CFMD Spring 2023

THE RISE OF THE EXPERIENCE MANAGER

HISTORIC HIGHS

LIBRARY AND ARCHIVES CANADA CREATES CAPACITY FOR HERITAGE AT NET-ZERO STORAGE AND PRESERVATION CENTRE

EQUITY IN THE PUBLIC WASHROOM

COVER PHOTO BY EMA PETER PHOTOGRAPHY

ARCHIVAL ASPIRATIONS

The demand to reduce carbon emissions is pushing the building and design industry to innovate like never before. In-depth assessment reports on the state of our global climate crisis, compiled over the past two years by the Intergovernmental Panel on Climate Change, have clearly stated that the built environment sector is lagging behind when it comes to breaking the status quo.

In this new issue, we look at a brand-new facility that is embracing innovation to slow climate change. Five years after Canada launched a “greening government” strategy, Library and Archives Canada opened the first net-zero preservation centre in the Americas to house the country’s documentary heritage.

The environment is clearly a hot topic, but people are also reimagining buildings to reflect modern values like accessibility. Public washrooms are aflush with noninclusive designs—for instance, in many newly constructed schools, washrooms are not equipped for children’s smaller physical size.Advocates are on a mission to educate facility owners about adjustments that could make a difference. See page 10 for more.

Also in this issue, a crop of professional facility managers offer advice on making meaningful impacts in your organization, recruiting promising employees in very innovative ways, and keeping your career trajectory on the upswing.

Rounding out the issue, an IFMA chapter president discusses how catering to employee workplace experiences is a huge part of being an FM in 2023.

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

SPRING 2023

Volume 38, Issue No.1

EDITOR: Rebecca Melnyk rebeccam@mediaedge.ca

ART DIRECTOR: Annette Carlucci annettec@mediaedge.ca

GRAPHIC DESIGNER: Thuy Huynh roxyh@mediaedge.ca

PRODUCTION MANAGER: Ines Louis Inesl@mediaedge.ca

CONTRIBUTORS: Barbara Carss, Katerina Karasyova, Danny Mauti, Marcia O’Connor, Nick Stefanidakis.

CIRCULATION: Adrian Holland circulation@mediaedge.ca

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 four 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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TAMING TURNOVER

What happens within an organization when top performers leave? A first-of-its-kind study from UBC Sauder School of Business explored the ripple effect of employee turnover and what types of exits cause the most churn.

Researchers analyzed data from one million employees who worked for a major retailer that was experiencing high turnover — looking at when they were hired, which store, which position, when they left, and why.

They found that layoff announcements have a strong and immediate effect, and boost voluntary turnover among those who survive the layoffs.

“It’s very bad news for organizations, especially if they are laying off high performers, because if those positions get eliminated, both high and low performers start quitting,” explained UBC Sauder assistant professor Sima Sajjadiani, who coauthored the study with John Kammeyer-Mueller and Alan Benson of the University of Minnesota. “It’s a signal that people’s jobs aren’t secure, and the organization doesn’t care about them, no matter how hard they work. So they think, ‘I should leave as soon as possible.’”

When employees decide to quit, the ripple effect of voluntary turnover takes longer to occur as workers feel they have more time to react. However, these types of resignations can spread “like a contagion” among quality employees.

The research also found that low performers are more likely to remain following the voluntary turnover of high performers, further compounding negative effects on an organization.

The study, “Who Is Leaving and Why? The Dynamics of High-Quality Human Capital Outflows,” was recently published in the Academy of Management Journal.

UVIC LAWS CENTRE UNDERWAY

The University of Victoria’s National Centre for Indigenous Laws will be a new 2,440 square-metre addition to the current UVic Fraser law building.

Designed by Two Row Architect, Teeple Architects and Low Hammond Row Architects, the building will house the joint degree program in Canadian Common Law and Indigenous legal orders (JD/JID), and the Indigenous Law Research Unit.

The design reflects long-standing relationships between the law school and the Songhees, Esquimalt and WSÁNEĆ peoples. Features include the Environmental Law Centre, the Business Law Clinic, the Access to Justice Centre, an Elders’ room and garden, and spaces for gathering, ceremony, and sharing of histories and knowledge. Completion is on track for fall 2024.

DUAL DIRECTION

A new agreement means less paperwork for applicants pursuing LEED and WELL certification for the same building. The Green Business Certification Inc. and the International Well Building Institute have introduced a streamlined process for submitting documentation.

New guidance documents and online tools highlight the credits that are applicable for both programs and create a pathway for claiming them. WELL version 2 can be matched with LEED version 4 or v4.1 for building design and construction or interior design and construction.

BY MARCIA O’CONNOR

MEANINGFUL IMPACTS

and a desire to want to make a difference. Model the behaviour you expect. Create a productive, engaged, and motivated team that is capable of achieving their goals.

ALIGNMENT AND FUTURE PLANNING

A facility manager’s work is often aligned with the corporate vision, mission, and values. Having a strong grasp of the organization’s goals helps realize their responsibilities with greater drive and passion. Brainstorming plans to support sustainability, energy initiatives, workplace strategies, and technology enhancements are a few common business priorities.

Behind the scenes, facility managers contribute to the production and success of their organizations by establishing positive relationships and encouraging buy-in to vital facility initiatives. Here are some ways FMs can make meaningful impacts.

TRUST, HONESTY, AND RESPECT

A range of strategies that build trust, honesty, and respect ensure effective and efficient support services. Meaningful intent stems from our demonstrated empathy towards stakeholders, understanding their health and safety concerns and needs, working collaboratively, and remaining accountable for our decisions.

This can come in the form of implementing policies that promote safety, security, and comfort—for example, improving lighting conditions, conducting accessibility assessments, adding ergonomic furniture, creating enticing break spaces, etc.

Communicate regularly in a trans-

parent and honest manner. Be upfront about decision-making processes and offer timely information. Each project requires follow-up and evaluation to ensure thoroughness and to review performance with feedback from stakeholders. Staying in touch builds a foundation that fosters relationship building.

PEOPLE MANAGEMENT AND TEAM LEADERSHIP

Leading teams to align with company priorities is another meaningful impact. Assign tasks based on each team member’s strengths and encourage them to advance the workplace experience based on current and futuristic trends. The right FM team provides a forward-thinking mindset

Maintenance and workspace management programs reflect the company culture and impact our future planning. Have a strategic vision and recommend strategies to improve operations. Offer suggestions to improve health and safety and move towards sustainable practices. We took charge when responding to the recent pandemic, and our executives have recognized our expertise.We are the problem-solvers that puzzle through our systems, ensuring a balanced approach within our buildings for our customers, technology, and operations.

Sometimes, it is easy to forget that we not only maintain buildings and operations; in the end, everything we do is for our staff and customers. Keep your lines of communication open, be effective leaders, keep up-to-date with your corporate culture, be able to pivot, but most of all, be approachable, friendly, patient, and flexible with the needs of your staff and customers. |

CFM&D

Marcia O’Connor is president of AM FM Consulting Group. She is a strategic-minded 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. She is the lead instructor for the University of Toronto School of Continued Studies’ facilities management courses, including the FM Certification Program and many others.

BY REBECCA MELNYK

CAREER MOVES: WOMEN IN FM

Self-advocacy and creative recruitment

Across the globe women make up just 20 per cent of the facility management workforce.

A report released in March from IFMA, “Women in FM: Trends in the Workplace,” also found that over the past decade there has been minimal

change to this gender mix. Women also hold one-third of entry-level roles, but only 15 per cent of senior-level positions, which indicates they are not staying in the FM profession. Amid the ongoing exodus of aging FMs there are fewer women nearing retirement than men. A discussion earlier this year

gleaned perspectives from women executives on how they promote the FM industry, cultivate gender balance, and self-advocate.

Danielle J. Floyd is director of public works for the County of Delaware where she oversees the implementation of the county’s $75-million, multi-year capital

improvement program for its 70 buildings, 16 parks, and trails.

After stepping into her role last year, her workplace re-framed from “doing the absolute necessary” to a “start-up” on the brink of dynamic change. She prizes being transparent to candidates about the unstructured reality of the job, while scoping out talent across various industries.

“I don’t necessarily require [employees] to have significant experience in design and construction because I do think as women we have amazing transferable skills,” she noted. “Sometimes it’s about having that extra conversation — to be able to define how the work they are doing now can be transitioned to work in FM. It takes patience and seeking out in areas you might not otherwise consider.”

Of key importance is bridging women, including those in underrepresented communities, into the FM workforce. “The more we define what this space looks like, the more effective we could be,” she said.

Alishia K. Jolivette Webber, officer of facilities, maintenance and operations for the Houston Independent School District, explained how school districts are experiencing turnovers across the United States. Amid a lack of highly skilled workers, she encourages and promotes from within her team.

“I get excited when I do see team members wanting to move up,” she said. “If I see you sitting in that position for more than two years, I’m going to ask you why and what’s your goal. We want to retain the great talent that we have, but I don’t want anybody to just sit back and be in a position for an extended period

of time, not challenging yourself or learning more.”

PIQUING INTEREST

Facility management isn’t a career path many people know about. Both women acknowledged how it requires increasingly creative recruiting tactics.

Last summer, Floyd’s department gave college interns the chance to use social media platforms, specifically Instagram stories, as a way to promote sustainability work, including capital projects.

“If you think about the way people get that information it is in very small snippets,” said Floyd. “No one is going to sit down and watch a 30-minute video about facilities and all the different opportunities, but they’ll watch a 20-second TikTok.”

Doing so, gave the interns an outof-the-box way to engage their peers and garner interest. “Once you spark interest that can lead to lots of other conversations,” she said. “It started off really small but turned out to be very effective. It was a great use of their talent.

“Thinking broader around facilities management, finding more creative ways to highlight the work so it doesn’t feel so technical and intimidating, but more personable in a way that someone can see themselves doing this. . . is definitely something I want to use moving forward,” she added.

The annual “When I Grow Up” career expo, a lively event hosted by the Houston Independent School District’s career readiness department, gives K-12 students exposure to facilities management and skilled trades. High-school students can apply for on-the-spot summer internships

in various city departments. Jolivette Webber says it’s an in-person way to refresh and reframe the idea of the profession. “We share what we do; it’s not just turning a wrench or mopping, it’s planning, construction, designing and maintaining,” said Jolivette Webber.

SELF-ADVOCATING

Compensation was a highlight of IFMA’s report, which found that women facility managers actually receive similar pay as men for entry-level and early mid-level jobs and significantly higher pay than men for more senior-level FM jobs.

A thirst for continuous learning, but also peer networking, is key, said Jolivette Webber, who holds multiple certifications as well as a Master of Business Administration degree in business management with a leadership concentration.

As far as salary goes, she said it may take time, but never stop fighting for your worth.

“I absolutely refused to compromise on the requirements that I had to take this role,” added Floyd.“Knowing what I was inheriting and what wasn’t happening before I got here, there was absolutely no way I would have accepted anything less than the person prior to me.”

Deciding whether to leave a comfortable role can be just as challenging as fighting for your worth in a new role. “Sometimes, the part of the profession we don’t talk enough about is knowing when you have done everything you can do and when it’s time to politely say “thank-you, goodbye,’” she said, adding, what helps is reaching a defined level of success and making a difference you feel satisfied about. |

CFM&D

“No one is going to sit down and watch a 30-minute video about facilities and all the different opportunities, but they’ll watch a 20-second TikTok.”

DESIGN

BY BARBARA CARSS

PUBLIC WASHROOMS FOR ALL

Practical adjustments could improve safety, convenience and assurance

with disabilities more assurance to learn, work, play, enjoy social relationships and contribute to the economic and cultural life of their communities.

“At its core, where we go to the bathroom when we’re away from home is a question about equity and our right to the city,” observed the discussion moderator, Rhonda Solomon, a PhD candidate and researcher at University of Toronto’s School of Cities and Centre for Global Disability Studies.

That has prompted the sharing of details about private bodily functions so that designers, contractors, landlords and property/facility managers can gain a clearer understanding of how best to accommodate — or avoid thwarting — the intended patrons of accessible bathrooms. Julie Sawchuk, a Rick Hansen Foundation Accessibility Certification (RHFAC) professional and author of the resource manual, Building Better Bathrooms, explained some of the practicalities from her perspective as a paraplegic wheelchair user reliant on a catheter to empty her bladder.

“These are uncomfortable conversations, but if you don’t know the whys behind an accessible toilet set-up then you can’t really understand why a set-up just isn’t right,” she said. “I could have filled this presentation with stories of what not to do because that’s primarily what I see.”

Bad form abounds in purportedly accessible public bathrooms, whether it’s fixture configurations that don’t suit the needs of people with disabilities or the conduct of able-bodied people who misappropriate the space. Accessibility advocates participating in a recent online discussion highlighted

some practical adjustments and lowcost investments that could improve safety and convenience, giving people

Similarly, Michelle Cousins, mother and principal caregiver to a young teenager reliant on a wheelchair, decried the lack of accessible bathrooms properly equipped for children’s smaller physical size and

“When I had to approach the school board and say: ‘this bathroom is not accessible’, they were perplexed.”

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shorter reach. That’s an inadequacy she has encountered even within relatively recently constructed schools where bathrooms comply with adult-sized accessibility standards.

“When I had to approach the school board and say: ‘this bathroom is not accessible’, they were perplexed,” she recounted.“How we do some very intimate tasks is not something that most people talk about.Yet it’s through this vulnerability and this willingness to share that we really educate and inform, and hopefully bring about change.”

BASICS OF FIXTURE PLACEMENT AND RESPECTFUL ACCOMMODATION

Sawchuk sketched out some of the basics, beginning with well-lit identifying signage that includes Braille and is placed adjacent to the door latch for maximum visibility and reachability. Inside, the sink, taps, soap dispenser and hand-drying towels/equipment should be reachable from a sitting position and all reachable from each other. There should be an adult-sized changing table and an emergency call system.

There should be a minimal height differential between toilet seats and wheelchairs. U-shaped toilets with a space in front allow catheter-users to more easily reach between their legs. That should go in tandem with a toilet seat lid that will protect and cushion their backs as they lean backwards. Grab-bars should be installed on both sides of the toilet and the sanitary disposal container should be easily reachable from the toilet.

“Grab-bars serve the purpose of balance,” Sawchuk advised.“If you need one grab-bar, more than likely you would benefit from having the use of two grab-bars.”

The toilet roll holder should be placed so it doesn’t obstruct gripping of the grab-bar or pose a hazard for knocking hands or elbows, and it should be operable with limited dexterity. Uncovered toilet rolls that can be easily dispensed from below the grab-bar or within the grab-bar itself are recommended.

“In commercial set-ups, you always see those giant toilet roll holders, and where are they? Always right above the grab-bar,” Sawchuk noted.

Meanwhile, grab-bars calculated to be within an adult’s reach risk throwing chil-

dren off balance, particularly if their feet can’t touch the floor because the toilet is geared to an adult’s height.That height differential can also create an added challenge for those, like Cousins’ daughter, who use a transfer board between their pediatric-sized wheelchair and the toilet.

“I have become the human grab-bar for my daughter,” she said. “There is a gap in public settings between what we need and what we find.”

Among other frustrations, she calls out able-bodied people for using accessible public bathrooms. Although there is general social censure around illegitimately commandeering designated accessible parking spaces, attitudes tend to be more ambivalent if accessible bathrooms are conveniently nearby and unoccupied at the time.

“There is nothing inherent in the design of these accessible bathrooms that safeguards the space for the intended enduser, which is the person with the disability,” Cousins reflected. “We have to rely upon social conditioning and the goodwill of others to make sure they reserve those spaces for those who need it.”

LOOKING TO THE UNITED KINGDOM

Joining the conversation from afar, Karen Hoe, national development manager for the Changing Places program in the United Kingdom, briefly outlined her organization’s successful campaign to gain regulatory recognition for accessible facilities that can meet more complex needs.

Since June 30, 2022 specified new buildings or major expansion projects — including: assembly space for a minimum of 350 people; malls with a minimum of 30,000 square metres (322,000 square feet) of retail space; community centres and sports venues with at least 5,000 square metres (54,000 square feet) of floor area; retail stores with a minimum of 2,500

square metres (27,000 square feet) of floor space; hospitals and primary health care facilities; and cemeteries and crematorium buildings — must comply with Changing Places criteria in addition to existing requirements for standard accessible bathroom facilities.

The new Changing Places standards mandate a space that is at least 12 square metres (129 square feet), accommodating a height-adjustable adult-sized changing table, a ceiling hoist to lift patrons from their wheelchairs onto the changing table and a peninsular toilet so that caregivers could stand on both sides, if necessary. It’s estimated that about 7,000 new Changing Places facilities will be added to the U.K.’s national building stock annually via these standards, augmenting the approximately 1,800 that now exist.

“The Changing Places logo is trademarked. If you see that logo, it’s a guarantee of what you’ll expect to find behind that door when you walk in,” Hoe affirmed.

Accredited facilities are registered and highlighted on a publicly available national map. The Changing Places program is also working with the U.K. government to oversee the design and installation of 600 new facilities, funded with a £32 million (CAD $52 million) allocation in the 2020 budget, and targeting England’s local authorities and motorway service stations.

Sawchuk applauded the United Kingdom’s leading example, but urged building owners/managers everywhere to proactively upgrade their accessible bathroom facilities ahead of regulatory dictates.

“Kids with disabilities become adults with disabilities, and if you need a changing table then you need a changing table,” she affirmed. “And that means that you don’t have to use the floor or the back of a van or a folding table at an arena.” | CFM&D

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

“At its core, where we go to the bathroom when we’re away from home is a question about equity and our right to the city.”

THE BRAVE NEW WORLD OF AI

How Artificial Intelligence is Changing Facility Management

Unless you’re an engineer or a scientist, the world of Artificial Intelligence (AI) is a mind-boggling place where the possibilities are endless. Experts at the forefront of this rapidly evolving technology are amazed by what it can do, and some are even raising concerns over its potential to outsmart humans. Still, as language-based platforms like ChatGPT make headlines of a foreboding nature, there is no denying AI’s immeasurable value. The way Dennis Martini, Director, Business Development for FM at Black & McDonald, sees it: AI has been a game-changer for the facility management sector—and this is only the beginning.

“AI and Machine Learning can process massive amounts of data quickly, so buildings can operate and run much more efficiently,” he said. “AI-enabled technologies are being applied to make buildings smarter, healthier, and safer—not just in terms of energy and overall performance, but also in terms of things like security. From facial recognition software

to platforms that can detect if someone is carrying a weapon, we are seeing a lot of improvements and tools in the built space. Of course, it also helps reduce operating costs, which is always a goal.”

Black & McDonald’s Energy & Sustainability Group first started exploring the application of AI-enabled platforms back in 2018 as part of its turnkey service to help clients achieve (and exceed) their energy management goals. Specifically, it has enabled the accurate measurement and analysis of data and information, resulting in numerous efficiencies enhanced by the ability to use historical trends to optimize performance and inform future decisions. Today, whether it’s eliminating mundane data-entry, improving building security, or helping flag potential maintenance issues, the uses for AI in facility management are continually expanding.

“We’re still trying to get our minds around what all AI can do,” Martini said. “We’re starting to get away from traditional,

planned maintenance and move toward predictive maintenance and fault detection—meaning, our buildings will be able to tell us when something is wrong and pre-empt a failure. Also, there’s a huge amount of data being generated through AI, and we’re only just beginning to find ways to put it to use.”

Using AI-driven technologies, facility managers can be alerted to a spectrum of issues as they arise, including leak detection, system errors, or notifying the facility manager when a filter needs to be changed. In theory, AI could also create the work order, dispatch the right resources, change system setpoints, and maybe even fix the problem.

“While most new buildings are designed with AI-enabled or IoTenabled technologies already in place, older buildings can be retrofitted to leverage some of the latest tools and solutions,” Martini said. “Nowadays we can go in and add new platforms and software to existing building automation systems, making them smarter and their data more usable. It’s really a brave new world, so to speak.”

TOP 5 BENEFITS OF AI-ENABLED BUILDING TECHNOLOGY:

1. Optimized building performance and improved asset reliability thanks to real time data and analytics that result in actionable tasks or adjustments;

2. Lower operating costs thanks to a condition-based approach to maintenance and operations, and enhanced reporting that gives visibility into multiple layers of previously disparate technologies and systems;

3. Improved occupant comfort thanks to smarter controls and the ability to sense what’s going on in a building at each moment with respect to occupancy, usage, and the environmental conditions outside;

4. Energy, water, and waste reduction, given AI can analyze data from various sources, such as sensors, meters, and weather forecasts, to identify patterns and optimize building systems accordingly;

5. Fulfillment of ESG commitments due to AI’s ability to automate the collection and reporting of sustainability data, such as Scope 1, 2 and 3 Emissions data. This can help buildings track their sustainability performance, identify areas for improvement, and demonstrate compliance with ESG reporting requirements.

For large language-based AI platforms, the possibilities are equally intriguing. According to Martini, these might include everything from writing exhaustive scope documents to fulfilling RFPs, to other laborious tasks known to be a drain on human resources. The good news is, he believes AI will never displace the need for real people.

“We’ll always need someone to turn wrenches and make physical adjustments,” he said. “In fact, as AI develops, I think it will help attract more younger people to the field—people less interested in pushing paper and more focused on analyzing data and exploring and applying emerging technologies. All positive stuff!”

Positive—and powerful. As facility owners continue to seek ways to lower their carbon footprint and prolong the life of their assets and equipment, AIenabled controls and smart technologies are pushing the boundaries of what can be achieved. Not too long ago, the “Internet of Things” (IoT) was a concept just emerging, referring to any device or system that can connect and exchange data with other systems over a network.

Now the technology is ubiquitous, as are dashboards that offer real-time energy readings.

“Smart building features and AIdriven platforms are developing rapidly, and with each new iteration we are seeing greater benefits,” Martini said. “Facility managers are capable of making better, more informed decisions in real time while capturing data to drive meaningful change.”

In short, the power and pace of smart building technology is accelerating, and that power is grounded in analytics. As Martini sums it up, “The more data we capture and use to our advantage the more rewards we will reap for our buildings. It’s win-win.”

To find out more about the benefits and applications of AI in facilities management, visit: www.blackandmcdonald.com

A LONG PEDESTRIAN PATHWAY GUIDES STAFF AND VISITORS INTO THE NEW SPACE. THE EXTERIOR REFLECTS THE REGION’S GEOGRAPHICAL STRATIFICATION. PHOTO BY ROY GROGAN.

BUILDING CAPACITY FOR HERITAGE

Designers are changing the way places preserve the past by considering what they mean for the future of the planet.

BY REBECCA MELNYK

Archives require careful preservation to extend their life expectancy. Likewise, the buildings that house them, and the surrounding environment, must be protected from deterioration due to climate change and other factors.

Library and Archives Canada’s (LAC) new preservation storage facility reflects this reality. Last June, it officially opened as the first net-zero carbon archival centre in the Americas and the first special purpose federal building to meet the targets of Canada’s Greening Government Strategy, which calls for climate resilience and net-zero emissions across federal operations by 2050.

“The vision of the building was to be a model for other archival institutions around the world,” says Mark Longo, Project Manager for B+H Architects.

The two-storey facility in Gatineau, Quebec — a project spanning nearly a decade, from planning to completion in 2022, — expands much-needed storage capacity as it connects to LAC’s existing preservation centre through a new pedestrian pathway. Archival papers, microfilm and motion picture film are stored within six climate-controlled vaults totaling more than 21,000 cubic metres—equal to eight-and-a-half Olympic-size swimming pools.

SPACE SAVERS

The new facility is part of the Gatineau 2 project, which also includes enhancing some of the vaults in LAC’s original preservation centre. Nathalie Ethier, Director of the Gatineau 2 Project, Real Property Branch, Library and Archives Canada, oversaw construction. “Because of the configurations and different aspects of the

land it wasn’t an easy task to develop a concept or design that would work for us,” she says. “Our requirements were pretty strict in terms of capacity.”

Set across a compact footprint, the cubic-shaped building makes room for 900,000 containers. In realizing this challenge, each of the 28metre high vaults has an automated storage and retrieval system (ASRS), equipped with a robotic crane that optimizes the volume of the space. Archival staff use this to access documents. A hydraulic arm ascends upwards to retrieve the shelving units, which are located between racks, and then lowers them down to the circulation room on the ground floor.

Various ASRS models were scrutinized to scope out the most cutting-edge technology fit for a small, controlled environment with proper humidity and temperature. “What really

CLOCKWISE FROM LEFT: A ROBOTIC STORAGE AND RETRIEVAL SYSTEM OBTAINS ITEMS FROM THE NATIONAL COLLECTIONS; THE ITEMS ARRIVE AT THE CIRCULATION ROOM ON THE FIRST FLOOR WHERE STAFF TRANSPORT THE MATERIALS IN AND OUT OF THE FACILITY.

PHOTO BY ROY GROGAN.

informed our decision is we wanted to have 500 preservation years for archival material, which meant it needed to have a very strict environmental set point,” says Ethier.

Five of the vaults store textual documents at 10 C with a relative humidity of 40 per cent. The sixth vault stores textual archives and both motion picture film and microfilm at 6 C with a relative humidity of 30 per cent.

As the project broke ground on land with species at risk, there was a lack of available space to construct upon. The western chorus frog, also a main food source for birds and fish in the region, is considered threatened in Quebec. Protecting the area is important to the species’ overall survival and recovery, so an exclusion fence was installed during the duration of construction to protect the area, which is now in the process of revegetating.

CARBON SAVVY

Archives are sensitive to light, so the ASRS system operates in the dark and limits the opening of the vaults. This conserves energy at the same time, helping to support strict energy targets that were incorporated into the project’s contract to stimulate innovation in energy consumption.

Quebec has long been a frontrunner when it comes to energy efficiency. Last year’s results from Efficiency Canada’s energy efficiency scorecard revealed the province was one of the top three in the country for implementing best practices; for instance, fuel switching programs and public transit funding. The province is already renowned for generating most of its electricity from renewable sources.

Paul Marion, Project Manager for PCL Constructors Canada Inc., says Quebec’s clean power played an integral role in realizing net-zero at

the preservation centre, which also earned LEED Gold certification. More challenging was achieving net zero alongside stringent energy targets. “We used a lot of heat reclaim; we tried to use systems that recycle heat and use it to cool or heat other areas of the building,” he says. The exterior envelope is also isolated in precast panels, which are thermally efficient.

BUILDING A BRIDGE

Inside the seemingly simple storage facility is a highly technical design, much like the original preservation centre, designed by Ron Keenberg in 1997.

Keenberg’s design features a transparent envelope that houses a thermal neutral environment, with an intricate display of laboratories and archival vaults. Natural light funnels into the workspaces on the upper level. An oval pedestrian

TOP: THE NEW BUILDING IS PART OF A $330-MILLION PROJECT THAT ALSO INCLUDES FINANCING, PREPARING AND MOVING THE ARCHIVE COLLECTION, VAULT OPTIMIZATION OF THE EXISTING FACILITY AND LAC COSTS RELATED TO PROJECT PLANNING AND PROJECT MANAGEMENT. PHOTO BY ROY GROGAN.

walkway previously encompassed a large portion of the site.

“As part of our proposal, we remained sensitive to some of those design gestures and looked at situating the building within those boundaries and creating a delicate link to the existing facility,” says Longo. “There was a 45-degree rotation of the overall mass, so that views and northern natural light weren’t disrupted to the upper floors of the existing facility where the laboratories are for the research and restoration of archival material.”

The ground floor of the new space features workplaces and mechanical and electrical equipment that supports the vaults. “We concentrated glazing along the base of the building, not only for the workspaces but also to provide some relief as an architectural gesture to lift and elevate this larger mass above that contains the vaults,” says Longo.

A small annex connected to the ground floor houses higher-risk equipment, which serve the vaults to mitigate hazards to the archives. The vaults themselves are designed with both a primary insulated enclosure and a weather-protected outer enclosure.

On the exterior, textures applied to 416 concrete panels tell stories of the subgrade on site, and were developed alongside PCL, their pre-caster BPDL and researchers at the Carleton Immersive Media Studio at Carleton University’s School of Architecture.

“We saw a few years ago, the areas around the river flooded in a major rain event and to further protect the collection over the lifespan of this facility, we elevated the vaults,” says Longo. “In doing so, after studying the various geological layers below, we opted to express them on the façade.”

LONG-TERM VISION

The Gatineau 2 project is a publicprivate partnership with Plenary Properties. The P3 endeavor also includes EQUANS Services Inc., a multinational company, that is overseeing the maintenance and management of both buildings for 30 years. Brad Fauteux, Senior Director of EQUANS Services, says doing so allows them to provide comprehensive facilities management across the whole campus, while reaching the objectives of the Greening Government Strategy through a long-term vision.

“We have an entire life cycle and rehabilitation plan that is designed to make sure that over that 30-year period all of these building systems, and the building, are operating in a way that continues to be optimal or better,” he says. “Technology that we’re planning on now might be totally different in 20 years.”

CLOCKWISE FROM LEFT: STAFF HAVE ACCESS TO A NEW KITCHEN AND CAFE WITH VIEWS OF THE OUTDOORS; GATHERING SPACES OUTSIDE; AND A PROJECT ROOM FOR STAFF. PHOTOS BY ROY GROGAN. A VIEW OF THE ORIGINAL PRESERVATION CENTRE DESIGNED BY RON KEENBERG. PHOTO BY LIBRARY AND ARCHIVES CANADA.

Another important aspect of the project is the P3 partnership itself, says Ethier. “We’re not treating this as just a contract between multiple parties; we have an agreement; we have open and transparent discussions; we’re honest,” she says. “It’s always for the good of the project and what we established from the beginning.”

With large procurements, such a long-term opportunity is rare for a facility management company. “The contract becomes a little bit more art than science,” says Fauteux. “As time passes, the things that you thought were really important might change over that period. So that partnership aspect is very important.”

An ongoing challenge is ensuring the building operates optimally.

“The building is fulfilling a very difficult purpose as it’s got to last for 100 years and maintain the archival materials for a 500-year lifespan,” Fauteux explains. “The good news

is the operations of the building are modern.”

Innovative features include a fully integrated building automation and computerized maintenance system that provides real-time response to demand maintenance issues. Preventative maintenance is fully programmable and designed to enhance and prolong the life cycle of those systems in the building and its various components. The integrated system also maximizes seasonal optimization of energy usage, which ultimately reduces greenhouse gas emissions.

The building and its systems are designed to operate at an optimal environment for storage and preservation of archival materials, but also to retrieve and process and manage as well.

“Not only are these materials stored away in an environment that keeps them safe so they don’t deteriorate, but they are also designed to be taken out and acclimatized, worked within

specific conditions, and either returned or farmed out to whoever wants them,” he adds. “That’s a really complicated set of processes—far more than putting them in a cold vault and saying you’re safe.”

Since the vaults have very strict requirements with weather-related challenges, the building was designed to take in fresh air and transform it into vault-friendly conditions.

“Our job is to make sure that’s always happening,” says Fauteux. “Whether or not we have to further optimize—that’s the great challenge, to make sure the building is operating as it should in these different conditions. The opportunity in the longer term is to continue to refine those systems and processes and procedures and do so in a way that doesn’t use more energy towards our targets, but remains in the sport of how the building was designed and built, which is greenhouse gas reduced and carbon neutral.” | CFM&D

ON STORIED GROUND

People have gathered for years at 11 Sykes Street North in Meaford, Ontario. Once an 1800sera hotel for locals and recreational travellers — a fire burned it down in winter of 1960 — then a franchised supermarket that closed in 2016, the bustling corner was, more recently, reimagined into a new public library.

The adaptive re-use project relocates Meaford Public Library from an inaccessible three-storey building to a one-storey facility that blends into the historic red brick façades of downtown.

The municipality and library board had been discussing expansion plans since 2002, reviewing various relocation sites, including an OPP office, a school and the ground floor of a new condo. In 2018, the city bought a former Foodland for $1,525,000 and began re-designing the space with LGA Architectural Partners, which has overseen the design of other library reboots. The library was fully completed last fall.

As Brock James, a partner at LGA, explains, the city required a barrier-free

design to fit its demographics, which are primarily retirees and new families.

“They also wanted an inviting facility with greater visibility to attract passersby,” he says. “Parking was an asset for a rural community. Transforming the supermarket also helped the town to meet its sustainability objectives, and turning a substantial portion of

the parking lot into a parkette enabled the library to generate green space and outdoor programming areas.”

An angular ceiling plane adds visual interest to the former grocery store’s boxy footprint. New ceilings also create a variety of spatial experiences throughout. “The interior layout was fully demolished, but the large,

A former grocery store becomes Meaford’s brand new library for a growing community

FROM LEFT: A CENTRAL PATHWAY BETWEEN THE NORTH AND SOUTH ENTRANCES.

PHOTO BY BOB GUNDU; COMMUNAL TABLES REFLECT THE OPENESS OF THE MAIN READING ROOM; THE CHILDREN’S AREA INVITES A WIDE VIEW OF THE PARKETTE. PHOTOS BY DOUBLESPACE.

PHOTO BY BOB GUNDU.

open span floor plate gives the library complete flexibility,” says James.

The sides of the library connect to its centre All entrances are at grade. The city’s first adult changing station is located inside. “The interior has tremendous visibility, with entries at both the north and southern axes, so you can see your way around, and easily know where everything is located,” adds James.

Large communal tables in the main reading area encourage social moments, while flexible meeting rooms are used for community events, drop-in activities, lounges for seniors, celebrations and corporate rentals. Next to the young adult area, another room houses the latest tech devices, such camera tripods, a green screen and podcasting equipment.

From the children’s area, views of the community planting bed and a mini orchard bring nature inside and reflect Grey County’s historic apple industry.

Where a parking lot once thundered with the sound of rolling shopping carts, a tree-studded gathering space with grassy areas, cafe-style seating, more than 6,000 plants and a fire pit

make up the new town parkette, which directly connects to the Bighead River.

Armour stone borders double as seating close to Sykes Street. Toward the back, a raised stage capped with paver stone brings movie nights, story times and performances, with extra seating in the main grassed area.

For the exterior, re-cladding the original shell with charcoal grey fibre cement board complements the dark roof of nearby Meaford Hall, a neoclassical landmark, and re-brands the building while improving energy and carbon performance.

Installing window openings and glazed curtain wall windows in the existing façade bring natural light deep into the library and allow for connection to Sykes and Trowbridge Streets.

“A challenge was to optimize the scale of the windows while keeping the building structurally sound,” notes James. The original glass façade had been lost over time during renovations, but openings were restored after carefully considering the poor soil conditions and capacity of the original structure, which limited the potential for both

window size and position. The desire for transparency had to be weighed with a ratio of glazing to wall surface of less than 40 per cent for operational energy efficiency.

Through the course of the project, a public consultation informed certain features that exist today. Overall, the library brings the community together in a place of historical significance, says James. “We are most happy with how we were able to transform the simple box of the previous supermarket into one of the most important public spaces in Meaford.”

CFM&D

11 SYKES STREET NORTH HAS SERVED AS A COMMUNITY HUB IN DIFFERENT WAYS OVER TIME—FROM A VICTORIAN-ERA HOTEL TO A GROCERY STORE. PHOTO BY THE MEAFORD MUSEUM.

operations and maintenance ]

BY DANNY MAUTI

REFURBISHING WASTE EQUIPMENT

As private and municipal hauling costs in Canada continue to grow, facility managers, multi-residential property owners, and large retailers across the country are feeling the strain of increasing costs in their entire waste stream and are looking for sustainable, cost-effective alternatives.

synchronization and safeguarding the environmental, social, and financial necessities for all.

In this industry, we typically think of the environmental impact of garbage itself — landfill, garbage trucks on the road, etc. However, what happens when large industrial garbage compactors and equipment reach a point of disrepair that they are discarded and then become waste themselves?

Despite the cost advantages of refurbished equipment, one key challenge has always been the stigma associated with used equipment. However, more and more facilities are understanding the benefits of refurbishment as a component of ongoing innovation in business.

Despite the massive scale of the environmental movement, it is smaller efforts focused on sustainability (including environmental, economic, and social) that are required to enact change. Case in point, the waste industry.

Recycling tends to take all the glory and centre-stage of sustainability narratives in the media. Garbage, on the other hand, is a significant problem that is rarely discussed.

When people shop at big box retailers or live in a condo/apartment, they are often unaware of their individual impact on the environment. However, the people tasked with facility management are being met with increasing sustainability targets that are part of environmental, social

and governance (ESG) mandates across business and society.

In fact, facilities are already at the forefront of change through reduced water and energy use and streamlined building systems. Technology in waste equipment and service is also being reimagined in this regard.

Sustainability refers to environmental as well as economic and social safeguarding. It’s about building a resilient community for all. In our little corner of business, that means thinking of the ways for facility managers and the waste equipment industry to innovate toward sustainability.

Refurbishing programs can generate financial benefits for everybody. To that end, the environment versus the economy is not a zero-sum game. It is about

The refurbishment concept has always resonated with managers and owners at smaller facilities (for cost savings naturally). But lately, large national companies and big facilities find they can effectively drive more capital and meet their environmental and sustainability goals more easily with this route.

ADVANTAGES FOR FACILITIES USING REFURBISHED EQUIPMENT

Refurbishing equipment helps with bottom line decisions, reduces equipment costs by as much as 50 per cent, and easily fits in house sustainability and environmental targets.

A facility can also lower its carbon footprint, and reduce landfill waste, the use of natural and man-made resources, wastewater and supply chain transportation and labour

costs. The success of refurbishment programs also enables companies to reinvest back in their business.

TECHNOLOGICAL INNOVATION: AN IOT APPROACH TO TRASH

The Internet of Things (IoT) refers to a series of interconnected devices that use shared data to provide insights and increase efficiency. The rise of IoT over the past two decades has been significant, with a projected 30 billion connected devices by 2030.

Refurbishing equipment, such as compactors and balers, also allows retrofitting with IoT technology for fullness diagnostics and remote troubleshooting, thereby avoiding a service technician’s visit to the facility and improving the long-term lifespan of equipment.

CIRCULAR ECONOMY

Products have historically been designed for convenience but with no consideration of the waste left behind.

The way our society traditionally extracts, uses, then disposes of resources puts pressure on natural systems, communities, and public health. This is what’s referred to as a linear economy—in that it moves in a straight line from resource mining to waste disposal.

Canada is at a watershed moment in time.The country will benefit from a circular economy that is restorative and regenerative by design, and aims to keep products, components, and materials at their highest utility and value at all times.

In a circular economy, products last longer and nothing is waste. The circular economy retains and recovers as much value as possible from resources by reusing, repairing,

refurbishing, remanufacturing, repurposing, or recycling products and materials. This creates more value for future generations.

Circular business models, including waste equipment refurbishing, will prove essential in the waste equipment industry and will enable facilities owners and managers to help futureproof their businesses.

For facility managers and waste equipment, the bottom line is simple: less time and resources devoted to dealing with garbage leads to a reduction in the overall carbon footprint of waste management. That includes fewer trucks on the road, fewer bins, refurbished equipment, less downtime, and longer equipment lifecycles. | CFM&D

Danny Mauti is CEO and president of Metro Group, which includes Metro Compactor Service, a Canadian company with over 40 years focused on sales and service of waste and recycling equipment.

BY NICK STEFANIDAKIS

HOW DIGITAL TWINS ARE TRANSFORMING FACILITY MANAGEMENT

The digital twin is a technology featured in many 2023 trends lists. A recent report by CNBC noted that “like artificial intelligence a few years ago, digital twin technology has tipped from highly specific applications into becoming a widespread management best practice.” This is certainly true for FM and other important functions in the built environment space.

assets, spaces and different systems, and an intelligent analytics platform, a cloudbased digital twin has the potential to render a 3D replica of every door, elevate, AC unit, smoke alarm, and desk.

THE FOUR PILLARS

It’s important to think about digital twins as part of a maturity journey, where the technology develops in conjunction with the functions that oversee technology implementation, operations, and collaboration. This journey consists of four pillars:

Innovation in digital twin technology — virtual representations of physical objects — has the potential to create operationally rich, continuous data feeds across workplace, asset, and inventory systems.

NOT ROCKET SCIENCE

The origins of the technology were undoubtedly highly specific. In the early 1970s, NASA developed what it has described as a “living model” for the Apollo program. After Apollo 13’s oxygen tank exploded, forcing the crew to abort its mission to land on the moon, NASA ran multiple simulators to determine what had failed and equipped the physical lunar module with sensors that could capture the required data. According to the agency, doing this enabled “a continuous ingestion of data to model the events leading up to the accident for forensic analysis and exploration of next steps.”

Considering its NASA roots, it’s easy to understand why the technology is still somewhat misunderstood,

maybe even mysticized. There is a lingering perception that digital twins are complicated and specialized, a technology that is right for someone else’s organization but not one’s own. But it’s not rocket science. A digital twin can be as simple or static as a 2-D CAD file and it doesn’t have to be identical. However, the more advanced a digital twin is, and the closer it resembles the real-world object, the powerful it can be.

A basic example of a digital twin is the virtual replica of an engine which captures pressure, temperature, vibration, and fuel efficiency information. Armed with this data, a user can take more accurate readings of the engine’s condition and make more informed decisions on its maintenance.

At the other end of the scale — and this is where it gets exciting for facility managers — a fully dynamic digital twin of a building (or portfolio of buildings) can bring together design, construction, and real-time operational data to simulate, predict, and inform decisions based on real-life conditions. By combining the sensor data from

• initial asset data (e.g., asset registry and space inventory)

• the visual model (i.e., 2D CAD and asset imagery)

• operational data (e.g., space utilization and work orders)

• analytics (i.e., business intelligence and predictive analytics.)

The fourth pillar is impossible to realize without the other three in place, and only by integrating these four pillars can an organization develop a dynamic, fully 3D, identical digital twin.

BRIDGING THE KNOWLEDGE GAP

A recent IBM survey of 4,000 global business leaders found that more than three-quarters plan to prioritize or invest in technology in 2023 despite the economic headwinds. Top among their reasons were better employee experience and to make their organizations more sustainable and resilient.

One of the ways that technology can do this is by providing business leaders a clear picture of the future, allowing them to anticipate challenges and adapt to changes — which helps explain the growing

demand for digital twins, especially in the built environment. According to research firm Verdantix, interest in facility optimization and more predictive analytics has led to increased intent to spend on the technology. More than a third (31%) of organizations reported planned investment in digital twins over the next 12 months. Similarly, over a quarter (26%) said they are already using predictive analytics extensively, with one-fifth (20%) using it to some limited extent.

For many practitioners in the built environment, digital twins have the potential to not just look in the future but also help fill in the past. An endemic issue for facility managers is the lack of transparency, cohesion, and useful data throughout the building lifecycle, from design and construction and all the way through operations, which often results in the need for avoidable yet costly repairs or more significant changes to facility strategy.

Digital twins can act as a single source of truth. Capturing building

information modelling data in a digital twin ensures crucial information isn’t lost in the handover and that users spot potential problems before they intensify or accumulate. During the operational phase, the digital also ensures that workplace, asset, and system data has a home, an especially important factor in an FM industry that sees the contractors (and potential data owners) responsible for maintenance and other services change frequently.

THE ENTERPRISE METAVERSE

With its ability to capture, render, and analyze both historic and real-time data, digital twin technology of facilities can be seen as an anchor for all the IoT, smart building systems, and workplace platforms. Users can eliminate planning

and operations blind spots by making it easier to connect asset and facilities data, enabling users to explore, locate, interact with, and report on space and asset data that was previously difficult to access as well as scenario plan in a digital safe space.

These are the qualities that have convinced McKinsey and others to describe digital twins as the enterprise metaverse,“a digital and often immersive environment that replicates and connects every aspect of an organization to optimize experiences and decisionmaking.” Unlike the metaverse as it’s more broadly understood, however, there is little skepticism around the application of digital twins and their usefulness. |

CFM&D

Nick Stefanidakis has more than 20 years of progressive experience in the fields of real estate and facility management, mechanical and application engineering, and enterprise software deployments. In his current role, he leads business process design, technology consulting, and project management for IWMS, BIM, and IoT at Eptura, a global worktech company.

WATT’S TRENDING

From energy-efficient industry firsts to local artisanal creations, here are some new lighting releases to help design the right atmosphere.

Wings is one of the latest sustainable luminaires from A-Light The four-foot pendant appears virtually weightless and evokes a paper-inspired design that reduces glare. All materials are fully recyclable and Declare label listed for enhanced transparency and material tracking, while using non-toxic chemicals.

Tangram-Trace luminaires from Eureka are suspended using four-inch-wide straps that come in a variety of lengths for creating 12 pre-set shapes or custom designs. A prismatic lens with an ultra-thin aluminum casing casts diffused light to spaces below. Low, regular, and high output options range from 670 to 1,027 delivered lumens per foot. All configurations can be selected with tunable white, with a range from 2700K to 5000K delivered lumens.

The artisanal design of the Luce Orizzontale sculptural lamp by Flos is composed of tubular elements of thick glass. They suspend from the ceiling by a polished aluminum bar containing two LED strips. The lights can be managed through direct touch control at one end of the luminarie, the Push DIM control system or the DALI control system. All components are easily replaceable, with no screws or glues, and fully recyclable. The modular configuration includes 8, 10 or 12 cast glass tubes (ranging from 1.5 metres to 2.5 metres) and hanging structures of different lengths.

Luminis released its Clermont family of interior and exterior luminaires, offered in 10 standard finishes and custom colours. Designers can mix and match optics and mounting options. A glare-managing comfort optic reduces dark zones, with up to 18,442 lumens. An optional lighting control system lowers energy consumption.

American Lighting introduced Omni Slim and Omni Slim 3CCT puck light series for accent, under-cabinet, in-cabinet, task and other applications where space is a concern. The ultra-low profile Omni Slim series is only 1/16-inches tall (1/4 inch with trim) and produces up to 170 lumens with a very low power consumption of 2.5 watts. This series is available in 3000K and 4000K. The Omni Slim 3CCT series can be adjusted between 2700K, 3000K and 4000K and delivers up to 280 lumens while using 4.0 watts. They measure three-inches wide by 5/8-inches high. Both series come in a black or white finish and are 5-100% dimmable.

Patera 300 from Louis Poulsen offers a new size and style for Øivind Slaatto’s Patera collection. This one is the most compact yet. Based on the mathematics of Fibonacci’s sequence, it casts a 360-degree glare-free glow from its all-around, hand-crafted diamond cells, while hiding the lightsource inside. The product can be fully disassembled and reused.

The Vast Cove Light Palette by Tivoli Lighting is the industry’s first in dual dimming for both ELV and 0-10V and comes available in multiple colour temperatures. Options include DMX with RDM (remote device management) or DMX with auto addressing protocols for precise architectural lighting control. The multiple intensity dimmable fixtures deliver up to 900 lumens per foot while consuming 12.0 watts and operating on a self-ballasted 120 VAC or 277 VAC. The surface mounting brackets with adjustable clips allow for angled and curved spaces.

Tungstene introduced Aube, a collection of light fixtures that draw focus through a floating effect. Pendant lights and wall, surface and table lamps are available in five colours with organic pigments. Aube features the Benedict, Ellen, and Clara lines. Each luminaire is composed of white oak worked by a local artisan and brass hardware. The Montreal-based workshop specializes in the design and manufacture of creative and sustainable lighting, hand-made by local artisans. The company recently expanded outside Quebec and plans to launch a new collection each year across North America.

BY KATERINA KARASYOVA

FROM FM TO EXPERIENCE MANAGER

hat makes a great facility management leader? Sure, some qualities are timeless. Facility managers must be good problem-solvers and multi-taskers. They need to have solid organization and communication skills, an eye for detail, and a keen ability to sense risk.

But the world has changed drastically in recent years — for reasons we know all too well — and this is placing huge new demands on the FM profession. As an IFMA chapter, it’s our responsibility to help members, and the profession at large, better understand and prepare for those challenges.

At the heart of this mission is a question that serves as a guiding principle: are we cultivating the right skills to develop tomorrow’s FM leaders?

Across the board, organizations are forming hybrid working strategies in response to changing employee needs. Most people wish to keep their flexible privileges, but they don’t want to lose the office altogether. When they’re in the office, employees want variety and the freedom to choose the type of space that works for them. Ultimately, they need the office to service a specific purpose, whether it’s for focused work, collaboration, socializing, etc or anything else.

It’s easy to get caught up in the hype that offices of the future will be designed for collaboration — and while that may be true for many, others still need an office to concentrate on individual tasks, confidential meetings, etc. We only need to think about the young professionals in urban centres such as Toronto who may live in small apartments without adequate space

Wfor working or are surrounded by noisy roommates/family members also at home.

All this reinforces the fact that we tend to forget, work isn’t a place where you go but a thing that you do. Likewise, the workplace isn’t just a physical building. It also exists online and in the intangible relationships between colleagues.

For both service providers and in-house FM teams, these evolving dynamics require a shift in approach from facility manager to experience manager. As experience managers, FM professionals need to find out what individuals and teams need to work most effectively. This means identifying what activities people do, where they do them, and how often. It also means learning what tasks the home or other remote locations support and what makes employees productive in the office.

Then, it’s about delivering the spaces, infrastructure and experiences that support people across every setting. As a concept, activity-based working has been around since the 1960s. Today, however, its tenets must form the foundation of any workplace or hybrid working model.

Numerous studies have found that when given the power to choose where they work, most people visit the office during the middle of the week, using Mondays and Fridays as work-from-home days to stretch the weekend. Leaving aside the potential inefficiency from a real estate and energy perspective, these occupancy patterns lead to drastically different experiences for employees depending on which days they go to the office, and challenge FM teams to manage available space and design a more

equitable experience across both busy and quieter days. That’s where experience managers can make all the difference.

Looking ahead, FM needs to foster several skill sets to ensure that the profession can rise to these new challenges. The transition to experience managers demands more focus on softer skills, especially emotional intelligence and interpersonal skills that will encourage more people into the profession who might have an outdated view of it as a technical-heavy, hands-on discipline.

At the same time, we cannot underestimate how critical technology plays in curating these exceptional experiences. We don’t know what we don’t know — or, perhaps more accurately, we don’t know what we can’t measure. FM leaders need to harness workplace data and analytics to make data-driven decisions that accurately capture people’s needs, workstyles, preferences, and movements. To ensure this happens, FM leaders need to understand how the workplace technology at their disposal can help drive these outcomes

Thirdly, FM must leverage these skills to develop greater crosscollaboration between other strategic departments to foster a culture of innovation and continuous learning.

Facility managers are now sitting at the boardroom table, participating in discussions and strategy focused on the future of work and the organizational purpose of the workplace. FM plays a direct role in shaping an employee experience that clearly defines the workplace’s purpose and aligns with broader business strategy. It’s time for our profession to step up to the challenge. |

CFM&D

The new leadership challenge

Katerina Karasyova is President of the IFMA Greater Toronto & South Central Ontario Chapter.

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