building strategies - winter 2009
DESCRIPTION
In this Issue: George Brown Chef School Retrofit, Developments in P3, 2008 Ontario Concrete AwardsTRANSCRIPT
Winter 2008/2009
Ontario’s Construction and Infrastructure Magazine
PM 4
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Done to PerfectionDone to PerfectionDevelopments in p3
2008 ontario ConCrete aWarDs
Developments in p3
2008 ontario ConCrete aWarDs
Pho
to c
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Pho
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George Brown Chef School RetrofitGeorge Brown Chef School Retrofit
GLAHOLT LLPCONSTRUCTION LAWYERS
www.glaholt.com
5Building strategies Winter 2008/2009
The design team’s vision for the new/expanded facility was to capture the almost contradictory essence of cooking, says Philip Hastings, principal, Gow Hastings Architects. “It has to be purposeful and planned, but also playful and entertaining.”
Workplace Health & Safety Corner10 Updatedchangestotheelectricalcode
addressnewtechnologyandoperatingconditions.
Legal Corner(Sponsored by: Glaholt LLP)12 Infrastructurefundsneedto
bespentwisely.
Environment Corner(Sponsored by: Tri-Phase)14 GreenMovementnowmoving
toexistingbuildings.
Engineering Corner(Sponsored by: Manulife Financial)16 3Dtechnologypushesdesignboundaries.
Contents
Providing Greater Value to Construction Project Design & Delivery
6 Editorial �Infrastructure�funds�need�to�be�spent�wisely.
8 News�
18 Financing puBliC private partnerships
Once�restricted�to�a�few�high�profile�projects,�the�use�of�this�construction�delivery�is�becoming�wide�spread�in�Canada.
�
21 Project Profile College transformeD
George�Brown�College�responds�to�the�demand�for�increased�culinary�graduates�with�a��three-storey�glass�addition,�major�alterations�to�its�existing�building,�and�renovated�student�chef�restaurant.
�
25 Concrete Construction ontario ConCrete aWarDs
See�photo�layout�of�this�year’s�winners.
2618
6 Building strategies Winter 2008/2009
o�doubt�cash�strapped�municipalities�wanting�to�proceed�with�critical,�and�long�delayed�roads,�bridges,�and�sewers,�are�welcoming�the�economic�
stimulus�budget�announced�Jan.�27�by�Finance�Minister�Jim�Flaherty.�Among�other�measures,�it�promises�an�almost�$12�billion�investment�in�new�infrastructure�over�two�years.
The�budget�will�result�in�a�predicted�$84.9�million�deficit�over�a�five-year�period�and�reverse�Canada’s�enviable�record�of�generating�budget�surpluses�during�the�past�decade.
Nevertheless,�several�industry�groups�suggest�the�spending�is�warranted.�
In�the�context�of�the�recent�global�economic�downturn,�infrastructure�renewal�and�spending�has�emerged�as�the�consensus�choice�of�government�officials,�economists�and�academics.�There�are�several�good�reasons�why,�says�Canadian�Construction�Association�president�Michael�Atkinson.
Not�only�does�it�permit�governments�to�aggressively�address�the�maintenance,�repair�and�replacement�of�rapidly�deteriorating�core�services,�infrastructure�spending�produces�far�more�jobs�and�economic�activity�than�any�other�measures,�including�tax�cuts.�A�$1-billion�expenditure�on�infrastructure�provides�nearly�double�the�stimulus�of�a�comparable�expenditure�on�tax�cuts,�says�Atkinson,�citing�a�Federation�of�Canadian�Municipalities�survey.
Taxpayer�value�will�be�enhanced�as�governments�can�benefit�from�lower�labour�and�material�costs�brought�on�by�
the�economic�downturn.�Other�benefits�include�the�creation�of�long-term�assets�that�will�be�enjoyed�and�used�by�future�generations�of�Canadians.�
With�an�estimated�44,000�lost�jobs,�the�construction�industry�has�the�ability�to�meet�the�demands�for�government�related�infrastructure�projects.�While�many�of�those�losses�were�in�home�building,�workers�from�that�sector�can�adapt�to�non�residential�construction,�says�Atkinson.
The�Association�of�Canadian�Engineering�Companies�also�says�its�members�are�prepared�to�work�with�all�governments�to�ensure�projects�proceed�in�a�timely�and�expeditious�manner.�In�a�letter�to�the�federal�government,�president�Jeff�Morrison�says�ACEC�believes�recipients�of�federal�infrastructure�monies�should�be�required�to�outsource�work�to�the�private�sector�to�obtain�the�best�project�quality.�Provinces�or�municipalities�diverting�those�monies�to�inhouse�departments�won’t�be�spurring�innovation�or�creating�economic�growth.� ��
That�proposal�is�probably�welcomed�by�the�Canadian�Taxpayers�Federation�which�is�not�happy�with�the�budget.�While�the�federation�considers�infrastructure�spending�a�wise�investment,�it�wants�strict�private�sector�accounting�practises�and�other�safeguards�in�place.�An�audit�of�the�Canada�Infrastructure�Works�Program�of�the�early�1990s�revealed�some�money�went�to�finance�bocce�courts�and�even�a�canoe�museum�in�former�Prime�Minister�Chrétien’s�home�riding,�notes�its�acting�federal�director�Kevin�Gaudet.�Let’s�hope�we�don’t�see�a�repeat�this�time!
Infrastructure funds need to be spent wisely
Editorial
Providing Greater Value to Construction Project Design & Delivery
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2009
-01-
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Consulting engineers promote professionWith�many�of�its�member�firms�struggling�to�meet�the�demand�for�engineering�services,�the�Association�of�Canadian�Engineering�Companies�has�produced�a�video�which�will�be�presented�to�engineering�students�to�encourage�them�to�join�the�ranks�of�consulting�engineering�right�out�of�school.
It�will�be�available�at�the�end�of�February�and�will�be�distributed�at�university�career�fairs,�conferences,�trade�shows�and�special�events.
The�video�has�been�divided�into�a�series�of�modules�which�enable�students�to�view�subjects�of�particular�interest�to�them,�says�Susie�Grynol,�the�association’s�director�of�public�affairs�and�business�practices.�“Originally�it�was�to�be�about�21�minutes�long,�but�our�market�research�showed�that�students�might�not�watch�the�whole�21�minutes.”
Filming�by�a�production�company�began�in�July�and�included�footage�of�three�international�projects�involving�Canadian�engineering�companies.�The�film�crew�also�traveled�across�Canada�capturing�projects�and�young�engineers�on�camera.�Sponsorships�by�ACEC’s�member�firms�help�pay�the�cost.
A�major�goal�of�the�video�is�to�dispel�many�of�the�myths�about�the�profession,�“especially�the�one�that�years�of�experience�are�needed.�A�student�can�join�a�consulting�engineering�firm�right�after�graduation,”�says�Grynol.
In�addition�to�the�video,�the�association�has�set�up�a�companion�webpage.�Visit�www.engineeringlegacies.com
hidden heritage reading room Ceiling unveiledAfter�being�hidden�away�and�forgotten�for�almost�100�years,�the�spectacular�original�ceiling�
in�the�1892�reading�room�in�the�University�of�Toronto’s�Gerstein�Science�Information�Centre�is�now�in�full�view.�
A�dropped�ceiling�had�hidden�the�room’s�hand-carved�wood�trusses,�rafters�and�a�dramatic�glass�skylight.
The�ceiling�was�discovered�during�a�regular�inspection�of�the�reading�room’s�ductwork,�says�Gary�McCluskie,�principal,�Diamond�and�Schmitt�Architects,�which�oversaw�a�10-year�three-phase�renovation�of�the�information�centre�that�was�completed�last�fall.
“No�one�at�the�university�could�remember�the�ceiling�ever�being�exposed�and�after�some�digging�we�discovered�it�was�covered�up�during�a�renovation�in�the�early�1900s.�At�that�time�metal�cross�bracing�was�installed�to�support�the�ceiling�trusses.�We�believe�that�the�cross�bracing�was�considered�unsightly�and�covered�up.”
Once�the�design�team�saw�the�ceiling�they�realized�that�it�was�originally�exposed�and�through�some�research�and�digging�through�the�university’s�archives�they�pieced�the�history�together.�It�then�a�matter�of�convincing�the�university�to�reveal�the�ceiling,�which�wasn’t�hard�to�do,�he�says.
Despite�being�unseen�for�almost�a�century,�the�ceiling�was�in�remarkable�condition.�Structural�beams,�arches�and�trusses�were�stabilized�and,�where�needed,�reinforced.�Other�work�included�cleaning�thee�neo-gothic�carved�details�of�the�woodwork�arches,�columns,�rafters�and�repetitive�decorative�details.
�The�reading�room�includes�study�space�for�100�people�with�new�lighting,�furniture�and�shelving.�The�renovation,�funded�by�the�Frank�Gerstein�Charitable�Foundation�and�the�Bertrand�Gerstein�Family�Foundation,�was�part�of�the�larger�transformation�of�the�original�university�library,�which�also�included�
upgrades�to�the�administrative�offices,�the�Marvin�Gerstein�Conference�Room�and�new�graduate�and�group�study�space�on�the�second�floor�of�the�heritage�wing,�says�McCluskie.
infrastructure projects ready to go, says municipal federationMore�than�2,000�infrastructure�projects�would�be�ready�to�go�as�early�as�this�spring�if�federal�funding�is�made�available,�says�the�Federation�of�Canadian�Municipalities.�It�released�the�list�in�early�January�before�the�unveiling�of�the�January�27�federal�budget.�
The�list�of�“shovel-ready”�projects�was�derived�from�a�survey�of�FCM�members�conducted�over�a�six-week�period�and�includes�simple�rehabilitation�projects�to�major�new�construction.�If�fully�funded,�these�infrastructure�projects�would�create�over�150,000�jobs,�the�federation�says.
“Last�October,�we�released�a�study�showing�that�infrastructure�spending�is�the�best�stimulus�tool�around�and�we�said�that�hundreds�of�municipal�infrastructure�projects�would�be�ready�to�go�this�
spring�if�they�received�federal�funding,”�said�FCM�President,�Sherbrooke�Mayor�Jean�Perrault.
�“We�are�releasing�a�snapshot�that�illustrates�the�scope�of�municipal�needs�and�our�capacity�to�put�infrastructure�dollars�to�work�now.
“We�can�see�from�this�list�that�the�federal�government�can�invest�in�projects�that�will�not�only�create�jobs�now�but�boost�Canada’s�competitiveness,�improve�our�environment�and�enhance�our�quality�of�life�for�generations�to�come,”�said�Perrault.
But�he�also�cautioned�that�a�faster�federal�infrastructure�program�was�needed�if�the�projects�were�to�get�funding�in�time�to�help�fight�the�economic�slowdown.
“A�significant�number�of�new�infrastructure�projects�must�get�underway�during�the�2009�construction�season�to�help�counter�the�recession.�Municipal�
governments�are�ready�to�do�their�part�to�help�the�federal�government�get�infrastructure�dollars�into�action�fast.”�
The�federation�believes�to�accomplish�that�is�for�the�federal�government�to�adopt�the�Gas�Tax�Fund�model�as�the�way�to�flow�money�into�these�projects�quickly�so�cities�and�communities�can�get�started�on�new�infrastructure�projects,�including�simple-to-plan�repair�and�rehabilitation,�said�Perrault.
groundbreakingOn�December�8,�David�Caplan,�Minister�of�Health�and�Long-Term�Care,�visited�University�Centre�for�the�official�groundbreaking�ceremony�of�its�$180-million�redevelopment�project.��Honoured�guest,�Emile�DuHamel,�a�stroke�survivor�and�former�Toronto�Rehab�patient,�and�his�grandson,�Russell,�helped�turn�the�soil�at�the�event.��
At�the�peak�of�construction�-�expected�to�be�completed�in�fall�2011�-�more�than�300�workers�will�be�on�site�daily.�Over�the�course�of�construction,�approximately�$39.7�million�will�be�paid�in�construction�salaries�and�$44�million�worth�of�materials�will�be�purchased�locally.
Highlights�of�the�University�Centre�expansion�and�renovation�project�include:
construction�of�a�new�13-storey�patient�care�and�research�tower,�renovations�to�the�existing�12-storey�east�wing�and�a�four-storey�north�wing�with�a�new,�more�accessible�entrance�for�patients�and�visitors.
The�project�team,�led�by�Aecon,�includes�financing�arranged�by�Stonebridge�Financial�Corporation.�Aecon�signed�a�contract�with�the�hospital�to�build�and�finance�the�redevelopment�project�for�$112.1�million.�The�contract�guarantees�a�fixed�price�and�fixed�completion�date.�
spadina WaveDeck nominated for Brit insurance Design awards�Waterfront�Toronto’s�Spadina�WaveDeck�has�been�nominated�for�a�2009�Brit�Insurance�Design�Award�in�the�category�of�architecture�and�is�the�first�Canadian�project�ever�to�be�short-listed�for�the�awards.
The�Brit�Insurance�Design�Awards�are�the�Design�Museum�of�London’s�annual�exploration�of�the�most�innovative�and�forward-looking�new�work�in�design.�One�hundred�projects�from�around�the�
88 Building strategies Winter 2008/2009
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9Building strategies Winter 2008/2009
The�Private�Residences�component�of�the�project�is�being�developed�by�Bay-Yorkville�Developments�Ltd.,�a�joint�venture�between�Menkes�Developments�Ltd.,�
was�stopped�on�Yorkville�Avenue�between�Yonge�and�Bay�streets.�Bay�Street�was�also�closed�south�from�Scollard�Street�to�Bloor�Street.
Designed�by�Peter�Clewes�of�architects�Alliance�of�Toronto,�Four�Seasons�Hotel�&�Residences�will�be�a�mixed-use�development�featuring�two�towers.�The�West�Residence�will�be�a�55-storey�building�comprised�of�a�253-room�Four�Seasons�Hotel�on�the�first�20�floors,�followed�by�101�Private�Residences�above.�The�26-storey�East�Residence�will�contain�103�Private�Residences�and�be�connected�to�its�sister�building�by�an�elevated�pedestrian�bridge.�The�two�buildings�will�share�a�courtyard�designed�by�internationally-renowned�landscape�architect�Claude�Cormier.
world�are�chosen�in�seven�categories,�which�include�architecture,�fashion,�furniture,�graphics,�interactive,�product�and�transport.�
The�nominations�are�by�a�group�of�internationally�distinguished�design�and�architecture�writers,�critics�and�curators�and�cover�a�one-year�period.
Opened�last�September,�the�Spadina�WaveDeck�is�the�first�in�a�series�of�new�public�spaces�being�built�along�the�waterfront.�Designed�by�West�8�of�Rotterdam�and�Toronto-based�du�Toit�Allsopp�Hillier�Toronto,�the�wavedeck�is�a�gateway�to�the�lakefront�at�a�site�that�previously�lacked�public�access.
The�geometry�of�the�630�square-metre�timber�deck�uses�playful�curves�that�are�constantly�changing�to�provide�for�a�flexible�gathering�space.�The�stairs�act�as�an�informal�amphitheatre�and�the�varying�heights�of�the�deck�allow�for�different�vantage�points�and�ultimately�different�experiences�with�the�lake.�In�the�evenings,�the�space�is�kept�animated�with�24�underwater�LED�lights.
An�exhibit�showcasing�the�nominated�projects�will�be�on�display�at�The�Design�Museum�of�London�from�February�12�–�June�14,�2009�and�the�winners�will�be�announced�on�February�24.�This�year,�in�addition�to�an�international�jury�reviewing�the�nominees,�the�public�is�also�able�to�vote�for�their�favourites�at�www.designsoftheyear.com.�
What brought Yorkville traffic to a halt on a saturday afternoon?Toronto’s�Yorkville�neighbourhood�was�abuzz�during�the�busy�holiday�shopping�season�when�120�concrete�trucks�convened�at�six�different�pouring�locations�at�the�site�of�the�new�Four�Seasons�Hotel�&�Residences�at�Bay�and�Yorkville.
�Coordination�was�crucial�for�Toronto’s�largest�residential�concrete�pour,�which�used�10,000�tons�of�concrete�for�the�foundation�of�the�West�Residence.��It�took�five�months�to�plan�the�pouring�process�which�required�a�construction�crew�of�approximately�180,�and�used�120�concrete�trucks�running�simultaneously�for�12�hours.�
When�the�entire�Four�Seasons�Hotel�&�Residences�Toronto�is�completed�in�2011,�approximately�420�million�pounds�of�concrete�will�have�been�used�on�the�1,250,000-square-foot�project.� �
Seven�Toronto�Police�officers�were�positioned�to�control�the�flow�of�trucks�and�divert�traffic�which�
Lifetime�Urban�Development�Group�and�Alcion�Ventures.�Menkes�Construction�Ltd.�is�building�both�the�hotel�and�residences.�� B
David Caplan, Minister of Health and Long-Term Care and other dignitaries recently turned the sod to officially launch the $180-million redevelopment of University Centre.
Workplace Health & Safety Corner
Updated�electrical�code��addresses�21st�technology��and�operating�conditions
must-have�safety�tool�since�1927,�the�Canadian�Standards�Association’s�Canadian�Electrical�Code�has�provided�
the�signature�standards�has�provided�signature�standards�for�addressing�shock�and�fire�hazards�of�electrical�products.�Regularly�updated�to�address�changing�technology�and�operating�conditions,�the�CE�Code�Part�I�is�a�companion�document�to�the�CE�Code�Part�II,�a�series�of�standards�for�the�construction,�testing�and�making�of�electrical�equipment,�including:�
•�� General�requirements•�� Consumer�&�Commercial�Products•�� Industry�Products•�� Wiring�Products
Compiled�with�the�help�of�industry�volunteers�and�various�levels�of�government,�the�Canadian�Electrical�(CE)�Code,�Part�I�serves�as�the�basis�for�mandatory�wiring�regulations�across�Canada.�Provincial�or�territorial�regulators�review�and�adopt�the�code�into�legislation�by�reference,�often�with�a�schedule�of�changes�that�amends�the�code�for�regional�conditions.�These�amendments�may�be�administrative�in�nature�or�may�have�technical�content�particular�to�the�region.�
new for 2009The�new�Canadian�Electric�Code�is�code�for�safety�and�performance.��To�reflect�changes�in�technology�and�operating�conditions�the�21st�edition�has�moved�from�a�four�to�three-year�
Each year in Canada 600 to 800 people experience workplace electrical accidents. A key component to electrical safety is awareness and consistent application of best practices for standards, regulations and safe work environments. The C22.1-2009 Canadian Electrical (CE) Code (21st Edition) addresses electrical safety, shock, and fire hazards of electrical products in Canada.
A production�cycle,�similar�to�the�American�National�Electrical�Code.�The�2009�Canadian�Electrical�(CE)�Code�includes�a�number�of�updates,�including:•� tamper�resistant�receptacles,•� bonding�and�grounding�requirements,•� requirement�changes�in�hazardous�locations,�
Who�should�care?When�it�comes�to�electricity,�doing�it�by�the�book�is�the�only�safe�circuit�to�take.The�Canadian�Electrical�(CE)�Code�is�applicable�to�all�electrical,�engineering�and�construction�safety�professionals.�In�particular:•� Electrical�Manufacturers•� Electricians/Contractors�•� Electrical�Engineers�•� Electrical�Consultants•� Electrical�Maintenance�•� Electrical�DistributorsAnd:•� Electrical�Leagues�&�Associations•� Unions�/�Brotherhoods•� Regulators•� Inspection�Authorities•� Electrical�Apprentices•� Designers
Other�Resources�and�Support�Available�•� Two-day�Comprehensive�training�on�the�2009�
Canadian�Electrical�Code�is�now�available�in�English�and�will�soon�be�offered�in�French�beginning�in�the�Spring�of�2009.
•� Conference�Series�on�Electrical�Safety.��These�
training�events�are�specifically�designed�to�provide�provincial�regulatory�bodies�the�forum�for�communicating�provincial�issues�to�participating�stakeholders.���
•� A�new�Training�and�Instructor�Guide,�which�gives�a�concise�briefing�on�the�key�changes�and�rationale.����
•� eLearning�training�modules,�which�align�with�CSA’s�core�classroom�training.��Easily�available�through�a�Web�browser,�the�modules�provide�inspectors�with�convenient�access�to�self-training,�anytime,�anywhere�and�include�quizzes�and�the�capability�for�certification�of�completion.��
•� The�Electrician’s�Self-Assessment�Tool�(or�ESAT),�and�a�companion�ESAT�Study�Guide�for�those�preparing�for�the�Certificate�of�Qualification�exam.
•� “Smart�Standard”�on�CD-ROM.��This�contains�the�full�text�of�the�2009�Code�and�Handbook�and�value-added�features�that�accelerate�the�work�of�users.��
•� Complete�Code�in�Mobile�Device�Format�(MDF).��This�solution�enables�users�to�download�a�software�reader�and�the�2009�CE�Code,�right�to�their�mobile�device.��� B
In addition to the release of the updated Canadian Electrical Code, the CSA is alsoworking on a national standard designated as CSA Z462 Workplace Electrical Safety. It will be developed in alignment with established standards from the National Fire Protection Agency (NFPA).
Building Strategies Winter 2008/200910
1212 Building strategies Winter 2008/2009
ou�have�all�read�at�some�point�over�the�past�few�years�in�relation�to�some�public�private�partnership�(P3)�or�other�that�all-in�cost�“might”�have�been�lower�under�the�traditional�approach.��Or�maybe�the�criticism�has�been�directed�towards�costs�over�the�life�of�the�project,�often�a�very�big�number�if�looked�at�in�isolation.��The�point�being�made�by�
these�critics�is�always�the�same:��P3s�cost�more�than�conventionally�procured�projects.��We�would�be�better,�such�critics�say,�to�tax�and�spend�than�lease�to�own.��Critics�point�out�that�the�public�sector�can�borrow�cheaper�than�private�consortia�which�depend�on�the�bond�market.��More�strident�critics�focus�instead�on�profit�taking�by�the�private�sector.
What�is�more�troubling,�however,�is�the�story�behind�the�P3�headlines.��That�story�is�about�infrastructure�deficit.��Infrastructure�deficit�is�the�gap�between�the�infrastructure�we�have�and�the�infrastructure�we�need.��The�numbers�are�scary.��There�is�no�other�word�for�it.��It�is�a�problem�all�over�the�developed�world.��In�Canada�this�deficit�was�estimated�to�be�about�$10�billion�in�1985,�about�the�time�that�the�first�public�private�partnerships�surfaced�in�the�United�Kingdom.�
A�decade�later�Canada’s�infrastructure�deficit�had�grown�to�more�than�$50�billion.��Two�years�ago�it�had�surpassed�$125�billion.� �Unless�we�act�immediately,�this�deficit�could�grow�to�over�$400�billion�by�2020.�Canada’s�highways�alone�are�so�bad�that�$17�billion�is�needed�right�now�just�to�bring�them�up�to�safe�standards.��This�pales�by�comparison�to�the�U.S.�infrastructure�deficit,�which�will�exceed�$1.6�trillion�by�2020,�and�Europe�is�not�far�behind.��All�of�this�is�occurring�in�an�economic�climate�that�is�gloomy�enough�to�remind�some�of�the�depression�of�the�1930s.� �
Canada’s�experiment�with�public�private�partnerships�began�about�2000,�in�the�area�of�municipal�wastewater�treatment.��The�uptake�at�first�was�cautious.��Not�all�of�the�P3�experiences�in�the�U.K.�had�been�happy�ones.��Our�unions�were�justifiably�protective�of�organized�labour.��By�2004,�however,�P3�development�had�matured�to�the�point�where�it�could�deliver�results�in�the�more�complex�area�of�health�care.��There�it�met�strong,�highly�politicized�resistance.��The�hint�that�P3s�carried�with�them�of�creeping�privatization�of�health�care�services�was�unacceptable.��Since�these�early�projects�P3s�have�been�reconfigured�into�more�sophisticated�and�palatable�forms�of�“alternatively�financed”�projects�including�roads,�bridges�and�even�court�houses�and�arts�centres.
Public�private�partnerships�are�not�what�they�used�to�be.�The�concept�has�matured�and�been�brought�into�the�mainstream.��In�May�2005,�the�Ontario�government�announced�the�formation�of�an�infrastructure�projects�corporation.��A�few�months�later�it�issued�a�five-year�infrastructure�plan�called�“ReNew�Ontario”,�with�meaningful�financial�support�attached.
In�the�2007�federal�budget�we�saw�a�significant�financial�commitment�by�the�federal�government�(approximately�$13�billion�over�several�programmes)�to�infrastructure�renewal�in�partnership�
with�the�private�sector.��The�2008�federal�budget�announced�the�formation�of�PPP�Canada�Inc.,�a�crown�corporation�specifically�set�up�to�capitalize�on�public�private�partnership�possibilities.
The�private�sector�has�also�helped�the�P3�industry�in�this�country�become�better�organized.��The�Canadian�Council�on�Public�Private�Partnerships,�a�non-profit�organization,�was�founded�in�1993�to�foster�innovative�forms�of�cooperation�between�the�public�and�private�sectors.��Among�its�many�activities,�this�group�performs�the�valuable�function�of�peer�review�of�public�private�partnerships,�publicly�honouring�innovation�and�excellence�in�this�industry.� �Deloitte�Research,�a�part�of�Deloitte�Services�LP,�now�places�Canada�ahead�of�the�U.S.�in�sophistication�and�activity�of�our�public�private�partnership�industry.
What�about�the�well-known�problems�with�public�private�partnerships?�What�about�legitimate�concerns�over�the�incremental�cost�of�private�sector�borrowing�and�the�profit�taking�by�the�private�sector?��The�‘cost�of�borrowing’�camp�do�have�a�point�to�make,�but�the�private��sector�is��narrowing��the�gap�by�having�governments�backstop�debt�and�thus�reduce�the�risk�involved�in�the�financing�to�
the�point�that�there�is�some�rate�convergence.��The�‘profit�taking’�camp�also�have�a�point,�but�again�the�private�sector�is�narrowing�the�gap�by�sharing�the�benefit�of�any�‘windfall’�gains,�in�concessions�sales�or�refinancing,�or�debt�refinancing,�for�example.
What�about�value�for�money?��Just�ask�any�contractor�who�has�recent�experience�on�a�P3�project�here�in�Canada.��They�will�tell�you�about�value�added�to�the�project�by�centralizing�all�risk�and�reward�with�the�contracting�consortium�so�as�to�permit�innovation�and�cost�savings�without�elaborate�and�costly�bureaucracy.�
What�does�the�future�hold?��Even�the�most�conservative�pundits�point�out�that�public�private�partnerships�(or�at�least�alternatively�financed�projects)�are�here�to�stay�and�with�the�massive�infusion�of�infrastructure�dollars�that�is�expected�over�the�next�five�to�10�years,�this�will�be�a�growth�area.�� B
Duncan Glaholt is a Partner, Glaholt LLP barristers and solicitors
By Duncan W. Glaholt, Glaholt LLP
P3:�THE�NExT�GENERATIONDELIVERY�METHOD�HAS�MATURED
The�private�sector�has�also�helped�the�P3�industry�in�this�country�become�better�organized.�The�Canadian�Council�on�
Public�Private�Partnerships,�a�non-profit�organization,�was�founded�in�1993�to�foster�innovative�forms�of�cooperation�between�the�public�and�private�sectors.”
“
Y
Legal Corner
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14 Building strategies Winter 2008/2009
he�green�building�movement�has�evolved�rapidly�and�has�shifted�from�beyond�newly�constructed�buildings�to�a�focus�on�the�operations�and�
maintenance�of�existing�facilities.�Tenants�are�taking�a�more�active�role�in�greening�their�operations�by�partnering�with�their�landlords�via�green�leases.�Another�emerging�trend�is�assessing�the�sustainable�benefits�of�a�building�as�part�of�the�due�diligence�process.
While�LEED�for�new�construction,�or�LEED-NC,�has�become�the�standard�for�new�buildings,�it�doesn’t�address�existing�buildings�or�how�they�are�operated�once�they�become�occupied.��However,�owners�and�managers�have�begun�to�integrate�sustainable�principles�into�the�day-to-day�operations�and�maintenance.
Currently�there�are�two�separate�benchmarking�standards�available�to�owners�for�addressing�the�operations�of�their�buildings:•� The�Building�Owners�and�Managers�
Association�(BOMA)��Go�Green�and�Go�Green�Plus�programs�–�recently�re-branded�as�BOMA�BESt;�and
•� The�United�States�Green�Building�Council�(USGBC)�LEED�for�Existing�Buildings�(LEED-EB)
BOMA�BESt�provides�owners�and�managers�with�four�levels�of�certification.�Level�1�represents�the�former�Go�Green�certification.�Levels�2,�3�and�4�represent�increasing�scores�on�the�Go�Green�Plus�assessment�tool�from�70,�80,��and�90�per�cent�respectively.�All�buildings�previously�registered�with�both�Go�Green�and�Go�Green�Plus�are�moving�to�this�program.�For�more�information,�visit�www.bomabest.com.
In�the�absence�of�a�Canadian�version�of�LEED-EB,�some�owners�have�registered�their�buildings�with�the�USGBC�LEED-EB�program.�However,�the�CaGBC�is�scheduled�to�launch�its�own�version�of�LEED-EB�in�2009,�which�is�expected�to�be�very�similar�to�its�U.S.�counterpart.
The�Real�Property�Association�of�Canada�(REALpac)�and�BOMA�International�have�also�released�guidelines�and�sponsored�information�sessions�on�green�leasing.�
1414
By William Roth
Environmental Corner
REALpac’s�model�lease�and�supporting�green�lease�resource�centre�can�be�found�at�www.realpac.ca.
Continuous�improvement�and�integrated�approach�to�designing,�constructing�and�operating�buildings�while�minimizing�the�impacts�to�the�environment�form�the�basis�for�green�building�principles.�A�green�lease�is�a�partnership�between�the�landlord�and�tenant�focusing�on�maximizing�the�advantages�of�leveraging�sustainability.�Both�parties�can�outline�specific�and�measurable�environmental�targets�related�to�both�the�base�building�and�the�tenant�fit-up�and�occupancy.
A�green�lease�makes�sense�for�both�environmentally�committed�landlords�and�tenants.�More�owners�invest�significant�time�and�money�into�designing�and/or�operating�their�buildings�in�a�sustainable�manner,�but�there�are�limitations�to�what�they�can�control�once�they�lease�the�space.�If�a�tenant�doesn’t�share�the�same�commitment�to�sustainability,�or�doesn’t�understand�how�to�use�the�space�to�take�advantage�of�the�benefits,�many�of�the�sustainable�outcomes�won’t�be�achieved.
In�turn,�tenants�can�use�a�green�lease�to�outline�the�initiatives�that�they�will�implement�to�make�their�occupancy�as�
aligned�as�possible�with�the�benefits�the�building�offers.�In�addition,�it�creates�a�contractual�document�outlining�the�specifics�of�the�green�program.
Given�the�rapid�emergence�and�evolution�of�green�principles�in�the�commercial�real�estate�sector,�future�new�paths�are�expected,�but�challenging�to�predict.�One�trend�among�industry�leaders�is�to�incorporate�green�assessments�in�their�due�diligence�assessments.
A�realistic�scope�of�work�is�necessary�so�that�green�due�diligence�can�be�conducted�in�conjunction�with�normal�due�diligence�processes,�but,�as�yet,�there�is�no�industry�standard.�Organizations�are�using�a�range�of�methods�from�a�simple�questionnaire�added�to�a�typical�PCA�to�the�completion�of�a�LEED-EB�checklist�or�BOMA�BESt�questionnaire.
What�began�not�so�long�ago�as�a�small�movement�in�the�design�community�has�now�become�one�of�the�driving�forces�behind�the�commercial�real�estate�sector.�� B
William Roth, P.Geo., is Director, Real Estate and Insurance, Central Canada, with Jacques Whitford Limited, now Stantec. For more information visit www.jacqueswhitford.com.
Meteoric�Green�Movement��takes�new�trajectory�
T
16 Building strategies Winter 2008/2009
here�are�hundreds�of�new�sports�facilities�being�built�across�the�world�to�host�a�range�of�events�from�The�Olympics�Games�and�Premier�League�
Football�to�horse�and�car�racing,�tennis,�gymnastics�and�swimming,�as�well�as�multi-purpose�venues�that�enhance�national,�local�and�community�sports�activities.
Some�of�the�best�of�these�facilities,�including�the�2008�Beijing�Olympics�Stadium,�were�developed�using�CATIA,�(Computer�Aided�Three�Dimensional�Interactive�Application)�the�3D�Model�system�developed�by�Dassault�Systémes.
New�bowl-shaped�stadiums�accommodating�up�to�90,000�spectators�have�become�symbols�and�icons�of�their�locations.�They�have�been�transformed�from�bad�neighbour�buildings�sited�out�of�town,�disconnected�from�transport�infrastructure�and�surrounded�by�huge�parking�lots,�to�city�centre�must-haves.�
The�spectacular�90,000-seat�Beijing�Stadium,�months�after�the�end�of�the�Olympics,�is�still�the�most�high-profile�sports�facility�in�the�world�and�represents�the�peak�of�innovative�and�complex�stadium�design.�More�than�40,000�tons�of�steel�was�used�in�the�construction.
The�apparently�random�design�is,�in�fact,�very�regular�but�gives�the�appearance�of�a�natural�form,�hence�its�nickname�–�the�bird’s�nest.�It�was�engineered�to�accommodate�wind,�earthquake�stresses�and�other�structural�loadings.
Model�data�was�given�to�subcontractors�for�component�fabrication,�assembly�and�erection�with�CATIA�data�being�used,�not�only�to�produce�the�work,�but�also�to�check�build�veracity.��The�exterior�design�looks�much�more�complex�than�it�actually�is,�and�was�constructed�from�flat�plate�steel�formed�into�box�sections�(with�increased�thickness�to�address�variable�high�stress�areas�of�the�structure).
Using�Bill�of�Materials�optimization�capabilities�lead�to�more�standard�parts�being�developed�and�brought�into�the�design�of�the�impressive�facade.�Due�to�its�geometry,�the�building�only�has�two-fold�rotational�symmetry�–�therefore�there�are�only�two�of�any�joint�types�or�elements.
The�building�had�to�be�radically�re-designed�at�a�late�stage�to�lower�cost.�This�reduced�the�steel�content�by�20�per�cent�and�required�considerable�alteration�to�the�building�in�many�
1616
By Rolf Gibbels
Engineering Corner
areas.�The�use�of�a�single�3D�digital�model�made�this�work�much�quicker�than�would�have�been�possible�by�other�means�and�allowed�the�project�to�be�brought�in�on�time�and�within�the�revised�budget.
Planning�is�of�very�high�value�in�the�development,�construction�and�lifecycle�operation�of�sports�facilities.�They�must�have�flexible�usage�and,�since�their�life�may�be�more�than�100�years,�the�needs�of�its�users�and�other�stakeholders�will�inevitably�change.�These�changes�can�best�be�understood�and�addressed�using�a�3D�digital�model,�which�can�be�repeated�easily�to�accommodate�changes�of�use�and�function.�
Environmental�impact�is�a�major�theme�of�modern�buildings,�and�their�public�nature�means�that�large�stadiums�and�other�sporting�facilities�must�be�examples�of�green�credentials.�CATIA�is�being�used�in�many�buildings�to�design,�refine�and�manufacture�air�circulation�systems�that�reduce�reliance�on�air�conditioning�by�using�passive�or�mixed�mode�ventilation.�Integration�with�Dassault�Systémes’�SIMULIA�finite�element�and�computational�fluid�dynamic�analysis�software�allows�designers�to�simulate�airflows�within�structures,�improving�comfort�
levels�for�sportspeople�and�audiences�alike.�Developing�optimum�geometry�and�sections�
is�made�easier�with�CATIA�because�it�enables�the�input�of�parameters�that�have�an�effect�on�the�design,�and�allows�automation�of�certain�aspects�in�the�design�process.
Importantly,�this�methodology�also�enables�parameters�held�on�spreadsheets�to�drive�designs�in�CATIA.�This�often�results�in�innovative�and�novel�solutions�that�will�comply�with�functional�requirements—leading�to�better�and�more�advanced�buildings.
The�physical�making�of�the�building�(once�the�design�is�finalized�as�a�3D�model)�can�be�carried�out�by�subcontractors�under�the�guidance�and�control�of�planners�and�project�managers�using�the�central�model�as�a�data�repository�accessible�by�all�collaborating�partners.� B
Rolf Gibbels is Dassault Systemes’ industry leader for Energy and Construction. He holds a Masters degree in Structural Engineering from the University in Munich, Germany and has extensive experience working for leading engineering and architecture firms in Germany.
Using�3D�Technology�to�Push�the�Limits�in�International�Sports�Facility�Design
T
18 Building strategies Winter 2008/2009
at�the�first�national�conference�16�years�ago.“The�fact�that�you're�all�here�today�is�proof�of�
how�far�P3s�have�come�in�Canada�in�a�relatively�short�time.
“Alberta�has�long�seen�the�great�potential�of�public�private�partnerships�and�has�used�them�successfully�to�meet�its�infrastructure�needs�in�recent�years.�P3s�have�a�lot�of�supporters�in�Alberta�and�I've�long�been�one�of�them.”
With�its�healthy�economy,�however,�Alberta�has�been�able�to�pay�the�upfront�infrastructure�in�the�more�traditional�method�instead�of�exploring�alternatives,�he�said.
But�one�size�doesn't�fit�all�and�the�traditional�way�isn't�always�the�best,�said�Stelmach,�
explaining�the�province’s�rapid�growth�has�placed�severe�strains�on�its�infrastructure,�which�needs�to�be�rectified�through�options�such�as�public�private�partnerships.
“Infrastructure�spending�represents�continued�economic�activity�at�a�time�of�uncertainty.�It�offers�an�economic�stimulant�when�it's�most�needed�not�only�for�Alberta,�but�for�the�rest�of�Canada.�P3s�will�be�part�of�the�package.�Because�P3s�have�proven�to�be�good�investments�for�Alberta,�they�will�continue�to�be�part�of�our�capital�plan.”
Alberta,�British�Columbia,�Ontario�and�Quebec�are�the�“big�four”�provinces�which�have�extensively�used�public�private�partnerships�to�bring�hospitals,�
ith�the�exception�of�Prince�Edward�Island’s�Confederation�Bridge�and�Ontario’s�Highway�407�electronic�toll�highway,�public�private�partnerships�in�Canada�were�almost�
non-existent�10�or�12�years�ago.�Now�they’re�a�growing�component�of�
infrastructure�construction�and�there’s�keen,�even�enthusiastic,�interest�in�this�delivery�method�among�government�officials�at�all�levels,�the�design�and�construction�industry,�and�healthcare�and�service�providers.
An�indicator�of�that�interest�was�the�overflowing�crowds�at�the�Canadian�Council�for�Public�Private�Partnerships�(CCPPP)�annual�conference�in�Toronto�near�the�end�of�November.�Several�hundred�people�attended�the�two-day�event,�which�featured�approximately�100�guest�speakers�including�Alberta�premier�Ed�Stelmach.
“I'm�pleased�to�see�that�just�about�every�Canadian�province�is�represented�on�the�conference�agenda,”�said�Stelmach,�suggesting�that�wouldn’t�have�been�the�case�
1818
ConcreteFinancing
Public Private Partnerships now part of Canadian construction mainstream
Infrastructure�spending�represents�continued�eco-nomic�activity�at�a�time�of�uncertainty.�It�offers�an�economic�stimulant�when�it's�most�needed�not�only�for�Alberta,�but�for�the�rest�of�Canada.�P3s�will�be�part�of�the�package.
“
W
By Dan O’Reilly
roads,�and�other�large�scale�expensive�projects�on�stream,�says�Derek�Burleton,�senior�economist,�TD�Bank�Financial�Group.
British�Columbia,�in�particular,�embraced�this�delivery�method�in�response�to�the�huge�deficit�the�Liberal�government�inherited�when�it�took�office�in�2001.�That�led�to�the�creation�of�Partnerships�British�Columbia,�an�arm’s�length�agency�that�provides�advice�to�public-sector�clients�on�P3s.�Several�projects�have�either�been�completed�or�are�under�construction,�especially�in�preparation�for�the�2010�Winter�Olympics,�he�says.
“I�believe�Canada�is�actually�leading�the�United�States,”�says�Burleton,�explaining�that�while�there�has�been�considerable�emphasis�by�the�new�Obama�administration�on�the�need�for�infrastructure�spending�to�kick�start�the�American�economy,�there�has�been�little�emphasis�on�achieving�that�goal�through�public�private�partnerships.
With�the�recent�economic�downturn�and�the�credit�crunch,�the�question�now�is�the�future�for�infrastructure�spending�in�general�and�particularly�P3s,�he�says.
“There’s�an�impetus�to�get�the�cash�out�the�door.�But�it�takes�time�to�set�up�P3s�and�some�of�the�projects�being�talked�about�now�won’t�happen�until�the�next�decade.”
However,�there�are�some�positive�indicators�when�comparing�today’s�economic�climate�with�the�last�recession�of�the�early�1990s�when�governments�were�aggressively�cutting�spending�under�the�“cash�flow�accounting”�system�then�in�place.
Under�the�accrual�accounting�now�used,�governments�can�write�off�a�project’s�cost�over�the�lifecycle�of�project,�says�Burleton,�who�expects�the�provinces�will�follow�the�lead�of�the�federal�government�and�produce�economic�stimulus�budgets.
Those�were�the�signals�Federal�Finance�Minister�Jim�Flaherty�was�sending�before�the�unveiling�of�the�Jan.�27�Federal�budget.�(The�budget�was�delivered�as�Building�Strategies�was�going�to�press.).
At�the�last�fall’s�CCPP�conference,�for�example,�the�finance�minister�told�delegates�the�government�is�committed�to�shoring�up�the�nation’s�infrastructure�through�initiatives�such�as�the�creation�off�PPP�Canada�Inc.,�the�new�federal�public-private�partnership�office.�It’s�backed�with�$1.25�billion�in�federal�funding.
“Canada�is�not�immune.�We�are�not�an�island,”�said�Flaherty,�suggesting�public�private�partnerships�are�an�innovative�measure�to�drive�infrastructure�projects�during�the�current�economic�downturn.
There�are�no�indications,�so�far�at�least,�that�downturn�has�hindered�the�progress�of�public�private�projects�in�Ontario�through�the�province’s�Alternative�Financing�and�Procurement�(AFP)�delivery�model.
“We�have�22�projects�under�construction�and�about�another�10�to�12�in�the�procurement�process,”�says�Jim�Dougan,�executive�vice�president�of�Infrastructure�Ontario,�the�arm’s�length�crown�corporation�overseeing�the�renewal�of�the�province’s�infrastructure.�“Projects�are�happening�and�we�expect�that�to�continue�throughout�2009,�2010,�and�2011.”
To�date,�the�overwhelming�majority�are�hospitals�and�healthcare�facilities.�But�what�projects�move�forward�are�determined�by�the�provincial�cabinet,�says�Dougan.
Certainly�the�robust�hospital�revitalization�in�Ontario�is�attractive�to�Minneapolis-based�Honeywell�Building�Solutions.�It’s�the�facility�management�arm�of�Integrated�Team�Solutions,�the�consortium�responsible�for�the�construction,�financing�and�maintenance�of�the�new�Woodstock�General�Hospital.�The�consortium�also�includes�financier�LPF�Infrastructure�Fund�and�builder�EllisDon.�Construction�of�the�$268.7-million�facility�started�in�November.
“We�wanted�to�establish�a�presence�in�Ontario�and�have�worked�with�EllisDon�on�other�(non�P3)�projects”�says�Jim�Keesling,�Honeywell’s�vice�president�of�services.
�Honeywell�will�work�with�the�builder�to�install�energy�management�and�control�systems,�surveillance,�access�control,�firm�alarm,�and�nurse�call�equipment.�Those�systems�will�be�tied�in�with�Honeywell’s�enterprise�buildings�integrator,�a�facility�management�program�that�provides�a�cohesive,�detailed�view�of�all�building�technology,�says�Keesling.
Still,�public�private�partnerships�in�this�country�have�and�are�
viewed�with�skepticism�in�some�quarters.�Financial�institutions�are�cautious�about�investing�in�them�and�governments�have�often�shied�away�from�them�when�faced�with�public�wariness�and�union�opposition,�says�TD�Bank’s�Derek�Burleton.� �
“They�have�been�a�steep�learning�curve�for�governments,”�says�Burleton,�acknowledging�there�has�been�criticism�of�cost�overruns—or�at�least�perceived�overruns—of�some�P3�projects.�
That�comment�was�in�reference�to�the�Ontario�auditor�general�Jim�McCarter’s�conclusion�in�his�2008�report�that�that�new�Brampton�Civic�Hospital�could�have�cost�$50�million�less�if�there�hadn’t�been�a�private�component.�It�was�the�first�hospital�in�Ontario�built�as�a�P3.
While�stressing�he�wouldn’t�comment�on�William�Osler,�construction�lawyer�Duncan�Glaholt�of�Glaholt�LLP�says�criticisms�of�P3’s�are�often�based�“on�perception�rather�than�reality.”
What�is�often�overlooked�by�critics�is�that�life�cycle�costs�are�incorporated�in�the�final�submissions.�The�private�partners�have�to�comply�with�the�strict�contract�terms�“with�performance�driven�specifications�that�have�to�be�met�even�when�regulations�change.”
Although�he�wouldn’t�cite�specific�examples,�Glaholt�says�several�Ontario�institutions�that�have�been�built�or�revitalized�as�P3�projects�have�received�large�donations�from�wealthy�patrons�in�large�part�because�those�patrons�know�the�lifecycle�of�the�facility�is�guaranteed�for�a�long�and�specified�time�period.�“That’s�important�to�them�because�their�name�will�be�on�it.”�� B
There’s�an�impetus�to�get�the�cash�out�the�door.�But�it�takes�time�to�set�upP3s�and�some�of�the�projects�being�talked�about�now�won’t�happen�until�the�next�decade.
“Financing
Public Private Partnerships now part of Canadian construction mainstream
Building strategies Winter 2008/2009 19
20 Building strategies Winter 2008/2009
Project Profile
By Dan O’Reilly
Students take centre stage at transformed George Brown Chef School
Students take centre stage at transformed George Brown Chef School
21Building Strategies Winter 2008/2009
ecently completed, the two-year intensive project included extensive renovations to the existing college building and the erection of a new three-storey 18,000-square-foot glass and steel
addition which includes two floors of exposed kitchen labs where the students prepare food in full view of people walking by.
The architect was Kearns Mancini Architects with Gow Hastings Architects. Structural consultant was Halsall Associates and Smith + Andersen was the mechanical and electrical consultant. The general contractor was Aquicon Co. Ltd.
The Toronto-based architectural firms were also the designers of a parallel renovation and restoration of an early 19th century factory a block a way at 215 King Street East. It had been purchased several years ago by the college as part of a long-term growth strategy.
While there was a different contractor, the same structural and mechanical/electrical consultants were used and that project was intrinsic to the overall expansion. It’s now the home of the college’s Chef ’s House Restaurant. Three storeys above the restaurant were also rebuilt as classrooms for other college divisions.
“At one point we had our design team working around the clock trying to meet the client’s objectives,” says Jonathan Kearns, principal, Kearns Mancini in commenting on the diverse, multi-layered nature of the project.
Those objectives were to have a state-of-the-art training institution which can meet the requirements of the hospitality profession, says Eugene Harrigan, the college’s vice president of services.
“George Brown is the only Canadian school in the top 10 culinary schools in North America, This is a prestigious place and we’ve had a number of high quality graduates,” says Harrigan, citing celebrity chef Jamie Kennedy as just one example.
At the same time, however, students and faculty laboured in very cramped quarters and the college has been under pressure by the hospitality industry to increase the number of graduates, says Harrigan, explaining the need for the project.
George Brown will now be able to expand its food and hospitably programs by as much as 50 per cent allowing it to attract and retain the best
faculty and students, he points out.The design team’s vision for the new/expanded
facility was to capture the almost contradictory essence of cooking, says Philip Hastings, principal, Gow Hastings Architects. “It has to be purposeful and planned, but also playful and entertaining.”
A key element in achieving that vision was the glass façade of the addition, which was built on an underutilized courtyard facing Adelaide Street. Four kitchen labs are exposed to the street allowing pedestrians to view the activity inside, says Hastings.
“The students’ starchy white chef uniforms and hats are highly visible against a backdrop of gleaming stainless steel workstations, ranges, ovens, washing stations and racks of pots and pans.
“These exposed labs reflect the changing profile of the culinary industry by, not only glamorizing the preparation of food, but also by offering students with hands on experience,
rather than learning within more conventional demonstration kitchens.”
Situated in an area of predominantly historic masonry buildings, the addition has also created a recognizable campus landmark, says Hastings. “Even when the school is closed, the horizontal strips of coloured provide an interesting counterpoint to those structures.”
Major input into the design was provided by college officials and Cini.Little International Inc., a food service consulting firm which worked with the executive chef director and his team to provide the school and students with the equipment selection and layout of the equipment in each of the new and renovated spaces.
“We worked with his team to provide the layout that would be best suited for the individual spaces that were being renovated or expanded,” says senior associate Ian Jameson.
Designing and constructing the new building on the small courtyard site, which was the only land available, was no small feat. Consisting of a steel structure framing with steel braces, it had to be supported by a mix of new concrete piles, existing concrete piles, micro piles and regular spread footings due to the different ground conditions.
“This much variety is uncommon for a building of this size,” says Halsall Associates project manager Afshin Ebtekar.
As the addition rises slightly above and over the older building, seven of 14 support columns had to be carefully erected in the existing electrical and mechanical rooms without destroying any equipment or disrupting service. The site constraints also it made difficult to install the steel braces, needed to provide resistance to lateral loads due to wind
Project Profile
R
No longer are the student chefs at the George Brown
Chef School in Toronto confined to rear and basement
kitchens following the completion of an $18-million
infill and renovation project which has dramatically
opened up and transformed the 300 Adelaide Street
College into a showcase for innovation in culinary
education.
By Dan O’Reilly
Pho
tos
cour
tesy
of g
hA
22 Building Strategies Winter 2008/2009
and earthquakes, says Ebtekar.Working within the tight confines
of the former courtyard area, general contractor Aquicon Construction had to build the addition in a staged sequence. “We weren’t allowed to block the street in any way,” says project manager Joseph Aquino.
Complicated as it was, the addition was just one half of the project. Constructed in the 1980s, the original school required extensive renovations to eliminate somewhat confusing passageways to facilitate easier pedestrian movement, says architect Jonathan Kearns.
The term renovation doesn’t convey the full impact of one of the most dramatic, intricate and labour-intensive phases of the entire project—the reconfiguration of the building’s large central atrium which had extended from the top storey right to the basement.
“Our goal was to fill the opening on the main floor to create a more expansive area for functions,” says Kearns.
A critical step in that reconfiguration was persuading
Project Profile
•
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•
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24 Building Strategies Winter 2008/2009
Project Profile Street campus, the transformation of the King Street building into the new home of the Chef ’s House Restaurant was taking shape.
Some of the work carried out by J.J. McGuire General Contractors included restoring the brick exterior, lowering the main floor two feet to grade level, the installation of new 15-feet-high windows and a totally new mechanical system.
The Chef 's House is an open kitchen concept teaching restaurant with seating for 75 people and has a central kitchen with a cooking suite on the main floor, explains Cini.Little’s Ian Jameson.
Reflecting new philosophies within the culinary profession, the kitchen is located at the front of the restaurant and is fully visible through the new windows, adds architect Jonathan Kearns. “As the chefs work they become the restaurant’s best signage.
“The Chef ’s House is a fully functioning restaurant that
provides students with an authentic learning experience and the city within an unusual dining destination,” says Kearns, explaining the conversion was guided by the same design concepts that applied to the main project.
Linked by a side street, the new/revitalized Adelaide and King Street buildings add stimulating transparent counterpoints to the impenetrable masonry of the immediate heritage Toronto neighbourhood they’re located in, says Kearns.
“They architecturally 'talk' to each other and allow the public several mouth watering views into the Centre's culinary workings.”
But the final word on the two projects is the positive comments from college officials, students, passerbys and other designers, says Kearns. “We’ve had terrific feedback.” B
Proud to have supplied and installed the structural steel for the
George Brown Culinary School.
P. 905-857-9404 F. 905-857-9406 220 Healey Road, Bolton ON L7E 5B1WWW.QUADSTEEL.CA
Proud to be part of the team!Congratulations to the George Brown
Culinary School
340 Don Park Rd., Markham ON L3R 1C5
P. 905-415-8747 F. 905-415-8740 1-866-724-4405 C. 416-471-2804
FLOOR CRAFT DESIGN INC.Flooring Contractor
FloorCraft_BS_Jan09.indd 1 2/6/09 3:10:07 PM
Interested in having your project featured in an upcoming issue of Building Strategies?
Contact Paul Murphy @ 416.512.8186 X264 [email protected]
25Building Strategies Winter 2008/2009
2008 ONTARIO CONCRETE AWARDS WINNERS
Concrete Construction
ARCHITECTURAL MERITProject: FIFTHTOWNARTISANCHEESEFACTORY,PICTON,ONOwner: FifthTownArtisanCheeseCo.ArchitectofRecord: LapointeArchitectsEngineerofRecord: BlackwellBowickPartnershipLimitedGeneralContractor: K.KnudsenConstructionLimitedMaterialSupplier: LafargeAdditionalParticipants: BaxterEngineering,DBAEngineeringLtd.,EnermodalEngineeringSubmittedBy: FrancisLapointe,LapointeArchitects,416-964-6643x225
ARCHITECTURAL HARDSCAPEProject: CHINGUACOUSYSKATEPARK,BRAMPTON,ONOwner: CityofBramptonArchitectofRecord: LANDincEngineerofRecord: BlackwellBowickPartnershipLimitedSkateparkDesigner: SpectrumSkateparkCreationsLtd.GeneralContractor: RutherfordContractingLtd.MaterialSupplier: InnoconAdditionalParticipants: HarrisRebar,IronworkersLocal721,UCCGroupInc.SubmittedBy: DerekDeLand,SpectrumSkateparkCreationsLtd.,604-986-5683
INFRASTRUCTUREProject: TALBOTTRAILBRIDGE,WHEATLEY,ONOwner: TheMunicipalityofChatham-KentEngineerofRecord: DillonConsultingLimitedPrecastEngineer: HGSConsultingEngineersLimitedGeneralContractor: PCRContractorsInc.MaterialSupplier: InternationalPrecastSolutionsAdditionalParticipants: CarpentersLocal494,HarrisRebar,IronworkersLocal721, NationalConcreteAccessories,StMarysCBMSubmittedBy: PaoloCollavino,PCRContractorsInc.,519-966-8718or519-818-8991
MATERIAL DEVELOPMENT & INNOVATIONProject: BAYADELAIDECENTRE,TORONTO,ONOwner: BrookfieldPropertiesCorporationArchitectofRecord: WZMHArchitectsEngineerofRecord: HalcrowYollesGeneralContractor: EllisDonCorporationMaterialSupplier: StMarysCBMAdditionalParticipants: CarpentersLocal27,CoffeyGeotechnics,ERICO,GraceConstructionProducts Structural/Hardrock,JointVenture,HarrisRebar,IronworkersLocal721, LIUNALocal506,NationalConcreteAccessories,WaltersStructuralSubmittedBy: LloydKeller,EllisDonCorporation,905-896-8900
MID TO HIGH RISE RESIDENTIALProject: WESTVILLAGESUITES,HAMILTON,ONOwner: DundurnCapitalPartnersInc.ArchitectofRecord: R.F.LintackArchitectIncorporatedEngineerofRecord: TacomaEngineersInc.GeneralContractor: DundurnEdgeDevelopmentsInc.MaterialSupplier: CoreslabStructures(ONT)Inc.AdditionalParticipants: DufferinConcrete,EnermodalEngineeringLimited,HarrisRebar, Hy-GradePrecastConcrete,IronworkersLocal736,LIUNALocal837,Tri-StarFormingSubmittedBy: ElizabethPaprzycki,CoreslabStructures(ONT)Inc.905-689-3993
26 Building Strategies Winter 2008/2009
Concrete Construction
SPECIALTY CONCRETE APPLICATIONSProject: ISLANDPARKDRIVE–RAPIDBRIDGEREPLACEMENT,OTTAWA,ONOwner: MinistryofTransportationofOntarioEngineerofRecord: McCormickRankinCorporationGeneralContractor: DufferinConstructionCompanyMaterialSupplier: Lafarge MammoetCanadaEasternLtd.AdditionalParticipants: BrownandCo.Engineering,GenivarConsultingEngineers,HarrisRebar InternationalUnionofOperatingEngineers,Local793,LIUNALocal527, NationalConcreteAccessories,StantecConsulting,WPEngineeringSubmittedBy: JamesWildish,DufferinConstructionCompany,905-842-7974SPECIALTY CONCRETE PRODUCTSProject: “LIENONME”HOUSE,ETOBICOKE,ONOwner: Christina&JoeArchitectofRecord: BairdSampsonNeuertArchitectsEngineerofRecord: BlackwellBowickPartnershipLimitedGeneralContractor: TheHolmesGroupMaterialSupplier: CoreslabStructures(ONT)Inc.AdditionalParticipants: HarrisRebar,Hy-GradePrecastConcrete,Lafarge,LIUNALocal837 NationalConcreteAccessoriesSubmittedBy: ElizabethPaprzycki,CoreslabStructures(ONT)Inc.905-689-3993
STRUCTURAL DESIGN INNOVATIONProject: HUMBERCOLLEGEBUILDINGB,TORONTO,ONOwner: HumberInstituteofTechnology&AdvancedLearningArchitectofRecord: Barry-BryanAssociates(1991)Limited,Architects,Engineers,ProjectManagers EngineerofRecord: Barry-BryanAssociates(1991)Limited,Architects,Engineers,ProjectManagersGeneralContractor: GrahamConstructionandEngineering,aJVMaterialSupplier: StMarysCBMAdditionalParticipants: BelmontConcreteFinishing,C&TReinforcingSteelCo.(1987)Limited,
CarpentersLocal27,DaytonSuperiorCanadaLtd.,NationalConcreteAccessories TiltWallOntarioInc.SubmittedBy: DennisBryan,Barry-BryanAssociates(1991)Limited905-666-5252
SUSTAINABLE CONCRETE CONSTRUCTIONProject: “LIENONME”HOUSE,ETOBICOKE,ONOwner: Christina&JoeArchitectofRecord: BairdSampsonNeuertArchitectsEngineerofRecord: BlackwellBowickPartnershipLimitedGeneralContractor: TheHolmesGroupMaterialSupplier: CoreslabStructures(ONT)Inc.AdditionalParticipants: HarrisRebar,Hy-GradePrecastConcrete,Lafarge,LIUNALocal837 NationalConcreteAccessoriesSubmittedBy: ElizabethPaprzycki,CoreslabStructures(ONT)Inc.905-689-3993
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Firestone Building Products 11
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