best to be conservative: under-promise and over-deliver. The ranges shown here, based on worstcase/best-case scenarios, require an accurate and careful assessment of the old system before you can even start to compare to a proposed new system.

Those familiar with the old system can provide valuable information to help to more accurately weigh these factors. If the building has always seemed too hot during milder weather, for instance, it is reasonable to assume that the percentage of savings from adding full outdoor reset, and lowering the system water temperature, will be toward the higher end of the range. íľş

Build your own work-sheet like the one above and crunch some numbers yourself. Keep the information on file and check year by year to see how accurate your estimates were. If enough of us do this, we can confirm the accuracy of this approach fairly quickly.

Educational Facility Managers Association of B.C.

www.efmabc.com

27

New schools provide an enhanced learning experiences for Okanagan students Previously published in the 2011-12 SICA Construction Review, official annual publication of the Southern Interior Construction Association, as published by DEL Communications Inc. Reprinted with permission.

Students at three new schools can look forward to state-of-the-art facilities that promote cultural heritage, innovative learning opportunities, and energy conservation. M.V. Beattie in Enderby and Vernon Secondary School are each in the midst of new builds on existing school properties, while South Okanagan Secondary School in Oliver is undergoing an addition and major renovation.

The new M.V. Beattie Elementary School is a 3,315-square-metre building for approximately 315 students and teaching staff. Scheduled for completion this October, the new facility replaces the original 1913 brick building and annex that was constructed in 1983.

A unique aspect of the school is its six-foot crawlspace, which houses the

28

Ops Talk • Fall 2011

building’s mechanical equipment and heat pumps.

“The school is located in a flood plane zone, so a crawlspace is preferable to a full basement,” says Vicki Topping, partner, MQN Architects. “Also, we can give extra space to the main floor of the building, rather than waste square footage on mechanical and electrical spaces.”

Unlike many commercial and institutional projects, the site was prepared and ready for construction prior to putting the job out for tender.

“Because the site was prepared, there weren’t a lot of unknowns for the general contractor and he could focus on the critical areas within his scope of work,” Topping says. “This saved the school district a lot in both time and money.”

The new M.V. Beattie school’s front entrance is modeled after the entrance of the original school, and the historical “Established in 1913” engraved plaque will be salvaged and put on display in the building’s foyer. Although the school district is not seeking official LEED® certification, the new facility is being built to the LEED Gold standard.

The building incorporates a lot of recycled materials and materials with low VOCs. There is plenty of natural light, occupancy sensors, and low-flow faucets and toilets.

The building’s mechanical system includes a geothermal heating and cooling system that will support 80 to 85 per cent of the building’s peak load, and save approximately 50 per cent in energy consumption, compared to conventional systems. Piping was installed six feet underground using a new trenching technique that is very cost-effective.

“With some of the newer designs, we’re seeing a trenching technique that is more popular in Manitoba but is new to the Okanagan area,” says Don Poole, mechanical engineer for Poole and Associates. “A powerful ditch-witch is very efficient in cutting through the fine silt that you find in Enderby. Years ago, the payback for a geothermal system was about 30 years; but with this technique, the return on investment is just 12 to 15 years.”

Exciting new additions to M.V. Beattie include Smart Board technology and a Human Machine Interface (HMI) for each classroom. The HMI is a five-inch by eight-inch mini-computer with an LCD touch screen. The device is mount-

ed on the wall and controls the lighting levels, roll shutters and room temperature of each classroom. An energy tree icon symbolizes the classroom’s success or failure at energy conservation. For example, if little energy is used, the tree has healthy green leaves. If, however, all classroom lights are on, the windows are open, and the microwave is going, the tree turns brown and looses leaves.

“The moment you turn down the lights, the tree starts to turn green again, so you get instant feedback,” says Dan Horochuk, capital projects coordinator for School District 83. “This is an excellent tool for teaching the kids about energy conservation.”

Similar to M.V. Beattie, Vernon Secondary School is being built to LEED standards, but without official certification. Built in 1968, the school was constructed on clay soil, which caused cracks and other structural problems throughout the years. The new school is situated on the lower field of the same property, and is scheduled for completion in October 2012.

Site preparation for the new school included the removal of a three-metre depth of clay soil from the school footprint. Imported structural material provided a good granular gravel base, which was compacted. All services within the property will be removed, and services installed to the new site, which fronts a different street.

“The initial challenge to the project was the site soils,” says Murray Noble, senior engineer, CTQ Consultants.

“Approximately 35,000 cubic metres of clay material was excavated and removed within the building footprint, and 20,000 cubic metres of structural material was imported to the site.”

The new Vernon Secondary School is a 14,922-square-metre building that will accommodate 950 students. Facilities include a gymnasium, theatre, cafeteria, metal technology shop and departments for business, mechanics, art, music, and drama. The building has a north/south orientation to lessen heat

M.V. Beattie Elementary School in Enderby.

Educational Facility Managers Association of B.C.

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29

gain within the school. Roll shutters also control heat gain; they help to minimize vandalism to the windows and deter entry into the school after hours.

In Oliver, South Okanagan Secondary is gaining approximately a 20-per-cent larger footprint in a multi-phase project that includes the demolition and new build of half of the school, as well as renovations to the other half of the building. Construction of the first phase includes the completion of two gymnasiums, sciences classes and a super lab, library, main office and cafeteria – areas of the school that were turned over for use at the end of August. “The cost was the same to tear down or to construct new, but there was a lot of heritage to the building that we wanted to preserve,� says Mitch Van Aller, director of facilities for school districts 53 and 74. “The building has an Art Deco design and was constructed in 1949. At that time, it was one of the largest projects in B.C. Many students have passed through this school, so the building has a lot of sentimental appeal.�

The LEED Gold building features a geothermal heating system that is tied into the mechanical system of the neighbouring elementary school. The school uses other alternate energy sources, including wind turbine power and solar power to heat water and create electricity. Salvaging trusses in the old gym also earns the project LEED credits.

South Okanagan Secondary also houses community space, including a daycare, fine arts and dance studio, counseling services and a learning centre. Renovations to the theatre include an acoustic upgrade and the construction of a musicians’ pit at the front of the stage. “Because the school is still operational, the project requires very detailed scheduling,â€? says Walter Dool, project manager for Greyback Construction Ltd. “There are currently between 90 and 110 workers on site, and about half of them live locally. For them, it’s nice to have the work, but they are also proud to be working on such a building in their own community.â€? íľş 30

Ops Talk • Fall 2011

South Okanagan Secondary School in Oliver.

THOUGHTS ON: Memories

By Chuck Morris

Every man’s memory is his private literature. ~Aldous Huxley We all have them. We all use them to varying degree. How you use them may be determined by your attitude, whether it be a negative or a positive one. What about you?

Our jobs depend quite heavily on memory. Most of us carry some sort of recording device, be it a note pad or recorder; we need something to help us deal with the bombardment of information with which we are assaulted each day. How we file this information will have an influence on an outcome later that day/week/month, or years into the future.

It is not only what we record on paper or digital, but also how we tuck other things into our memory as we are recording the immediate happenings. What about little nuances, perhaps the expression of someone across the table from you? That slight grimace, only discerned perhaps by you, will cause a completely different recollection than others around the table. That memory may be the piece that will allow you to deal with something and achieve a better outcome than someone else may have determined.

The influences in our lives, at home or at work, help form memories that do affect how you do things, how you respond in situations, how you feel. Remember, positive breeds positive so whatever you do throughout your life, try to do all of it within a positive attitude. Your memories in later years will allow you to reflect on past situations in a better light, and will even guide you to other successful outcomes.

Did you mentor under anyone in a formal or even non-formal way? Did you mimic others throughout your advancing career because you thought that person did things in a way that worked well? Those are memories you can recall and use for the rest of your life! We have all witnessed people in similar positions as ours doing things that almost always had great outcomes and allowed a certain notoriety amongst his peers and those to whom he reported.

Do you recall casual acquaintances you have met and how, just through that kind of relationship, it changed an outlook of yours? We all have them. I recall a principal of a school in Kitimat that always had a wonderful demeanour and was thoughtful and kind; this person treated staff as we all want to be treated and that reflected back on to the principal. I recall many discus-

sions that may or may not have been work-related at the time, but were positive and helped me rethink a few things.

Memories are therapeutic! When you are feeling lonely, missing someone terribly, thinking about the loss of a loved one or recalling the moment you met your spouse; these all place you in a space that will help you heal, that will move you forward.

Use your memories to your advantage! Make them ‘work’ for you! Your memories are your life’s book, the pages that reflect where you have been, how you moved in certain directions, and how you have developed your life. íľş

ARCHITECTURE & LANDSCAPE ARCHITECTURE

Over 90 years of collective experience in the planning, design and construction of school facilities in British Columbia.

Educational Facility Managers Association of B.C.

9355 Young Road Chilliwack, BC V2P 4S3 Tel: 604|793|9445 Fax: 604|793|9446 chp@chparchitects.com www.chparchitects.com

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Community centre minimizes energy consumption with Grundfos MAGNA and VFD Kensington Community Centre and Pool, located in Vancouver, B.C., recently upgraded their existing heating system to run in an energy-efficient manner. The retrofit project replaces their previous system which had a constantflow secondary loop. The flow rates were established based on peak design condition, which represented only a small fraction of total operating hours.

This constant-flow rate was maintained throughout the hydronic loop whenever the system was operating irrespective of demand, thus leading to energy wastage and higher operating costs.

The consulting engineer faced the challenge of converting Kensington’s old heating system to a variable flow system. They needed to find the right pump and variable frequency drive (VFD) combination that would provide smooth operation of the system and yet be economical.

The consulting engineer’s design retrofit project converted the constant flow secondary loop to variable flow by utilizing two valves. The new Grundfos system they recommended uses VFDdriven pumps that modulate speed based on the heating demand. The system consists of five MAGNA 65-120F inline wet-rotor pumps with integrated VFD. In the autumn of 2008, three of the

pumps were installed in the East Wing hydronic loop, and two in the West Wing.

The MAGNA VFD system was chosen for the following reasons: (1) The pumping system has all the features required for the application, such as the compact design of the MAGNA and VFD combination with sensor-less pressure control capability. It also has the reputation of being reliable and requiring minimal maintenance.

(2) The MAGNA pumps located in the East Wing are using a proportional pressure control method, where the differential pressure across the pump is automatically adjusted to match the flow demand of the system. In a closed-loop application, the main source of head in the system is the friction loss, which is dependant on the flow rate. As the flow rate increases, friction loss in the loop also increases and vice versa. The MAGNA pumps are intelligent enough to alter the differential pressure set-points based on the flow demand of the system, leading to reduced load on motor along with reduced energy consumption.

(3) Grundfos has a unique AUTOADAPT control method that the pumps in the West Wing are using. In the

AUTOADAPT mode, the MAGNA attempts to learn the characteristics of the system and adapt itself based on this knowledge. This mode allows the MAGNA pumps to obtain an operating profile that is the function of the specific system into which it is installed. Since most system capacities are based on peak demand, using the AUTOADAPT shifts the proportional pressure control line to match the actual demand of the system. This leads to lower pump speeds and results in even greater energy savings.

(4) The application can be continuously monitored by a direct digital control (DDC) system. A major advantage here was that the MAGNA pumps provided the desired functionality without additional sensors or inputs from the DDC, therefore making the system very simple and economical, with the ability to offer the right level of comfort and energy optimization.

Vancouver Parks Service Department was also provided with a universal remote control that enables them access to all MAGNA and Grundfos “E� products internal programs.

To this day, Kensington’s MAGNA VFD system is fully functioning to the satisfaction of the Vancouver Parks Board and the consulting engineer.

Since the installation, the reduction of energy consumption and savings in operating costs is making it much easier for Kensington to better service their community.

Grundfos is the world’s largest manufacturer of pumps and pumping systems.

Grundfos’s Canadian headquarters are located in Oakville, Ontario. For further information please call 1-800-644-9599 or visit www.grundfos.ca. íľş

32

Ops Talk • Fall 2011

Grundfos MAGNA. It’s the Smart Choice.

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33

Facility management Thirty or so years ago, not a lot of thought was given to facility management and what it meant. It was a thriving industry and was providing some very good opportunities for a great many individuals, but those â&#x20AC;&#x2DC;looking inâ&#x20AC;&#x2122; did not really understand it. Sure, they may have seen various operations overseen by real-estate management firms or people hired specifically to run the maintenance of a building, but for many that is where it stopped.

Many people fell into the role of facility management not by design, but by having seen an opportunity for some sort of advancement within their area of work. They developed over the years and grew into the role. Others saw a different sort of opportunity, decided that is where their strengths were and thus identified a career path they thought would be a good course to follow. Notwithstanding their reasons for choosing this work, both groups made a good choice.

It is not just facility managers who realized this career path was a good one to choose; this industry is huge and as the years went on (beginning far longer than thirty years ago), many of these people realized they had commonalities with others around the country. Like-minded individuals got together and formed associations to allow a broad exchange of information and create an ability to grow. Take a look today at how many facility management (FM) associations exist: â&#x20AC;˘ International Facility Managers Association (IFMA) â&#x20AC;˘ Facilities Management Association (FMA) â&#x20AC;˘ Association of Physical Plant Administrators (APPA) â&#x20AC;˘ Restaurant Facility Management (RFM) â&#x20AC;˘ Educational Facility Managers Association of B.C. (EFMABC) â&#x20AC;˘ Health Estates and Facilities Managers Association (HEFMA) â&#x20AC;˘ Louisiana School Facility Managers Association (LSFMA) â&#x20AC;˘ Association of Property and Facility Managers (APFM) These are only a portion of what is out there, all working to promote growth of their members and position those members for opportunities within the facility management field.

Beginning with the early days, people moving into this choice of work would have an identified interest maintaining buildings. They may have learned certain traits through osmosis, working under a tradesperson; or they may have been a tradesperson who wanted to do more than build, install and walk away from the facility. As time went on, others became 34

Ops Talk â&#x20AC;˘ Fall 2011

By Chuck Morris

attracted to the work as well. Most soon realized either more education was necessary or to help them out, contractors were hired to carry out identified work within the facility.

In the past number of years, more and more people saw the growth within this industry and the need to provide education centred on facility management, including all the various components that make up the day-to-day life of a facility manager. The various associations have been working to identify educational needs and bring in facilitators to teach numerous courses. The vendors who facility managers deal with on a regular basis have seen this happen and they, too, have stepped up to provide product- and service-specific training.

What is even more interesting is the fact that colleges and universities are now offering a myriad of coursework to educate the facility manager through certificate and degree programs. Many facility management associations have now identified specific course materials that are offered at these institutions, and specify these to their members as a requirement toward earning a designation that identifies, to others, that this person really is trained and knowledgeable about his or her work.

A facility manager needs to have great communication skills, enjoy working with people, and have good problem-solving skills and an overall focus on everything safety. A facility manager can be tasked with the responsibilities of looking after large commercial buildings, hotels, hospitals, condominium complexes, universities and schools. The work entails a very wide range of responsibilities, which could include staffing, all components of a buildingâ&#x20AC;&#x2122;s upkeep and renovation, new building projects, maintaining the surrounding grounds and if in an educational setting, may even be tasked with the responsibility for busing and fleet management.

Facility management is a great career choice. If you love challenges and can deal with the unexpected with focus and determination, this could be for you. As educational requirements and responsibilities for the job increase, so too does the potential for a very good income. Facility managers are dedicated people carrying out their work in a professional manner that directly reflects on their demeanour, the organization they work for and the profession itself. íľş

Roof maintenance 101

By Rob Harris, IP, RRO Maintaining roof systems during their service life is the best way to get the full value out of your investment. When maintenance is not done, the roof system will fail prematurely and the guarantee, however long, will be voided. The cost of a roof leak is not only limited to the actual repair of the roof, but also the potential water damage and disruption to activity within the building, which can be more expensive and will not be covered by the guarantee. Unseen water from small leaks that is trapped within the insulation above the vapour barrier will reduce the effective insulation value, resulting in additional heating and cooling costs. The moist areas will spread over time if not found immediately, thereby causing increasing expense both in heating/cooling costs and eventual repair or early replacement of the roof system.

A roof maintenance checklist is essential and serves to organize the information required. Checklists are used for all types of inspection work, reminding the inspector of what to look for when reviewing a project. A written record of what has been done and items that require repair or maintenance will be preserved for later reference. Problems that need work to be done by professionals can be more easily passed on in a copy of the report.

The checklist should have basic identification: the address and roof areas involved, as well as the date, weather, and name of inspector should all be recorded. A roof plan or sketch of the roof area is needed to help locate anything mentioned in the report for future reference. Photographs are handy to identify defects for repair, and also provide a good record to refer back to during future inspections. Changes in the roof condition, such as the blistering of membranes or curling of shingles, can be verified with a historic record.

The inspections should be performed at least twice a year.

A fall inspection should find any damage caused by the heat of the summer changing to the cooler days of the upcoming winter. This change in temperature causes shrinkage and cracking of sealants and older roof materials. A spring inspection can identify any damage caused by winter storms or freezing. Damage caused by snow removal or wind-borne debris can cause leaks that need to be repaired to minimize the damage.

Preventative maintenance resulting from regular inspections will help prevent roof leaks and minimise the water that enters the building. Debris from any nearby trees, etc., should be removed before it restricts drainage and causes water to

build up on flat roofs or be redirected on steep roofs; a buildup of material will impede the drainage on any roof system and is the most common cause of leaks during a heavy rainfall.

Small debris, such as leaves, are carried by water flow to the drains on flat roofs and effectively form a dam around them, causing water levels to rise above the waterproofing height and leak or potentially damage the structure of the building.

On steep roofs, the water can be diverted by the debris to run under shingles or flashings. Large items, such as old HVAC units, construction materials, or storage from building occupants left on the roof membrane, will eventually deform and push through it.

Caulking and other exposed seals at curbs and pipes, etc., will need to be replaced several times during the service life of a roof system. An appropriate material that is compatible with all the components it contacts has to be selected and surfaces prepared as per the printed directions from the manufacturer to extend the time between replacements as long as possible.

This and other roof material repairs are best done by qualified professionals.

Please refer to the RCABC website [www.rcabc.org] for free access to the Roofing Practices Manual and the Roof Maintenance Guide with checklist and a list of professional experienced contractors for installing and maintaining your roof to get the maximum value from your investment.

About the Author: Rob Harris, IP, RRO, is technical manager for the RGC Guarantee Corporation. The association provides five- and 10-year third-party guarantees for roof systems installed to the Roofing Practices Manual standards, and roofing apprenticeship training for the province. íľş

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Shift change WorkSafeBC research shows school custodians suffer a high rate of strains and sprains. A district committee wants to lessen their load.

By Heather Young Reprinted from the March/April 2009 issue of WorkSafe Magazine with the permission of WorkSafe Magazine and WorkSafeBC.

A Clean Break While many of us struggle to keep our work desks tidy and our homes liveable, workers expected to keep an entire building in tip-top shape each day face a unique set of physical and stressrelated challenges. School custodians have just that job: they work to keep classrooms, offices, and school libraries squeaky clean and safe for hundreds of children, their teachers, and administrators. Their tasks include — and are in no way limited to — setting up lunch tables during the school day, hauling garbage, sweeping and mopping floors, cleaning washrooms, and during the summer, lifting and moving computers and other heavy items in order to vigorously clean windows, lights, and furniture.

Because their jobs are so physically demanding, and they often work alone, it’s perhaps not too surprising that a recent WorkSafeBC-funded study reveals school custodians have a much higher

36

Ops Talk • Fall 2011

than average rate of musculoskeletal injuries (MSIs). In fact, the study, made possible through WorkSafeBC’s Research Secretariat program, shows custodians suffer four times the rate of MSI injuries for all school district occupations combined. In addition to singling out custodial injuries, the study gives recommendations for reducing injuries among these important, behind-thescenes players — recommendations the Vancouver School Board (VSB) has taken seriously.

“Based on the research project’s recommendations, our internal steering committee has already moved forward with several initiatives,” says VSB occupational health and safety manager Collette O’Reilly. “It’s all about keeping people safe on the job.”

Injury Prevention in Action The project began when researchers Judy Village, an adjunct professor

at the University of British Columbia, UBC assistant professor Dr. Mieke Koehoorn, and University of Victoria associate professor Dr. Aleck Ostry applied to WorkSafeBC’s Research Secretariat program and received approval for funding a little more than six years ago.

The researchers wanted to explore the working conditions for this seemingly hidden group, which reported a rather high injury rate of 11.3 per cent. As Ostry explains, “We really wanted to shine a spotlight on custodians’ injuries.”

The research was produced in partnership with the VSB and the International Union of Operating Engineers, Local 963. It demonstrates that the way school districts collect and publish injury data masks the injury rates of relatively small occupations, such as custodial work. In the past, the district reported injury rates as a summary of all the occupations, and the relatively low rate of injuries among teachers tended to skew the overall results.

The project fit the Research Secretariat’s mission, which backs “high-quality scientific research leading to a reduction in the occurrence, pain and suffering, and mortality from work-related injury and disease.” As well, a goal of this research is to find real-world applications. Research Secretariat director Ed McCloskey says the willingness of the VSB to make positive changes for

working custodians demonstrates the value of such research. â&#x20AC;&#x153;We consider it the best result possible.â&#x20AC;? Oâ&#x20AC;&#x2122;Reilly couldnâ&#x20AC;&#x2122;t agree more: â&#x20AC;&#x153;I believed this study would enable us to develop practices to prevent custodians from getting injured in future. And the fact that management is working with our union is critical to our success.â&#x20AC;?

Sprains and Strains on the Job MSIs, caused by overexertion or repetitive movements, represent the most common type of injury among custodians. Technically speaking, these â&#x20AC;&#x153;sprains and strainsâ&#x20AC;? are injuries or disorders of the muscles, tendons, ligaments, joints, nerves, or blood vessels.

A custodian may experience an MSI by doing any number of duties in a range of environments; however, the research found that the most physically demanding tasks likely to injure a custodian are cleaning floors, removing garbage, cleaning and moving furniture, and other miscellaneous cleaning duties associated with awkward postures, repetitive movements, or overexertion.

Since these job responsibilities are simply part of their daily roster, custodians must ask themselves how they can prevent MSIs and still get their jobs done.

The Nitty-Gritty Based on a study of work tasks most likely to cause custodial MSIs, the researchers then came up with a list of ways these workers could alter their routines, or gain human or technical help with these chores in order to avoid getting hurt. Their practical suggestions included creating alternative procedures to reduce tasks associated with bending, lifting, and pushing or pulling (such as using floor drains rather than lifting buckets to sink level, and using lightweight mops); alternating high-risk tasks with other tasks; providing hands-on assistance during summer, especially for custodians working alone; and, coming up with tools or techniques to reduce the risks associ-

ated with problematic tasks, such as hefting lunch tables, moving heavy items to portables, and keeping floors clean (through placement of heavy-duty mats at school entranceways). In addition to the VSBâ&#x20AC;&#x2122;s involvement, Village says the information is being shared with schools outside Vancouver. The researchers presented the findings at two recent occupational health-and-safety conferences and two international conferences. â&#x20AC;&#x153;Districts across the province showed a lot of interest in the study,â&#x20AC;?

Village says.

School Maintenance Made Safer From textbook theory to real-life lessons, Oâ&#x20AC;&#x2122;Reilly says they are putting the study into action. In addition to the work of the steering committee, the VSB has published two information booklets for all custodial staff: School Break Cleaning and Winter Tasks.

School maintenance practices have also changed. The combined unionmanagement committee made window cleaning safer by allowing custodial staff to â&#x20AC;&#x153;shareâ&#x20AC;? their work time with other custodians. This practice allows custodians to get help from fellow custodians elsewhere in the district when they need it, and to help their co-workers in return.

The school district also reviewed custodiansâ&#x20AC;&#x2122; equipment needs. The VSB added ergonomically approved equipment, and is doing away with equipment thought to pose a higher risk. â&#x20AC;&#x153;We introduced ice cleats for all engineer-custodial staff to use when they were clearing snow or de-icing outdoor areas,â&#x20AC;? Oâ&#x20AC;&#x2122;Reilly explains. â&#x20AC;&#x153;And we are eliminating outdated and difficult-touse equipment, such as sweeper pails and bail handles.â&#x20AC;?

And theyâ&#x20AC;&#x2122;re not done yet. Oâ&#x20AC;&#x2122;Reilly says the steering committee is moving forward with as many recommendations as it can in the quest to improve working conditions for custodians. â&#x20AC;&#x153;We look forward to seeing much lower injury rates in the future.â&#x20AC;?

HOW TO SPOT AN MSI According to WorkSafeBC occupational health-and-safety guidelines, the best way to alleviate a musculoskeletal injury (MSI) or stop it from getting worse is to recognize its early signs and symptoms. If treatment is needed, it can be started right away. You can also take steps within and outside the workplace to avoid making the condition worse.

Watch for these signs and symptoms: â&#x20AC;˘ swelling â&#x20AC;˘ numbness â&#x20AC;˘ redness â&#x20AC;˘ tingling â&#x20AC;˘ reduced mobility â&#x20AC;˘ pain If you are experiencing signs or symptoms of an MSI, inform your supervisor and report it to the firstaid attendant, if one is available.

Signs and symptoms of an MSI may appear suddenly. For example, they may come from a single incident resulting in an injury, or they may appear gradually over a longer period. Donâ&#x20AC;&#x2122;t ignore the early signs and symptoms of an MSI. Instead, consider immediate treatment and take the necessary steps to prevent the injury from getting worse.

More information on preventing musculoskeletal injuries is available online through two WorkSafeBC publications: Understanding the Risks of Musculoskeletal Injury (MSI): An educational guide for workers on sprains, strains and other MSIs and Preventing Musculoskeletal Injury (MSI): A guide for employers and joint committees, at WorkSafeBC.com.

For more information about WorkSafeBCâ&#x20AC;&#x2122;s Research Secretariat, please visit WorkSafeBC.com, call 604 244-6300, or email resquery@worksafebc.com. íľş

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37

What is energy management?

By Matthew Redekopp, P.Eng., CEM, LEED AP

My business is energy management, yet I frequently have a tough time summarizing the business. In a time where getting facilities upgraded relies heavily on grants from utility providers, it is important to have an understanding of the game before engaging the players. This article attempts to outline the game.

So I ask again: what is energy management? I think it is something like that proverbial three-legged stool. The seat is project management. Beneath the seat are the three legs: investigation, implementation, and reconciliation. We are pretty familiar with all of these activities, but we can forget that they are inextricably connected. In the absence of any one leg, we tumble.

Let’s look more closely at each leg individually...

Beginning with investigation (my personal favourite!): look, listen and leave no stone unturned. This is ground-zero for facility improvement. Take up your notepad, your camera, and your master key. What you are looking for are: things that you can turn off; things that aren’t working as they should; and things that are behind the technological times. Find things you can turn off by visiting your site at night – you will be amazed at what you will stumble upon.

Find the rest through such activities as energy audits and recommissioning.

Also, keep in mind that just as jammed dampers can foil your economizer so, too, jammed organizational structures – like absent energy policies, unengaged operations team members, and absence of occupant awareness – can foil your best attempts to reach your energy goals.

The second leg is implementation.

As the slogan says: “Just do it.” That is pretty much self-explanatory... well, 38

Ops Talk • Fall 2011

A memorable find: a 5kW electric heater running 24/7 in a walk-in fridge (red arrow).

This is how the natural gas records look when plotted as GJ per day versus heating degree days.

maybe not. First of all, if you are using an incentive-provider to help pay for the project, then you need to know their game plan. In most cases you nullify your chance of getting paid if you start the project without written consent. BC Hydro, for example, requires an assessment, then a proposal, and

then an agreement. You also need your own game plan because you can’t just spend money without restraint; to begin with, have a reasonable and measurable goal like, “We want to reduce our electrical consumption by 10 per cent compared to last year.” With that goal in mind, you take the project list

Some low-handing fruit: the light output for this luminaire increased by 23 per cent after cleaning the lens.

Oh excuse me!! Y Oh, You never kknow what h you will ill find when you start opening doors.

you complied from the investigation phase (with its anticipated budget costs and predicted energy savings) and plot out which projects you will tackle with the amount of money you have in hand and the goals you have in mind. You get the picture.

Finally, there is reconciliation. When your last project has been implemented and you have had a month or two to rest, you begin by taking the incoming utility bills and comparing them with bills received prior to implementing your projects. A smart way to approach this task is to use a regression model and CUSUM tools using metrics such as weather, hours of occupancy, head counts, etc. NRCanâ&#x20AC;&#x2122;s Energy Monitoring seminar outlines these tools. Report the findings to your staff, to the occupants, and to your executive. Through these activities, you prove to yourself â&#x20AC;&#x201C; and to your executive â&#x20AC;&#x201C; that you are meeting your targets and justifying both your job and the validity of your goals.

As you see, each leg supports the â&#x20AC;&#x153;seatâ&#x20AC;? of management. Take away any of the legs and the stool will most certainly fail on you. In future articles, we will explore each leg in more detail.

About the author: Matthew Redekopp, owner of Paradigm Energy Solutions Ltd., is an energy manager for School District 59 and the Northern Lights College. íľş

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Interior Turf Equipment Supplying turf care equipment to B.C. school districts since 1999 Interior Turf Equipment (ITE) has been supplying turf care equipment to the municipalities and school districts of B.C. since 1999. Over the years, they have sold and serviced Hustler, Ventrac, Steiner and Bannerman products.

Under new ownership since September 2011, ITE continues to aim for customer satisfaction and product excellence.

Hustler Turf, the first to manufacture the zero-turn mower, is well-known for their commercial-quality zero-turn mowers. They have a wide line-up of gas and diesel zero-turn mowers, including the Zeon electric mower. The 36-HP diesel Hustler 3700 series four-wheel drive front mower can make short work of your requirements with your choice of 60-inch, 72-inch, or their 84-inch articulating triple-deck option.

Bannerman products are Canadianmade and known for their simple-yeteffective ability to get the job done right. The Bannerman line includes

Under new ownership since September 2011, ITE continues to aim for customer satisfaction and product excellence. aerators, edgers, turf toppers, hover mowers, groomers, line-painters and many more turf and playing-field care products.

If youâ&#x20AC;&#x2122;re looking for replacement bedknives, reels, bearings, rollers and non-OEM quality parts for less, R&R Products offer an extensive list of these products for various mowers including Jacobsen, John Deere, Toro and many more. They also offer irrigation parts and supplies, golf-course and fieldmaintenance equipment, and tools.

Ventrac has two lines, the 3000 and 4000 series with over 30 attachments available. These tractors can finish mow, brush cut, plow and/or blow snow. As well there are trenchers, leafblowers, turbine blowers, aerators, edgers and just about any attachment

that you can imagine. All attachments can be changed in under one minute. If youâ&#x20AC;&#x2122;re still using weed-eaters to cut the grass on your steep slopes, you need to check out the Ventrac line-up; with duals on the 4000 series Ventrac tractor, this is the only tractor that comes factory-rated for continuous, safe operation on slopes up to 30 degrees â&#x20AC;&#x201C; the one all-season tractor that will exceed your expectations.

Interior Turf Equipment also offers small machine repair as well as reliefgrinding services for fairway, greens and gang mowers.

For more information, please visit www.iteequipment.com. Remember to check the used inventory and monthly specials! íľş

Please recycle this magazine when you are done.

Interior Turf Equipment â&#x20AC;˘ 1-800-994-9990 â&#x20AC;˘ www.iteequipment.com 40

Ops Talk â&#x20AC;˘ Fall 2011

The latest in air filtration for schools

By Bob Jackson

In Canada, 5.7 million school children and close to one million teachers, administrators and others walk into 15,000 school buildings every day – and at least 50 per cent of these schools have been diagnosed with indoor air quality (IAQ) problems.

Indoor air quality problems can be caused by a wide range of factors including indoor sources of contaminants such as building materials, furnishings, cleaning agents, printing and copying devices, combustion appliances, allergens, fungi, moulds, bacteria, viruses, radon, and lead. Tighter buildings, combined with reduced ventilation, can

also reduce IAQ and affect the health and well-being of school occupants.

In addition to contributing to health problems, poor air quality can be costly for schools due to the potential for expensive investigation and hasty solutions during a major indoor air problem; higher heating and cooling costs; damage to the physical building structure and mechanical equipment; and higher liability. Thus, the proper maintenance of indoor air is more than a “quality” issue – it encompasses safety and stewardship of the investment in students, staff and facilities.

The promotion of good indoor air

Air Filtration Specialists

quality in schools is particularly important, since poor IAQ can potentially affect the health of students and staff, as well as the educational process and costs. Good IAQ contributes to a favourable learning environment for students, productivity for teachers and staff, and a sense of comfort, health, and well-being for all school occupants.

These combine to assist a school in its core mission – educating children.

Particulate in the Air In the past, many schools used low-efficiency (MERV 1-4) filters that removed minimal levels of all particulate mat-

4704 - 91st Avenue Edmonton, AB T6B 2L1 Tel: 780-468-9296 Fax: 780-468-5806

Educational Facility Managers Association of B.C.

www.efmabc.com

41

ter. These filters did little at capturing

ratings. Upgrading to MERV 11 high-

keep the HVAC ductwork clean while

the particulate matter that exist in the

efficiency filters can help improve your

operating the heating and cooling coils

school air system. Schools represent a

overall IAQ by reducing small and large

at peak energy efficiency.

denser population percentage than

particulate, emission through outside-

With these problems come tremen-

typical commercial buildings. Added

air exhausts, reducing indoor airborne

dous opportunities for collaboration

to the fact that viable and non-viable

irritants, and helping reducing microbi-

of schools with NAFA certified air fil-

particulates are brought in on peopleâ&#x20AC;&#x2122;s

al growth. MERV 11 filters provide over

ter specialists (CAFS). NAFA members

clothing, and through open doors and

85 per cent in the 3.0 to 10.0 micron

across the world have stepped forward

windows, the activity level of most

range, and are 300-per-cent more effi-

to help local schools provide better air

young people increases the shedding

cient than standard throwaway filters.

filtration and cleaner environments for

of skin cells and other particulates, and

According to the Lung Association

their students. For more information

makes school air some of the dirtiest air

of Canada, the reduction of particu-

about selection or recommendations

in any environment.

late matter in the air system has been

of air filtration for school boards, please

Recent developments from within the air filtration industry are helping

shown to reduce the incidence of asth-

contact any NAFA certified air filtration

ma-related illness.

specialists.

schools address their indoor air quality

In summary, by upgrading filters to

issues. Air filter manufacturers now of-

high-efficiency (MERV 11 or better), you

About the Author: Bob Jackson is presi-

fer a full range of high-efficiency HVAC

can help improve IAQ in schools. In ad-

dent of Norspec Filtration Ltd. and is a

products with MERV 11 and higher

dition, higher-efficiency filters will also

NAFA-certified air filtration specialist. íľş

Index to advertisers Allmar International ............................................. 10

Reliable Controls ................................................IBC

Armstrong ............................................................. 17

Roofing Contractors Association of B.C. ............ 13

B.G.E. Service & Supply Ltd. .............................. 32

Shanahanâ&#x20AC;&#x2122;s ............................................................ 12

Barclay Restoration ................................................ 6

Shutters & Shade .................................................. 27

Belimo Americas ................................................... 35

Smith Energy ........................................................ 15

Blue Imp ................................................................ 11

Spears Sales & Services Ltd. ............................... 23

Busy-Bee Sanitary Supplies Inc. .......................... 20

Stutters Disaster Kleanup .................................... 39

Canstar Restorations .............................................. 3

Taco Canada Ltd. ................................................. 21

Centaur Products Inc. ............................................ 5

Talius ................................................................... IFC

CHP Architects ..................................................... 31

TE Connectivity Enterprise Networks................ 14

Clean Spot ............................................................. 26

Wesclean Equipment & Cleaning Supplies Ltd. 29

Core Systems ........................................................ 17

Western Bus Parts & Service Ltd. ....................... 19

D.G. MacLachlan Limited .................................... 23

Wood Wyant .......................................................... 26

E.B. Horsman & Son ............................................. 12 ERV Parent ............................................................ 36 ESC Automation ............................................... OBC Firestone Building Products Compamy ................ 7 FortisBC................................................................. 28 Garland Canada, Inc. ........................................... 20 GRUNDFOS Canada Inc. ...................................... 33 IBC Technologies Inc. .......................................... 25 Interior Turf Equipment ....................................... 40 JM Bean & Co. Ltd. .............................................. 12 Norspec Filtration ................................................. 41 Refrigerative Supply ............................................. 16

42

Ops Talk â&#x20AC;˘ Fall 2011

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