Édifice Sedley S. Blanchard Building, Air Mobility Training Centre
- Project Management
- Location: Trenton, Ontario
- Value: $65M
- Size: 18,000 m² (approx. 193700 ft²)
- Client: Defence Construction Canada
- JLR Contact: John Moore
J.L. Richards provided prime consultant design management, and integrated multi-disciplinary design, tendering and construction support services for the development of the $60M, Air Mobility Training Centre (AMTC), dedicates as “Édifice Sedley S. Blanchard Building”, located at CFB Trenton. The 18,000 m² facility is a global centre of excellence for the training of operators and maintainers of the fleet of CC-130J Hercules transport aircraft recently purchased for the Canadian Military (DND).
The AMTC supports training in both classroom and simulated real world environments, delivered through a wide array of state-of-the-art computerized training devices. The facility is configured to support all training requirements and includes assembly, classroom, administration and operational support spaces, as well as, several high bay areas for full scale simulators devices.
This project faced a significant time-line issue. Since these new aircraft were to form a key element in the support of ongoing military operations, there was an urgent need to be training pilots and ground crews The design team was given nine months to do a job that would normally take two years. Adding to the challenge was the fact that the space program and functional requirements were yet to be developed for most of the operational areas of the building.
From the outset, it was clear that the traditional DND project delivery model would work. Working with DND and Defence Construction Canada, the JLR Design Management Team developed a novel phased-fast-track design methodology that allowed the project time lines to be substantially compressed. This methodology featured the integration of DND and training systems provider technical specialists into the design team. This allowed design decisions to be made in a shared risk environment using the best available information.
As the team approached critical milestones, the status of functional requirements was assessed. Where information was lacking that was impeding progress, the team would jointly decide to insert “place-holder” elements into the documents based on the best information available. This would allow work on the documents to proceed and the project to stay on schedule. .
The project was tendered with many of the “place-holder” elements included. The construction was sequenced so that the contractor delayed work on areas with “place-holder” elements. This gave us time to implement the design changes without holding up construction. Once requirements were finalized, change orders were issued to the construction contract, reconfiguring the space and systems accordingly. Most of the changes involved a re-configuration of the “place holder” elements which were already included in the tender price. As a result, the phasing had a minimal impact on the overall project cost.
The project was delivered on schedule and on budget, and critical training milestones were achieved.