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DECEMBER MONTH 2016 2012
www.cfmd.ca
BOLD MOVE
CREDIT UNION RELOCATES TO NEW HQ THAT REFLECTS ITS QUIRKY CULTURE
FOCUS ON
SEATING
MANAGING
SKILL SETS
SHORT-TERM RENTALS
CAPITALIZING ON CO-WORKING SPACE
THE POSITIVE
SITE SEARCH FUNDAMENTALS
FROM FACTORY
A CURE FOR ‘SITTING DISEASE’?
THREE THINGS FACILITY MANAGERS PA R T O F T H E SHOULD BE DOING
TO OFFICE ...SUSTAINABLY
RE-EXAMINING THE HEIGHT-ADJUSTABLE DESK
P A R T
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O F
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December 2016 CFM&D 3
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CANADIAN FACILITY MANAGEMENT & DESIGN
[ contents ]
COVER PHOTO: TERRY GUSCOTT
On the cover: The interiors of Help Headquarters, home to Coast Capital Savings, are designed to reflect the credit union’s unique brand from the moment visitors set foot in the building. Take, for example, its branch-inspired reception. Page 18.
18 The fun, vibrant feel of Coast Capital Savings’ new headquarters extends to the boardroom.
10 RE-EXAMINING THE SIT-STAND DESK Research suggests height-adjustable workstations may not be the cure for ‘sitting disease,’ but they can help alleviate musculoskeletal discomfort.
16 THREE THINGS FMS SHOULD BE DOING Don’t let the latest trends distract from these facilities management fundamentals.
10
18 BANKING ON BRANDING
Credit union Coast Capital Savings relocated to headquarters that reflect its quirky culture.
26 POST-OCCUPANCY AUDITS FOR P3S
Contracts need to lay out processes for ensuring accountability for long-term performance.
28 BELOW THE SURFACE
26
The latest workstations are customizable, flexible and simply designed.
30 THE BENEFITS OF CO-WORKING SPACE
How organizations small and large are taking advantage of shared office environments.
columns
departments
6 OBSERVATIONS 10 FM ERGONOMICS 14 OPERATIONS & MAINTENANCE 16 FM EDUCATION 24 MANAGEMENT MEMO 30 LAST WORD
9 FOUNDATIONS 23 INFOGUIDE
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[ observations ] BY MICHELLE ERVIN
BOLD MOVE
M
ost employees are not engaged. At least, they weren’t in 2013, when Gallup released its oft-cited study State of the Global Workplace. Jones Lang LaSalle cites the study’s troubling numbers in a white paper about employee engagement, or rather lack thereof. Six in 10 employees were “not engaged,” and nearly a quarter more were “actively disengaged.” In an excerpt of the white paper, which appears in the pages that follow, the real estate services firm prescribes the expression of culture in the workplace. And expression of culture in the workplace is about telling the story of the company brand, which goes deeper than superficial gestures such as corporate colours. A case in point: Coast Capital Savings, a Surrey, B.C.-based credit union, is not an ordinary financial institution, and neither are its new headquarters. This month’s cover story, “Banking on branding,” delves into the credit union’s relocation of 700 employees from two dated offices to a new building. It used surveys to select the right site, as well as to develop an alternative workplace strategy with help from furniture supplier Steelcase’s Applied Research Consulting division. And Omicron, which was engaged to do the interior design, engineering, construction and project management for the Help Headquarters, worked with the credit union’s marketing department to bring to life its vision for interiors that reflect its quirky culture. Also in our relocation and site selection issue are stories about decommissioning corporate offices, post-occupancy audits in P3 projects and how organizations small and large are taking advantage of co-working space. Plus, our regular new products round-up looks at the lastest in benching and desks as traditional workstations become fewer and farther between in agile environments. Unfortunately, employee engagement has been sticky, to borrow a term from economists. Gallup reported that employee engagement in the U.S. was flat in 2015, after inching upward only slightly in the preceding five years. Hopefully, as more organizations move to agile environments that reflect their culture, empowering and energizing their employees, those numbers will start to climb. MICHELLE ERVIN michellee@mediaedge.ca
DECEMBER 2016 Volume 31, Issue No. 7 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: Rachel Selbie rachels@mediaedge.ca DIGITAL & SALES COORDINATOR: Paula Miyake paulam@mediaedge.ca CIRCULATION: Maria Siassina circulation@mediaedge.ca (416) 512-8186 ext. 246 PRESIDENT: Kevin Brown kevinb@mediaedge.ca GROUP PUBLISHER: Melissa Valentini melissav@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 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 2016 Canada Post Canadian Publications Mail Sales Product Agreement no. 40063056 ISSN 1193-7505
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Return undeliverable Canadian addresses to: MediaEdge Communications Inc., 5255 Yonge St., Suite 1000, Toronto, ON M2N 6P4
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December 2016
Library facility reads like ‘fragment’ of its landscape
Changing market challenges property managers
The new Waterdown Library and Civic Centre is designed to read like a ‘fragment’ of the Niagara Escarpment over which it cantilevers. RDHA reflected the look of the rocky ridge by cladding the 23,500-square-foot municipal building with slabs of limestone, said design partner Tyler Sharp.
Changing market conditions, from cybersecurity threats and urbanization to more mixed-use space and technology disruption, are all impacting the way buildings are managed. Leading property managers were recently on hand at a PM Expo seminar in Toronto to elaborate on these trends.
Addressing Legionella risk in buildings Common building systems, such as cooling towers, produce fine water droplets that can harbour Legionella bacteria growth. Some recent updates to standards offer guidance to managers to help mitigate Legionellosis and prevent facilities from potential liability.
All the Buzz
From the Green Bin
Expert Advice
Social Media
Survey finds generational differences in workplace preferences
WELL and BREEAM standards to unite
Living walls cultivate air quality and wellbeing
Connect with us on
Staples’ Business Advantage 2016 Workplace Index survey found generational differences in workplace preferences.
The WELL Building Standard (WELL) is aligning with BREEAM to make it easier for projects pursuing both standards.
Maintenance is key to successful living walls, reports Jason Rokosh.
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» foundations » General Motors recently announced that it has teamed up with Herman Miller and Green Standards to divert office furniture and equipment from the landfill as the automotive company redesigns its work environment. Green Standards, an environmental firm, manages Herman Miller’s rePurpose Program, which provides for the resale, recycling and donation of surplus corporate assets. In the case of General Motors, the decommissioning project will result in the inkind donation of existing furniture, equipment and supplies valued at $1 million to Michigan-based community organizations. Alongside the news, Green Standards shared a fact sheet about office furniture and equipment waste. Here are some highlights:
$12.6BIL
4%
300 700 LBS
The value of the Canadian office furniture market.
Waste management as a share of an organization’s costs.
The weight of the waste produced by a complete cubicle.
MCMASTER AWARDS BRUCE KUWABARA HONOURARY DEGREE McMaster University recently awarded acclaimed architect Bruce Kuwabara an honourary degree at its fall convocation ceremony. The postsecondary institution’s president and vice-chancellor, Patrick Deane, recognized Kuwabara as “one of Canada’s best known, most awarded and most influential architects.” Kuwabara completed his Bachelor of Architecture degree in 1972 at the University of Toronto. He went on to co-found the world-renowned KPMB Architects after honing his craft at George Baird Architect and Barton Myers Associates. He received the McMaster University degree, Doctor of Laws, honoris causa, on Nov. 17 in his hometown, Hamilton. “I am dedicating this honourary degree to my parents — Mas and Esther — who along with 22,000 Japanese Canadian survived three years and nine months of internment as enemy aliens of Canada during the Second World War,” said Kuwabara. “For me, architecture is the vehicle through which I have discovered the world and my identity as a Canadian of Japanese ancestry. “Architecture is ultimately an agent of change to make the world we want: a world of enriching landscapes and vibrant cities that support engagement, creativity, innovation, sustainability, understanding, pluralism, and wellness.” Kuwabara’s award-winning work can be found in the U.S., Europe and Canada, such as McMaster’s James Stewart Centre for Mathematics, which earned a Governor General’s Medal. He was also inducted into the Order of Canada in 2012 for his architectural contributions and is noted for his beautifully understated, highly functional aesthetic. Kuwabara has made his mark on facilities spanning the country, including Ottawa’s Canadian Museum of Nature, Toronto’s TIFF Bell Lightbox and Winnipeg’s Manitoba Hydro Place. Princeton University’s 20 Washington Rd. and Saskatchewan’s Remai Modern Art Gallery are among his current projects slated to open next year. Kuwabara has taught at Cornell and Harvard universities as well as the University of Toronto and University of Waterloo. He continues to guest lecture at North American post-secondary institutions and participate in competition juries at home and abroad. Kuwabara has chaired Waterfront Toronto’s Design Review Panel since 2005 and also currently serves as chair of Montreal’s Canadian Centre for Architecture and member of the campaign cabinet for Daniels Faculty of Architecture at the University of Toronto.
CREDIT: V. TONY HAUSER
CORPORATE OFFICE WASTE BY THE NUMBERS
December 2016 CFM&D 9
[ fm ergonomics ]
This page sponsored by
BY CATHERINE SMALLMAN AND LINDA MILLER
RE-EXAMINING THE SIT-STAND WORKSTATION Height-adjustable desks may not be the cure for ‘sitting disease,’ suggests new research. However, when effectively deployed, sit-stand workstations can help alleviate musculoskeletal discomfort
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Recent research found no significant differences in energy expenditure between sitting and standing postures.
that a general decrease in daily physical activity levels may be influenced more by decreased activity in workplaces than a general decrease in physical activity during leisure time6. Even though people are making the effort to complete their recommended amount of vigorous physical activity daily, they are still considered “insufficiently active” because of the eight to 12 hours a day spent sitting at their job. Researchers are focusing on the impact of sitting at work on one’s health, and determining what reasonable courses of action can be taken to reduce adverse health effects of office/sedentary work. One such intervention has been the introduction of sit-stand workstations. A CURE FOR SITTING DISEASE?
W
alk into any office and one will likely see most people seated at their workstation. Indeed, most workstations are designed to support seated work postures. Seated work is the most comfortable for most work contexts,
especially in an office environment1. Seated work is also more comfortable compared to standing for extended periods of time, particularly for lower limbs 2-4. However, time spent sitting, and more specifically engaged in sedentary behaviour and low-caloric activity, has been linked to health concerns 5. It seems
10 CFM&D | Part of the REMI network | www.REMInetwork.com
The issues associated with seated work have led to a proliferation of furniture and devices designed to increase the amount of standing and movement in an office environment. Among the most popular is the sit-stand workstation. Many sit-stand desk/device advertisements claim that standing at work during office tasks allows one to be more active, improving overall cardiovascular health and burning more calories to combat the risk of becoming overweight/obese. Standing requires very minimal cardiovascular demands and caloric output is not much higher than for seated work. Without incorporating walking or movement throughout the day, the body’s metabolism remains at a very low level. Recent research has compared energy expenditure in sitting and standing and found no significant differences between the two postures 7-8. THE BENEFITS OF SIT-STAND
The evidence is mixed as to whether a sit-stand desk can reduce a person’s
risk of sitting disease. However, there is evidence to show that having the ability to alternate between sitting and standing regularly can help to reduce musculoskeletal discomfort and symptoms for various spinal disc problems in the back. For individuals who have injuries or damage to the spinal discs and surrounding structures, or specific musculoskeletal disorders (particularly in the back and hips), sit-stand workstations have been shown to be beneficial and effective at managing their discomfort. An employee should receive an examination from their physician/ healthcare providers first. This is important to determine whether they truly are suffering from a condition that is aggravated by prolonged seated work or a condition that would benefit from other types of intervention (increased walking breaks, exercise or stretching). With organizations trying to decrease their office footprints, dedicated workspaces are slowly becoming a thing of the past. Increasingly, employees are required to set up at a different desk each day. With this, the importance of workstation height adjustability is critical to accommodate varying statures of individuals. Sit-stand workstation costs have decreased significantly in recent years and are becoming a more feasible option as a standard desk across an organization. Even without considering the benefit of all employees having the option to stand, the ability to easily adjust the work surface to everyone’s elbow height is critical in reducing ergonomic risks for the body during computer use. THE HAZARDS OF SIT-STAND
When implemented incorrectly or used improperly, just like any other piece of equipment, a sit-stand workstation may increase risks for injury. Improperly adjusted work surfaces and viewing heights may introduce awkward postures in the upper limbs, neck and/or lower back. Furthermore, standing for extended periods — beyond 30 consecutive
Having the ability to alternate between sitting and standing regularly can help to reduce musculoskeletal discomfort.
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December 2016 CFM&D 11
SOCIAL MEDIA COLUMN
Sponsored by MediaEdge
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The work surface needs to be adjustable between seated and standing elbow heights to promote neutral limb postures.
Four reasons to start marketing with video By Steven Chester Since the brain processes visuals 60,000 times faster than the time it takes for it to process text, and 65 per cent of the population are visual learners, it’s time to start thinking about video marketing. Here are four insights that tell you why: • Sixty per cent of traffic on YouTube is search-driven. That means most users aren’t visiting YouTube to see what latest cat video is trending on the homepage. They’re looking for information. • Native video on Twitter drives 2.5 times more engagement than a standard post. • Facebook video posts have 135 per cent more engagement than photo posts. Facebook is going toe-to-toe with YouTube. No longer is it effective to post that YouTube video link on your Facebook page – Facebook wants that video content for itself. You can benefit from this battle by posting directly to both platforms. • Videos on Instagram offer two times more engagement and comments than photo posts. Video views have also grown 350 per cent over an eight-month period on this platform. So, how do you source content that others want to see? Keep in mind that businesses put too much focus on themselves rather than what their audience wants to hear. What problems can you solve to position your business as a thought leader? Try to answer frequently asked questions by searching community hubs, blogs, LinkedIn Groups and competitor sites.
Steven Chester is the Digital Media Director of MediaEdge Communications. With 15 years’ experience in cross-platform communications, Steven helps companies expand their reach through social media and other digital initiatives. To contact him directly, email gosocial@mediaedge.ca.
minutes — may lead to unwanted physiological effects and symptoms in the lower limbs and should be avoided. It is recommended that users of sit-stand workstations frequently rotate between seated and standing work postures to reduce the negative effects associated with prolonged standing or sitting. The following considerations should be made when implementing sitstand workstations for office spaces or individuals: WORK SURFACE HEIGHT RANGE
To promote neutral upper limb postures, the work surface needs to be adjustable between seated and standing elbow heights. When installing sit-stand work stations as a standard desk in an organization, accommodating the 5th percentile female seated elbow height (22.4 inches) and the 95th percentile male standing elbow height (48.5 inches) typically provides an adequate height range. WORK SURFACE SIZE
It’s important to consider the tasks that employees complete each day when choosing a sit-stand product. The work surface needs to be large enough to accommodate all the materials and equipment that employees frequently use. In general, a desk surface that is 30 inches deep and 60 inches wide
12 CFM&D | Part of the REMI network | www.REMInetwork.com
provides adequate depth for dual monitors and additional desk space for paper documents; however, other sizes and configurations may need to be considered in some cases. Therefore, it is generally best practice to have an entirely adjustable work surface rather than installing a height adjustable device that sits on top of the desk surface. HEIGHT ADJUSTMENT MECHANISM
The goal of a sit-stand workstation is to enable employees to alternate postures frequently throughout the day. Height adjustment mechanisms should be electric to allow for ease of work surface movement. Ideally, if the control can be programmed, the individual can set the proper seated and standing work surface height, minimizing set-up times. EDUCATION
Education is a key component to ensuring individuals understand the importance of using the proper work surface height and frequently rotating postures throughout the day. When organizations take the time to instruct employees through seminars, posters, or online courses, employees are more likely to attain the benefits and avoid the hazards of sit-stand workstations. Sit-stand workstations will not likely minimize the effects of a sedentary lifestyle, but it can have a positive effect on reducing risks for musculoskeletal discomfort.
Introducing sit-stand workstations can also accommodate more individuals, especially when a workplace moves away from assigned seating. Researchers continue to explore interventions to help reduce sedentary behaviors at work. Promise exists with improved environmental design that encourages more active movement in the workplace and the emergence of structured movement programs. | CFM&D
Catherine Smallman joined EWI Works in 2013 with a Master’s of Science in Kinesiology specializing in occupational biomechanics and ergonomics from Queen’s University. Catherine provides office ergonomic assessments at an individual and group level, delivers educational training sessions, develops ergonomic design guidelines for facility planners and is involved with industrial ergonomic assessments. Linda Miller, OT (c), OTD, CCPE, president and certified ergonomist for EWI Works International Inc., Clinical Associate Professor, Faculty of Medicine and Dentistry, Department of Preventive Medicine, University of Alberta. She can be reached at lmiller@ewiworks.com.
References 1 Lehman KR, Psihogios JP, Meulenbroek RGJ. Effects of sitting versus standing and scanner type on cashiers. Ergonomics. 2001;44(7):719-38.
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2. Laperriere E, Ngomo S, Thibault MC, Messing K. Indicators for choosing an optimal mix of major working postures. Applied Ergonomics. 2006;37(3):349-57. 3. Messing K, Tissot F, Stock SR. Distal lower-extremity pain and work postures in the Quebec population. American Journal of Public Health. 2008;98(4):705-13. 4. Tissot F, Messing K, Stock S. Standing, sitting and associated working conditions in the Quebec population in 1998. Ergonomics. 2005;48(3):249-69. 5. Castillo-Retamal M, Hinckson EA. Measuring physical activity and sedentary behaviour at work: A review. Work-a Journal of Prevention Assessment & Rehabilitation. 2011;40(4):345-57.
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6. Chau JY, van der Ploeg HP, Merom D, Chey T, Bauman AE. Cross-sectional associations between occupational and leisure-time sitting, physical activity and obesity in working adults. Preventive Medicine. 2012;54(3-4):195-200.
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7.Speck RM, Schmitz KH. Energy expenditure comparison: A pilot study of standing instead of sitting at work for obesity prevention. Preventive Medicine. 2011;52(3-4):283-4. 8.Tudor-Locke C, Schuna JM, Frensham LJ, Proenca M. Changing the way we work: elevating energy expenditure with workstation alternatives. Int J Obes. 2013.
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December 2016 CFM&D 13
14-02-19 3:41 PM
[ operations & maintenance ]
FMS QUARTERBACK RETAIL TRANSFORMATION The Professional Retail Store Maintenance Association’s 2017 Trends Report highlights how the facilities manager’s role in the sector has expanded to include regulatory compliance and strategic business planning. What follows is a summary of these and other key findings from the forecast
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A report on the changing role of retail facilities managers identifies energy management knowledge as a critical skill.
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acilities managers in today’s retail sector have moved away from a traditional focus on operations and maintenance of physical space toward an expanded menu of strategic services for the shopping environment. The newly released 2017 Trends Report from the Professional Retail Store Maintenance Association (PRSM) highlights the roles retail facilities managers increasingly play in human resources, marketing, technological integration, regulatory compliance and strategic business planning.
“The retail industry has been and continues to experience rapid evolutionary changes,” observes Leigh Pearson, Director of Facility, Environmental & Procurement Services with Staples Canada and Chair of the PRSM Board of Directors. “These changes provide a great platform for today’s facilities management professionals to help move retail towards an even brighter, more exciting future.” The report identifies five critical skills: • Financial literacy to inform capital spending decisions; • Employment of technology to drive efficiencies;
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• Energy management knowledge; • Communications skills to engage everyone from the frontline to the C-suite; and • Long-range vision to see beyond current problems to tomorrow’s solutions. Once primarily tactical, demanding supervision of skilled trades, facilities managers have taken on more strategic functions which may entail working with data and financial analysts, design, construction and leasing teams, IT and cybersecurity experts. This also calls for coordination with Human Resources to hire, train and retain necessary expertise. With big data replacing spreadsheets, the growing take-up of energy management, building management and maintenance management systems and arrival of the Internet of Things (IoT), the report portends: “FMs of the future will not need to know how the technology works. However, they will have to understand how technology can be integrated and used to create the most efficient, safe retail operation possible.” The rise of smaller urban spaces, pop-up kiosks and store-within-a-store formats in place of formerly prevalent cookie-cutter designs brings the challenge of managing and procuring for a diversity of uses. “FMs are also being called upon to manage space that has been leased inside their stores, often to complementary retailers, but sometimes to non-retail companies for office space. This type of arrangement transforms the retail FM into a landlord with a new set of responsibilities, risks and legal requirements,” the Trends Report states. Suppliers will likewise need to understand the changing needs of their retail clients. While cost and service are always important, retail facilities managers expect expertise and an understanding of their market demands.
The Trends Report commends suppliers with the following qualities: • Business Acumen to demonstrate value to the retail FM and offer customized proposals, tailored to fit the retailer’s financial objectives; • Technological Acumen including an understanding of computerized maintenance management systems (CMMS), energy management systems (EMS) and building management systems (BMS) and, more importantly, an understanding of how technology can help customers; • Co-opetition or the willingness to provide advice on products and services they don’t sell, knowing it will build trust, enhance relationships and pay off in the long run; • Swipe & Deploy Skills to identify new practices in other areas of retail, or even other industries, that might have potential in retail FM – understanding that innovation prevents extinction. Consumer and political activism can drive new regulatory requirements as governments introduce new rules and/or update existing ones, and retailers can be pressed to stay ahead of the compliance curve. Given the current trend toward more regulations and stiffer fines, they are advised to consider the broader reputational and brand risks at play.
“FMs are also being called upon to manage space that has been leased inside their stores, often to complementary retailers, but sometimes to nonretail companies for office space.” The Trends Report points to four particular concerns in the retail environment: health and sanitation; risks related to construction projects; elevator/escalator risks; and fire and life safety. Facilities managers must also ensure that contractors and suppliers comply. Plans and documentation are central to due diligence. All these pressures are unfolding within a business environment that challenges retailers to stay competitive and is driving some of them to reinvent themselves. The Trends Report recounts facilities managers’ struggles and creative adaptation in an era of rising mall vacancies and emerging digital competition for market share.
A dramatic change in tenancy such as conversions to office space will bring new kinds of operational demands, while the arrival of tenants accustomed to their own stand-alone premises could inspire some culture clashes. However, change can be highly lucrative. “Redeveloping anchor space comes at a cost to landlords, but holds the promise of hefty returns as department stores paying as little as $2 a square foot in rent are replaced by new anchors paying $15 to $20 a square foot,” the Trends Report states. “If the space is carved into smaller parcels for specialty retailers, rent can approach $100 a square foot.” | CFM&D
The preceding summary originally appeared on the REMI Network: www.reminetwork. com. The complete text of the 2017 Trends Report can be found on the Professional Retail Store Maintenance Association website: http://www.prsm.com/p/cm/ld/fid=222.
December 2016 CFM&D 15
[ fm education ]
These pages sponsored by
BOMI
BY MICHEL THERIAULT
C A N A D A
THREE THINGS FMS SHOULD ALWAYS BE DOING BUT SOMETIMES FORGET
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Facility managers need to spend time planning to be able to be proactive as opposed to reactive.
LISTENING
It can be easy to get distracted from facilities management fundamentals by the latest trends, such as big data. Michel Theriault explains how remembering to listen, plan and promote builds the foundation for future success
F
acility managers do a lot and sometimes that gets in the way of other things they should be doing but aren’t. They get redirected by the latest trends and concepts and neglect to focus on the fundamentals that drive results and improve what they do. Spend less effort always responding immediately to the latest facility work order or email, or being distracted by BIM, the Internet of Things, big data, sustainability and the most recent trend. Instead, here are three things that should always be at the top of a facility manager’s list to focus on and get done, no matter what else is happening. Listening, planning and promoting are the foundation for building success in other areas.
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“Without data, you’re just another person with an opinion.” — W. Edwards Deming Listening is about gathering information and data. It includes hearing from senior executives about organizational objectives and goals, reading reports, receiving and analyzing facilities data from building systems, talking to other experts and colleagues, attending conferences and training, and talking with (and listening to) facilities staff and contractors who are experts in what they do and can offer advice on what should be improved, changed, etc. As big data trends, facility managers simply need to have data, even ‘little data,’ to make a material impact in their responsibilities. It isn’t acceptable to use intuition, ‘gut feel’ and anecdotal evidence to lead and manage facilities departments — facility managers need facts they can analyze and act on to increase services, manage costs, and be more efficient in dealing with facilities issues. The IFMA Benchmark Report #34 indicated that only 53 per cent of FMs have a computerized system to manage their responsibilities (79 per cent have a space system, 45 per cent have a move management system and only 35 per cent have a maintenance management system). The overall trend shows increasing adoption of facilities software, which is important because these software systems are a fundamental
tool in managing processes efficiently and providing data for management, analysis and decision making that every FM should have. It is worth noting that even if FMs have a system, they don’t always go to the next step and use the data to analyze and inform their decision making. Listening takes time, not only to collect information and data, but also to do something with it — to analyze it and turn it into decisions and actionable changes that improve results. PLANNING
“People and their managers are working so hard to be sure things are done right, that they hardly have time to decide if they are doing the right things.” — Steven Covey Planning is about looking forward, whether to tomorrow or next year — and importantly, taking a more strategic approach to that planning. Since a lot of the basic facilities role is reacting to occupant needs and solving them, facility managers seldom take as much time to plan strategically as they should. This problem isn’t limited to the overall facilities portfolio for the next five years, it includes a lack of strategy for dealing with common issues, for the meeting tomorrow, for improving how services are procured or for how to get needed resources and staff. Facility managers aren’t just paid to get things done, they are also paid to think, which sometimes looks like unproductive time — something most facility managers believe they can’t afford. Yet sitting at their desk with their feet up thinking or planning something is more valuable in the long term than spending their time on the third floor or on the phone resolving issues. If facility managers are spending most of their time putting out fires, they will never be able to prevent them in the first place. Planning takes focus and time but it also takes courage — courage to delegate and courage to put the long-term objectives in front of some short-term tasks and change from managing the urgent items to managing the important ones. C
PROMOTING
This doesn’t come naturally to most facility managers since many are used to simply doing what they do behind the scenes. Instead, facility managers should provide evidence of their impact and communicate successes as well as failures, including what they did to reduce or eliminate the problem. Hiding failures is a good way for management to assume everything is fine and facility managers don’t need any more resources or staff. Highlighting them helps to demonstrate what facility managers need, such as capital replacement money, staff, training, tools or contractors who aren’t the lowest cost. Learn the language of the executives, including legal, finance and operations, so facility managers know what the C-suite cares about and how to communicate in terms it understands. Promoting takes time and a shift from being in the background to being out front. It requires a change in approach, including self-promotion (of the department) and marketing what facility management does and why it matters to the organization. Success in promoting their department makes it easier for facility managers to get support and make a difference. And in combination with listening and planning, promoting paves the way for future success in other areas. | CFM&D Michel Theriault is principal of Strategic Advisor, a facility, property and asset management consulting firm. IFMA_CPM_November_2016_FINAL.pdf
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5:31 PM
Leveraging to grow your career
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“Good management is the art of making problems so interesting and their solutions so constructive that everyone wants to get to work and deal with them.” — Paul Hawken Promoting is about ensuring the facility manager’s organization and senior management understands the importance of the facilities management department and provides support when the facility manager presents proposals for staff, resources, changes or strategic plans. It is about getting what facility managers need to make improvements, increase efficiency and add value. Remember that facility managers are competing with their colleagues in other departments for attention and resources. Facility managers can’t just go to management, tell management what they need and expect management will hand it to them. Facility managers need to promote and sell their department’s interests. And facility managers need to have a plan and data to prove what they need. Y
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FACILITY DESIGN
BANKING ON BRANDING 18 CFM&D | Part of the REMI network | www.REMInetwork.com
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A rendering illustrates the asymmetrical form of the Musson Cattell Mackey Partnership Architects-designed building to which Coast Capital Savings relocated.
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Coast Capital Savings takes prides in being serious about business as a financial institution, but not about itself. A recent relocation moved the credit union into a new building with freshly fit-out interiors that express its quirky culture BY MICHELLE ERVIN
randing Coast Capital Savings’ new headquarters was about more than integrating splashes of its signature blue — although the use of the vibrant corporate hue certainly makes the interiors pop. The Surrey, B.C.-based credit union — Canada’s largest, as measured by membership — takes prides in being serious about the business of banking, but not about itself. Wherever it relocated, the space would have to spurn the look and feel of a staid financial institution in favour of interiors that expressed its fun and quirky culture. Help Headquarters, as Coast Capital Savings calls its new home, does just that. Early this year, the credit union finished moving 700 employees into the recently constructed facility. As anchor tenant, it occupies roughly 113,000 square feet on five floors. The project began in earnest five years ago, as Coast Capital Savings contemplated the future. At the time, its corporate office occupied 55,000 square feet of leased space in a 25-year-old fourstorey building, while its administrative staff occupied 70,000 square feet of leased space in a central Surrey office tower. Two kilometres separated the two locations. The credit union’s relocation reduced the company’s real estate footprint, but more important was bringing employees December 2016 CFM&D 19
PHOTOS BY: TERRY GUSCOTT
FACILITY DESIGN
under one roof in a modern space. It would have been expensive to update its former offices, which were characterized by underutilized space filled with corridors and private offices, observed Herb Jamieson, vice president, Coast Capital Savings. “The decision was: Let’s go through the RFP process and see where that lands us,” he said. Of the 16 responses the credit union received, a location in Surrey’s new downtown centre that’s accessible from the SkyTrain made the most sense. Surveys showed that a majority of staff members — seven in 10 — commute to work from south of the Fraser River. That wasn’t the only survey Coast Capital Savings conducted as it prepared to establish the Help Headquarters. The credit union tapped furniture supplier Steelcase’s Applied Research and Consulting (ARC) division to complete workplace studies that would inform the space’s interior design. Observation s , s u r v e y s a n d workshops ultimately produced an alternative workplace strategy, said Mike Frewin, strategic account manager, Steelcase ARC. Coast Capital Savings’ employees were categorized as ‘Wi-Fi warriors,’ remote staff who occasionally drop by from off site; ‘roamers,’ who are on the move on site for meetings; or ‘residents,’ who remain relatively stationary. These different work styles
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Top to bottom: Glazed walls with decals mimic the look of storefronts at cafes on every floor, each themed to represent the different regions in which Coast Capital operates; the ‘spaceship’-like boardroom is one example of the way the interiors eschew a traditional corporate look in favour of a fun, vibrant feel.
would dictate what was required to support each type of employee. “You couldn’t come up with this phenomenal environment, and have different settings on every floor, if they didn’t have the right technology that would allow them to move throughout the building during a typical workday,” Frewin explained. Indeed, technology played a significant role in the project, with
20 CFM&D | Part of the REMI network | www.REMInetwork.com
mobile employees moving from desktops to laptops. So did the transition to an open-plan concept, which was novel at the time. Coast Capital Savings really responded to the collaborative areas in the open-plan concept it saw at the Bill and Melinda Gates Foundation in Seattle, recalled project lead Tim Loo of Omicron. Coast Capital Savings engaged Omicron to do the interior design, engineering, construction
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A café located just off of five training rooms serves as a hosting and entertaining area.
and project management of the Help Headquarters. Closer to home, the credit union liked the way B.C. Lottery Corporation had expressed brand in its workplace, another Omicron project. “We had Coast Capital’s marketing group — they had their brand guidelines — engaged in the interior design of the space,” said Loo. “What messaging they wanted, choosing colours, choosing materials, naming of different rooms.” This type of collaboration is less rather than more common, but, the project lead pointed out, the credit union is a unique client. Together, they walked through the ‘experience’
“We want to create an environment where people want to come to work as opposed to they’re here because they have to be.” from the moment visitors set foot in the building, from the branch in the lobby, to the branch-inspired reception, throughout the interiors. “We understand that they want to have a fun, vibrant space,” said Loo. “If you go into the boardroom, what it looks like to
me is a spaceship, so it’s not — they don’t want to be corporate at all.” The experience actually begins on arrival to the Musson Cattell Mackey Partnership Architectsdesigned building, with an asymmetrical form intended to convey movement. December 2016 CFM&D 21
FACILITY DESIGN
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Brightly coloured elevator banks break up Coast Capital’s branding blue and distinguish between different floors.
“If you think of big banks, you think of towers,” said Anne-Marie Palma, senior manager, brand and digital marketing, Coast Capital Savings. “That’s not what you see here; you see a cool building that doesn’t really have a square corner.” The credit union’s fun culture is perhaps best captured in the themed cafes present on every floor, which are meant to sate the appetite of employees for food and kitchens — a priority identified in the workplace studies. Glazed walls with decals mimic the look of a storefront, as Palma described them. The merchandizing, she added, reflects the different regions in which Coast Capital Savings operates, including B.C., Alberta and Ontario. Garage doors on either side of the glazed walls can be opened out into adjacent meeting rooms. The workplace studies further revealed that Coast Capital Savings is a meetingdriven company, but these gatherings are usually of small groups. With plenty
of meeting rooms geared toward duos and trios in its new home, the credit union doesn’t run out of these types of collaborative spaces like it did in its former homes, said Palma. Meeting rooms are collected around the core, giving resident workers who use the height-adjustable workstations around the perimeter proximity to daylight. There is also a treadmill workstation available on the sixth floor, which employees can reach by elevator or interconnecting staircase. Top among Coast Capitals Savings’ amenities — both figuratively and literally — is the rooftop lunchroom, Palma reported, half of which is outdoors. With views to the city,
it features a barbecue and fire pit, providing employees with a place to socialize or temporarily escape. The ultimate goal of the project was to change the way Coast Capital Savings’ employees feel about work, forever — a riff on the credit union’s mission to change the way Canadians feel about banking, forever, Jamieson illuminated. “We want to create an environment where people want to come to work as opposed to they’re here because they have to be,” he said. “So we wanted to make it an engaging environment, a bright environment, a collaborative environment, and provide the amenities that make it a second place from home.” | CFM&D
PROJECT TEAM Development: PCI Developments; Architecture: Musson Cattell Mackey Partnership; Interior Design, Engineering, Construction and Project Management: Omicron; Office Furniture Solutions: Steelcase; Office Furnishings Dealer: Heritage Office Furnishings
22 CFM&D | Part of the REMI network | www.REMInetwork.com
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[ management memo ] BY GRANT MORRISON, BERNICE BOUCHER AND TREVOR ALLDRIDGE
THE PROBLEM OF DISENGAGEMENT Presenteeism — employees who are physically at work but are mentally checked out — is a growing problem, with real business costs. A recent research report from JLL found that positively expressing company culture in the workplace is key to increasing engagement
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The office environment is the ideal tool for company leaders to use to communicate brand and motivate employees.
in the workplace can create toxic environments. This affects client interactions and collaborative performance; increases absenteeism; and can lead to a rise in harassment, wrote Linda Too and Michael Harvey in a 2012 Journal of Corporate Real Estate article. The recent Gallup study also estimates that active disengagement costs the U.S. US$450 billion to US$550 billion per year. These alarming figures represent an opportunity for leaders to revitalize organizational performance by utilizing the workplace as a tool to generate the positive company culture needed to reconnect and engage employees. ENGAGED WORKERS DRIVE PERFORMANCE
D
espite the advances in office design and workplace strategies, the focus on shortterm cost efficiency has led to an undervaluing of the only resource with unlimited potential — an organization’s workforce.
Studies continue to show a trend of disengagement remaining at alarmingly high levels. Gallup’s 2013 State of the American Workplace study indicates that between 70 to 80 percent of employees are “not engaged” or “actively disengaged” with their work. Disengagement
24 CFM&D | Part of the REMI network | www.REMInetwork.com
Engaged workers are defined by the consistent discretionary effort they bring to their work practice; they “go the extra mile.” Their own sense of personal success is tied to the business goals, and they develop an emotional connection to the organization. This connection makes them more effective at their job, and they are more likely to develop innovative practices that lead to competitive advantages. Developing an engaged workforce makes financial sense. The Gallup study found that compared with their competition, organizations with an average of 9.3 engaged employees in every actively disengaged employee experienced 147 per cent higher earnings per share. What’s more, the study showed that higher levels of employee engagement not only improve the bottom line through increased customer satisfaction and enhanced productivity, but also lower
those unproductive elements that are a drain on business performance, such as absenteeism or employee turnover. Departing employees take with them valuable tacit knowledge and organizational memory directly related to business performance. In a 2012 Knoll study, the cost savings of avoiding each employee replacement was calculated at US$250,000. When one considers how salaries are often the most significant cost to an organization, and how each replacement can cost up to 1.5 times the salary of a position, employee retention is a critical financial advantage. CULTURE KEY TO INCREASING ENGAGEMENT
Culture is intangible, hard to measure actively, yet easy to sense when one walks into an office space. Workplaces are rarely neutral when it comes to communicating a buzz of engagement or a sluggish vibe of resignation. Company culture can significantly affect very real business outputs. Companies that actively developed their culture returned 516 per cent higher revenue and 755 per cent higher income, according to a study of 207 organizations over 11 years discussed in the book Corporate Culture and Performance. Developing company culture is about creating a sustainable investment in an organization’s workforce, capitalizing on its limitless potential. A number of pieces of literature rightly argue that improving company culture lies with making employees happy through creating a desirable working environment. Henry Stewart, author of The Happy Manifesto, writes that happy employees lead to “better customer satisfaction, lower staff turnover, fewer sick leave and easier recruitment, which all lead to greater growth and profitability.” Indeed, organizations that are on the “Best Companies to Work For” lists by the Great Place to Work® Institute consistently outperform major stock
indices by 300 per cent and have half the voluntary turnover rates of their competitors. THE BENEFITS OF A DESIRABLE WORKPLACE
Genuine expression of a strong and vibrant company culture can also serve to attract new talent. A 2014 workplace study from Hassell indicates that the combination of organizational culture and workplace facilities outweighs salary and benefits as the influential factors in choosing an employer. This observation is backed by a 2015 Chandler Macleod study, which found 74 per cent of candidates would consider a slightly lower paying job in a company if their friends indicated it was a great place to work. The same study suggests that candidates rank a company’s status as a “great place to work” over other factors such as a reputation for great products, services, the best people or prestige in the marketplace. This factor allows an organization to attract and retain talent without entering an escalating salary competition. EXPRESSION IN THE WORKPLACE
While senior leaders are picking up on the importance of good design, a more holistic view toward a viable workplace strategy is required. One that does not simply stop at efficient and effective intention; but is deliberately designed in a manner that would allow the company’s cultural values to inform, direct and generate employee engagement.
Employees want to feel good when they come to work. There is an expectation for a company to cover all the hygiene factors of workplace design to meet a person’s basic health needs. Nonetheless, while cosmetic factors do generate productivity gains, they also have less impact on the long-term motivation of employees. Employees want to feel involved, be a part of something larger, and know that what they do is meaningful. They are always attuned to the “messages” that their work environment is sending them. A workplace with different space configurations and technologies aligned to specific business processes would give employees control over the way they want to work. The importance of control cannot be understated. People feel that they work their best when they are trusted and given the freedom to carry out a task in their own way, to which The Happy Manifesto attests. It is not about a lack of direction or a hands-off management; it is about creating a responsive working environment that enables employees to produce meaningful work. People interpret a strong culture from the surrounding artifacts, which are the most visible, so the office environment is the ideal tool for leaders to communicate the company’s brand proposition and reignite employee motivation. A workplace should be the location where executive strategy becomes “real” — where the vision and mission should manifest and drive organizational performance. | CFM&D
The preceding article is excerpted with permission from the January 2016 JLL research report “Fully engaged.” The full report can be downloaded online: http://www.jll.com/research/163/fully-engaged-report. Grant Morrison is director of workplace solutions, Asia Pacific, JLL. He can be reached at grant.morrison@ap.jll.com. Bernice Boucher is managing director of workplace solutions, Americas, JLL. She can be reached at Bernice.boucher@am.jll.com Trevor Alldridge is head of JLL’s UK Workplace Consultancy team. He can be reached at trevor.alldridge@eu.jll.com.
December 2016 CFM&D 25
P3 FEATURE BY JOE PENDLEBURY
POST-OCCUPANCY AUDITS IN P3 PROJECTS In the absence of a standardized monitoring system, assessments of legacy costs may provide incomplete information. P3 contracts need to lay out processes for ensuring post-occupancy audits and accountability for longterm performance
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Many jurisdictions in Canada have a five-year benchmarking requirement for P3 projects.
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opular in the UK and Canada, the publicprivate partnership (P3) model for financing construction projects is making inroads into the U.S. market as an alternative to traditional development methods. A P3 can save time, money, and reduce risk to the government by having a single contractor design, build, finance, and operate and maintain a facility over an extended period of time — anywhere
from 10 to 40 years. A reserve fund covers the maintenance expenses. When carefully and transparently planned, P3s offer some significant advantages to owners and communities. VALUE FOR MONEY — TAKING THE LONG VIEW
A key part of that planning is the value for money (VfM) assessment. Done at the outset of a project, in the design and construction phases, the projections of
26 CFM&D | Part of the REMI network | www.REMInetwork.com
a building’s performance can provide powerful, persuasive evidence of efficiency. However, these estimates frequently tell only part of the tale. They do not sufficiently examine the property’s operating performance over the long term, compromising their accuracy. Unlike P3 pre-construction VfM assessments, the analysis of these “legacy” costs can provide crucial data but is often incomplete. This is due in part because P3s are still relatively new to the U.S., but also because North America has not yet implemented a standardized, comprehensive audit and monitoring system. Until one is in place, the P3 contract should clearly outline the processes that contribute to a complete, long-term VfM assessment. This is especially important for projects that include an operations and maintenance role than lasts 25 years or more. The P3 contract should be worded so that the owner has access to a sufficient amount of operations and maintenance information to ensure the project’s legacy costs also provide value for money. VfM essentially combines qualitative and quantitative factors. Benchmarking — a system of comparing the measured performance of a facility to itself, its peers, or established norms — is the principal tool used to yield data that inform VfM assessments. The benchmarking process typically accounts for fluctuations in the costs of labour, materials, equipment, and energy. To capture the most complete picture of a project, the value for money test examines efficiencies on many levels. It evaluates the project as a whole (including equity, cost of debt, etc.), and compares it to a traditionally funded project of equivalent nature. Analyzing the following separate components will enhance the accuracy of the data: • Hard and/or soft facility management
• Life-cycle cost/sinking fund/reserve fund • Sufficient equity and appropriate penalties to ensure the private-sector partner performs according to the specifications in the latter years of the project • Appropriate performance/availability mechanisms • The optimal level of risk transfer BENCHMARKING — ASSESSING PERFORMANCE
It’s best to do the first round of benchmarking measurements after the building has been occupied and running for at least six months — depending on the complexity of the facility. As a rule of thumb, the benchmarking should take place after the initial commissioning, troubleshooting processes and fine-tuning of the building have been completed. This early evaluation will confirm that key performance indicators (KPI) can be documented and achieved. In many jurisdictions in Canada and the UK, P3 projects have a five-year benchmarking requirement. It’s important for both public- and private-sector parties to ensure that critical aspects of the agreements are subject to periodic benchmarking reviews because P3 agreements are usually in place for significant periods of time. To assure an impartial analysis, these reviews should be performed by an independent audit team. If the benchmarking exercise does not yield an acceptable level of comfort for the public-sector party, it may order an enforced market testing of the product or system, if the contract contains provisions permitting such an action. It’s critical to note that the postoccupancy audit should not be just a tally of the bills paid by the concessionaire; such a superficial accounting provides a one-dimensional view of the project. An audit prepared by a quantity surveyor with experience in building-condition and reserve-fund
studies will establish a comprehensive, integrated understanding of the building’s performance and identify any operational deficiencies. An analogy: Adding up household utility bills may show a homeowner that he’s spending $200 a month on electricity, but to put that information into context, a homeowner should seek advice from an authority. That authority may be able to tell him that his monthly expenditure on electricity should be only $50, and that there may be a problem with his house. Quantitative feedback on a building’s performance should be augmented with qualitative information. Among the questions that can add depth to the VfM assessment: • Is the quality level appropriate? In other words, do the service level agreements and/or performance specifications accurately reflect initial and life-cycle client requirements? • Is the operation integrated and efficient? • Does the original purpose — and consequently, the specifications — for the project remain the same? Or has the project brief changed? • Are there current KPIs available for review, and, if so, are they appropriate to the project in its current form? Once established, the benchmark will enable future audits to examine the efficiency of the systems and operations to see if further improvements can be made, to optimize the benefit to all parties. This may include replacing some of the suppliers, if the value or
service levels can be improved by going back out to the competitive marketplace. This can only be achieved if contract conditions can be formulated and carried out at the procurement stage to allow for the roll out of any proposed efficiencies. One scenario might be to confirm that the contracted KPIs have been achieved, with any optimizations to be completed as a separate exercise. Another important provision in the paperwork: Both the owner and the concessionaire should be protected if the property is transferred during the period of the agreement. An independent third party should review the legal and economic provisions contained in the transfer agreement. It is quite common for P3 properties to change hands, whether the asset is sold or consumed by a merger. BANKING ON PERFORMANCE DATA
A well-structured P3 contract with clear provisions for determining a building’s legacy costs is not only useful to the immediate partners on the project, but could advance the entire construction industry. Creating a database of audits from various projects would empower government partners to draw on this evidence to inform future contracts, KPIs, and operations and maintenance standards. The potential benefits of the information wouldn’t be limited to P3 jobs, either; such data could be applied to traditionally tendered projects, as well — making it a truly valuable proposition. | CFM&D
Joe Pendlebury is senior vice president of Rider Levett Bucknall’s North American practice and is responsible for leading the Toronto office. Joe is a Professional Quantity Surveyor with nearly 30 years of national and international project experience. An expert in value-engineering, cost-benefit analysis, contract negotiation, and dispute resolution, he has worked on both public and private developments across a variety of sectors, ranging from transportation, hospitality, cultural, and higher education to healthcare, sports, and energy. For more information, visit www.rlb.com and follow the firm on Twitter @rlbamericas.
December 2016 CFM&D 27
FOCUS ON WORKSTATIONS
BELOW THE SURFACE In the ever-popular agile work environment, traditional desks are becoming fewer and farther between. The latest solutions share in common customizable, flexible and ultimately simple designs that elegantly integrate technology
Potrero415™ is a California Modern-inspired table collection from Coalesse Design Group. Available in round, square, rectangular and boat-shaped laminate or wood veneer tabletops, the system is conducive to a range of settings, from conference rooms to private workrooms. The painted and polished aluminum legs provide a way to conceal cables with cavities and showcase adjustable leg rings as a design feature, with the option to have them finished in chrome or copper.
Neinkamper’s Nomad® benching is designed for flexibility, with its moveable central channel for data and power, mobile screens and table top dividers. The mobile screens come in a choice of acoustic or upholstered panels, facilitating work styles both private and collaborative. Slots make it possible to nest the mobile screens into the tabletops, which are available in a height-adjustable surface option. Nomad is compatible with accessories such as integrated storage cabinets and white boards.
Fantoni’s modular office system Hub was recently recognized with a Silver Innovation award at IIDEXCanada 2016. The collection features a basic module of 160 by 160 centimetres, with either a frame that is flush with the tabletop (75 centimetres) or crisscrossing upright profiles (165 centimetres) that underpin an overhead structure. The modules comprise 35 by 35-millimetre square metal frames, which are epoxy powder-coated in a matte white. Measuring 35-millimetres thick, the matching tables come in faced MDF or overpainted ISB.
Henner Jahns is behind the minimal design of Peter Pepper Products’ new Nik Desk. The scalable solution, which is suitable for desking applications or individual workstations, comes in a width of 48 or 60 inches and standard height and depth of 30 inches. Below the work surface, a hinged cable tray provides power and USB charging. Dock shelves slide across the glass privacy screen, allowing smart phones and tablets to be viewed while charging. 28 CFM&D | Part of the REMI network | www.REMInetwork.com
Richelieu’s Sit2Stand is designed to smoothly convert desks and tables into height-adjustable workstations. The easy-to-install solution accommodates most individual heights with an 18-inch range of adjustability and supports both single and dual monitors as well as laptops. Available in a choice of black or white finish, it features rear cable management and a retractable work surface within a compact footprint of 27 1/2 inches in width and 24 3/8 inches in depth.
The PearsonLloyd-designed Zones Furniture Collection from Teknion features seating, tables, easels, screens and semiprivate enclosures as well as lighting and accessories. In a break from conference rooms, private offices and high-density workstations, the pieces can be configured to create lounge and table-based collaborative and focus environments. Tables such as the workshop table (pictured) come in different shapes and sizes, seating from two to six people and supporting everything from project to touchdown work.
Spec Furniture’s Manhattan is a collection of fixed or mobile tables with laminate or veneer tops in a variety of edge profile selections. Base options include C, footring, T, double T, X and X4, some of which are available with flip or folding tops and casters. Among other add-ons are modesty panels, power modules and wire managers. At home in both the boardroom and training rooms, the tables are available with electric height-adjustability.
Haworth’s new Compose Connections earned a Best of NeoCon 2016 Silver Award and a Gold Innovation Award at IIDEXCanada 2016. The spine-based system, created by Haworth Design Studio, adds new components conceived for flexibility and reconfigurability to the Compose product line. Floating above the floor, similarly to a post-and-beam system, Compose Connections supports a range of workstation options. It is also compatible with Haworth’s Active Components™, Belong™ accessories and X Series® storage components.
A new table system designed by Konstantin Grcic and developed by Vitra won a Best of Neocon 2016 Silver Award in the furniture systems category. Hack is named after the computer-related term that describes a fast and effective but ‘often inelegant’ solution. Solid hinges allow the unit’s three wooden panels to be folded up into a flat box for ease of disassembly, moving and storage. A crank or recessed grip can be used to manually adjust units from bench height at their lowest setting, 200 millimetres, to seated height, to standing height, with a maximum setting of 1,250 millimetres. December 2016 CFM&D 29
[ last word ] BY PETER DAVIES, SHAWN GILLIGAN AND MATTHEW JOHNSON
THE BENEFITS OF CO-WORKING SPACE Increasing demand for shared office environments is driving their growth in markets such as Toronto. For organizations small and large, flexibility and sharing the costs of amenities are some of the most significant perks of using co-working space
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A map of co-working spaces in Toronto
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he market demand for co-working space in Toronto is relatively new, but has been growing steadily over the past 10 years, spurring an increase in supply. Co-working space refers to a shared work environment that a group of people from different employers share. Users of co-working space are often self-employed, frequent travellers, and work in either small start-up companies or with smaller non-profit organizations. The individuals and organizations who rent co-working space also vary across numerous industries. Most co-working spaces come complete with office furniture, phones, IT requirements, an assortment of meeting spaces, boardrooms, copy and print areas, and kitchen furnishings. Both private and open office areas are often shared by a number of people within an organization. Other attributes typically featured within co-working environments are dedicated desks, virtual offices, presentation spaces,
shared common spaces and event space. So, why has the demand for coworking spaces been on the rise? The main benefit of co-working office space is the opportunity to share the financial costs of physical amenities such as meeting rooms, reception, kitchen areas, IT infrastructure and electronic equipment. Doing so means minimal set-up costs, which allows companies to dedicate capital to the growth of their business or organization. Another powerful benefit of coworking space is the potential to uncover creative ideas and knowledge in a collaborative environment where occupants get to mingle with like-minded individuals and organizations. Medium and large organizations appreciate the flexibility that these centres provide for special projects. Depending
on availability, some spaces can be ready for use in as little as 24 hours’ notice. Plus, the commitment required to use coworking centres tends to start as low as six months, and may even run month-tomonth beyond the initial term. Likewise, non-profit organizations benefit from the low time commitment required to use the space, all at little-to-no upfront costs. Many non-profits like the flexibility of being able to expand or contract based on special projects to keep overhead low. Rental rates vary depending on amenities offered, frequency of use, organization, term commitment and location. Colliers International recently surveyed and analyzed the co-working community in the City of Toronto. The research showed that Toronto has 39 co-working office space companies with a total of 80 locations spread across the city’s submarkets. The highest concentrations of coworking offices (30 per cent of the city’s total combined) are in the Toronto West and Downtown West office submarkets. The remaining Downtown submarkets — Downtown North, East and the Financial Core — follow with 13.8 per cent, 11.3 per cent and 10 per cent, respectively. The increase in co-working space coincides with recent findings in Colliers Not-for-Profit Advisory Group’s Office Trends Benchmarking Survey, which demonstrated that the desire to work within a collaborative workspace is on the rise. Open spaces such as meeting areas, cafés, and kitchens promote engagement, productivity and culture, and ultimately can drive an increase in organizational capacity. | CFM&D
Shawn Gilligan (shawn.gilligan@colliers.com) is a senior analyst at Colliers International. Peter Davies (peter.davies@colliers.com) and Matt Johnson (matthew.johnson@colliers. com) are co-chairs of Colliers Not-for-Profit Advisory Group.
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