CFMD April 2015

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On the cover: A walkable pathway curves from ground level to a green roof over top of UCN Thompson’s second storey. Page 20.

[ contents ]

COVER PHOTO BY TOM ARBAN

CANADIAN FACILITY MANAGEMENT & DESIGN

XX 20 UCN’s new campus features an Aboriginal Centre used for activities including drum building, moccasin making and storytelling.

18 TURN DATA INTO DOLLARS Get funding with reports that show C-suite leaders how FM supports the organization.

20 BUILDING LOCAL

A new Thompson, Manitoba campus expands University College of the North’s reach.

24 BETTER BUILDING PERFORMANCE

16

A survey of the increasing number of paths to improvement.

27 FM EDUCATION DAY SHOW PREVIEW IFMA Toronto’s premier annual event comes to Allstream Centre next month.

28 THE RISE OF CO-WORKING CENTRES What organizations can learn about employee engagement from pay-as-you-go office space providers.

30 THE FLEX TEST A survey of the latest campus-friendly furniture and accessories turned up flexible

products designed to support the increasing fluidity of spaces.

28

columns

departments

10 FOUNDATIONS 33 INFO GUIDE

Canadian Facility Management & Design

6 12 16 18 34

OBSERVATIONS FM ERGONOMICS MANAGEMENT MEMO FM EDUCATION LAST WORD

April 2015 CFM&D 5

[ observations ]

BY MICHELLE ERVIN

BUILDING FOR CLIMATE

D

ecades of underinvestment have brought us to a point where nearly one-third of our aging municipal infrastructure stock is in “fair” of “very poor” condition, according to the Federation of Canadian Muncipalities. By 2027, half of municipal infrastructure will have exhausted its service life, estimates the Association of Consulting Engineers of Canada.

So says an August 2014 Mowat Centre research note entitled Rebuilding Canada: A New Framework for Renewing Canada’s Infrastructure. It’s a challenge, to be sure, the note’s authors write, but it’s also an opportunity. Specifically, they say, it’s a chance to account for climate change, the Internet of Things and rapid urbanization in the repair and replacement of that infrastructure.

The 2013 summer rain and winter ice storms added increased urgency to the City of Toronto’s work on improving its resiliency in the face of climate change.

A recent city staff report notes how Toronto Parks, Recreation and Forestry has changed the species of trees it plants and Toronto Water’s design standards take future weather into account.

Just as our aging public infrastructure wasn’t constructed with today’s climate in mind, neither was private infrastructure. If they haven’t already, architects and engineers as well as facility owners and managers ought to start thinking about integrating these concerns into repair and replacement projects as well as renovations, expansions and new builds.

Thompson, Manitoba’s climate factored prominently in Architecture49’s design for the recently opened University College of the North (UCN) campus, the subject of this month’s cover story. When I spoke to project architect Doug Corbett, Toronto was in the clutches of February’s intractable deep freeze. As it turns out, our deep freeze temperatures were the seasonal norm for Thompson, known as Manitoba’s hub of the north.

In particular, Corbett focused on creating a high-performance building envelope, which he likened to local residents wrapping themselves in parkas to stay warm. The resulting facilities reflect the northern reality in a location that is accessible to the students the school is mandated to serve.

Also in this, CFM&D’s annual educational facilities-themed issue, you will find a show preview for IFMA Toronto’s upcoming fmEducation Day, a product round-up of campus-friendly furniture and accessories, and a column making the case for pursuing professional development.

I hope you learn something new in the pages that follow. And if you have lessons you’re interested in sharing with CFM&D’s readers, we’re always searching for subject matter experts to write educational articles. I welcome your ideas and comments at the email address below.

MICHELLE ERVIN michellee@mediaedge.ca

APRIL 2015 Volume 30, Issue No. 2

PUBLISHERS: Arvid Stonkus, IFMA Fellow Tel: (416) 236-5856 cfm@sympatico.ca Sean Foley seanf@mediaedge.ca EDITOR: Michelle Ervin Tel (416) 512-8186 ext 254 michellee@mediaedge.ca SENIOR DESIGNER: Annette Carlucci annettec@mediaedge.ca DESIGNER: Jennifer Carter jenc@mediaedge.ca PRODUCTION MANAGER: Rachel Selbie rachels@mediaedge.ca CIRCULATION: Gill Daniels circulation@mediaedge.ca (416) 512-8186 ext. 234 PRESIDENT: Kevin Brown kevinb@mediaedge.ca ACCOUNTING MANAGER: Maggy Elharar maggye@mediaedge.ca EDITORIAL ADVISORY BOARD Barry Brennand, Merlin Consulting Group; Jaan Meri, P.Eng., Consultant; Alex K. Lam, MRAIC, The OCB Network; Janine Reaburn, LoyaltyOne, LEED ® AP

Canadian Facility Management & Design (CFM&D) magazine is published seven times a year by MediaEdge Communications Inc., 5255 Yonge Street., Suite 1000, Toronto ON M2N 6P4; Tel (416) 512-8186; Fax 416-512-8344; email: circulation@mediaedge.ca SUBSCRIPTIONS Canada 1 yr $50* 2 yr $90* USA 1 yr $75* 2 yr $140* Int 1 yr $100* 2 yr $180* * Plus applicable taxes.

Authors: CFM&D magazine accepts unsolicited query letters and article suggestions. Manufacturers: Those wishing to have their products reviewed should contact the publisher or send information to the attention of the editor. Sworn Statement of Circulation: Available from the publisher upon written request. Although Canadian Facility Management & Design makes every effort to ensure the accuracy of the information published, we cannot be held liable for any errors or omissions, however caused. Printed in Canada.

Copyright 2015 Canada Post Canadian Publications Mail Sales Product Agreement no. 40063056 ISSN 1193-7505 Return undeliverable Canadian addresses to: MediaEdge Communications Inc., 5255 Yonge St., Suite 1000, Toronto, ON M2N 6P4

6 CFM&D April 2015

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THIS MONTH’S ONLINE EXCLUSIVES ALL THE BUZZ

Airport cities among workplace trends for 2015 Airport cities, mindfulness programs and a phenomenon coined “rateocracy” are among the emerging forces shaping employees’ quality of life, according to Sodexo’s 2015 Workplace Trends Report, released Jan. 29. Produced annually, the report draws on principal research, clients, academia and leading facilities management and human resources trade organizations.

Hullmark revives aging Liberty Village property The more than 100-year-old brick building at 60 Atlantic Ave. was facing near-certain demolition when Hullmark Developments bought it. President Jeff Hull tapped Quadrangle Architects to transform the heritage building into office and retail facilities that would attract creative and tech industry tenants.

Working at heights standard takes effect in April The Ontario ministry of labour is targeting the leading cause of workplace deaths and critical injuries in the construction sector with new training requirements. The working at heights training requirements that become mandatory starting April 1 are designed to prevent falls, and ultimately improve worker safety, on construction sites.

How a purpose-built luxury rental is gaining economic viability.

FROM THE GREEN BIN

A steel-manufacturing company showcases its stormwater management project and becomes an industry frontrunner.

EXPERT ADVICE

Susan Richardson, co-founder of and principal coach at Leadership That Matters, suggests these time management tips to strike a better work-life balance.

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» foundations » APOLOGIES TO SHAI GIL: INCORRECT PHOTO CREDIT APPEARED ALONGSIDE FEBRUARY 2015 CFM&D COVER STORY

INNOVATION COMPLEX FOCUS ON COMPLETES POSTMODERN BUILDING WITH MODERN ADDITION

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FEBRUARY MONTH 2015 2012

In CFM&D’s February 2015 issue, we mistakenly credited the photography U OF T MISSISSAUGA’S MISSING PUZZLE PIECE for the cover story SEATING “Preservation meets RECOVER MANAGING OPERATIONS SKILL SETS innovation” to Ema FASTER THE POSITIVE ERGONOMIC SITE SEARCH MUST-HAVES Peter. All photos STRIKING of the University of FROM FACTORYGOLD TO OFFICE Toronto Mississauga’s ...SUSTAINABLY Innovation Complex, which appeared on the cover, in the table of contents and alongside the cover story, should have been credited to Shai Gil. CFM&D regrets the error. www.cfmd.ca

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5 PRODUCTS AND SERVICES TO PRIORITIZE IN 2015

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CAGBC CERTIFIES 2000TH PROJECT The Canada Green Building Council (CaGBC) certified its 2000th project toward the end of 2014, the council announced in a Jan. 27 press release.

The milestone, coming on the heels of CaGBC registering its 5,000th project, was largely attributed to growth in the fourth quarter of 2014.

From Oct. 1 to Dec. 31, CaGBC certified 132 projects and registered 102 projects. The council’s yearly totals were 538 projects certified and 501 projects registered.

Of the 538 projects certified, 129 were LEED Certified, 188 were LEED Silver, 193 were LEED Gold and 28 were LEED Platinum. In the press release, the CaGBC highlighted that the number of LEED Gold projects marked a 10.9-per-cent increase compared to 2013.

“The past year was a significant one for CaGBC and for LEED in Canada,” said Thomas Mueller, president and CEO of the council. “As we move into 2015, our work will continue, with a focus on supporting the market in building on these achievements and aiming for higher performance with LEED version 4.”

Toronto’s Direct Energy Centre (LEED Gold EB: O&M), Surrey’s The Offices at Newton Phase II (LEED Platinum) and the City of St. John Police Headquarters (LEED Gold) were among the projects that earned LEED certification in the fourth quarter of 2014.

GLOBAL NAMES NEW CEO AND PRESIDENT

Joel Feldberg

Saul Feldberg, founder of The Global Group, is passing the reins to son Joel Feldberg. In a Feb. 17 press release, Global announced that Saul, who will remain chairman, had appointed Joel president and CEO of the Toronto-based company.

Joel assumed his new role Feb. 10, after having served as president and chief operating officer since 2006.

“As Global’s president and chief operating officer, Joel has led with intensity and a deep commitment to

our employees, customers, and the industry,” said Saul. “I see a seamless transition infused with a renewed and passionate vision that will build on our strengths and create growth.”

Added Joel: “During this transition, Global will continue to combine modern design, dependable quality and exceptional service to provide workplace furniture that deliver great value.”

Before Joel joined Global in 2002, he was an associate at Toronto law firm Osler, Hoskin & Harcourt. His practice there focused on corporate finance and mergers and acquisitions.

Joel holds an Osgood Hall Bachelor of Laws degree and belongs to the Canadian and Ontario Bar associations.

Global, a leading manufacturer, distributor and marketer of office furniture products, turns 50 next year.

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[ fm ergonomics ]

This page sponsored by

BY LAUREN GANT

HEALTHY OFFICE, PRODUCTIVE EMPLOYEES

Ergonomics is about more than safety. Companies that take a holistic approach to wellness in the work environment stand to benefit from happier, healthier, more productive employees.

Here’s how to get started

C

ompanies are facing the challenge of retaining capable employees, attracting new talent and fostering productivity — all while realizing cost savings and creating a happy and satisfied workforce. Thoughtful, humancentric design principles can help address these challenges. Creating office environments where wellness is inherent to the floorplan, where ergonomics is considered proactively and holistically, and where there is a culture of health promotion can contribute to a healthier, happier, more engaged workforce.

The science of ergonomics originally emerged to make work easier, more streamlined, and safer for individuals performing manual, physically demanding jobs. Today, especially in

12 CFM&D April 2015

office environments, work ties many individuals to a computer. In this environment, sedentary behaviours are the norm. As such, in many cases the focus of ergonomics has shifted to preventing sedentary lifestyles.

Recent research has suggested that prolonged sitting has significant and negative health implications, including hypertension, some types of cancer, and all-cause early mortality.1 Reacting to this research, a number of media reports have suggested that if sitting is bad, the solution must be to stand.

However, extended periods of standing may also introduce problems, including fatigue, sore feet and circulation issues.2 Research is ongoing, but alternating between these postures is likely the healthiest work style. Like most things in life, moderation is key. In other

words, sitting is important, but don’t overdo it.

When people sit at work, they need to be well supported in healthy postures that encourage productivity. Office chairs should promote active sitting, allowing users to recline, change postures, move, and fidget in their chair while feeling supported and comfortable. Although not a substitute for more dynamic, fullbody motion, active sitting can help contribute to an overall increase in workplace wellness. The best ergonomic task chairs are designed to: • Provide support and allow for proper positioning of the legs, thighs, arms, shoulders, and back during seated work; • Adjust to fit a diverse workforce; • Allow for easy and intuitive adjustments; • Promote movement during seated work by allowing for comfortable and supported reclining postures; and • Encourage productivity by seamlessly supporting the human system during work activities. www.cfmd.ca

Movement is also essential to workplace wellness. As such, it is important to change positions and move regularly throughout the day.

Some simple ways for employees to reduce prolonged stationary activity at work include: pacing or walking while on the phone, holding meetings while walking or standing, and using printers and restrooms that are farther from their workstation.

Ergonomics and workplace wellness needs to go beyond the individual employee. Work does not occur in a vacuum, and employees’ surroundings can impact their satisfaction and comfort in the workplace. For example, an impromptu meeting of coworkers may represent effective collaboration.

However, the same meeting may be disruptive to someone within earshot of their conversation.

Noise is a major concern in the office environment. A recent World Green Building Council report suggests that noise significantly impacts the self-reported productivity of employees. Human speech is the most distracting form of noise, because brains automatically process the information, drawing a person’s attention away from the task at hand. These distractions may

not only be perceived as annoying, but they may also lead to a less engaging, less productive work environment. Research has found that frequently interrupted workers are more stressed, more frustrated, and exert more effort to complete their work.3 So while it’s important to promote collaborative work, it’s also important to maintain environments conducive to focused, heads-down work. Do this by taking a thoughtful approach to allocating space, selecting products and organizing floorplans.

Often, the open-plan office is assumed to lead to an increase in noise. However, a recent U.S. General Services Administration (GSA) study reported that office environments with low or no panels showed improved speech privacy and reduced noise intrusion. 4 Because there is less visual privacy, individuals in open offices are more cognizant of their neighbours.

This prompts them to lower their voices or move conversations to other areas where they may be less intrusive.

Alternative work areas, separate from dedicated workstations, can also help address some of these concerns. If well incorporated into the floorplan, alternative work

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areas can foster impromptu conversations or regular team meetings in locations where they won’t interrupt others performing focused, individual work. They remove noise distractions and promote collaboration at the same time. Alternative work areas have the added benefit of allowing employees to change postures and move around the office. What’s more, impromptu conversations contribute to camaraderie with coworkers, which can help to reduce stress.

Another way for employers to promote a healthy work environment is to implement a workplace wellness program.

Although diet counseling and exercise opportunities are often the basis of such programs, a recent Gallup study suggests that employers should consider a broader spectrum of “wellness”.5 This broader spectrum might cover topics such as financial management, relationship support, goal setting and community involvement. They can be valuable additions to a wellness program, especially if they improve worker satisfaction.

By creating a healthy office environment, companies can meet the challenge of retaining and attracting talent. Proactive ergonomics, well-thought-out floorplans and wellness programming all contribute to a loyal, engaged and ultimately productive workforce. | CFM&D

REFERENCES 1. Matthew C.E. et al (2012). Amount of time spent in sedentary behaviors and cause-specific mortality in US adults. The American Journal of Clinical Nutrition. 95:437 – 445.

2. Canadian Centre for Occupational Health and Safety (2008).

Working in a Standing Position. http://www.ccohs.ca/ oshanswers/ergonomics/standing/standing_basic.html 3. Mark, G. (2008). The Cost of Interrupted Work: More Speed and Stress. Proceedings of ACM CHI 2008 Conference on Human Factors in Computing Systems. April 5- 10; Florence Italy.

4. GSA (2012) Sound Matters: How to achieve acoustic comfort in the contemporary office. http://gsa. gov/portal/mediaId/172515/fileName/GSA_Sound_ Matters_%28Dec_2011%29_508 5. Witters, D. and Agrawal S. (2014) What your workplace wellness programs are missing. Gallup http://www.gallup. com/businessjournal/172106/workplace-wellness-programsmissing.aspx

Lauren Gant, Ph.D., CPE, heads the Ergonomics Group at HNI. Lauren’s background in biomedical engineering allows her to apply human factors and ergonomics principles to the design of office furniture, and to research emerging trends in the office environment.

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[ management memo ]

BY MICHEL THERIAULT

DO MORE THAN MANAGE: LEAD is also a valuable asset. What’s more, the facility manager has an impact on the productivity of an organization’s most important asset: its employees.

So why is facility management’s contribution to an organization often overlooked? Quite simply because, by efficiently and effectively doing their job, most facility managers perpetuate the myth that they are just background — performing a necessary but noncritical function.

Facility managers can and should go beyond the ‘manage’ label in their title and provide leadership within their organization. This means understanding the link between facility management

By efficiently and effectively doing their job, most facility managers perpetuate the myth that they are just background

Ironically, by doing their job effectively, FMs reinforce the misperception that they perform a necessary but non-critical role. Michel Theriault shares how facilities professionals can demonstrate their true value to organizations through leadership

T

he facility manager has a significant impact on an organization’s success.

Yet often, the role of the facility manager is seen as being just a simple tactical or technical

16 CFM&D April 2015

function, no more important than mail or repographics.

The reality is that, for most organizations, real estate is the second highest expense after human resources.

And if they own their facilities, real estate

and the organization’s corporate goals.

And it means getting involved and advocating for new approaches to real estate and facilities. It may even mean encroaching on what is traditionally seen as someone else’s job.

Begin by building personal knowledge. Network with other facilities professionals, attend conferences and read FM magazines. Also track trends and upcoming issues in the organization’s industry. Building personal knowledge takes time, but it is necessary to provide leadership in facility management.

Leadership in facility management should occur in all directions: downward to staff, sideways to colleagues and upward to senior management.

Develop the facility management department into the professional operation it should be. Train and www.cfmd.ca

re-train staff. Establish procedures and conduct quality assurance and performance management. Get the systems and resources needed to manage the organization’s assets and space efficiently. After all, other departments do these things, why doesn’t the facility management department?

Then, with information gathered through the department’s professional operation — and with help from industry software — provide leadership sideways and upward.

Take the initiative to understand how the facility manager’s responsibilities impact and interact with other departments, such as security and risk management. Then develop initiatives, hopefully in collaboration with those departments, that relate to facility management responsibilities but that also affect those areas.

For instance, instead of assuming that HR knows what is best for employees, take the leadership role and sell changes in the facility that improve employee satisfaction. Learn more about how space use affects worker productivity. Find out the latest space allocation and layout approaches used by leading companies.

Research what facilities-related amenities leading organizations use to recruit and retain employees. Then share this information with the HR department.

Perhaps HR hasn’t considered or has even resisted these types of changes.

Don’t wait to be asked by management to react to initiatives. Be aware of the organization’s issues and marketplace and make recommendations for improvement upward. Develop a business case with evidence and analysis that show how a proposal will benefit the company. Communicate with confidence and influence by fully understanding the issues and knowing the facts and figures.

Start with changes that are easy to carry out. Based on these small successes, facility managers will gain credibility.

That way, when facility managers propose bolder changes, they are likelier to secure approval.

Facility managers need to demonstrate to their organizations that they are not just operating on a tactical level, they Canadian Facility Management & Design

are providing leadership that positively impacts the organization’s two top assets: its people and its facilities.

Facility managers aren’t just managers; they need to be leaders as well. By being leaders, facility managers will not

only drive improved results in their organizations, but they will contribute to the growth and development of the profession and improve their own careers. | CFM&D

Michel Theriault is principal of Strategic Advisor, a facility, property and asset management consulting firm. For more information, visit www.strategicadvisor.ca and www.thebuiltenvironment.ca.

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[ fm education ]

These pages sponsored by

BOMI

BY CHRIS HODGES

C A N A D A

TURN FACILITIES DATA INTO FUNDING DOLLARS Good performance reports show how facility management supports an organization’s mission. Chris Hodges shares his tips for distilling complex data into engaging and easy-tounderstand stories with the power to influence the C-suite leaders who hold the purse strings

I

n facility management, measuring and monitoring systems provide reams of data on everything from water and electricity use to operations and maintenance costs.

The facility manager (FM) then faces the task of summarizing and translating this data into meaningful metrics on facility performance. Good facility management reports use these carefully chosen metrics and key performance indicators (KPIs) to paint a picture of diligent facilities stewardship to C-suite leaders.

However, few senior managers, financial officers, and director-level authorities live or participate in the world of facility management, so the language of the FM is typically foreign to this narrow but important audience. The upshot is: the way the story of facility management is told can greatly influence these stakeholders, who often hold the keys to funding and budgets.

DISTILLING THE DATA

Traditional reporting metrics come from hundreds of measurements which come from tech-driven building and facility management tools. These measurements include environmental impact such as carbon footprint; work management metrics such as equipment maintenance

hours and completion rates; and human impact metrics such as indoor environmental quality.

Measurement and monitoring systems collect the tactical data. The facility management group translates that data into several key metrics that align with the organization’s mission, vision, and values.

These are the KPIs: the most important performance indicators without which the organization would not be able to fulfill its mission. These KPIs often tell the story of customer satisfaction, commitment to corporate social responsibility (CSR), and how well facilities support business continuity.

It is important to translate those key indicators in ways the report’s audience can understand and relate. (See Figure 1, which shows the evolution from data to metrics to KPIs to strategic-level reporting.) A facility management report should balance reporting the metrics, KPIs, and telling the story of FM’s role in safer, more productive facilities.

TELLING A STORY

Compelling reports convey important data and metrics, but they also address the human element of facility management — the integration of people and place.

Facility management reports are a

great opportunity to show why facility management is important and how facility management contributes to the organization’s success.

Presenting complex data and business cases for facility management can be a challenge. Storytelling can be an even greater challenge for those who spend most of their time dealing with numbers and measurements.

But storytelling improves facility management reports. Take a close look at the drivers of facility management and consider ways the report can communicate how the facility management function aligns with those drivers. The drivers can be found in the organization’s mission, vision, values and culture.

A good story links the facility report to mission and organizational drivers. For example, in a financial institution that relies heavily on its ability to maintain lots of confidential data on a 24/7 basis, one facility driver is most likely to minimize (or eliminate) downtime in its IT infrastructure. The facility manager is generally in the position to maintain important elements of that infrastructure, such as power, heating, and cooling.

Although facility managers may have hundreds of measurements and metrics that help them manage the facility and critical infrastructure, the true KPI would be minimization or elimination of downtime. In telling the story, rather than cite dozens of work management metrics, the report could emphasize facility

Tactical Level (Data)

Metrics

KPIs

• Work management (FM Technology) • Building management (Building system technology)

• Work metrics • Building metrics • Environmental metrics • Workplace metrics

• Customer satisfaction • Corporate Sustainability goals • Business continuity

Strategic Level (Reporting Value) • How well did we fulfill the Mission, Vision, Values?

Figure 1 – From data to report; the evolution of the facility management report 18 CFM&D April 2015

www.cfmd.ca

management’s role and value in assuring the critical infrastructure is maintained and uptime goals are met.

IMPROVE REPORTS IN FIVE STEPS • Keep it short; no more pages or words than are necessary • Use graphics to show complex data

PRESENTING THE REPORT

• Provide context for the report — how the reported function supports the organization

Two important factors to consider in presenting reports and business cases are engaging and tuning the message to the intended audience. Engage the audience in short time segments that allow it to listen to and absorb the message. Tune the message to the audience through preparation — know the audience, know its interest and expertise levels in the subject matter, and know its understanding of the issue at hand.

Good reports present data and metrics in a way that is best understood by the majority of their readers — not just by those who work in facility management.

Good reports also respect the interest and knowledge levels of their audience. For example, the facility management report must often communicate complex financial information. The more clearly and simply this information is presented, the greater the chance the report will be widely read and understood, and the more likely it will help secure budget and project funding approval.

Cognitive biases and human factors also affect how decisions are made, especially financial ones. For example, loss aversion is the inherent bias for wanting to avoid all loss, disproportionately to the prospect of a gain. Recognizing this bias, more persuasive reports show the “what if” scenarios of failing to follow the recommended course of action.

Forgoing a certain action (such as an FM project) can potentially lead to greater risks of future losses.

Ultimately, how reports are received is just as much about the subtleties of how the data is presented as it is about the data itself. A well-crafted facility report combines the essential hard data on building performance and the financial impact of facilities with storytelling that speaks to the report’s target audience about how facility management supports the organization’s mission.

If the prospect of putting all of these concepts together at once seems daunting, treat each monthly or quarterly report as an opportunity to improve.

That way, the task becomes much more manageable. | CFM&D

• Recognize cognitive biases — engage and tailor the message to the audience

Canadian Facility Management & Design

• Include human interest components that relate to the reader

Chris Hodges, P.E., CFM, LEED AP, IFMA Fellow, FRICS, is a principal and co-founder of Facility Engineering Associates and is co-author of the book Sustainable Facility Management, the Facility Manager’s Guide to Optimizing Building Performance.

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April 2015 CFM&D 19

FACILITY DESIGN

BUILDING LOCAL PHOTOS BY TOM ARBAN

University College of the North has a mandate to increase access to education in Manitoba’s upper reaches. Its new Thompson campus embraces aboriginal culture and regional realities in a LEED Gold-targeting building

BY MICHELLE ERVIN

20 CFM&D April 2015

www.cfmd.ca

T

he building almost appears as though it has risen from the earth.

Native planting winds its way along a walkable curved pathway from ground level to a green roof atop its second storey. Locally sourced granite lines the slope, contained in Gabion wire baskets, and features prominently on the face of the building’s lower floors.

In this way, the University College of the North’s (UCN) new Thompson, Manitoba campus doesn’t rely on overt symbols to express aboriginal values, says project architect Doug Corbett.

Rather, it embodies them.

“This is a totally indigenous aboriginal building because it’s designed with the true philosophies that the aboriginal people used years ago where they were building with materials at hand,” Corbett says.

The $61-million, 87,780-squarefoot building, completed in May 2014, is tailored to UCN’s unique student population. Specifically, UCN’s mandate is to increase access to postsecondary education in northern Manitoba. That means reflecting the aboriginal culture and regional realities.

Canadian Facility Management & Design

As Corbett shares, he initially wondered why students couldn’t simply enroll in an urban school of the south, such as Brandon University or University of Winnipeg. Back in 2004, working for his own firm at the time, Corbett was hired by the Government of Manitoba to do a master plan for the proposed school. Also at that time, his son was leaving home to attend university in Montreal.

What Corbett would learn was that aboriginal communities have tightknit family units, in which everyone, including aunts and uncles and grandparents, helps to raise children. The students who would be attending the school were, on average, age 27, many of them single parents. They couldn’t just uproot from their communities and leave their support systems behind.

The architect recalls aboriginal elders who sit on a tri-council with UCN’s academic and administrative arms, telling him: “Unless the extended family is there, nobody is going to even think about going to university.”

So Corbett identified Thompson, known as Manitoba’s hub of the north, as the locale for a new campus in the master plan, which also importantly provided for student housing. It wasn’t until 2008 that the Government of April 2015 CFM&D 21

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A dedicated Aboriginal Centre is clad in cedar and lined with real Aspen trees.

Manitoba issued a request for proposals for the project. Smith Carter (now Architecture49), the firm Corbett left his own to join, won the contract.

The City of Thompson was simultaneously investigating adding a gym, library and daycare to its local community centre. Situated on the same site as UCN’s proposed new campus, the Thompson Regional Community Centre (TRCC) already housed a curling and hockey rink complex.

In a money-saving move, Corbett proposed combining the two buildings and having their users share the amenities. And so it was that the city added the gym to the community centre and the province included the library and daycare as well as food services in its plans for UCN’s new facilities.

During the integrated design process that followed, some of Corbett’s greatest 22 CFM&D April 2015

inspiration came from aboriginal elders.

He recalls: “One of them said, ‘Listen to the wind; look at the sun; make sure that this building has a really strong connection to the earth.’ ” Along that vein, the natural materials found on the building’s exterior continue on the interior.

“We had a design concept called raw,” says Corbett. “We didn’t want to make it look like a lawyer’s office; we didn’t want to make it look like any kind of campus down south or in a major city.

We wanted to build it truly vernacular to northern Manitoba.”

The raw concept is exemplified in the generous use of cedar, exposed concrete and steel, and granite. All told, the UCN project incorporated 2,672 tonnes of granite.

An aboriginal artist from Cranberry Portage hand-carved the cedar panels

of the building entry’s vestibule wing walls to depict a story of transition that would echo the student experience. The main entrance leads into a four-storey atrium, which serves as the central node on an internal street connecting to the community centre on the left and to the school on the right.

The building organizes the 73-child daycare, administrative and food services, the Library/Learning Commons, and an Aboriginal Centre on the first floor.

Small, medium and large classrooms seating eight, 16 and 24, respectively, and science labs are on the second floor.

Faculty offices are on the third and fourth floors.

The classrooms, and a 60-seat slopedfloor lecture theatre, are outfitted with state-of-the-art audio/visual technology so instructors can deliver distance education to UCN’s 12 regional centres. www.cfmd.ca

windows on the north, east and west sides and a high-performance curtain wall made from triple-glazed, spectrally correct glass on the south side.

For the end user, the new facilities are a “game-changer,” says Chris Reddy, VP of strategic services and development, UCN. They replace renovated three-storey wooden buildings originally constructed in the 1950s as dormitories for Inco nickel mine workers.

“Our old building didn’t really allow any connection,” says Reddy.

“Here, having such an open concept, no matter where you are in the building, you can tell that people are here, you can see students.”

Apart from facilitating a sense of community, he says, the new UCN campus has delivered much-needed study areas and research facilities, onsite daycare and family-sized housing units, and more.

�

“By being directly attached to TRCC, we are able to share their facilities, which gives us a hockey rink, wellness centre, extra meeting rooms and a curling club,” says Reddy, “so it’s allowed our students access to a lot of things we didn’t have before.”

UCN offers a mix of degree, diploma, certificate and apprenticeship programs, with the Thompson campus being a major delivery centre for nursing, business and trades training. Currently, the Thompson campus hosts around 600 students and 100 faculty members, instructors and support staff, with room for future growth.

In celebrating its grand opening, Manitoba Premier Greg Selinger said: “By giving people access to highquality training and post-secondary education, this new state-of-the-art campus means more opportunities for our young people to build their life right here in the north.” | CFM&D

The large Library/Learning Commons is designed to encourage collaboration.

Unique among the building’s spaces is a dedicated Aboriginal Centre used for a variety of elder-led activities including drum building, moccasin making, smudging ceremonies, and storytelling.

The cedar-clad room is furnished with curved lounge seating arranged in a circle and surrounded by real Aspen trees.

The LEED Gold-targeting building is expected to score well on indoor environmental quality for its natural daylighting and low-volatile organic compound (VOC)-emitting materials.

What’s more, the high-performance building envelope is expected to earn the project high energy points.

“In northern Manitoba, how you stay warm is you wear your big down coat,” says Corbett. “For the building, we said: ‘We’re going to do the same thing.’ ” The building’s “down coat” took the form of well-insulated walls with few Canadian Facility Management & Design

April 2015 CFM&D 23

ENERGY FEATURE

BY SUSAN ROCHFORD

FIVE PATHS TO BETTER BUILDING PERFORMANCE systems, and other categories. Legrand analyzed 15 different building performance mechanisms to ascertain their characteristics, origin, and intentions. Based on this analysis, the mechanisms were classified into one of the following five types.

1. BUILDING ENERGY DISCLOSURE

As building performance expectations have increased, so too have the number of mechanisms for meeting them.

A Legrand-sponsored white paper surveyed the landscape and grouped the various paths into the following five categories

E

xpectations for commercial building performance have risen steadily over the past 20 years, 1 resulting in a complex, continuously changing and increasingly crowded market with multiple pathways. Designed by various players, each pathway is intended to drive owners to improve existing buildings, or design new ones better.

24 CFM&D April 2015

The motivations for improving building performance are multifold.

They include: saving money, increasing asset value, reducing environmental impact, ensuring occupant well-being and safety, as well as assuring continuous and costeffective operation and fulfillment of a building’s intended mission.

The breadth and diversity of programs and policies constitute a mix of standards, codes, rating

These mechanisms require building owners to collect and report annual energy usage data to benchmark this data across similar buildings.

The data and benchmarking results are often made public by the government entity imposing the requirement. Energy rating systems, such as ENERGY STARÂŽ or ASHRAE bEQ, are used to capture and benchmark the data.

The intention of these policies is to provide transparency of energy consumption to both city officials and building owners, flag inefficiencies, and ultimately inspire actions that will reduce building energy intensity and thereby carbon footprint of a city or state.

Many of the cities that have already implemented disclosure requirements, or are considering doing so, are also pursuing other initiatives to improve the sustainability profile of their communities.

2. BUILDING (ENERGY AND SUSTAINABILITY) CODES AND STANDARDS

These mechanisms set forth minimum efficiency requirements to achieve targeted reductions in energy use/greenhouse gas emissions over the lifecycle of new or renovated buildings.2 Bodies such as the International Code www.cfmd.ca

Council (ICC) craft model codes and set minimum safeguards for construction and design. Both building standards and codes are developed through consensusbased processes and are recognized by the American National Standards Institute (ANSI).

Recognized standards development organizations, such as the American Society of Heating, Refrigerating, and Air-Conditioning Engineers (ASHRAE), draft building standards in language that can be readily adopted as code and enforced within local jurisdictions. Localities will often select and adopt provisions from more than one standard to tailor local code to their specific conditions or needs.

There are two major types of codes when it comes to performance: model energy and stretch.

3. PROFESSIONAL AND INDUSTRYSPONSORED RATING PROGRAMS

These mechanisms seek to promote best practices in building performance within a specific industry or professional community. Examples include the Building Owners and Managers Association (BOMA) 360 Performance Program®, which was designed with the building owner and facility manager in mind, and the American Institute of Architects (AIA) 2030 Commitment, which is intended to demonstrate the role of the architectural community in reducing overall building carbon emissions. These organizations set forth performance criteria or guidance, offer tools and resources to achieve results, and in some cases confer public recognition.

While the Living Building Challenge has not yet achieved scale, it is viewed as a harbinger of future building performance requirements.

Model energy codes are intended to set the minimum level of energy performance in a building. The latest model codes are ASHRAE Standard 90.1-2013 and the International Energy Conservation Code (IECC) 2015.

Stretch codes define performance levels beyond those of the model energy code to address other dimensions of sustainability, such as indoor environmental quality, water efficiency, and site design. The latest examples of stretch codes are CAL Green, ASHRAE Standard 189.12014, and the International Green Construction Code (IGCC) 2012.

Model and stretch codes undergo a similar development process, but differ in intended application. While model codes are intended to set the floor for building energy performance and are mandatory for all, stretch codes can be applied as an “overlay” on existing model energy codes to set an additional level of performance.

Canadian Facility Management & Design

4. BUILDING RATING SYSTEMS AND CERTIFICATIONS

These mechanisms provide prescriptive and/or building performance criteria that require third parties to verify achievement. Certification is publicly recognized, often with a plaque or certificate. Rating systems provide a pathway for building owners to improve the performance of their buildings and distinguish their achievement in the market.

Rating systems range in scope, from those focused solely on energy to those that address a wider range of performance areas. They have been developed by both government and the private sector. The principal U.S. government system is the Environmental Protection Agency’s (EPA) ENERGY STAR®, which is predominantly energy focused.

Leadership in Environmental and Energy Design (LEED) and Green Globes are two other prominent building rating systems. At the far end of the spectrum is the Living Building Challenge, the most comprehensive and ambitious

certification system developed to date. While the Living Building Challenge has not yet achieved scale, it is viewed as a harbinger of future building performance requirements.

Information Resources & Technology

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hen people in the building industry have questions about design, project management, operations

and maintenance they go to the National Institute of Building Sciences WBDG Whole Building Design Guide® at www.wbdg.org. WBDG is one of the largest,

most comprehensive online resources in the building construction industry. This web-based portal contains design, construction and facility management information and criteria required by U.S. military and other federal agencies, along with substantial content on key topics of interest to all building professionals.

More  An Authoritative Source of Innovative Solutions for the Built Environment

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5. BUILDING DESIGN GUIDANCE

This mechanism provides substantive guidance on building design without reporting or recognition. In the U.S., the principal source of comprehensive building performance design guidance is the Whole Building Design Guide (WBDG). The WBDG offers an eight-point framework for designing high performance buildings based on a continuous stream of input from industry, government, academia and the architectural community.

It identifies eight specific attributes of a high-performance building: accessible, aesthetic, cost-effective, functional/operational, historic preservation, productive, secure/ safe, and sustainable. The WBDG also references all relevant codes, standards, legislation and guidelines pertaining to a specific area of building performance, as well as identifying relevant professional organizations that have competence or resources on the performance topic.

Maintained by the National Institute of Building Sciences, and created initially to meet the building design needs and objectives of federal agencies, the WBDG is now used by more than 500,000 U.S. and global users.3 April 2015 CFM&D 25

CONCLUSION

In examining these building performance mechanisms, it is evident that the consistent upward pressure on building performance creates a ripple effect up and down the building industry, impacting owners, architects, designers, contractors, installers, manufacturers, service providers, and ultimately, the people and communities that live, play and work in buildings.

Those who construct and own buildings will need to deliver greater levels of performance across a wider scope of expectations, including areas that go well beyond energy and environmental performance.

Product manufacturers and service providers will need to adapt to deliver the products and services that meet these new expectations.

All parties to the building industry will need to refine their tools and

systems to fulfill the potential for high performance building, meaning one which “integrates and optimizes on a life cycle basis all major high performance attributes, including energy conservation, environment, safety, security, durability, accessibility, costbenefit, productivity, sustainability, functionality, and operational considerations.”4 | CFM&D

The preceding article is excerpted with permission from the Legrand white paper A Guide to the Building Performance Landscape. The full white paper can be accessed at http://www. legrand.ca/resources-and-downloads/ white-papers.aspx#.VP20OPzF8gQ. This paper was authored by Susan Rochford, VP Energy Efficiency, Sustainability & Public Policy, with research and editorial support by Shana Longo, Sustainability & Government Affairs Analyst.

REFERENCES 1. The Drive for High Performance Buildings, Legrand White Paper, August 2013 http://www.legrand. us/aboutus/sustainability/hi-

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www.cfmd.ca

SHOW PREVIEW

FM EDUCATION DAY COMES TO CANADA’S FIRST LEED SILVER CONFERENCE CENTRE IFMA Toronto’s 6th annual all-day education event will take place at the Allstream Centre at Exhibition Place on May 5

I

FMA Toronto’s 6th annual fmEducation Day comes to Allstream Centre — Canada’s first LEED Silver-certified conference centre — at Exhibition Place on May 5. This year, the association will promote and support Ontario’s FM community with programming focused on managing critical aspects of day-to-day operations as well as driving personal and organizational success.

The day will kick off with registration, breakfast and a keynote speech. After a group education session on change management, the program branches out into concurrent sessions covering topics including improving building performance and how companies can become more innovative. Breaks will give attendees a chance to visit exhibitor booths. The event will close with a cocktail reception, one of the many opportunities to network with leading facility managers, architects, interior designers, engineers and various other real estate professionals.

IFMA Toronto continues its partnership with MediaEdge Communications (publisher of CFM&D), who will produce the event for the second straight year. | CFM&D

Programming will focus on managing critical aspects of day-to-day operations as well as driving personal and organizational success.

Canadian Facility Management & Design

HOT TICKETS As always, IFMA Toronto’s annual fmEducation Day promises to deliver an action-packed program. Here are just a few of the concurrent sessions attendees have to choose from: Digital Disruption and Real Estate Debbie Baxter talks how technology is affecting how and where we work, including Deloitte’s move to 100 per cent agile for 60 per cent of its portfolio.

The Changing Face of Accessible Design Susan Wiggins, CEO, Interior Designers of Canada, moderates a panel on trends in accessible design, such as creating safe and aesthetically pleasing interiors that exceed the building code.

Changing the Conversation for Facility Assets Sodexo’s Nicholas Fioravante explores whether ISO 5500 “Asset Management” is the final step in getting FM organizations and facility assets recognized as sources of revenue rather than support costs.

For complete event info and to register, visit www.remievents.ca/ ifmatorontofmeducationday/.

April 2015 CFM&D 27

TREND REPORT

THE RISE OF CO-WORKING CENTRES

BY CHRIS HOOD

THE BUSINESS MODEL

As organizations increasingly trade full-time staff for contract workers, pay-as-you-go office space is gaining popularity.

Chris Hood highlights what those organizations can learn about employee engagement from the successful business model behind co-working centres

C

o-working centres are on a sharp growth trend, fueled by the increasing conversion of full-time corporate staff to contract workers. Affected employees become natural candidates for membership in these pay-asyou-go office spaces, particularly as they grow to appreciate the value of making connections outside of their single-client relationship.

28 CFM&D April 2015

Typically, it is individuals rather than large organizations who subscribe to co-working centres. Ostensibly, users (commonly referred to as members) pay a monthly fee in return for various levels of accommodation (open workstation, access to a common lounge, private office, etc.). But the real value of these spaces has less to do with the physical environment and more to do with people, which has implications for large organizations.

Co-working centres thrive based on their ability to develop an attractive workplace experience — one where co-workers sincerely care about each other, both as individuals and as successful business neighbours. This is their raison d’être.

But operators must attract members within the constraints of a sustainable business model. Rather than overinvest in space, people or technology, they need to get creative and find out what investments are most appreciated. This usually leads to heavily people-centric investments: • Coffee quality over finish quality; • Character-rich environments over bland cube farms; • More choice, less space; • Disposable furniture over traditional high-end systems furniture; and • Human scale versus warehouse scale.

It is the diversity of people, backgrounds and experience found in co-working centres that seems to hold the highest value for members. Stories of cross-discipline enlightenment abound, as do the new ideas that emerge from these interactions.

The people-centric focus of these centres raises expectations about belonging to something more substantial than a constantly evolving organizational structure and a carousel of shifting space assignments. And for this, members are prepared to pay fees ranging from $25 to $1,000 per month.

Though the number of coworking spaces and participants is still relatively small, there appears to be a very passionate, thoughtful and active body of entrepreneurial operators who will continue to refine how they identify target audiences, www.cfmd.ca

secure desirable locations, and build communities around sustainable business offerings.

LESSONS FOR LARGE ORGANIZATIONS

Co-working centres will acquire increasing relevance as choices for business people seeking value-add work and workplace options in the corporate world.

Larger organizations could well adopt co-working to simultaneously reduce their corporate footprints and reverse the downward trend in employee engagement.

Co-working offers new models of on and off-campus teamwork and drives new connections between otherwise disconnected individuals. Co-working centres also offer building design and services lessons for large organizations.

A non-scientific review of more than 1,000 photos of coworking centres show a departure from the look and feel of quintessential corporate America. Gone, in many cases, are the systems furniture, drop-in ceilings and recessed fluorescent fixtures in favour of exposed structure, natural materials and perhaps a certain quirkiness of character that draws members in.

What’s more, the configuration of physical space is becoming more creative and varied, and users want choice. In one workplace program (with 16 different workplace options), more choice has led 79 per cent of employees to feel more productive than before and delivered an average 86-per-cent satisfaction level.

Similarly, co-working centres recognize value-add services such as a concierge desk and geek squads as key contributors to employee satisfaction. They mark a shift from self-help programs to personal touches.

Observation suggests that there is no clear relationship between providing the highest quality facilities and having the happiest and most engaged employees. Indeed, examples abound of high-quality corporate environments with low levels of employee engagement. It might be concluded that management styles, organizational culture and regard for people are significantly more influential than design — areas where co-working seems to score high.

THE BOTTOM LINE

Co-working centres are increasing in popularity, in part because they offer what many traditional workplaces do not: choice. Their founders are also getting smarter with their business models. As the recent financing round at WeWork — a leading company in this market — demonstrated, co-working is becoming big business.

The company’s $5-billion market valuation and funding capacity to open 300 new sites at 30,000 square feet each is a testament to the rising tide.

Some co-working centres may well move inside corporations as smart organizations learn to generate their own thriving locations in efforts to boost employee engagement. These organizations will recognize that this movement is less about real estate and more about providing viable, satisfying and personally enjoyable communities.

Canadian Facility Management & Design

Traditional work styles, and the work preferences of employees, are also changing rapidly. So are the very jobs themselves, and the way they are contracted. As these trends solidify, the qualities that define great workplaces will be further redefined by the move toward user-centred choice. Class A space may no longer be the people’s first choice — supplanted perhaps by people-centric environments of wit, character and welcome.

How to achieve this in the corporate environment is the challenge. It is not a design problem (although look, feel and atmosphere are important), but one of developing a business model which supports the hiring of talented enablers to make the community work. These people already exist in today’s best co-working centres. | CFM&D

Chris Hood is managing director and platform lead for Occupancy Services within CBRE’s Global Corporate Services organization. As a student of alternate workplace strategies for more than 34 years, he shares his knowledge, experience and thought leadership with his clients, teammates and his industry.

He is a past winner of Corenet’s Global Innovation Award, a founder and leader of its Workplace Community, and has spoken at industry conferences across the world.

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April 2015 CFM&D 29

FOCUS ON EDUCATIONAL FACILITIES

THE FLEX TEST As incubators for the next generation of talent, schools are unsurprisingly adapting to the techdriven changes occurring in workplaces. A survey of the latest campus-friendly furniture and accessories turned up flexible products designed to support the increasing fluidity of spaces

Essay™ is a new seating collection conceived by a student for students from National Office Furniture, a unit of Kimball International, Inc. Sasha Mahan-Rudolph entered the product’s original design in National’s annual furniture challenge for Purdue University industrial design students and was selected to intern with the company’s design team to develop the product. The seating’s chevron design details serve both style and function. For example, the V-shaped back allows bags to be slung over the chair without slipping off. Tailored to students and corporate learning environments, the line comes in eight signature colours and in stool, student chair and task chair options.

Global’s multi-purpose 2gether tables flip up and fold down with the touch of a lever, and roll smoothly on adjustable leveling casters, two of which lock. It is this flexibility that makes them conducive to collaborative, training, classroom and conference settings. Available in finishes including Avant Honey, Tiger Fruitwood and Willow Grey, 2gether tables feature asymmetrical Y-shaped legs that facilitate space-saving nesting. The tables come in two depths — 18 inches and 24 inches — and three widths — 48 inches, 60 inches and 72 inches. An articulating modesty panel is optional.

30 CFM&D April 2015

www.cfmd.ca

Teknion’s Thesis line of learning and library tables is intended to support the technologically driven shift in the way students learn and interact. The line is flexibly designed for both collaborative spaces suited to group work and conversation and quiet spaces conducive to independent learning and heads-down study. The Learning Table (pictured) features a device for quick linking of tables and customizable legs — available in caster, leveler and Americans with Disabilities Act options — that can be retrofitted on site. Cup holders, a book/laptop/ tablet holder and power/data cube are among its accessories.

KI’s adaptable Trellis™ system distributes power and data to freestanding tables or desking solutions through a simple infeed. Trellis supports a range of flexible configurations, including straight runs, 90 degrees and 120 degrees, with applications in collaborative lounges and interactive learning environments. The chase comes in a choice of two heights —24 inches or 30 inches — and widths ranging from 24 inches to 72 inches. The system features power receptacles and USB ports as well as a removable top cap that provides access to wire management components. Trellis picked up a Best of Neocon 2014 nod, winning gold in the furniture systems category.

The Andrea Ruggiero-designed Zuma portable acoustic screen is inspired by the way surfboards are carried under the arm and vertically stuck in the sand for storage. New from Peter Pepper Products, the screen is ideal for conference centres, open-plan offices and universities. Its low-profile steel base comes in bright white and graphite. The removable, fabric-covered screen that mounts onto the base features a lightweight frame and sound-absorbing filling. The product comes in the standard fabrics Maharam Medium and Milestone, but COM is an option. Zuma is 24 inches wide, 55 inches tall and 13 inches in diameter.

Canadian Facility Management & Design

April 2015 CFM&D 31

J+J Flooring Group’s Kinetix tile composite flooring comes in ombre patterns inspired by the darkest, innermost shadow of an eclipse. The 18-inch by 36-inch product, available in Umbra and Umbra Stripe patterns, combines soft textile aesthetics and hard surface durability with its knitted polyester fabric and cushioned polyester felt backing. Kinetix is NSH 140 Platinum-certified, composed of 55-per-cent recycled content and completely closedloop recyclable. It also comes with a third-party Environmental Product Declaration. With a range of applications in commercial interiors, the product’s ease of maintenance and durability make it especially suited to education and healthcare environments.

Cut & Compose is a new Shaw Contract Group carpet collection tailored to educational environments. As the collection’s name hints at, the design cuts, rotates, deconstructs and composes letters, numbers and abstract elements to create a graphic effect. The carpet comes in three 24-inch by 24-inch tile styles —Construct Tile, Rotate Tile and Copy Tile — as well as two broadloom styles — Collage and Digits. The silver level Cradle to Cradle-certified product is made on EcoWorx Performance Broadloom and EcoWorx backing with Shaw Solution Q Extreme 100 per cent solution dyed nylon. Copy Tile is pictured.

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You are never too young or too old preferences while maintaining a coherent to learn something new. Most delook throughout the office. Five seating sking products were conceived to mechanisms further enable different build out from the wall (ie. the people to find the fit that suits them best. workwall) but Princeton builds out from 'you' and where you work.

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233 Lahr Drive, Belleville, ON K8N 5S2 Toll Free 1.866.398.3191 inquiry@interface.com www.interfaceflor.ca

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Genius Training Table

DESCOR FOUNDATIONS -

For the client seeking a versatile table – for training rooms, conference and meeting spaces or workstations – Artopex’s training table is GENIUS! Fixed-top or flip-top surfaces, caster or leveler footings, Genius is easily reconfigured or stays solidly in place for permanent installations.

Flip-top tables nest together to occupy a minimum of space due to the unique interlocking leg system. Proudly designed and manufactured in Canada.

BRIDGES II

Built from the ground up!

Connect. Share. Achieve. Bridges allows TM

A modern interpretation of conferyou to connect in different ways from ence Boardroom and Meeting Room benching to desking, meeting rooms to furniture featuring the latest data and systems. Redefine how you connect and communications capabilities! share. Bridges provides you with the tools to achieve so much more.

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PRIMACARE

The 2012 Global Total Office

A new benchmark in healthcare seating...

PRINCETON All the features, all the looks and quite More components, more layouts, five possibly the most extensive offering of its great new finishes and a sleek new kind for both acute care and long term metal frame leg. More of everything that care applications. As the name implies, makes PRINCETON your first step Primacare is a first for both care givers and specifiers. Under the skin of every beyond the work cubicle. Not to forget Primacare chair is a heart of solid steel the new PRINCETON tables, a slender waiting to meet the rigorous demands of surface on a simple structure that you any environment. The Primacare series will want to use everywhere. includes more than 40 models that extend from patient rooms to waiting areas, dining rooms to treatment centers and bariatric applications.

TM

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BLACK WHITE WHEN USED ON COLORED BACKGROUNDWHITE

HONOREE

Grey= PMS 425 Gold= PMS 123

HONOREE

TM

In this catalogue, you will find thousands healthcare seating providing a of products from budget to mid-market, comprehensive and integrated solution traditional to contemporary, classic to for patient, bariatric, guest, dining, sleepers, innovative. Seating...desks...files...tables... recliners and modular seating. Primacare panels and accessories- all stocked, ready is 'purpose built' for both Acute Care and for quick delivery. Our outstanding dealer Elder Care environments, leading the way network can provide you with whatever in on-site maintenance, reconfiguration you need, wherever you need it.

TM

and infection control.

Visit us on the web and locate a dealer near you!

1-877-446-2251 www.globaltotaloffice.com

thinkglobalcare.com

Marmoleum Composition PRIVACY IN PRIVÉE Tile by Forbo

HONOREE

source for the total office

Primacare is the new benchmark in

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BLACK & WHITE

Express Catalogue - your single PRIMACARE

KSI Sign Systems

The furniture becomes the Made from natural ingredients, MCT architecture; the canopies, although enclosed, are inviting structures that linoleum tile features a low cost of wrap around the seating to ensure ownership and is occupancy ready, privacy and acoustic comfort. requiring no initial maintenance. Its Privée’s lounge seating can also be naturally inherent antimicrobial and fitted with convenient swivel tables, antistatic properties offer improved providing a multi-purpose top for additional comfort. Compatible indoor air quality and combat MRSA components have been designed and other strains of bacteria. to offer endless combinations and ease of use, generating new ideas to manage space and meet different needs with modular and Forbo Flooring pieces.

Systems re-positionable

866-661-2351 www.borgo.com www.forboflooringNA.com

32 Canadian CFM&D Facility October 2012 Management & Design

is a leading provider of interior and exterior signs for over 25 years. With an attention to detail and a commitment to a high level of customer satisfaction based on product knowledge, quality and service we can work with you to create efficient and user friendly sign systems and wayfinding solutions for your sign requirements KSI Sign Systems Inc. Phone: (905) 625-1999 Fax: (905) 625-3889 www.ksisignsystems.com

April 2015 www.cfmd.ca CFM&D 33 Untitled-3 1

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[ last word ]

BY MARCIA O’CONNOR

HOW EXTRA CREDITS CAN HELP YOUR CAREER The growing pressure for facility managers to work smarter with fewer resources has increased the importance of continuing education. Marcia O’Connor makes the case that being a lifetime learner is ultimately what empowers these professionals to progress in their careers

P

eople who have been working in facility management (FM) for a number of years commonly ask: “What can a professional development course teach me that I don’t already know?”

The short answer is: Even though onthe-job experience alone can create great employees, keeping skills sharp and staying up to date on industry best practices is what will enable facility managers to provide value to their organizations, and ultimately, keep them advancing in their careers.

SHARPEN SKILLS

From a personal and professional growth perspective, facility managers should always look at ways to continue to learn and improve. Mature students who haven’t taken any post-graduate professional development courses after many years may have a lot of anxiety and fear of the unknown. That anxiety and fear seem to subside once their skills and familiarity with the course materials are acknowledged.

Foundational courses cover topics such as change management, communicating and marketing financials, and leadership strategies.

These courses empower facility managers to become role models for their colleagues and peers in the FM profession. They also offer a unique way to stay competitive in giving facility managers the chance to learn and engage with a network of peers and gather best practices and 34 CFM&D April 2015

experiences from subject matter experts in the field. Information-sharing is especially important in FM because no two facility managers operate their buildings the same way. Each mature student’s takeaway is unique based on their current skill, knowledge and experience levels.

STAY CURRENT

FM professionals are expected to continue to work smarter with fewer resources and juggle a number of concurrent priorities. As a result, remaining current on the latest industry best practices, products and services is becoming increasingly imperative.

Advancing knowledge and developing skills that can be applied directly to the workplace is key. The most popular FM courses and programs right now are related to integrated tools, techniques, leadership, FM planning and innovation.

Professional development exposes adults to an array of up-to-date research and best practices in areas such as building automation and workplace design. Mature students get to apply concepts in a safe environment before taking them back to their workplace.

Learning a new concept the right way could save the facility manager and the employer time and resources.

PROVIDE VALUE

Professional development offers facility managers the opportunity to increase the effectiveness of facility operations and staff competency. Many facility managers don’t realize a course’s value until after it has concluded.

Examples include the immediate ability to establish benchmarks and key performance indicators to measure progressive improvement and success as well as developing defensible reasons to support change.

When selecting courses, facility managers (and their employers, especially if they’re footing the bill) should evaluate return on investment.

Class or instructor fees, travel expenses, downtime and lost productivity are just some considerations. Another is the applicability of the particular program. Is it really necessary? Will it have a measurable impact and payback on day-to-day operations? Will it be possible for facility managers to participate while juggling their current workload?

Facility managers are all lifetime learners — leading change requires facility managers to leverage what they know and stay ahead of current trends to provide value to their organizations. When it comes time to promote, employers are passing over facility managers with similar onthe-job experience and knowledge for employees that have taken the initiative to complete FM courses.

Professional development courses help facility managers meet and exceed their potential. | CFM&D

Marcia O’Connor is president and CAO of AM FM Consulting Group. An FM professional for more than 25 years, Marcia promotes professional development, change management and knowledge transfer. She has been the lead FM instructor at U of T for the last 15 years.

www.cfmd.ca

EMPOWERING INDIVIDUALS AND ORGANIZATIONS TO GROW AND SUCCEED.

Our longstanding history of strong partnerships and best practices make Sodexo an outsourcing partner of choice.

From building operations and maintenance to customer service centres; from catering and retail food services to fitness centre management; and from cleaning services to grounds maintenance and landscaping; Sodexo designs, manages and delivers solutions for clients that improve Quality of Life in the workplace contributing to the development of individuals and the performance of organizations.

To learn more about our Quality of Life Services please visit www.sodexo.ca

GLOBAL A+D PORTFOLIO Š 2015 All Rights Reserved. Global Design Center 15.0033 IT2460RX 2gether tables shown in White Chocolate (WHC).

1899 Roma seating shown in Momentum Malmo, Aquavit (YRZ5) seat and Winter Grey (WG) mesh back.

flip up and go 2getherTM creates dynamic spaces for people to easily connect and learn.

Join them in rows for the next seminar, rearrange in groups to exchange ideas or fold them down and roll them away until needed. 2gether works 2GETHER TABLES & ROMA SEATING.

great and looks great in any setting, any time.

1.877.446.2251 CAN

1.800.220.1900 USA

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