C+S February 2020 Vol. 6 Issue 2

C+S February 2020 Vol. 6 Issue 2

CONTENTS

PAGE 10

THE COVER GZA Assists with Move of Million-Pound Wall for Milwaukee Symphony Orchestra’s New Home – story on page 9 CHANNELS STRUCTURES + BUILDINGS 10 Next Stop: Brewhalla’s Open Doors 13 University Health Network TRANSPORTATION 15 Concrete Pavement Treatment Trial Completed on the Pacific Highway in Australia WATER + STORMWATER 17 BESIX: Major Marine Infrastructure Work in Poland 19 Sherwin Williams Announces 2019 Water & Wastewater Impact Award Winners BUILDING MATERIALS 22 Concrete Fibers Market to Cross USD 2.8 Billion by 2025 23 Cold Weather Concreting: Why Monitoring Concrete Temperatures is Essential 24 Prove Your Metal 27 5 Reasons a Fabric Structure is the Best Choice for Your Next Construction Project BUSINESS NEWS 29 Curating Conversations: How One Firm Took a Nontraditional Approach to Market Positioning GEOTECHNICAL 31 Preserving Gough Island’s Birds ENVIRONMENTAL + SUSTAINABILITY 34 4 Steps on the Path to LEED Mastery SOFTWARE + TECH 36 Non-Ionizing Radiation: Raising Awareness of Health & Safety Hazards SURVEYING 40 Scanning a Storied Icon 43 The Role of Layout in Delivering Efficient, Successful Building Projects

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departments 7 Events

46 Benchmarks 47 Reader Index Columns 5 From the Publisher: Get Everyone Focused on Clients and Selling Chad Clinehens 6 Engineering Front Line: Ideas and Execution Phil Keil

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VOLUME 6 ISSUE 2 csengineermag.com

publisher Chad Clinehens, P.E. | 479.856.6097 | [email protected] media director Christy Zweig | 479.445.7564 | [email protected] Production & circulation manager Anna Finley | 479.435.6850 | [email protected] ART director Maisie Johnson | 417.572.4561 | [email protected] Editor Luke Carothers | [email protected]

800-466-6275 1200 North College Avenue, Fayetteville, AR 72703 PO BOX 1528, Fayetteville, AR 72702-1528

CIVIL + STRUCTURAL ENGINEER IS A ZWEIG GROUP PRODUCT

MARK C. ZWEIG, CHAIRMAN, ZWEIG GROUP LLC

Civil + Structural Engineer (ISSN 23726717) is published monthly by Zweig Group, 1200 North College Avenue, Fayetteville, AR 72703. Telephone: 800.466.6275. Copyright© 2019, Zweig Group. Articles not be reproduced in whole or in part without the written permission of the publisher. Opinions expressed in this publication are not necessarily those of Zweig Group. Unsolicited manuscripts will not be returned unless accompanied by a stamped, self-addressed envelope. Subscriptions: Annual digital subscription is free. To subscribe or update your subscription information, please visit our website www.csengineermag.com/ subscribe/; or mail subscription requests and changes to Circulation Dept, C + S Engineer, 1200 North College Avenue, Fayetteville, AR 72703; or call 800.466.6275.

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from the publisher

When it comes to business development, AEC firms typically have tight parameters on who in the firm is empowered to sell. Historically, this industry has suffered from the illusion that those who sell must be extroverts and who are good at golf. Things have evolved and the historical stereotypes are eroding. The reality today is that every person in your firm affects the brand and thus affects your ability to generate new business. Although it is important to train and motivate those that interact with clients on a daily basis, it goes far beyond that small group. The firm that makes marketing and sales a part of the culture, involving everyone in the firm, can greatly outperform their peers. You see, everyone from the person that answers your phones, to the surveyor in the field, to the project manager, all the way to the CEO has a profound impact on how your firm is perceived. Those perceptions drive the brand and greatly influence your competitiveness. Everything and everyone affect the “client experience”. Many firms claim to be client-centric but lack real focus on measuring and continually improving the client experience. Firms that can be truly client-focused and provide the greatest client experience will outperform all their peers, through good times and bad. To expand the effectiveness of sales in your firm, you should consider these steps: Assess where you are – this could involve several methods all aimed at painting a picture of how you are perceived by your clients. The common approaches include a client survey and internal assessments of your people. An initial client survey should be conducted by a third-party and gather information on how well your firm is living up to the client service promise you are making. Ongoing client feedback can be then gathered using internal people or tools. Additionally, internal assessments need to be made to analyze the service delivery quality on things such as phone answering, speed and ease of reaching people, responsiveness and so forth. Internal assessments could include things like a secret caller program where you assess how easy it is to get a hold of people your clients are calling. You will likely be shocked at the information gathered here. Define where you want to go – having a strong and compelling mission and vision are more than just strategic plan buzzwords. If they are articulated correctly, they can be a powerful driving force that the entire firm can get behind to produce real results. The key to success here is everyone in the firm must know what they are. Additionally, they must understand the benefit and importance of their participation in that pursuit. When the entire firm is energized to improve and build the business, amazing results follow. Start being the firm you want to be - Take the good, the bad, and the ugly of the self assessments and be intentional about correcting the deficiencies. Publish the results of assessments and be candid where the firm is doing well and not so well and then show to path to improvement. Train everyone in the firm to reflect the desired brand attributes in their respective roles. All employees need to understand that no matter what their role, they ultimately affect the way the firm is perceived by clients and thus how the firm prospers or declines. There is no such thing as a completely internal role that does not affect the brand. Tell all employees that client experience and growth is everyone’s job and make sure they have the proper tools and training to execute that mission. Too many firms have too few people thinking about the client experience and how to grow the firm. An entire company that is focused on projecting a unified and clear brand will sell more work. A company that is aligned with their client’s perceptions and are constantly working to improve service in every role in the company, is a company that will thrive in good times and bad. If you need help with client feedback, business development, training, or anything related to this article, contact me and I’ll help you any way I can. Good luck!

Get everyone focused on clients and selling Every staff member in your firm shapes the client experience and thus can sell the firm

CHAD CLINEHENS, P.E., is Zweig Group’s president and CEO. Contact him at [email protected].

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As the strategist, an engineer, and a physicist, I’m interested in the intersection of ideas, problem solving, and execution. We work with companies every day to define their purpose which is a key driver of success at the core of an organization’s strategy. High-growth firms have a purpose that plays two important roles. It helps enable companies to redefine their playing field and allows them to reshape their value proposition. What is a purpose, though? A purpose is an idea. A belief in the way the world or our company could or should be. Therefore, our success depends on spreading and propagating that idea. How does that happen? Our reference point for this conversation is going to be something you may have run across before, the law of diffusion of innovation developed by Everett Rogers. The theory behind this idea is that it is path dependent and each category of adopters of an idea/innovation influences the next. The main problem most people do not realize is the difference in psychographics between the types of individuals that make up each category. For any idea to be successful, you must cross what Geoffrey Moore defined as “The Chasm.” In other words, you need somewhere between 15 and 18 percent acceptance of the idea in a population before it takes hold and you gain acceptance by the majority. At that transition, how we communicate to the innovators and early adopters is vastly different from how we communicate and the actions we take once we move into the majority. To solve this problem, we have to delve into the psychology a little. A great reference on this topic is Robert Cialdini’s book “Influence: The Psychology of Persuasion” which covers six principals of persuasion; reciprocity, scarcity, liking, authority, social proof, and commitment/consistency. While several of these factors are at play, the two that are most descriptive in how we can communicate to each of these groups are scarcity and social proof. Innovators and Early Adopters are excited about ideas that others don’t know about yet or the status of being “the first” while the majority are looking for something that has been tested. They will be more critical of the ideas and perhaps messengers unless you can show some proof of concept or evidence of success. Additional tips to consider on spreading your idea implementing your strategy: • Focus on outcomes, not a program or approach – This enables co-creation of ideas to spread and solutions that stick. You must be willing to be bold with your ideas and this comes at some risk of failure. Rigidity will only hinder the stickiness of the idea. • Rely on existing networks – small groups and existing infrastructure can aid you in spreading your message. This can be professional organizations down to committees within your firm made up of new professionals. • Recruit and train others – Find those that can ally with you and train them how to spread the message. • Use technology to reach a larger audience – There are a ton of resources at our fingertips and free platforms that will allow you to connect your idea to the people that can help make it reality. • Your purpose should be BIG – big, bold, and sometimes controversial ideas are ones that tend to spread like wildfire. Keep this in mind when developing and communicating with your audience. • Embrace Change – The funny thing about ideas is that they shift and evolve. Once it gets into the mind of someone new, they make it theirs. It is an important part of the process and you should embrace it. Understanding this is essential in your ability to grow your firm and successfully execute your strategy. Do not confuse strategy design for execution, though. Many firms do this and end up with an action item list several pages long without any organizational positioning or strategic design. Strategy design operates at the organizational level while execution operates on the individual level. Understanding the law of diffusion of innovation will help you translate strategy into execution and make for more successful implementation of your ideas.

Ideas and Execution Phil Keil

PHIL KEIL is director of Strategy Consulting, Zweig Group. Contact him at [email protected].

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events

february 2020

Geo-Institute Technical Committee Web Conference february 23-26 – raleigh, nc

The Principals Academy March 12-13 – dallas, tx

The IECAAnnual Conference and Expo brings together the industry’s most innovative minds in the erosion and sediment control and storm water sector. Attend this one-of-a-kind conference to connect with thousands of colleagues from over 25 countries, engage in cutting-edge educational sessions while earning professional development hours and access one of the largest expo halls in the industry. http://www.ieca.org/IECA/IECA_Events/2020_Annual_Conference.aspx Zweig Group’s research shows that recruiting and retention are the #1 challenges AEC firms faced in 2019. With a shortage of design and construction professionals – at all experience levels – the industry is in a talent war. To successfully recruit talent, your firm must develop a multi-tactic strategy to get people in the door. But, once you’ve landed that new recruit, how do you retain them? This workshop arms attendees with a plan to both recruit new talent and also convert new and existing employees into highly engaged brand ambassadors of your firm by developing an internal employee-experience program to ensure your hard-won team members are with your firm for the long haul. https://shop.zweiggroup.com/collections/seminars/products/recruiting- and-retention?variant=30891609292872 Elevate Learning Series: The Basics of Business Development february 27 – seattle, wa During the next 10 years, over 50 percent of architectural, engineering, and construction firms are expected to increase their use of doer-sellers. “The Basics of Business Development” is designed specifically for technical professionals inAEC firms. Upon completion of this program, participants walk away with marketing and business development skills and techniques they can immediately put to action. Using research and case studies from the most successful firms, this course empowers attendees grow in their careers as they help grow their firms. https://shop.zweiggroup.com/collections/seminars/products/the-basics- of-business-development?variant=31248634544200 march 2020 NewYork Build is the largest construction & design show in NewYork, is officially supported by the Governor of New York, and is FREE to attend. New York Build features: 20,000+ registered attendees, 250+ exhibitors, 230+ speakers,AIACES approved workshops, entertainment & business networking. https://www.newyorkbuildexpo.com/welcome?_ke= Elevate Your Recruiting & Retention Strategy february 26 – seattle, wa New York Build Expo 2020 March 3-4 – New york, ny

The Principals Academy is Zweig Group’s flagship training program encompassing all aspects of managing a professional AEC service firm. Elevate your ability to lead and grow your firm at this impactful two-day program designed to inspire and inform existing and emerging AEC firm leaders in key areas of firm management leadership, financial management, recruiting, marketing, business development, and project management. https://shop.zweiggroup.com/collections/events/products/the- principals-academy?variant=30871357259811

S t r u c t u ra l E n g i n e e r s A x i o m # 7 Structural Engineers Axiom #7

Professional Liability is essential. Overpaying is not. Professional Liabi ity is Essential. Overpaying is Not.

I t pays to have the right profes- sional liability coverage. But you shouldn’t overpay. At Fenner & Esler, we’re more than just brokers. We’re A/E specialists. Delivering the right coverage and value to design firms of all sizes since 1923. With multiple insurance carriers. And a proven track record serving the unique risks of structural engineers. At Fenner & Esler, we’re more than just brokers. We’re A/E specialists. Delivering the right coverage and value to design firms of all sizes since 1923. With multiple insurance carriers. And a proven track record serving the unique risks of structural engineers. It pays to have the right profes- sional liability coverage. But you shouldn’t overpay.

Get a quote—overnight. Visit: www.fenner-esler.com Click “Need a Quote” Call toll-free: 866-PE-PROTEK (866-737-7683 x.208) Ask for Tim Esler. Email: [email protected] im@Insuranc 4Structurals.com ww .insurance4structurals.com Get a quote—overnight. i it: w.insurance4structurals.com Click “Need a Quote” ll toll-free: 866-PE-PROTEK ( 66-737-7683 x.208) Ask for Tim Esler. Email: [email protected]

T H E P RO F E S S I O N A L ’ S C H O I C E S I N C E 1 9 2 3

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Learn about the changes in ACI 318-19

Attend one of 25 public seminars titled “ACI 318-19: Changes to the Concrete Design Standard”

being held throughout the United States this spring.

With ACI 318-19 now 100 pages longer than the previous edition, two industry experts will walk seminar attendees through the new provisions and present major technical changes.

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By now, more than 12,000 people have watched this extraordinary time- lapse video of a C.D. Smith Construction team easing an 85-foot-high wall 35 feet outward to expand Milwaukee’s Grand Theater and trans- form it into the new Milwaukee Symphony Center. What few people may have thought about—and what GZA is proud to have played a key behind-the-scenes role successfully completing—is what needed to be done to ensure the soil could support the 1.25-mil- lion-pound weight of the historic wall being moved, including the precise installation of more than 45 truckloads of gravel to strengthen the soft, silty soils at the project location. GZA assists with move of million-pound wall for Milwaukee Symphony Orchestra’s new home By John Siwula Photo: C.D. Smith Construction, Inc.

The Grand Theater is cherished in Milwaukee as one of the city’s most iconic buildings and an architectural gem of Wisconsin Avenue. As the Milwaukee Symphony Orchestra began developing its $90 million plan to convert the theater into a new 1,750-seat performance space, there was never a question that the historic 1932 steel-frame wall, with its cream city brick infill and terracotta cladding, would be preserved and restored rather than demolished. Yet doing so would require some careful design. First, there was the wall move structure itself: Any system put in place needed to support the rails and jacks used to roll the wall outward, the 100 construc- tion workers supervising the move, and the 625-ton weight of the wall itself. Secondly, the wall move had to be designed to avoid any impact on an existing, 70-year-old underground steam-heat tunnel, and had to be coordinated with eight separate utility relocations within Second Street. Furthermore, the structural engineers’ specifications were that the move could allow for no more than ½ inch of settlement. Finally, the earth the building rested on presented its own challenges. The Grand Theater site is underlain with variable strength fill followed by compressible estuarine deposits which are subsequently underlain by high strength glacial till soil. The near surface estuarine soils con- sisted of very soft, highly organic, fine-grained soils (peat and OL- and OH-type soils) ranging from about 1 to 2 feet thick. Below the thin upper organic layer, soils were generally comprised of interbedded,

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structural engineers and the wall movers to use the new floor slabs and underlying soil to support the cribbing for the move. The system consisted of a 12-inch thick layer of gravel placed on the over exca- vated subgrade followed by a single layer of Mirafi HP370 geotextile. Another 2-foot thick layer of gravel was placed over the geotextile and floor slabs cast on that material. Over the course of six hours on August 13, International Chimney Corp., with support from Expert House Movers and structural engi- neering consultants Pierce Engineers Inc., completed the wall move flawlessly in a series of seven five-foot jack extensions in between which the systems were re-set to keep the wall moving to its ultimate destination. In case you’re wondering just how carefully the move was executed, that’s equal to 0.00114 miles per hour. At the end of the move, the total settlement was less than half of what the structural engineer specified. With the new 3,500-square-foot space created by the wall’s move now being enclosed and finished, the MSO is looking forward to its first performance in the new space around this time next fall. For everyone at GZA, C.D. Smith Construction, International Chimney, Pierce En- gineers, and Expert House Movers who worked on this one-of-a-kind project, that will be some especially sweet music to enjoy.

Photo: C.D. Smith Construction, Inc.

elastic silt, and silty sand. The elastic silt (MH-type) soils were in a very soft to medium-stiff consistency. The estuarine soils extended to depths of approximately 50 to 60 feet below grade. Instead of adding complexity to a job with many moving parts, GZA made use of what was already there. The company’s geotechnical engineers designed a ground improvement process that allowed the

JOHN SIWULA is the Associate Principal of GZA.

Next Stop: Brewhalla’s Open Doors Door manufacturer helps transform a train maintenance building into a beautiful brewery

Conversations buzz and beer flows from the tap. In the distance, a train roars past. The train’s presence is subtle and fleeting, but not lack- ing significance. After all, the building that’s now home to a brewery and taproom spent its early years as a locomotive maintenance facility. Brewhalla is one of Fargo, North Dakota’s latest breweries, and it’s located in a building that’s older than the state itself. Named in honor of their Scandinavian heritage, the team at Drekker Brewing Company opened Brewhalla—its second location—in September 2018. With features heavily influenced by the building’s history and an entrance flanked with sizeable picturesque custom doors, the structure now appears breathtaking and effortless, but the road getting there was anything but.

Custom doors by Midland Door Solutions offer the perfect grand entrance to Drekker Brewing Company in Fargo, N.D.

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Tables in the taproom at Brewhalla are made from wood recovered during the renovation process.

From trains to beer The Northern Pacific Railway Company (NPRC) built the 11,700-square-foot building that houses Brewhalla in 1883. It was primarily a foundry and repair building for railcars and locomotives, and later served as a storage and warehouse facility. When Kevin Bartram of MBA Architects purchased the abandoned building, he had a vision in mind. “Kevin always knew he wanted to make this his home and live in the north end of the building,” said Da- rin Montplaisir, one of Drekker’s four co-founders. “He had envisioned a brewery in the other half of the building, so he approached us and we jumped on the opportunity.” With one Drekker location already established in downtown Fargo, a second location less than a mile away was a no-brainer. “We were run- ning out of space downtown,” Montplaisir said. “It was perfect timing. And we had always thought that building would make an awesome brewery. Everything about it is so unique, and we knew we wanted to move in.” Out with the old, in with the… old Keeping the natural, original elements was one of the key goals of MBAArchitects and the Drekker team when they started design in the summer of 2017. Brewhalla’s structure is built with masonry load- bearing walls and a timber wood-framed roof structure. Besides adding necessary structural reinforcements, most of the wood and brick in the building is original. “We were surprised by how much the engineers let us keep,” Montplaisir said. “It was important to us to keep the building as close to original as possible. We love that about it.” Part of the restoration process was finding new uses for old elements of the building. Some of the original nuts and bolts were used in install- ing the new wood pieces, and the taproom tables are made from extra wood from the building. Outside, a repurposed footing now serves as a bench beside the firepit. Even the skylights, which line the roof of the building, have an old purpose: as smoke shoots for the train exhaust. Old train tracks that were discovered below layers of concrete will be used in a future fixture in the taproom.

“People ask us, ‘how’d you get it to look like that?’ about a lot of things,” Montplaisir said. “And they can’t believe it when we tell them that’s the original.” Authenticity played a key role in restoration of Brewhalla. That’s why, when it came to the building’s doors, MBAArchitects knew who to call. A trio of showstopping entrances In its early days, trains entered the maintenance building through one of the three large doors along the east side of the building. The open- ings are now fitted with three custom-designed doors that each serve a different purpose. The middle door is a standard customer entrance door. The doors on either side of the patron entrance required a fully custom solution and were designed and installed by Midland Door Solutions. The West Fargo-based company specializes in custom hydraulic and bi-fold Each of the custom doors at the brewery measures 12 feet wide by 16 feet tall and weighs 2,300 pounds.

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doors. In addition to architecture and design, they create and install doors for the aviation, industrial, and agricultural industries. Custom- ized solutions are Midland’s specialty, so Brewhalla was a perfect fit for their next undertaking. “Unique applications like this allow us to showcase our creativity,” said Jason Myrvik, general manager of Midland Door Solutions. “We were excited to take on a local project and work with the customer to create the look and feel they were striving for.” MBAArchitects’ team had seen photos of other Midland custom doors, and knew they’d be a good fit for the unique situation. “We performed historic research and found drawings of similar doors in other NPRC buildings,” said James Monson, architect at MBA Architects. “How- ever, we wanted the benefits of modern technologies.” MBA worked with Midland to create a truly beautiful set of oversized doors. They each measure 12 feet wide by 16 feet tall and weigh 2,300 pounds. After several discussions between the architect and structural engineer, the team at Midland proposed a design to MBA and Drek- ker. They mirrored the pattern and elements of the main entrance door. Heavy, dark lines contrast the windowpanes and pop against the light brick building. “The goal was to mimic the contour of the arches on the openings and custom windows in the middle arch,” Myrvik said. “So we ensured our glass followed the curvature of the arch. We utilized aluminum grids embedded in the glass to create the same look as the mullions in the windows. This helped create a cohesive look for all three sections.” The southern door is a vertical bi-fold door that serves as a shipping and receiving entrance. It’s made with heavy-gauge steel tubing and has a fully automated operating system. The doors open and close qui- etly in seconds, a critical necessity when the doors are used throughout the day while customers are present. Forklifts bring loads of supplies, beer, and trash through the doors upwards of 10 times per hour. The door on the north side of the building is also a vertical bi-fold, but operates manually with a pin and latch system. The handles inside the doors make it easy for one person to manually open them. The north side of Brewhalla features a patio area with outdoor seating and a parking area for food trucks, which makes the large opening ideal. “We plan on having the door open during warm summer nights,” Montplai- sir said. “Being able to walk back and forth from the firepit to the bar will be convenient when the weather is nice.” Alternatively, both doors have a weathertight seal to help to combat the cold North Dakota winter weather. A truly custom solution When it comes to working with the structure of an old building, sym- metry is never guaranteed. The settling and shifting of a building over time posed challenges for the contractors installing new pieces into an old building.

“They had a hard time framing everything in here,” Montplaisir said. “We have a big cooler in the back that doesn’t sit up against the wall. The bottom of the cooler is 10 inches away from the wall and the top of the cooler is touching the wall. Everything in the building is a little crooked.” The arches for the door aren’t symmetric, either, meaning the team at Midland had to precisely measure each door to ensure the perfect fit. Because the building is constructed out of uneven brick, the team had to laser measure the arches incrementally across the opening. They then had to lay out the measurements in modeling software, average out the dimensions, and create symmetric-looking doors. “Not only were the walls not perfectly straight, but we were attach- ing large heavy doors to the structure,” Myrvik said. “The building wasn’t built for the weight of these doors. The wall was angled in and not structurally capable of handling the doors. The structural engineer designed support columns that ran from the floor to the roof truss. We then anchored our frame to the supports.” After measuring and manufacturing the doors, delivery and installa- tion took only a couple of days. Each of the two doors took a team of two men and roughly 16 hours to install. From there, they tested the mechanical components and performed operational tests on the doors. When people enter the parking lot of Brewhalla, their awe is visible. “They get out of their cars and you can see them say ‘wow,’” Montplai- sir said. “That’s one of our continuing goals: to keep people saying ‘wow.’” And they do. Customers are able to enjoy their beer and conversation, looking around the taproom with wide eyes. And while they won’t be interrupted by the sounds of opening and closing delivery doors, they may occasionally hear a passing train. About Midland Door Solutions Midland Door Solutions is a full-service door manufacturer that de- signs, builds, and installs custom bi-fold and hydraulic doors for agri- culture, aviation, and commercial buildings, and custom designs doors for architectural plans for home and commercial uses. For nearly 25 years, it has provided customers with durable, high-quality doors and unparalleled customer service. Midland Door Solutions is a sister com- pany to Midland Garage Door Manufacturing Company, West Fargo, North Dakota, a garage door manufacturer that has been delivering garage door solutions to homeowners since 1975. For more informa- tion: Midland Door Solutions, 1021 7th St. N.E., West Fargo, N.D., 58078, 800-921-7008, [email protected], www.midlanddoorsolutions.com.

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structures + Buildings

University Health network (UHN) is Canada's largest research hospi- tal. It operates four major hospitals and one teaching institute: Toronto Western Hospital, Toronto General Hospital, Princess Margret Cancer Centre, Toronto Rehabilitation Institute, and The Michener Institute. Aircuity was initially installed in the Princess Margaret Cancer Re- search Tower in the MaRS Discovery District. The platform's DCV control of the labs' supply air saved approximately $800,000. UHN was happy with the savings, but at the same time they knew more could be done. An important compliment to Aircuity’s platform in lab buildings is the exhaust fan application. PMCRT was designed with twelve 40HP fans in groups of three (4 triplexes) serving each quadrant of the lab floor plate of the building. Before the exhaust fan project was implemented, the exhaust system was designed to produce a continuous discharge plume with an exit velocity of 3,000 ft/min. Not only was there a lot of clean outside air being blown up through the fans but many times the air coming from the fume hoods was also clean. UHN worked with Aircuity channel partner AirGenuity to implement the exhaust fan ap- plication for maximum savings in the building. New variable frequency drives were installed enabling fan speeds to be ramped down or up according to building needs. Also, a wind tunnel University Health Network Exhaust Fan Application Compliments Aircuity Lab Building Installation, Increasing Savings

study was done to ensure a safe beginning fan horsepower that prevents the emissions from reaching any of UHN's HVAC rooftop intakes and those of their surrounding neighbors in the tight downtown area. The study determined that beginning fan HP could be reduced from 480HP down to 100HP. When Aircuity detects any contamination in the ex- haust plenum, fan speeds are ramped back up to full speed until the air is clean again. This ensures energy savings but also a healthy space for researchers and occupants of surrounding buildings. At the same time that the exhaust fan application was being installed at PMCRT, University Health Network installed Aircuity to optimize supply and exhaust air in the Krembil Research Tower as well. Results In order to confirm savings UHN conducted pre-retrofit measurements using the new system and running the VFDs at 100 percent speed and then compared that to the power used once Aircuity’s exhaust fan application was implemented. UHN then extrapolated those savings to get annual savings of 1,550,000 kWh (equivalent to 160 houses in Ontario) and electric peak demand savings of 111.7 kW (equivalent to running 1,400 flat screen TVs simultaneously). This equals a cost savings of $200,000 annually. When coupled with savings from the previous Aircuity lab project in PMCRT, the reduction in utility costs through Aircuity equals approximately $1,000,000 annually. “Research has to be innovative and that applies to more than bench dis- covery but to the way we build and manage our research environments. We wanted to create the best research spaces possible but in an envi- ronmentally and fiscally responsible manner. We looked for innovative solutions and partnering with AirGenuity/Aircuity was absolutely the

UHN Power Reduction.

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right choice," said Ian McDermott, Senior Director, Research Facili- ties, University Health Network. About University Health Network University Health Network consists of Toronto Western Hospital, Toronto General Hospital, Princess Margaret Cancer Research Tower, Toronto Rehabilitation Institute, and The Michener Institute. The scope of research and complexity of cases at University Health Network has made it a national and international source for discovery, education, and patient care. It has the largest hospital-based research program in Canada, with major research in cardiology, transplantation, neurosci- ences, oncology, surgical innovation, infectious diseases, genomic medicine, and rehabilitation medicine. University Health Network is a research hospital affiliated with the University of Toronto. www.uhn.ca. About Aircuity Aircuity creates smart airside solutions through its intelligent building platform, significantly reducing energy costs and improving the indoor environmental quality for occupants. As the demand control solution, Aircuity optimizes ventilation rates through its patented technology. As a result, commercial, institutional, and lab building owners can lower operating costs, protect occupants, and verifiably reduce energy use by as muchas 60 percent. Founded in 2000 and headquartered in Newton, MA, Aircuity’s solutions have benefited over 400 organizations such as Google, Amazon, Eli Lilly, Masdar City, the University of Pennsylva- nia, and the University of California-Irvine. For additional information on the company and its solutions, please visit: www.aircuity.com.

UHN Exhaust Fans with VFDs.

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The Pacific Highway upgrade is the largest road infrastructure project in Australia. As part of the upgrade, the Nambucca Heads to Urunga (NH2U) section of highway opened to traffic in 2016. Located north of Nambucca, the project included the use of two concrete pavement types: plain concrete pavement (PCP) with transverse tining and con- tinually reinforced concrete pavement (CRCP) with a 10 mm stone mastic (SMA10) surface used in areas where low noise pavement was required. When this section of road opened to traffic in 2016, nearby residents requested additional noise mitigation treatments. While no further treatment was required under the project conditions of approval, Roads and Maritime Services agreed to conduct a trial of pavement treatment options for the PCP to reduce tire/pavement interface noise. Grinding and subsequent grooving of the concrete pavement was identified as a viable trial treatment and Seovic Civil Engineering Pty Ltd, a member of the International Grooving & Grinding Association (IGGA), was selected as the preferred contractor. Seovic proposed a specific grinding technique known as the Next Generation Concrete Surface (NGCS), which was developed in the United States by IGGA and theAmerican Concrete Pavement Association at Purdue University in Indiana. Roads and Maritime elected to perform the trial under full- scale operational road conditions and worked with IGGA to determine the best test scope and procedures. Trial project scope Three types of grinding were performed on three different test sections, with a fourth section of stone mastic asphalt used as a control: 1. Section 1: A three-pass operation consisted of conventional diamond grinding (CDG) followed by a flush grind with 3.2-mm-wide blades spaced at 0.9 mm. Grooves were then installed at 16.0 mm (5/8 inch) spacing using 3.2 mm wide blades to a depth of 3 to 5 mm. 2. Section 2: CDG was performed followed by grooving using 3 mm (0.100 inch) spacers. 3. Section 3: A two-pass operation was performed with the first pass being a flush grind and the second pass installing grooves at 14 mm (9/16 inch) spacing using 3.2 mm wide blades to a depth of 3 to 5 mm 4. Section 4: An existing low noise pavement of SMA10 (stone mastic as- phalt) as a control. The overall area of the trial was 88,000 square meters, with CDG on 30,000 square meters and NGCS on 58,000 square meters. Concrete Pavement treatment trial completed on the Pacific Highway in Australia By Kristin Dispenza

Trial results Noise >Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 32 Page 33 Page 34 Page 35 Page 36 Page 37 Page 38 Page 39 Page 40 Page 41 Page 42 Page 43 Page 44 Page 45 Page 46 Page 47 Page 48

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