Canadian Consulting Engineer January/February 2012

For professional engineers in private practice

JANUARY/FEBRUARY 2012

DEH CHO BRIDGE INNOVATION IN CANADA’S ARCTIC TUNNELLING BELOW NIAGARA FALLS TRUE TALES FROM BIM

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contents

January/February 2012 Volume 53, No. 1

Hemera Cover: Deh Cho Bridge, Northwest Territories. Photograph by Chad Amiel, Infinity Engineering Group. See story p. 16.

True Tales of BIM. See story page 26.

departments Comment

4

Up Front

6

ACEC Review

features Deh Cho Bridge. A new crossing over the Mackenzie River in Canada’s Arctic will be the longest joint-less superstructure in North America.

By Dr. Matthias Schueller, P.Eng. and Prabhjeet Raj Singh, P.Eng. PE Infinity Engineering Group

16

Bridge Hydraulics. Poorly placed openings can cause the failure of bridges crossing over rivers and waterways.

By Marcel Chichak, P.Eng., AECOM

19

Niagara Tunnel Project. Complex geological conditions required an innovative liner for a new 10 kilometre tunnel for hydroelectricity generation.

By Paul Moorhouse, P.Eng., Hatch

21

Winnipeg Water Treatment Plant. Manitoba’s capital city has a large water treatment plant that is among the most advanced in the world.

AECOM and CH2M HILL

24

True Tales of BIM. Consultants share their insights into what it takes to implement building information modeling successfully.

By Jay Polding and Bill Wright

26

11

Products

28 & 33

Advertiser Index

32

Next issue: Abbotsford Regional Hospital & Cancer Centre; smart grid issues; security and fire protection in hospitals.

on topic LAW Communications are Critical.

Whether on the job site or poring over a contract — be careful!

By Owen Pawson Miller Thomson, LLP 29 January/February 2012

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CONVERSATIONS Starting Over. Two structural engineers with Entuitive in Toronto explain why they started their own firm.

Canadian Consulting Engineer

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engineer FOR PROFESSIONAL ENGINEERS IN PRIVATE PRACTICE

comment

CANADIAN

C O N S U LT I N G

Editor

Bronwen Parsons E-mail: bparsons@ccemag.com (416) 510-5119 Senior Publisher

Continuing education programs start slowly

Maureen Levy E-mail: mlevy@ccemag.com (416) 510-5111 Art Director

Ellie Robinson

T

his year Professional Engineers Ontario is joining seven other provincial associations across Canada that require practising engineers to take continuing professional development programs. Alberta’s association was one of the first to introduce a mandatory professional development program back in 1997.

Now the maritime engineering associations all have programs, along with Saskatchewan and -- last year -- Quebec. British Columbia still only has professional development guidelines, but it imposes strict requirements on its structural engineers.

But the programs don’t go far enough -- yet. In Ontario the only change is that licensees will have to make a declaration every year to the effect that they have “maintained knowledge” in their area of practice and will only practice in those areas in which they are trained and competent. They have long been obliged to keep essentially the same rules by the Code of Ethics.

Even the more established programs in other provinces tend to be loose and make small demands. In some you can earn credits by reading journals, coaching a hockey team, and by simply putting in hours at the office practising your profession. Many programs are “self reporting.”

The purpose of requiring engineers to have professional development is largely to reassure the public. Engineers know that they have to keep up with the technical literature and new standards, but non-engineers expect to see more tangible evidence that they are doing so. Under the same public pressure other self-regulated professions, including architects and doctors, are also adopting mandatory professional development policies.

If I were a client I would want to be sure that my bridge engineer is staying current and knows about a detail that has been found to fail repeatedly, or that my HVAC engineer knows what is the most energy efficient system. There are other questions that are more controversial. I still find it disconcerting to know that engineers in some provinces are not restricted to practising in their own discipline. And how can it be left to individuals to declare their own competence? It begs the question: How do they do that with confidence? After all, no-one knows what they do not know.

For engineering licensing associations the task of setting up continuing education programs is formidable. I’m told the problem they face is how to make the programs meaningful and yet not too onerous. They have to find ways of ensuring their engineers are taking appropriate courses, yet they don’t want to make the task of reporting too time-consuming and costly for members, some of whom live in remote areas. Nor do the associations want to have to set up an expensive bureaucracy to monitor compliance.

Also the associations are dealing with an enormous and divergent pool of people. Just the range of ages and experience is daunting, let alone the myriad streams of specialization.

Continuing education programs will never be perfect and it’s probably impossible for them to monitor technical expertise in a meaningful way. But these programs are definitely a step in the right direction. Bronwen Parsons 4

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Contributing Editor

Rosalind Cairncross, P.Eng. Advertising Sales Manager

Vince Naccarato E-mail: vnaccarato@ccemag.com (416) 510-5118 Editorial Advisors

Bruce Bodden, P.Eng., Gerald Epp, P.Eng., Chris Newcomb, P.Eng., Laurier Nichols, ing., Lee Norton, P.Eng., Jonathan Rubes, P.Eng., Paul Ruffell, P.Eng., Andrew Steeves, P.Eng., Ron Wilson, P.Eng. Circulation

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President, Business Information Group (BIG)

Bruce Creighton Head Office

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We acknowledge the financial support of the Government of Canada through the Canada Periodical Fund (CPF) for our publishing activities.

January/February 2012

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up front

I ENVIRONMENT

Artist’s impression of cable car transit in Laval.

TRANSIT

Riding high in Laval The city of Laval near Montreal is studying a different way to beat traffic gridlock -- constructing an aerial tramway to ride over city streets. The transportation department (STL) is commissioning consultants to do a feasibility study for a line north from the Montmorency metro station to the Carrefour bus station -- a distance of approximately four miles.

Aerial cable cars can be constructed quickly and at a fraction of the price of other rail transit. When he announced the study, the mayor of Laval cited $20 to $25 million per kilometre compared to $200 million per kilometre for a metro.

The systems the city is looking at would be electric and would carry 14 passengers at speeds up to 45 kilometres an hour. They could be run in winds up to 100-km/hour.

Cities around the world that have installed aerial tramways include New York, Singapore and Medellin in Colombia. One is also under construction over the River Thames in London, U.K. AIRPORTS

$2-billion expansion at Calgary International Calgary International Airport is undergoing a 2-billion expansion, including a 6

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new terminal, tunnel and runway.

At 4,270 metres, the new runway will be the longest commercial runway in Canada when it is completed in May 2014. It will be 200 feet wide and capable of handling the world’s biggest aircraft. Concrete surfacing on the runway starts this spring, and work is under way already on the utilities. These include 60 kilometres of storm lines and sub-drains,

Hope for Port Hope Canada’s Minister of Natural Resources recently committed $1.28 billion over 10 years for the long-awaited project to clean up low-level radioactive waste in Port Hope and Port Granby, two small towns east of Toronto on Lake Ontario.

The radioactive waste has a long history, resulting from the refining of radium and uranium

by Eldorado Nuclear Limited between the 1930s until 1988.

The clean-up plans involve encapsulating the waste above ground in long-term waste management facilities. Each site will have a wastewater treatment plant and other infrastructure.

AECOM is the consulting engineer for the waste management facilities at the Port Granby site, while MMM Group and Conestoga-Rovers are the consultants at the Port Hope site.

NOTES

New runway being built at Calgary International Airport.

and over 500 kilometres of cabling.

Associated Engineering and CH2M HILL are the design consulting engineers for the runway, with Hatch Mott MacDonald as subconsultant. AECOM is overall project manager of the entire expansion.

The new five-level, 183,500-sq.m concourse, the “International Facilities Project,” will have 22 gates and is sched-

Mind the gap Two representatives of the U.S. company that owns the Ambassador Bridge between Detroit and Windsor spent a day in jail in January. They were convicted for failing to complete access routes from the bridge to interstate highways, leaving a 20-metre yawning gap between the bridge and a road structure.

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GreatThe Ca

January/February 2012

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Great-West Life and the key design are trademarks of The Great-West Life Assurance Company (Great-West), used under licence by its subsidiaries, London Life Insurance Company (London Life) and The Canada Life Assurance Company (Canada Life). Group retirement, savings and payout annuity products are issued by London Life and Canada Life respectively, and marketed and serviced by Great-West.

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up front

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continued from page 6

uled to open in 2015.

Excavation has begun and drilling is proceeding for 600 geothermal wells that will provide heating and cooling to the building.

Prime consultant on the terminal

facility is DIALOG, with RJC as structural engineers, AECOM as mechanical-electrical engineers, and Hatch Mott MacDonald as civil engineers.

Other consultants include: D.A. Watt (transportation), URS (baggage), Transsolar (sustainability), FFA (acoustics), Thurber (geotechnical), and Building Envelope Engineers.

The airport is Canada’s fourth busiest and handled 12.7 million passengers in 2011. It has more than doubled in size and passenger volume over the last 15 years.

BRIDGES

Champlain Bridge replacement moves ahead The federal government has launched the environmental assessment for a new bridge to replace the 6-kilometre Champlain Bridge across the St. Lawrence River in Montreal.

The existing steel truss cantilever bridge dates from 1962 and has been plagued by troubles. Over $200 million was devoted to repairs in 2009 and work is ongoing.

The bridge connects the Island of Montreal to the South S hore and is one of the busiest crossings in Canada, carrying 49 million vehicles every year.

A study published in 2011 by Del-

8

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can found several problems including deterioration and sub-par seismic design. A few months later, a study by BPR/CIMA+, Dessau and Egis looked at possible replacements and recommended that a new crossing be made downstream of the existing one.

Transport Canada issued a request for proposals on MERX on January 24 seeking a firm to carry out the techni-

2 C

PROFESSION

National Engineering Month March is National Engineering and Geoscience Month. Across Canada, professional engineers will be hosting spaghetti bridge building competitions and science fairs to show students and the general public what a vital contribution engineering makes to the world. To volunteer or find an event in your province, visit www.nem-mng.ca/ NEM/event.html

T

•

•

TOOLS

Champlain Bridge, Montreal.

cal environmental assessments and screening. The project includes not just the new crossing and demolition of the existing bridge, but also a new bridge on Nuns’ Island and reconstruction of a section of Autoroute 15.

COMPANIES

GENIVAR goes to Colombia Genivar of Montreal acquired an engineering firm of 340 people based in Bogotá, Colombia in January. Active in civil engineering, environment, energy and telecommunications, CRA (Consultores Regionales Asociados) was formed in 1976 and has additional offices in Medellin and Barranquilla.

CCE Directory of Building Engineers Canadian Consulting Engineer has launched a new on-line tool to make it easier for clients to find professionals with the right expertise.

The list is organized by engineering specialty, providing details at a glance of the firm’s expertise and scope of services. The entries include locations, contact names and website links.

See www.canadianconsultingengineer.com/esource/ For information on listing your company, e-mail: mlevy@ccemag.com

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Th C B te an

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Now available

2011 National Energy Code for Buildings The new model code • Provides energy efficiency improvements (25% on average over the 1997 edition) for almost all types of buildings • Contains 245 technical changes that address new technologies and construction practices • Is supported by the Government of Canada’s ecoENERGY initiatives to reduce greenhouse gas emissions

Get the facts • Order a print or electronic copy at www.nrc.gc.ca/virtualstore • Visit www.nationalcodes.nrc.gc.ca for free presentations on the most significant changes • Call 613-993-2463 (Ottawa-Gatineau area and outside Canada) or 1-800-672-7990 from anywhere else in Canada The Code is published by the National Research Council of Canada (NRC) and was prepared by the Canadian Commission on Building and Fire Codes in partnership with Canada’s provinces and territories. NRC and Natural Resources Canada provided funding and technical support.

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The 2011 National Energy Code of Canada for Buildings provides model energy efficiency requirements for almost all types of buildings, except smaller buildings and housing covered in Part 9 of the National Building Code of Canada.

Energy efficiency requirements for smaller buildings and housing are scheduled to be published in late 2012.

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ASSOCIATION OF CONSULTING ENGINEERING COMPANIES | REVIEW

k CHAIR’S MESSAGE

Trade pacts offer opportunities, but create challenges

T

he New West Provincial Trade Agreement (NWPTA) and its predecessor, the Trade, Investment and Labour Mobility Agreement (TILMA) were created with the intention of removing trade barriers between the provinces. The engineering profession has enjoyed labour mobility long before these agreements, allowing members to practice across Canada; and there are some very real challenges as a result of the NWPTA. Based on experience with TILMA and NWPTA in B.C. and Alberta, we have found that the procurement provisions of these agreements have often resulted in the treatment of engineering services as a commodity and not as a value-added professional service. NWPTA language requires government clients to accept submissions from all qualified firms within the trade agreement area for any professional services assignment exceeding $75,000. Clients now face pressure to either

spend significant resources evaluating the qualifications of all proponents, or to revert to the simple solution of selecting the lowest fee. In either case, this makes the use of qualifications-based selection (QBS) more difficult. As a result, a large number of firms are preparing proposals or pre-qualification documents, at considerable expense, for each assignment.

This additional cost is eventually passed on to the clients, and ultimately the taxpayer. And of course there is the justifiable concern that if public infrastructure development is based on the lowest possible fee, there are potential consequences for both the economy and public safety.

Historically, ACEC had focused its advocacy almost exclusively on the federal government and its agencies. However, today ACEC is working closely with the provincial associations who are playing a leadership role in promoting interprovincial trade rules that will improve our industry’s ability to provide value to taxpayers and to improve our social, economic and environmental quality of life. And all of Canada will benefit.

HERB KUEHNE, P.ENG., CHAIR, ACEC BOARD OF DIRECTORS

MESSAGE DU PRÉSIDENT DU CONSEIL

Les accords de commerce créent des débouchés et des défis

D

es accords comme le New West Partnership Trade Agreement (NWPTA) (Accord commercial du nouveau partenariat de l’Ouest) et son prédécesseur, le Trade, Investment and Labour Mobility Agreement (TILMA) (Accord sur le commerce, l’investissement et la mobilité de la main-d’œuvre) sont conçus pour éliminer les barrières commerciales entre les provinces. Or, la profession d’ingénieur jouissait d’une mobilité interprovinciale longtemps avant ces accords. Cette mobilité permet à nos membres d’exercer leur profession partout au Canada, mais le NWPTA vient poser de nouveaux défis très réels.

Selon les trois années d’expérience avec les accords TILMA et NWPTA en Colombie-Britannique et en Alberta, les conditions de ces accords ont fait que les clients publics traitent les services d’ingénierie comme une marchandise et non comme des services professionnels à valeur ajoutée. En effet, la NWPTA requiert que les clients gouvernementaux acceptent des soumissions de toutes les firmes qualifiées de la région couverte par l’accord lorsque le coût des services professionnels est supérieur à 75 000 $. Les clients doivent maintenant consacrer beaucoup de temps et de ressources pour évaluer les qualifications de tous les soumissionnaires, ou revenir à la simple méthode de sélection du plus bas

soumissionnaire. Dans un cas comme dans l’autre, l’utilisation de la sélection basée sur les compétences (SBC) devient plus difficile. Comme résultat, de grands nombres de firmes préparent des offres de services ou des dossiers de pré-qualification pour chaque projet, à des coûts considérables. En bout de ligne, ce coût additionnel est transféré au client, et donc au contribuable. De plus, lorsque le développement de l’infrastructure publique est réalisé au coût le plus bas, ce sont l’économie et la sécurité du public qui en souffrent les conséquences potentielles.

Or, les membres de notre industrie ont l’occasion de travailler ensemble partout au Canada. Historiquement, l’AFIC a ciblé ses efforts de représentation presque exclusivement sur le gouvernement fédéral et ses agences.

Aujourd’hui, l’AFIC travaille aussi de près avec les associations provinciales. Ces associations jouent un rôle de premier plan dans la promotion de règles de commerce interprovincial qui appuient la capacité de notre industrie de procurer une valeur aux contribuables et d’améliorer la qualité de vie sociale, économique et environnementale de tous les Canadiens.

HERB KUEHNE, P.ENG. PRÉSIDENT CONSEIL D’ADMINISTRATION DE L’AFIC

January/February 2012

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Canadian Consulting Engineer

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ASSOCIATION OF CONSULTING ENGINEERING COMPANIES | REVIEW

Infrastructure Now a Top Government Priority ACEC Parliament Hill Day Delivers Results

A

CEC held its annual Parliament Hill Day this year on November 1, 2011. The message: let’s get started on the long-term infrastructure plan that was promised by all parties in the last federal election.

Over 30 representatives from ACEC including Board members, Member Organizations, senior staff and award winners from the Canadian Consulting Engineering Awards Gala participated. In total over 40 meetings took place with Ministers, Members of Parliament and senior staffers concerning the need to start planning for a new, long-term infrastructure plan that will replace the Building Canada Fund in 2014.

A delegation led by ACEC Chair Herb Kuehne had an opportunity to meet with Finance Minister James Flaherty. ACEC delegates congratulated the Minister on the success of recent infrastructure investments in stimulating economic activity and creating jobs in engineering and other sectors. They also thanked the Minister for committing to a long-term infrastructure plan in the 2011 federal election.

The Result As a result of Hill Day, the Hon. Denis

Pictured from left: Susie Grynol, Vice President, Policy and Public Affairs with the ACEC; Mr. Pierre Poilievre, MP; The Hon. Denis Lebel, Infrastructure Minister and Mr. Steve Desroches, Deputy Mayor of Ottawa.

Lebel, Minister of Infrastructure, received letters from all political parties in support of a long-term infrastructure plan. This support, in part, paved the way for the Minister to make a formal announcement on November 30, 2011 that the government of Canada is beginning the planning process for developing a longterm infrastructure plan. The plan put forward by the Minister is consistent with ACEC’s recent position paper on infrastructure investment. This is a significant step towards identifying Canada’s future infrastructure needs and ACEC ap-

ACEC representatives discuss the importance of a long-term infrastructure plan with the Hon. James Flaherty, Minister of Finance. From left to right: Herb Kuehne, ACEC Chairman; Susie Grynol, ACEC VP Policy and Public Affairs; the Hon. James Flaherty, Minister of Finance; John Gamble, ACEC President; and Wilfrid Morin, ACEC Past-Chairman.

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Canadian Consulting Engineer

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plauds the government on taking the lead in developing a long-term plan.

“We believe that infrastructure is an investment -- not an expense. The approach put forward by the government today will provide a strong foundation for a long-term plan that can build upon the success of the Building Canada Fund,” stated ACEC President John Gamble, P.Eng. “Through proper preparation and a strategic approach to infrastructure planning, Canadians will receive the best return on that investment.”

Details of the announcement can be viewed in the advisory to ACEC Members circulated directly following the announcement by visiting www.acec.ca.

Next Steps ACEC looks forward to participating in important discussions with the federal government over the coming months to shape a long-term plan which meets the future infrastructure needs of Canada. ACEC members will be kept abreast of the process in various ACEC communications as the government moves forward on its commitment and as a detailed plan is developed.

January/February 2012

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ASSOCIATION OF CONSULTING ENGINEERING COMPANIES | REVIEW

ACEC Accomplishments Over the Last Year What ACEC Does For Its Members

T

here continues to be many challenges and opportunities facing the consulting engineering sector across Canada. ACEC is the national voice of the consulting engineering industry to both federal politicians and relevant government departments. The ultimate goal is to improve the business and regulatory climate. Here is a sample of what we have accomplished for the industry this past year.

Contributing to a Long-Term Infrastructure Plan Consulting engineers will have a voice in the creation of a long-term infrastructure plan as recently announced by the Minister of Transport, Infrastructure and Communities, Denis Lebel.

ACEC has been asked to contribute to development of the plan along with other stakeholders. The current phase, “Taking Stock,” will include a series of reports aimed at demonstrating the value and importance of infrastructure.

One such report will focus on the important role of engineers. ACEC, together with Engineers Canada and the Canadian Society for Civil Engineering, are authoring this report.

ACEC will also participate in the next phase, “Identifying Priorities,” to help ensure all levels of government have the right information to make informed decisions on infrastructure investments. Infrastructure Canada will work with its partners and stakeholders to build knowledge around five broad themes: • Infrastructure and the Economy • Infrastructure and the Environment

Canadian Standards Association (CSA) to develop an on-line training tool, QBS-Pro, designed for procurement officials who are interested in understanding how QBS works.

Each year, ACEC participates in the Canadian Public Procurement Forum -- an opportunity to educate leading procurement officials from all three levels of government.

• Infrastructure and Stronger Communities • Financing Infrastructure • Asset Planning and Sustainability ACEC intends to solicit input and participation from its membership to ensure that the perspective and expertise available from the consulting engineering sector will help shape the plan. For more information on Infrastructure Canada’s engagement plan for long-term infrastructure, visit www.infrastructure.gc.ca Promoting Qualifications-Based Selection

For the best value for the taxpayer, ACEC encourages the use of qualifications-based selection (QBS) when procuring engineering services. It is recommended by the InfraGuide Best Practice for Selecting a Professional Consultant and is mandated by law in the USA and in Quebec.

ACEC is also working directly with Defence Construction Canada to implement a pilot project for QBS procurement. ACEC has also worked with the

Opposing Financial Guarantees That Could Cost Millions ACEC has been in direct contact with the Canadian Nuclear Safety Commission (CNSC) on behalf of its Member Firms to argue against a proposal that would require an additional $10,000 “administrative fee,” plus an additional $3,000 for each device licensed by the CNSL, such as portable nuclear densometers or laboratory equipment. ACEC believes that there is no public policy justification for the additional financial guarantees that will cost the consulting engineering sector millions of dollars.

ABOUT ACEC The Association of Consulting Engineering Companies Canada (ACEC) is a business association representing nearly 500 consulting engineering companies across Canada.

ACEC is made up of 12 provincial and territorial organizations. For more information on ACEC, visit www.acec.ca.

ACEC Member Organizations: Consulting Engineers of British Columbia, Consulting Engineers of Yukon, Consulting Engineers of Alberta, Consulting Engineers of Northwest Territories, Consulting Engineers of Saskatchewan, Association of Consulting Engineering Companies – Manitoba, Consulting Engineers of Ontario, Association des Ingénieurs-conseils du Québec, Association of Consulting Engineering Companies – New Brunswick, Consulting Engineers of Nova Scotia, Consulting Engineers of Prince Edward Island, Consulting Engineers of Newfoundland and Labrador.

January/February 2012

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Canadian Consulting Engineer

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ASSOCIATION OF CONSULTING ENGINEERING COMPANIES | REVIEW

2012 Allen D. Williams Scholarship Winner Jeremy Carkner, P. Eng., LEED® AP BD+C

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eremy Carkner was presented with the 2012 Allen D. Williams Scholarship at the Canadian Consulting Engineering Awards, which took place in Ottawa at the Ottawa Convention Centre on November 1, 2011. Jeremy is a principal and department manager for the Greater Toronto Area Sustainability Group at Morrison Hershfield. Jeremy is the fourth ACEC young professional to be selected for the Scholarship -- given to a young professional who has demonstrated leadership in their involvement with the industry and ACEC. “I’m very proud and honoured to have been awarded the Allen D. Williams Scholarship. I see this award as a gateway to broader connections with consulting engineers around the globe,” remarked Jeremy.

Jurors from the Allen D. Williams Scholarship Foundation selected Jeremy based on his commitment to excellence, presentation of innovative solutions, team leadership and his involvement in various related profes-

From left: Herb Kuehne, ACEC Chair; Leon Botham, Past-ACEC Chair; and Jeremy Carkner.

sional associations. The award allows the winner to attend the International Federation of Consulting Engineers Conference (FIDIC) in Seoul, Korea from September 9-12, 2012.

“Through my attendance at the FIDIC Conference in Seoul next September, I’m looking forward to enhancing my international perspective

on leadership within the consulting engineering profession and garnering a greater understanding for the way consulting engineers influence society through their decisions and actions,” said Jeremy.

The FIDIC criterion for a young professional has an upper age limit of 35 years.

PSMJ Professional Development Seminars Register today!

ACEC and PSMJ, in collaboration with Consulting Engineers of Ontario, will be offering two business management training seminars in March and May. Discounted rates are available for ACEC members.

Upcoming Seminars include: Principals Bootcamp – March 20-21 – Toronto, Ontario

Project Management Bootcamp – May 8-9 – Toronto, Ontario

*Dates are subject to change. Please refer to www.acec.ca for up-to-date information.

For more information, please contact Julie Jacquard at ACEC by calling 1-800-565-0569.

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January/February 2012

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RE-INSTATEMENT TAPE Tr a n s p o r t a t i o n ENTER THE 2012 CANADIAN CONSULTING ENGINEERING AWARDS PRÉSENTEZ UN PROJET POUR LES PRIX CANADIENS DU GÉNIECONSEIL 2012 Now in their 44th year, the awards are the most prestigious honours recognizing consulting engineering in Canada.

Completed projects of all types are eligible.

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Stage I Deadline Tuesday, March 27, 2012 Notice of Intention to Enter & Entry Fee of $300.00 + HST 13% due.

Stage 2 Deadline Tuesday, May 8, 2012, 5.00 p.m.

Project Entry (print & PDF), Official Entry Form (online) and Entry Consent Form signed by client/owner due.

Download full details and documentation at http://www.canadianconsultingengineer.com/awards/forms. aspx Contact: Bronwen Parsons, Tel. 416-510-5119, e-mail bparsons@ccemag.com

NOTE: These national awards are held independently of the provincial awards programs for consulting engineers and have different judging criteria.

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transportation

Deh Cho Bridge A NEW CROSSING IS BEING BUILT OVER THE MACKENZIE RIVER ON A DIFFICULT AND REMOTE SITE IN CANADA’S ARCTIC REGIONS. THE BRIDGE WILL BE THE LONGEST JOINT-LESS SUPERSTRUCTURE IN NORTH AMERICA.

BY DR. MATTHIAS SCHUELLER, P.ENG. AND PRABHJEET RAJ SINGH, P.ENG. PE INFINITY ENGINEERING GROUP

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transportation

THE DEH CHO BRIDGE WILL BE

Total bridge length: 1,045 m (continuous without joints) Spans: 90 m – 3 x 112.5 m – 190 m – 3 x 112.5 m – 90 m Superstructure: Warren truss with composite concrete slab (depth: 4.75 m) Deck width: 11.29 m Pylons: 2 A-shaped, height 33 m from top of pier 100 diameter each Substructure: 8 piers (max height 22 m), 2 abutments, with storage chambers

Chad Amiel/Infinity Engineering

Stays: 24 locked-coil cables,

the first permanent crossing of the

Mackenzie River in Canada’s Arctic region. The $180-million bridge will replace the operations of the Merv Hardie Ferry and the Mackenzie River Ice Crossing, resulting in savings from the elimination of the ferry and ice bridge operations. There will also be toll revenues collected from commercial vehicles crossing the bridge.

The bridge’s remote location - approximately 300 kilometres southwest of Yellowknife in the Northwest Territories -- and the region's extreme winter temperatures of up to -40 degrees Celsius created challenges for both the design and erection of the bridge.

When completed (estimated to be December 2012), the 1,045metre long composite steel truss will be the longest joint-less superstructure in North America.

At the crossing near Fort Providence, the Mackenzie River is approximately 1,200 metres wide. The design criteria require a navigational clearance profile of 185 metres by 22.5 metres for the main span to allow vessels to pass through, while the superstructure piers are required to resist the impact of vessels and the pressure of ice. The deck accommodates two lanes of traffic and has provisions for a sidewalk that may be added later. The maximum slope of the approach ramps is limited to 3.5%.

The extreme weather conditions allowed only a relatively short window with reasonable conditions for construction, between June and December. During the ice break-up periods between April and May any works supported by temporary foundations in the river had to be fully removed. Also, the delivery of materials to the north shore depends on ferry or ice road service since no alternative route is available. For all these reasons the bridge erection stages had to be carefully planned and executed.

For complex bridges it is good design practice to investigate at least one feasible construction method as a part of the design.

However, for major bridges with extraordinary site conditions such as the Deh Cho Bridge, an economical construction scheme is paramount and typically governs the design. Another critical parameter was to minimize field activities. In developing the structural design it was therefore decided to apply assembly line design, fabrication and construction principles. The approach accommodated the transportation and other restrictions of the site.

The continuous superstructure consists of a steel truss box girder with a lightweight, composite concrete deck. Steel components were prefabricated and trial assembled around the clock in sheltered facilities specially designed for this kind of work. Consequently the fieldwork was reduced to bolt splicing the major steel pieces. Quality control in the shop eliminated major errors and deficiencies and thus avoided time-consuming corrective actions in the field.

Taking a cue from a cost-efficient car assembly line approach, the major steel components were designed with constant crosssections and repetitive details to allow fast tracked and reliable design, fabrication and assembly processes. On site, the superstructure was erected using the proven incremental launching method.

It allowed for a quick and economical construction progress independent of the river restrictions. This approach also significantly reduced the contractor’s risk since it avoided the difficult assembly continued on page 18 January/February 2012

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continued from page 17 Dennis Hicks/Infinity Engineering

transportation

of steel above water and at exposed heights.

The concrete deck consists of precast panels, which were produced and inspected in specialized plants before being shipped to the site. Cast-in-place concrete fill-ins ensure continuity between the panels and provide a composite action of truss and deck for live loads. This approach (the deck dead load is carried by the truss non-compositely) simplifies the camber analysis and allows for panels to be replaced in the future if required.

Similar principles using prefabricated standardized components have been applied to the pylons, cables, bearings, expansion joints, and lock-up devices. These are delivered to site as complete bridge components preassembled as far as reasonable to minimize the risk of misfits and preventable field work. For instance, the cables are Galfan-coated lockedcoil strands that are delivered as complete units including the corrosion protection system and anchorage hardware.

This approach avoids time-consuming and weather dependent stranding operations commonly required for stays made of parallel mono-strands.

From a structural perspective the cable-supported superstructure can be classified as a hybrid extradosed truss bridge system. The significant bending stiffness of the truss requires no anchor-piers and anchor-cables as traditionally found in cable-stayed bridges.

This design philosophy keeps the need for geometry control during site assembly to an absolute minimum. In contrast to conventional cable-stayed bridge construction, the Deh Cho Bridge stay installation is solely force and not 18

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Chad Amiel/Infinity Engineering

Above: south approach; the bridge was built using incremental launching and with prefabricated components. Photo previous page: installing forestay cables on north tower. Right: cable stressing.

geometry controlled. Final stressing of all 12 stays connected to each pylon tip is achieved by one simple jacking operation with only one degree of freedom (lowering the superstructure at the pylon pier by approximately 800 mm).

Final cable adjustments are possible but not anticipated due to the fact that critical components are progressively trial assembled, accurately surveyed and corrected in the shop before they are delivered to the site.

The Deh Cho Bridge is an excellent example of howproven and economical construction schemes in combination with optimized in-plant fabrication techniques will keep bridge projects that are in remote locations and exposed to harsh climate conditions on track.

CCE Owner: Government of the Northwest Territories Bridge design: Infinity Engineering Group, North Vancouver (Matthias Schueller, P.Eng., Prabhjeet Raj Singh, P.Eng., Morgan Trowland, P.Eng., Chad Amiel, EIT, Arndt Becker). Design coordinator: Sargent & Associates. Project management: Associated Engineering. Territorial advisors: BPTEC-DNW Engineering.

Quality assurance: Levelton Consultants. Erection engineer: Buckland & Taylor. Contractor: Ruskin Construction

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transportation

By Marcel Chichak, P.Eng. AECOM

Poorly placed openings -- as well as short-sighted economics — can cause the failure of bridges crossing over rivers and waterways.

T

he consequences of a bridge failure can range from the unexpected need for maintenance, to the complete loss of the structure -- to the loss of life. Hydraulic bridge failures are those caused by the uncontrolled interaction of water or ice on a bridge structure. Before the 1970s several hydraulic bridge failures happened across Canada.

Many of these failures were due to scour undermining the bridge pier foundations. Mostly, however, the failures were due to inadequate or poorly placed hydraulic openings.

The Canadian Highway Bridge Design Code sets out the design loading of a bridge structure, including dead, live, earthquake and ice loadings. But how is the hydraulic loading of that same bridge determined?

In the late 1960s the Roads and Transportation Association of Canada, now the Transportation Association of Canada (TAC), undertook a project to analyze the common mechanism of bridge hydraulic failure and provide a guide to help designers size hydraulic openings. The resulting book, The Guide to Bridge Hydraulics, first published in 1973 and revised in 2004, provides information not only on how large to make a hydraulic opening, but also where to put that opening. The guide is available through the Canadian Standards Association.

Where to put the bridge opening may seem self-evident -- where the road crosses the river. However, a successful design will place the opening at the most advantageous location to ensure that the crossing requires little maintenance. Doing so often means having to realign the roadway. Bridge structures are now designed for a 75-

Govt. of Alberta, Dept. of Transportation

Bridge Hydraulics

Above: a pier in the Smoky River, Alberta failed in 2001; it was a spread footing placed in a deep cohesionless sandbed.

year service life, so the hydraulic opening should also be designed for the same service life if not longer. It is worth the effort to find the optimum crossing location.

Designing a hydraulic opening and placing it at a location that will ensure a long service life is a multi-disciplinary exercise. Besides having a basic grounding in hydrotechical engineering (also referred to as river engineering or water resources engineering), it is essential that the designer has sufficient knowledge in the disciplines of geotechnical and structural engineering, roadway geometric design and biology in order to arrive at an optimized hydraulic design.

The design exercise is an iterative optimization process that identifies all

constraints at the crossing site, accommodates most of them and compromises those that can be. Often this process is undertaken by a team of specialists, but ideally it is done by a single specialist. Unfortunately it is not a discrete discipline that is taught at our universities.

The types of constraint that should be identified include: the roadway geometrics, any slope stability or bearing capacity problems, environmental issues such as critical fish spawning habitat, restrictions on placement of piers in and around the water, the skew angle of the crossing and, of course, hydrotechnical constraints.

Where to place the hydraulic opening may be a decision dictated

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Govt. of Alberta, Dept. of Transportation

transportation

by the design high water and high ice levels, the river’s lateral mobility (shifting course, or widening during high flow), or scour related issues (undermining of the foundation).

During the preliminary engineering phase it is often the hydrotechnical engineer that leads the design process rather than the structural or roadway engineer.

SMOKY RIVER BRIDGE SCOUR FAILURE In the summer of 2001 a pier on a resource road bridge across the Smoky River in west central Alberta was undermined and it failed. Subsequent analysis showed that the spread footing pier was constructed in a deep cohesionless sand bed, so when a significant flood occurred the approaching high velocity flow concentrated near the bed, causing a large scour hole that eventually undermined the footing. The pier rotated into the resulting hole.

The decision to use a spread footing foundation was based on economics since the bridge was only meant to be in service for 10 years; it failed in its 25th year of service.

By accepting the risk of using a spread footing in a scour susceptible river, a small amount of capital funding was saved, but the cost of replacing the pier far outweighed that saving. The cost difference between a mass concrete spread footing and a driven steel pile or large diameter caisson foundation that would be much less susceptible to scour is negligible compared to the risk. Several transportation departments in Canada have policies against the use of spread footings in active rivers to avoid this situation.

Calculating maximum scour depth and providing scour countermeasures can be time consuming and it can be risky to assign parameters to the many unknowns required for modeling.

The best approach is to avoid the problem altogether by placing piers outside the main channel and using deep pile foundations.

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Above: the James River bridge in Alberta's Rocky Mountain foothills failed in 2005 after debris accumulated on one side and forced water over the road.

JAMES RIVER WASHOUT A hydraulic opening can survive for many years before being tested, but when heavy runoff occurs shortcomings in the design can become obvious very quickly. In the summer of 2005 significant rainfall occurred in the Rocky Mountain foothills of Alberta, resulting in rapidly rising streams and numerous washouts. The James River bridge was designed to handle the largest flow on record, but its hydraulic capacity was compromised when drift (trees and other debris) accumulated on one side of the opening, forcing water over the highway, which eventually washed out the roadway fill.

Drift is a major consideration in sizing a hydraulic opening and a factor in deciding on span length and where piers are to be placed. If a stream can carry a significant amount of drift, the opening must be designed to accommodate it. The superstructure should be given sufficient freeboard to pass drift at the design high water level, piers should be placed

outside the thalweg (deepest part of the river), and the minimum span should be wider than the longest tree being washed downstream.

In remote areas without stream flow gauges there may be little data available on which to base the hydraulic design of a bridge opening.

Whether data is available or not, the channel morphology will always be a guide as to what water level and velocity to design for. Reading the channel is a skill that takes years of field experience to master and can be invaluable in arriving at a successful bridge hydraulic design.

CCE Marcel Chichak, P.Eng. is a senior water resources engineer with AECOM in Edmonton. This April he is presenting a short course through the Canadian Society for Civil Engineering entitled “Introduction to the Guide to Bridge Hydraulics,” in support of the CSA S6 Bridge Design Code.

For locations across Canada, visit www. canadianconsultinengineer.com/events, or www.csce.ca

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water resources

NIAGARA TUNNEL PROJECT

BY PAUL MOORHOUSE, P.ENG., HATCH

COMPLEX GEOLOGICAL CONDITIONS AT NIAGARA FALLS REQUIRED AN INNOVATIVE LINER FOR A NEW 10-KILOMETRE TUNNEL FEEDING THE SIR ADAM BECK HYDROELECTRICITY GENERATING STATIONS. THE COMPLETION OF THE NIAGARA TUNNEL PROJECT in 2013 will allow the delivery of an additional 500 m 3/s of water to the Sir Adam Beck hydroelectric stations at Niagara Falls, Ontario. The Niagara Tunnel Facility Project will allow the owner, Ontario Power Generation, to increase the stations’ average annual energy production by 14%, or 1,600 GWh. The project comprises the design and construction of one 10.2-km long water diversion tunnel from continued on page 22 Photo: Ontario Power Generation

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water resources

continued from page 21

the Niagara River above the Horseshoe Falls to the existing Sir Adam Beck hydro stations, along with the associated intake and outlet structures.

The tunnel follows the alignment of the Niagara River and is 140 metres below ground level at its deepest point.

The project is being constructed following the design-build project delivery model, with Strabag AG from Austria as the main contractor and local sub-contractors including Dufferin Construction and Dufferin Concrete.

ILF Beratende Ing. from Austria is the principal designer, assisted by Morrison Hershfield of Toronto.

Hatch Mott MacDonald in association with Hatch is acting as owner’s representative for OPG. The tunneling began in September 2006 and was completed in March 2011. The scale of the tunnel and the geological conditions required innovations and careful engineering design, of which just a few highlights are outlined below.

Unreinforced Cast-in-Place Liner Some of the design criteria that led to the adoption of the two pass system and the choice of an unreinforced cast-in-place concrete final liner were:

• The final liner must be completely watertight to prevent fresh water from entering the rock mass. A characteristic of the Queenston shale formation through which the lower section of the tunnel is constructed is the potential of rock swelling in the presence of fresh water. This potential swelling is due to a migration of chloride ions from the chloride-rich pore water.

• The ambient ground water in the host rock formations is very corrosive, which led the designers to minimize the use of steel reinforcement in the final liner.

• The tunnel needs to be as hydraulically efficient as possible to reduce head losses due to friction. Any such losses would directly affect the generation capacity at the Sir Adam Beck hydro stations.

Taking these criteria into consideration and following a thorough review of the design’s constructability, the design-build team of Strabag and ILF adopted two novel concepts for this size of tunnel: • The tunnel has a waterproof membrane between the initial and final lining that is fully testable in-place.

• The final lining is unreinforced

OPG

Big Becky - Largest Hard Rock TBM in the World The diversion tunnel is constructed using a two-pass tunneling system

from the outlet canal to the intake excavation. The first pass of the two pass system is excavation with the TBM and installation of initial rock support. The second pass is the installation of a cast-in-place concrete liner.

The tunnel boring machine (TBM), named “Big Becky” by children from Port Weller Public School in a local competition, is a 14.44-m diameter Robbins open gripper TBM. It is the largest hard-rock TBM in the world to date.

An initial rock support consisting of swellex rock bolts, steel channels, welded wire mesh and shotcrete was installed from the TBM and trailing gear, followed by the cast-in-place concrete lining. The approximately 1.7 million cubic metres of excavated spoil material was transported from the TBM by conveyor belt and stored on OPG property between the two existing power canals.

TUNNEL BORING MACHINE – “BIG BECKY” Largest open-gripper hard-rock tunnel boring machine in the world

Diameter Length with support trailers

2000 tonnes

Variable frequency electrical drive

4725 kW

Total volume of rock excavated Started Completed Average daily advance

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150 m

Weight of TBM (excluding trailers)

Maximum cutter head rotational speed

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14.44 m

5 rpm 1,700,000 m3 September 2006 March 2011 6.1 m

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water resources

Innovative Waterproof Membrane The waterproofing membrane system consists of: • a geotextile fleece fixed to the shotcrete with nails and Velcro discs; • a vacuum testable dual-layer polyolefin (FPO) membrane system (2 mm thick layer plus a 1.5-mm thick dimple layer) used in the tunnel invert in rock formations with swelling potential; • a prototype electrically testable 3 mm thick laminated FPO membrane used in the tunnel arch.

The geotextile fleece protects the waterproofing membrane from damage by contact with the shotcrete. The fleece is backed by a thin plastic membrane which facilitates the flow of interface grout.

The polyolefin membrane systems were developed to meet the design criteria of being 100% tested.

Pre-stress Grouting The interface between the inside of the membrane and the cast-in-place concrete lining is contact grouted over the full circumference using low pressure cement grout to fill any voids and imperfections within the concrete lining. A second stage of interface grouting, with pressures of up to 20 bar, is carried out through a system of grout hose rings installed at regular intervals between the initial lining and the waterproofing membrane.

Grout blocking rings are provided around the circumference to control the flow of grout along the tunnel during the high pressure grouting operation. These details ensure the uniform grout distribution through the geotextile fleece and facilitate the filling of joints and cracks in the initial lining and the surrounding rock.

Currently the success of the interface grouting is being carefully monitored by precise deformation mea-

HOST ROCK

ARCH CONCRETE LINER 600mm

SHOTCRETE INITIAL LINING 130mm

PRE-STRESS GROUT

INVERT CONCRETE LINER 600mm WATERPROOF MEMBRANE-ARCH

CONTACT GROUT

WATERPROOF MEMBRANE-INVERT

OPG

cast-in-place concrete which is externally pre-stressed by high pressure grouting between the waterproof membrane and the initial shotcrete support.

Top: tunnel lining concept. Above: aerial view of tunnel alignment at Niagara Falls.

surements of the final lining around the full circumference of the tunnel.

Fixed monitoring sections are surveyed before and after interface grouting, while mobile monitoring sections, supported by gantry mounted laser scanners, measure deformations to ± 0.5mm during the interface grouting process. The grouting pumping pressures defined by structural analysis are thus kept within the allowable limits and the pumps are automatically shut off as soon as the threshold values are reached.

Interface grouting is the final step in ensuring that the tunnel has the 90-year design life that the owner mandated in the contract.

CCE Owner: Ontario Power Generation Design-Builder: Strabag AG with Dufferin Construction, Dufferin Concrete, COH Principal engineering design: ILF Beratende, with Morrison Hershfield Owner’s engineer: Hatch Mott MacDonald with Hatch (John Tait, Paul Moorhouse, P.Eng.)

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water treatment

AECOM and CH2M HILL

Manitoba’s capital city has a large water treatment plant that is among the most advanced in the world.

Winnipeg Water Treatment Plant

O

n December 10, 2009, the City of Winnipeg’s new $300 million, state-of-the-art drinking water treatment plant began sending treated water to homes and businesses. The water treatment plant is the largest infrastructure project the city’s Water and Waste Department has undertaken since the Shoal Lake aqueduct was constructed 92 years ago.

The plant is approximately 12,000 square metres in size, is expected to last about 75 years, and can treat up to 400 million litres of water per day.

Built on a site adjacent to the Deacon Reservoir just outside Winnipeg, the facility was 10 years in planning, and six years in construction. AECOM's Winnipeg office, in partnership with CH2M HILL’s Calgary office, provided pilot testing, conceptual and detail design, and construction management.

The city built the plant to protect against waterborne parasites, meet evolving Canadian Drinking Water Quality guidelines, reduce disinfection by-products, and improve the taste, odour and appearance of the water. The plant is achieving all these goals and is delivering high quality drinking water that meets provincial regulatory requirements and falls well within Health Canada guidelines.

Processing the Raw Water Shoal Lake has been Winnipeg’s source of water since 1919. It is a large isolated lake located 136 kilometres from Winnipeg at the southeast corner of the Manitoba-Ontario border.

Water flows downhill from Shoal Lake through an aqueduct into four large reservoirs next to the treatment plant and then is pumped into two parallel 24

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Above: exterior of the new plant located adjacent to the Deacon reservoir outside Winnipeg.

treatment trains. The trains supply eight 3-stage flocculation tanks and corresponding dissolved air flotation (DAF) tanks. Ferric chloride is injected as a coagulant prior to flocculation and the DAF process.

The water then flows through two contact tanks where ozone -- which is generated on-site -- is injected to provide disinfection, improve filter performance and improve taste and odour.

Sodium bisulphite is used to remove any residual ozone before the water enters eight biologically activated carbon (BAC) filters.

The BAC filters remove particulate material and promote the growth of beneficial microorganisms to further reduce contaminants. The water then flows into a chlorine contact chamber.

Here sodium hypochlorite -- also generated on site -- is injected as a disinfectant. Finally the water moves through a clearwell to the existing pumping station and UV disinfection facility, ready for distribution to the city.

The plant has a highly automated system that monitors and con-

trols a wide variety of instruments, mechanical equipment and electrical equipment, including 40 processors, 140 pumps, 2300 valves, and 1400 instruments.

To ensure that the water supply is safe and reliable, the plant has complete standby power with three diesel generators that can provide 6 MW of power for 24 hours without refuelling.

Recycling the Residuals and Freeze-Thaw Treatment One of the most important environmental features is the plant’s capacity to treat or recycle almost all the residuals from the process on site. Supernatant from filter backwash water is recycled back to the raw water cells for re-treatment as drinking water. The overall treatment efficiency of the plant is very high, making it one of the most water-efficient treatment plants in the world.

The thickened residuals from the process train are treated in ponds by a freeze-thaw process taking advantage of the Manitoba climate. The cycle

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water treatment

Drinking Water Treatment Process Sulphuric Ferric Acid Chloride Coagulant

Ozone

Sodium Filter Bisulphite Aid

Chlorine

Sodium Hydroxide

Fluoride Orthophosphate

Chlorine

To Distribution System

Raw water Flocculation Dissolved Basins Air Flotation Tanks

takes place over several seasons and uses no power or chemicals. It produces dewatered solids approaching 50% solids concentration.

Challenging Site Managing and constructing this largescale project was a huge undertaking.

First, the site posed challenges for the design of the plant foundations as it is surrounded by large raw water reservoirs, the Red River Floodway and a railway. The team worked with the provincial authorities and Manitoba Hydro on the site layout, and they built on the existing infrastructure.

Four bridges were constructed over

Ozone Chambers

Biological Activated Carbon Filters

Chlorine Chamber

Clearwell

Ultraviolet Light Chambers

the Shoal Lake aqueduct to protect it from heavy traffic and loads.

The project involved 56 contracts and over 2,000 construction drawings.

On average, over 60 cubic metres of concrete was poured every day and there were approximately 360 workers on site during the peak construction period. At the time Winnipeg was in the throes of a huge construction boom and the local labour market was stretched over a number of large projects, including the expanded Red River Floodway, the MTS Centre, Manitoba Hydro Office building and a new airport terminal.

In 2011, the project received the

Consulting Engineers of Manitoba's top award, the Keystone Award. CCE Owner: City of Winnipeg, Water and Waste Department Prime consultants, testing, design and construction management: AECOM, Winnipeg (Ray Bilevicius, P.Eng, Tom Wingrove, P.Eng, Doug Taniguchi, P.Eng, Albert Li, P.Eng, Bill Richert, P.Eng, Till Freihammer, P.Eng, Neal Toulson); CH2M HILL, Calgary (Paul Wobma, P.Eng, Dave Taylor, P.Eng, Bill Bellamy, P.E., Paul Swaim, P.E., Quirien Muylwyk, P.Eng, Ken Mains, P.Eng) Other key players: Neil Cooper Architect

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3 Area Pumping Stations & Reservoirs

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Hemera software

TRUE TALESBIM

BY JAY POLDING AND BILL WRIGHT

OF

Consultants share their insights

into what it takes to successfully implement building information modeling. As it turns out, managing and understanding people is as important as being familiar with the actual technology. ©Hemera/Thinkstock

w

hat is more important, tools or the people who use them? The answer may be obvious but it is not always applied. BIM (building information modeling) is more than just a new software tool, it is a process. A proper BIM implementation focuses on the people and the process first, and on the tools last.

The Importance of People First, the client needs to know what is “on the menu." Clients may think, for example, that because you are using BIM on their project you will be able to automatically provide the price of their building at a moment’s notice. Although it is possible to do that with BIM, it may take your firm more time and energy to provide the information.

Would the client like to pay for this option ‘à la carte’? It’s up to you to define what other services you provide.

Second, upper management and project managers in consulting firms need to make it clear that they are committed to the new process. The comments that I have heard from sources make this clear, as follows: 26

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Quote: “The upper levels of the firm should be entirely committed to adopting the software and a new approach to work and project management. Even if the partners have all bought in, it is very difficult for the ‘seasoned’ CAD project managers to accept the change to BIM. There are firms that have removed AutoCAD from workstations and forced people to swim. I’m starting to think that in some situations this is a good option.”

BIM Manager Large Architectural Firm Quote: “One of the biggest challenges today seems to be the disconnect between upper management’s desire to implement BIM and the project manager/engineer who has used CAD for many years and doesn’t see the need to change.

The project manager is used to working from a pool of standard CAD details and staff who are familiar with the CAD workflow. In some cases Revit is being forced to behave and look like AutoCAD for the sake of familiarity. This method should be avoided at all cost because of the problems it can cause when revisions come.

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software

TIPS FOR IMPLEMENTING BIM Problems can be mitigated by making sure the right people are involved in the transition to BIM and by having them properly trained. This small advance team should then carry a project or two to completion. They will be able to show others in the firm just how effective BIM can be. The advance team should also make the office templates and share their knowledge.”

Senior Structural Designer Large Engineering Firm

Managers need to commit to the BIM process Hand pick and train a small team Communicate early and often with the design team

the building is more certain, the structural engineer may now build his own trusses in his model, using the architect’s model as a background. The technology allows for the various redundant objects to be filtered out.

Other issues are arising because companies in the construction industry are not all embracing BIM at the same rate.

Quote: “We are using BIM on other projects but not necessarily because we have been asked to by our clients or architects. For the most part we continue to use it as a drawing/coordination tool in developGet help with Not Just Young People ing 3D mechanical rooms or similar rooms that Some managers wrongly assume that may require extensive mechanical detail and coorimplementation young people are the best candidates dination. Unfortunately we have not been able to The model is king for the BIM team. But a desire to learn take the next step and use the design capabilities is the main criteria. If someone really on projects ... mainly because we need other disciwants to be a part of the BIM team, they plines to be involved also. Architects, structural, are a good candidate. and electrical engineers all have to be on board for The second criteria is experience. us to take advantage of the design functions.

Does the person understand how a building goes together?

We have seen contractors using BIM as a coordination This can be taught to those who have a desire to learn. tool. They develop coordination drawings without our The BIM process requires that drafters, for example, input. In some cases we do the project in CAD and they relearn not only the software but also more about the buildings draw it in Revit. they are detailing. Because they are ‘modeling’ and not We believe we will eventually get a project that will be ‘drawing’ there will be many opportunities to learn about done utilizing the full potential of BIM and it will more than the building process. They may ask “Why am I placing this likely be a large project.” beam here?” Or, “When I place this duct here, it sticks into BIM Manager that beam. Is that a problem?”

Large Mechanical Firm Quote: “Apprenticeship for Revit is key to making new users understand procedures and protocols quicker. By apprenticeship I mean that any Revit job should always have an experienced person or at least a non-beginner on the team. Every so often you do come across the new user who in a very short time becomes a master with Revit.

When you do get individuals like this they should be encouraged and used to their full potential. Loading or stacking a team with inexperienced Revit users is not only detrimental to the project, but also to the team itself.”

BIM Manager Large Architectural Firm Working with Other Consultants Open communication is key to working with other consultants. Each discipline has their own model and the models are linked together. The main question is “Who is modeling what?” This is tough to answer once the fees and contracts have been defined, so it is critical to clarify these issues early on in the project.

For example, an architect may model exposed trusses to indicate design intent to the client. Once that part of

Your Company First “Thinking about your company first” means focusing on the ways BIM can make you more profitable. And you will be profitable if you avoid promising too much, too early. Pick a good team, focus on your deliverables and don’t worry about getting everything out of BIM right away.

This may mean that someone else in the wider BIM team is disappointed. For example, a contractor may want you to model every piece of steel angle for coordination but you decide that a 2D detail is better. You should always be on the lookout for streamlining your internal workflow and expanding your services. It might mean altering the way you model in Revit so that you can link into a structural analysis software or other process enhancements.

The key is to take basic steps and keep building on them with each project. And remember the fundamental rule: the model is king. If the model is accurate, the drawings will be accurate and the building will be accurate. CCE Jay Polding is a Certified Revit Implementation Specialist and Bill Wright is a Certified Revit MEP Implementation Specialist, both with SolidCAD in Toronto.

January/February 2012

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12-02-07 1:42 PM

products CIVIL

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1/17/2011 12:04:35 PM

professional directory

For information on placing an advertisement in the Canadian Consulting Engineer Professional Directory, contact Maureen Levy, Senior Publisher, 416-510-5111, email: mlevy@ccemag.com Vince Naccarato, Sales Manager, 416-510-5118, email: vnaccarato@ccemag.com

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engineers and the law

By Owen Pawson Miller Thomson, LLP

Whether you are on the job site or poring through a contract, remember to be cautious about how you communicate, as it can come back to haunt you.

Communications are Critical

G

ood communications are essential if you are to avoid Identify the Risks and manage claims while delivering a project.

A clear description in the contract documentation of the Let’s start with a case that may be instructive. In commitments of each party reduces the chance of later Online Constructors Ltd. v. Speers Construction Ltd. the misunderstandings and disputes. consultant got into difficulty with communications at the It is also important for each party to a contract to make site -- although ultimately it was the subcontractor who only those commitments it can keep and not accept any risk paid the price. in matters over which it has no control. Engineers should The project was the construction of a dam to feed an ir- not assume that a contract is “standard” or that it “cannot be rigation line to a golf course. The consultant on site was an changed anyway.” They should read a proposed agreement engineer-in-training who was inexperienced and perhaps a carefully to avoid being surprised later. It is necessary to have little brash. He gave orders to a subcona full understanding of the contractual Engineers should tractor on how to pour concrete slabs risks to determine whether you should and insisted on a specific method. Not not assume that a contract even submit a proposal for a project or surprisingly, ordering the subcontracwhether a premium should be included is “standard” or that it tor to perform the work in a specific for the risks you have identified. “cannot be changed way resulted in strained relations.

Standard form agreements such as As it happened, it was at that same those prepared by the Association of anyway." time that the concrete was being deConsulting Engineering Companieslivered and the subcontractor did not have time to assert Canada (ACEC), or the Canadian Construction Documents their right to control how the work was performed. Ulti- Committee (CCDC) are generally seen to allocate the risks mately, there were defects in the concrete and a lawsuit fairly between the parties. Legal advisors can help to amend was started. The subcontractor sued for payment and the these standard forms for specific project constraints. golf course counterclaimed that the work was defective.

The subcontractor blamed the consultant’s interference Comprehensive Drawings for the defects. The court determined that, because the An engineer should allow sufficient time in the schedule for consultant was an agent of the golf course, the golf developing a comprehensive set of drawings and specificacourse was liable for the consultant’s actions. Yet the golf tions in order to minimize design errors and avoid claims. course -- and the consultant -- escaped liability because Complete drawings and specifications will also enable the the subcontractor could not prove the defects were client to prepare a complete set of tender documents and caused by the interference. minimize addenda during the procurement process. The Though on this occasion it was the subcontractor who selected contractor is required to build the project in acsuffered (they may have prevailed if they had clearly docu- cordance with those plans and specifications and will not mented at the time that they would not take responsibility assume any liability caused by design errors or omissions. for the slab quality based on the method required by the Although construction documents are the responsibility of consultant), the case shows that all parties to a project, in- the owner, the owner will rely on the expertise of the design cluding engineers, should be cautious in how they commu- professionals who retain ultimate design responsibility. nicate, what they say, and to whom they say it.

In most cases, communications should be in writing to Communicating at the Job Site ensure there is evidence to prove an event or omission. Each party in the design and construction delivery process Communications can be express or implied, and they can should comply with the lines of communication identified either help or harm your position. Professional, courteous in its contracts -- even though those contractual lines do not and timely communications combined with diligent record- always recognize the reality of the jobsite. For example, although there are no agreements directly between engineerkeeping are invaluable in avoiding and resolving disputes.

The following is an overview of the importance of proper ing sub-consultants and subcontractors, these parties still continued on page 30 communications and documentation.

January/February 2012

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engineers and the law

continued from page 29

have to communicate in order to resolve ambiguities or referenced in the contract -- for example, a notice of a claim problems. Any communication should be in writing and is typically required to be in writing. Failing to give proper notice of a claim may be a significant issue if it can be caterouted through the contractual lines of contact.

At site meetings, however, representatives of the gorized as a breach of the contract terms.

A waiver is the intentional giving up of a right, so any owner, contractor, engineers, architects and subcontractors can directly discuss with each other their difficulties waiver of contractual rights should be clear, unambiguous with the project. Disputes can often be resolved that way. and in writing. Courts can find that there has been a Still, the decisions reached at such meetings must be waiver by way of conduct, or words, or a combination of properly documented. In this regard, the parties should both. If a party to a contract conducts itself in a certain way with regard to a contract term carefully review the minutes and and there is no paperwork to counprovide written amendments within You should take a ter that conduct, a court may find the time indicated in the minutes. written statement from that the party has waived its right to Job site communications should be the key personnel while insist on strict adherence to that neutral, clear and firm. Avoid finger term. pointing, derogatory terms and unthe event is within recent It is risky to overlook a situation professional comments. All important memory and the person where the conduct of another party communications should be confirmed is still available. appears to contradict the contract in writing. Whether a communication provisions. The best defence is to is important will depend on the amount at stake, any potential delay (impact on the critical send a notice indicating that even if there was a delay in aspath) and the implications to other aspects of the work. Be- serting a right, that right is now being asserted. cause of the multiplicity of players in a typical construction project it is important to understand and follow the estab- Personalities lished lines of communication so that the parties can meet Personalities can make the difference in avoiding claims. A professional, neutral and well reasoned response will help their key objectives, especially schedule and price. you deal with a difficult personality. All parties should recognize any problems within their own ranks and ensure that The Importance of Paperwork Paperwork is a necessary evil. Accurate and comprehensive senior staff have the right attitude for a successful, claimsrecords must be kept for all important decisions, and super- free project. If senior managers demonstrate a positive visors and staff should be sensitized to the importance of mindset, the rank and file employees will be encouraged to act similarly. A problem-solving attitude is important and all paperwork in avoiding disputes.

A fact is a true description of an experience. It can be managers, supervisors and key staff should be aware that either an event or a non‑occurrence of an event. Evidence one of their job functions is to communicate well.

In summary, while the design and construction industry is the material or documents necessary to establish the truth or a fact. Proper record-keeping will ensure that there is is fraught with pitfalls and the potential for claims on a projevidence to support the facts. Disputes are usually resolved ect is high, if you can anticipate problems before they occur based on the facts, whether at the initial stages or later in and always communicate clearly and effectively, you may be able to defuse many potential disputes before costly mediafront of an arbitrator or judge.

Written evidence, not surprisingly, is much preferred tion, arbitration or litigation proceedings commence.

And if all parties adopt the attitude of looking for soluover oral evidence if you get to court, so in the case of oral evidence you should take a written statement from the key tions, not problems, the chances of a successful project will CCE personnel while the event is within recent memory and the be significantly increased! person is still available. Do not wait until there is a dispute before trying to track down key people -- the goal is to avoid Owen Pawson is a partner with Miller Thomson, LLP in Vancouclaims. Note that much evidence in a major dispute is likely ver, e-mail opawson@millerthomson.com to be culled from journals, diaries, incident reports and personal notes of site meetings, etc. In this regard, photographs can be worth more than the proverbial 1,000 words.

YOUNG PROFESSIONALS There is an advantage to having a lawyer involved early if What ethical conflicts have you come across in there is a major dispute, not only to ensure that significant your work in the consulting engineering sector? events are supported by proper evidence, but also because Join the group and the conversation on communications with a lawyer in anticipation of litigation CCEYoungProfessionals at can be protected by privilege and disclosure of such comwww.linkedin.com munications can be restricted.

Specific forms of communication may be required or 30

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manufacturer case study

pumps

Grundfos overhauls Vancouver’s Bentall Towers

B

entall Centre located along Burrard Street in the heart of downtown Vancouver’s financial district had primitive booster systems that required replacement in four of the five towers.

The existing booster packages were initially installed when the towers were constructed, dating from 1969 through 2002. The booster systems were oversized and inefficient, constantly operating irrespective of water demand, which led to a large amount of energy consumption and wastage. Repair costs were also through the roof for the tower owners.

The requirement was to identify an energy efficient solution and upgrade the existing booster systems to provide smooth operation in a sustainable way for the owners.

Maintenance staff at the Bentall Centre, as well as consulting engineers and Grundfos sales engineers, faced the challenge of identifying the correct size of the existing booster systems. Equally challenging for mechanical contractor Davidson Brothers was the installation of the new booster systems into the mechanical rooms, due to the small size and location.

The new Grundfos BoosterpaQ systems each consist of 3 CR vertical inline multistage pumps, with motors ranging from 10 to 30 hp. The variable frequency drives (VFD) located in the multi-pump controller (MPC) shut the pumps down during periods of low demand, while the MPC is still monitoring the pressure in the discharge line. As pressure drops below set-point, the required number of pumps will resume operation. The BoosterpaQ was chosen for the following reasons: • The CR pumps are known for their economical and quiet operation. They are very easy to replace and extremely reliable. They have one of the highest efficiencies in the market.

• The MPC controller identifies variations in water pressure and allows for the pumps to run only when demand is detected. This helps extend the life span of the pumps, decreasing energy consumption and reducing maintenance costs significantly.

• The MPC alternates between lead and lag pumps, ensuring equal run hours on all of the pumps. The built in pump curves also enable the ability to identify whether or not it is more efficient to operate two or more pumps at a slow speed rather than a single pump at full speed.

• The system’s suction and discharge manifolds and base plate are constructed of all stainless steel. The unit is compact, comes preassembled and is tested prior to delivery.

The BoosterpaQ systems were successfully installed and have been running smoothly for well over a year. Bentall Centre’s chief maintenance engineer claims that the system’s performance has been impeccable. The majority of the time the BoosterpaQ’s run with only one pump at 70% to 80% speed.

This puts huge smiles on the tower owners' faces as well, leaving them with zero maintenance cost and very low energy consumption levels. Upgrading to the new BoosterpaQ’s also allowed owners to obtain an energy savings rebate from BC Hydro.

ADVERTORIAL

GRUNDFOS

Grundfos is the world’s largest manufacturer of pumps and pumping systems. Grundfos’ Canadian headquarters is located in Oakville, Ont. 1-800-644-9599, www.grundfos.ca January/February 2012

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January/February 2012

12-02-07 1:29 PM

PREVENT ASPHALT CRACKING

If you were planning to rout and seal your asphalt joints after they fail, think about the added costs of repairing what you’ve already done. Denso Re-instatement Tape is a polymer modified bituminous strip that is cold applied and designed to seal the joints between asphalt, concrete and steel, the first time. Re-instatement Tape seals around catch basins, manholes, utility cuts and next to concrete curbs prior to paving. Do it right the first time with Denso Road Products. For more information contact: Blair Slessor at 416-291-3435, email: blair@densona.com, or visit our website at www.densona.com SUPPLIER: DENSO NORTH AMERICA INC.

Specifier’s Literature Review REVOLUTIONIZE REBAR ATTACHMENT - MADE IN CANADA

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The SSW-06 is WEG’s third generation Soft Starter line. Its Keypad with dual display provides high visibility with bright red LED digits and easy programming. With built-in bypass contacts to eliminate heat dissipation once the motor is at full voltage it is extremely compact. This allows for simple integration in non-ventilated enclosures and replacement of electromechanical starters in Motor Control Centers. This product recently won the IF Design Award - Industrial Products Category. The main design attributes which conferred this award to the SSW-06 were the simplicity of constructive solutions and its user friendly operator interface. Call 1 877 PAMENSKY www.pamensky.com SUPPLIER: V.J. PAMENSKY

The RC System changes the way concrete reinforcing rebar and mesh are installed.

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S-FRAME is an easy-to-use 4D structural modeling and analysis management program used by thousands of structural engineers worldwide.

Productivity tools, advanced analyses, variety of material models, and flexible load combination methods together with fast and accurate solver technology allow users of S-FRAME to evaluate their structural designs using high-fidelity models under numerous combinations of environmental conditions to yield robust designs; designs that are less sensitive to loading conditions and deviations from the intended design during construction. S-FRAME is fully integrated with S-STEEL™ and S-CONCRETE™ as well as BIM products Revit® and Tekla®. For more information on R10.0, please visit our website www.s-frame.com or email us at info@s-frame.com.

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Canadian Consulting Engineer magazine provides high quality editorial coverage of the most pertinent and timely issues that affect engineers across Canada. The magazine reaches the consulting engineers who make the critical decisions on building and construction projects. This is exactly the audience you need to reach. Advertise your product or service with us. Be seen and be specified!

To order your 2012 media kit, please send along your request to Maureen Levy at (416) 510-5111 or email: mlevy@ccemag.com

products STORMWATER

COMPUTERS

Penda Corporation produces the SmartDitch MegaDitch as an expandable HDPE channel lining system for the rehabilitation of very large, concrete-lined and earthen ditches and canals. The lining has a base panel of 6.3' x 9.3' and adjustable 5' x 9.3' sidewalls. www.smartditch.com

Rugged tablet PCs from Motion Computing include the CL900, which weighs 2.1 lbs., has a 10" screen and works for eight hours on one battery charge. Comes with an optional countertop docking station and runs on an Intel Atom Z670 processor. www.motioncomputing.com

Libelium has launched a new Vehicle Traffic Monitoring Platform as part of its Smart Cities solution. The platform can sense the flow of Bluetooth devices on a given street, differentiating hands-free car kits from pedestrian phones. Sensor data is then transferred to a ZigBee radio via an internet gateway. www.libelium.com

January/February 2012

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C W

conversations

Two structural engineers explain why they decided to leave an international company and start their own firm.

I T

Starting Over

T

BP/CCE

hese days it's rare to hear about the launch of a new consulting engineering company. We're more used to hearing about small firms being taken over by large international corporations.

But over a year ago Barry Charnish, David Stevenson and David Watson started a new structural engineering firm known as Entuitive. Since then, two younger partners – Brock Schroeder and Sean Smith – have joined. Entuitive now has over 20 employees and offices in Calgary and Toronto.

CCE spoke to two of the partners in their offices on the 20th floor of a tower near the lakefront in downtown Toronto.

P s c d b in c re

WHAT MADE YOU DECIDE TO LEAVE A LARGE INTERNATIONAL COMPANY AND START YOUR OWN FIRM? Barry Charnish: There are numerous different company cul-

tures in consulting engineering. There are foreign company cultures; there is an infrastructure company culture; and we come from a culture of entrepreneurial Canadian firms who work in the buildings industry. I think that these are quite distinct cultures and they are difficult to put together. Following the acquisition at our former firm, we found that the culture shifted and we wanted a fresh approach.

Sean Smith: For me the transformation was more about the idea that engineering should be fun. At a smaller firm you know what you are doing, whom you are working for, and people appreciate your efforts. You can have the sense of being part of something and identifying with it personally.

HOW DID YOU START THE NEW COMPANY, ENTUITIVE? Barry: We started on January 19, 2011. We have a technical

staff of 18 in Toronto and four in Calgary plus support staff.

There are five principals: one around age 60, two around 50, and two around 40.

We have a clear vision and a five-year business plan. And we have a shareholders’ agreement. We want the firm to last for 50 years, so we have to do the proper things.

We also decided that we want to embrace technology. So we are investing in this and I think that we’re probably one of the leaders in the industry. I think we’re going to a higher performance, and we’re very proud of that.

As for the name Entuitive, we wanted to have a legacy and rather than ultimately ending up with initials, we decided to not add our names -- Charnish, Stevenson, etc. We wanted the name to be inspirational. We had a brand advisor and fell in love with the name as soon as we heard it.

34

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T c a c c

T o is u e Barry Charnish (left) and Sean Smith in their Toronto offices.

WHAT WAS IT LIKE TO START FROM SCRATCH? Barry: I think if I had moved to Vancouver to

start Entuitive it would have been a failure. I -- all of us -- have been very thankful to our friends in the industry. We wouldn’t be here without them.

YOU FOCUS ON STRUCTURAL ENGINEERING FOR BUILDINGS? Barry: I have a history of doing difficult jobs. In Toronto I

designed a tower on top of the Yonge subway. We took the roof off the subway while keeping the subway active. We built a 17-storey building on the top and widened the platforms. We’re doing the next tower of the Bay-Adelaide Centre and we’re doing the recladding of First Canadian Place. In New York we’re doing a project spanning 16 rail lines with a series of 240-foot precast girders. This is above the busiest commuter rail facility in North America.

IS THE COMPETITION STIFF IN TORONTO? Sean: There has been a lot of consolidation in the industry

so there’s an opening for a small to mid-size firm that is really focused on the quality structural engineering of complex buildings. A kind of niche has opened up for us. CCE

January/February 2012

12-02-07 1:29 PM

B Te

C D

T F E W

CONNECTING WITH COPPER IS CONNECTING WITH TRUST There has never been a question of reliability when it comes to copper-to-copper connectors in electrical applications. The real question is how reliable are other combinations of electrical connectors compared to all copper connectors.

Powertech Labs were commissioned to perform an in-depth study on aluminum-to-aluminum, aluminum-to-copper, and copper-to-copper connectors. The photos shown here are documented comparisons of these three combinations before and after 2000 hours of intensive testing, which included current burst testing. The copper-to-copper connectors had the least corrosive build-up and retained the highest electrical conductivity.

The study and its results are outlined in our publication “Connecting with Copper is Connecting with Trust�. Please contact us for your copy and information on electrical wire and cable seminars.

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12-02-07 1:29 PM

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