B+H The Role of Executive Architect

THE ROLE OF

EXECUTIVE ARCHITECT

Cover + This Page: The ROM Michael Lee-​Chin Crystal (Toronto, Canada)

01

OUR F I RM 03 Overview 04 Our Expertise as

Executive Architect

11

COLLABORATION

12 Collaboration at Our Core 14 Collaboration Projects 15 Rezoning + Approvals Projects

23

OUR STRENGTHS + DIFFERENTIATORS

29

QUALITY ASSURANCE

37

CONSTRUCTION ADMINISTRATION

41

SPECIAL VIEWS

45

APPROVALS PROCESS

55

A DDI T I O NAL I NFO R MAT IO N 56 Our Leaders 58 Get in Touch

iv

Eau Claire Tower (Calgary, Canada)

1

Our Firm

2

3

For over 60 years, we’ve worked with clients across the globe to design buildings and environments that are inspiring, functional, and contextual.

At B+H we believe in the power of design to transform spaces, communities, and economies.

We enable our clients’ visions through customized designs that exceed their business goals and inspire the people that live, work, heal, play, and learn within them. We view every challenge as an opportunity for learning and never lose sight of the people we’re designing for – regardless of the type of development, scale, scope, or geography involved.

Our bold design solutions are inspired by the confidence that’s derived from honed insight, active listening, fearless entrepreneurialism, and a collaborative fusion of perspectives. Design performance achieved through constant innovation, accountability, handson service, cultivating talent, and being a champion for diversity in all its forms – these are the things we value.

4

Our expertise as

Executive Architect We are proud to deliver beautiful, durable buildings and we’ve been doing it for over sixty years.

Every project is different. But B+H takes pride in consistently meeting a standard that we can sum up in just four words: GREAT DESIGN. DEPENDABLY DELIVERED. At B+H, we specialize in beautiful, durable buildings. We’ve been designing them and overseeing their construction for more than 60 years, and we have deep experience with Design Build, P3/AFP, Construction Management, and other procurement methods. What sets us apart from the competition is the comprehensive and collaborative experience we bring to every stage of the design and construction process. In Canada and abroad, we have designed or co-designed an extensive portfolio of large, complex and compelling buildings, and we have also managed many of these same projects at every step of the way through to construction completion.

CREATIVITY, RESPONSIBILITY AND CONTINUITY: THE B+H APPROACH TO EXECUTIVE ARCHITECT SERVICES What you get from us – and why so many of our clients keep coming back – is the insightful, responsibly managed continuity we provide.

We contribute design expertise to the very earliest stages of a project’s development, and time and again we have worked closely with contractors to bring in the largest and most intricate projects on time and on budget.

Ideally, every building would be a superb design that seamlessly and efficiently evolves from a concept to a completed and occupied entity. Clients often conclude that the best way to come as close as possible to this ideal is to divide the responsibilities between a design architect and an executive architect.

At B+H, we have forged highly successful partnerships with many of the world’s leading design architects. Early in our firm’s history, we worked with Ludwig Mies van der Rohe on the iconic Toronto-Dominion Centre in Toronto’s

5

financial district; more recently we have worked with Santiago Calatrava on Brookfield Place (formerly BCE Place) and Daniel Libeskind on the Royal Ontario Museum’s Michael Lee-Chin Crystal. Currently, we are completing projects with KPF and Adrian Smith + Gordon Gill.

We know from firsthand experience that there are many ways to apportion design architect / executive architect responsibilities.

Our approach to this type of partnership is a modular one: between the pre-design and Contract Administration phases, we can take on as many or as few roles as you wish. Please see the brief case studies at the end of this section for examples of how we’ve worked with design architects on recent projects, including the recladding and renewal of First Canadian Place in Toronto and working out the intricate details required to translate Libeskind’s complex geometries for the ROM Crystal from concept to reality. Our Advance Strategy is a proprietary process that can help clients determine the right division of design and project management responsibilities at an early stage – often even before the design architect’s selection.

Our clients have told us that conducting the Advance Strategy process up front has facilitated risk management at all subsequent phases of a project.

6

DESIGN ARCHITECT / EXECUTIVE ARCHITECT TEAMS: EXPORING THE POSSIBILITIES IT`S ALL ABOUT COLLABORATIN WITH YOU At the pre-design stage, in our Advance Strategy sessions, we work closely with you to develop and clarify important project goals and mandates.

The process helps you gather and use your information effectively through means that include: •

•

Capturing Stakeholders’ Points of View: High-level visioning sessions designed to reveal how various stakeholders and constituencies would define successful project outcomes Capturing End User Input and Managing Expectations: Understanding end users’ wants and needs, and developing dayin-the-life scenarios that make the project vision more tangible and better aligned with end user aspirations

•

Formulating the Project’s Branding: Articulating and incorporating a project-specific brand expression within the project vision

•

Building a Scorecard: Using the visioning output to assess and compare competing development solution scenarios

•

Developing a Success Matrix: B+H’s Probability of Success matrix is an interactive tool that enables you (and your key stakeholders) to assess competing scenarios, validate/update the project vision, and formulate concept design parameters and performance criteria

The Advance Strategy process can be used to determine what sort of design services will be the best possible fit for the project: if you’re hiring a design architect, for example, should you go with a typology specialist or a high-profile, ‘name brand’ firm? With such outcomes in hand, B+H can help you write the RFP for the design scope. (We should also mention that some clients who have gone through our Advance Strategy sessions have been so impressed with the process that they have selected us as their design architects.)

We believe that continuity is key to the successful design and completion of a project involving both a design architect and an executive architect. One of the most significant advantages B+H brings to the table is that we have extensive experience in managing client mandates all the way through the process of technical documents production and construction administration.

This means that you can determine how much – or how little – involvement makes sense for the design architect to have on a given project.

Please see the diagram on page 7 for a quick view of the service modules we can provide. Every project is different, and we will work with you to determine which roles we should take on to bring your project to a successful completion.

There have been cases in which a client initially entrusted an entire project to a design architect and then brought us in when technical feasibility issues, cost overruns, or other significant issues became a concern.

Our record shows that we are very good at getting ‘runaway’ projects back on track.

(One of our case studies at the end of this section describes how we resolved a budgetary problem that emerged during the design of a major post-secondary project; we worked closely with the original design architect to ensure that the aesthetic integrity of the building remained intact through the value engineering process.)

If you’re hiring a renowned international architectural firm to design your project, what you hope to get from them is design excellence – not in-depth knowledge of local building codes, construction practices and contractors. We can supply that on-the-ground expertise from coast to coast in Canada, in a way that can head off potential cost overruns and technical feasibility issues early in the process, before they actually become costly.

7

Our executive architect services maximize opportunities for the project to unfold as a transparent and controlled process.

If a client chooses to engage a dedicated design architect for only part of the design process – most typically the schematic design – we can then step in to assume leadership on technical compliance, risk management, and project management. Even during the schematic design phase, the design architect would not work independently: we mandate close technical oversight and project compliance reporting.

We have found that one of the best strategies for ensuring that a design architect and an executive architect can work together effectively is to make the arrangement interdependent: the ultimate responsibility for meeting technical standards and fulfilling programmatic requirements remains with B+H. In this way, we can ensure that the design meets all regulatory requirements and also conforms to the standards for durability and compliance that we require as a matter of course from the projects we design entirely in house.

B+H: A PROVEN PARTNER We believe that architecture is as much a service as a final product. Many of our clients have returned to us again and again because we take the time to listen to them and truly understand their aspirations for each and every project. We understand the construction industry as a whole and the particularities of each local market in which we are active.

Risk management is a crucial sphere of activity for us, and we are intent on establishing integrated design and construction processes that make it possible to set realistic deadlines and budgets – and meet them.

We view challenges as opportunities. The buildings we have designed for our clients have creatively addressed tight schedules, aggressive budgets, constrained urban sites, continuous occupancies, and many other daunting conditions. To us, providing exceptional executive architect services is both an immensely rewarding challenge, and a mutually beneficial learning process.

It comes down to this:

We love buildings, and we understand that great teams make great buildings.

8

Executive Architect Process B+H’s Advance Strategy process is a means of gathering and analyzing information at the pre-design stage to define a project, gain insight into it, and guide it toward successful completion. B+H’s approach to executive architect services is a modular one: between the pre-design and contract administration phases, we can take on as many or as few of the roles in this diagram’s “Idea” and “Mandate” columns as you wish.

9

PRE-DESIGN

ADVANCE STRATEGY MANDATE

CONCEPT

PROGRAM FEASIBILITY

SCHEMATIC DESIGN

COMPLIANCE + BASE OF DESIGN

DESIGN DEVELOPMENT

DETAILED COSTING

CONSTRUCTION DEVELOPMENT

QA / QC CHECKLISTS

BIDDING + TENDERING

VALUE ENGINEERING

DE SI GN

VISIONING

ST EW AR DSH IP

IDEA

RISK MANAGEMENT CONTRACT ADMINISTRATION

EXPERTISE IN PROCUREMENT

C TI O N

PARTNERING

RU ST N CO

10

Financial District (Toronto, Canada)

11

Collaboration + Case Studies

12

Collaboration at Our Core

Vaughan Mills, 2004 Toronto Dominion Centre, 1967-Present

Toronto Pearson International Airport - T3, 1991

MTHL International Sports Centre, 1997

Brose Manufacturing Facility, 2005

CN Tower Redevelopment, 1998

First Canadian Place, 1977-Present

York University Accolade Project, 2006 Sheridan College - Trafalgar Campus Student Residence, 1999 Toronto Eaton Centre, 1981

TD Centre Ernst & Young Tower, 1992

U of T Centre for Information Technology, 1999

McGill University - Redpath Library Cyberthèque, 2007

Canadian Broadcasting Centre (CBC), 1992

First Canadian Centre 1983

U of T Earth Sciences Centre, 1989

Brookfield Place 1992-Present

Niagara Fallsview Casino Resort, 2004

Fairview Mall, 2007

University Health Network, 2004

Nike - Nanjing Road, 2007

13

Surrey Outpatient Facility, 2008

UBC- Marine Drive Student Residences, 2009

Bow Valley Square Renovation, 2012

Deloitte Tower, 2015

Vernon Jubilee Hospital, 2008

St. Catharines Hospital, 2012

First Canadian Place Recladding, 2013

Royal Ontario Museum Michael Lee-Chin Crystal, 2009

Queen’s University Queen’s Centre, 2010

Markham Stouffville Hospital, 2013 Beijing Automotive Exhibition Centre 2009

Gleneagles Medini Hospital, 2015

Children’s & Women’s Health Centre of BC, 2010

UNB - Hans W. Klohn Commons, 2011

RBC Centre, 2009

Mosaic Stadium, 2016

UNB - Richard J. Currie Centre 2011

UBC - Student Union Building, 2015

Toronto Pan/Parapan Am Games Facilities, 2015

U of T Faculty of Law Renewal Project, 2016

Rideau Centre Expansion & Renewal, 2016

14

Collaborative RELEVANT PROJECT EXPERIENCE

First Canadian Place – Recladding Toronto, Canada size:

375,000 ft2 | 34,840 m2; status: Completed 2012 B+H is the Architect of Record and Design Collaborator, and Moed de Armas & Shannon Architects is the Design Architect. collaboration:

This extensive renovation of Canada's tallest office building reinforced its iconic status on the Toronto skyline. The work involved a total recladding with the installation of 375,000 square feet of glass spandrel panels utilizing ceramic frit which project a luminous white texture, removal of the tower and podium's existing 45,000 marble panels, and installation of new insulation. Infrastructure upgrades resulting in LEED Gold EB:O&M certification. Interior renovations were also part of the project. B+H is the Architect of Record and Design Collaborator, and Moed de Armas & Shannon Architects is the Design Architect.

Deloitte Tower Toronto, Canada size:

685,777 ft2 | 63,710 m2; status: Completed 2015 Collaboration: B+H was the Architect of Record and Kohn Pedersen Fox Associates was the Design Architect The Deloitte Tower project is situated on a central city site in Montréal, Quebec, connecting historic Windsor Station to the Bell Centre arena. The modern curtain wall-encased tower will comprise of twenty-six storeys of office space, with Deloitte as its lead tenant. It faces busy Saint-Antoine Street West, and is expected to become a key landmark for the city. The tower was designed by B+H and Kohn Pedersen Fox Associates following the success of RBC Centre in Toronto, Ontario. It is targeting LEED Platinum.

160 Front Street Downtown Toronto, Canada status:

Under Construction

160 Front consists of a 54-storey commercial tower located in the heart of the City's Downtown within the westerly portion of the "Financial District", on a common street-related 5-storey tall podium base that is anchored by the retention of the relevant heritage elements of the 6-storey heritage building that is located in the south east portion of site. The proposed development includes approximately 134,766 m2 of commercial gross floor area. In addition, commercial parking is provided for 372 cars in a below grade garage. The building will be connected to the PATH system, which will cross Simcoe Street underground to the west.

15

Rezoning + Approvals RELEVANT PROJECT EXPERIENCE

601 West Hastings Vancouver, Canada size:

227,679 ft2 | 21,151 m2 Status: In Progress This project aims to revitalize the corner of Hastings and Seymour with a 25 storey commercial office tower. The small site, previously zoned with little commercial space allotment and a requirement for public amenity, presented many challenges to development. Through a creative and collaborative city process the site will bring added density and a renewed public amenity to a desirable downtown location. The defining feature of the building, the plaza, carves out a dramatic space under the tower to preserve the public realm requirement. The base of the tower is reduced to the minimum practical area to allow a lobby and retail full functionality while the resulting overhang is sculpted to allow maximum sunlight and views.

Aquilini Centre

(Previously Known As Rogers Arena West Tower) Vancouver, Canada size:

539,907 ft2 | 50,159 m2

status:

Completed 2015

This 26-storey mixed-use office and rental residential tower includes 106,000 square feet of prime class A office space over 9 floors and 167 rental residential units designed by B+H CHIL interior design. It is the first of four new high-rise structures located around Rogers Arena that defines the exit from downtown Vancouver via the Georgia Viaduct.

Designed to stitch together the urban fabric around Rogers Arena while leading in sustainability with green design technology, the tower is a new desired business and residential address with convenient access to Rogers Arena, an on-site child care, SkyTrain, parking and food&beverage amenities tucked right into the stadium structure, a new arena entry gate off Georgia Street and access to surrounding retail, entertainment and the downtown core.

3000 East Broadway Vancouver, Canada size:

1,000,000 ft2 | 92,903 m2

status:

In Progress

This project is situated only a few minutes away from downtown Vancouver, it is serviced by major public and private transportation arteries while as well as being within walking distance to two public transit stations. Initially zoned as light industrial, the rezoning application successfully leveraged the site’s potential to host a one million square foot campus of commercial office space. The campus consists of 5 buildings nestled in an extensive landscaping scheme featuring waterfalls, promenades and public plazas, all readily accessible from street level which are served by 6 levels of underground parkade. Design development necessitated a real collaborative effort with key stakeholders and city officials, coupled with an agile process of design and decision making, which resulted in this project receiving unanimous approval from the Urban Design Panel. Scale, timeline and prominence make permitting, approvals and discussions with the city an integral part of this development.

16

CASE STUDIES: RELEVANT PROJECT EXPERIENCE

1 First Canadian Place Re-Cladding

In the early 1970s, B+H was executive architect – with Edward Durrell Stone as design architect – on First Canadian Place, the 72-storey tower in Toronto’s financial district that is still Canada’s tallest office building. By 2005, First Canadian Place was suffering from many common ailments a building of its age can face: the tower’s original cladding needed to be replaced; its lobbies and retail areas were due for renovation; and the mechanical and electrical systems required extensive upgrades to improve energy performance.

On the multifaceted renewal of First Canadian Place, B+H was once again the executive architect, this time with New York City-based Moed de Armas & Shannon as the design architect. The original Carrera marble cladding had not stood up well to Toronto’s climate, but the client, Brookfield, wanted the replacement cladding to preserve First Canadian Place’s identity as “the white tower.” Moed de Armas & Shannon and B+H worked closely to design a new cladding system that achieved this goal and also reflected the design architect’s refined, minimalist aesthetic: the marble panels were replaced with much larger glass panels incorporating a ceramic frit. B+H managed the removal of the marble panels and the installation of 375,000 ft2 of the replacement glass spandrel panels, using a custom-designed, three-storey suspended elevated platform to complete the job while the tower remained fully occupied. Suspended by winches from the top of the building and running on rollers in the window washing tracks, the platform moved down the building as this massive recladding project advanced. B+H also managed the infrastructure upgrades that resulted in First Canadian Place’s LEED Gold EB:O&M certification. We completed the First Canadian Place renewal in 2012, and the partnership between our firm and the design architect was so successful that we are now working together once again on the renewal of a major Toronto corporate project: the rejuvenation of the Manulife Centre, at 55 Bloor Street West.

17

18

CASE STUDIES: RELEVANT PROJECT EXPERIENCE

2 The ROM Michael Lee-​Chin Crystal

Completed in 2009, Daniel Libeskind’s sculptural design for the 388,000 ft2 Michael Lee-Chin Crystal addition to the Royal Ontario Museum in Toronto is one of the most strikingly original and technically complex recent construction projects in Canada. Our executive architect role on the ROM’s landmark expansion was to translate Libeskind’s vision for this crystalline form into reality. On every architectural project, there is movement in a building when it is under construction. In a non-orthogonal design such as this, the amount of movement increases logarithmically. Adding to the technical complexity of this project, the new Crystal addition was not allowed to touch the heritage structure of the existing museum. B+H designed the movement joints – essentially plates rolling over giant balls – that made this extraordinary structure possible. We also overcame some challenging problems that arose when the German engineers who executed the Schematic Design specified a construction system that was unfamiliar to Canadian steel contractors: we modified the design of the connections to make it more feasible for the project’s steel contractor to construct, without altering the aesthetics of the Crystal. B+H also managed the complex approvals process and provided the code awareness, technical knowledge, and familiarity with the local construction industry to ensure the successful (and watertight) completion of the Crystal.

19

20

CASE STUDIES: RELEVANT PROJECT EXPERIENCE

3 Jackman Law Building at University of Toronto

In most cases in which B+H has served as executive architect, we have been involved in the project from the outset, or close to it.

Sometimes, however, we have been brought in to get a stalled project back on track through value engineering. In one recent case, a major Canadian post-secondary institution conducted a competition for the renovation and expansion of the buildings housing one of its faculties. Partway through the design process for the winning entry, it became apparent that the available budget was insufficient to bring the project to completion.

When the existing project team proved unable to resolve the situation, we were brought in as executive architect and asked to take ownership of the design, value engineer it, and execute it. Under that executive architect agreement, we were requested to hire the design architect and partner with that firm to find ways to reduce the cost of the project without compromising the aesthetic integrity of the competition-winning design. The process has been highly successful, and a project that originated 15 years ago is now under construction. Our strategies for reducing the cost of the project included shifting from concrete construction to steel construction at a time when steel was relatively inexpensive, and reducing the area of its library stacks.

(Some lesser-used library materials will be stored off site.) We worked collaboratively with the design architect to honour the original design and preserve its most distinctive forms and signature features; taking a more modular, cost-effective approach to the cladding made it possible to lower the cost of the envelope without significantly altering its appearance.

The end result is that a project that would have cost nearly $50 million in the year 2000 will be completed in the near future for $40 million.

21

22

MaRS Centre West Tower Atrium (Toronto, Canada)

23

Our Strengths + Differentiators

24

Our

Strengths + Differentiators WE UNDERSTAND TORONTO

WE ARE GREAT COLLABORATORS

Our legacy of excellence in the delivery of landmark projects throughout Toronto means that our teams arrive at the table with a deep understanding of the city, the urban issues facing Torontonians, and the detailed steps necessary to see projects from design conception through completion

We believe that great environments, whether they are buildings, open spaces, urban areas or interior spaces, are the collaborative result of the drive and passion of large, multidisciplinary teams.

We provide fully integrated design implementation strategies that involve planners, urban designers, landscape architects, architects, and interior designers working closely together.

As Architect of Record, we have had the honour of collaborating with the greatest architects in the world, including Ludwig Mies van der Rohe on the TorontoDominion Centre, Santiago Calatrava on Brookfield Place (formerly BCE Place), and Daniel Libeskind on the Royal Ontario Museum Michael Lee-Chin Crystal.

WE HAVE DEEP COMMERCIAL EXPERIENCE B+H has been at the forefront of commercial architecture practice from the early 1960s.

Our portfolio includes someof the world’s most iconic towers and buildings.

WE KNOW HOW TO GET THINGS BUILT From project inception to completion, our team has expertly ushered many high profile projects through approvals and construction. We have helped shape some of the most recognizable, most visited, and most loved spaces in Toronto.

By assembling world-class teams, by having clear quality control and project management processes in place, and by drawing on our 24/7 global resources, we’re able to bring visions to fruition quickly and smoothly.

25

TALL BUILDING EXPERIENCE (30 STOREYS+) B+H has played a vital role in the creation of landmark tall buildings around the world, with our most concentrated volume of iconic towers being in Toronto. We have not only created tall buildings that are designed to function well at the outset, we have also re-engaged with these same towers later in their lifespan, using our unique expertise in this area to design a new future for the buildings through thoughtful revitalization plans.

Our tall building work in Toronto includes RBC Centre (43 storeys), 16 York (32 storeys), First Canadian Place (72 storeys), and TD Tower (51 storeys). Other Canadian examples include Windsor Tower in Montreal (26 storeys) and the River Road mixed-use development in Niagara Falls (61 storeys).

Tall building examples in China include the Shanghai Hong Kong New World Tower, Shanghai, Yueda Headquarters, Jiangsu Province, New Century Business Towers, Wenzhou, Port Plaza Guangzhou, Guangzhou, Spreadtrum Phase II, Shanghai, and HIFC Hangzhou Commercial Office Complex, Zhejiang.

EXPERIENCE FUNCTIONING AS AN ARCHITECT OF RECORD As Production Architects on many of the best buildings in this city and others, we have learned to develop a seamless methodology of working with our clients’ Design Architects to first and foremost ensure that the contract documents reflect the client’s desire. It will be our job to ensure that the client’s intent is met.

For example, for the RBC Centre B+H was the Architect of Record and Kohn Pedersen Fox Associates PC in collaboration with Sweeny Sterling Finlayson &Co Architects

26

Inc. were the Design Architects. We were Architect of Record and Design Collaborator for the First Canadian Place Revitalization, with Moed de Armas & Shannon Architects as the Design Architect. For the TD Centre we were Architect of Record in joint venture with John B. Parkin Associates.

EXPERIENCE WORKING WITH THE CITY OF TORONTO PLANNING DEPARTMENTAND INTERFACING WITH THEM ON A REZONING SUBMISSION B+H has deep experience and skill with public consultation presentations and meetings in Toronto, and with engaging local politicians and planners. We have negotiated many complex projects through this terrain and we believe the results yielded the best possible projects with the fullest input from all parties.

We are very familiar with complexity and scale, having supported projects in various roles. Additionally, we have a Toronto-based masterplanning team that can facilitate the process by coordinating with City staff.

Our firm’s experience has included omplex approvals of large commercial office projects including RBC Centre, First Canadian Place, and the entire TD Centre. In 2003 B+H orchestrated a successful rezoning application with the approval of MaRS Phase II, over 2,000,000 ft2 of commercial lab-office and retail space located in the center of Toronto’s Discovery District along the University Ave corridor. This led to B+H being retained as Design and Project Architect for MaRS Phase II and helped achieve a 40% height increase through a minor variance process. We also recently guided a 12-month rezoning approval process for Ripley’s Aquarium of Canada, and successfully assisted Oxford in the Rezoning approval for Cumberland Terrace, a mixed-use project consisting of two residential towers placed on a retail and parking podium.

WORKING AS AN ARCHITECT OF RECORD ACCORDING TO THE ATTACHED DIVISION OF RESPONSIBILITIES We are comfortable with the proposed division of responsibilities. We understand our role to be one of supporting the design architect.

As Architect of Record, we would assume the role of apprising the design architect firm of

the local conditions including; political, cultural, regulatory, climatic, material availability, building technology and construction techniques. We would assist in interpreting their design into a built form, and become stewards of their design intensions. More than forty years after our first major collaboration with Mies van der Rohe of the Toronto-Dominion Centre, we continue to fulfill the role of stewardship of the original design intensions through ongoing additions, renewals and restorations of what is arguably Mies’ finest and best preserved office complex.

Sometimes our expertise leads us to recommend changes in execution, while preserving the Design Architect’s vision. For example, before B+H were selected Architects of Record for the ROM project, Daniel Libeskind’s Studio conceived the Michael Lee-Chin Crystal with a fully glazed envelope. Our native familiarity with Canadianenvironmental conditions and planning considerations including snow loads, envelope thermal requirements and Uv issues with respect to artefact preservation led us to rethink the cladding. The outcome was a successful transition to a combination of glass and metal that still preserved the Crystal’s intent and image.

WORKING AS AN ARCHITECT OF RECORD IN A SUBCONSULTANT CAPACITY We are comfortable with the arrangement and eminently adept at working in a way that respects the Design Architect’s vision, given our deep experience partnering with other firms and working under a full range of contractual arrangement structures. If desired by the Design Architect, we would be more than willing to engage in a fuller discussion on this topic, using our experience in this sphere to discuss the finer details of this operational model and its advantages and disadvantages to the client.

27

28

University of Toronto Jackman Law Building (Toronto, Canada)

29

Quality Assurance

30

Quality Assurance B+H’s over 60 years of Canadianbased international success, and our successful twenty-two years in China are a result of our sustained commitment to integrated teamwork with highly qualified owners, architects, engineers and other professionals dedicated to delivering complete, coordinated design and documentation products.

Based on our understanding of the needs of current RFP, we have internally selected a team with the quality assurance procedures and habits that are necessary for project success. Their expertise includes: • • • • • • • • •

Design collaboration and management Sustainable design, future proofing and energy use optimization Mixed-use developments Design, planning, management and interior design for Commercial, Mixed-Use and Hospitality projects Building materials and systems specifications Construction documentation and consultant coordination Project quality control Local experience with Building Codes and Regulations Experience working with international Design Architects.

B+H has a long history of working with the largest and most diverse developers and construction companies in Asia and North America.

The success of these collaborations is not only expressed by numerous projects brought to completion on time and within budget, but also by the frequent invitations to be Design Architect (DA) and/or Executive Architect (EA) collaboration partner on various forms of design-build, construction management, and P3 delivery platforms.

A critical attribute of the design team will be its ability to marry the high expectations of our prestigious clients, with the excellence the design excellence of a bespoke design team – carefully arranged for this project.

By collaborating equally with the Design, B+H will ensure all local building code, regulation and approval requirements are fully met to support the DA and the rest of project team and the Owner.

B+H has developed cloud-based material management software that is accessible from anywhere in the world at any time. This will enable Holborn to easily review compliance with material specifications remotely. The software also allows for participation and hence coordination of multiple parties. The software

31

tracks chain of custody information on materials, with reference to specifications. The software also enables the tracking of material pricing and options to aid Holborn in making cost effective decisions. All materials within the software can be referenced to drawings for construction documentation purposes.

for both driving and motivating the team to maintain the schedule. Any necessary changes to the schedule are seriously managed with mitigation and acceleration strategies. The schedule is tied to a scheduled list of all ASMEP systems to be designed including a basic checklist for each system element requiring written confirmation:

It should be noted that the above assumes that the Owner has design and material standards to guide the project. Failing this, B+H can also assist Holborn in developing appropriate standards for Canada.

The aforementioned software includes a module for defining design standards and communicating them to all parties via the cloud. The software for design standards integrates and drives the materials management software. B+H is a design industryleading organization to be able to offer this level of definition, integration, visibility and control in Canada.

Every project we have had the privilege to work on has taught us the value of continuously improving quality management procedures. The following outlines in more detail our Quality Assurance processes:

1.

2.

3.

4.

5.

6.

KEEP THE SCHEDULE HOW: B+H clearly sets out at project inception a realistic schedule with each participant’s role clearly defined. Our Project Team Leaders are responsible

Base Building System: (Y/N) Other systems affected ____ System RI only: (Y/N) System by tenant (Y/N) 3D Space requirements identified (Y/N) Date for resolution

Our multiple global offices with 24/7 backup production capability offer the added benefit of accommodating fast-track schedule bulges and managing ongoing change while still delivering on time by assigning appropriate tasks tailored to the work. We determine with our clients their fixed and flexible points at the beginning of the project, and then coordinate all resources throughout the project to optimize production.

32

HOW OFTEN: Schedule adherence of team performance (all disciplines) is monitored monthly.

CLEAR PROCESS / STICK TO THE PLAN HOW: As a team, the entire group develops and defines the goals and takes all necessary steps to achieve them. Consistent evaluation of success through the work plan allows the team to maximize use of available pre- construction and construction time.

HOW OFTEN: Daily as standard procedure.

EFFECTIVE TEAM COMMUNICATION HOW: B+H ensures effective intra–team communication by scheduling predetermined cycles for reports, work plans, technology-based information sharing, and most importantly, empowering Project Managers. As decisions are made and executed, they are put into context and explained to the entire team. By establishing clear standards and mandates, decision-making information is always universally visible, with no toleration of communication slippage.

For this project where the design is being performed by Design Architects under a strict schedule, we will be overlaying a hierarchy for communication flow so that decisions and resolutions will arrive from the design team through one point of contact – the Project Manager. This will ensure clear accountability and build a streamlined design process. We will establish clear lines of communication among the ASMEP team members, including Owner, Design Architect, other Specialty Consultants, and Engineers in the following ways: • •

• • •

Establish procedures for all project communications Decide on the instruments of communication: letter, memorandum, minutes of meeting, RFI, information bulletin, Site Instruction, Contemplated Change Notice, Change Notice, REVIT LOG, etc.

Decide on modes of communication: FTP, e-mail, courier, bulletin board, web Decide on the normal distribution for instruments of communication Clearly define Consultant roles

33

HOW OFTEN: All performance activities are monitored weekly or in accordance with the pre-determined performance schedule. The open office environment also encourages day-to-day interaction, communication and issue resolution with the added benefit of solving problems without waiting for scheduled meetings.

DECISION MAKING PROCEDURES, STAGE BY STAGE (SD, DD, CD’S) HOW: It is extremely important that decisions are made on a timely basis by all parties responsible.

To this end we propose that the Project Team at project start-up agrees to: • •

•

•

Establish a clear understanding of the decision-making process.

Determine the responsibility for decisions in different categories: aesthetic, quality, function, operational, technical, schedule, budget and scope.

Determine responsibility amongst the Owner, the Design Architect, the Executive Architect, and other consultant team member for facilitating decisions.

Issue a detailed program of space use requirements to all principal consultant team members to ensure understanding of design intent by all parties.

We understand it will be the prime responsibility of the DA at the SD and part of DD stages to design to three important pillars of success: A; meet Holborn’s Program of Requirements, B; achieve the necessary net/gross/ rentable area efficiencies, and C; design within Holborn’s budget.

As EA, it will be our supporting responsibility to assist with that process to help ensure that the above three pillars are in place and approved by the Owner before the next stage starts.

With a fast tracked process, there can be exceptions to this rule but we have learned that in such cases, contingencies must be identified to deal with the scope and/or cost creep that may arise as a result of moving into a new design stage before complete design packages meeting the above criteria are satisfied.

Following completion of the SD stage, the EA is responsible to take control of the DD package delivered by the DA (excluding the exterior cladding) and strictly adhere to the design, efficiency targets and quality scope prescribed by the DA and is to be approved by Holborn.

HOW OFTEN: A protocol and schedule for delivery of products ready for decisions is developed at project outset and regularly monitored throughout the design stages.

PROJECT MEETINGS HOW: Project meetings will be conducted from project inception to completion. Core representatives from Owner, Design Architect, B+H, Engineers, and Separate Consultants will attend on a regular basis, with other representatives attending on an as-required basis. These meetings will be chaired and recorded in meeting minutes (maximum 72 hour turnaround) by B+H. Additional and/or dedicated meetings of the Executive Members of the project, as well as separate meetings with Holborn, Design Architect, B+H, Engineers, and contractor during the entire project will be carried on as often as necessary when an issue arises that requires immediate response.

HOW OFTEN: As needed; no less than every two weeks.

RISK MANAGEMENT STRATEGY QUALITY CONTROL MECHANISMS To achieve the desired results, control and reporting mechanisms related to scope, cost and schedule will be put in place. This will be best achieved if the EA works closely with Holborn and DA from the beginning. Initial planning sessions will be held to review and confirm the following: •

Scope of work and key assumptions regarding the site area, master plan program, the planning and design process, quality objectives and related construction budget criteria. These initial sessions will also review and determine the overall project schedule and strategy for phasing concurrent activities such as Design, Approvals, Interior Design and Site Preparation.

A detailed schedule will be immediately produced in conjunction with all stakeholders. The progress of the preparation of deliverables will be continuously assessed

by Holborn. Project specific internal project accounting software will be applied to provide status reports measuring actual performance against the schedule, allowing staffing levels to be adjusted in advance to meet or exceed scheduled performance levels.

34

RECOGNIZE AND TAKE PRE-EMPTIVE ACTION AGAINST POTENTIAL EMERGENT IMPEDIMENTS: Change in Course: Things beyond the direct control of the project team include market and site conditions, faulty cost estimating, escalation in construction costs, authorities-having-jurisdiction and the like. To help mitigate project exposure to such risks, our team will deploy communication and decision-making strategies to help ensure that while any necessary risk evaluation and mitigation processes are undertaken, the overall project schedule is maintained.

Delay in Decision-Making: All team members are integral to the decision-making process and all issues require knowledge input, evaluation of impact, and a go-forward decision. We will ensure that delays caused by whatever reason will not cripple ongoing and future decisions by reducing the effective time to review and evaluate them.

Best Risk Management Processes: Working with Holborn, the Design Team will have effective mechanisms to assess risk and address value/benefit.

We will avoid the paralysis caused by failure to make and implement effective project decisions.

the project design development unfolds. In our use of BIM, we create living documents that look at a building design over time, track the lifecycle of building components and the integration of these components. BIM makes even more advantageous the Integrated Design Process, collecting information about a building as it is being designed and built, calculating energy loads as the design is changed, and allowing a mutual platform of engagement for all design consultants.

THE VALUE OF BIM IN PRACTICE Our use of the BIM model enables the deployment of our many time -tested resources to control the project and ensure ultra-high quality outcomes.

•

The parametric REVIT model will provide expedient material take-offs such that very quick and accurate costing can be performed by the Quantity Surveyor.

This becomes very important as the tendering process rolls out within a strict and aggressive design schedule.

•

Design coordination is emphasized such that one central drawing database collates and compares the myriad of complex design information from all the design consultants. This central database ensures that building design components are assembled and integrated with appropriate clearances (no interferences) and with appropriate continuity (no elements are missed). The Quality Control resource is invaluable as the contractors can take the design BIM model and perform automated interference analysis (e.g. Navisworks) and for construction logistics analysis.

•

REVIT model can also be used by the construction industry to increase offsite prefabrication of certain elements, thus helping to accelerate the schedule and decrease the cost and logistical problems of on-site construction forces.

•

The REVIT model will also offer unparalleled continuity of design integrity. Working with the world’s leading Design Architects this will highlight the advantages of a BIM design strategy, where initial design intent can be developed, protected and bolstered by a digitally integrated design process through to construction administration.

CAD AND BIM The BIM Concept as a Resource The technology side of our industry is constantly evolving and every day, systems that were cutting edge in yesteryears become cumbersomely slow and unresponsive. For example, older 2D solutions are reaching their limitations and the industry is relying increasingly upon 3D & 4D design resources. There is increasing demand for Digitally Integrated Practices with project delivery methodologies that incorporate space and time, sequential tendering, construction logistics, parametric modelling, advanced service coordination, advanced sustainability and ultra-high energy performance.

Building Information Modelling (BIM) is a realistic methodology that can provide these resources and B+H has become highly experienced in the use of these through completion of several major projects.

The BIM model represents a building as an integrated database of coordinated information. Beyond graphically depicting the design, much of the data needed for supporting sustainable design and construction logistics is captured automatically as

BIM: B+H IMPLEMENTATION We share the vision of a world where all stakeholders can readily and satisfactorily participate in the design process.

Facilities managers, end users, contractors, designers,

35

suppliers – are all involved in the design process where processes are outcome-driven.

• •

Decisions are not made solely on first cost basis, but rather on a risk and reward value basis, and appropriately balanced by all team members over the life of a project.

The consultant team can deliver higher quality design that is sustainable, optimized and responsive.

B+H’s implementation of BIM has helped us achieve these goals in a broad range of project types, sizes and depth of implementation.

We are known for our innovation with BIM. B+H is developing the City of Vancouver’s technical design guidelines for Building Information Modelling (BIM).

The guidelines will lay out a BIM process framework for future city projects.

OUR RECORD (SAMPLE OF B+H CURRENT + RECENTLY COMPLETED BIM PROJECTS): • • • • • • • •

Deloitte Tower, Montreal, Quebec C1 Centennial Place Tower Phase 3, Calgary 16 York Street Tower, Toronto, Ontario Ripley’s Aquarium of Canada, Toronto, Ontario 3000 East Broadway, Vancouver, British Columbia 800 Griffiths Way, Vancouver, British Columbia Rize Containers, Vancouver, British Columbia 97 Braid Street, New Westminster, British Columbia

• • • • •

University of British Columbia Chemical and Biological Engineering Building, Vancouver Eagle Mountain Middle School, Anmore, British Columbia Singapore General Hospital, Singapore National University Hospital Centre for Oral Health, Singapore Arab Centre for Research & Policy Studies, Qatar Singapore General Hospital Plot H7 Community Hospital Singapore General Hospital Plot H9A A+E Mixed Use Project

The BIM technological advantage is one of integrated visualization, technical accuracy, and efficient coordination.

REVIT is an advanced Building Information Modelling program, and can be integral to our team’s efficiency.

The parametric nature of the program facilitates coordinated changes, scales of economy in design, and a more efficient documentation process. The program includes coordinated scheduling, change management, materials selection, and advanced rendering capabilities.

The software is designed to be used and manipulated time and time again without losing any information.

We are eager to press the advantage of BIM for this amazing opportunity.

36

Rideau Centre (Ottawa, Canada)

37

Construction Administration

38

Construction Adminstration Construction Administration (CA) is an essential component of high quality building design delivery. It facilitates the smooth transition from documents to reality. The design intent is bolstered through a rigorous process of 1) design clarification and 2) quality assurance related to the specification enforcement.

This process is heavily documented to make transparent the necessary diligence and care required for such intense financial and resource investment. Communication, contract and design document interpretation is tracked to facilitate and make record of construction compliance.

COMMUNICATION The CA phase rolls-out the design for contractors, Owners and stakeholders in a controlled and transparent way. Communication protocols are tantamount to the success of the project (next to stakeholder leadership and great design). The CA Project Manager orchestrates the communication for the design team, towards the Contractor and Owner, as appropriate and necessary. This is achieved through various modes of formality and format.

Project meetings: B+H will issue separate as well as review and edit the Constructor’s meeting minutes to ensure accuracy and comprehensiveness. B+H, through this review, tracks issues, items of concerns, etc. until resolution and/or remediation.

Site Reviews: B+H will prepare regular site review reports that track the progress of work under construction. The compliance of the work is noted in the reports as well as other items of concern. Emergent and ongoing deficiencies are recorded in the reports until they are rectified or until the Constructor punch list consolidates the deficiencies. This report can be used for Authorities-Having-Jurisdiction (AHJ) records. These reviews are performed at least once a month and are recorded in a report format, collated with site photographs.

Construction documentation logs: B+H will register and track construction related documents, including Constructor RFIs, design intent related Contract Changes, etc. such that the Owner and stakeholders can easily reference the record of these documents for design scope as the work unfolds.

Contractual Documents: Contract changes, clarifications: the contract will specify protocols for the execution of the work, as well as changes and proposed changes to the scope of work.

39

B+H will manage this paperwork to strictly track and record the issuance of such documents. This means that the project budget can be strictly maintained and monitored, against such potential Contractor change requests (for site related, existing conditions purposes).

Deficiency Review: B+H will monitor deficiencies of the work. As stated above, these are tracked in the site review reports until the Constructor forwards their punch-list.

Upon receipt of the punch list, B+H will consolidate the previously unresolved deficiencies into a master punchlist, along with the consultants’ observed deficiencies.

B+H will review the work and report of progress of deficiency sign-off.

to ensure the intended assembly is robust, appropriate and coordinated. These reviews are particularly important and useful as they bring together technically difficult and/or intensive detail assemblies.

Errors of interpretation or installation will be dealt with prior to full roll-out. A standard of care can be mandated for the remainder of the work. This can become the benchmark for future site reviews.

AD HOC SITE MEETINGS

Close-out Documents: B+H will submit correspondence that indicates the completion of the work in compliance with the specifications. These letters teamed with Engineers and signoffs will mark the official close-out of work, ready for client account closure as well as AHJ (Authority Having Jurisdiction) records.

B+H will meet with the trades, and review Constructor interference studies. These meetings ensure that the final installation is seamless from a design perspective.

This is also a venue for the trades to submit streamlining processes and or products to facilitate expedient fabrication and erection. These meetings would be in addition to the regular scheduled progress meetings; organized on as-needed basis to facilitate coordination and information clarification.

SUBMITTALS REVIEW

PERSONNEL

The Constructor, as per the construction contract, will be required to produce fabrication, erection and shop drawings. B+H and the design team will review these drawings to ensure the design intent is followed through in the fabrication. Final coordination is checked prior to installation.

The CA Project Managers will be able to manage the work and make the decisions as required on-site on an ongoing basis. Their role and authority will allow immediate interpretation of items and issues. They will have the skills and experience suitable for rapid response and resolution. From construction start-up, we will put a decision-maker on site.

The Constructor will also be required to produce materials samples in order that they are checked against the specifications and for client approval. B+H will review samples for specification compliance and will track these samples for Owner reference. We will recommend acceptance in coordination with the Design Architect to the owner based on this compliance. B+H will also review potential substitutions as forwarded by the Constructor; coordinate with the DA and make recommendation against the project specifications.

B+H will also review mock-up installation in coordination with the DA. This review will be in a report format that explains the required compliance and/or list modifications

IMPORTANCE OF PROCESS As arduous and intensive as the construction process remains, the steadfast adherence to quality assurance and CA protocol maintenance will result in a vastly improved quality of construction product. The Owner can easily monitor this process and report the diligence being carried out to protect investment and improve construction performance. We are eager to provide the utmost care and professionalism in construction administration and site work, so as to help realize the most amazing buildings possible.

40

UBC AMS Student Nest (Vancouver, Canada)

41

Special Views

42

Special Views B+H has a dedicated interest in many design features that are hard to quantify but result in very high quality buildings. Our long standing history offers an accumulated experience and resource that manifest itself in every project we undertake.

BUILDING DURABILITY IS A PASSION Detailing buildings for the greatest longevity and highest performance is both a subtle art and a hard science.

For example, applying the rigour of minimizing trade numbers while detailing assemblies enhances their successful implementation by reducing potential Contractor errors as well as reducing cost. This is a nontangible skill — but vastly important.

Conversely, applying the most sophisticated building physics to the analysis and design of the details is paramount for the long term performance: obviating premature deterioration, and improving thermal and moisture stability. We refer to national and international standards to aid us in this task to promote Building Durability.

This passion spreads to a consideration of the entire project scope. Are major building elements the correct choice for their application? Is the building simple enough to operate? Are major emergency equipment installations located above the flood plain? Common sense questions that help make a project future-proof.

SUSTAINABILITY IS IN OUR DNA We are driven to make buildings of the highest quality with precisely the appropriate resource deployment. This means our designs are highly optimized, and so inherently become sustainable designs. We believe sustainability goes deeper than certification checklists (even though they are important!).

Optimizing the resources that go into high-quality buildings is a process that starts with intimately understanding the client needs. The building design unfolds from this understanding, such that it can evolve, exactly tailored — exactly optimized.

The design becomes the right materials, the lowest energy consumption, the highest amenity, the most natural light and other innate features.

This obsession has translated into vast numbers of sustainable certified projects — mostly LEED. These certification systems can be powerful design tools, but most often our mandate to optimize resource usage in any case results in very high certification levels synergistically.

43

44

MaRS Centre West Tower (Toronto, Canada)

45

Approvals Process

46

Starting on the Right Foot B+H’s experience spans over five decades with a particular focus on mixed-use projects which have defined city centres.

Since the firm’s conception the mixeduse typology has been a constant theme in our firm’s evolution. We are familiar with complexity and scale having supported projects in various roles. Most recently we successfully obtained zoning approval for the Cumberland Terrace, a mixed-use project in Toronto consisting of two residential towers placed on a retail and parking podium. Together they are located above Toronto’s TTC subway tunnel adjacent to the Transit network’s busiest subway station / pedestrian intersection in Canada.

B+H orchestrated a successful rezoning application with the approval of over 1,000,000 sqft of Commercial Lab-Office and Retail Space for an advanced Medical Research complex known as MaRS located in the center of Toronto’s Discovery Center along the University Ave corridor. B+H led the rezoning efforts of the former Toronto General Hospital in order to harness development opportunities on the centrally located site. The rezoning efforts comprised of acquiring additional density, defining the zoning envelope with establishing building height limitations and setbacks, as well as assisting in compiling the heritage

design guidelines. This exercise resulted in the Heritage related approval for the demolition of the East and West wings of the former hospital that resulted in the ultimate completion of MaRS Phase I and the construction of Phase II. MaRS Phase II, involved fast-tracking the City of Toronto approval processes. Through innovative design solutions, we were able to gain approvals within 25% of the time expected, resulting in schedule and cost savings for our clients. B+H went on to take both the Design and Project Architect roles for Phase II of the MaRs project, which was recently completed in 2014.

Over the years, B+H has provided consulting services on some of the most complicated sites requiring extensive levels of approvals by regulators at municipal, regional, provincial and federal levels. Further, our thorough investigative approach and our understanding of the multiple layers of decision-making in Toronto played a major role in obtaining highly complex approvals in very short order for the Renaissance ROM’s Michael Lee Chin Crystal, Ripley’s Aquarium of Canada, the 55 storey – 300,000 ft2 commercial addition at 481 University Ave, and the Humber College Learning Resource Commons.

47

Humber Learning Resource Commons (Etobicoke, Canada) MaRS - Phase 2 (Toronto, Canada)

48

Toronto, Canada

True North Square, Winnipeg

49

Knowing the Lay of the Land Our solid and collaborative

In addition, we also

relationship with City

have excellent working

of Toronto officials, in

relationships with the City

particular in Urban Design,

through our knowledge

could bring great value

and understanding of what

to our client’s need for

is required and delivery of

timely approvals. We

submissions packages that

believe, based on our core

meet or better the City’s

competence in this area,

core principles, guidelines,

other recent experience

standards and regulations.

beyond those noted above

Our direct relationships

and several major mixed-

with City members and

use developments currently

staff create a collaborative

before the City, our clients

process among known

could obtain approvals in

professionals.

a shorter time frame than typically anticipated.

50

22 23 5

18 4

6

1

Iconic Toronto Projects

1.

2.

3.

Canadian Broadcasting Centre CN Tower Redevelopment Metro Toronto Convention Centre South Building 4. Mount Sinai Hospital 5. Toronto Eaton Centre including 20 Queen West & 1 Dundas West office towers

6.

7.

8.

9.

10.

11.

12.

RBC Centre Exchange Tower First Canadian Place TD Centre TD North Tower TD Centre TD West Tower TD Centre TD South Tower TD Centre Ernst & Young Tower

51

8 13

12 14

9 7 10

11

21 3

15

19

20 2

17

13. TD Centre TD Bank Tower 14. Brookfield Place 15. WaterPark Place 10 & 20 Bay Street 16. Harbour Square 17. Ripley’s Aquarium of Canada 18. MaRS Centre Phase 2

19.

20.

21.

22.

23.

160 Front Street West 16 York 100 Queens Quay East Royal Ontario Museum University of Toronto Jackman Law Building

16

52

The Process 1

B+H’s success resides in the ability to grasp the developer’s vision and lead a successful design process through various planning departments while uncovering the full potential in the site and program. No matter the location, we have consistently delivered a design that enhances the needs of the client and garners community approval with the implementation of a built form that contributes to the urban realm.

Vision Development A. UNDERSTANDING THE CLIENT’S VISION B. WORKING WITH THE CLIENT’S PRO FORMA

2

Determining Project Approach A. PROJECT CRITERIA

i. Goal Setting Targets (efficiency, ROI, LEED)

i. Gathering and Processing Needs

ii. Measures of Success factor (How do we know if it’s good for us?)

ii. Assignment of Spatial and Service Requirements (What does it take?)

iii. Pro forma Analysis (BOMA-GBA breakdown, Usable vs. Rentable / Common Area)

iii. Market Analysis (Who’s going to work, shop there?)

iv. Project Duration and Schedule v. Process (How do we get there?)

3

B. DEVELOPING A PROGRAM

iv. Marketing Strategy & Retail Strategy v. Familiarization with regional and global precedents (What’s out there?)

Informing Design A. ASSESSING THE POTENTIAL OF THE SITE B. URBAN ANALYSIS: AS-OF RIGHT CONDITION ALONG WITH THE CITY’S OFFICIAL AND SECONDARY PLANS DESIGN GUIDELINES (WHAT WE CAN, WHAT WE SHOULD AND WHAT WE NEED) C. UNDERSTANDING THE BALANCE BETWEEN PROGRAM AND ATTENTION TO THE PUBLIC REALM (ENGAGING STREETSCAPE) (GIVE AND TAKE) D. REPRESENTATION IN PROGRAMMATIC BLOCKS (HOW BIG?)

53

4

Design Process A. FROM THE INFORMED SKETCH TO QUANTITATIVE OUTPUT (WHAT COULD BE, WHAT IS IT?) B. HARNESS THE CREATIVE ACT (DEFINING POSSIBILITIES) C. ESTABLISHING A SERIES OF TEST FITS IN THE FORM OF MASSING OPTIONS THAT ADDRESS THE SPECTRUM OF DESIGN RELATED CHALLENGES (WHAT COULD BE AND HOW DOES IT WORK) D. QUANTITATIVE BREAKDOWN OF DESIGN TO WITHDRAW STATISTICAL INFORMATION FOR COMPARISON AND ANALYSIS, PROGRAMMATIC SUMMARIES (DOES IT WORK FOR US?)

5

Concept Design Optimization A. EVALUATION OF PRO FORMA WITHIN SITE CONSTRAINTS (DOES IT WORK HERE?) B. MAPPING SITE CONSTRAINTS TO GAUGE FEASIBILITY ASSEMBLING FEEDBACK FROM CONSULTANTS C. ITERATIVE PROCESS: INVESTIGATIONS IN FORM AND INTERIOR LAYOUTS WITH PRO FORMA FEEDBACK (WHY NOT?)

6

Integrated Sustainability A. ABILITY TO SEEK AND ACHIEVE UNPRECEDENTED EFFICIENCY IN PERFORMANCE (WHAT WE LEAVE BEHIND?)

WE ASSIST OUR CLIENTS IN DEVELOPING THE CRITERIA FOR DETERMINING THE PROJECT’S SUCCESS.

We integrate early on the expertise of the entire team as well as our clients to uncover the full potential of each project’s site, program, and resources.

Whether rethinking a site plan to create a new public open space or designing a state of the art energy-saving curtain wall, B+H is focused on innovation for various aspects of the project.

54

MaRS Centre West Tower (Toronto, Canada)

55

Additional Information

56

Our Leaders

MANAGEMENT Dan McAlister Chairman Bill Nankivell Chief Executive Officer Lisa Bate Regional Managing Principal, North America Karen Cvornyek President and Regional Managing Principal, Asia Steve Cavan Chief Operating Officer Jennifer Futol Principal | Global Director, Marketing and Business Development Doug Demers Managing Principal, Seattle Patrick Fejér Principal | Design Peter Heys Principal | Interior Design Phillip Jones Managing Principal, Middle East Bruce Knapp Managing Principal, Vancouver Robert Marshall Principal | Global Director, Planning & Landscape Katrina Stevens Director, Human Resources NA & MENA

57

PARTNERS

Dan McAlister Chairman

Bill Nankivell CEO

Tõnu Altosaar Senior Principal | Director, MENA

Lisa Bate Regional Managing Principal, North America

Mark Berest Principal, Toronto

Ralph Baumann Principal, Shanghai

Mohsen Boctor Principal, Toronto

Steve Cavan Chief Operating Officer

Karen Cvornyek President & Regional Managing Principal, Asia

Doug Demers Managing Principal, Seattle

Ian Donlan Principal, Shanghai

Emultaz Elbrabaa Principal, Toronto

Patrick Fejér Principal | Design

Alan Fraser Principal, Toronto

Jennifer Futol Principal | Global Director, Marketing & Business Development

Peter Heys Principal | Interior Design

Tom Hook Principal, Toronto

Jim Huffman Principal | Senior Design Director

Phillip Jones Principal | Managing Director, MENA

Bruce Knapp Managing Principal, Vancouver

Stéphane Lasserre Principal, Singapore

Olivier Lopion Principal, Singapore

Coco Lin Principal, Shanghai

Stephen Herscovitch Principal, Toronto

Robert Marshall Principal | Global Director Planning & Landscape

Chris McQuillan Principal, Toronto

Paul Morissette Principal, Vancouver

Adèle Rankin Principal, Vancouver

Stéphane Raymond Principal, Toronto

Sonny Sanjari Principal, Toronto

Sam Shou Principal, Shanghai

Alex Stanichevsky Principal, Toronto

David Stavros Principal, Toronto/ Asia/MENA

Kevin Stelzer Principal, Toronto

Susanna Swee Principal | Executive Vice-President, Asia

Guy Walter Principal | Director of Planning & Landscape, Asia

Mario Sarandi Principal, Toronto

Celine Wang Principal, Shanghai

Eddie Wu Principal | Director of Landscape Architecture

58

350+ staff across 9 studios worldwide

VANCOUVER SEATTLE

CALGARY TORONTO

SHANGHAI HONG KONG

DUBAI

HO CHI MINH CITY SINGAPORE

AMERICAS

MIDDLE EAST

ASIA

Toronto 481 University Avenue, Suite 300 Toronto, Ontario Canada M5G 2H4 T +1 416 596 2299

Dubai Suite No. 1501, API Tower Sheikh Zayed Road Dubai, United Arab Emirates P.O. Box 25436 T +971 4 3889913 F +971 4 3889914

Shanghai Suites 2301-2303, The Exchange - SOHO 299 Tongren Road Shanghai, China 200040 T +86 21 3360 7861 F +86 21 3360 7862

Vancouver 400 - 1706 West 1st Avenue Vancouver, British Columbia Canada V6J 0E4 T +1 604 685 9913 Calgary 215 10 Avenue SW, Suite 201 Calgary, Alberta Canada T2R 0A4 T +1 403 265 3101 Seattle 225 Terry Avenue N. Seattle, WA 98109 T +1 06 999 7364

Hong Kong 12/F Admiralty Centre Tower 1 Unit 1203B, 18 Harcourt Road, Admiralty, Hong Kong T. +852 3158 2123

Singapore 100 Beach Road #32-01/03 Shaw Tower Singapore 189702 T + 65 6226 1353 Ho Chi Minh City Resco Tower, Level 6 94-96 Nguyen Du Street District 1 Ho Chi Minh City, Vietnam T +84 8 3822 4497

59

A global community designing and delivering the best solutions

Americas • Asia • Middle East bharchitects.com

NOV.2017_ExecutiveArchitect_V1