Ottawa Macdonald Cartier International Airport

This airport expansion project opened its doors on budget and four months ahead of schedule. The design of this terminal was predicated on the belief that airport terminals can and should act as ambassadors for the cities and communities that they serve. The Ottawa Airport provides travelers with their first and last impression of the Nation's Capital and, in the case of International passengers, their introduction to and their last memory of Canada. In light of this, significant design emphasis was placed on the passenger experience, both in terms of the ability of the language of the building to speak to those things defining Ottawa (its' seasons, setting, as well as its' political and architectural history) and in the use of materials, light and space to provide intuitive orientation and a calming and memorable sense of place.

Size: 65,000 m2 / 700,000 sq. ft.

Cost: Passenger Terminal Building, $190 Million; Total Expansion, $310 Million

Awards:

The Ottawa McDonald Cartier International Airport has ranked #1 in North America for all airports in the Airport Service Quality Program. It is ranked #2 in the world for airports that serve 2-5 million passengers and it was named to the Airports Council International Director General's "Roll of Excellence" for consistently placing in the top three for 5 years in a row!

What we were thinking - Ottawa International Airport

Ottawa Light Rail Transit

Ottawa's light rail transit (LRT) system, the Confederation Line, is a state-of-the-art LRT system and Ottawa's largest transportation infrastructure project since the building of the Rideau Canal. The Confederation Line will be a significant part of OC Transpo's integrated transit network. It will connect to the existing Bus Rapid Transitway at Tunney's Pasture Station in the west and Blair Road in the east, and to the O-Train at Bayview Station. Together with a 2.5km downtown tunnel, this light rail system will move Ottawa faster and in more comfort than ever before.

bbb architects Ottawa are the design architects responsible for the Confederation Line's transit stations.

What we were thinking - Ottawa Light Rail Transit

Ottawa Convention Centre

The new Ottawa Convention Centre is an in situ replacement of the original Congress Centre, located along the Rideau Canal in downtown Ottawa. The project brief required the original facility to be replaced with a strucuture three times its size, while retaining portions of the lower two floor-slabs, the parking adjacent to them and the below grade levels. The challenge was to stitch the 400,000 sq.ft. facility into this context without disturbing the adjacent Westin Hotel and the ongoing operations of the Rideau Centre, Ottawa's largest shopping complex. This task was further complicated by the desire of the client to have a landmark design, while the federal authority having jurisdiction, the National Capital Commission, was adamant that the design not compete with the Nation's Parliamentary Precinct nor detract from the adjacent Rideau Canal, a UNESCO World Heritage site.

Size: 37,000 m2 / 400,000 sq. ft.

Cost: $169 Million

Awards:

Ontario Association of Architects, Award for Architectural Excellence, 2012
Ontario Association of Architects, People's Choice Award, 2012
Canadian Design Build Institute, Canadian Design-Build Award, 2012
City of Ottawa, Urban Design Awards, Award of Merit, 2011

What we were thinking - Ottawa Convention Centre

Chernoff Hall, Queen's University

Chernoff Hall is a research and teaching facility for chemistry located at Queen's University in Kingston, ON. The facility accommodates the faculty's primary teaching laboratories, as well as laboratories and offices for 26 researchers. Administrative, workshop and laboratory support spaces are also provided. Other special spaces such as pulsed laser laboratory, x-ray crystallography facility, NMR cluster and mass spectrometer, for example, are also included.

The faculty recognized the evolving role that chemistry research was having in the advancements of other basic sciences and to further promote and grow their department they needed a building, which would foster and promote a centre of excellence. Those of us on the design team argued successfully that research excellence was equally the result of the formal and informal interaction of the researchers in non-clinical environment (i.e. that discourse was as important as the explorations going on in the laboratories). We pushed for a design that would promote interaction between all the researchers (teaching staff as well) by using interconnected spaces, and vertical circulation routes with lounges, reading and seminar rooms, to ensure that faculty would not be stratified on isolated floors, which had been typical of past research buildings on campus.

Size: 13,500 m2 / 145,000 sq. ft.

Cost: $35.6 Million

Awards:

R&D Magazine's Lab of the Year, 2003, High Honors Award (international design competition)

D'Iorio Hall, University of Ottawa

The programme called for a new building to accommodate over 40 individual laboratories to support a wide range of advanced research in Micro Biology, Animal Physiology, Organic, Inorganic, and Physical Chemistry. The laboratories were to be supported with an animal care facility, solvent and waste chemical storage areas, and chemical and biological stores. Special Chemistry support labs for specialized research equipment such as Nuclear Magnetic Resonance equipment, Masspectrometers and Laser shock tubes were also required. The Biology researchers needed specialized radiation, tissue culture and animal surgical procedure rooms to support their traditional laboratories.

Less specialized but equally important spaces were also delineated in the spatial requirements for the facility. A faculty lecture theatre, graduate reading room and computer lab were required, including administrative offices for 40 faculty members. Offices for the chairman of the department and faculty administrative support staff rounded out the programme.

The new building was required to link three existing science buildings and create one Science and Research Centre for the campus. This arrangement was to rationalize the existing buildings' infrastructure, and to provide increased flexibility for the science faculties accommodated within the existing structures. The design emphasized modularity, flexibility and adaptability, so that the facility can accommodate a variety researchers' needs and space requirements over the lifecycle of the building.

Size: 8,500 m2 / 91,500 sq. ft.

Cost: $23.4 Million

Awards:

Ontario Hydro Award for Energy Efficiency

Institute for Mental Health Research

bbb was involved in the design of the entire Royal Ottawa Hospital health care complex with specific focus on the 100,000 sq. ft. research and administration tower. The research tower component of the programme called for 30,000 sq. ft. research facility to be located on the upper three storeys of a nine storey tower. Intermediate level wet labs are located on the top floor. The wet labs are comprised of four laboratory modules designed to support a wide range of advanced research in Animal Physiology, Organic, Inorganic, and Physical Chemistry. The design emphasized modularity, flexibility and adaptability, so that the facility can accommodate a variety researchers' needs and space requirements over the lifecycle of the building. Solvent and waste chemical storage management, as well as the handling of hazardous materials, are integrated into the hazardous materials management of the overall ROHCG facility.

Size: IMHR Tower, 100,000 sq. ft.; Total Expansion, 400,000 sq. ft.

Cost: IMHR Tower, $30 Million; Total Expansion, $140.0 Million

Royal Ottawa Hospital

bbb was involved in the design of the entire Royal Ottawa Hospital health care complex with specific focus on the 100,000 sq. ft. research and administration tower. In 2003, the Board of The Royal Ottawa Hospital awarded the Healthcare Infrastructure Company of Canada (THICC) the contract to design and build a new mental health hospital to replace the existing facility on their 26-acre site. In addition, the Board accepted the redevelopment strategy for the residual lands as illustrated in the redevelopment study. The old facility was housed in eight buildings, which had been cobbled together over the last 90 years - some of which were identified as having heritage merit.

In addition to being a member of the architectural joint venture responsible for the design of the new Hospital, bbb were charged with developing the master planning approach that would allow the ROH realize two key objectives; the first was the ability to remain operational in their current facilities while the new hospital was built and the second was to ensure that lands surplus to the finished hospital would have a viable and significant ability to generate revenue through development.

Size: 37,200 m2 / 400,000 sq. ft.

Cost: $140 Million

UniCentre, Carleton University

The renovation and additions have added a 15,000 sq.ft., all-season gathering Galleria as a public forum for the student body. The program required 30,000 sq.ft. of additional renovated retail space to supplement and update the campus food services, student bar and Campus book store. Three new classrooms were added to bolster the classroom needs of the University for teaching space. The complex received new brick/decorative metal exterior and major improvements to interior circulation routes.

Size: 4,600 m2 / 50,000 sq. ft.

Cost: $13.5 Million

Executive MBA Program, University of Ottawa

The Executive and International MBA Programs offered by the University of Ottawa are targeted at high-level managers in the corporate community and public service and are co-sponsored by Bell Canada, Canada Post, and Toshiba. The teaching format places emphasis on student case studies and presentations. In addition, the University of Ottawa desired to lease the reception rooms and lecture theatre to the corporate community on non-class days. This placed an additional emphasis on the flexibility of the spaces to accommodate a wider range of events and teaching methodologies than those used by the EMBA programs. The University of Ottawa decided to fit-up space in the World Exchange Plaza to accommodate the program.

One of the primary objectives for the lecture theatre was the inclusion of the full range of communication technologies: from blackboard, slide, film and overhead projection to video projection and teleconferencing capability. While coordination of all the technical requirements of these items was important, the design emphasized their seamless incorporation into the space in an effort to allow the participants to concentrate on the message and not the technology. Wherever possible, components were built into millwork, concealed when out of use and controlled from the lecturer's podium. Lighting controls, with a number of one touch programmable lighting scenarios, were placed at the podium.

Size: 930 m2 / 10,000 sq. ft.

Cost: $750,000 (fit-up cost)

La Cité collégiale Campus

La Cité collégiale is the first French-language community college of applied arts and technology in Ontario. This project relocated and consolidated the college onto one site in its own dedicated facility. The college complex consists of eight linked buildings to serve approximately 70 programs. Three of the buildings primarily house classrooms, laboratories and staff offices. The other blocks contain a gymnasium and sports facility, multimedia resource centre, administrative offices, library and day-care facilities. Approximately 20% of the project is administrative office fit-up. The plan for La Cité collégiale is focused around a large central plaza with spaces to accommodate graduation ceremonies and student gatherings, and more intimate spaces for similar events. The buildings were given individual identity but are clearly linked to one another for an overall sense of an academic community.

Size: 41,800 m2 / 450,000 sq. ft.

Cost: $65 Million

911 Institute, La Cité collégiale

The 911 Institute is the latest addition to La Cité Collégiale, which is the first French-language community college of applied arts and technology in Ontario. This project consolidates the various programs relating to emergency services offered by the college, which include police services, firefighting, security, paramedics, forensics, etc. The building supports new labs, physical training rooms, testing facilities, mock-up scenario spaces, a courtroom, a war room, offices and various specific and generic classrooms. The choice of location for the new building was to position it at the main entrance of the campus when arriving from Ottawa's Aviation Parkway. This significant location has meant that the building will also serve as the new 'Face' to the campus and be the primary indicator when guests first arrive. This key placement has resulted in La Cité relocating their registration office to the ground floor of the new building and have taken over the ground floor of building 'A' with the administration component of the registrar's office.

Size: 9,260 m2 / 99,700 sq. ft.

Cost: $22.9 Million

T&T Superstore, Hunt Club Place, Ottawa

Hunt Club Place (HCP) is illustrative of bbb's belief that architectural design and national retail brands can co-exist. This particular property was deemed to be an important gateway site into the city of Ottawa and so it attracted the attention of both the federal agency responsible for design, as well as the municipality's design review panel. Given the precedents for recent retail developments in the area were often mired in poorly interpreted historic references, bbb felt that a contemporary architectural vocabulary along with a supportive landscape design could produce a fresh, legible and sophisticated solution the authorities could embrace.

In this instance, design for the anchor store was used to set the language for the entire power centre. The anchor tenant was the T&T Supermarket, a fresh produce and grocery store from British Columbia, which catered to an Asian clientele. T&T asked us for a design that would be their architectural brand and the prototype for all future stores.

Our solution revolved around committing to contemporary materials and modern geometries. We started by using roof overhangs that referenced the powerfully legible turned-up corners of traditional Japanese and Chinese pagodas and garden gates. We clad the front elevation entirely in a contemporary curtain wall, but flanked the doors with two large translucent and backlit monoliths, a literal allusion to Japanese lanterns. The walls actually act as air-locks and cart storage for the store. They are fabricated with a green translucent resin and the green was chosen as it represents good luck and prosperity in traditional Chinese beliefs.

Size: 5,100 m2 / 55,000 sq. ft.

Cost: $8.2 Million

Retail Concourse at the Ottawa International Airport

The design of airport retail is always a balance between store identity and the continuity of passenger travel experience. At the new Ottawa International Airport terminal, the client agreed to allow the design team to establish and enforce a comprehensive "tenant design criteria manual", which explained and delineated storefront language, signage approach and the available palette of materials. As designers, we strove to provide as much flexibility and adaptability for the retailers within parameters that would ensure the continuity the terminal's architecture and without confusing or competing with passenger orientation and wayfinding.

Eastview Plaza Mixed-Use Redevelopment

Eastview Plaza is a tired, 1950's retail development that sits on a four-acre site at the entrance to the community of Vanier in the city of Ottawa. The site is a key component of the City of Ottawa's new Secondary Plan for this community. bbb approached the re-design of the site to compliment and reinforce the city's vision for the community, as well as to ensure the property could be developed to its highest and best use. The end product will be a million square foot plus mixed-use development anchored by 200,000 square feet of street-oriented restaurants and retail.

Size: >1,000,000 sq.ft. Mixed-Use, 200,000 sq.ft. of retail

Lansdowne Park Retail Development

One key component of the Master Plan for the Lansdowne Park Revitalization Project is the creation of a new retail village. Defining the Bank Street frontage, the large retail blocks follow the street-front retail format of the Glebe and frame a gateway into the development. Turning deeper into the site, the new internal street offers tree-lined sidewalks and on-street parking directly in front of the ground level retail with residential units above. Closer to the stadium, the central event space is surrounded by smaller, one storey retail blocks connected by a series of pedestrian scaled courtyards. Restaurants, cafes and boutique sporting stores support the new stadium program and create a memorable retail village environment in contrast to the stronger perimeter stores.

Size: 27, 900 m2 / 300,000 sq. ft.

World Exchange Plaza Retail Levels

The World Exchange Plaza contains an office tower, underground parking garage, a large urban plaza, as well as a three-storey retail podium.

Rideau Centre Renovation and Expansion

The Rideau Centre Renovation project involves the renovation of the historic Ogilvy Building as well as an infill addition and renovation to the existing Rideau Centre Shopping Mall.

Nortel VIP Centre

The impetus behind the refit of Northern Telecom's corporate lobby was to better communicate their image, products, and services to visitors and potential clients; to house a state-of-the-art teleconferencing facility; and to provide an executive suite of offices and meeting rooms for visiting delegations.

Design emphasis was placed on the hosting function of these spaces and to give visitor services visual priority. Circulation, waiting, and security areas were reorganized to put the waiting lounge up front. The focus of this space is a programmable video display wall depicting current developments at Northern Telecom, thereby introducing visitors to the corporation. Adjacent to the lounge is the VIP executive suite with conference rooms, offices and private washroom facilities. These rooms serve as private interview offices and sales representative meeting rooms when not in use by visitors.

Size: 1,860 m2 / 20,000 sq. ft.

Cost: $1.5 Million

Ottawa Convention Centre Interiors

The dark stained, wood slat wall, encasing the elevator core, is crafted with ¾" x 3" horizontal slats that were milled from logs reclaimed from the Ottawa River (by LogsEnd). This wood slat wall speaks to Ottawa's long history in the lumber industry.

The use of natural light is a primary tool for wayfinding. People gravitate to natural light, recognizing its warmth and therapeutic nature. In addition, natural light changes throughout the day and seasons. This change in light provided opportunities to create neutrality in a space as well as great drama.

At the OCC, the transition from day to night is poignantly dramatic. The building transforms from a voluptuous form by day, to a series of interior stages and backdrops that bustle with animation at night. At twilight, the glass exterior seems to disappear, exposing the inner life of the facility.

The OCC contains low-VOC materials and Greenguard certified furniture. In addition, the wood slat detailing crafted from reclaimed logs, which were also used to create the 4 storey wood slat wall, is found throughout the administrative offices.

Size: 37,000 m2 / 400,000 sq. ft.

Cost: $169 Million

Canadian Medical Association Interiors

New strategies for workspace and office environment were discussed, modelled and adopted by the organization. Glass enclosed open office suites, vibrant amenity hubs, an animated trading floor, and creatively framed executive workstations resulted in not a single hardwalled office being used, including the President and VP workspaces. The design process did however create several intimate solutions to address privacy and humane conditions of an open office structure. The amenity hubs became far more successful than expected. The privacy rooms created to offset the openness of the workstations became popular for small in-office meetings, taking load off larger boardroom bookings and the cafeteria, wrapping the new reflecting pond and gardens, became the best reason to leave your desk for lunch.

Size: 10,405 m2 / 112,000 sq. ft.

Cost: $ 20.9 Million

Awards:

Ontario Association of Architects, Award of Excellence 2003

Canadian Medical Association Headquarters

The Canadian Medical Association purchased vacant lands on Ottawa's Alta Vista Drive to expand their existing national headquarters. The new campus also houses the CMA's largest subsidiary, MD Management. bbb architects was retained after a six-team invited provincial design competition. A long two-storey "bar building" offers large, open 30,000 sq.ft. floor plates, suitable for MD Management's trade centre and IT departments. A slim 6-storey, 13,000 sq.ft. office tower rises out of the bar building to accommodate the financial/administrative offices. The tower is a bright and progressive statement about the future of the Association. Open glazed corners and delicate aluminum eyebrow fins at each floor line create a fresh image for the CMA.

Conceptually, the low bar building has a more earthy, pedestrian scale, which is consistent with the language of the existing facility across the road. It is carved into a thick wood lot to create a strong building-in-the-landscape setting, complete with a lily pond and private courtyard.

Size: 10,405 m2 / 112,000 sq. ft.

Cost: $20.9 Million

National Capital Commission Headquarters - The Chambers

Restoration was carefully completed on three century-old FHBRO-designated heritage buildings, bordering the Ceremonial Route in downtown Ottawa. The interiors, as well as the exteriors, were renovated to their original design. Additional upgrades were also incorporated to meet current building codes and to add modern electrical, mechanical and technological systems.

A new 16-storey office tower was also constructed on a vacant lot behind the heritage buildings. This project included the interior design of all major public spaces, lobbies and elevator cabs. Below the office tower, a three-level underground parking garage was created to accommodate 141 vehicles. The office tower and garage are linked and integrated with the three heritage-structures.

Size: 23,000 m2 / 250,000 sq. ft.

Cost: Infill Tower - $76.4 Million; Scottish Chambers Building - $5.6 Million; Central Chambers Building - $9.8 Million; Bell Block - 2.7 Million (value in 2011)

Medical Council of Canada Headquarters

The Medical Council of Canada (MCC) conducted a design competition that resulted in retaining bbb architects Ottawa as prime consultant for the design and consultant coordination of their new head offices. The site is triangular and undeveloped, located on a small dead-end street, bound by train tracks to the south and sports fields to the north. The primary view of the building on approach intuitively orients visitors towards the entry/drop-off. An enclosed "alchemist's garden" has been created off the lobby entry as a subtle narrative of traditional medicinal sources.

The four-storey, concrete structured building consists of three upper floors of office programmed space and a tall ground floor of entry lobby, meeting rooms and common amenities. The building envelope is intended to be primarily glass curtain wall on standard 1.5m (5') centres with solid end walls of a cementitious panel. The north side upper façade is mostly solid with slot windows.

Size: 7,000 m2 / 75,000 sq. ft.

Cost: $15 Million (estimate)

World Exchange Plaza

The World Exchange Plaza is a mixed-use development that is located in Downtown Ottawa. It is comprised of an underground parking garage for 1,100 vehicles, a 350,000 sq. ft. corporate office tower, a three-level retail podium, as well as a large urban plaza.

Size: 32,500m2 / 350,000 sq. ft.

Cost: $84 Million

Andyne Headquarters, Kingston

Andyne was a software development company headquartered in Kingston, ON. Their success in international sales and the accompanying expansion of their company created the requirement for a new facility. This new HQ facility is a four-storey reinforced concrete precast, curtain-wall clad office building. The program includes specialized meeting areas, production labs, shipping facilities, modular office layout, staff cafeteria, and executive offices. In addition, the site design includes extensive landscaping, complete with reflecting pool and gardens, to underline the headquarters status of the building. The headquarter building has been designed as part of a master plan and has the capacity to expand the facility into a four building complex.

Size: 4,800 m2 / 52,000 sq.ft.

Cost: : $5.2 Million

Awards:

City of Kingston's Livable City Design Award

Rideau Carleton Raceway Redevelopment

The central question seemed to be whether a casino could take on the role of a central civic building and still keep its theatrical and festive attributes? The answer in our opinion was “yes”. We felt there was no reason that Ottawa’s new casino, with a number of supporting uses, could not represent the City of Ottawa’s core values of reasoned growth, sustainability and the development of safe and accessible environments. It should be a civic destination in the form of a vibrant urban cultural centre, changing the way the world sees our city, and changing the way we see casinos and their place in our community.

The Vision @ the Start / Destination Urban Cultural Centre
Conceptually, the planning team felt the first phase needed to be about place making and the creation of a legible address. The key ideas revolved around the creation of several organizing elements capable of providing a framework for growth and a focal point for the composition.

The rural Ontario gardens and the water element provide a dramatic foreground to a Hotel Conference Centre and a promenade, edged by the casino restaurants and terminated by a theatre and amphitheatre. The main street cuts across the water and extends into the site as the spine of an outlet retail village, with restaurants and V.I.P. Cinemas. Together these two elements define and engage two autonomous, but complimentary programs: a retail outlet village and a destination entertainment centre.

Lansdowne Park Revitalization

The Big Question
What should be done with Lansdowne Park was the "Big Question". Many, many voices offered opinions about the future of the Park. Over the last 15 years, any notional idea or plan for Lansdowne became a lightning rod for comment and often criticism. Everyone had an opinion and everyone offered up an answer: "Lansdowne should be turned into botanical gardens", "It should be converted for soccer", and "It's the logical home for a farmers market". In the end, every comment was healthy for our city, and showed us three things. One, as a community we care and are engaged. Two, that there are many stakeholders and they all have well reasoned ideas about what could shape the new park design. Finally, these ideas need to be included or addressed if any overall design solution is going to be embraced in the court of public opinion.

One Over Arching Answer
The singular response to the question was that Lansdowne Park needed to be returned to the citizens of Ottawa as a "public realm". In other words, it should be owned by the people of Ottawa, to be used by the people of Ottawa for as many things as its location, size and infrastructure could practically and appropriately accommodate in a manner that speaks to the city's values and character. The primary intent of the master plan was to re-establishing the park's relationships with its context, its history and community. This required identifying appropriate organizing principles, the land patterns, pedestrian desire lines, as well as the urban and architectural language that would allow the park to mesh and engage with the neighbourhoods open spaces and urban edges around it.

Ottawa Macdonald Cartier International Airport Master Plan

The master plan for an airport essentially has the same complexity and number of technical and conceptual components as the design of a terminal building itself. The overall plan had a value of $300 million and included all of the landside and airside programs. With respect to the function and program, setting aside the terminal and parking garage, they include car rental agencies, employee parking, limo and taxi holding areas, public transit, terminal arrival and departure plazas. That is for those activities located pre-security or "landside". On airside (post-security), it included lands for phased expansion, head-of-stand roads, de-icing aprons, jet blast fences, emergency and maintenance vehicle storage and routes, etc.

With respect to the "passenger experience", as with the terminal itself, orientation is everything. The predominant organizational device for the master plan was the presentation of all of the above noted elements in a sequence, which is self explanatory and staged to provide travelers with enough time to understand where they are, where they need to go and how to do so.

The Ottawa International Airport is on one of Ottawa's many parkways, the Airport Parkway, which is overseen by the National Capital Commission. In light of this, special effort was placed on the sequence and transitioning from the rural and naturalized landscapes of the parkway, through an airport portal and into a more manicured and urbanized landscape that leads up to the final, more urban and hard surfaced arrival and departure plazas at the terminal.

Carleton University Master Plan

Carleton University, sited on pastoral lands at the narrows between the Rideau Canal and the Rideau River, had existed without a full campus Master Plan since its inception in the late 1950's. The University, seeking to ensure its future is well considered, commissioned BBB for this master planning study through a limited competition.

The intention was to create a document that would act as a flexible planning tool for Carleton to critically judge any changes in growth or use over the next 20 years, and to respond thoughtfully to the changes that the academic environment will face. The document addresses the issues of instilling Carleton with a sense of place, a distinct campus image and enhancing the campus' existing positive features, such as its natural setting. A system to ensure the implementation of the plan, one of the difficulties of previous plans, was part of the proposal.

A unique aspect of the Master Plan is the inclusion of an Economic Development Review designed to provide Carleton with alternative revenue streams from their real assets. Potential revenue gains from non-traditional campus programmes were studied, as well as precedents set by other universities in Canada and abroad in this respect. The available lands on the campus were studied for potential development opportunities in corporate, research and residential streams. Each model was compared to a typical financial proforma to determine the possible revenue gains for the University. These studies followed an earlier Capital Funding Development Strategies report where BBB reviewed the options of private sector involvement in funding their planned recreation centre.

The planning process was scheduled into four phases. The first phase was for data collection and analysis and the second for development of alternative proposal. The third phase was for the development of a preferred strategy, which led to the fourth phase, presentation of the final document that was approved for implementation by Carleton's Board of Governors. All authorities, such as the Rideau River Conservation Authority, the Carleton University Master Plan Steering Committee, the National Capital Commission (regulators of the Rideau Canal), and the neighbouring Sunnyside Community Group, were actively involved with the planning process.

Royal Ottawa Hospital Master Plan

In addition to being a member of the architectural joint venture responsible for the design of the new Hospital, BBB were charged with developing the master planning approach that would allow the Royal Ottawa Hospital (ROH) realize two key objectives. The first was the ability to remain operational in their current facilities while the new hospital was built and the second was to ensure that lands surplus to the finished new hospital would have a viable and significant ability to generate revenue through development.

Working with Oxford Properties and Borealis Venture Capital, BBB produced a series of studies that allowed the design team to reconfigure and concentrate the hospital program into a planning option, which was both conceptually compatible with current mental healthcare design and was also situated in a manner that provided the best residual land parcels.

The second phase of the planning study involved establishing the capacity of the residual lands, physically and politically, to accept new development. The final aspect of the analysis was to validate the uses identified for the residual lands through market research and to test the parcels from a planning perspective to determine the kinds and amounts of development each use could generate. A key component of this phase was the development of conceptual proformas, which identified the quantum creation costs of the various development options and of the prospective revenues and land values each generated based on a prudent expectation of what could the market could absorb over a seven year horizon.