Building Strategies - Fall 2008 by MediaEdge

Providing Greater Value to Construction Project Design & Delivery

Sustainable Design

MMM Group's New Headquarters

Fall 2008

GL AHOLT LLP

CONSTRUCTION LAWYERS www.glaholt.com

Providing Greater Value to Construction Project Design & Delivery

Contents 18 HVAC Case Study

Variable Refrigerant Flow System Does the application of Green Technologies always result in increased HVAC capital costs?

21 Project Profile

University housing goes green Developers, designers succeed in mission to obtain LEED Platinum for the West Village Student Condominium.

News 8

Health & Safety Corner

Environmental Space MMM Group’s mission is finding solutions to protect the environment. It has applied those principles to its new Markham building.

36 Construction News

(Sponsored by: The TRH Group) 10 Zero Tolerance and Potential Fines for Breaching New Re-Employment Obligations

Photo contest For the first time in its CSSBI history, members have presented photos of their absolute best projects. Check out the winners.

38 Product Showcase

The latest in security from Stanley.

New angled walls from DIRTT

Protecting concrete

New mapping software from VuMap

Editorial 6 D esign and construction more than simply bricks and mortar

28 Planning and Development

The environmental, technological and communication systems that have been incorporated in MMM Group Limited’s new Markham office are as leading edge and detailed as those it recommends and installs for its own clients.

Legal Corner (Sponsored by: Glaholt LLP) 12 No Intent, No Lien, No Problem?

Environment Corner (Sponsored by: TRI-PHASE Environmental) 14 Evolving technology meets changing needs of Canadian wetlands

Engineering Corner (Sponsored by: Manulife Financial) 16 Movin’ Up! campaign encourages licensure as an engineer in Ontario

18 26 Building Strategies Fall 2008

Editorial

Design and construction more than simply bricks and mortar

“T

he process of bringing a project, whether it’s a 35-storey office tower or a sewer line, from concept to completion has never been easy. In these times of economic uncertainty, climate change, and concerns about the future, that process is even more complex. The fairly fast embrace of LEED and other green building ratings system demonstrates the design and construction professions are up to the challenge. Still, design and construction is more than simply coming into a community, developing a project and then leaving. Urban renewal, the need for new engineering practices, and overall impacts on communities are some long-term issues that need consideration. That point was driven home at several different conferences in Toronto this fall. Two speakers were outstanding: Engineers Canada chief executive officer Chantal Guay and Washington-based Storm Cunningham, the author of The Restoration Economy and CEO of Restoration Fund, LLC, a firm that helps communities revitalize their economy, environment and quality of life. The theme of his speech was that a co-operative co-ordinated approach by developers, contractors, municipalities, residents and other interested parties can rebuild communities, redevelop polluted land, restore dilapidated structures and revitalize local economies. As an example, he cited a major project in Noisette South Carolina where the city and

the private sector are restoring abandoned U.S. Navy yards and two local creeks which had been long neglected and polluted by both the navy and industry. At the conference where Guay spoke renewal and restoration of Canada’s infrastructure was the focus. But she went beyond simply calling for more government money to usher in that renewal. Not only are the nation’s roads, bridges, sewers and other civil engineering structures aging, they are increasingly vulnerable to deterioration from climate change. That threat demands innovative engineering solutions, said Guay, who asked the audience of engineers and planners to welcome new policies, standards and design practices needed to meet the climate change crisis. Her comments were part of a presentation on the achievements and goals of the Public Infrastructure Vulnerability Committee, a joint government and engineering profession task force currently conducting an assessment of the vulnerability of infrastructure to climate change with the goal of recommending building code and engineering design standard changes. Cunningham and Guay were just two of the well-qualified and insightful professional guest speakers at the Toronto conferences. Those conferences were excellent opportunities to learn where design and construction is headed and why.

Providing Greater Value to Construction Project Design & Delivery

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Building Strategies Fall 2008

News Morrison now president of ACEC Jeff Morrison is the new president and chief operating officer of the Association of Canadian Engineering Companies (ACEC), the national body that represents the country’s independent consulting engineering firms. Before assuming the position this summer Morrison was executive director of The Road and Infrastructure Program of Canada (TRIP Canada) and also director of government relations and public affairs for the Canadian Construction Association (CCA). Before joining the CCA in 2000, Morrison was public affairs officer for the Association of Universities and Colleges. Previously he had worked for several Members of Parliament in various communications, policy, and research roles. In addition to his professional career, Morrison has also been active in many volunteer nonprofit positions. In 1988, at the age of 18, he organized the firstever Elliot Lake Terry Fox Run for cancer research. In 2002 he co-founded the Ottawa “Hockey Helps” charity series and the same year also became a “Joints in motion” team member for the Arthritis Society. In 2005-06 he was an active fundraiser for Operation Go Home, an Ottawa-based charity, and recently joined the board of directors of the Centretown Community Health Centre in Ottawa.

New COCA president promoting association’s value The last few months have been both challenging and exhilarating for Ian Cunningham, the new president of the Council of Ontario Construction Associations (COCA).

Ian Cunningham

“It’s been an incredibly exciting and energetic time,” said Cunningham in an interview conducted just a few weeks after he assumed the president’s position in August. The 61-year-old Oakville resident does not have a background in construction. Rather it’s his strength as an experienced association executive that he brings to the role. He spent many years in senior management with the Ontario Chamber of Commerce and the Mississauga Crime Prevention Association, his last position. His areas of expertise include strategic planning, board governance, strategic partnerships, government relations, public affairs, financial oversight, and staff and volunteer leadership. “I’ve spent 20 years as a leader in association work and, if you add previous volunteer work, it’s been 30 years.” During the nine years he spent as head of the Chamber of Commerce’s policy division, he became an expert on international trade and tourism. It was during this period that he also forged ties with COCA and worked very closely with it on matters of joint importance such as Occupational Health and Safety and the WSIB. Cunningham had been retired for about a year when he learned COCA was searching for a new president. “I had become bored and was taking stock of myself, so I threw my hat into the ring and feel very fortunate to have been selected.” Not unlike the Chamber of Commerce, COCA is an association of associations, says Cunningham, who has been conducting a whirlwind tour of meetings with those organizations to obtain input on local concerns as well issues that impact the construction industry on a province-wide basis. “Our main purpose, as best I understand, is to act as an advocate for our members on issues such Occupational Health and Safety and WSIB rates and to carry that message forward to governments.” “We also have to demonstrate what value COCA brings to our membership,” says Cunningham who already met with the Grand Valley Construction Association when interviewed and was in the midst of planning visits to Barrie and Ottawa to meet with the respective associations in those cities.

Building Strategies Fall 2008

Acknowledging it took awhile to “get up to speed” when he first became president, construction professionals have been more than willing to provide advice and receives daily briefings on an array of issues from COCA’s government relations vice president David Zurawel.

New OBEC Executive Director Paul Johannesson A.Sc.T., BSSO, President of the Ontario Building Envelope Council is pleased to announce the appointment of Bruce D. Taylor BSSO to the position of Executive Director of OBEC. As the Executive Director, Mr Taylor will report to the Board of Directors with the prime responsibility for the implementation and execution of both the Business and

Bruce Taylor

Marketing Plans as well as the day to day activities of OBEC. Mr Taylor brings to OBEC extensive experience and knowledge in business management and marketing having held a variety of positions in the architectural precast concrete, curtain wall and metal wall panel industries. Until his recent retirement from The Res Group of Companies, Mr Taylor performed extensive volunteer association work with the Canadian Precast/Prestressed Concrete Institute. In keeping with Mr. Taylor’s passion for teaching and mentoring the construction industries future, he will continue with his parttime teaching of architectural students at Humber College School of Applied Technology. The Ontario Building Envelope Council (OBEC) is an organization that focuses on the pursuit of excellence in design, construction and performance of the building

envelope through disseminating technical information to, and the education of, practitioners of Building Science. BSSO® (Building Science Specialist of Ontario) is an accreditation by OBEC for those members that have demonstrated their high level of education and understanding in the field of building science.

Eco Certified Concrete Facility Program Unveiled As part of an effort to position concrete as a green, sustainable product the Ready Mix Concrete Association of Ontario has launched North America’s first-ever Eco Certified Concrete Facility program. The association’s sustainable development and environment committee, comprised of owner members and environmental engineers, developed the program in consultation with the Ontario Ministry of Environment. Under the voluntary certification program concrete facility operators can assess their compliance with environmental requirements such as recycling, water use, waste chemical management, energy conservation and materials reduction. Similar to LEED, the program has five categories with seven sections and a concrete facility will have to obtain a minimum number of points in each section and comply with the described regulatory items identified. The categories are sustainable sites, water efficiency, materials and resources, energy and atmosphere, and innovation and design. An independent third party consulting engineering firm will have to audit a facility before certification is approved, says association president John Hull.

First ever LEEDCS certification in Canada awarded The new $2-million 24,000-square-foot Collaborative Structures Limited headquarters in Cambridge has become the first LEED-CS (Core and Shell) certified building in Canada. Waterloo-based Enermodal Engineering was the LEED consultant, with architectural design by Tacoma Engineers Inc., Guelph. CSL was its own contractor.

A variety of energy and water saving measures were utilized and the design team paid particular attention to the building envelope, says Enermodal president Stephen Carpenter. Insulated concrete forms (ICF) were used for the perimeter walls, while the mechanical system features high efficiency gas heating/cooling rooftop units. An energy recovery system captures heat and humidity from exhaust air for pre-heating ventilation air in the winter and during the summer this same system removes heat and humidity from in-coming air before it is conditioned for indoor ventilation. The effective building envelope combined with the mechanical system resulted in 41 per cent annual energy savings. This is in addition to a 56-per cent potable water savings from water conserving fixtures such as low flush faucets. More than 35 per cent of the building materials, including concrete and concrete block, gypsum board, and asphalt, were sourced locally, thus contributing to the certification, says Carpenter. LEED-CS is distinguished from LEED-NC (New Construction) by the fact that, although a LEED-CS building is an entirely new structure, the developer does not occupy the entire building and therefore can’t ensure leased space will meet LEED standards. In other words, the “core and shell” of the building achieves LEED, but the whole interior may not. While Collaborative Structures Limited occupies approximately 45 per cent of the building, it has created a landlord-tenant agreement with guidelines that cover topics such as light pollution, lowtoxicity building materials and cleaning products, recycling, and construction waste management:

North America's largest ecobusiness zone on over 12,000 hectares of industrial land surrounding Toronto Pearson International Airport. With an estimated 12,000 businesses employing 355,000 people, it is Canada’s largest employment area. Initiated by the Greater Toronto Airports Authority and Toronto and Region Conservation, the project is designed to substantially improve the environmental practices of those businesses. A business-led steering committee in partnership with those two organizations will be working to deliver programs and services such as co-ordinated green building

retrofits, greenspace expansions, stormwater improvements and harmonization of municipal eco-development policies. Funding for those programs will be provided by the airports authority over a seven-year period. At the heart of the program is a strategy document which was prepared by the conservation authority with the assistance of a $150,000-grant from Peel Region, planning input from the region and the area’s three other municipal governments—the cities of Brampton, Mississauga, and Toronto—and the support of 200 businesses. The eco-zone was officially launched in early October at a gala event at the airport which

attracted several provincial and municipal politicians, airport and conservation officials and about 200 invited guests. “Partners in Project Green is really the first large-scale effort at addressing climate in a renewal setting,” said Toby Lennox, vice-president of communications for the airports authority. “It’s also significant because it takes an integrated approach. It doesn’t just focus on energy and waste management issues—as important as they are—it also looks at green space improvements, employee health and productivity and ultimately green jobs.” B

North America’s largest Eco-Business Zone launched Canada’s largest airport and employment area will be going green will the official launch of Partners in Project Green: A Pearson Eco-Business Zone. The project aims to develop Building Strategies Fall 2008

Workplace Health & Safety Corner

Zero Tolerance and Potential Fines for Breaching New Re-Employment Obligations On September 1, 2008; the Workplace Safety and Insurance Board’s (WSIB) revised Re-employment Obligations were approved and will come into effect April 15, 2009. Following its introduction, construction employers will be faced with the WSIB’s new policies, including zero tolerance and potential fines for employers that breach their re-employment obligations.

SIB has re-defined the employer’s re-employment obligations; the core value is based on Threshold, Duration, Employer Requirements and Employee Requirements. Although the standard time limitations remain the same; being 2 years from the accident date or one year from the date the worker returns to his/her pre-accident essential duties. Threshold – Your obligations start at the time when a work related incident is reported. Following Notification of an incident, the construction employer must offer the first available job that is consistent with the workers medical ability to return to work, based on the Functional Abilities Form. Duration – The duration of modified work will be determined on a case by case basis on its own merit and with the ruling made by the WSIB medical staff. However, greater emphasis will be placed on the time frame that a worker is on modified work duties and has yet to return to their pre-accident job. The goal is to put the worker back to his pre-accident job description and restore the workers' pre-accident earnings. Employer Requirements - Most employers in the construction sector have a very difficult time offering suitable modified work due to the labour intensive nature of the industry and physical demands of the job itself. The employer must place greater emphasis on health and safety in the workplace to ensure that preventive measures are in place, i.e. Risk Management. Employee Requirements – The workplace parties must co-operate with each other in the ESRTW (Early Safe Return to Work) program including following the employer’s needs and the doctor’s recommendations. We always advise our clients to mail the WSIB Fact Sheet regarding the Worker’s Obligations and Responsibilities to the injured worker for their awareness at the onset of a reported work related injury.

Building Strategies Fall 2008

Modified Work

The second change in the New Re-employment Obligation’s regarding modified work; the WSIB has now categorized modified work in a three tier system for all construction employers. This system is based on the severity of the injury, as follows; 1. The Essential Duties of the Pre-Injury Job The worker has sustained a minor injury and is capable of performing the majority of his/ her regular work duties. 2. Non-Construction Modified Work – Where modified work duties require the employee to work at a location other than the job site. (ie – office, shop) 3. Modified Construction Work – Where modified work duties require the employee to work at the job site but accommodate the worker’s medical restrictions based on the Functional Abilities Form.

Undue Hardship/Employer

When considering available suitable modified work, the construction employer must keep in mind that the offer of modified duties may not cause undue hardship to the business.

Termination/Lay-Off

When considering a termination or a lay-off of the injured worker the employer must be cognizant of their obligations. The third change to the Re-Employment Obligations describes the new 6 MONTH EXPOSURE prior to termination of a worker. If the construction employer terminates a worker within 6 month from the anniversary date of the incident, they

By Mary-Ann Churchill

may be fined up to the workers net average earnings for one year. In addition to this, the worker will receive a payment in the amount of their net average earnings for one year. This worker’s net average earnings will be an incurred cost on the employers monthly accident cost statements; therefore a twofold penalty. It is important to note that these termination/lay off requirements will also pertain to construction employers that are experience rated under the MAP Program. There are no provisions for employers that pay less than $25,000 in premiums.

Transportation

If transportation is medically required, the WSIB will look at this issue considering; preaccident versus post accident, the worker’s residence, the office/and or job site and depending on the internal travel/vehicle policy of the company.

Utilizing Your Resources

A Physical Demands Analysis is a prudent tool in your preparation of modified work program. The WSIB Standard Restrictions should also be considered when providing suitable modified work to bridge the gap between the time of the injury to the time when the worker first seeks medical attention. The key is offering suitable modified work immediately in order to minimize the financial impact and to ensure “Due Diligence”. Pro-active Claims Management Systems whether internal or supported through a 3rd party paralegal is now more important than ever. B Mary-Ann Churchill is WSIB Paralegal, The TRH Group, www.trh-group.com

Legal Corner

By Keith A. Bannon, Glaholt LLP

No Intent, No Lien, No Problem?

Think again

recent decision of the Divisional Court has eliminated a major hurdle to suppliers access to the trust remedies of the Construction Lien Act. In its decision in Sunview Doors Ltd. the Divisional Court decided that the intent of a supplier to have their materials incorporated into a specific project is not required in order to successfully prosecute a construction trust action. This decision is in direct contrast to the 2001 decision of the Divisional Court in Central Supply Co., which determined that because the intent a supplier to have their materials incorporated in a specific project was a prerequisite to register a construction lien, it was also a requirement of a construction trust action. This recent decision of the Court argues directly against its earlier ruling and, as a result, it has opened the door for many suppliers to use the trust provisions within Construction Lien Act to recover outstanding debts. This development is of significance to suppliers throughout the province for very practical reasons. Many suppliers provide their clients with materials without knowing any details with respect to their final destination. This lack of information not only creates a legal bar to their registration of a construction lien, it also makes it far more difficult to monitor the project and/or their client. A supplier’s detachment from a project often makes them the last to find out that a project has gone bad or that their client has gone under. The remedies provided in Part II of the Construction Lien Act allow a supplier to commence an action not only against their corporate client, but also against the officers, directors, and controlling minds behind that corporate client. Furthermore, unlike a construction lien which must be registered (or given in some circumstances) within forty-five days of a supplier’s final supply, followed by having the action commenced within ninety days of the final supply at the very latest, a supplier has two years to commence a construction trust action. Two essential elements of a construction trust action are: 1. The corporate client of the supplier must breach its contract with the supplier by failing to pay for all or part of the materials supplied; and 2. The corporate client must have been paid for those materials that were incorporated into the construction project.

Building Strategies Fall 2008

Upon being paid for the materials incorporated into the project, the client is in possession of trust funds which can only be paid out in accordance with the Construction Lien Act. Sunview Doors, the supplier in the recent decision of the Divisional Court, was a manufacturer of custom patio doors. Their client Academy Doors and Windows Ltd. placed nine purchase orders with Sunview. Despite the fact that Sunview sold these doors to Academy without having any knowledge as to where the doors were going, they were able to successfully obtain a judgment against Academy and its officers and directors because: (1) they were able to show that Academy had failed to pay for the doors, (2) Academy was paid for the supply and installation of the custom doors to the project, and (3) Academy and its directors conceded that they could not demonstrate that they complied with their

“

Upon being paid for the materials incorporated into the project, the client is in possession of trust funds which can only be paid out in accordance with the Construction Lien Act...

obligations as trustees. In other words, Academy could not show that they had properly distributed the monies to their supplier, which were paid to them for the construction project. Suppliers’ gaining access to this powerful legal tool is of great significance, especially considering the uncertain economic times that we are now facing. However, because there are now opposing decisions of the Divisional Court, suppliers long term use of the trust provisions of the Construction Lien Act will eventually need to be determined by the Court of Appeal. In the meantime, without the ability to register a construction lien, suppliers throughout the province may now make use of the Construction Lien Act to gain access to an equally powerful means to recover their unpaid accounts. B

Keith A. Bannon is a Partner, Glaholt LLP barristers and solicitors

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Environment Corner

By Jim Higgins

Evolving technology meets changing needs of Canadian wetlands

onstructed wetland (CW) technology has evolved rapidly in Canada over the last 30 years. Currently, CWs operate in all provinces and territories from the mouth of the MacKenzie River in the Arctic to southern Ontario. Although they share many attributes with natural wetlands, constructed wetlands are not intended to mimic them, but are instead wastewater treatment (WWT) facilities. They can provide simple, low-cost alternatives to many kinds of conventional mechanical WWT facilities from standard septic leach bed systems for single homes to systems for small communities. Jacques Whitford Limited, a Canadian owned and operated environmental engineering consulting firm, designed a constructed wetland system that has operated successfully at the Edmonton International Airport since 2001. It treats glycol-contaminated storm water from aircraft de-icing operations in colder weather. The Edmonton airport is only one of three in the world with large, subsurface flow (SSF) facilities which treat glycol-contaminated storm water. The others are Heathrow International Airport, London, UK and at the Air Express Airport in Wilmington Ohio. (A SSF wetland is one where the water being treated flows under the surface of a porous substrate such as gravel. It has no open water.) Glycol is used for cold weather de-icing of the aircrafts and a large portion of it ends up in storm water runoff and snowmelt, which can cause pollution problems in neighbouring water sources. Controlling and treating airport runoff is a matter of increasing environmental concern and is now having a major effect on airport design and operation. The sub-surface flow wetland at Edmonton was designed to treat the storm water (to discharge quality) in a natural system which avoids attracting large waterfowl that are incompatible with airport operations. At the time of construction, the constructed wetland was the most advanced technology and the best option for its intended use. However, growing and changing needs

Building Strategies Fall 2008

means that it’s also a critical time for CWs to evolve. Ordinary facilities tend to be relatively large as the mechanical complexity of conventional wastewater treatment facilities is traded for the larger amounts of land they require. For example, the constructed wetland at Edmonton consists of 12 square, gravel-filled cells, each with sides of 47.5 meters arranged in six trains of two cells each. This results in a wetland cell surface area of 2.7 hectares and a “footprint” of 4.5 hectares. As well, contaminant removal from storm water decreases during colder conditions, therefore runoff in winter must be impounded for later treatment. The experts in wetland technology at Jacques Whitford have patented a proprietary new kind of constructed wetland and suggest this new generation system is the answer to those challenges. Engineered wetlands are advanced, semipassive facilities which treat vastly greater amounts of water at higher efficiencies in much smaller wetlands and continue to operate in colder conditions. One kind is the aerated engineered wetland, a proprietary, patented technology known as Forced Bed Aeration. This engineered wetland technology increases treatment capacity despite the challenges posed by the Canadian climate. Air from a small blower is injected below the wetland’s gravel bed,

greatly increasing efficiency, even under the coldest conditions. The water being treated is introduced at the surface and percolates down through the gravel bed counter-current to rising air bubbles, vastly increasing the numbers and efficiencies of the aerobic bacteria which form biofilms between the gravel particles. Jacques Whitford now has plans to use its technology to de-bottleneck and upgrade the constructed wetland at Edmonton’s Airport to provide even better treatment for a greater quantity of contaminated storm water. The improved ability of engineered wetlands to continue to function in cold climates without the need to impound runoff for later treatment is also a significant improvement. Using the best in Canadian technology, engineered wetlands help to significantly reduce the carbon footprint of water and wastewater infrastructure not only at airports, but also for domestic and high strength wastewaters. B Jim Higgins is a senior consultant with Jacques Whitford Limited. Dr. Higgins’ career in the environmental engineering field spans over 30 years and for the last 10 years he has led the Ecological Engineering group at the Burlington, Ontario office at Jacques Whitford. He can be contacted by email jim.higgins@ jacqueswhitford.com or phone (905) 631-8684.

Engineering Corner

By Kim Allen

Movin’ Up! campaign encourages licensure as an engineer in Ontario

s the licensing and regulating body for engineering in the province, Professional Engineers Ontario (PEO) believes comprehensive licensure is in the public interest. Not only does a licence demonstrate its holder has been rigorously educated and is experienced and committed to a Code of Ethics, it also provides the most effective means to make the holder accountable to the public. To help facilitate this PEO introduced a program in May 2007 to encourage engineering graduates and newcomers to Canada to apply for licensure as professional engineers by removing any potential economic hurdles. Under the Engineering Intern Training Financial Credit Program (FCP), international engineering graduates and Canadian university graduates may be eligible to apply free for licensure and be enrolled in the first year of PEO’s Engineering Intern Training (EIT) Program. Normally the application cost is $230. Enrolment in the EIT program is $70 a year. To encourage more use of this program, PEO is launching a province-wide, multimedia advertising campaign called Movin’ Up!, targeting students, new engineering graduates and newly arrived international engineering graduates. We’re also investigating the creation of a multi-tiered licensing program that would officially recognize engineering students and internationally trained professionals when they graduate or arrive in Ontario. To be eligible graduates of programs accredited by the Canadian Engineering Accreditation Board must apply online at www.peo.on.ca/FCP/FCP1.html within six months of the date their degree was conferred. Within this period PEO must also receive: • acceptable academic documents; • an acceptable proof of age document; • acceptable documents proving their status in Canada; • a valid email address for all PEO communications with them; • and a signed declaration of application as per the online Engineering Intern Training Financial Credit Program form.

Building Strategies Fall 2008

International engineering graduates are eligible if they have a bachelor of engineering degree or a bachelor of applied science degree acceptable to PEO and apply online for the program at www.peo. on.ca/FCP/FCP1.html within six months of entering Canada. Within this six-month application window PEO must also receive: • acceptable academic documents; • an acceptable proof of age document; • acceptable documents proving their status in Canada; • a valid email address for all PEO communications with the applicant; • a signed declaration of application as per the online Engineering Intern Training Financial Credit Program form; • and a work experience summary, if the applicant has obtained at least five years of engineering experience since graduation. To help ensure newcomers arrive in Ontario with full knowledge of our licensing requirements PEO allows prospective immigrants to begin the process from outside Canada and to continue the process when they arrive. Our website (www. peo.on.ca) includes information on licensing requirements, application procedures and downloadable application forms.

In addition, PEO grants provisional licences to applicants who have met all the requirements for licensing as a professional engineer except the required 12 months work experience under a Canadian professional engineer. This provides potential employers assurance they are qualified academically and have demonstrated knowledge of the profession’s high professional practice and ethics standards. For newcomers licensure provides the credential recognition that is meaningful to engineering employers. It also demonstrates the holder is prepared to be publicly accountable and abide by the profession's code of ethics, both of which increase the likelihood of being employed in the profession. As a result of PEO’s efforts, the number of applications from Canadian and international engineering graduates has increased from less than 20 to 40 per cent in each category and more than 50 per cent respectively. Our goal is to see these numbers approach 100 per cent to ensure that all qualified applicants are given a fair and equal opportunity to obtain their P. Eng. licence. B Kim Allen is Chief Executive Officer and Registrar, Professional Engineers Ontario

Case Concrete study

Does the Application of

Green Technologies always result in increased HVAC capital costs?

Variable Refrigerant Flow Systems – An Independant Case Study

he continuous drive towards designing buildings and systems that significantly reduce our impact on the environment is pushing the innovation envelop within the HVAC industry. Does the application of ‘Green Technologies’ always result in increased HVAC system capital costs? Mitsubishi Electric is widely recognized as world leaders in the design and application of variable refrigerant flow systems for over thirty years. Even though such HVAC technology has been considered mainstream in both Asia and Europe for over twenty years variable refrigerant flow systems (VRF) are still considered by many as an emerging technology in both the United States and Canadian markets. Given this landscape conflicting or extremely limited market based information is currently available in Canada with regards to how the first costs of variable refrigerant flow systems compare with what is considered the more traditional four pipe chilled and hot water HVAC approach.

Building Strategies Strategies Winter 2008/2009 Summer 2008 18 Building

Case study Variable Refrigerant Flow – The Concept

Variable Refrigerant Flow systems control the amount of refrigerant flowing to individual indoor units. This allows for the use of multiple indoor units of varying capacity and configuration to one single variable speed condensing unit, resulting in simultaneous heating and cooling in different zones, with heat recovery form one zone to another. It is individual comfort control. Variable-speed-drive compressor technology (in the remote condensing unit) dynamically adjusts the system capacity to adapt to building load conditions, working in tandem with linear expansion valves at each indoor unit. The centralized control network ensures precise temperature control within each zone.

“

The life-cycle environmental impact of any mechanical heating and cooling system is directly dependant on the carbon footprint of the energy source, as well as the total system performance characteristics – full and part load – in both heating and cooling modes.

The Environmental Benefits

The life-cycle environmental impact of any mechanical heating and cooling system is directly dependent on the carbon footprint of the energy source, as well as the total system performance characteristics – full and part load – in both heating and cooling modes. ARI studies indicate that a typical HVAC system operates at full load for only 1-2% of its life cycle. More detailed analysis illustrates that the majority of operating hours actually fall in the 40-80% total capacity range when in cooling mode. Mitsubishi Electric’s solution to optimizing system operation and reducing energy consumption is the variable refrigerant flow system that employ’s auto-tuning variable speed drive scroll compressors yielding high part load efficiency while also offering excellent seasonal energy efficiency. This performance optimization is achieved through dynamically matching daily or seasonal building load profiles. The ability to simultaneously heat and cool adjacent zones by energy transfer is another distinct advantage that the Mitsubishi Electric CITYMULTI VRF system has over other conventional approaches to HVAC design. An intermediate distribution compartment (BC Controller) facilitates the transfer of energy from the superheated refrigerant within the cooling zones to the refrigerant conditioning the heating zones. Where simultaneous heating and cooling are required the CITYMULTI variable refrigerant flow two pipe systems can transfer heat rejected from year round cooling zones (such as internal data rooms etc.) to perimeter zones which are calling for heating thereby reducing energy consumption. During shoulder season cycles, where simultaneously heating and cooling are more typical (east/west layouts, solar gain etc.), heat energy can be transferred between zones allowing the compressor to operate at part load (most efficient point of operation) while the indoor units are operating at full load (heating or cooling). City Multi VRF systems typically offer 20-30% annual energy savings compared to

conventional chiller boiler systems and have been installed in a diverse range of new and retrofit applications, including LEED Platinum rated buildings.

The Case Study Parameters

The objective of this case study is to engage an industry recognized independent cost analysis team (AW Hooker – see profile for more details) to undertake a comprehensive first cost comparison through carefully considering the equipment costs, on site labor implications and commissioning costs for a range of HVAC system options as applied to a high efficiency LEED Gold certified commercial office building in Canada.

The Evaluation Team

AW Hooker Associates Ltd were founded in 1975 by Arthur W Hooker to provide superior quantity surveying and cost consulting services from an experienced and talented management team and staff of professional consultants. AW Hooker consultants use specialized knowledge, skills, and experience in a team effort in order to help clients make informed decisions at crucial stages in the development process of construction. For the purposes of this Case Study Mitsubishi Electric Canada worked with a senior consulting team led by Malcolm Yates (PQS CET) whose over 40 years of industry experience, including mechanical design consulting experience, proved invaluable during the development of this detailed case study.

The Costing Analysis Technique

Malcolm Yates and the team at AW Hooker employed the industry recognized elemental costing model to devise comparative cost estimates for multiple air conditions systems. A.W Hooker’s cost control process began with a deliberate gathering and extracting of all project information which might impact cost. The team worked to thoroughly understand each project’s requirements in order to properly interpret the design intent and application. This was followed with a methodical listing, tabulation and quantification process to which current market rates were applied. The result is a definitive cost report that compares the subject systems analyzed to the same level of costing parameters for a realistic and tangible comparative study. This can be relied upon as an objective, third party, independent report that tabulates and clearly identifies the costs of each system for comparative purposes

The Building Template

The base building template for the case study is a 150,000 ft2 high tech, five storey office building designed to meet minimum LEED Gold standards. This building employs the world’s most innovative sustainable technologies to integrate its various internal systems into a highly efficient, cost effective working environment. The integrated systems offer the ability to monitor and micro-manage Building Strategies Fall 2008

Case Concrete study Heating loads are served by high efficiency gas fired condensing boilers except for the air-cooled variable refrigerant flow system where duct mounted supplementary heating elements are utilized. In the case of the water-cooled variable refrigerant flow system a reduced size of gas condensing boiler plant is provided to inject heat into the condenser water loop as required. The design cooling load for the building is approximately 375 tons and peak heating load 6000 MBH. Minimum ventilation air is provided by a standalone make up air unit with separate exhaust in each case to provide the ASHRAE recommended fresh air levels and air change rate within each conditioned zone.

The Capital Cost Analysis

air quality, heating and ventilation, lighting, water usage and storm-water recycling. In this instance tenants will enjoy independent monitoring of their individual spaces to better regulate their specific needs.

The Mechanical System Comparison

The case study considered six (6) mechanical heating and cooling system configurations for the template building as can be summarized in the following: • Air-cooled Chilled Water System c/w VAV Distribution System • Air-cooled Chilled Water System c/w Under Floor Air Distribution System • Air-cooled Variable Refrigerant Flow System • Water-cooled Chilled Water System c/w VAV Distribution System • Water-cooled Chilled Water System c/w Under Floor Air Distribution • Water-cooled Variable Refrigerant Flow System

The average installed capital cost for the air-cooled systems (chilled water and variable refrigerant flow system options) was estimated at $41.96 / ft2. The installed capital cost of the high efficiency aircooled variable refrigerant flow simultaneous heating and cooling system was 5% lower than this average. Similarly the average capital installed cost for the water-cooled (chilled and variable refrigerant flow systems) was calculated at $44.96/ ft2. The installed capital cost for the high efficiency water-cooled variable refrigerant flow simultaneous heating and cooling system was typically within 10% of this value – the acknowledged margin of error attributed to the elemental costing technique. The on site commissioning cost for the two pipe simultaneous heating & cooling VRF air or water-cooled system was over 50% lower than the equivalent costs for any of the chilled water four pipe system design proposals. Capital Cost analysis is of course a fundamental initial consideration for any developer however building owners must adopt a long term perspective considering the life cycle impact initial capital cost driven design decisions can have.

Life-Cycle Cost Analysis – A European Perspective

The most comprehensive real-world life-cycle analysis of variable refrigerant flow system performance come from Europe, where such technology has been considered mainstream for over 20 years. In 1998, an Italian bank, Unit Credit Banca, conducted energy retrofits on fourteen of its facilities. The capital projects team decided to retrofit 50 percent of the facilities with chiller/boiler four-pipe systems, and the remainder with VRF heating and cooling systems. Initial costs for both systems were similar, given the trade off ’s between system design, on-site project management, mechanical infrastructure costs, and installation and commissioning time. Once in operational, the applications using the variable refrigerant flow systems consumed on average 35 percent less energy annually for heating and cooling. Annual maintenance costs were estimated to be 40 percent lower for VRF systems when compared to the chiller/boiler four pipe installations.

Conclusion

Comparing the total capital cost (equipment costs, installation and commissioning time on site etc.) of high efficiency innovative heating and cooling systems such as CITYMULTI variable refrigerant flow technology, to more conventional HVAC systems can offer a more definitive insight into the actual cost of ‘going green’ when applying mechanical HVAC systems to new build applications. CITYMULTI VRF technology can be applied to multiple building types and operations in both new and retrofit scenarios. Variable Refrigerant Flow systems yield significant operational cost benefits as well as capital cost parity or better. Going green is easier than you might think and Mitsubishi Electric are at the forefront in leading this shift in building system design as we continually strive to reduce our collective environmental impact. B

If you have any comments regarding this article or would like to find out who your local VRF expert is do not hesitate to contact the Mitsubishi Electric commercial HVAC team at (905) 475-8989.

Building Strategies Fall 2008

Project Profile

West Village Student Condominium Project By Irwin Rapoport Located one kilometer from Hamiltonâ&#x20AC;&#x2122;s McMaster University, the West Village Student Condominium Project is by far the largest of eight LEED Platinum certified structures in Canada. The $20 million, 19,300-square-metre structure consists of two nine-storey towers that include 107 units housing 450 students. Building Strategies Fall 2008

Project Profile

here was a real need for offcampus housing in Hamilton,” says Robert Manherz, President of Dundurn Edge Developments (DED), the firm that developed, built and owns the West Village project. “There had been a lot of problems with students moving into single-family dwellings.” While the decision to go LEED was determined within the first month of the design process, Manherz had already decided to build a green/sustainable building based on the construction of his cottage several years earlier. The design of the house emphasized energy efficient lighting and minimizing power consumption. “When we did an analysis of what we were trying do versus what the requirements were for LEED, we were right on the border between Gold and Platinum,” he says, “so why not go for Platinum?” While there were no direct federal or provincial incentives to build LEED, both levels of government each covered 25

Building Strategies Fall 2008

percent of the cost for the solar thermal array installed upon the roof. LEED construction has provided many financial benefits to Manherz. “In terms of the value of the building, it has already compensated for the incremental costs that we incurred for the LEED construction,” he says. “On the returns based on savings of energy, it’s probably in the seven to 10 year range.” Having been operating for more than a year, Manherz notes that the investment in energy saving technology is paying off. “In terms of water savings,” he says, “we are spending about 36 cents per-person per-month for water, which translates into about $200 permonth on water bills for the whole buildings and there are 450 people living there. By

“

comparison, my house uses $12 per person per month. Effectively we are using about 14 liters of water per-person per-day, which is basically three or four toilet flushes. We spent about $40,000 on gas and $85,000 on electricity last year - it works out to about $1,000 of utilities per-apartment, per year.” Hamilton-based R.F. Lintack Architects Inc. received the commission to design the building in the spring of 2005. “It was a good challenge because this was our first LEED building,” says architect Rick Lintack, President of the firm. “As opposed to conventional buildings, the mechanical/ electrical systems are integrated more with the architectural design.” The units range from three to five bedrooms, based on a T-shaped floor plate

LEED stipulated that we had to do several things like solar domestic hot water heating

Project Profile that has double-loaded corridors that connect at the elevator banks. The integrated design team brought together several consultants. The final design was agreed upon six months later. “It was a good learning experience for everybody,” says Lintack, who notes that everyone involved gained a tremendous amount of knowledge on LEED design and the requirements needed for each level, as well as some tried and true technological applications and formulas that can be applied to most LEED structures. “Everyone plays a role in securing LEED points and you have to start the process right from day one before you put pencil to paper,” he adds. “You have to get together with your team and client and basically go through the list from beginning to end in terms of how many points you can achieve. This influences the design. For example, you might be coming up a little bit short for the level that you are trying to achieve and you need to put extra emphasis on other areas.” FastForm Concrete supplied the insulated concrete forms manufactured, a product by Nudura (www.nudura.com), that formed the exterior walls of West Village. The system, which is airtight, is based upon two layers of expanded polystyrene with a concrete layer between them that maximize heating and cooling. “The process is unique in that there is a plastic strip molded inside these forms on eight-inch centers that act like studs so that the drywall interior simply screws to the inside base,” says Archie Duiker, President of FastForm. “Nudura ICFs are very quick to install. We started on the ground floors in

“

NUDURA® Corporation is an Insulated Concrete Form (ICF) manufacturer. This product can successfully be used in commercial applications such as office buildings, schools, agricultural buildings and apartments. Use can reduce energy bills by up to 70%, substantially reduce construction time and contribute valuable LEED points.

the project to work with Kappeler Masonry on-site ensuring that the project was going together correctly,” says Duiker. “We have a LEED certified contractor on staff that knows how to maximize the number of LEED points you can acquire for each project. To ensure LEED points, it was required to breakdown the content of building materials and for the ICFs, FastForm had to show the percentage of each form by weight, including the plastic ties and calculate the fuel used in the manufacturing process and for the transport from the plant to the construction site. “We also had to prove the recyclability of the products,” says Duiker, noting that West Village is the largest ICF building that has been LEED certified. “Some of the product was virgin material - totally recyclable and other parts were comprised of totally recycled materials.” Concerning energy savings, Duiker says that while conventional buildings have little or no insulation and have an R10 rating at most, with Nudura the rating is R22.4. Nudura walls, says Duiker, also added LEED points due to their long lifespan – nearly 100 years compared to conventional building exterior walls that might be half as much. Emcad Consulting Engineers Inc., based in London, was responsible for the design and selection of the electrical and mechanical systems. “LEED stipulated that we had to do several things like solar domestic hot water heating,” says David W. Myles, P.Eng, and President of Emcad. “Because the building had a Nudura wall system, it had a higher resistance R-value on the building envelope. It meant that I could downsize the boiler, heating and cooling

We started on the ground floors in January 2007 and basically did one floor every 10 days on both towers.

January 2007 and basically did one floor every 10 days on both towers.” Duiker advised the architects to help determine the dimensions of the buildings, calculate the amount of material required and the pricing process. Once the design was selected, the firm suggested an installation contractor that it had trained to install the product. FastForm left nothing to chance. “We also provided our technical support person at no charge for the first three weeks of

systems sizing, but the LEED system created several issues for us in putting energy efficient ideas to reach a Platinum rating. “The solar system on the roof supplemented the domestic hot water heating system and in all the suites we have energy recovery ventilators, which basically brings in fresh air to each suite, recoups the heating and cooling from the exhaust stream, and tempers the fresh air coming in.” Other elements include: • A cistern system in the basement that collects storm water from the roof and parking lot that is re-used for grey water systems that feed all the toilets. • Motion detectors in the stairwells, corridors and common rooms to dim the lights when vacant. • Variable speed drives in the key pump systems so that when the demand for heat is reduced, the systems will slow down to save energy. • A condensing boiler system for heating that is 96 percent efficient.

Building Strategies Fall 2008

Project Profile

Building Strategies Fall 2008

Project Profile While the systems were expensive, Myles stresses that they pay for themselves in the long run. Software was essential in selecting the most efficient and cost effective systems. “We would run every idea through a simulation program that showed the energy savings,” he says, “and we were able to compare that to the cost. We dropped a design for heat recovery in the shower sanitary system – a heat exchanger based on a copper coil wrapped around our sanitary pipes. We would have recouped heat through a heat exchanger and then send the hot water up to the shower to reduce the domestic load. But when we priced it all out, it proved to be not worthwhile doing.” IBI Group formerly PEIL (www.ibigroup. com), was retained by West Village to coordinate the site plan approval process which included; zoning amendment, storm water management, tree preservation, landscape design, grading and servicing designs. Sergio Manchia, the IBI Group Project Manager designed a landscape that included native plant material which required minimal irrigation and a low maintenance seed mix. IBI also recommended the implementation of a roof collection system to direct rain water to a cistern where the water is now used for irrigation and a grey water system. Sergio noted that this part of the project is eligible for at least 2 LEED points for engineering and at least 1 LEED point for landscaping. Generation PV, based in Markham, installed the solar preheat system that heats the municipal water that feeds the building. The building can store 1,000 gallons of water, which is preheated via 60 evacuated tube collectors (panels) and 1,800 tubes that are manufactured by Apricus Solar. Instead of using standard flat solar panels, “the advantage of using an Apricus system, to provide a year-round solution that would produce heat even in the dead of winter,” says Jason Kalmbach, Generation PV’s Sales Manager, “it is usually a bit more expensive for a the collector itself, but if the tanks are all the same size and the piping and insulation are the same, you are able to get up to 300 percent higher performance in the winter. “This happens because there is a doublewalled test-tube like glass vacuum that has the air funneled between the two layers of glass,” he adds. “There is a black/blue coating and when the sunlight hits the tubes, it converts the solar radiation into heat. Normally water boils at 100 C, but because of the vacuum, the water actually boils close to 29 C.” The collectors cost 30 to 40 percent more that standard collectors. They perform just as well as standard panels during the summer and perform well even when the temperature is –12 C. “The other advantage of an Apricus system is that it has passive tracking and the absorber in front of the collector, is a 360 degree cylinder,” says Kalmbach, “so when the sun passes, we are able to be perpendicular to the front throughout the morning all the way to the later afternoon. A typical flat, four by eight solar panel will only give us

Building Strategies Fall 2008

Project Profile

EMCAD Consulting Engineers (1995) Inc. is an Electrical and Mechanical Consulting Engineering firm based in London, Ontario and operating since 1989. We are a multidiscipline engineering consulting group providing service to large scale residential, commercial, institutional and industrial developments. Since first establishing itself in the market, EMCAD Consulting Engineers has created an outstanding reputation for innovation and reliability.

Tel: (519) 641-3040

Email: general@emcad.ca

Building Strategies Fall 2008

maximum performance when the sun is overhead.” The system also ensures that there is sufficient hot water to meet peak consumption in the morning and early evening periods that match standard domestic hot water profiles for residential settings. Enermodal Engineering was the LEED consultant for the project. “The owner also wanted to create a healthy place to live, study, and play,” says Stephen Carpenter, President of Enermodal, “hence, the multitude of innovative features that not only help the building achieve significant energy savings, but also increase the quality of life for the residents. “The Platinum certification was due in part to energy savings of 57 percent, which was the result of several improvements,” he adds. “The foam sections are lightweight and relatively simple to install – affording an aggressive construction schedule. Additionally, the building features the largest evacuated-tube solar system in the province.” Other elements include a digital read-out in the common area of each suite that lets occupants know how much energy they are using. “The project team made considerable effort to reduce the amount of material waste generated in construction,” says Carpenter. “Continuing this motif, tenants are encouraged to minimize the garbage sent to landfill through a waste management/recycling room provided on each floor. “The choice of high-quality interior design materials was not only an environmental choice,” he adds, “but a cause of increased tenant comfort. Paints, coatings, and adhesives all meet high standards for low off-gassing of volatile organic compounds (VOCs), while the carpeting has CRI Green Label certification. West Village Suites will be the model for green multi-level residential buildings for other developers. But the bar has definitely been set high.” The site was purchased in April 2006 and construction began in July 2006. Demolition was handled by Priestly Demolition Inc. (Kettleby, Ontario). “We got called on a Wednesday and we started on Thursday,” says Ryan Priestly, owner and president of the firm. “The weather wasn’t helping, access around the building

was poor and all the other trades for the construction were on on-site”. “We used a combination of saw cutting and one of our large excavators with a hydraulic crusher,” he adds. “We separated all the material at source. It was a unique situation because they had a short timeframe and everyone was counting on us to get it done on time.” Priestly Demolition has participated in several LEED projects and has helped to gain points through efficient demolitions and material handling. The recycling of materials is a key element in LEED construction. “Recycling of materials is a constant challenge,” says Priestly. “While some factors are constant, they are always new aspects that confront us.” The first seven floors of each tower were completed by September 1, 2007, with the remainder completed on October 12. “Our project had a very tight timeline,” says Manherz, “so we had to rely on our trades to put in maximum effort and work overtime and on weekends to get us as close to the September 1, 2007 occupancy date as possible. “Once you get to the Platinum level, every point that you are getting, you are spending money to secure it and it starts to get expensive to get the last few points,” he adds. “All of the inexpensive points are used up to get to Silver and maybe even Gold. For example, putting in the solar array added about $400,000 in costs to our project.” Good planning is required on any project, but it was all the more essential to secure the highest level of LEED certification. “This was the first project that we’ve ever done and it was a huge awakening for us,” says Manherz. “The lessons learned on this project will benefit our ongoing and future projects.” future projects include developing similar student housing projects in Oshawa and Thorold, Ontario. Dundurn also appreciates the support that Kappeler Masonry, Schuit Plastering & Stucco Inc., IBI Group Inc. and Flynn Roofing provided in terms of sponsoring the LEED certification process for the building. B

Project Profile

Building Strategies Fall 2008

Building Strategies Fall 2008 Photos courtesy of GovanBrown-MMM

Cover Story

Environmental sustainability defines consultant's new office space By Dan O’Reilly The environmental, technological and communication systems that have been incorporated in MMM Group Limited’s new Markham office are as leading edge and detailed as those it recommends and installs for its own clients.

ith environmental and energy features such as water saving fixtures, bamboo plywood tabletops, polished concrete floors, lighting and motion detectors, the six-storey 137,000-squarefoot headquarters has been designed with the goal of achieving a sustainable approach and a LEED Gold for Commercial Interiors (LEED-CI). “That (goal) has been the benchmark,” says executive vice-president Robert Webb, in an overview of the $20-million 30-month planning, design and construction project which culminated with the phased relocation of 600 employees from six different offices over three successive weekends in August. A multidisciplinary consultant in program/project management, engineering, planning and surveying, it had operated from its own building in another part of Markham for almost 20 years. During the past few years through

a combination of natural growth and several acquisitions, such as Rybka Smith &Ginsler in 2004 and McCormick Rankin Corporation and Ecoplans this past August, it had acquired several branch and satellite offices and increased its work force to approximately 1,500 employees compared to 450 five years ago, says Webb. With that expansion there was a pressing need to consolidate central GTA offices into a single facility to achieve greater efficiency, enhance collaboration, reduce impact on the environment (travel) and reduce costs. “We wanted to remain in York Region near the Highway 7/407 corridor,” says Webb, pointing out quick access to those highways is necessary for staff who are frequently on the road visiting clients and project sites. He also pointed out that MMM strongly supports the use of transit and other non-vehicle means of transportation. The Highway 7/407 corridor is well served by TTC, Viva, and York Region Transit.

Those dual objectives ultimately led to the decision to lease space in 100 Commerce Valley Drive West, a multitenant spec office tower in the Leslie Street/ Highway 407 area. That decision required a corporate readjustment. “Moving to a multi-tenant building was a bit of a cultural change. We’ve always had our own building and wanted as much presence in this building as possible. I think that we’ve achieved that,” says Webb, in a reference to the company’s negotiations to occupy the first six floors as part of a communications strategy and to exclusively sign the exterior of the building. That was just one milepost on a long priority list. Working with construction manager Govan Brown and B/H Design Consultants Inc., an in-house project management and engineering design team set its sights on transforming those six floors into environmentally friendly and energy-efficient comfortable and productive work areas, says Webb. “We wanted to design a space that was good for us, good for our clients and partners and good for the environment. Finding solutions to protect the environment is our business.” What emerged from a series of initial project meetings was a consensus that LEED-CI Gold could be achieved, says B/H project principal Yvonne Campbell. That was just the starting point in the design, which had to enhance flexibility and respect the different functional requirements of MMM’s business groups while achieving a unified and coherent theme, says Campbell. Dressed with surrounds of birch wood reclaimed from the dark cold waters of Georgian Bay, the main floor client reception area is a striking illustration of how those initial concepts were transformed into reality. Brampton-based Salzburg Interiors and Furniture Limited was the architectural millwork manufacturer and installer. “Obtaining the materials on time and in sufficient quantity was a challenge,” says company president Klaus Doma. It required careful scheduling so that Georgian Bay Wet Wood, the wood reclaimer, had time to cut and cure the wood, explains Doma. As is the case throughout the MMM space in the building, the floors are polished concrete. “Concrete floors provide better indoor quality. New carpets look great. But carpets emit VOC’s (volatile organic compounds) and eventually collect dust that can contribute to poor health, respiratory, eye and skin irritations and eventually end up as landfill,” says Webb. Building Strategies Fall 2008

Cover Story Where carpets have been installed (as accents in the meeting rooms) materials and the minimal amounts of adhesive used have met stringent low VOC requirements. In addition a green cleaning strategy using environmentally friendly cleaning products has been adapted for MMM’s space to support the company’s commitment to improve air quality and contribute to a healthier work atmosphere. MMM’s enthusiasm for “doing things right” is infectious as MMM’s landlord is now considering this green cleaning strategy for the entire building. Focusing on that atmosphere Webb points to the workspaces which are primarily, although not exclusively, open concept. They were designed and positioned to make the most of large tinted windows, which provide natural light and outdoor views. Sensors along the perimeters of each floor assess the level of natural light penetration into the office space and adjust interior lighting as required. Developed by Oakvillebased Fifth Light Technology, this digitally controlled daylight harvesting system has been programmed to maintain 400-450 lux lighting levels throughout the open office areas by combining the natural light with light from dimmable ballasts. Energy is saved by synchronizing the operating hours of each fixture with the work schedule of the occupant, automatically adjusting light levels to ambient lighting conditions and turning off or dimming lights in occupied areas, says Fifth Light’s research and development director Ray Dableh. Among other benefits this solution improves facility management by recording the energy consumed by each fixture, automatically detecting tube failure and dispatching service personnel, says Dableh. This combination has already generated an approximately 36-per-cent reduction in overall energy consumption with potential 50- to 60-per cent savings once the system is fully commissioned, adds MMM electrical project engineer Oscar Bazante. As part of their business partnership Fifth Light and MMM will continue to monitor performance of the system to maximize the

Building Strategies Fall 2008

“

We wanted to design a space that was good for us, good for our clients and partners and good for the environment. Finding solutions to protect the environment is our business.

energy savings, which has the potential to translate to a total savings of 150 tonnes of green house gases annually being released into the environment, says Bazante. Natural lighting and picturesque views of the outdoors aren’t the only features intended to maintain morale. For example, those employees who cycle to work can store their bicycles in an above ground parking garage and then use showers in the building, says Joe Colangelo, MMM’s senior project manager and mechanical engineer. “As part of our strategic mission to become more sustainable we encourage alternative modes of transportation.” The mechanical systems also include an emphasis on reducing water consumption with the use of low-flow faucets and dual flush toilets (which reduce water consumption by 32 per cent compared to traditional fixtures) and low-water flow equipment in the kitchen, says Colangelo. While these energy, atmosphere and indoor air quality initiatives are contributing to the pursuit of the LEED CI certification, that is only one half of the project. The second component is the design and installation of an all-inclusive unified information technology system. In the information technology industry this is known as “a converged network” where all systems including telephone and computers, lighting controls, building automation, public address and security including CCTV, biometrics and card access coexist on a single security network. The main reason for designing a system to operate on a single unified network is reduced capital and operations costs through the elimination of multiple disparate networks. A comprehensive end-to-end cabling infrastructure and active components enabled MMM to converge those systems

employing a fully redundant configuration. The passive infrastructure selected was manufactured and supplied by Markhambased Panduit Corp. “MMM Group saw an optimized, unified physical infrastructure as a strategic advantage to enable them to manage their business more effectively and better service their customers now and into the future,” says Panduit business manager Andy Gepp. The end-to-end solution consists of cabling, connectors, cabinets, grounding system and cooling management which ensures the reliability and performance of MMM’s own network and ‘active’ equipment such as network switches and servers required to support telephones and wireless systems supplied by Cisco. “With the consolidation of the six former offices into one centre a robust network to support business operations was crucial,” says Dan Butler, MMM’s manager of security and information technology. Working with large files is commonplace, data often has to be transferred among the company’s different divisions and the need for physical and network security is critical, he points out. The nerve centre of the system is a main computer equipment room which has a raised floor for the distribution of fibre optics and copper network cabling, electrical distribution to the 14 equipment cabinets, and a supply of cold air to cool the equipment. Redundant fibre optic cables link this main computer room with equipment rooms on each floor. The structural cabling leading from those rooms to the individual desktops is based on the new approved standard, Category 6A. This cabling is capable of network speeds of up to 10 gigabit per second, says Butler. Redundancy, resiliency and reliability were the key objectives in the design of the network cabling and equipment, he says. “This is critical since we are deploying voice over internet protocol (VOIP) to the desktops rather than PBX technology that is currently used in offices.” What is truly outstanding about the unified network system is that senior company officials can assess the building’s performance and check for potential operational problems from the convenience of their home computer, says Butler. In assessing the project’s success, executive vice president Robert Webb says it demonstrates the company practices what it preaches in terms of transportation, the environment, energy efficiency, technology and the creation of a positive and inviting work environment. B

Planning and Development

Building Strategies Fall 2008

Cover Story

Building Strategies Fall 2008

Cover Story

Interested in having your project featured in an upcoming issue of Building Strategies?

Contact Paul Murphy @ 416.512.8186 X264 paulm@mediaedge.ca

Building Strategies Fall 2008

Cover Story

â&#x20AC;&#x153;

As part of our strategic mission to become more sustainable we encourage alternative modes of transportation.

Building Strategies Fall 2008

Cover Story

Building Strategies Fall 2008

Steel Construction

The 2008 CSSBI Annual Photo Contest For the first time in CSSBI history, 15 members submitted pictures of their absolute best projects for the past year â&#x20AC;&#x201C; the most members ever to participate! In total, 120 photos were received. All photos were submitted for adjudication by Terri Meyer Boake, B.E.S. B.Arch. M.Arch. LEED AP, a professor at the University of Waterlooâ&#x20AC;&#x2122;s School of Architecture.

Steel Building Product Winners

1st place WINNER: Bill Stubbins Submitted by: Bill Stubbins Member: Agway Metals Project: Brampton Soccer

Building Strategies Fall 2008

2nd place: Don Anderson Submitted by: Don Anderson Member: Agway Metals Project: Sportsplex

3rd place: Peter McNab Submitted by: Peter McNab Member: VICWEST Project: Citadel High School

Steel Construction

Here are the Winners and runner-ups in the Steel Building Products, and Steel Building Systems categories. Professor Boake judged the photos of each category based on the projectsâ&#x20AC;&#x2122; usage of sheet steel, the relevancy of sheet steel to the project, architectural design and aesthetics, as well as the presentation of any unique features. The CSSBI congratulates the winners and runners-up, and thanks all member participants for making this yearâ&#x20AC;&#x2122;s Photo Contest one of the most successful.

Steel Building System Winners

1st place WINNER: Ed Helm Submitted by: Ed Helm Member: Butler (Canada) Project: Trumbley-Hershey Comm. Ctr

2nd place: Gail Read Submitted by: Gail Read Member: Robertson Building Systems Project: Acklands-Granger

3rd place: Meredith Perez Submitted by: Meredith Perez Member: Behlen Project: Cohen and Cohen

Building Strategies Fall 2008

Advertising Index Display Ads BH Design Consultants Inc.

Burlington Drywall

Canadian Sheet Steel Bldg. Institute 36-37 Coreslab Structures

Eco-Insulating Glass

Emcad Consulting Engineers

Enbridge Gas

FastForm – Nudura

fifthlight technology

Flynn

IFC

Generation PV

Glaholt LLP

Govan Brown

Graham

Kappeler Masonry

Lintack Architects

Manulife Financial

McMillan

Mitsubishi

MMM Group

North American Sign Company

Novita

Priestly Demolition

Salzberg Interiors

Satin Finish

OBC

T Clear Corporation

Travelers Guarantee Co. of Canada

TRH Group

Tri-Phase Environmental

Building Strategies Fall 2008

Product showcase Stanley BEST Preferred Keying System

The Stanley BEST Preferred Keying System is compatible with all major brands of locking hardware, making universal keying system replacements or upgrades simple and economical. The Best Preferred Keying System also has a patent that runs through 2024, ensuring a longer protected life for the keying system. The BEST Preferred Keying System provides a new level of security, versatility and key control management, increasing the level of security for controlling lock systems. Along with its unique patented design and functional feature set that protect against duplication of keys and cores, only authorized personnel can order sensitive security products and information, thereby reducing the risk of unauthorized key duplication.

Stanley Wi-Q Wireless Technology Stanley® Wi-Q™ Wireless Technology is a simple, yet revolutionary approach to wireless security. The system integrates patented wireless access management software with a wireless access controller, integrated gateways and multiple reader formats that seamlessly work together to provide quality wireless intelligence that enables all decision-making at the door. Stanley® Wi-Q™ Wireless Technology is fast and consumes minimal energy and can be easily installed or retrofitted at existing facilities with virtually no operational disruption and no need to run conduit. As a result, installation times are greatly reduced and challenging installations are simplified. Outdoor applications readers can be mounted at gates and parking entrances without the need for any traditional trenching and wire runs.

developed integral waterproofing system that eliminates the need for external waterproofing, says John Savage, general manager of Brampton-based Waterproof Concrete (Canada) Ltd., the supplier. Added to the concrete at the batching plant under the supervision of trained personnel, it consists of two components: Everdure Caltite and Superplastet. Everdure Caltite is a proprietary product which contains a hydrophobic pore-blocking ingredient which effectively stops the ingress of water into the concrete matrix, even through shrinkage cracks. Superplastet is a high-range water-reducing admixture that provides workability to the concrete mix while reducing the amount of added water. Besides blocking the flow of water which allows contaminants to enter concrete, the system provides several other benefits. No air entrainment is required and black steel can be used instead of epoxy-coated or very expensive stainless steel. In basements or underground parking garages greater use of the available footprint may be generated as exterior access for waterproofing is not required and this may lead, in turn, to increased above ground leasable space. Construction time is also reduced and the system is not dependent on the weather or on site labour, says Savage. “Once the concrete is poured the waterproofing is in place.” Waterproof Concrete provides a 25-year written guarantee against moisture penetration. For more information visit: www.cementaid.com.

Assessing building site conditions

Developers, geotechnical engineers, architects and contractors concerned about poor drainage, unstable soil and other potential site problems may be interested in a two-dimensional web-based mapping system developed by Markham-based First Base Solutions. Angling the Wall VuMap is a GIS (Geographic Information DIRTT (Doing It Right This Time) the-Calgary based System) high-resolution imagery mapping movable/demountable wall manufacturer introduced application available on line without the need for a new product earlier this year. The Angle Wall is a completely unique element intended to reflect corporate any extra equipment or plug-ins. It offers a user friendly controlled mapping identity without delaying the construction schedule. It combines the company’s abilities to manufacture environment and no geographic background is necessary to take advantage of its features, says products in any increments of height from six to senior sales representative Isabell MacRae. 10 feet and width from four to five feet with threeIn addition to high-resolution imagery, it dimensional object-oriented software. This combination allows designers the freedom to consists of several data layers that are ideal for create any palette of angled muntins up to 15 degrees architectural, planning and engineering firms who may require information on ownership and off perpendicular. Even the wall frames can be off assessment; soil classification; drainage patterns vertical in any increment up to 15 degrees. DIRTT offers several finishes such as veneer wrapped frames and contours; roads and/or conservation and and a mix of inserts to further customize the design. woodland sites. A key feature is variety of interactive tools that The Angle Wall uses the same connections as all other DIRTT walls and can be stacked or connected allow subscribers to measure distances; draw and trace objects; perform layer queries; conduct side-by-side or butted up to the base building in advanced search functions; save and print views; the same manner. They are manufactured in the and send links to other VuMap subscribers. company’s standard lead time of six weeks and can As First Base Solution is Google’s sole Geobe installed quickly and cleanly on site, says company Spatial partner in Canada, VuMap takes full spokesperson Julie Pithers. advantage of all of Google’s technology, says For more information visit: www.dirtt.net MacRae. For more information visit: www. Protecting concrete from firstbasesolutions.com water and contaminants The Everdure Caltite System is an Australian-

Building Strategies

Winter 2007/2008

Volume 2 Number 4