JUNE 2019
INSIDE
SCHOOL TIES
OCAD U CO
U OF T’S NEWEST PROJECT TO CONNECT BUILDING OCCUPANTS, SURROUNDING COMMUNITY
MARIJUANA AT
WORK PA R T O F T H E
MENTAL HEALTH MATTERS P A R T
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[ contents ]
16 ON THE COVER: The new Schwartz Reisman Innovation Centre at the University of Toronto will include a generous open-air ground floor plaza to minimize barriers between indoors and out.
16 ARCHITECTURE OF INNOVATION esign of soon-to-be built U of T artificial intelligence hub facilitates collaboration, D creates new opportunities for social, economic success
20 A CULINARY PARADISE eorge Brown College modernizes 16,800 square feet at St. James campus in G support of hospitality skills training
24 THE RIGHT COMBINATION
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CAD University’s first off-campus outpost designed specifically for collaborative O innovation work, while echoing school’s strong brand identity
28 TAKE A SEAT ocking chairs, stools prove a good fit for education environments, offering R flexibility, comfort and, in some cases, ergonomic benefits
columns 8 FM EDUCATION 12 MANAGEMENT MEMO 30 LAST WORD
departments 4 OBSERVATIONS 6 FOUNDATIONS
June 2019 CFM&D 3
[ observations ] JUNE 2019 Volume 34, Issue No. 2
ACADEMIC AFFAIRS
L
ately, I’ve been reflecting on the past more so than usual, perhaps brought on by a run in with some university friends. Like many people, our school bond dissipated after we graduated and set off on different life courses; however, we instantly reconnected on our chance encounter, which brought me back to my time at University of Toronto. I remember how small I originally felt at such a grandiose school. Spread across 180 acres, the downtown Toronto campus was impressive for its size, as well as its student population that, at the time, was already larger than some medium-sized Ontario cities. I sat amidst more than 1,200 fellow classmates in my first-year introductory to sociology class at Convocation Hall, one of the many buildings that left a lasting impression for its architectural style. Others include the Brutalist concrete facade of Robarts Library, post-modernist Sidney Smith Hall and Gothic Revival character of Hart House. Since then, the campus has seen a number of new additions and there’s another on the way. The Schwartz Reisman Innovation Centre is soon set to rise on the site of the Banting and Best complex. Upon completion of the multi-phased facility, it will be the country’s largest university-based innovation node. For this reason, it was selected as the June issue’s cover story, which is particularly fitting given academic institutions are the main focus. Two others schools ‘made the grade’ and can be found in the pages to come. A Culinary Paradise delves into George Brown College’s decision to upgrade its Centre for Hospitality and Culinary Arts, as well as the project itself that entails two sites — one on Adelaide Street East and the other on King Street East. Then, The Right Combination explores the vision behind OCAD University’s first off-campus location, CO (short for ‘company’), and how a Toronto-based architecture and interior design firm brought it to life. Rounding out this issue’s ‘spotlight’ is our focus on education furniture. Here, two seating types are on display — stools and rocking chairs — lauded for their versatility, comfort and, in some cases, ergonomic design. CLARE TATTERSALL
ACTING EDITOR: Clare Tattersall claret@mediaedge.ca SENIOR DESIGNER: Annette Carlucci annettec@mediaedge.ca WEB DESIGNER: Rick Evangelista ricke@mediaedge.ca PRODUCTION MANAGER: Rachel Selbie rachels@mediaedge.ca CIRCULATION: Anthony Campbell circulation@mediaedge.ca (416) 512-8186 ext. 234 PRESIDENT: Kevin Brown kevinb@mediaedge.ca GROUP PUBLISHER: Sean Foley seanf@mediaedge.ca DIRECTOR OF DIGITAL MEDIA: Steven Chester stevenc@mediaedge.ca
Canadian Facility Management & Design (CFM&D) magazine is published five times a year by MediaEdge Communications Inc., 5255 Yonge Street., Suite 1000, Toronto ON M2N 6P4; Tel (416) 512-8186; Fax 416-512-8344; email: circulation@mediaedge.ca SUBSCRIPTIONS Canada 1 yr $50* 2 yr $90* USA 1 yr $75* 2 yr $140* Int 1 yr $100* 2 yr $180* Single Copy Sales Canada $15* * Plus applicable taxes. Authors: CFM&D magazine accepts unsolicited query letters and article suggestions. Manufacturers: Those wishing to have their products reviewed should contact the publisher or send information to the attention of the editor. Sworn Statement of Circulation: Available from the publisher upon written request. Although Canadian Facility Management & Design makes every effort to ensure the accuracy of the information published, we cannot be held liable for any errors or omissions, however caused. Printed in Canada. Copyright 2019 Canada Post Canadian Publications Mail Sales Product Agreement no. 40063056 ISSN 1193-7505 Return undeliverable Canadian addresses to: MediaEdge Communications Inc., 5255 Yonge St., Suite 1000, Toronto, ON M2N 6P4
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[ foundations ] STANDING DESKS MAY CAUSE PAIN IN THE BACK
NOISE POLLUTION STRESSING OUT WORKERS
Nearly half of people who use a standing desk are at risk of developing lower back pain, says a University of Waterloo study. The study involved adults — an equal mix of men and women — who had no known back issues. They were asked to stand at desks for two hours and perform tasks similar to office work like transcribing a document on a computer or sorting cards. Of the 40 people tested, 40 per cent developed lower back pain by the end of the standing period. The immediate pain usually dissipated within 10 to 15 minutes of sitting down. The people who did not have back pain during standing recovered their muscle strength by the end of the two hours. Females, in general, did not fatigue as quickly. “People have different amounts of standing tolerance,” said Daniel Viggiani, lead author and a PhD candidate in kinesiology at the University of Waterloo. Some of the tests were conducted after participants performed a tiring exercise. In those cases, the participants’ muscle strength was unable to recover from the exercise during the time spent standing. “The key takeaway, regardless of whether sitting or standing at work, is to move around and shift your posture often,” said Viggiani, who co-authored the study with Jack Callaghan, a professor in the university’s kinesiology department. Other studies have shown that prolonged standing can have negative implications on lower back pain later in life. The University of Waterloo study was published in the Journal of Applied Biomechanics.
Workplace noise is a major source of stress for employees. A new global study by Interface, in association with Radius, found that 69 per cent of employees believe noise negatively impacts their ability to concentrate, innovate and be productive. The study polled 2,000 adult workers in the U.S., U.K. and Australia on how workplace noise impacted their ability to do their jobs effectively and what distracted them most. Top offenders included employee conversations, phone conversations, ringing phones and the sound of people walking. Workplace design and layout can be factors in noise-related distractions. To that end, less than one-third of survey respondents said they have access to private spaces to make phone calls or engage in conversations. Moreover, a majority of employees who work at offices with wood, ceramic tile and concrete flooring say it is noisy at their offices compared to those who work in offices with carpeting. As a result, 16 per cent of employees choose to work remotely due to unsolved noise issues. “When creating workspaces, designers are often asked to apply planning methodologies or specify products based on design trends rather than the specific operating needs of a business. But the best designs are those rooted in solutions specific to company culture, environmental aspirations and respect for individual user choice,” said Chip DeGrace, vice-president of workplace applications, Interface. “This study confirms the importance of creating a productive workspace that accommodates a variety of work styles and preferences.” Noise is a natural part of any working environment but, as the study indicates, workplace design, office layouts and even environmental materials can play a role in muting excessive distractions.
NEW WEBSITE TACKLES OCCUPATIONAL DISEASE PREVENTION The Occupational Health Clinics for Ontario Workers (OHCOW) and the Canadian Centre for Occupational Health and Safety (CCOHS) have collaborated to create an online repository of current and credible occupational disease resources. The website, Prevent Occupational Disease, is aimed at reducing illness and fatalities associated with occupational sources. It’s intended to help employers, supervisors, safety and health practitioners, and workers alike increase their understanding of occupational diseases and ways they may be prevented. The resources provided relate to the science and mechanics of prevention; common hazards and their identification, exposure assessment and control; specific occupations and industries where the risk of developing
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occupational diseases is higher; and internationally recognized occupational diseases, including cancer, respiratory and skin diseases, and musculoskeletal disorders. “Occupational disease is a serious and poorly understood issue in Canada,” said Valerie Wolfe, regional executive director, OHCOW, and chair, Ontario Occupational Disease Action Plan implementation team. “Incidence numbers are high. Impact is delayed, debilitating and frequently fatal. This website is a critical step in raising awareness of health risks in the workplace and, most importantly, provides evidencebased knowledge that can drive prevention.” Prevent Occupational Disease will be continually updated with new content and welcomes relevant submissions of free, accessible, non-commercial resources from around the world through its online form.
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[ fm education ] BY RANJEEV DHILLON, JESSICA WUERGLER AND MARCO FIMIANI
TURNING A NEW LEAF Employers in the weeds on cannabis and the workplace.
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Behind Uruguay, Canada is the second country in the world to legalize recreational cannabis, ending 90 years of prohibition and criminalization. This has brought forth a slew of new and challenging issues to workplaces across the country.
A
lthough Canadians have had legal access to medical cannabis for almost 20 years, the legalization of recreational cannabis on Oct. 17, 2018, has brought forth a myriad of new and challenging issues to workplaces across the country. MANAGING MARIJUANA IMPAIRMENT
With recreational cannabis use on the 8
rise, workplace impairment is a concern for many employers. However, the legalization of recreational cannabis has not changed an employer’s duty to protect the health and safety of its employees. Employers can still prohibit workplace impairment, including that caused by recreational cannabis use, provided they comply with their obligations under applicable human rights legislation. Much like the way employers set
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rules for alcohol use while on company time, which can include holiday parties and breaks, employers possess the right to create and implement policies regarding the consumption of recreational cannabis. If done, it is important they ensure such policies educate employees on the impairing effects of cannabis; clearly state what is and is not permitted on company time; set out obligations of all workplace parties (for example, the employer, employees, union) to guarantee a safe and healthy working environment; and are communicated to, and reviewed and signed off by, employees. With respect to the off-duty conduct of employees and their use of recreational cannabis, policies will vary depending on the nature of the work performed in the workplace. For example, an employer may prohibit employees that work in safety-sensitive positions in a safetysensitive workplace from consuming recreational cannabis a certain number of hours before the beginning of their shift to ensure they show up to work fit for duty. Implementing such policies is often more complicated in unionized workplaces where management rights may be restricted in some way. These policies will also need to be harmonized with applicable human rights and privacy legislation. DUTY TO ACCOMMODATE
While the legalization of recreational cannabis may cause an increase in the number of cannabis users nationwide, it has not altered an employer’s duty to accommodate. The accommodation
With respect to the off-duty conduct of employees and their use of recreational cannabis, policies will vary depending on the nature of the work performed in the workplace.
addiction or recovering, and doing their utmost to focus on inclusivity; and being aware of the increased risk of inappropriate behaviour whenever an impairing substance is consumed. Employees should be reminded they are expected to conduct themselves professionally, even if the party occurs off-site and/or after business hours. CONSUMPTION CONSIDERATIONS
process places obligations on employers, employees and unions (in unionized workplaces). An employee is still required to substantiate a request for accommodation in relation to cannabis, whether on the basis of a disability or drug dependency, by providing the necessary medical documentation. When assessing its obligation to accommodate, employers must balance their duty to protect worker health and safety under applicable occupational health and safety legislation with the duty to accommodate under applicable human rights legislation. This balancing act becomes more complicated when an employee occupies a safety-sensitive position. PARTY PLANNING PREPARATION
Legalization of recreational cannabis has also added a consideration for employers when planning a work
event, such as a holiday party. Similar to how employers take measures to host a successful and incident-free holiday party by way of addressing the risks associated with alcohol consumption, employers will want to do the same with respect to recreational cannabis consumption. While an employer is not obligated to permit cannabis consumption, much like it is not obligated to permit alcohol consumption, there are a number of employer considerations when planning such events. These include: explicitly outlining whether cannabis consumption will be permitted or not; mitigating safety risks involved with letting employees leave the holiday party under the influence of any impairing substance, such as providing transportation options to employees and possibly pre-arranging designated drivers or alternative transportation; being cognizant that some guests may be struggling with
While the federal government legalized recreational cannabis by enacting the Cannabis Act, it’s the provinces and territories that are tasked with deciding how cannabis is to be distributed and sold within their respective jurisdictions. The provinces and territories are also able to set added constraints, including restricting where cannabis may be used. Employers operating in multiple locations should ensure their workplace policies adequately address their cannabis-related concerns within each of the jurisdictions. Take Ontario, as an example. The Smoke-Free Ontario Act essentially provides that smoking and vaping of cannabis will be permitted wherever the smoking of tobacco is allowed, subject to any additional restrictions contained in municipal bylaws. This means people cannot smoke or vape cannabis in an enclosed workplace, which is legislatively defined as “the inside of any place, building, structure, vehicle or conveyance, or a
June 2019 CFM&D 9
[ fm education ] part of any of them, that is covered by a roof, that employees work in or frequent during the course of their employment, whether or not they are acting in the course of their employment at the time, and that is not primarily a private dwelling or a prescribed place.” While the statute appears to cover the inside of any place, building or structure, vehicle or conveyance, or any part that is covered by a roof, it does not seem to address all other areas of a workplace that do not fall under these categories. Nor does it cover the legislatively listed places where the smoking or vaping of cannabis is prohibited. This suggests it would not be illegal to smoke or vape cannabis in places like an outdoor parking lot or in a ‘smoking section,’ unless covered by any of the other legislatively prohibited places of consumption. However, an employer’s otherwise legitimate authority to prohibit and address impairment at
work is not altered by the legislation. Employers are still rightfully entitled to adopt additional restrictions on cannabis through appropriate workplace policies. So, it is important for employers to under-
stand the legal landscape surrounding recreational cannabis within the jurisdictions in which they operate and to adopt workplace policies accordingly to adequately address their concerns. | CFM&D
This article does not constitute and is not intended to be legal advice. It provides general considerations that require further exploring.
Ranjeev Dhillon is a partner at McCarthy Tétrault LLP’s Toronto office and co-lead of the firm’s national cannabis law group. Ranjeev’s practice involves helping innovative companies and entrepreneurs manage significant market potential while minimizing risk. He can be reached at 416-601-8327 or rdhillon@mccarthy.ca. Jessica Wuergler is an associate in McCarthy Tétrault LLP’s labour and employment group in Toronto. Jessica’s practice involves representing management regarding a variety of labour and employment issues. She can be reached at 416-601-7987 or jwuergler@mccarthy.ca. Marco Fimiani is an articling student at McCarthy Tétrault LLP in Toronto. Marco graduated from the University of Windsor and University of Detroit Mercy, receiving both a Canadian and American Juris Doctor degree. He can be reached at 416-601-8237 or mfimiani@mccarthy.ca.
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[ management memo ] BY STÉPHANIE MYNER-NHAM
MAKING HEADWAY ON MENTAL HEALTH
With levels of on-the-job stress building, it’s important to adopt an awareness strategy and provide support for employees at work.
B
y age 40, about 50 per cent of the population will have had a mental illness. What’s more, approximately eight per cent of Canadians are likely to experience one major episode of depression in their lifetime. Tragically, almost half of those who have revealed they’ve suffered from depression and anxiety also admitted they did not seek help. Construction is one of the most stressful industries. According to Statistics Canada, 33 per cent of labourers involved in skilled
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trades report poor mental health. Stress leads to anxiety, mood disorders and depression. Seasonal unemployment, long hours and exhaustion (all common in construction work) can trigger mental health issues, which, if left untreated, can have life-altering consequences. Unfortunately, many workers go undiagnosed and untreated, placing construction at the top of a list of male-dominated occupations at risk for suicide, along with the mining and extractive industries. The construction sector is the second
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leading cause of death for men, with the highest rates occurring between the ages of 40 and 59. A study in The Lancet medical journal similarly found that suicide rates in the construction industry were three to seven times higher than the national average. A DIFFERENT DIALOGUE
The construction industry has been doing a great deal to address the lack of mental health support but there’s still a long way to go. According to a report by the Conference Board of Canada, only 39 per cent of the country’s surveyed employers have implemented a mental health strategy, and the construction industry is one of the laggards.
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[ management memo ] Employers in the health, education, finance, insurance and real estate, public administration and utilities sectors are more likely to have implemented a mental health strategy. Those in traditionally male-dominated industries like transportation and warehousing, manufacturing, construction and natural resources are less likely to have done so. Businesses that have not implemented a strategy reported this was due to: limited financial resources, human resources or time (56 per cent); a lack of knowledge about how to address mental health (32 per cent); mental health strategies are not a legal or legislative requirement (23 per cent); and mental health is not an issue in their workplace (31 per cent). Of course, the culture that exists in most construction companies doesn’t lend itself to talking about feelings, and many construction workers pride themselves on being tough, which prevents them from admitting there’s a problem and seeking help. A key obstacle to removing stigma from mental health is finding ways to communicate about such topics to normalize the discussion. Human resources departments have a key role in demonstrating that employers are sensitive to workers’ mental health needs. They can encourage this conversation by driving it and providing information to employees that can shift assumptions about how their employer regards mental health. A big deterrent to seeking assistance for mental health issues at work is the perception the employee is weak and unable to cope with onthe-job demands. The employee may be fearful of managers knowing about their condition and deeming them unworthy of a promotion. According to the Canadian Centre 14
for Occupational Health and Safety, only 23 per cent of Canadian workers feel comfortable talking to their employers about their mental illness for fear of facing discrimination or dismissal. If managers feel comfortable sharing their own experience of mental illness, or that of someone in their family or among their peers, this openness can help move the conversation forward. At the very least, it communicates an understanding of the issues and the employer’s willingness to accommodate any mental health conditions that may occur. LET’S GET STARTED
Successful implementation of a mental health strategy in the workplace starts with open discussion. Ensuring people feel comfortable talking about their stress helps them develop strategies to cope with it. Discuss issues like stress management in meetings. Employees’ emotional state has a big impact on their productivity and overall life satisfaction, so managers should stress the importance of selfcare and living a healthy lifestyle, and direct employees to resources and support that is available to them. Providing assistance and encouragement to employees will not only save on costs but, more importantly, help them to better adhere to their medications and live healthier. Next, help employees detect mental health issues early. Many problems go undetected, which causes people to suffer in silence. Expressing thoughts like, ‘I don’t feel like myself today,’ should be met with understanding and further action on the part of managers.
Encourage employees to access free online screening tools and provide in-service training with mental health professionals. Statistics show most people will seek treatment once they recognize they may have a problem. Many group insurers now also offer health and wellness apps and tools to further support employers’ efforts in helping employees live healthier lives. If an employee admits to a mental health issue, support their efforts to get help. Ensure the employee can attend therapy once a week during work hours and provide the workforce with an employee assistance program. With treatment, 65 to 80 per cent of individuals with mental illness see improvements, so it’s important to make sure employees are encouraged to seek the help they need. FRONT LINE OF CARE
For people with mental health issues, pharmacists can be an invaluable first line of support, education and information. In the case of workers who may be reticent or uncomfortable speaking directly to doctors, pharmacists can offer knowledgeable advice about commonly prescribed drugs, including the importance of maintaining adherence. If an employee has made the decision with their doctor and pharmacist to start an antidepressant medication, it is important to be patient as almost all take four to six weeks to start working. It is also imperative to take antidepressants for the fully prescribed duration, typically up to six months after the symptoms of depression have been resolved, to make sure the problem has been eradicated. | CFM&D
Stéphanie Myner-Nham is the chief human resources officer at Express Scripts Canada.
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FACILITY DESIGN
ARCHITECTURE OF INNOVATION Design of soon-to-be built U of T artificial intelligence hub facilitates collaboration, creates new opportunities for social, economic success BY CLARE TATTERSALL
RENDERINGS: WEISS/MANFREDI
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pread across 180 acres, University of Toronto’s downtown St. George campus is comprised of nearly 160 buildings, each reflecting the era during which it was built. While most epitomize Romanesque and Gothic Revival architecture, there’s an eclectic mix like the school’s range of program offerings — from the Brutalist character of Robarts Library to the post-modernist style of Sidney Smith Hall to the contemporary facade of the Leslie L. Dan Pharmacy Building. Soon, two more structures will join the fold, replacing the existing Banting and Best complex on the northeast corner of College Street and Queen’s Park. “For the first time, the University of Toronto will have a central facility where young entrepreneurs and faculty can dream big,” said Scott Mabury, vicepresident of university operations and real estate partnerships, in a statement about the newly named Schwartz Reisman Innovation Centre. The project, which has been in the planning pipeline since 2000, received a major push forward in March, thanks to a $100-million gift bestowed on U of T by philanthropists Gerald Schwartz and Heather Reisman — the largest ever donation in the university’s history. With this injection of sizeable funding, construction of the 13-storey, June 2019 CFM&D 17
FACILITY DESIGN He adds, “The prominent position and role of these emerging technologies in the city will be physically expressed by the vibrant architecture of the new facility.” BUILDING BONDS
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TOP: The Schwartz Reisman Innovation Centre will rise from the ground and gently taper as it ascends the skyline. BOTTOM: Multi-storey spaces on the seventh and tenth floors afford expansive views of the surrounding buildings and landscape, and create conditions for interaction between students and working professionals.
190,000-square-foot first phase building is now set to begin this fall. It will house the Vector Institute for Artificial Intelligence, specializing in deep learning and machine learning research, and the newly conceived Schwartz Reisman Institute for Technology and Society, among other initiatives. A second 420,000-squarefoot, 20-storey tower will be added to the site some time following completion of Phase 1 in late 2021. It will include laboratories for U of T’s world-leading researchers and scientists in regenerative medicine, genetics and precision 18
medicine. In addition, both buildings will provide much-needed space for student and faculty-led start-ups and fastgrowing companies, as well as various components of the school’s innovation and entrepreneurship network. “This landmark complex will contribute enormously to both U of T and Toronto’s social and economic prosperity,” says Gilbert Delgado, chief of university planning, design and construction, about what will be Canada’s largest university-based innovation node.
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Designed by New York-based architectural firm Weiss/Manfredi in collaboration with local Teeple Architects Inc., the centre will be a showcase for “innovation architecture.” The pair of towers, connected by a multi-storey podium, will have a vaguely pyramidal look. Rising from the ground, they’ll gently taper as they ascend the skyline, marking a departure from the orthogonal architecture that defines much of the cityscape and establishing a new gateway to Toronto’s Discovery District, which boasts a highly concentrated assortment of hospitals, research centres and tech companies. “It’s going to improve that whole portion of the city,” says Delgado. Senior project architect Matthew Ferraro couldn’t agree more. “Combined with the Leslie L. Dan Pharmacy Building on the northwest corner (of College Street and Queen’s Park), the Schwartz Reisman Innovation Centre will frame the Ontario legislature building and engage the surrounding community,” says the associate principal with Weiss/Manfredi. Clad in transparent glass and polished terrazzo, the latter chosen for its mineral quality to complement the neighbouring historical architecture, the elegant urban composition will facilitate contact between building occupants and passersby, unlike the solid masonry structures currently onsite that insulate individuals within from the public at large. “It is important that those inside are connected both physically and visually with the greater city whose future they are working to transform,” says Ferraro. “Innovation requires interaction between these two groups as it’s a key part of the development process.” To minimize barriers between indoors and out, Weiss/Manfredi designed a generous open-air ground floor plaza with soaring glass walls, rain gardens and café seating. This animated frontage along College Street will invite the public to
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The Schwartz Reisman Innovation Centre will accelerate innovation in Toronto and Canada by creating the country’s largest universitybased innovation node.
take part in events, as well as engage with scholars and innovators. Elsewhere, other spaces will serve to dissolve internal boundaries and create conditions for chance encounters and conversations between student entrepreneurs and industry veterans that spark innovation. Of note are the multistorey winter gardens on the seventh and tenth floors that afford expansive views of the surrounding buildings and landscape. “They’re double-height living rooms (furnished with tables and chairs) that allow for moments of interaction by the different building occupants who would otherwise be disconnected in their individual suites,” says Ferraro, adding wood, terrazzo and stone will be used in these areas to help create a comfortable atmosphere. “These materials provide a sense of intimacy and warmth, which is important during Toronto’s longer, colder months.” A mix of loft-like offices and instructional classrooms, as well as purpose-built programmatic shared spaces (large multipurpose room, conference rooms, lounges, laboratories), will also be distributed vertically through the facility
“It is important that those inside are connected both physically and visually with the greater city whose future they are working to transform.” to further encourage cross-collaboration. “The design captures the spirit of how innovation is happening today, where students and professionals are within the same building, rubbing shoulders and sparking ideas,” says Ferraro, whose firm recently won an award from the New York chapter of the American Institute of Architects for its work on the Tata Innovation Center at Cornell Tech. PAST FORWARD
Reflecting back on the design process, which began 19 months ago in earnest (and is still ongoing with Weiss/Manfredi and Teeple currently working on construction documents), both Ferraro and U of T’s Delgado admit the restricted site has posed the greatest challenge to date. City of Toronto shade guidelines and setback requirements influenced
the chamfered form of the complex; however, it’s better for it. Going forward, Delgado says the aggressive schedule is the biggest obstacle but the timeline is achievable. The university is looking to bring a construction manager onboard in the next couple months so it can move forward with demolishing the existing 1930 and 1954-built structures, excavation and ordering materials that require longer lead times. As for outfitting the first building with tenants aligned with the university’s overall mission, Delgado says he’s not concerned given the high level of interest in the project. “There’s a huge need for this type of building and it’s the right space in the right location. Who wouldn’t want to be a part of it?” | CFM&D June 2019 CFM&D 19
DESIGN BY JONATHAN KEARNS, PETER NG AND KEN FEINSTEIN
A CULINARY PARADISE
PHOTO: CHRISTIAN LALONDE, PHOTOLUX COMMERCIAL STUDIO
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George Brown College modernizes 16,800 square feet at St. James campus in support of hospitality skills training.
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ituated in the heart of the largest, most vibrant hospitality city in the country, just steps away from Toronto’s top restaurants, hotels and event venues, is George Brown College’s Centre for Hospitality and Culinary Arts. Originally completed 10 years ago, along with the Chef’s House restaurant, the college determined in 2014 that it was time to upgrade the facilities to enhance learning
opportunities for students and provide greater capacity for strengthening Canada’s food and beverage sector. Soon after making the decision, it turned to Kearns Mancini Architects Inc., part of the design team behind the successful 2009 completion, to assist with expansion at 215 King St. East and interior renovation at 290-300 Adelaide St. East. Compass Construction Resources Ltd. was retained as the construction manager and general contractor for the
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George Brown College’s studentrun Chef’s House restaurant was given a refresh as part of the school’s upgrade plans.
projects, completed in 2016 and 2018, respectively. George Brown’s goal was to modernize learning and research spaces specifically designed to support skills training and experiential learning, as well as build on the idea of ‘chefs as celebrities,’ providing patrons a glimpse into the processes and pressures of the culinary world. This required technically and historically sensitive architectural interventions, with the design program eliminating many of the standard classrooms and lounges in favour of custom spaces for hands-on learning. MOVING UP
At 215 King St. East, the Centre for Hospitality and Culinary Arts renovated existing space and expanded its program into the upper floors. Beginning from the bottom-up, a small, underutilized portion of the lower level was transformed into a new private dining area, with additional staging areas for the kitchen. On the ground floor, the studentrun restaurant was refreshed to accommodate a linear bar area with seating at the windows and a specialty bottle display. A utilitarian staircase was replaced with a formal circulation stairwell that guides people through the building and the program on all floors. The second floor now serves as a simulation laboratory, designed
PHOTO: KEVIN MILLER, DOCPHOTO PHOTO: CHRISTIAN LALONDE, PHOTOLUX COMMERCIAL STUDIO
A NEW USE
At 290-300 Adelaide St. East, the ground floor auditorium was renovated and replaced with a showcase teaching kitchen and lecture space, with a copper metal curtain separating the two. The kitchen provides the opportunity to film chefs as they teach students new techniques prior to skills practice. Adjacent to it, a resource centre was replaced with a large research bake lab and temperature-controlled lab. On the second floor is a new innovative butchery and the student-run and operated Chef on the Run program that offers takeout fare. There’s also a large quantity culinary lab, complete with spacious walk-in fridges and freezers, and a specialty entrance that provides a steam blowdown to clean students and faculty.
PHOTO: KEVIN MILLER, DOCPHOTO
to reflect the real-life function and feel of being front of house. The lab is flexible and can be converted between learning and event space by reconfiguring tables and seating to suit the intended purpose. The space also includes a bar area with custom bottle display and ribbon-like light fixtures. Venturing higher, the third floor houses a wine theatre and beverage research lab, with additional wine storage area and glass washing stations. This area serves as academic space for student wine and beverage training, and is an ideal location for industry product launches and tastings. On the fourth floor is the food innovation research studio (FIRSt) lab and offices, and a culinary isolation lab capable of developing allergenfree cooking, which requires precise detailing to remain allergen-free. An observation bar was added to overlook the research labs, offices and meeting area, providing intimate glimpses into the life of a culinary student and the experimentation of the college.
OVERCOMING OBSTACLES
The tight five-month timeline was a considerable challenge on the 215 King St. East project. Construction had to be completed between classes ending in April, and the beginning of
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The work at George Brown College included expansion at 215 King St. East and interior renovation at 290-300 Adelaide St. East, with a project value of $4.6 million and $5.5 million, respectively.
June 2019 CFM&D 21
DESIGN
PHOTO: KEVIN MILLER, DOCPHOTO
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Clean glass light fixtures with industrialstyle bulbs sparkle like the beverages served. the next school year in September. Toronto’s 2015 Pan American Games further complicated matters, delaying permit issuance until June. To overcome these obstacles, demolition permits were obtained to expedite construction, and sequential tendering was used to accelerate lead times. Alternate sources of funding for the fourth floor at 215 King St. and renovations at 290-300 Adelaide St. East meant these two projects had to be phased and tendered separately. The Centre for Hospitality and Culinary Arts remained open throughout the construction process. Compass worked with George Brown to ensure minimal school shutdowns and that construction was isolated from the remainder of both buildings. The two buildings also provided several challenges due to their age. The program required significant upgrades to the exhaust systems, creating many interferences. Ductwork had to be routed to minimize impact on the
remainder of the floors and classrooms in use during construction. This work took place after classes were completed and required classrooms be usable the following day. THE ‘FINISH’ LINE
As a world-class facility that welcomes and educates both students and visitors in wine and culinary innovation, 215 King St. East required high-end finishes that showcase the building’s heritage. Douglas fir lumber on the bar walls and counters complement the original wood deck and exterior brick masonry. Their joinery is clean,
Wave LED lights were custom designed to minimize joints and provide a seamless and continuous flow across the ceiling.
with minimal seams, and was stained to tie into the existing building. Large format, two-feet by four-feet porcelain floor tiles create a polished look on multiple levels. Skyfold vertically folding operable walls were installed to separate classes. Hidden in the ceiling, they appear to float in the space when not in use. Wave LED lights on the second floor were custom designed to minimize joints and provide a seamless and continuous flow across the ceiling. Elsewhere, clean glass light fixtures with industrial-style bulbs sparkle like the beverages served. The millwork, whether clean and white or warm wood, creates a simple backdrop to the colours, textures and plethora of food on order. 290-300 Adelaide St. East features industrial-style finishes. The baking labs contain custom stainless steel tables topped with butcher block and marble. The lecture space includes soft fabric seating and wall coverings in cool blues and greys. Stainless steel cabinets sit behind a warm wood counter outfitted with a solid white surface top, inviting visitors to draw up a chair to witness the chefs’ creations. Turquoise rippled resin panels wrap around the exhaust to transform a sterile-looking space into a warm and welcoming learning environment. The results are refined spaces, as polished and exceptional as the students being trained within George Brown’s Centre for Hospitality and Culinary Arts. | CFM&D
Jonathan Kearns, founding principal of Kearns Mancini Architects Inc., is the architect of record for the George Brown College project. Peter Ng is an associate at Kearns Mancini Architects Inc., and the project’s design architect. Ken Feinstein is director of marketing and business development at Compass Construction Resources Ltd.
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DESIGN BY CAROLINE ROBBIE
PHOTOS: ADRIEN WILLIAMS
THE RIGHT COMBINATION
OCAD University’s first off-campus outpost designed specifically for collaborative innovation work, while echoing school’s strong brand identity.
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pon encountering OCAD University’s ‘tabletop’ structure that sits above McCaul Street in downtown Toronto, most people’s initial reaction is, ‘What on earth is that?’. Designed by architect Will Alsop in joint venture with Robbie/Young + Wright Architects,
the Sharp Centre for Design, or the ‘tabletop’ as it is known, is disguised as a walking, pixelated creature that looms over the school’s main campus building and Butterfield Park below. The black and white structure, with its 12 multicoloured steel legs, has become a defining symbol for the third largest art and design university in North America.
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Spending most of its first 100 years as a fine art school led by Group of Seven icons such as George Reid and Arthur Lismer, the school has evolved and expanded its offerings to include 17 undergraduate and seven graduate programs, with a student population of 4,700. By modifying its name to the Ontario College of Art and Design in 1996, and then OCAD University six years later, the educational institution hinted at revolutionary changes, both philosophically and physically. The Sharp Centre, completed in 2008, clearly signalled to the world this was a place that took creative expression seriously. With its most recent addition of CO, short for ‘company,’ OCAD University has ventured for the first time beyond its main campus located within the neighbourhood of KensingtonChinatown. According to CO, there’s a lot in just two letters, which express collaboration, community and codesign. This executive studio uses creative problem-solving to drive change, offering creative knowledge and capabilities to industry leaders and their organizations. CO is helping them to future-proof themselves and de-risk innovation opportunities. CO is also home to the Imagination Catalyst, an entrepreneurship and commercialization hub that supports emerging companies committed to design-driven products and services. By offering the value of its designthinking to the business market, OCAD University is ensuring its ability to grow and thrive in a time when government support has become unreliable. Since opening in 2018, CO has beaten budget projections by three times. The facility is expected to generate 15 per cent of the school’s operating budget by 2023. The university’s latest venture is located in Daniels Waterfront City of
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TOP: Located at the centre of the space, the reception and café area is a welcoming hub. BOTTOM: This innovation studio offers generous built-in audiovisual equipment.
the Arts complex on Queen’s Quay, which combines residences with artsbased businesses and non-profits. At just under 14,000 square feet, the space is relatively small considering its objectives; however, its proximity to like-minded organizations, fully glazed windows that reveal breathtaking views of downtown and the lake, and abundance of natural light made the location appealing. OCAD University asked Torontobased architecture and interior design firm Quadrangle to create an interior with flexible features that can be adapted to a variety of activities and change with CO’s business model over time. The firm went beyond this to bring the character of the iconic ‘tabletop’ into the design. The playful, architectural solution provides a series of spaces that can be treated as modules to accommodate everything from intimate, individual work to large-scale public events. The long and narrow space has four ‘innovation studios,’ seven open collaboration spaces and six closed meeting spaces for up to 22 people. There is a dedicated audiovisual equipment cage and a large workspace for CO staff that overlooks the soon-to-be completed east-west pedestrian mews, known as the City of the Arts ‘Yard.’ Level with the steady stream of traffic along the eastern Gardiner Expressway, CO feels urban and connected to the city. As visitors step off the elevator onto the fourth floor of the building, their gaze is channelled to the interior by a warm wood wall treatment that transitions to an orange, sculptural punctured ceiling. The threshold from this intimate entrance to the wide-open transit space is populated with counters in varying heights for both functionality and accessibility. A deep blue kitchenette forms a natural hearth for the open space,
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June 2019 CFM&D 25
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From Boiler Room to Boardroom
Colour blocking and a drop ceiling create a friendly gathering spot in an open corner.
with its bright red cappuccino maker inviting visitors to linger and sip a cup of coffee. The character of the ‘tabletop’ is felt through strong colour blocking, as well as in the details, such as the black and white pixelated patterned tile in the washrooms and on the coderequired vision strips. The colours also help to demarcate various meeting areas as most of the users are new to the space. The almost 16-feet high ceilings provided the opportunity to create areas of intimacy and grandeur, depending on the location. An intimate ceiling height can be found at the entrance and in small rooms, such as phone booths; a median height was used along the long connecting spine to accommodate centralized lighting, mechanical equipment and cabling lines; and the full height was kept in large studios and transit space to allow for the maximum amount of natural light. Floating wood ceilings in the innovation studios keep voices isolated within each space and discretely integrate audiovisual, mechanical equipment and lighting. Maximizing flexibility, three southern studios are outfitted with operable walls that allow the rooms to be combined with the open collaboration zone, which comprises 75 per cent of the overall facility, into a single event space more than 165-feet long. Carving two feet from the base building mechanical and electrical rooms allowed for the creation of wall niches with drop-down desks for private or shared study. The design thinkers and researchers who now call CO home are convinced the striking new interior is a key factor in the success of their new businesses. Their clients, leaders in private development and public policy, consistently note the interior balances both creativity and professionalism. These same clients acknowledge the positive outcomes of their facilitated sessions are enlivened by the nature of the space. | CFM&D
Caroline Robbie is a principal at Quadrangle, where she is responsible for the interiors and content media teams. Caroline’s relationship with OCAD University began in 2000, when she was the lead interior designer on the Sharp Centre for Design. Quadrangle is one of Canada’s most dynamic design and architecture firms. In February, it joined forces
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FOCUS ON EDUCATION FURNITURE
TAKE A SEAT Rocking chairs, stools prove a good fit for education environments, offering flexibility, comfort and, in some cases, ergonomic benefits
Instead of a chair, pull up an Oodle. The flexible stool by Smith System features three cylinder-shaped components, each 17-inches in diameter to comfortably seat students of all sizes. Stack the sections to accommodate children of varying heights or flip the disc upside down and allow them to enjoy 10 degrees of multidirectional rocking motion for active seating. To add to the feeling of stability, the rocking base features a ‘stop’ at the perimeter of the stool base, which signals to the student they’ve rocked as far as possible.
Rockers are naturally filled with positive associations of well-being and warmth. The Montara650 Rocker by Coalesse brings these dimensions to the education environment, with vital style and versatility. Constructed from an oak-veneered plywood shell and available in a variety of upholstery options, the rocker can be used for ‘rock and talk’ to gain subtle impacts in small groupings for social connection and collaboration, for ‘rock to relax’ to deepen private focus and to ‘rock beautifully.’
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Unveiled at NeoCon 2019, the Sprout stool by Danish designer Thomas Pedersen combines classic organic lines with innovative ideas and simple details. Inspired by nature — budding flowers, foliage and branches at varying stages of size and growth — each can be displayed solo or be part of a larger arrangement of similar or varying colours and textures. Available in September at Teknion.
Ergonomically designed, the Sage rocker by Virco encourages healthy movement and a moderate range of motion. Its understated design features a larger contoured one-piece polypropylene shell, wider backrest, elegantly curved steel legs and integrated multiribbed construction for gentle flex and long-lasting comfort. Optional rear bump glides are available for environments where limited motion may be desired.
Stool_One by Konstantin Grcic for Magis combines striking looks and real comfort. Envisioned as more void than solid, three legs support the cantilevered seat that’s modelled like a soccer ball (a grouping of small, flat planes assembled at angles to create a 3-D form). This easily stackable, sculptural work of art is available in two sizes — bar or counter height. Exclusively distributed by Herman Miller.
Part of the Townhall collection, Summit by Allsteel is a two-legged, lightweight stool that declutters the visual landscape with its versatile design. Its low back, rolled front edge and convenient foot rest encourage perching, leaning and fidgeting movement for comfort. The stool is also easy to relocate, assists with rapid reconfiguration and stacks three high to save space when not in use.
A stool for big and small, Hokki+ by VS America is height adjustable, 100 per cent recyclable and active, moving in a controlled way in all directions while in use. This encourages changes of posture, reducing strain on the musculoskeletal system. It also promotes motor development and keeps attention focused. The ergonomically shaped seating surface provides ideal support for the body and is equipped with a cushioning grey foam cover or thick foam padding.
Excessive sitting doesn’t do anything to boost well-being. Luckily, experts say that combatting negative sedentary effects can be as simple as making frequent posture changes. That’s where Turnstone Buoy by Steelcase comes in. The active seating stool’s curved base, rocking motion and height adjustability engage the core and promote good posture. Core muscles fire up as students lean in and swivel, while legs work to keep them balanced, upright and focused on the task at hand.
June 2019 CFM&D 29
[ last word ] BY STEPHEN P. ASHKIN
LESSONS FROM AN INFRASTRUCTURE UPGRADE Older schools offer opportunity to create higher performing buildings, students.
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chool buildings that are 40-plus years old or more have been shown to pose barriers to teaching and learning, says the U.S. National Center for Education Statistics. While some of these educational institutions have been updated and remodelled, making them more comparable to newer buildings, most have failing infrastructure and inadequate design, which can affect the educational experience. According to a 2014 study by the nation’s Council of Great City Schools, children in schools with inadequate or substandard conditions had achievement test scores five to 11 per cent lower than those in newer, updated and more modern schools. Canada’s aging schools are also at risk. Experts warn the repair backlog has tripled in the past 15 years to $16 billion for Ontario schools. In Quebec, approximately 75 per cent of all primary school buildings are in bad or very bad shape, according to a recent provincial government evaluation. An additional 47 per cent of high schools are in serious need of repair. THE ‘WRITE’ ENVIRONMENT
School districts that are grappling with decades-old, poorly performing buildings need to view these schools not as problems but as 21st century opportunities. When planning an update for older schools, administrators have the chance to implement green, sustainable and highperformance design solutions. Taking an environmentally focused design approach can help transform these facilities into healthier and higher quality buildings
that foster teaching and learning. It can also have a considerable impact on the local community. In many ways, schools are the foundation of a neighbourhood. When they improve, so do their surroundings. TURNING OVER A GREEN LEAF
A ‘green’ school is constructed with products and materials that have a reduced impact on the environment when compared to similar products. However, a green school isn’t necessarily sustainable. To be considered as such, the school must use building materials and construction methods that will improve it today without jeopardizing the use of these materials and products for future generations. Sustainability goals include curtailing or eliminating the consumption of nonrenewable materials, as well as reducing waste; regularly measuring and monitoring the use of natural resources by using ‘sustainability dashboard’ technologies; and, key to the process, providing transparency. This is accomplished by employing engagement tools — essentially large television monitors connected to sustainability dashboards — that translate hard-tounderstand consumption metrics into easy-to-understand terminology. SUSTAINABLE BUILDING STRATEGY
In the U.S., the Collaborative for High
Performance Schools (CHPS) is helping educational institutions construct and operate high-performance buildings, through the provision of information, resources and its green building rating program that’s specifically designed for K-12 schools. According to the non-profit, a high-performance school is both green and sustainable. It is energy and resource-efficient, as well as healthy, comfortable and well-lit to enhance pupil performance and make the entire school experience more effective and rewarding for both students and teachers. THE TRUE COST
But where is the money going to come from to update older schools? And are political leaders willing to spend it? In Canada, all levels of government (federal, provincial and municipal) should step up and pitch in as the state of the country’s educational institutions is a nationwide concern. Further, school funding programs need to be more equalized. Across North America, these programs often favour wealthier areas that pay more in tax dollars. Now is the time to view updating older institutional infrastructure as an investment opportunity in not only these school buildings but the country’s future. Investment in school retrofits and renovations creates jobs, produces tax dollars, builds community pride and, most importantly, helps enhance the education of millions of children, producing dividends that keep on paying. | CFM&D
Stephen P. Ashkin is president of The Ashkin Group, a consulting firm that specializes in green cleaning and sustainability. Stephen works with educational facilities to help them operate healthier, reduce their environmental impact, streamline operations and enhance student education. He can be reached at steveashkin@ashkingroup.com.
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