Canadian Facility Management & Design

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FROM FORMER NEWSROOM TO FINTECH HUB

SCOTIABANK’S DIGITAL FACTORY SEATING FOCUS ON

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THE POSITIVE

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CANADIAN FACILITY MANAGEMENT & DESIGN

[ contents ] 20

COVER PHOTO: DOUBLESPACE PHOTOGRAPHY

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On the cover: With its bay windows and lush greenery, the Digital Factory’s Plant room provides an escape.

Page 16.

16 Scotiabank’s new agile workplace features 18,000 square feet of writeable surfaces.

16 SCOTIABANK SWITCHES GEARS

Facilities to support a financial institution’s fintech future.

20 EVERGREEN EYES CARBON NEUTRALITY

A non-profit aims to balance green design and heritage preservation in retrofit.

24 ENVISIONING TOOLS GET AN UPGRADE Advances in 3D technology bring facilities teams to the construction table sooner.

26 P3 PERFORMANCE MANAGEMENT

Bespoke software solutions are on the rise in contracts new and old.

28 FOLLOW THE PATH

Among the latest new flooring products are customizable tiles that help with wayfinding.

24 columns

departments

6 OBSERVATIONS 10 FM ERGONOMICS 13 FM EDUCATION 24 DESIGN 26 TECHNOLOGY 30 LAST WORD

8 FOUNDATIONS 25 INFOGUIDE

with

creating better environments

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[ observations ]

BY MICHELLE ERVIN

SUSTAINABILITY AND INNOVATION

D

igital disruption has left few industries untouched.

In the banking industry, financial services companies are evolving into fintech companies, a name that reflects the growing role of technology in their work.

Scotiabank is supporting its technology strategy with a satellite location in downtown Toronto, 12 minutes from its head office, called the Digital Factory.

The space, now home to 200 agile specialists, data analysts and software developers, leaves few clues as to its past as the former home of the Toronto Sun newspaper.

“Switching gears,” this month’s cover story, sheds light on how IA Interior Architects helped Scotiabank transform its new space in a 1970s-era building into a modern hub for digital innovation.

Also in this innovation and sustainability-focused issue is an article on Evergreen’s plans to redevelop the heritage-designated kiln building at the Brick Works in Toronto. The project aims to raise the bar set by its adaptive reuse of the former brick-making factory site and its LEED Platinum-certified headquarters by targeting carbon neutrality.

Plus, look for articles on how 3D envisioning tools are allowing facilities teams to get involved in construction projects earlier in the process and the increasing use of ‘bespoke’ performance management software in P3 projects. And our regular round-up of new products features the latest in flooring, which includes the expansion of a customizable collection of luxury vinyl tiles.

As digital disruption changes the way people work, facilities will play an important part in supporting new work styles. If Scotiabank’s Digital Factory and Evergreen’s kiln building redevelopment are any indication, much of this support will come from existing facilities, bringing together innovation and sustainability under one roof.

MICHELLE ERVIN michellee@mediaedge.ca

APRIL 2017 Volume 32, Issue No. 1 PUBLISHERS: Stephanie Philbin stephaniep@mediaedge.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 WEBDESIGNER: Rick Evangelista ricke@mediaedge.ca PRODUCTION MANAGER: Paula Miyake paulam@mediaedge.ca CIRCULATION: Aahish Sharma circulation@mediaedge.ca (416) 512-8186 ext. 234 PRESIDENT: Kevin Brown kevinb@mediaedge.ca DIRECTOR OF DIGITAL MEDIA: Steven Chester stevenc@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 six times a year by MediaEdge Communications Inc., 5255 Yonge Street., Suite 1000, Toronto ON M2N 6P4; Tel (416) 512-8186; Fax 416-512-8344; email: circulation@mediaedge.ca SUBSCRIPTIONS Canada 1 yr $50* 2 yr $90* USA 1 yr $75* 2 yr $140* Int 1 yr $100* 2 yr $180* Single Copy Sales Canada $15* * Plus applicable taxes.

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

Copyright 2017 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 | Part of the REMI network | www.REMInetwork.com

» foundations » THE PERKS OF FLEXIBLE WORK

BY THE NUMBERS Employees report that improved eating, sleeping and work-life balance are among the benefits of having the freedom to work outside the office, according to a study commissioned by flexible workplace provider Regus. The study, which reached 1,600 business people in Canada, made the following findings:

71%

>50%

65%

<50%

The share of employees who said working closer to home gave them more time to socialize.

The share of employees who reported that working closer to home improved their diet (56 per cent) and increased their sleep (52 per cent) by cutting down on their commute.

The share of employees who said any job they take should offer flexible working.

The share of employees who reported that flexible work gave them a break from boring co-workers (39 per cent) as well as co-workers with unpleasant personal habits (47 per cent).

“Flexible working is recognized as a key element of staff retention and motivation, but the results clearly confirm that it plays a key role in helping workers decide whether they will even consider taking a job or not,” concluded Wayne Berger, Regus VP for Canada.

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

REGRET THE ERROR In CFM&D’s December 2016 issue, we cited a statistic from a fact sheet that pegged the value of the Canadian office furniture market at $12.6 billion.

Thanks goes to the reader who pointed out that this number appeared to be “too large by a factor of about 10.” Upon further investigation, we determined that this number, which dates back a few years, captured all Canadian furniture and related product manufacturing, including things like kitchen cabinet manufacturing. CFM&D regrets the error.

BUILDING ENERGY INNOVATORS COUNCIL LAUNCHES Gordon Hicks, CEO of Brookfield Global Integrated Solutions, has formed a council of industry leaders to accelerate the move to clean building technologies in Canada. The Building Energy Innovators Council (BEIC) will give governments advice on policies and programs as well as help utilities and governing bodies promote incentives.

“Building technologies that improve energy efficiency and reduce carbon emissions are in high demand and we recognize the importance of creating awareness of new, clean technologies and enhancing the economic viability for their adoption within the real estate sector,” said Hicks, who is also chair of the BEIC. As many as 25 founding members with expertise in everything from BAS controls to geothermal to solar power will come together in the BEIC’s first year.

CUSHMAN & WAKEFIELD UNVEILS NEW NATIONAL HQ The real estate services firm Cushman & Wakefield recently unveiled its new national headquarters at Bay and Front streets in Toronto. The move centralized employees who previously worked from two different locations, the design promoted engagement and flexibility, and the project demonstrates the firm’s global strategy of creating a sense of community in the workplace.

“We wanted a workplace that was less siloed and more inviting for employees to engage with one another,” said Chuck Scott, CEO, Cushman & Wakefield, Canada. “One size doesn’t fit all, and the same rings true for how people work. As a firm, we felt it important to create a space that offered flexibility to our employees in both the physical space and how they choose to work.”

The open-concept office features collaboration spaces with touchscreen SMART Boards, focus rooms with soft seating as well as moveable walls and sit-to-stand desks. An interconnecting staircase connects the twofloor workplace, encouraging interaction and promoting movement.

The office doubles as an event space for celebrations and a place where clients can plug-and-play to get work done. In addition to the collaboration and focus rooms, there are café and lounge areas and high-top seating.

Visitors to the workplace are greeted by a front-of-house concierge who offers beverages and snacks in a lobby outfitted with a 35-foot embossed Cushman & Wakefield logo and a five-screen digital showcase.

The design and construction of the workplace was overseen in house,

by Cushman & Wakefield’s lease transaction, facilities management, and project and development services. Vendor partners included Gensler, Marant Construction, Haworth and DTS.

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[ fm ergonomics ]

This page sponsored by

BY DANNION SMITH

DEVELOPING AN EFFECTIVE SIT/STAND STRATEGY

PHOTOS COURTESY OF TEKNION

It’s important to define certain criteria before moving employees to height-adjustable tables. An ergonomist explains how to evaluate products for fit based on program goals, user groups and applications

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hose who change positions throughout the work day are at lower risk of developing lower back pain and cardiovascular disease than their sedentary peers. The heightadjustable table is a workplace desk that facilitates this type of movement by providing the individual user with the option to sit or stand as they desire throughout the work day.

Developing the right strategy to include movement in the workspace is critical to supporting alert, engaged

Define the target users, grouping people together based on common characteristics.

and healthy workers. Sit/stand desks are designed to fit most people, tasks or spaces. However, developing the best strategy requires answering some project-defining questions about users, goals and more.

DEFINING THE PROGRAM

Before rolling out a sit/stand program, consider: Why, and with what goal?

Goals could be to increase employee movement, or to encourage employees to change their work postures throughout the day. Perhaps the program is part of a new change management strategy. If, in response to ever-rising real estate costs, employees will be moving to smaller workstations, a sit/stand program can help employees make the transition.

Or is it part of an overall corporate wellness initiative with the goal of making people feel better and happier at work?

Define the target user group. A large organization will probably have to accommodate the needs of a variety of workers with different styles of work and different tasks to complete. Group people together based on common characteristics such as tasks, locations and technology.

One example would be call centres, where the users are tied to their similar technology/workstation.

Define the application by answering where the program will be deployed — open plan, semi-enclosed, enclosed, private office, touchdown and/or collaborative spaces? The application should support both the goals and user groups.

Obviously, budget size is directly proportionate to the size of the intended

Developing the right strategy to include movement in the workspace is critical to supporting alert, engaged and healthy workers.

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

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Top to bottom: Evaluate products for speed, sound, stability and style; after investing in height-adjustable products, promote their use.

sit/stand program. It’s critical to relate the cost to achieving goals to get buy-in.

EVALUATING THE SOLUTIONS

It’s important to evaluate the speed, sound, stability and style of products, as well as their ability to support technology.

How fast does the work surface move up and down? Speed depends on the type of mechanism found in the sit/stand unit. Counterbalance mechanisms are faster and typically quieter than electric units with their motors.

Does the sit/stand unit pass the shake or push test? Keyboarding or writing on an unstable sit/stand unit will negatively impact worker productivity. Conversely, users develop a positive first impression when they discover the unit is stable.

People are also drawn to objects with good design style and aesthetics and will therefore be more inclined to use them.

Integrating sit/stand products from different manufacturers into an existing workplace can be challenging. Sit/ stand products from manufacturers with

April 2017 CFM&D 11

[ fm ergonomics ] well-designed, comprehensive product portfolios can overcome this challenge.

UNDERSTANDING THE APPLICATIONS

Can the same product be used throughout the application, or are multiple models required? In a hoteling application, for example, where the

salesforce depends on working at multiple places, electric sit/stand units with display settings would be ideal. The display quickly allows each user to select their ideal desk height each time they return to any sit/stand desk.

The technology and tools the sit/ stand work surface will have to support

Uplifting Designs, Custom Installation

influences the most suitable mechanism.

Not only do electric sit/stand units not require any physical effort, but they are capable of supporting and lifting more weight. They are therefore accessible to most and ideal for technology-intensive users. In fact, the electric model is the only practical option for employees with 200 pounds of technology on their desk. And don’t forget to consider the length of each power cord required.

It’s vital to have a strategy for accommodating outliers, too. The standard range of sit/stand products is designed to accommodate most, not all, users.

However, there will likely be some that fall outside this range — the tallest or shortest, as examples. Extended range products address the needs of almost everyone. The level of adjustment/accommodation is usually proportional to cost, which will have an impact on the implementation strategy.

After investing in height-adjustable products for the workplace, it’s important to ensure that people use them. Remember that ROI! Proactively promote their adoption and use. Some sit/stand providers offer assistance and guidelines.

The body is built to move. The choice to include movement is a choice to support employees’ bodies, state of mind, overall health and well-being in the workplace.

By properly defining program goals and addressing details early on, it’s possible to select the right solution and successfully roll out an effective sit/stand strategy. | CFM&D Dannion Smith is a Board Certified Professional Ergonomist, Canadian Certified Professional Ergonomist and Director, Ergonomic Initiatives at Teknion.

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

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He has an undergraduate degree in Kinesiology from McMaster University and a Masters of Human Kinetics from the University of Windsor.

This article has been excerpted from a presentation originally delivered at the Sit

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

to Stand Job Rotation for Wellness and MSD Prevention conference sponsored

by CRE-MSD (Centre of Research for the Prevention of Musculoskeletal Disorders) and held recently in Mississauga, Ontario.

12 CFM&D | Part of the REMI network | www.REMInetwork.com PremierElevator_Island_2017.indd 1

2017-04-05 2:15 PM

[ fm education ]

These pages sponsored by

BOMI

BY MICHAEL WILSON

C A N A D A

THE HIDDEN COSTS OF CUSTODIAL INJURIES Cleaning is a hazardous job, and employers face a number of less-than-obvious consequences associated with workplace incidents. Here’s how employee safety programs can reduce this risk

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Musculoskeletal disorders are one of two types of work-related injuries that cleaning workers typically experience.

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leaning is considered a hazardous job in many parts of the world.

In the United States, it is invariably listed as one of the 10 most injury-prone professions. Typically, the types of work-related injuries that cleaning workers experience fall into one of two key categories. The first is exposure to harmful contaminants, including bloodborne contaminants, either through

direct touch or inhalation. The second is musculoskeletal disorders (MSDs) as the result of repetitive movements; slip, trip, and fall accidents; back injuries due to heavy lifting, stretching, and bending; and so on.

While many injuries do not require medical attention or time off from work, a number do. For instance, in the United States, 15.7 incidents of exposure to contaminants per 10,000 workers require time off from work,

according to the U.S. Bureau of Labor Statistics (BLS).

And the number of incidences for musculoskeletal injuries requiring time off from work are much higher. For every 10,000 workers, more than 81 such incidents require days off from work, with 42.1 the result of heavy lifting, reports the BLS. It’s assumed that many of these statistics apply to Canadian cleaning workers as well.

However, cleaning contractors and facility managers that hire their own cleaning staff are often not aware of the hidden costs that can result from worker injuries. Sometimes these are direct, tangible costs, and other times they are less tangible, making them harder to recognize.

Remember: When it comes to cleaning, time is money. Anything that slows cleaning and impairs worker productivity invariably translates into increased costs.

Further, along with not being aware of these hidden costs, many managers and cleaning contractors do not realize just how big of an impact these injuries can have on their daily business operations.

There are a number of costs and impacts associated with injuries that often fall under the radar.

When an accident occurs, supervisors must be called in to investigate what happened, taking them away from their typical duties, which can impact cleaning operations. The same goes for cleaning contractors who have to explain the injury to building managers, and for building managers who have to explain what happened to injury representatives, should they be called in. It takes time for clerical staff (or the business owner) to fill out paperwork related to the injury.

Time is also often lost by other cleaning workers discussing the accident.

There can be damage to crew morale April 2017 CFM&D 13

> SOCIAL MEDIA COLUMN Sponsored by MediaEdge

If the analysis indicates that a specific type of cleaning solution causes serious injury, consider looking for a safer alternative product.

Make your audience intelligence count

By Steven Chester Now that we’ve identified your social media goals, it’s time to figure out which platform is best for you.

Start with the big three: Facebook, Twitter, and LinkedIn. Using the search feature, look into each platform and search out industry terms, names of companies you’re interested in, clients, and especially your competitors.

Here are some tips to make that audience intelligence count: • Are there lots of active Twitter conversations for your search term?

Take a look at those conversations, are you noticing recurring hashtags? Then dig a little deeper, and take note of those hashtags and what they mean – you’ll need them later.

• With LinkedIn, search out companies and check out what’s being said via their profile page. But don’t forget Groups – LinkedIn may have discussion groups related to your business interests with tens of thousands of participants already chiming in. Join the groups and look at the participants – see anyone you want to connect with?

• If you think Facebook is just a way to connect with friends and see what your teenaged niece ate for lunch, think again. Search terms via Facebook will dig up company pages, news feeds, comments from users, photos, places and events, all related to that search term.

Now gauge which platform has the most of the above, then rank which platform(s) deserve the most attention.

Next up, we’ll talk about that all-important content strategy.

Steven Chester is the Digital Media Director of MediaEdge Communications and helps companies expand their reach through social media and other digital initiatives. To contact him directly, email gosocial@mediaedge.ca or call 416.512.8686 x224.

and potential ill will directed toward their employer.

Consider too the loss of efficiency and worker productivity if a sidelined worker breaks up a crew. Opportunities to respond to customer requests can be lost or delayed because of being shorthanded.

If the injury results in having to hire a new cleaning worker, the cost and time of training that worker and acclimating him or her to the new work area must be considered.

There can be costs to repair tools and equipment that may have been damaged as a result of the injury. There can also be equipment downtime if the accident requires equipment to be repaired.

ESTABLISHING A WORKER SAFETY PROGRAM

As shown, these hidden costs can certainly have a large and unfortunate impact on the business and on the workers. This is one of many reasons, which also notably include obligations under workplace health and safety laws, why building managers and cleaning contractors should establish some type of worker safety program to protect their workers on the job.

Establishing such a worker safety program can be a bit difficult to get off the ground. The best way to tackle it is to take it a step at a time. For cleaning contractors, large or small, and building managers that have their own cleaning staff, the following steps apply.

First, gather data to identify the hazards and risks that staff may encounter. Note: Hazards and risks are not the same. A hazard refers to something that has the potential to cause harm, whereas risk refers to the likelihood that an injury will occur.

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

Compile a list of all the accidents reported by cleaning workers over a twoyear period; two years provides enough time to create a solid benchmark.

Analyze this data to glean some of the following details: What types of injuries the cleaning crew experiences and how often they occur; The seriousness of these injuries; If these injuries most frequently occur when performing certain tasks (e.g. lifting, vacuuming, performing floorcare); When these injuries most frequently occur (e.g. day, evening, or weekends); If these injuries most frequently involve specific types of cleaning solutions, certain cleaning equipment, and so on; and Where (or in what types of facilities) injuries most frequently occur (restroom areas versus office areas, for instance).

Then, look for patterns in these details.

Cleaning contractors and building managers typically find that the most common injuries fall into the following categories: Chemical-related accidents Sprains or fractures Carpal tunnel/tendinitis Cuts, bruises, and burns, especially to hands Back injuries/back pain WORKING TOWARD A SAFETY SOLUTION

Compiling this data can reveal many things. While any injury is one too many, if a crew suffers frequent injuries, then establishing a worker safety program is imperative. The goal

of the safety program is to prevent accidents and injuries.

Suppose that the most frequent and most serious injuries workers suffer are chemical related. This means that there is high risk and this is a serious hazard.

The first step in preventing this type of injury is training cleaning workers how to mix, dilute, and use cleaning solutions properly. Demonstration videos are helpful. However, a more effective way to accomplish this may be by having a janitorial distributor provide a safety training seminar on-site for the crew.

The distributor may suggest installing auto-dispensing systems to reduce the risk of injury from chemical use. Further, he or she may recommend that the building manager or cleaning contractor invest in specific protective gear such as gowns, chemical-resistant gloves and protective eye gear. When purchasing eye gear, it is important to look for “indirect” or “non-vented” goggles.

They are designed to help prevent spills and splashes from getting into the eyes.

It’s also wise to create “safety mentors.” Safety mentors are cleaning workers that have been specially trained how to perform cleaning tasks safely. They can be called upon whenever there is the risk of danger to help remind cleaning workers how to perform all cleaning tasks so as to minimize the risk and hazard.

Finally, if the analysis indicates that a specific type of cleaning solution causes serious injury, consider looking for a safer alternative product. It’s possible to avoid trial and error when selecting a replacement product by working with a distributor with access to online technologies. Such dashboard systems do the homework by suggesting products that can both minimize the risk and hazard of

certain types of injuries. At least one of these online technologies is free and can be used by both building managers and cleaning contractors to help make cleaning safer.

The lack of awareness around the on-the-job hazards of professional cleaning may be due to the fact that crews often perform their duties after business hours and on weekends. However, it’s possible to help reduce these work-related injuries by being aware of the risk and implementing worker safety programs. The benefits are manifold, as this not only protects workers and helps uphold workplace health and safety obligations under the law, but it cuts down on hidden but avoidable costs. | CFM&D

Michael Wilson is vice president of marketing for AFFLINK, a global leader in supply chain optimization and developer of ELEVATE®, an online technology that provides clients with innovative process and procurement solutions to drive efficiencies in today’s leading businesses. He can be reached through his company website at www.AFFLINK.com.

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April 2017 CFM&D 15

FACILITY DESIGN

SWITCHING GEARS The Digital Factory is designed to support Scotiabank as it transforms from financial services company to technology company. Inside the remaking of a former newsroom into an agile workplace

BY MICHELLE ERVIN

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

PHOTOS BY DOUBLESPACE PHOTOGRAPHY

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Digital screens in the foreground channel the Scotiabank’s future; a metal sculpture depicting a circa 1921 coat of arms in the background nods to the financial institution’s past.

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he half-pixelated gear that hangs above the entryway symbolizes the output of Scotiabank’s new Digital Factory in Toronto, opened last fall. There, 200 team members and growing develop digital products rapidly with input from customers. The facilities are designed to support the institution’s transition from a financial services company to a technology company that offers financial services, or fintech company, as these entities have come to be known.

In the current landscape of disruption, companies of various kinds have been forced to adapt or risk becoming extinct.

The half-pixelated gear conjures the past of the industrial revolution and the present of the digital revolution. The Digital Factory similarly incorporates nods to the foundation on which Scotiabank’s success was built while embracing the future.

Plans for the new facility and team date back to 2015, when the financial institution made the strategic decision to amalgamate its disparate agile groups under one roof, to fully capture the benefits of rapid product development, said Kevin Stewart, vice president of digital enablement at Scotiabank.

“We thought of it as a lighthouse for the rest of the bank — on emerging technologies, the way we work, different types of technologies and different types of configurations of real estate, on how we would organize our people to accomplish tasks,” he said.

The interiors of the low-rise red-brick building at 333 King St. East showed signs of its 1970s-era origins, but it was the only space of its size that delivered the musthaves on Scotiabank’s list. It was in close proximity to the institution’s downtown Toronto headquarters, it had an open floorplate and soaring ceilings, and it was priced right because the financial institution was taking over the previous tenant’s lease, said Stewart.

April 2017 CFM&D 17

FACILITY DESIGN

“We thought of it as a lighthouse for the rest of the bank.”

The imagery of the factory gear figured in the layout of the 70,000-square-foot space as parti diagrams were drawn, said John Capobianco, design director, IA Interior Architects.

“In addition to that was this idea of flow — flow of information, flow of communications, flow of technology, flow forward,” he explained. “And that’s the inspiration behind all of these rounded corners and all the very sort of dramatic circulation through the space.”

A tour path takes visitors upstairs from street level, into a central rotunda and through six different neighbourhoods, which each have their own colour and theme. The colours, which facilitate wayfinding, are inspired by Scotiabank’s ‘Smartie’ palette and are matched to neighbourhoods according to Feng Shui principles.

“It (the Chinese system of organizing spaces for harmony) was actually culturally relevant to a lot of the people who are here and might be an attraction tool,” observed Beverly Horii, managing director, IA Interior Architects.

Around the central rotunda, glasswalled meeting rooms act as ‘portals’ into neighbourhoods, said Horii, with monikers for innovators and innovations based on theme. As examples, the architecture neighbourhood features a Zaha Hadid room and the film neighbourhood a Netflix room.

The layout intentionally places sitto-stand workstations on the two-thirds of the floorplan with windows and the distributed amenities on the one-third of the floorplan without windows. The workstations are configured to support collaboration among members of agile

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

teams of up to 14 people, which form around projects.

Rows of workstations position people face to face, with minimal barriers between them. Sweeping whiteboard walls frame team spaces on either side, accounting for a portion of the approximately 18,000 square feet of writeable surfaces in the Digital Factory.

Drop-down collaborative tables, which act as end caps to the rows of workstations, provide a different setting for activities such as coding and programming, pointed out Edmund Chang, senior project manager, Scotiabank. A customer usability lab offers a place to gather feedback during the rapid product development process.

The Plant room provides an escape, with its lush greenery and bay windows overlooking King Street East and a streetlevel retail branch of Scotiabank. In addition to foosball and ping-pong tables, which are becoming staples of the modern workplace, the Digital Factory has at least one other novel amenity. Steps up from the team-building zone is a bowling alley.

The long and narrow ‘concrete bunker’ was a relic of the former tenant, the

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Left to right: A tour path takes visitors upstairs from street level into a central rotunda; there are six neighbourhoods, each with their own colour and theme; and a former fire-proof archive room became a regulation-sized bowling alley.

Toronto Sun newspaper. It served as the fire-proof archive room, which rose four feet off the floorplate to accommodate the printing press that used to occupy the space below. The realization that the space was the right dimensions for a regulation-sized bowling alley presented a viable alternative to an expensive redo, explained Chang.

Nearby, a speakeasy-style bar provides a venue for celebrations when teams complete projects, which is an important part of the culture at the Digital Factory, said Chang. Here, the retro interiors, complete with vintage Gramophone, recall the financial institution’s roots with penny replica-lined walls and a 700pound vault door worthy of a bank heist movie.

One of the causes for team celebrations has been Blockchain, the first prototype to come out of the Digital Factory.

Users can load the mobile wallet like a Presto card and use it to make direct transactions (read: peer to peer, without an intermediary).

Scotiabank is rolling out one of Blockchain’s first applications at South

Side Betty’s, the Digital Factory’s fullservice kitchen. There, employees will be able to pay for food and drinks with the swipe of their hand. The application combines the mobile wallet with a biometic security system called MorphoWave.

The biometric solution, which comes from the French company Safran, was also deployed as the security system for the Digital Factory. MorphoWave reads fingerprints with high-speed infrared cameras and lasers posted at Plexiglas turnstiles. Scotiabank looked at a number of biometric security systems before landing on MorphoWave, which was selected for its ability to efficiently handle high volumes of traffic, said Stewart.

Other state-of-the-art technology includes access point systems from Cisco that allow most employees to work wirelessly. Developers initially expressed reservations about being able to code away from their workstations, recalled Chang, but their fears were assuaged when they learned the technology would enable them to upload and download at 400 megabytes per second.

“A functional aspect was: Great space, but if I can’t do the work that I need to do, then it’s just a great space,” he said of this project consideration. “At the end of the day, we’re building great products for our customers.”

Digital Factory teams have also developed a product for their colleagues.

Trifecta is a digital app that equips new hires with information on everything from cultural norms, such as leaving work areas to socialize with colleagues over lunch, to wayfinding. Currently at around 200 team members, the Digital Factory group is expected to expand up to around 350 team members.

The new space was built out over the span of roughly 16 weeks following the August civic holiday, with existing employees relocating before the end of last fall.

As it adapts to a technology-driven future, Scotiabank hasn’t forgotten its history. In the Digital Factory, mounted against brick and sculpted from metal, the financial institution’s circa 1921 coat of arms forges a link to the company’s East Coast heritage in Nova Scotia. | CFM&D April 2017 CFM&D 19

SUSTAINABILITY FEATURE

BY MICHELLE ERVIN

RETROFIT TARGETS CARBON NEUTRALITY

CREDIT: LGA ARCHITECTURAL PARTNERS

A non-profit organization devoted to promoting sustainable cities is moving forward the benchmark it set with the adaptive reuse of a former brick-making factory in Toronto

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A rendering shows redevelopment plans for the kiln building at Evergreen Brick Works.

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vergreen, a non-profit organization whose mission is to promote sustainable cities, is targeting carbon neutrality in the retrofit of its heritage-designated kiln building at Toronto’s Brick Works site.

The project could offset 150 tons of carbon emissions through its planned design, construction process and operation, according to preliminary research. To put that figure into context, such a reduction would be comparable

to saving 1,485 trees or taking 51 cars off the road annually, said an Evergreen spokesperson.

The redevelopment, begun last month, is designed to transform the 53,000-square-foot facility into a beacon for leaders confronting the challenges facing urban centres, said Geoff Cape, CEO of Evergreen.

“What we’re hopeful about is that there will be a real learning associated with how you retrofit an old building with a progressive, new, zero-carbon

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

energy system,” said Cape. “We want to be a really clear, shining example of how you do that well.”

The project, among only a handful in the country to pursue carbon neutrality to date, moves forward the benchmark set by Evergreen’s earlier adaptive reuse of the Brick Works site, formerly home to a brick-making factory. Re-opened seven years ago, the site doubles as a community environmental centre and headquarters for the non-profit organization, which operates out of the LEED Platinum-certified Centre for Green Cities.

The kiln building is currently exposed to the elements on one side, limiting its use to six months out of the year. The facility often remains cavernous, cold and dark, outside of occasional events, for which it can be dressed up and warmed up with additional lighting and temporary heaters.

The kiln building was always envisioned as a place for people to congregate and collaborate around the work of building sustainable cities, said Cape, but the programming wasn’t pinned down until recently. Once transformed, the facility will serve as a venue for academic, government and industry leaders to solve pressing urban problems.

The redevelopment will carve out space for a classroom with a capacity of up to 120 people and a break-out room with a capacity of up to 40 people as well as for an exhibition showcasing the evolution of cities. The existing CRH hall can accommodate up to 1,800 people, making it appropriate for large conferences.

Industrial-sized bi-folding doors will fully enclose the kiln building where it now opens out onto gardens.

In cooler weather, a heat pump system will deliver heat captured and stored through the combination of a solar thermal system and a ground source

PHOTOS BY TOM ARBAN

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The kiln building, shown in its current form, will retain important heritage features.

system to low temperature radiant floors. The introduction of heat will allow the facility to stay open for 10 months out of the year.

Since the kiln building meets the definition of a ‘temporary facility,’ it’s free from the rigid bounds of the temperature range mandated for human comfort in the building code, said Janna Levitt, principal at LGA Architectural Partners. She said the project will be an opportunity to show that those bounds can potentially be relaxed, by encouraging changes in occupant behaviour, such as reaching for another layer of clothing before turning up the heat.

In warmer weather, large ceiling fans twirling in reverse rotation will suck hot air out of the space through skylights.

Fully operable windows and a passive chilled floor are also expected to help provide relief from peak summer heat to reduce reliance on the mechanical cooling system.

The skylights are one part of the lighting strategy, which will also see feature lights added to the interiors of the kilns — some of the most important heritage features of the building. LGA Architectural Partners is working with heritage design specialists ERA Architects to protect these types of assets.

At present, the kilns are exposed to water damage, which is exacerbated by freeze-thaw cycles, at the flood-prone Brick Works site. The redevelopment will address these concerns by enclosing the facility, introducing heating and raising the floor.

Plans to pour the new floor, which will also level out the uneven surface, required permission from heritage preservation authorities, said Levitt. The new floor will bear the marks of the historic paths that bricks travelled along, which appear on the existing floor of the former factory. In addition, the work will occur in such a way as to allow the existing floor to be re-exposed in the future, if the use of the facility changes, by removing the new floor.

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

The glass-enclosed classroom and break-out room are other areas that required negotiation with heritage preservation authorities, said Levitt. Since the rooms will float over the kilns, there had to be a discussion about where would be an appropriate place to put the accompanying columns and supports.

Although the heritage preservation mandate adds a layer of complexity to the carbon neutral-targeting project, Levitt said it really comes down to respecting the artifacts. Walking into the space, the architect recognized the kiln building’s inherent qualities — its openness among them — which speaks to one of the big-picture messages she hopes others will take away from the project.

“Many existing buildings may not be perfect, but they’re great material to start a design with,” said Levitt. “The first thought shouldn’t be to demolish them or to tart them up — make them something they’re not — but actually use what’s there.”

“This project is important, not only for its historical significance, but because it has a carbon neutral target,” added Andrew Bowerbank, global director, sustainable building services, EllisDon. “By incorporating social, economic, and environmental principles within this heritage landmark, Evergreen’s leadership is showcasing a new direction for integrated building use and sustainable design.”

As the second project under EllisDon’s Carbon Impact Initiative, which aims to reduce carbon across all stages of development, the kiln building retrofit will be completed using green construction practices.

Construction is scheduled to take place in two phases, with work on the north side of the building running from March 1 to 31 and work on the south side of the building running through to winter 2018. | CFM&D

Coverage that is setting the standard in the Real Estate Management Industry.

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April 2017

Better employee experiences in meeting rooms

Bergeron Centre a model for fully integrated BIM

It’s important to consider the use of ancillary spaces in the workplace. They play a key part in rounding out a better employee experience for those that struggle with the reduced privacy at workstations in an open layout.

Meeting areas are becoming an essential component of this balance in an open office.

The use of fully integrated building information modelling facilitated precise prefabrication and fast-tracked construction of York University’s Bergeron Centre, which earned a Canada BIM Council award late last year. The project also paved the way for the process to be adopted as a campus-wide standard at the post-secondary institution.

Survey finds link between office design, innovation Gensler’s 2016 Workplace Survey confirmed with hard numbers that office design influences innovation.

Specifically, the survey showed a positive correlation workplace effectiveness and functionality and creativity, innovation and leadership.

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Ana Maria Llanos will head up the new west coast outpost of the Toronto-based architecture firm.

New rules requiring large building owners to benchmark their utility usage are now in effect.

Marcia O’Connor and Arnie Wohlgemut share tips for showing the value of facilities management.

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[ design ]

BY JULIE PITHERS

ENVISIONING TOOLS GET AN UPGRADE

CREDIT: ICE EDGE BUSINESS SOLUTIONS

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CREDIT: DIRTT

New technology lets facilities managers connect design plans with long-term post-construction needs.

Intelligent software is making it possible to change project plans on the fly, with realtime calculations of the impact on cost and timeline at the ready. How 3D technology is bringing facilities teams to the construction table sooner

F

acility managers are often brought into the planning and design phases of a construction project far too late, if at all. Yet, it’s these people who are responsible for integrating the maintenance of the facility itself with the processes and people within it. They understand how the space will need to function, the rigours of routine maintenance, who will use the space, how it will be used, and the implications of design decisions.

Facility managers must be viewed as key decision makers at the outset of a construction project. What can support this need? Technology that helps communicate design plans to stakeholders, with the hard numbers and data necessary to achieve buy-in at the top level.

There is software that can help change this, turning construction into an interactive, 3D experience, with the built-in intelligence to instantly calculate detailed pricing,

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

timelines and all the necessary data for the manufacturing factory. This technology is already being used today by some manufactured construction companies, or prefab construction manufacturers; every phase of construction becomes part of an integrated process, from planning to manufacturing to installation.

While 3D and photo-realistic envisioning tools are nothing new, they now allow changes to be made on the fly and provide the data required in order to move forward and make decisions about cost and timeline.

For the first time, there’s a link between end user and facilities teams, the manufacturing floor and the final project.

Key stakeholders understand design and implications without deciphering line drawings, site plans or data charts. Changes to any aspect of the design can be made instantly and are immediately reflected in pricing, data and schedules. The technology tells the manufacturing floor exactly what’s needed, and project components are manufactured in an offsite environment for consistency and quality. They can arrive on site within four weeks of finalizing an order, in the sizes specified with finishes already applied.

From the very outset of a project, facilities managers can be looked to for their experience as they connect design plans with the long-term post-construction needs of that space and the people within it. They can identify potential issues or

inefficiencies before they become costly problems, and with 3D visuals and hard numbers, can subsequently communicate plans to achieve buy-in from necessary parties from the get-go.

Some manufacturers use this type of technology to design every interior construction component to enable fast, clean and non-disruptive maintenance and changes at any time, now or in the future. For facility managers strategically thinking of the longer-term space requirements, it’s an incomparable advantage. Walls are built on a tile-based system so facilities teams can access the inner wall cavity for updates and routine maintenance of utilities, technologies, power and data without the dust and noise common with drywall. The space remains relevant and effective well into the future.

How does this technology and construction method affect a project budget and what’s the impact on facilities teams?

The technology enables all projects to be customized while being charged according to the amount of materials used, not according to deviations from a standard offering, so it can actually cost less when the project is viewed as a whole.

Conventional builders spend approximately 70 per cent of the project budget on labour, contingencies, fees and conditions, with just 30 per cent left for materials. When value engineering affects a project, the only way to stay

[ info guide ]

14.0214 CFMD_Ads_FA_Layout 1 14-12-10 3:22 PM Page 3

within budget is to lessen the quality of the materials, as labour cost reductions are seldom realized.

However, with the speed, labour mitigation and precision of a technology-backed prefab method, that budget equation is flipped. The clients instead see 70 per cent of their budget going to value-engineered-in materials and the remaining 30 per cent for labour. Facilities teams get to work with higher quality, durable materials that offer better performance, aesthetics and flexibility in the long run.

Facility managers can become an essential part of the construction project from the start, when they’re armed with a tool that helps them achieve project buy-in with accurate data, precise timelines and intelligent visual communications. The end result is a space connected to the strategy and goals of the business and its users, and one that supports facilities teams in the daily and long-term requirements of their position. | CFM&D Julie Pithers is on the leadership team at DIRTT, a global disrupter in the construction industry, where she is responsible for telling the world about the clean-tech approach DIRTT is bringing to the building of interior spaces. Learn more at www.dirtt.net.

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April 2017 CFM&D 25

[ technology ]

BY GARY WATKINS IN CONSULTATION WITH DR. MARK HELLOWELL

THE MOVE TO BESPOKE PERFORMANCE MANAGEMENT SOFTWARE Generic solutions have their limits in the monitoring of operational activities occurring under public-private partnerships, or P3s. Bespoke solutions, which typically include an integrated payment mechanism, are increasingly being adopted in contracts new and existing

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Accurately reported data is key to effectively managing performance under a contract.

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s the complexity of managing the operational phase of public-private partnership, or P3, contracts has become more apparent, many service providers are moving from generic to bespoke performance management software. These solutions often incorporate an integrated payment mechanism in which activities can be

monitored in a transparent, auditable way through the use of remote monitoring and the running of abatement and performance reports. Such software can be an important part of establishing and maintaining sound management for new contracts — or be retro-fitted to existing contracts rapidly and without compromising operational efficiency.

The best way for the public partner to hold its private partner accountable for

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

performance is through the continuous application of an effective contract management architecture. Clearly, without a strong understanding of the service delivery environment, the public sector client will be unable to evaluate and verify operational performance.

Most service providers involved in P3s use software packages to manage their activities in the operational phase.

Many use generic solutions — at least, many have done so historically — but experience has shown the limitations of these packages, especially from the point of view of the public sector client.

In its report on hospital P3 projects in the UK, The Committee of Public Accounts concluded that contracts were achieving the value for money expected at the point they were signed. However, a lack of good quality, centrally held, performance and cost data during the operational phase was undermining the ability to monitor performance, to drive efficiency savings and improve value for money in the long-term.

The performance under the contract cannot be effectively managed if performance data is not being accurately reported. Therefore, the public sector client needs to take a hands-on role in the selection of tools to be used by service providers, which will have a material impact on the quality of the information and data on performance to which they have access. During the procurement stage, they should discuss with the service provider which software solutions it is planning to use and ensure that they are capable of generating reliable, accurate and auditable data on a regular basis.

As noted above, the operation of public infrastructure is complex in the modern era. Hence, modern solutions are required, so that contracts can incorporate and respond to that complexity in appropriate ways.

Bespoke performance management software incorporates an integrated payment mechanism in which the performance of the service provider is monitored transparently through remote monitoring and the running of abatement and performance reports.

To some, this may seem to be a relatively arcane issue — but, in fact, the level of functionality this secures is fundamental to ensuring that providers can monitor, forecast and avoid deductions and that clients have the transparency and auditability they require to assess, and to demonstrate, value for money. Without an integrated, real-time payment mechanism there is limited access to information sufficient to allow providers to take steps to predict penalties, viewing potential threshold breaches with speed and accuracy. This restricts the ability of the provider to respond proactively to emerging problems and provide excellent value for money to the client.

Where a P3 contract does not incorporate an integrated payment mechanism, many stakeholders are now considering a retrofit. This is the process of moving from generic to bespoke, integrated payment mechanism software, usually during the P3 contract’s operational phase.

The benefits of retrofitting apply at any point in a project’s operation. This technology can be used to identify and address problems in the existing operation of the contract and review and clean the existing data — thereby creating efficiencies in maintenance and service provision, increasing flexibility, and enhancing the quality of the partnership.

However, there are particular moments in a project’s life where a retrofit is particularly valuable. For example, where contracts are due to be value tested, or, indeed, otherwise re-negotiated (as policymakers in some jurisdictions are particularly keen to encourage, reflecting the fiscally straitened nature of the times), a retrofit can help to ensure that changes and local (mis-) practices have not crept in and become the common standard.

Whatever motivates the move from generic to bespoke software, the process is an opportunity to breathe new life into the relationship: to review the original contract documentation, the adequacy of current information systems, to decide what can be used and what needs to be discarded, to introduce new technologies and improve workflow. For the service provider, it should be seen as an opportunity not just to save on cost or address risks but to enhance value for money — to make manifest

to all stakeholders the scale of the value it is producing, and to identify additional services that could be delivered to the benefit of both parties. The requirements and preferences of the public sector client are certain to shift in the scope of a long-term P3 contract, and its success depends on continuous reflection, renewal and innovation.

Equally, a public sector client will need to see evidence of continual improvement, and service providers can more readily demonstrate this improvement through an integrated payment mechanism. And because the integrated mechanism can be developed fully while the existing system continues to operate, the transfer from the old to the new application can take place rapidly and without compromising operational efficiency.

The bottom line is: Good information is required to protect the interests of all stakeholders.

The service provider, too, needs ready access to accurate and upto-date performance information — to ensure that it can reduce or eliminate the potential for financial losses and demonstrate the scale and quality of services outlined in the contract. | CFM&D

The preceding article is excerpted with permission from the white paper Public Private Partnerships: Cost Control & Financial Awareness in the Operational phase of PPPs, which was jointly produced by Service Works Group and the Canadian Council for Public-Private Partnerships. The white paper can be accessed in full at http://www.swg.com/insight/white-papers/requestwhitepaper/.

Gary Watkins is CEO of Service Works Group. Heading up an organisation, whose operational and maintenance performance management software has been implemented in over 200 PPP contracts across the globe (of which 35+ are in Canada), Gary’s industry knowledge has led him onto a number of industry steering committees and panels, for which he provides guidance and analysis on IT / PPP / FM industry trends.

Dr. Mark Hellowell is a senior lecturer at The University of Edinburgh. Mark’s research focuses on public/private engagement in public services, and public finance. He is special adviser to the House of Commons Treasury Committee, and works with the World Bank on market-based approaches to global health and development challenges. He is Visiting Professor at Bocconi University, Milan.

April 2017 CFM&D 27

FOCUS ON FLOORING PRODUCTS

FOLLOW THE PATH The natural environment continues to inspire new flooring products, with not only stone and wood-style looks, but also a lunar-like option.

Plus, customizable tiles can be configured to carve out footpaths that help with wayfinding

The lunar-like Moonscapes is new from Mohawk Group, which designed the broadloom carpet in collaboration with 13&9. The versatile product can be adapted for pre-determined rugs sizes as well as cut and reconfigured for wall-to-wall installations. Mohawk Group’s patented Synthesis technology gives the carpet dimension, layering colour gradients on a textured base. Colourways come in light, medium and dark values, which can be mixed and matched. Colorstrand® fiber contributes to the Moonscapes’ colourfastness, while Weldlok backing makes the carpet appropriate for high-performance applications.

Inspired by stained concrete, Foundry adds an industriallooking product to J+J Flooring Group’s Kinetex brand of textile composite flooring. The 24-inch by 24-inch floor covering comes in 13 combinations of colours and neutrals suited to a range of end-use environments. With Kinetex backing and J+J’s PreFix pre-applied releasable adhesive, the breathable tile can be installed on concrete with a reading of up to 99 per cent relative humidity.

The Universal Fibers polyester applied pattern contributes to the product’s stain resistance and wear performance.

Crossville recently introduced a ‘wood-look’ porcelain tile collection called Nest. Its two wood looks, one inspired by the graining of Olive Oak species and the other inspired by the graining of the American Oak species, are both available in seven neutral colours.

The durable alternative to real wood comes in field tile size options of six inches by 36 inches, eight inches by 36 inches and three inches by 15 inches, and has applications for floors and walls in commercial environments.

Configure is a new collection of hexagonal carpet tiles from Shaw Contract featuring asymmetric shapes that can be configured to facilitate wayfinding. The collection builds on Shaw Contract’s Hexagon collection, incorporating its Plane style, which comes in 14 new colours. Rounding out the collection are the saturated Color Shift style, the Contact style, which is neutral with a pop of colour, and the neutral Base style. All styles are composed of EcoSolution Q nylon in 26-ounce multi-level pattern cut/loop construction with EcoWorx backing.

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

Tandus Centiva, a Tarkett Company, has expanded its Collections Infinies, introducing new designs by Sagmeister & Walsh. The product line, which lets customers customize their luxury vinyl tile floors using Tarkett’s visualization tool, has applications in education, hospitality, retail and work environments. After selecting a designer’s product, such as Sagmeister & Walsh’s Alphabet, customers can choose the colour, layout and positioning thanks to a unique digital printing process. Other products include 2x4’s Riot and Suzanne Tick’s Trans-Materia.

Flotex® Modular Tile from Forbo Flooring Systems is a durable, hygienic, waterproof flooring solution with applications including education, healthcare and retail. The modular tile comes in planks measuring roughly 10 inches by 40 inches, in a contemporary geometric design and an organic seagrass pattern. The flooring solution resists crushing and matting thanks to 70 million upright nylon 6,6 fibers per square metre. These dense, upright fibers contribute to easy cleaning and release of dirt and allergens with vacuuming. The flooring solution also resists slips whether dry or wet and undergoes Sanitized® antimicrobial treatment.

Armstrong Flooring recently debuted its Natural Creations® Luxuring Flooring with Diamond10™ Technology. With applications in commercial interiors, the product line comes in three design categories. ArborArt comprises more than 50 wood-inspired looks ranging from traditional oak to weathered driftwood. EarthCuts mimics metallic ore, minerals and natural stone in large-scale tiles.

Mystix variously conjures hand-painted art, textiles and textures in bright colours. Natural Creations incorporates Diamond10 Technology, which is made with cultured diamonds, to protect the luxury vinyl tiles from dirt, stains, scratches and scuffs.

Interface is making its first foray into the hard-surface flooring segment with the introduction of a luxury vinyl tile collection called LevelSet™, which will start to roll out to select markets in early 2017. The collection comprises natural and textured stone and woodgrain looks available in 25-centimetre by one-metre planks and 50-centimetre by 50-centimetre squares. The LVT options are designed for ease of integration with Interface’s square carpet tiles in a modular system with a thickness of 4.5 millimetres, with no need for layering or transition strips between hard and soft flooring.

April 2017 CFM&D 29

[ last word ]

BY MARCIA O’CONNOR

READY FOR A PROMOTION? How can FMs figure out whether they’re ready to climb the corporate ladder from supervisor to manager? There is a list of reality checks these professionals will want to consider before making the leap

S

o a facilities management supervisor wants to make the move to facilities manager. Supervisors who have been working in their role for many years may feel they have offered all they can in this position, and wonder whether a manager job is for them.

Begin by understanding that being a manager isn’t a popularity contest.

Being a manager means more responsibility and work, being open to new ideas, listening and leading others to achieve the goals of the FM department and the company.

Here is a list of reality checks to think about before moving up the FM ladder:

training to do their jobs. The manager puts the strategy in place to achieve the team’s vision and missions by planning ahead and looking at the bigger picture.

CO-WORKERS BECOME DIRECT REPORTS

team? Can the supervisor clearly define his or her new role as the team’s facilities manager as well the department’s mandate and each team member’s individual role in the department, job responsibilities and job outcome?

Everyone comes to supervisors with their issues and concerns to bring to management. Once supervisors step over the management line, it’s not that they can’t be friendly, but they need to realize that “coffee breaks will not be with the group” — their job is to manage, direct, make decisions and achieve results that some coworkers will not always appreciate.

Supervisors need to consider whether they’re ready to accept this change.

IT MAY REQUIRE A SKILLS UPGRADE

Before applying for the position, does the supervisor need extra training? Can the supervisor produce a business plan or an operating budget? Can the supervisor demonstrate his or her ability to work to deadlines? Managers work closely with people on their team, assigning them work and ensuring they get appropriate

EFFECTIVE COMMUNICATION IS CRITICAL

Can the supervisor clearly communicate with customers, the facilities management department and the senior management

Supervisors who have all this to offer, are not afraid to make change and achieve results with a healthy work ethic and team management, should make the leap.

After answering ‘yes’ to these questions, supervisors should begin to explore ways to set themselves apart professionally.

They should begin by updating their resume to include current roles and responsibilities. In many organizations, the role of a supervisor overlaps with many of the responsibilities for which a manager could be responsible. Supervisors can look up a job description for a facilities manager and see how many of those duties they are currently doing in their role.

Being a manager means more responsibility and work, being open to new ideas, listening and leading others to achieve the goals of the FM department and the company.

THE TRANSITION TO THIS NEW ROLE

Will the supervisor be able to rally his or her co-workers in the role of manager and show them that they need to work with the manager as a team member? The role of manager rather than co-worker is important to understand. New managers need to initiate a smooth transition and establish their staff’s trust. Supervisors need to consider whether they’ll be able to balance the needs of the staff versus the needs of management.

There are several steps aspiring managers can take to build their professional FM resources and network and strengthen their competencies. One is to join professional associations such as the International Facility Management Association (IFMA) or Facility Asset Management and Office Space Network (FAMOS). Another one is to participate in educational sessions offered outside of the workplace, by colleges, universities, or training companies. In addition to the one-off courses and workshops that are available, supervisors can expand their knowledge base by attaining a professional designation such as IFMA’s Certified Facility Manager (CFM) or Facility Management Professional (FMP). | CFM&D

Marcia O’Connor is the managing director of AM/FM Facilities Management and Education Services. She trains FM Managers across Canada through the University of Toronto and her company’s education offerings to raise the bar in the FM profession.

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

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