URBAN OASIS
A MINDFUL EXPANSION AT SUNNYBROOK HEALTH
SCIENCES CENTRE TRANSFORMS BRAIN AND MENTAL HEALTH CARE IN ONTARIO
WATER
Electrical infrastructure is becoming more prevalent and risky in healthcare facilities.
The role of third-party facilities managers evolves as Ontario plans to license new surgical and diagnostic centres.
A wellness facility brings multiple services to a diverse neighbourhood.
A MINDFUL EXPANSION
The Garry Hurvitz Brain Sciences Centre brings a multi-disciplinary team together in one building to revolutionize brain health in Ontario.
DESIGNING THE IN-STORE
Working with architectural constraints to optimize retail spaces and support visual merchandising strategies.
THE GARRY HURVITZ BRAIN SCIENCES CENTRE WAS COMPLETED IN OCTOBER 2024.
CAPACITY FOR CARE
Across the country, people are facing brain conditions that are difficult to treat as mental health remains a complex and underfunded area of medicine. Researchers hope to drive innovations that improve outcomes, but need modern spaces to develop solutions and deliver patient care.
One such facility at Toronto’s Sunnybrook Health Sciences Centre plans on revolutionizing brain and mental health care in the province, while consolidating services and research.
The cover story for our healthcare issue focuses on the Garry Hurvitz Brain Sciences Centre. The architects have manifested a calm, nature-infused space on what happened to be a very dense urban site. In January, the building will begin treating patients for an array of care needs, such as dementia, stroke, major depression and more.
You can also find articles about electrical safety in hospitals, using data in long-term care homes, managing water systems for effective medical device processing, and Ontario’s plan to license independently-operated surgical and diagnostic clinics.
There is much more in these pages—our last issue of the year. With 2025 nearing, we wish you a wonderful winter season!
REBECCA MELNYK
EDITOR, CANADIAN FACILITY MANAGEMENT & DESIGN REBECCAM@MEDIAEDGE.CA
WINTER 2024 Volume 39, Issue No.3
PUBLISHER: Ron Guerra rong@mediaedge.ca
EDITOR: Rebecca Melnyk rebeccam@mediaedge.ca
ART DIRECTOR: Annette Carlucci annettec@mediaedge.ca
GRAPHIC DESIGNER: Thuy Huynh-Guinane roxyh@mediaedge.ca
PRODUCTION MANAGER: Ines Louis Inesl@mediaedge.ca
CONTRIBUTORS: Barbara Carss, Paul Lupinacci, Ani Nersessian, Marcia O’Connor, Richard Parker and Kelly Widger.
CIRCULATION: Adrian Holland circulation@mediaedge.ca
PRESIDENT: Kevin Brown kevinb@mediaedge.ca
GROUP PUBLISHER: Sean Foley seanf@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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[ foundations ]
BUILDING OFFICIAL MOBILITY
Ontario is considering opening up building official functions to professionals who have been trained and certified in other jurisdictions. If approved, this could help augment the ranks of provincial and municipal employees who are qualified to inspect buildings and sign off on various plans on behalf of authorities having jurisdiction.
The accompanying regulatory analysis suggests this would eliminate an inter-provincial barrier to professional mobility and could reduce costs for qualifying individuals, who could avoid the fees to write Ontario’s five certification exams.
As well, a larger field of qualified building officials could reduce some municipalities’ reliance on third-party building code expertise. “A local municipality can spend up to three times as much on external service costs when compared to the costs required to directly hire a building official as an employee,” the analysis states.
Hannah Meagher (Dalhousie University), Aneesa Hussain (Saint Mary’s University), and Ashish Ganapathy (Saint Mary’s University).
ACCESSIBILITY ACCOLADES
Accesstructure, a collaboration between students from Saint Mary’s University and Dalhousie University, placed second in the Bentley Systems iTwin4Good competition at the Enactus World Cup in October. The team received a $2,000 USD award for their work developing automated accessibility audits of campus facilities and identifying compliance issues using the Bentley Systems iTwinPlatform. The Enactus World Cup brings together winners of national competitions from 34 countries to present their entrepreneurial endeavours and social enterprises that align with the United Nations Sustainable Development Goals. Overall, Team Canada had a strong finish in the main competition with a Top 16 finish.
BOOSTING WORKFORCE PARTICIPANTS
Nova Scotia’s Accessibility Advisory Board released a set of recommendations to guide the province’s accessibility employment standard for more inclusive workplaces. The board recommends that employers have: a workplace accessibility policy that ensures recruitment practices are accessible; evacuation and shelter-in-place plans to protect employees with disabilities during emergencies, and reasonable workplace accommodations to help fulfil job duties.
CALGARY LIBRARY LAUDED FOR DESIGN
The Calgary Public Library’s Fish Creek branch has been included in American Libraries’ 2024 Library Design Showcase.
Designed by BRZ Partnership Architecture, an extensive lifecycle renovation was completed earlier this year. The branch is the largest community library in the city and is now home to Engine 23, a decommissioned fire truck that serves as an immersive playing and learning experience for children and families. The transformation also includes a quiet study area, 10 new meeting rooms, and a fresh look and feel throughout the entire space.
[ management memo ]
BY MARCIA O’CONNOR
DATA-DRIVEN DECISION-MAKING
IN LONG-TERM CARE
Facility managers play a crucial role in ensuring safety and quality of life within long-term care (LTC) settings.
Alongside environmental service managers (ESMs), their role extends beyond building maintenance and incorporates data-driven approaches to meet immediate needs and plan for the future. The lesson from recent years is clear: data can be transformative—if used effectively.
The COVID-19 pandemic underscored the value of data. Facility managers were deemed essential services. They relied on accurate, real-time information to meet healthcare protocols and regulations, and protect residents and staff.
Balancing compliance, efficiency, and resident well-being is essential. Data offers the insights needed to maintain this balance. However, raw data without a clear strategy can be overwhelming. Tools like visual dashboards, predictive maintenance software, and IoT sensors are necessary for turning information into practical, actionable insights. With advanced analytics, facility managers can not only understand past and present conditions but also forecast future needs.
Data collection in LTC facilities isn’t without hurdles. Many homes use building automation systems that output data in complex formats, making interpretation challenging. Integrating data from disparate systems and achieving interoperability with healthcare databases can also be obstacles, requiring thoughtful planning and sometimes specialized tools. These challenges highlight the need for streamlined data systems that can pull information from multiple sources to support better decision-making.
Good data is critical, but actionable
insights are what truly drive success in LTC. Accurate data helps facility managers/ESMs identify trends and tangible benefits, such as cost savings, improved safety, and forecast needs—whether related to building maintenance or staffing levels.
Data has the power to transform LTC operations, particularly in:
Regulatory compliance: Meeting legislative requirements is paramount, and data helps track compliance, reducing risks and liabilities.
Adherence to health and safety standards: Regular tracking and reviewing compliance-related data, facility managers/ESMs can proactively address health and safety issues, ensuring legislative requirements while enhancing the overall home environment.
Predictive maintenance: Anticipating maintenance needs before they become problems helps extend equipment life and reduce disruptions.
Resource optimization: Data allows for smarter decisions on energy use, staffing levels, and budgeting, ensuring quality service within financial constraints.
Informed budgeting and financial planning: With clear financial insights, data supports effective planning, justification of investments, and identification of savings opportunities. By tracking the ROI of data
initiatives, facilities/ESMs can demonstrate how these efforts contribute to the longterm financial health of their home.
Resident-centered metrics: At the heart of LTC data usage is the commitment to resident care. Facility managers/ESMs can track metrics like air quality, room temperature, response times, and environmental comfort to directly impact residents’ dayto-day experiences.
Creating a data-driven decision-making culture involves training staff to see beyond the numbers—to understand how data can enhance resident care and management. Engaging everyone, from frontline staff to leadership, in the process of gathering, interpreting and using data ensures a collective commitment to informed decision-making.
The LTC industry is evolving, and so is the role of data. Emerging trends like telemedicine integration, enhanced IoT capabilities, and real-time data analytics are expected to further improve facility management. Staying ahead of these trends will help LTC spaces remain resilient and responsive.
Today, data remains vital for resilience, compliance and safety. Focusing on these metrics aligns data usage with the core mission of LTC. It’s not just about understanding what is happening; it’s about leveraging that understanding to make informed decisions that enhance care and operational efficiency in LTC homes.| 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, Facility Management Certificate Program.
BY PAUL LUPINACCI
MANAGING WORKPLACE ELECTRICAL SAFETY RISKS
Healthcare facilities are facing a possible ‘perfect storm’ when it comes to electrical safety.
Three trends are converging to make managing the risk of electrical incidents increasingly difficult for their leaders: budget constraints, expanding electrical infrastructure and a changing labour force. And because electrical accidents may endanger staff and public safety, facilities leaders need to pay attention. Facilities management budgets have not always kept pace with infrastructure maintenance requirements, making it harder for facilities teams to meet the workload of maintaining their vast infrastructure.
Couple this with the fact that healthcare facilities depend on an ever-increasing array of electrical equipment, some of it highly specialized, sophisticated and often critical to patient care. From solar panels and electric vehicle chargers that support the move to renewable energy to the increased use of connected medical equipment, there is no doubt electrical infrastructure is becoming more prevalent and critical to healthcare operations. All of this is happening at the same time labour market challenges—an aging workforce, skilled trades shortage and greater reliance on external contractors—are working against facilities man-
agers. At present, a sizable proportion of facilities staff are nearing retirement age. This means facilities teams will no longer be able to rely on the experience and know-how of mature electricians who have been servicing the infrastructure for years, making it more difficult to maintain the equipment. Replacing those electricians is proving to be difficult due to the general skilled trade shortage in Canada. And whether it’s budget savings, the need to maintain specialized equipment or difficulty replacing skilled trades, more external contractors are being used to maintain and service electrical infrastructure. This means technicians who may not be familiar with a facility are working on equipment, potentially introducing safety risk.
While these trends may seem daunting, healthcare facilities managers are a resourceful and talented group. Further, these leaders have traditionally been passionately committed to the safety of staff and the public.
In order to be confident their facilities are managing the risks of electrical incidents, it’s important for facilities leaders to understand the danger is not only from the potential malfunction of electrical equipment but also from the act of servicing the electrical infrastructure.
As far as equipment malfunction is concerned, facilities leaders are accustomed to relying on CSA standard Z32, which primarily covers essential electrical equipment and systems in healthcare facilities. However, there is another CSA standard, Z462, also known as Workplace Electrical Safety, which deals mainly with how electrical service and maintenance work is performed.This standard includes specifications for items such as electri-
cal labelling of equipment; the need for regular incident energy (arc flash) studies; the creation of job safety plans (or assessments) before commencing any electrical maintenance or service tasks; safe work procedures for persons working on electrical equipment; and personal protective equipment (PPE) for electrical workers and maintenance personnel.
While performing this work represents safety risks to electricians, any accidents that may result may also impact electrical infrastructure and possibly present risks to all staff and patients.
St. Thomas Elgin General Hospital (STEGH) in southwestern Ontario recognized compliance with both standards is required to ensure complete electrical safety for the facility. While there was a general understanding of the requirements of Z32, there was a need to implement processes and systems to meet the requirements of Z462.
Daniel Neaves, director of facilities management at STEGH, is particu-
larly interested in electrical safety as he began his career as a licenced electrician. Neaves decided 2022 was the perfect time to address this for two reasons. First, an updated incident energy analysis (or arc flash study) was to be performed. (Z462 requires such a study to be completed at least every five years). The second reason was the facility was migrating to a new work management system.
As part of the work management system project, STEGH also implemented e-WorkSafe, a mobile application and cloud platform purpose-built for workplace electrical safety. The system allows staff or contract electricians to create Z462-compliant job safety assessments before performing any electrical tasks. It also stores the arc flash data for all elec-
trical equipment and uses it as part of the Z462 calculations to determine the appropriate arc flash boundary, PPE and other parameters to ensure work is performed safely.
Another important requirement for Neaves was that information about the electrical infrastructure be easily accessed by staff and contractors using mobile devices. Information such as single-line diagrams are especially important to contractors who may not be familiar with a facility.
As a result of this project and the updated arc flash analysis, the risks associated with electrical service and maintenance tasks have been reduced and STEGH has digital, documented job safety plans for every task in the event an audit is required.|
CFM&D
Paul Lupinacci, P.Eng., is chief operating officer of e-WorkSafe Inc., a Canadian software company focused on workplace electrical safety. Paul earned a bachelor of applied science in mechanical engineering from the University of Toronto, and a master of business administration from the Schulich School of Business at York University.
IPROPERTY MAINTENANCE IN ONE SWEEP
WRITTEN BY JASMEET K. ANAND & ASSISTED BY TOM WIECLAW (MJW TEAM)
n today’s fast-paced property management landscape, facility managers face a constantly shifting set of responsibilities.
Not only are they tasked with preserving property values and ensuring resident satisfaction, but also with adapting to new technological trends, tighter budgets, and higher turnover rates. The need for effective, streamlined processes and reliable partnerships is more essential than ever, especially as buildings become more complex and sustainability goals more prominent.
Unlike a decade ago, facility managers are now expected to be skilled in technology, financial acumen, and interpersonal communication. Balancing these skills with the growing demands of maintaining multiple properties and meeting unique tenant needs is no small feat. With so much at stake, having a dependable service partner that can support both day-to-day operations and long-term planning is invaluable.
Here are four ways enlisting the support of the right service provider can help facility and property managers thrive:
• Long-term planning with multi-year maintenance contracts
A proactive approach to property maintenance is essential to avoiding unexpected costs. Multi-year maintenance contracts can stabilize budgets by securing discounted rates for recurring services, providing predictability and reducing the burden on new managers who may still be learning the ropes. By adopting structured maintenance plans, facility managers ensure properties are well-kept and avoid lastminute emergency expenditures.
4 reasons to enlis t t he support of a qualifi ed service provider
• Staying current on industry trends and innovations
The best service providers constantly evolve, embracing the latest equipment, products, and industry best practices to deliver high-quality results. A trusted provider can offer budgetfriendly solutions while ensuring that management teams stay informed about advancements without having to spend time researching or negotiating quotes themselves.
• One-stop solution for comprehensive property maintenance
A capable service provider like MJW Team can address a range of needs, from compactor and chute cleaning, parking
lot pressure washing, odour control, and drain cleaning to parking lot striping and painting. Partnering with an all-in-one provider streamlines management’s workload, letting them focus on strategic tasks rather than juggling multiple service contracts. With the MJW Team, facility managers have a reliable solution for all essential maintenance needs in one place, simplifying their operations significantly.
• Reliable support in emergency situations
In times of unexpected issues, having a trusted service provider on call 24/7 is invaluable. Regular maintenance plans can minimize surprises, but emergencies are inevitable. With dependable partners on speed dial, facility managers can quickly mobilize help, ensuring issues are handled swiftly and professionally.
“Being in the service business means committing to quality and ensuring we
leave an excellent track record. This includes staying up to date in our field and coming prepared to do the job right,” says Brian De Carli, echoing MJW Team’s commitment to safety, quality, efficiency and customer satisfaction.
With trusted partnerships and a proactive approach, facility managers can better navigate today’s complex demands, delivering quality, cost-effective solutions that keep properties in top shape.
For more information, visit mjwcanada.ca
BY BARBARA CARSS
CLINICALLY FIT
Asmall but noteworthy cohort of tenants will be leasing specialized space as the Ontario government moves toward granting licences for a raft of new independently operated surgical and diagnostic clinics.Two calls for applications from prospective service providers have been conducted since the summer with the third slated for later this fall.
Under the rules set out in the provincial Integrated Community Health Services Centres (ICHSC) Act, these will be out-of-hospital facilities where patients can obtain publicly funded orthopedic surgeries, gastrointestinal endoscopy procedures or MRI and CT scans. Chosen candidates will first be provisionally approved through the application process and then have a prescribed period to fulfill all licensing conditions. That includes a pre-licensing facility inspection to confirm it complies with required standards.
“The proactive groups that are applying for these licences and have the belief that they are going to be successful, they’re out looking for space today so they can be prepared to sign a lease quickly and get up and running,” reports Scott Rasmussen, a vice president and sales representative with Colliers Canada’s life sciences and medical tech advisory team. “This is a unique opportunity for innovative practitioners to support the Canadian health care system, and some buildings are more suitable than others to accommodate it.
It’s foreseen that significant capital upgrades would be needed to offer health care in conventional office buildings, while some would be outright disqualified for some services. Heavy and/or delicately calibrated diagnostic equipment may require floor loads and vibration safeguards beyond the structural capacity of existing stock. Other buildings would not have spacious enough corridors and/
or elevators to handle stretcher gurneys if immobile surgical patients had to be moved in an emergency evacuation.
There would also generally be heightened requirements for ventilation, backup power, infection control and waste handling. Thus, it’s not a straightforward formula to compare facilities costs in hospitals and commercial real estate. Gordon Burrill, president of Teegor Consulting, a firm providing facilities management and construction services to the health care sector, cautions against simple assumptions based on current hospital construction costs and seemingly cheaper space elsewhere.
“There’s a reason why hospitals are more expensive and office space is less expensive. It’s about the infrastructure within those two building types,” Burrill says.“You might be looking at office space that is x number of dollars per square foot, but then there are all these upgrades that will have to go along with it. ”
The pending new clinics in Ontario are intended to be a relief valve, not an competitive alternative to existing health care delivery. Licences will be tied to regions where there is high and backlogged demand for the designated services. The clinics are more likely to be scattered in a patchwork of suitable commercial buildings and life sciences facilities that predominantly house research activities.
EXPANDED ROLE FOR THIRDPARTY FACILITIES MANAGERS AND MAINTENANCE CONTRACTS
The ICHSC Act assigns Accreditation Canada the responsibility for overseeing compliance with facilities and medical practice standards in both new and existing independently operated surgical and diagnostic centres. (The latter encompasses roughly 900 Ontario clinics licensed to provide a range of publicly insured health services including eye and plastic surgeries, abortions, dialysis and sleep studies.)
As it pertains to facilities management, a statement from the not-for-profit inspection body says it will use “expert and trained peer assessors” in the “assessment of the physical environment and its proper maintenance, as well as maintenance of the equipment used in the provision of services offered”. In practice, this means that clinics will be held to the same body of standards as every other health care facility.
“If the service is being funded by the provincial government through the Health Ministry, it’s a health service,” Burrill confirms.“It doesn’t matter what kind of a building it’s in, it has to meet all the appropriate health care standards.”
Yet, there should be some simpler requirements — for example, related to contingency power — because of the scoped service offerings compared to large health care centres. “If it’s a surgical clinic, you don’t need three days of backup power for a space like that; you just need enough time to be able to finish a surgery safely.The standards do accommodate for that to a certain degree and do provide for more economical space (than in hospitals) in some conditions,” Burrill advises.
On the flipside, moving to an out-of-hospital location means losing in-house facilities managers. Third-party service providers and maintenance contracts are likely to have an expanded role.
“Maintenance of health care facility equipment is more rigorous than maintenance of commercial equipment,” Burrill affirms. “MRIs only function within very tight temperature ranges so there are significant operating restrictions on it. Or, if it’s any kind of sophisticated equipment with microscopes, any hospital facility manager will tell you that’s an area of the hospital where you have to be very, very careful about vibrations.” | CFM&D
Ontario prepares to license new surgical and diagnostic centres.
Barbara Carss is the editor-in-chief of Canadian Property Management.
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[ operations & maintenance ]
BY RICHARD PARKER
OPTIMIZING WATER QUALITY IN MEDICAL DEVICE PROCESSING
A new standard brings critical changes to facility management.
As healthcare facilities increasingly focus on patient safety and infection prevention, effective water management has become a critical aspect of medical device processing.To address this, ANSI/AAMI ST108:2023 was introduced last year as a new, comprehensive standard for water quality systems in device reprocessing. This standard, built on years of guidance and technical revisions, provides a clear framework for healthcare organizations to ensure proper water quality during decontamination, disinfection and sterilization processes.
The journey toward ST108:2023 began with the release of AAMI TIR34: 2014/(R)2017, which offered initial
guidance for managing water quality in medical device reprocessing. Over the past decade, this technical report has evolved into a full-fledged standard with expanded requirements for water system performance, testing and team collaboration, offering healthcare organizations a detailed roadmap for compliance.
STRENGTHENING EXISTING WATER MANAGEMENT SYSTEMS
Healthcare organizations likely have existing water management procedures that align with elements of ST108:2023. However, a thorough review of current practices is essential to identify opportunities for building upon these systems rather than starting from scratch.
Medical device manufacturers often specify water quality requirements in their instructions for use (IFUs) for different stages of device processing. These requirements should be a cornerstone of any water management plan. Additionally, hospitals must implement strategies to reduce the presence of biological agents like Legionella in their water distribution systems.
Key components of an effective water management system include:
• Clear roles and responsibilities for the water management team,
• A comprehensive risk analysis,
• Routine water quality monitoring, and
• Regular system maintenance and performance qualification.
ADAPTING TO LOCAL REGULATIONS
In the U.S., some states have already integrated the requirements of ST108:2023 into their regulations, which means healthcare organizations in those regions may be required to comply with the new standard sooner rather than later. Therefore, it’s important for healthcare leaders to assess whether their current water management plans meet respective national and local regulation standards.
PREPARING FOR FUTURE REQUIREMENTS
Although the Accreditation Commission for Health Care (ACHC) does not plan to change its standards related to water quality systems in 2025, healthcare facilities should begin preparing for future compliance with ST108:2023. Improvements to water processing systems often require careful planning, time and funding, so early preparation can help avoid future disruptions.
KEY CONSIDERATIONS FOR IMPLEMENTATION
When preparing to implement ST108:2023, healthcare organizations should ask:
1. Are device and equipment IFUs being followed? Identify the water quality requirements for each stage of the device processing cycle, from decontamination to sterilization.
2. What types of water are defined and required in your facility? Understand the distinction between utility water, critical water and steam, and ensure that each is processed and used according to the standard.
3. Is the water management team multidisciplinary? Expand the team’s scope to include key personnel involved in device processing, such as central sterilization staff and clinical engineering personnel.
MONITORING AND CONTINUOUS IMPROVEMENT
To ensure the efficacy of water systems in producing disinfected and sterilized medical devices, organizations must engage in routine monitoring. Meaningful metrics should include checking for
NIX THE NITROUS
Canadian health care providers will be urged to “nix the nitrous” in a new campaign to curb greenhouse gas (GHG) emissions from leaky centralized delivery systems for the anesthetic gas. Audits in some health care facilities have discovered that as little as 5 per cent of purchased nitrous oxide (N2O) actually makes it to patients via this route, with the much greater portion escaping into the environment.
Proponents of portable tanks for dispensing N2O in the location where it’s needed emphasize that this alternative approach would reduce leakage of a gas that has a global warming potential (GWP) 273 times greater than carbon dioxide and cut losses of health care supplies, thus saving money. The United Kingdom’s Association of Anaesthetists and the American Society of Anesthesiologists’ committee on environmental health have already called for a switch away from centralized N2O delivery.
In Canada, the Canadian Coalition for Green Health Care will spearhead the campaign as part of an outreach effort tackling prominent sources of GHG emissions in health care facilities. The planned three-year program draws on funding from the Canadian government’s Implementation Readiness Fund to support adoption of low-carbon technologies, and will also raise awareness about the hydrofluorocarbon content in inhalers prescribed for respiratory treatment, while continuing efforts to reduce fossil fuel-related emissions in facilities operations.
“This is the first major initiative in which the Coalition is addressing both the clinical aspects of health care and the physical infrastructure,” reports Dr. Myles Sergeant, the organization’s executive director. “We believe this effort will help break down the silos between these areas, fostering a better understanding of how each can work to reduce GHGs and contribute to building a more sustainable health system — all while ensuring the highest quality of compassionate patient care.”
The Coalition plans to offer training, resource materials and support for onsite green teams within health care facilities. The effort is now rolling out with endorsement from a range of healthcare organizations, institutions and practitioners, as well as environmental advocates, community-based groups and technology providers.
corrosion, biofilm buildup, scaling and potential microbial contamination. Monitoring these factors not only protects the integrity of medical devices but also ensures the safety of patients and personnel. By starting with a gap analysis and expanding the water management team, healthcare organizations can begin taking actionable steps toward full compliance with ST108:2023. Preparing now will enable smoother transitions when upgrades to water systems are required,
whether driven by regulatory changes or accreditation standards.
As water quality continues to be a critical factor in effective medical device processing, healthcare facilities have a clear opportunity to strengthen their systems in line with this updated standard. By addressing potential gaps and incorporating cross-functional expertise, organizations can ensure better patient outcomes and safer environments for both staff and those receiving care. | CFM&D
Richard L. Parker, MBA, CHFM, CLSS-HC, FASHE, FACHE, is Associate Director, Physical Environment and Life Safety at Accreditation Commission for Health Care, Inc. (ACHC), where he provides guidance to customers and surveyors in the ASC and hospital programs. Prior to joining ACHC full-time, Richard was an accreditation surveyor while also serving as Executive Director of Facilities for a 615-bed hospital system in Arizona.
A MINDFUL EXPANSION
The newly completed Garry Hurvitz Brain Sciences Centre consolidates interdisciplinary support and innovative research to transform the brain health-care field in Ontario.
BY REBECCA MELNYK
NATURAL LIGHT BEAMS THROUGH THE FACILITY’S TRANSLUCENT EXTERIOR.
PHOTO BY HDR ARCHITECTURE ASSOCIATES, INC.
NEUROLOGY SERVICES ON THE SECOND FLOOR ARE INFUSED
ARCHITECTURE ASSOCIATES, INC.
Amid the high-traffic frenzy of Sunnybrook Health Sciences Centre, which houses the busiest trauma facility in Canada, a new space brings peace and comfort to patients with brain and mental health needs, and the staff who care for them.
Although it’s sandwiched into an extremely dense urban site, one of the few vacant spots left on the hospital grounds, the Garry Hurvitz Brain Sciences Centre offers views of Toronto’s Burke Brook Ravine, access to three therapeutic gardens and courtyards, and is completely infused with natural light.
“When you first come in, from a pastoral ravine view you have a much more calming environment than in the hus-
tle-and-bustle of an acute trauma centre,” says Barbara Miszkiel, vice-president and director of HDR Architecture’s Canada East health practice.
The HDR design team was tasked with creating a healing space that combines mental health care and innovative research under one roof, while bringing together interdisciplinary health care teams from across the brain sciences field. The entrance was flipped backwards to face the ravine and orient the building away from traffic and parking, unlike other main entrances to the hospital, and features a double-height space wrapped in translucent zinc cladding. Psychiatric emergency patients can, in turn, access the building from the other side for discretion and clinical purposes.
Completed this past October, the four-storey, 118,285-square-foot facility accommodates three distinct inpatient mental health units for adults and youth on the ground-floor totalling 38 beds, another small unit on the second floor and a psychiatric intensive care unit (PICU), all with their own dedicated exterior courtyard. The upper levels are home to an adolescent inpatient unit, a youth bi-polar disorder unit, sleep clinics, neuromodulation, a dedicated roof garden, a Youth Fresh Start Program for people reentering society and spaces to advance the research of brain disorders and illness, including dementia, ALS and eating disorders.
Half of the building is dedicated to inpatients. Anton Rabindran, director
WITH WARM COLOURS AND WOOD INTERIORS. PHOTO BY HDR
CLOCKWISE FROM LEFT: BENCH SEATING ALONG THE CORRIDORS NEXT TO OUTDOOR VIEWS; THE GROUND-FLOOR MAIN ENTRANCE; A SPLASH OF BOLD COLOUR IN A PATIENT ROOM; AND AN EXTERIOR VIEW OF THE SITE. PHOTOS BY HDR ARCHITECTURE ASSOCIATES, INC.
of capital development at Sunnybrook, who helped oversee construction, says the inpatient population is moving into private bedrooms with three-piece ensuite washrooms and exterior views. In place of a single multi-purpose group room, patients now have their own dedicated gym, group spaces and areas for assisted daily living with activities.
Their outdoor space is bounded by glass walls, which they can access directly from the inpatient unit themselves. “For the patients to get any fresh air, they have to travel outside their building with staff assistance and monitoring,” says Rabindran. “Now they can easily go outside and the nurses watch them through video
cameras and talk to them through intercoms. That’s pretty trailblazing.”
Miszkiel says that many patients, particularly those with anxiety, cope better in smaller settings. The inpatient units were therefore designed for smaller social groupings, with spaces to pace in the PICU and outdoor courtyard to help mitigate anxiety and aggression and calm down.
“Patients with lived experience who have been through care and treatment in mental health facilities have a diverse group of challenges they’ve been managing and living with for a long time,” says Miszkiel. “We use evidence-based research together with an empathic approach to design for diverse patient needs”
LIVED EXPERIENCE INFORMS DESIGN
To better address different acuities through design, the Hurvitz Brain Sciences Program’s patient family advisory council (PFAC) was involved from day one. “I’ve been at Sunnybrook a very long time and this was my first project that had a PFAC membership on my design table,” says Rabindran. “It proved to be a fantastic move. They brought the human element to architects, consultants and myself who sometimes have never been in that situation.”
The PFAC members are still involved as the team orders furniture and finishes. “What came from the user process was the notion that first impressions are important,” adds Miszkiel. “When people are coming in a more fragile state, the whole idea of a space that is not over-
whelming is comforting, and doesn’t feel like you’re coming to a hospital. We reflected that in the designs, particularly in the main entrance and lobby.”
One idea that sprouted was bench seating for inpatient units along the corridors. “We don’t treat corridors as just a way of getting from point A to point B; the corridors are also therapeutic spaces,” says Miszkiel. “In mental health facilities, it’s very important for patients to be able to sit on a threshold and watch the world go by. They can choose to participate in a program or observe and gradually feel comfortable with accepting more treatment.”
For the rooms themselves, the input that came from mock-ups of bedroom layouts inspired design choices that combine patient comfort and safety and security. Since nurses must check on patients every 15 minutes, they would traditionally flip on one light switch in the middle of the night, waking everyone. Now, there are six lighting zones in the room above the doorway that offer more of a nightlight feel.
For privacy, patients can modulate blinds attached to every door and window. Staff on the corridor side can open the blinds to make sure patients are faring well.
Another PFAC request, and a first at Sunnybrook, is allowing patients to lock their own door. “A lot of these patients bring their belongings with them because they stay awhile and are afraid of theft,” says Rabindran. “When they’re in their bedroom, they can press a button on their wall to lock the doors so their neighbour can’t get in. Any of the staff members can override that with their badge.”
A ROTATING CLINIC
Outpatient care defines the other half of the building, with 26 exam rooms that act as a weekly rotating clinic for different service providers who focus on areas such as strokes and dementia. Half of the rooms are specifically designed for ALS patients who have the greatest needs.
Six of the rooms will be used for sleep studies at night. As well, two circadian
sleep rooms, the only ones in Ontario, feature high levels of attenuation and a sequence of doors that trap out the light. They are dedicated to people with severe sleep issues who can rest in darkness and silence to reset their internal clocks.
A neuromodulation centre is also equipped to offer electroconvulsive therapy (ECT) and repetitive transcranial magnetic stimulation (rTMS or TMS), which is an up-and-coming procedure using magnetic pulses to stimulate the brain’s nerve cells to help people with severe medication and treatment resistant mental health disorders.
MODERN VISION & FUTURE EXPANSION
The Garry Hurvitz Brain Sciences Centre has been 10 years in the making since its namesake, a local entrepreneur and philanthropist, kick-started the project with a $20-million donation back in 2014, with the province investing $60 million.
The building will grow over time as more funding becomes available. Since it cannot expand horizontally, it was designed to add another four storeys on top. The team even acquired a green roof permit from the City of Toronto that approved its transfer to an upper level in the future.
One day, the expansion will also connect the structure to the main hospital circulation spine within its network-like campus of 20 buildings. As it stands, care teams are able to move through the whole complex, except one standalone facility, without ever stepping outside.
For now, the centre will begin delivering care to patients in January 2025, and when it does, it’s expected to transform brain and mental health care in Ontario and set a standard for designing such spaces.
“It’s about creating a really positive environment for both staff and patients and making them feel like they are the most important person when they enter and that the care and treatment is about fostering independence and choice,” says Miszkiel. “Encouraging that is a way forward.” | CFM&D
BY REBECCA MELNYK
COMMUNITY MOVES
Age is just a number at Unity Fitness, a multi-use wellness facility located in Toronto’s diverse waterfront community.
Close to the edge of Lake Ontario, in Toronto’s burgeoning Harbourfront area, the industrial heritage of the area has gradually faded over the years. But at Unity Fitness, a new wellness club located at the Sugar Wharf condos, the history of the neighbourhood comes alive again through design.
Not far from the Redpath Sugar Refinery, the 45,000-square-foot facility is filled with nautical themes and industrial aesthetics. Interior design firm Figure3 also wanted to create an inclusive space that would give back to its communi-
ty—a growing mix of young families and professionals. It offers an elevated experience, yet remains more welcoming than other trendy fitness clubs that primarily cater to users in their 20s and 30s.
Suzanne Wilkinson, a principal at Figure3, wanted the space to feel more approachable for the general public and less like a nightclub.“We wanted it to be more inclusive of a true community,” she says.
This design vision begins in the arrival lounge, which directly connects to a thoroughfare. As passersby head to the PATH, retail spaces and two connected condo towers, they will see people socializing through the windows.“The arrival experience is very
impactful;we wanted to create something that would bring people in and attract them to the space,” says Tamara Rooks, creative director of workplace at Figure3.
The concept also speaks to the psychology of popular spaces, adds Wilkinson. “When you see a restaurant where people are lingering, you’re more likely to want to dine there. It was the same for this approach.”
To create more intimacy among the large ceiling volumes, the room is filled with copper finishes, wood cladding and a linear fireplace.
Above the reception desk, a vibrant green chain-link sculpture signals the arrival point while serving as a lighting fixture. Rooks describes it as a “contrast of Mother Nature and metal,” an organic shape that reflects biophilic design and juxtaposes the industrial space.
The curvature of the installation and the ripple of other tube-light fixtures evoke the ebb and flow of waves, bringing movement into the club—a concept also found in an acoustic ceiling located in the Group Ex studio and graphics posted above the 15-metre salt water lap pool, which feature humans moving through water.
As opposed to jutting around the city for different boutique workout experiences, Amy Correia, general manager at Unity Fitness, calls the one-stop concept a unique element. “What sets us apart is being able to offer a multitude of different amenities and services that are normally hard to find in one location,” she says.
All the studios were designed to feel like separate areas within the larger facility. Lighting helps to create this experience. “When you go into a room, you know what type of exercise is meant to be there and how you’re supposed to feel in the space,” says Rooks.
In the darkness of the high-energy cycle studio, interactive overhead lighting moves to the music, creating a trendy nightclub feel. In Group Ex studio, an invigorating lighting scheme creates visual interest overlooking the floor-to-ceiling glass walls.
Tucked behind the gym, a small space connected to the residential building posed a challenge with its low ceiling and deep structure, so the designers created a high-intensity interval training area with bright lights for an edgier feel. Moving inside the yoga studio, sconces and indirect lighting at eye level evoke a softness.
Members will feel a distinct transition between these high- and low-impact studios, says Rooks. In the full-sized gym, materials and graphics on display in the basketball court create a “graffiti-like interior,” while a more refined industrial approach defines the rest of the space, with nods to the heyday of marine shipping.
Moving into the pre-yoga lounge the aesthetic departs from the corten steel and hard finishes, with a lower ceiling, jute textured rug and muted, softer colours for a serene spot to decompress in between classes.
As the wellness club caters to various lifestyle journeys, design is one part of its character. Amenities can accommodate early-morning condo residents who arrive via their own access levels, a lunchtime crowd who need a quick co-working spot at large communal work tables or couches with integrated charging stations, as well as families. Off the main hallway, a child-minding area features stroller storage, a washroom and a large jungle gym with tunnels, ball pits and various climbing features.
“The reason we went with the name Unity is because we really wanted to push the importance of building community,” says Correia. “There isn’t one demographic here. We have some members who are in their 80s and 90s who work out with their caretakers; then we have members who are 16; we have young professionals and a lot of parents. There is something for everyone here.” | CFM&D
FROM TOP: A DYNAMIC WAVE CEILING DESIGN IN A GROUP EXCERCISE ROOM AND GRAPHICS IN THE POOL AREA BRING MOVEMENT TO THE CLUB; THE INDUSTRIAL YET MODERN AESTHETICS OF A CHANGE ROOM. PHOTOS BY STEVE TSAI OF STEVE TSAI PHOTOGRAPHY.
BY ANI NERSESSIAN
DESIGNING THE IN-STORE EXPERIENCE
Strategic visual merchandising begins with understanding the structure of a retail space.
As customer expectations continue to raise the standards, the design and functionality of retail spaces must keep pace. These environments now serve as more than just shopping venues—they’re brand hubs, experience centres, and social spaces. For owners, managers, and store teams, the challenge lies in ensuring that these spaces maximize their commercial value while meeting the demands of modern consumers.This is where the expertise of visual merchandising plays a crucial role.
To create a well-rounded retail experience, visual merchandising focuses on two critical elements as part of space planning: zone planning and fixture layouts.These components help ensure that every part of the store is functional, navigable, and visually appealing: Zone Planning: This refers to the thoughtful arrangement of product categories. Each zone must be intentional, ensuring a logical flow that inspires customers to explore while being easy to shop. Proper adjacencies between product categories drive engagement and enhance the shopping experience.
Fixture Layout: Both the zone plan and overall store navigation guide fixture placement. Well-placed fixtures encourage natural customer flow, creating a comfortable atmosphere that invites shoppers to browse and buy.
However, visual merchandising comes into play after the architecture and store design are established. This requires working within existing constraints to deliver an optimized retail experience. Let’s explore the three key elements that influence this strategy:
1. Space Proportions: The shape and dimensions of a retail space directly affect how aisles and walkways are laid out, influencing the positioning of key feature sections. Sightlines and walkways should be planned to lead customers seamlessly through the store.
2. Space Shape: Irregularly shaped spaces present both challenges and opportunities. For example, unusual offset areas can be transformed into exclusive hubs, offering privacy or a sense of novelty. However, these spaces often need
additional visual cues—such as lighting or open sightlines— to draw customers in and make them inviting.
3. Architectural Features: Elements like alcoves, textured walls, or unique finishes naturally create focal points.Visual merchandising strategies should capitalize on these features by assigning specific uses or product categories to these areas. For instance, an accent wall could become a showcase for high-margin products, turning an architectural element into a merchandising asset.Any shifts in layout, finish, or linear space visually creates the start and end to a section.
Every retail space requires a balance of flexibility and structure. Launch zones or feature zones—typically located at the store’s front—highlight seasonal or promotional products. In narrow or irregular spaces, however, traffic flow and customer behaviour might dictate alternative placement.The goal is to create a natural flow that feels intentional.
ture but also the positioning of lights to highlight focal points.After every reset, lighting should be re-positioned (if possible) or re-evaluated to ensure that key areas are properly illuminated.
Strategic visual merchandising begins with a deep understanding of the space’s structure. By leveraging the architectural features, layout constraints, and visual opportunities, you can create a retail environment that engages customers, drives traffic, and enhances the overall shopping experience. Understanding these principles plays a pivotal role in the success of the retail business by serving commercial purpose while also providing a seamless and inviting experience for shoppers. | CFM&D
Ani, the founder of VM ID, is a seasoned visual merchandising specialist with over 15 years in the retail industry. Holding a B.Des from Toronto Metropolitan University’s Fashion Communications program, Ani combines her expertise with a strong academic foundation, having taught Visual Merchandising and Display courses at both TMU’s and Seneca Polytechnic’s Schools of Fashion. Her experience spans across esteemed brands like Holt Renfrew and Adidas Group Canada. Ani launched VM ID with a vision to share her knowledge and passion for visual storytelling, helping retailers of all sizes cultivate a cohesive and impactful visual identity that resonates with their brand values.
Feature areas, such as windows and high-traffic zones, may need to be refreshed monthly or bi-monthly, depending on traffic and business needs. A strategic refresh helps maintain a cohesive look throughout the store. It’s essential that staff understand each zone’s purpose and theme, as placing new arrivals arbitrarily can disrupt the consumer journey and lead to a disorganized shopping experience.
Any store managers or operators who are unfamiliar with visual merchandising principles often make these common mistakes when setting up or adjusting retail spaces:
1. Disregarding architectural constraints in fixture layouts: Introducing fixtures that don’t align with the architecture can clutter the space and disrupt the integrity of the space, making it less appeal ing. Effective visual merchandising uses the architecture itself to de fine zones and create a flow, reducing the need for excessive signage.
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2. Inadequate Space Allocation: rooms and service areas is essential. Compromising the functional needs of the store for more display space can lead to operational inefficiencies and a cluttered showroom, negatively affecting both brand image and customer experience on the retail shopping side.
3. Poor Lighting: role in visual merchandising. It’s not just about the colour tempera
BY KELLY WIDGER
A TRANSPARENT APPROACH
Enhancing accuracy in the P3 model.
Canada’s population is growing quicker now than it has in nearly 70 years, increasing by 3.2 percent to 40 million in 2023. To manage the growing demand, as the Canadian Urban Institute has claimed, the country must invest in more infrastructure, including schools, hospitals, public transit links, highways, and bridges.
We already have one of the most active and successful public-private partnership (P3) markets in the world. To date, there are 291 active P3 projects, representing a total value of more than $139 billion.
Still, the world has changed since the first P3s began in the 1990s, and exponentially so over the past few years. Rising inflation is putting pressure on governments to be even more careful
with taxpayers’ money.The pandemic has also forced people to re-evaluate where they live and work and how they use infrastructure.
Meanwhile, P3 projects face increasingly ambitious decarbonization targets, at both federal and local levels.According to the World Bank, around 70 per cent of global greenhouse gas emissions emanate from infrastructure construction and operations, meaning infrastructure operators have greater incentive to hit deadlines, keep costs down, reduce their environmental impact, and improve overall operational efficiency.
This plethora of challenges is making an already-intricate P3 model, with its unwieldy legal frameworks, diverse stakeholder interests, and multifaceted financial arrangements, even more complex. So, how can P3’s proponents manage this growing complexity and ensure the model is fit for the third decade of the 21st century?
The basis for technology is that it makes our lives easier, and this is true for everything from the steam engines of the Industrial Revolution through to today’s AI tools. For P3 operators, there is a set of developing technologies, including IoT sensors,AI and digital scanning tools, that can add an unprecedented level of visibility, automate tasks, and improve decision-making.
MORE TRANSPARENCY
The internet of things (IoT) is by no means a new technology to facility managers. Current estimates put the number of connected devices in the world at just under 20 billion. These sensors are built in or attached to everything from industrial sized chillers to home fridges, and they can capture data on just about anything related to the performance or the condition of the thing to which they ‘connect.’
The most common uses for facility managers are asset management and maintenance, and environmental controls. Equipping building assets with sensors allows operators to detect factors such as stress, vibration, and temperature. Environmental sensors, on the other hand, can monitor factors more closely related to the occupier or user experience, such as lighting, room temperature, and occupancy. These elements are no less crucial for parties responsible for the operational phase of public infrastructure, including transit hubs and hospitals, where people are likely to associate a poor experience with the value they are receiving for their taxes.
Understanding the condition of an asset and when it’s likely to fail, for example, leads to more effective maintenance schedules. If parameters on an asset’s condition are pre-set, a sensor can trigger an alert before the asset breaks down.With a growing bank of real-time data, a schedule can be also developed that results in less under- or over-servicing, minimal operational downtime, and savings on costs associated with engineers travelling to site to fix problems, a challenge that any operator working across Canada’s geography knows all too well.
As a result, sensors can provide visibility across the operational phase of a P3 projects, providing operators with a level of detail that helps them be more efficient, enhance the user experience, ensure service delivery meets key performance indicators and service level agreements, and discuss contract parameters with the public sector partner if real-time sensors identify issues with the pre-agreed specifications.
ENHANCED DECISION-MAKING AND AUTOMATION
Combining sensor data with AI is where a true transformation begins to happen, not just making users more accurate in their decision-making but also allowing them to transition from a preventative mindset to a predictive one.
In Sweden, a company named Jernhusen owns and manages railways stations and associated properties across the Nordic country’s rail network. Station man-
agement can be challenging, especially during the cold winter months. Snow and ice can present health and safety hazards and disrupt key assets such as elevators and escalators.
As a solution, an AI-powered IoT platform has been deployed at a Jernhusen facility where sensors have enabled proactive, AI-driven predictive maintenance that makes fixes more accurate and helps the facility team avoid maintenance work during peak commuting times. The sensors provide the ability to drastically reduce breakdowns through real-time data on escalator run time, humidity, footfall and weather conditions. For example, grit is easily trampled into a station and is a common cause of escalator malfunctions as it gets clogged up in the mechanism. The software can monitor the weather forecast for the days ahead and when roads are likely to be gritted as a result, allowing Jernhusen to be better prepared for the eventuality.
BETTER LIFECYCLE MANAGEMENT
Another potentially game-changing technology is building information modelling (BIM) software. BIM enhances visibility of the building lifecycle by encouraging every stakeholder in the chain to share information simultaneously, with the end goal of creating one centralized location for all building data.,
While the use of BIM isn’t mandated in Canada for public sector projects like it is in other parts of the world such as the UK, more and more operators, both in P3 and non-P3 projects, are recognizing its value across the building lifecycle, including for long operational phases. As a key system for standardizing and sharing lifecycle data, BIM offers users the opportunity to view and export asset data, including model, manufacturer, and the location within a building, which can then be imported into a CMMS to create and pre-populate a comprehensive
asset register and streamline maintenance activities. It allows contractors to virtually visit the site via a 3D BIM model, giving them a better idea of what to expect when they are there.
FAIRER PAY
A common pain point for operators and vendors in P3 projects is the payment processes. The lack of good data means it’s tricky for parties to allocate risk fairly at the beginning of a project or contract term, set the parameters and service level agreements accurately, and measure performance once work has begun.
Payment mechanism software helps provide reports and trend analysis of services failures, deductions, and rolling threshold values. Integrating sensor data, AI and BIM with payment mechanism software adds a level of transparency that minimizes deductions by giving greater insight into impending asset failures, while ensuring fairness for all stakeholders. This combination of technology can trigger payments based on predetermined parameters and automate payment calculations, minimizing human error or bias and leading to more accuracy overall.When integrated with AI-powered platforms, users can identify trends and forecast many factors – asset condition, maintenance schedules, market trends, project cashflows, and other financial risks.
The P3 model can play a fundamental role in Canada’s future, as the country responds to the infrastructure demands that come with its continued growth. But governments and P3 operators are facing rapidly evolving challenges, putting pressure on them to deliver infrastructure that supports citizens and provides them with value for money. The role of technology, such as IoT sensors, AI and BIM, in streamlining processes, reducing costs, and increasing sustainability will only become more critical in ensuring the long-term success of P3 projects. | CFM&D
Kelly Widger is General Manager (North America) at Service Works Global, international provider of IWMS, BIM and P3 payment mechanism software. Kelly is responsible for managing key customer accounts and overseeing project delivery throughout Canada and North America. She has a background in FM service delivery and P3 contract management gained from extensive experience of working at leading FM service providers.
CURVED COMFORT
Healthcare furniture is reflecting the way clinical environments are evolving into more patient-focused spaces with curvier angles for comfort. New seating offerings also take neurodivergence into account as designers prioritize inclusivity.
The Dais minimal lounge chair by Keilhauer won multiple awards at this year’s NeoCon. The certified carbon neutral product was designed to use as few materials as possible and is constructed without the use of fossil-based materials. The chair comes available in 10 ash wood base stains.
Stance Healthcare introduced Rochester, a lounge collection featuring sculptural lines, rounded back and simple legs.
Tailored for a wide range of healthcare applications, this collection includes an integrated clean-out space, optional solid surface surround arm caps and field-replaceable upholstery.
Kwalu recently introduced a neuroaesthetic-inspired healthcare recliner. Ellie was made to support emotional well-being and humanize the patient experience in clinical settings. The chair is crafted with an “embrace back” that cradles users, postural support and warm materiality. All components are fully replaceable. Key elements including the loop arms, side lever, push bar, and bumper base, are crafted with a durable, nonporous material.
Seaside Lounge, part of Integra’s Coastal Collection, accommodates various ways to sit for comfort and neurodiversity. It features a 360-degree swivel with self-return or static version, metal legs, sled bases, a plinth base, and casters for mobility. Arm options include a tablet arm, an open arm with solid surface cap and an upholstered arm that incorporates a clean-out with an optional solid surface arm cap.
Radia from Steelcase Health is designed for a range of spaces and body types. A curved back provides support and accommodates a variety of postures. Wallsaver legs were designed to protect walls, cove molding, and flooring from accidental damage. The seating features sit-to-stand support with pommel or contour arm caps that offer grippable surfaces for safe standing and sitting down. Ganging brackets allow chairs to stay together, but provide the flexibility to change over time. Minimal seams in high-touch areas offer effortless cleaning and reduce wear on upholstery.
Photo by Jonathan Nicholson for Kwalu
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IN SAFE HANDS
Understanding cultural biases in the workplace help improve incident investigations, while an updated standard offers further assistance to reduce safety hazards.
Workplace incident investigations across Canada will likely involve more consideration for risks beyond health and safety, such as cyber threats, remote working and sustainability issues. A new white paper from workplace software company Avetta digs into workplace safety hazards and how to reduce them. The research highlights cultural biases that permeate across organizations, making it more challenging to deliver positive safety outcomes as risks evolve.
Over the past few years, workplace injury rates have increased across the globe and businesses will need to monitor work-related practices more readily. According to the 2023 Report on Work Fatality and Injury Rates in Canada, by Sean Tucker and Anya Keefe of the University of Regina, Northwest Territories and Nunavut witnessed the highest five -year average injury fatality rate (9.8 deaths per 100,000 workers). Among other provinces, Saskatchewan’s average five-year injury rate ranked highest (4.4 per 100,000) closely followed by Alberta (4.2 per 100,000).
“When incidents, near misses, or gaps in controls are discovered, the investigation process should be embraced as a method to impact the numbers with identification of solutions to prevent future occurrences,” the report states.
This is important due to the long-term effects incidents have on companies. In the United States, the National Safety Council found the total cost of work injuries in 2022 was USD $167 billion. On a worldwide scale. work-related injuries and illness account for 3.94 per cent of the global GDP, amounting to $2.99 trillion. According to the Institute for Work and Health, “the average estimated financial return on these investments was about
$2.20 for each $1.00 invested in prevention.”
Yet despite more of a shift to technology-driven health and safety management systems, companies are struggling to improve safety. The researchers identified three cultural biases that challenge proper workplace investigations. They include recency bias, assuming employee error versus safety gaps, and a false belief that finding a root cause will fix the problem.
RECENCY BIAS
Many leaders assume that the true cause of an incident stems from the most recent task that occurred. This spotlights employee error and ultimately drives under-reporting and negative cultural perceptions among workers. Companies miss out on learning from past incidents and improving the systems of work that keep workers safe and deliver better business.
AN “US VERSUS THEM” MENTALITY
Assuming that an incident is caused by an employee not following the rules often leads to disempowered workers and a lack of knowledge on how to best improve work systems. Organizations are advised to elevate their perspective on how important workers are regarding system gaps. Leaders should offer positive feedback to workers and genuinely listen to their insight. Incident investigations often highlight how workplace safety is an employee’s responsibility. Yet leaders need
to understand how their own pivotal safety role nurtures worker feedback.
FINDING FAULT FIXES THE PROBLEM
An organization’s leaders are a powerful influence who can find the nuances of incident investigations, yet many try to find a root cause of an issue, such as employee error or recency bias, which misses critical pieces of information and opportunities to improve.As the paper notes, in a typical industrial setup, it becomes the perceived norm for one to focus on productivity at the cost of safety, with the perception that fixing a problem that led to last week’s injury means it won’t happen again.
STANDARD SIMPLIFIES INCIDENT INVESTIGATIONS
To help solve workplace problems, the report concurs that data-driven, fact-based incident investigations will help understand reasons for incidents rather than piling fault onto one individual person or business area.
The report underscores the importance of the CSA Z1005 Incident Investigation standard, which can assist safety professionals in developing effective yet specific incident investigation programs.
CSA Z1005 is the only incident investigation standard in the world and was created to help organizations plan for potential hazardous incidents, control incident sites, collect proof and prevent them from happening. Based on meeting the company’s unique needs, rather than any particular investigative method, CSA Z1005:21, the latest version of the standard, helps to form better safety systems from scratch or improve upon flaws.
The report further offers an illustrative roadmap from Ontario’s Infrastructure Health and Safety Organization, which companies can use to curate their own incident investigation forms. | CFM&D
The white paper can be accessed at www. avetta.com
