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In 2012, Upper Canada College (UCC) launched a strategic plan to ensure that the Senior Kindergarten - Grade 12 private school would remain a world leader in boy’s education. One of the plan’s key objectives was the enhancement of its existing classrooms, boarding house and offices, which are deemed as critical to creating an environment that promotes learning and engagement.

To realize this vision, UCC engaged The Dalton Company to act as Construction Manager on multiple projects that were phased over a period of time to minimize disruption to UCC students’ and staff. These projects included renovations to the school’s Wed’s and Seaton’s boarding houses, in addition to its South and East Wing facilities; all of which are historic buildings that present unique challenges when performing renovations. Dalton’s scope of work included full interior renovations to existing classrooms, offices and dormitories, as well as the replacement of HVAC systems, windows and lighting.

The collective value of these projects totaled $15 million.

According to Steve Thuringer, Director of Facilities at Upper Canada College, Dalton’s leadership was crucial to the successful execution of the multiple projects.

"Dalton provided invaluable service during the all-important pre-construction phase, carefully assessing and analyzing our needs and expectations to establish each project's 'Definition of Success',” said Mr. Thuringer. “Once a project moved into construction, you fostered cooperation and communication between the entire project team."

As Construction Manager, Dalton provided leadership during each project’s pre-construction phase, carefully assessing and analyzing UCC’s needs and expectations to establish each project’s “Definition of Success”. Dalton assumed responsibility for managing trade contractors and ensuring that the quality of their work met or exceeded the client’s expectations. Dalton’s ability to work closely with UCC, the architect and trades to set timelines, identify risks, responsibilities and an agreed upon final budget were key factors that delivered a series of project successes.

 

Once a project moved into construction, Dalton activated its Alternative Approach to Building to encourage cooperation and communication between the entire project team. Project–specific initiatives included:

  • Weekly construction site progress meetings that openly addressed and resolved issues quickly.
  • Timely, accurate change order logs that kept appropriate team members regularly updated on expenditures.
  • Pre-ordering long lead items to allow work to progress unhindered.