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Statement of Qualifications
Contents
Firm History
Proposed Team
13
Selected Projects
19
References
28
La Petite Maison
Firm History
Firm History
Patkau Architects
In addition to practice, the firm is also active in architectural education. John and Patricia have taught, lectured
and been guest critics at numerous universities in Canada, the United States and Europe. Patricia is a Professor of Architecture at the University of British Columbia. In 1995, Patricia and John were jointly Eliot Noyes
Professors of Architecture at the Graduate School of
Design, Harvard University. John is currently teaching
at Yale University.
Recognition
Patkau Architects has been recognized widely for
design excellence. Significant national and international
awards have been received for a great variety of building types, including twelve Governor Generals Awards
(Canadas highest honor), four Progressive Architecture Awards, seventeen Canadian Architect Awards of
Excellence, an RAIC Innovation in Architecture Award
of Excellence, and three AIA Honor Awards including a
joint AIA/ALA Honor Award for la Grande Bibliothque
du Qubec. John Patkau and Patricia Patkau have been
recognized as Fellows of the Royal Architectural Institute of Canada, Honorary Fellows of both the American
Institute of Architects and the Royal Institute of British
Architects and Members of the Order of Canada.
The office has also won a number of international
design competitions, including the Nursing and Biomedical Sciences Facility for the University of Texas
Houston Health Science Center, a master plan and two
College Houses for Hamilton Village at the University
of Pennsylvania, la Grande Bibliothque du Qubec, a
new central library for the province of Qubec, and the
Winnipeg Centennial Library in Manitoba.
The work of the office has been published and exhibited widely. Over 200 articles in books and professional
journals and three books dedicated exclusively to the
firms work have been published. The work has also
been shown in numerous exhibitions, including 20 solo
exhibitions in Canada, the United States, and Europe.
In 1996, Patkau Architects was selected to represent
Canada at the Venice Biennale.
2007
Honor Award
American Institute of Architects
American Library Association
Grande Bibliothque du Qubec
Lieutenant-Governor of BC Medal
Winnipeg Centenial Library
Canadian Architect award of
Excellence
Peterson / Munck House
Seattle AIA Commendation
Centre for Music Art and Design
2006
Lieutenant Governors Medal for
Architecture
Grande Bibliothque du Qubec
Lieutenant Governors Certicate
of Merit
Gleneagles Community Center
Prairie Design Award
Winnipeg Centenial Library
Award of Excellence
Consulting Engineers of Manitoba
Winnipeg Centenial Library
Keystone Award
Consulting Engineers of Manitoba
Winnipeg Centenial Library
2005
Canadian Architect Award of
Excellence
Little House
Canadian Architect Award of
Excellence
Centre for Music Art and Design
Honor Award
American Institute of Architects
Agosta House
Honor Award
American Institute of Architects
Shaw House
2004
Canadian Architect Award of
Excellence
New College House
University of Pennsylvania
Canadian Architect Award of
Excellence
Winnipeg Centennial Library
Governor Generals Medal for
Architecture
Shaw House
Governor Generals Medal for
Architecture
Agosta House
BC Vision Award
Gleneagles Community Centre
Firm History
Recollective
Design
Approach,
Site/Program
The Bullitt
Foundation
LivingAnalysis,
Building
Design
Process
Statement
of Qualifications
Design Approach
To Affect and Be Affected By
Investigations into the Particular
The work of Patkau Architects is characterized by an
interest in the particular. Each architectural opportunity
presents a myriad of unique constraints and opportunities; in the form of site characteristics, climatic conditions, programmatic ambitions, budget realities, owner
convictions etc. Design directions emerge from an
attempt to respond and synthesize these into a poetic
whole, in contrast to the practice of imposing a philosophy or formal vocabulary on a situation. This principle makes it possible to respond in a sensitive way to
each situation. Numerous concepts emerge during the
design process. Some of the more impelling qualities
of this project are discussed below.
Problem Solving/ Creative Thinking
The Bullitt Foundation has identied a broad spectrum
of objectives which include ambitions of sustainabilty,
functionality and cost effectiveness. The desire for
design excellence, human delight and the celebration of culture, spirit and place is also identied; the
reasons why we desire sustenance. The magnitude of
the challenge to achieve objectives such as net zero
energy and water can at times create a problem solving
mindset within the team, in which the ultimate objective to create beautiful and enriching places to live
and work is lost. Our approach will be a creative one,
which will ensure that the problem solving activities are
guided and informed by the desire to reach beyond the
pragmatics which dene the project. One example of
how this might be achieved is the concept of binding.
Binding
Design itself is a synergistic act, binding the realizations of the project problem through form. The ability
to bind through form is what allows any project to
move beyond problem solving into the realm of an experienced and compelling reality. As the artist Lynda
Barry suggests, theres something about working with
form that can unclench something that we have no
other way of getting at.
Solutions which address many issues and opportunities simultaneously also produce integrated, productive
density in a design - along with the attendant feeling
that nothing is being wasted, that everything is doing
as much as it can or needs to. This recognition in turn
produces a kind of embedded spirit in the work. Synergies often help to create this sense of a dense, layered
experience of place, a kind of beauty in itself.
Resilience
If the true measure of this projects success will be
determined during its operation and inhabitation over
time, it is important that sufcient resilience be built
into the design at different scales. The project needs
to be able to be tuned, if required, when the performance of the building is measured after occupancy.
Sunpath June 21
If the aspiration for a net zero energy project is considered in relationship to the functional program and
the desire to create and market desirable places to live
and work, the following issues and synergies begin to
emerge. First, the implied location of the glazing noted
above suggests that the building would be turning its
back on the city, on East Madison Street. This might
be particularly problematic for the retail occupancies.
Second, the implied location of the glazing also suggests that it would be difcult to provide view glass on
the west faade to help capture the desired and potentially marketable views to downtown Seattle. However
these two issues may act as a catalyst to inform an
interesting and effective design response.
Temperate/ Seasonal Climate
The performance of glass depends very much on the
environmental conditions within which it exists. The
Sunpath March 21
Pattern of Occupancy
From the point of view of creating desirable and marketable places to live and work, it may be important
to have display glass on Madison Street, facing northwest, and more view glass in the residential units than
is ideal from an energy conservation standpoint. It is
interesting to note that the likely pattern of occupancy
associated with retail, commercial and residential occupancies may help address this issue. For example,
many residences may not be occupied very much during weekdays and connection to the outside is most
useful during daylight hours. In contrast commercial
occupancies tend not to be occupied during the evenings.
Sunpath December 21
As suggested this site will offer many benets, however some challenges exist. For example, given the
desire to achieve a net zero energy project it will likley be essential that all solar energy which is available
on the site during the heating season be captured and
transformed into usable energy. It is also critical that
solar energy be excluded from the building interior during the cooling season, but captured and turned into
some form of useable energy, such as domestic hot
water and electricity. Detailed quantitative analysis is
required, however these principle objectives imply that
glazing for the project may need to be located principally on the east and southern facades, as this is when
and where solar gain is desired for most of the year. It
also implies that south facing glazing would need to be
shaded in a manner which does not prevent solar gain
during the heating season, while capturing the energy
in some form. Similarly, west facing glass would need
to be protected much of the year with a vertical sunshade which prevents late afternoon and evening sun
from over heating the building late in the day.
Design Process
Heat Transfer/ Pattern of Occupancy
It may also be possible to benet from the fact that
the dened. It may also be possible to benet from
the fact that the patterns of occupancy associated with
the three different programmed occupancies will likely
be different and somewhat reversed. For example, the
residences will likely be occupied when the commercial and retail are not. This might allow the excess energy which is created in the commercial occupancies
to be transferred and stored until it can be used by the
residences.
Roof Garden/ Human Delight
The site analysis also suggests the delightful opportunity for a roof garden which could provide the building
community with a place to gather and enjoy views of
the city and landscape. These gardens are most successful when the space on the roof is dened or semi
enclosed, to create a place. This might suggest that a
photovoltaic arbour be developed to provide solar protection, generate electricity, or hot water while collecting rain water for building usage. The storage of rainwater might be achieved in a reecting pond to help add
experiential richness, such as was developed for the
Nursing and Biomedical Science building at the University of Texas, Houston.
Community Synergies/ Scaling
It is desirable in the rst instance to achieve the net
zero energy and net zero water objectives without affecting surrounding properties, such that they are not
compromised in terms of also achieving these objectives. However, in some instances it may be mutually
benecial to develop partnership strategies with the
neighbours for systems which are more efcient and
affordable at a scale which is larger than a single building. Scaling could be a key tool in addressing issues
of sustainability in this project. One example to explore
would be a neighborhood energy utility that maximizes
the synergistic potential of sharing heat and/or electricity production, distribution, use and recovery. Among
other things, this might include sharing roof top space
for solar collectors or space underground for developing geo-exchange heating and cooling. Other synergies
at multiple scales will be pursued. Some have already
been identied by the Bullitt Foundation.
This project is a special opportunity with unique constraints, opportunities and team members. Given this
and the complex nature of the project, it is recommended that ultimately the design process needs to
be informed by the team as a whole; to this end the following process structure and principles are suggested.
This structure and the associated principles are based
on both the positive and negative experiences we have
accumulated in attempting to address similar objectives
on past projects, all of which have been educational.
In general we propose a collaborative, integrated design
process which is iterative and exible, with informed
leadership, and dened by a creative rather than problem solving mindset. Many of the principles outlined
in The Integrated Design Process produced by the
BC Green Building Roundtable have been incorporated
into the suggested process; however these have been
augmented to help ensure that all of the Bullitt Foundations objectives are achieved.
The Integrated Design Process (IDP) is a method for
realizing high performance buildings that contribute to
sustainable communities. It is a collaborative process
that focuses on the design, construction, operation and
occupancy of a building over its complete life-cycle. The
IDP is designed to allow the client and the other stakeholders to develop and realize clearly dened and challenging functional, environmental and economic goals
and objectives (Larsson, 2002)
By denition this process focuses on realizing high performance buildings that contribute to sustainable communities. While it is understood that this is only one
dening objective of the Bullitt Foundation, the Foundation has also identied the desire to reach beyond the
creation of a sustainable environment, to create places
which offer Design Excellence, Human Delight and the
Celebration of Culture, Spirit and Place, the reasons
why we desire sustenance.
As such, the IDP has been augmented to ensure that
the creative process of developing beautiful and enriching places to live and work is not overwhelmed by a
problem solving state of mind.
Phase One
Informed Leadership/ Establish Management Team
Conrm Process Structure/ Green Process
Informed Leadership:
It is important that the correct balance between leadership and collaboration be established. The assemblage
of talented team members with admirable objectives is
not in itself enough. They must also be empowered to
participate in an effective manner. This requires leadership and management.
Establish Management Team:
Due to the broadly based objectives of the Bullitt Foundation, it is recommended that a Management Team
be assembled which consists of Point 32, Patkau Architects/ Recollective and an unnamed local Associate Architect to ensure that all project objectives are
achieved; Design Excellence/ Human Delight, Environmental/ Sustainable, Functional, Cost Effective/ Marketable.
Conrm Process Structure/ Green Process:
The rst task of the Management Team will be to inform the design of the proposed process. Part of this
responsibility will be to design a Green Process which
minimizes the environmental impact of the process
itself. For example, we have utilized vehicles such as
teleconferencing, video conferencing and Go To Meetings to help avoid the costs of travel when appropriate.
Also, it will be desirable to orchestrate a process which
minimizes the associated printing of paper etc.
Phase Two
Clarify/ Document Project Objectives
see Project Objective Diagram on Page 12
The aspirations of the Bullitt Foundation are ambitious
and complex in nature. Addressing these aspirations
will require that a relatively large team be assembled.
Empowering this team to participate effectively requires
in the rst instance that the Project Goals be clearly dened, such that all participants have a collective understanding and can engage in tasks in a meaningful manner. While the description of these goals, provided in
the RFQ, represents a comprehensive introduction, it
is important to clarify and priorize the various objectives
identied, prior to the work itself proceeding. For ex-
ample, at least four different green measurement systems have been identied to describe the objectives of
the project; Living Building Challenge, LEED Platinum,
BREEAM and the Green Building Matrix as part of the
Seattle Priority Green Permitting Program. While these
programs tend to be mutually supportive, it is important to identify where potential conicts and contradictions exist. Also, LEED attaches predetermined values
to various design responses. These values need to be
applied in terms of the ultimate desire to certify the
project Platinum, however the ranking system may
not accurately reect the values of the Bullitt Foundation. If they do not, we propose that a sister set of values be established to properly reect the values of the
Foundation, to help guide the design process. Also, the
Project Objectives need to be documented in a manner which can be translated into denable tasks for the
team members.
Phase Three
Assemblage of Team/ Denition of Roles/ Initiate
Partnerships
Assemblage of Team:
Based on the clearly stated objectives identied above
and in consultation with the Bullitt Foundation and Point
32, the appropriate team will be assembled to address
the needs of the project. See also Project Team Section
of Document.
Ultimately it will be necessary to involve User and
Owner Representatives for the Commercial, Retail and
Residential components of the project.
Denition of Roles and Responsibilities:
It is important to establish Agreements and the associated scopes of work with the team members which are
compatible with the Project Objectives. These Agreements need to dene the Roles and Responsibilities
of the team members in a clear manner, but may also
need to be exible in nature, such that the contracts
do not limit their involvement in desirable and unique
tasks.
Initiate Partnerships:
It is desirable to begin partnering with other organizations, such as the City of Seattle Permitting Program/
Phase Four
Conrm/ Document Project Goals with Input from
Design Team
It is desirable to utilize the collective expertise of the
team which is assembled to inform the Project Objectives established for the project.
Phase Five
Information Gathering/ Search for Synergistic
Relationships
In general Patkau Architects resists pursuing a design
direction for as long as possible, such that a depth of
understanding can be acquired, to help ensure that
the direction pursued is an informed one. It is proposed that a combination of subgroup and full team
meetings will be utilized to collectively establish a list
of the investigations and information which needs to
be gathered to achieve the identied objectives. It is
understood that some of this information may already
have been gathered. For example the site feasibility
work which has been performed will be examined to
determine what additional information is required. The
following types of analysis, investigations and research
will be performed during this phase.
Environment/ Sustainability
Living Building Challenge
Site Module:
Habitat Exchange Identication
Energy Module:
Neighborhood Organizations/ Utility Companies/ Manufacturers/ Funding Organizations/ etc. as soon as possible in the process. This may be critical in terms of
achieving certain objectives which may be costly, such
as photovoltaic panels, or not permitted by the authorities.
Phase Six
Schematic Design
Through the process of gathering information, design
directions emerge. Patkau Architects will utilize a
combination of isolated study, subgroup and full team
meetings to identify and develop potential design directions. It is during this phase that the project begins
to be transformed into tangible form. It may be that
one strong, clear direction emerges at this time or
that multiple directions appear. Each of these design
directions will need to be developed and tested in an
iterative manner in terms of their ability to address the
previously established goals, including Environment/
Sustainability Goals, Programmatic Objectives, Cost/
Life Cycle Costs/ Marketability Objectives, as well as
the ultimate goal to create a place which offers Design
Excellence/ Human Delight and the Celebration of Culture Spirit and Place. Normally it is not possible to fully
evaluate a direction in a holistic and therefore meaningful manner until a relatively complete Schematic Design is generated.
If none of the proposed Schematic Designs achieve the
project objectives, then either the project objectives
will need to be modied or other approaches generated and tested in an iterative manner.
It is suggested that the project budget be established
at the end of this phase.
Phase Seven
Design Development
Most often one Schematic Design emerges from the
Schematic Design process as being superior. During
this phase the Schematic Design is developed to address outstanding issues and rene the approach, such
that the Developed Design can be tested in terms of
its ability to address the previously established goals;
including Environment/ Sustainability Goals, Programmatic Objectives, Cost/ Life Cycle Costs/ Marketability
Objectives as well as the ultimate goal to create a place
which offers Design Excellence/ Human Delight and
the Celebration of Culture Spirit and Place.
It is suggested that the project budget be conrmed at
the end of this phase.
Phase Eight
Method of Project Delivery
Different Methods of Project Delivery are appropriate
for different projects and different reasons. Given the
ambitious and complex nature of this project it will
be desirable to design a method of delivery which is
compatible with the project objectives. For example, a
Stipulated Sum Process may result in the best price for
a project, but it may not provide the necessary exibility. A Cost Plus process may help accomplish the best
quality, however it would likely result in the most costly
product as well.
It is desirable that this method be chosen during this
phase as it can have an impact on the way in which the
Construction Documents are produced.
10
Phase Nine
Construction Documents/ Bidding
During these phases the challenge will be to ensure
that the detailed execution of the documents does not
compromise the ability of the design to achieve the
project objectives, but rather brings rigour to earlier decisions. For example, it is often during the bidding of a
project that many sustainable qualities are lost, due to
cost, durability or other logistical issues.
At the end of this phase the CDs will need to be tested
in terms of their ability to address the previously established objectives; including Environment/ Sustainability Goals, Programmatic Objectives, Cost/ Life Cycle
Costs/ Marketability Objectives as well as the ultimate
goal to create a place which offers Design Excellence/
Human Delight and the Celebration of Culture Spirit
and Place.
It is suggested that the project budget be conrmed at
the end of this phase.
Phase Ten
Construction Phase
Similar to the previous phases, this phase is concerned
with protecting the aspirations of the project and requires that the design process continue to ensure that
the desired project is realized.
This phase is also by denition an opportunity to expand
the team and build partnerships with the Contractors,
Subcontractors and Manufacturers assembled to deliver the project. In particular these groups will need to
be organized to participate in the relevant parts of the
Living Building Challenge, LEED Platinum and Green
Building Matrix to help ensure that the project is constructed in a non-wasteful, and sustainable manner.
Phase Eleven
Commissioning/ Operation
During this phase the knowledge developed by the design team regarding building performance, operation,
and maintenance is transferred to a new group of
building stewards which include the Owner, Occupants,
Maintenance and Operations groups. This is particularly
important for a project intending to achieve zero energy
and zero water usage, as most building systems are
only effective if operated as intended.
It is suggested that Credits EA3 Additional Commissioning and EA5 Measurement and Verication be
adopted to help achieve a LEED Platinum certication.
Phase Twelve
Post Occupancy
Given that the ultimate measure of the projects performance will be determined after it is completed, it
is important that the design be robust in nature, such
that if initial measurements suggest that the objectives
have not been achieved, adjustments can be made with
relative ease to address this. If early design decisions
require perfect execution in order to perform successfully, it is likely that the project objectives will not be
achieved. In the construction industry this is referred to
as design and or construction tolerance.
It is also important that the project budget adequately
be apportioned to address these atypical post occupancy ambitions via the establishment of an appropriate
contingency.
11
Design Excellence - Human Delight and the Celebration of Culture Spirit and Place
Environment/Sustainability
Living Building Challenge
Summary of Prerequisites
Petal
1. Site
2. Site
3. Site
4. Energy
5. Materials
6. Materials
7. Materials
8. Materials
9. Materials
10. Water
11. Water
12. Indoor Quality
13. Indoor Quality
14. Indoor Quality
15. Beauty & Inspiration
16. Beauty & Inspiration
Prerequisite
Responsible Site Selection
Limits to Growth
Habitat Exchange
Net Zero Energy
Material Red List
Construction Carbon Footprint
Responsible Industry
Appropriate Materials/Services Radius
Leadership in Construction Waste
Net Zero Water
Sustainable Water Discharge
A Civilized Environment
Healthy Air: Source Control
Healthy Air: Ventilation
Beauty and Spirit
Inspiration and Education
Functional Program
Cost/Marketing
Capital Cost
Life Cycle Costing
Marketing
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1
1
1
1
1
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15 Points
Required
Required
1
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5 Points
1
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69 Points
52-69 points
39-51 points
33-38 points
26-32 points
12
Proposed
Team
The Bullitt Foundation Living
Building
Statement of Qualifications
Project Team
Specialty Consultants
These needs may change over
time, however initially it is expected that the following specialty consultants will be required.
Sustainability Consultant
Recollective: Buildings, Community, Ecology
Brenda Martens
In this capacity Brenda will work with Patkau Architects
to lead and manage the process as it relates to the Bullitt Foundations sustainability objectives, through all
phases of the project. Brenda is experienced with both
the LEED Certication and Living Building Challenge
processes.
Recollective: Building Simulation Consultant
Jack Cui
Jack will work closely with Brenda and perform all the
required building simulations.
Associate Architect
Principal in Charge of Management/
Project Architect
This individual and the associated rm has yet to be
named. It is our intention to work with an architect
located in Seattle. As suggested by Point 32, this Associate will be selected during the next phase of the
selection process, in consultation with Point 32 and the
Bullitt Foundation.
The Associate Architect will work closely with Patkau
Architects during all phases of the project. In general
Patkau Architects will lead during the Design phases
of the project, with management support from the Associate Architect. The Associate Architect and Patkau
Architects will share the lead during the Construction
Documents phase. The Associate Architect will lead
with design support from Patkau Architects during the
Construction, Commissioning and Post Occupancy
phases of the project.
Management Team
It is suggested that a Management Team be assembled
to manage the process as a whole. This team would
consist of Point 32, Patkau Architects, Recollective and
the Associate Architect. This team in consultation with
the Bullitt Foundation would select the remaining Specialty Consultants.
In general the management team will work together
to organize the activities of the team using a process
which is characterized by collaboration, integration,
iteration and exibility with informed leadership. See
also Design Process Section of Document.
13
Structural Engineer
Mechanical Engineer
Electrical Engineer
Lighting/ Daylighting
Photovoltaics
Landscape Architect/ Ecologist
Civil Engineer
Geotechnical Engineer
Water Management
Acoustical Engineer
Materials Consultant
Capital Cost/ Life Cycle Costing
Construction Contractor Cost/
Constructability
Marketing?
Code/s
John Patkau
Principal
Lectures
Guest lecturer at over 50 institutions including Harvard
University, Yale University, University College Dublin,
Manchester
Master Series, University of California at Los Angeles,
Architecture League of New York, Colegio de Arquitectos de Catalunya, Architectural Association, London,
and Royal Institute of British Architects.
Teaching
Eero Saarinen Visiting Professor, Yale University, 2009
Raymond E. Moritz Distinguished Visiting Professor
Washington University (St. Louis), 1998
Visiting Professor
Eliot Noyes Professor of Architecture
Harvard University Graduate School of Design, 1995
William Lyon Somerville Visiting Lectureship
University of Calgary, 1994
Thesis and studio critic at the University of British
Columbia intermittently from 1985 to the present
Public Service
Member, Vancouver League for Studies in Architecture, 1998 to 2004
Member, Vancouver Urban Design Panel, 1990-1992
Juror, American Institute of Architects Educational
Facilities Awards
Juror, American Wood Council Awards
Juror, Canada Council Awards
Juror, Canadian Architect Awards
Plenary Speaker, Royal Architectural Institute of Scotland National Conference, Edinburgh, Scotland
Plenary Speaker, Schwer Punkt Holz, Murau, Austria
14
Patricia Patkau
Principal
15
Michael Cunningham
Principal
16
Michael Thorpe
Project Manager
Michael is a project manager with extensive experience in leading large multidisciplinary and joint venture
teams from conception through to occupancy. He has
been with Patkau Architects since 2005, and is presently overseeing delivery of the Beaty Biodiversity Center at the University of British Columbia.
Prior to joining Patkau Architects, Michael spent six
years working with one of Seattles leading architectural
practices, where he was the primary contact on several
high-prole federal and civic projects. Michael has both
Bachelor of Architecture and Bachelor of Environmental
Studies degrees from the University of Waterloo.
Academic History
Certified Document Technologist Certificate, 2001
Construction Specifications Institute, Seattle
AutoCAD Level Two Certificate, 1994
Camosun College, Victoria
Bachelor of Architecture, 1992
University of Waterloo, Waterloo
Bachelor of Environmental Studies, 1984
University of Waterloo, Waterloo.
17
Brenda Martens
Principal, Recollective
Brenda has over 17 years experience in the building industry working on residential, institutional, commercial
and industrial projects throughout British Columbia.
Her experience includes ofce, medical and rehabilitation renovations, recreation facilities, and libraries, varying in scope from design, construction administration,
and project management to facilities management and
LEED Coordination.
As a board member of the Cascadia Region Green Building Council, Brenda reviewed and provided feedback on
the Living Building Challenge prior to its release.
As a member of the Canada Green Building Councils
Technical Advisory Committee, Brenda reviewed the
original LEED Canada documentation, and now reviews Credit Interpretation Rulings and proposed updates. This advisory role provides the opportunity for
involvement in the evolution of the LEED products as
well as awareness of any developments that may affect
current projects.
Professional Affiliations
Board of Directors, Cascadia Region Green Building
Council
Faculty, Canada Green Building Council
18
Selected
Projects
The Bullitt Foundation
Living Building
Statement of Qualifications
19
The design, construction and interiors of the building are part of a new era of
sustainability on the campus. We are making sure that it will meet the needs of the current
generation of students without having a negative impact on future generations.
Brian Yeoman, assistant vice president for support services,
University of Texas Houston
20
21
22
The firm's startling design for a new community centre has put the sleepy town back
on the architecture map.
Lisa Rochon, Architecture Critic, Globe and Mail, April 2004
Best Building of 2003 commitment to community through top-drawer design first
Canadian building using earth-stored energy for heating and cooling commendations to the
District of West Vancouver for its wise investment, proof of long-term, principled thinking.
23
24
UBCs Aquatic Ecosystems Laboratory is certified LEED Gold under the Leadership in Energy
and Environmental Design Green Building Rating System.
construction photograph
25
level 1
under construction
26
Selected Projects
Recollective
Montessori School
27
Cottonwood Lodge
Coquitlam BC
LEED consultant for 24-bed mental healthcare facility, LEED-NC
Gold certied
BC Place Stadium
Vancouver BC
Building simulation consultant for
thermal modeling study for new
roof design
Vancouver Island Conference
Centre
Nanaimo BC
Green Building Consultant for
38,000 SF conference centre
SEFC Salt Building
Vancouver BC
LEED consultant for 10,500 SF
heritage rehabilitation, LEED-CS
Gold target
Green Building Strategy for City
of Albuquerque
Albuquerque NM
Consultant for new green building
policy to meet 2030 Challenge for
carbon neutrality
UniverCity Review
Burnaby BC
Green building reviewer for all
new developments at UniverCity
Whistler Athletes Village
Whistler BC
LEED Consultant for 75 acre
LEED-ND application, LEED-ND
Gold target
References
The Bullitt Foundation Living
Building
Statement of Qualifications
References
Patkau Architects
Recollective References
Southeast False Creek Athletes Village
Roger Bayley
Millennium Water Project Manger
Merrick Architecture
604.683.4131
Montessori School
Barry McGinn
Barry McGinn Architect
604.473.9866
Kwantlen University College, Building A
Karen Hearn
Director of Facilities
Kwantlen University College
604.599.2442
BC Housing Projects
Craig Edwards
Director, Energy and Sustainability
BC Housing
604.454.2046
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