Building Strategies - Summer 2009

Building Strategies

SERVING THE CONSTRUCTION & INFRASTRUCTURE INDUSTRY July 2009

Roofing System Solutions

PM 40063056

TEDCO’s Corus Building Brownfield Remediation Building Better with BIM

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contents

Building Strategies Volume 4 Number 2 • July 2009 Publisher | Paul Murphy

paulm@mediaedge.ca 416.512.8186 ext. 264 Editor-in-Chief | Clare Tattersall claret@mediaedge.ca Senior Graphic Designer | Annette Carlucci

annettec@mediaedge.ca

Graphic Designer | Ian Clarke

ianc@mediaedge.ca

Production Manager | Rachel Selbie

rachels@mediaedge.ca

Circulation Manager | Cindy Younan

circulation@mediaedge.ca Contributing Writers

Jane Dalziel Doug Dolby Mirza Hodzic Andrea Lee Bill Lyon Shamshad Madhok Agnes Miczynska Amber Poncé Caesar Ruest Scott Ringler Scott Schroeder Published by

President | Kevin Brown kevinb@mediaedge.ca

5255 Yonge St., Suite 1000 Toronto, Ontario M2N 6P4 Tel: 416.512.8186 Fax: 416.512.8344 www.mediaedge.ca

FEATURES 08 Project Profile Kick starting revitalization of Toronto’s East Bayfront,TEDCO’sCorusEntertainmentbuilding willbeananchorinanewbusiness,culturaland mixed-used community.

30 Enterprising Canadians Renownedworldwideforhisarchitecturaltalentand distinctstyle,CanadianiconArthurEricksonamassed aportfolioofgroundbreakingworkathomeandabroad during his 50-plus year career.

Building Strategies is published five times a year by MediaEdge Communications Inc. Subscription Rates (Canada): 1 year $46.50, 2 years $82.60, single copy $12.

For all subscription inquiries or changes of address, please contact circulation@mediaedge.caor416.512.8186ext.232.

Reprints: No part of this magazine may be reproduced in any form – print or electronic – without written permission from the publisher.

Requests for permission to reprint any portion of this magazine should be sent to paulm@mediaedge.ca.

INDUSTRY FOCUS

DEPARTMENTS

16

06 Editor’s Note Down by the Water

22

24

Roofing Retrofit on a Tight Timeline Toughness on Top Going with Green Infrastructure Hôpital Montfort Financing the Future Pre-Construction Process BIM in Action Bringing Buildings Back Design Charrette

11

Legal File Constructing Protection for Design Professionals Sponsored by Glaholt LLP

12

Environment Corner Unearthing USTs Sponsored by Tri-Phase Environmental Inc.

14 Engineering Forum Standing up to Severe Weather Sponsored by Manulife Financial

Copyright 2009.

Canada Post Canadian Publications Mail Sales Product Agreement No. 40063056 OntheCover:AncasterOldMillroofretrofit.Thecharcoalcolourroofwaschosentomimictheweatheredcedarsingles of the surrounding existing buildings.

Photo courtesy John Kenyon Ltd. & Vicwest.

July 2009 5

editor's note

Down by the Water

O

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6 Building Strategies

On June 25, just days after Toronto municipal workers walked off the job, halting garbage collection, the City opened 19 temporary drop-off sites, two of which are located along the waterfront. Revered as a major attraction, Toronto’s waterfront attracts millions to its shoreline each year but with the stench of trash wafting from these mini-dumps, which are possible havens for pests and vermin, this summer hotspot is likely going to get the cold shoulder from tourists and locals alike.

Now in its second week (at the time of writing this editor’s note), many are forecasting the civic strike could last weeks or even months. Not unfathomable considering Windsor, Ont., has been without trash collection services since midApril, the “garbage problem” is becoming more than an inconvenience and could potentially hurt the City’s waterfront marketing efforts.

In recent years, the City has been hyping its waterfront revitalization plans and for good reason; the $1.5-billion aggressive initiative (supported by all three levels of government) will re-energize the 46-kilometre stretch of land and turn it into a cultural, social and economic hub. Part of the massive improvement effort is the redevelopment of the East Bayfront, a 55-acre site located steps from the downtown core. The first phase of regeneration in this precint is well underway, with construction of TEDCO’s Corus building slated to wrap-up in late 2009, early 2010. Once complete, this catalyst for future development will house approximately 1,200 workers in the media and entertainment sector. You can read all about Corus Entertainment’s new home beginning on page 8.

Our second project feature is Hôpital Montfort. Situated in the nation’s capital, the redeveloped facility will double the size of the existing hospital to help reduce wait times and improve access to quality health care services for area residents. But what’s most notable about this project is it’s the first to begin construction under the Ontario government’s Alternative Financing and Procurement (AFP) program. As such, it has been a “guinea pig” of sorts, with all eyes and ears on this monumental development. Turn to page 22 to read all about it.

Rounding out this issue are industry focuses on the pre-construction process and roofing. In the former is a case study, which reviews the decomissioning and remediation of a former paint manufacturing facility for future redevelopment. In the latter is a second case study that goes through a roofing retrofit at the Place Portobello mall located in Brossard, Que. Finally, we look at three different types of roofing systems — green, metal and those designed to resist wind uplift.

Clare Tattersall Editor-in-Chief

Project profile

Making a Splash

By Clare Tattersall

R

Regarded by the City as the “front porch to the world,” Toronto’s waterfront has undergone significant changes throughout its history, especially in the last 50 years.

Extending approximately 45 kilometres from Etobicoke Creek in the west to the Rouge River in the east, the predominantly landfill shoreline was separated from the rest of the city with the completion of the Gardiner Expressway in the mid-1960s.

Then, as the downtown core became more developed and real estate prices climbed, much of the waterfront’s industrial-based businesses moved away from the lake in search of cheaper land. This gradually led to a change in site usage, beginning with the erection of the CN Tower and revitalization of other landmark structures, including Queen’s Quay Terminal and Harbourfront Centre, followed by a surge in condominium construction.

8 Building Strategies

While the regeneration of Toronto’s waterfront west of Yonge Street is well on its way, areas east of the major arterial road that serves as the city’s north-south dividing line are just starting to undergo transformation.

In the ensuing years, thousands of residences will be built along with millions of square feet of commercial, retail and institutional space, including George Brown College’s new waterfront Health Sciences campus, which was recently announced. Together with new parks, public spaces and recreational facilities, the city’s eastern waterfront will soon be a model of economic development and a major tourist attraction.

Kick-starting redevelopment of this currently underutilized area of the city is First Waterfront Place. Commonly referred to as the Corus building for its primary tenant, Canadian media and entertainment conglomerate, Corus Entertainment, the

project is in the final stages of construction.

“With this project citizens can look forward to seeing much more development along the waterfront over the next five to 10 years,” says Don Logie, acting president and CEO of the Toronto Economic Development Corp. (TEDCO).

The principal redevelopment corporation for the City of Toronto and a major landowner across the city, TEDCO is developing the project with input from Corus, the City and Waterfront Toronto (for me rl y t he Toronto Wate r f ront Revitalization Corp.), the organization responsible for overseeing waterfront renewal and providing key infrastructure for the building, such as access roads.

Situated within the East Bayfront precinct along the shores of Lake Ontario at Queen’s Quay West and Jarvis Street, the “catalyst for renewal” will serve as the Toronto

Project profile ThenewheadquartersforCorusEntertainmentrequireslargefloor platesand,forthefirstfewfloorsinwhichtelevisionandradio studiosarelocated,highceilings.Facingthelakefrontistheglazed atrium,invitingthepublicinfromthewater’sedgepromenadeand allowing natural light to penetrate the large floor plates.

Photo courtesy Aecon Group Inc.

Photo courtesy Aecon Group Inc.

Photo courtesy Diamond & Schmitt Architects

headquarters for Corus, bringing together approximately 1,200 employees currently working at 11 different locations under one roof. Estimated at more than $100-million, the multi-use development includes office space, a broadcast centre, 70,000-squarefoot underground parkade as well as ground floor restaurant, retail space and continuous public promenade along the water’s edge.

The project team includes Stantec (e l e c t r i c a l ) , S m i t h & A n d e r s o n (mechanical), Halcrow Yolles (structural), Diamond & Schmitt A rchitects and Aecon Group Inc., which was retained by TEDCO in September 2007, to construct the base building and, just recently, secured the construction management contract to complete its interiors.

“We’ve got an exceptional team,” notes Logie. “The end result will be a building that all of Toronto will be proud of.”

Photo courtesy Diamond & Schmitt Architects

A new media hub, the building’s architectural expression sets the tone for the region. The 550,000-square-foot structure is simple, in that the detailing is fine, yet bold to give the building some weight. Architect David Dow best describes the building’s scheme as “a series of geometries.”

“Buildings on the water must have a larger than life scale so that when (viewed) from a boat on the water a half-mile away it has some presence,” explains Dow, principal in charge of the project.

Standing eight-storeys, the predominantly glass clad structure is also viewable to motorists travelling on the elevated portion of the Gardiner, which lies immediately north of the Corus building.

“The only place we deviate from this vernacular is at the pedestrian scale,” he says.

Bisecting the building’s large mass is a glazed atrium, reinforcing the public nature

Designed by Nedlaw, the atrium’s living wall not only capturespollutantsbutbreaksthemdownandremoves them through natural biological processes.

July 2009 9

Project profile

Photo courtesy Diamond & Schmitt Architects

of the site. Providing views of the lake from the interior, it will serve to draw people into the space both figuratively and, on occasion, literally when its south-facing doors are opened to the general populace.

Inside are radio and television studios as well as a multi-storey, living bio-filter wall, which, along with being the focal point of the light-filled atrium, serves a dual purpose.

Developed by Nedlaw, it is designed to improve the standard of indoor air quality and will provide a psychological boost to Corus’ employees.

“It’s really something,” says Dow, whose firm, Diamond & Schmitt, has incorporated “green” walls into the design of more than 11 projects.

Targeting LEED gold certification, the building’s living wall is just one of a variety of sustainable measures employed. Others

Clean air, Naturally www.nedlaw.ca 10 Building Strategies

include green roof terraces (covering 50 per cent of the roof area), a high-performance glazing system, rainwater cisterns, low-flow fixtures, displacement ventilation technology, occupancy and daylight sensors and the use of certified wood and low-emitting materials — all of which will help improve the energy-efficiency of the building.

But perhaps the greenest initiative is the remediation of approximately 50,000 cubic metres of excavated soil and its subsequent diversion from landfill. Under the guidance of TEDCO’s environmental consultant, Trow Associates Inc., and construction manager, Aecon, Terrasan Environmental Solutions Inc. was tasked with cleaning up the old industrial land. “ Upon excavat ion, we cou ld have transported the contaminated soil to a Ministry of Environment-approved facility

but instead we treated the soil on-site and then moved it to another TEDCO property where (the clean fill) was used to adjust the low grade,” explains Aecon senior project manager, Jamie Robertson.

While this was no easy feat, requiring Aecon to employ special measures to ensure the safety of crew members, the difficult process paid off in spades saving the project team both time and money.

“There were a lot of things in the soil that in large exposures are harmful to humans,” says Robertson. “So we had a consultant provide a risk assessment and made everyone wear rubber suits, boots and gloves while working within the soil.”

Although less daunting, other project challenges included the excavation itself — water served as a predator because of the building’s close proximity to the lake — and maintaining the integrity of the 50-year-old dock wall located within feet of the excavated site.

“It’s an old wooden structure under the ground, so we had to be extremely careful w it h ou r e xc av at ion a nd c a i s s on s installations,” says Robertson.

As an added precaution, surveyors were required to visit the site daily to inspect movement of the dock. Aecon also devised an emergency plan should the dock wall shift beyond what engineers deemed acceptable. Thankfully, it was never put into action and construction proceeded as scheduled, with project completion slated for late 2009, early 2010.

Legal File

Constructing Protection for Design Professionals Architects, engineers’ liability to third party contractors

By Andrea Lee

I

In the traditional design-bid-build project delivery method, the owner (client) enters into one contract for design services with an architect or engineer and a separate contract for construction with a general contractor. While there is no direct contractual relationship between the architect or engineer and the contractor, the design professional may be liable to the contractor in negligence if the contractor can establish the architect or engineer owed it a duty of care, there was a breach of that duty of care and the contractor suffered damage as a result of the breach.

In the tendering and bidding phase, the design professional has a duty to provide contractors with tender documents, which are as reasonably accurate and complete as possible, as well as all relevant information in the owner’s possession. If the architect or engineer discovers any additional information or corrects any errors after issuing the tender, disclosure must be made to the bidding contractors. As the architect or engineer is not party to the contract between the owner and contractor, the design professional may not be protected by any exclusionary clauses for representations made in the tender documents.

The design professional’s drawings must be sufficient to allow the contractor to build in accordance with the design and if the cont rac tor requests in for mat ion or clarification, the architect or engineer should provide further detail. If the design professional fails to respond in a timely manner, the contractor may be entitled to claim damages against the design professional for delay.

The contractor is entitled to carry out its work as it sees fit; the design professional cannot dictate or interfere w ith the contractor’s method of construction. The architect or engineer is under no duty to advise the contractor about the potential difficulties or drawbacks with its selected c on s t r u c t ion m e t ho d . T h e d e s i g n professional is also not responsible to the contractor for any costs related to the remov a l or cor re c t ion of u n s ou nd construction resulting from the contractor’s choice to deviate from the design.

The design professional should inspect the contractor’s work at important stages of construction prior to the work being covered up; however, the design professional is not required to inspect every detail of construction.

The contractor cannot recover damages from the design professional for failure to supervise its work, notice a deviation from the design and order cessation of work.

With respect to payment certification, the design professional must ensure the work has progressed to the value claimed by the contractor and the work is in general accordance to the design. The design professional must act judicially, independently and fairly with respect to its decisions, despite acting as agent for the owner. If the contractor can show the design professional has lost its impartiality then obtaining a certificate is not a condition precedent to payment.

While there may be exclusion clauses built into the contract between the design professional and owner, the design professional is not shielded against claims from third party contractors. Architects and engineers should obtain professional liability insurance to protect themselves from tort claims arising in the ordinary practice of their respective professions.

AndreaLeeisanassociateatGlaholtLLP,aleading constructionlitigationboutiquefirm.Contactherat al@glaholt.com.

July 2009 11

environment corner

Unearthing USTs Underground fuel storage tank management

By Agnes Miczynska

U

Underground storage tanks (USTs) containing fuel oil may prove to be an unexpected and costly liability for owners.

In Canada, USTs are regulated to prevent contamination of surrounding soil and groundwater systems as a result of leakage.

While regulations vary from province to province all abandoned USTs in Ontario must be re-instated with upgrades or removed, according to Ontario Regulation 213/01 (Fuel Oil). Furthermore, if a UST has been out of use for a period greater than two years and there are no plans for use, the UST must be decommissioned and any contaminated soil surrounding the UST removed.

Under Ontario Regulation 216/01 (Certification of Petroleum Equipment Mechanics), removal of USTs must be performed by a qualified PM-2 (petroleum mechanic) contractor licensed by the Technical Standards and Safety Authority (TSSA) fuel safety division. The majority of the responsibilities outlined in this regulation lie with the owner. For example, all USTs must be registered with the TSSA. Most USTs installed in the ‘80s were made of metal (for example, steel) that may eventually corrode and leak. As the oil floats to the top of the tank, water collects at the bottom corroding the base of the tank and allowing fuel oil to leakout. As a result, USTs made of metal must be

removed or upgraded to include a corrosion protection system; for instance, cathodic protection or sacrificial anodes.

Newer tanks are commonly made of fibreglass due to its inherent resistance to moisture-related corrosion in underground applications. These tanks can also be double-walled and equipped with tank monitoring systems capable of detecting leaks.

Knowledge of USTs and all applicable regulations is especially important for anyone who owns or plans to buy or sell property. The TSSA advises potential property buyers to perform their due diligence work and check the property for the presence of USTs. Though commonly found at older, multi-residential properties (as part of a heating system), gas stations, convenience stores, bus terminals, railroad yards and auto dealerships, USTs have also been discovered at schools, auto repair shops, farms, homes, factories as well as other locations.

Potential property buyers can check with the TSSA to see if there is a registered tank on a particular property. Other detection methods include ground penetrating radar systems and electromagnetic surveys that are non-destructive and use radar pulses and magnetic induction to image the subsurface and potentially identify the presence of a former or historic UST. The question of possible contamination from

UST Timeframe Compliance An existing UST will not be registered if it does not comply with the following timeframes for removal or upgrade. *Age of Underground Tank System

Deadline for Removal or Upgrade

25 or more years (or if unknown)

Oct. 1, 2006

20 – 24 years

Oct. 1, 2007

10 – 19 years

Oct. 1, 2008

0 – 9 years

Oct. 1, 2009

*Years from date of original installation.

12 Building Strategies

a leaking tank will almost certainly come up in any transaction involving a property that has had a UST. Even if owners do not intend to sell their property, they must decommission the tank for their protection as contamination from a leaking UST can lead to off-site migration of contaminants and increased legal liability, which can often be costly. The extent of soil and groundwater contamination will vary depending on the length of time the UST has been leaking, groundwater flow rate, soil composition and the vertical distance between the release point to the surface and release point to the water table.

Accordingly, it is in the best interest of the owner or potential buyers to take the necessary measures to minimize risk.

Should a spill, leak or discovery of contamination be encountered as a result of the presence of a UST, the owner must contact a qualified person (QP). Defined by the Ontario Ministry of Environment as either a professional engineer or professional geoscientist, a QP will conduct or supervise a Phase 2 Environmental Site Assessment (ESA) to determine the extent of contamination and propose a remedial action plan (RAP) to clean up the impacted area. The RAP will require the removal of the UST as well as excavation and disposal — or possibly chemical or biological treatment — of the impacted soil and groundwater. The PM-2 contractor performing this work will do so under the direction of the QP (consultant).

Following removal and excavation, samples will have to be taken by the QP and analyzed by a CA EA L (Canadian Association for Environmental Analytical Laboratories) certified laboratory to confirm that all contaminated soil has been removed or treated.

The area must then be restored by backfilling with clean fill materials and compacted to the conditions prior to tank installation.

AgnesMiczynskaisthebusinessdevelopment manager at Tri-Phase Environmental Inc., a TSSA licensed contractor. Contact Agnes at 905.823.7965 or Agnes@pcbdisposal.com.

engineering forum

Standing up to Severe Weather Designing a wind-resistant single-ply roof system

By Scott Schroeder

W

Wicked weather pummelled parts of Canada this past winter, wreaking havoc on peoples’ travel plans and the landscape. Subjected to copious amounts of snow and rain that literally blew through many communities, Canadians emerged relatively unscathed; however, the same cannot be said for all building roofs.

All too often roofing decisions are made during the design phase without sufficient consideration given to the wind performance of these overhead assets. Consequently, the likelihood of roof failure during a high windstorm or extreme weather is increased.

The result: Roof damage, serious damage to the interior of a building and business interruption, with the latter two typically being more costly than the damage to the roof itself.

To avoid the “casualties” associated with an improperly designed roof ing system, it is impor tant to ta ke the following factors into account.

Wind-resistance Starts at the Roof Edge The vast majority of wind-related roof damage can be linked to the roof edge.

Typically, air enters under the membrane flashing causing a blow-off or partial blowoff. For this reason, creating an airtight seal between the wall and roof is the most effective way to prevent wind damage.

The most basic method for preventing air infiltration is to apply a gasket-type two-sided tape between the flashing membrane and the face of the wall. A continuous metal hook strip or other type of pressure bar must then be fastened through the membrane and gasket to ensure a long-term seal. On highly irregular

14 Building Strategies

surfaces (like metal wall panels), custom filler pieces are required to ensure the voids are filled and sealed.

Use of proper fasteners in this process is vitally important. Drywall screws or uncoated nails can jeopardize a roof’s ability to resist heavy wind loads. Additionally, new lumber pressure treating technologies based on alkaline copper quaternary (ACQ ) have been found to be much more corrosive, which can be an issue for both the fasteners and the steel decks the blocking may be anchored to.

Wind Speed versus Wind Pressure Wind speed is the speed of wind whereas wind pressure is the force exerted by the wind on an object.

Though easily defined, many people don’t understand the difference between wind speed and wind pressure. As a result, design professionals often specify FM 1-90 as the de facto standard, which means 90 pounds per square foot of uplift resistance. This results in roofs that are vastly over-designed for all but hurricane-prone areas, costing the owner thousands of dollars more without any additional benefit.

Instead, building teams should design to comply with the relevant requirements of the building codes. In this case, roof wind uplift designs should be calculated according to the National Building Code of Canada (NBCC).

Additionally, wind speeds need to be converted to pressures by applying the appropriate coefficients to account for a building’s surrounding ground roughness and topography as well as the roof’s height, shape and slope.

Combat Air Infiltration from Within For certain building types, the roofing system should be designed to resist pressure from both the exterior and interior. For example, buildings operating at positive internal pressure, such as clean rooms, highly sensitive laboratories and highrises, are susceptible to roof damage caused from the pressure within.

The typical remedies for resisting internal pressure include beefing up the roofing system structurally, incorporating an air barrier or vapour-retarder at the roof deck level and sealing joints, transitions and penetrations throughout the roof deck.

Secure Rooftop Equipment Even the most impeccably designed roof has no chance against a windstorm that sends rooftop mechanical equipment tumbling about.

Often, equipment is simply set on curbs with minimal or no fastening. Poorly secured, this rooftop equipment can cause extensive damage to roof membranes. For this reason, the appropriate fixation needs to be specified for rooftop equipment.

ScottSchroeder,nationaltechnicalandmarketing managerforSikaSarnafil,isamemberofRCIandsits ontheNationalResearchCouncilofCanada’sSIDGERS (SpecialInterestGroupforDynamicEvaluationof RoofingSystems)committeeaswellastheCanada RoofingContractors’Association’stechnicalcommittee.

ScotthasbeenemployedwithSikaSarnafilfor16years andhasservedinvarioustechnicalandsalespositions.

Formoreinformation,contactScottat905.670.2222.

roofing

Retrofit on a Tight Timeline

Budget bonuses with lightweight roof system

By Mirza Hodzic

T

Tight deadlines and seasonal challenges factored into roofing decisions last fall as Hudson’s Bay Co. (HBC) aimed to open a new Zellers store at the Place Portobello mall in Brossard, Que., during the holiday shopping season. Timely installation was important but so too were quality and cost effectiveness.

Company officials opted to retrofit the existing 128,650-square-foot roof with a non-penetrating mechanically attached E P D M (e t hy l e n e p r o p y l e n e d i e n e monomer) system.

“Because the roof ing work couldn’t begin until mid-October and we wanted to open the store in early December, we were dealing with an extremely short time frame,” says John Watson, director of construction and store planning for HBC. “Plus, we had the added challenge of coordinating schedules around wet weather conditions at that time of year.”

The existing roof on the 1960s-era building was a multi-ply tar and gravel built-up roofing (BUR) system that was approximately 15 years old. Although it was damaged and leaking in several areas, a thorough review and analysis revealed the majority of the underlying polyiso insulation and metal decking was in excellent condition; however, at the time, market prices for oil-based products would have made aspha lt repair work cost prohibitive.

T he projec t ’s g ener a l cont r ac tor, Montreal-based C.A.L. Construction, assessed the situation, meeting with severa l subtrades, and recommended peeling the BUR system back to the insulation layer and retrofitting the roof assembly with a new membrane. This would provide a better long-term roofing solution over repairs or a time-consuming complete tear-off of the existing system.

Speedy, Safe Application Decision makers with HBC were presented with three options: Installing a similar BUR system; Installing a new thermoplastic polyolefin (TPO) membrane; or

16 Building Strategies

I n s t a l l i n g a n E P DM r e i n forc e d mechanically attached roofing system.

However, the advisors did voice their preference for the chosen reinforced mechanically attached option, which would be attached with seam tape under the EPDM membrane to avoid fasteners penetrating the membrane — an approach that minimizes the risk of leaks and provides uninterrupted weatherable thickness.

Company officials and their roofing consultants also weighed how installation of the roofing systems would affect tenants and shoppers in the adjoining Place Portobello mall. A BUR retrofit would have created asphalt fumes and odours and had possible safety implications since the hot kettle would have to come into proximity with 2,000 feet of gas lines on top of the roof.

Although EPDM roofing systems are not new to the commercial roofing industry they continue to gain popularity for new construction and retrofit low-slope roofing applications. Performance attributes include cyclical membrane fatigue resistance, high resistance to ozone, weathering and abrasion, flexibility in low temperatures and thermal shock durability.

“We felt the mechanically attached EPDM system offered the best solution because of its light weight and ability to be insta l led qu ick ly,” say s t he genera l cont r ac tor ’s projec t ma na ger, Ros s Commodari. “We were looking for the most cost-effective way to get a quality roofing system without imposing additional weight on the structure.”

Pete Jefferson, HBC’s construction manager for the Zellers project concurs.

“We looked at all three options and decided the EPDM mechanically attached system was not only the most cost-effective option but it gave us the best opportunity to meet the time challenges involved with getting the store open prior to the holiday shopping season,” says Jefferson.

Cost, Labour Savings To begin, the roofing contractor removed the existing BUR down to the polyiso

insulation, replaced damaged or wet insulation boards and then attached ha l f-inch t h ick f ibreboa rd over t he insulation and into the metal deck for additiona l protection. Next, 10-inch reinforced mechanically attached strips were fastened atop the f ibreboard with seam plates.

With the strips in place, the roofing crew positioned 20 and 30-foot wide by 200-foot long sheets of 45-mil thick EPDM membrane in place and then primed the back of the EPDM membrane and between the tapes on the reinforced mec ha n ic a l ly at t ac hed st r ip. L a rge EPDM membrane panels were then installed over the strips.

“Installation ease was very important on this project,” notes Commodari. “This system gave us better f lexibility to work around the wet weather conditions during the fall.”

The large EPDM panels allow for more rapid installation and also require fewer field seams, which reduces emissions of volatile organic compounds (VOCs).

Labour costs were also approximately 10 to 15 per cent lower than for a BUR or TPO project of comparable size.

“We didn’t have to remove the rooftop mechanical units and vents,” he says.

“The roofing crew was able to install the membrane under or around rooftop units, which eliminated the need for additional carpentry work, sped up the process and saved considerable money. The EPDM membrane was installed over the existing parapets, saving the cost of installing new metal counter f lashings.”

As planned, the new Zellers store opened Dec. 4, 2008.

MirzaHodzicisamarketingandcommunications coordinatorwithFirestoneBuildingProducts,the manufactureroftheFirestoneRubberGard‘EPDM Reinforced Mechanically Attached (R.M.A.) RoofingSystemusedintheZellersstoreroofing retrofit at Place Portobello.

This article originally appeared in the June 2009 issue of Canadian Property Management.

LOOKING GOOD AND DOING GOOD. With years of experience, it’s been demonstrated that GardenTop™ roofs by Dow Roofing Systems make a positive impact that ripples through local and larger eco and economic systems. GardenTop™ vegetated roofs help to clean the air, create aesthetic appeal in surrounding locations, help reduce metropolitan urban heat island effect and help control storm water run-off. Most of all, GardenTop™ roofs benefit the livability of the human element by combining Dow Tiempo™+ TPO membrane roofs and Styrofoam® Brand XPS foam insulation from Dow with LiveRoof* vegetated modules to create a unique and harmonious environmental system.

It’s an idea we can all live with.

www.dowroofingsystems.com ® ™ The Dow Diamond Logo, Human Element and design, Styrofoam, Tiempo and GardenTop are trademarks of The Dow Chemical Company © 2009 *LiveRoof is a registered trademark of Hortech, Inc.

Photo courtesy Vicwest Trantz Photography

Feature

Toughness on Top Designing, building with metal

By Scott Ringler

T

Today’s metal roofs have come a long way from the flimsy, rust-prone “tin roofs” of years past. Even the term “steel roof ” is no longer adequate when discussing the array of metal options that are now available for architectural roof design.

Unlike their predecessors, today’s metal roofs are inherently durable, low maintenance and architecturally flexible. As such, they are increasingly becoming the material of choice in all market segments replacing traditional roof ing materials for both practical and aesthetic reasons.

Typical Types of Metals Metal roofing has now become the industryaccepted term used to describe the variety of metal-based materials available for roofing applications.

By far the most common type of metal roof material is steel or, more accurately, galvanized steel or Galvalume. Galvanized steel is steel that has undergone a chemical process (galvanization) whereby it is coated with a micro-thin layer of zinc. Galvalume is steel coated with an aluminum-zinc alloy. In comparison to traditional roofing materials or other types of metal roofing, both are extremely resistant to corrosion, have superior strength-toweight ratios and enhanced longevity.

Steel roofing comes in a wide range of thicknesses (gauges) from heavy gauge (20-26 ga) for commercial, industrial and institutional applications to lightweight (28-30 ga) for residential and agricultural applications. Often steel is available in painted, metallic or aggregate-coated finishes; however, it can be left “as is” with a bare finish, depending on the design or application requirements.

When trying to achieve a historical or highend design look, exotic metals such as copper,

18 Building Strategies

zinc or titanium can be used instead of painted steel. These materials can be coated to preserve the natural appearance but are often left in their natural finished state to allow oxidization to create a protective (and attractive) patina over the base material. They are also easy to work with but are generally more costly due to the rarity of exotic metals and specific installation requirements.

material and are 100 per cent recyclable at the end of their service life. This is not the case for other roofing materials that take up significant landfill space.

Metal roofs are also much more energyefficient in that they naturally ref lect light. When a heat-def lecting coating is applied, meta l roofs can reduce energy costs by up to 40 per cent.

A Move to Residential Applications Metal roofs have long been favoured for industrial, commercial, institutional and agricultural applications. Recently, the residential market has recognized these characteristics and metal is starting to replace traditional roofing materials, such as asphalt shingles, clay tiles, cedar shakes and slate.

In residential applications, advantages of metal roofing include: Life expectancy. Typical life spans and warranties for metal roof systems are 40 years, providing a significant advantage when compared to, for example, the 10 to 15 year lifespan of asphalt shingles.

Resista nce to h igh w ind. Un l i ke conventional roofing materials, metal roofs a re not a ffected by ex treme weather, are f ire and spark-resistant and will not crack or peel.

Lighter weight. When compared to ot h e r r o of i n g m a t e r i a l s , m e t a l ’s lightweight places fewer demands on a building’s structural support system.

Low maintenance requirements. Less labour is typically required to install a metal roof as it can be installed over open framing and, in many cases, directly over an existing roof.

Environmental sustainability. Metal r o of s g e n e r a l l y c ont a i n r e c y c l e d

Low Slope versus Steep Slope Metal roofing comes in a wide range of st yles, from interlock ing roll-formed panels commonly referred to as standing seam roofing, which run vertically from the roof ’s ridge to the eave and exhibit various forms of corrugation, striations and ribs, to horizontal press-punched “shingles” that give the look of tiles, slates, shakes or shingles.

The choice of roof style, finish and type is typically inf luenced by application and design considerations, the slope of the roof and cost.

Low slope roofs have a roof pitch of 0.25:12 or 3:12 and are often used to cover industrial, commercial and institutional buildings because of their ability to keep out the elements and allow water and snow to drain away. The majority of low slope roofs utilize roll-formed interlocking panels with a painted finish and are often crimped together or “seamed” to ensure a water-tight fit.

Steep slope roofs have a pitch above 3:12.

As a result, more of the roof-face is visible, integrating the appearance into the overall aesthetics of the building. Steep sloped systems accelerate the run-off of water and snow, which minimizes debris build-up. For this reason, a variety of finishes and roof styles may be used on steep slope roofs.

roofing more visually appealing roof designs as fasteners are located at the eaves or ridge (typically hidden under a cap or trim), utilizing an interlocking snap or clip system.

Support Structures, Installation Systems Metal roofing systems can be structural or non-structural though the majority are the latter. Structural metal roofing is attached to underlying structural purlins. Non-structural metal roofing requires a supporting substructure to transfer gravity loads to decking beneath rather than directly to the structure’s framing.

Depending on the application, installation typically requires a combination of air or vapour barriers, rigid insulation and thermal blocks and clips. Metal closures are used to fill voids under panels where air circulation is desired. Foam closures are used in weather-tight or airtight installations.

There are two main categories of metal roofing panels: through-fastened (or exposedfastener) and hidden-fastener.

With a through-fastened system capped screws with a sealing washer are driven directly through the panel to the deck at regular intervals. While it can be installed relatively quickly minimizing labour costs, this system is susceptible to water entry at fastening points (though proper installation and a vapour barrier system can help prevent infiltration). Additionally, if the fastener is over tightened, it will cause the surrounding steel to buckle and weaken. A throughfastened system also restricts the roof ’s ability to float during thermal movement, which can weaken the steel panels in the areas of fastening causing leaks and possible wind uplift. For these reasons, this system should only be considered for small to medium-size buildings where the panel lengths are not extensive and thermal movement is minimal.

With a hidden-fastener system only part of it is directly fastened to the deck allowing for expansion and contraction of the roof and thermal movement. This system allows for

Common Metal Roof Finishes The range of finishes, coatings and colours available for metal roofs is virtually limitless.

The most common include silicon-modified polyester (SMP) and poly v inyl idene pluoride (PVDF) pre-painted finishes and aggregate finishes.

Extremely resistant to stains, abrasions and metal markings, SMP finishes utilize a polyester resin formulation and other enhancements to improve paint colour retention and film integrity.

PVDF is a fluorocarbon-based, two-step coating system that uses vinyl resins to enhance resistance to chalk and colour fade.

This finish can withstand high humidity and aggressive environmental conditions.

Metallic flakes and mica colours can be added to PVDF, which generally cannot be done with SMP finishes.

Metal roofing materials that have been shaped to look like tiles, slates, shakes or shingles are typically available in prepainted finishes as well as stone-coated or granular-coated f inishes. This latter coating method involves bond ing aggregates to pre-primed Galvalume or a galvanized steel base. The coloured stone is then sealed with a polymer or acrylic protective coating and heated to extreme temperatures to further fuse the coating to the panel.

Tips to Designing with Metal The successful performance of a metal roof is dependent on its design and proper installation.

From a design perspective, determining which metal profile to incorporate will depend significantly on the building and construction objectives. Factors to consider include: Slope. The slope will help determine a suitable style, appropriate underlayment and whether other features, such as solar panels or a water capturing system, may be integrated.

Insulation characteristics required to achieve a specific R-value.

Type of substructure as special precautions may be required to avoid, for example, thermal breaks.

Length of roof sheets and fastening system to minimize thermal expansion.

Colour. Generally, lighter colours have a higher degree of solar reflectance.

While metal roofing systems are extremely durable and often supported by 40-year warranties (or more) on substrates and finishes they can fail. However, this is often due to poor installation.

ScottRingleristhenationalmarketingdirectorfor Vicwest.Formorethan100years,Vicwesthasbeen aleadingsupplierofmetalcladding,roofingand deckingthroughoutNorthAmerica,specializingin innovativebuildingenvelopesolutionsforindustrial, commercial,institutional,residentialandagricultural markets.Formoreinformation,contactScottat sringler@vicwest.com.

July 2009 19

roofing

Going with Green A retrofit worth every penny

By Amber Poncé & Bill Lyon

E

Europe has led the world in refining and modernizing green roof technology, with t housa nds of appl icat ions insta l led throughout the continent. However, green roofs — also known as living roofs or vegetated roofs — are now sprouting up all over the country. In 2008, the number of green roofs in North America grew by 35 per cent, according to a survey by Green Roofs for Healthy Cities.

Many municipalities are currently offering grants or tax incentives to encourage green roof construction. In May, Toronto city council voted in favour of adopting the most comprehensive green roof plan in North America. Beginning Jan. 31, 2010, most new buildings will be required to incorporate a green roof component.

For years, the city has extolled the benefits of green roofs. These living gardens reduce storm water runoff especially during peak periods, easing the burden on municipal sewer systems. Plants release water through the process of transpiration and the green roof itself is more reflective than both black and white roof membranes. Combined, this can significantly reduce rooftop heat loads in warm weather as well as the amount of energy needed to adequately cool buildings, saving property owners money. People who work in buildings with green roofs often report higher job satisfaction and increased work productivity as the building is perceived as “healthier.” On a larger scale, green roofs contribute to reductions in the urban heat island effect. Common to major metropolitan areas, this term is used to describe the temperature variance between urban and rural areas; cities are often warmer than su r rou nd ing subu rbs due to u rba n development and densification.

While the majority of rooftop gardens are part of new construction plans, many manufact urers have developed hardy plant selections and lightweight options to allow for the installation of green roofs on existing buildings.

Facility managers and building owners interested in roofing retrofits should consult a structural engineer to determine whether the existing structure can tolerate the additional load of a green roof. The engineer may sign-off on the additional load or

20 Building Strategies

recommend structural alterations. If no changes are required, the building owner must then determine whether to replace the waterproofing, roof deck or both. If the roof is still under warranty, the manufacturer of the waterproofing should be contacted to determine whether the addition of vegetation will void the existing warranty. Even if the wa r ra nt y w i l l rema in intac t, older waterproofing should usually be replaced or recovered to ensure it remains watertight for the life of the green roof. The manufacturer may recommend a site visit by the contractor who installed the roof or a field technician to help make that decision.

To select the right green roof system, the building owner must consider the load tolerance, desired ma intenance and accessibility of the roof.

If the roof has a low load bearing capacity, the green roof will have a shallow soil level capable of sustaining low growing succulent plants, such as sedum. These species require little maintenance but there is no such thing as a maintenance-free green roof.

The cheapest green roof solution (in terms of initial cost) is to plant sedum plugs. In the long-term, however, plugs can be an expensive venture due to higher maintenance requirements. The further apart the plugs are planted, the longer it will take to achieve full soil coverage. While more costly in the short-term, pre-vegetated systems are grown off-site at a nursery to allow for instant maximum benefits and require little longterm maintenance.

If the roof can support an intensive green roof, defined as having more than six-inches of soil, there are more plant options, including ta l l f lowering perennials, ornamental grasses, shrubs and even trees. Intensive green roofs are typically more costly both initially and over its lifespan because these plant species require more maintenance.

Depending on the soil depth and climate, an irrigation system may be needed to ensure plants have access to water during initial establishment. Even fully grown systems may require supplemental watering during extended dry conditions to ensure plant survival. Used judiciously, a backup irrigation system can improve plant health while

maximizing cooling benefits and resultant air conditioning savings generated by the green roof.

Providing plants with water is critical; however, allowing for removal of excess water is equally important. Effective drainage should be carefully planned as ponding water can damage plants and cha l lenge the integ rit y of the waterproofing (if the installation is not inspected and approved by a qualified technica l specia list). W henever roof drains are boxed from vegetation using an edging product, the edging should be perforated to allow water to f low freely toward the drains. If the waterproofing surrounding the drains is exposed it will weather faster than the portion protected underneath the green roof. To maximize the longevity of roof waterproofing and ensure it lasts as long as the portion greened, the exposed membrane should be protected by stone ballast or metal f lashing.

If the roof is to be used by building occupants, ensure the parapet meets safety standards and consider moving concrete or rubber paver walkways in from the parapet. Green roofs edged with pavers nat u ra l ly d raw people to its perimeters, which can be dangerous in the absence of adequate parapet heights or hand railings. Using the same amount of paving space for a patio in the center of the green roof will allow for safer and more relaxing visits to the rooftop.

Constructing green roofs is becoming easier, with new and improved options on the market and access to more experienced designers and contractors. Of all of the ways a building owner can green their facility, a green roof is likely to be the most visible sign for visitors, customers and employees.

AmberPoncéisnetworkcoordinatorforLiveRoof, a subsidiary of Hortech Inc.Bill Lyon is the directorofmarketingforDowRoofingSystems,a whollyownedsubsidiaryoftheDowChemicalCo.and amajorglobalsupplierofreinforcedthermoplastic roofingmembranesforcommercialandindustrial applications.Formoreinformation,contactBillat wjlyon@dowroofingsystems.comor413.552.1072or Amberatamber@liveroof.comor1.800.875.1392.

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Infrastructure

Defying all Odds

Ottawa-area hospital fights back

By Clare Tattersall

22 Building Strategies

Infrastructure

V

Visionary Gerald Savoie is one step closer to fulfilling the mission he undertook more than a decade ago. On June 19, the Canadian Forces opened its new medical and dental clinic located within Hôpital Montfort, which is in the midst of a major redevelopment and expansion estimated at $300-million.

Occupying four floors in the hospital’s newly built east wing, the federally funded “project within a project” is a unique joint venture between Montfort and the Department of National Defence, one that Savoie is most proud of.

“This partnership represents the spirit of our organization,” says Montfort’s president and CEO. Among his greatest achievements, the opening of the largest clinic in the Canadian Forces is just one piece of the Mont for t puzzle, which has proven difficult to put together. Situated in the east end of the nation’s capital, Montfort was among a handful of Ontario hospitals on the chopping block in the heyday of former Premier Mike Harris. Outraged, the community rallied to its defence and the hospital, led by Savoie, launched a suit against the Conservative government to prevent its closure. From 1997 to 2002, Montfort was embroiled in a court battle that was event ua l ly resolved in the hospital’s favour.

“It was very rewarding to witness the results of ever yone’s commitment to Montfort’s future,” recalls Savoie.

Deemed by the courts as too important to close because of its unique role within the province’s health care system, Montfort moved forward with plans to double the size of the hospital shortly after the official ruling. With the goal of improving access to health care services for area residents, the major redevelopment will add two new wings and renovate existing facilities, including intensive care, maternal newborn, menta l hea lth, ambulator y care and emergency services. To be substantially complete in May 2010, the improved facility will have a capacity of 417 beds and increased size of 750,000 square feet.

“It’s the most important construction project ever seen in the francophone world in Ontario,” notes Savoie.

Established more than 50 years ago, Montfort is the only bilingual and Frenchteaching hospital in Canada west of Quebec.

Though it is one of many hospitals currently

being upgraded and modernized in the province, the redevelopment is the largest to be undertaken in Montfort’s history. It is also the first project to begin construction under the Ontario government’s Alternative Financing and Procurement (AFP) program, where risks and cost overruns for delays during construction are transferred to the private sector.

“In other words, contractors don’t get paid until substantial completion of the building has been achieved,” explains Lawrence Quinn, vice-president of project delivery for Infrastructure Ontario, an arm’s length crown corporation that manages projects assigned to it under the government’s AFP model.

EllisDon Corp. was awarded the contract to build the project, which broke ground in May 2006. Project team members include Stantec Architecture Ltd., Halcrow Yolles (structural), MMM Group (electrical/mechanical), Corush Sunderland Wright Ltd. (landscape architect) and ZW Group Inc., selected to provide full project management services from master plan approval through to construction and commissioning.

Construction is 90 per cent complete with the work on the new six-storey east wing and three-storey west wing f inished.

Renovations to the two existing buildings dating from 1953 and 1992 began in earnest last summer.

At present, the project is behind schedule by more than 200 days and over budget by approximately $16-million.

Originally, the hospital was to be completed in fall 2009. Coincidentally, this would have coincided with Savoie’s retirement, marking the end of Montfort’s long journey and the CEO’s distinguished career.

“One of the reasons for the project delay was we ran into asbestos in the old wings,” says Quinn who does not expect the project to come in on budget or time.

Although troublesome to remove, the late discovery of asbestos proved to be beneficial (beyond the obvious health perks).

“As a result, we now have a standard right across our project portfolio that calls for destructive testing to positively identify for asbestos,” says Quinn. “We no longer rely on a walk-through by a consultant, which was previously the case.”

The asbestos incident is just one of many lessons learned on this project. After construction had already begun, the team was forced to redesign portions of the foundation due to the unfavourable nature of

July 2009 23

Infrastructure

the ground in some areas. The project was then further setback by an error in omission by the prime consulting team.

“Essentially, the electrical systems did not meet the needs of the project and had to be redesigned on the fly,” he explains. “We now insist on peer review of the electrical and mechanical systems … (As well), we have since developed Infrastructure Ontariospecific geo-technical and environmental due diligence reports.”

Despite all the challenges, including working on a tight site with limited access, tying in the new buildings with the old and

maintaining a fully functional hospital throughout construction, the project team has stayed the course, with many members citing collaboration as key to the fast-tracked redevelopment’s success.

“Team building and participation is necessary for a project of this magnitude,” says Tim Stewart, senior project manager for EllisDon. Tony Chan of MMM Group agrees.

“Working as an integrated team with the architect and owner helped us quickly identify all the (hospital’s) needs and requirements,” says Chan, adding MMM

Group completed the electrica l and mechanical design in just one year from start to finish, which was a huge feat.

Soon Chan will be able to celebrate another — the hospital’s completion, which will usher in a new era for Montfort.

Fondly called a “healing hospital,” a designation it is also seeking, the new Montfort will be more than charcoal grey concrete blocks, red and buff-coloured bricks and mortar. While its primary function will be to deliver qualit y in-patient and community-based health care, Stantec’s Michael Moxam purports that it will serve as a social gathering place for members of the community.

“Hospitals are being designed to be more than just health care facilities,” says Moxam.

In the case of Montfort, Stantec established four landscaped courtyards as the primary organizing feature. With two on each side of the new wings, the courtyards are critical for wayf inding and orientation as well as allowing natural light to penetrate the hospital’s interior, which is aided by the f loor-to-ceiling glass windows in many patient rooms.

“Creating views and connections to landscape and the outdoors is important to reducing stress for both patients and staff and accelerating patient recovery,” he says. “It also makes the facility feel comfortable and familiar — a place where people want to be.”

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

MMM is proud to provide Mechanical and Electrical Consulting Engineering Services for Hôpital Montfort Hospital

Contact Paul Murphy @ 416.512.8186 X264 paulm@mediaedge.ca

Communities transportation Buildings infrastruCture

For further info or to contact any of our offices, please visit:

www.mmm.ca

24 Building Strategies

Infrastructure

Financing the Future

Building Canadian infrastructure

By Shamshad Madhok

T

The size of Canada’s infrastructure deficit is growing.

While the estimates vary, the conclusion is the same: Government funding and private sector involvement in delivering and financing infrastructure projects is fundamental to revitalizing Canada’s infrastructure.

In 2007, the Federation of Canadian Municipalities estimated the infrastructure deficit was $123 billion for existing municipal infrastructure and would cost $115 billion to construct new municipal infrastructure. If federal and provincial deficits were included, the Canadian infrastructure deficit could be between $350 and $400 billion. Research indicates the accelerated growth in the infrastructure deficit is due to lack of investment, poor maintenance and escalating climate change impacts.

Government has responded to the issue.

With more than $100 billion of government money being funneled into new projects, infrastructure has become a top priority.

However, the role of government and continued role of the private sector in infrastructure development are currently being debated.

Should government become a lender providing credit on commercial terms? Or should government provide funding in the form of grants? And will the private sector have sufficient capital at risk if something goes wrong?

On large scale infrastructure projects where private sector innovation is sought and the amount of private investment is significantly greater, the private sector takes a robust role in the delivery of these assets providing both equity and long-term lending to these infrastructure transactions. The private sector also designs, constructs, performs routine and periodic maintenance and assumes the lifecycle maintenance of the asset over the contract term,

typically through a design-build-financemaintain (DBFM) contract.

With significant funds at risk, lenders and equity investors provide a level of rigour and due diligence to assessing project risks and have a vested interest in long-term project performance. In return, lenders and equity investors find these projects attractive as they offer a longterm stable investment providing steady risk-adjusted returns.

In recent years, long-term lending by European banks has been instrumental in pr iv ately f ina nc ing ma ny Ca nad ia n infrastructure projects that are either in construction or now operating. Financing tended to have long tenors of 30 years and beyond and banks were willing to assume syndication risk. Additionally, credit spreads above gover nment ’s cost of borrowing were acceptable and provided value for money for taxpayers.

Due to the current global credit crisis, which has affected many long-term European lenders, there has been a distinct shift away from 30-year debt to “mini-perm” solutions, with loan tenors of approximately seven years and debt refinancing once construction is completed or the financing period expires.

Furthermore, credit spreads have increased significantly and government owners are seeking more creative ways of financing projects that deliver value for money.

Government grants, milestone payments and substantial completion payments are all being used to reduce the cost of financing but the use of a European Investment Bank (EIB) model with commercial lending terms is still being explored. There may be a short-term role for government as a lender to stimulate investment, however, in the long-term, the risk of crowding out private investment and the inherent conflict of being both lender and

sponsor will need to be managed. Also, there may be increasing pressure on government to strengthen the quality of the covenant beyond “good faith” provisions used in previous transactions.

The role of private finance in Canadian infrastructure is also set to change. In the current market, “club deals” have replaced syndicated debt. And the mix of mini-perm solutions, bond issuances and private equity investments from pension funds are paving the way for creative private finance solutions for infrastructure. In particular, pension funds are revisiting their asset mix to increase their return and are increasing private market investments, including infrastructure. On the recent Niagara Hospital transaction, Borealis Infrastructure, the infrastructure arm of the Ontario Municipal Employee Retirement System (OMERS), invested equity into the deal.

The private sector is seeking wellstructured deals that have a high probability of reaching financial close. Government is injecting funding into larger projects to reduce the overall cost of financing. It is also allowing for credit spread refresh and exploring refinancing risk. Lenders may have proportionally less at risk than before but as long as they have enough capital at risk, government, project sponsors and taxpayers benefit from their involvement.

For this reason, the conclusion is clear: Both government funding and private finance will play an active role in ensuring Canada’s infrastructure deficit is addressed.

ShamshadMadhok,CA,CFA,isamanagingdirectorat PricewaterhouseCoopers(PwC)LLPandistheleaderof PwC’sfederalgovernmentandOttawaInfrastructure andProjectFinancepractice.Aleadingadvisoron infrastructureandpublic-privatepartnership(P3) projects,PwChasadvisedon344projectsthathave successfully closed around the world.

July 2009 25

Pre-Construction Process

BIM in Action Lessons learned, efficiencies gained

By Caesar Ruest

T

The buzz around BIM — Building Information Modeling — is undeniable. Requests for BIM capabilities are increasingly common in major request for proposals (RFPs) from government and industry alike, including Toronto’s William Osler Health Centre, the Bank of Montreal building rehabilitation (through Public Works and Government Services Canada) and the Gardiner Expressway and Lake Shore Boulevard reconfiguration (from Waterfront Toronto and the City of Toronto). Clearly, there is considerable momentum behind BIM adoption, with firms choosing not to embrace this technology at risk of being left behind in Canada’s competitive marketplace.

In a nutshell, BIM is the creation and use of coordinated, consistent, computable information about a building project in design and construction. Use of BIM results in a myriad of competitive advantages; for example, in a traditional AEC (architecture, engineering and construction) environment, critical details and knowledge can be lost as information is passed between architect, contractor, subcontractors and owner. The regeneration of this information takes time, costs money and creates the potential for additional coordination errors. With a BIM approach, vital project content is created, preserved, coordinated and transferred as design, construction and operational teams collaborate to complete a project as efficiently as possible. Firms using BIM can also expect increased speed of delivery, greater productivity, fewer errors, decreased costs and, ultimately, higher quality work.

The Transition to BIM Those considering a move to BIM will quickly realize it fundamentally changes the way architects, consultants, builders and owners organize and work on projects. The result is a new way of thinking and a completely different workflow when it comes to collaborating across practices.

The practice of BIM affects all parties but those involved in the design and building process experience the largest impact as it changes traditionally defined roles. Project responsibilities revolve around assembling the building and teams are no longer divided along orthographic views. Introducing BIM involves a cultural shift and while there may be a learning curve for those involved, the end result will prove invaluable.

Here are some tips to help ensure a successful transition.

Select individuals who understand the big picture. An important part of leveraging

26 Building Strategies

newfound information housed in a building information model is having a clear understanding of its value for customers.

Select evangelists for BIM. Evangelists are important for creating excitement and energy within project teams. They can take valuable lessons learned and help advance the cause for office-wide implementation, leading internal BIM education and training initiatives.

Put the best building designers and architects on the project — not the best CAD (Computer-aided design) operators. The best BIM leaders are seasoned architects and designers as 3-D modelling technology is designed to work the way these design professionals think about buildings.

Organize project teams around functions like content creation, building design or documentation. Again, this may vary from the more traditional CAD approach.

Encourage agility with smaller teams. When preparing project budgets, consider that the project documentation effort may not be as great as what’s required in the more traditional project delivery approach.

Choose the right BIM platform. Choose BIM tools that export to a neutral file format.

Products that offer a complete suite of design applications on a purpose-built platform for BIM are also essential to enable collaboration between architects, engineers and designers.

Real Life Applications Because of BIM’s prevalence across the industry, there are a number of projects that have utilized this technology, including the Art Gallery of Ontario, the Four Seasons Toronto, the Toronto International Film Festival building and the Honda Canada plant in Markham, Ont., scheduled for completion this fall.

In Ontario, Mississauga-based Kenaidan

Contracting Ltd. utilized BIM to help facilitate the construction of new parking garages for GO Transit — Canada’s first and the province’s only interregional public transit system, linking Toronto with its surrounding regions.

Development of the most recent parking garage began in November 2008, and is located at the GO station in Whitby. Using conceptual drawings, a number of complex 3-D models were created to “view” the structure, site and compound models prior to construction. Using BIM, Kenaidan was able to accurately estimate quantities to price the job properly and can monitor quantities of concrete at each stage in the design. Additionally, the contractor is able to upgrade and fine tune the building model in real time, allowing for fast identification of potential conflicts and unplanned challenges before they become a problem. For example, the models helped Kenaidan identify a shoring issue for a deep excavation area that would have undermined a nearby railway track. The problem was quickly resolved with an alternate solution.

BIM: The Next Step Like any organizational change, the switch to BIM is a significant undertaking. Downtime and productivity can temporarily be impacted; however, with proper planning and foresight the long-term gains can greatly outweigh any losses. The benefits of BIM are proven — now it is up to the industry to embrace and implement this next generation technology.

CaesarRuestistheAutodeskBIMsolutionsexecutive forarchitectureengineeringandconstructionin Canada.AmemberoftheCanadaGreenBuilding Council and Canada BIM Council, Caesar has influencedanumberofstrategicprojectstoadopt BIM beyond a traditional CAD process.

Pre-Construction Process

Bringing Buildings Back Decommissioning, redevelopment of a former paint manufacturing facility

By Doug Dolby

F

Five years ago, 2053785 Ontario Inc. purchased a paint manufacturing facility in Toronto. In operation from 1906 to 2001, the 24,756-square-foot Benjamin Moore & Co. industrial facility produced water-based (latex) and oil-based (alkyd resin) paints. The three-storey brick and wood frame building was located on the southern property line of a 2.5-acre site.

To make this site appropriate for redevelopment, the developer retained Terrasan Environmental Solutions Inc. to prepare and initiate programs to abate the hazardous materials, demolish the on-site buildings and re-mediate identified on-site contaminants of concern.

Remedial Objectives As identif ied through a third part y environmental consulting firm, two areas of subsurface petroleum hydrocarbon constituent (PHC) impacted soil were observed on-site.

This consisted of approximately 9,000 metric tonnes of PHC impacted soil located north of the building and 2,745 metric tonnes beneath the building.

Two separate strategies were employed — ex-situ bioremediation and on-site soil vapour extraction — to re-mediate the identified PHC impacts to the applicable site restoration criteria.

into the surrounding environment and protect the soil from the elements while maintaining optimum moisture content.

In 2006, upon receipt of the f inal confirmatory soil samples, the bio-piles were deconstructed and the treated soil was used as clean backfill at the site.

Soil Vapour Extraction Through extensive subsurface investigation work detailing the vertical and horizontal extents of impacts it was determined approximately 3,000 metric tonnes of impacted PHC soils were present beneath the former three-story industrial building.

In 2006, Terrasan and the third party environmental consulting firm began a detailed review of the subsurface conditions and applicable unintrusive remedial strategies to remediate the 2,745 metric tonnes of PHC impacts beneath the building. Based on the vertical elevation of the contaminants and groundwater, it was determined that a soil vapour extraction (SVE) system would be applicable to the site.

As a result, Terrasan commenced a SVE program to extract PHC contained within the vadose zone beneath the building. The SVE system was comprised of two galleries — a north and south — and consisted of 13 extraction wells, 11 injection wells, a vapourliquid separator, vacuum blower and

Hazardous Material Abatement In 2004, Terrasan completed an extensive hazardous material abatement program.

This included removing pipe insulation c o n t a i n i n g “ a i r c e l l-t y p e ” a s b e s t o s bearing pipe wrap located in sections of the building and vinyl f loor covering cont a i n i n g 2 . 3 p er c ent c h r y s ot i le asbestos located on the second f loor. In addition, approximately 36,059 square feet of the wood f looring and 20 per cent of t he pa i nted su r face s w it h i n t he building were abated due to the presence of elevated concentrations of lead and mercury-based paints.

Ex-situ Bioremediation Between 2005 and 2006, Terrasan completed an extensive bioremediation program, which involved the design of four bio-piles to treat the estimated 9,000 metric tonnes of PHC impacted soils. Construction of the bio-piles involved installing an impermeable base with three perforated piping networks designed to introduce air into the bio-piles, collect leachate and distribute nutrients and water to the contaminated media for bacteriological culture.

Upon completion of the remedial excavation activities and placement into four ex-situ biopiles, the bio-piles where then covered with an impermeable geo-synthetic liner to control the release of gases and particulate contamination

Beginning in 2007 to allow for redevelopment of the site, demolition of the existing brick building was performed by mechanicalmeansusingahighreachtoaccessthethird-storey.

Theproposedremedialstrategiesconsistedofthedesignand Hydrogenperoxidewassprayedontotheimpactedsoil,which installationoffourex-situbiopilestotreattheestimated9,000 allowedTerrasantocompletetheremedialactivitiesinconcert metric tonnes of material. with the concrete crushing.

28 Building Strategies

Pre-Construction Process activated carbon vapour treatment units. To enhance the system’s effectiveness it was equipped with solenoids that alternated pumping between the two galleries to create a pulsed effect. This design was implemented to prevent the SVE system from entering a steady state.

Each of the extraction and passive injection wells were equipped with a pressure monitor and valve. This allowed the mechanism to both monitor and control the flow at each well location.

Structural Demolition In 2007, Terrasan commenced demolition of the three-story building to allow for redevelopment of the site. Structural demolition was performed by mechanical means using a high reach to access the building’s third-storey and a multitude of tracked excavators with various demolition-related attachments, such as grapples, shears and pulverizers, to expedite the project.

Demolition activities adhered to a waste audit report completed to determine the amount of demolition material that could be reduced, re-used and recycled. In the end,

approximately 88 per cent of the demolition material, including all concrete, brick, concrete block, ferrous and non-ferrous metal and wood, was processed on-site utilizing various techniques to reuse the material in the new development or sell it to third parties as processed recyclicate.

Upon completion of demolition the remaining on-site PHC impacts (12,000 metric tonnes) were re-mediated. In developing the remedial plan, it was determined the total site area usuable for remedial purposes was less than two acres due to other on-site activities, specifically concrete crushing operations that would occur in concert with remedial activities.

Off-site Chemical Oxidization Due to the lack of available real estate on-site for treatment, Terrasan devised a unique remedial plan to treat the excavated soil within the excavation. This process allowed the remedial activities to be completed in concer t w it h concrete crushing and thereby maintained the project schedule.

Upon excavation and on-site stockpiling

of the impacted PHC soil, confirmatory soil samples were obtained from the base and walls of the completed excavation. The soil was then placed in 18-inch lifts and put back into the excavation whereupon hydrogen peroxide was sprayed onto the impacted soil and mixed thoroughly with an excavator.

After approximately seven business days a grid was placed over the treated area where confirmatory soil vapour concentrations were taken and the appropriate number of soil samples submitted for laboratory analysis to conf irm its environmental quality. This process was repeated until all impacted material was treated and the remedial excavation was backfilled.

2053785 Ontario Inc. is now in the process of finalizing the environmental reports needed to obtain a Record of Site Condition (RSC) from the Ontario Ministry of the Environment. A RSC is required by law in Ontario as part of the re-zoning process to change property use.

DougDolbyismanagerofbrownfielddevelopment and environmental services at Terrasan Environmental Solutions Inc.

Design Charrette An integrated approach for energy-efficiency

By Jane Dalziel

R

Research indicates buildings in developed areas of North America are responsible for 50 to 60 per cent of greenhouse gas emissions.

The most effective means of reducing a building’s carbon footprint is to undertake an integrated design approach (at the ea rl iest stage possible in the design process) with a focus on energy efficiency objectives, the Nationa l Instit ute of Building Sciences reports.

An integrated design approach brings together a building’s design team, including architects, engineering consultants and other professionals, with a diverse and experienced group that may include property managers, costing experts, energy eff iciency and alternative energy consultants, building envelope specialists, municipal engineers, urban planners and communit y stakeholders.

In addition to maximizing environmental benefits, an integrated design approach at the building’s concept stage moves the project forward more effectively than if the design professionals work on the project in isolation.

Additionally, it can save time and money; making changes after design is underway almost always incurs additional costs.

One of the best forums for launching an integrated design team is a charrette. A

design charrette is an intensive, facilitated exercise that takes place over one to three days, depending on the nature of the project. The assembled group looks at all aspects of a new building — essentially challenging each other to consider every strategy to achieve the best and most energy-efficient building possible.

This holistic approach to developing better, more energy-efficient buildings is a deviation from the traditional planning and design process that relies on the expertise of specialists who work in relative segregation from each other. Rather, it draws from the knowledge pool of all stakeholders and endeavours to apply it across the lifecycle of the project, from defining the need for a bu i ld ing t h rough planning, desig n, construction, building occupancy and eventual operation. The result: A sustainable high performance building.

JaneDalziel,P.Eng.,seniorengineer,BetterBuildings Partnership(BBP),EnergyEfficiencyOffice,Cityof Toronto,isresponsiblefortheBBPNewConstruction program,whichiscurrentlyofferingincentivesto assistenergy-efficientdesigninnewcommercial, institutionalandmulti-residentialbuildings.For moreinformation,contactJaneat416.397.9218or jdalziel@toronto.ca.

A design charrette is a collaborative and inclusive process that brings together key project stakeholders. While the type of charrette can vary from project to project, it typicallyinvolvesintenseandpossiblymulti-daymeetings, which, when compared to the traditional approach, can save both time and money.

July 2009 29

Enterprising Canadians

The Erickson Legacy

By Clare Tattersall

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Though legendary architect, Arthur Erickson, was a Canadian at heart, the internationally acclaimed artist shared his passion for architecture, masterful talent and iconic designs with the world.

Born in Vancouver in 1924, Erickson’s interest in the artistic realm was evident at a young age. Growing up he enjoyed d raw ing and pa inting — chi ld hood interests sha red by many a rchitects although pursuing a career in architecture was nowhere on his radar at that time.

At age 16, in the early years of the Second World War, the budding artist was presented an opportunity to exhibit some of his oil and pastel abstracts at the Vancouver Art Gallery, where he met Canadian painter, Lawren Harris. Best known as a member of the Group of Seven, Harris was intrigued by Erickson’s artistic efforts and introduced him to progressive thinkers in the art world.

Shortly thereafter, while taking general arts courses at the University of British Columbia (UBC), Erickson heeded Canada’s call for soldiers and joined the army. After serving overseas in South Asia, where he rose through the ranks to become captain of the Canadian Intelligence Corps, Erickson returned to his hometown in 1946.

Eagerly delving back into his studies, Erickson planned to pursue a career in diplomacy upon graduation. However, this goal soon fell to the wayside. Awed and inspired by photographs of American architect Frank Lloyd Wright’s desert house, Taliesin West, which he happened upon while flipping through Fortune Magazine, Erickson redirected his focus.

Heeding a second call, Erickson packed his bags and moved to Montreal to enrol in McGill University’s School of Architecture.

In 1950, on the heels of graduating with a bachelor of architecture, he once again ventured abroad but this time on a travelling scholarship from McGill. The ensuing years brought the young architect to Greece, Italy, the Middle East and Japan, where he enveloped himself in the history and architecture of each locale, so much so that traces of these cultural regions can be seen in his distinct architectural style, which showcased his affinity for strong horizontal lines and the use of glass and concrete.

30 Building Strategies

Photo courtesy Nick Milkovich Architects Inc.

Before returning to Canada’s West Coast, whose natural elements also found their way into many of his celebrated designs, Erickson worked in London for architect Ernst Ludwig Freud, the youngest son of Austrian psychoanalyst Sigmund Freud, followed by a teaching stint at the University of Oregon.

Then, in 1957, he joined UBC’s ranks as an associate professor in the School of Architecture, where he remained until teaming up with architect Geoffrey Massey to open a practice, Erickson Massey Architects, six years later.

Having worked together on a number of residential projects in the ‘50s, the partnership seemed like the next logical step. It also proved to be a pivotal one, marking Erickson’s architectural assent. In 1963, the two won a competition to design the Simon Fraser University campus in Burnaby, B.C., which, upon completion in 1965, was heralded internationally as an architectural success. Even today, his vision for a village that links academic buildings rather than giving each department its own — a revolutionary move at that time — still resonates on Burnaby Mountain.

From there, Erickson went on to establish Arthur Erickson Architects in the early ‘70s, followed by Arthur Erickson Architectural Corp. (AEAC) approximately 20 years later.

With off ices f irmly established in Vancouver, Toronto, Los Angeles and the

Middle East, Erickson had arrived or so he thought. In 1992, the esteemed architect suffered a setback when he filed for personal bankruptcy after accumulating more than $10-million in debt. However, Erickson soon bounced back and rightly assumed the unofficial title of Canada’s primary architect for the second half of the 20th century before retiring in 2005.

Throughout his 50-plus year career, Erickson amassed a portfolio of groundbreaking projects, creating monumental structures from coast to coast both alone and in collaboration with industry peers. His works include the Evergreen Building; the Museum of Anthropology at UBC; Robson Square, a three-block landmark civic centre and plaza located in the heart of downtown Vancouver; the Bank of Canada building in the nation’s capital; Roy Thompson Hall (with Mathers & Haldenby), which, with its curvilinear exterior design and sloping glass canopy, is a Toronto landmark; and the Markham Civic Centre (with Richard Stevens Architect Ltd.).

Erickson’s genius was not limited to his home country. Leaving his mark around the world, he was also responsible for Technical University (with Frank E. Basil) in Saudi Arabia, Napp Laboratories in Cambridge, Eng., the Donald Kaufman Library in Los Angeles and, most recently, the Museum of Glass in Tacoma, Wash. (with Nick Milkovich Architects Inc.).

Regardless of location, all of Erickson’s works were designed to respond to their surroundings, with many attaining critical acclaim. Erickson himself was honoured with nu me rou s a w a rd s r e c og n i z i n g h i s contributions to the various communities within which he worked. He was named an Officer of the Order of Canada in 1973, a Companion of the Order of Canada in 1981, and was the first Canadian to receive the American Institute of Architects’ highest honour, the AIA Gold Medal.

But perhaps Erickson’s greatest legacy is the impact he had on others. A mentor for many, Erickson inspired several of today’s young architects to choose the profession. And though, on May 20, he died at age 84, his visionary ideas will continue to live on, shaping the next generation of architects to come.

DEMOLITION Complete Demolition Interior Strip-outs - Saw Cutting - Separation Investment Recovery EXCAVATION Deep Excavation - Grading - Site Services Shoring/Bracing HAZARDOUS MATERIALS ABATEMENT Asbestos - PCB’s - Mould - Lead - Mercury Hazardous Chemicals REMEDIATION Soil - Groundwater - UST & AST Removal Industrial Cleaning Infection Control and Containment RECYCLING C&D Debris - Aggregate - Asphalt - Concrete Metals - Electronic Waste LEED Implementation of Green Practices in Demolition and Environmental Construction Practices to Reduce Environmental Impact HERITAGE Heritage Buildings & Structures Preservation, Protection and Salvage STAFF & EQUIPMENT Staff Fully Trained and Certified Full Range of Equipment to Heavy Equipment OTHER SERVICES Emergency Response 24/7 Brownfield Redevelopment Terrasan Metal Fabicators Inc.

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