CFM&D February 2016 by MediaEdge

FEBRUARY MONTH 2016 2012

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CANADIAN FACILITY MANAGEMENT & DESIGN

PHOTO CREDIT: PATRICK ST-ARNAUD

[ contents ]

COVER PHOTO BY STEVEN EVANS PHOTOGRAPHY

On the cover: The Canadian Museum of Immigration at Pier 21’s new exhibit space features a system with testing units that sound an alarm if the humidity level required for artifacts is breached. Page 18.

XX 18 Port side, Pier 21’s Kenneth C. Rowe Hall overlooks Georges Island.

12 WHEN A CHAIR IS ON ITS LAST LEGS An objective methodology for evaluating the ongoing performance of ergonomic seating. 16 TELL ‘EM, SELL ‘EM OR ENGAGE ‘EM

A change manager becomes the change managed.

18 INTERPRETIVE DESIGN

Transforming Halifax’s historic Pier 21 into the Canadian Museum of Immigration.

23 TENANTS TEST GREEN PROGRAM

BOMA BEST’s newest certification, Sustainable Workplaces, launches this spring.

25 BOOST YOUR IQ IN FLOORING AND IAQ

Indoor air quality considerations for specifying hard and soft surfaces.

28 BIOPHILIC DESIGNS UNDER FOOT

The latest crop of flooring products brings the outdoors in with a raised focus on texture.

columns

departments

6 OBSERVATIONS 9 PUBLISHER’S NOTE 12 FM ERGONOMICS 14 OPERATIONS & MAINTENANCE 16 FM EDUCATION 30 LAST WORD

10 FOUNDATIONS 27 INFO GUIDE

[ observations ] BY MICHELLE ERVIN

REINVESTING IN AGING ASSETS

he federal Liberals promised during last fall’s election to pump funds into infrastructure to stimulate the flagging Canadian economy. At the time of this writing, prebudget consultations were well under way. While no one knows for certain yet what types of projects will be eligible for these funds, the 2016 Canadian Infrastructure Report Card recently shed light on assets in need of attention. This latest report card, founded by the Canadian Construction Association, the Canadian Public Works Association, the Canadian Society of Civil Engineering and the Federation of Canadian Municipalities, found that one-third of the country’s municipal infrastructure is in fair, poor or very poor condition. Municipal buildings and sports and recreation facilities were among the asset classes most in need of attention. One of the report’s key messages was that increasing reinvestment rates, or performing preventative maintenance, is less expensive in the long run, avoiding costlier repairs and service disruptions. The federal Liberals also promised during last fall’s election to bring 25,000 Syrian refugees to Canada — a commitment it has begun to fulfill, albeit behind its original self-imposed timeline. Already, the Canadian Museum of Immigration at Pier 21 in Halifax has an exhibit on display featuring artifacts recovered from the rafts of Syrian and African refugees who crossed the Mediterranean in 2015, collected by Médecins Sans Frontières/Doctors Without Borders field workers. Pier 21 — the subject of this month’s cover story — only recently reopened under its expanded mandate as a national museum. Before, the institution focused on the local history of the site, which marks the threshold one million immigrants crossed into Canada between 1928 and 1971. Architects and collaborators Luc Bouliane and David J. Agro — along with a large team of consultants — are behind the renovation and expansion that supports its new mission. The transformation delicately balanced the need to preserve the structure’s historically significant features — such as the original doors through which immigrants entered the country — and protect new artifacts with rigid environmental requirements. Also in this retrofits and operations & maintenance-focused issue, you will find articles on BOMA BEST’s new certification for sustainable workplaces and a methodology for objectively assessing when to repair and replace task chairs. Plus, our new flooring products round-up looks at the trend toward biophilic designs that is taking root under foot. Finally, I would like to take the opportunity to welcome Andrea Phills, CFM&D’s new co-publisher. Turn to page 9 to read about Andrea’s background and how she hopes to connect with the industry.

MICHELLE ERVIN michellee@mediaedge.ca

FEBRUARY 2016 Volume 31, Issue No. 1 PUBLISHERS: Arvid Stonkus, IFMA Fellow Tel: (416) 236-5856 cfm@sympatico.ca Sean Foley seanf@mediaedge.ca Andrea Phills andreap@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 CIRCULATION: Maria Siassina circulation@mediaedge.ca (416) 512-8186 ext. 234 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

6 CFM&D February 2016

Return undeliverable Canadian addresses to: MediaEdge Communications Inc., 5255 Yonge St., www.cfmd.ca Suite 1000, Toronto, ON M2N 6P4

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THIS MONTH’S ONLINE EXCLUSIVES ALL THE BUZZ

Role for FMs in meeting employment standards The beginning of the calendar year marked the latest compliance deadline associated with the Accessibility for Ontarians with Disabilities Act, which has the ultimate goal of making the province barrier free by 2025. As of Jan. 1, large private and non-profit corporations were expected to comply with employment standards designed to proactively accommodate people with disabilities in the workplace.

Arts facilities play starring role in revitalization St. Catharines has cast the FirstOntario Performing Arts Centre to play a starring role in the revitalization of the city’s downtown. The Diamond Schmitt Architects-designed facility, which features four state-of-the-art venues and spans 95,000 square feet, officially opened last fall.

Building sector brainstorms on extreme weather Commercial real estate operators have a steadily accumulating inventory of lessons learned from extreme weather events, providing both motivation and insight to prepare for more climate volatility in the future. In Toronto, industry insiders are now pondering how to storm-proof business continuity, while brainstorming about the potential business spinoffs of a reputation for resilience.

The open office is mainly a for-profit sector trend, reports Colliers International.

FROM THE GREEN BIN

PortsToronto recently unveiled its first sustainability report.

EXPERT ADVICE

Lawyer Cynthia Sefton illuminates the implications of the ‘swing stage case.’

CONNECT WITH US ON:

www.REMInetwork.com

[ publisher’s note ] BY ANDREA PHILLS

GREETINGS

reetings to you, our facility management and design readers! With our first issue of 2016 I am pleased to join you as the Co-Publisher of CFM&D. Coming from Rogers Publishing I’ve worked very closely with the financial services industry, leveraging my passion for digital to find creative and innovate ways for our readers to have access to the tools and information they need. I am very excited to dive into the world of facility management and do the same for you. As the facility management industry is new to me, I was eager to learn and am very grateful to have had the opportunity to work closely with founding publisher Arvid Stonkus, who has a wealth of knowledge in this space. It was great learning the history of this publication and getting a look at one of the first issues printed almost 30 years ago. This only peaked my interest and made me want to learn more and attend any event that came my way; I was fortunate enough to join IFMA Toronto at the RBC Waterpark Place Facility Tour this past January. It was a great way to get first hand exposure to some of the things that matter to you most. Outside of the beautiful design what stood out to me most was the clear focus on collaborative space and use of natural light. Though this is just a small piece of puzzle it was quite fascinating to learn about what it takes to complete such a project. Which lead me to want to hear from the designers that help make it all happen. So, I then attended the Interior Design Show (IDS) and got a sneak peek into the minds of world class designers like Lee Broom and Tim Dixon. That made me think how great it would be for you to have a similar experience that could ultimately help you when choosing your next design partner. So keep an eye out for the new Special Interest Series “Design Changers” which will be featured not only in our upcoming printed issues but online as well. I look forward to learning more about you and the industry itself. Until next time see you in print or on CFMD.ca.

Canadian Facility Management & Design

ANDREA PHILLS, PUBLISHER andreap@mediaedge.ca

February 2016 CFM&D 9

» foundations » P3S FIGURE IN HIGH-PERFORMANCE PUBLIC BUILDINGS Canadian governments’ standardized approach to public-private partnerships (P3s) is considered a model to emulate in the United States, where strategists are examining ways to boost that country’s stock of high-performance public buildings. The National Institute of Building Sciences (NIBS) and the Royal Institution of Chartered Surveyors (RICS) plan to release a joint report on P3 potential later this spring in an effort to encourage American policy-makers to move beyond the current limited use of P3s largely to build roads and other transportation infrastructure. As part of the research and consultation process, private developers, government officials, academics and industry consultants gathered in Washington, D.C. last fall to discuss opportunities and obstacles. A recently released summary of participants’ input outlined the anticipated public benefits of a design-build-finance-operate-maintain (DBFOM) model, in which private contractors would have a financial interest in delivering an energy-efficient, durable and adaptable building. “Instead of focusing on the most efficient way to deliver a completed structure, the private partner has a strong incentive to optimize the project by balancing construction with O&M, and is more likely to add to initial design and construction in order to produce O&M savings over the life of the structure,” the NIBS/RICS report maintains. Discussion highlighted the risk management advantages for the public partner through the ability to specify various performance outcomes — such as the timing of elevator service or the building condition at the end of the contract period — and exact penalty for non-delivery. Public sector building occupiers can also budget for predictable contracted operating costs, typically negotiated to cover use of space and amortization of design and construction costs. On the flipside, prospective issuers of P3 requests for proposals (RFPs) may encounter monetization challenges, bidder inexperience and/or public distrust. A road is a service in itself, while buildings are the instrument for providing services, making it more complicated to calculate and allocate costs to various users. “Charging a toll for the use of a road is acceptable, but charging for access to a courthouse would not be,” the NIBS/RICs report reiterates. P3 supporters call for more education to counter the perception that taxpayers’ money is being improperly channelled to private business. “When presenting a P3 model, it is important to emphasize any efficiencies the public sector will gain by pairing with the private sector,” the report advises. Discussion participants also called for fewer P3 models — pointing to a somewhat overwhelming scenario for private sector bidders if every state implemented its own unique requirements — and commend Canada’s national P3 template that provinces and municipalities can adopt and adjust as needed. This is likely to be a component of the pending report and guidance document, which will include case studies of successful P3 projects from around the world.

IFMA LAUNCHES SURVEY FOR FACILITY MANAGEMENT PROFESSIONALS The International Facility Management Association (IFMA) recently began accepting responses for its Global Job Task Analysis (GJTA) survey. IFMA is encouraging facility management professionals from around the world to participate by Feb. 9, 2016. The purpose of the survey is to identify the knowledge, skills and abilities that are involved with the facility management profession amid industry changes. According to IFMA, FM professionals are now being asked and empowered to do more for their organizations than they have in the past, causing many to turn to local, national and global associations to provide the right knowledge, training and resources required to do the job. IFMA’s previous GJTA yielded benefits for the industry, including the establishment of 11 key competency areas for FM professionals around the world: communication, emergency preparedness and business continuity, environmental stewardship and sustainability, finance and business, human factors, leadership and strategy, operations and maintenance, project management, quality, real estate and property management and technology. As a result, IFMA now offers credentials, webinars and event programs based on these key skills. The survey can be found at www.ifma. org/gjta.

The preceding news briefs originally appeared on the REMI Network. 10 CFM&D February 2016

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[ fm ergonomics ]

This page sponsored by

BY ALISON HELLER-ONO

WHEN A CHAIR IS ON ITS LAST LEGS Industry organizations have developed widely accepted ergonomic guidelines. What’s missing — and very much needed, argues ergonomist Alison Heller-Ono — is an objective methodology for making the decision to keep, repair or replace task chairs once they’re in the workplace

espite recent trends toward promoting more standing in the workplace, average sitting times now exceed 7.7 hours per day in the workplace. Most employers do not yet have widespread capacity for sitto-stand workstations. As a result, far more emphasis needs to be placed on selecting and the ongoing use of an ergonomic chair. The ergonomic chair life cycle (Figure 1) begins with conceptual design, materials used, includes the manufacturing process, the delivery and distribution, workplace use and ends with disposal. There is sufficient information around the design, manufacturing, distribution and disposal aspects of an ergonomic chair.

Extensive research has enabled the Business and Institutional Furniture Manufacturers Association (BIFMA), American National Standards Institute (ANSI) and the Human Factors and Ergonomics Society (HFES) to identify guidelines for manufacturers, employers and consumers. However, there is a gap in the guidelines regarding how to assess the ongoing performance of an ergonomic chair after it enters the workplace. Evaluating the use of an ergonomic chair from a quality and competency standpoint is a critical part of the chair’s lifecycle. It answers the question: How and when do office chairs need to be replaced in the workplace? Currently, there is no formal methodology to objectively assess these key indicators.

UNDERSTANDING THE RISKS

Once an ergonomic chair is purchased, it often remains in circulation far beyond its acceptable life cycle and warranty (three to 10 years, on average, depending on manufacturer). As a result, office workers continue to use chairs that are old, worn, outdated and inoperable. These often inadequate chairs present additional ergonomic, product liability and safety risk factors, such as musculoskeletal stress and strain that can lead to injuries and workers’ compensation claims. Incompetent chairs may lack support due to cushion failure, poor frame design, have sinking or failed cylinders, or have inoperable mechanisms including poor caster quality. These factors contribute significantly to chair dissatisfaction, sitting discomfort and ultimately seated work injury claims. And in a 2012 study, the California Department of Industrial Relations pegged the cost of such claims at $41,000 per seated work injury. In 2014, a major office supply store recalled a popular task chair, stating, “The mounting plate weld can break and

Ergonomic Chair Life Cycle Materials

Manufacture

Disposal

Distribution

Waste Use

Figure 1. Ergonomic chair life cycle with a focus on chair use, quality and competency in the workplace.

12 CFM&D February 2016

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Aging, worn, outdated chairs stay in the workplace too long and become a liability for employees and employers.

www.cfmd.ca

Assessments by Dept-Location separate the seat from the base of the chair, posing a fall hazard.” Of the more than 1.4 million of these task chairs that were sold, there were at least 153 reports of the seat plate weld cracking or breaking. The recall reported 25 cases of contusion, abrasions, and reports of injuries to the head, neck and a fractured back and hip which required medical attention. Unfortunately, many unsuspecting employees use failing chairs like these. The price of the chair was $40, but the risk and liability exponentially greater. CONDUCTING AN ASSESSMENT

Employers can minimize the risk of ergonomic chair failures by evaluating them at the time of purchase to establish inventory and a minimum of every three to five years thereafter, depending on warranty status. Routine assessments determine which chairs should remain in the workplace, be repaired or refurbished within the warranty period or replaced as a result of wear and tear. The proposed methodology that follows makes this a more objective decision, rather than relying on the subjective opinions of employees, thereby eliminating bias in chair replacement. 1. Assess the use (quality and competency) of an ergonomic chair in four categories: • Chair cushion/fabric quality, • Operational mechanics,

Indoor-Anaheim

Beach-Torrance

# of keeps

# of Repairs

# of Replaces

Figure 2. Using the author’s proposed chair quality and competency rating tool allows facilities and purchasing to track which chairs to keep, repair or replace by department.

• Chair comfort (as perceived by end user), and • Overall quality and competency. 2. Rate each category on a three-point scale of good, fair, or poor, with qualifiers, to determine the condition of the chair for ongoing use in the workplace. 3. Note the year of manufacturing or purchase year/delivery date, and whether the chair is used over one, two or three shifts. ESTABLISHING AN INVENTORY

Assessing the use of an ergonomic chair does more than reduce the liability associated with seated work injuries and assure better comfort, quality, competency and ultimately improved productivity by office workers. Evaluating for competency creates an inventory of chairs which ultimately shows which chairs are performing well over time, offer the best fit, have a high degree of end user comfort to remain in operation for safe and productive work and whether they are worth keeping as part of the organization’s standard furniture

inventory. Figure 2 shows an example, by department, of which chairs should remain, need repair or should be removed from circulation and replaced. The inventory also allows the organization to prioritize which chairs should be repaired or replaced based on an objective assessment of the age of the chair, fabric/cushion quality, operational mechanics, end user comfort and overall value. This, in turn, allows facility and purchasing managers to anticipate the budget necessary to repair, refurbish or replace the selected chairs over time. Replacing broken, failing and worn-out ergonomic chairs in a timely manner is an important part of their life cycle and a critical component of the ergonomics program that aims to prevent and manage seated work injuries more effectively. When employers objectively assess ergonomic chairs for quality and competency, organizations can save thousands of dollars in risk management, claim avoidance and productivity improvement by keeping employees safe and comfortable throughout the seated work day. | CFM&D

Alison Heller-Ono, MSPT, CDA, CPDM, CIE and CPE, is a certified management consultant and president of Worksite International, Inc. Alison is a consulting professional ergonomist and disability expert helping employers use the science of ergonomics through the continuum of work health. To learn more, contact Alison at alisonh@worksiteinternational.com or www.worksiteinternational.com.

Canadian Facility Management & Design

February 2016 CFM&D 13

[ operations & maintenance

]

BY DR. ALICE SINIA

UNDER PEST PRESSURE As facilities age, they can become increasingly susceptible to insect and rodent infestations due to the proliferation of cracks and crevices, pipe leaks and residue buildup. Here’s how Integrated Pest Management, with its proactive approach, can help keep these unwelcome guests out

prevent recurring problems, especially within older buildings. An Integrated Pest Management (IPM) program helps protect buildings and any surrounding property by focusing on preventive measures such as sanitation and facility maintenance to cut out pests’ access to their survival needs. Any treatments are used as a last resort in targeted areas, which lessens the potential impact on people, property and the environment. SANITATION

hile all buildings need protection against potential pests, older buildings can face increased pest pressures and unique challenges if left unprepared. The likelihood of pest infestation increases as buildings age, and facility managers need to understand the risk factors before an infestation occurs, introducing numerous health and safety concerns. One issue is moisture, which can result from any number of things, including a leaky roof, plumbing or pipe leaks, or built-up condensation within the walls. Moisture and warmth supports the growth of mould and other fungus for insects to feed on. Moisture also compromises and deteriorates wood. It can then be easily attacked and infested by woodboring beetles, carpenter ants and wood-boring wasps. These pests 14 CFM&D February 2016

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Inspect the exterior and siding of the building for potential holes or gaps around vents, utility pipes or cables entering the building.

can cause extensive damage to the foundation, walls and joists of the building. Another issue is poor maintenance, which, over time, can lead to more cracks, crevices and potential entry points for crawling pests such as mice, rats, earwigs and wood roaches. Buildings can also accrue certain litter and residue buildup over time, especially in areas that are typically out of sight. Closets, areas behind appliances and storage space can quickly become cluttered with pest attractants, making them potential hot spots. Traditional pest control programs often limit tactics to the application of chemicals. Such programs tend to ignore the reasons why pest problems exist in the first place, and do little to

Sanitation is a cornerstone of IPM. A good sanitation program keeps buildings clean and helps eliminate pests’ basic needs: food, water and shelter. Use the following tips to reduce pests’ access to these resources, making the facility a far less appealing home to insects and rodents. • Consider using an organic cleaner to eliminate all grease and grime in areas where debris can accumulate, and thoroughly wash floors to remove any residues each week. • Pests only need a small amount of water to survive, so monitor for and eliminate any standing water that accumulates around the building. Inside the facility, clean up food and liquid spills immediately and be on the lookout for leaky plumbing fixtures in bathrooms. Work with a maintenance professional to make repairs as needed. • Use a vacuum to remove debris from cracks and crevices in the building. Vacuuming can also remove any pests hiding in those cool, dark places. After the cleaning process, proceed to seal all cracks and crevices. • Remove trash daily. Make sure all trashcans in and around the facility are lined and tightly covered when not in use. Outside, place dumpsters as far from the building as possible and rotate and clean them regularly. www.cfmd.ca

• Pick up any trash around the property and regularly wash surrounding sidewalks or parking lots to eliminate any evidence of food that could encourage pests to come inside.

— is properly protected against pests. | CFM&D

Alice Sinia, Ph.D. is the resident entomologist – regulatory/lab services for Orkin Canada focusing on government regulations pertaining to the pest control industry. With more than 10 years of experience, she manages the quality assurance laboratory for Orkin Canada

FACILITY MAINTENANCE

IPM also calls for proper facility maintenance and exclusion techniques. A pest management provider can help with regular inspection and monitoring to lock down entry points and detect any defective structures. Use the following tactics to deter these unwelcome guests from making it inside. • Outdoor lighting is a great place to start. Flying insects can be deterred by swapping out mercury vapour lamps, which attract pests, with sodium vapour lights outside next to entryways. • Help ground flying pests with an air “wall” they can’t fly through by installing appropriately sized air curtain units above exterior doors. Also, work with an HVAC professional to make sure air is flowing out at entrances, not in — this is called positive airflow. A simple test for this involves holding a piece of paper in a doorway and observing which way it blows. • Eliminate pest-harbouring sites on the property. This includes overgrown grass, debris, wood piles, overgrown tree branches and bushes touching the building. When ground surfaces erode over time, making surfaces uneven, they can collect water and serve as breeding grounds for pests. • Install door sweeps and weather stripping to minimize any gaps that pests may attempt to crawl through. Inspect the exterior and siding of the building for cracks and gaps as well as potential holes or gaps around vents, utility pipes or cables entering the building. These issues, along with loose fitting window door screens, are all common as building age. If found, they should be sealed and caulked to reduce pest pressures. IPM is not a one-time event, but an ongoing process, so work closely with Canadian Facility Management & Design

a pest management provider to ensure that the building — no matter its age

and performs analytical entomology as well as provides technical support in pest/insect identification to branch offices and clients. For more information, email Alice Sinia at asinia@orkincanada.com or visit www.orkincanada.com.

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February 2016 CFM&D 15

14-02-19 3:41 PM

[ fm education ]

These pages sponsored by

BOMI

BY MICHELLE ERVIN

C A N A D A

TELL ‘EM, SELL ‘EM OR ENGAGE ‘EM

PHOTO CREDIT: PATRICK ST-ARNAUD

Teknion recently experienced what its clients go through when its sales team relocated to a new downtown showroom in Toronto. Leaders from the contract furniture company share what happened when the change manager became the change managed

ormally, Teknion works with clients who are undergoing change management. Recently, the contract furniture company underwent change management itself. For its 20-member Canadian sales team, the opening of a new Toronto showroom, called the Collaboration Hub, meant relocating from a head office on the outskirts of the city to a downtown address in the emerging south core district. Teknion’s leaders readily recognized that the exercise could be instructive for both the company and the companies it works with. “We knew that this was something our clients did every day and that if we were going through this ourselves that we had an opportunity to educate 16 CFM&D February 2016

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For Teknion’s Canadian sales team, the opening of a new Toronto showroom, called the Collaboration Hub, meant relocating from head office on the outskirts of the city to a downtown address in the emerging south core district.

is certified in change management, joined the team as director of workplace strategy. Dekker recalls walking away from his change management training with cumbersome jargon such as “posttransitory planning periods.” Really, he says, the process boils down to three phases: before, during and after. “Organizations end up at a crossroads, where change is about to happen and they go to everybody who’s affected by the change, and you start to tell them, sell them or engage them,” as Dekker puts it. BEFORE

The director of workplace strategy was pleased to find that Teknion was committed to engaging its leaders, employees, clients and vendors. When he entered the conversation, the company had already assembled a crossfunctional team to tackle steps such as site selection. Dekker first interviewed the leaders to understand the project’s key deliverables, then he showed the videotaped interviews to the affected employees during an all-day workshop. Affected employees also participated in a survey designed to capture the current

“At the end of almost any change management project, the number one complaint — even if you do everything as well as you can — is still going to be there wasn’t enough information.” ourselves, to deploy what we hope to be best practices and to learn a lot through the process,” recalls David Patterson, president of Canadian sales at Teknion. The project also launched at a fortuitous time. Early on in the planning process, Greg Dekker, who

culture and the desired culture as well as a game dubbed trash/treasure with the goal of identifying what they could and couldn’t live without in their new space. And the employees shared their hopes and fears, which were ultimately conveyed to the leaders. www.cfmd.ca

DURING

Preliminary feedback from both employees and clients would inform changes to the project. Although the employee survey found that the current culture was similar to the desired culture, employees expressed that they would like to see less competition and more connectivity, says Dekker. Meanwhile, through conversations, interior designer Michael Vanderbyl, whose company created the Collaboration Hub, found that major clients wanted to be able to walk into the showroom and observe how the most progressive organizations are working. “If you think of contract furniture showrooms around the world, they usually have a guard tower in front, then you have a museum showcase — gorgeous, perfectly presented, pristine — and you have what I would describe as a rabbit warren — it’s usually behind a door, and that’s where all the real work gets done,” explains Dekker. What was originally intended to be a conference room in the Collaboration Hub’s entryway became a welcoming communal table with nearby lounge furniture and hospitality-inspired amenities, such as an espresso machine and a wine bar. In the trash/treasure game, employees had put DEB under the “treasure” column. In the alphabet soup of industry acronyms, Dekker says he didn’t know what DEB stood for. In fact, Deb is a person and she is responsible for managing the company’s RFP responses. Deb would remain at head office; however, additional A/V technology was integrated into the design to maintain connectivity between her and the sales team. AFTER

“At the end of almost any change management project, the number one complaint — even if you do everything as well as you can — is still going to be there wasn’t enough information,” says Dekker. Canadian Facility Management & Design

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What was originally intended to be a conference room in the entryway became a welcoming communal table with nearby lounge furniture and hospitality-inspired amenities.

The director of workplace strategy advocates the seven-by-seven rule, which is to communicate information seven times in seven ways. That way, if an employee misses an email or meeting, he or she receives must-know news by another means. For Patterson, this was a lesson learned through the course of the change management process. “I was a little surprised that I felt I had communicated something pretty effectively and the feedback I got was that I needed to either reaffirm that or reconnect and share a similar message,” he says. One of the big fears for employees that Patterson had to assuage was that there would be adequate parking at the new location and that the company would compensate employees for the cost of

parking. It’s a fear that melted away as soon as the employees started working from the Collaboration Hub, he says. In fact, most of the employees now prefer to take the GO Train or subway, because they find it more convenient and it gives them time to decompress. While the post-move-in feedback has been overwhelmingly positive, the change management process is not over. Teknion continues to evaluate what’s working and what’s not in the Collaboration Hub, with a view to making adjustments as needed. This ongoing engagement is a critical but often overlooked step, according to Dekker. But, having undergone a change management process internally, Teknion is now able to illustrate this and other best practices using specific examples from its own experiences. | CFM&D February 2016 CFM&D 17

FACILITY DESIGN

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A “jewellery box” design seals off the new Canadian Immigration Hall from the building envelope, supporting rigid climate control requirements for the artifacts on display within.

18 CFM&D February 2016

www.cfmd.ca

INTERPRETIVE DESIGN Five years ago, Halifax’s historic Pier 21 secured national museum status. Inside the recently completed transformation that today supports its expanded mandate to tell the Canadian immigration story BY MICHELLE ERVIN

PHOTO CREDIT: STEVEN EVANS PHOTOGRAPHY

Canadian Facility Management & Design

s visitors pass through t h e tunnel-like vestibule, they often pause to savour the scent of the freshly installed ash frame in the archway of the brick wall. It is a measure of climate control in what has been described as a shed situated in a hurricane zone on the North Atlantic Ocean. It is also symbolic of the journey that close to one million immigrants made as they crossed into Canada between 1928 and 1971. Last year, Halifax’s Canadian Museum of Immigration at Pier 21 officially reopened with two permanent exhibitions and new rental space following a $30-million capital and thematic expansion. Today the transformation supports the institution in telling both local and national stories of newcomers to the country under its increased mandate. In supporting that mandate, the project needed to balance meeting rigid environmental requirements for new artifacts and preserving significant historical features of the building.

“Whether it’s the brick or the beautiful clerestory windows or the — by sheer luck — original doors leading out to the deck where people would have arrived, we had many pieces that were incredibly meaningful,” explains CEO Marie Chapman. “There were structural elements that would literally bring people to tears when they returned.” In fact, that was really the impetus for establishing a museum dedicated to the local history of Pier 21. Founder Ruth Goldbloom, who was born in Cape Breton and the granddaughter of Russian immigrants, observed that she was not alone in visiting the vacant building and standing at its doors. They served as a point of departure for nearly 400,000 troops during the Second World War, and they served as a point of entry for the waves of immigration that followed. The local museum originally opened in 1999, not long after the federal government recognized it as a national historic site. In 2011, it was designated a national museum, making it one of only two such institutions outside of the Ottawa. February 2016 CFM&D 19

FACILITY DESIGN

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L to R: The new Kenneth C. Rowe Hall retains the structure’s original Carnegie steel and Douglas fir ceiling; the renovated Rudolph P. Bratty Hall houses the Pier 21 exhibit, with its archived photos, period costumes and personal stories.

Recognizing Pier 21’s cultural significance, architects and collaborators Luc Bouliane and David J. Agro took a conservative approach to their design intervention.

“Whether it’s the brick or the beautiful clerestory windows or the — by sheer luck — original doors leading out to the deck where people would have arrived, we had many pieces that were incredibly meaningful.” “The most beautiful part of the building is the building,” says Bouliane. “What we did from day one was design around the historical structural systems of the building, and then we amplified them.” 20 CFM&D February 2016

However, what appears to be a simple design was extremely complex to execute and involved a large team of consultants with local representation. The project was strategically phased across the complex, which treads a long and narrow north-south footprint in Halifax Harbour. The work started at the south end of the complex, in shed 22, where the expansion occurred, and finished at the north end of the complex, in shed 21. This sequencing allowed the existing Pier 21 exhibit, renovated last, and former Kenneth C. Rowe Hall event space, whose replacement was built out first, to remain open during a majority of the construction. Facility rentals represent an important revenue stream in the museum’s funding model, with the prestigious local event www.cfmd.ca

space hosting everything from business meetings to weddings. It even provided the backdrop to a speech George W. Bush delivered in 2004 on his first official visit to Canada as U.S. president at the time. The new 440-seat Kenneth C. Rowe Hall gives prospective users a neutral yet warm backdrop against which to envision their event in the versatile space. A stage serves as a focal point, outfitted with lighting and rigging systems as well as three layers of curtains that, among other functions, can cloak an installation featuring a Canadian flag made from puzzle-like Styrofoam pieces — one of the museum’s original exhibits. Ash paneling flanks the stage, concealing made-to-measure chair storage and an accessible ramp up the three-step-high Canadian Facility Management & Design

platform. Black channels bordering the paneling manage cables and visually reconcile the one-and-a-half foot gap between the steel beams underpinning the cathedral ceiling. “A lot of thought has gone into what is the height of that black piece and how do you tie the different walls together,” Argo notes, pointing to the wrapping of materials, such as tectum panels, as another example. The new materials play a supporting role to the refinished original Carnegie steel and sanded Douglas fir wood ceiling. The architects sensitively inserted floating tectum panels to provide acoustical performance without obscuring these good bones. And as a finishing touch, a light-rigging system suspends fixtures between the tectum

panels and steel trusses with precision. Sound-baffling material behind the ash paneling also contributes to the hall’s acoustical performance. The architects initially received a high-quality sample from the U.S., but passed on it after factoring in shipping times and a price of roughly $25 per square foot. Instead, they worked with contractor Bird Construction, as well as a subtrade, to get a replica produced in Halifax-based wood shops. “This space needed to work with us, not against us, and that required subtlety and a respect for that was already there and yet an ability to wrangle it into submission,” Chapman says, lauding their work. A “jewellery box” design seals off the new Canadian Immigration Hall from February 2016 CFM&D 21

FACILITY DESIGN

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Clockwise from left: Located alongside the new Kenneth C. Rowe Hall is the Chrysler Canada Pavilion; the dramatic gangway corridor, with its stark white walls and black pendant lights, now serves as a fundraising wall; a mezzanine level artfully contains the maze of pipes that make up the mechanical system.

the building envelope, which Bouliane describes as “perforated” thanks to its age and location on the Atlantic. The system, developed with consulting engineers F.C O’Neill, Scriven & Associates, protects the artifacts on display by maintaining the required humidity level regardless of temperature swings outside. It includes testing units that sound an alarm if a certain threshold is breached. The renovated Rudolph P. Bratty Hall houses the Pier 21 exhibit, with its archived photos, period costumes, personal stories and more, as well as a 100-seat theatre. And a mezzanine level artfully contains the maze of pipes that make up the mechanical system. “[It] looks quite beautiful in its own right,” says Bouliane. “What we like about that is it’s the hidden stuff that makes the museum work.” To install the large air handling unit, the contractor disassembled the equipment into six pieces and fed them through the trusses. The equipment couldn’t be craned in from the port side, where ships dock a mere six feet 22 CFM&D February 2016

away, because it would have required the clearance to cross into what is international territory, Agro elaborates. As it stood, the project required federal approvals because the Halifax Port Authority owns the facilities. Government funding also dictated tight timelines, with politicians scheduled to be on hand for the reopening. When Agro attended the museum’s reopening, he recalls being struck by the story behind a Japanese orange on display, which a Japanese boy had gifted to a Czechoslovakian girl who had immigrated to Canada in 1938 and moved in next door in his B.C. neighbourhood. “Interpretation is difficult; people don’t read text, they don’t look at messaging, they’re rushing through,” he says. “As an architect, if you can provide

a setting where the exhibit people and the museum people can do their job so that it’s amazing and meaningful, it’s very rewarding — especially when you think about what’s going on with the Syrians coming to Canada.” Indeed, as the ongoing global refugee crisis has shown, the story of Canadian immigration is a continuing one. And the renovation and expansion of the institution’s facilities have given it the capacity to share these next chapters. Already on display at the Canadian Museum of Immigration at Pier 21 in Halifax is A Perilous Crossing, an exhibit featuring artifacts recovered from the rafts of Syrian and African refugees who crossed the Mediterranean in 2015, collected by Médecins Sans Frontières/Doctors Without Borders field workers. | CFM&D

Architects: Luc Bouliane Architect and David J. Agro Architect; Local architect: Michael Grunsky; Contractor: BIRD Construction Group; Project manager: MHPM Project Leaders; Engineers: F.C O’Neill Scriven and Associates, BMR, and Marshall Macklin Monaghan; Museum planners: Lord Cultural Resources; Exhibit designers: Kubik

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OPERATIONS & MAINTENANCE FEATURE BY MICHELLE ERVIN

TENANTS TEST GREEN PROGRAM

oon tenants will be able to earn a badge of recognition for greening their office operations. The Building Owners and Managers Association of Canada, better known as BOMA Canada, this spring plans to launch its new Sustainable Workplaces module, which adds to its recently revamped complement of environmental certifications for commercial real estate. The standardized framework requires tenants to benchmark, monitor and set goals in seven areas that they have some measure of control over: energy, water, waste, e-waste, construction and renovation, procurement practices, business and employee travel and indoor air quality. Five organizations have completed a pilot of the certification program, including Bentall Kennedy and East Port Properties, as well as some of East Port Properties’ tenants. Now the program is poised to roll out to workplaces across the asset classes for which BOMA BEST certification is available, including light industrial, office and open-air retail properties. The impetus for the new certification is two-fold, as Bala Gnanam, director of sustainable operations and strategic partnerships at BOMA Toronto, explains. It’s a way for tenants leasing space in BOMA BEST and LEEDcertified buildings to support their landlords’ environmental efforts. It’s also a way for tenants leasing space in buildings without green certifications to show their commitment to operating sustainably. Canadian Facility Management & Design

“It was the realization that the building owners can only do so much, and they can do their work within the common areas, and they can engage with tenants, but the bulk of the work space is actually occupied by others,” says Gnanam. The Sustainable Workplaces module closely mirrors BOMA BEST’s other modules, but is less rigourous considering that tenants have no control over the base building systems. Instead, it is policydriven, asking tenants to document existing best practices and create a blueprint for continuous improvement. A motivated organization could complete the certification, which is expected to come due for renewal every three years, in three months, estimates Gnanam. Judy Wall, vice president of East Port Properties, says her organization signed on for the pilot to see if it wanted to participate when the Sustainable Properties module formally launches. The organization already possessed a BOMA BEST Gold rating at Scotia Centre, an 11-storey office tower in St. John’s, Newfoundland, and was pursuing a BOMA BEST rating at its new sixstorey office building, 351 Water St., also in St. John’s, Newfoundland. East Port Properties facilitated the participation of three of its tenants, Husky Energy, law firm Cox & Palmer and the Canadian Association of Petroleum Producers. Property manager Kim Saunders hosted a half dozen committee meetings with representatives from each of the tenants. BOMA provided a guideline document for the organizations to

PHOTO CREDIT: TARGET MARKETING & COMMUNICATIONS INC.

BOMA Canada plans to launch its new Sustainable Workplaces certification this spring. The latest module is designed to recognize tenants the way the association’s existing modules recognize landlords for their efforts to green the operations of their commercial real estate

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During the pilot of BOMA BEST’s Sustainable Workplaces program, Cox & Palmer renovated and relocated to two adjoining floors in Scotia Centre. There, the law firm integrated a variety of sustainable features, including low-flow fixtures, an interconnecting stair and energyrated appliances.

follow. The property manager helped with areas such as energy and water, which the tenants lacked complete control over. “We have to work together, because [the tenants] can’t decide when to shut the air down or when to shut the heat February 2016 CFM&D 23

down, but the landlord is trying to operate as efficiently as we can,” Wall notes. “So where we come together is in saying: ‘Are you really in the building from 6 a.m. to 6 p.m., or are you really in the building from 8 a.m. to 4 p.m.?’ Because then we can start shaving a little bit at the edges.” Ultimately, she adds, it was not the bragging rights, but the associated benefits, such as increased efficiency and reduced costs, that interested East Port

Properties in getting its tenants involved in the certification program. The property management company had already engaged Cox & Palmer, a fullservice law firm with leased space in the Scotia Centre, in its sustainability initiatives. As Gloria Young, CFO and director of operations at the law firm, recalls, East Port Properties audited the law firm’s waste in what she describes as an “eye-opening” exercise. (Barely used garbage bags were the largest source of its waste.)

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By the time Cox & Palmer embarked on the path to Sustainable Workplaces certification, the firm had already switched to mini, unlined desktop bins that force employees to consider whether what they’re throwing out is really garbage or recycling and are emptied daily at a central garbage station. The firm had also implemented a composting program at the request of its landlord. Cox & Palmer was doing much of the work that would be required to earn certification — it was just a matter of writing it down, says Young. However, the pilot project also happened to overlap with the firm’s relocation to and renovation of two floors in the office building, giving it the opportunity to deploy some additional best practices. Previously, Cox & Palmer occupied two unconnected floors. In its new offices, the firm inserted an interior staircase, so now employees can move between the two adjoining floors without using the elevator. Among other sustainable features, the renovated space is also outfitted with glass doors that allow natural light to penetrate the floorplate, controls that switch off lighting in sections after 15 minutes of no motion, low-flow faucets and toilets as well as new appliances with energy efficiency ratings. As BOMA prepares to make Sustainable Workplaces available for broad participation, Young confirms that Cox & Palmer intends to maintain its certification. “It benefits everyone at the end of the day — we’re reducing what’s going to the landfills, we’re reducing our energy consumption, we’re trying to be healthier,” she says. “And it’s not as difficult when you start doing it; you realize some of this is common sense and it comes quite naturally.” Husky Energy, a neighbouring 351 Water St. tenant, likewise saw the pilot project as a chance to propel its existing sustainability initiatives. Says media spokesperson Colleen McConnell: “There were several benefits including heightened awareness of the many ways in which we can individually and collectively have an impact on reducing waste and creating a sustainable office space.”| CFM&D www.cfmd.ca

FLOORING FEATURE BY KEITH GRAY

BOOST YOUR IQ IN FLOORING AND IAQ What do the systems underfoot have to do with indoor air quality? Well, for one, they can be a gathering ground for the respirable particulates that can trigger allergies and asthma attacks. Keith Gray walks through IAQ considerations to make when specifying floor coverings

odern research indicates that IAQ can impact academic p erformance i n schools, productivity in office environments and health outcomes among patients and staff in hospitals.1, 2, 3 While controlling pollutants from raw materials and manufacturing processes is key to healthy indoor air, flooring — one of the most abundant finishes in the built environment — offers an important opportunity to positively impact IAQ. A key factor to consider when specifying floor coverings is how different flooring systems might trigger asthmatic

Prevention (CDC), an estimated one in 12 people have asthma, and the numbers are rising every year. One in six asthma cases is caused or worsened by occupational exposures.4 In a closed, unoccupied space, respirable particulates such as pollen, mould spores, dust mite feces and animal danders that can trigger asthma attacks and allergies tend to accumulate on the floor. When a person enters the space, body movement and footfalls can easily disturb the particulates, stirring them up and carrying them into the breathing zone, which the U.S. Department of Labor defines as within a 10-inch radius of a worker’s nose and mouth.

In a closed, unoccupied space, respirable particulates such as pollen, mould spores, dust mite feces and animal danders that can trigger asthma attacks and allergies tend to accumulate on the floor. and allergic reactions in building occupants or cause the development of asthma symptoms in people who are sensitive to such impacts. Another key consideration is the concentration of volatile organic compounds (VOCs) found in different flooring and flooring-related products that can be emitted as gasses. ASTHMA AND ALLERGENS

Asthma is a chronic lung disease that can be life threatening. According to the Centers for Disease Control and Canadian Facility Management & Design

Once particulates are airborne, their distribution becomes independent of the flooring. However, particle emissions tests consistently show a higher concentration of respirable particles in the breathing zone over smooth, hard surfaces compared to soft surfaces. HVAC systems, drafts from open windows and wind currents from fans can further agitate the particulates and keep them airborne. A cloud containing particulates above the breathing zone very likely contains particulates all the way down to floor level.

VOC EMISSIONS AND CHEMICALS OF CONCERN

VOCs are usually found in emissions from chemicals commonly used in the manufacture and maintenance of building materials, interior furnishings and cleaning supplies. They are found in drywall, paint, furniture, floor coverings, office supplies, electronic equipment and many other products. Practically every natural and man-made material emits VOCs of some type. Short-term exposure to high levels of VOCs have been associated with eye and respiratory tract irritation, headaches, dizziness, visual disorders and impaired memory. Long-term exposure to high levels of some VOCs have been linked to cancer.5 Chemical contaminants from indoor sources combined with inadequate ventilation may contribute to sick building syndrome or buildingrelated illness.6 With flooring, VOCs may be emitted during installation, maintenance and post-installation of both soft-surface and hard-surface flooring. Emissions come from the flooring products, the adhesives used to install them and the chemicals used for their maintenance. The U.S. Environmental Protection Agency’s (EPA) list of “chemicals of concern” includes substances that are potentially hazardous to human health or the environment. With flooring, some of these chemicals of concern and other chemicals containing VOCs may off-gas during product installation, post-installation and possibly during demolition of existing flooring products during renovation. Recognizing that VOC emissions are a major contributor to groundlevel ozone, which is a public health concern, the EPA and nearly 20 states to date have enacted regulations limiting VOC emissions from various sources, including floor polishes, waxes and February 2016 CFM&D 25

strippers. Currently, some regulations are in effect whereas others will take effect in 2016 and beyond.7 IAQ PERFORMANCE STANDARDS

To help improve indoor air quality, consider if a flooring product meets or exceeds IAQ performance standards. The most common certification labels include Green Label Plus, FloorScore® and Greenguard. California’s Department of Public Health Services Standard Practice for Specification Section 01350 is considered the world’s strictest specification for distinguishing low-emitting materials in schools, hospitals, office buildings and other commercial settings. The language contained in CA 01350 has been integrated into other specification programs such as Green Label Plus, FloorScore®, GreenGuard and the U.S. Green Building Council’s (USGBC) LEED program.8 The Carpet and Rug Institute’s (CRI) Green Label Plus program is a voluntary, independent testing program that identifies carpets, adhesives and cushions with very low VOC emissions. It is the carpet industry’s standard for IAQ, and it requires products to at least meet California’s Department of Public Health Services Standard Practice for Specification Section 01350. The FloorScore ® certification program was developed by the Resilient Floor Covering Institute with SCS Global Services to identify resilient floor coverings such as vinyl, rubber, laminate and hardwood as well as flooring adhesives that meet the program’s strict IAQ requirements. UL Environment’s Greenguard Certification Program provides third-party assurance that products designed for use in indoor spaces meet strict chemical emissions limits. The program’s primary test method for flooring products is the “Standard Method for Measuring and Evaluating Chemical Emissions from Building Materials, Finishes and Furnishings Using Dynamic Environmental Chambers.” Chemical emissions are 26 CFM&D February 2016

measured during product testing to simulate actual use. Most flooring and adhesive manufacturers pursue both Green Label Plus and FloorScore certifications for their products. EMISSIONS TESTING UNDER LEED V4

The USGBC’s LEED Version 4 (v4) is expected to bring changes to the program’s requirements for using carpet in new construction. For example, whereas LEED 2009 (aka LEED v3) required, in part, that all interior carpet, carpet cushion and carpet adhesives meet testing and product requirements of the Green Label Plus program and all interior hard surface flooring meet requirements of the FloorScore® standard — both of which measured total amounts of VOCs — LEED v4 requires greater transparency about which VOCs are found in these products.

Indoor air quality is an important health consideration when specifying flooring for the built environment. The impact of IAQ on worker productivity in office buildings, student performance in schools, and health outcomes of patients and staff in hospitals has been well documented. The two most important IAQ factors to consider when specifying flooring are the product’s VOC emissions and its ability to sequester airborne particulates. Products that meet rigorous IAQ standards for low VOC emissions may be identified by third-party certification labels such as Green Label Plus, FloorScore® and Greenguard. Low-emitting flooring products can assist projects that are pursuing LEED v4 certification to achieve their commissioning testing protocols.| CFM&D

The preceding article is excerpted with permission from the J+J white paper Flooring and Indoor Air Quality (IAQ) - A Challenge to Common Misperceptions. Recognized as a leader in evidence-based design flooring research, Keith Gray drives new product commercialization and plays a key role in developing the business and marketing strategy for the J+J Flooring Group’s commercial market segments. Keith is a frequent presenter at major health care and education conferences. A scientist and engineer by training, he presents a unique technical perspective on the properties of flooring and how they affect the occupants of a space.

REFERENCES 1. U.S. Environmental Protection Agency. “How Does Indoor Air Quality Impact Student Health and Academic Performance?” 2. Lawrence Berkeley National Laboratory. “Impact of Indoor Environments on Human Performance and Productivity”. 3. Joseph, Anjali. “Impact Of The Environment On Infections In Healthcare Facilities”. 2006. 4. American Lung Association. “Asthma in the Workplace”. 5. Minnesota Department of Health. “Chemicals of Special Concern to Children’s Health”. 6. Joshi, Sumedha M. “The sick building syndrome”. Indian Journal of Occupational and Environmental Medicine. August 2008. 7. ISSA. “Summary of State and Federal VOC Limitations for Institutional and Consumer Products”, January 30, 2015. 8. Rider, T. R., Glass, S., McNaughton, J. “Understanding Green Building Materials”.

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FOCUS ON FLOORING

BIOPHILLIC DESIGNS UNDER FOOT With the notion that connections to nature have a positive impact on well-being firmly rooted in research, the latest crop of flooring products continues to bring the outdoors indoors with organic patterns. New to the mix is a raised focus on texture

Cartography, new from Tarkett company Tandus Centiva, features abstract map shapes with brightly coloured accents. A mix of cut and uncut pile in a matte fiber give the organic-patterned interior flooring covering depth. With commercial applications, the product is touted as ideal for floor plane spacing and workplace seating. Cartography comes in an ethos® backing option, which is made from recycled PVB, a waste film from post-consumer windshields and safety glass, and contributes to LEED v4 credits for material disclosure and optimization.

Shaw Contract Group recently introduced The Park, a collection comprising carpet tile, hard surface and broadloom inspired by the way that people move, gather and connect outdoors correlates to commercial interiors. Available in nine-by-36 and 18-by-36 formats, it captures a variety of colour, pattern and texture, including Drift’s bark texture and Zone’s turf texture. Eco Solution Q nylon and EcoWorx backing give The Park durability and recyclability. The Cradle to Cradle Silver-certified product bears the Shaw Contract Group lifetime commercial warranty.

Moving Floors, new from Mohawk Group, mixes geometric patterns and solid textures in a sophisticated palette. Designed by Innocad’s 13&9, the 24-inch by 24-inch carpet tile collection draws its inspiration from the individuality of nature, shifting along with the user’s point of view. The stain- and wear-resistance of its Duracolor premium nylon fiber make the flooring product ideal for chaotic end-use environments. Moving Floors also features EcoFlex NXT, a Red List-free backing with a minimum of 35 per cent pre-consumer recycled content.

28 CFM&D February 2016

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Marmoleum Textura, new from Forbo Flooring Systems, is a linoleum sheet that builds on the wood ambiance of Marmoleum Striato’s series of striped linear designs with a dimension-adding abstract linear embossed surface. Flow, one of its two styles of embossing, features a pronounced and random wood grain design, while Driftwood features all-over, linear embossing. The flooring solution comes in 79-inch wide, 2.5-millimetre gauge sheet material, is USDA Certified BioPreferred and possesses inherent antimicrobial and antistatic properties. Its Topshield 2 finish allows for occupant-ready installation in corporate, education, healthcare, government and retail facilities.

Armstrong has added a new low-gloss option to its Performance Plus™ floors, which infuse liquid acrylic into genuine hardwood for enhanced durability. Two times harder than typical hardwood, Performance Plus™ possesses increased resistance to dents and wear in high-traffic commercial environments and features a scratch- and stain-resistant aluminum oxide finish for added surface protection. The new low-gloss option, which offers a more organic look, is available for 15 hardwoods, in four species.

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[ last word ] BY MATT MORRISON

USE EXTRACTION FOR FAST ACTION Water damage is progressive, making a swift response critical to mitigating the spread of moisture. Once the source of the flow is stopped, Matt Morrison makes the case that choosing the right clean-up tools can mean the difference between salvaging the carpets and furniture and not

hen it comes to the cleanup after a waterr e l a t e d emergency, time is of the essence. Water is “progressive.” The longer it flows or the longer wet conditions are present, the greater and more extensive the damage and necessary recovery operations will be. Water damage typically increases in five stages: Once water flows over a floor area, gravity will help it find cracks and crevices, allowing it to flow into other spaces and other floors.

Performing proper cleaning procedures in a timely manner is key to minimizing water damage and getting a facility up-and-running as soon as possible (assuming the facility sustained no structural damage). The selection of tools is a critical piece of this. CLEAN-UP AND TOOLS

Start with the facility’s interior walkways and floors, restroom floors, carpets and furnishings, and other areas that may be saturated with water. Powerful extraction measures can save carpets and furnishings. This can be accomplished using carpet extractors or spray-and-vac

As water reaches fabrics, furniture, wood floors, these materials tend to absorb it like a sponge. As water reaches fabrics, furniture, wood floors, these materials tend to absorb it like a sponge. Humidity in the impacted area increases, which can damage walls, ceiling tiles, and other ceiling materials. Within 48 hours, most of the areas impacted directly by flowing water or humidity will develop microbial growth such as mould, mildew, and bacteria. The microbial growth in the affected areas can then spread to non-impacted areas as a result of air circulation throughout the building. Quick and effective measures can help reduce the impact of water damage on a facility. First, find the source of the problem — where the water is coming from — and eliminate it. Next, turn the focus to cleanup operations. 30 CFM&D February 2016

systems. The carpets may need to be pulled up to ensure there is no damage to the sub-floor below, but if the subfloor is dry, placing air movers over the carpet will help speed drying considerably. Next, move to the hard surface floors. The tools most commonly used in cleanup operations after a water emergency — mops and buckets — are actually some of the least effective. And one of the main reasons for this is that the process is so slow. Consider all that is involved: As the cleanup worker mops the wet floor, the mop head becomes saturated with water. She must then wring the

water from the mop into the bucket. As the standard 36-quart bucket becomes full, it must be emptied and rinsed clean. Once all water is removed, the area must be mopped again with cleaning solutions and disinfectants. This may even need to be repeated a third time. Due to the greater likelihood of pathogens on the floor, the worker must replace the mop head several times to ensure the mop is collecting, and not spreading, contaminants, along with frequent rinsing of the bucket. As mentioned, time is of the essence when it comes to addressing water damage and this process is not only slow but labour-intensive. There are other cleaning technologies available. An example of one such technology is no-touch or spray-and-vac cleaning systems, as they are referred to by ISSA, the worldwide cleaning association. Depending on the size of the machine, these systems can vacuum up as much as 21 gallons (84 quarts) of water, which can then be safely emptied in a drain or somewhere outside of the facility. The same equipment that is used for carpet and fabric extraction, mentioned earlier, can be used on floors, walls, fixtures, stairs, and other surfaces to apply cleaning solutions and disinfectants that are then vacuumed up. As to the need for a speedy emergency cleanup, ISSA reports that these systems are as much as two-thirds faster than conventional cleaning methods. When dealing with a water emergency, timely action is the key to protecting building assets and returning the facility to normal operations as quickly as possible. Owners and managers should have a plan in place to address water and other emergencies that considers clean-up and tools. | CFM&D

Matt Morrison is communications manager for Kaivac, manufacturer of No-Touch Cleaning® and the OmniFlex™ Cleaning Systems. He can be reached through his company website at www.kaivac.com. www.cfmd.ca

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