CFMD June 2016

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JUNE 2016 MONTH 2012

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CANADIAN FACILITY MANAGEMENT & DESIGN

[ contents ]

COVER PHOTO BY SCOTT NORSWORTHY

On the cover: Cameras have placed increased focus on the design of broadcasting studios, but they generally demand a grey background. Neon-hued seating adds punch to Ryerson’s newly minted Allan Slaight Radio Institute.

Page 18.

XX 18 RTA School of Media’s optimized space has been able to accommodate an upswing in the number of students electing to take radio courses.

14 PERFORMANCE MANAGEMENT

How to translate KPIs into critical success factors.

18 A MUCHMUSIC-WORTHY MAKEOVER Ryerson University’s new Allan Slaight Radio Institute puts students in tune with what’s happening in the private sector.

9

22 FIVE HIDDEN HOTSPOTS FOR GERMS Common culprits of cross-contamination in the workplace and sanitation tips.

28 THE OTHER CITY OF LIGHT

An upgrade at a Montreal hotel illuminates the progression of LED technology.

32 WHAT’S WATT A look at the latest in lighting, from edge-lit panels to recessed luminaires.

30 columns

departments

4 OBSERVATIONS 8 FM ERGONOMICS 10 OPERATIONS & MAINTENANCE 14 FM EDUCATION 26 TECHNOLOGY 34 LAST WORD

7 FOUNDATIONS 24 INFOGUIDE

[ observations ]

BY MICHELLE ERVIN

NEW MEDIA, NEW FACILITIES

I

remember my first encounter with a radio studio. It was a cavernous box in the bowels of the building housing my high school, tucked in the back corner of a classroom, with just a port-like window from which to peer in or out. The recording rooms I would use as a journalism student in university were equally as stuffy.

In fairness, both spaces were located in facilities constructed the late 1960s.

And as local lore has it, the design of the high school intentionally eschewed exterior windows, the hypothesis being that it would improve students’ focus (a far cry from the importance today placed on access to natural light and views to the outdoors in the built environment). But I digress.

When radio stations dealt exclusively in audio, it didn’t matter as much what their interiors looked like. That’s not the case now, in the era of digital disruption, where print, broadcast and online media have converged under the umbrella of “new media.” Ryerson University’s RTA School of Media radio facilities, which were built out in the Rogers Communication Centre in the 1990s, were due for a refresh when the Slaight Family Foundation, named for broadcaster and patriarch Allan, donated $3-million to the program.

While the department had updated its technology through the years, the physical environment put certain constraints on its ability to keep pace with changes in the private sector. The new Allan Slaight Radio Institute, featured in this month’s cover story, gave the school’s students connectivity and flexibility that their previous space lacked.

Also in this, CFM&D’s annual technology issue, you will find articles on the uptake of ergonomics software, the evolution of sound masking and systems for emergency evacuations. Plus, our regular new products column highlights the latest LED introductions.

I can’t help but feel envious of the students who are benefitting as post-secondary institutions invest in updating their facilities.. Perhaps I might have continued down the radio route. Then again, I never would have fallen into covering fascinating facilities management, as so many others have fallen into the field.

MICHELLE ERVIN michellee@mediaedge.ca

JUNE 2016 Volume 31, Issue No. 3 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

4 CFM&D June 2016

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

THIS MONTH’S ONLINE EXCLUSIVES ALL THE BUZZ

MLSE scores goal with BMO Field makeover BMO Field, home to the Toronto FC, hosted the celebration of two goals on the TFC’s home opener May 7. One was the point scored by Tsubasa Endoh that netted the Major League Soccer (MLS) team a 1-0 win over FC Dallas.

The other was the completion of the sports venue’s two-year, $150-million transformation in time for the season’s kickoff.

Matrix Search Group and Informa Canada have teamed up to survey the Canadian real estate industry’s demographics and attitudes toward diversity.

FROM THE GREEN BIN

Preparing the workplace for Gen Z If organizations want to be ready when Generation Z enters the workforce five years from now, it’s time to start designing with this next demographic cohort in mind, says Kay Sargent, director of workplace strategy at Lend Lease. Sargent, speaking in an AgilQuest webinar, recommended a return to design basics as members of this cohort, the eldest of whom are now 15 years old, prepare to embark on their careers.

Buildings are among the targets of Ontario’s recently released climate action plan.

EXPERT ADVICE PHOTO CREDIT: BOB GUNDU

UBC library facility takes a page from Harvard The University of British Columbia (UBC) has taken a page from Harvard with its Library Preservations and Archives (Library PARC). The new facility uses a model developed at the Massachusettsbased Ivy League school that extends the shelf life of books from 30 years in a typical collections environment to 300 years in a low-humidity, lowtemperature environment.

Dan Currie and Nicholas Bogaert answer questions about the heritage impact assessment process.

CONNECT WITH US ON:

www.REMInetwork.com

» foundations » 2016 WORKPLACE INDEX

BY THE NUMBERS Staples Business Advantage recently released the results of its second annual survey of business decision makers and general office workers. Here are some vital stats:

43%

3/4

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71%

1,110

The share of respondents that reported clocking more than eight hours per day.

The share of respondents that identified the office as the most productive place to get work done.

Loud co-workers rated as the top distraction in the office, as identified by 65 per cent of respondents.

The share of respondents that said they lacked access to the latest efficiencyenhancing technology.

The number of Canadians reached by this year’s online survey, which was conducted in March, 2016.

Canadian Facility Management & Design

PEOPLE With a signed memorandum of understanding in place, ASHRAE and the Association for Facilities Engineering (AFE) have joined forces to collaborate in areas of shared interest. ASHRAE promotes well-being via sustainable technology in the built environment while AFE promotes the optimal operation of highrise commercial real estate, plants, grounds and offices.

B+H Architects recently announced that Peter Heys had come on board to lead its interior design team in Toronto. An expert in high-performance workplace and commercial interior design, Heys, whose portfolio includes projects for high-profile clients such as Apple Canada and RBC Financial Group, will also be tasked with strategic growth for the interior design sector.

PLACES TD Bank Group’s Toronto office recently attained WELL v1 Gold certification, making it the first Canadian project to meet the new standard for health and well-being in the built environment following the program’s pilot phase.

On the west coast, Burnaby’s SFU UniverCity Childcare Centre and Vancouver’s VanDusen Botanical Garden Visitors Centre marked another Canadian first as the country’s debut projects to become Living Building Challenge Petal Certified.

After five years of construction and nearly $1-billion in provincial investment, the Women’s College Hospital in Toronto celebrated the official reopening of its new state-of-the-art facility this month.

THINGS In May, a two-day exhibition in the Cooperage Space at the Thompson Landry Gallery in Toronto’s historic Distillery District gave local design professionals a chance to meet leading Italian design contract manufacturers from the Udine region, including Fantoni, Frag and Moroso. Italia for Contract will return to IIDEXCanada’s international pavilion at its annual show this fall.

At the CaGBC’s national conference and expo in June, LiteZone Glass Units were named the green building product of the year at a gala dinner. With lifespans of 60 years and insulating values as high as R19.6 at the centre of the glass, the units address the durability and energy performance challenges of traditional windows.

The preceding news stories appear in full on the REMI Network.

June 2016 CFM&D 7

[ fm ergonomics ]

This page sponsored by

BY WALT ROSTYKUS

SURVEYING UPTAKE OF TECH TOOLS As organizations start to move away from using paperbased methods to manage ergonomics programs, many are adapting general-purpose as opposed to specialized software. Walt Rostykus reports on this and other findings from a recent survey in an excerpt from a Humantech white paper

participated in the study, representing a variety of industries and workplaces, and a range of single-site to multiplesite programs. A 14-question web-based survey was used to collect program data from participating companies.

Respondents represented a wide variety of organizations, primarily manufacturing (58 per cent), followed by healthcare (13 per cent), government (five per cent), consulting (4.5 per cent) and insurance (4.5 per cent). The largest group (47 per cent) represented programs at a single site.

As expected, those programs covering single sites tended to represent fewer employees than those in multiple locations. Programs for multiple locations in multiple countries had the largest span of employee coverage and reflected a greater challenge in managing program elements.

Respondents were then asked about the work environments covered by their ergonomics process. These results closely align with the industry types. Not surprisingly, office workplaces were the most common (87 per cent), as office tasks typically support all types of industries.

FINDINGS

S

oftware and hardware technology is used to effectively and efficiently manage many processes within today’s businesses, including quality, continuous improvement, production, engineering, planning, logistics, and more. However, the application of technology to manage ergonomic conditions has not been well defined.

A variety of “ergonomics software” tools are available commercially, as stand-alone programs or integrated into comprehensive environmental health

8 CFM&D June 2016

and safety (EHS) management software systems. The application, use, perception of, and results from these specialized applications are not well known.

This 2014 survey on the use of technology in ergonomics focused on the resource, time, and financial investments made to improve ergonomics, and the results achieved in the performance of safety, quality, productivity, and employee retention.

One hundred and ninety-five companies (most based in the U.S., but some based in North America, South America, Asia and Europe) fully

Respondents were first asked “Which elements of the ergonomics program use technology (are not paper-based) to deliver or manage activities and information?” By program element, training and program documentation are the top two uses of technology.

When asked “Who uses the technology elements as mentioned in the previous question?” responses indicate that the most common users are safety staff and ergonomics program leads/managers. With the range of ergonomics program elements, it is not surprising that there is an equally wide range of people in roles requiring access to the ergonomics program records, tools, and information stored www.cfmd.ca

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[ fm ergonomics ] in these systems. The need for access to program information and records varies based on the program elements managed through technology.

To understand the types of software technology used, respondents were asked, “Which types of software technology are used for each element?”

Over half (55 per cent) of respondents use General Application software such as Microsoft Word, Excel, PowerPoint.

It was also interesting to find that 18 per cent of respondents have created custom software for managing elements of their ergonomics process.

There is greater use of ergonomicsspecific applications in programs for multiple sites in multiple countries.

This may be due in part to the need for common tools, integration of data, multiple languages, and system support by a service provider.

Sixty-one respondents reported using software applications designed specifically for ergonomics, including ergonomics training, design tools,

analysis and self-assessment tools, plus comprehensive ergonomics management systems with integrated tools and record-keeping.

Several comprehensive software applications are available commercially to provide a single location and solution for managing all recordkeeping, planning, and elements of an integrated EHS management system.

Few (six per cent) respondents reported using them. This is a technology that could be evaluated further.

In addition to software, the survey examined the hardware technologies used to manage ergonomics programs.

Hardware is essential for making software tools available to a wide range of users within an organization.

It appears that a computer (desktop and laptop) is the most commonly used technology, with a server-based system second. Despite the widespread popularity of cell phones, tablets, and mobile devices, few are used by the organizations represented in this survey.

The survey asked two questions: “What is the initial cost for procurement and setup of the software application(s)?” and “What is the annual cost to maintain the software application(s) for the program?”

For procurement and setup, the majority (51 per cent) reported that the initial cost and setup were less than USD $1,000, and 76 per cent reported the annual cost to maintain the software application was less than USD $5,000 a year. Cost reflects the amount of capability and function of the type of software tools.

CONCLUSIONS

This study represented 195 companies, a variety of industries and workplaces, and a range of single-site to multiple-site programs. The following conclusions have been drawn from their responses: Most ergonomics programs are still managed using paper-based methods. Of those companies using software to manage ergonomics, most have adapted general-purpose

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software tools (i.e. Microsoft Word, Excel, PowerPoint and FileMaker) to their needs. As a result, gathering data on ergonomics through paperbased and general-purpose software is cumbersome and data is not easily compiled for year-to-year or site-tosite comparison.

There is a current trend for companies with multiple locations to transition to software solutions designed specifically for managing ergonomics. Twenty-nine programs are moving from hard-copy methods and general-use software tools to software systems that are specific to ergonomics.

A wide range of ergonomics software applications are currently available. They range from single functions, such as awareness training, office self-assessment, MSD treatment management, and design criteria, to systems that integrate all elements of an ergonomic improvement process with record retention and tracking

measures. Needs and expectations of ergonomics software vary based on the comprehensiveness of the particular company’s ergonomics program.

Multiple-site and company-wide programs require a common set of tools, integrated data management, and access to multiple languages, while systems used by single sites are simpler. Integrated ergonomics management software applications must provide consistency in use, reporting, information sharing, and improvement sharing, especially when used across multiple locations.

Access, usability, and integrated tools are critical elements of an effective ergonomics software tool. Work tasks and environments vary (office, field work, production, health care, etc.), requiring software tools that are flexible, scalable, and to some degree, customizable.

Access, ease of use, and overall user experience are important factors in the technology’s acceptance and utility. There is increasing demand for ergonomics software programs that are compatible with mobile devices and multiple platforms. | CFM&D

The preceding article is excerpted with permission from the 2014 Humantech white paper Benchmarking Survey: Ergonomics and Technology. The full report can be accessed online at: http://www.humantech.com/resources/whitepapers/.

Walt Rostykus, principal consultant and ergonomics engineer for Humantech, has more than 30 years of experience delivering and managing ergonomic, occupational safety, industrial hygiene, and environmental programs. He has provided technical services, established management programs, and conducted process and compliance reviews of ergonomics programs and health and safety programs in a wide variety of industries.

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Canada’s Best Managed Companies is one of the most prestigious business awards in the country. Sponsored by Deloitte, CIBC, the National Post, Queen’s University’s Smith School of Business and MacKay CEO Forums, it recognizes Canadian-owned and -operated companies with revenues over $10 million that embrace innovation, seize opportunities and inspire talent. It’s no surprise, then, that Forest Contractors was one of the 50 companies recognized by the program for its performancedriven results.

We can’t thank them enough for their efforts toward reaching this milestone.”

Domenic founded Forest Contractors in 1994 before completing his civil engineering education at George Brown College. Soon after, he hired additional staff to begin the expansion of the company. Only two years later, Domenic acquired enough machinery to allow his company to complete all of its projects in-house.

One major cornerstone of Forest’s business has always been excellent customer service. The company places an emphasis on it, and founder Domenic Gurreri operates his company with the goal to have Forest Contractors be defined by its strong team and the high level of customer satisfaction it delivers.

Since then, Forest has expanded considerably to include the services it offers today: concrete curb and sidewalk construction, interlock and landscape paving, building restoration and site servicing such as drainage and excavation, as well as its most desired services, asphalt construction, repairs and services and snow removal and de-icing salt applications.

“Earning the title of one of Canada’s Best Managed Companies is an immense honour and a great achievement for our employees,” says Domenic. “It’s the commitment and hard work of our team that’s elevated our company to this level.

Forest’s track record of high-quality work has led to partnerships with some major clients, including the municipalities of Vaughan, Pickering, Stouffville and Milton, big retail operations such as Vaughan Mills, Canadian Tire and

OUP IS ONE OF MANAGED COMPANIES excellence garners recognition McDonald’s Canada and other retail centres, developers and property owners.

According to Andrea Caruso, Forest Contractors’ head of business development, the award signifies that the company’s focus on superior quality and hard work will lead to continued success.

“We’re driven to provide the best service in the industry so our customers can find the results they need,” he says.

“It’s on these pillars of quality, integrity and service that we’ve been able to establish such long-standing relationships with our clients, and they’re principles we’ll continue to use to take our company into the future.”

Forest Contractors and other honourees were celebrated at the annual Canada’s Best Managed Companies gala, which took place in Toronto on April 12, 2016.

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[ fm education ]

These pages sponsored by

BOMI

BY CHRIS HODGES

C A N A D A

A GUIDE TO PERFORMANCE MANAGEMENT Demonstrating the value of FM means measuring, reporting and making decisions based on the right metrics. Chris Hodges highlights how to build a system for translating key performance indicators into critical success factors Figure 1

Facility Data Management and Reporting

Information (Metrics)

Data

Business Knowledge (KPIs)

Decision Making

Resource Consumption

Efficiency

Customer Satisfaction

Investment level

FM workforce data

Productivity

Business Drivers

Prioritization

Comfort & Safety

Critical Success Factors

Allocation Business risk

Figure 2

Organizational Level

Organizational Strategy

Mission

Produce a product or provide a service Satisfy stakeholders

Vision

Generate revenue

Values Inspires

Manager Level

FM Drivers Community commitments, Sustainability initiatives, Regulatory requirements Influences

Drives

Supports

Strategic Facility Plan Operational Structure Supports, aligns with organizational strategy and FM Drivers

Operations Level

Operational Planning Work Management Creates

Measurement & Reporting

Operational Policies and Procedures Tactical initiatives

14 CFM&D June 2016

P

erformance management systems in facility management can take many forms, from simple operations and maintenance plans and spreadsheets to complex integrated technology systems. These systems form the framework for implementing the facility management strategy. The gathering and processing of FM data and turning that data into useful performance information is one of the most important aspects of facility management that brings value to the parent organization.

Although these systems and tools are capable of generating vast amounts of data about facility performance, it’s how the facility manager uses that data that adds value. The facility manager’s ability to turn raw data into business knowledge is the key ingredient in making better facility-related decisions. Figure 1 shows the process of turning data into information into business knowledge — which leads to better decision making about how to invest in facilities, risks involved in FM, and how to best prioritize needs and allocate funding.

In facility management, value comes from the facility manager’s ability to assimilate organizational drivers into business processes. Creating value requires a deep understanding of the organization’s mission, vision, and culture in order to align the FM group with the organization’s needs.

A structured perfor m a n c e management system facilitates this alignment by focusing on indicators that support the mission. Alignment comes from measuring the right things, turning metrics into key performance indicators (KPIs), and identifying trends in KPIs to build a reporting system that continues to demonstrate the value of the facility management. www.cfmd.ca

Creating a performance management system starts with assessing the organization’s strategy and how facility management can best support that strategy. Aligning with organizational mission is at the core of executing a strategy that best meets the organization’s needs.

Every facility management organization should have a mission that supports the organization’s mission, vision, and values. That doesn’t necessarily require an elaborate FM mission statement. Sometimes, the best mission statements are concise and to-the-point. Here’s an example: “Our mission is to support the goals and objectives of our organization by providing a safe and comfortable workplace.”

The FM group achieves alignment when it thoroughly understands why it is there. The mission statement serves as a visual reminder of what is most important to the FM department and the organization. If the FM group has a deep understanding of the mission and aligns with the organizational strategy, it can improve the performance of facilities by improving decisions related to resource allocation. Figure 2 shows how organizational drivers cascade down to the facility management level, and how those drivers form the basis of the facility management strategic and tactical (operational) plans.

The commonly-used phrase “datadriven decisions” can also apply in facility management. The facility manager should be able to construct a performance management system that enhances the ability to monitor, evaluate, and assimilate facility performance data — not necessarily lots of data, but the right data.

The keys to developing and deploying a functional performance management system are to organize performance information into the right categories and create a process to analyze them at the right level. Figure 3 shows three categories of metrics. The FM group gathers data — process and management metrics — at the tactical level to make facilities more efficient and improve the effectiveness of the FM workforce and its Canadian Facility Management & Design

Sometimes, the best mission statements are concise and to-the-point, e.g. “Our mission is to support the goals and objectives of our organization by providing a safe and comfortable workplace.”

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[ fm education ] Figure 3

1 KPI

Key Performance Indicators (KPIs)

Strategic Level Reporting

Management Metrics (MMs)

FM Level (Data Analysis)

Cu st Co ome nti r Sa nu ity, tisfa En ctio vir on n, Do Bu me wn En dg nta tim vir e t on l im e, me Varia pa Bus nta nce ct, i lC ,P CS ness r o o R Se m d u p cu Wo rity lianc ctivi e, S ty, PM rk O afe Co rde ty, r m Ra M tio plian ana Us , Op ce, gem ag en e, en W PM t wa Ener Os, to CM , ter gy OT use use ,

2 Management 3

Process

Process metrics (PMs)

operational practices. Process metrics are used by the facility manager and supervisory staff to determine the efficiency of the workforce, and to monitor building efficiency, such as energy and water consumption.

Management metrics are used by “middle-management” (often the facility manager and director level) to determine how effectively the organization is functioning.

Tactical Level (Data Collection)

KPIs are used at the director level to demonstrate alignment with organizational goals and value to the organization.

However, all things that can be (and usually are) measured do not necessarily link to key performance indicators (KPIs). This process is depicted as a pyramid because the more strategic the information and metrics, the fewer the success measures.

Effective FM performance management systems measure the right data. It’s possible to measure and monitor at any level in an organization, but KPIs represent the most important indicators (as shown in Figure 4) without which the organization would be unable to fulfil its mission.

At the strategic level — the C-suite or facility director-level in a large organization — the metrics and measurements that signify success need to be aligned with what the organization considers success. These are often labeled critical success factors and may not have much to do with facility performance directly. An example of a common critical success factor at the organizational level is customer satisfaction. Although there may be many opportunities for the facilities to contribute to positive customer satisfaction, the facility itself may not be the primary driver, or the facility may effect customer satisfaction only tangentially.

Think of a call centre, where the comfort of the customer service representative is important, but not necessarily the primary driver of customer satisfaction at the

Figure 4

Strategic Facility Plan Operational Structure Supports, aligns with organizational strategy and FM Drivers

Management Metrics (MMs)

1 Operations Pr Un oduc sch tiv ed ity, ule FC d D I, T Em ow CO Re ntim , Cus to erge ten CM nc t tio e, PM ome Ra y R n/N C r S tio esp at o ,O e o e n ds mplia isfac Va pen se, By nc tion P ria e, S , nc WOs M C Re Buil e, W , O om din sp taf f O A T Us plia PM onse g/Sh n a gin ge ce, to Tim op CM e, ,B g PM –E u P O R dg M m et Va T Us atio, Co erge mp nc ria a n ge Op y l An ce, R , Bud en W iance Tra aly oo g Os , inin sis t Ca et , , Do g Ho Staff use wn urs, tim Sy s. e

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

Indicators (KPIs)

2 Building Trades 3 Shops and Technicians

Operational Planning Work Management

Data

Measurement & Reporting

Operations Level

Cost Process metrics (PMs)

Operations Policies and Procedures

Labour Needs Process Efficiency Customer Satisfaction

Tactical initiatives

16 CFM&D June 2016

www.cfmd.ca

organizational level. In that case, it takes some strategic thinking and processmapping to determine how the facility links to the organization’s critical success factors and how facilities can make a positive impact.

There are often many facility management functions that contribute directly to an organization’s critical success factors. A performance management system creates the link between business success (critical success factors) and the KPIs that are used to define facility management success.

Building a performance management system allows the facility manager to collect the right data, formulate that data into business information, and consider that business information in determining the efficiency and effectiveness of the facility management function. Knowing the efficiency and effectiveness allows for closer alignment with the mission, and creates a vehicle for continuous improvement that keeps the FM function focused on the critical success factors for the organization.

It sounds simple, but there are truly hundreds and even thousands of bits of data and information available to measure and monitor building and process efficiency. The facility manager is charged with managing many processes, including access management, operations and maintenance, security, food service, horizontal and vertical transportation, accessibility and comfort. An FM performance management system provides a framework for managing these important FM business processes.

The construction, development, and delivery of a performance management system is one of the primary strategic roles of the facility manager. Dashboards, scorecards, and reporting systems are the tools that allow the FM to report positive outcomes that support the corporate (or organization’s) mission.

The benefits of building a performance management system for FM processes and functions include better customer focus, a demonstration of value for money spent, a process for continuous improvement, and the ability to benchmark facility performance against others in the Canadian Facility Management & Design

industry. Each of these benefits provides an opportunity for facility managers to demonstrate the value of the facility management function and

assure their parent organizations that they are making business decisions that are aligned with and support the organization’s mission. | CFM&D

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

Chris consults with clients on facility performance management and teaches facility management at George Mason University and Catholic University.

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June 2016 CFM&D 17

FACILITY DESIGN

A MUCHMUSICWORTHY MAKEOVER Ryerson University’s new Allan Slaight Radio Institute puts students in tune with what’s happening in private-sector broadcasting. A behind-the-scenes look at how an interior renovation optimized space and introduced state-of-the-art technology within its original facilities

BY MICHELLE ERVIN

18 CFM&D June 2016

I

t wasn’t that long ago that the radio station production studio was quieted away behind closed doors, where it matter little what the interiors looked like.

The convergence of radio, TV and new media have changed that.

As much as technology has advanced this trend, the physical environment imposes limits on what is possible. That was Ryerson University’s experience as it updated equipment within its original radio facilities, constructed circa early 1990s in the Rogers Communications Centre. www.cfmd.ca

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The Allan Slaight Radio Institute announces its presence with a “storefront” entrance.

PHOTOS BY SCOTT NORSWORTHY

Recently, thanks to a $3-million donation from the family foundation of a legendary Canadian broadcaster, the RTA School of Media was able to undertake a major overhaul of its radio facilities. When the newly minted Allan Slaight Radio Institute reopened to students last fall, the optimized space was ready to accommodate the influx of students that its updated look and state-of-theart technology had attracted.

In his research for the project, Shawn Haswell, manager of production and Canadian Facility Management & Design

facilities at the RTA School of Media, toured through radio stations in the private sector. The program is designed to prepare students for the working world, so the new space needed to reflect the environments they would encounter post-graduation.

“We said: ‘How’s the industry doing it now, where do we see it evolving, and let’s design space to accommodate that activity and hopefully excite students to reinvigorate a passion in this space,’” Haswell recalled.

“The old facility was created to be

in a professional mould, but may not have necessarily had all the professional finishes, and so we said, ‘This time, if we’re going to do it, let’s do it right.’”

Among the facilities he visited, Corus Entertainment’s now five-yearold Dockside Drive digs stood out.

That led him to Ted Shore, principal at Quadrangle Architects, which has both broadcasting and interior design expertise. Shore also referenced his earlier 2000s revamp of MuchMusic’s iconic Queen Street studio in reimagining Ryerson’s radio space.

June 2016 CFM&D 19

FACILITY DESIGN

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Clockwise from top left: The renovated space brought hosts out from behind closed doors, a large multi-purpose control room and studio is home to the Global Campus Network; a flexible commons area serves as a nucleus to the institute’s five production control suites.

20 CFM&D June 2016

Flexible furniture, technology and large windows allowed the specialty TV station to open its space out onto the sidewalk for its Intimate and Interactive shows featuring live concerts and interviews. Likewise, the Allan Slaight Radio Institute announces its presence with a “storefront” entrance that projects into the Rogers Communication Centre’s internal street, ready to welcome audiences for events with its transparent glass doors.

Event or no, sweeping windows flanking the entrance let passersby peer into the SpiritLive studio where students produce programming for the webstreaming broadcast station. Not only has the renovated space brought radio hosts out from behind closed doors, but it has put them on camera, mirroring the experience of the private sector.

“It’s an interesting dynamic because suddenly design in terms of the look and feel has become important in radio stations,” said Shore. “The layering on of this visual component started in the rock

channels, where they had live interviews of bands, performances — Corus had that on Yonge Street before they moved to the Corus building — now it’s expanding to news, it’s expanding to weather, it’s expanding to traffic.”

Although cameras have placed increased focus on the design of broadcasting studios, they also generally demand a grey background. And now www.cfmd.ca

that most production personnel are working from screens, the environment must be free from distracting visuals.

“It’s generally a fairly neutral palette, but there was a challenge for us: How do you introduce some punch, which you don’t typically see in conventional production facilities?” said Shore.

“You’ll see the chairs, you’ll see the carpet in some of the rooms, you’ll see Canadian Facility Management & Design

accent colours, and we went really bright with those colours.”

That included the new neon-hued pink, green and blue Herman Miller seating such as the Swoop Plywood Lounge Chair.

Much of the furniture is moved about the central commons area, a flexible space that serves as a nucleus to the institute’s five production control suites.

Beyond the commons area, which was bustling with students working on a video shoot during a recent site tour, lies a large, multi-purpose control room and studio where the Global Campus Network initiative resides. Its sliding glass doors, adorned with decorative film depicting sound waves, replaced a concrete block wall, creating connectivity that the facilities previously lacked.

The initiative sees students of the RUTV station share content and collaborate with students on campuses spanning from Brazil to Denmark to India to produce live programming together over the Internet. The interoperability of the institute’s new technology has opened the door to new possibilities.

For example, said Haswell, a live performance occurring in the commons area could be broadcast on SpiritLive at the same time as it was streamed to partners in the Global Campus Network.

“If you come in here, it looks like a video control room; if you go in there, it looks like a radio control room,” he explained, “but both have the ability to do the other function, and virtually all of the rooms have that capacity.”

Shore selected Interface carpet tile with a monolithic look for its ski chalet-worthy durability, switching from grey to green in a series of small recording rooms.

There, the carpet tile was cut to fit around recessed rings that conceal racks that connect to the cable tray, which is located under the floor and routes wires to the secondfloor IT room.

Almost all of the technology is new, including automation software used

by Corus and boards used by the CBC. While the audio is now digital, integration challenges forced the institute to maintain wired video.

However, the space is future-proofed to support for a transition to IP video when the technology catches up.

Other future-proofing measures included considering the possibility of installing additional devices by providing for further paths for wiring.

“The usual thing you’ll see in these spaces is plug strips running up the wall or exposed conduits added later, so we wanted to minimize the need for that down the road,” said Shore.

The flexibility of the facilities also owes to the way scheduling informed the design. Notably, the interview room is shared by two production rooms, facilitating more efficient use of space. In the standard one-to-one ratio, the interview room will sit empty, Shore explained.

The optimized space has been able to accommodate the upswing in students who have decided to take elective radio courses since the institute’s extensive refresh, in addition to the roughly 300 first-year RTA School of Media students who pass through. Whereas there used to be one or two 30-person classes, there are now four.

“One of the exciting things about working here is that students are always trying to push the envelope, so they just come up with ideas and say, ‘Can we do this?’” he observed.

“For the longest time we said, ‘Yes, but that would be a challenge,’ or we’d have to run a million feet of XLR cable.”

Today, the Allan Slaight Radio Institute equips students to experiment in a new media environment, in ways that logistical considerations would have ruled out in Ryerson’s original facilities. | CFM&D June 2016 CFM&D 21

[ operations & maintenance ]

BY PAUL GOLDIN

FIVE HIDDEN HOTSPOTS FOR GERMS Some of the big maintenance projects in office buildings may distract from the small but important cleaning activities that prevent cross-contamination. Paul Goldin goes over common culprits and offers sanitation tips

W

hen it comes to cleaning and maintenance in offices, facility managers have a lot to contend with on a regular basis. Do the carpets need to be deep-cleaned? Are hard-surface floors looking their best? Do they need to be stripped, refinished, deep scrubbed and recoated? And what about the windows — do they need to be washed?

These are the big cleaning projects that most managers are all too familiar with. However, some other cleaning issues can actually be more serious — specifically for the health of building users — and managers should be aware of them as well. They are the germ hotspots typically found in offices.

Knowing where they are and how to address them can result in a much healthier facility.

Here are some of the most common culprits, along with sanitation tips:

Tip: Each

evening, clean the coffeepot with dish-washing liquid and water, or in the dishwasher if one is available. If that’s not an option, office users (or the cleaning crew) can easily tackle this problem by using disposable disinfectant/cleaner wipes made for professional use, as opposed to consumer use. They will eliminate cross-contamination as well as leave the handle free from particulates.

THE OFFICE SPONGE

Over the years there have been many reports of how sponges, often used to clean kitchen counters and other areas, become a collection of germs and bacteria. And consumers may have heeded these warnings better than office workers. After all, it’s not the office workers’ job to clean the kitchen sponge.

Tip: Replace sponges with paper towels or toss them in the dishwasher. The heat of the water and the cleaning solution will help kill some of the germs on the sponge.

COFFEE POTS

SURFACES IN OPEN WORK SPACES

Coffee pots tend to get only a quick rinse in the sink.

However, they can harbour many germs, and the bulk of them are on the handle. Studies indicate that only about one in five people wash their hands — or wash their hands properly — during the course of the day. This is why it’s common to find both germs and fecal matter on coffeepot handles.

Many offices are now designed in such a way that workers can use any available work area — tables, desks, counters. In this environment, germs can spread to areas that have not traditionally been considered hotspots for germs. The University of Arizona found in studies that the typical office desk — usually used by just one person — can have almost

22 CFM&D June 2016

www.cfmd.ca

21,000 germs on it. In an open work space, those germs have greater potential to spread, which can be made worse when people come to work coughing and sneezing.

Tip: Administrators should require that all desks, tables, and counters be cleared at the end of the day to make these surfaces easier for the custodial crew to clean. Look for high-quality products that are designed to kill a broad spectrum of bacteria and viruses on hard and non-porous surfaces.

If the custodial crew uses a concentrated cleanerdisinfectant, it’s important to note that this product does not clean and disinfect in one step.

It’s one product that can be used for both steps.

To properly clean and disinfect a surface with cleaner-disinfectant, clean first and then reapply the product. Allow the proper dwell time indicated on the label for disinfecting or sanitizing, and make sure the product remains wet on the surface being cleaned. If a cleaner-disinfectant is not selected, first clean with an all-purpose cleaner, and then apply a disinfectant, in a two-step process.

CARTS

Larger offices and office buildings often use carts for such tasks as delivering mail or moving supplies. These carts, and specifically their handles, often get overlooked, and if they are cleaned, it’s only because they have become noticeably soiled.

They should be cleaned well before this happens.

Bacteria on the handle can be transferred from the hands of the user touching the handle to the package and onto the hands of the person receiving the package, otherwise known as cross-contamination.

Canadian Facility Management & Design

The disposable disinfectant or cleaner wipes mentioned earlier are suitable for this cleaning task.

Tip:

HIGH-TOUCH AREAS

Light switches, office equipment controls such as those on copiers, drinking fountains, railings, and other hightouch areas can become magnets for germs and bacteria. Just like the coffeepot, carts, and open work spaces, these areas are commonly overlooked when the facility is cleaned.

Tip: Make sure the scope of work in the custodial request for proposal notes that all high-touch areas are to be cleaned and sanitized daily. Also check that custodial crews use a broad-spectrum sanitizer and/or cleaner-disinfectant designed to kill a number of different types of pathogens.

There are many other germ-infested areas in an office setting; however, one that may someday no longer need to mention is the phone. Some companies are beginning to allow cell phones — business and personal — to be used for business purposes.

Plus, some companies are switching to VoIP (voice over Internet protocol) services so staffers can make and receive business calls on their computers. Because cell phones and VoIP are typically used exclusively by the same person, the chances of spreading germs to other office workers are eliminated. | CFM&D

Paul Goldin is vice-president of Professional Cleaning Solutions for Avmor, a Canadian provider of professional cleaning solutions. He can be reached through the company website at www.avmor.com or pgoldin@avmor.com.

June 2016 CFM&D 23

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[ technology ]

BY NIKLAS MOELLER

THE EVOLUTION OF SOUND MASKING A sound masking system’s role is to increase speech privacy, control noise and boost occupant comfort, and its architecture largely determines how it will perform.

Here’s how facility managers can get in sync with different generations of this technology

M

ost facilities feature an insufficient level of ambient sound, leaving employees trying to work in a ‘pin-drop’ environment in which they can easily hear conversations and noises.

When using a sound masking system to address this issue, it is vital to ensure that the engineered sound it distributes is not only effective, but as unobtrusive as possible. Unlike ‘white noise’ or ‘pink noise’— terms often, but mistakenly, used in this context — sound masking follows a non-linear curve specifically designed to balance acoustic control and occupant comfort. A successful implementation involves achieving both goals, in equal measure.

No sound masking system can accomplish these objectives ‘out of the box.’ Regardless of its design, where its loudspeakers are located or whether they face upward or downward, the sound changes as it interacts with various elements across the facility’s interior.

In order to meet the specified curve, an acoustician or trained technician measures the sound at ear height, examines the results, and adjusts the system’s volume and frequency settings accordingly. This process can be timeconsuming, but it is essential to ensure the sound provides the intended effects and that they are enjoyed equally by all occupants.

However, it is impossible to achieve perfection in every tuning location.

Consequently, a masking specification will also include a ‘tolerance’ indicating 26 CFM&D June 2016

how much the sound is allowed to deviate from the target curve across the treated space. Because variations can affect performance and comfort, it is vital to keep this value to a minimum — a fact emphasized by how the architecture or ‘electronic design’ used by this technology has evolved over the decades.

CENTRALIZED ARCHITECTURE

Centralized architecture originated in the 1960s. In this configuration, the equipment used for sound generation, volume and frequency control is located in a closet or room and connected to a large number of loudspeakers, forming a zone.

The facility is divided into basic categories such as open plan, closed room, corridor and reception, and a zone is created for each type. Each zone is then set to a ‘best average’ level; however, the sound fluctuates as it interacts with the workplace’s design.

If the volume must be increased due to a performance deficiency in one area, that change is applied to the entire zone, making it too loud in others, or vice versa. Most designs offer volume control at each loudspeaker, but it is usually limited to a few large steps. Furthermore, each zone only offers global control over frequency.

Because the sound cannot be finely adjusted in local areas, centralized system specifications allow a wide tolerance, even as much as plus or minus two A-weighted decibels (dBA), giving an overall range of four dBA across the space. One can usually expect a

10-per-cent reduction in performance for each decibel below the target masking volume. In other words, such a broad tolerance can lead to a 40-percent performance loss in unpredictable locations across the facility.

DECENTRALIZED ARCHITECTURE

In the mid-1970s, engineers developed decentralized architecture in order to address the tuning obstacles posed by large zones.

In this configuration, the electronics used for sound generation, volume and contour control are integrated into ‘master’ loudspeakers. Each master is connected to up to two ‘satellite’ loudspeakers, which repeat their settings.

Therefore, a decentralized system’s zones are only one to three loudspeakers in size (i.e. 225 to 675 square feet or 30 to 62 square metres). Each zone also offers fine volume control, allowing local variations to be addressed and, hence, a more consistent masking level to be achieved across the facility.

However, frequency adjustment is still limited. Furthermore, the acoustician or technician has to make changes directly at each master using a screwdriver or an infrared remote control. It is advisable to modify a sound masking system’s settings when changes are made to the physical characteristics of a space (e.g. furnishings, partitions, ceiling, flooring) or to occupancy (e.g. relocating a call centre into an area formerly occupied by accounting staff). It is almost certain that these types of changes will occur during a system’s lifespan. Therefore, engineers needed to develop a more practical way of adjusting the sound.

NETWORKED ARCHITECTURE

The first networked sound masking system was introduced more than a decade ago. This technology leverages the benefits of decentralized electronics, but www.cfmd.ca

also networks the system’s components together throughout the facility or across an entire campus. Components are addressable in order to provide full control over all settings from a control panel and/or software. Adjustments can easily be made as needed, maintaining peak performance over the life of the system.

When designed with small zones of one to three loudspeakers offering fine volume (i.e. 0.5 dBA) and frequency (i.e. one-third octave) control, networked architecture can provide consistency in the overall masking volume not exceeding plus or minus 0.5 dBA (i.e. one dBA overall), yielding much better results than previous architectures. Some networked systems are tuned using a computer, which rapidly and accurately adjusts the masking output to match the specified curve.

Zoning for functions such as paging and occupant control are independent from each other and handled digitally rather than by hardwiring, allowing changes to be made without altering the

system’s physical design. Furthermore, networked architecture allows integrators to offer functions not possible with earlier configurations, including ondemand paging, 24-hour monitoring, email notification, programmable inroom controls, and integration with other building control systems.

HYBRID ARCHITECTURE

Vendors have also experimented with combining architectures — for example, by providing individual zones for closed rooms and large zones across open plans.

However, as noted above, centralized architecture is unable to adjust for acoustical variations across the floor plate, which can be considerable, even within an open plan.

In the end, variations can significantly impact speech privacy, noise control and

occupant comfort; therefore, it is vital for the masking sound to be delivered within the highest degree of precision and consistency possible. Fortunately, this goal can be cost-effectively achieved with modern sound-masking architecture. While being able to properly categorize a technology as centralized, decentralized or networked will not tell one everything it can or cannot do, its architecture provides the foundation for its performance and, hence, it is the best place to start. | CFM&D

Read more about workplace technology at

Niklas Moeller is the vice-president of K.R. Moeller Associates Ltd., manufacturer of the LogiSon Acoustic Network sound masking system (www.logison.com). He also writes an acoustics blog at soundmaskingblog.com.

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2016-06-21 9:13 AM

LIGHTING FEATURE

BY JORDAN GOULET, JEAN-PIERRE HUPPÉ AND ANDRÉ GAGNÉ

THE OTHER CITY OF LIGHT A five-star hotel in Montreal illuminates the progression of LED technology with an upgrade that cut costs and energy use without sacrificing quality of output. Team members give an overview of the project; plus, they offer tips on how to follow in its shining example

energy use and costs by as much as two-thirds or more with the same or improved light output.

LED solutions are available to replace conventional lighting technologies in most facility lighting applications. Those applications include linear fluorescent systems in schools and office buildings, high-intensity discharge (HID) technology in parking lots and garages, and halogen and incandescent sources often used in hotels and restaurants.

Based on their long life and reliability, LEDs are particularly well-suited to common areas with 24-hour or otherwise long operating hours. They are also ideal for use in difficult-toaccess and maintain locations, driving quick payback periods and returns on investment (ROI).

A SHINING EXAMPLE

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Six-watt MR16 LED lamps replaced 35-watt halogen MR16 lamps used for accent/ display, recessed and track lighting as part of an upgrade at Hôtel Le Crystal in Montreal.

L

ighting accounts for as much as 30 to 40 per cent of the energy costs within the average commercial building, school, or hospitality setting today. As such, it represents a major expense for building professionals, who often find themselves struggling to balance rising costs and tight budgets.

However, lighting is also an expense which savvy facility managers can

28 CFM&D June 2016

proactively address via upgrades to energy-efficient technologies. LEDs stand as one of the industry’s most powerful means of achieving longlasting, maintenance-free facility lighting while significantly reducing energy use and costs.

Over the past five to seven years, fast-moving LED technology has come down in price, evolving to become a high-quality replacement option for existing light sources. It can reduce

Montreal’s renowned Hôtel Le Crystal is among the many Canadian facilities that have undertaken LED upgrades.

Administrators at the five-star hotel sought to save energy and drive sustainability while enhancing their guest experience and determined that an LED lighting upgrade could help achieve these objectives.

The hotel replaced fluorescent tubes in their parking garage with T8 LED 5000K lamps and installed T8 LED lamps with a 3000K colour temperature in guest rooms, conference rooms, and office areas. Six-watt MR16 LED lamps replaced 35-watt halogen MR16 lamps used for accent/display, recessed, and track lighting throughout the property.

As a result, the hotel expects to see more than $52,000 in combined energy and maintenance cost savings annually.

At the same time, by reducing its annual energy use by 365,158 kilowatt hours and avoiding emitting 265,013 kilograms of carbon dioxide into the atmosphere annually, the upgrade enabled Hôtel Le www.cfmd.ca

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Top to bottom: A T8 LED lamp with a 3000K colour temperature replaced a fluorescent lamp; T8 LED 5000K lamps replaced fluorescent tubes in Hôtel Le Crystal’s parking garage.

Crystal to show positive environmental stewardship and position itself as a leader in green design and sustainable practices.

Following the hotel’s upgrade to LEDs, its guests and staff reported that they didn’t notice a change in the lighting.

This demonstrated that an upgrade to appropriate and high-quality LED solutions can occur in a seamless transition to a more energy-efficient system without any discernable difference in lighting quality, ambiance, or aesthetics (unless that’s a design objective).

TIPS FOR GETTING STARTED

What follows are some tips on how to get started on the path to improved lighting quality, energy savings, and lower maintenance costs via LED upgrade: Before undertaking an upgrade, it’s helpful to survey a cross-section of building occupants to better understand what they’re looking for in a lighting system and how well the current system is meeting their needs based on the tasks performed in the space. As part of this assessment, talk to maintenance staff to gain insights into any issues associated with the existing system, so that the new system can address and potentially eliminate these problems.

Also consider having experts from an experienced lighting manufacturer or a qualified electrical distributor conduct a detailed lighting audit of the facility. The audit will produce a thorough analysis of the current lighting system, the energysaving opportunities that reside in the building, and the specific lighting products that will be best-suited to a facility based on its operator’s lighting goals.

It goes without saying that organizations should work with experienced manufacturers and channel partners on lighting upgrades.

Professionals know how to ensure a smooth process by minimizing any Canadian Facility Management & Design

impact on building operations, while delivering promised results.

Don’t forget to investigate incentives.

In many locations, quality LED products are eligible for rebates from local utilities, a benefit which can help offset the upfront cost of the upgrade, reduce the project’s payback period, and increase its ROI. At the same time, with the broad

range of LED solutions readily available in marketplace, even facilities on a tight budget can attain the benefits of the energy-efficient, long life, and low-maintenance lighting technology.

Look for extended warrantees for added security and peace of mind, and confidence in choice of provider and products. | CFM&D

Jordan Goulet is an account manager at Osram Sylvania. He can be reached at Jordan.

Goulet@sylvania.com. Jean-Pierre Huppé is a business development manager at Fusion Énergie. He can be reached at jphuppe@fusionenergie.ca. André Gagné is a lighting specialist at Nedco, a Rexel division. He can be reached at andre.gagne@nedco.qc.ca.

June 2016 CFM&D 29

MANUFACTURER PROFILE SPONSORED CONTENT

A BRIGHT IDEA Fort Erie, Ontario’s Barbican carved out a niche, manufacturing high-quality custom and standard lighting solutions for the specifier market. Twenty-five years later, the North American company has reached the $10-million mark and has set its sight on global expansion.

Left to right: Barbican’s owner, Andrew Cook; Cook’s wife and CFO, Ainslie; Steven Geiger, Vice President of Sales

B

could distinguish floors and different departments by illuminated colour selection,” said Steven Geiger, Vice President of Sales, Barbican.

Barbican, a Fort Erie, Ontario-based lighting manufacturer, has reached the $10-million mark and is now aggressively working towards the next level. Geiger was hired in a newly created position to oversee the company’s strategy, which involves plans to boost its brand presence in major markets this year and to expand to Europe and the Middle East the following year.

CREDIT: HENDERSON ENGINEERS INC. | MICHAEL ROBINSON PHOTOGRAPHY LLC

arbican is currently completing the primary lighting on all 28 floors of the California offices of LinkedIn, the world’s largest professional network.

The publicly traded company selected a new modular product, which comes in a variety of reconfigurable shapes and sizes. All of Barbican’s fixtures meet the stringent Title 24 California Standards.

“LinkedIn selected Barbican’s METRO modular product so that they

Owner Andrew Cook, an engineer by trade, and his wife and CFO, Ainslie, celebrated 25 years in business last year.

Barbican started out as a North American manufacturer and distributer for Noral outdoor lighting. With the demise of Noral, Barbican quickly adapted to the changing market by utilizing its manufacturing capabilities to address custom lighting demands.

Designers can bring unique lighting concepts to Barbican, and Barbican can transform these concepts into products, including testing them in its ETL-certified facilities, for specific projects.

“When some of these custom products became popular in the specifier market, we integrated many of these designs into our standard product offering,” said Geiger.

As it pursues growth, the company has committed to introducing a new product every 90 days, from photometry, literature, and samples, as a way to maintain momentum. The goal is to get both its sales reps and the architectural and interior design community excited about its pipeline of new offerings.

Currently, Barbican has 74 independent

30 CFM&D June 2016

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CREDIT: © 2015, NELSON, DESIGNER AND HALKIN MASON PHOTOGRAPHY LLC

sales reps covering all major and secondary markets in North America. Its expansion plans will see the lighting manufacturer add sales reps in the Caribbean as well as Central America and the northern regions of South America.

At the same time, the company has undergone a branding refresh, redesigning its literature and website in a clean and contemporary style aimed at appealing to its target market of architects, interior and lighting designers. By getting designers to create their specifications based on Barbican’s capabilities and product line, the lighting manufacturer establishes a “protected interest” in projects because it’s impossible to switch out the product spec.

“The products are too unique, the construction quality is too unique, and the design and finish process is too unique,” explained Geiger.

Indeed, it’s the product that sets Barbican apart. Most of the company’s designs are fully enclosed, meaning they have a top and bottom, preventing dirt and dust from infiltrating the interior of the fixture. The fixtures come in a variety of finishes, including aluminum, fiberglass and metal. Barbican is best known for a laminated fabric finish, which makes the exterior washable, ideal for health care and hospitality applications. Together, these features provide the product longevity in both wear and performance.

One of Barbican’s major clients, McDonald’s, challenged the manufacturer to provide a “ketchup-free” fixture. The washable Canadian Facility Management & Design

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Barbican’s ARQs are installed in the Philadelphia Convention and Visitors Bureau (top); the lighting manufacturer’s circular drums are installed in AMC Theater (bottom and opposite page).

laminated fabric finish and fully enclosed construction presented a solution to a problem that was not available from anyone else in the industry. It protected $300 fixtures from being destroyed by 30-cent ketchup packets when kids stopping by the restaurant late at night squirted them upwards onto the lighting.

Barbican’s business is divided between the commercial, hospitality, and health care market segments, along with some industrial and institutional work. As much as 75 per cent of its manufacturing output gets shipped to clients in the U.S. Right now, the company is ramping up its social media presence, including improved documentation of its installations and testimonials, as well as its physical presence with an expanded sales force. This also includes attending primary trade shows, such as NEOCON. Barbican brought home three product awards from NEOCON 2016, including a “Best of Show” for lighting products. Expansion will also include setting up permanent showrooms in Chicago’s Merchandise Mart (October 2016) and in Toronto. Barbican also plans to open showrooms in New York and Los Angeles within the year.

With its sight set on growth, Barbican is keenly attuned to trends in the contract lighting marketplace, one of which is the demand for modular, reconfigurable solutions.

“The typical day of creating a single fixture at a certain size is still there for some clients, but most really are looking for a lot more reusability, re-configurability and longer lifespan,” said Geiger.

Another major trend is the transition to LED as a lighting source. Whereas the lighting manufacturer used to provide its products in CFL, fluorescent and incandescent options, it now provides only LED light sources as the standard. In addition to its focus on energy-efficient products, the company’s supply chain, which is limited to within 500 kilometres of its manufacturing facilities, makes its offerings LEED-friendly.

Barbican is investing now for its projected growth, by building its manufacturing capacity with new machinery and expanded facilities, adding 40,000 square feet to its current 85,000-square-foot operation. What’s more, the company is preparing to go overseas in the next 12 to 18 months, and is looking at establishing another manufacturing facility in Germany.

“To be effective in Europe and the Middle East, we’re going to have to establish manufacturing facilities in that marketplace,” said Geiger.

Barbican is confident it has the right product and is positioned to succeed in its global expansion plans. When Cook looks back on Barbican’s success to date, he says: “From our beginnings in a schoolhouse to the present day, we have always strived to expand our abilities by investing in our people and equipment.

We believe local production and a multidiscipline approach to manufacturing leads to new and unique materials with which to create new and unique product.” | CFM&D June 2016 CFM&D 31

FOCUS ON LIGHTING

WHAT’S WATT From slim luminaires for tight ceiling spaces to infrared obstruction lighting, this year’s field of LED entrants to the marketplace has something for everyone

Suitable for use in drywall or grid ceiling systems, Notch

by Fluxwerx is a linear, recessed LED luminaire featuring a unique hollow aperture design. The luminaire comes in continuous runs (one-foot increments in drywall; two-foot increments in t-bar ceilings [on-grid]) or standalone fixtures of two, three, four or eight feet as well as a two-by-two L-shaped corner. Notch integrates Fluxwerx Anidolic | Extraction optics for precisely controlled optical distributions with no view of the LED point source in either symmetric or asymmetric for library stacks and retail.

GE Lighting’s Lumination™ LED LIS Series fixtures bring a modern, clean appearance to any setting with an open ceiling design. These streamlined fixtures are perfect for low bay retail, warehouse and industrial settings. Easy installation allows for mechanically snapping fixtures together without the use of additional tools. Available in one-by-four feet and one-by-eight feet models, they work seamlessly with energy management lighting control systems. These fixtures are equipped with a controls ready system, now featuring a replaceable light engine as well as TriGain™ technology.

SYLVANIA LEDVANCE Edge-Lit Panels have a slim design that is ideal for tight ceiling spaces. These LED luminaires are easy to install and provide uniform illumination in offices, retail or hospitality areas. Their flat-lens edge-lit diffuser is also designed to minimize glare and eliminate the harsh prismatic look.

Offering up to 47 per cent in energy savings, edge-lit panels are available in one-by-four, two-by-two and two-by-four feet versions.

32 CFM&D June 2016

www.cfmd.ca

EssentiaÂŽ by Cree is a new LED downlight portfolio featuring complete solutions in a variety of configurations, including adjustable accents and wall washers. The product line has a colour rendering index (CRI) of 90 in colour temperatures of 2700K, 3000K, 3500K and 4000K. Delivering up to 93 lumens per watt, the portfolio includes four, six and eight-inch round apertures with out-of-thebox dimming capabilities to one per cent and universal voltage. The downlights have a 50,000-hour rated lifetime.

New from Larson Electronics is the 3,900-Watt LED Work Area String Light Set, which provides 338,000 lumens of high-quality light. Each of its 26, 150-watt LED light fixtures have copper-free aluminum alloy bodies that are corrosion-resistant thanks to their powder coating. The fixtures are connected in series along 400 feet of 10/3 SOOW cable with even spacing and 15 feet of cable between each light along the 400-foot backbone.

UL1598-approved, the unit is ideal for inspections and temporary illumination in wet locations. The combination of heating-dissipating design and LED technology contributes to the 60,000-hour rated lifespan of each fixture.

Dialight recently introduced the VigilantÂŽ LED Dual Red/ White Strobe with Infrared (IR) obstruction lighting system. The added IR LEDs improve safety and visibility for pilots who use night-vision goggles, some of which have filters that block out the light produced by red LEDs. The IR LEDS operate at a peak intensity of 850 nanometres for 360-degree visibility with the latest generation of night-vision goggles, which use Class B or C filters. Transport Canada has yet to roll our IR requirements, but that is expected to change as night-vision goggles become increasingly popular.

The Wave by Barbican is a modular, reconfigurable, standalone LED lighting system with a contemporary look and performance levels suited to commercial, healthcare and hospitality environments. The product line uses advanced green energy technology and is available in a range of finishes, including laminated, washable fabric. Its fully enclosed fixtures prevent dirt and dust infiltration for years of unobstructed use. The product line also offers a variety of shapes, sizes and proportions, with heights and widths spanning from three to 12 feet and circle sections spanning from 1/2 to 1/12. Driver locations are visible surface ceiling, remote/acoustic tile or recessed/flush.

Canadian Facility Management & Design

June 2016 CFM&D 33

[ last word ]

BY PAUL AMENDOLA

TECH TO THE RESCUE Hard copy lists of persons requiring assistance have their limitations during emergency building evacuations, argues Paul Amendola. New systems help first responders deploy their resources more efficiently to get everyone to safety

T

he National Fire Code requires building operators to have evacuation procedures for all occupants, including any special provisions for persons requiring assistance (PRA).

The Health and Safety Act requires employers to take every precaution reasonable in the circumstances to protect a worker, including accounting for everyone during an evacuation.

Building operators and employers can meet these requirements with an approved fire safety plan that outlines emergency procedures particular to their facility. As part of that plan, most employers establish teams of floor wardens made up of searchers, exit monitors, a leader and an alternate leade .

When there is an evacuation, the team of floor wardens assembles in a common area, such as the elevator lobby, and quickly sweeps the floor, advising everyone to exit to the nearest stairwell. They also search the floor to identify and lead those that cannot exit to a designated safety zone.

Once the search is over, the floor wardens evacuate outside to their predetermined assembly area, where they advise their employer, fire department or property manager of the location of PRA by paper or memory.

Some property management companies and/or employers keep a list PRA so that they can provide this information to firefighters and emergency personnel upon arrival.

However, if this list is not updated on a regular basis, then it loses its reliability and results in firefighters conducting thorough blind searches.

34 CFM&D June 2016

Lack of updates may also cause emergency personnel to search for someone that is not in danger, or even worse, cause them to miss someone who does require assistance. Without knowing who and how many people require rescue on a threatened floor, firefighters can’t efficiently allocate their resources, putting the PRA and themselves at risk. A better understanding of where people are in the building during an evacuation will help prepare firefighters and ensure the safety of those that cannot exit independently.

Maintaining accurate PRA and employee lists requires regular attention to ensure that they contain up-to-date personal/contact information. This task tends to be labour-intensive and tedious when these details are inputted manually and stored in a printed binder.

In the event of an evacuation, managers could contact each employee known to require assistance and ask their whereabouts. Likewise, property managers could use their PRA list for the building, typically located in their central alarm control facility (CACF) room.

In theory, this works, but it is very time consuming and realistically contains outdated information. This process can also be very chaotic and overwhelming since evacuations are unplanned.

Technology has advanced to a stage where managers can easily deploy a system in their workplace to automate the process of accounting for everyone during evacuations. The system lets users

add themselves to a specific building and puts them in charge of inputting and updating their contact information.

In the event of an evacuation, the user calls the system (or the system is prompted to automatically call the user, depending on the property set-up) to advise if they are safe. If the individual is not safe, they can input where they are located — for example, on the 35th floor in Stair B. All information collected becomes available to firefighters upon arrival to ensure they have adequate resources for the threatened floors with PRAs. They will be able to see where help is required.

Managers will also have access to this information to ensure their staff is safe.

The technology also allows for oneon-one contact between the user requiring assistance and emergency personnel. The individual is accounted for and can be kept in the loop about the evacuation status if, for example, they are going to be evacuated or if it was a false alarm and no action is required. The technology not only assists firefighters and employers, but also assists 9-1-1 dispatchers by keeping their phone lines clear for serious emergencies.

Technology like this is slowly being adopted in workplaces to bridge the accountability gaps during evacuations and help firefighters in ever-growing vertical cities. Most software solutions take only a few minutes to set up.

These few minutes could make a world of difference in the event of a serious emergency. Such technology allows employers to comply with the Fire Code and Health and Safety Act by ensuing information is accurate and everyone is accounted for during evacuations. | CFM&D

Paul Amendola has more than 10 years’ experience in the life safety industry. He is president and CEO of Rapid Evac, a Toronto-based company that creates safer workplaces through software.

www.cfmd.ca

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