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Accolades Edition

Willis Chipman AwardsUnion Station - Transportation Gateway PL

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T hrough the Ontario Consulting Engineering Awards, Consulting Engineers of Ontario is proud to acknowledge the excellent service that our member firms provide to the people of Ontario. The projects recognized in this issue

of Accolades prove that a strong consulting engineering industry is necessary for driving Ontario’s economic growth and ensuring the social, economic and environmental well-being of Ontarians.

I would like to congratulate CEO members and their partners and clients who submitted for the 2016 Ontario Consulting Engineering Awards. All nominated projects are worthy of award recognition, and demonstrate the diversity, talent and professional leadership of CEO’s members.

After a thoughtful consideration, the judges have made a rare decision to give out the Willis Chipman Award to more than one recipient. Three firms are recognized for their different work on the renovation of Union Station. While each project could stand alone for excellence, together they provide the components of a multimodal transportation hub moving people across the Greater Toronto Area and beyond.

From designing the bridges that move goods and people across cities, to building a state-of-the-art facility for students, our work touches every aspect of society. The Ontario Consulting Engineering Awards are a wonderful opportunity to look back to see what you have achieved and how far you’ve come. It not only provides a chance to acknowledge our profession’s accomplishments, but also puts us in a positive mindset as we set goals for the coming projects.

Last but not least, I would like to thank the judging panel for their time and efforts in supporting CEO’s awards program on behalf of our members and board of directors.

Sincerely,

Barry Steinberg, M.A. Sc., C.E.T., P.Eng. Chief Executive Officer Consulting Engineers of Ontario

FOREWORD

Volume 10 2016 5

7 Willis Chipman Awards

14 Awards of Excellence 14 Award of Excellence 1-25 Employees

16 Award of Excellence 26-50 Employees



22 Award of Excellence 351+ Employees

ceo.on.ca

Contents Volume 10 2016

All rights reserved. The contents of this publication may not be reproduced by any

means, in whole or in part, without the prior written consent of the Consulting

Engineers of Ontario.

Articles and information in this magazine represent the opinions of the writers and the information that, to the best of our knowledge, was

accurate at the time of writing.

Published by:

www.mediaedgepublishing.com

Sales Executives Nolan Ackman, Ashley Huston, Mike Manko, Brenda Ezinicki,

Kari Philippot

Sales Manager John Pashko

Publisher Michael Bell

Editor Ali Mintenko-Crane

Contributing Writer Richard Woodbury

President Kevin Brown

Senior Vice President Robert Thompson

Branch Manager Nancie Privé

Senior Graphic Designer

James T. Mitchell

Graphic Designer Kelli McCutcheon

@ConsultingEngON linkedin.com/company/consulting-engineers-of-ontario facebook.com/ConsultingEngON

10

12

24 Awards of Merit

24 Building Engineering + Science

26 Environment

28 Industry, Energy + Resources

30 Project Management

32 Studies + Research

34 Transportation

36 Award Nominees

42 Professional Services Directory

Plus Delta is printed on 10% post-consumer FSC certified paper using soya based inks. When necessary to mail an issue in an enclosure, we use an environmentally-friendly, 100% oxo-degradable poly-wrap.

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Celebrating 70 Years of Excellence!

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1. Platform gallery is a public realm with spacious generosity and clear, unobstructed sightlines aiding passenger orientation and wayfinding

2. Column-free platform and uniform lighting, creates added personal safety and a sense of comfort for passengers from train boarding andalighting.

3. Urban tapestry contributes to the system wayfinding and stationidentity. It offers a visual opportunity to uniquely identify each Station’splatform in a manner that creates a visual richness to the ECLRT.

The notion of people and movement using colour and subjects ofkinetic movement is intriguing and will be examined with HMQ duringexecution.

4. The integrated platform edge lighting, cable tray, and mounting assembly performs multiple functions in a clean, simple and rhythmic manner. The armature supports both the rigid OCS power supply to thetrains and the cable tray system.

5. Platform spaces are open with minimal obstructions to allow for

maximum piston effect from trains to naturally ventilate the station. Emergency ventilation and smoke separation is provided by transparent glass screens at concourse level, which also permit passenger views andlight penetration between the platform and concourse

6. The PVIS signs are in clear view of passengers and the DWA to provide information for waiting passengers

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Willis Chipman Award

This year the Willis Chipman Award is a unique situation, as we have three winners. AECOM, CH2M Hill, and Hatch Mott MacDonald

are all recognized for their work on the renovation of Union Station.

Each of their projects could stand alone, but combined they provide the components of a multimodal transportation hub moving people across the Greater Toronto Area and beyond.


AECOM Union Station RevitalizationWillis Chipman Award

E ach year, more than 26 million people pass through the Toronto Transit Commission’s (TTC) Union Station, which runs on the Yonge/University line.

It is the southernmost subway station on the network and is located in the heart of Toronto’s financial district. To replace aging infrastructure and improve passenger circulation and over-crowding, TTC and the City of Toronto initiated the restoration and refurbishment of the station. This was achieved by adding a second subway platform and expanding the concourse to include a single TTC fare-paid area and pedestrian bypass routes. For this project, AECOM was retained by TTC for project management, detail design and construction support.

AECOMUNION STATION REVITALIZATION

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One of the major challenges of this project was that the existing subway line had to remain operational while the construction work was taking place. This meant there had to be minimal disruptions to existing subway operations, Front Street West (the roadway above the subway) and pedestrian traffic during construction.

“The stability of the underground station was a major challenge for us,” says Abbas Khayyam, AECOM’s project manager for the Union Station work. The excavation work removing a south wall was needed to add a second platform and make concourse improvements, which required innova-tive shoring and staging to compensate for unbalanced loading conditions. Complex structural analysis was used to ensure the station’s structural integ-rity was maintained.

Another challenge encountered was utility relocation. Front Street is a major utility corridor that has exten-sive communications lines, electrical duct banks and trunk sewers. “If there was an interruption, that would have been a major catastrophe,” says Khayyam.

Other features now found at Union Station include a new elevator and escalators to gain access to the second platform, improved signage, widened and improved access and exit to and from the platforms and the concourse, and an automated entrance to connect with Brookfield Place – a commercial complex which is also the home of the Hockey Hall of Fame – through Toronto’s underground downtown pedestrian walkway system that is known as PATH.

While those may be the physical features of the revitalized Union Station, careful attention was paid to creating an environment that is aesthetically pleasing. This was in part achieved through the use of ceramic tiles, ramped walkways with glazed glass partitions and a 500 foot glass art wall. The art wall was created by Toronto artist Stuart Reid.

This look of the station is not typical

of what one sees at other TTC stations. Khayyam describes Union Station’s look as fresh and invigorating, but he’s not the only one to offer praise. Toronto Star architecture critic and urban issues columnist Christopher Hume commended the work in an August 20, 2014 article. He stated that the Union Station represents the first attempt of the TTC to imagine and build a station that reflects what passengers want. “At the new Union Station, attention has been paid to details such as stairs, platforms,

lighting, handrails, tiles, that sort of thing. The thought has gone into the quality of the space as well as how it’s used,” he wrote.

The project was completed on time and within budget in advance of the 2015 Pan Am/Parapan Am Games, which is espe-cially notable given the complexity of the project and many stakeholders it involved, says Khayyam. “It’s one of those projects that makes everybody who was involved proud. It’s one of those high points of your career,” he says. •

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CH2M Hill Union Pearson Express Program ManagementWillis Chipman Award

A fter about 60 years of discussion, the Union Pearson Express (UP Express) became a reality when the dedicated express air-rail service running between Toronto Pearson International Airport and Union Station officially began operating on June 6, 2015.

The need for the project grew over the years as Toronto’s population boomed and airport traffic increased. Looking to the future, the need remains undeniable. Union Station passenger projections are expected to grow from 65 million to 130 million by 2031, while Pearson is expected to see passenger count grow from 36 million to 60 million during that same time period.

Beginning in 2011, the project was spearheaded by Metrolinx, the trans-portation agency that oversees the transit network in the Greater Toronto and Hamilton areas. CH2M Hill Canada Limited was retained by Metro-linx to be responsible for project management to ensure the $465 million project was completed on budget and was ready to open before last summer’s Toronto PanAm/Parapan Am Games.

CH2M HILLUNION PEARSON EXPRESS PROGRAM MANAGEMENT

Volume 10 2016 11


CH2M Hill aligned the efforts of designers, contractors and third parties to program goals and standards, which resulted in optimized schedule and budget management, improved risk and quality management and stake-holder integration.

To put it mildly, without this trans-portation option, getting to downtown Toronto from Pearson can be a pain. “A drive from downtown to the airport without traffic is about 30-35 minutes. If there is traffic, it can take you up to an hour and a half,” says CH2M Hill’s Sean Meadows. He served as the operations lead for the project management team.

The project required upgrading an existing 22 kilometre section of the GO Transit Kitchener line to accommodate the UP Express. As well, a 3.3 kilometre rail spur needed to be constructed so Terminal 1 at Pearson could be connected with the Go Transit Kitchener line.

The project presented CH2M Hill with many difficulties. “There was a lot of risk with delivering a project of this size and magnitude with the four-year window we had,” says Meadows. Some of the challenges encountered included cold Canadian winters. At times, the cold winters halted construction, but frost heaves on the rail lines that would appear during the spring threatened to increase costs and throw the timeline out of sync.

Other challenges included the design of the platform doors used at Union Station. The design of the door at Union Station was regarded as problematic because exposure to the elements would have made it lose some of its function-ality. As a solution, a glass-enclosure system was used at both the station and the one at Pearson, meaning people won’t be exposed to the elements when getting on and off the train. This system also prevents people from having access to the rail tracks. Common in Europe, the technology is slowly making its way to North America. “We had to work to come up with a simplistic design, which actually ended up mirroring what we had at our other station,” says Meadows.

Getting the trains on time was also a challenge. Newly-constructed, 17 of the 18 Nippon Sharyo diesel multiple

unit (DMU) trains were delivered on time, however they needed sufficient, proper training and testing. CH2M Hill proposed doing a soft launch to test the UP Express operating model so system corrections could be identified prior to the official launch and operation performance would be improved.

Meadows says this project will be one of the ones he’s proudest to have worked on. “For me, it was a once-in-a-lifetime opportunity. It allowed me to do some-thing that was transformational in the province of Ontario for a project they’ve been talking about ever since I can remember,” he says. •

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Engineers and Environmental Consultants


Union Station is Canada’s busiest multi-modal transporta-tion hub. In fact, more people travel through Union Station

each day than the Toronto Pearson Inter-national Airport. With Toronto’s growing population, the traffic moving through Union Station is expected to double by 2020. Because of this explosive growth, the city is engaged in a $1 billion revital-ization program, part of which includes making additional connections to the city’s popular PATH system, a pedestrian tunnel network that connects more than 50 office towers through 27 kilometres of shopping arcades.

Hatch Mott MacDonald Northwest PATH Pedestrian TunnelWillis Chipman Award

HATCH MOTT MACDONALDNORTHWEST PATH PEDESTRIAN TUNNEL

PATH has long been used as a means for pedestrians to get temporary refuge from harsh Canadian winters and get around the downtown core. However, Union Station was only connected to the PATH system on the east side of the station. With existing passenger volumes, this connection was already congested, so a decision was made to have a relief valve on the west side of the station to balance out the pedestrian loads. This tunnel runs from Union Station to the north side of Front Street at York Street. This is known as phase one of the project and was completed in April 2015. Besides reducing congestion

and speeding up travel times, it provides a safer and faster means of crossing the busy intersection.

Phase two of the project will be a 150 metre cut-and-cover tunnel with the inten-tion to connect to the existing tunnel network at Wellington Street. This phase of the project is currently on hold.

Hatch Mott MacDonald’s Andy Hares worked on different roles during phase one and eventually became the project manager and deputy construction manager. Hatch Mott MacDonald, in association with NORR Ltd., was the prime consultant working for the City

Volume 10 2016 13

of Toronto, providing both design and construction management services. “Although it was technically a tunnel project, in reality it was a utility reloca-tion project,” says Hares.

He says almost every public and private utility in Toronto is located at the inter-section of Front Street West and York Street. In fact, there were 12 utility owners and 25 utilities housed there. “It was like a giant plate of spaghetti noodles,” says Hares. Each of these owners had their own requirements, concerns and operational requirements, meaning the project required immense collaboration. The utilities included water mains, sewers, gas mains, fibre optics, underground hydro transmis-sion circuits, underground primary and secondary hydro distribution circuits, overhead and underground street lighting, traffic control systems, and steam heating networks.

To make matters more complicated, Toronto’s shallow subway system – it’s only six metres below roadways – passes through the intersection. “What that means is all of your utilities which usually go deeper are sandwiched between the top of the road and the top of the subway, so the congestion of util-ities is extreme,” says Hares.


The software programs MicroStation and InRoads were used to develop a detailed 3D model of the existing setup of the utility lines and the proposed solu-tion for it.

With a construction value of $32 million, the project is a fairly small one in the world of heavy civil engin-eering when looked at from a monetary perspective. However, as Hares puts it, “The complexity and challenges of this

project are way higher than its capital cost value would indicate.”

Hares is very proud of the final product. The Hatch Mott MacDonald team was able to deliver a very complicated project under budget. As well, the tunnel itself is aesthetically pleasing, unlike most tunnels which are dark, unlit places people simply pass through. “This is a tunnel people can see and appreciate, which as a tunneller is a rare opportunity,” says Hares. •

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Award of Excellence 1-25 Employees

A SIMPLE SOLUTIONTo a n “ i mp os s i b le” j o b

When JADE Engineers Inc. (now JADE Plus Inc.) was approached about developing a lift and material transportation system for a project

at the Yorkville Village Shopping Centre in Toronto, the firm was told that two other engineering firms said the job wasn’t possible. For JADE’s Andre Brisson, two thoughts ran through his mind when he heard this. “Why? And anything’s possible,” he says. Brisson was right – it was possible.

JADE was retained by Thompson Miller Industrial Corp. for the project. The centre was built in the 1970s and has undertaken a three-year renovation that will cost over $100 million. Part of the renova-tion included installing new heating, ventilation and air conditioning (HVAC) units as part of the mall’s efforts to attain LEED Silver accreditation for the updated mall design.

These HVAC units were quite large. The 12-tonne units were each about six feet wide, eight feet high and 12 feet long. Thompson Miller Industrial was hired to move the rooftop units through the building and install them. Simply hoisting them by crane wasn’t an option because crane access was limited due to circumstances outside of the company’s control.

Just coming up with a solution wasn’t enough – there was a time crunch involved. Before JADE became involved, the project had been delayed and was behind schedule, so it was vital to not fall further behind. As well, the solution needed to be simple so that it could be installed and dismantled quickly, and allow for repairs to be quickly made to the building after installation. Because the building housed residential and retail tenants, minimal disruption was a must.

JADE PLUS INC. Hazelton Lanes - Monorail & Gantry Track

Volume 10 2016 15

Award of Excellence 1-25 EmployeesFor the project, Brisson acted as the project manager for JADE, which was the structural and design engineer. JADE designed a mono-rail and gantry crane system that hoisted the units off the trucks in the loading bay, moved them to a monorail in the underground garage access car ramp, travelled through a hole in the wall, up through a hole in the roof, suspended over the roof, up to a gantry that rolled them onto the penthouse where they were transferred to another gantry and changed direction to roll them into their final positions. The monorail systems mounted to the roof were also used to assemble large chillers and fans.

Because of limited space and clearances, the HVAC units were hoisted and moved using only manual chain hoists, gantries, skates and dollies. For example, in the loading

bay, JADE’s monorail system only allowed for a three-inch clearance for unloading the units horizontally from the gooseneck drop trailers. This also meant the units had to be lifted from the base because there wasn’t enough clear-ance for the hoisting equipment to be mounted above.

As JADE developed plans for the project, it was given a short timeline to carry the actual work out on the ground. “Thompson Miller Industrial was given two weeks and they were done in a week and a half,” says Brisson. Interestingly, the installation of the monorails took longer than expected, but JADE and Thompson Miller Industrial finished ahead of time. “Another impossible mission completed,” he says. •

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sustainable by design


When crews were in the midst of replacing a culvert on Hiawatha Park Road in Ottawa,

they realized the culvert had deterior-ated much more than anticipated, which created a major complication for the construction work. As they cleaned the culvert to prepare it for lining, it was determined if the culvert was cleaned any further, the Hiawatha Park Road could potentially collapse.

At the section of road where the culvert was to be replaced, there was a water main, a local gas main and a federally-regulated, interprovincial gas main that serviced thousands of residents in Ottawa and Gatineau, Quebec. If the road collapsed, it would mean trouble for these two gas lines. The presence of the gas lines alone meant a lot of planning and consultation with stake-

THE ROAD AHEAD


A complex

culvert project

revamps a

critical road

ROBINSON CONSULTANTS Hiawatha Park Road Culvert Replacement

holders and regulatory agencies. As well, Hiawatha Park Road is the only entrance to a community of 55 homes and a 200-room retirement residence.

The decision was made to abandon the existing culvert and modify the lining method. A 1,200 millimetre diameter steel casing was installed as planned, but to maintain the required flow capacity, the steel casing was lined using a thinner cured-in-place pipe (CIPP), instead of a high-density polyethylene (HDPE) pipe. “We had to come up with this solution very quickly because we were already in the field,” says Robinson Consultants’ Barbara St. Aubin. During the construc-tion phase of the project, she worked as the project manager and contract administrator. While a major change like this can be detrimental to remaining on schedule and budget, this did not have an impact.

Volume 10 2016 17


As well, there were vibration limits in place that could not be exceeded on account of the potential to damage the interprovincial gas main. This neces-sitated a vibration monitoring program during the jack and bore process to ensure the tunnelling work was not causing any settlement of the roadway.

Robinson Consultants was responsible for the design and contract adminis-tration services on this project, which included selecting the appropriate trenchless installation method, obtaining approvals from Enbridge for working around the federally-regulated gas main, developing traffic staging plans to main-tain pedestrian and vehicular traffic at all times, and writing specifications to be

included in the contract that ensured the protection of the gas main throughout the construction of the new culvert.

The project involved more than just replacing a culvert. A 75-metre section of road also needed to be widened. The existing roadway was a narrow, two-lane road that also served as a connecting point for two cycling paths in the area. “When we started the design, there was no pedestrian or cycling facilities on the roadway,” says St. Aubin. With the road widening, this would allow for safer access for cyclists, and a sidewalk would be added to improve pedestrian access.

Because of the presence of the retirement home and with Hiawatha Park Road being the only road into the community, this meant two lanes of traffic had to be maintained during construction. “Typically, we’re able to close one lane or temporarily close both lanes and do a road closure. That wasn’t an option at this site,” says St. Aubin.

Project construction occurred between July and October 2015 and was a success. The culvert was replaced, there weren’t any interruptions to gas or water service, and two lanes of traffic were maintained at all times. “This would probably be the most complex and unique culvert project that I’ve worked on,” says St. Aubin. •

“TYPICALLY, WE’RE ABLE TO CLOSE ONE LANE OR TEMPORARILY CLOSE BOTH LANES AND DO A ROAD CLOSURE. THAT WASN’T AN OPTION AT THIS SITE”

Working with you to deliver award winning projects.We embrace your vision as our own to help you adapt to a dynamic world. We bring our best thinking and teams to solve your toughest challenges. To help you transform the world.

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ASSOCIATED ENGINEERING West Main Street Bridge in Welland

HISTORY REMEMBERED

Opened in 1930, the West Main Street Bridge in downtown Welland has long been an important

transportation link in the Niagara region. Not surprisingly, the decommis-sioned lift bridge was showing its age. “It had suffered some structural deteri-oration over time,” says Associated Engineering’s Geoff Burn.

Over the years, exposure to rain, snow and de-icing salts caused severe corro-sion to many areas of the bridge, so it was decided the bridge would undergo

With the

renewal of

a landmark

bridge

a complete structural re-coating and rehabilitation of the lift and truss spans to protect the structural members from further deterioration. As well, the bridge lighting system would be upgraded to a new LED system to cut down on energy costs, while providing superior performance.

The Regional Municipality of Niagara retained Associated Engineering to complete the design and oversee construction of the bridge’s rehabili-tation. Burn served as the overall project manager.

Volume 10 2016 19


The work was done in two phases, with the re-coating and structural rehabili-tation completed between April and September 2014. The original paint system was lead based, so it had to be carefully removed by sandblasting. To prevent any hazardous waste from escaping into Welland or contaminating the water below the bridge, design engineers used a negative pressure environmental protection system.

Once the paint was removed, a three-coat system consisting of a zinc-epoxy primer, multi-purpose epoxy second coat and a grey, polyurethane topcoat was applied to protect the bridge from further corrosion. This paint system will provide excellent protection from future corrosion caused by the weather and application of de-icing salts.

As well, several structural steel members that were damaged from corrosion and being hit by vehicles had to be rehabili-

tated, and the historical operator house underwent a complete recladding to maintain its historical appearance.

With its tight timeline, Associated Engineering worked closely with the city, the municipality and contractors to modify the working hours. This included extending the working hours and working on weekends to ensure the project was completed on time and on budget.

The electrical work was completed between May and June 2015. The project was fortunate to benefit from the services of Marcel Dion, a local lighting designer who offered his services pro bono. Dion developed a lighting scheme that can independently change its colours and is programmed to have special lighting displays for about 20 events per year, such as Christmas, Easter and Canada Day.

Fittingly, the electrical work was completed just before Canada Day as the Welland Downtown Business Improvement Area wanted to have a special lighting ceremony on July 1, 2015. Burn, who lives in nearby Font-hill, attended the lighting event with his family. “There were lots of cheers and ‘O Canada’ being sung. It was pretty nice,” he says.

The work done to the West Main Street Bridge is a good example of a cost-effective solution because it extended the life of the bridge without having to resort to the more expensive option of replacing it. As well, in 1995 the Heritage Welland Committee officially designated the bridge as having cultural heritage value or interest. With the recent work, the bridge will continue to be a historic symbol for the community. “Now, it’s even more of a landmark than it was before,” says Burn. •



IBI Group 2015 Pan Am/Parapan Am Games Transportation Delivery Plan

L ast summer’s Pan Am/Parapan Am Games in Toronto were the largest multi-sport event ever held in Canada, even bigger than the

2010 Winter Olympics in Vancouver and the 1976 Summer Olympics in Montreal. With 41 nations participating, the Games drew 10,000 athletes and officials, 4,000 media and 1.2 million spectators. The Games themselves were held in more than 30 venues across the Greater Golden Horseshoe area of southern Ontario.

An event of this magnitude creates huge challenges for an already-stressed road network, so IBI Group was retained by Ontario’s Ministry of Transportation to develop and implement the Transporta-tion Delivery Plan and games-time oper-ations for the event. “What we had to

Set in

motion for

the PanAm/

Parapan Am

Games

do was take existing transportation infra-structure and make it work better,” says Bruce Mori, IBI’s project director for the transportation plan. In other words, organizers had to make efficient use of the transportation networks in place, rather than build new ones.

As the Games unfolded, athletes and officials would need to get to all venues safely and reliably, while residents, busi-nesses and goods within the region had to keep moving.

Getting spectators to more than 30 venues across southern Ontario posed a challenge from a signage and wayfinding perspective. “The system needed to be communicated in English, French and Spanish and reflect the visual aesthetic of the TO2015 brand. The use of bold colours, discernable pictograms and

AN INCREDIBLE PLAN

Volume 10 2016 21


distinctive typefaces all contributed to a unique and engaging system, which formed part of the look of the Games,” says Wayne McCutcheon, a principal and founding partner of Entro Commu-nications Inc.

One of the major ways these Games differ from a typical sporting event – such as a hockey, basketball or baseball game – is that the Games tend to happen at all times of the day, not just in the evenings when the transportation network isn’t quite as plugged. As well, with events happening at multiple venues, it means the road networks are stressed in multiple locations, not just one.

IBI conducted a significant amount of technical analysis and consultation in collaboration with the province, multiple municipalities, transit agencies and police services to come up with the Transporta-tion Delivery Plan for the Games. “Many of these municipal and government agencies do not usually work this closely together on the same project, so it was a new concept that ended up being really positive,” says Mori.

Some of the measures introduced were to allow athletes and officials to travel in existing high-occupancy vehicle lanes. This approach was even temporarily extended to highways such as the Don Valley Parkway, Gardiner Expressway and some 400-series highways.

Spectators were encouraged to travel to the Games using public transit. People

who had purchased tickets for the Games were allowed to use transit for free in the Greater Toronto Area. As well, free shuttles were in place to get the spectators from the subways to the venues.

For spectators, there were even desig-nated spectator walking routes to get to the venues and expanded bike storage.

A Unified Transportation Coordination Centre (UTCC), an integrated multi-agency headquarters that facilitated traffic and transportation management for the Games, was established to ensure the partners’ efforts were coordinated and effective. As well, performance measures and real-time monitoring were implemented to allow for understanding the status of the transportation network and making adjustments to it.

The transportation plan was a valuable opportunity to observe and earn a thor-ough understanding of the movement of people and goods throughout a broad region, and it left one important legacy – transportation officials now have a blue-print for taking what was learned and applying it on an ongoing basis to the Greater Golden Horseshoe area.

“The success of the 2015 Pan Am/Parapan Am Games confirmed the status of Toronto and the surrounding area as a world-class destination capable of hosting large-scale international events,” says Yannis Stogios, the manager of transportation planning and modelling with Parsons Inc.•

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Award of Excellence 351+ Employees

MORRISON HERSHFIELD Robinson Place LEED® EBOM

O riginally constructed in 1996, Robinson Place is a seven-storey commercial building in Peterborough

that is home to just over 21,000 square metres of space. Managed by Infrastruc-ture Ontario (IO), it is home to more than 1,000 government employees across several ministries. In 2010, IO decided to pursue a Leadership in Energy and Environmental Design (LEED®), Existing Buildings: Operations and Maintenance (EBOM) Platinum certifi-cation for the building. Platinum is the most demanding certification level avail-able within the LEED® program.

TAKING THE LEEDJeremy Carkner, Morrison Hershfield’s principal in charge on the Robinson Place project, was impressed by IO’s ambition. “Most owners, when they try to implement [sustainability] initia-tives to achieve a LEED® rating, don’t necessarily shoot so high for their first building,” he says.

Some of the measures implemented include:

• Installation of energy-efficient chillers to reduce energy consumption

• Real-time monitoring of energy effi-ciency and occupant comfort

Robinson Place gets certified

The EBOM “certification is unlike any other LEED® certification in that it focuses on the operation and main-tenance phase of the building lifecycle rather than the construction phase,” as stated on the the website of the Canada Green Building Council.

Morrison Hershfield was engaged by IO to facilitate the LEED® EBOM process and engineer sustainability initiatives to increase energy effi-ciency, conserve water and contribute to a healthier Robinson Place work environment. Robinson Place was the first LEED® EBOM certified project for IO.

Volume 10 2016 23

Award of Excellence 351+ Employees

• Real-time notifications of spikes in natural gas, water or electricity

• Rainwater harvesting to allow for water conservation

Besides these actions, Morrison Hersh-field also developed operational policies to ensure a green approach was taken to cleaning, landscaping and pest manage-ment.

The impact of these efforts allowed Robinson Place to achieve an Energy Star score of 89, meaning it performs

and 15 per cent in water consumption, the latter of which represents 37 per cent less usage than the average public sector building.

The process of achieving certification is a long-term commitment. Building owners must file for recertification at least once every five years to maintain LEED® EBOM certification, but to get this designation in the first place requires preparing extensive documentation and making calculations to determine whether the individual technical requirements are met. Carkner applauds IO for its commit-ment to achieving a Platinum designation. “They just really embraced whatever it takes to get to the platinum level, which is very difficult to achieve,” he says.

By having gone through this process, IO is now in a position to expand the strategy it used with Morrison Hersh-field to make sustainability improve-ments at other facilities it manages.

Carkner is happy to have helped the building owners to achieve such an aggressive and ambitious goal. “I’m pleased to see it recognized by industry peers as worthy of an Ontario Consulting Engineering Award. We were really happy to lead the engineering for the challenging LEED® EBOM certification process and associated major building upgrades,” he adds. •

better than 89 per cent of its peer build-ings in Canada.

Energy Star is a certification for build-ings that meet “strict energy perform-ance standards” set by the U.S.-based Environmental Protection Agency and Department of Energy. “They use less energy, are less expensive to operate, and cause fewer greenhouse gas emis-sions than their peers,” says a posting on the Energy Star website.

As a result, Robinson Place saw a reduc-tion of 26 per cent in energy intensity

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Award of Merit Building Engineering + Science

Blackwell Structural Engineers Lassonde School of Engineering Façade, York University

Y ork University’s Bergeron Centre for Engineering Excellence is a relatively conventional cast-in-place concrete structure, but the multi-faceted façade and building envelope is anything but conventional. This

three-dimensional façade is where the dominant source of archi-tectural expression comes from and is made up of 165 unique prefabricated hollow structural sections (HSS) that incorporate the curving inside form, the crystalline window boundaries and the faceted triangular pattern.

The architects on this project, ZAS Architects, had a vision of a unique singular façade of glass and aluminum. The designers’ vision was for the building to have a cloud-like appearance with mathematically randomized curve frames. This patterning was developed by mathematicians from MESH Consulting and

FLAWLESS FAÇADEAn unusual process delivers beautiful results

created a visually-complex geometry. “They really did a good job of giving us this illusion of a completely random pattern,” says Blackwell Structural Engineers’ Shannon Hilchie. On this project, Blackwell was responsible for the engineering and geometric resolutions of the building’s façade and supporting glass windows.

For concrete buildings, there are normally a number of options that can be used for the façade or envelope system, namely concrete, block, stud walls or light steel framing. However, for this project, only pre-fabricated HSS steel frames met the economic and technical challenges.

The process taken for this project was also a little bit unusual. With most projects, once the concrete is poured for the building, the steel fabricators take measurements, construct it

Volume 10 2016 25

Award of Merit Building Engineering + Science

and do installations, while window fabricators wait for the steel fabricators to do their work before they can do measurements and fabrication. However, on this project, as the concrete was being poured, the HSS sections and windows needed to be built. “From an engineering perspective, this is a unique project. That was the really hard part about this project,” says Hilchie.

Because the window fabricators were given the same 3D models that the steel was being fabricated with, this allowed window and cladding panel fabrication to be done simultaneously.

While the project was tendering, Blackwell completed geometric resolution models that were three-dimensional models of every piece of steel that needed to be fabricated. “It took me three weeks to do the first panel,” says Hilchie, noting she knew this would be the one she expected would take longest and where she’d make mistakes, fix them and get more efficient. The second panel took a day, while the third took an hour. From there, it was smooth sailing and Hilchie would send a batch of models to the fabricators every day. This meant that the steel frames were able to be installed quickly, allowing the building to be enclosed and work to progress inside.

The façade at the Bergeron Centre for Engineering Excel-lence is housed in a fitting place in that inside the walls of the building, the next generation of engineers will be educated. The natural beauty of the exterior acts as a stunning example of architectural design meeting technical innovation and will no doubt inspire the students who study engineering at York because it is so different from conventional design. “We’re used to everything being right angled and our mind tends to love that perfect form,” notes Hilchie.

She says Blackwell enjoys pushing boundaries and she’s looking forward to the next project that comes along that presents similar challenges. “I can’t wait to do another one like it,” she says. •

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Award of Merit Environment

R.V. Anderson Associates Limited Sudbury Wastewater Treatment Plant Upgrades

T he headworks facility of Sudbury’s wastewater treatment plant constructed in early 1970s was in need of replacement, but

it came with a hefty price tag of $30 million. Locally known as the Head House, it was experiencing significant operations and maintenance issues.

In 2007, R.V. Anderson Associates Limited was tasked with determining if the facility could be upgraded. Because the Head House was the city’s largest wastewater treatment facility, the plant had to remain in operation during any upgrades.

In a feat of practical problem solving coupled with modern innovation, R.V. Anderson decided to build the new works directly over the existing infra-

HEAD HOUSE REVAMP

Reusing

infrastructure

already

meeting

future needs

structure in the building. “We were reusing the existing infrastructure, but improving it to meet the future needs of the community. By doing this, we also increased the capacity of the facility to meet the ultimate projected capacity of the plant,” says project manager Chris George.

There were a few other things that made the project notable. Under the original facility, the headworks components sat lower than the downstream aeration tanks, meaning that when sewage left the Head House, the flow had to essen-tially be pumped uphill to reach the tanks. R.V. Anderson determined this intermediate pumping station to reach the tanks could be eliminated if the grade line was simply elevated. Doing so meant the system would operate more

Volume 10 2016 27

Award of Merit Environment

efficiently – especially when flows were high – but would also save the city about $125,000 each year in energy costs.

As construction of the project unfolded, new concrete channels and grit vortex units were built using the existing channels as a foundation. The existing channels remained in operation while the new works were cast on top. As the new channels were completed, the wastewater was transferred to the higher hydraulic grade.

R.V. Anderson also designed an auto-mated gate system that under the right conditions would allow sewage flows to be collected and then treated in the overnight hours when the cost of energy is cheaper. “They can shave the peak power usage off of their facility,” says George. As a result of this measure, the city is seeing energy cost savings of 10 to 20 per cent.

The facility, which is close to residents, was prone to odours, so it was decided photoionization odour control tech-nology would be used. This new state-of-the-art technology uses ultraviolet light and a catalyst medium to remove

odours, and proved to be cheaper and more space efficient than traditional odour-control systems that can be large and expensive.

The 18-month project was completed on time and finished in February 2015. George credits the company’s ability to come up with “an out-of-the-box solu-tion” to the fact that the company has been the engineer of record at the facility since the early 1990s. As a result, it had an intimate understanding of how the system worked.

The most impressive thing about the upgrade project is how much more cost efficient it was than replacing the facility. “The easy thing for the city would have been to spend the $30 million to construct a new facility. I think we took the path less travelled and came up with a unique solution that allowed the city to save $19 million in capital construction and be able to reuse existing infrastruc-ture,” says George. •

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Award of Merit Industry, Energy + Resources

Hatch Lower Mattagami River Project – Smoky Falls

ENERGY VICTORY

W ith its jaw-dropping views, the Lower Mattagami River (LMR) hydro-

electric project is a place that looks like it would be a great setting for a climactic scene in a James Bond movie. The script for this project was to essentially double its gener-ating capacity from 484 megawatts (MW) to 939 MW.

The facility is located on Moose Cree First Nation ancestral lands, about 85 kilometres northeast of Kapuskasing. Besides tapping into the full potential of the river’s hydroelectric capacity, another key goal of the project was to develop a win-win relationship with First Nations people and their local workforce.

To increase the generating capacity, it was necessary to add a generating unit to three of the existing stations, as well as completely replace the most outdated generating station, Smoky Falls. “The challenge was to add a unit without interrupting the existing one and without causing safety issues,” says Fadi Chidiac, project director for Hatch. The company was involved in the first three phases of the project: the feasibility study (2005-2006), project definition (2007-2008), and the front-end engineering and design phase (2009). Construction began in 2010.

Ambitious hydroelectric

project doubles its generating

capacity

Volume 10 2016 29

Award of Merit Industry, Energy + Resources

Smoky Falls, built in 1931, was considered the weakest link at the complex, and had a generating capacity of only 52 MW. It limited the volume of water that could go through the cascading generation complex’s four linked stations. The new station at Smoky Falls has three generating units each offering 90 MW of gener-ating capacity. The construction work involved pouring 150,000 cubic metres of concrete and building six intake gates. As well, a new headrace and tailrace were needed, existing water-retaining structures needed to be rehabilitated, new transmission lines needed to be constructed and the old station had to be decommissioned.

The setting alone provided a challenge for a number of reasons. As an existing project, it meant the project wasn’t working with a blank slate and had to ensure the existing operations were not compromised. “This kind of project is more complex,” says Chidiac.

With its northern setting, it’s a cold place to do business. Chidiac says the mercury sometimes dropped as low as -45 C. Workers worked 12-hour shifts and were housed in on-site camps, meaning they had little to do but eat, sleep and work. He says this environ-ment provides an added need for ensuring a good working environment in which workers are compensated fairly. “They should always feel they are important and doing a good job and feel appreciated.” The project was a success. Chidiac says Hatch’s employees logged

over 400,000 hours on site and there weren’t any safety incidents. This is also a big success.

The project was a boon for local First Nations workers as 25 per cent of the project’s workforce were First Nations people. First Nations companies were awarded roughly $250 million in contracts. Chidiac says the work with the First Nations workers went smoothly and notes that an environmental working group was set up to open the lines of communication between the stakeholders on the project. This group would meet every two weeks.

The $2 billion project was delivered on budget and ahead of schedule. All stations and their new units were put into service in December 2014, an appropriate time to launch given the high-energy demand period the Christmas holidays present.

The project represents the largest hydro-electric project constructed by Ontario Power Generation in the last 40 years. It also represents an important measure for providing Ontarians with cleaner sources of energy. The additional 455 MW of energy the project provides means an additional 455,000 homes can be powered during peak-usage periods. •

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Award of Merit Project Management

Dillon Consulting Billy Bishop Toronto City Airport Pedestrian Tunnel

F or people using the Billy Bishop Toronto City Airport, until recently getting to and from the airport required using what was often called the world’s

shortest ferry service, a 120-metre trip that took 90 seconds. Operating every 15 minutes, taking the ferry was a novelty, but could be a pain at the same time. Relying on boat access often meant passengers would get delayed, the travel could be uncomfortable due to weather conditions and it meant the road network would experience surges of traffic because people would all get off the ferry on the main-land at the same time.

To increase the quality of service offered, the Toronto Port Authority (now PortsToronto) decided to build a tunnel as an alternative to the ferry service. The tunnel itself is 175 metres long, over 30 metres deep and takes less than six minutes to travel between the mainland and the island airport. “With the tunnel, you can go at your own speed and schedule,” says Dillon Consulting Limited’s Paul MacLeod. Previ-ously, it could take over 20 minutes to get to and from the island airport, depending on passenger volumes and whether you missed a ferry.

The Dillon team was engaged to undertake the planning for the tunnel project, which included the completion of an environmental assess-ment. At the same time, PortsToronto initiated a public-private partnership (design-build-finance-maintain) process and Dillon acted as the technical advisor from the start of the project to commissioning.

TRANSPORTATION UPGRADE

Newly built tunnel offers efficient travel to and from airport

Volume 10 2016 31

Award of Merit Project Management

MacLeod, who acted as the project manager, says the project faced many challenges, including the complex engin-eering and construction issues created by downtown Toronto’s dense, urban environment. Engineering and construc-tion challenges included construction traffic management, relocating utilities, constructing deep shafts adjacent to Lake Ontario, materials management and removal, while continuing to operate the airport with minimal disrup-tion to airport users. “Those are very challenging obstacles to overcome and address,” says MacLeod.

To reduce the traffic impact on nearby streets, negotiations were done with the City to use adjacent vacant City land for construction staging and ongoing airport, taxi, shuttle bus and parking service. Negotiations with the City also secured an easement to allow the tunnel to cross directly underneath City prop-erty, which helped reduce the length of the tunnel.

While building a tunnel is not unique, doing so within a public-private partner-ship model and having the challenge of moving large numbers of people with baggage from a ground level through a short distance at a significant depth, is. To confront the elevation challenges, there are eight elevators and two long flights of escalators in place.

The tunnel itself is being powered using renewable electricity. An agreement is in place with Bullfrog Power to ensure that 100 per cent renewable electricity will be put onto the grid to match the amount of power the tunnel uses.

The tunnel cost $82.5 million to build and was delivered on budget and within the timeframe, despite significant schedule challenges due to unusually cold winter weather and unexpected ground conditions. The tunnel opened to the general public in 2015. •

THE TUNNEL COST $82.5 MILLION TO BUILD AND WAS DELIVERED ON BUDGET AND WITHIN THE TIMEFRAME, DESPITE SIGNIFICANT SCHEDULE CHALLENGES...

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Award of Merit Studies + Research

Amec Foster Wheeler Environmental & Infrastructure Lisgar District Basement Water Infiltration Investigation

I n 2008, some residents of the Lisgar area of Mississauga began having water infiltrate the basements of their homes. This came as a surprise because for the past 25 years,

there were no known problems. As well, these homes had dedicated foundation drain collectors installed, which was considered the gold standard for managing foundation water around homes. Roughly 190 people’s homes are known to have experienced this problem.

To figure out what was causing this, the City of Mississauga did a number of things, including inspections and sealing certain components of the foundation drain collector systems, clean-outs and adjustments to surface water features, like overland flow routes.

In October 2011, Amec Foster Wheeler Environ-mental & Infrastructure was retained to do an engineering study to determine the possible causes behind the basement water infiltration. “We had to systematically eliminate various different mechanisms that could have led to the problem,” says Ron Scheckenberger, principal of Water Resources with Amec Foster Wheeler. The company was also tasked with recommending corrective measures to fix the problem.

Using innovative monitoring and proof-of-concept testing, modelling and analysis, Amec Foster Wheeler was able to identify the source of the problem. “It was a synergy of a lot of different unique factors related to this area,” says the company’s project engineer, Matt Senior. It determined the primary cause was leakage from the storm sewer system – which is a normal and expected occurrence – combined with slow-draining native soils around the utility trench (housing the foundation drainage collector system) which resulted in water build-up. In those

A PERFECT STORMStudy determines the culprits in

basement water intrusion

Volume 10 2016 33

Award of Merit Studies + Research

cases where the build-up is significant, it can travel up the bedding material around the foundation drain collector laterals servicing the homes and into the foundation weeping tiles. The water would then drain directly into the foun-dation drain collector pipes through these weeping tiles and overload the system. These conditions combined with certain storm conditions – such as multiple days of rainfall followed by a large storm event – could mean the home’s weeping tiles would be unable to drain the water around the home, thereby resulting in water seeping into the basements.

To fix the problem, Amec Foster Wheeler recommended the City to line selected storm sewers to minimize leakage, construct a utility trench dewa-tering system and conduct additional monitoring to assess the effectiveness of these two actions. Depending on their effectiveness, additional measures may have to be considered.

The company’s findings were revealed in a March 2015 public meeting, which

went remarkably smoothly. “There really weren’t any critical comments from the public afterwards. You got the sense the public really appreciated the complexity of the project and we and the City had been working together to try and resolve this for them,” says Senior.

Looking back on the project, Scheck-enberger says there was an immense amount of collaboration with City staff at all levels, which stood out to

him as unique despite his 30-plus year career in engineering. “This project was very important to them and they were extremely helpful in building the solution and their understanding of the project,” says Scheckenberger.

Scheckenberger finds it particularly rewarding that his company will continue to work on the project and ensure the problem is fixed. “We are going to see it right through to the end,” he says. •

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Award of Merit Transportation

Arup Queens Quay West Revitalization

Neglected

four-lane road

transformed into

iconic boulevard

T he Queens Quay Revitalization project in Toronto has transformed what was once a neglected four-lane road into a beautiful and modern multi-modal

street, representing a shift from vehicular traffic to a focus on pedestrians, active transportation and light rail transit (LRT).

The roadway once housed four lanes of traffic and a streetcar track, but it is now the epitome of what roads of the future could look like. The 1.5 kilometre stretch of roadway that extends from Lower Spadina Avenue to Bay Street is now a two-lane, tree-lined, pedestrian and transportation-friendly waterfront street that also has an LRT. A primary objective of the revitalization was also to connect the Martin Goodman Trail – a multi-use pathway along Toronto’s waterfront – within the central waterfront. “It’s by far one of the highest profile projects in the city of Toronto,” says Nikos Chalaris, Arup’s lead civil engineer and project manager for the Queens Quay Revitalization.

The north side of Queens Quay now accommo-dates east and westbound traffic, while the LRT runs through the middle and the south side is home to the tree-lined public promenade and recreation trail.

ROADWAY OF THE FUTURE

Volume 10 2016 35

Award of Merit Transportation

Arup worked as the lead engineer on the project, redesigning the street and preparing an operational concept to address the needs of residents, busi-nesses, and tourism and transit stake-holders. As well, Arup was responsible for civil, geotechnical, rail and traffic engineering, and transportation planning and services during construction.

More than a roadway, the project offers an outdoor space for public gather-ings to hold events, entertainment and cultural activities. “From a citizen’s point of view, having a really nice place to go and spend recreation time, I think it’s really important for the city,” says Kirsten Warren, an Arup spokesperson.

The project faced many challenges associated with engineering and public perception. “The biggest challenge encountered on the engineering side was the entire old underground infra-structure,” says Chalaris. The existing utilities were laid down in an ad-hoc manner, with each utility company laying infrastructure down in the space that was available. The existing util-

ities included water mains, storm and sanitary sewers, transit signal priority loops, traffic signals, power duct banks, telecommunications cables and gas. To overcome this, Arup developed compli-cated staging plans that allowed the util-ities to be consolidated within a single trench. Where possible, these utilities were stacked.

Another challenge was how to allow emergency vehicles access to the LRT track in the event of an emergency. DTAH/West 8 designed a rolled curb to accommodate emergency vehicle access.

Convincing the public that Queens Quay could change from a four-lane road to a two-lane one was equally difficult. Arup used its cutting-edge simulations to show anticipated traffic and transit flows, and through extensive stakeholder consultations, the general public came to believe in the viability of the project.

The project took three years of construction to complete and opened in June 2015, on schedule and in time for the Pan Am/Parapan Am Games. The Queens Quay revital-ization project resulted in an iconic boulevard and public space that will be enjoyed by both Torontonians and visitors. The project makes Toronto’s waterfront more accessible and allows people to enjoy its beauty. “I think it definitely sets the bar for the City and for other projects,” says Chalaris. •

MORE THAN A ROADWAY, THE PROJECT OFFERS AN OUTDOOR SPACE FOR PUBLIC GATHERINGS TO HOLD EVENTS, ENTERTAINMENT AND CULTURAL ACTIVITIES.

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AECOM is honoured to be recognized by Consulting Engineers of Ontario for our Union Station/Front Street Revitalization Project. We congratulate all award recipients and acknowledge the significant contributions of the nominated projects.www.aecom.ca


Nominees

AECOM CANADA LTD. York Durham Sewer System Southeast Collector Trunk Sanitary SewerRapid population growth in the York Regional Municipality is expected to continue. Without taking action, this would have put a strain on the municipality’s ability to treat sewage, so a trunk sewer was built between Markham and Pickering. The sewer measures 15 kilometres in length and 3,000 millimetres in diameter. Odour control was a concern, so four odour-control facilities were built, which resulted in the removal of 99.5 per cent of emitted odours. The municipality anticipates the new sewer will allow for the building of 152,000 new residential properties and 8.6 million square of feet of commercial and industrial space.

AECOM CANADA LTD. University of Carleton Parking StructureThis three-level parking structure at Carleton University is essentially a bridge that spans an existing right-of-way for an O-Train, Ottawa’s light-rail transit system. A system of deep foundations and precast concrete was used to overcome this critical design challenge.

The structure’s features include machine-room-less elevators, video surveillance and an intercom system. With comprehensive signage for drivers and pedestrians, the structure seamlessly connects with pedestrian links, allowing users safe and direct access to and from the garage.

The structure can house 300 vehicles, but can be expanded to add another three levels of parking and double its capacity.

ARUP The Bergeron Centre for Engineering ExcellenceThe Bergeron Centre for Excellence is a five-storey, 167,500 square foot building at York University’s Lassonde School of Engineering designed to create what the univer-sity calls “Renaissance Engineers: entrepreneurial engineers with a social conscience and a sense of global citizenship.” The building is a learning tool and includes a triple-height civil engineering lab that is structurally isolated from the rest of the building. This lab has what is called a “strong wall and floor,” which allows for destruction testing of prototype structural elements and construction materials. The building was designed for LEED Silver accreditation, but provisions have been made to achieve LEED Gold status.

ASSOCIATED ENGINEERING City of Toronto Water Treatment RequirementsMore than one billion litres of potable water are treated by the City of Toronto each day at its four water treatment plants (WTPs). Associated Engineering was retained to provide technical direction for the water treatment requirements at these WTPs for the next 20 years. Associated Engineering looked at water quality data, the impact of climate change and the capabilities of treatment processes. Using a triple bottom line risk approach, areas of concern were identified and alternatives were evaluated. A 20-year capital improvement plan was established in which the preferred solutions were prioritized.

Volume 10 2016 37

Nominees

BLACKWELL STRUCTURAL ENGINEERS Scarborough Civic Centre LibraryThe Scarborough Civic Centre Library branch is an open concept, one-level building that allows for maximum flexibility and barrier-free access. Blackwell’s role on this project was to design a building structure that would meet the architectural perform-ance requirements and maintain a respectful cohesion with its environment, while upholding the architectural vision of an exposed structure, achieved in part by using glued laminated timber construction. The building has four gently tilting wooden roof planes that create an elevated garden landscape resting on a series of crossing column clusters. Geometrically complex, the four roof strips all have different slopes and their plan curvature varies.

BLACKWELL STRUCTURAL ENGINEERS Wong Tai Sin TempleWhen it opened last year, the Toronto Star called the temple Markham’s “most dramatic new building” – and with good reason. The single-storey building is elevated off the ground, cantilevering over the parking lot beneath. The building was constructed this way because of extensive parking requirements as mandated by the city. The building uses one of the longest pre-stressed concrete cantilevers in North America. Blackwell calls the project a “floating sanctuary of spirituality and wellness; enriching the community in which it resides, and endorsing a greater quality of life for all,” a fitting description for the temple that follows the teachings of Confucianism, Buddhism and Taoism.

CH2M HILL CANADA LIMITED The Conservation of the R. C. Harris Water Treatment PlantNow 75 years old, the plant has been honoured with numerous heritage accolades over the years. The facility is one of Toronto’s four water treatment plants and is also the largest. The plant is located on Lake Ontario, which meant the building envelope had deteriorated considerably. The restoration project conserved and restored the building’s classical art deco style, while also addressing site access and security issues. Given its heritage status, a pre-qualification process was used prior to tendering to attract and secure qualified heritage masonry contractors and roofers. The plant’s functional lifespan has been expanded by more than 50 years.

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Nominees

ELLIS ENGINEERING INC. Rehabilitating the Queenston Street BridgeThe Village of Queenston in Niagara-on-the-Lake has been a transportation hub for over 200 years. In 1931, the Queenston Street Bridge was built. In 2012, ELLIS Engineering Inc. was retained to develop a plan for updating the existing structure to current code requirements, while maintaining the historical and cultural signifi-cance of the structure. The design was completed a year later and the work included constructing new parapet walls and railings, a new reinforced concrete sidewalk, semi-integral joint conversion, and structural steel repairs and strengthening. Upon comple-tion, the locals were delighted by the new look of the bridge and commissioned it with a parade.

CH2M HILL CANADA LIMITED West Don LandsThe legacy of the West Don Lands (WDL) project will live on long after the Toronto 2015 Pan Am/Parapan Am Games. While this site was used as the athlete’s village and housed over 10,000 athletes, the lasting legacy will be the vibrant neighbourhood it created, offering 6,000 new residential units with affordable housing. The project converted a largely vacant 32-hectare brownfield property into a vibrant, multi-use neighbourhood. Also located in the neighbourhood is George Brown College and a YMCA facility surrounded by 9.3 hectares of parks and public spaces. The project required intense focus and technical expertise to be ready for the Games.

GREENLAND INTERNATIONAL – CONSULTING ENGINEERS Cumulative Effects Wastewater Infrastructure ProjectAs part of the Everett wastewater treatment plant project within the Great Lakes Basin, Greenland International Consulting Ltd. was retained by the Township of Adjala-Tosor-ontio to do the following:

• Complete a Schedule C Class Environmental Assessment planning and design process.

• Develop and launch a pay-for-performance initiative involving the municipality, private sector and land development industry.

• Initiate a long-term phosphorus offset program and monitor cumulative impacts on the Pine River Basin.

The work on this project meant it addressed new requirements included under the province’s Bill 66 – such as the phosphorus offsetting program – which was passed in November 2015.

HATCH Kashechewan First Nation Flood RepairEach year, ice jams downstream of the Kashechewan First Nation cause the Lower Albany River to stage. In April 2015, Hatch received an emergency call that work needed to be done to prevent a serious risk of flooding from hitting the community. In just three weeks, the firm assessed the project requirements, completed designs, prepared contract documents, a safety plan, tendered the project and managed all of the procurement and construction activities. To prevent flooding, de-icing within the community was done and repairs were made to broken infrastructure, jammed drainage culverts, broken sewage lift stations and damaged internal drainage systems.

Volume 10 2016 39

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Queens Quay West Revitalization, Toronto, ON

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Nominees

INTEGRAL GROUP Fort York Visitor CentreThe Fort York Visitor Centre pays homage to Toronto’s founding and Canada’s military past. The Centre is a museum and also includes a theatre, and multi-purpose and meeting rooms. Integral Group provided mechanical and electrical services for the project, developing an energy efficient, high-performance building that offered stringent environmental control conditions. This design enhances human well-being, while also reducing operator costs. Being a museum, designing a lighting system that met the needs of each exhibit space was a must. The building is predicted to consume upwards of 40 per cent less energy than a comparable model National Energy Code building.

MMM GROUP LIMITED Precast Arch Structures on Warden AvenueWith traffic volumes increasing, over one mile of a two-lane rural roadway in Markham was deemed to be substandard in width and profile, and didn’t have the proper infrastructure for pedestrians and cyclists. To add to the challenge, approxi-mately 60 per cent of the road was within a heavily-forested area that had three existing culvert creek crossings prone to flooding. In 2014, the road was widened and reconstructed to a four-lane roadway with a multi-use pathway and precast arch structures at the three environmentally-sensitive watercourse crossings. MMM Group Limited completed the detailed design for this project.

MORRISON HERSHFIELD LIMITED Commissioning of the New PHO Laboratories in the MaRS Phase 2 FacilityPublic Health Ontario’s new Toronto public health laboratory is the central infectious disease testing and reference laboratory for the province and is projected to conduct 2.8 million tests annually. The laboratories in this facility work with some of the most volatile organic substances in the world. Morrison Hershfield, in partnership with Hemisphere Engineering, provided specialized commissioning services for this facility, providing independent assurance the relevant biosafety and biosecurity issues were managed when constructing the facility, including how the laboratories would perform during and after catastrophic events such as power failures and malfunctions. The level of absolute reliability the mechanical and electrical systems had to deliver were unprecedented.

THE MUNICIPAL INFRASTRUCTURE GROUP LTD. Richmond Hill Centre/ Langstaff Gateway Urban Growth Centre Environmental AssessmentUnder the province’s Places to Grow plan, the regional centre at Yonge Street and Highway 7 – also known as the Richmond Hill/Langstaff Gateway Urban Growth Centre – is viewed as having an intense concentration of high-density, mixed-use development. Projected population and economic growth is expected to require improvements to the regional water and wastewater systems to accommodate the growth. The Municipal Infrastructure Group Ltd. (TMIG) undertook a Schedule B Class Environmental Assessment (Class EA) study to evaluate and forecast water and wastewater servicing requirements for the area up until 2051, with the goal of opti-mizing the use of existing infrastructure.

Volume 10 2016 41

SMITH AND ANDERSEN CONSULTING ENGINEERING Humber River HospitalWith a design-build timeline of only 44 months, the 1.7-million square foot Humber River Hospital was constructed. The Smith + Andersen team’s mandate was to engineer and construct building systems that complied with the hospital’s design vision and criteria, which focused on having a facility that was “lean, green and digital.” This was achieved by:

• Using technology to ensure staff and resources are used efficiently.

• Building a sustainable facility that is targeting LEED Silver accreditation.

• Making Humber River Hospital North America’s first fully digital hospital, meaning using technology to improve efficiency, accuracy, reliability and safety.

PARSONS Highway 401 Expansion from Highway 8 to Hespeler RoadWith vehicular and commercial traffic expected to increase on Highway 401 in the Kitchener-Waterloo-Cambridge area, the provincial transportation ministry deter-mined highway expansion was needed to improve operating conditions and ease safety concerns. More than 125,000 vehicles travel this stretch each day. The project will see 5.5 kilometres of highway widened from six to 10 lanes, alignment adjust-ments made to improve sightlines, eight bridges rehabilitated or replaced, and new lighting and safety features installed, such as installing an automated anti-icing system for the ramp from Highway 8 to Highway 401. The project is under construction and is expected to be completed in 2019.

STANTEC CONSULTING LTD. Conlin Road West, Thornton Road to West of Simcoe StreetIncreased traffic and future development in the Conlin Road West area necessitated fixing safety and operational deficiencies of the road, while protecting habitat in the Oshawa Creek. The Oshawa Creek is home to spring and fall trout and salmon runs. Following comple-tion of an environmental study report, Stantec completed the detailed design and contract documentation. The finished product was a four-lane realigned roadway with sidewalks and bicycle lanes, energy-efficient LED lighting, replacement of the two-lane bridge with a four-lane one, as well as the realignment and naturalization of about 350 metres of the Oshawa Creek. As well, enhanced quality control measures for stormwater runoff were implemented.

STANTEC CONSULTING LTD. Kirkland Lake Wastewater Treatment PlantIn February 2009, the roof of the wastewater treatment plant (WWTP) in Kirkland Lake collapsed because of excessive snow and ice on it. This necessitated building a new facility that integrated with the pumping station from the existing WWTP, which had to remain operational during the design and construction of the new facility. A preliminary design report by another firm pegged the cost of the project at $38 million, an amount that was higher than the funding available for it. Under Stantec’s leadership, innovative design was used that allowed the construction cost to come in at $30.9 million, less than the tender amount of $32.1 million.

Nominees


PLUSDELTAProfessional Services Directory

AECOM .....................................................35 www.aecom.ca

Amec Foster Wheeler .................................33 www.amecfw.com

Arup Canada Inc. ......................................39 www.arup.com

Associated Engineering ............................. 15 www.ae.ca

Benefit Partners .......................................... 13 www.bigcompanyadvantage.com

Blackwell Structural Engineers ..................25 www.blackwell.ca

C.C. Tatham & Associates Ltd. ................35 www.cctatham.com

Carlton University – Department of Engineering ....................... 37 www.carleton.ca

CH2M Hill Canada ...................................42 www.ch2m.com

Concrete Floor Contractors Association .............................39 www.concretefloors.ca

Decast Ltd. ................................................... 3 www.decastltd.com

Fogler, Rubinoff LLP .................................31 www.foglers.com

Golder Associates .......................................33 www.golder.ca

Hatch Mott MacDonald............................. 17 www.hatchmott.com

Heal & Co., LLP .........................................35 www.healandco.com

Hub International .......................................23 www.proformsinclair.ca

Hugh Wood Canada ..................................29 www.hwcanada.com

IBI Group ................................................... 13 www.ibigroup.com

Infrastructure Ontario ................................ 37 www.infrastructureontario.ca

J. P. Morasse Inc. .......................................21 www.morasse.com

Manulife Financial ............Inside Back Cover www.manulife.com/ceoDI

MicroSurvey Software Inc. ........................25 www.microsurvey.com

MMM Group ............................................23 www.mmmgrouplimited.com

Morrison Hershfield ..................................... 6 www.morrisonhershfield.com

Ontario Association of Certified Engineering Technicians and Technologists ................... 27 www.oacett.org

Ontario General Contractor Association ..............................31 www.ogca.ca

Parsons .......................................................... 6 www.parsons.com

R.J. Burnside & Associates Limited. .......... 11 www.rjburnside.com

Robinson Consultants Inc. ......................... 17 www.rcii.com

Sigmund Soudack & Associates .................33 www.soudack.com

Stantec Consulting Ltd. .............................42 www.stantec.com

Terraprobe Inc. ...........................................35 www.terraprobe.ca

Tulloch Engineering ..................................... 9 www.tulloch.ca

University of Windsor, Ed Lumley Centre for Engineering Innovation ........................ 19 www.uwindsor.ca

Valcoustics Canada Ltd. ........................... 27 www.valcoustics.com

XL Catlin.......................Outside Back Cover www.xlcatlin.com

We Are Proud Members and Supporters of our Ontario Communities

Design with community in mindstantec.com

www.ch2m.com

© 2016 CH2M HILL WT0229161159DEN

We work a little differently.Because at CH2M, we accomplish more by working together.We take on amazing challenges. By encouraging diverse opinions, we arrive at uncommon solutions and deliver results we can all be proud of. Because ours is a culture of collaboration and respect. And we’ve got a passion for leaving the world a better place than we found it.

Connect with us on LinkedIn.

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PLUSDELTA

1 Human Resources and Skills Development Canada: 2006 Survey of Self-Employed Individuals: Perceptions of Benefit Coverage, May 2006. 2 Canadians at Financial Risk: 2013 Canadian Life Insurance Ownership Study Highlights, LIMRA, 2013.3 Chaplin R, Earl L. Household spending on health care. Health Reports 2000; 12(1): 57-65. 4 Statistics Canada: Trends in out-of-pocket health care expenditures in Canada, by household income, 1997 to 2009 (April 2014).5 Canada Life and Health Insurance Association, A guide to disability insurance, November 2012. 6 Get Sick, Get Out: The Medical Causes of Home Mortgage Foreclosures. Health Matrix: Journal of Law-Medicine, Vol. 18, No. 65, 2008.7 Disability Insurance: Where Will the Money Come From If You’re Disabled? Canadian Life and Health Insurance Association, January 2004.Underwritten by The Manufacturers Life Insurance Company. Manulife and the Block Design are trademarks of The Manufacturers Life Insurance Company and are used by it, and by its affiliates under license. ©2015 The Manufacturers Life Insurance Company (Manulife). All rights reserved. Manulife, PO Box 4213, Stn A, Toronto, ON M5W 5M3.

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