CFMD Winter 2023

PHOTO

STEVE TSAI

INNOVATION ON THE GROUND FLOOR

Many workers who have returned to the office in some way have experienced what it’s like to no longer have ground-floor convenience, whether that means grabbing a late morning coffee from the cafe or popping down for a quick sandwich. Life at the office feels different because many of these places have closed.

While some have slowly jumped back into action, others remain shuttered across Canada’s commercial buildings because there just aren’t enough customers anymore.This presents an opportunity for office owners to figure out how these spaces can serve as another revenue source, while retaining tenants.

On the cover, a photo of QuadReal’s new tenant lounge in downtown Toronto offers a glimpse of how these spaces are being activated. You can find more on page 16.

As buildings evolve, so do the workplaces inhabiting them. On page 12, find out why organizations are being urged to closely examine how generational bias makes its way into decision-making and why that’s risky.

We also look at the changing landscape of P3 projects, advice on how facility management professionals can integrate artificial intelligence into their operations and emerging principles for outdoor lighting to save energy and prevent pollution.

There’s much more and we hope you enjoy the magazine.

REBECCA MELNYK

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

WINTER 2024

Volume 39, Issue No.1

PUBLISHER: Ron Guerra rong@mediaedge.ca

EDITOR: Rebecca Melnyk rebeccam@mediaedge.ca

ART DIRECTOR: Annette Carlucci annettec@mediaedge.ca

GRAPHIC DESIGNER: Roxy Huynh-Guinane roxyh@mediaedge.ca

PRODUCTION MANAGER: Ines Louis Inesl@mediaedge.ca

CONTRIBUTORS: Jason Broadhurst, Barbara Carss, Marcia O’Connor, Kelly Widger, and Michael Vervena.

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 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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CARBON CUTTER

Arthur Erickson Place in downtown Vancouver has achieved Zero Carbon Building – Performance Standard certification from the Canada Green Building Council.

The three-year decarbonization process, which began in 2022, involves retrofitting the 363,000-square-foot 26-storey commercial building and reducing its energy consumption by 40 per cent. Completion is expected in 2025, at which point Arthur Erickson Place will have reduced its carbon emissions by 97 per cent.

The project is being realized through a joint venture between Reliance Properties, KingSett Capital, and Crestpoint Real Estate Investments. Features include optimized HVAC controls, new electric boilers, heat pumps, air handling units, a rooftop beehive installation to promote biodiversity and a spacious outdoor plaza.

MASS TIMBER MOTIVATORS

British Columbia, Ontario and Quebec are collaborating in an effort to open more doors for encapsulated mass timber construction (EMTC). The three provinces have jointly developed proposed code changes that would allow for taller mass timber office and residential buildings than are currently permitted, and introduce new eligibility for EMTC in long-term care, retail and low-to-medium-hazard industrial facilities and some assembly occupancies.

The exercise is the first time provinces have worked together to harmonize their codes ahead of a triggering initiative from Canada’s model national code developers. National review and adoption could occur later, but, for now, the Canadian Board for Harmonized Construction Codes is acting simply as a facilitator and has not contributed to the proposed changes.

The proposed changes establish varying height and total floor space thresholds for seven different occupancy categories, along with other design and safety conditions.

NEW CHAPTER FOR LITERARY LANDMARK

Parks Canada has developed the first stand-alone management plan for Green Gables Heritage Place in Cavendish, Prince Edward Island. The 80-year-old heritage site has become famous around the world as the inspiration for the setting in Lucy Maud Montgomery’s classic tale of fiction, Anne of Green Gables.

Over the next decade, the plan seeks to improve the visitor experience and management of natural and cultural resources.

Some objectives include better maintenance of the house’s garden and upgraded barrier-free access for visitors with mobility challenges and other disabilities.

IFMA BOOSTING AI GUIDANCE

The International Facility Management Association (IFMA) will be creating more resources on artificial intelligence (AI) to help facility management professionals differentiate AI hype from reality.

The association is leveraging its research capabilities to guide near-term practical applications of AI in facility operations, longer-term prospects for more advanced AI capabilities and organizational and technical prerequisites to consider for those seeking to be AI early adopters.

“FM has become a data-driven industry. Basing decisions on incorrect data is far more worrisome than whether AI will take our jobs,” said Chair of IFMA’s Global Board of Directors Dean Stanberry, “FM knowledge, skill and experience requirements have expanded. IFMA is working to identify what knowledge FMs will need to know and when, and to develop informational and educational resources to help FMs apply this new knowledge in practice.”

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BY MARCIA O’CONNOR

HOW AI CAN HELP FACILITY MANAGERS

On its benefits and practical use and getting FM teams on board

None of us have been able to escape recent news articles on artificial intelligence (AI): how it will change our future, help reduce our workloads, better organize our buildings, homes and even our lives.

There are advantages and practical applications in facilities management that entail examining potential contributions, our capacity for enhancement, and optimizing the overall efficiency of facility operations.

AI refers to computer systems or machines that are programmed to think and learn like humans. It involves creating software or algorithms that can analyze and understand vast amounts of data, make decisions, and solve problems. AI can also collect data through sensors, building management systems, and maintenance data records. Its capability could be summarized as, “Like Google, but part of your internal operations.”

Begin now to integrate AI into FM operations. Here are some of the benefits:

• Insights and analysis on base data for the facility;

• Day-to-day records of building energy consumption to optimize heating, cooling and lighting based on existing occupancy patterns and weather forecasts;

• Occupancy data to optimize workflow patterns and space design, allocation, and room booking systems;

• Maintenance logs to help with staffing and create maintenance checklists for best practices;

• Use of historical data, along with occupancy data, setting best frequency for repair and maintenance;

• Preventative maintenance strategies, offering conclusions on when equipment failure, related to wear and tear, is imminent;

• Inventory and vendor streamlining predictions for product restocking and consumption;

• Efficient cost solutions to manage many buildings at once;

• Emergency response and building security. Help with evacuation (i.e. where is safest spot/exit door);

• Format and visualize data, create reports and presentations.

The toughest job of integrating AI into daily work life may be getting the FM team on board. Here are some ideas for the best path forward:

• Create a step-by-step plan for gradual AI integration into FM operations;

• Set realistic goals and expectations for AI implementation;

• Address concerns and skepticism among FMs. Offer them reassurance that AI is a tool to enhance facility performance by saving human time and using existing data;

• Work together; make it a collaborative approach;

• Provide training and education on AI; and

• Work closely with the IT department for internal application development, training, and FM integration.

This may all seem overwhelming at first. Start slowly to set up guidelines for your team by using ChatGPT or Google AutoML.There are numerous online resources, including courses, books, podcasts, and blogs all readily available to help FMs learn AI fundamentals.

The IT department will help select the best programs available to service needs, such as Google Colab, Replit, and MindStudio. These are great tools for quick-test experiments. You can also join online communities, attend tutorials and seminars, and seek mentorship to embrace learning opportunities.

AI applications should be continuously monitored to ensure they perform as expected. As AI relies heavily on data, ensure there is access to relevant and high-quality data. AI programs are not human experts, so AI-generated responses should always be verified.

Do stay informed about the latest trends by engaging with industry publications, attending relevant conferences, and professional development.

Effective AI implementation demands a strategic long-term approach, necessitating collaborative efforts across a company, a willingness to adapt and assimilate insights from AI, and collaboration with the IT department. AI will create a path to continuous innovation for improved facility operations.

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.

BREAK WITH CONVENTION

Challenges related to travel logistics, undersized facility space and inadequate surrounding amenities prevent convention business at provincially operated venues in Toronto and Ottawa, Ontario’s acting Auditor General, Nick Stavropoulos, has concluded. His value-for-money audit, released in December 2023, charts the waning competitiveness of the Metro Toronto and Ottawa Convention Centres among similar facilities in other North American cities.

Audit findings show that MTCC lost 23 bids between 2017 and 2019 due to insufficient nearby hotel space and OCC was rejected for seven events scheduled between 2022 and 2026 because of the limited number of direct flights into Ottawa International Airport. As of June 2023, MTCC registered a 44 per cent decline in bookings relative to the years prior to the COVID-19 pandemic, while OCC had dropped 50 per cent from previous levels.

The auditor general recommends that Ontario’s Ministry of Tourism, Culture and Sport, which has oversight for the two Crown agencies, consider introducing incentives to help both venues attract business, including incentives for the development of hotels in the vicinity. It also urges the Ministry to respond to the redevelopment proposals and plans MTCC submitted in 2019.

The audit highlights the lack of contiguous space to accommodate large tradeshows and conferences that might otherwise come to MTCC, and cites 20 international conventions, collectively spawning an estimated $490 million economic impact, that have not rebooked in MTCC because they have “effectively outgrown” the space. With roughly 580,000 square feet of rentable space, MTCC is about three times larger than OCC, with eight exhibit halls versus three at OCC and 77 meeting rooms to OCC’s 28. However, MTCC’s quirky configuration splices two medium-sized facilities together with 182,000 square feet in the north building, facing onto Front Street, and the larger remainder to the south connected via an elevated interior bridge.

“We found that in terms of its contiguous space, MTCC ranked low, or 18 out of 21 among a sample of comparable Tier 1 convention centres in North America. Further, many convention centres have expanded in the past 26 years, since MTCC was last expanded (1997), so MTCC has fallen in the size rankings,” the audit states.

Turning to Ottawa, the audit discusses decline in the downtown core that is undermining its appeal as a convention destination. As of June 2023, foot-traffic was still gauged at less than two-thirds of pre-pandemic levels, with associated reduced vibrancy of the downtown area. The report suggests “changes to where people work in Ottawa since the COVID 19 pandemic have had a lasting impact on the character of the downtown area” and identifies the federal government’s hybrid workplace model as one of the prime upheavals.

The report recommends that OCC management work collaboratively with Ottawa’s tourism bureau, downtown business associations and other stakeholder groups to promote their mutual interests and enhance downtown ambience. The Ministry of Tourism, Culture and Sport is advised to consider how it develop or support such initiatives.

In other audit findings, it tallies about $17 million worth of capital repairs now required at MTCC and a nearly $16 million dollar capital repair backlog at OCC.The audit also affirms client groups’ general satisfaction with both convention centres. Among those surveyed in the years from 2013 to 2023, 95 per cent of clients gave their experiences at MTCC a positive rating, while, using a scale of 5, event planners gave the OCC an average score between 4.5 and 5 in each of those years. | CFM&D

BY KELLY WIDGER

A TECHNOLOGICAL REVOLUTION FOR P3

Last year, Canada’s public-private partnership (P3) market turned 30. In those three decades there have been more than 300 projects across the country, totalling around $139 billion in value. The model has been used to build, operate, and maintain hospitals, schools, highways, railways, courthouses, bridges, and water and wastewater plants.

P3s are suitable for longterm public infrastructure projects because they allow underfunded and overstretched public authorities to transfer risk to private sector specialists, often integrating key delivery elements, and gain access to outside capital. This helps costs from overrunning, a constant feature of public sector project lifecycles.

But the P3 market hasn’t been all smooth sailing. At the Canadian Council for Public-Private Partnership annual conference last year, it was clear that the model does have its challenges. A common fear we hear is that P3s are just too complex, a reputation certainly undiminished by the last three years of

challenges, including a global health crisis, major supply chain disruption, labour shortages, inflation, and rising commodity prices.

TECH-FORWARD

With the right technology implementation, systems, and processes, P3s don’t have to be complex. The key, as is so often the case, is data: high-quality, objective, and accessible data on performance that ensures every stakeholder has visibility.

Public authorities are under constant pressure from taxpayers to spend responsibly, so they need to know that performance criteria are being met and that the data they see is fully auditable and transparent. Too often, service providers are penalized with deductions

because they cannot adequately monitor or measure what they are doing.

That’s where technology comes in. In the past, facility managers used offthe-shelf software to manage all the operational contract elements. Now, a combination of building information modelling, the emergence of digital twins, and top-end integrated workplace management systems (IWMS) with payment mechanism software integration provide extra layers of data integrity, accuracy, and auditability.

Increasingly, we’re seeing this kind of technology adoption across more hightech sectors such as healthcare and transit, but also traditional sectors such as schools, offices, and other public buildings.

BETTER WITH BIM

Building Information Modeling (BIM) allows organizations to streamline the transition from construction to building operation, derive cost savings, and improve carbon performance in the long term through open shareable asset information. Facility managers can quickly and cost-effectively laser scan existing environments and use this data to create BIM models, aiding decision-making long into a building’s operational life. This means that BIM can deliver significant benefits for long-term projects, especially where contact terms necessitate transparency and performance over periods of up to 25 years.

PAID IN FULL

By integrating BIM with IWMS and payment mechanism (paymech) software, stakeholders can ensure better transparency across the whole P3 contract lifecycle. Paymech technology gives confidence to all parties that the project can operate according to the terms agreed, providing reports and trend analysis of service failures, deductions, and rolling threshold values.

What’s more, aligning BIM with the contractual terms provides users with clearer information, enabling them to deliver on time and within budget, adhere to compliance, and minimize deductions. For FM service providers, integrating BIM with an IWMS enables more effective maintenance regimes as well as maintaining a comprehensive, fully up-to-date BIM model once the contract comes to an end and the building is handed back to the public sector client.

DIGITAL TWINNING

Smart buildings represent the next leap in innovation for P3s and broader building lifecycle management. Once the BIM model gains access to continuous data, such as through sensors, it becomes a digital twin. BIM integrated with IWMS software provides essential data, including classifications of each space, minimum and maximum temperature requirements, types of materials and details about each asset.

While some new technologies naturally replace others, as IWMS replaces spreadsheets and paperwork, digital twins are built on BIM and do not replace it. Both are built on 3D models, but digital twins represent more advanced modelling. For facility teams looking to use sensors, the BIM model helps them plan their locations and visually understand the data from them. As more data is added to the model, the more easily facility managers can diagnose and fix problems – even before they become apparent to the building’s occupants.

With access to real-time data, digital twins compile it all to form a virtual replica of the building’s state in real time. Instead of viewing data from various sources on multiple reports, the digital twin can be used to view performance,

identify trends, and detect building errors – in the same place.

Digital twins can also be used to test different scenarios – like the impact on air quality of a new asset or how cooling systems would cope with more people in the building. This reduces the impact of disruption or dips in performance of the ‘live’ building environment.

The P3 model remains an undeniably effective way to build and run key public infrastructure and that won’t change, especially as public sector facility managers face increasingly tight fiscal conditions. Technology will continue to guide how P3 contract management software needs to operate, and the shift to more sophisticated tools and sources of advice will only gain pace. | 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.

KIDS THESE DAYS

A new study brings to light the growing prevalence of generational prejudice in the workplace.

New research warns that perceiving employees through a generational lens to inform policies and organizational decision-making fails to be helpful and invites bias and prejudice, risking unequal treatment. The study, Making Sense of Generations in the Workplace, comes from global HR advisory firm McLean & Company.

As organizations rethink people management in a new era of work, there is too much focus on the differences between generations, the study argues. With older employees choosing or needing to retire later and younger generations entering the labour force, workplaces will be multigenerational. And while workplace behaviours vary, for instance, the ability to work overtime, differences remain marginal.

Unlearning biases and creating a more inclusive workplace will allow for more cross-generational collaboration. Training and reverse mentorship are two suggestions. Stereotypes should be challenged within a company’s culture. For example, the belief: “Gen Zers are more technologically adept,” should be scrutinized as a valid assessment for technical skills as part of the talent acquisition strategy.

“The discussion about generations is inescapable and exists through several lenses, including social, economic, political, and organizational,” says Janet Clarey, principal director of HR Research and Advisory Services at McLean & Company. “No aspect of generational differences exists in a vacuum. Rather, each reinforces the others, causing the phenomenon of generational stereotypes to intensify.

“For example, the recent social interest in generations has led to business consultants pushing the concept to sell their services. This push inflates interest in generations, which in turn can risk

adopting a one-dimensional approach to people management that ignores the critical and varied complexities of employees’ identities.”

To support a holistic approach to people management and make sense of generational stereotypes, the firm has organized its resource into three sections.

CRITICAL EXAMINATION OF GENERATIONAL DIFFERENCES

Scholars have put forth arguments to challenge the very concept of generations as a valid means by which to categorize and explain people.

Sean Lyons, an associate dean and professor at the University of Guelph, is a leading scholar in the field of generations research. “Unless you understand the larger context of history and why people are the way they are, you’re not getting the full picture,” he said. “There’s something here, it’s useful as a way for people to see the world, but the labels, stereotypes and categorizations are somewhat cheap and dirty, and don’t get you anywhere.”

Labels are even being used globally to group individuals of various cultures and countries based on birth year. Dr. David Costanza, a doctoral program director at George Washington University and another leading scholar, questioned this very concept. “If generations are created by people experiencing events in a similar way, how can someone outside that culture and history who didn’t experience them be affected the same way”?

PSYCHOLOGY AND MEDIA AS CATALYSTS

If the science is shaky then why is the concept so popular? While social psychology explains the appeal of generational differences, media has also elevated the construct. The human brain seeks to simplify and make sense of complex environments. One of the ways in which this is done is by relying on heuristics, which are mental shortcuts employed to quickly make judgments about surroundings or solve problems without requiring immense cognitive effort. Organizing complex people by generation is an application of heuristics.

News media headlines that allude to generational differences, popular and social media and even reputable publications that produce generation-based research for professionals are all potential catalysts.

IMPLICATIONS FOR THE WORKPLACE

The study reports the legal risks that loom over poorly implemented policies and programs based on generations, which have a direct relationship with a person’s age. Canada has legislation in place to protect employees from age discrimination.

Organizations should learn to navigate and manage the permeation of generational stereotypes. | CFM&D

To download the report, visit: https://hr.mcleanco.com/research/ss/making-sense-of-generations-in-the-workplace

BY REBECCA MELNYK

PASSIVELY INNOVATIVE

Nova Scotia’s first Passive House retrofit will convert a circa-1850s two-storey home into distinctive office space for the Halifax-based architecture firm, Habit Studio.

The women-led project proponents intend it as an example of what is possible when pursuing deep retrofits of existing buildings, an endeavour that can ultimately reduce greenhouse gas emissions in Halifax.

Buildings generate 45 to 53 per cent of the province’s total GHG emissions. The percentage of energy associated with buildings is even higher in Halifax at 70 per cent, as of 2016, explained Lorrie Rand, co-founder and director of sustainability at Habit Studio. She was speaking at a recent online presentation hosted by Net Zero Atlantic.

Canada has set a deadline to achieve netzero GHG emissions by 2050, a point at which most of today’s buildings will still be standing. Yet deep retrofit projects currently amount to less than one per cent in the country. “We need to get that number up, nationally, to between 5 and 12 percent of the building stock being retrofitted annually,” said Rand.

The architecture firm is so passionate about the cause that they’ve undertaken Passive House measures to transform the heritage property in the city’s north end to show what is possible as they target an 88 per cent reduction in GHG emissions along with an 87 per cent cut in energy use

An energy model, initiated at the beginning of the project, is also predicting a reduced heating energy savings of 92 per cent. The retrofit project will showcase effective R values of R -24 in the walls, R -65 in the roof and R-24 for the floors.

RELAXED RETROFIT TARGETS HELP RESTORE HERITAGE

Back when the firm purchased the 1,800-square-foot timber structure on Falkland Street, the rooms had never been remodeled except for modern amenities in the kitchen and bathrooms. There were single-pane windows with original wood frames and sashes and no insulation in any of the building assemblies.

Since a party wall was attached to the adjacent home and the north and east walls were built on property lines, insulating on the outside of the building wasn’t feasible and would have to happen internally.

The team is pursuing the Passive House component method for EnerPHit certification. The standard was developed for refurbishing existing buildings with limitations, offering relaxed targets with flexibility in how they are achieved.

With a traditional Passive House design there is a very strict heating demand target of 15 kWh per square meter per year. Retrofit projects can offer another approach.

“Instead of looking at the overall building energy, if it’s prohibitive for any reason related to being unable to make the building assemblies fatter, we can use the component method and have a target for each discrete element in the building enclosure,” said Rand. “We have relaxed targets for heating demand, airtightness and some of the R values.”

Although not a registered heritage property, the historic perspective of the home brought other constraints. “It’s important to respect and be sensitive to the heritage of a building when you’re making changes to it,” said Rand. “A lot of aging buildings in Halifax get knocked down. Knowing we need to do so many retrofits over the next while in our province, we want to be careful where the intersection of high performance buildings and heritage happens.”

Women-led architecture firm transforms historic building into Nova Scotia’s first Passive House retrofit.

PHOTO COURTESY OF HABIT STUDIO

A large amount of traditional plaster and finishes were deteriorating and not salvageable from an embodied carbon perspective. The floors were uneven, a likely result of the Halifax Explosion that occurred when the home was 70 years old. “Doing a deep retrofit is going to allow us to make all these surfaces level and true again,” said Rand.

RESTORING WITH CLIMATE IN MIND

An initial energy audit of the house’s existing performance revealed 24 air changes per hour (ACH50) compared to the airtightness target of 1.0 ACH50 for retrofits. The audit also showed the building’s high GHG emissions: 72.4 kgCO2e per year.

The primary wall assembly retains the existing wood shingles and board sheathing, and has been furred out from the inside to create 7-inch cavities that hold cellulose insulation.

With no continuous insulation on the outside of the building, the hydroscopic nature of the cellulose, fastened with a variable permeability vapour control membrane, will control moisture by drying off potential water that might enter. A ventilation system would then remove any excess humidity.

“We also choose to use cellulose in almost all of our projects because we want

“We’re not going to figure out how to do these projects without doing them ourselves.”

to take advantage of plant-based materials, which actually can store some carbon in the building, so it’s also a responsible selection in terms of embodied carbon,” added Rand.

Single-glazed windows were replaced with robust wood-frame, aluminum-clad, triple-glazed Passive House windows with higher R values than the original walls, “somewhere between R-6 and R-7.” The installation of windows is also important when it comes to achieving the targeted level of airtightness with Passive House.

The existing low-sloped roof, which had some challenges, was entirely replaced with a 14-inch TJI system and will be densely packed with cellulose insulation.

“Thinking through future scenarios, we could add a storey if the roof was structured properly or, if we ever sell the building, the site could be densified by a future owner with extra additions,” said Rand.

The surface of the first floor is the Passive House boundary. Due to evi-

dence of water ingress over the years, the basement will be used only for storage and mechanicals, but will be heated and ventilated.

Once a continuous thermal boundary is achieved around the building, there will be a Passive House energy recovery ventilator to help control humidity and heat recovery and a Daikin heat pump with about 18,000 BTUs ducted to the upper levels and 7,000 BTUs serving the basement to keep mechanicals warm.

CHALLENGES ON THE PATH TO NET ZERO

The existing building had a total energy demand of 641 kWh/m2 per year, of which 601 kWh/m2 per year went to heating. Rand said the team is reducing heating demand down to 56 kWh/m2 per year and total energy demand to 93 kWh/m2 per year. “A new build code minimum house would be close to double those numbers.”

To date, the team has spent a budget of $450,000 and is expecting a total cost of $600,000 once complete, or $333 per square foot. The project took longer than anticipated with cost escalation over time due to various challenges that became learning opportunities.

There were struggles with the supply chain: obtaining parts for roof restructuring in a timely manner, low subcontractor availability due to high levels of construction in Halifax, builders deploying to projects that faced the wrath of Hurricane Fiona, and construction crew members living in zones impacted by wildfires.

As the team forges ahead on the “demo project”—currently the building has roughed-in all systems, and is waiting for final mechanical installation before insulating—they hope to pass on knowledge so others can do the same, but faster and cheaper. As Rand noted, “We’re not going to figure out how to do these projects without doing them ourselves.” | CFM&D

QUADREAL’S NEW TENANT LOUNGE

In Toronto’s Financial District, the ground floor of an office building brings new opportunities.

BY REBECCA MELNYK

Aformer convenience store, adjacent to the lobby inside a downtown Toronto office tower, has been transformed into a private 1920s-style Art Deco lounge for tenant meetings and events. The warmth of the space evokes the intimacy of a speakeasy, but instead of being shrouded in secrecy, this spot wants to be discovered.

Interior design firm Figure3 partnered with QuadReal on the 200 King Street project in 2021, a year when many ground-floor retail spaces

across the city were no longer thriving on crowds of nine-to-five workers. Many still remain vacant. Real estate companies are experimenting with activating them into amenities for tenants who wish to encourage in-person employees or entertain visitors on-site.

Reimagining this small 1,600-squarefoot area would also be an opportunity for suite downsizers to host larger meetings without having to leave the tower.

“When you enter the building, it’s an easy-to-miss, tucked away space off to the side,” explains Tamara Rooks, creative director of workplace, at Figure3.

“We were trying to find a way to make it look appealing and inviting, where you get a little glimpse of something as you walk by.”

Ambient lighting, rich wood tones and jewel-coloured accents give an immediate speakeasy vibe. The bar is one focal point, with shelving and large format porcelain tiles covering the back. A movable island, wrapped in copper-toned metals, can be reoriented for flexible events. Figure3 procured all the accessories, down to the decanters that line the back of the bar.

Another unique feature of the Green Room is how the design plays with the

CLOCKWISE FROM LEFT: BISTRO-STYLE TABLES AND BENCH SEATING FOR WORK AND SOCIALIZING; CURATED ACCESSORIES CREATE A WARMTH THAT OPPOSES COLD TRADITIONAL SPACES; DECANTERS; AND AN ART DECO FEEL FOR THE GREEN ROOM LABEL. PHOTOS BY STEVE TSAI OF STEVE TSAI PHOTOGRAPHY.

different ceiling heights. A black tin ceiling at the front opens up to a double-height volume where a large-scale chandelier emphasizes the space from high above. To make the lounge feel cozier, lilac drapery wraps around the windows to bring the 17-foot-high ceilings down and soften the angular shape of the room.

While the budget-conscious design scales back on elements (using wood wallpaper, for example) it invests in other features such as lighting. Sconces dotted throughout the space reflect vintage blown glass. Inspiration for the aesthetic came partially

from the lobby’s lighting fixtures and the brass accents in the elevator cabs. Across the chevron wood-tiled floor are a variety of seating options.

As Rooks explains, the layout creates different points for people to have large conversations or more intimate chats.

The eight-person boardroom table, with AV connections, can be used for team meetings. Bench seating lines the east side with bistro tables for headsdown work. The space can be booked for a team to work there for the day or for a third-party vendor. During an event, the boardroom table folds up for standing space and can be used for catering with high-top seating. A media screen drops down from the north side and is viewable from the whole room, which can hold up to 30 people for a presentation.

Creating a lounge in the lobby area not only generates more revenue in buildings where tenants are shrinking their footprints, but also energizes the space.

“I’ve attended events in the QuadReal Lounge and witnessed people peek their heads in and look around with interest” says Rooks, “It’s bringing more action and intrigue to the ground level and I’m looking forward to seeing how the use of the space evolves with the needs of the business”. | CFM&D

THE ELEGANCE OF A LARGE-SCALE CHANDELIER. PHOTOS BY STEVE TSAI OF STEVE TSAI PHOTOGRAPHY.

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If you and your staff are interested in registering for the BOD Program, please contact Chuck Nervick at: chuckn@mediedge.ca or 416-803-4653

BY BARBARA CARSS

OUTDOOR LIGHTING POLLUTION

Emerging principles for outdoor lighting could help the stars regain lustre in the night sky.The Illuminating Engineering Society (IES), a leading developer of lighting standards, is collaborating with the research and advocacy organization, DarkSky International, in an effort to curb light pollution and promote installations that could also deliver energy savings and improve neighbourly relations.

“Human beings have evolved under a day-night cycle where darkness is just as important as light,” Brian Liebel, chief program officer with DarkSky International, observed during a recent IES-sponsored webinar. “We need to be conscious about how light affects people, flora and fauna and the view of the night sky, and we need to be responsible for what we are doing when introducing lighting that is not natural to the environment at night.”

Light cast in an upward direction is considered to be light pollution, while light that goes beyond the boundaries of the area it is intended to illuminate is defined as light trespass. Paul Mercier, principal of the firm, Lighting Design Innovations, and an international past president of IES, noted that untrained viewers of these effects are often mistaken about the cause.

“Visibility of light source is not glare. The biggest source of light pollution is reflected light,” he said.

It’s estimated that 83 per cent of the global population lives under a light-polluted sky and an even larger quotient of North Americans and Europeans cannot easily see the stars. Nighttime lighting can disrupt human and animal sleep patterns, divert navigation of birds and fish, and affect the flowering of plants with

associated consequences for pollinators. It often trespasses across property boundaries, causing annoyance to those who do not need it, and is a significant electricity consumer, contributing to indirect greenhouse gas (GHG) emissions in jurisdictions with fossil fuel powered grids.

GUIDING PRINCIPLES EXPECTED TO BE INTEGRATED INTO LIGHTING STANDARDS

IES and DarkSky International joined forces on the project in 2019 and have since developed five guiding principles for responsible outdoor lighting, which both organizations have adopted. Liebel, who participated in that process in his previous role as director of standards for IES, expects the principles will be integrated into IES standards and that maximum caps on outdoor illumination, which are currently absent from standards, could be added.

The five principles define how light should be applied, but, first, prospective installers should consider whether nighttime lighting is even necessary. The underpinning philosophy calls on designers, property owners, business oper-

ators and regulators to restrict lighting to: areas where it is needed; during the time it is needed; and in the amount that is needed. The guidance is meant to help users identify those parameters and then sensitively implement required lighting.

“Basically, responsible outdoor lighting is useful, targeted, low-level, controlled and warm coloured,” Liebel advised.“To begin, if a light doesn’t have a use then there’s no point having it there. Be conscious about that; think about that.”

If needed, light should be scoped as much as possible to the tasks that require it; it should be triggered with sensors or moderated with dimmers where possible; and it should not exceed the level that IES standards recommend. Warm colours in the red, orange and yellow wave lengths are a lesser factor in light pollution than blue, which is to be avoided unless it is required for a specific purpose or circumstance.

“Shorter wave lengths of blue are the ones that scatter in the sky and cause more sky glow. They are also the wavelengths that are principally involved with circadian entrainment,” Liebel said. However, he characterized the principles

The Illuminating Engineering Society and DarkSky International share an agenda on outdoor lighting principles to ease pollution.

as a package of tactics that can be applied in various combinations to suit site-specific needs.

“If we target light, keep it at the lower level and control it, we’re 90 per cent to where we need to be so spectrum may not have as much of an effect,” he added. “In cases where we can’t do one of these things, spectrum may have more of an impact.”

CURBING LIGHT POLLUTION AND SAVING ENERGY ARE MUTUALLY SUPPORTIVE OBJECTIVES

Bringing a designer’s perspective to the discussion, Mercier talked about navigating lighting ordinances and other planning controls, and the role lighting professionals can play in helping both property owners and local officials work through the technical nuances. He also pointed to some key concepts and instrumental products in responsible nighttime lighting.

Local ordinances are generally tied to at least one of three objectives — reducing energy use; mitigating light pollution; or establishing a design aesthetic

— which can be mutually supportive. Mercier suggested that’s particularly the case with the first two goals, but also cautioned that drafters and interpreters of ordinances aren’t necessarily well versed in lighting theory or aware that some stipulations could actually be undermining the outcomes they’re seeking. Criteria for pole heights can be one such example.

“If you control wasted energy, you’re going to do a pretty good job of reducing the amount of light pollution and light trespass in the environment,” Mercier maintained.“Pole heights, in general, are a little suspect whether they help or hurt light trespass. At 20 feet (tall) you’re going to get less reflected light going into the sky because almost all light fixtures that are manufactured these days throw light downwards.”

Similarly, he cited an example of a local prohibition on laser lighting, counterproductively hindering opportunities to take advantage of recent product ad-

vancements.“Laser lighting is available as an architectural-style product that has the narrowest beam possible, the best control beam and it shoots light at long distance at a very low wattage. It is the best product for dark sky because it only hits what we’re trying to light,” Mercier reported.

Proponents of the principles for responsible outdoor lighting foresee that they could help fill in the knowledge gap around light pollution and trespass. DarkSky International is already recognized for its certification program for commercial lighting, and it is now promoting the principles through a wide network of connections.

“In the policies that we’re working on and will be advocating, we’re working towards developing concise language with obtainable outcomes and practical implementation so that it will be easier for cities to adopt ordinances or governments to adopt legislation that can have proven results without over-complicating things,” Liebel affirmed. | CFM&D

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

DISPELLING MISCONCEPTIONS DIGITAL INFORMATION HUBS around

Digital Information Hubs, often called digital directories, are becoming more and more accepted as an essential amenity in today’s buildings. However, impeding even broader adoption into new and older buildings alike are three widely held misconceptions:

1. The first focuses on their purpose and is ultimately embedded in the commonly used name ‘digital directories.’ Twenty years ago, when small 17 - 27” screens began appearing in Canada’s building lobbies displaying alphabetized tenant listings, this may have been somewhat accurate. Today, content is typically displayed on much larger 43 - 55” screen sizes, and has developed to provide virtual concierge functions, able to communicate essential information about the building and its surroundings to visitors, tenants and staff alike. Their use has evolved to provide accessible information for those with disabilities, and additional language displays for those whose first language may not be English.

2. The second misconception is that digital information hubs are prohibitively expensive when, in fact, they are surprisingly affordable. Commonly, information hubs sell to a property for a one-time cost of between $10,000 and $25,000 and then are maintained through a monthly fee covering costs such as software licensing, hardware warranty administration, content management, and service and support.

In calculating an annual cost of use, one needs to factor in several important considerations:

• The useful life of today’s high-quality screens and computers can reach or exceed 7 to 10 years.

• Screens can reduce or replace the cost of lobby desk personnel (and at the very least, enhance their productivity).

• Screens can replace the paper posters and stands which litter building lobbies and require management time to update.

• Digital information hubs can easily incorporate multimedia advertising, the cost of which can partially or even fully offset the monthly fees.

These considerations, plus a variety of leasing and other flexible financing options, puts the annual cost of digital information hubs well within the capital and/or operating budgets of most properties.

3. The third and final misconception is that digital information hubs take up too much room, disrupt the flow of foot traffic in the lobby, or are not compatible with the architectural design elements desired for the property. youRhere believe these concerns can be overcome. By working hand-in-hand with design professionals to enhance the aesthetic of any building, misconception can turn into belief.

Compact Wall Mounted format outside elevator banks

Below are a few examples of youRhere projects which illustrate solutions for common design concerns:

• Maximize space efficiency – video wall with interactive panels 320 Granville, Vancouver, BC

• Incorporate lobby design elements into information hub enclosure 707 Fifth, Calgary, AB

• Make a statement with Information hub – make it a centrepiece of the lobby Intact Place, Slim Pylon and Glass, Calgary, AB

• Before (physical signage) and after (digital has replaced physical) The Core, Calgary, AB

Interactive digital hubs provide a green, sustainable solution to educational communication requirements. Scot Martin is the CEO of youRhere, a leading provider of digital signage solutions for commercial, retail, healthcare, and educational properties across Canada. To learn more, visit www.yourhere.ca

BY JASON BROADHURST

SKI VILLAGE INSPIRES NEW CANADIAN TIRE STORE

A retail makeover in Mont-Tremblant

Mont-Tremblant offers an undeniably magnificent landscape as a year-round resort.

Located north of Montreal, Quebec, Canada, the town has the look and feel of a European-style ski village. To respect the landscape, any new construction must reflect its surroundings. So, when Canadian Tire, a national retail company, set out to build a new location in the town, it was clear that the resulting structure would be anything but typical.

Canadian Tire brought in Stendel + Reich Architecture Inc. to work on the

retail project. The firm has created and oversees the current design prototype for all Canadian Tire stores across Canada and knew this location would be different. Materials and roofing styles would have to blend with the nearby village, mountains and forest, providing an exciting challenge.They performed a delicate balancing act, working with elements, shapes, and materials to harmonize with the vernacular architecture while maintaining the contemporary style of the iconic retail store.

Sheldon Reich, partner at Stendel + Reich Architecture Inc., developed the unique design concept. A centre por-

tico framing the main entrance and exit stands out with its soaring roof supported by inclined timber struts. The result is dramatic, with an eight-foot cantilevered overhang. And this distinct architectural character required a unique approach to lighting.

“Typically, we implement functional lighting, including downlights to wash the sidewalk, to ensure customers can move safely in and out of the building,” Reich said. “But because this store had some unique structural elements, we chose to make a separate proposal for architectural lighting in order to draw attention to the architecture.”

Reich worked with lighting agent EDP. One luminaire is affixed with a yoke mount at the base of each of the six struts; the six luminaires light up the struts as well as illuminate the underside of the projecting roof. The luminaires are controlled with a standard 0-10V dimmer.

While a typical commercial project would feature exterior lighting at 4000K to 5000K colour temperature, Reich specifically chose a warmer 3000K for the SAF7 static white floodlight luminaires to bring out the warmth of the wood.

“The pictures speak for themselves,” Reich said.“I knew it was a nice building, but the architectural lighting enhanced it even more than I imagined. And anytime we’ve shared the store images, the response is usually,‘Wow, this is the nicest Canadian Tire I have ever seen.’”

Canadian Tire Mont-Tremblant is equally pleased with the final result.

“We love the lighting on the front of

the store,” said Marc-Alexandre Cardinal, manager of Canadian Tire Mont-Tremblant. “It keeps the rustic aspect while

Jason Broadhurst is director of specialty marketing at Acuity Brands.

IN THE SPOTLIGHT

From outdoor safety to indoor comfort, new fixtures light up a variety of commercial spaces.

The

Eureka features a thermoformed

made from sound-absorbing recycled PET felt that increases acoustic comfort in a space. It is intended for areas where noise is a concern, including high or unfinished ceilings, open offices, or corridors with a hard floor finish. Measuring 24.5 inches in diameter and 16.7 inches in height, the shade comes in a palette of 22 colours.

Luxxbox announced the tenthanniversary redesign of its Vapor Echo acoustic pendant. Enhancements include improved aesthetics, streamlined production, and compact shipping to reduce carbon footprint and packaging waste. The large design maximizes sound absorption and is ideal for commercial environments, open spaces, and highceilinged areas. It comes in three sizes, various colours, and a high-performance dimmable LED light source.

applications. The product is available in 2.16-inch and 3-inch apertures and well-suited for outdoor applications with harsher weather conditions. The fixtures contain 60 per cent recycled aluminum extrusions. A network control system manages lighting inside and outside for reduced energy costs and occupant comfort.

Flos launched two new additions to its Skynest line, which proposes weaving as a new light source. Their illumination comes from 24 LED light sticks covered with a twotone textile texture. Skynest Ceiling is a cordless design for low ceilings where warm, uniform light is required. Skynest Motion is supported by an almost invisible stem that is attached to the ceiling and stretched towards the floor by a counterweight. The pendant dome is heightadjustable and has an integrated balancing system at the top to fully stabilize the lamp. Both products come in four colours, including Brick, Almond, Tourmaline Blue, and Anthracite.

Skynest Ceiling

Skynest Motion

The Mochi luminaire from Cyclone

Lighting brings softness to urban settings. The advanced lighting system offers precise illumination for projects where safety is a priority. A side-mount option provides a flawless, blendable look. The dome profile can be configured to work in a variety of spaces.

Frank pendant from

shade

A-Light released its Lino luminaire. The minimalist linear fixture is IP66 rated, providing more flexibility for exterior

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BY MICHAEL VERVENA

BEHIND THE WALLS

How to use advanced technology to visualize office space and document building information when redesigning spaces.

The evolution of office activity has significantly impacted the demands placed on facility managers. They must now navigate a host of new challenges, ranging from adapting physical spaces to suit hybrid work models to integrating advanced technology to meet the needs of a more flexible and remote workforce.

Given the pressure to align with emerging industry standards, incorporating cutting-edge facility management technology is essential to ensure the seamless operation of commercial spaces.

CHALLENGES FACING

FM PROFESSIONALS

Facility management professionals (FMs) are navigating the complexities of operational efficiency, sustainability, and collaborative workspace management and creating new demands.

Comprehensive Data Collection

Their role entails collecting data on the properties they manage and monitoring their team’s utilization of space, which can be daunting. It’s essential to track the usage patterns, identify occupants, and understand resource utilization. Leveraging robust data tools and analysis can empower FMs to make informed decisions, optimizing space and resource utilization effectively.

Documenting Facility Data

Documenting facility data is crucial, especially with evolving remote work and industry standards. As an FM professional, keeping accurate records of building conditions, maintenance schedules, and compliance requirements across various office setups can be challenging. It’s essential to maintain consistent documentation and make relevant data easily accessible to ensure smooth operations and effective decision-making.

Capturing Data with Speed and Efficiency

FM is all about getting data quickly and efficiently. New technology can make it easy to generate accurate building information to help map maintenance needs and workflows. FM can quickly document the space, create a digital twin, and then use this information with IoT devices to make intelligent, informed decisions.

Sharing and Collaboration

It’s a delicate yet crucial task to balance transparent communication and collaborative workflows while maintaining data security and privacy. By using digital platforms, including digital twins and robust communication tools, smooth collaboration can be achieved across the organization while keeping data safe and intact.

REVIEWING INNOVATIVE TECHNOLOGY SOLUTIONS

As the need for efficient FMs continues to evolve, staying on top of the latest technology solutions is paramount. From intelligent building systems to AI-powered maintenance tools, there is a diverse array of innovative options available to address the challenges faced in today’s dynamic environment.

Building Information Modeling

Incorporating building information modeling (BIM) brings various benefits. BIM provides greater visibility, enabling better decision-making, sustainable options, and cost savings in architecture, engineering, and construction projects. It fosters better collaboration and communication, model-based cost estimation, preconstruction project visualiza-

tion, and improved coordination during construction.

Asset Management Software

This software plays a crucial role in maintaining records of asset information and updates on utilities. It records equipment locations, required parts, and maintenance schedules, helping optimize asset management and utilization. Integrating maintenance and inventory/ parts management systems enhances an organization’s ability to prioritize and manage repairs, track maintenance activities, and identify inventory locations and supplies specific to work orders.

AI and VR in Facility Management

Integrating artificial intelligence (AI) automates tasks like scheduling maintenance and managing inventory in FM. AI enhances emergency response systems, optimizes energy usage, and provides data-driven insights. Meanwhile, virtual reality (VR) applications revolutionize FM with immersive simulations for space planning, maintenance, and safety training. This combination of AI and VR transforms operational effectiveness and safety protocols.

Smart Energy, Security, and Visitor Management

Intelligent energy management solutions enable remote HVAC, lighting, and temperature control during office downtime, promoting energy conservation and cost-effectiveness.

Implementing smart security and visitor management tools tracks visitor data, manages access points, and responds to emergencies, enhancing security while streamlining access processes. | CFM&D

Michael Vervena is vice-president of sales and business development at Planitar Inc (the makers of iGUIDE). Michael has been at the forefront of iGUIDE’s expansion into digitizing built environments in Facilities Management.

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