For professional engineers in private practice
AUGUST/SEPTEMBER 2018
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Exploring inclusive and barrier-free station design requirements. PLUS: Well-tuned acoustic engineering Storm water containment
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contents
Image courtesy PCL Construction.
August/September 2018 Volume 59, No. 5
Cover: Highlighting accessibility requirements in the station design on Ottawa’s OC Transpo Trillium Line. See page 16
features Hitting the Right Acoustical Notes. Overcoming the challenges of converting an old Toronto warehouse into a much-needed music rehearsal space and recording studio. By Steve Titus, Aercoustics Engineering
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Accessibility Along the Trillium Line. Meeting and exceeding established codes for barrier-free access to Ottawa’s transit system. By J.L. Richards & Associates
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Renewable fuel. The City of Toronto is launching a project to transform organic waste biogas into fuel that can drive its collection trucks. By Doug Picklyk 18
See page 14
departments Comment
4
Up Front
6
ACEC Review
9
Creative Storm Water Containment System. The Willoughy Sports Complex in Langley, B.C., hides Canada’s largest storm water containment system able to hold 20 million liters of runoff. Courtesy Advanced Drainage Systems
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Three Ways Marketing Can Close More Business. Proper marketing is anything you do in good faith to bring awareness of your service capabilities to clients. By Andy Slipher
24
Products 27
on topic Next issue: 50th Annual Canadian Consulting Engineering Awards.
LEGAL MATTERS Confidential Information. You know what you know – but do you own what you know? By Derek Hoffman, Miller Thomson. 26
CONVERSATIONS Preparing for Smart Infrastructure. Learning about the new Dependable Internet-of-Things Applications university program. 30
August/September 2018
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FOR PROFESSIONAL ENGINEERS IN PRIVATE PRACTICE
C A N A D I A N C O N S U LT I N G
Editor
Doug Picklyk (416) 510-5119 dpicklyk@ccemag.com
National Prompt Payment
Senior Publisher
Maureen Levy (416) 510-5111 mlevy@ccemag.com Art Director
Andrea M. Smith
T
he federal government has posted online an executive summary of a report that outlines recommendations for the move towards a legislated policy for ensuring timely payment and a quick remediation process for any payment disputes for work on federal construction projects, including P3 projects, following the model that was made law in Ontario late last year. It was in the December 2017 issue of this magazine that I provided a brief outline of a session I had attended where the proposed terms for the Ontario adjudication legislation were explained, and the potential for extending these policies in other provinces and at the national level were being hinted at. Now it appears the groundwork for moving forward has been laid. The new report, Building a Federal Framework for Prompt Payment and Adjudication, was prepared by the same duo who developed the Ontario framework, Bruce Reynolds and Sharon Vogel. Their firm, Singleton Reynolds, was retained in January to conduct the research and develop this new report for the Feds. According to a news release on their site, the firm held 55 stakeholder engagement sessions with over 500 participants across Canada between March 6 and April 25, and their report was delivered to Public Services and Procurement Canada in early June. Their report includes 53 recommendations. Within the executive summary, the authors point out that the existing national prompt payment policies are “inadequate to achieve prompt payment… such that the implementation of prompt payment legislation at the federal level makes sense.” The report recommends legislation similar to the Ontario Bill. An example of the recommendations includes the time period for payment between the federal ‘owner’ to general contractor should be 28 days, and the period for payment at levels below the general contractor should be seven days from receipt of payment from the owner, and so on down the contractual chain. Along that chain is often where consulting engineers reside on large and small federal construction and infrastructure projects. The first stage of changes to the Ontario Construction law just came into effect July 1, and it appears that the federal program will follow very soon, as Reynolds notes in the firm’s release, “… the Government of Canada will be moving ahead with its legislation in the Fall. At the same time, other Provinces and Territories are considering the issue of prompt payment and adjudication, and the leadership role undertaken by the federal Government will be an important factor in the evolving situation.” If your firm has ever had issues with payment from any level of government, or from contractors while performing government work, a quick remedy may soon be on the books in your local area. This is a welcome change for the construction industry at all levels of involvement. Links to the executive summary can be found at www.tpsgc-pwgsc.gc.ca. Doug Picklyk
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Contributing Editor
Rosalind Cairncross, P.Eng. Editorial Advisors
Bruce Bodden, P.Eng., Gerald Epp, P.Eng., Chris Newcomb, P.Eng., Laurier Nichols, ing., Jonathan Rubes, P.Eng., Paul Ruffell, P.Eng., Andrew Steeves, P.Eng. Circulation Manager
Aashish Sharma (416) 442-5600 ext. 5206 asharma@annexbusinessmedia.com Account Coordinator
Cheryl Fisher (416) 510-5194 cfisher@annexbusinessmedia.com Vice President/Executive Publisher
Tim Dimopoulos (416) 510-5100 tdimopoulos@annexbusinesmedia.com President & CEO
Mike Fredericks CANADIAN CONSULTING ENGINEER
is published by Annex Business Media 111 Gordon Baker Road, Suite 400, Toronto, ON M2H 3R1 Tel: (416) 442-5600 Fax: (416) 510-6875 or (416) 442-2191 EDITORIAL PURPOSE: Canadian Consulting Engineer magazine covers innovative engineering projects, news and business information for professional engineers engaged in private consulting practice. The editors assume no liability for the accuracy of the text or its fitness for any particular purpose. CIRCULATION: blao@annexbusinessmedia.com
Tel: 416-442-5600 ext. 3552 Fax: 416-510-6875
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Office, Ottawa. Copyright 2018. All rights reserved. The contents of this publication may not be reproduced either in part or in full without the consent of the copyright owner(s). Annex Privacy Officer: Privacy@annexbusinessmedia.com Tel: 800-668-2374. ISSN: 0712-4996 (print), ISSN: 1923-3337 (digital)
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Member of the Audit Bureau of Circulations. Member of Magazines Canada
August/September 2018
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up front
M COMPANIES
WDBA
AECOM hires Marc Devlin
Rendering of the cable-stayed Gordie Howe International Bridge. TRANSPORTATION
COMPANIES
JLR adds sustainable energy services Ottawa-based J. L. Richards and Associates Ltd. (JLR) has added energy services and energy systems engineering to its portfolio of services with the announcement of its new Innovative 6
Yates joins Stantec
J.L. Richards
Bridging North America selected for the Gordie Howe International Bridge project Windsor-Detroit Bridge Authority (WDBA) has selected Bridging North America as the preferred proponent to design, build, finance, operate and maintain the Gordie Howe International Bridge P3 project. Bridging North America’s prime team members include: ACS Infrastructure Canada; Dragados Canada; Fluor Canada; AECOM; RBC Dominion Securities; Carlos Fernandez Casado and FHECOR Ingenieros Consultores; Moriyama & Teshima; and Smith-Miller+Hawkinson Architects. The team’s design is a cable-stayed bridge with the longest main span of any cable-stayed bridge in North America at 853 metres. The six-lane, 2.5km bridge will be characterized by having an “A” shape. The cost of the project, design details and expected construction schedule will be announced publicly following financial close which is expected by the end of September.
Marc Devlin has joined AECOM in the role of executive vice president and region executive Marc Devlin of the firm’s Design Consulting Services business in Canada. Devlin joins AECOM from SNC-Lavalin where he held a senior vice president position.
J.L. Richards’ new Innovative Energy Group: (l-r) Larry McClung, Joan Haysom, Jarrett Carriere, Jill Tymchak, and Nathan Gauci.
Energy Group, a team of five members who have joined the firm from Leidos Canada. Comprised of four engineers and one technologist, the team members are experts in solar energy, solar water systems, and energy systems modelling. Together the team of Larry McClung, Joan Haysom, Jarrett Carriere, Jill Tymchak, and Nathan Gauci diversify JLR’s services providing new avenues for clients to customize their energy systems solutions. “Smart and renewable energy systems have matured, and can now be economically integrated into a wide range of building and infrastructure projects,” explains Haysom. ”We are very excited to join the JLR team and to bring solid and sustainable energy solutions into architecture, planning, and engineering services, and to a diverse set of clients.”
Brian Yates is now the regional leader for the British Columbia team at Stantec. Yates brings more Brian Yates than 26 years of industry experience to the role. He was most recently vice president environment & geosciences at SNC-Lavalin.
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EXP adds Andrews
EXP appointed Robert Andrews as new sector leader, Ontario infrastruc ture. Andrews was Robert Andrews previously president/CEO of the Ontario Clean Water Agency (OCWA), and prior to that he served as chief executive of global water at AECOM.
www.canadianconsultingengineer.com August/September 2018
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up front
COMPANIES
DSAI
S+A welcomes 3 principals
Rendering of the new Innovation Centre.
Innovation Centre at Red River College Breaks Ground Construction has begun on a $95-million Innovation Centre at the Red River College Exchange District campus in Winnipeg. The 100,000-sq.-ft. development, designed by Diamond Schmitt Architects in joint venture with Number TEN Architectural Group, incorporates a repurposed downtown heritage building and new construction. Targeting net-zero energy consumption, the skin of the new highperformance building consists of photovoltaic glass panels that create energy and also change colour depending on the angle of view and weather conditions. Consulting engineers on the project include: Crosier Kilgour and Partners (structural); Epp Siepman (mechanical); and SMS Engineering (electrical). The fast-track project is slated for completion in 2020. DIALOG and Conference Board release Community Wellbeing framework DIALOG and The Conference Board of Canada have published a report entitled Community Wellbeing: A Framework for Design Professions. The Framework is an evidenced-based methodology to help design and development professionals understand the impact of their project design decisions on community wellbeing. The report provides a business case 8
with ROI for designing for community wellbeing in workplace, academic, hospital, retail, and residential settings. To download the report, visit: www. dialogdesign.ca/community-wellbeing.
SNC-Lavalin forms JV in the U.S. to pursue nuclear decommissioning SNC-Lavalin together with Floridabased Holtec International group have announced the formation of a new U.S.-based joint venture company named Comprehensive Decommissioning International, LLC (CDI), headquartered in Camden, New Jersey, to bring the expertise of both companies together to pursue work that involves the decommissioning of shuttered nuclear plants. decommissioning has become a rapid growth market with a forecast value exceeding US$14B over the next 10 years.
WSP acquiring U.S.-based Louis Berger WSP Global has entered into an agreement to acquire Berger Group Holdings, the parent company of the group doing business under the name of Louis Berger, a U.S.-based international professional services firm active in the transportation and infrastructure, environmental, water sectors, and master planning. The purchase price is listed at US$400 million. Louis Berger has approximately 5,000 employees located across the U.S., with sites across Continental Europe, the Middle East, Africa, Asia and Latin America.
Smith + Andersen welcomes three new principals to the firm: Bram Atlin P.Eng.; James Back P.Eng.; and Tony Spina CET.
Bram Atlin
All three are at the Toronto office, and both Atlin and Spina are leaders with James Back the mechanical team, while Back is a leader with electrical team. Both Atlin and Back started as co-op students with the Tony Spina consulting firm over a decade ago, while Spina has been with S+A for over 20 years.
David Newson joins Ware Malcomb
Ware Malcomb has announced the addition of David Newson to the firm as engineering manager for the David Newson Toronto office. Newson is responsible for the overall growth and management of Ware Malcomb’s civil engineering services across the Canadian market.
www.canadianconsultingengineer.com August/September 2018
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ASSOCIATION OF CONSULTING ENGINEERING COMPANIES | REVIEW CHAIR’S MESSAGE
No Holiday for ACEC’s Advocacy
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ummer is a busy period for the consulting engineering sector and the same holds true for ACEC. Although the House of Commons rose in late June, the ACEC team is ramping up their activities to ensure that the voice of consulting engineers continues to be heard on the issues that impact our industry. In August, ACEC will make its annual recommendations to the House of Commons Standing Committee on Finance as part of the government’s pre-budget consultations for 2019. They will reiterate the main points we have been advocating on the government’s infrastructure plan. The first, to expedite the delivery of committed infrastructure funds and projects by re-profiling of the Building Canada Plan. The second, to start planning for the next phase of federal infrastructure investments prior to the expiry of current programs. Third, to invest in infrastructure programs, not just individual projects. The fourth, to review the cumulative regulatory burden that can significantly delay or increase the costs of projects. And finally, to strengthen the
economy and trade with a national infrastructure corridor. Our ongoing efforts in advocating the value of the national corridor includes meeting with senior bureaucrats to garner their support to reinforce our efforts this fall when the House resumes. ACEC continues to collaborate with the Canadian Chamber of Commerce on the need for Canada to be competitive on the world stage. The Chamber shares our concern with the uncertainty around Canada’s extensive regulatory burden and are considering the creation of a working group to examine potential consequences of the Impact Assessment Act. ACEC President & CEO John Gamble has put his name forward to be part of this potential working group to represent our industry and its concerns. All of these activities set the groundwork for our annual Parliament Hill Day in October, part of the ACEC national leadership conference program. To learn more on how you can join us in Ottawa this fall to help shape policies affecting our sector, visit www.acec.ca/ntlconf. TODD G. SMITH, P.ENG. CHAIR, BOARD OF DIRECTORS, ACEC-CANADA
MESSAGE DU PRÉSIDENT DU CONSEIL
Travail de représentation de l’AFGC : Pas de répit cet été
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a saison estivale est une période chargée pour le secteur du génie-conseil, et cela vaut pour l’AFGC. Bien que la Chambre des communes ait ajourné ses travaux à la fin du mois de juin, l’équipe de l’AFGC accélère son rythme de travail pour veiller à ce que la voix des ingénieurs-conseils continue de se faire entendre sur des questions qui touchent notre industrie. En août, l’AFGC formulera ses recommandations au Comité permanent des finances de la Chambre des communes dans le cadre des consultations gouvernementales visant à préparer le budget de 2019. Nous en profiterons pour répéter les principaux points que nous prônons depuis déjà quelque temps au sujet du plan d’infrastructure du gouvernement. Le premier point portera sur la nécessité de rééchelonner l’investissement prévu en vertu du Plan chantier Canada pour accélérer le versement des fonds et la réalisation des projets d’infrastructure déjà promis. Le deuxième, sur la nécessité de commencer à planifier la prochaine phase des investissements fédéraux en infrastructure avant la fin des programmes actuels. Le troisième, sur l’utilité d’investir dans des programmes d’infrastructure, et non seulement dans des projets individuels. Le quatrième, sur l’importance d’examiner le fardeau réglementaire cumulatif susceptible de retarder considérablement la réalisation des projets ou d’accroître leur coût. Enfin, nous reviendrons sur le fait que l’économie et le commerce
seraient stimulés par un corridor national d’infrastructure. Dans le cadre des efforts soutenus que nous déployons pour faire valoir le bien-fondé d’un corridor national, nous rencontrons de hauts fonctionnaires collaborant avec les ministres. Nous espérons ainsi gagner leur appui afin d’intensifier nos efforts dès la reprise des travaux en Chambre, cet automne. L’AFGC poursuit sa collaboration avec la Chambre de commerce du Canada au sujet de la nécessité, pour le Canada, d’être concurrentiel sur la scène internationale. Comme nous, la Chambre de commerce du Canada s’inquiète de l’incertitude entourant le lourd fardeau réglementaire du Canada. Elle envisage de créer un groupe de travail chargé d’examiner les conséquences possibles de la Loi sur l’évaluation d’impact. Le président et chef de la direction de l’AFGC s’est porté volontaire pour faire partie de ce groupe et défendre les intérêts de notre industrie. Toutes ces activités préparent le terrain de notre Journée sur la Colline du Parlement, en octobre prochain. Cet événement annuel fait partie du congrès national du leadership de l’AFGC. Pour savoir comment vous joindre à nous cet automne, à Ottawa, et nous aider à façonner les politiques qui touchent notre secteur, consultez le www.acec. ca/congresntl. TODD G. SMITH, P.ENG. PRÉSIDENT DU CONSEIL D’ADMINISTRATION, AFG-CANADA
August/September 2018
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IN DISCUSSION
ACEC
with
Minister, as an industry that can help the natural resource sector be economically viable, we are very interested in your government’s priorities and investments in the natural resource, energy and oil and gas sectors. Can you share with us what you hope to achieve in the coming years? Natural resources are the bedrock of our economy—they provide socio-economic benefits to Canadians across the country, accounting for 17 percent of Canada's GDP and about 1.8 million jobs in 2017. We hope to grow this even more. Canada's future relies heavily on fulfilling our natural resource potential. That means respecting the rights of Indigenous peoples, engaging with communities, earning the trust of Canadians and ensuring that Canada is a global leader in clean energy and innovation. We’re in the midst of the biggest challenge of our generation—climate change. But this challenge could also be the opportunity of a lifetime. In a world increasingly demanding responsibly produced resources—whether wood or energy or minerals and metals—Canada is unmatched in how we balance environmental, social and economic considerations. Our mining industry is a global leader in environmental practices and corporate social responsibility; our forests are the most sustainably managed in the world; our oil and gas producers are subject to rigorous environmental and safety requirements. Our competitive edge is this ability to develop resources responsibly. It’s a major advantage and we plan to make it part of our brand as we take steps to increase Canada’s presence in global resource markets. To put it in context, global energy 10
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n Discussion with ACEC is a series of informal conversations with Federal Government decision makers who have an impact on the consulting engineering sector. During these interviews, ACEC-Canada President and CEO John Gamble delves into the government’s policies and programs to gain a first-hand understanding of its long-term vision on the issues and challenges that touch the sector. The following is a brief Q&A with the Honourable Jim Carr, former Minister of Natural Resources and current Minister of International Trade Diversification, speaking on the government’s vision in regards to natural resources.
needs are expanding today, as millions of people join the middle classes—particularly in emerging Asia. Energy security is a top priority for these nations. And as the world expands its energy capacity and security—it’s also undergoing this transition to a low-carbon future. So, as a global energy player there is great potential for Canada to contribute to—and benefit from—this transition. Many countries are looking to diversify their energy mix to reduce global greenhouse gases and other harmful pollution. More and more, governments and financial communities are shifting investment priorities to clean growth. That will make Canada’s less carbon-intensive natural gas a key player in the transition to a low carbon, clean growth future. Our goal is to develop and export the cleanest LNG in the world. We have many planned LNG facilities—six approved, four in review and another 10 being planned. Through the Pan-Canadian Framework for Clean Growth and Climate Change, we committed to spending $22 billion in 11 years to support green infrastructure and drive clean growth. This includes a $200 million investment in our Emerging Renewables Power program and a $49 million Energy Innovation Program for R&D in renewable, smart
grid and storage systems. Canada is a trading nation—our economy relies on it. For these sectors to continue to prosper, we have to build more confidence in our regulatory systems, address infrastructure and data gaps and maintain an attractive investment climate to stay competitive. That’s why we’ve undertaken these unprecedented investments in innovation, clean technology and infrastructure. This is what Canadians told us through Generation Energy last year—the largest conversation our country has ever had about Canada’s energy future. They said they want a thriving, innovative, low-carbon economy and good middle-class jobs, and they want Canada to be a leader in clean technology. That’s what we hope to achieve. The process that led to the Trans Mountain Expansion moving forward experienced many challenges and setbacks. What is the government doing to ensure that private sector clients in the natural resource sector are confident that Canada is indeed open for business? Our government approved the Trans Mountain Expansion Project for one simple reason—it’s in our country’s
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Photo credit: iStock.com/MartinM303
national interest. This is a $7.4 billion infrastructure project that will create thousands of good-paying, middleclass jobs, across the country. And yes, we certainly did learn a lot from this process. Particularly when it comes to investor confidence. The fact is Canada offers a stable, transparent and predictable investment climate, low business taxes, large energy reserves, a skilled workforce, proven trading relationships and regulations that protect our environment and encourage investment. So we are most-definitely open for business. But investors say this all the time: nothing concerns them more than uncertainty—the fear of the unknown—from unclear rules to unpredictable timelines. That’s why we introduced new legislation I just talked about. Because we wanted to restore investor confidence with better rules and greater predictability for environmental assessments and regulatory reviews, all while ensuring Canada meets its international commitments to combat climate change. And it will enhance our global competitiveness in many ways. For example, there’s an early-engagement-and-planning phase, that will bring the proponents of new projects together with local communities and Indigenous peoples to identify priorities and concerns. Project proponents and their investors would get a clearer lay of the land before they spend money advancing their proposals and we will be identifying key issues early, so project reviews would be shorter and more focused. There will also be predictable rules, new legislated timelines that are shorter and better managed, clear direction on Indigenous consultations, coordinated activities that
result in “one project, one assessment,” and Government responsibility for final decisions. Together, these measures will reassure investors that good projects will go ahead, and our resources will get to market in environmentally sustainable ways. Investors can be certain of that. In 1967, General Rohmer proposed a nation building concept, a northern transportation and infrastructure corridor. Recent studies by the Senate and the University of Calgary conclude that such a corridor would be a viable option for the movement of goods across the country, would connect Northern and remote communities, generate a significantly smaller geographical and environmental footprint. What steps are required from industry and the private sector to assist government in making this project a reality? Canada was built by visionaries—people who were able to overcome massive geographic challenges to create a great trading country, connected by infrastructure projects like the transcontinental railways, the Trans-Canada highway and the St. Lawrence Seaway. But I don’t have to tell engineers that … Fast forward to 2018 however, and Canada’s primary transportation network is still concentrated in the South, where most people live and most economic activity takes place. The linkages from this primary network generally go to the United States, our largest trading partner, with fewer linkages to the north—our massive, resource-rich land mass. As a result, the North is being hit with high trans-
The Honourable Jim Carr, former Minister of Natural Resources and current Minister of International Trade Diversification.
portation costs that affect the economic viability of projects. For example, the cost to explore and build new mines in the North today is about 2.5 times higher than in the South. This lack of infrastructure has an impact on the costs to move commodities to ports, on the costs of bringing materials and equipment to sites, and on the general costs of living for our remote and northern communities. In January 2017, our Government announced federal funding to build a 97-kilometre all-season road to Whati, Northwest Territories. In addition to connecting communities, this road will help provide access for the development of a gold-cobalt-bismuth project in the area. Last September, we also announced a $274 million federal contribution for the Yukon Resource Gateway (YRG) Project. The Yukon Resource Gateway road improves access to two mineral-rich areas in the territory and a much larger project, the proposed Casino mine. Because this Government recognizes the importance of infrastructure development and the need to access our undeveloped natural resources, the Northern corridor question will certainly inform our future infrastructure planning decisions. To view more of our In Discussion with ACEC series, please visit www.acec.ca/ indiscussion
August/September 2018
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buildings
Hitting the right
ACOUSTICAL NOTES By Steve Titus, Aercoustics Engineering Ltd.
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n the heart of Toronto lives a new musical oasis created by artists for artists. Lynx Music, opened in March 2018, is being touted as the solution to a critical shortage of rehearsal and recording space in the city as redevelopment projects have resulted in a severe lack of space to rehearse and record. The 10,000 sq. ft. state-of-the-art music rehearsal and multimedia production facility combines music rehearsal spaces with a comprehensive recording and post production suite as well as a film and photography shooting space. The two-storey facility consists of nine rehearsal studios and a fully floating recording studio block which features a live room, control room, a vocal isolation booth and an additional production room. The team at Aercoustics Engineering, experienced with working on acoustics for music production and rehearsal studios separately, was faced with the design challenge of incorporating both spaces on this project. It presented a challenge because recording studios and rehearsal spaces require different levels of sound isolation. The shell of the design was essentially an old warehouse with a masonry exterior—hardly ideal for designing a space that required the right acoustics with precise noise and vibration control. The Aercoustics design team had to take these limitations into consideration and come up with a design that could balance any technical or budget constraints with the sound and acoustic requirements. The old masonry on the exterior of the warehouse was beneficial as heavy brick and stone limits sound transmission to the exterior and other neighbouring buildings. However, the building presented a challenge because the floor plan provided limited space for wall, ceiling and floor assemblies. This is problematic as a fair amount of space is needed to develop sound isolating rooms. Without acoustically designed walls, ceilings and floor assemblies, it is difficult to manage or mitigate noise transmission. The lightweight timber floors and steel structure were not ideal for creating soundproofed studio spaces. In order 14
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Meeting the challenges of converting an old Toronto warehouse into a much-needed music rehearsal space and recording studio.
The live room at Lynx Music, part of the “floating” recording studio block which also includes a control room and vocal isolation booth. The “floating” block maximizes the level of sound isolation to create a quiet recording environment.
to properly acoustically isolate spaces heavy and thick elements are required, neither of which are easy to do in a lightweight timber or steel structure. The design approach needed to solve these problems so Lynx could make beautiful music. Sound Design The building made it impossible to completely separate the rehearsal space from the studio. The approach was to develop a balanced design that allowed for the right amount of noise bleed between less sensitive spaces and provide more isolation to the recording studio. The design team found a way to create space around the studio block and created a fully floating studio block. This entails having the entire studio block “floating” on resilient mountings. The concrete floor was poured on rubber isolators and then walls were built on top of it. The floating concept is completed with the ceiling being resiliently suspended from the structure with springs. The result is a higher level of sound isolation than can typically be achieved through conventional construction. In fact, the floating design can provide 20+dB of improved performance in sound isolation. Studio walls and ceilings were treated with 1-inch to 2-inch fabric-wrapped glass fibre acoustical panels to help optimize the acoustics in the rooms and also minimize sound transfer. Rooms that needed greater performance were also equipped with bass traps to control for lower frequencies to optimize the interior acoustic experience.
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Lynx Music
Semco Salehi
Lynx Music
buildings
Windows were filled in with masonry blocks and every door was upgraded with adjustable neoprene acoustic seals for sound isolation purposes. The wall, floor and ceiling assemblies in the recording studio were designed to provide extremely high sound isolation performance with an STC (sound transmission class) rating of partitions ranging from 60 to 70 and an NC-25 (noise criterion) background noise level. The most difficult element of high-level sound isolation in a recording studio is bass because low frequency isolation can’t be measured by STC. This was addressed by carefully designing wall assemblies to provide adequate mass and correctly-sized air spaces to
Construction of the floating recording studio, where the concrete floor was poured on rubber isolators. (R) The ceiling was suspended from the structure above with spring hangers to maximize the amount of sound separation between floors.
keep sound isolated. An isolated wall assembly is made up of two sets of studs, and anything that passes through – ducts, pipes, conduits – has to be done so without rigidly contacting the isolated walls, floors or ceilings. Ductwork lined with 1-inch-thick fibreglass duct liner with reduced airflow velocities was developed throughout the space to minimize noise transfer. To avoid sound from rehearsal rooms bleeding into the recording studio, the various rehearsal rooms were designed with STC 45+ masonry walls to provide low frequency sound isolation and each space also contains fabric-wrapped glass fibre panels and bass traps. A big challenge of this construction retrofit was determining how to handle the wood joists in the ceiling next to the walls and controlling sound penetration. This was managed by installing plywood at the underside of the joists and the thicker beams were boxed out. The result was increased sound isolation between the two floors and a smooth surface to mate the walls without a lot of penetrations. An old warehouse can provide an interesting canvas for interior designers and artists but for acoustic consultants, it can be fraught with a series of sound quality and isolation issues. With such a large demand for music rehearsal spaces and recording studios and limited real estate to create such facilities, it’s likely that unconventional venues in need of a retrofit will become more popular. If so, it’s critical to ensure that there is adequate space to accommodate thicker walls, larger ductwork and any acoustical treatments to the walls or ceilings which can be 25 mm or greater. Acoustics should be at the forefront when scoping out potential venues not an afterthought. It is much easier and cost-effective to incorporate sound and acoustics into the design than to adjust after the dust has settled. No one appreciates good acoustics more than musicians, so it’s critical to design with acoustics, sound quality and sound isolation in mind, because even the smallest details can have a major impact. CCE Steve Titus is president/CEO of Aercoustics Engineering Limited. August/September 2018
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Canadian Consulting Engineer
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transportation
By J.L. Richards & Associates
ACCESSIBILITY along the
TRILLIUM LINE I
n 2012, the Canadian Survey on Disability found that 3.8 million Canadians over the age of 15 were living with disabilities that limit their daily lives. The study also found that 26% of these individuals experience particular difficulty when using public transit. Accessibility was a key concern in Ottawa recently, when OC Transpo began the process of implementing a series of new fare gates along the Trillium Line of the city’s growing light rail system. It was of the utmost importance to both OC Transpo and the City of Ottawa that the five fare gates, and the structures designed as shelters around them, be fully accessible. The existing infrastructure met basic accessibility requirements, but the creation of new shelters presented an opportunity to develop truly 16
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barrier-free spaces. Local firm J.L. Richards & Associates Limited (JLR) was contracted to design the fare gate structures and oversee the installation of the fare gates themselves. The multidisciplinary engineering, architecture, and planning group has a track record in accessible design. “JLR has been on the forefront of barrier-free and special needs design, and we have been helping our clients design a diverse range of inclusive facilities,” explains JLR chief architect, Jeffrey Laberge. “We have walked the talk in this regard in the redevelopment of a number of our regional offices, where barrier-free design exceeded minimum requirements to ensure that our staff and clients can access our spaces unencumbered.”
Meeting and exceeding established codes for barrier-free access to Ottawa’s transit system. Code Considerations Sébastien Racine, associate and senior architect with JLR, explains that the firm’s first consideration in regards to accessible design was the Ontario Building Code (OBC). “First, we did what we had to do by code,” Racine explains. The OBC stipulates that the design of a structure must not prevent any individuals with disabilities from accessing it, navigating within it, or making use of any facilities contained therein. The OBC provides stringent guidelines in support of this objective, which detail the specific requirements for features such as paths of travel, ramp gradients, illumination levels, location of fixtures, and the number, location, and size of doorways. At stations with existing infrastructure, JLR had to make creative adjustments to ensure that accessibility requirements defined by the OBC were met. “Some stations were already existing and we had to adapt them,” says Racine. “For example, if there was already a building, we had to modify the location of the fare gates and how we access them to make it accessible.” In addition to modifying the layout of existing structures, JLR incorporated additional features to enhance accessibility. These additions included fully
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transportation (Far left) Fully accessible fair gate openings and ticket kiosk machines were part of the design consideration. (Left) City of Ottawa mandates textured strips along paths of travel and bordering the train corridor. (Below) Open passageways instead of doors at entries further eliminates potential barriers.
Photos courtesy PCL Construction
better direct foot traffic, and open passageways instead of doors to further eliminate potential barriers. “Different things can make it hard for people to navigate these spaces,” explains Julie Savignac Duhaime, another JLR associate and architect. “Now, everyone can access the space.”
accessible ticket kiosk machines, new wayfinding signage, gently sloping walkways, improved illumination, and large doorways that exceeded OBC requirements. These features were then replicated in the design of the fare gate structures slated to be built at new sites. Client Needs Once OBC requirements had been met or exceeded, the next points of consideration were the specific needs of the City of Ottawa. In 2012, the city first implemented the City of Ottawa Accessibility Design Standards. These standards expand upon provincial code requirements and detail additional accommoda-
tions that must be adhered to in all spaces owned or leased by the city. It provides designers of public spaces with more specific accessibility requirements than the OBC provides. “The City of Ottawa does have standards that are more stringent than the code,” states Racine, explaining that additional features were implemented to meet the city’s accessibility expectations. One example of these city-mandated features were textured strips along paths of travel and bordering the train corridor. These strips are designed to assist individuals with visual disabilities in wayfinding and safety. Other features that were integrated into the design were streamlined pathways to
Beyond Requirements With OBC requirements and municipal design standards already addressed, the JLR team was left with one final perspective to integrate into the final design of the fare gate structures—that of the local citizens who would be passing through each day. Savignac Duhaime explains that, in order to get a thorough sense of how users accessed the transit services and infrastructure affected by the project, the JLR team devised an elegantly simple solution. “The whole multidisciplinary team got together and rode the train for the entire route,” she says. “We got on and off at every stop, and we rode the train back and forth.” JLR also used advanced modelling techniques to determine how foot traffic would realistically flow within the structures, and how crowding might affect accessibility. This strategy allowed JLR to identify potential barriers that may not have been addressed by client requirements or building code. “As a rule, we realize that codes are minimum,” Savignac Duhaime says. “We try to think of who the users are and what we need to do to accommodate them so that it’s pleasant, enjoyable, and safe.” JLR completed work on the project in 2017. The new Trillium Line fare gate structures are now in place, providing consistent barrier-free access to CCE O-Train passengers.
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Canadian Consulting Engineer
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energy
By Doug Picklyk
RENEWABLE
Credit: City of Toronto
FUEL
The City of Toronto is launching a project to transform organic waste biogas into fuel that can power its collection trucks.
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urning curbside organic waste into fuel to power the very trucks that collect that waste is the closed-loop renewable energy initiative being launched by the City of Toronto. In a partnership with Enbridge Gas Distribution, the City’s Dufferin solid waste management facility is being enhanced with a new bio-methane upgrading system to turn the biogas generated from the plant’s anaerobic digestion (AD) process into renewable natural gas (RNG) that can be fed into the pipeline network. Toronto’s Dufferin anaerobic digestion facility first started as a pilot in the early 2000’s, launching around the same time as the City’s green bin program for diverting of organic material from the solid waste stream. Initially built to handle 25,000 tons/ year, the facility is now being upgraded to take in 55,000 tons/year of organic waste. The City also opened a larger AD plant (the Disco Road facility) in 2014 able to handle up to 75,000 tons/yr. “We built the anaerobic digestors for the purpose of treating the green bin waste and breaking it down to make a useful compost product [digestate], the biogas component is a happy by-product,” explains Neil MacDonald, Manager of Capital Delivery for Solid Waste Management Services
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with the City of Toronto. MacDonald has been working in the field of solid waste management for over 30 years, both as a consultant and with municipalities. The majority of his experience has been focused on landfill gas collection/utilization and now organics processing and biogas. Toronto has been capturing its landfill gases for decades and has developed electricity-generating projects from landfill gas dating as far back as the late 1980s. Those projects have all come to an end. As market demand for renewable electricity has waned, the City has
explored alternative solutions for capitalizing on the green energy potential of its waste gas by-products, including RNG production. Consulting engineering firm GHD performed an evaluation of the City’s RNG production potential at five solid waste management sites. Of the five, four were deemed viable to proceed to the next step (Dufferin and Disco Road organics processing facilities, along with its Green Lane and Keele Valley landfill sites). For perspective on captured gas volumes, the Dufferin site, once it’s commissioned and operating, will be
(Top) The Dufferin Organics Processing Facility in Toronto will soon include a bio-methane upgrading system turning raw biogas into renewable natural gas. (Above) City of Toronto collection trucks are migrating from diesel to compressed natural gas. August/September 2018
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Credit: City of Toronto
energy producing roughly 700 m3/hr of biogas. The Disco Road plant currently produces about 950 m3/hr of biogas, with 5% of the biogas is being used in the plant to heat the processes and the buildings, the remaining 95% is flared. At the City’s Keele Valley landfill (closed since 2002) they are currently capturing approximately 6,800 m3/hr of landfill gas. All of it is being flared. And at its active Green Lane landfill they are capturing around 6,000 m3/ hr, all being flared. This site is expected to peak at about 11,000 m3/hr by the time it closes in 2040. The biogas from an AD process is composed of 60 to 65% methane, the remainder is mostly CO2, while landfill gas is generally made up of between 40 to 50% methane, with higher concentrations of nitrogen and oxygen and other contaminants. Following the initial RNG evaluations for the various sites, a detailed feasibility study for RNG production at the Dufferin site was completed by GHD, and the project is now going forward. The biogas refining technology selected is called pressure swing adsorption, and it's being supplied by Quebec-based Xebec. Enbridge is partnering on the design and construction of the new biogas upgrading equipment and will handle its operation and maintenance for the first 15 years. The gas distribution company had already been working with the City on migrating its fleet of collection trucks away from diesel to compressed natural gas (CNG). The Dufferin RNG operation will produce approximately 5.3 million m3/yr–enough to power 132 heavy duty garbage trucks or about 90% of the City’s solid waste collection fleet. “It provides the City with savings, relative to avoiding the purchase of diesel fuel for vehicles, and it creates a significant greenhouse gas emission reduction—our initial estimates were somewhere in the order of 7,900 tons of CO2e per year’” says MacDonald. The Dufferin AD plant will be back operating by early 2019, and the first cubic metre of RNG is expected to be
produced by summer 2019 “The cool part of this project is that we’re taking the banana peels and carrots that people put at the curb, we’re putting them in trucks, bringing them to our plant, and then we’re processing them and treating them to produce a compost product, but we’re also producing the fuel that then goes back into the trucks that starts the
whole process again,” says MacDonald. “We’re excited about this Dufferin RNG project. We think it’s a great opportunity to partner with Enbridge and we feel financially it’s a great deal for the City, but it’s also environmentally a great deal, with greenhouse gas reductions and the greening of our fleet, which contributes to better CCE air quality.”
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Canadian Consulting Engineer
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water resources
An aerial view of the containment system under construction.
Article courtesy ADS
The Willoughy Sports Complex in Langley, B.C., hides Canada’s largest storm water containment system able to hold 20 million liters of runoff.
The modular arch chamber system is made up of over 3,300 segments able to retain over 21 million liters.
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ot only does the new Willoughby sports complex in Langley, B.C. have five playing fields, it is also the site for one of the largest underground storm water detention systems ever installed. The system, located under two of those fields, is used to store and treat runoff from roofs and impervious pavement at nearby multi-housing complexes. In 2017, while developing a storm water management plan for the Yorkson Neighborhood in the Township of Langley, McElhanney Consulting Services was tasked with maintaining the rate of post-development flows into nearby Yorkson Creek at pre-development levels. The required storage volume was calculated to be in excess of 21,000 cubic meters (21 million liters or 5.5 million gallons) of water, making the system the largest in Canada. Rather than choosing a traditional pond to accommodate this volume, the development owner selected a buried storage system to make better use of the land. Using an underground arch chamber system would enable the owner to meet an obligation to the Township to provide a recre-
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ation complex with multi-purpose sports fields. “This project actually goes back about eight years,” explains Raymond Sull, P.Eng., division manager, land development for McElhanney. “In a new neighborhood it is a requirement for the first developer to secure land and construct a detention pond for the entire catchment. As the developer of the Willoughby Town Centre was the first development in the catchment they were ultimately responsible for securing and constructing the detention pond. Initially the developer had difficulty securing sufficient land to construct the detention pond. Therefore, we explored alternative strategies to a conventional detention pond. “We presented the concept of storing water underground for a smaller and more frequent storm event. And for a larger storm event, five year and above, water would be stored on the surface. Our thinking was that if it’s really raining out there, no one is going to be using that field anyway. “We got close to the approval of a concept with the Township but it was taking too long so the developer decided to proceed with a conventional pond. They managed to secure sufficient land to construct the conventional open pond option while we were working on the detention tank concept. “A couple of years later,” he continues, “we had another developer looking to open up another adjacent catchment that would have about 147 lots. We started discussions with the Township about how to control storm water runoff and they were a little bit more receptive to our plan.
Photos courtesy ADS
CREATIVE Storm Water CONTAINMENT SYSTEM
August/September 2018
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water resources
The water retention system was laid on a bed of crushed rock on top of geotextile fabric.
The completed field will see sporting activity next year.
“We expanded upon the work we did eight years before and utilized the constructed conventional pond to address the first flush, because after a period of dry weather the roads have a lot of grit and oil on them and the first rainfall washes all that into the storm sewer and there are a lot of contaminants that would flow into the creek. So we were using the pond to manage the storm water for the first flush and during a longer storm event the water would flow into the system under the field. This would prevent any flash flooding and allow a controlled flow of water to drain into the Yorkson Creek. “The way the concept is designed now is that the system receives water only a couple of times a year, but now during a 100-year event everything will be contained underground as opposed to buying another couple acres of land for a pond. Land these days is getting quite expensive, especially in the Vancouver area. With an underground system, we can get the same land and use it for multiple purposes, such as this sports complex, and the public won’t even know there’s a detention system underneath.” The goal was to be able to store up to 21,247 m3 (750,331 ft3 or 5,612,864 gallons) of water. To hold the water, StormTech chambers from Advanced Drainage Systems (ADS) were specified for the job. Each of the company’s MC-3500 chambers, without the end caps, measures 2.286m long x 1.956m wide and 1.143m high (90 x 77 x 45 inches) and has an installed volume of 5.06 m3 (178.7 ft3) of water. In total, 3,312 StormTech chambers were installed in a 130m wide x 160m long (427 x 525 ft.) pit, along with 230m (755 ft.) of 1050 mm (42-inch) diameter SaniTite HP Pipe (also from ADS) as the primary water inlet to the system with a designed rate of 2,650 liters (700 gallons) per second. The outlet flow rate is 1,130 liters (299 gallons) per second. Installation by Gemco Construction of Langley took approximately 60 work days and was completed in December 22
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2017. “This is a massive underground system,” stated Paul Borradaile, project manager for Gemco. “We had to come up with a construction sequence that was a brand new idea because it was such a large system. We did not do what we have done in the past just because everything was so big and on such a large scale. Now, we hope that the lessons learned can give us a competitive edge in future similar projects. The chambers are designed per industry standards to provide a 75-year service life and rated by CSA for 50 year service life in CSA B184.0. Because of the modular nature of the chambers, the system was able to be installed on a bed of crushed rock in an oval configuration to provide maximum capacity. A layer of geotextile fabric was first laid in the pit and covered by the rock. The geotextile was brought up each wall to cover the chamber, completely enveloping the system. Included in the system is a StormTech Isolator Row that traps sediment to prevent it from settling at the bottom of the bed. The buildup of sediment in the Isolator Row can be monitored from an Inspection Port, and the Isolator Row can be periodically cleaned out using a typical JET-VAC process from the main inlet manhole. “We did include the Isolator Row,” Hull said. “We had most of the flow going into the open, conventional pond but put in the Isolator Row to manage sediments flowing into the underground system, which the Isolator Row can trap. After entering the Isolator, the water backs up and eventually goes into the main area of the system.” At the western side of the detention system, approximately 365 meters (1,198 feet) of 200 mm diameter (8-inch) perforated HDPE pipe was installed to act as an underdrain for the foundation stone. Cover over the system ranged from 2.5 to 5 meters (8.2 to 16 feet). “As far as we know, this is the largest underground detention system of its kind in western North America, and we were very proud to be part of the team,” said Sull. During the summer of 2018, the surface of the playing fields was completed with topsoil and natural grass and will be ready for games next year after a full growing season. CCE
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marketing
3
By Andy Slipher
Ways
Marketing Can Close More Business
spots when it comes to using marketing to their collective advantage. They don’t see that marketing is there to extend and expand business building. As a result, their business development teams aren’t fully prepared and equipped with what they need to do their best while enabling better outcomes for their clients. Want to improve your odds of success in growing your business by using marketing to your advantage? Here are three ways:
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Embrace the visual. Effective salespeople are generally great at the verbal aspect of selling—persuading with words. However, virtually all customers today also rely upon and expect the visual. For example, who would have thought 20 years ago that we could manage a significant part of buying a new home by taking virtual home tours from anywhere? Yet this is the world we live in,
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o you operate in a firm where actively ‘selling’ your services is spelled with a capital “S” and marketing is approached with a lower case “m”? Sales-centric outfits often operate at a high level in sales, but they lack marketing prowess. Some are even altogether marketing-phobic, believing marketers exist to usurp the importance of selling or sales activity altogether. What happens, as a result, is that organizations fail to integrate fundamental marketing principles into the business development process—principles that could actually improve their effectiveness. Although this phenomenon is not uncommon, it can leave customers with feelings that range from a lack of a clear understanding to downright confusion. Who does this kind of thinking benefit? Certainly not the client. The bottom line regarding marketing and its place in a professional services organization is that it should thrive upon supporting business development, and not to supplanting it. It’s a simple fact that in certain environments where customer relationships must be continually nurtured (business-to-business environments, for example), sales and good salespeople are of paramount importance. They help solve customer problems, bestow benefits, share industry knowledge, behave proactively, and are simply there for clients when called upon. At the same time, such organizations can have blind
Understand what marketing is and what it is not. Marketing is not simply media. It’s not cheap or cheesy gimmicks designed to get the attention of your customer. Rather, proper marketing is anything you do in good faith to get your product or service into the hands of the customer. The breadth of marketing spans the entire buying cycle, and beyond. As such, effective marketing involves planning, investment and understanding of the needs of your customer. Think of it as everything else that wraps around your sales approach (in front of, during and beyond) to ensure that the customer has a positive and persuasive experience. For example, what if, by asking your potential client, you learn that he or she will have to champion your firm to others within his or her organization? What do you do? It’s not feasible for you to be at every internal meeting. You might instead think in terms of clear, succinct messaging and professional materials to leave with the contact you have—ones that upon initial presentation by you, he or she could then represent to others with an adequate degree of confidence and knowledge. This is one possible marketing tool. But, it begins by discovering and understanding your client’s mindset, needs and partnering process.
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marketing
thanks to technology. The lesson is that people are now accustomed to buying only what they can see. It’s a studied fact that people generally remember only 20% of what they hear, but up to 50% of what they both hear and see. Therefore, the more you can help people visualize what you can offer, the greater your odds of success. How does this play into your sales process? How could you improve upon the visual presentation of what you sell? What objects, models, graphs, photos, maps, videos, tables or illustrations could you use to better persuade? What is both practical and effective? If you cannot yet answer these questions, start by asking your customers what they would want to see more of. Integrate your process. Have you identified and broken down your sales process? What is the first thing you do? Second, third and so on? How does your process both move the relationship forward and serve the needs of the client? These are wider questions beyond, “How do I get more chances in front the customer?” Yet, by asking such questions, you have the opportunity to integrate a wider range of tactics into your sales process that work toward a common goal. For example, rather than focusing on getting a sales call first, what about
an approach that begins with having a wider conversation with would-be clients about their needs and challenges? How would you ask such questions? Would you engage with them around a common issue through social media? Would you mail them an old-school letter? Would you offer a free lunch-and-learn session? Or would you make a gratis overture to solve a relevant problem in order to build even more goodwill and trust? This opening up of the sale to a larger process engages a marketing mindset. It integrates your everyday business development approaches with a broader set of options that work together for better outcomes. Sales and marketing shouldn’t be thought of as mutually exclusive. After all, they serve a common goal. Even if you are deep in a sales-centric role, you can still integrate strategic marketing thinking and tactics into your own approach to improve your chances for success, while delighting more clients in the process. CCE Andy Slipher is founder of Slipher Marketing, a consultancy where strategy comes first, followed by tangible marketing results. He is an accomplished strategist, interim CMO, speaker and writer on marketing strategy. Andy is the author of The Big How: Where Strategy Meets Success. For more information, visit TheBigHow.com.
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2018-08-15 2018-05-08 10:43 3:00 AM PM
engineers & the law
By Derek Hoffman
Confidential Information You know what you know – but do you own what you know?
Confidential Information Generally a party may use information and knowledge gained during an employment/contractor engagement for any subsequent purpose. However a common exception is if the information and knowledge is considered confidential information. Unfortunately this exception raises further questions as to which party owns such confidential information such as: • Is information which is previously known to a contractor, and used by the contractor to perform its work under a contract, considered confidential information of the owner upon completion of that work? • What if the information required by the contractor to perform the work is a combination of information previously known to the contractor and information provided by the owner? • What if the information required to perform the work is a combination of information previously known to the contractor and new information developed by the contractor during the course of the work? If not identified and addressed by 26
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an owner and contractor the differences among owner, contractor and project-specific confidential information can lead to major disputes among contracting parties. Thankfully those issues can be addressed by the contracting parties during negotiation of the project, employment and/or services contract terms and conditions. Restrictive Covenants A restrictive covenant is a promise where one party agrees to abide by the restrictions placed on it, such as not disclose confidential information, in exchange for consideration from the other party, such as entering into a contract for engagement of employment or services. When the contract is executed the promise to keep information confidential becomes a binding restriction on the actions of the party that has agreed to the covenant. However, although a restrictive covenant regarding confidential information may be agreed upon by parties to a contract, such covenant may not always be valid and enforceable. For a restrictive covenant to be valid and enforceable its primary purpose must protect a legitimate business interest, and it must be reasonable. Legitimate business interests include trade secrets such as the design of manufacturing and other processes, trade/distribution information, supplier lists, and other proprietary interests. The legitimate business interest threshold generally exists in circumstances where a party is engaged by another party to perform services. However, a contracting party that subsequently hires an employee/ consultant must ensure that the confidentiality obligations contained in its prime contract are adequately addressed in such employee/consultant contract terms and conditions since the confidentiality obligations of the prime contract are not automati-
cally subsumed under the employee/ consultant contract. Whether a restrictive covenant is reasonable or not will often depend on whether it restricts a legitimate business interest in a way that is unnecessarily broad to the restricted party. Relevant factors to determine whether a restrictive covenant is unnecessarily broad can include: (i) the nature of the work performed, (ii) the duration of the contract, (iii) the nature of the business engaged in, (iv) the sensitivity of the information, and (v) other relevant factors impacting the extent of the relationship between the contracting parties. Best Practices While some owner, contractor and project-specific information may be subject to other forms of proprietary protection such as patent, copyright or industrial design, in many cases the information sought to be protected is considered to contain trade secrets and therefore parties need to ensure there are adequate contractual protections in place. Contract terms and conditions should ensure that: 1. The expectations and intentions among the parties with respect to the identification of owner, contractor and project-specific confidential information, and the treatment thereof, are clearly defined; 2. Any restrictive covenants are valid and enforceable; and 3. There is a defined method of handling disputes regarding confidential information should they arise. While the specific contract provisions used in each situation will vary depending on the exact circumstances, the foregoing concepts should be carefully considered and included in all project-related contracts. CCE Derek Hoffman, partner, Miller Thomson, ddhoffman@millerthomson.com
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hen an owner hires a contractor to work on a project, does the owner or the contractor own the information and knowledge used to perform the work, or which is gained during the course of the project? Does an owner obtain the benefit of, and have the right to keep confidential, the information and knowledge developed by the contractor as a result of the work? Or does the contractor, or the contractor’s employee or consultant who performed the work, have the right to use such information and knowledge in the future? While the answers will depend on each situation, there are fortunately some general principles that can be used as guidance to help interpret and address these issues.
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products
HVAC
Lochinvar’s CREST condensing boiler family upgrades provide up to 96% thermal efficiency in six models ranging from 2.5 million to 6 million Btu/hr. Changes include improved combustion systems and an updated 316L stainless steel heat exchanger. An enhanced modulating burner delivers a turndown ratio up to 20:1 and flexible flow rates up to 600 gallons/min. www.lochinvar.com The TED40x2 low-leakage insulated control damper from Ruskin features insulated airfoil blades, which offer greater strength, produce less sound, provide greater sealing ability and reduce static pressure loss. With an 8-inch frame and aluminum construction, the damper is proven to be insulated more efficiently than conventionally insulated blades. When closed, the damper traps a minimum 4 inches of dead air space between the double blade assembly. www.ruskin.com BUILDINGS
Extech Instruments has launched the BR250-4, an affordable and versatile wireless inspection borescope designed to get into openings as small as 4.5mm while providing bright clear images on its detachable, wireless 3.5-inch colour display. The device simplifies diagnostics and documenting inspections leaving minimal or no damage in the process. www.extech.com FIRE SAFETY
Armstrong has enhanced its Fireset Horizontal Split Case (HSC) pump line with two new models. The 5x4x10NF fire pump is for installations that require rated flows of
500gpm (1,890 L/min) at pressures ranging from 55 to 167 psi. (high-rise buildings). The 8x6x15NF pump is designed for installations requiring rated flows of 1,500 gpm (5,680 L/min) and 2,000gpm (7570 L/min) at pressures ranging from 54 to 168 psi. (shopping malls or small campuses). armstrongfluidtechnology.com ELECTRICAL
Schneider Electric has announced its “Future Ready” circuit breaker, the Masterpact MTZ, that increases efficiency and can adapt to evolving needs for safety, reliability and sustainability. The circuit breakers are equipped with smart connectivity, remote monitoring and easy customization via digital modules. www.schneider-electric.ca HARTING has launched the Han-Modular Gigabit Cat7A data transmission module. As part of a Cat7 network the module unlocks the potential of ultra high speed Ethernet, enabling higher speeds over greater distances – for example, 10 Gbit/s up to 100 meters at an operating frequency up to 1,000 MHz. The eight-contact Gigabit Cat7A module is suited for bandwidth intensive applications as well as backbone connections www.harting.ca Armtec Drainage Rebrands as Aqua Q The drainage division of infrastructure company, Armtec is undergoing a brand refresh, taking on the new corporate name Aqua Q. The rebranding comes following the sale of Armtec’s steel drainage division assets to WGI Westman Group (Canada Culvert). Aqua Q retains all of Armtec’s plastic and composite pipe products including Platon, Big O, BOSS 2000 and its latest technology, BOSS 3000. www.aquaq.ca
professional directory Experts in Measurement, Analysis & Control
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
905-826-4546 answers@hgcengineering.com www.hgcengineering.com
August/September 2018
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Specifier’s Literature Review
The 2019 AHR Expo, being held in Atlanta, GA, USA, January 14-16, provides a unique forum for the HVACR community to come together and share new products, technologies, and ideas. The AHR Expo is co-sponsored by ASHRAE and AHRI. For more information go to: AHREXPO.COM
MADE IN CANADA BY CANADIANS
THE AEROTHERM® HEAT PUMP WATER HEATER SAVES ENERGY
Bibby-Ste-Croix employs over 400 team members who are responsible for producing superior Canadian made cast iron soil pipe and fittings used in storm and sanitary drain, waste and vent (DWV) plumbing systems. Each year Bibby reclaims thousands of tons of post-consumer scrap metal used to produce their sustainable cast iron products which are 100% recyclable at the end of service life. For more information visit Bibby-Ste-Croix.com. SUPPLIER: BB-STE-CROIX
Give your customers flexibility, performance, and considerable energy savings with the AeroTherm® Heat Pump Water Heater from Bradford White. With the user-friendly smart control panel, customers can choose from 4 unique operating modes that best fits their needs. Utilizing heat-pump technology and back-up electric heating elements, The ENERGY STAR® certified AeroTherm® provides both efficient year-round energy and cost savings. For more information on the AeroTherm®, please visit: www.bradfordwhite.com/aerotherm SUPPLIER: BRADFORD WHITE
FESTO: INDUSTRIAL WATER TECHNOLOGY
MACH-PROAIR™: ENERGY CONSCIOUS, VERSATILE VAV
For both industrial and municipal water treatment applications, Festo has developed solutions to improve component integration, increase uptime, and reduce or eliminate field service calls. Features include: interfacing with leading PLC and SCADA systems, including Ethernet/IP DLR; economically integrate CoDeSys controller in I/O terminal or HMI, control cabinet design and fabrication according to UL/CE and embedded ethernet accessible diagnostics for real time system, I/O and valve health. Visit: festo.ca/water SUPPLIER: FESTO
VICTAULIC KNIFE GATE VALVES CHANGING THE GAME Victaulic has developed the first knife gate valve that can be maintained in-line without having to disconnect it from the piping system. Available for grooved steel/stainless steel and plain end HDPE, there is no need to remove the valve from the pipeline. All the wear parts are contained in a single cartridge kit and can be replaced in-line in just minutes, significantly reducing downtime, maintenance and annual costs. Visit victaulicknifegate.com SUPPLIER: VICTAULIC
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AHR EXPO: THE WORLD’S LARGEST HVACR MARKETPLACE
Engineered to exceed the specifications for a wide variety of Variable Air Volume (VAV) applications, the Reliable Controls® MACHProAir™ is a fully programmable BACnet Building Controller (B-BC) with numerous downloadable standard codes and flexible I/O options, all priced to meet a modest budget, as it continues the Reliable Controls® tradition of intrinsic simplicity, flexibility, and costeffectiveness. www.reliablecontrols.com/products/ controllers/MPA SUPPLIER: RELIABLE CONTROLS CORPORATION
CANADIAN CONSULTING ENGINEER 2018 MEDIA KIT 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 2018 media kit, please send along your request to Maureen Levy at (416) 510-5111, email: mlevy@ccemag.com or visit www.canadianconsultingengineer.com
2018-08-15 10:43 AM
pumps
manufacturer case study
Delta Vancouver Meets Variable Demand and Achieves Energy Savings with Grundfos Pump Audit
ADVERTORIAL
GRUNDFOS
D
elta Hotels by Marriott Vancouver Downtown Suites located in the historical Gastown district had a 19-year old constant pressure booster system that was operating inefficiently and nearing the end of its life-cycle. The 3-pump system was not capable of varying demand in the 24-floor building. Pressure reducing valves were being used to regulate pressure causing a significant waste of energy. Delta Vancouver Director of Engineering; Paul Hemmings sought an assessment of the existing systems efficiency through BC Hydro’s Continuous Optimization Program. Delta Vancouver Service Contractor; Spears Sales & Service recommended Hemmings went ahead with a Grundfos Energy Check. Following the Energy Check, Grundfos Energy Optimization Manager recommended that a full pump audit be conducted, which would aid in providing a more optimal solution, and allow the hotel eligibility for a rebate. The Grundfos pump audit was carried out by Grundfos Audit Partner; Elafon Mechanical. Over the course of 8-days the existing system’s flow, pressure and power consumption was logged. Data collected revealed that the existing system’s annual energy consumption was 123,561 kWh. Following analysis of the system’s profiles Grundfos proposed installation of a “right-sized” Grundfos Hydro MPC-E CUE 3CR15-3 7.5HP 3x575V BoosterpaQ system, with a projected annual energy consumption of 2,041 kWh, a savings of 98%, and $12,152 annually. The Hydro MPC (multi-pump controller) BoosterpaQ system was chosen for the following reasons: • The system is designed for domestic cold water boosting variable flow applications in multi-storey buildings, and uses the world’s number one multi-stage centrifugal pump: Grundfos CR. CR’s have the highest efficiency in the market, and are extremely reliable. Just two pumps will meet 100% of demand, while the other pump remains on standby. • The MPC efficiently operates multiple pumps in parallel alternating between lead and lag pumps, ensuring equal run hours on all the pumps. Built in pump curves identify if its more efficient to operate two pumps at slower speed, rather than one pump at full speed. • The VFD (variable frequency drive) located in the MPC reduces speed to match flow demand. It allows the CR’s to continuously regulate speed while maintaining pre-set constant pressure. It also allows the CR’s to run only when demand is detected. During periods of low demand, the CR’s will shut off and maintain system pressure in the diaphragm tank, extending the CR’s lifespan, decreasing energy consumption, and reducing maintenance costs. • The system’s built in logging capability provides historical information for troubleshooting and energy analysis. • The system is compact, comes preassembled and tested prior to delivery, and requires minimal maintenance. The Hydro MPC was installed in December 2016 by Spears. To avoid loss of water to hotel guests during the daytime install, Spears fitted a temporary booster pump on the Hydro MPC bypass line which allowed for water to be boosted to the upper floors. Since the install Delta Vancouver has saved between 8% and 10% on total electricity costs, and an unforeseen 15% to 20% savings annually on water usage, making for a total annual savings of approximately $20,000. Delta Vancouver also received an approximate $18,000 incentive rebate from BC Hydro. “We went with Grundfos because we have confidence in the brand, and in the product selection through the audit program,” said Hemmings. “The customer support throughout the process was very important to us. From day one there was a lot of attention to detail which gave us confidence.” Article by Melissa Almonte of Grundfos. Grundfos is the world’s largest manufacturer of pumps and pumping systems. Tel: 1-800-644-9599, www.grundfos.ca August/September 2018
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conversation
Preparing for Smart Infrastructure York University in Toronto is the lead institution behind the launch of the Dependable Internet-of-Things Applications (DITA) program, where students will explore the latest in sensor-driven technologies leading to the realization of concepts like smart cities. The multiinstitution collaboration is being led by Marin Litoiu, Associate Professor at York. The program recently received $1.65 million in funding from NSERC and is collaborating with a list of industry partners including IBM. We asked Litoiu about the program and the state of IoT infrastructure today. How many years/classes are involved in the DITA program? The DITA program is an enhanced graduate program and enrolls Masters and PhD students as well as post-doctoral fellows. Students are enrolled in home programs of the participating universities (York, Toronto, Victoria, Alberta, Ryerson and Polytechnique de Montreal). Therefore, the number of years and the number of courses they take depends on the specific program and university. A DITA student will take courses that are relevant to Internet of Things. Some of the courses being developed hold an industrial internship and learning components that are not usually offered in a typical graduate program. For a Master degree, for example, the student will finish all requirements in less than two years. What are examples of leading-edge smart infrastructure applications? Smart transportation is often in the news with self-driving cars and connected vehicles, also, smart healthcare with health monitoring applications, and smart homes with many applications including smart thermostats. Internet of Things, “IoT,” is a family of technologies, protocols, software and algorithms that enable sensor-embedded objects to connect to the Internet. The data emitted by these objects can be archived on the cloud, where it 30
www.canadianconsultingengineer.com
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What will students finishing in this program know that most of us don’t? The program focuses on the software engineering for IoT applications and it takes a holistic approach in teaching all the software principles and skills that make a complex IoT application. Designing and evolving IoT ecosystems is challenging and requires a new generation of professionals equipped with technical skills, interdisciplinary knowledge, ethical principles, and social awareness. Marin Litoiu
is fused and analyzed to make inferences. The analysis that takes place on the cloud, such as analytics, artificial intelligence-based algorithms, make the “things” smarter and almost all economic sectors are trying to exploit this concept. Does Canada have examples of smart cities/smart infrastructure in place? There are efforts made by many sectors to use IoT technologies, especially on the instrumentation side. However, “Smart Cities” or “Smart Transportation” are rather long-term goals and will take time to materialize. The convergence of analytical and machine learning capabilities, real-time control, pervasive sensing and actuating, as well as the availability of compute and storage clouds are creating the perfect storm that will make all of these goals achievable. Why is the program called “Dependable” Internet-of-Things Applications? Since software is at the core of IoT applications, we want the software to be dependable, that is, to be trusted that it will provide the required services at any time. Designing robust, reliable and available software is notoriously difficult, and we want to train the students with the mechanisms to increase and maintain the dependability of the software in the very complex ecosystem of IoT.
Are engineering firms asking for students with this knowledge? The program is designed based on the input of our industrial partners, including engineering companies, and aims to address training gaps that include: practical skills on IoT as identified by practitioners; interdisciplinary knowledge required by the complexity of IoT; soft skills as needed by modern businesses; and exposure to state-of-practice and state-of-the-art IoT-related technologies through innovative research. The program will also expose trainees to economic, environmental, and societal aspects of IoT in three application domains: Smart Transportation, Smart Buildings, and Assisted Living. How does the program’s relationship with IBM work? IBM, as a cloud and “smart” technologies provider, is the most involved partner in the program. Through the Centre for Advanced Studies, for over 25 years IBM has perfected the mechanisms for research collaboration with universities. IBM's involvement includes internships, joint research projects, participation in designing new learning components, and access to cloud and learning material. I should mention that we have partner companies including: Latium, Johnson Controls, Schneider Electric, Unionville Home Society, Southlake Health Centre, Medical Confidence, Bitnobi, Ecobee, and Mavennet. CCE
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RELIABILITY
EcoStruxure for Healthcare brings
$119B to $188B is the estimated amount of losses due to power-quality phenomena in the U.S.* • Power quality is critical to the health of your electrical system. • Learn how poor power quality can be identified and mitigated. • Schneider Electric has the solutions to resolve any power-quality concerns. TM
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