August/September 2013

SOLUTIONS FOR THE BUILT ENVIRONMENT FACILITY MANAGEMENT

TRANSFORMATION COMPLETE? AUGUST / SEPTEMBER 2013 $10.95 inc GST

The problem with repurposing

BUILDING AUTOMATION AND MANAGEMENT SYSTEMS Why the KNX standard should be adopted FLOORING Electrostatic discharge flooring advice EDUCATIONAL FACILITIES Ensuring informed construction management WIN 1 OF 3 KEEPALERT DESKTOP CO2 METERS!

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AUGUST | SEPTEMBER 2013

CLEANING | OH+S | STORAGE | GREEN BUILDING | FLOORING | LIGHTING | ENERGY EFFICIENCY | SECURITY | FITOUT | HEATING + COOLING | FIRE SAFETY

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CONTENTS

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TRANSFORMATION COMPLETE? PARTIAL TRANSFORMATION PROBLEMS The repurposing of buildings from one use to another results in a number of operational problems. Jeremy Gaden from The Substation – an old Victorian Railways electrical substation that has been converted into an arts space – relays the challenges a disconnect between original design purpose and actual present-day use has created concerning The Substation’s functionality and day-to-day management, and how he is dealing with these challenges.

018 features BUILDING AUTOMATION AND MANAGEMENT SYSTEMS

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THE KNX STANDARD: INTELLIGENT ENERGY EFFICIENCY How to improve energy efficiency and comfort levels by using KNX – the world’s only standard for home and building automation.

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EDUCATIONAL FACILITIES

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BUILDING AUTOMATION: CAPTURING THE CAPABILITIES What are the capabilities of building automation systems and what’s required to get the best out of them?

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FLOORING

A DIAMOND EXAMPLE OF A HOLISTIC APPROACH’S VALUE How a research institute is achieving operational efficiencies, energy conservation and enhanced security through building automation.

FLOODED FLOORING: DEALING WITH THE AFTERMATH How to salvage flooring that has been inundated with water.

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How construction management software was successfully selected and implemented at Montclair State University.

STATIC CONTROL FLOORING: DEFENDING AGAINST ESD Electrostatic discharge flooring advice.

SOFTWARE SOLUTION IMPLEMENTATION: INFORMED EVALUATION AND EXECUTION

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MITIGATING THE RISKS: A+ HEIGHT SAFETY How to take the pain out of OHS compliance while mitigating height safety risks at educational facilities.

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MOULD RISK MINIMISATION: REMEDIATION AND REMOVAL Following on from the first half of this article, Inspection and Assessment, in the June-July 13 edition, mould remediation and the removal of contaminated materials are discussed.

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008 | CONTENTS

regular columns Cleaning FM

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MAKING THE LEAP: FROM TRAINING TO ACCOMPLISHING Why regular training for safety compliance needs to be backed up with management commitments to sustainability and quality.

Green Zone

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WATER SCARCITY: MITIGATING THE RISK Mitigating the risks of water scarcity and taking advantage of water conservation opportunities using a water strategy.

Fitout FM

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MEETING THE CHANGING NEEDS OF THE MODERN WORKPLACE The key aspects to address to meet the changing needs of the modern workplace.

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Future FM

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ACCESS GRANTED: THE EVOLUTION OF ACCESS CARDS How access cards have evolved from simple swipe technology into so much more.

Energy Watch

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DATA CENTRE ENERGY EFFICIENCY: WHERE ARE THE SAVINGS? The potential benefits of upgrading legacy data centre equipment for energy efficiency savings are investigated.

Property Watch

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CONTRACTOR CO-LOCATION: WHAT IS THE IMPACT? What are the pros and cons of contracting teams being located at the client site and being embedded into the client’s operations?

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Software FM

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ENERGY AND BUILDING MANAGEMENT SYSTEMS: SUCCESSFUL INTEGRATION How to successfully integrate a building management system and an energy management system.

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BIM FOR FM: TESTING THE GROUND The lessons learned from a building information modelling for facilities management pilot project.

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EDITOR’S COMMENT NEWS NEW FM PRODUCTS PROFILE EVENTS OPINION www.fmmagazine.com.au

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034 | FLOORING

FLOODED FLOORING:

DEALING WITH THE AFTERMATH How to salvage flooring that has been inundated with water is noted by JENNY BOYMAL of Jena Dyco International.

The key thing to remember when dealing with flooded floors is that immediacy is critical.

flood in a commercial facility – no matter how small – is a nightmare. Not only are you faced with the immediate occupational health and safety (OH&S) concerns in terms of slippage, there are also the added concerns of commercial disruption and the external contractors and equipment required to deal with the aftermath.

The biggest problem associated with flooded floors is the potential for the job to be done incorrectly, which can result in future problems, for instance: wet conditions beneath the floor can lead to the structure of the floor weakening and worsening over time

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water trapped in enclosed subfloor spaces can result in mould growth, and moisture that remains in floors can spread to other areas, such as walls and carpet areas nearby, and affect a facility’s structural integrity.

When you are dealing with the restoration of flooring in a flooded facility there are a number of factors at play, including: what the flooring is made of what’s underneath the flooring when did the flood occur and how long has the floor been wet, and what category of water are you dealing with?

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Different floors react to water in different ways. Some are easily salvageable, while it is impossible to save others due to their natural characteristics when they take on moisture. There is no quick fi x to restore flood-damaged floors and no two jobs can be treated the same way.

STEP-BY-STEP RESTORATION Regardless of what type of floors you are dealing with, the fi rst step is always to remove the standing water.

Extraction of standing water will help arrest further absorption of moisture into the material and, thus, help to minimise the drying time. This will also reduce liability in terms of OH&S and slippage.

Importantly, removal of excess water will also reduce the chance of seepage or saturation of other building materials that were not initially affected by the flood. For example, if a flood occurs on a timber floor on a Friday night and the excess moisture is not removed until Monday morning when the flood is discovered, there is a high chance that water will seep through the skirting boards or furniture in the area, thereby increasing the cost of damage and the amount of drying time it will take to restore the property.

The key thing to remember when dealing with flooded floors is that immediacy is critical. The longer the floor is left untreated, the worse the long-term damage. Knowing who to contact in the instance of a flood is half the work. But, how do you know who to contact and how to react? Let’s take a look at some of the more common types of flooring in commercial facilities and explore the issues regarding the flooding of each and what type of expertise you will need on hand.

Carpet A carpet may be dry to the touch, but this does not mean that there is no moisture in it. What many people fail to realise is that the surface of a carpet (in other words, the part that you feel when you run your hands over it) will only give you a superficial indication of the carpet’s moisture content.

Water will remain at the base of the fibre and seep through the backing to settle in the subfloor. There it will remain and, if it is not dried properly, it will continue to cause more extensive damage in terms of mould growth. And, mould can lead to much larger problems in terms of structural damage and poor indoor air quality.

Carpeted floors that have been flooded are commonly restorable provided the services of a trained and certified water damage restoration company are employed. In order to restore carpets to their pre-loss condition, restorers will need to undertake regular moisture readings, install air movers and dehumidifiers, and monitor the drying procedure until the carpet is completely dry.

Vinyl The installation of vinyl flooring is a good preventative technique that can be adopted if a facility is at risk of

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regular flooding, for instance, in the northern parts of the country, or facilities close to riverbanks.

Due to its resilient nature, vinyl flooring that has been flooded is generally salvageable dependent on its previous levels of maintenance. Gas polished vinyl will continue to harden. A regular maintenance program for vinyl floors will make them less permeable and less likely to absorb water. This, in turn, will reduce the drying process and the potential for extensive damage.

Provided that the floor is commercial grade seamless vinyl and the seal is okay, the restoration process should be as simple as bringing in air movers and monitoring the moisture content and drying process until the floors are dry.

The only instance in which flooding of a vinyl floor may prove problematic is when the vinyl covering has come loose or is compromised. In this case, water may seep underneath the vinyl or wall frame and damage unaffected non-primary areas, such as the carpeted office next door. When water seeps underneath vinyl

The biggest problem associated with flooded floors is the potential for the job to be done incorrectly, which can result in future problems. flooring, there is also the possibility that the glue in the seams will let go and the vinyl will become brittle and crack. When flooding occurs on compromised vinyl flooring, it is important to treat the flooding immediately, and inspect and take moisture readings of nearby unaffected areas.

In a non-flood situation, vinyl lifting at the seam may be a potential sign of water seepage from the subfloor from an unknown water source. If you notice vinyl seams lifting, contact a vinyl expert who is also trained in water damage restoration to come and inspect the floor.

Timber The effects and best-restoration procedures for flooded timber floors differ depending on the timber species and the subfloor. In the instance of flooding, it is likely that the floor will become cupped (higher board edges); however, the expansion will be dependent on the species and the board width. The extent of moisture will also be dependent on the species. High density woods are less likely to absorb moisture and are, therefore, more likely to be salvageable.

Timber drying expert, Garry Carroll from All Aces Services states that a serious issue when it comes to flooded timber floors is that a builder is the fi rst point of call. “A builder will come in and say, ‘Yes, it’s wet – we need to pull up the floor and replace it.’

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042 | EDUCATIONAL FACILITIES

SOFTWARE SELECTION PROCESS A core team was assembled from within the divisions of facilities and fi nance to map out existing work processes. This team operated with critical input and participation from budget and planning personnel, and began the process of memorialising the workflow of a capital project from initiation through to completion. The project team was well aware that in a future campus-wide enterprise resource planning (ERP) upgrade, core components of a new system, including budget and fi nance information, would either be pushed from or synchronised to the system from the university’s areas of accountability. Project planning was adjusted accordingly to allow ERP integration to be recognised as a delayed, post-implementation milestone. Workflow exercises were allowed to move forward, while remaining fully cognisant of the projected ERP targets.

With workflow documentation in progress, team members sought third-party assistance with software selection criteria, identifying industry best practices, and reviewing potential solutions.

A consultant was engaged and, through the use of interviews with internal system users, an extensive list of system business requirements was generated, with the university’s division of information technology providing the data for the technical requirements.

SOFTWARE SOLUTION IMPLEMENTATION:

INFORMED EVALUATION AND EXECUTION How construction management software was successfully selected and implemented at Montclair State University is shared by JONATHAN LEE, YOLANDA BRANDON and DANIEL GILMARTIN of Montclair State University and KAELY CULBERTSON of Projectmates.

ounded in 1908, Montclair State University is the second largest public institution of higher education in the US state of New Jersey and one of the leading comprehensive universities in the state and region. The main campus has 250 acres divided among the Township of Montclair in Essex County and the municipalities of Clifton and Little Falls in Passaic County.

An enrolment growth from 13,502 students in FY 2001 to 18,171 in FY 2010 necessitated an expansion and improvement of the campus’ physical assets, including new construction, modernisation and renovation of existing buildings, campus-wide utility and infrastructure upgrades, and completion of life and safety compliance projects.

Project managers relied on spreadsheets, databases and emails to track projects and to provide information to stakeholders. This left the university vulnerable to fragmented project fi les, business inefficiencies and a non-formalised workflow.

With high profi le projects such as the Centre for Environmental and Life Sciences, a new School of Business and dozens of smaller construction and renovation projects in the planning stages, the university began to investigate electronic solutions through which it would have the ability to formalise its workflow across the business unit, provide a single point of reference for all stakeholders, improve the transparency and visibility of data, and serve as a secure repository for all documents.

The goal was to simplify the construction management process with the aid of a web-based tool in which the university would manage the full spectrum of project work from an owner’s perspective, including budget controls, schedules, contracts, reporting, submittals, communications, and document management; and then function as a complete archive upon project closeout.

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The project team stored and shared implementation and training documents within the system, managed the implementation schedule, generated weekly meeting minutes and assigned to-do items to specific people.

DOCUMENTATION GUIDELINES

CONTRACTS GENERAL CONDITIONS

RULES & POLICIES (UF, FIN)

SUPPORT (FMIS, OIT, PROJECTMATES)

BUDGET TRANSFER CHANGE ORDER

CONTENT LINKS (HR, UF)

OCCC/DCA WEB

PROJECT MEETINGS

CHANGE MANAGEMENT

PROJECTMATES IMPLEMENTATION & CHANGE MANAGEMENT

UPDATES

PRESENTATION

INFORMATIONAL

PROCESS MAPPING

PAYMENTS

TECHNOLOGY (FMIS,OIT, PROJECTMATES)

CONSTRUCTION PROCESS DESIGN DEVELOPMENT

PM CONTRACTOR/VENDOR

DESIGN SELECTION TRAINING

USER/ADMIN SUPPLEMENTAL (WEBINAR, PROJECTMATES U)

INITIATION

ACCESS CONTROL

ROLES

SECURITY SECURE WEB

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The project team regularly met with the university’s human resources organisational development group in order to effectively map and follow specific change management processes. These sessions planned and directed the building of required knowledge within the project management team, and led the direction of issue-tracking, support services.

After a thorough review of numerous software systems the team selected Projectmates by Systemates, and the building of a customised web portal.

Implementing the software took only six months from project kick-off through to configuration, training and ‘go live’ in February 2013.

KNOWLEDGE BUILDING AND SUPPORT In order to initiate knowledge building and support efforts, a live project was set up in Projectmates to track and manage the actual implementation of the software. The team stored and shared implementation and training documents within the system, managed the implementation schedule, generated weekly meeting minutes and assigned to-do items to specific people. This process not only met a need for project transparency, but also familiarised the department with the software early on.

The software was deployed using virtual machines, providing a lower cost and greener IT footprint

SPECIFIC BOTTLENECKS AND DUPLICATIVE ACTIVITIES WERE DISCUSSED AHEAD OF THE IMPLEMENTATION.

FOUR LESSONS LEARNED 1. Creating and understanding the multi-departmental business workflow was of great value to this project. Specifi c bottlenecks and duplicative activities in the existing operations were revealed and discussed ahead of the implementation, which allowed for process reviews and updates that created efficiencies, and streamlined project workflows. Certain business process opportunities were identified and tabled to take advantage of future ERP capabilities. Facilities personnel continue to meet regularly with managerial and administrative staff, in order to review and refine processes in the software.

2. Outside help can be benefi cial. In addition to seeking assistance with software selection guidance and identifying opportunities for business process improvements, the university engaged a consultant with construction management expertise to ensure that higher education and construction issues were addressed and to help users acclimatise to the evolving external environment.

3. Find the solution that best fi ts the needs of the organisation. The confi gurability of the chosen software not only allowed the facilities division to satisfy its immediate need to go live with a software solution while integrating with the university’s identifi ed ERP in the future, it also provided opportunities for ongoing business growth without succumbing to the trap of initially purchasing ‘too much’ software to satisfy current operational requirements.

4. Keep up the momentum post ‘go live’. Upfront and ongoing training opportunities to support internal project managers and external contractors and architects were delivered through on-site, distance learning and webinar training sessions. The university continues to provide ongoing training to the various user groups through the efforts of internal system administrators and key departmental ‘super users’.

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than physical servers. After a short period of initial configuration, which included integrating campuswide log-ins into the system, core employees were able to immediately access the system and begin training.

At this point, the implementation could evolve organically with user feedback as additional internal users were brought onto the system.

Throughout the implementation, security was of paramount importance due to the inclusion of external users as one of the intended purposes for the software.

Numerous user roles were configured – both for internal and external users – allowing the university to ensure that project information, documents and financials were secure from tampering, whether accidental or malicious.

Role assignments included restrictions based upon user-level and fi le type, and the mandatory use of secure HTTP for all portal traffic. The software’s security was further refined to exclude irrelevant or extraneous information from being displayed, providing a simpler, cleaner interface for user navigation.

FUTURE LEVERAGE Today, the university hosts and manages its construction project management application on site, allowing for total self-operational control and ownership of the system. Future expectations include leveraging Projectmates to manage the capture of detailed asset and systems information collected during design and construction for later inclusion in customer maintenance management systems (CMMS) and building information management (BIM) systems. There is also an opportunity to use the system to generate on-demand and scheduled project reports, and use real-time metrics to manage project and portfolio performance. FM Jonathan Lee is the director of facilities management information systems at Montclair State University. Kaely Culbertson is the implementation and support specialist at Projectmates (Systemates Inc). Yolanda Brandon is the executive assistant to the vice president of university facilities at Montclair State University. And, Daniel Gilmartin is the FMIS network administrator for the facilities management information systems department at Montclair State University.

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