2014 IwB International Charrette - Responsive Buildings by iwbTO

FEBRUARY 2014

RESPONSIVE BUILDINGS IwB INTERNATIONAL CHARRETTE

ADDRESS

230 Richmond Street East, Toronto ON M5A 1P4 Canada

MAILING ADDRESS

Institute without Boundaries, School of Design, George Brown College P.O. Box 1015, Station B, Toronto ON M5T 2T9 Canada Tel.: +1.416.415.5000 x 2029

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TABLE OF CONTENTS 1

Welcome

Partners

What is a Charrette?

The Gateway Cities Project

THE RESPONSIVE BUILDINGS CHARRETTE 11

Introduction

Regional Landscape

Responsive Design Site Typologies

Deliverables

Project Manifesto

CHARRETTE INFORMATION 23

Location Maps

Schedule

Charrette Teams

Room Assignments

Guest Lecturers

TOOLS & TEMPLATES 39

Site Analysis & Regional Checklist

Tools and Techniques

Systems Tools

Tasks and Responsibilities

THE SITES 53

Neighbourhoods

Transit Nodes

Preservation Districts

101

Industrial Districts

CREDITS AND THANKS

WELCOME

歡迎

BIENVENUE CÉAD MÍLE FÁILTE BENVENUTI VELKOMMEN

1 Toronto International Charrette

WELCOME!

Over the past 6 months, our faculty and students have had the great pleasure of working with our project partners: The City of Toronto, Toronto Community Foundation, Canada Mortgage and Housing Corporation, Cannon Design, Greater Toronto Airport Authority (GTAA), Toronto and Region Conservation Authority, Metrolinx and Arup. We have also had the pleasure of working in collaboration with major institutions in Chicago (Illinois Institute of Technology), and New York City (Parsons). These partnerships have contributed to this years project, which is focused on developing a definition of Gateway Cities and creating a regional atlas that will help to inform decision making at the megaregional scale. This complex initiative has been driven by our many partners who are aiming to gain a better understanding of the regional systems that drive social, economic and cultural development at scales that cross municipal and national boundaries. This charrette will build on the year-long project focus, while exploring how to create responsive design proposals that complement the regional framework. As we look toward the future, regional development is crucial to our global competitiveness and sustainability in the long-term. Developing communities and industries that respond to changing demographic, environmental and economic conditions can build resilience as we plan for future generations. We look forward to seeing what new ideas, conversations and friendships emerge from this international charrette. Itâ&#x20AC;&#x2122;s time to get busy!

Luigi Ferrara OAA, MRAIC, Hon. ACID O, ICSID Senator Dean, Arts & Design

Responsive Buildings 2

PARTNERS & SPONSORS THE IWB WOULD LIKE TO THANK OUR KEY PARTNERS AND CHARRETTE SPONSORS WHO HAVE PROVIDED BOTH FINANCIAL AND IN-KIND SUPPORT INSTITUTE WITHOUT BOUNDARIES (IwB) worldhouse.ca The Institute without Boundaries at George Brown College is a Toronto-based studio that works towards collaborative design action and seeks to achieve social, ecological and economic innovation. Founded in 2002, the Institute consists of a post-graduate program that teaches interdisciplinary design strategy to professionals from diverse backgrounds, a research division that develops initiatives around curriculum projects, and a commercial division that delivers professional design consultation based on Institute methods.

THE CITY OF TORONTO toronto.ca As the municipal authority, the City of Toronto is one of the Instituteâ&#x20AC;&#x2122;s primary project partners in 2013/14. Their services include planning, housing, roads, water, wastewater, culture, recreational and emergency services.

METROLINX metrolinx.com Metrolinx is an agency of the Government of Ontario and was created to improve the coordination and integration of all modes of transportation in the Greater Toronto and Hamilton Area. The organizationâ&#x20AC;&#x2122;s mission is to champion, develop and implement an integrated transportation system for our region that enhances prosperity, sustainability and quality of life. With the 2013/14 IwB curriculum focused on regional ecologies, Metrolinx was an obvious partner to help champion ideas that facilitate regional thinking.

TORONTO AND REGION CONSERVATION AUTHORITY (TRCA) trca.on.ca Formed in the aftermath of Hurricane Hazel, TRCA has a strong history in watershed management and leadership in applying sustainability practices. Today, they own more than 40,000 acres of land in the Toronto region, employ more than 475 full time employees and coordinate more than 3,000 volunteers each year. With decades of practical experience in protecting our environment, educating young people, and engaging communities, TRCA works with governments, businesses, and individuals to build a greener, cleaner healthier place to live.

CANNON DESIGN cannondesign.com Creating design solutions to the greatest challenges facing our clients and society, CannonDesign is ranked among the leading international firms in planning and design for healthcare, education, corporate and government clients. At present, the firm employs a staff of over 1,000, delivering services across a global network of offices.

3 Toronto International Charrette

GREATER TORONTO AIRPORTS AUTHORITY (GTAA) torontopearson.com/gtaa.aspx On December 2, 1996, the GTAA assumed management, operation and maintenance of Toronto Pearson – Canada’s largest and busiest airport – from Transport Canada. As a key regional transportation hub, this airport has been growing and evolving to meet increasing demands. Today, it serves some 32 million passengers per year, and is the 5th largest entry point to North America. With an ambitious vision to become North America’s premier portal into a world of possibilities and the entry point to the continent, the GTAA has been a key partner in developing a more thorough understanding of the role airports play in regional ecologies and connectivity.

TORONTO COMMUNITY FOUNDATION (TCF) tcf.ca The Toronto Community Foundation connects philanthropy with community needs and opportunities in order to make Toronto the best place to live, work, learn, and grow. It is one of the largest of Canada’s more than 191 community foundations. Established in 1981, it has grown to hold over $275 million in assets and work with hundreds of concerned Torontonians and high-impact community organizations.

ARUP arup.com Arup is an independent firm of designers, planners, engineers, consultants and technical specialists offering a broad range of professional services. Through their work, they aim to make a positive difference in the world and shape a better world. Founded in 1946 with an initial focus on structural engineering, Arup has since grown into a truly multidisciplinary organization, delivering innovative and sustainable designs that reinvent the built environment.

CANADA MORTGAGE AND HOUSING CORPORATION (CMHC) cmhc.ca Canada Mortgage and Housing Corporation is Canada’s national housing agency. Established as a government-owned corporation in 1946 to address Canada’s post-war housing shortage, the agency has grown into a major national institution. CMHC is Canada’s premier provider of mortgage loan insurance, mortgage-backed securities, housing policy and programs, and housing research.

Responsive Buildings 4

ACADEMIC PARTNERS

THE INSTITUTE WITHOUT BOUNDARIES WOULD LIKE TO THE FOLLOWING ACADEMIC PARTNERS WHO ARE PARTICIPATING IN THIS CHARRETTE. ILLINOIS INSTITUTE OF TECHNOLOGY (IIT) iit.edu Illinois Institute of Technology is a national, technological, Ph.D.-granting research university, with world-renowned programs in engineering, architecture, the sciences, humanities, psychology, business, law, and design. Founded in 1940 and tracing its roots back to the 1890s with the foundings of Armour Institute of Technology and Lewis Institute, IIT brings a focused, interdisciplinary approach to education, including the Interprofessional Projects Program. With five campuses throughout the Chicago area and alumni around the world, IIT pairs the educational and cultural experiences of Americaâ&#x20AC;&#x2122;s Second City with the small feel of an undergraduate population of just over 2300 and total population of just over 7400.

PARSONS DESIS LAB newschool.edu/desis Parsons DESIS (Design for Social Innovation and Sustainability) Lab is a research laboratory created in 2009 at The New School in New York City. DESIS Lab works at the intersection of strategic and service design, management, and social theory, applying interdisciplinary expertise in problem setting and problem solving to sustainable practices and social innovation. DESIS Lab members explore the relationship between design and social change. Our goal is to advance the practice and discourse of design-led social innovation to foster more equitable and sustainable cities and practices. In a complex world facing numerous systemic challenges, DESIS Lab members rethink assumptions about cultural and economic environments, bringing nuanced approaches drawn from integrated design practices to communities of all kinds.

POLITECNICO DI MILANO polimi.it Established in 1863, the Politecnico has played a significant role in the field of engineering and technology as well as in architecture and design. Today the university, with its premises in Milano-Leonardo, Milano-Bovisa, Como, Cremona, Lecco, Mantova and Piacenza, offers its students some of the most advanced laboratories for scientific and technological research in the world.

5 Toronto International Charrette

OCADU ocadu.ca As Canada’s “university of the imagination,” OCAD U has more depth and breadth in visual arts and design programs than any school of its kind in Canada. OCAD U offers its students a unique environment that combines studio-based learning with critical inquiry. Programs lead to a BFA or BDes and, as of 2008/2009, an MA, MFA or MDes.

KEA kea.dk KEA educates highly skilled and professional designers, communicators and technologists who are able to work in an international context. The school offers programs ranging from architectural technology and construction management, to computer science, product, software and web development.

ECV ecv.fr Founded in Paris in 1984, ECV was a pioneer in developing relations with communication agencies. ECV alumni are active in all graphic arts sectors including advertising, design, multimedia and illustration. Today, the school also has campuses in Lille, Nantes, Bordeaux and Aix-en-Provence.

DUBLIN INSTITUTE OF TECHNOLOGY (DIT) dit.ie DIT is one of the largest higher education institutions in Ireland. It is known particularly for programmes in Architecture, Engineering, Marketing, Hospitality, Music, Optometry, Pharmaceuticals, Construction, Digital Media and Journalism. The School of Art, Design & Printing at Dublin Institute of Technology launched a new MA in Design Practice in collaboration with Dublin City Council, the IwB and D21C in September 2012.

Responsive Buildings 6

WHAT IS A CHARRETTE? Dublin Charrette, 2012 - Photo by Michelle Hotchin

A charrette is an intensive, collaborative process that brings together students, community members and professionals to develop innovative solutions for complex issues. Over a few short days of brainstorming, discussion and expert consultation, teams create a broad range of ideas around a central theme. Because users are involved at every stage of the problem-solving process, the results are practical and meet community objectives comprehensively.

7 Toronto International Charrette

Charrettes originated as a design process used by architects, urban planners and developers to bring together groups that often hold competing interests and agendas to address complex projects such as neighbourhood planning, urban development and construction projects. By working together in a charrette, these groups develop feasible solutions that meet everyoneâ&#x20AC;&#x2122;s needs.

THE GATEWAY CITIES PROJECT 2013/14 OVERVIEW Year 01 of the Regional Ecologies project looks at Gateway Cities by studying Toronto, New York and Chicago as ‘gateways’ to their respective regions. Just as cities compete and cooperate globally, so do regions. What is good for New York may be good for Toronto or Chicago and vice versa - as economic or cultural activities that are attracted to one region can spill over to the other. Toronto, New York and Chicago are key territorial gateways in terms of borders, transportation, energy and agriculture and key network gateways in terms of finance, manufacturing and culture. These three cities are embedded in global networks and economies that are dependent upon markets that go beyond their local and national parameters. Furthermore, this super-region of interconnected economies surrounding the Great Lakes and the US Northeast, on its own, would be the world’s second largest economy smaller only than the economy of the rest of the US. The three primary global cities anchoring this super-region are Chicago, Toronto and New York. These cities serve as global gateways for their larger city-regions and have nation-sized economies – New York’s regional economy is larger than the national economy of Mexico - and all three cities are on GFC’s 2011 list of the nine key global financial centres (London, New York, Hong Kong, Singapore, Tokyo, Chicago, Zurich, Toronto and Frankfurt). The Chicago and New York regions cover truly massive areas (roughly 30,000 km2 each) and cross multiple state borders. The Toronto region is contained within its province and is a quarter of the size of each of the other regions. Surprisingly, the Toronto region has a higher population density than either the Chicago or New York regions. All three lack appropriate regional governance structures that can speak for the needs of the entire city-region. Tackling region-scale issues is encumbered by the huge number of jurisdictions that can be involved. For example, the New York region is governed by 800 city and town boards.

PROJECT AIMS Census data and mapping by urban research centres are contributing to the understanding of Gateway Cities, but much is left to be learned about how these cities operate as gateways within their regional contexts and further how these three cities are connected. More research is needed at the city-region scale, research that develops and maps new relationships across established boundaries. The Gateway Cities 2013-2014 project aims to: •

Understand and define the layers of these regional systems in terms of energy, housing, transportation and public spaces

•

Examine the networks between the three cities, mapping the connections from a regional perspective

•

Propose an ecology of innovation for these regional systems

PROJECT DELIVERABLES The Gateway Cities Project will investigate future development, resilience and competitiveness within regions and between cities by delivering a model for a smart region. Though final project deliverables will depend on the work conducted by the students and the agreements reached with project partners, deliverables of the Gateway Cities project will include: •

Network plans for multi-use greenways

•

Alternative regional energy plans

•

Connected regional transportation plans

•

Regional identity and culture plans

Responsive Buildings 8

9 Toronto International Charrette Media-ICT Building, Barcelona - Cloud 9 Architecture

THE RESPONSIVE BUILDINGS CHARRETTE Responsive Buildings 10

INTRODUCTION HOW CAN WE CREATE BUILDINGS THAT ADAPT TO SOCIAL, ECONOMIC AND ENVIRONMENTAL CONTEXTS THAT ARE IN CONSTANT FLUX?

Working in multidisciplinary, international teams, charrette participants will explore the design of responsive buildings and systems that meet the changing needs of local communities and regional gateways. The Responsive Buildings Charrette will focus on four main typologies within Toronto: • • • •

Neighbourhoods Transit Nodes Preservation Districts Industrial Districts

The goal is to design buildings and systems that re-imagine these typologies to create new, mixed-use environments that are resilient, flexible, affordable and environmentally sustainable. These designs should also consider scalability and adaptability within the greater regional context so that ideas can be replicated in other cities and connections can be made to form a more resilient network of buildings, cities and the systems that support them (e.g. energy, water, communication, finance and culture). Designs should be developed to address the short-term needs of residents in 2020, but also consider the functional transformation of the buildings over 15 years to 2035. Students will be assigned teams and specific sites within the Greater Toronto Area (GTA), which have been categorized based on their primary features and functions within the context of their municipalities and region. These sites have been selected in consultation with the City of Toronto, Metrolinx, TRCA, and other key project partners to ensure that they align with regional investments in transportation, infrastructure and intensification efforts. They each have unique characteristics and issues that must be addressed, through spatial design, systems design, service design and programming, and architectural intervention. Final designs will be presented to a panel, consisting of professionals and faculty from, IwB, IIT, Parsons DESIS Lab, Politecnico Di Milano, and other key project partners. These design proposals will feed into the year-long Gateway Cities project.

11 Toronto International Charrette

HOW DO WE DEFINE RESPONSIVE DESIGN? Responsive design is most often described as a type of architecture or building that can alter its form and continually adapt to environmental conditions.

This must align with efforts to improve energy performance, increase resilience, reduce resource consumption and improve living conditions moving forward.

The theme of responsive architecture was first defined by Nicholas Negroponte during the 1960â&#x20AC;&#x2122;s and included the application of technology and more specifically, cybernetics. This resulted in buildings that included concepts of recognition, intention, contextual variation and meaning in computing and its integration into architectural design.

This charrette will challenge students to build upon this definition and explore the creation of buildings and environments that meet current local and regional needs, while anticipating adaptation to future needs.

Today, we understand that responsive design includes the convergence of emerging technology, architecture and the ability to adapt to societal and environmental conditions. Responsive design also places emphasis on the user, and seeks to establish environments that can easily adapt to and/or anticipate changing needs over time.

Pixel Building, Melbourne - Studio505

Responsive Buildings 12

SYSTEMS FOR FOR SYSTEMSREQUIRED REQUIRED NET-ZERO BY 2020 A CHANGING NET-ZEROHOUSING HOUSING BY 2020 REGIONAL LANDSCAPE This diagram was created by the current IwB students and identifies some of the key regional factors that will affect development over the next few decades.

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SOCIAL 13 Toronto International Charrette

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Responsive Buildings 14 City of Toronto from the east - Image by Lucci

SITE TYPOLOGIES Four location typologies have been selected for transformation. These site typologies were chosen due to their prevalence within Toronto and similar cities, and the potential for solutions developed during the charrette to be adapted regionally.

NEIGHBOURHOODS These sites have been selected based on their ability to enhance existing neighbourhoods or establish new, neighbourhoods that offer unique living, learning, playing and working environments. The sites include: • • • •

Woodbine Racetrack Centre Ave. Parking Lot (City Hall) Bloor Collegiate Meadowvale

Each site offers opportunities to transform residential neighbourhood planning to create complete and unique neighbourhoods that cater to a variety of users. The vision for these sites should set new standards for neighbourhood development and explore inclusive, mixed-use development models that are flexible and adaptable to change over time. TRANSIT NODES These sites are key areas of transit intersection, providing mobility choices that enable the flow of people and goods both locally and regionally. The sites have been selected based on planned local and provincial transit expansion initiatives, and the need to transform our current transportation networks to adapt to intensification of urban centres. The sites include: • • • •

Kennedy Mobility Hub Dundas West – Bloor Mobility Hub Finch West Mobility Hub Bramalea Go Station

Chosen sites have the ability to transform how people move throughout the region and can set new standards for mobility hubs locally and globally. Each site will explore a unique challenge and cater to local needs while considering its effect on regional mobility development. The sites also offer the opportunity for intensification by creating places that can act as “social condensers” or places of exchange. Bullitt Center, Seattle - The Miller Hull Partnership

15 Toronto International Charrette

PRESERVATION DISTRICTS As intensification of urban centres continues to gentrify neighbourhoods and consume green space, it is essential to consider the preservation of environmentally, culturally and historically significant sites. These sites directly contribute to the identity of communities. They can also play key roles in promoting well-being, educating the public, and maintaining unique community identities by providing attractive places to live, work, learn and play. The sites include: • • • •

Black Creek Pioneer Village The Guild Inn Mirvish Village Downtown Brampton

Each of these sites has distinctive challenges that require unique solutions to ensure their long-term preservation, viability and existence. Teams will be encouraged to explore ideas that build off the existing attributes of these sites and contribute culturally, socially and economically to the greater communities and region in which they exist.

INDUSTRIAL DISTRICTS With the shift to offshore manufacturing, cities like Toronto are presented with new opportunities to redevelop vacant industrial districts for the growing creative economy. At the same time, manufacturing continues to play an important role in the economy and should be rethought through a new economic lens to expand job creation within the region. The sites include: • • • •

Christie Factory Malton Industrial District The Hearn Heartland Town Centre

These sites should be re-imagined within the contexts of economic development and social/environmental sustainability to create innovative new mixed land uses that address key functions, including energy production, job creation, and identity. Teams will focus on how to transform these often single use lands into vibrant, economically driven centres that include a mix of uses and attract new employees, residents and investment.

Kroon Hall, New Haven - Hopkins Architects

Responsive Buildings 16

CHARRETTE DELIVERABLES OBJECTIVE Based on your assigned site, re-imagine the physical space to create a responsive environment that meets the current and future needs of the local community and region.

CONSIDERATIONS

Each team’s project brief includes considerations that are specific to their case study site. However, all proposals should adhere to the following criteria: • • • • • • • • • •

User needs Local & regional resources Sustainable design principles Universal & ethical design principles Safety & security Community impact Feasibility & affordability Resiliency Maintenance Innovation & creativity

DELIVERABLES

Each team must include the following items in their final design proposals: PROJECT MANIFESTO Teams will create a definition for responsive design, frame the local and regional context of the project and develop a clear understanding of the conditions the proposal must respond to in 2020, 2035 & beyond. (See Project Manifesto Outline on p.16) CONCEPT TITLE & STATEMENT Explain the “big idea” behind the site transformation. This should have a clear connection to the regional relevance of the project and responsive elements incorporated in the design.

17 Toronto International Charrette

SITE PLAN Visualize the site transformation through a detailed site plan and land-use map that clearly illustrates the local and regional integration of the proposal. This should include: • • • •

An appropriate scale North arrow Proposed site in 2020 Transformation to 2035

RESPONSIVE BUILDING DESIGN Each team is assigned one building to design within their project brief. Design at least one building and illustrate its transformation by creating drawings for 2020 & 2035. Teams must include: • • • •

Floor plans & elevations Building sections Renderings 3-D site massing

SYSTEMS DESIGN Create a systems diagram that highlights the features of the designs and demonstrates an understanding of the complexities associated with responsive elements. This can include, but is not limited to: • •

Local & regional site analysis that demonstrates the systems associated with the project proposal Building details and sections that demonstrate responsive design

USER EXPERIENCE SCENARIOS Create at least 3 user experience scenarios that demonstrate the features of your site transformation and responsive environments. Scenarios should be created for: • • •

Short term site transformation (2020) Medium term site transformation (2035) Long term site adaptation (2100)

USER PERSONAS Create at least three detailed user personas that define the key demographics that the proposal is targeting. PROGRAMMING SCENARIOS Indicate site programming that will engage residents and encourage activity within the site to ensure vibrant spaces are created. This should include: • •

Suggested uses for key elements and features of the proposed designs Suggested occupants for the proposed building(s)

VIDEO Create a video lasting a minimum of 30 seconds. This should be focused on the responsive elements of your proposal and the impact the proposal will have on the local and regional contexts. 3-D MODELS Physical massing models should be created by each team. Teams who wish to build more complex models will be responsible for creating a materials list and submitting it to the team facilitator. The IwB will do our best to supply teams with requested materials. Note: Space will be allocated for the creation of models. The spray booth must be used by teams who wish to paint or spray glue items. MEASURES OF SUCCESS Explain how your proposed design meets the charrette objectives and identify the challenges associated with implementation. This may be completed using the following methods: • • •

Strengths Weaknesses Opportunities and Threats (SWOT) Analysis Triple Bottom Line Analysis - assessing the cultural, social, environmental and economic impact of proposed interventions Political, Environmental, Social and Technological (PEST) Analysis

PRESENTATION Your final results will be presented to a panel of experts and an audience of your peers and guests. This is your chance to show off your hard work and sell your idea, so don’t make it an after-thought! Teams can choose to present their work however they like, but each presentation must adhere to the following criteria and content: 10 MINUTES Is the maximum length of your presentation. We have a timer and a very loud bell and we’re not afraid to use them if you run over! Each team will have an additional 5 minutes for questions from the panel and audience. Try to anticipate what they might ask you and use this opportunity to provide more details about your proposal. PDF BY 8:30am MONDAY, FEB. 24 You can create and present your final work in any format, but you must also deliver a PDF version of your file to the charrette organizers half an hour before the first scheduled presentation. Test any video or other files to make sure they work on the designated computer. TEAM PROFILE Clearly indicate your site, the theme you were assigned, and include a team photo and the names of all your team members. PROJECT BRIEF HIGHLIGHTS What were your site specific objectives and considerations? Challenges and opportunities? Other research insights? Refer back to the big picture goals you developed in your project manifesto and make the rationale behind your proposal clear. PROPOSAL DELIVERABLES Concept Title & Statement Site Design & Vision Responsive Building Design & Features Systems Design User experience scenarios and personas Programming Scenarios Video 3-D Massing Model

Responsive Buildings 18

PROJECT MANIFESTO Each group is encouraged to re-evaluate their project brief and develop a more thorough understanding of “responsive design” and the regional significance of their site and project.

TEAM NAME __________________________________________________________________________________________

TEAM SITE & FOCUS __________________________________________________________________________________________

DEFINE RESPONSIVE BUILDING

How does your team define responsive building and design? (50–100 words) __________________________________________________________________________________________ __________________________________________________________________________________________ __________________________________________________________________________________________ __________________________________________________________________________________________ __________________________________________________________________________________________

OUR PROPOSAL WILL RESPOND TO THE FOLLOWING CONDITIONS...

Create a list of the external factors that will impact your site in 2020 and 2035. These should include broad (such as aging population and climate change) and specific (such as future plans for nearby infrastructure or zoning) conditions. This list will help create a framework for the responsive elements in your proposal.

2020 2035 ________________________________________

____________________________________________

________________________________________

____________________________________________

________________________________________

____________________________________________

________________________________________

____________________________________________

________________________________________

____________________________________________

19 Toronto International Charrette

OUR KEY OBJECTIVES FOR THE RESPONSIVE BUILDING ARE... __________________________________________________________________________________________ __________________________________________________________________________________________

KEY OBJECTIVES FOR THE SITE ARE... __________________________________________________________________________________________ __________________________________________________________________________________________

OUR PROPOSAL WILL PLAY A SIGNIFICANT ROLE IN THE REGION BY...

List 3 to 5 reasons why your proposal will have an impact in regional networks. Use the 9 Vital Elements to get started (see p.39). For example, will your site increase connectivity by facilitating regional transportation and communication? Will your proposal be a leader in sustainable building and contribute to regional goals to reduce carbon emissions? Will your proposal serve as a regional hub for food distribution? Will it be a model for other cities dealing with post-industrial economies? How will your project connect to and interact with the rest of the region? __________________________________________________________________________________________ __________________________________________________________________________________________ __________________________________________________________________________________________ __________________________________________________________________________________________

IN 2020 PEOPLE WILL BE EXCITED ABOUT OUR PROJECT BECAUSE... __________________________________________________________________________________________

IN 2035 OUR PROJECT WILL BE KNOWN AS... __________________________________________________________________________________________

IN 2100 OUR PROJECT WILL BE REMEMBERED FOR... __________________________________________________________________________________________

Responsive Buildings 20

21 Toronto International Charrette Toronto International Charrette, 2012

CHARRETTE INFORMATION Responsive Buildings 22

CHARRETTE LOCATIONS TRE ET

UEE

URN RBO SHE ET E S TR

S VIS JAR

AST

ET E

RE N ST

GEORGE BROWN COLLEGE SCHOOL OF DESIGN 230 Richmond Street East Toronto, ON

RGE GE O EET

STR

RIC

T EA

REE

ST OND

ADE

T EA

REE

ST AIDE

GEORGE BROWN COLLEGE WATERFRONT CAMPUS Y UA

N EE

RIC CK

E SID

IVE

23 Toronto International Charrette

AR NT

O KE

51 Dockside Drive, Toronto, ON

Responsive Buildings 24

SCHEDULE DAY 1 THURSDAY, FEB 20

DAY 2 FRIDAY, FEB 21

9:00am

8:30am

SITE VISITS Teams meet at IwB to discuss site visits. Presentation from Chris Pandolfi on field research. Teams get directions to site.

10:00am–4:30pm

Teams visit sites, return to IwB to do desk research time permitting

BREAKFAST

9:00am–11:00am

WORKING SESSION Welcome new members and assess skill sets, review roles, charrette schedule and deliverables.

4:30pm

Present results of site research to new team members. Teams use 9 Vital Elements to map systems at the site.

5:30pm–7:00pm

Deliverables: • Map of existing site with legend identifying major features and systems • List of research insights and opportunities

Deadline for teams to return to IwB, or go directly to Waterfront Campus

CHARRETTE LAUNCH Guest lecture: Rahul Bhardwaj, President & CEO, Toronto Community Foundation Gateway Cities Presentation: IwB Students Charrette Overview: IwB George Brown College Waterfront Campus 51 Dockside Drive, 2nd Floor, Room 237

7:00pm

Teams convene in lobby of Waterfront Campus to meet everyone and review brief

11:00am–11:15am BREAK

11:15am–12:30pm

COMPLETE PROJECT MANIFESTO Deliverable: Manifesto

12:30pm–1:30pm LUNCH

1:00pm–1:30pm

Guest lecture on Predictive Building: Monica Contreras, Director, Digital Futures Implementation, OCAD U

1:30pm–2:30pm

WORKING SESSION Brainstorm 100 ideas in context of responsive buildings brief. Deliverable: 100 ideas.

25 Toronto International Charrette

DAY 3 SATURDAY, FEB 22 2:30pm–3:30pm

WORKING SESSION Review, organize and group 100 ideas to reveal common themes. Narrow this down to 3 initial concepts and 3 concept statements.

3:30pm–4:00pm

BREAK WITH FOOD!

4:00pm–5:00pm

ADVISOR SESSION 1 Present summary of brief challenge, site map, project manifesto and 3 concepts.

5:00pm–6:30pm

DESIGN DEVELOPMENT Review day’s work and advisor feedback. Consider how to merge best ideas and focus in on 1 concept.

6:30pm

Team Facilitator Check in with IwB teams.

Building open until midnight

8:30am

BREAKFAST

9:00am–11:00am

DESIGN DEVELOPMENT Finialize direction with one concept, a title and concept statement that responds to the charrette, project brief and manifesto objectives. Assign deliverables and start design development.

11:00am–11:15am BREAK

11:15am–12:30pm

DESIGN DEVELOPMENT Teams continue developing deliverables with the goal of showing the advisors as much content as possible.

12:30pm–1:30pm LUNCH LECTURE

12:30pm

Guest lecture on Responsive Design: Richard Macintosh, Sustainability Discipline Leader - Buildings, Mott MacDonald Canada

1:00pm

Guest lecture on Mixed-Use Developments: Mark Guslits, Principal, Mark Guslits & Associates (continues to next page)

Responsive Buildings 26

SCHEDULE CONT’D DAY 3 (CON’T) SATURDAY, FEB 22

DAY 4 SUNDAY, FEB 23

1:30pm–3:30pm

8:30am

WORKING SESSION Continue refining final concept and deliverables to present to advisors. Develop an outline for your final presentation. Identify gaps in missing content.

3:30pm–4:00pm

BREAK WITH FOOD!

4:00pm–5:00pm

BREAKFAST

9:00am–11:00am

DESIGN DEVELOPMENT Based on project planning and deliverables list, it’s production time. Consult your to do list and make sure you are on track to complete everything for final presentation.

11:00am–11:15am BREAK

ADVISOR SESSION 2 Present summary of concept, first draft of presentation and first draft of all deliverables including outline/ storyboard for video.

11:15am–12:30pm

5:00pm–6:00pm

LUNCH

Review day’s work and advisor feedback. Stay late to refine proposal as needed. Identify gaps and develop a work plan for the next day.

6:00pm–7:00pm DINNER

7:30pm–8:00pm

Team Facilitator check in with IwB team

8:00pm–Closing

WORKING SESSION Teams continue to work.

Building open until midnight

Use World House Matrix and 9 Vital Elements to review the design proposal in detail.

12:30pm–1:30pm 1:30pm–3:30pm

FINAL DESIGN DEVELOPMENT Complete all deliverables and polish presentations.

3:30pm–4:00pm

BREAK WITH FOOD!

4:00pm–5:00pm

Practice your presentation. IwB staff available to review.

6:00pm–7:00pm DINNER

7:00pm–Closing

Teams continue to work and finalize all deliverables for following morning.

27 Toronto International Charrette

Building open until midnight

DAY 5 MONDAY, FEB 24 8:30am

BREAKFAST Deliverable: All presentations due on USB keys

9:00am–10:20am

PRESENTATIONS: TEAMS 1–4

10:20am–10:40am BREAK

10:40am–12:00pm

PRESENTATIONS: TEAMS 5–8

12:00pm–1:00pm LUNCH

1:00pm–2:20pm

PRESENTATIONS: TEAMS 9–12

2:20pm–2:30pm BREAK

2:30pm–3:50pm

PRESENTATIONS: TEAMS 13–16

3:50pm–4:30pm

PANEL DELIBERATION

4:30pm–5:00pm

Presentation from Jennifer Keesmaat, Chief Planner, City of Toronto

5:00pm–6:00pm

Cake and champange, Panel presentation of charrette results

7:00pm After Party!

Mill Street Brewery, The Beer Hall 21 Tank House Lane www.millstreetbrewery.com

Responsive Buildings 28

CHARRETTE TEAMS TEAMS

SITES

THEMES

Woodbine Racetrack

Neighbourhoods

Centre Ave. Parking Lot (City Hall)

Neighbourhoods

Bloor Collegiate (TDSB Lands)

Neighbourhoods

Meadowvale

Neighbourhoods

Kennedy Mobility Hub

Transit Nodes

Dundas West-Bloor Mobility Hub

Transit Nodes

Finch West Mobility Hub

Transit Nodes

Bramalea Go Station

Transit Nodes

Black Creek Pioneer Village

Preservation Districts

The Guild Inn

Preservation Districts

Mirvish Village

Preservation Districts

Downtown Brampton

Preservation Districts

Christie Factory

Industrial Districts

Malton Industrial District

Industrial Districts

The Hearn

Industrial Districts

Heartland Town Centre

Industrial Districts

29 Toronto International Charrette

TEAM 1

TEAM 4

TEAM 2

TEAM 5

TEAM 3

TEAM 6

Facilitator Tyler Madill, Graphic Design, GBC Co-Facilitator Kyle Cohen, Architecture, IIT Team Members Joshua Brinksman, Graphic Design, GBC Svetlana lagodina, Graphic Design, GBC Nicola Livio, Architecture, Politecnico Jason Mendiola, Arch Tech, GBC Maxim Merchasin, Arch Tech, GBC Richard Naraine, Arch Tech, GBC David Warrick, Arch Tech, GBC Andra MjĂśll Sigurdardottir, Architecture, KEA Tim Bettridge, Communications Designer, OCAD U Faculty Advisor Xavier Masse, IwB

Facilitator Todd McMackon, Graphic Design, GBC Co-Facilitator Muzi Li, Architecture, IIT Team Members Parham Didevar, Graphic Design, GBC Rohit Kawade, Advanced Digital Design, GBC Priscille Binachon, Communications, ECV Shiting Zhang, Architecture, Politecnico Hanbit Kim, Arch Tech, GBC Jordan Lane, Arch Tech, GBC Vidya Ramesar, Arch Tech, GBC Reshonda Mason, Arch Tech, GBC Laura Stavro-Beauchamp, Digital Futures Masters, OCAD U Faculty Advisor Graeme Kondruss, IwB

Facilitator Kate Watanabe, IwB, GBC Co-Facilitator Tamar Younis, Sustainable Purchasing, KEA Team Members Neda Moslehi, Digital Design, GBC Stephen Lussier, Advanced Digital, GBC Maddalena Pornaro, Architecture, Politecnico Alessio Coco, Architecture, Politecnico Ron Harrison, Arch Tech, GBC Ronnell Opay, Arch Tech, GBC Kyle Romanuik, Arch Tech, GBC David Lawson, Communication Designer, OCAD U Emily Soo, Graphic Design, OCAD U Faculty Advisor Roberto Chiotti, IwB

Facilitator Alejandro CortĂŠs, Design Management, GBC Co-Facilitator Faisal Syed Basalat Ali, Architecture Grad, IIT Team Members Sarah May, Graphic Design, GBC Hector Sanchez, Advanced Digital, GBC Cecilia Ernesta Bottoni, Architecture, Politecnico Joshua Mlinaric, Arch Tech, GBC Yanet Montoya Hernandez, Arch Tech, GBC Zena Morain, Arch Tech, GBC Shafiq Williams, Arch Tech, GBC Noelia Christina Alves Fonseca, Sustainable Fashion, KEA Maggie Chan, Graphic Design, OCAD U Faculty Advisor Mark Guslits, IwB

Facilitator Maziar Mohit, IwB, GBC Co-Facilitator Arnold Alaadhami, Graphic Design, GBC Team Members Maral Nekourouh, Graphic Design, GBC Lulia Kostiuk, Advanced Digital Design, GBC Maha el Afaouir, Communications, ECV Alice Ghizzoni, Architecture, Politecnico Tommaso Giangrande, Arch Tech, GBC Brett Stokman, Arch Tech, GBC Omer Syed, Arch Tech, GBC Shemon Tyson, Arch Tech, GBC Terrie Chan, Strategic Foresight & Innovation, OCAD U Faculty Advisor Magda Sabat, IwB

Facilitator Edgard Cuallo, Graphic Design, GBC Co-Facilitator Franziska Parry, Architecture, IIT Team Members Yoon Kang, Advanced Digital, GBC Simone Comi, Architecture, Politecnico Phili Fernandes, Arch Tech, GBC Jonathan Garcia, Arch Tech, GBC Bianca Savage, Arch Tech, GBC Nolan Wannop, Arch Tech, GBC Tweety Lu, Design Management, GBC Melanie Patricia Girdwood, Communication Designer, OCAD U Faculty Advisor Wendy Gold, IwB

Responsive Buildings 30

TEAM 7

Facilitator Dallas Cotterell, IwB, GBC Co-Facilitator Danying Queenie Gao, Design Management, GBC Team Members Melissa Pasqua, Graphic Design, GBC Sheetal Meshram, Advanced Digital Design, GBC Edouard de Pelleport, Communications, ECV Erica Fassi, Architecture, Politecnico Jeff Hill, Arch Tech, GBC Kirk Hunter, Arch Tech, GBC Corbin Patten, Arch Tech, GBC Kasia Zielinski, Arch Tech, GBC Brittany Denise Dhamalie, Fine Arts, OCAD U Faculty Advisor Paul De Freitas, IwB

TEAM 8

TEAM 10

Facilitator Devin Sager, IwB, GBC Co-Facilitator Lulu Qian, Design Management, GBC Team Members Anselmo C Lourenço, Graphic Design, GBC Zijing Liu, Advanced Digital Design, GBC Claire Boulet, Communications, ECV Arieli Gonzatti Frizon, Architecture, Politecnico Joshua Evans, Arch Tech, GBC Evan Ezesky-Vanderkley, Arch Tech, GBC Francesco Trimboli, Arch Tech, GBC Jan Friis Anthonsen, Architecture, KEA Faculty Advisor Monica Contreras, IwB

TEAM 11

Facilitator Andressa Nascimento, IwB, GBC Co-Facilitator Diana Cardozo, Design Management, GBC Team Members Lauren Black, Graphic Design, GBC Aaron Peterson, Advanced Digital Design, GBC Jin Jankai, Communications, ECV Maria Elena Codazzi, Architecture, Politecnico Brianna D’Alessio, Arch Tech, GBC Lester Corbonell, Arch Tech, GBC Ryan Konopasky, Arch Tech, GBC Zhiyi Zhang, Arch Tech, GBC Faculty Advisor Apostolo Zeno, IwB

Facilitator Samantha Bullis, Graphic Design, GBC Co-Facilitator Rashi Sahota, Design Management, GBC Team Members Ben Coles, Graphic Design, GBC Aaron Peterson, Advanced Digital Design, GBC Kelly Holtes, Advanced Digital Design, GBC Ottavio Pedretti, Architecture, Politecnico Giulia Benedetta Costa, Architecture, Politecnico Nicole Garcia, Arch Tech, GBC Hercules Gatilao, Arch Tech, GBC Aygul Gazizova, Arch Tech, GBC Ryan Rizzo, Digital Futures, OCAD U Faculty Advisor Lori Endes, IwB

TEAM 9

TEAM 12

Facilitator Michlyne McCloskey, IWB, GBC Co-Facilitator Samar Naik, Design Management, GBC Team Members Chris Macpherson, Graphic Design, GBC Biqi Long, Advanced Digital Design, GBC Justine Wallet, Communications, ECV Giulia Spagnolo, Architecture, Politecnico Aaron Edoo, Arch Tech, GBC Jeffrey Ellis, Arch Tech, GBC Lam To, Arch Tech, GBC Ashley Urbina, Arch Tech, GBC Faculty Advisor Luigi Ferrara, IwB

31 Toronto International Charrette

Facilitator Helaena Parkes, IwB, GBC Co-Facilitator Anuradha Mande, Design Management, GBC Team Members Heather Glumac, Graphic Design, GBC Suhela Kapoor, Advanced Digital Design, GBC Nicolo De Paoli, Architecture, Politecnico Adrien Guessaimi, Communications, ECV Jessica D’Andrea, Arch Tech, GBC Trevor D’Orazio, Arch Tech, GBC Zachary Stroud, Arch Tech, GBC Kirstine Marie Hansen, Sustainable Fashion, KEA Faculty Advisor Susan Speigel, IwB

TEAM 13

Facilitator Theresa Kienitz, IwB, GBC Co-Facilitator Scott Kobewka, Graphic Design, GBC Team Members Sarah Minor (McNeil), Graphic Design, GBC Tim Adams, Advanced Digital Design, GBC Mattia Rizzo, Architecture, Politecnico Thomas Neveu, Communications, ECV Andrew Hooper, Arch Tech, GBC Bao Kyle Nhan, Arch Tech, GBC Joseph Ruscica, Arch Tech, GBC Peter Hearty, Architecture, KEA Faculty Advisor Elise Hodson, IwB

TEAM 14

TEAM 16

Facilitator Andrea Herrara, IwB, GBC Co-Facilitator Alisha Simon, Advanced Digital Design, GBC Team Members Catalina Patino, Graphic Design, GBC Amanda McCuster, Advanced Digital Design, GBC Julie Vandewoestyne, Communications, ECV Jose Gerardo Pena Gonzalez, Architecture, Politecnico Martina Manna, Architecture, Politecnico Bonhomme Ramos, Arch Tech, GBC Simrandeep Sahota, Arch Tech, GBC Brad Sebesta, Arch Tech, GBC Tomas Sierra, Arch Tech, GBC Faculty Advisor Miles Keller, IwB

Facilitator Melanie Kapogines, IwB, GBC Co-Facilitator Corey Nissenberg, Architecture Grad, IIT Team Members Shabnam Banihashemi, Graphic Design, GBC Jamey Wieser, Advanced Digital Design, GBC Mathilde Gayet, Communications, ECV Ariane Marguery, Architecture, Politecnico Sebastiano Panzeri, Architecture, Politecnico Mehmet Demir, Arch Tech, GBC Adrian Duggan, Arch Tech, GBC Pratheeba Thayanithy, Arch Tech, GBC Raja Mukerjea, Masters Fine Art, Faculty Advisor Christopher Pandolfi, IwB

TEAM 15

Facilitator Robert Iacocca, IwB, GBC Co-Facilitator William Allibaba, Graphic Design, GBC Team Members Hilary Kitz, Advanced Digital Design, GBC Juliette Meunier, Communications, ECV Sara Giulia Troncone, Architecture, Politecnico Miranda Brodzky, Arch Tech, GBC Carlo Rinaldi, Arch Tech, GBC Austin Rockett, Arch Tech, GBC Christopher Xavier, Arch Tech, GBC Goran Matic, Strategic Foresight & Innovation, OCAD U Faculty Advisor Robert Giusti, IwB

Responsive Buildings 32

FRIDAY, FEBRUARY 21

ROOM ASSIGNMENTS

3 4

7 8

5 6

Spray Booth

12 13

MODEL SUPPLY ROOM / SPRAY BOOTH See red blocks on map. You MUST use the spray booth if you are spraying any paints or adhesives.

33 Toronto International Charrette

IwB Kitchen

Model Supplies

IWB KITCHEN The IwB kitchen will act as a food hub where meals, snacks and drinks will be placed for the charrette participants.

SATURDAY & SUNDAY, FEBRUARY 22-23

ROOM ASSIGNMENTS 7

3 4

Spray Booth

2 12

Model Supplies

IwB Kitchen

Responsive Buildings 34

35 Toronto International Charrette Toronto International Charrette, 2011

GUEST LECTURERS Rahul Bhardwaj

Mark Guslits

President & CEO, Toronto Community Foundation Rahul K. Bhardwaj is the president and chief executive officer of the Toronto Community Foundation, where he has been working to engage philanthropy to improve the City of Toronto. Formerly a corporate lawyer with a leading Canadian law firm, Mr. Bhardwaj was also vice-president of the Toronto 2008 Olympic Bid. He was chair of the 2012 Ontario Summer Games in Toronto, and is currently the co-chair of TO2015 IGNITE—a program of the Toronto 2015 Pan/Parapan American Games. Mr. Bhardwaj’s current board commitments include his service as the chair of Community Foundations of Canada, vice-chair of George Brown College, and a member of the boards of Metrolinx and Upper Canada College.

Principal, Mark Guslits & Associates Mark Guslits is an architect, development consultant, and developer whose primary focus has been on the development of affordable housing along with market driven urban infill and larger mixed tenure and mixed income communities. He is currently Principal of Mark Guslits and Associates, a residential and community development, design, planning and consulting firm. As a practicing architect during the seventies and eighties, Mark worked in England and Canada designing residential communities, institutional and recreational developments. He also taught architectural design and planning at universities in Vancouver, Winnipeg and Toronto. Between 1988 and 1997, Mark became a partner in and Vice President in charge of Development at the Daniels Corporation, a large Toronto based residential real estate developer. He subsequently acted, for 4 years, as Special Advisor to the City of Toronto on affordable housing initiatives.

Monica Contreras Director, Digital Futures Implementation, OCAD U Monica Contreras is an expert and visionary technology leader, committed to design excellence in the field of integrating technology within our built-environment. A project manager, planner and registered architect, Monica has 25 years of experience directing and managing the planning, design and construction of award-winning sustainable landmark building and infrastructure projects. She has specialized in complex institutional buildings for the financial and educational sectors. Monica is currently the Director of Digital Futures Implementation at OCAD University, where she is responsible for the creation of new research laboratories and new technology-rich learning environments that support the transformation of studiobased art and design education with digital technologies.

Richard Macintosh

Sustainability Discipline Leader - Buildings, Mott McDonald Canada Richard is the Sustainability Discipline Lead for Mott MacDonald Canada, with the focus on buildings, infrastructure and communities. Richard’s experience includes land use optimization, energy planning/forecasting, energy retrofit strategies, evidence based design, and defining sustainability metrics and tools for buildings, site plans and secondary/draft plans.

Jennifer Keesmaat Chief Planner, City of Toronto As the Chief Planner for the City of Toronto, Jennifer is committed to creating places where people flourish. Over the past decade, she has been recognized by the Canadian Institute of Planners, the Ontario Professional Planners Institute, the Design Exchange and +EDRA for her innovative work in municipalities across Canada, with a variety of awards for planning excellence. Jennifer’s work is characterized by an emphasis on the creation of complete communities, the facilitation of collaborations across sectors, and broad engagement with residents, municipal staff, Council, developers, business leaders, NGOs, and other stakeholders.

Responsive Buildings 36

37 Toronto International Charrette

TOOLS & TEMPLATES Responsive Buildings 38

SITE EVALUATION & CHECKLIST DESIGN RESEARCH CHECKLIST

Welcome to your site. It is important to understand its overall context and character. Who lives here? Who uses it and how? How do different systems interact within the site and what features define and connect the area? The following are guides to help you understand your site so that you can ask the right questions and pinpoint the right characteristics to help you design your responsive building.

GENERAL TACTICS Take Notes: Record your impressions and anything that might be useful in understanding the assigned local challenge, the neighbourhood, end users and stakeholders. Your observations will help you to develop your personas and help you back up your proposal by demonstrating that your team has done its research. Make Maps: Draw and take notes on the provided maps. Take Photos: Take photos from a variety of angles and distances of the site. You may want to use these photographs later to create Photoshop montages showing your designs, so make sure the images are of a high enough resolution. Types of photographs you may want to take: • Defining features of the site • People (with their permission!) • Signage • Transportation • Infrastructure • Landscape • Buildings • Parks and other public spaces • Businesses • Public services (e.g. hydro, waste, public transit) Think About Change Over Time: What is the site used for today? Has it always been this way? How old are the buildings, landscape and infrastructure? Does it look like the use of the site is changing? How so?

39 Toronto International Charrette

THE LYNCHIAN APPROACH

Consider your site as a collection of paths, nodes, districts, edges and landmarks. Explore the area and mark up your maps to reflect these elements. Path The connections and flows Node Meeting or gathering places District Zoned areas/ neighbourhoods Edge Natural or man-made boundaries Landmarks Recognizable man-made or natural features in the landscape __

Sample Map (by Kevin Lynch, MIT):

PRIORITIZE REGIONAL ELEMENTS

EVALUATE SYSTEMS OF INRASTRUCTURE

Explore your site through the following lenses in order to get a holistic regional perspective of your site and identify opportunities to enrich your design.

After evaluating and prioritizing the regional elements, identify the infrastructure improvements that will be most complementary to your project.

Identify where the following elements are occuring on the site and evaluate their significance based on a rubric of low, medium and high. This should establish a hierarchy of elements that are most crucial to address in your proposal.

The regional infrastructures should be organized from most important to least important. Also highlight which elements fit within each of the infrastructure systems.

9 Vital Elements:

6 Systems of Infrastructure:

Air is the delivery system for the most essential of necessities, oxygen WATER

AIR

Low

Medium

High

Describe:

Low

All residents require water it, it is a fundamental source of life Medium

High

Describe:

NATURAL

BUILT

Terrestrial, atmospheric and aquatic environments

Constructed environments that make up our cities and regions

FOOD

Low

All residents require access to a source of healthy, sustainably produced food Medium

High

Describe:

SAFETY

Low

Residents require protection from physical, social, financial, political and emotional harm Medium

High

Medium

HEALTH

Low

Describe:

ECONOMIC

SOCIAL

Industrial and financial frameworks

Ethics, tolerances, traditions, habits and trends adopted by residents

High

Health must consider all internal aspects of physical, mental, and social well-being Medium

Describe:

POLITICAL

TECHNOLOGICAL

Governance and regulation frameworks

Application of techniques, tools and skills for use in systemic objectives

High

Describe:

Social and physical interaction is crucial to wellbeing and economic prosperity Medium

High

Describe:

Creation, sharing and dissemination of information KNOWLEDGE

Low

Medium

High

is an essential to regional success

Low

Describe:

Freedom to pursue interests and prosperity PURSUIT

Low Describe:

Describe:

CONNECTION

SHELTER

As one of the primary human needs, residents require protection from the elements

Describe:

Medium

Describe:

High

Describe:

Responsive Buildings 40

TOOLS AND TECHNIQUES

METHODOLOGIES Practicing sustainable design requires tools and systems that teams can use to ideate, develop and evaluate during the process. Allocation of tasks and responsibilities, brainstorming, creating Personas, Scenario Planning and SWOT Analysis are just some of the effective techniques that help to develop a successful project.

engaging in an energetic and creative discussion. The goal here is to create a huge number of ideas that you can pick and choose from later, so don’t waste time on criticism, elaboration or evaluation at this stage. Come up with ideas quickly, record them and keep going to come up with even more new ideas!

The Institute without Boundaries develops interdisciplinary tools as a part of their practice, and uses the Worldhouse and City Systems matrices to design and evaluate projects.

BRAINSTORMING TECHNIQUES

Charrette teams can select which tools are most appropriate to help them generate more innovative, holistic designs and to help them audit the quality of the final product.

BRAINSTORMING Brainstorming is the most vital part of the process. Great ideas generated at this stage are the foundation that the rest of the charrette will build upon. Your team leader will use some or all of the following brainstorming techniques with you to get the creative process started, and you’ll soon find that once the ideas begin to flow you’ll be

41 Toronto International Charrette

The Flip – This brainstorming technique is a fun and effective way to get ideas flowing. Make a list of the barriers you want to address and then identify a really terrible way to address each one. Once this is done, go back and “flip” each one, identifying the opposite of all the bad ideas. This helps everyone see these situations from a different perspective and can be a powerful way to generate creative concepts. Far Out – Take a safe idea and push it to the extremes: the wilder and crazier the better! Don’t discard or discount any ideas at this stage, no matter how unrealistic they seem. A wild idea can be pulled back to create a moderate idea much more imaginatively than a safe idea can be pushed in the other direction.

100 Ideas – Generate 100 ideas! Have each group member write their ideas on sheets of letter paper in large type, no more than 50 words per idea. Each idea should be accompanied by a sketch or precedent photograph. Archetyping – What are you really trying to design? Jump scale and get to the deeper meaning: Instead of trying to design a better chair, think about what a chair really means. Break the design challenge down to its basic archetype and consider the act of sitting or at a more basic level, the human need for rest. BRAINSTORMING TIPS Stay Positive – No matter how terrible an idea sounds, don’t waste time debating or criticizing during the brainstorming session. Sometimes what seem like terrible ideas at first inspire the very best ideas later on.

Keep a Record – Don’t forget to record every idea you generate and put them up for later review. Write big. Use short and catchy phrases and use diagrams and sketches to illustrate your ideas. If someone else is talking and you can’t wait to share the idea, grab a marker and jot it down for yourself. Quantity not Quality – The goal of brainstorming is to create as many ideas as you can. The more ideas you generate at this stage, the more great options you will have to choose from later. Combination is Key – Look for ways that ideas and concepts can be combined to make unique, new ideas. Identifying new combinations is the key to great innovation. Don’t Elaborate – During a brainstorm, it’s always tempting to take a great idea and run with it, figuring out how it would work and considering the positive effects it could have. This is something you will do later in the process, but for now it can take time away from the goal of creating as many ideas as possible.

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CREATING PERSONAS

SCENARIO PLANNING

In user-centred design, personas are fictional characters created to represent the different user types within a target demographic that might use a service or product. Each persona assumes the attributes of the social group it represents: from social and demographic characteristics, to personal needs, desires, habits and cultural backgrounds.

Where a persona characterizes a userâ&#x20AC;&#x2122;s needs, goals, and motivations, scenarios are used to animate the persona through a realistic, yet fictional event that places the designers in the world of the user.

Personas are useful in considering the goals, desires, and limitations of users in order to help guide decisions about a service, product or interaction space, and put a human face to abstract information about potential users. Creating personas also helps to prevent â&#x20AC;&#x153;self referential designâ&#x20AC;?, where the designer or developer may unconsciously project their own mental models on the product design. Once a persona is established, scenarios should be created to visualize interaction with the design and address the issues that might arise when doing so. A scenario is a narrative that describes foreseeable interactions of types of users (personas) and the system, including the associated goals, expectations, motivations, action and reactions.

43 Toronto International Charrette

Scenario planning in design practice refers to the creation of a hypothetical narrative illustrating an event or series of events. A scenario puts the design into context and tells us WHY users need a design, WHAT users need the design to do, and HOW they need the design to do it. Scenarios identify the critical functionality of a design, and can help to reveal opportunities to improve efficiency or remove obstacles. As a result, scenario planning can cut development time in half. Scenario planning is most often performed early in the design process to help orient the design team.

STRENGTHS

WEAKNESSES

OPPOR OPPO RTUNITIES

THREA THRE ATS

STORYBOARDING

SWOT ANALYSIS

Storyboarding is a technique used to communicate the various features of a design and can be used to test and evaluate ideas. The storyboarding process of visual thinking and planning can help generate and grow ideas and build consensus inside the group.

SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. A SWOT Analysis is a strategic planning method often used in business and marketing to evaluate projected internal and external factors. When applied to product or service design, a SWOT involves establishing the objective of the design and then mapping the factors that can support or threaten achieving that objective.

Storyboards are normally presented as a series of ‘frames’ – a series of drawings or pictures – that communicate a sequence of events such as a customer experience. Storyboarding allows designers to experiment with changes in the story line to evoke stronger reaction or interest. Drawing frames separately on postcards or ‘Post-its’, designers can re-order them to experiment with changes in the story line and play around with the sequence of events. Storyboarding can be used at many points during the design process to stimulate a focused discussion about key features, imagine detailed interactions, to gain useful insights for prototyping phase and to provide detail for more complex features. It can also be used to depict scenarios graphically or to plan a narrative structure for a presentation.

The SWOT analysis template is normally presented as a 4 section grid, one for each of the SWOT headings. This format organizes the information into a logical order that helps understanding, presentation, discussion and decision-making. The SWOT template above includes sample headings. The headings are examples, or discussion points, and can be altered depending on the subject of the SWOT analysis. Additional questions, specific to the team’s analysis of their issue, can be added.

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45 Toronto International Charrette

SYSTEMS TOOLS 4 FILTERS

4 FACTORS

12 SYSTEMS

4 MODES

WATER

TERRAIN Nourish

FOOD

WASTE

CONSTRUCTION

CLIMATE Shelter

AIR HANDLING SPINE

ENERGY

SUSTAINABLE UNIVERSAL INTELLIGENT BALANCED

ZONE GENERATIVE

FINANCE

HUB ECONOMY Connect

MOBILITY

COMMUNICATION

SOCIAL

CULTURE EExpress

SPATIAL

IDENTITY

WORLD HOUSE SYSTEMS From 2006 to 2009, the Institute worked on the World House Project, developing housing systems that operate on the principles of sustainability, universality, technological responsiveness and ecological balance. Rather than approaching the challenge of new housing needs purely from the perspective of architecture and technology, the Institute has developed a holistic approach called the World House Matrix. Organizing the basic elements of housing design into twelve systems provides a simple, easy-to-understand method of investigating the impact of the built environment on many aspects of our lives. The Institute uses the Matrix primarily for housing design challenges, although it can be adapted to suit other scenarios.

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L CIA SO

AIR

CLIMATE & TER RAI N

LO CA TI O

EMPLOYMENT

UILT ENVIRO SICAL B NME PHY NT

CE AN RN VE GO

WA TE R

TE AS W

TY IVI T C NE N CO

ENE RGY FO OD

ION AT IC UN M M O

ATION FORM & IN

ECONO MY

CU L TU RE

CITY SYSTEMS 1.0 This tool is a framework for organizing information to better understand the elements that shape a city, and the different ways they can be configured or combined to improve the urban landscape. This framework is a model for thinking of a city as a series of interconnected relationships. By looking at urban issues at different scales, this framework can be applied to problems that range from a citizen looking to improve their local park, to an urban professional working on the redevelopment of a brownfield site. Using this tool you will be able to: • •

Understand the different systems in a city Understand the ideal principles of a city

47 Toronto International Charrette

• •

Identify gaps and problems within your city or neighbourhood Create relationships that address weaknesses and build upon strengths within your city or neighbourhood

The City Systems Framework has seven Characteristics, represented in the inner coloured circles of the graphic to the left, and fifteen City Systems, represented in the outer loop of the graphic to the left. Characteristics are ideal principles that a city should aspire to, while systems are what makes a city function.

CITY SYSTEMS 2.0 The 2012-2011 City Systems project used this new evolving matrix to identify and understand what makes a city resilient. The IwB worked with the City of Lota in Chile to understand the effects of economic collapse and natural disaster. This provided an opportunity to test and advance the City Systems 1.0 matrix. The team focused on the systems and characteristics that make up a resilient city and the relationship between residents and their natural environment. This resulted in a Resilient City framework that helps to identify the importance of collaboration, knowledge transfer and revitalization catalysts and, in particular, the need for community actors. Resilience is a process that is dictated by a hierarchy of needs. Once a level is attained in the hierarchy of needs, actions must be taken in order to reach the next level of resiliency.

Culture – Strive to reach a community’s full potential. This is the process that continues to grow with new opportunities to create a resilient city. Connectivity – Once a person’s physiological and safety needs are met, social needs and the need to belong are important motivators. Interacting with others will create a community that changes to reflect the future needs of the city. Governance – Once individuals feel they belong to a community, the need to attain a level of importance emerges. A city’s success lies in its reputation and recognition to foster multiple levels of development, creating a prosperous community. Economy – Once physiological needs are met, a citizen’s safety and security must be addressed. A city must rise to a state of wealth and abundance so that citizens’ physical and emotional well-being are assured.

Environment – Go beyond basic survival needs and strive for a high quality of life that meets the physical, social and emotional needs of a person and the city.

Maslow’s Hierarchical Values: Physiological Security Belonging Achievement Morality

Responsive Buildings 48

TASKS & RESPONSIBILITIES One of the reasons teams are better at creative projects is that everyone shares the responsibility for having great ideas, brainstorming and building on each other’s ideas. A good team player is always prepared to offer help on whatever needs to be done to make the project the best it can be, and is willing to take responsibility for getting tasks done. In this sense, good team members understand both how to lead and how to follow. Each team will be made up of people from a variety of backgrounds and with a range of skills. It is critical to your team’s success to determine what skills your team possesses and design your tasks to fit everyone’s abilities. Spend some time at the beginning of the project getting to know each other. Go around the group and have people list their strengths and abilities and record them on a flip chart for easy reference later. Be detailed! If you are a Photoshop montage master, a talented hand illustrator, or a math wizard, be sure to let the team know. In order to facilitate teamwork and distribute tasks, roles have been assigned for each team member (see team lists). This does not mean that people are limited to these roles, but that they are responsible for overseeing and ensuring that relevant deliverables are completed on time. Everyone will contribute to the overall concept and design development and may help on a variety of deliverables.

49 Toronto International Charrette

FACILITATORS The facilitator is responsible for keeping the project on track, assigning roles to the members of the team and ensuring consistency between the different elements of design. Facilitators are there to guide the process, making sure that everyone on the team is participating effectively and that the group is meeting target deliverables throughout the charrette. They will run brainstorming sessions and hold regular check-ins, and they will ensure that results come together in a unified final presentation. They will contribute ideas, knowledge and other skills as necessary.

VIDEO PRODUCER The video is a key element of the final presentation and serves to convey the team’s proposal both during the final presentations and later to the public through the IwB web site. Video producers must make the most of the team’s skills and resources in a very short period. Whether high or low tech, the video must be cohesive, with a strong narrative that conveys the spirit of the team’s proposal and sums up the key points in an engaging way. The video producer must be a good project manager and a good storyteller.

SYSTEMS DESIGNER The systems designer understands and conveys the processes and relationships involved in the responsive systems and elements the team is proposing. The systems designer understands how all elements of the proposal work together to meet the needs of the current and future stakeholders and end-users.

COMMUNICATION DESIGNER

DOCUMENTER

Throughout the charrette, a consistent and coherent communication strategy will help to ensure the successful communication of the team’s proposed concepts and designs. The communication designer is responsible for assisting with all graphic design elements of the team’s proposal. This may include elements such as branding or graphic standards, logos, way finding systems, etc. In particular, they will be responsible for ensuring that the final presentation is engaging, consistent, of a high graphic standard, and effective in communicating the essence of the team’s proposal.

The documenter will record the creative process, capturing different charrette activities and discussions using photography and text. Following the charrette, the documenter will organize the team’s files so that they may be transformed later into materials for exhibition and publication.

ARCHITECTURAL DESIGNER The architectural designer will be responsible for designs associated with buildings, landscapes and spaces. The role carries from the conceptual phase through to the schematic design process. The architectural designer must work closely with the rest of the team to ensure that proposals for built environments reflect and are integrated with the bigger picture - from graphic to service and systems design. The architectural designer can choose to employ a variety of skills and materials to convey the proposal, from sketches, plans and elevations, to 3-D virtual and physical models.

URBAN DESIGNER The urban designer is responsible for unerstanding the local and regional site context. This individual should develop site plans and urban designs that demonstrate how the proposal is integrated into the existing current and future urban fabric.

OTHER TEAM MEMBERS Teams may have additional members who will bring added skills in design, architecture, planning and project management. They may be assigned new or existing roles and support the team in producing deliverables.

ADVISORS Advisors visit their assigned teams toward the end of each day of the charrette. They will review the team’s work and comment on concepts, design development, final proposals and presentation materials. Advisors provide insight, support and feedback based on their knowledge of the specific challenge and stakeholders.

JUDGING PANEL The judging panel is responsible for evaluating all of the final charrette team presentations, the culmination of the team’s work. The panel will assess each team’s quality of presentation (how effectively the concept is communicated, how visually appealing is it, etc), the feasibility of the proposal, how closely it meets the intention of the brief, and how innovative the concept is.

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51 Toronto International Charrette Massing Model from the 2011 International Charrette

THE SITES Responsive Buildings 52

53 Toronto International Charrette Woodbine Racetrack - Image by Rene Johnston

NEIGHBOURHOODS SITE 01

WOODBINE RACETRACK The Woodbine Racetrack is owned by the Woodbine Entertainment Group and is one of the main Canadian establishments for thoroughbred and standardbred horse racing. It also houses a slot machine parlour, which is operated in partnership with Ontario Lottery & Gaming Corporation (OLG). The racetrack is one of the premier Canadian horse racing facilities, and is home to the Canadian Horse Racing Hall of Fame. GREATER SITE CONTEXT The Woodbine Racetrack is located at 555 Rexdale Blvd. and opened in 1956. It has seen significant expansion since its inception with major upgrades in 1993 to expand the racecourses and stables. The site itself is surrounded by a variety of uses, including industry to the east, south and west, and residential and commercial uses to the north. The site is also in close proximity to Pearson International Airport, which is the largest airport in Canada and a major mobility hub for the region.

FUTURE VISION: With the future of this site still unclear, there is an opportunity to re-imagine the Woodbine Racetrack as a new, eco-community that is self-sustaining and promotes innovative models for living, working and economic development. This partially autonomous community should foster energy and food production to offset the needs of residents. In the future, as this site is established, it should be viewed as an attraction for local and regional users and offer unique accommodations for transient users. Toward 2035, this site will set a new standard for sustainable neighbourhood development.

The future status of the racetrack is in doubt due to financial concerns. This has resulted in a number of proposals to transform the site into a hotel, entertainment and shopping venture that would act as a destination for local residents and visitors.

Responsive Buildings 54

PROJECT BRIEF

WOODBINE RACETRACK

Main Track at Woodbine Racetrack

Proposed Woodbine Redevelopment

PROJECT BRIEF PROJECT VISION

PROJECT MISSION

2020 â&#x20AC;&#x201C; Create a new eco-community that is self-sustaining 2035 â&#x20AC;&#x201C; This functioning and vibrant community will set the standard for sustainable neighbourhood development

Re-imagine the Woodbine Racetrack as a new, econeighbourhood that is self-sustaining and promotes innovative models for living, working and economic development. This partially autonomous community should foster energy and food production to offset the needs of residents. This site should be viewed as an attraction for local and regional users and offer unique accommodations for transient users who frequent Pearson International Airport.

55 Toronto International Charrette

OBJECTIVES

CONSIDERATIONS

The following objectives must be met in the final design and project proposal:

These factors should be taken into account when designing the site transformations:

•

• • •

•

Design a new future for the Woodbine Racetrack that maintains its horse racing roots, but invigorates the site by offering a more complex mix of uses and establishes a new eco-community Create new low-rise and mid-rise residential typologies that can be applied to the site and promote net-zero energy use Transform the stables into an energy producing system that provides innovative and sustainable power to the rest of the site Incorporate an educational equestrian centre that builds off the Canadian Horse Racing Hall of Fame to provide a unique and informative experience for users Better connect the site to the surrounding site uses and envision a direct link to Pearson International Airport to entice travellers to utilize services offered at the site

•

• • •

Growth of the Pearson International Airport as flight networks expand and capacity of the airport is expected to increase The historical and cultural significance of the Woodbine Racetrack as one of Canada’s premier racetracks and host to the Canadian Horse Racing Hall of Fame Local & regional community needs City of Toronto Official Plan and Etobicoke Ward 2 planning initiatives and incentives for development Recent development proposals for the Woodbine Racetrack including the Cornish proposal

TARGET AUDIENCE The final proposals should consider and cater to the following target audiences: • • •

Local & global business owners Surrounding community residents 8-80 Young adults and families 20-35

Landscaping & Open Space Requirement: x0.25 Site Density: x2.0 Coverage • • • • • • •

Single Family Housing: 0.15 Mid-Rise Residential: 0.3 Micro-homes: 0.1 District energy waste systems: 0.05 Live-Work Commercial: 0.1 Equestrian Centre & Horse Racing Hall of Fame: 0.1 Community Farming & Greenhouses: 0.2

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57 Toronto International Charrette Toronto City Hall - topleftpixel.com

NEIGHBOURHOODS SITE 02

CENTRE AVE. PARKING LOT This site is one of the last remaining plots of land within the downtown core that is entirely undeveloped. It is located directly north of the Court House, and northwest of the current City Hall. Surrounded by a combination of uses including institutional, residential, business and commercial, this site is a prime downtown location for intensification and can have a large cultural and community impact if developed appropriately. GREATER SITE CONTEXT Torontoâ&#x20AC;&#x2122;s existing City Hall opened its doors in 1965, and was designed by Finnish Architect Viljo Revell who won an open competition for its design that was held in 1959. It has served as Torontoâ&#x20AC;&#x2122;s City Hall for over 40 years and is a major landmark within the downtown core. This area has seen recent investment with the Nathan Phillips revitalization project now completed that transformed and improved the public realm. Serving as a major gathering space for protests, events, cultural activity, tourism, etc., this area and its surroundings are crucial to the social, economic and cultural identity of the City. Other established institutions surround City Hall, with the Court House situated directly west, and Old City Hall (which also serves as a court house) to the east. The parking lot itself is surrounded by residential and hotel uses to the east, the textile museum and residences to the north, business towers to the west and the Court House to the south. Many of these surrounding residences also serve local university students with affordable accommodations.

FUTURE VISION: As downtown Toronto continues to see rapid investment from local and global business and an influx of condo development, it is essential to maintain cultural and public uses that complement the downtown core and contribute to a vibrant neighbourhood. This site offers an opportunity to re-imagine a new vertical student neighbourhood that is also home to key public services, including library resources, possible relocation of the Toronto Archives and a new Toronto Museum that showcases the Cityâ&#x20AC;&#x2122;s heritage and history. This new facility should explore the layering of uses to promote unique educational experiences and embed industry, commerce, and recreation within the site to create a holistic environment. This should also be a technologically advanced facility that experiments with smart building technologies to strive for a net-zero building.

Responsive Buildings 58

PROJECT BRIEF

CENTRE AVE. PARKING LOT

Toronto City Hall

Nathan Phillips Square Revitalization

PROJECT BRIEF PROJECT VISION

PROJECT MISSION

2020 – Establish a unique vertical student neighbourhood & home to the Toronto Museum 2035 – This will transform into a satellite university campus and a re-layering of uses within the vertical infrastructure will occur over time

Re-imagine a new vertical student neighbourhood that is also home to key public institutions, including library resources, possible relocation of the Toronto Archives and a new Toronto Museum that showcases the City’s heritage and history. This new facility should explore the layering of uses to promote unique educational experiences and embed industry, commerce, and recreation within the site to create a holistic environment.

59 Toronto International Charrette

OBJECTIVES

CONSIDERATIONS

The following objectives must be met in the final design and project proposal:

These factors should be taken into account when designing the site transformations:

•

• •

•

• •

Create a striking architectural facility that incorporates student and community residences, a home to a new Toronto Museum, and community/ student oriented services that are self-sustaining to provide a unique new hub within the central downtown core Incorporate and showcase state of the art technologies and smart building systems that contribute to the larger community and promote a net-zero facility Connect the site to Dundas St., University Ave, and Toronto City Hall via innovative streetscapes and identity markers that entice users to access the site Establish a state of the art library & resource centre that encourages interaction, experimentation and innovation that is driven by industry in partnership with local institutions, organizations and community groups

PROGRAM REQUIREMENTS Below are program requirements associated with site density that should be considered in site planning. Note, the percentage of recommended usage should be calculated using the suggested coverage. Landscaping & Open Space Requirement: x0.1 Site Density: x20.0 Coverage • • • • • •

•

• •

City of Toronto Tall Building Shadow Study The effect on Nathan Phillips Square - the development of this site should not remove activity from Nathan Phillips Square, it should increase overall activity and complement the Toronto City Hall site Connection to local transportation networks, particularly TTC subway & streetcar access along Queen St. Dundas St. & University-Spadina subway line Local college & university needs associated with affordable and accessible housing Smart building technologies and sustainability standards including LEED, BREEAM, etc.

TARGET AUDIENCE The final proposals should consider and cater to the following key demographics and target audience: • • • •

Post-secondary students 17-35 from Ontario, Canada and around the world Regional & global visitors to the City of Toronto Existing Toronto residents 8-80 Entrepreneurs and young working professionals 18-35

Student Residences: 0.4 Habi Residences: 0.1 Shared-Use Library: 0.1 Toronto Archives & Toronto Museum: 0.2 Retail: 0.1 Shared Industry Incubation: 0.1

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61 Toronto International Charrette Kent Senior Public School

NEIGHBOURHOODS SITE 03

BLOOR COLLEGIATE This site is owned primarily by the Toronto District School Board (TDSB) and is home to Bloor Collegiate, Kent Senior Public School and Brockton High School; Kent Senior Public School opened its doors in 1908, Bloor Collegiate in 1925 and Brockton High School in 1966. Due to changing community demographics, Kent and Brockton are no longer operational and now serve other uses. Bloor Collegiate is now the only functioning school on the site and TDSB is evaluating the future of this asset. This issue presents a major opportunity to re-think how the site can be developed to better serve the community and improve upon the urban fabric of the area. There are obvious needs for affordable housing and improvement of the streetscape along Bloor St. to align with the context of Bloordale Village. . GREATER SITE CONTEXT The site itself is a large portion of land that is defined by Dufferin St. to the east, Brock Ave. to the west, Bloor St. to the north, Crotia St. to the south. Dufferin Mall is directly adjacent to the site and Dufferin Grove Park is within a short walking distance. The Bloordale Village – a small retail & restaurant strip along Bloor St. from Dufferin to Lansdowne – is also directly connected to the site and contributes largely to the cultural identity of the area.

In a larger context, the site is located within the Brockton neighbourhood, which includes Little Portugal and has emerged as a major cultural destination in recent years. Under the City of Toronto’s Official Plan, the area fronting Bloor Street is designated a “Mixed Use” area. The site is also connected to local transportation networks, with Dufferin Subway Station within walking distance and TTC bus routes that run along Dufferin St. & Lansdowne Ave. FUTURE VISION: With a large portion of this site having frontage along Bloor St. & Dufferin St. there is a clear opportunity to improve the streetscape, connect to the existing cultural fabric of the neighbourhood, and offer additional services to residents. This can create a new, mixed-use and mixed-income community that re-invigorates the corner of Bloor & Dufferin St. It can encourage greater connections to transit, increase accessibility and identity and should also consider the longterm adaptability of the adjacent mall.

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PROJECT BRIEF

BLOOR COLLEGIATE

Bloor Collegiate, Bloor St. Facade

École secondaire Toronto Ouest

Bloor & Dufferin Neighbourhood

PROJECT BRIEF PROJECT VISION

PROJECT MISSION

2020 – Create a mixed-use, mixed-income community that re-invigorates the corner of Bloor & Dufferin 2035 – Maintain affordable living that is embedded into the urban & cultural fabric of the neighbourhood

To create a mixed-use and mixed-income community that improves the streetscape, connects to the existing cultural fabric of the neighbourhood and offers additional services to residents. This should encourage greater connections to transit, increase accessibility and identity and should also consider the long-term adaptability of the adjacent mall, which can offer a significant opportunity for redevelopment in the future.

63 Toronto International Charrette

OBJECTIVES

CONSIDERATIONS

The following objectives must be met in the final design and project proposal:

These factors should be taken into account when designing the site transformations:

•

• • •

• • • • •

Build resilient, inclusive and sustainable housing solutions that appeal to a diverse range of users Enhance the built environment along Bloor & Dufferin St. to align with the existing typologies and urban form of the neighbourhood Enhance the connection to Dufferin Subway Station via streetscape improvements and pedestrian oriented design principles Provide the community with a new public square and community centre that accommodates large events and gatherings Preserve and/or re-purpose the significant architectural and heritage features of the site Create a staging strategy that considers the transformation of Dufferin Mall over time, which may accommodate additional development and become better integrated into the community fabric

• • • • •

The residents in the surrounding neighbourhood Ontario’s Long-Term Affordable Housing Strategy Bloordale Village BIA and cultural identity, which should be complemented by any new development proposals Existing connections to local and regional transit, including Dufferin Station, and bus routes along Dufferin & Lansdowne Dufferin station renovations The City of Toronto Official plan, and Avenues & Mid-Rise Buildings Study Toronto District School Board assets, needs and schools that serve the existing community Architectural and heritage significance of the existing buildings

TARGET AUDIENCE PROGRAM REQUIREMENTS Below are program requirements associated with site density that should be considered in site planning. Note, the percentage of recommended usage should be calculated using the suggested coverage. Landscaping & Open Space Requirement: x0.25 Site Density: x6.0 Coverage • • • • •

The final proposals should consider and cater to the following key demographics and target audience: • • • • •

Surrounding Community residents 8-80 The Bloordale BIA Toronto District School Board Local business owners Advocacy groups

Housing: 0.6 Public Square: 0.1 Government Offices: 0.1 Retail: 0.1 Community Centre: 0.1

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65 Toronto International Charrette Meadowvale Neighbourhood & Town Centre Aerial

NEIGHBOURHOODS SITE 04

MEADOWVALE This site is located in the center of Meadowvale and consists predominantly of detached residential homes built along winding roads and cul-de-sacs. Derry Rd. W., Winston Churchill Blvd., Battleford Rd. and Tenth Line West bound the site. To support what was originally a predominantly family oriented neighborhood, several schools and churches are located within the site. This includes but is not limited to: • • • •

Meadowvale Secondary School Edenwood Middle School Plum Tree Park Public School St. John Cross School

GREATER SITE CONTEXT The area of Meadowvale is located in the northwestern part of Mississauga and just west of Toronto. The community was developed in 1968 as part of an ambitious scheme dubbed the “new town”, a concept to develop vast tracks of farmland into a community that provided employment, homes, schools and recreation facilities. This development covered 3,000 acres of what is now Meadowvale Business Park and Meadowvale Residential District.

Meadowvale Town Centre is a large shopping center located just east of the site across Winston Churchill Blvd. Two Go stations - Meadowvale Station and Lisgar Station provide regional connection in the area by way of train and buses that run hourly to Union Station and York University. For local traffic, Meadowvale Town Centre is MiWay’s third largest terminal. It is the second largest in Mississauga, after the main terminal, Square One. MiWay offers local transit, as well as service to Islington Subway Station and Square One. Pearson Airport is serviced indirectly via either the 42 Derry Road bus or Square One bus terminal. FUTURE VISION: After nearly 40 years, many of the original residents still remain and are reaching or have already reached the age of retirement. In addition, much of the youth has left the area, leaving behind an older demographic. As the original generation of inhabitants age, it is necessary to re-imagine this “instant neighbourhood”, making it accessible for the existing residents while simultaneously transitioning itself into a younger family oriented area.

Responsive Buildings 66

PROJECT BRIEF

MEADOWVALE

Meadowvale Community Centre

Promenade Meadows Park

Winston Churchill Boulevard

PROJECT BRIEF PROJECT VISION

PROJECT MISSION

2020 – Create a heath and wellness oriented neighbourhood for the aging population 2035 – Transform the site back into a younger all ages’ community

Re-imagine the site as a transition neighbourhood that evolves to satisfy changing demographics. Create an infill development scenario in the suburban neighbourhood by designing “accessory units” that cater to the accessibility and health needs of an aging population. Expand this programming to the public amenities in the area by repurposing existing buildings to better serve the population. All design scenarios should be flexible so that they are easily repurposed to serve the future younger generation that will once again occupy the area.

67 Toronto International Charrette

OBJECTIVES

CONSIDERATIONS

The following objectives must be met in the final design and project proposal:

These factors should be taken into account when designing the site transformations:

•

• •

•

• • • •

Design infill buildings that accommodate services and housing solutions for an aging population Repurpose schools to address the needs of the community (as the youth demographic declines schools can be repurposed to serve the existing population of baby boomers) Propose agricultural uses that can be maintained by an older populaiton and serve the needs of the local community Repurpose and/or reinvigorate the local recreational facilities to accommodate health and wellness programming Connect the site to Plum Tree Park and create a series of public spaces and recreational networks that accommodate the local population Propose increased connections to regional GO networks that increase the accessibility of the proposed development

• • •

City of Mississauga official plan The local neighbourhood demographics that indicate an aging population Needs of an aging population, including health and wellness facilities, accessible building and streetscape design, mobility, etc. City of Mississauga schools and abandoned buildings and/or vacant land within the area New development proposed for the abandoned gas plant lands

TARGET AUDIENCE The final proposals should consider and cater to the following key demographics and target audience: • • •

Local & global business owners Surrounding community residents 8-80 Baby boomers 50-80

Infill of Suburban Neighborhoods with adaptable accessory Units: 0.6 Conversion of existing schools into new amenities to better serve the community: 0.2 Vertical Farm: 0.2

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69 Toronto International Charrette Scarborough RT Platform at Kennedy Station

TRANSIT HUB SITE 01

KENNEDY MOBILITY HUB Kennedy Station is officially located at 2455 Eglinton Ave. East, which is east of Kennedy Road. The station officially opened in 1980, and is the last stop on the Bloor-Danforth Subway line. This played an important role in connecting the downtown core to the Borough of Scarborough. It established itself as a larger node when the Scarborough RT was opened in 1985, extending transit service to the suburbs in the north and ending at Scarborough City Centre. The station also offers direct access to GO transit. GREATER SITE CONTEXT The site itself is a triangular-shaped portion of land that is largely defined by rail networks to the east and south, and a hydro corridor that runs diagonally creating the north and west boundaries. Kennedy Station remains at the intersection of the Bloor-Danforth Subway and Scarborough RT, although planned LRT expansion along Eglinton is proposed to end at Kennedy Station, further increasing its significance as a major regional transit node. The existing site, which includes both TTC & GO stations, is disconnected from the main street due to grade changes for the overpass, which allow trains to pass underneath.

The overpass creates a major disconnect between the North and South sides of Eglinton Ave. and contributes to confusing site access. With planned investment in improving the Scarborough RT prior to the Pan-Am games in 2015, and pending approval of the Eglinton LRT, this site will act as a gateway for access to inner Toronto from the east. It has the potential to become one of the primary transit nodes in the region and a major centre for intensification and investment. FUTURE VISION: Located at the intersection of major local and regional transit networks, and foreseeing additional investment in coming years, Kennedy Station should be envisioned as a template for major transit hubs within the region. This can be a node of mega-density that provides commercial, cultural, residential, office and community service uses.

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PROJECT BRIEF

KENNEDY STATION

Multiple Transit Networks - Kennedy Station

Kennedy Subway Station Entrance

PROJECT BRIEF PROJECT VISION

PROJECT MISSION

2020 â&#x20AC;&#x201C; Establish a megastructure that serves each of major transportation networks while creating a new mixed-use centre at Kennedy Station. 2035 â&#x20AC;&#x201C; Envision a major gateway hub to the downtown core of the City of Toronto and mega-regional node.

Kennedy Station should be envisioned as a template for major transit hubs within the region. This can be a highdensity node that provides commercial, cultural, residential, office and community service uses. It should act as a gateway to the downtown core from the east end of the City and GTA, while providing a hub of immigrant and educational services that caters to the diverse demographic of the area.

71 Toronto International Charrette

OBJECTIVES The following objectives must be met in the final design and project proposal: •

•

• • •

Increase connections between the north and south side of Eglinton Ave. to improve access to the site and create a more pedestrian friendly neighbourhood Create a mega-structure that provides connections to each of the major transit nodes (TTC Subway, RT, LRT & GO Stations) and encompasses a variety of uses to accommodate the local community and regional transit users Establish a key public space within the new mobility hub that allows for public gatherings and events Propose new uses for the hydro corridor that runs along the west side of the site Create a hub of services to serve the diverse demographics of the neighbourhood

CONSIDERATIONS These factors should be taken into account when designing the site transformations: • • • • •

Existing and planned expansion of transit by TTC, Metrolinx and GO, including the Eglinton Ave. LRT, and revitalization of the Scarborough RT Physical connections to the existing community and pedestrian networks along Eglinton Ave. and Kennedy Rd. City of Toronto Official Plan and the Avenues & Mid-Rise Buildings Study Toronto Hydro and existing land uses and ownership associated with Hydro Corridors Adjacent community demographics

TARGET AUDIENCE

PROGRAM REQUIREMENTS

The final proposals should consider and cater to the following key demographics and target audience:

Below are program requirements associated with site density that should be considered in site planning. Note, the percentage of recommended usage should be calculated using the suggested coverage.

• • • •

Surrounding community residents 8-80 Toronto Transit Commission (TTC) Toronto Hydro & Ontario Hydro Regional transit users 8-80

Landscaping & Open Space Requirement: x0.15 Green Roof Requirement: x0.10 Site Density: x6.0 Coverage • • • • •

Residential: 0.4 Commercial: 0.2 Retail: 0.2 Public & Community Services: 0.1 Public Space: 0.1

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73 Toronto International Charrette Dundas West Mural by Local Artist Jose Ortega

TRANSIT HUB SITE 02

DUNDAS WEST-BLOOR HUB This site is located at the major intersection of Dundas St. W. and Bloor St. It includes Dundas West subway station, Bloor GO Station, and is the future home to a stop along the Union-Pearson air-rail link. The site is situated in a mid-rise downtown area considered to be a ‘micro-neighbourhood’ that is known as the Junction. The neighbourhood’s name is derived from its origins as a manufacturing community made up of foundries, mills and meat processing factories that were supported by the many Canadian Pacific rail lines that run through the area. It is situated in the west-end of the City, and features a variety of uses including residences, commerce, retail and parking. GREATER SITE CONTEXT: Today the area’s manufacturing roots have faded, with old warehouse buildings being converted to lofts, office space and studios. Establishing itself as a cultural hub for designers and artists, the area is also being gentrified with a number of new developments planned in the near future. Additionally, the rail lines that once moved goods to and from the area now serve as commuter GO trains that connect the area to the downtown core as well as the greater region. In addition to this, local transportation networks, including subways, streetcars and buses, connect the area and converge at Dundas West station, which was opened in 1966 on the Bloor-Danforth subway line.

Because this site features extensive transportation infrastructure, it has been recognized as a mobility hub by Metrolinx’s “The Big Move” and is identified as an area for major redevelopment. The proposed plan is to connect the Dundas West station with the Bloor Go station that will also act as a stop for the Air Rail Link connecting Pearson International Airport and Union Station. FUTURE VISION: In addition to connecting people to places, mobility hubs act as catalysts for development and can become destinations themselves. With the expansion of the Dundas West-Bloor Mobility Hub there is an opportunity to leverage the Junction’s identity as a vibrant destination neighbourhood and re-imagine this as a gateway to the community and the west end of the City. Through mixed-use planning and development, imagine Dundas West as a major service center for the Greater Toronto Area as well an international commercial marketplace.

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PROJECT BRIEF

DUNDAS WEST-BLOOR HUB

Proposed Dundas West-Bloor Air Rail Station

Dundas West Subway Station Entrance

Proposed Development - IBI Group

PROJECT BRIEF PROJECT VISION

PROJECT MISSION

2020 – Create a destination neighbourhood and commercial marketplace that provides a gateway to the Junction & Roncesvalles neighbourhoods and enhances their identities 2035 – Transform the Dundas West-Bloor Station into the gateway for ‘downtown west’ that establishes a new node within the region

Go beyond traditional transportation infrastructure development by imagining a new downtown west at the heart of the Dundas West Mobility Hub. This should leverage the Junction & Roncesvalles community identities as vibrant destination neighbourhoods and provide places to live, work, stay and connect. Over time the hub should transform into downtown west, acting as a new node for commerce, culture and community.

75 Toronto International Charrette

OBJECTIVES

CONSIDERATIONS

The following objectives must be met in the final design and project proposal:

These factors should be taken into account when designing the site transformations:

•

• • • • •

Enhance existing and proposed transit connections to unify the user experience and streamline mobility within this new hub Create multi-functional event spaces that can be used for conferences, trade shows, corporate and social/community events Establish a mix of service and retail uses at grade to accommodate local and regional business and promote community culture Develop short and long term hotel spaces to accommodate visitors to the City Integrate a mix of low, medium and high-density residential units that accommodate mixed-income communities and adhere to the local context Design the pedestrian experience and transit link between Dundas West Subway station and the GO/ Air rail connection

PROGRAM REQUIREMENTS Below are program requirements associated with site density that should be considered in site planning. Note, the percentage of recommended usage should be calculated using the suggested coverage. Landscaping & Open Space Requirement: x0.20 Site Density: x10.0 Coverage • • • • • •

• • • • •

Local community and neighborhood associations’ concerns regarding density, and the established sense of community Proposed Dundas West-Bloor Union-Pearson Express stop and associated planning initiatives within Metrolinx “The Big Move” Existing transit routes including TTC Bus Routes and Subway stations, GO station and the UnionPearson Express Adjacent community demographics City of Toronto Official Plan Existing recreational and pedestrian networks including the West Toronto Rail Path

TARGET AUDIENCE The final proposals should consider and cater to the following key demographics and target audience: • • • • •

Local and global business owners and corporations Greater Toronto residents 8-80 Local and regional commuters Entrepreneurs and working professionals Current and future residents of the Junction and Roncesvalles neighbourhoods

Residential: 0.2 Habi-Residential: 0.2 Commercial: 0.3 Incubator: 0.1 Retail: 0.1 Amenities & Services: 0.1

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77 Toronto International Charrette Proposed Finch West Station - Will Aslop + Stevens Group Architects

TRANSIT HUB SITE 03

FINCH WEST MOBILITY HUB This site is situated in a unique setting at the intersection of Finch Ave. West and Keele Street. Each corner of the intersection is defined by different uses including single family residential to the southwest, multi-family residential to the northwest, commercial and retail to the northeast and light industry to the southeast. As part of the planned TTC extension, Finch West station will be situated within this site, providing a new subway stop and LRT hub. This situates the proposed mobility hub at the intersection of an established residential community (extending west of Keele and south of Finch), a major university (northwest of the site), and industry (which sprawls between Keele & Dufferin St.). GREATER SITE CONTEXT Finch West is located in the north end of the City of Toronto. The site includes the TTCâ&#x20AC;&#x2122;s future Finch West subway station on the Yonge-University-Spadina Line and has been identified as a future Gateway Hub in the GTHA. As defined in The Big Move, this hub is planned to integrate subway and Rapid Transit. The completion of the Spadina Subway line extension is expected to act as a catalyst for development and growth in areas along the subwayâ&#x20AC;&#x2122;s route. According to the York University Secondary Plan, some of the largest potentials for development lie within York University Heights, which has the potential of being home to more than 20,000 new residents, as well as 20,000 new jobs.

York University - which is located just north of the existing site - is the largest post-secondary campus in Canada based on its land mass. The university also services 55,000 students and 7,000 faculty and staff. York University will receive its own subway stop, but Finch West is expected to act as a gateway to the campus and to other regional transportation networks within the area. FUTURE VISION: Within the next few years, Finch West will increasingly respond to an influx of people as the Finch West Station grows as a mobility hub, servicing the GTHA through the TTC Subway extension, GO transit, and the LRT. Transit Oriented Development must be utilized to maximize access to public transit while encouraging and facilitating greater connections to the established community. As one of the largest universities in Canada, York University will very likely absorb some of the benefits of this mobility hub and increase its use. Leveraging this activity, an Outreach Centre should be established to integrate students, businesses, community members, and entrepreneurs in a collaborative and productive environment. This outreach centre should provide places to study, learn, transfer knowledge, work, play and create.

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PROJECT BRIEF

FINCH WEST MOBILITY HUB

Proposed Finch West Station - Exterior

Proposed Finch West Station - Interior

PROJECT BRIEF PROJECT VISION 2020 â&#x20AC;&#x201C; Establish a university outreach centre that caters to students who intend on living, learning, and working in the Finch West area 2035 â&#x20AC;&#x201C; The site becomes an extension of York University and is fully integrated with the existing community fabric

79 Toronto International Charrette

PROJECT MISSION Finch West Station should be envisioned as a Centre that bridges communities, and a mediating zone that brings together students, professionals and industry to support local community services and businesses on the periphery of the city. In the long term, Finch West Station will provide a mix of affordable student housing, market rate housing, commercial services, retail and amenities. It will also provide seamless integration to local and regional transportation networks, providing an attractive stop for users.

OBJECTIVES The following objectives must be met in the final design and project proposal: •

• • • • •

Create and envision an outreach centre that provides an interface between students, community members, professionals and industry to promote education and entrepreneurship Establish a seamless user experience between local and regional transportation networks that define the Finch West Mobility Hub Envision new, long-term uses for the adjacent petroleum storage lands located to the east and north of the proposed mobility hub Provide an incubator space for York University students that is embedded into the station and outreach centre Create a mixed-use and mixed-income residential neighbourhood that includes student residences, and mid-rise residential market units Blend uses within the site to blur distinct edges between the residential, industrial and commercial districts that define the site boundaries

CONSIDERATIONS These factors should be taken into account when designing the site transformations: • • •

• •

Surrounding community members and the diverse demographic of the area York University’s Master Plan and Secondary Plan Local business owners, and how to support growth of local industry by creating a larger pool of potential customers through intensification and access to resources and knowledge that can be shared through an outreach centre Planned transit initiatives as outlined by the TTC and Metrolinx “The Big Move” City of Toronto Official Plan

TARGET AUDIENCE The final proposals should consider and cater to the following key demographics and target audience: • • • • • • •

Surrounding community residents 8-80 Local and regional commuters University students Recent graduates Prospective students Local business owners Entrepreneurs and young working professionals 18-35

Landscaping & Open Space Requirement: x0.20 Site Density: x3.0 Coverage • • • • •

Commercial: 0.2 Residential: 0.4 Outreach Centre 0.1 Retail: 0.1 Public Space:0.2

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81 Toronto International Charrette Typical GO Train & Platform

TRANSIT HUB SITE 04

BRAMALEA GO STATION Bramalea is located within the municipality of Brampton, Ontario. It was created as an innovative “new town”, intended to be a model-planned city, carefully designed in a previously undeveloped area. In the post-war period, the new corporate town of Bramalea was developed to accommodate residential, commercial and industrial uses to create a new centre, separate from downtown Brampton. The site itself focuses on the Bramalea GO Station and Brampton transit bus terminal, which is situated in an area that consists primarily of industrial parks and is defined by the railway tracks to the south, Steeles Ave. East to the north and Bramalea Rd. to the east.

Located in a lower density community with opportunity for intensification, this site has the potential for significant transformation in the near future. This site should aim to create a renewable energy hub that leverages the link between industrial lands and adjacent communities. Proposed development should establish net-zero energy use by experimenting with renewable energy production. There is an opportunity to spur innovative and creative industries that are tailored to sustainable energy. This energy corridor can feed back into the existing grid and reduce our carbon footprint associated with the movement of goods.

GREATER SITE CONTEXT More recently, Metrolinx identified the Bramalea GO Station & Bus Terminal as a Gateway Hub – a major transit station area that is located at the interchange of two or more current or planned regional rapid transit lines. This hub is planned to integrate Express Rail, Rapid Transit and local bus service, which will affect the future planning of the surrounding community and urban fabric. Bordered by two major distribution warehouses to the west and east, and light industrial uses separating the site between the residential neighbourhoods to the north, this site is more accessible by car than other modes of transportation. This coincides with its current configuration, which includes an abundance of parking for local commuters. With overpasses along Steeles Ave. and Bramalea Rd. this also isolates the existing transit hub from the surrounding area. FUTURE VISION:

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PROJECT BRIEF

BRAMALEA GO STATION

Bramalea GO Station

Brampton Transit (ZUM) Bus

PROJECT BRIEF PROJECT VISION 2020 â&#x20AC;&#x201C; Bramalea will be a new energy corridor and hub of clean-tech companies and technologies including recycling, renewable energy, IT, green transportation and green chemistry 2035 â&#x20AC;&#x201C; Bramalea will be a highly planned research and environmental technology-intensive centre that incorporates opportunities to live, work, and play

83 Toronto International Charrette

PROJECT MISSION Re-imagine the Bramalea GO Mobility Hub as a vital producer and distributor of energy and industrial services, delivering to Toronto, GTHA, and regionally. This new largescale industrial competitor and energy producing corridor will build on existing industrial and manufacturing factories currently located in the area, with the aims of converting them to clean energy. Bramalea will be designed to be a hub for clean-tech while effectively eliminating the need for personalized automobiles, as travel will be accomplished via public mass transit and personal rapid transit systems with existing road and railways connecting to other locations outside the city.

OBJECTIVES

CONSIDERATIONS

The following objectives must be met in the final design and project proposal:

These factors should be taken into account when designing the site transformations:

•

Design a new future for the Bramalea Mobility Hub that successfully integrates new and emerging energy industries Create a series of energy and industrial building typologies that can connect through the various means of transit including highway, GO, and public transit Looking towards 2035, create a series of residential typologies that can be located in proximity to clean energy production facilities. Envision how these typologies will complement energy production while reducing environmental footprints Reduce the need for automobiles by creating an effective mixed-use neighbourhood that successfully integrates with surrounding industries as well as a robust and efficient transit system that can move people and goods into and out of the city and region

• • • • • •

TARGET AUDIENCE The final proposals should consider and cater to the following key demographics and target audience: •

Existing transit accessibility including the Bramalea GO Station, the Zum BRT, and connecting CN & CP rail lines Planned transit initiatives as outlined by the Brampton Transit and Metrolinx “The Big Move” City of Brampton Official Plan Adjacent community members and businesses Existing distribution networks that serve large scale companies (e.g. Canadian Tire) Pedestrian oriented design principles Adjacent arterial roads including Bramalea, Steeles and 407ETR, which serve tech industries

• • •

Local, regional & global investors in renewable energy and sustainable industries Surrounding community residents 8-80 Educational institutions Industry sectors focused on experimenting and showcasing new and innovative green architectural and construction practices

Landscaping & Open Space Requirement: x0.25 Site Density: x3.0 Coverage • • • • •

Clean-tech & Energy Production: 0.5 Commercial: 0.1 Residential: 0.2 Mobility Hub 0.1 Public Space:0.1

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85 Toronto International Charrette Historic Wagon Wheel - Black Creek Pioneer Village - John Vetterli

PRESERVATION DISTRICTS SITE 01

BLACK CREEK VILLAGE This site is located within the north end of the City of Toronto, and is home to the Black Creek Pioneer Village – a heritage museum and venue that showcases the village of early settlers in Ontario, during a time when people lived without cars, digital technology and urban culture. The site is owned by the Toronto and Region Conservation Authority (TRCA), and consists of a number of historic buildings within a well-preserved natural site. It provides venues for large events and functions, accommodates school trips and tours that provide a unique educational experience, and includes a historic brewery. GREATER SITE CONTEXT The site boundary is defined by Steeles Ave. West to the north, Murray Ross Parkway to the east, Shoreham Drive to the south and Jane St. to the west. It is located in the larger context of the Black Creek neighbourhood, which is considered to be a part of Jane and Finch – one of Toronto’s identified priority neighbourhoods. The surrounding neighbourhood is made up of high-rise residential buildings, single-family homes and commercial and institutional developments.

FUTURE VISION: Black Creek Pioneer Village has been a cornerstone of cultural heritage in the Toronto region for more than 50 years. As it seeks to remain a cultural destination place, the continued use of the Pioneer Village should remain a crucial component of the site, while a new Future Pioneer Village may be developed to showcase innovative sustainable systems and experimental responsive architecture. This can expand the programming of the site to encourage dialogue regarding sustainability, environmental preservation and responsive design. Site improvements will provide a unique educational experience that showcase past living experiences and culture, and present future possibilities.

Toronto’s Black Creek – a major tributary creek that flows southwest and feeds into Humber River – runs directly through the site. It is a main feature and provides an environmentally protected area and recreational trails to the adjacent communities. Continued development, increasing impervious surfaces in the area, and global warming have contributed to increased flood risks and this site plays an increasingly important role to address stormwater management. The proposed action plan by the City of Toronto intends to find better ways to manage rain water as the Black Creek area is a flood plain. This would significantly reduce the potential of flooding in this area. Secondly, there are plans to increase tree coverage and water conservation to improve overall health and living standards in this area.

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PROJECT BRIEF

BLACK CREEK VILLAGE

Black Creek Pioneer Village - by Spiro Anassis

Half Way House Inn - by Bill Barber

Town Hall - by Reid Lambshead

PROJECT BRIEF PROJECT VISION 2020 â&#x20AC;&#x201C; Transform the existing site to include a new headquarters for the TRCA and integrate sustainable and ecological systems into the Village. 2035 â&#x20AC;&#x201C; The site should incorporate a Village for the Future, that showcases sustainable and ecological design principles, building off historic ways of life to envision new ways to live harmoniously with the natural environment

87 Toronto International Charrette

PROJECT MISSION Black Creek Village will be a destination place for new innovative, environmental and sustainable building practices, a model for new and best industry practices in architecture, construction, and design. The site should be a destination place for both young and old to immerse themselves in the heritage and history of the Black Creek Pioneer Village, while acquiring knowledge on how to effectively live in modern society and generate a minimal ecological footprint. The new TRCA Headquarters will be a model site for experimentation, a place for learning and teaching, while embracing the uniqueness and legacy of the past.

OBJECTIVES

CONSIDERATIONS

The following objectives must be met in the final design and project proposal:

These factors should be taken into account when designing the site transformations:

•

• •

• • •

Design a new headquarters for the Toronto and Region Conservation Authority that includes a showcase and event space Upgrade the existing Black Creek Pioneer Village to ensure its long term viability Create a visitor and learning centre that will welcome people of all ages to learn about the historic Black Creek site, its relevance to Toronto’s Heritage, and new sustainable and ecological systems that encourage harmonious relationships with the natural environment Establish site specific programming (including awareness and learning campaigns) focused on promoting sustainable building practices Develop a Village for the Future, that showcases new building technologies and sustainable systems, which encourage minimizing our ecological footprint Integrate agricultural systems that complement the site’s roots and allow for food production on site

• • • • • •

Planned TTC expansion/ addition of Black Creek Pioneer Village Station, particularly the TTC Subway extension which is currently under construction and slated to be completed in 2016. This will generate increased activity and potential to bolster tourism in this area. Emerging environmental and sustainability trends New sustainable building and architecture practices TRCA’s “Living City Policies” TRCA’s Black Creek Pioneer Village Strategic Plan Heritage designation of Black Creek Pioneer Village and the associated buildings within the site Local demographics and priorities associated with Black Creek and Jane & Finch Neighbourhoods

TARGET AUDIENCE The final proposals should consider and cater to the following key demographics and target audience: • • • •

Educational institutions Existing Toronto residents 8-80 Tourists, school groups, and other visitors Industry sectors focused on experimenting and showcasing new and innovative architectural and construction practices

Landscaping & Open Space Requirement: x0.6 Site Density: x1.0 Coverage Green Roof Requirement: x1.0 Maximum Height Requirement: 3 Stories • • • • •

TRCA New Headquarters: 0.05 Village for the Future: 0.1 New Visitor Centre: 0.05 Pioneer Village: 0.4 Natural Area: 0.4

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89 Toronto International Charrette The Guild Inn - Postcard circa 1940

PRESERVATION DISTRICTS SITE 02

THE GUILD INN The historic Guild Inn is a low-density urban environment and a major landmark in the east end of Toronto, sitting on 90 acres of land atop the Scarborough Bluffs. Originally built as a 33 room private residence in 1914, the Arts and Crafts-style development changed ownership several times until it was abandoned and fell into disrepair. In 1932 the property was purchased and brought back to life as a retreat for artists and craftsmen. “The Guild of All Arts” featured workshops and studios as well as architectural elements from demolished buildings in Toronto that were erected in its gardens. Currently the grounds feature more than 60 pieces from Victorian, Beaux-Arts and Gothic Revival buildings that were torn down in Toronto including elements from the Toronto Bank Building and the home of Sir Frederick Banting. After being used briefly as a naval base and a specialized military hospital during World War II, the Inn once again operated as a lake-side resort and had several extensions built including a modernist six-storey, 100 room wing in 1965. However, in the decades after, the Inn’s popularity fell as the City of Scarborough grew around it making it less desirable as a resort.

The Guildwood Village that surrounds the Inn is a mostly residential neighbourhood that features bungalows, splitlevel and detached two-storey homes built in the 1950’s and 60’s. Its winding streets and cul-de-sacs were built to reduce speed. It was one of the first subdivisions in Toronto to bury its power lines, which allowed for a bylaw protecting old growth trees. FUTURE VISION: As the site is reimagined for the future it is essential to create an environment that retains the cultural roots of the Guild Inn, providing a space where arts, crafts and spirituality are supported and cultivated. The Guild Inn also stands as a unique opportunity to preserve a distinct, untouched natural environment within an urban setting that can provide a unique educational experience and retreat that encourages creativity.

GREATER SITE CONTEXT The site is defined by Guildwood Parkway to the north, Lake Ontario to the south and institutional site boundaries to the east and west. Today, although the Inn itself is closed and boarded up and its 100 room tower demolished, the grounds are open to the public and serve as a popular spot for wedding photos. The park was also designated a heritage property by the Heritage Canada Foundation in 1999. It is owned by the Toronto Region and Conservation Authority who have issued a request for proposals to revitalize the site.

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PROJECT BRIEF

THE GUILD INN

The Guild Inn

Vacant Buildings

The Guild Inn - Architectural Garden

PROJECT BRIEF PROJECT VISION 2020 â&#x20AC;&#x201C; Transform the existing site into a low density village that acts as an arts, crafts and spiritual retreat and training centre 2035 â&#x20AC;&#x201C; The site should include a formal corporate training centre and act as a regional headquarters for design and craftsmanship excellence

91 Toronto International Charrette

PROJECT MISSION Repurpose the Guild Inn to create an arts hub that supports independent retail, small-scale artisan manufacturing and design-based education and knowledge sharing. The site should be a destination for local and global business seeking creative educational training to drive innovation and explore design thinking methodologies. It should also provide a relaxing and unique experience for visitors that showcases local artisans.

OBJECTIVES The following objectives must be met in the final design and project proposal: •

• • •

• •

Develop an executive educational centre that accommodates local and international visitors and includes spaces for sleeping, working, eating and large events or conferences Create commercial storefronts that support design based goods and services Establish a village that includes facilities for knowledge sharing, educational facilities, health and wellness and hotelling accommodations Connect the site to the existing natural environment including the Bluffs, Waterfront Trail and Lake Ontario in a way that will allow for access by the community while supporting the preservation of its natural systems Preserve and complement the natural environment by creating facilities that incorporate sustainable technologies and have a minimal ecological footprint Establish a system for formal training and events that allows local artisans to share their skills and promote design innovation

CONSIDERATIONS These factors should be taken into account when designing the site transformations: • • • • • •

The existing waterfront trail (Martin Goodman Trail) that runs through the site and stretches over 1400km Heritage designation associated with buildings on the site and sculpture garden features Existing transportation networks and site accessibility Surrounding Guildwood Village neighbourhood residents and businesses City of Toronto Official Plan Sustainable design and environmental principles and systems (e.g. LEED, BREEAM, etc.)

TARGET AUDIENCE The final proposals should consider and cater to the following key demographics and target audience:

PROGRAM REQUIREMENTS Below are program requirements associated with site density that should be considered in site planning. Note, the percentage of recommended usage should be calculated using the suggested coverage. Landscaping & Open Space Requirement: x0.8 Site Density: x0.25 Coverage Green Roof Requirement: x1.0 • • • • •

• • • • •

Local and global businesses and associations Educational institutions Existing Toronto residents 8-80 Local craftsmen, designers and health and wellness experts Local and international tourists

Executive Educational Centre: 0.2 Retail: 0.1 Health & Wellness Centre: 0.1 Artists Residences & Studios: 0.2 Natural Area & Gardens: 0.4

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93 Toronto International Charrette Honest Edâ&#x20AC;&#x2122;s and the Intersection of Bathurst St. & Bloor St. - Sarah Wiggins

PRESERVATION DISTRICTS SITE 03

MIRVISH VILLAGE Mirvish Village is located at the southwest corner of Bloor & Bathurst Streets and is known primarily for Honest Ed’s, a locally owned discount store that opened its doors in 1948 and features one of the most identifiable facades and signage in the City. This small cluster of stores that includes Honest Ed’s, was owned by the Mirvish family until it was recently sold to Westbank Corporation – a prominent developer from British Columbia. This iconic village has had a large impact on the community since its inception and maintains cultural and emotional significance for many residents. GREATER SITE CONTEXT The Mirvish Village properties lie on a site that extends from Bloor St. to the north, to Lennox St. to the south, and from Bathurst St. to the east to a small alleyway east of Markham St. It is directly connected to the vibrant commercial strip along Bloor St. West and is within the larger context of the Annex community. The site itself is located within a functional mixed use community with residences, commercial uses, an eclectic mix of restaurants and nearby institutions including Central Tech. High School, Randolph Academy for the Performing Arts and the Canadian Centre for Language and Cultural Studies. It is well connected to local transportation with TTC streetcars and buses running along Bathurst St. and Bathurst Subway Station located within walking distance from the site. Since being sold to Westbank Corporation, there is concern that the historical and cultural significance of the Mirvish Village will be lost and replaced with large condo towers that do not fit within the context of the neighbourhood. As of yet, no concrete proposals have been established and a threeyear freeze has been placed on the site as it transitions to meet the changing needs of the City.

FUTURE VISION: Located in a prime area for transformation due to its proximity to transit and connection to vibrant commercial and community activity, this site has the potential to reinvigorate the corner of Bathurst & Bloor, just as Honest Ed’s did when it opened its doors in 1948. The site should create a district of innovation, provide a new home to the hot docs film festival and promote local indie talent in music and the arts. As the site transforms particular consideration should be given to incorporating the existing elements of the site that have historical, cultural and emotional significance.

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PROJECT BRIEF

MIRVISH VILLAGE

Mirvish Village Signage - Lana Slezic

Honest Eds - Karma Roma

Honest Eds Signage

PROJECT BRIEF PROJECT VISION 2020 â&#x20AC;&#x201C; Establish a new centre for indie innovation that enhances the cultural identity of the existing community and re-invigorates the corner of Bloor & Bathurst 2035 â&#x20AC;&#x201C; This will transform into a formal cultural centre within the City and a regional attraction for indie artist development and arts related business

95 Toronto International Charrette

PROJECT MISSION Reinvigorate the corner of Bathurst and Bloor St. to create a district of innovation, provide a new home to the hot docs film festival and promote local indie talent in music and the arts. Build off of the energy, culture, identity and enthusiasm of local residents to create a new and unique mixed-use development that remains eclectic and has the capability to transform into a formal cultural centre.

OBJECTIVES

CONSIDERATIONS

The following objectives must be met in the final design and project proposal:

These factors should be taken into account when designing the site transformations:

•

• • • •

Include a new home for the hot-docs film festival that can also act as a secondary node for the Toronto International Film Festival Establish a multi-functional event space that can be used for functions such as musical performances, community organization events, day and night markets, etc. Include multi-residential units that are targeted toward an artistic demographic that is associated with indie culture Establish commercial spaces at grade to accommodate local business and maintain the continuity of the urban form along Bloor St. Utilize roof-tops to establish new public spaces and amenities for residents and community members Incorporate significant cultural elements and architectural features from the existing site into the new development proposal

PROGRAM REQUIREMENTS

• • •

Local community and neighbourhood associations’ concerns regarding increased density and removal of key cultural features and local business Existing development proposals for the Mirvish site and potential for intensification at the intersection of Bloor & Bathurst Existing transit accessibility including Bathurst Subway Station, Bathurst Streetcar and Bloor & Bathurst bus routes that are operated by the TTC City of Toronto Official Plan and the Avenues and Mid-Rise Buildings study

TARGET AUDIENCE The final proposals should consider and cater to the following key demographics and target audience: • • •

Indie Artists & Entrepreneurs 18-50 Greater Toronto residents 8-80 Entrepreneurs and young professionals 18-35

Below are program requirements associated with site density that should be considered in site planning. Note, the percentage of recommended usage should be calculated using the suggested coverage. Landscaping & Open Space Requirement: x0.1 Site Density: x5.0 Coverage Maximum Height: 10 Stories • • • • •

Hot Docs Headquarters & Theatre: 0.2 Multi-Functional Event Space: 0.10 Mid-Rise Residential: 0.4 Retail: 0.2 Public Space: 0.10

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97 Toronto International Charrette Rose Theatre, Downtown Brampton - Chantelle Henriques

PRESERVATION DISTRICTS SITE 04

DOWNTOWN BRAMPTON This site includes the Downtown Brampton GO Station, which is located in the historic centre of the town off of Main St. and north of the railroad tracks. Brampton’s history dates back to the early 1800s when it was a rural outpost known as Buffy’s Corners. In 1974, the City of Brampton was formed from an amalgamation of the former Town of Brampton, and the Towns of Toronto Gore and Chinguacousy Township, as well as parts of neighbouring Missisauaga.

FUTURE VISION: As Brampton continues to grow, there is an opportunity to establish an urban centre that supports economic development by supporting business, attracting institutional, industrial, and commercial development, and facilitating the growth of start-ups and small businesses. This can leverage the unique character of the built environment that makes up Brampton’s downtown core while increasing density to attract new life to the city centre.

The historical heart of modern Brampton has always been the intersection of Queen and Main Streets, later known as the “four corners”. This urban focal point has existed since the 1820s, and has since seen expansion in recent years as Brampton continues to grow to accommodate an influx of new residents. GREATER SITE CONTEXT The site area is more specifically bound by Main St. to the east, Church St. to the north, Mill St. to the west and the railroad tracks to the south. It is at a unique intersection that is surrounded by a number of different uses including primarily single-family residences to the north and south, commercial uses to the west, and downtown Brampton just east of the site. Downtown Brampton acts as a destination place and cultural heart of the community, with a mix of institutional, cultural, commercial and retail uses, along with a unique public space adjacent to Rose theatre. Still considerably low-density compared to other city centres, downtown Brampton offers an opportunity to expand the city centre to increase the identity of the City and act as a new node within the GTHA. This should extend along Queen St. and Main St., which has been identified as a distinct “Character Area” within the Downtown Brampton precinct. It acts as an entry point into the historic downtown area, and has a large presence of older historical dwellings and a mature tree canopy.

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PROJECT BRIEF

DOWNTOWN BRAMPTON

Aerial of Downtown Brampton

Downtown Brampton Tree Lighting

PROJECT BRIEF PROJECT VISION 2020 – Transform this historic area of Brampton into an urban creative centre while balancing the cultural and historic identity of the existing community 2035 – This site will transform into an “Urban Centre within the Region”, a destination for culture, arts, and entertainment, while providing surrounding mixed-use opportunities for living, working and playing

99 Toronto International Charrette

PROJECT MISSION Redefine the four major corners of Queen St. and Main Street to create an urban centre that supports economic development through supporting business, attracting institutional, industrial, and commercial development, and facilitating the growth of start-ups and small businesses. At the same time, ensure the preservation and conservation of the natural and built environments so that Brampton’s heritage, identity, vitality and economic prosperity are balanced.

OBJECTIVES

CONSIDERATIONS

The following objectives must be met in the final design and project proposal:

These factors should be taken into account when designing the site transformations:

•

• • • •

• • •

Include a new startup incubator hub to attract and help social entrepreneurs launch and expand their businesses Support the growth and sustainability of essential services, including libraries, fire halls and health care Include multi-residential units that are targeted towards the creative industry demographic Establish commercial and start-up spaces at grade to accommodate local businesses and creative industries in line with the historic growth slated for the corridor.

• • •

The City of Brampton’s “HACE” Plan The existing historical context of the site Brampton Official Plan Metrolinx “The Big Move“ and associated transit planning that will affect the accessibility of the site in the long term Existing local and regional transportation networks including the GO and ZUM Existing businesses, institutions and cultural establishments (e.g. Rose Theatre) Adjacent community members and organizations

PROGRAM REQUIREMENTS

TARGET AUDIENCE

Below are program requirements associated with site density that should be considered in site planning. Note, the percentage of recommended usage should be calculated using the suggested coverage.

The final proposals should consider and cater to the following key demographics and target audience:

Landscaping & Open Space Requirement: x0.2 Site Density: x2.0 Coverage • • • •

High-Density Residential: 0.5 Commercial: 0.2 Institutional: 0.2 Public Space: 0.1

• • • •

Existing Brampton residents 8-80 City of Brampton Supporters and consumers of arts, entertainment and creative industries Start-ups and small businesses in creative industries

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101 Toronto International Charrette Mr. Christieâ&#x20AC;&#x2122;s Bakery and Etobicoke Waterfront Condos - Jack Landau

INDUSTRIAL DISTRICTS SITE 01

CHRISTIE FACTORY The Mr. Chiristieâ&#x20AC;&#x2122;s Bakery is a large food production factory located in Humber Bay Shores of Etobicoke at Parklawn Rd and Lakeshore Blvd. After more than 50 years of operation the 625,000 square-foot factory stopped production in 2013 leaving more than 550 employees out of work and effectively closing one of the last remaining industrial sites in an area surrounded by condo development. Most affected by this are the low income and government housing blocks located just west of the site in South Mimico. The site is also located directly south of the Gardener Expressway as well as the Go and CP rail lines.

FUTURE VISION: As the population of south Etobicoke continues to grow and push out industry there is an ever-increasing risk of the area pushing out low-income residents and becoming a disconnected middle class commuter neighbourhood. It is essential that the presence of industry and manufacturing in the area be rethought and reinvented as part of growing and maintaining a healthy community. Proximity to the Ontario Food Terminal and major transportation networks can allow for large-scale manufacturing.

GREATER SITE CONTEXT Because of its proximity to the picturesque Humber Bay Waterfront Park and Marina the area has seen a significant boom in luxury condo development. This has caused the neighbourhood to transform into a high-end residential neighbourhood, and raises concerns that there will be little to no land in the area that is zoned for employment. While the Christie site itself has not officially been re-zoned for residential development, the changing landscape around the factory was a major factor in the decision to close. This site is also conveniently located close to several 400 series highways including the Queen Elizabeth Way and 427 that directly links to the 401 and Toronto International Airport.

Responsive Buildings 102

PROJECT BRIEF

CHRISTIE FACTORY

Mr. Christie’s Bakery - Jaan Pill

Etobicoke Waterfront - Empire Communities

Mr. Christie’s Bakery & Water Tower

PROJECT BRIEF PROJECT VISION 2020 – Develop a new advanced manufacturing centre within the Christie Factory Site 2035 – Accommodate future growth of industry by creating a ‘vertical factory’ that continues to meet employment demands in Toronto and the greater region

103 Toronto International Charrette

PROJECT MISSION Reimagine the workplace of Lower Etobicoke by developing a new scalable, efficient and clean tech production and manufacturing facility. This should be developed to coexist and support the existing community and provide products and goods that are appropriate and in demand both globally and regionally. The facility should also have the ability to respond to changing economies and connect with foreign markets by making use of the existing rail corridor for the exchange of goods, materials and people.

OBJECTIVES

CONSIDERATIONS

The following objectives must be met in the final design and project proposal:

These factors should be taken into account when designing the site transformations:

•

• • • •

Design a new high-tech industry hub that includes a manufacturing facility that is established in stages with a 2020 and 2035 horizon Develop a concept for a high-rise factory that shifts assembly vertically or floor by floor using architectural typology designed to house and support the production of goods Connect the site to the global marketplace by utilizing the existing Gardiner Expressway and rail lines Ensure that the facility provides multiple levels of employment opportunities for the area Incorporate the site into the surrounding residential neighbourhood by including commercial and market space. Connect the site to the existing rail lines by integrating a Go station for workers and a freight depot for the exchange of goods and services

• • • • •

Existing transportation and distribution networks that connect the site to local and regional destinations City of Toronto Official Plan High-tech industries and advanced manufacturing technologies that are driving global economic development Access to the local waterways Proposed and current developments along the Etobicoke waterfront Adjacent communities, businesses, organizations and community services

TARGET AUDIENCE The final proposals should consider and cater to the following key demographics and target audience: • • • •

Local & regional business owners Existing Toronto residents 8-80 Educational institutions Entrepreneurs and high-tech industries

Landscaping & Open Space Requirement: x0.2 Site Density: x6.0 Coverage • • •

Market Space: 0.2 Industrial Space: 0.6 Commercial Space: 0.2

Responsive Buildings 104

105 Toronto International Charrette The CF-105 Arrow (a.k.a. the Avro Arrow) was Manufactured in Malton

INDUSTRIAL DISTRICTS SITE 02

MALTON INDUSTRIAL ZONE This large site is located in the north west section of Mississauga known as Malton. Intermodal and Goreway Drive border the site on the north and east sides and the CN railways to the south and west connect to the CN Intermodal rail yard. The site is divided into three main sections. The southern portion is located south of Steeles Ave. and has a combination of open green space and light industry. The middle portion of the site is sandwiched between Steeles Ave. and the 407ETR, accommodating hydro towers. The northern section of the site is home to the Triple M Metal recycling facility. GREATER SITE CONTEXT Malton is an area in the northeastern part of the city of Mississauga that borders with Toronto. Part of Ward 5, Malton has a Population of 39,400 (2011) and is the only ward with a large number of both residents and businesses.

FUTURE VISION: The site is unique in the fact that it acts as a boundary separating the residential neighborhoods of Malton in the south and the industrial areas to the north. This positioning between zones calls for a unique development that acts as a ‘transition’ neighborhood. The site should connect the two areas by providing support and services that benefit both and acts as an economic and social stimulus. As more people and goods are transferred through Toronto there is an opportunity to develop large-scale and high tech manufacturing and service centers in Malton. The presence of industrial facilities and multiple forms of transportation and distribution networks will easily allow for the creation of industrialized manufacturing centers. This will benefit industry as well as the residents in the area by providing jobs, services and a newly energized economy with a high tech focus.

A key feature of this area and the proposed site is its proximity to major transportation and shipping terminals. Pearson International Airport is just south of the site and handles over 35 million people and processes one million metric tones of cargo per year. The creation of the airport in 1937 is largely responsible for the area shifting from mainly agricultural land to industrial use. Also adjacent to the site is the CP Intermodal rail yard, a hub for distribution of goods that are transferred from train to truck and vice versa. Also in close vicinity is the Marvin Heights subdivision that was built in the late 1950’s and borders the site just south of the rail lines. Because of all this, Malton is an important transportation link between Toronto and the suburbs to the west including Brampton, Vaughan and Etobicoke, making it a strategic place for the transfer of people and goods throughout the Greater Toronto Area.

Responsive Buildings 106

PROJECT BRIEF

MALTON INDUSTRIAL ZONE

Historic Avro Arrow Manufacturing Facility

Large trucks utilize Intermodal Dr.

Steeles Ave. & Light Industry

PROJECT BRIEF PROJECT VISION 2020 â&#x20AC;&#x201C; Introduce a special medical zone, research facilities and user interface into the existing site 2035 â&#x20AC;&#x201C; Accommodate the creation of a high-tech bionics manufacturing and testing facility

107 Toronto International Charrette

PROJECT MISSION Create an intermediary district that connects the residential and industrial strips of Malton by developing a specialized medical zone. This will be achieved by providing medical and curative services through specialized clinics and hospitals as well as bionics research and engineering labs and advanced manufacturing facilities.

OBJECTIVES

CONSIDERATIONS

The following objectives must be met in the final design and project proposal:

These factors should be taken into account when designing the site transformations:

•

• • •

•

Design a new specialized medical zone that transitions from services that front on the residential neighborhood, to research, to hi-tech bionics manufacturing that is supported by the industry and shipping facilities located north of the site Create a combination of facilities including a hospital, clinics, a wellness center and hotelling facilities to support international business. Incorporate labs, testing centres and commercial offices for local and international medical companies Create a high-tech, advanced production facility that has connection to the shipping yards and airport, while supporting the research and services offered on site Establish an interface between the adjacent residential community and proposed special medical facilities that accommodates local, regional and global users

• • • • •

Existing transportation and distribution networks that connect the site to local and regional destinations City of Mississauga Official plan Current and future high-tech medical industries and research that can be accommodated within the site Existing land uses and hydro corridor Adjacent communities, businesses, organizations and community services Proximity to the Pearson International Airport and the CP intermodal shipping yard

TARGET AUDIENCE The final proposals should consider and cater to the following key demographics and target audience: • • • •

Medical industries and bionics Existing residents 8-80 Educational institutions Potential patients

Landscaping & Open Space Requirement: x0.3 Site Density: x2.0 Coverage • • • •

Hospital: 0.2 Medical Research Industrial: 0.6 Office: 0.1 Retail: 0.1

Responsive Buildings 108

109 Toronto International Charrette The Hearn Generating Station Sits Vacant and Dilapidated - Image by Peaceful Pixel

INDUSTRIAL DISTRICTS SITE 03

THE HEARN

The Hearn is a decommissioned electrical generating plant that is located within the Port Land site of the waterfront communities. This area was formerly dedicated to industrial uses to serve Toronto’s distribution networks through the Great Lakes, which connects it to other major cities including Montreal, Chicago, New York City and beyond. The site itself is surrounded by natural features, including the Martin Goodman waterfront trail, the outer harbor of the City of Toronto, and is in close proximity to the mouth of the Don River. Today the Hearn sits empty after being decommissioned in 1983. Most of the equipment, which managed the distribution of electricity to residents of Toronto has also been removed, leaving behind 23 million cubic feet of space. Remaining a land mark in the Port Lands with art deco architectural detailing and a 1000 foot tall smoke stack, this building must undergo extensive renovations in the near future or risk being torn down due to neglect and deterioration over time.

FUTURE VISION: As this site is intensified over the next few decades, it is crucial that the economic presence of industry and manufacturing be rethought and adapted to keep up with the technological transformations occurring within our society. The Hearn should be reimagined through the lens of economic development and social/environmental sustainability to create a new live/work district and “maker community” incubator. This aligns with the City of Toronto’s objectives to re-shore smart manufacturing and support the growth of emerging high-tech economies, while creating a new destination within the City and the Region.

GREATER SITE CONTEXT With Waterfront Toronto, and the City of Toronto seeking redevelopment of the Port Lands in the near future, planning has been underway to envision the future of this valuable property. The Port Lands is a 400 hectare (988acre) district bounded by the Keating Channel/Don River and Lake Shore Boulevard in the north, the Toronto Inner Harbour in the west, Ashbridges Bay in the east and Lake Ontario and Tommy Thompson Park in the south. With extensive waterfront access and close proximity to the existing downtown core, there is a tremendous opportunity to transform this area into a key asset for the City and greater region. An award-winning framework has already been established for the Lower Don Lands, which is seeking re-naturalization of the mouth of the Don River and envisions a sustainable, mixed-use community that is reconnected to the fabric of the City. Aligning with this vision, a planning framework is currently being developed by the City of Toronto and Waterfront Toronto that builds on momentum from the Port Lands Acceleration initiative adopted by City Council in 2012.

Responsive Buildings 110

PROJECT BRIEF

THE HEARN

Proposed Port Lands Development

Hearn Generating Station Interior

Hearn Generating Station Exterior

PROJECT BRIEF PROJECT VISION 2020 – Imagine a smart, new, sustainable industrial “maker” hub and live/work community 2035 – This site will transform into larger scale production and incubation centre for small businesses, making it a regional hub for tech-driven advanced manufacturing

PROJECT MISSION Repurpose the Hearn to reinvigorate industry within the Port Lands site while stimulating new economies and providing a place for people to live, work, learn and play. This should be a destination place for people within Toronto and the greater region and have the capabilities to respond to changing economies. This should provide tech-driven manufacturing businesses with state of the art facilities to learn and grow, while also accommodating living, leisure and commercial opportunities.

111 Toronto International Charrette

OBJECTIVES

CONSIDERATIONS

The following objectives must be met in the final design and project proposal:

These factors should be taken into account when designing the site transformations:

•

• •

Design a new future for the Hearn that includes a smart manufacturing hub, residences, commercial storefronts to showcase and promote local products, and programmable public space for leisure and events Connect the site to the larger context of the Waterfront communities and proposed transit investment to ensure it is accessible and integrated into local and regional transportation networks Propose new uses for the waterways that surround the Hearn to promote innovative ways of moving goods and people Create an interior atrium that allows light to penetrate the live-work studios and acts as a semiprivate space that is accessible by new residents and the public

• • • •

Waterfront Toronto’s vision for the Lower Don Lands, and Port Lands site including projects that have been proposed and are under development Planned TTC expansion, particularly the LRT expansion which is proposed to run along Cherry St. and connect to Queens Quay Emerging smart industries and creative economic sectors City of Toronto Official Plan Existing recreational networks and natural systems, including the waterfront trail, connection to the Don Trail and Don River

TARGET AUDIENCE

PROGRAM REQUIREMENTS

The final proposals should consider and cater to the following key demographics and target audience:

Below are program requirements associated with site density that should be considered in site planning. Note, the percentage of recommended usage should be calculated using the suggested coverage.

• • • •

Entrepreneurs and young professionals 18-35 Local & Global business owners and investors Existing Toronto residents 8-80 Technology sector innovators

Landscaping & Open Space Requirement: x0.15 Site Density: x3.0 Coverage • • • • •

Maker Fab Lab: 0.05 Live Work Studios: 0.6 Recreation: 0.2 Atrium: 0.1 New Port: 0.05

Responsive Buildings 112

113 Toronto International Charrette Heartland Town Centre Clock & Cellular Tower - Image by Taku

INDUSTRIAL DISTRICTS SITE 04

HEARTLAND TOWN CENTRE Heartland Town Centre is a typical big-box complex, with 163 stores and services and over 2 million square feet of space situated on a large parcel of land located in northMississauga. Their slogan “Everything you need is here!” demonstrates the approach of this town centre to create the ultimate shopping experience for users. GREATER SITE CONTEXT The site is bordered by a combination of uses, including residential and recreational uses to the east and south, and industrial uses to the north and west. It is also in close proximity to two major arterial roads that provide local and regional mobility; Highway 401 and Hurontario Street (Highway 10). Another major local arterial road – Mavis Rd. – runs north-south site through the site, which allows for easy site accessibility by car. The site can also be accessed via local bus networks offered by Mississauga Transit (MiWay).

FUTURE VISION: As Mississauga continues to focus on intensification and investment in areas that are aligned with transit expansion, the Heartland Town Centre should be rethought to provide new uses for the City and Region. While it is already a shopping destination within the region, it should be viewed as an opportunity for multi-use development and interesting recreational uses that can enhance its attraction.

Located in an area that is primarily industrial and caters to large-scale distribution, it is also in proximity to what was formerly the Britannia Landfill and is now a golf course. With intensification focused on areas including the Mississauga City Centre, Dundas St. Corridor, Lakeshore and Burnhamthorpe Rd., there is a clear direction to move toward more compact urban form that aligns with transit investment. This re-centralization of density to urban areas will affect the future viability of big-box stores and malls and is the reason Heartland can be looked at as a model for transformation.

Responsive Buildings 114

PROJECT BRIEF

HEARTLAND TOWN CENTRE

Typical Heartland Centre Commercial Strip

Heartland Centre Parking Lot

PROJECT BRIEF PROJECT VISION 2020 â&#x20AC;&#x201C; Transform the site to prepare to host the World Expo in 2025, while remaining fully operational from 20152024 2035 â&#x20AC;&#x201C; Repurpose the site after the World Expo to create a new style of neighbourhood that incorporates pedestrian oriented design principles to increase accessibility

115 Toronto International Charrette

PROJECT MISSION The Heartland Town Centre should be rethought to provide new uses for the City and Region. While it is already a shopping destination within the region, it should be viewed as a multi-use attraction that can provide a possible home to the 2025 World Expo. The future planning for the site should allow for transition into a functional mixed-use neighbourhood and continued attraction for local, regional and global users.

OBJECTIVES

CONSIDERATIONS

The following objectives must be met in the final design and project proposal:

These factors should be taken into account when designing the site transformations:

•

• •

• • • •

Transform the abundance of parking lots into new uses that accommodate additional expansion of site amenities Establish a series of plazas, park spaces, pavilions/ convention space and concessions that can accommodate a World Expo in 2025 Create a more walkable and accessible site that is connected to local transit and utilizes pedestrian oriented design principles Design Canada’s pavilion and headquarters for Expo 2025, and envision how the site will function before and after the event Connect the site to local and regional transportation networks to increase accessibility in anticipation of Expo 2025

• • • • •

City of Mississauga Official Plan Metrolinx Big Move transit planning for Mississauga including the 403 Rapid way and proposed BRT, which is under construction Former Britannia Landfill and potential energy that can be captured from the site City of Mississauga zoning restrictions and zoned use for the site Existing Mississauga Transit (MiWay) bus routes and stops World Expo requirements Partnership opportunities reduce the need for municipal, provincial and federal funding subsidies

TARGET AUDIENCE The final proposals should consider and cater to the following key demographics and target audience: • • • •

Local business owners and land owners Adjacent residents 8-80 City of Missisauga and regional community residents ages 8-80 Regional and global tourists

Plaza Spaces: 0.2 Park Spaces: 0.2 Pavilions & Convention Space: 0.4 Expo 2025 Headquarters: 0.1 Concessions: 0.1

Responsive Buildings 116

CREDITS & THANKS GEORGE BROWN COLLEGE FACULTY OF ARTS & DESIGN • • •

Luigi Ferrara, Dean of Arts & Design Elise Hodson, Chair of Design Trent Scherer, Chair of Performing Arts

IWB CHARRETTE TEAM • • • • • • • • • • •

Chris Pandolfi, Academic Coordinator Lori Endes, Special Projects Coordinator Robert Giusti, Special Projects Associate Evelyne Au-Navioz, Special Projects Associate Apostolo Zeno, Special Projects Associate Graeme Kondruss, Special Projects Associate Lucia Piccinni, Special Projects Associate, IwB Magda Sabat, Research Associate, IwB Ginny Chen, Graphic Designer, Special Projects Associate, IwB Gary Hanrahan, Project Associate, IwB Carrie Gaetz, Project Associate, IwB

ACADEMIC PARTNER FACULTY • • • • • • • •

Connie Wansborough, Professor, StudioLab Program, GBC Claudio Testa, Head of Architectural Technology, KEA Judith Gregory, Program Coordinator, Graphic Design & Design Management, GBC Marco Grassi, Office of the Dean, School of Architecture, Politecnico di Milano Marlene Slopack, Professor, Architectural Technology, GBC Martin Felson, Principal of UrbanLab, Professor Illinois Institute of Technology’s College of Architecture Raffaella Colombo, Professor, School of Architecture, Politecnico di Milano Yrsa Søgaard Gregersen, Head of International Relations, KEA

CHARRETTE ADVISORS • • • • • •

Alan Duggan, Principal Associate of Building Engineering Group, Arup Alistair Vaz, Architectural Designer, Cannon Design Andrew Jordan, Graphic Designer, IwB Alumni Antoine Belaieff, Director of Innovation, Metrolinx Apostolo Zeno, Special Projects Associate, IwB Arlene Etchen, Senior Research Consultant, CMHC

• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

Carolyn Woodland, Director of Planning & Development, TRCA Christopher Pandolfi, Director & Professor, Department of Unusual Certainties, Institute without Boundaries Connie Wansborough, Professor, StudioLab Program, GBC Connor Malloy, Principal, Supernormal Daniel Fusca, Stakeholder Engagement, City of Toronto Daniel Karpinski, Owner, Daniel Karpinski Architecture David Fitzpatrick, Special Projects, Office of the Chief Planner, City of Toronto Elise Hodson, Chair of Design, GBC Evelyne Au-Navioz, Special Projects Associate, IwB Gavin Baxter, Owner & Founder, s.h.e.d., Technical Manager at Skookumchuck Pulp Inc. Gordon Peteran, Professor, OCAD U Graeme Kondruss, Special Projects Associate Louise Holloway, Visual Communication, ECV Luigi Ferrara, Dean of Arts & Design, GBC Lori Endes, Special Projects Coordinator Jamie Black, Marketing & Communications, Quadrangle Architects Josh Fullan, Office For Responsive Environments Judy Josefowicz, Culture, Arts, Media & Education Kar Yan Cheung, Designer, Bruce Mau Design Kristina Ljubanovic, Designer & Founding Partner at Bespoke Cultural Collective, IwB Faculty Magda Sabat, Research Associate, IwB Matthew Browning, Transportation Consultant, Arup Matthew Kelling, IwB Alumni Marco Grassi, Office of the Dean, School of Architecture, Politecnico di Milano Mark Guslits, Founder & Principal, Mark Guslits Associates Mark Salerno, District Manager (GTA), CMHC Marlene Slopak, Professor, Architectural Technology, GBC Martin Felson, Principal of UrbanLab, Professor Illinois Institute of Technology’s College of Architecture Miles Keller, IwB Faculty and Principal, Dystil Monica Contreras, Architect, Director, DFI Implementation, IwB Faculty, OCADU / GBC Parastou Saberi, Faculty of Environmental Studies, York University Paul DeFreitas, Strategic Solutions Consultant, Institute without Boundaries Raffaella Colombo, Professor, School of Architecture, Politecnico di Milano

CREDITS & THANKS • • • • • • • • • • • •

Roberto Chiotti, Principal, Larkin Architect and IwB Faculty Robert Cram, Heretical Objects Cooperative Robert Giusti, Special Projects Associate, IwB Robyn Polan, Designer, Normative Sergiu Oprise, Senior Associate, Cannon Desigm Susan Speigel, Architect, Professor, Susan Speigel Architects, Institute without Boundaries Vinutha Shanmukharadhya - IwB Alumni Warren Price, Urban Designer & Partner, Urban Strategies, and IwB faculty Wayne Olson, Preident, ADC Development Consultancy Wendy Gold, IwB Faculty and Founder, Open City Xavier Massé, Art Director & Faculty, Relay Experience & IWB & ADD Yrsa Søgaard Gregersen, Head of International Relations, KEA

SPECIAL THANKS • • • • • • • • • • • • • • • • • • •

Arup Canada and Mortgage Housing Corporation Cannon Design City of Toronto Planning Department and Economic Development Dublin Institute of Technology ECV, Paris Greater Toronto Airport Authority Illinois Institute of Technology KEA, Copenhagen Metrolinx Ontario College of Art & Design, University (OCAD U) Parsons DESIS Lab, NYC Politecnico Di Milano Toronto Community Foundation Toronto and Region Conservation Authority IwB Faculty and Workshop Leaders Jennifer Keesmaat, Chief Planner, City of Toronto Rahul Bhardwaj, President & CEO, Toronto Community Foundation Richard Macintosh, Sustainability Discipline Leader Buildings, Mott MacDonald Canada

PANELISTS • • • • • • • • • •

Barry Sheehan, Head of Design, Dublin Institute of Technology Eduardo Staszowski, Coordinator, Parsons DESIS Lab, New York City Judith Gregory, Program Coordinator, Graphic Design & Design Management, GBC Louise Holloway, Professor, School of Visual Communication, ECV, France, Creative Director of IdeasImagesAnswers Marco Grassi, Office of the Dean, School of Architecture, Politecnico di Milano Mark Guslits, Founder & Principal, Mark Guslits & Associates Marlene Slopack, Professor, Architectural Technology, GBC Martin Felson, Principal of UrbanLab, Professor Illinois Institute of Technology’s College of Architecture Monica Contreras, Architect, Director, DFI Implementation, IwB Faculty, OCADU / GBC Xavier Massé, Art Director & Faculty, Relay Experience & IWB & ADD