CFM&D | JUNE/JULY 2021

JUNE/JULY 2021

CAMPUS IN THE SKY

THINKING CAPS

STEPPING UP YOUR STRATEGY

DAPHNE COCKWELL HEALTH SCIENCES COMPLEX BRINGS WELLNESS TO NEW HEIGHTS IN TORONTO

THE NEW

CHANGE

MANAGEMENT

INDIGENOUS INCLUSION

HOW TO MAKE IT MEANINGFUL

PA R T O F T H E

P A R T

Canadian Publications Mail Product Sales Agreement No. 40063056

O F

T H E

FOCUS ON EDUCATIONAL FURNITURE

PHOTO BY TOM ARBAN

[ contents ]

20 ON THE COVER: Daphne Cockwell Health Sciences Complex at Ryerson University

18 ACCESS NOT ACCESSORY

10

Bringing accessibility into all aspects of a community centre’s operations.

20 HEALTHY HEIGHTS The Daphne Cockwell Health Sciences Complex brings a unique mix of uses and novel features to a high-rise campus.

28 INDIGENOUS KNOWLEDGE AND THE BUILT ENVIRONMENT Design projects are hushing Indigenous voices. What ideas could arise from truly listening?

36

32 CHANGING UP CHANGE MANAGEMENT

Making informed decisions that best suit post-COVID needs of all employees.

36 CAMPUS COMEBACKS

ew educational furniture complements the fluid spaces that students and faculty are N expected to adapt to post-pandemic.

columns

department

4 OBSERVATIONS 6 FOUNDATIONS

10 12 14 34 38

FM ERGONOMICS MANAGEMENT MEMO FM EDUCATION FM TECH LAST WORD

[ observations ] REACHING NEW HEIGHTS

A

s a once-upon-a-time student at two universities, I’ve come to know stuffy classrooms and dull meeting rooms well. At the time, both places were hotbeds of innovation. But the programs and faculty made that true, not so much the design and physical conditions.

Creativity in educational institutions can look like a lot of things. But on the design side, there could be myriad factors preventing it from fully unleashing: funding being a top contender.

When it came time to write about the 28-storey Daphne Cockwell Health Sciences Complex at Ryerson University, gracing this month’s cover, my interviews were filled to the brim with what makes this building a gamechanger, and how that was even possible. There’s the role it plays in shaping the Church Street neighbourhood in downtown Toronto and its mix of uses, but also the sustainable goodies inside. For students just starting their careers in healthcare delivery, creating spaces that allow them to actually practice what they learn is important.

Over the past couple of decades, the university has become a real centre of innovation, bringing together thinkers and doers and places committed to social change.The Yellowhead Institute—the first Indigenous-led national think tank in Canada—is one. Policy makers there aim to foster education and dialogue on First Nation governance—moving from apathy to transformation.

In light of that, a second feature in this issue looks at how Indigenous Peoples are sidelined when planning renovations and new builds.What needs to happen early in the design process? See page 26 for more.

Also in our educational issue: an expert delves into cybersafety as people return to work and learning environments, and a new round of academicfriendly furniture that complements configurable spaces. We also bring you articles on new workplace thinking and how to be a more effective and future-thinking facility manager.

As always, thank you for reading.

JUNE/JULY 2021 Volume 36, Issue No.2

EDITOR: Rebecca Melnyk rebeccam@mediaedge.ca SENIOR DESIGNER: Annette Carlucci annettec@mediaedge.ca GRAPHIC DESIGNER: Thuy Huynh roxyh@mediaedge.ca WEB DESIGNER: Rick Evangelista ricke@mediaedge.ca PRODUCTION MANAGER: Rachel Selbie rachels@mediaedge.ca CONTRIBUTORS: Rick Focke, Danial Hadizadeh, Dr. Rick Huijbregts, Kevin Katigbak, Stuart McReynolds, Aaron Miller, Michel Theriault CIRCULATION: Rob Osiecki circulation@mediaedge.ca (416) 512-8186 ext. 234 PRESIDENT: Kevin Brown kevinb@mediaedge.ca GROUP PUBLISHER: Sean Foley seanf@mediaedge.ca DIRECTOR OF DIGITAL MEDIA: Steven Chester stevenc@mediaedge.ca

Canadian Facility Management & Design (CFM&D) magazine is published five times a year by MediaEdge Communications Inc., 2001 Sheppard Avenue East, Suite 500 | Toronto, Ontario M2J 4Z8 Tel (416) 512-8186; Fax 416-512-8344 email: circulation@mediaedge.ca SUBSCRIPTIONS Canada 1 yr $50* 2 yr $90* USA 1 yr $75* 2 yr $140* Int 1 yr $100* 2 yr $180* Single Copy Sales Canada $15* * Plus applicable taxes.

REBECCA MELNYK EDITOR, CANADIAN FACILITY MANAGEMENT & DESIGN REBECCAM@MEDIAEDGE.CA

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 2021 Canada Post Canadian Publications Mail Sales Product Agreement no. 40063056 ISSN 1193-7505 Return undeliverable Canadian addresses to: MediaEdge Communications Inc., 2001 Sheppard Avenue East, Suite 500, Toronto, Ontario M2J 4Z8

The workplace is being reimagined.

Explore innovative insights and world-class thought leadership on how organizations operate, collaborate, and support worker well-being in tomorrow’s built environment.

Reconnect in person with your professional community to discuss, discover and embrace new mindsets for creating healthy, agile, sustainable, whole-person spaces.

Register at

worldworkplace.ifma.org IFMA is committed to safely and responsibly facilitating sought-after conversations and essential training at our annual flagship event.

[ foundations ] PEOPLE Perkins & Will, in collaboration with C Change Labs and Building Transparency Canada, was awarded a grant to develop a tool that facilitates the design of low-carbon buildings. The Tally Climate Action Tool (tallyCAT) will build on existing technologies to provide open, real-time access to material and product information within design software, making it easier and faster to choose low-carbon material options.

The Ontario Healthcare Housekeeping Association will now be known as the Canadian Healthcare Housekeepers Association to reflect the nationwide extent of its work— advancing a profession that plays an integral role in

healthcare and environmental services in hospitals and long-term care facilities. National opportunities are now available through standardized educational programs, expanded resources, and networking.

Fabrication experts in facilities management at the University of Western Ontario helped to design and handcraft 170 customized and individual-sized barriers for the Don Wright Faculty of Music’s in-person music instruction during this year’s lockdown. The semicircular metal frame and plexiglass construction sits on casters and can be positioned and repositioned by musicians.

PLACES Surrey is the first city in Canada to commit to building to a Gold level using Rick Hansen Foundation Accessibility Certification (RHFAC) for all future civic facilities. The RHFAC rates the level of meaningful accessibility of buildings and sites, based on the holistic user experience of people with varying disabilities affecting their mobility, vision and hearing.

One of Canada’s pioneering mixed-used developments unveiled its new look after an extensive revitalization project. The Manulife Centre, a 47-year-old, 51-storey landmark in Toronto’s midtown Bloor-Yorkville neighbourhood, announced its official retail relaunch.

Shoppers were welcomed back to 285,000 square feet of renewed space, which includes: a 35,000-square-foot expansion; redesigned fully accessible entrances; and makeovers to several existing retailers’ premises.

Two seven-storey residence halls have opened at the Simon Fraser University (SFU) Burnaby campus. They

feature 482 single-occupancy rooms, and community and learning spaces. The opening of the $68.8 million project completes the first phase of a housing plan that will see student housing options expand to 3,250 beds by 2035.

Edmonton has become the first Canadian destination to achieve Destination GBAC STAR accreditation.

The certification recognizes that the cleaning, sanitization, outbreak prevention, and recovery programs at participating Edmonton hotels, venues, and transportation agencies have achieved the gold standard in protection against and response to biorisk situations, including COVID-19.

Ottawa’s Shaw Centre, a 192,000-square-foot convention facility in the city’s parliamentary district, has received $2 million to help cover operational and maintenance costs and to stave off insolvency after 16 months of idle exhibit halls and meeting rooms. The funding injection is part of $8 million in newly announced tourism support from the Ontario government.

THINGS Colonnade BridgePort is offering virtual tours of optimal postpandemic space configurations. Working with the furniture distributor, NUA Office, the real estate services provider has developed a four-part primer to help companies welcome back their workforces and acclimatize to new levels of awareness and concern about healthy indoor environments.

A new cohort of students at McGill University will soon be poised to tackle crucial ethical questions about the application and potential misuse of Artificial Intelligence (A.I.), which continues to change the retail landscape and enable convenient features on smartphones. A fellowship and award program is being established through a

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

$2-million donation to the Faculty of Science from BMO Financial Group.

The race2reduce has an expanded field of potential competitors, now incorporating commercial buildings in Toronto’s neighbouring York Region in the challenge to reduce electricity, gas and water consumption and waste generation.

Nova Scotia is investing $96.5 million in new long-term care beds and facilities, with plans to renovate, repair or replace aging infrastructure across the province. Plans include: private bedrooms and washrooms; more focus on infection prevention and control; and workplace safety elements.

December 1 - 3, 2021 Metro Toronto Convention Centre

THE POWER OF TOGETHER

www.thebuildingsshow.com

#TBS21

SPONSORED CONTENT

Black & McDonald is one of Canada’s leading integrated multi-trade construction and facility service providers.

A CENTURY OF SUCCESS Celebrating Black & McDonald’s 100-Year Legacy

F

rom its origin in 1921 as a Toronto-based electrical contractor, Black & McDonald has evolved into a multi-trade service provider with 30+ offices operating throughout North America. Built on the founding principles to “Do Things Right” and “Deliver Lasting Value,” the familyowned company now completes over $1.5 billion in sales per year and employs more than 5,000 people from coast to coast.

Reaching the 100-year mark is a great achievement for any business, and for Black & McDonald, it is a testament to the people, partnerships and meaningful moments that continue to shape its legacy — one that began as a two-man operation in 1921 when founding partners William R. Black and William J. McDonald launched their electrical wiring service.

“So many people have contributed to make this achievement possible,” said Ian McDonald, Co-President & CEO. “For the past 100 years, the support from our employee group, our client base, our suppliers, and the communities in which we operate, has been incredible. We are very appreciative of this support and we will strive to continue to be worthy of it going forward.”

Rapid growth through the decades For two decades, World War I veterans William R. Black and William J. (W.J.) McDonald enjoyed success together as electrical contractors serving small businesses and households in the Toronto area. When Black passed away

in 1946, W.J. took over sole proprietorship and was later joined by his sons, John and Bill, in the 1950s. By the early 70s, Black & McDonald had grown out of its humble roots into a national network of Canadian offices offering a range of services that included electrical and mechanical contracting, sheet metal fabrication, HVAC and refrigeration maintenance and repair, and utility contracting. This expansion continued through the 80s with the addition of design engineering and facility management and operations capabilities. By the mid90s, Black & McDonald had entered the U.S. market with utility construction and asset management services.

Today, the multi-trade company fulfils all building lifecycle needs and holds facility management contracts for multiple operations, including hospitals, museums, airports, industrial plants, office complexes and military bases. Led by third generation family members Ian and Bruce McDonald, it continues to adhere to the same core values that steered it so successfully in the beginning: to provide a quality service at a fair price and to treat people respectfully.

Looking ahead, Black & McDonald envisions a continued path of planned growth and profitability guided by a promise to put customer satisfaction and quality first; to remain true to its longstanding code of business while honouring a commitment to health, safety and environmental responsibility into the next century and beyond.

SPONSORED CONTENT

100 YEARS OF MILESTONES 1921: W.R. Black and W.J. McDonald form partnership in Toronto.

1946: W.J. McDonald acquires 100% ownership in Black & McDonald.

1950: Black & McDonald enters the ventilation and A/C markets.

1955: Corporate headquarters opens at 101 Parliament St. in Toronto.

1955: Quebec office opens.

1957: H.J. and W.L. McDonald assume leadership.

1958: Black & McDonald enters the plumbing and heating markets.

1971: Our Founder W.J. McDonald.

Success driven by adaptability, innovation and staying true to its founding principles Black & McDonald has experienced continued change in its 100-year history, surviving the Great Depression, WWII, several recessions, and now a pandemic. The ability to adapt quickly, develop new services effectively, and remain on the cusp of new technology has been central to its success.

Today, Black & McDonald proudly offers multiple products and services in the following core areas: • Electrical and Mechanical construction services – Black & McDonald provides turnkey solutions for a wide range of applications including commercial buildings, institutional facilities, airports, mission critical data centres, hospitals, pharmaceutical, transit & transportation, water & wastewater treatment, oil & gas, mining, manufacturing, utilities, power generation and renewable energy across North America.

• Utility Construction – Serving both private and public sector clients, Black & McDonald has extensive experience in substation design, construction, retrofit, repair and maintenance, including testing and commissioning.

We provide construction services for overhead and underground transmission systems, fibre optic cabling, construction of stations, municipal installations, and their related civil construction.

• Facility Services – Black & McDonald has extensive experience in operating and maintaining a diverse portfolio of facilities across both the public and private sectors. B&M’s experience covers a varied cross-section of facility types, including commercial offices, healthcare environments, major transportation hubs and airports, cultural facilities, life sciences laboratories, municipal government properties, educational institutions, data centres, utilities infrastructure, and major manufacturing and distribution plants.

Atlantic region business activity begins.

1973: B&M enters the utility market.

1973: Operations begin in Western Canada.

1977: Vancouver and Dartmouth offices open, establishing coast to coast presence.

1984: B&M secures its first Facilities Management contract at Commerce Court in Toronto.

1990: Offshore energy business begins operations in Atlantic Canada.

1997: Ian and Bruce McDonald assume leadership.

1997: B&M begins operations in Kansas City, U.S. 2008: B&M begins first public-private partnership project at the Kelowna Vernon Hospitals in B.C. 2013: Women’s College Hospital redevelopment begins; B&M awarded 30-year FMO contract.

2019: B&M awarded major public-private partnership (P3) contract in Ottawa as part of the Innovate Energy Consortium under the Government of Canada’s Energy Services Acquisition Program (ESAP).

2021: B&M celebrates 100 years of excellence.

For more information on how Black & McDonald can serve you, please visit: www.blackandmcdonald.com.

[ fm ergonomics ]

BY AARON MILLER

PANDEMIC EXPANDS AN AGING WORKFORCE As expected visions of retirement shift, what does this mean for the workplace?

C

OVID-19 is pushing people to reconsider their post-work-life ambitions. According to a study last fall by investment firm, Edward Jones, nearly eight million Canadians are now reconsidering when they will retire with more than 30 per cent planning on retiring later due to financial reasons. Another poll conducted by Scotiabank this year found a similar

percentage of people plan on working longer than expected due to COVID19-related loss of income.

This aging demographic of workers, which was already growing pre-pandemic, will ultimately provide organizations with unique opportunities, such as the retention of experienced employees who typically have lower absenteeism than younger workers and a sharp customer focus, which will be a key

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

benefit for companies going forward as restrictions are lifted.

Yet the natural impacts of aging will likely impact older employees’ performance. With age comes a decline in muscular strength and range of motion, reduced ability for prolonged heavy labour, a diminishing of posture and balance, and changes with vision and hearing over time.

Chronic conditions and comorbidities also increase, including diabetes, heart disease, arthritis, and cognitive decline like dementia. With workplace experience, job knowledge, and a longer working career, older workers can still inspire younger employees to work safer and be more productive.

According to the Canadian Centre for Occupational Health and Safety, older workers have a lower incidence of workplace injuries; however, once they are injured, the injuries are more severe and recovery takes much longer than their younger co-workers. Therefore, it is important to take an ergonomic approach to support the entire workforce to allow them to work safely each day.

At the heart of ergonomics is designing workplaces and tasks to fit the workers.

The first step is to create a workplace that reduces the chance of injury for all employees, regardless of age, years of experience, or knowledge. This includes utilizing workplace design concepts to create an environment that supports older employees through design opportunities and enhancements to indoor lighting, auditory privacy, and equipment adjustability.

INDOOR LIGHTING

As people age, they can experience natural vision changes to depth perception, reading distances, resistance to glare, and even colour perception.The workplace should include a variety of

lighting sources that reduce glare and highlight elevation transitions such as steps and thresholds between spaces. Areas such as photocopy rooms and workstations should include adjustable task-type lighting for reading and reduced eye strain. In spaces which face either east or west, the inclusion of adjustable blinds can also reduce glare at specific times of the day.

AUDITORY PRIVACY

Hearing and auditory deficits occur with age, including overall hearing loss and the inability to listen to specific sounds or someone talking with loud background noises. To support auditory changes there needs to be a blend of open and closed workstation and meeting room areas, specifically when multiple individuals must collaborate together. In the design and choice of workspace materials, softer and sound absorbing materials will minimize distracting background noise such as echoing.

“This aging demographic of workers, which was already growing pre-pandemic, will ultimately provide organizations with unique opportunities.”

ADJUSTABILITY

Adjustable furniture is the key to good ergonomic design. Not every employee is the same size; neither should furniture they use. It is important to provide all employees with height-adjustable task chairs, keyboard trays, lighting, and other types of adjustable equipment as needed. The strain of repetitive motions can be higher in older workers. Organizations should also look at providing hands-on education and training on how to properly adjust the

equipment to fit each worker and how to recognize the signs and symptoms of musculoskeletal injuries.

Individuals are working longer in life due to a variety of reasons. Retaining employees provides many benefits, but must also be balanced with the changing physical needs of aging workers. By focusing on how the work environment can reduce the risk of injury, good ergonomic design can support everyone to be safe and productive—increasing organizational performance. | CFM&D

Aaron Miller is an ergonomics consultant based in Kelowna, B.C. As a Canadian Certified Professional Ergonomist (CCPE), Aaron specializes in leading design and corporate initiatives to improve organizational efficiency, effectiveness, and opportunities for change. Aaron can reached at aaronmiller764@gmail.com

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June/July 2021 CFM&D 11

[ management memo ]

BY MICHEL THERIAULT

THINKING CAPS

A facility manager’s job is about thinking—not just doing

F

acility managers are often viewed as people who get the job done.

This can be a good thing, but it doesn’t reflect the true value of a professional facility manager who is a steward of the asset, with important responsibilities like safety, risk, productivity, image, the environment, and finding the best value.

A ‘get-it-done’ reputation keeps FMs busy, but distracts them from strategizing and planning, which is critical for achieving long-term results for an organization.

The thinking part of the job includes conducting analysis, revisiting processes, changing techniques, implementing

technologies and software, revising staffing and organizational structure, developing new workplace strategies, and thinking ahead to prepare for changes, disasters and events such as COVID 19.

Here are some common issues preventing FMs from devoting time to reflect, rather than just react.

TAKING CUSTOMER SERVICE TOO FAR

Within an organization, customer service requires balance among the occupants, department heads, and the overall organization’s goals and objectives.

Being overly customer focused can be costly and unnecessary if FMs are always reacting to occupant requests. By triaging them and establishing standards for both

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service and response time, they can better use their organization’s resources.

As well, they should carefully consider what their organization and occupants truly need to succeed and focus on delivering those things. Take time to design better staffing models, get the right suppliers, put maintenance or space planning software in place, or plan how to reduce occupancy needs when the lease expires in four years. All these deliverables make the FM role more able to effectively serve the organization as opposed to how high one jumps when a request comes in.

NOT UNDERSTANDING WHO THE CUSTOMER IS

While FMs should consider the occupants as customers, their real customer is the organization and its

senior managers who decide how much funding and resources FMs get to do their job. They set the objectives and goals that are meant to help the entire organization be successful.

Spend more time dealing with them about big-picture issues around space, occupancy, and the facility.

Learn how to speak their language and understand what really matters to them. Frame your services and requirements to match their interests.

FMs might be surprised to learn the differences between what matters to senior management and what matters to someone in a cubicle on the third floor.

“A ‘get-it-done’ reputation keeps FMs busy, but distracts them from strategizing and planning, which is critical for achieving long-term results for an organization.”

By saying yes and then succeeding in the job, FMs are rewarding that behaviour. Start saying no more often, but first, establish standards of service and scope. Get that approved by senior management. Identify the issues and risks of bypassing colleagues and then stand firm and protect your valuable time.

LACK OF STRATEGY AND PLANNING

LACK OF RESOURCES

FMs should develop their resource needs to match the needs of senior management, and then demonstrate why those resources are necessary for success.

Constantly scrambling around— putting out fires and responding to requests—prevents FMs from being more strategic and getting essential things accomplished for their organizations.

FMs require dependable, qualified staff or contractors to address the immediate needs of the occupants, while they bring more time, knowledge and expertise to the organization. Without those resources, trusting others to get the job done is unlikely.

Make a case and sell it to your organization based on what you know they care about and what their objectives are. Highlight the benefits, risks and issues if they resist.

Instead of just reacting,develop strategies and plan for future issues and initiatives to meet senior management’s goals and objectives.

Become more efficient and effective.

To do so, commit to consulting with others in the organization, with

Michel Theriault is principal of FM Insight Consulting, a facility, property and asset management consulting firm. For more information, visit www.fminsight.com.

Committed to better performing buildings.

Structural Engineering Structural Restoration Building Science Parking Facility Design Structural Glass Engineering Building Energy Modelling

NOT SAYING NO ENOUGH

Determining resources and selling that to senior management requires time.

Sometimes this means learning to say no in order to focus on planning.

FMs are often asked to complete tasks outside their responsibilities—jobs that aren’t a priority relative to their own main goals. Colleagues may have lastminute requests and bypass processes. A speedy demand for more space. A quick move without usual notice—these are examples of common scenarios where FMs are expected to say yes, put their head down and get the job done.

a network of other FMs and suppliers.

Conduct research and analysis and observe available options.

And then gauge a strategy that improves results, boosts personal effectiveness, and meets the organization’s objectives. Build a business case for the resources and necessary funding and earn senior management approval.

Then execute this.

Remember, you are being paid to think, not just do, and it shouldn’t feel wrong to sit quietly at a desk—at home or at a coffee shop—to think about strategies, planning, initiatives, and how to convince your bosses. | CFM&D

Mount Royal University - Riddell Library & Learning Centre | Calgary

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rjc.ca

June/July 2021 CFM&D 13

[ fm education ]

BY DR. RICK HUIJBREGTS

A CYBER-SAFE RETURN

As the world is getting COVID-19 under control, every executive team and facilities department is—or should be— accommodating for a new era of work where flexibility and mobility are staples.

O

ur workplaces will need to be more open, transparent, and adapt to various modes of work, interactions, and collaboration. We will have to revisit ‘old’ concepts such as hoteling and open floorplans to meet new expectations.

We have to prioritize the health and safety of our employees, from continued social distancing and enhanced cleaning protocols to upgraded ventilation and filtration (i.e., ensuring the air inside the workplace is being completely refreshed every 10 to 15 minutes). We will need to further embrace digital technologies to reduce physical boundaries and enhance seamless remote collaboration with the virtual world. And we have to be equitable and inclusive as we redefine our future.

The only sustainable way to create spaces that can absorb change and adjust to evolving expectations is to leverage converging and exponential technologies such as Artificial Intelligence and the

Internet of Things (IoT). Already, more than 30 billion smart objects are connected to the IoT, adding conveniences and value-added services to our built environment, and the smart building market is growing at a doubledigit rate annually, from $43 billion in 2018 to a forecasted $110 billion by 2026.

The emergence of technology-enabled smart buildings already has proven to reduce energy consumption, increase performance, improve safety, health and security, and transform user experiences.

At last, our buildings are ready to catch up with the conveniences and expectations that future users have come to expect in the 21st century—and COVID has been the much-needed accelerant for this transformation in the building industry. As Winston Churchill famously said, “never let a good crisis go to waste.”

Unfortunately, however, the introduction of intelligent and connected systems leaves us exposed to one of the greatest threats of our century: the rise

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of cybercrime. What if a ransomware cyberattack prevented you from opening the doors in the morning? Or turning on and off the air handling system, causing discomfort for the occupants? What if you can’t control the lights or electricity in your building? What if hackers get onto tenant networks through backdoors in building system infrastructure? Do you know who has remote access to your current HVAC or security systems?

Have you reset the factory passwords that came at installation?

Ransomware, phishing, spyware, man-in-the-middle attack (MitM), and distributed-denial-of-service (DDos) attack, are all forms of malware. Malware is a software intentionally designed to cause damage to a computer or computer network, one that encrypts your files or effectively holds your systems or data for ransom. Access and control can be regained after paying the hackers a ransom. IBM suggests that the average price tag of such ransom is almost $4 million, and as high as $7 million in healthcare. In recent months, Colonial Pipeline paid US $4.4 million to regain control of its pipelines, and JBA Meat paid US $11 million to the hackers that broke into their computer system.

How much are you willing to pay to get control of your own building systems and data?

There is no doubt that facility professionals need to prioritize cybersecurity in their buildings. There are lots of ways to go about this, but here are three initial simple steps.

AUDIT AND ASSESS

First, do an audit and cyber assessment of your building today. Understand what is connected; how vulnerable and exposed your building systems are; what backdoor entrances you are not aware of; who is supporting and accessing your systems from afar, and what the magnitude of the risk is.

CROWN JEWELS

Simultaneously, determine your “crown jewels”. What are your most missioncritical and valuable (information) assets that would cause the greatest harm and impact to your business if compromised.

Consider all your systems and contemplate what would happen if you had no more access or control. Define your “crown jewels” not in isolation, but rather with the key stakeholders in your organization. Although we may have control over our building systems and facility’s assets, the implications of a breach will reach far and wide, well beyond your domain of control. What if you lose your company’s customer data due to an attack from within your HVAC network? How long will it take before disgruntled and frustrated occupants call you when they lose control over comfort and climate?

STRATEGIZE

Last but not least, design and implement a comprehensive cybersecurity strategy.

This strategy should comply with standards (e.g. ISO) and frameworks (e.g. NIST) to leverage established best practices. Your strategy will articulate

data and process governance and detailed procedures on how to identify, protect, detect, respond, and recover from inevitable security breaches. Be sure not to hold back putting some serious resources behind this. Get some expert assistance and build out your own cybersecurity capabilities. Implement leading-edge tools and work with world-class vendors. It only takes one data breach or cyberattack to make this worth every penny.

These three steps require business, building, and IT professionals to come together and collaborate. Only an interdisciplinary approach will lead to sustainable success: cybersecurity is not the job of the IT department alone—it concerns us all.

This suggests an even more important preceding step: invest in the digital literacy and capabilities of

your facilities team. Not only is basic digital behaviour our first-line defense against cyberattacks (e.g. changing and managing passwords, not opening unknown or unexpected email attachments, managing authorized access and privileges of service providers; asking the appropriate questions to vendors and suppliers, etc.), but also, our facilities teams will have to have a fundamental understanding of the role of their internet-connected devices and systems in the digital world.

Digital disruption and connecting IoT is still a people business. Training and education are at the core of the transformation.

Now, let’s get prepared for a safe return to a more intelligent built environment, one that is connected, protected, and ready for whatever your new normal is. | CFM&D

Dr. Rick Huijbregts is an industry fellow at Intelligent Buildings LLC, which is the only company focused on smart building advisory, assessment, and managed services at scale for both new projects and existing portfolios. Intelligent Buildings helps customers manage risk, enhance occupant well-being, and continually improve performance by providing unmatched expertise, practical recommendations, and targeted services. Dr. Huijbregts is also vice president of strategy & innovation at George Brown College in Toronto.

REAL ESTATE OPTS FOR SIMPLE COMPUTER PASSWORDS Real estate jargon still hasn’t penetrated the industry’s computer passwords.

Recent analysis of more than 162,000 publicly reported data breaches within major firms finds that “password”, “123456” and some variation of a company’s name are ensconced favourites — easing the way for hackers to infiltrate networks and obtain information.

Still, just 1 per cent of more than 15.6 million reviewed data breaches at Fortune 500 companies occurred in real estate companies. Financial and tech/IT firms have been hardest hit — together accounting for 40 per cent of reported cases — based on the analysis from the data security service provider, NordPass, which categorizes the incidents into 17 economic sectors. Only human

resources, agriculture and media/ advertising have reported fewer incidents than real estate.

Security experts consistently urge all computer users to choose complicated passwords and revise them regularly.

They warn that sloppy personal practices can be compounded in multiuser workplace networks, especially if an overly simple password is commonly shared.

The NordPass analysis also gauges the percentage of unique passwords employed within each of 17 sectors.

In this, real estate’s originality — at 29 per cent — is lumped into a tight pack. Human resources registered the highest level of unique passwords, at 31 per cent, while telecommunications companies bottomed out the list at 20 per cent.

“Password” ranked as either the top or second most common password across every sector.

Only the financial sector defaulted to industry terms, with “Profit” emerging as the 8th most common password. Construction and manufacturing firms were overwhelmingly reliant on some variation of their company names.

“Businesses and their employees have a duty to protect their customers’ data,” reiterates Chad Hammond, a NordPass security advisor. “A weak password of one employee could potentially jeopardize the whole company if an attacker used the breached password to gain access to sensitive data.”

- REMI Network

June/July 2021 CFM&D 15

SPONSORED CONTENT

RETHINKING PUBLIC AMENITIES FOR THE POST-PANDEMIC

F

ew can say with certainty what “normal” life will look like after the pandemic. If current trends are any indicator, facility stakeholders may need to take a second look at their outdoor furnishings.

“There are going to be some changes as to how people interact with the places they live, work, and shop,” agrees Wayne Tucker, Owner of Classic Displays. “It’s best to get ready now.”

For example, the pandemic has triggered a renewed popularity for biking. And judging by record bike sales, this is a trend that looks likely to stick around well past the summer.

At the same time, adds Tucker, lingering anxieties over the COVID-19 pandemic and other health risks may increase demand for distanced seating in public spaces: “From the market research we’ve done, we know people are thinking a lot about their personal health and wellbeing when they’re going outdoors. They aren’t as willing to sit on a bench with someone else; they want to sit on a smaller seat where they feel more comfortable and safe.”

“It’s always good to promote outdoor activity,” he adds.

“So if you can give people a way to enjoy a park or outdoor space safely, they’re going to come back and engage more with the local businesses and community.”

A Case Study in Adaptation Our relationship with the outdoors is changing. The good news is outdoor furniture and amenity providers are keeping pace.

One case in point is the team at Classic Displays, which used its downtime during the 2020 lockdowns to examine what facilities and multifamily buildings would need in order to accommodate individuals in the “new normal.”

“When COVID shut us down for six weeks last year, we brought in consultants to help us take a look at the marketplace and see where we could go. That’s when we recognized there was a huge demand for bike parking and bike repair stations and that we had an opportunity to provide those solutions,” recalls Tucker.

With this in mind, the company designed a “Rest, Repair, and Refresh” Bike Corral that clients have been using to support cyclists traveling to and from their destinations.

“The Corral has been really popular because it supports people getting outside with their bikes and gives them a place where they can lock it up safely while they go for a walk, socialize outdoors, or enjoy a coffee outside a cafe,” notes Tucker.

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With cycling habits on the incline, it only makes sense for public spaces to adapt. Over the years, municipalities have done just that by adding more cycling lanes and infrastructure to encourage this healthier, greener, and most cost-effective transportation alternative.

Still, while adding more bike parking and maintenance amenities is good for the environment and general public health, it also makes sense for facilities from a business perspective.

“If a building owner or manager can provide their occupants or visitors with safe and secure bike parking, then they’re going to attract more people to their location,” insists Tucker.

“This isn’t a fad either,” he notes. “Bicycles are becoming an increasingly popular way of life. You only have to look at places like Copenhagen in Europe and see where the world is going as far as biking.”

Take a seat Accommodating the growing number of cyclists was one of Classic Displays’ strategies during the pandemic. The next was recognizing the need for different sized seats in public spaces and facilities to address social distancing concerns.

“I remember sitting in my garage watching local traffic and my wife saying, ‘well I guess you’re going to have to widen your 6 foot benches to 8 to allow for distance seating.’ That’s when the lightbulb went off,” recalls Tucker.

That idea prompted Classic Displays to turn its sixfoot outdoor seating options into two and threefoot alternatives -- all of which incorporate recycled

materials and are designed in compliance with the current accessibility requirements.

“We made a line of benches that would be suitable for any property manager that wants to address the need for a security or piece of mind for their occupants,” says Tucker, adding, “It’s not only been good for places like hospitals and parks, but it has been great for commercial properties as well since it encourages people to congregate and spend their money.”

Here to stay The need for distanced seating and more biking amenities is no trend. Moving forward, facilities that are looking to help occupants and guests feel safe, secure, and supported will need to keep two-wheelers and distanced seaters in mind.

Classic Displays is a multidivisional company specializing in site furniture, holiday displays, and installation services.

For more, visit classicdisplays.com.

Proud

INCLUSION

BY STUART MCREYNOLDS

ACCESS NOT ACCESSORY we collectively rebuild our economic and social infrastructure post pandemic.

If effectively leveraged, accessibility can reap significant economic returns.

Canadians with disabilities represent $55 billion of purchasing power annually, and by 2035, 40 per cent of Canada’s consumer base will be people with disabilities. Inclusive and accessible infrastructure allows spending to happen in our communities.

VALUES LIVE THROUGH ACTION

As the pandemic exacerbates social distance and longstanding inequalities, the idea of creating inclusive community hubs—where people of all ages and abilities can gather together—is gaining significant momentum.

T

he negative impacts of social isolation are real, but reverberating even more so within our disability community. In the national COVID-19 Disability Survey, conducted by the Abilities Centre in partnership with Canadian Disability Participation Project researchers from The University of British Columbia and Queen’s University, 80 per cent of respondents reported greater social isolation compared to the average population. As we look forward to fully participating in community life once more, we must also plan

for a future through the lens of accessibility and inclusion.

Creating fully accessible environments that foster a sense of belonging and psychological safety are critical for realizing the social and economic potential of our communities. Canada must move beyond simple compliance and box-checking, to transformational change where every individual has an opportunity to contribute to every facet of community life.

Yet the value of inclusion and accessibility has long been misunderstood. So have the legislative requirements for communities to remove barriers to participation. These are missed opportunities that demand attention as

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The purpose of embedding inclusion and accessibility into facilities and community spaces is to influence cultural change, where values live through action. We can create communities that are more accessible and welcoming for all by removing the attitudinal, social and community barriers—both physical and invisible—that segregate populations from full community engagement.

Social and cultural understanding of differences guide how a society includes and excludes and are a reflection of attitudes, beliefs and assumptions made by people about people. These attitudes and beliefs shape economic choices, policies and behaviours, as well as the sharing of social spaces. For instance, adopting the attitude that disability means “different” leads to a belief that “different” is too challenging, which impacts how social spaces are designed, used, and how people collaborate within them.

Segregation or exclusion perpetuates beliefs. To break this cycle and spark a societal and economic shift, one step forward is creating social spaces where people are able to participate and observe social collaboration between “different” parties.

BECOMING INCLUSIVE

One social space that serves as a replicable model around the globe is the Abilities Centre, a not-for-profit organization in Whitby, Ontario. As a community hub,

living lab and inclusion incubator, it remains one of Canada’s most accessible and inclusive community spaces— home to evidence-based programs and services in the areas of sport, recreation, leisure, employment, health and wellbeing and research. Once developed, these programs and services are implemented within the facility and further afield, including provincially, nationally and globally.

To create an inclusive community hub, there must be a conscious and sustained effort to work with and for the people who are being served. There is a need for people to feel a sense of belonging within their communities, which can only be achieved once trust has been established, and once persons with lived experience have been able to demonstrate meaningful action to accompany spoken words and commitments.

The pandemic has put greater emphasis on creating accessible, safe and inclusive spaces for people to gather within once the economy reopens.

This means designing buildings to be entirely accessible to persons of all ages and abilities, including those with physical, developmental and neurological disabilities. Such features include accessible wayfinding markers, accessible elevators, sensory rooms, descriptive audio communications, braille, barrierfree weight equipment, spacious change rooms and ramps, to name a few.

“To create an inclusive community hub, there must be a conscious and sustained effort to work with and for the people who are being served.”

Furthermore, it is imperative to look beyond the built environment.

Universal design principles and accessibility should be embedded into every aspect of a facility’s operations, including customer service, governance, programs and services, marketing and communications, and all other day-to-day functions.

To meet the needs of communities is to embrace the key principles of codesign and co-production with people who have lived experience, while understanding how intersectionality applies in the experiences and environments community hubs are striving to create.

Inclusion is a journey, not a destination. We all must remain committed as a society to challenge ourselves and those we work with to create environments that are safe, respectful, and value the whole person.

Canada has tremendous potential, and has demonstrated the ability to adapt, innovate and navigate global adversity. As we look to a post-COVID-19 era, there are signif icant opportunities to use accessibility and inclusion as tools for economic and social growth, and to improve quality of life for all Canadians. | CFM&D

Stuart is a passionate advocate and champion for inclusion and is committed to challenging society’s perception towards persons with disabilities and marginalized groups, and in positioning the true value of inclusion for all members of society. With extensive years of senior-level experience working in inclusion initiatives in Canada, New Zealand, United Kingdom and Europe, Stuart brings a unique global perspective to his current responsibilities as president & CEO of the Abilities Centre. He leads people-focused organizations united in transforming communities into fully inclusive and accessible environments. He can be reached at mvaclavinek@abilitiescentre.org

INCLUSIVE CHILD CARE Few Canadian child-care centres offer high-quality care for children with disabilities, according to a new study from the University of Guelph and SpeciaLink.

Researchers found a lack of qualified staff, insufficient funding and lack of access to specialists and resources were the main challenges to providing inclusive care. As a result, children with a variety of physical, emotional and behavioural disabilities and those on the autism spectrum are turned down by centres that are full or that lack the necessary staff.

The study, “Inclusion Quality: Children with Disabilities in Early Learning and Child Care in Canada,” used case studies and rating scales administered by trained observers to assess inclusion quality in 67 centres across the country that had a long history of including children with disabilities.

Only one in five centres demonstrated good or excellent inclusion quality. About 20 per cent had poor or inadequate practices to support children with special needs, while the majority had scores in the minimal to mediocre range.

Nearly 80 per cent of child-care program directors identified challenges to providing inclusive care, including staff lacking knowledge or training needed to support inclusion or difficulties in finding qualified staff. Insufficient funding to support inclusion and a lack of access to specialists and resources were also identified.

The study concluded that centres need proper staff training in child development and inclusion specifically, government funding for additional staff and access to specialists and inclusion support services.

June/July 2021 CFM&D 19

FACILITY DESIGN

HEALTHY HEIGHTS Ryerson University’s Daphne Cockwell Health Sciences Complex brings a living lab of healthy behaviours to faculty and students.

BY REBECCA MELNYK

Toronto is in the ‘Dish With One Spoon Territory’. The Dish With One Spoon is a treaty between the Anishinaabe, Mississaugas and Haudenosaunee that bound them to share the territory and protect the land. Subsequent Indigenous Nations and peoples, Europeans and all newcomers have been invited into this treaty in the spirit of peace, friendship and respect.

June/July 2021 CFM&D 21

D

ingy is a word that conjures thoughts of old institutional spaces. Academic buildings with dimlylit hallways and windowless classrooms punctured with fluorescent glare.

Rarely are campus facilities the pinnacle of health and wellness. So, when Ryerson University decided to colocate the School of Nursing, Midwifery, Nutrition, and Occupational and Public Health, “wellbeing” wasn’t just a design goal, but a way for students and faculty to actually practice healthy behaviours.

The nearly 300,000-square-foot Daphne Cockwell Health Sciences

Complex, which rises 28 storeys and blends an 18-storey student residence with an eight-storey academic podium, administration offices and research facilities, was completed in 2019 at $104-million. It recently won the 2021 Best Tall Building Award by the Council on Tall Buildings and Urban Habitat, an industry accolade that recognizes the top echelon of sustainability and wellness.

On the campus’ eastern edge, around the corner from Yonge and Dundas Square, the LEED Gold tower stands on the grounds of an old parking lot, clad in white aluminum panels and accented with vibrant orange.

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The idea of bringing the Faculty of Community Services together under one roof was meant to evolve a shared culture around holistic health. From there, came a vision to spark social connections and pedestrian movement throughout the design process led by Perkins&Will For instance, a series of atria connecting to stairways in two-storey increments was designed to be inviting and manageable. As Perkins&Will Design Director Andrew Frontini explains, “it’s about getting people to move up and down a couple of floors by creating an interesting journey through the building—getting people to interact.”

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Clockwise from the left: a rooftop urban farm; a peek into the digital fabrication lab from the west entrance (top left); students at work inside the digital fabrication lab featuring a high-level robotic arm (bottom left); large windows of the atrium offer an indoor-outdoor view and bring life to the Church Street neighbourhood (far right). Photos by Tom Arban.

Nic de Salaberr y, director of pla n n i ng a nd development at Ryerson, notes that the natural light and ar tistr y of the stairs entices people to forgo the elevator if they are able. “We’ve spent a lot of time taking care of our 80 elevators on campus,” he says.

“Anything to encourage people to take the stairs also helps make the elevators perform better and reduces energy use.”

A l l building mater ials were screened through the lens of human health, ref lecting ideas intrinsic to the faculties within this active environment.

“Nurses and midwives are talking about health delivery in different ways, and then the building is offering, as a backdrop, an approach to health,” says Frontini. “The way this manifests is through healthy specifications—what the building is made of influences occupant health itself.”

Perkins&Will referenced its own database of hazardous and harmful materials, dubbed the “Precautionary List,” which looks at 25 chemicals in everything from sealants and upholstery to antimicrobials and fire retardants. Designers worked with the school’s purchasing department

to create a document that can be integrated into future building specifications.

“Ryerson became ‘a research project within a research project’ in a way,” adds Frontini. “They are always doing a series of small renovations—if they can bring those specs into play in every project, then over time, it’s going to lead to a much healthier set of environments.”

A LIVING LAB

Indeed, much of the building is like a living lab. In the 332-student residence—divided into houses, each taking up two floors and sharing a June/July 2021 CFM&D 23

FACILITY DESIGN

�

Nursing labs replicate hospital wards; natural light brightens all the classrooms (bottom left); midwifery and nursing students come together in shared clinical spaces (middle); demo kitchen for nutrition students (far right). Photos by Tom Arban.

lounge and residence advisor—a metering and monitoring system allows students to view their energy and water consumption online.

It’s a relatively novel feature w it h i n c a m pu s s e t t i n g s . I n Frontini’s view, if each house displays its water and power use on an interface or through an app, they can build a competitive culture a rou nd d r iv i n g con su mpt ion down. “The idea is people come into residence and develop an awareness around sustainabilit y and health that will shape the rest of their lives,” he says.

Despite the i nter r upt ion of normal occupancy (currently at one-third) that vision has yet to fully unfold. The hope is that it

w i l l u lt i m ately inspire f ut ure campus buildings.

During the initial stages of the project, the university didn’t have a consensus on how its facilities and their various spaces performed—a lab versus a gym, for instance—and no real data and benchmarks to target.

“They started to think of this building as a kind of laboratory or data collector for them to create a baseline,” says Frontini. If aggregate can be gathered from metering the various spaces separately enough, he adds, the school can begin to build data sets that inform how to use, plan and design buildings.

Currently, there are roughly 1000 data points installed. “It’s a very complex building, so for them to

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have that many data points available is quite exceptional,” adds de Salaberry Other sustainable features, such as a rooftop urban farm, provide fresh produce to the ground-floor cafe, a greywater system for faucets, toilets, and showers, and a place to pause outdoors. All the teaching spaces are infused with natural light.

For heating and cooling, 100 per cent fresh air is welcomed through an active chilled beam system. As Frontini explains, the air moves through a heat recovery wheel before it enters the spaces and also before it leaves the building, so the heating and cooling energy is never “thrown away.”

“People always think about getting fresh air from opening a window, but

at Church and Dundas the air outside is probably anything but fresh,” he says. “This is air that comes in, gets filtered, gets conditioned, gets delivered to you. That’s much healthier than getting a bunch of car exhaust.”

“The idea is people come into residence and develop an awareness around sustainability and health that will shape the rest of their lives.”

MAINTAINING IDENTITY

As is the case with anything new-ish to academic settings, project elements brought technical hurdles, “some convincing,” and lot’s of research and case studies.

Mixing programs also came with a unique set of challenges in regards to developing excitement around colocation.

Midwifery, for instance, would be moving in with the much-larger

School of Nursing and didn’t want to “get lost in the mix” or feel that interests weren’t met in the design process. “Everyone kind of wants an address,” says Frontini. “They’re used to having a nice little reception area and then the spaces are them; they have their own culture and people.”

To maintain that identity without siloing programs, users come together in public spaces and shared areas like

a cafe and clinical suites where they practice clinical examinations. “It’s kind of like they each have their own house but then they come out into the street and they both go to the shared parkette,” Frontini analogizes.

“It’s a balancing of synergies, but everyone wants their own discreet space they can control.”

As the building rose, complex structural systems had to support the June/July 2021 CFM&D 25

FACILITY DESIGN

CITY BUILDERS

residential tower’s uber-concentrated vertical loads on top of open, column-free classrooms. Adding two mechanical plants took coordination to appropriately direct services, but will consequently prevent large air distribution ducts from running down through the residences.

Aesthetics was another concern from the get-go. As Frontini says, “they didn’t want it to look like a condo with some retail on the base; they wanted it to look like an institutional building. That meant coming up with one architectural image for both the residence and academic components.”

Colour, massing, and window design create a seamless expression

for two different building types—a fairly uncommon mix. “If you look across Canadian university campuses, you will find very few examples of student residences on top of academic podiums of this size,” says de Salaberry.

Cost a nd space con st r a i nt s f ig ured prom inent ly into site selection, as did ef f icient land use and a vision to animate the neighbourhood. “Having more people living on and near the campus makes the campus more vibrant, more welcoming and I think a more attractive place for ever yone,” adds de Sa laber r y.

“Some people would say it also makes it a safer place for people, too.”

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The fully-glazed podium holds almost 175,000 square feet of classrooms, labs and program space, such as a demonstration kitchen for nutrition students and practical nursing labs that replicate hospital wards.

Located in the basement, above four levels of underground parking, a 7,500-square-foot digital fabrication space is a place to prototype ideas and serves as an extension to the nearby digital media zone—a globally recognized think-tank for digital entrepreneurship.

From the outside, an interior street meanders to a back laneway where students can view high-end robotic arms at work in the two-storey space as they lock up their bikes or as they head indoors through the west entrance.

This is but one example of the kind of pedestrian connections the City of Toronto encouraged through the zoning process. Passersby on Church Street can observe students socializing and studying as large windows of the atrium enhance the public realm What makes this a great campus building is what also makes a great city: not just higher density and mixed-use, but life on the street and Jane Jacobs-style casual encounters.

In that sense, the project echoes what the campus’ 2008 master plan set out to do: create dynamic public spaces, landmark design and urban resilience—all helping to shape the future of Toronto.

And while placemaking efforts to transform the area have been a feat for the university, the same goes for residential developers who are buying nearby land and looking at the school as an amenity.

“That way of looking at Ryerson as a city builder—that’s a fairly recent story,” says de Salaberry. “The story about this building doesn’t just unfold inside; the story takes us out of the building and into the streets— to the neighbourhood.” | CFM&D

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INCLUSION

BY REBECCA MELNYK

INDIGENOUS KNOWLEDGE AND THE BUILT ENVIRONMENT

Among the estimated 634 First Nation communities across Canada, many continue to be sidelined or completely excluded from initial planning phases of new developments and renovation projects. Other instances of community engagement can be far from authentic, where Indigenous Peoples are often approached with a blanket notion of public consultation.

A

s every community has their own story to tell and knowledge to share, a one-sizefits-all view can have negative impacts. A group of experts on the topic gathered recently to talk about the future of engagement and creating inclusive spaces. In May, a virtual session at the Interior Design Show’s Spring Conference brought together Indigenous advisors and designers who discussed how to meaningfully include Indigenous voices in the built environment.

“One of the biggest protocol violations is to come to a place that isn’t yours and assume that it is,” says Guy Freedman, president of First People’s Group, adding, “whether you’re Indigenous or not, we still have a duty to consult respectfully with the people whose land we’re going to build on.”

“The last 200 years, as Indigenous communities, we’ve had little say in what our institutions have looked like.”

Brian Porter, principal of Two Row Architect, a firm headquartered on Six Nations of the Grand River, south of Hamilton, spoke about oral traditions.

“Storytelling is a huge part of what defines our cultures,” he says.

His advice for consultants? “If you don’t take the time to listen to the stories, you’re really short-changing yourselves; you’re really denying yourself the opportunity to understand the culture— to hear the way it was intended to be passed down, which is orally,” he says.

“You’re denying yourself the richness and diversity and potential that is there with each project.”

As a member of the Royal Architectural Institute of Canada’s Indigenous Task Force, formed in

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

2016, Porter has been working to promote the idea, “nothing about us without us,” as a way of advancing with capital projects.

“The last 200 years, as Indigenous com mun it ies, we’ve had l ittle say in what our institutions have looked like,” he says.

“It’s very, very rare for a school to get built so it’s important to engage the community because, oftentimes, they have aspirations for that structure that might not be apparent to someone who is coming from somewhere else.”

In remote Indigenous communities, he sees schools as community centres— the funeral home, assembly hall and banquet hall.

“The way for a consultant to understand is to really budget a lot of time in the early process, to hear the community, to understand what their aspirations are for the structure,” he says. “You can’t just go in with a status quo viewpoint.

The biggest risk is the structure of a project not reaching its full potential because you haven’t taken the time.”

BUILDING TIME INTO A PROJECT

Due diligence is often neglected when it comes to involving the right people from the get-go. As Freedman says, “The storytelling has to come from the people who have the stories.”

Sometimes, figuring out who needs to “be at the table” happens over longer periods of time.

When setting up early consultation strategies, Porter’s team aims to speak for only five per cent of the meeting and listen to community responses for the remaining time. Ref lecting on his experiences, he says sometimes “mainstream consultants” wanting to show their empathy interrupt pauses during the conversations, not appreciating the “cadence and timing” that goes into the process. “They don’t understand those gaps are meaningful, that you have to be patient and you have to wait sometimes,” he says. “They are

trained to keep things moving, and everything has to stop and start, and time is valuable, and you have to fill it up with verbiage.”

AN ONGOING ENGAGEMENT

To effectively engage with Indigenous communities, strategies must be continuous—beginning at project conception and following through to schematic design, contract and docu ment s—void of foregone conclusions, says Por ter, who enjoys taking a group from the community to visit a construction site where they can see their initial ideas incorporated into a design, being executed in built form.

“There’s a responsibility,” he says.

“You have to be responsive, you have to be transparent, you have to be prepared for the community to not necessarily agree with everything you’re saying.

You have to demonstrate sincerity and a willingness to incorporate their ideas and wishes. There’s nothing worse than having an engagement session where there’s really no sincerity on the other side.”

E NGAG ING PLATFORMS

TH ROUG H

VARIOUS

Social media platforms can be an inclusive and effective means of reaching

out to communities to see how they’d like to be involved with a project. This could involve a multi-layered approach, such as online, through the community newsletter and a flyer. The key is creating various platforms that suit different comfort levels, being able to “read a room” and listening closely for real information that isn’t always expressed in obvious spaces.

“I’ve been involved in talking circles and sometimes the people aren’t comfortable in those forums,” says Porter. “Sometimes you can get a sense of someone who has an idea, but isn’t comfortable in that platform.”

BEYOND TOKENISM

As new institutions rise, constructing them also means committing to an authentic representation when incorporating interiors that ref lect Indigenous culture. “Circles and medicine wheels are important, but they’ve almost kind of become iconic, and they get applied fairly liberally as a way of indigenating,” says Porter. “I would encourage consultants to think more about values than representation.”

A few values are sustainability, biodiversity, stewardship of the land and planning for the seventh generation.

“These are world views we’ve had for 30,000 years, so it’s nice to see

PURPOSE-BUILT INDIGENOUS HUB BREAKS GROUND Construction is officially underway on what will be Ontario’s first mixed-use, purpose-built Indigenous hub, set to rise on a full city block of 2.4 acres in the West Don Lands of Toronto.

A goal is to increase vital services for the 70,000 Indigenous Peoples living in the Greater Toronto Area.

Indigenous-led organizations, government officials and developers will all be working on the multi-million dollar Canary District project, which has been taking shape ever since the Pan Am/Parapan Am Athletes’ Village evolved from its brief 2015 Games-related uses.

Anishnawbe Health Toronto (AHT) partnered with Dream, Dream Impact Trust, Kilmer Group and Tricon Residential to co-develop the site for residential and retail uses.

At the heart, is a new home for AHT, which combines traditional healing practices and western medicine. At four-storeys and 45,000-square feet, it will open in 2022 as Anishnawbe Health Toronto Community Health Centre.

The rest of the hub is slated for 2024 and will include a childcare centre for 49 children, the restoration of a 1850s heritage building, a condo, and purpose-built rentals. Miziwe Biik Training Institute will double its physical space for more training and employment opportunities, with a hands-on carpentry workshop, tutoring classrooms, and a business incubator. It will also house a new Indigenous EarlyON Child and Family Centre.

Beyond its industrial past, the site is poised to bring green space to a once obsolete block, and thoughtful planning, too, with numerous community engagements. As design consultant on the entire project Indigenous-led Two Row Architect developed eight Indigenous design guidelines to make sure all aspects of the hub honour Indigenous knowledge, history and values. BDP Quadrangle and Stantec also designed the masterplan.

June/July 2021 CFM&D 29

INCLUSION mainstream architecture and design inch closer to the world view we’ve had for so long.”

He sees projects becom ing more interdisciplinary, with early i nvolvement f rom l a nd scape architects, arbor ists and civil engineers who, together, bring a more “holistic” view to a project. The mass timber movement, underway province-wide, spotlights an inherently sustainable material that also speaks to Indigenous values. “When you think about our brothers and sisters on the West Coast who, when they felled a cedar tree, used every piece of that cedar tree,” he says, calling on firms to approach resource extraction from a similar perspective.

SYSTEM SHIFTS

Freedman works with three principles: symbolism, substantive and systemic.

“Reconciliation is about changing the way universities operate, changing the way hospitals operate, changing the way

An education fund for Indigenous students residing in British Columbia has been established by a group of consulting firms, engineers and architects. The goal is one of healing, encouraging and supporting Indigenous people pursuing postsecondary studies in engineering or architecture. The first ḴEL,ḴELOŦEN ȻE S,ISTEW̱ award of $5,000 will be presented to one successful applicant this November.

government operates,” he says. “You can’t have systems change if you don’t have substantive changes that go along with symbolism.”

Post-secondary schools and architectural programs also need to do a better job at teaching traditional Indigenous values. “The way I was trained in university was very foreign from the way that I thought,” says Porter, thinking back to his time as a student.

His advice for anyone planning a project? Be unafraid and honest. “I remember at one time I was doing some work in Northern Ontario and we were going into a community consultation and I was with some suits and ties from

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

Toronto,” he says. “They stopped at a gas station about 10 miles from the community and changed into work boots, blue jeans and red plaid shirts— trying to fit in.

“I was really offended that they chose to put on this costume. The consultation didn’t go very well; the group could sense this was kind of staged. It’s not the way to do it.”

The best consultations, he says, are “comprehensive, well-staged, wellcommunicated.” This makes for a more successful and cost-effective project that ends up being a “complete representation of the community— more beautiful, less toxic.” | CFM&D

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> SOCIAL MEDIA COLUMN Sponsored by MediaEdge

WHO'S WHO 2019

June 2018 • Vol. 33 #2

Costa advised that he no longer wished to occupy his role as president. The emergency meeting took place at the defendant’s (MTCC 1292’s) premises.

At the emergency meeting, the plaintiff and Mr. Da Costa entered into a heated argument, which led Mr. Da Costa to “lose it” and strike the plaintiff on the head with a chair. Mr. Da Costa was charged by the police and received a conditional discharge for assault with a weapon. iff commen The plaintiff commenced a civil action against Mr. Da Costa fo for his use of force as well as MTCC TCC 1292 for fo failing to ensure her safety and nd failing to employ security meet measures at board meetings.

MTCC 1292 brought a motion summary judgment otion for su to dismiss the plaintiff’s plaintiff’ claim against it nly opposed by Mr. Da Costa which was only given his crossclaim MTCC 1292 ossclaim against ag on and indemnity. inde for contribution

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their premises reasonably safe for those who enter it. But what about when an individual commits assault while at one of these meetings? Should the occupier or organizer of the

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INCLUSIONARY

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board meeting be liable for failing to ensure the safety and security of those lawfully on the premises?

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T H E

In Omotayo v. Da Costa, 2018, the defendant occupier, Metro Toronto Condominium Corporation 1292 (MTCC 1292), was successful in dismissing the plaintiff’s claim and the assailant’s crossclaim when a member in attendance at a condominium board meeting struck another meeting attendee with a chair.

Justice Nishikawa found that the duty the condominium corporation owed to the plaintiff did not include preventing an assault that occurred during their condominium board meeting.

Facts of the case T he plaintif f, J ac queline O mot ayo, was a resident and former chair of the condominium corporation. The defendant, Jose Da Costa, was also a resident and former president of the condominium corporation. An emergency board meeting was held on Oct. 4, 2011, to discuss the future organization of the board as Ms. Omotayo had recently been removed from her position as chair and Mr. Da

By Steven Chester

SERVING THE FACILIT Y CLE ANING & MAINTENANCE INDUSTRY

Let’s face it, we all want our businesses to be social media rock stars, and we know it ain’t easy.

It’s becoming more prevalent that some of the most popular social media platforms have been infiltrated by those who game the system.

This includes those that buy fake followers and “likes” in order to create the illusion that their social media profile is more popular than it is.

These fake followers are predominantly bots – accounts run by software designed to look and act like real people.

APRIL/MAY 2017

New services are also popping up that allow authentic social media accounts to become part of the bot game. By signing up for the service, the user authorizes their account to automatically like, follow and randomly comment on other users’ posts, and in turn they trade that fake engagement with other users. Sound harmless enough? The thing is you have no say in in the message your account is spreading or where it ends up.

CARING FOR FRAGILE FLOORS

Summary judgment motion udgment m positi MTCC took the position that its duty w is confined confine to the physical under the law condition of the premises premise and foreseeable e unforese risks, not the unforeseeable conduct of individuals in attendan attendance. Meanwhile, Mr. Da Costa that MTCC 1292’s a argued th s to having rules of conduct duty extends s, policies re for meetings, relating to abusive l an gu a g e, thre at s aan d intimid atin g d a duty to h behavior, and hire and supervise competent professional professionals to oversee its luding, if appropriate, ap business (including, security Cos further argued personnel). Mr. Da Costa ult was foreseeable fore that the assault given the M quarrelsome nature of MTCC 1292’s board nd a prior unrelated u meetings and incident involving the plaintiff and another member of MTCC 1292 wherein the police was 292 wherei called. ng her dec In reaching decision, Justice Nishikawa looked Coleiro v. Premier ooked to C s where summary sum Fitness Clubs judgment d in favour of the defendant was granted

MALL GERMS: TOP FIVE HOT SPOTS

Ask yourself this: What’s more important, having 50,000 cosmetic followers, or having

500 followers who are in your target market REMEDYING FOUR that actually want to hear from you?

COMMON CARPET As a consumer, it’s even simpler, as PROBLEMS deceptive tactics are easy to spot. If you’re using underhanded methods to promote your business, this can be viewed as a reflection of your product or service. Your integrity is at stake.

This is one of the more complex topics that can’t be fully covered in this space. As always, I invite you to stay social and continue the conversation on Twitter at @Chestergosocial where I’ll share a link to the full article.

SCENT OF

SUCCESS Steven Chester is the Digital Media Director of MediaEdge Communications. With 15 years’ experience in cross-platform communications, Steven helps companies expand their reach through social media and other digital initiatives. To contact him directly, email gosocial@mediaedge.ca.

www.REMInetwork.com | June 2018 15

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WORKPLACE

BY KEVIN KATIGBAK

CHANGING UP CHANGE MANAGEMENT

New understanding of people’s post-COVID needs inform workplace re-entry strategies

E

mployers are currently exploring how hybrid teams can collaborate across geographies and time zones— synchronously and asynchronously— connected via expanding technology that enables virtual interactions and fosters interpersonal relationships.

This approach responds to employees’ psychological, social and physical needs

and can create a more inclusive and equitable way of working by breaking down traditional office hierarchies.

But implementing this new hybrid work environment will not come without challenges.

The office has historically served as the nexus of organizational culture and identity. So, how will people who aren’t always in the physical workplace stay connected to the organization and their

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colleagues who use the office more frequently? Moreover, how can we make the office more accommodating and productive for people when they are on site? What new behaviours will the physical environment need to support and encourage? When the default no longer requires in-office attendance five days a week, what will motivate workers to show up?

Organizations are now encouraged to develop a change management process based on a new understanding of the post-COVID needs of their people.

THE NEW CHANGE MANAGEMENT PROCESS

An agile change management process engages with, and is responsive to, the individual at all levels of the organization, no matter the sector.

It is both structured in its approach to providing clarity and flexible enough to accommodate the needs of a diverse population. It begins with an assessment: understanding the current and pre-pandemic workplace experience, then determining how the future experience will differ.

Preparations involve defining the metrics to measure effectiveness, assembling a cross-functional team to support the change and aligning key stakeholders, leaders and sponsors.

The approach is deployed through leaders, managers and champions, and supported by tools and technology to deliver a targeted and personalized change exper ience. Managers are encouraged to foster open communication and hold regularly scheduled one-on-ones with their teams. For their part, employees are expected to play an active role. They will be trained in utilizing new tools, maintaining productivity and fostering a culture of inclusivity.

A change effort might include a multimodal approach to communication and engagement, recognizing that certain methods of communication are more appropriate for certain messages.

High-level directive, concise ideas, bigpicture thinking is the perfect level of detail for a town hall; but this type of communication may not generate dialogue.

To understand specific concerns, personal experiences or to address critics, a one-on-one conversation is the right approach. But it will take more effort and deliver information that may not be applied in a general way. Deeper dive conversations that require multiple opinions to reach a consensus might be best achieved through a focus group.

Whatever the engagement, a consistent and accessible message is key. Communications should reinforce intent and be inclusive.This is achievable

“An agile change management process engages with, and is responsive to, the individual at all levels of the organization, no matter the sector.” by understanding the audience and communicating in a way that resonates.

Leadership-led change is critical to adoption, so whatever the approach is to hybrid, it must be followed through by example, at the highest levels of the organization. To empower employees to be mobile, demonstrating that through behaviour is important.

E N G AG I N G TO EMPLOYEE NEEDS

U N D E R S TA N D

The process recognizes that everyone experienced the pandemic differently, which will inform their perspectives on returning to the office or working elsewhere. To support how people could interact within the new work environment, take the time to understand employees’ needs from the perspective of a hybrid future and recognize that opinions may shift as we progress towards the new normal.

Through listening and dialogue, all organizations can glean how their

work operations, office design and technology will need to respond to suit the needs of different team members.

Beyond this, a truly engaging effort includes employees in the overall narrative; it sends the message that your employees are valued and they do have “skin in the game”.

For some organizations, the process of asking questions and deep listening may reveal an opportunity to downsize the physical office while adding more ways for employees to collaborate virtually. For others, the size of the office might not be an issue. What’s missing is a choice of work environments within that workspace.

Whatever the solution, it’s only by understanding the individual needs of the post-COVID employee that organizations can make informed decisions about how the new work environment will best suit the needs of their people. | CFM&D

Nearly half (46%) of Canadians working from home are anxious about the threat of the virus if and when they return to the office, according to Workplace Strategies for Mental Health.

What should employers do to address the continuing fear of COVID-19? Director of Collaboration and Strategy Mary Ann Baynton says communication and collaboration are crucial.

1. Acknowledge that returning to the workplace can be stressful for some and exciting for others. Validate the range of emotions that come with this process.

2. Ask employees what specific steps the organization can take to help them adjust and feel safe.

3. Clearly communicate how and when you’ll implement these measures. And ask again if there are anticipated challenges once you’ve done so.

4. Set the expectation that the first few weeks may be draining as everyone adjusts to a new normal.

Kevin Katigbak is a senior strategist at Gensler June/July 2021 CFM&D 33

[ fm tech ]

BY DANIAL HADIZADEH

POWERING UP

Solar technology is a sustainable and untapped revenue stream for Canada’s facilities sector.

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here is no debate around the ongoing climate crisis and the need for renewable infrastructure and innovation, not only in Canada, but globally. Extreme power outages brought on by damaging weather events can ultimately be avoided if microgrid solutions are implemented.

The 2021 Texas power cr isis

that occur red in February is a pr ime example of the effects a widespread outage can have, when 4.5 million homes and businesses were left without power for a dreadfully long per iod. At $195 billion in damages this was Texas’ costliest disaster in history, all of which could have been avoided if the appropr iate self-sufficient systems were in place.

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THE ISSUE AT HAND

For high-r ise residential, commercial buildings and large public facilities, energy is the g reatest cost. Building owners are spending between $55,000 to $75,000 per month on energy and utilities alone, not including the supplemental costs for each corresponding tenant.

Larger buildings are also heavy emitters due to the energy used to regulate temperature. In Canada, about 82 per cent of greenhouse gas emissions come from energy,

with residential, commercial and industrial buildings accounting for 40 per cent of annual greenhouse gas emissions globally.

TRADITIONAL HURDLES TO MASS ADOPTION

Canadians are too dependent on fossil fuels, not only making this non-renewable resource cheaper to access, but a major culprit of climate change. At the end of 2020, the annual Energy Futures report

by The Canada Energy Regulator (CER) stated that though the government is enacting laws to curb emissions, oil and gas could still make up two-thirds of Canada’s energy sources in the next three decades.

Though solar energy has been utilized for some time, adoption has been hampered by poor aesthetics, high price tags and slow production.

Even still, solar only accounts for 1.5 per cent of Canada’s energy capacity though there are over 800 solar installers in the country.

OPPORTUNITY AND RESPONSIBILITY

Canada’s recent federal budget promises a climate plan with $17.8 billion in resources, including a transition towards more renewable energy sources in attempts to reach net-zero carbon emissions by 2050. This is a great step forward, but there are proven systems and solutions available in Canada, the government only needs to expedite the process.

For example, the US provides an Investment Tax Credit (ITC) which allows most firms to get 30 per cent of their investment in renewable technology back, an incentive that would only encourage the adoption and installation of more solar technology within the building sector in Canada.

As we continue to understand the sensitivity of climate change, the building sector has an opportunity to play an important role. Canada must rethink how to utilize new

“Solar cladding technology is a critical innovation in helping a structure’s skin become micro power plants.” and existing building stock to help the country in reaching its ambitious goal to reach net-zero carbon emissions by 2050.

INNOVATION OF BIPV

Solar building-integ rated photovoltaic (BIPV) systems are rapidly becoming an economical source to harness renewable energy from the sun. This innovative technology allows architects and facility designers to adhere to a building’s design while supporting the growing demand for developers and municipal gover nments to make buildings more sustainable.

P h o t ovo l t a i c m a t e r i a l s a re incredibly malleable and are able to conform to any design. A plethora of patterns and textures can be replicated on the facing of BIPV, creating the illusion of manmade materials such as cement and porcelain, to natural finishes such as marble and wood. The seamless integration of this technology and freedom of design offers architects, engineers, building owners and investor s the oppor tunity to embrace and profit from solar energy without compromising beauty or costs.

CLIMATE AND REVENUE ADVANTAGE

Solar products provide energy directly to the building, which reduces reliance on electr icity from the high-carbon grid. Over 30 years, 10,000 square feet of solar cladding can produce 4,320,000

kWh of energy, offsetting 3,063 metric tonnes of CO2. This equates to powering 15 homes, removing 660 cars off the roads or planting 2,000,000 trees.

Over time, the building owners who have invested in this type of technology system will begin to produce a surplus of energy (based on sunlight access), eventually leading to the opportunity to earn revenue.

A 10,000-square-foot building c a n g e n e r a t e a p p rox i m a t e l y $850,000 in revenue, which is equivalent to a 350 per cent return on investment. Cladding systems also have a long warranty, with the technology producing 80 per cent of the energy when it was first installed 30 years later.

A GREEN FUTURE

With Canada’s ambitious netzero goal by 2050, the building sector has a responsibility and the opportunity to lead this shift by simply adopting more sustainable solar technology. Suitable for commercial buildings, agricultural facilities and government structures, solar cladding technology is a cr itical innovation in helping a structure’s skin become micro power plants. There are endless possibilities now and in the future for how we can promote greener cities that will provide clean, green, locally-produced electricity that is better for us, our country and our planet. | CFM&D

Danial Hadizadeh is the CEO of Mitrex, a leading solar technology manufacturer in Canada.

June/July 2021 CFM&D 35

FOCUS ON EDUCATIONAL FURNITURE

CAMPUS COMEBACKS COVID-19 put flexibility in the limelight. The latest round of educational furniture bodes well with various configurations found in modern learning spaces. An emphasis on comfort, ease and creative flair will bring a sense of wellbeing to returning students and faculty.

Kirei has expanded its AKUART collection with Stand By Me. The free-standing, sound-reducing floor screen sections off noisy spaces as a stationary or movable addition to learning environments. The canvas is available with branded graphics, highresolution photos, or digital design files, which brings art, colour and creative control to a number of configurations. It is available in six standard lengths and four different heights.

In celebration of its 50th anniversary, EMU reimagined the original 1970s design of Rio—its most iconic chair. The new Rio R50 series is now available exclusively from Coalesse in the Americas and pairs well in outdoor school settings where students can connect and rejuvenate. The series includes a rocking chair with a deeply drawn seat for comfort. The steel frame is slim and light, yet both weight- and weather-resistant. Other styles include a chair, armchair, lounge chair, rocker, stool and coffee table all available in 11 colour options of outdoor grade powder coat paint finishes.

Jetty:Mod is a new modular sofa from Allsteel. The adaptable design can influence circulation patterns and distance individuals in ever-changing spaces, from atriums to cafes and ancillary spaces in between. The system’s curvilinear and linear forms are available in a variety of upholstery, laminate, and metal finishes for residentially inspired layering or coordinating across environments. It comes in different heights and depths for various work modes and activity-specific needs.

Lightline Low Profile Architectural Wall is a new glass wall system from KI that maximizes daylight and defines spaces, from a small focus room to a large conference area. Its minimalistic design features a one-inch base trim around frameless glass panels and sliding or pivot-hinged doors. Semi-unitized modular panels are pre-assembled to exact space requirements and eliminate the need for extra support structures or drywall soffits. It is available in numerous design and finish options.

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Herman Miller’s new OE1 suite of products features Nook, a solo workstation with visual and acoustic privacy for increased focus and productivity. A notched work surface pulls the user in and comes with optional surface power access for charging. Nook can be placed along walls or in between gathering areas for extra learning spaces within open floor plans. They come with either gliders or casters for flexibility and measure 28.5 inches high and 45 inches wide, with a depth of 26 inches.

Framery 2Q Huddle was re-designed to comfortably sit fourto-six people around a table with a display screen on the other end for video conferencing. Students can enter and exit the wheelchair-accessible meeting pod without disturbing others and are less visually distracted as the screen is placed against a wall rather than glass. A sound insulation system brings extra privacy to brainstorming sessions, while a control panel allows users to adjust brightness and airflow. Additional options include a display bracket on the wall for a TV or booking system.

The IntelliSHOT from Legrand is a professional camera designed for streaming classes and video collaboration. It captures professors and students from across the room with a professional-grade image sensor and can be used in uneven and darker lighting conditions commonly found in large auditoriums or meeting rooms with sunlight or shadows. It offers 20x true optical zoom and achieves 30x with IntelliZoomTM Image Processing.

Knoll launched a refreshed version of its Ollo chair in May. With a more upright back and breathable O-Knit material, Ollo with knit back is designed to keep users engaged. Active pivot control helps it mirror everyday movements for spontaneous work styles. The base, seat and back are configurable, with a fixed-arm option and a variety of KnollTextiles fabrics.

June/July 2021 CFM&D 37

[ last word ]

BY RICK FOCKE

A HEALTHY SENSE OF SECURITY Surveillance is a primary focus of school security efforts: detecting unauthorized people on the property, vandalism and monitoring busy hallways. But administrators are now looking to adopt new security technologies that not only keep learning environments safe, but healthy, too.

S

chool administrators are keenly aware of the challenges with controlling germs. In a setting where hundreds of people touch door handles in a single day or multiple visitors push intercom buttons to request building access, how can schools both clean and manage all these touch points?

COVID-19 has certainly drawn more attention to the healthy buildings initiative in the education market, transcending beyond cleaning protocols and air quality to also encompass security technologies that support a touchless environment.

INTERCOMS BECOME TOUCHLESS

The main entrance to a school is the first line of defense for any securityrelated issue. Many schools rely upon a two-way communication intercom system to communicate with visitors before allowing them into a school lobby.

However, these systems are activated after a visitor presses a button to alert reception of their presence.

Many schools have begun to retrofit these solutions to incorporate a sensor that can automatically detect when a person is present, thereby allowing the system to alert the receptionist.The growth of video intercom systems has also proved useful, as they allow schools to visually verify the identity of an individual. A receptionist or school security officer can also use a video intercom system to confirm that a visitor is following the school’s safety protocols, such as wearing a mask or using a hand sanitizer station before entering the building.

FRICTIONLESS ACCESS CONTROL

One solution helping minimize

“A smartphone is less likely to be shared with other people, reducing problems associated with sharing a badge or a school having to replace a lost or misplaced identification card.” touchpoints without impeding the flow of people accessing a school building, or a specific space within the building, is frictionless access control. This system eliminates the need for an individual to physically present a badge when entering a facility and replaces that component by using facial recognition technology to verify the identity of individuals approved for entry. A person simply has to walk through a predetermined area.

The system then detects individual faces and checks a database to see if there is a match for a person in the system who is permitted to enter. When paired with automatic door entry technology, it completely eliminates the need to touch anything to gain access, such as a keypad or door handle.

CONTACTLESS CREDENTIALS

Schools are also replacing keypad entry systems with touchless devices, such as contactless card readers with a hands-free option. The credentials for these readers can be incorporated as part of any teacher or staff member’s identification badge. A smart card is usually scanned at a reader at the door, which then sends a signal to the access control system to either permit entrance or deny it, based upon whether an individual has permission to access a building. It can also deny entry if the card

is no longer valid, or if they’re requesting access outside of a pre-set school time, such as the weekend. A keypad, on the other hand, has to be touched by many different people, which increases the risk of spreading germs if the device is not wiped down after every use.

MOBILE CREDENTIALS

More commonly found in corporate environments, mobile credential technology is another option for schools looking to replace both badge and keypad technology with a contactless solution. A person’s smartphone becomes the badge or credential. Using a mobile app, the smartphone communicates with the access control system much like an access control credential would. However, a smartphone is less likely to be shared with other people, reducing problems associated with sharing a badge or a school having to replace a lost or misplaced identification card.

Versatility is another plus. A school administrator can quickly change a person’s access permissions, for instance, a short-term sub who has completed a teaching assignment or a sports coach who only needs to access school property during a defined period of time.

It can also eliminate costs associated with purchasing badge credentials for each employee. | CFM&D

Rick Focke is the director of product management and enterprise access control for Johnson Controls. Prior to Johnson Controls, Rick was at Andover Controls (now Schneider Electric), working in both the security and building automation industries. Rick works out of Johnson Controls’ Westford, MA facility and lives north of Boston.

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