CFMD May 2022

PHOTO BY DOUBLESPACE PHOTOGRAPHY

MAY 2022 Volume 37, Issue No.1

RETHINKING RECREATION

Passive House buildings of all types are on the rise globally. In Germany, the first Passive House hospital, Klinikum Frankfurt Höchs, is almost complete in Frankfurt. On the Canadian scene, progressive policies are already in place to fuel carbon reduction, with Passive House hotspots like Vancouver leading the charge.

And for good reason. Buildings are significant contributors to worldwide greenhouse gas emissions. In Ontario alone, buildings were the second largest emitters in 2018 at 40 megatons, which constitutes about 24 per cent of the province’s total emissions.

More cities are realizing institutional spaces through the rigorous criteria of Passive House, which dictates buildings consume 70 to 90 per cent less energy than conventional buildings, while also maximizing occupant comfort.

But spaces that use drastically less energy can also be places of refuge and community. In our sustainability issue, we go to the City of Surrey to profile the Clayton Community Centre. As the first Passive House certified community centre in North America, the facility fuses ultra-energy efficiency and social impact.

One of the most thoughtful features are the gender-inclusive recreational change rooms, for which the architects had to create their own design guide because there was no real model in Canada.The community became involved to such a large degree in the engagement process, and this space is one of many that evolved from that.

We also bring forth findings from a new global study on how gender and age play out at the office when it comes to neurodiversity. Other stories break down the latest research into air quality best practices through HVAC systems, and how to develop high-performance FM teams who will want to stay at a company.

There’s lot’s more. As always, please enjoy the magazine, and feel free to reach out anytime with comments or ideas.

REBECCA MELNYK

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

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: Barbara Carss, John Gregory, Aaron Miller, Marcia O’Connor, Brent Peckover, Jane Sleeth, Kelly Widger.

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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

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Modern Office of Design + Architecture, a Calgary-based firm, is the recipient of the RAIC Emerging Architectural Practice Award for 2022, which recognizes exceptional promise and early career achievements. A global alliance of industry associations has joined with United Nations Environment Programme OzonAction and the World Refrigeration Day Secretariat in an effort to steer more women into cooling sector jobs related to refrigeration, air-conditioning and heat pumps.

Two key first-time positions to support Canada’s accessibility legislation launched in May. Stephanie Cadieux has begun a fouryear term as the first national Chief Accessibility Officer, tasked with monitoring and reporting annually on progress in advancing inclusion for people with disabilities. Michael Gottheil has begun a five-year term as the first Accessibility Commissioner to the Canadian Human Rights Commission, taking a lead on compliance and enforcement activities legislated in the Accessible Canada Act.

ISSA Hygieia Network, dedicated to the advancement and retention of women in the cleaning industry, has launched an online community for cleaning industry professionals in Canada.

NET-ZERO SUPPORT

The buildings sector is tapped to receive more than $706 million in federal funding for net-zero capacity building over the next five years. Natural Resources Canada will oversee the bulk of announced initiatives, which include:

Towards a Canada Green Buildings Strategy to: speed up the development and adoption of performance-based building codes; promote lower-carbon construction materials; and to improve climate resilience of existing buildings.

To launch a Deep Retrofit Accelerator Initiative, underwriting audits and project management for large projects that can deliver extensive greenhouse gas emissions reductions.

To roll out a pilot project based on the Netherlands’ Energiesprong approach to neighborhood-wide retrofits, leveraging scale to lower unit cost, shave construction timelines and spur innovation.

To expand the existing Industrial Energy Management System program, providing support for ISO 50001 certification, energy managers, cohortbased training, audits and energy efficiency focused retrofits for small-tomoderate projects.

To continue studies aligned with the federal government’s objective to convert its operational fleet to zeroemissions vehicles (ZEV). NRCan will assess federal buildings’ readiness to accommodate a ZEV fleet.

PLACES

Capilano University is building its first on-campus housing, creating 362 beds and a 250-seat dining hall at the main campus in North Vancouver. The province is providing $41.5 million toward the $58.2-million project.

The Tom Patterson Theatre at the Stratford Festival won a 2022 Civic Trust Award in the United Kingdom. It is the only project from Canada to be recognized in this international awards program.

The historic Wing Sang Building, the oldest building in Vancouver Chinatown, will be the site of the country’s first Chinese Canadian Museum.

The Alberta government is investing $1.8 billion to redevelop and expand the Red Deer Regional Hospital Centre. The expansion is the province’s largest and the highest taxpayer investment in the history of central Alberta.

THINGS

Enhanced ventilation standards and other heightened safety protocols are now mandated for handling asbestos on Quebec construction sites.

Continuing professional development will be a condition of holding a licence to practice engineering in Ontario as of 2023. Ontario announced plans to design, test and implement coworking spaces in smaller cities and towns for Ontario Public Service employees and optimize government-owned offices.

New data from flexible office and co-working space provider IWG shows that Wednesday is the most popular day in the office, followed by Tuesday and Thursday.

A full replacement of the new Stantec-designed Mississauga Hospital will triple Trillium Health Partners’ care capacity and become the largest hospital in Canada.

Academic curriculum developers are exploring how to embed universal design standards into the programs and guiding principles of 12 Canadian architecture schools. University of Waterloo has initiated the effort with support from the Ontario government’s EnAbling Change Program.

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ergonomics ]

BY AARON MILLER

CALLING IT QUITS

People have become more conscious of their well-being during the pandemic and are now looking to see if the organizations they work for align with their personal health needs.

As a result of this inward reflection, there is a shift across many industries, with people wanting more from old-school employers. In their article, The Great Resignation: A Global Risk?, Noakes and Landmann refer to this epiphany as the great realignment. Employees are trying to find more purpose in their work and desire the culture of their organizations to support their physical, intellectual, and social needs.

This great realignment, where employees are switching companies or even roles within the same company, is an opportunity for employers to better understand their organization to ensure that the culture and vision “fits” with these new employee expectations.

Fit is an important consideration as it relates to employee well-being, work satisfaction, and ultimately job and organizational performance. To enhance how workplaces can fit employees, a great opportunity is to look at ergonomics and human factors approaches to the workplace.

Employees are leaving their jobs in search of a better worklife balance. How can an ergonomic and human factors approach help companies reinvent themselves and manage the ‘great resignation?’

The International Ergonomics Association defines ergonomics as the “scientific discipline concerned with the understanding of interactions among humans and other elements of a system, and the profession that applies theory, principles, data, and methods to design in order to optimize human well-being and overall system performance.” This ergonomics/human factors approach strives to create that fit between the work environment and the employee to improve their overall health, well-being, and ultimately their ability to thrive within a workplace.

While organizations may think of ergonomics as adjustable chairs and standing workstations, it goes much further to focus on employees as assets, technology as tools to assist people to perform their best, respecting individual differences within the workplace, and responsibilities for all stakeholders to improve quality of life.

Hundreds of scientific studies have found that organizations, which embrace ergonomics and human factors, positively impact employee job satisfaction, performance, and overall health. By focusing on opportunities to improve job satisfaction and reducing the opportunities for injury there can be improved organizational retention and improved organizational culture.

Three areas that ergonomics and human factors can help to build workplace engagement and culture are: workplace design, support for hybrid workers, and opportunities for growth.

WORKPLACE DESIGN

A new employee can judge a workplace culture within seconds of seeing the workplace design. By taking an ergonomic and human factors approach and working with employees, there are opportunities to design work spaces geared towards different styles of work.

This includes designing open collaborative spaces with seating that encourages discussion, private environments that are either closed offices or areas with acoustic privacy, and hoteling spaces for those employees who work occasionally in the office and just need a space to sit with their laptop as well as spaces that support virtual technology to allow seamless interfaces with those employees who work remotely. Supporting the physical design should be a lighting scheme to reduce glare. Computer usage and reading can be opportunities to artistically create an attractive work environment.

HYBRID AND REMOTE WORKERS

The pandemic has proven that work can happen anywhere and an ergonomic and human factors approach can support policies and programs for those working

remotely. For hybrid or remote workers, it is important to focus on comfort, productivity, and health to allow them to perform their best regardless of work location. This can include developing policies for equipment provided to remote workers and overall safety requirements of the home office, along with supports for reducing risk factors for both physical and psychological injury. Research is beginning to recognize that individuals can struggle from disconnecting from work, while working remotely.

OPPORTUNITIES FOR GROWTH

A foundation of ergonomics and human factors is to continually look at how

the work environment and tools can fit the worker for improved performance. Through this approach and by listening and supporting employees, there is opportunity to create new learnings to improve workplace culture and ultimately employee retention. It is about creating a work environment, regardless of physical location, where people want to work to perform their best.

Employees who are engaged and satisfied with their jobs have higher levels of productivity, improved quality of work and performance. Overall, this creates an enhanced workplace culture. An ergonomic and human factors approach can be a foundation to create satisfaction in a healthy workplace. | CFM&D

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

RJC Engineers

Blusson Spinal Cord Centre | British Columbia

WORKPLACE DESIGN

WORKING OUT OF THE BOX

A new global survey, released in March 2022, has identified crucial sensory issues in office environments among neurodiverse employees in Canada, the U.S. and UK. How should organizations adapt and revolutionize their workplace to suit these ‘out-of-the-box’ thinkers?

compared to 46 per cent and 44 per cent, respectively).

Many respondents struggle dispropor tionately with sensory under- or over stimulation, which makes it difficult for them to thrive in a workplace designed for neurotypical individuals. To better understand what the most challenging aspects of the workplace are for these neuro-minorities, HOK and Tarkett ex plored what the respondents were over(hyper) and under- (hypo) stimulated by.

Some individuals were found to be both hyposensitive to some sensory stimulation while being hypersensitive to others. But the majority of respondents (77 per cent) reported being hypersensi tive to noise and sound in the workplace, while 62 per cent were hypersensitive to visual distractions, such as people turning in their seat, moving around the space, desk clutter and an array of colours and textures.

Those who identified as hyper sensitive prefer environments with controlled stimuli and dislike envi ronments with excessive stimuli such as bright lights, crowds, unfamiliar scents, textures, or temperature fluc tuations. They prefer details like light, neutral colours, clean orderly spaces, organic, simple patterns and personal space boundaries.

In the Sensory Processing, Neuro diversity and Workplace Design report, design firm HOK and flooring manufacturer Tarkett collected feedback from 202 neurodiverse individuals, with a focus on women and workers older than 30—two groups that have been his torically underrepresented in other studies of this kind.

Neurodiversity refers to variations in human neurocognitive functioning – the different ways we think, process information, and relate to others. One in seven people worldwide are estimated to have a neurodiverse condition such as ADHD, autism, dyspraxia, dyslexia and Tourette’s syndrome.

“This latest study continues to show that, to allow all employees to thrive, office designs need to remain fluid and adaptable,” says Kay Sargent, director of workplace for HOK. “Employers can improve employee wellness and productivity by offering a wide range of choices, allowing people to continually select the best space for their individual needs and the task at hand.”

GENDER, AGE AND NEUROLOGICAL DIFFERENCES

Neurodiverse women reported greater overall sensory sensitivity challenges in the workplace compared to men, particularly when it came to temperature and light (62 per cent and 59 per cent

Autistic individuals had a lower threshold for sensory stimulation than other groups, which means that they are more likely to feel overwhelmed in a poorly adjusted environment than others.

Those who reported being hypo senstive have difficulty seeing, hearing, or feeling the acute sensory details in a given environment and need more sen sory stimuli to successfully process infor mation. They prefer details like layering textures and planes, saturated, contrast ing colours, plenty of visual interest and space to move and fidget.

Acoustical and visual under stimula tion were identified as the most pressing, which would indicate that these indi viduals may find it difficult to identify

where a sound is coming from and not respond when addressed. As well, visual under stimulation can make it difficult to make out where items start and fin ish, which could make a patterned en vironment confusing or make it difficult to find a particular item amongst clutter. Women were more visually challenged than men in this study.

The 60-plus years old age group indicated that they need much more visual stimulation than those between 30-50 years old. People under 30 years old struggled more with proprioceptive issues and may find it difficult to move around a space without bumping into objects; they may come across as clumsy, breaking delicate items as they use excessive force.

INCLUSIVE WORKPLACE TIPS

Genius Within, an organization dedicated to helping neuro-minorities maximize their potential, provided advisory services as the team built on in-depth research and insights by HOK and the commercial interiors colour specification guide developed by Tarkett to help businesses design for inclusion.

Survey respondents specifically iden tified the following workplace strategy and design solutions employers could consider:

• Offer training and education about neurodiversity to all staff.

• Offer all employees (neurodiverse and neurotypical) a variety of workplace choices, from open office environments to private, to address various sensory stimulations.

• Provide spaces that support and encourage physical movement and access to natural light.

• Create flexible work policies that give people autonomy over their schedule and work environment, including work-from-home opportunities when feasible.

While the pandemic has normalized hybrid work and encouraged a wider conversation around employee well being, the survey suggests opportuni ties still exist for organizations to do more.

Concern about the proximity of colleagues will not be limited to the neurodiverse post-pandemic. “Many people now have a heightened sensitivity to their surroundings and the sensory elements within it. As businesses across the globe transition

‘back to the office,’ this is likely to make many people uncomfortable.”

Women in this study felt less troubled than men about being in an open, communal space. But as the research cautions, other studies have shown that women can feel as if they are ‘on display’ in these types of environments. Creating spaces with options and balance is important.

Getting permission from individual employees before adjusting their working environment is crucial as they may be sensitive about ‘standing out’ or want to be in control of how their condition, challenges and strengths are communicated internally.

“Neurodiverse employees bring valuable diversity of thought and competitive advantage to their organizations,” says Leslie Thompson, director of workplace for Tarkett North America. “Optimizing the work environment to support each individual isn’t just the right thing to do for our people; it’s simply good business.” | CFM&D

STUDY FINDS EMPLOYMENT BARRIERS FOR AUTISTIC COMMUNITY

A recent report by Deloitte Canada and technology consulting firm auticon Canada found that employers need to do more to understand neurodiversity, reduce barriers to employment for those with autism, and create thoughtful structural supports to foster deeper inclusion among the autistic community.

Embracing neurodiversity at work: How Canadians with autism can help employers close the talent gap underscores how the autistic community is often underrepresented and underemployed, despite its potential to provide new skills and talent.

The joint report surveyed 454 adults across Canada. Among the highest ranked barriers facing those with autism is a focus on social competency during the interview process, with 40 per cent of respondents citing it as a “great challenge.”

A lack of structural support systems, including flexbile work policies, also impacts employee retention. In 2020, 48 per cent of Canadian companies reported they were experiencing workforce shortages—double the rate disclosed 10 years earlier. Canadian businesses have made significant strides toward improving diversity, equity, and inclusion on many fronts, but employment barriers remain for neurodiverse Canadians.

The full report can be found at: https://www2.deloitte.com/content/dam/Deloitte/ca/Documents/fcc/ca-autism-2030. pdf?icid=untapped-fcc-en

“Neurodiverse women reported greater overall sensory sensitivity challenges in the workplace compared to men.”

BY BRENT PECKOVER

SAFELY USING UVC LIGHT DISINFECTION

How facility managers can safely and effectively use UVC light to disinfect their indoor spaces

Reducing the risk of viral spread in many of soci ety’s vital spaces has fallen to the facility manager and the safeguards and technology they have available to them. Viruses and bacteria, aka pathogens, can exist in the air and on surfaces. Facility managers need to deploy strategies that address both of these areas in order to improve the safety of the space.

With the spread of SARS-Cov-2, the virus that causes COVID-19, many options claim to be capable of addressing airborne pathogens, including devices like ionizers, ozone and hydrogen peroxide emitters, but none of those technologies has been proven, tested, and used to inactivate pathogens for over a century.The longterm effects of these technologies are

unknown and may come with serious risks, calling into question their use in schools, hospitals, and locations with vulnerable populations.

There exists one area of technology that has been tested thoroughly and proven to be effective at ensuring safety: UVC light disinfection.

HOW UVC LIGHT DISINFECTION WORKS

On the most basic level, UV light is broken down into three categories, UVA and UVB which create your tan when you visit the beach, and UVC which is mostly filtered out by the upper atmosphere. Very little UVC (100-280 nanometers) light reaches the earth’s surface. As people began to realize the efficacy of UVC light and looked to harness the power of UVC light disinfection - which is

capable of inactivating 99.9 per cent of pathogens - they turned to the easiest way available to produce UVC light, which was with mercury lamps.

Unfortunately, mercury is a neurotoxin and because of this, mercury lamps need to be handled with extreme care. If one breaks, the area needs to undergo serious clean-up and all the people near it must follow strict safety protocols to ensure their health and wellbeing.

Furthermore, the 254 nm wavelength of UVC light produced by mercury lamps effectively penetrates the eyes and skin of people and is known to cause acute and chronic eye and skin damage such as photokeratitis, erythema, cataracts, and cancer. As a result, UVC disinfection systems that use 254 nm light must do so in such a way that humans are not exposed to the UVC energy. A great example of employing such a strategy is when 254 nm light is used to disinfect dental tools,

which must be done inside a selfcontained UVC oven.

Another example of this during the pandemic has been the use of 254 nm light to disinfect subway cars, but only between operations or at night to ensure the cars are unoccupied. Sadly, when the people return to the space, they bring with them the pathogens we are trying to keep out of the space. Due to the exposure issues, the use of UVC light disinfection in occupied spaces has been limited, until now.

USING UVC LIGHT TO DISINFECT OCCUPIED SPACES

Historically, there have been two strategies to address the safety concerns with using UVC light to disinfect air in occupied spaces: The first is upper room UV, which involves deploying high power UVC light into the space above people’s heads, far enough away that they are not being affected by it. The second strategy is in-duct systems, which involves placing a UVC lamp into the HVAC ductwork, but this method does not address spaces with insufficient air ventilation.

Both upper room UV and in-duct systems typically use hazardous 254nm mercury lamps and only target air disinfection and do not provide any surface pathogen mitigation. Enter Columbia University, where in 2012, a team led by physicist Dr. David Brenner discovered that another wavelength of light within the UVC spectrum - 222 nm - had a similar ability to inactivate pathogens as the traditionally-used 254 nm wavelength, but without the harmful effects on humans. Through their research, Dr. Brenner and his team found the 222 nm wavelength was being absorbed by the dead skin layer on the body and

the tear layer in the eye in a manner that showed no adverse effects to people, yet still effectively inactivated pathogens just as effectively as the 254 nm wavelength. Finally, we have a UVC light to disinfect occupied indoor spaces, and today there exist products on the market that harness this.

WHAT TO LOOK FOR IN A UVC LIGHT DISINFECTION PRODUCT

With the full potential of UVC light disinfection now available to the facilities managers who are entrusted with keeping vital spaces safe, what should these professionals be looking for in a UVC light disinfection product as they aim to leverage the technology? It all comes down to safety, and there are three main factors when deciding which UVC product to buy. First, any product being considered for a facility should include 222 nm light as it has the advantage of supporting surface disinfection. Second, ensure that any 222 nm light entering occupied spaces has a tested filter which attenuates the harmful longer wavelengths of 230 nm and

greater. And third, it is vital to check that a product has passed all three types of safety regulations required by UL8802, which include:

• Electrical Safety: As a standard for any electronic device, this safety certification is put forward as a demonstration that the device is safe. But this alone isn’t sufficient when it comes to UVC light products.

• Photobiological Compliance: This ensures that products comply with currently accepted maximum allowable exposure limits.

• Control Safety Testing: This ensures that if a fault in the system occurs, the system will fail safely and occupants within the space will not be overexposed to higher than currently accepted levels.

With those safety requirements met, facilities managers can leverage the immense disinfection power of 222nm UVC light to keep their facilities and everybody who comes through them safer. | CFM&D

Brent Peckover, P. Eng., is the director of industrial applications at Christie Digital, focusing on launching innovative ideas outside of traditional markets and applications.

While spearheading the design and development activities for commercial ultraviolet disinfection products, Brent has gained insight into how UVC light disinfects surfaces and air, in addition to understanding the process in which UVC light inactivates bacteria and viruses at a generic level.

“Historically, there have been two strategies to address the safety concerns with using UVC light to disinfect air in occupied spaces.”

PUTTING IAQ FIRST IN FACILITY MANAGEMENT

In the world of facility management, Indoor Air Quality (IAQ) reigns supreme. Clean, hygienic environments are now all but essenti al for protecti ng workers, easing anxieti es and keeping operati ons on track.

“Maintaining a high indoor air quality has always been important, but with heightened risks of airborne illness, it’s right up there on the list of prioriti es for warehouse and facility teams,” says Tom Mannsfeldt, Senior Manager, Commercial Sales at Enercare Commercial Services.

It makes sense that IAQ is dominati ng the conversati on. With warehouse acti vity ramping up, the inability to protect facility occupants from airborne illnesses can quickly lead to workforce challenges.

“There’s no questi on that the fi rst goal of IAQ is to keep workers safe and confi dent in coming to work; and when you do that, you also address the second goal, which is to maintain warehouse producti vity in

a ti me when acti vity is ramping up,” says Mannsfeldt.

No doubt, between a surge in online shopping and supply chain backlogs, now is no ti me for fulfi llment centres and producti on lines to go silent. And in busy environments where workers oft en work in close quarters, this means ensuring the best IAQ strategies, protocols and technologies are being used to provide everyone with a breath of fresh air.

“There’s already enough disrupti on in the world right now,” says Mannsfeldt. “Prioriti zing IAQ is one way of minimizing an increasingly common business disrupti on that can otherwise impact safety and a facility’s operati ons.”

IT TAKES A GAME PLAN

Facilities are particularly susceptible to indoor air quality issues. Any number of harmful particulates can be produced during the course of production or assembly operations,

while exhaust from nearby trucks can be pulled into the environment without proper controls.

Without proper mitigation strategies, these pollutants can collect in a warehouse environment and take their toll on anyone who enters the space. Thus, it’s critical to create healthier indoor spaces through several key steps:

• Eliminating the sources: Improving IAQ means identi fying and removing the sources of pollutants. For example, says Mannsfeldt, “So if we know that the facility’s doors are staying open a long ti me, and that this is causing exhaust from idling trucks to enter the building, then we can look at ways to minimize that, whether it’s through scheduling, putti ng in air curtains or simply making facility managers aware this is happening.”

• Enhance filtration and fresh air delivery: The risks of airborne pollutants or illnesses will never go away. That’s why it’s important

INDOOR AIR QUALITY

to implement technologies and resources that will work at all hours to trap harmful pollutants and keep fresh air in rotati on to minimize those risks.

Even sti ll, adds Mannsfeldt, “We see a lot of buildings that have fresh air delivery already, but they’re either underperforming or not being maintained. In some cases, they’re turned off completely to save expenses, which is a problem because that means clean air isn’t being brought into the space.”

• Monitor your environment: Maintaining healthy IAQ requires visibility into environmental conditi ons. To that end, there are benefi ts to using IAQ systems with sensor technology that can monitor various air quality factors and provide real-ti me reports to building staff.

NO IAQ STRATEGY IS THE SAME Healthy IAQ requires a tailored strategy. For this reason, there are advantages to working with indoor air quality specialists who can assess and address a building’s unique requirements.

For example, says Mannsfeldt, “What we can do is come in, conduct a site audit, and use that data to map out an IAQ approach that works best for that particular space. It may be a building-wide approach, but it may be just certain areas more than others. Either way, we can map out what a client needs and provide a report and action list detailing how they can achieve an ideal IAQ.”

This custom-made approach is essential, he adds, as it ensures that investments in IAQ align with the facility’s actual needs and budget: “If you’re going to spend money on the solution, you obviously want to solve the problem. That means targeting

your pain points in a way that’s most effective and budget-friendly.”

TAKING A BREATH

Much has been said about IAQ in the wake of the pandemic, and for good reason. As the world returns to work, keeping workforces healthy and confident in their surroundings is critical to protecting lives and the bottom line.

BY MARCIA O’CONNOR

RETAINING QUALIFIED STAFF IN AN EMPLOYER’S MARKET

Instilling a sense of value and purpose in FM work at the office

Instill a sense of value and purpose in FM work at the office and develop strategies to maintain this purpose is important. The most important ingredient in maintaining highperformance staff is knowing how healthy the company’s culture is.You will recruit and retain valued team members when the purpose of your company addresses its culture within.

Impactful and meaningful company action attracts and retains professionals that are interested in playing an active role, not only in the inner workings of the company, but brands the product and services your company provides. If your office culture has a shared purpose with strong values and goals, it will develop strong meaningful relationships within internal and external stakeholders. This will carry forth to your customers.

Here is a list of ideas to help maintain and motivate your current FM team

• Regularly review company values; the challenges and transformations.

• Encourage collaboration, trust, camaraderie, and connections, thus empowering your team to make necessary decisions should challenges arise.

• Recognize successes.

Many organizations have been experi encing labour short ages due to leave of absence, sicknesses, early retirement, and job changes.

COVID-19 has also challenged fa cility professionals with adhering to protocols and safety measures, dealing with constant shifts and the opening and closing of the economy—all of which are impacting managing the facility.

We all want to retain and employ well-qualified staff and create a strong and healthy work culture within our FM departments. But how can we also develop a high-performance team that will stay in the company?

How do you keep your FM team engaged and committed amidst a labour shortage when other companies are actively recruiting qualified candidates to join their workforce and leaving gaps in your FM operations?

• Open lines of communication with feedback will maintain motivation, positive reinforcement, interest, and cooperation and provide room for discussion on the team’s standards and accountability.

• Set up collective goals and performance evaluations.

• Offer discussions about any changes or challenges.

• Acknowledge health and wellbeing practices at home and/or the office environment.

• Detect early possibilities of conflict and

set up conflict resolutions that are key to keeping the lines of communication open and trustworthy.

• Discuss and assess with your teams the last couple of years: lessons learned, what the team is proud of, progress, and the impact of their efforts.

• Plan virtual and/or face-to-face team building sessions.

• Encourage professional development through seminars and courses.

• Recruiting the right people with a diverse range of expertise and backgrounds: agile personalities to take on new challenges, people who know how to be a team player, and managers that can instill team leadership are critical as we move towards the next normal.

Being attuned and maintaining best practices in the workplace will further reinforce team retention. Here are some to consider:

• A four-day work week with

blended responsibilities amongst the department.

• A blend of working in the office and remote working.

• Higher wages, perks, and benefits aligned with team priorities.

• Excellent compensation and competitive salaries.

• Adequately sharing wealth that employees bring to company (this relates to societal change/culture).

• Desire to work towards common goals and opportunities.

• Regular performance coaching and mentorship.

• Career coaching and training: internal

advancement opportunities, a path for career growth within the company and up-skilling and professional development opportunities.

It’s an employer’s market out there. Keep your company and FM team vital. Have your eye on creating retention and job stability within. Keep work interesting so it encourages communication and connection between everyone on the FM team and the company’s purpose. Creating a sense of community and belonging will increase staff retention and make the work environment a pleasant one to be in. | CFM&D

Marcia O’Connor is president of AM FM Consulting Group. She is a strategicminded leader with more than 20-plus years of progressive experience in corporate real estate, asset management, and integrated facilities management. Marcia has a passion for mentoring young professionals, and helping people, teams, and organizations see their potential. and lead instructor for the University of Toronto School of Continued Studies’ facilities management courses, including the FM Certification Program and many others.

On the path to sustainable living, every resource counts.

Natural Resources Canada’s (NRCan) ENERGY STAR® certification program can help improve your bottom line, increase asset value and contribute fewer greenhouse gas emissions. Available to warehouses, multifamily housing, hotels/motels and beyond, take the first step toward greater energy efficiency, and register today:

energystar.gc.ca/buildings

The ENERGY STAR and PORTFOLIO MANAGER names and the ENERGY STAR symbol are trademarks registered in Canada by the United States Environmental Protection Agency and are administered and promoted by Natural Resources Canada.

En voie vers un mode d’existence durable, toute ressource compte.

Le programme de certification ENERGY STAR® de Ressources naturelles Canada peut améliorer vos résultats, accroître la valeur des actifs et contribuer à une réduction des émissions de gaz à effet de serre. Pour les entrepôts, les bâtiments à logements multiples, les hôtels, motels et autres, faites le premier pas vers une meilleure efficacité énergétique et inscrivez-vous aujourd’hui :

energystar.gc.ca/batiments

Les noms ENERGY STAR et PORTFOLIO MANAGER et le symbole ENERGY STAR sont des marques déposées au Canada par l’Environmental Protection Agency des États-Unis, dont l’administration et la promotion relèvent de Ressources naturelles Canada.

IS NOW A PRIORITY IN FACILITY MANAGEMENT

Sustainability has taken precedence in facility management, and for good reasons. Beyond the fact that greener operations unlock savings and protect asset values, tenants and investors are more interested than ever in partnering with facilities that demonstrate an awareness for – and resilience against – evolving climate issues.

“The idea of sustainability has been around for decades, but the awareness around climate-related issues has evolved,” agrees Kim Saunders, RPA®|HP®, CLO®, BOMA

Fellow, Property Manager with East Port Properties, adding, “Today, there’s a recognition that real estate accounts for a significant portion of the world’s energy usage – up to 40% according to the United Nations – and that property managers and operators have a big role to play in contributing to a healthier, more resilient planet.”

Prioritizing sustainability in asset management also makes business sense. Facilities that embrace energy-saving equipment and eco-forward practices are more resilient and cost-effective to run. It’s little wonder, then, that a recent Bloomberg report states Global ESG assets will surpass $53 trillion by 2025 to represent over a third of the world’s total assets under management1

In short: It pays to put environmental, social, and governance (ESG) strategies at

the top of the facility management agenda. And to do that, says Saunders, facility teams require the training, skills, and support to lead the way.

“To be successful, [facility managers] need to know a bit about everything when it comes to sustainability,” says Saunders. “They need to know what technologies or processes will make their buildings more efficient, and they have to be able to sell sustainable strategies and investments to owners and other stakeholders.”

Going further with BOMI

Championing sustainability in facilities management takes more than good intentions. It requires additional training and resources to ensure impactful strategies take root. It’s for this reason that programs like BOMI’s High Performance (HP)

Sustainable Buildings and Facilities Management Administrator programs are designed to provide facility managers with the tools, resources, and skills to rise above evolving climate change challenges.

“BOMI’s FMA® designation course basically prepares you for anything that comes your way,” says Saunders. “It gives you the additional skills and knowledge to take your job to the next level or even take steps towards your future career in facilities management.”

“I always tell my coworkers to plan for the job they want, and that’s what the FMA® program allows,” she adds.

BOMI’s FMA® program is complemented by the organization’s HP program, a designation source that offers a more granular exploration of this fast-evolving topic.

“The BOMI-HP® program is deep dive into the things you do as a property or facility manager, how they relate to sustainability, and how

to get future ESG initiatives off the ground,“ Saunders explains.

“And that’s an important piece,” she continues. “To make any progress on sustainability, you need to know how to engage stakeholders and communicate both the financial and social benefits.”

Indeed, gaining buy-in for sustainable initiatives can be a barrier for facilities management teams. It is a skill that requires insight into how investments in cleaner, more efficient operations translate into long-term savings. And that’s not always an easy sell.

“I remember trying to implement daytime cleaning among our tenants because I knew it would save energy,” Saunders recalls. “I got a lot of resistance at first until one of the tenants finally agreed to try it on a pilot basis. I kept track of the results and shared them with other tenants, and pretty soon everyone started seeing the benefits. Soon after, they

started asking me to sign them up.”

The good news is that it’s getting easier to sell building owners and tenants on sustainability – both in regards to the return on investment and the positive impact on tenant relations. The key, Saunders notes, is communicating the value: “Once people understand how sustainability benefits and operation, it’s easier to get that support and engagement. And now, because climate change is such a public issue, that buy-in is becoming easier to secure.”

The pressure is on facility teams to go further with sustainability and ESG. For those in the industry, that means understanding what needs to be done and acquiring the skills to take action.

Learn more about BOMI’s FMA® (www.bomicanada.ca/facilitiesmanagement-administrator) and BOMI-HP® Designation (www. bomicanada.ca/bomi-hp) courses.

PASSIVE PLAY

The new Clayton Community Centre in Surrey, British Columbia, reimagines urban recreation in a parkland setting. A look at how the design is supercharging social impact and championing the Passive House revolution.

BY REBECCA MELNYK

Designing the Clay ton Community Centre to become Passive House cer tified for ultra-low energy use was no easy feat, especially since the international standard had never been pursued for this type of fa cility in North America.

Also the largest non-residential project on the continent to achieve the designation, architects behind the 76,000-square-foot building in the Clayton Heights neighbourhood of Surrey, British Columbia, came to realize there were no precedents to refer to when faced with design challenges.

Most Passive House-certified build ings to date—1,965 globally and 124 in North America—are living spaces. This

has been the reality ever since the stan dard was formalized in Germany in the 1990s and rolled out in Canada in 2010.

Melissa Higgs, principal at hcma, the lead firm on the project, explains that determining energy usage and related electrical loads was a daunting task, as this data is more predictable in a home environment. The Clayton Community Centre operates daily diverse programming for long hours, including music studios, a community rehearsal hall, a gym and fitness centre, a tool shop, a community kitchen and a branch library.

“It was very challenging to ask the client in the early design stage what classes they were going to offer in this building; all the things they were going to plug into the wall, how much equipment in

the fitness centre,” she says. “Every hour of the day had to be understood.”

In B.C., a climate-related issue with residential applications is retaining heat inside a home through insulation. But due to the high number of people using the community centre, cooling became the larger, unexpected obstacle. “The heat of people’s bodies alone was enough to heat the building all year round,” says Higgs. “All of a sudden, we had all this energy that was required to cool it.”

Motorized clerestory windows open up to release the heat at night and bring essential cooling. During the day, natural light is filtered through for a dappled effect— like sunlight through trees— while reducing reliance on electricity.

The centre, which officially opened in October 2021 on a budget of $42

�From left to right: clerestorey windows on the exterior of the library offer a glimpse of the two-way glulam roof design; inside the library, users are surrounded by views of the outdoor parkland. Images by doublespace photography.

million, ultimately reduced energy consumption by 72 per cent compared to the average performance of similar existing buildings in the province, and cut carbon emissions by 98 per cent compared to others like it built to ASHRAE code.

ENVELOPE EFFICACY AND QUALITY CONTROL

Making the external envelope of a building as airtight as possible is crucial to Passive House success and is a component that long-term owners and operators should carefully consider, says Higgs. “Mechanical systems fail and change. It makes a lot of intuitive sense to be investing the money into the envelope.”

The rigorous air tightness requirement that comes with Passive House also

requires a high level of on-site quality assurance and control. For this project, all trades were expected to understand every step of constructing the envelope.

As Higgs explains, ”you can’t pop a screw through the air barrier.” That causes a leak; too many leaks could mean not achieving the air tightness requirement. Contractor Ellis Don created a one-to-one scale mock-up of a section of the building to test drive how each trade would finish its task before the next trade arrived.

This higher level of on-site quality control is one reason why green building advocates praise Passive House, with many forecasting more uptake among institutional users.

“It’s a huge and valuable tool in the arsenal to address climate change,” says

Higgs. “I’m hopeful we’ll start to see it embedded in code requirements, but I think public institutions need to be the leader with things like this. The City of Surrey paved the way for others to say that this is possible.”

DESIGNING FOR SOCIAL IMPACT

The Clayton Community Centre is the first building to test hcma’s homegrown social impact framework, which is based on principles of equity, social inclusion, sustainability and adaptability.

“We know there are all kinds of ways we can measure the technical environ mental performance of buildings, but especially in community facilities, for a long time, we’ve been interested in measuring social outcomes related to facilities,” says Higgs.

The framework informed how deeply the community was engaged, leading to extensive conversations around inclusivity that strives beyond building codes.

“The reality is the building code is the absolute minimum requirement that we have to meet, so in some ways, we look at it as the absolute worst we can do,” says Higgs. “Anything above and beyond that is better, and for us that means learning from our mistakes, learning from others’ mistakes and talking to people with lived experience so we can understand the barriers they face.”

More than half of Canadians though have not participated in any community development consultations. A study released in April from the non-profit Angus Reid Institute—in partnership with Rise For Architecture—found

many Canadians don’t participate in consultations due to cynicism, lack of information or they feel their voices won’t make a difference.

The same survey revealed Canadians are near unanimous in their belief that new buildings should be accessible to people with disabilities. Behind the walls of Clayton Community Centre, accessible design considers all levels of visual impairment, intuitive wayfinding and gender diversity.

For instance, door widths and wheelchair radius’ carefully consider vertical circulation. To make the user experience similar for elevators and stairs, the start and end points for both modes of transportation are closely aligned.

Upon entering, the facility’s sole reception desk offers a clear visual so

patrons understand where to approach for questions, while contrasting surfaces and well-located signage improve navigability.

BETTER CHANGE ROOM EXPERIENCES

For a long time, hcma has been designing universal change facilities in aquatic centres, but doing so for a washroom facility at a community centre was a new experience.

“We did quite a bit of work trying to figure out what were precedents in North America and there really weren’t any,” says Higgs. To shepherd other architects through similar projects, the firm compiled a 36page best practices document called, Designing for Inclusivity: Strategies for Universal Washrooms and Change

�From left to right: clerestorey windows on the exterior of the library offer a glimpse of the two-way glulam roof design; inside the library, users are surrounded by views of the outdoor parkland. Images by doublespace photography.

Rooms in Community and Recreation Facilities, with advice from TransFocus Consulting.

One guiding principal is that access improves for everyone when the design reduces barriers for vulnerable populations.

“The best design processes involve consultation with a variety of user and advisory groups in order to mitigate concerns, while design strategies can help increase comfort for as many users as possible,” the document states.

For instance, designing stalls to a higher standard of privacy than found in most gender-designated washrooms and change rooms helps achieve comfort, while creating openness in adjacent areas promotes safety and visibility.

Gender-designated spaces should also be improved upon, rather than offering

transgender and non-binary people only a universal option. Including ‘Trans people welcome’ on signage in these spaces helps alleviate the stigma.

INTEGRATING FOUR DISTINCT CLIENT GROUPS

The end result brought together four clients from the city—recreation, library, arts and parks— all accustomed to operating out of their own separate buildings. The library, for instance, has its own funding stream, reports to a separate board of directors, and holds different operating hours.

Each client expected to co-locate and deliver their services separately, but quickly realized there wasn’t enough funding available to meet all needs.

“We worked with them to move away from this idea of siloed operational services to something more integrated and shared,” says Higgs. “It was a huge difference for this project, which was a surprising amount of work, both in the design and now in terms of thinking about the governance and operational structure of the building.”

The community’s desire for a large, non-programmed social space was one vision that pushed the clients to pool space and resources and relinquish some of their individual areas.

One of the largest barriers at community centres is being able to provide free space, says Higgs. “Libraries are fantastic at that, but for many community facilities there’s a lot of programming that exists behind a pay point.”

Mimicking a clearing in a forest, this atrium space is the first visual patrons see when they enter the building, inviting users to spend unlimited time, without pressure to engage in any programs.

In a fast-growing city where trees are disappearing, saving the forest on the facility’s land was a larger concern among community members.

One of the most striking features of the building is the two-way glulam roof design, Higgs describes. Resembling the veins of a leaf, the heavy timber structure mimics a tree canopy as a series of large-scale modular interlocking pinwheel units create a two-way wood structure spanning across large spaces.

Beneath the canopy, the civic centre brings forth visions from a suburban community that is uniquely dense and devoid of home garages and other spaces for making and fixing things, like a woodworking studio and community kitchen.

“The fact we could ask questions and see the building change in response to what we heard from the community was really exciting,” says Higgs. “That’s one of the ways of being inclusive—it’s not just getting them into the building physically, but what are the things in the building that allow them to be their best selves.” | CFM&D

Not too long ago, property managers had to rely on posters and paper notices to keep residents informed of maintenance matters, local events, safety protocols, and other building information. But thanks to advancements in digital technology, communication has come a long way. Interactive display screens have made content-sharing faster, easier, and more captivating than ever. Today, it’s about seamlessly integrating all your building’s communication channels with one turnkey solution that enhances the resident experience without the resulting litter, or time required to post and later remove paper posters.

“Imagine you’re a resident of a large condo tower in the downtown core,” says Scot Martin, President and CEO of youRhere Inc. “During the morning rush hour, a live TTC transit feed displayed in the lobby will tell you exactly when the next #12 bus is coming so you don’t have to stand in the rain. It will also show you the professional sports schedule and alert you to any big concerts in the area that will draw additional congestion. If there’s a deal at the local pub, it will give you those details as well. There’s really no end to the uses for these interactive information hubs that can be updated by building management simply using a laptop or a smartphone.”

From weather alerts and neighbourhood deals to amenity closures and recycling tips, if it’s of interest to your residents, then your digital screen is the place to share it. As Martin points out, people today are accustomed to getting their information digitally: “Whether it’s a check-in kiosk at the airport, a digital directory in an off ice building, a wayfinding map in the mall, or a newsfeed on the elevator, digital technology is ubiquitous, and most buildings today are increasingly opting for some form of time-saving digital solution. Condominiums shouldn’t be the exception.”

Digital screens off er convenience without the clutter, content without the clean-up—and in emergency situations, they can even step in as powerful tools for delivering life-saving information.

“When an incident occurs at or near the building that requires the immediate attention of residents, digital screens can be used to quickly relay safety information,” says Martin. “Instructions for various emergency scenarios can be prepared and saved ahead of time so when they’re needed, they’re easy to access and update using our intuitive CMS systems.”

TOP 5 USES:

Whether you’re considering going digital or already have an interactive screen, here are five great ways to make the most of this all-in-one content management solution:

1.

Display maintenance alerts

Effective property managers know that communication is key to cutting back on the number of complaints that typically arise due to maintenance and construction. By informing residents of upcoming work and preparing them for any inconveniences, your complaints will significantly reduce.

2. Highlight important building announcements

Whether it’s a notice about an upcoming Board meeting or an invitation to a resident barbecue, updates can be made quickly and removed with zero hassle (unlike posters and paper notices).

3. Provide live transit schedules

Commuters relying on local transit will greatly appreciate the convenience of having a live transit feed in the comfort of the lobby, especially on cold or rainy mornings.

Units can be equipped with various accessibility capabilities, multiple language options and Content Management Systems, which ensure important messages are seen and heard by all, which can be especially handy for properties catering to specific segments of the population. They’re also a great way to share company sustainability goals, showcase charitable drives, or simply highlight new building features or amenity schedules.

In short, the benefi ts and opportunities are boundless, and when used to their full potential, digital screens can lead to an exceptional resident experience. Supported by intuitive soft ware and built to fi t within any budget, your condominium’s lobby, mail room or amenity space will light up like never before.

To find out more, visit www.youRhere.ca

4.

Showcase ESG and other achievements

Residents will appreciate seeing the results of your community outreach programs and charitable activities; also, digital screens are a great place to post waste reduction targets, results, and showcase your green initiatives.

5. Partner with local businesses

Aside from promoting nearby establishments and supporting the local economy, offering advertising opportunities to local businesses can be a great way to subsidize the cost of your digital screens.

[ operations & maintenance ]

BY BARBARA CARSS

A BREATH OF FRESH AIR

Facility operators could use a combination of air exchange, filtration and purification to comply with the industry-leading guidance for arresting airborne spread of pathogens and contaminants. However, since MERV 13 performance is the baseline requirement—meaning removal of 90 per cent of particles larger than 1 micron and up to 75 per cent of particles that are 0.3 to 1 micron in size— one of the chief drafters of the guidance suggests a MERV 13 filter is the most straightforward and costeffective measure in many scenarios.

Speaking during a January webinar sponsored by the Building Owners and Managers Association (BOMA) of Canada, Luke Leung, the team leader for commercial buildings on ASHRAE’s Epidemic Task Force, provided data and modelling to demonstrate the risk of COVID-19

transmission in average office settings and to outline the comparative benefits of various approaches for ameliorating that risk. Thus far in the pandemic, epidemiological studies in both North America and Europe have found lower incidence of infection in offices than in residential dwellings or other types of venues where people can interact, but that hasn’t necessarily translated into office workers’ perceptions.

“A lot of time when we talk about COVID, and especially in the HVAC context, it’s really about the risk level we want to tolerate,” Leung reflected.

“It isn’t just about being safe. It’s also about feeling safe,” concurred his co-presenter, Steve Horwood, vice president, national building development, with the HVAC service provider, GDI Integrated Facility Services/Ainsworth.

Together, the presenters weighed in on four complementary approaches for addressing indoor environmental quality: ventilation; filtration; air cleaning or purification; and occupancy and space configuration considerations.

Pre-omicron research indicated that, on average, there was a 1.4 per cent

Facility managers could use IAQ combos for arresting airborne spread of COVID

“It isn’t just about being safe. It’s also about feeling safe.”

chance that one infected person could transmit the COVID virus to others within an office space that adhered to ASHRAE’s HVAC guidance if it was fully occupied and no one was wearing a mask. That likelihood fell below 1 per cent with a lesser density of occupants wearing masks, but, even prior to the omicron variant, other variables could influence risk.

For example, there is some scientific evidence that a small fraction (approx imately 2 per cent) of infected people generate vastly disproportionate quanti ties of the COVID virus, making them more virulent transmitters. “Your risk level could be significantly higher if you have a super spreader in your office,” Leung acknowledged.

OUTDOOR AIR BRINGS ENERGY-USE PENALTIES

Beginning with outdoor air intake, ASHRAE’s core recommendations are simply that buildings maintain at least the minimum outdoor airflow rates specified in applicable codes and standards. That’s based on the evidence that 100 per cent outdoor air would deliver a small increment of added risk reduction where MERV 13 performance is in place, but would typically come with a significant impact on energy use.

Even if there is no impact on energy use, Leung cautioned that operators will have to monitor outdoor air quality. As well, he noted that a radiant heating/ cooling system, which is coupled with a dedicated outdoor air system (DOAS) for ventilation, brings in far less outdoor air than conventional HVAC systems — an energy-saving design distinction that’s less adept in the context of omicron.

“Your risk level can be higher because there’s just much less air to circulate around,” he explained. “A MERV 13 filter on the fan coil unit will perform better than a dedicated outdoor handling system with a radiant ceiling.”

FILTRATION AND PRESSURE DROPS

Leung pegged the “first cost” or required capital outlay for MERV 13 filtration at about USD $0.25 per cubic feet per minute (cfm) of air

handled compared to about USD $1.3 per cfm for ultraviolet (UV) light technology or up to $5 per cfm for other air cleaning options. Addressing concerns that MERV 13 filters restrain airflow to an extent that can cause a problematic drop in air pressure, Horwood reported he had seen some good results in a series of tests his company conducted to assess air pressure dynamics across the range of filters from MERV 8 to 13, and theorized that other aspects of product quality also come into play.

“Not all filters were made equal. In about half of the situations, we actually had worse performance from MERV 8 filters because of the material that was used,” he recounted. “We did not see the pressure drop in airflow concerns (for MERV 13) that most people anticipated that we would see.”

That said, Leung advised pressure drops and associated operating cost repercussions would be unavoidable with more rigorous filtration in the MERV 14+ range. To achieve performance of that level, facility operators could use a MERV 13 filter in combination with air purification technology.

PURIFICATION CAN HAVE MAINTENANCE IMPLICATIONS

UV light is an established means for destroying pathogens and disinfecting solid surfaces, and Horwood reported it has shown good results as an air cleaner. To get those results, though, he stressed that the application must be suited to the HVAC system’s size and capacity.

“It’s not something that you can just pluck off the shelf. There needs to be a certain level of millijoules per square centimetre through the full surface of the duct and the velocity of the air through the duct,” he explained. “Be cautious, particularly if you’re talking about large volume air and a (UV) system that is multiple smaller lamps. Multiple smaller lamps increase the opportunity for failure and can increase the maintenance.”

Looking at other air-cleaning applications, Leung suggested ionizers could be a largely redundant precaution in elevator cabs. That’s based on the short duration of elevator trips and the assumptions that the elevator has an exhaust fan facilitating up to 70 air exchanges per hour and that passengers will be wearing masks.

Citing a Chicago study that estimated there’s a 0.005 per cent chance of becoming infected in those conditions, he expressed his own confidence in vertical travel. “I don’t feel particularly concerned if I get into an elevator and people are wearing masks,” he said.

RESOURCES FOR FACILITY MANAGERS

While mask wearing is contingent on broad cooperation of office occupants, facility managers can play a role in risk reduction through awareness of directional airflow and the impact of office configurations. Leung described localized airflow patterns as a quirk that can’t be foreseen in big-picture recommendations, pointing, for example, to a well publicized case of airborne spread within a restaurant. “Heavy air flowing in one direction with high velocity is part of the reason why the person got infected over 20 feet away from the source,” he noted.

A paper presented at ASHRAE’s 2022 winter conference examined how office furnishing can affect air circulation and best practices for furniture arrangement. “It can be a value-add for your tenant,” Leung said.

Turning to tools for facility managers and operators, Horwood promoted the free online calculator his company has developed to help navigate ASHRAE’s formula for outdoor air equivalency. “You just need nominal knowledge about HVAC systems. You can slot in your square footage, what height, what MERV filter you are using, if you’re using UVC, if you’re using HEPA, and it will demonstrate the benefits of using MERV 13 or using other devices, but with MERV 13 being the easiest,” he said. | CFM&D

Barbara Carss is editor-in-chief of Canadian Property Management.

ROOFTOP SAFETY TRENDS – RAISING THE BAR ON ROOFTOP SAFETY & COMPLIANCE

The building design process includes many considerations for how it will serve the occupants working or living within it. And often, the technology required to optimize building safety, comfort, and efficiency ends up being installed on the roof. These components may be necessary, but any piece of equipment added to a roof poses a degree of risk for those who may need to work in that space. And with rooftop footprints and configurations in constant flux, considerations for safety cannot fall through the cracks.

“Like every building component, roof footprint, features, and conditions can evolve over time; these changes can introduce challenges with accessing equipment,” says Vernon Ghinn a roof access and safety specialist at Skyline Group. “That’s why rooftop safety isn’t

a set it and forget it responsibility; it is something that should be reviewed and improved upon quarterly to ensure you’re staying in compliance and keeping everyone safe.”

EVOLVING HAZARDS

Working at height comes with numerous risks. More and more, those risks include having to navigate access points (e.g., ladders or hatches) or rooftop equipment (e.g., HVAC systems, ducts, solar panels) that’s been installed throughout the space and – more frequently - near roof edges.

For example, says Ghinn, “At times, rooftop units are installed at the edge because that happens to be the quickest and easiest location for the installers to place the unit. The challenge lies in servicing those units, however, as a safety solution will be required to create a safe perimeter and working environment.”

Roofing layouts can also pose risks. For instance, flat roofs can become

slippery to walk on when wet depending on the roofing membrane.

Added to these traditional hazards are the ones that appear over time. For example, building upgrades that affect the roof structure and design can also impact its elevations, requiring new safety equipment and considerations.

“That’s why it is important to understand the future state of your roof and how the roof is being accessed,” says another safety rep with Skyline. “Corridors are provided inside the building for safe access, so the same consideration should be given to the safety personnel required to keep the building running while accessing the roof.”

Another trend impacting roof safety is that rooftops are becoming more crowded. As land prices rise and available space in populated areas decreases, organizations are optimizing their investment by making more use of their available space. Some of that focus is being turned to rooftops, where building operators are turning their rooftop into a publicly accessed space (e.g., a garden or patio) or investing in energy-efficient technologies (e.g., green roofs or solar panels). The result is a packed environment that requires safer access to all roof areas and increased awareness of potential fall hazards.

“Ultimately, it is important that your roof access and safety solutions stay up to speed with your roof as it goes through different transformations,” adds Skyline’s rep.

STAYING COMPLIANT AMIDST REGULATION CHANGES

As building envelopes adapt, so do safety compliance obligations. This is also true of roof and height safety standards, which are constantly adapting to reflect emerging hazards.

“The number of roof fall-related injuries is alarming, so it’s only natural that local and national standards are getting stricter,” says the Skyline safety rep, explaining, “Today, more and more third-party service providers have their own safety guidelines that prevent employees from working on roofs unless the right safety equipment and protocols are in place.”

Aligning with such standards is a necessary challenge, especially since failing to keep a building compliant or ensure an installation is done to local safety guidelines can lead to serious injuries and costly liabilities. As such, it’s important to recognize hazards as they emerge and never lose sight of one’s safety responsibilities.

“It’s about accessing the roof safely, while working in a hazard free environment, in order to get back down from the roof safely,” says Ghinn, adding, “The fact is that the number of roof fall-related injuries is alarming, meaning there is room to improve on safety. The good news, though, is that the risks we’re seeing out there today can be mitigated with the right partners and height safety solutions that are readily available.”

RISING TO THE CHALLENGE WITH THE RIGHT SAFETY EQUIPMENT

No doubt, modern rooftop hazards require modern safety solutions. For example, says the Skyline rep: “We see too many access ladders that are cut short at the bottom, requiring an extension ladder to gain access to the actual roof access ladder itself. This is often done to restrict access to the public, but climbing a small ladder to grab the roof access ladder to then climb onto it is just simply dangerous. That’s why we developed a lockable gate to block the first five feet of steps and restrict unwanted access.”

The ability to manufacture ladders, guardrails, walkways, and various other rooftop safety solutions in modular sections is also proving to be a benefit for today’s contractors. These solutions can be transported to the roof via a service elevator versus renting a crane, while also being installed in a fraction of the time. All while offering the capability to customize a solution that best fits the needs of the roof and local guidelines.

“The savings become quite substantial for all parties,” says Skyline’s rep, explaining, “Our non-penetrating permanent guardrail system, for example, is designed to be lightweight and modular, making it quick and simple to install without needing to fasten into the existing roof frame. This eliminates the need to reseal the roof membrane for old or newly warrantied roofs after an installation.”

Protecting workers and staying in compliance means understanding your rooftop hazards before heading up onto the roof, while having a solution in place to mitigate the risks as they unfold.

After all, adds Ghinn, “Nobody should discover safety by accident.”

Skyline Group is a leader in roof access and safety compliance and contributed to this article. For more information on their rooftop safety solutions and their complimentary lunch & learn program, visit www.skylinegroupintl.com

BY KELLY WIDGER

IMPROVING TRANSPARENCY IN THE BUILDING LIFECYCLE

Advancing projects in the P3 space through BIM.

As many facility man agers know, the aver age building lifecycle is fragmented and opaque. A lack of communication and transparency force the stakeholders responsible for differ ent project phases to work in isolation. Under these circumstances, decisions made during design and construction cause common, sometimes catastrophic, issues during the operational phase, leav ing FM to pick up the pieces.

Building information modelling, or BIM for short, has the potential to transform the way we design, construct, and manage the built environment by joining up that lifecycle. For this change to happen, however, the FM industry must dispel some of its enduring misconceptions about BIM. Contrary to popular belief, it’s not 3D modelling software. A more accurate description is that BIM is a workflow that uses 3D modelling and other technology to create digital representations of a building’s physical and functional components. The comprehensive data from these models can help facility managers and other parties to monitor and share information across the building lifecycle, enabling more strategic decision-making.

By integrating BIM with IWMS (in tegrated workplace management system) software, FM users can see the asset’s loca tion, including access or permit require ments, and access information about the asset itself, such as service history, manuals, warranty details, minimum/maximum temperatures, types of materials, and more. This capability guarantees more efficient information-sharing between the numer ous stakeholders that collaborate to build

and operate facilities. It also reduces the number of errors, thus enabling design innovation, ensuring construction quality, and reducing construction, maintenance, and energy costs.

BIM AND DIGITAL TWINS

Taking the technology to the next level, once a BIM model gains access to continuous operational data—for example, through the use of sensors— these digital representations can become ‘digital twins,’ a virtual version of the building. These digital copies are then used to model out scenarios, to gain insights about how to improve operations before applying changes in the real-world environment, to improve efficiencies and mitigate risk.

Digital twins contain four layers of information: the physical layer (the ‘as built’ data; the building system layer (a BMS to deliver real-time data from systems and components); the people layer (delivering behavioural data); and the enterprise layer (IWMS software relating to processes across facility and property management).

A GAME-CHANGER FOR FM

The FM industry has many horror stories of ill-judged design ideas that unravelled once they met the harsh realities of operations. There’s the recent tale of 432 Park Avenue, a super slender high-rise in Manhattan, New York, and briefly the tallest residential building in the world. Since opening, the tower has been plagued by residents’ complaints and news stories about water damage from plumbing and mechanical issues, elevator malfunctions, and creaky walls –all of which seem to stem from its 1,400-

foot height, a feature once the unique selling point for buyers.

Then there’s Strata SE1, a 43-floor residential building in London, England, which features three distinct wind turbines on its roof capable of providing 8 percent of the high-rise’s energy needs. Built in 2010, the tower was the first in the world to have wind turbines integral to its structure rather than installed in a retrofit. But there’s only one problem: in the 12 years since opening, they’ve hardly ever moved. Some reports suggest that the wind turbines are simply too costly to maintain and that residents find them too noisy.

These tales highlight something important. By involving FM professionals and FM technology earlier in the building lifecycle, projects can minimize the risk of costly repairs and refurbishments further down the line while delivering against other core objectives, such as meeting green commitments and keeping occupiers happy.

P3 POTENTIAL

Another common misconception is that BIM only works with new builds. Nothing could be further from the truth.While BIM is extremely effective when it’s implemented during the planning and construction phase, it can also be used to retrofit buildings, a particularly useful capability at a time when organisations are looking improve the energy efficiency of their buildings as part of broader zero targets.

FM teams can quickly and cost-effec tively laser scan existing environments and use this data to create BIM models to aid decision-making long into a build ing’s operational life. This means that BIM can deliver significant benefits for long-term projects, such as public-private partnerships (P3) where there is a need to demonstrate transparency and perfor

mance over periods of up to 25 years.The P3 sector is in a strong position in Canada. There are 38 infrastructure projects cur rently using the model in Ontario alone right now. Nonetheless, the pressure is still on P3 projects to keep public sector spending low and the value for public sec tor users high.

By integrating BIM with IWMS and payment mechanism (paymech) software, stakeholders can ensure better transparency across the whole P3 contract lifecycle. Paymech technology gives confidence to all parties that the project can operate according to the terms agreed, providing reports and trend analysis of service failures, deductions and rolling threshold values.Aligning BIM with the contractual terms also gives users clearer data to help deliver on time and within budget, adhere to compliance, and minimize those deductions. For FM service providers, integrating BIM with an IWMS enables more effective maintenance regimes as well as maintaining a comprehensive, fully up-to-date BIM model once the contract comes to an end and the building is handed back to the public sector client.

GLOBAL LESSONS

There are plenty of lessons globally for how BIM can deliver significant value to public sector projects. Though it doesn’t operate under a public-private partnership model, a local administration in the City of Gothenburg, Sweden, recently commissioned international IWMS and BIM software provider, Service Works Global to develop a 3D BIM model of an 8,000 sq ft school with the aim of using the data to help renovate and build an extension to the site. Prior to the construction, the local government department noted that the existing 2D building drawings were inaccurate. Changes and renovations made by the school over the years hadn’t been updated consistently, so the decision to 3D scan and create an accurate 3D model of the building and its outdoor environment was an easy one to make.

The use of BIM has ensured that the architects and designers involved

in the project have a complete dig ital model and do not need to take additional measurements on site to produce new data. Additionally, they have all the correct infor mation to hand over to the con struction workers and FM teams once the project enters subsequent phases.

There can be no doubt of the potential for BIM to revolutionize FM by bringing the discipline closer to design and construction and allowing it to exert greater influence over every phase of the building lifecycle. Better collaboration with other stakeholders means better buildings and more efficient operations. BIM also has significant long-term potential. Lifecycle data from sophisticated digital twins could help inform future projects, serving as a continuous improvement tool that allows designers and architects to learn from FM’s operational expertise. | CFM&D

Kelly Widger is the general manager, Canada, for Service Works Global.

BY JOHN GREGORY

SOCIAL HOUSING FACILITY RAISES DESIGN BAR

Vancouver has always been the Passive House epicentre of Canada, but more cities across the country are taking the plunge. Last year, York Region in Southern Ontario, which encompasses municipalities like Markham, Vaughan and Richmond Hill, began piloting the international standard with a social housing facility for men facing homelessness. Why now?

Anew men’s emer gency and tran sitional housing facility, set to rise in Aurora, Ontario, has opened the door to pilot-testing Passive House “as one of the most efficient uses of public funds for hous ing,” according to Melissa McEnroe, manager of affordable housing for York Region.

“It has been our aspirational goal for the past five years,” says McEnroe. “But only recently have we had the local capacity to design and build it.”

Passive House is a voluntary standard for achieving extremely energy-efficient buildings. Known as a “factor-10 house,” it uses one-tenth of the energy of an average building, which comes from the residents’ body heat or solar heat. This is the result of an envelope of

insulation with an R-factor almost 100 per cent greater than a standard build. The entire building is sealed airtight, and the triple-glazed windows are warm to the touch. A Passive House keeps the heat in.

“The space heating demand is equivalent to heating your home with the light of one candle,” says Deborah Byrne, COO and director of Passive House Design at Kearns Mancini Architects (KMAI)—the firm designing the project.

Passive House buildings are also praised for their higher level of comfort.

“This is healthy housing; the building provides constant fresh air,” says Byrne. “It is comfortable housing with wellness built in; there is little or no active

heating or cooling. With constant lowflow ventilation and with constant air and surface temperature, there are no drafts or cold spots.”

Ventilation is also the new code word for COVID-19 prevention. Old-style multi-unit buildings are synonymous with stale air—the air return being sucked down the hallway, along with the odours of everyone’s supper. With Passive House, every room has cleaned, filtered, fresh air, which is offset by efficient stale air extraction, providing an energy balance.

TAPPING INTO AFFORDABILITY

York Region is forward-looking in sustainable building practices, but in the end, it comes down to money. “All utilities are paid by York Region,” says McEnroe. “Passive House is in our best interest for cost recovery.”

Right outside York Region, the Putman Family YWCA in Hamilton, another Passive House design by KMAI, cost only two per cent more to build, compared to code construction and saves up to 90 per cent in ongoing thermal energy costs. With this formula, the slight additional capital costs will be paid back in two years.

McEnroe is keen on pursuing the standard much further. “Passive House is now a reasonable option. Skill levels are starting to catch up. There is a maturity to the sector, which is now available to those who are seeking Passive House.

“Also, we have local options in modular builds with prefabricated panels,” she adds. “To meet the terms of the rapid-housing initiative and other quick-start funding opportunities, we need not only the money, but the professional skills, materials, and supply solutions at the local level.”

Funding from the Canada Mortgage and Housing Corporation and the cost effectiveness of modular building are also making Passive House easier to pursue in York Region.

At KMAI, where Passive House design is insourced, the firm co-developed the prefabricated modules for the Putman Family YWCA and worked with a manufacturer to develop a modular steel wall system for an affordable housing

project in Windsor, Ont., which is now the first certified Passive House wall component in Canada.

McEnroe believes that the skills set and new materials are a direct result of the market investment. “The desire is here,” she says. “That’s what is driving the market. The systems being put in place to build long-term, sustainable affordable housing are requiring this.

“Like any developer, we need to quantify the risk,” she adds. “If the products and materials are made here, and if it’s reliably available for delivery on-site, then it becomes much more developer friendly. Available and sustainable, that’s the key. Knowing the risks in construction allows us to quantify the risks early on and make better decisions for the project’s success.”

PUBLIC FUNDS FOR PUBLIC GOOD

At the same time, McEnroe does not want to sacrifice liveability for economic sustainability. “Passive House just feels different,” she says. “It feels more still. Institutional settings like long-term care or emergency and transitional housing are a perfect application, where each room is separately ventilated and climate controlled, and utility costs are centralized.”

As infection control figures prominently into the new men’s facility, planned for completion in 2024, Passive House airflow will help make the building as disease-resilient as housing can be and, also, maybe pandemic proof.

The airtight envelope controls all the air coming in and out of the building. The ventilation systems are equipped with hospital-grade filters, which remove 99 per cent of known pathogens

and toxins. Passive House can optimize the relative humidity in the building as it offers optimal conditions for the human body to fight off any potential airborne disease.

Healing will be an integral concept to this refuge for adult men experiencing or at risk of homelessness.

“York hired a consultant to recommend the location of the building,” says Jonathan Kearns, CEO and principal in charge of KMAI. “They recommended the south side, but our concept was for the north where it connected with a wooded area and had a warm southern exposure. Here, the men could walk out into the trees, find some peace and have a forest bath as it were to help them heal.”

“This project is just good all around,” adds McEnroe. “The social good of 30,000 square feet of homes and services for men at high risk. The environmental good of using public money for a Passive House design – engaging local talent to grow the segment and provide an example of how to move forward. It’s a great example of efficiently using public funds for the most public good.”

In social housing facilities, residents are often unable to live in the entire space in winter or summer because of mould, dampness and condensation. The effects of this type of housing on someone’s physical and mental health and on a person’s self-esteem can be dire.

As the industry works to find that happy medium where affordability and livability thrive, where healthy, low-energy buildings help mitigate the social and environmental problems communities are facing, Passive House offers a path forward. | CFM&D

“The desire is here. That’s what is driving the market.”

John Gregory is a Toronto-based freelance writer. He runs an educational communications firm with his partner, Marcia Cunningham (www.cgced.com). They have worked extensively on environmental issues: energy conservation, electric vehicles, renewable energy, climate change and resilient, liveable cities.

LET THERE BE LIGHT

From expansive luminaires for large spaces to delicate fixtures for corners and corridors, the latest lighting designs add a touch of elegance to suit all sizes.

The internal geometry of the Billie large-scale luminaire, by Eureka, is optimized to improve the light spread inside the shape. A return around the bottom edge acts as a reflector, casting shadow-free light evenly onto the curved interior surface. The luminaires are available in 24-inch, 36-inch or 48-inch diameters. Exteriors are available in a textured black or white finish or RAL colours. Billie is offered with fully dimmable low, regular, or high output. The luminaire delivers a range from 1,214 to 10,508 lumens.

Suitable for high ceilings, the Relay luminaire by A-Light, comes with the versatility to construct many contours and geometric patterns. Corner options are available in 90- and 120-degree angles. Relay can be specified with direct or indirect illumination, or a combination of both. Recently lauded with a LIT Design Award, it comes with a tunable white option or dim to warm, with a range from 5000K to 2700K. Other options include fully recyclable acoustic panels.

Lithonia Lighting launched the BLT Low Profile LED luminaire, featuring a centre basket design. High-efficacy LED light engines deliver energy savings and lower maintenance. Packages range from 1,500 to 12,000 lumens, with a 150-plus lumens per watt to help maximize energy efficiency. Both nLight wired and wireless controls manage lighting in a single room, an entire floor or building, or across an entire campus.

New from Louis Poulsen is VL Studio, inspired by the archives of Danish architect Vilhelm Lauritzen and his 1930s Gesamtkunstwerk Radiohuset (radio house) in Copenhagen. A modern take on the studio light once featured throughout the former headquarters of the Danish Broadcasting Corporation, the lamp, for floor or wall, emits a glare-free diffused light through three layers of mouth-blown opal glass to produce a warm white glow. The lamps are ideal for retail concepts, restaurant corners or windowsills, corridors and boutique hotels.

New from SONNEMAN–A Way of Light is Systema Staccato, made of lightly scaled geometric elements that form intersecting or linear constructions in a variety of configurations. The crisp rectilinear bars support minimal tubular elements with luminous trims, extensions, or shaded reflectors for general and directed lighting functionality. Systema Staccato comes with the option of three trims and shades and can be used as single fixtures, clusters, linear patterns, or configured for expansive designs across larger spaces.

Zaneen, along with its manufacturing partner Unonovesette, have introduced Ranger 30, a flexible and durable IP67 in-ground drive-over recessed linear light. The design allows multiple units to be placed end-to-end to produce continuous illumination without interruption. The latest generation LED engine developed in-house is available in 2200K, 2700K, 3000K, and 4000K. The dedicated IP68 plug-and-play cabling system is easy to install. Ranger 30 is available in three lengths: 510mm, 1010mm and 2010mm.

Original BTC’s Pebble Pendant and Pebble Ceiling Light fit a variety of sectors, including hospitality, healthcare and commercial spaces. Combining centuries-old manufacturing techniques with the latest in technology, 48 pebble-inspired ceramic forms in three different designs are secured to a central steel frame to create a layered cocoon shape. 3D resin printed patterns are designed and then produced at the British manufacturer’s heritage bone china factory.

BY JANE SLEETH

COMING OUT OF THE SHADOWS

Tapping into the disability purchasing market

Success resides among professionals working in the commercial real estate and design community, partnering with experts who can bring their scientific knowledge of ergonomics and human factors design to various projects—to create buildings for all humans, no matter the ability, age, size, gender, language or culture.

But the real estate industry rarely taps into this science. Canada currently lags behind its European, U.K., Irish, Australian and U.S. counterparts in ensuring building designs place human beings front and centre.

Canadians with disabili ties make up the larg est potential market of consumers, clients, employees and home owners, with an annual buying power of $25 billion.

In North America, Boomers, who represent 84 million people, have $3 trillion in buying power; within this group, people over age 55 have at least one permanent disability, many of which are invisible to the eye.

Value-seeking companies in the corporate real estate and design industry, however, largely ignore people with disabilities and are not effectively responding to the opportunities within this materially new and significant market.

Canadian markets have not been given key data points or accurate demographic

and economic data. Most Canadians envision people with disabilities as being significantly disabled in mechanized wheelchairs, not as the wealthy and welleducated 22 per cent of the population, which is the reality.

Experts in inclusive and accessible design have not effectively educated the marketplace about their expertise and how this adds value to all designs, builds, renovations and upgrade projects across the country.

The solutions are not to be found in provincial or federal laws and regulations. Nor are the solutions embedded in the low caliber building codes across Canada. Unqualified accessibility auditors, providing national accessible building awards, with no return on investment, will also not satisfy the systemic and strategic approach required.

The Canadian population over age 52 is now proportionally higher as of 2018, at 35.5 per cent. This group cannot access offices, commercial towers, recreational and sports facilities, arts and entertainment venues and public spaces. In fact, a growing percentage can no longer access their own homes. The same goes for people with disabilities of all ages.

The science about human end-users must be applied at all phases of inclusive design, aging-in-place and LEED or other green projects.There is no need to cobble together building code standards or inclusive design guidelines; they already exist.

Incorporating human factors design into all projects, right from the start, will increase the value of this hidden, yet strong, disability purchasing market that extends to real estate, while allowing all Canadians to access every facet of the built environment, equally and inclusively. | CFM&D

Jane Sleeth is principal consultant with Optimal Performance Consultants Inc. Established as a national firm in 1990, Jane and her team of Ergonomic/Human Factors Design experts bring the science of the human end-user to all design, build, renovation and upgrade projects, working closely with commercial architects and commercial real estate companies and commercial real estate project managers. Jane and her team can be reached at J.Sleeth@OptimalPerformance.ca

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