www.cadcr.com VOLUME 7, ISSUE 1, JANUARY 2016 Aquicon Construction Co. Ltd. thrives through growth, diversification and partnering with clients and sub-trades Dean Review leads to Ontario College of Trades reforms The success of Helmets to Hardhats program Lean Construction Rea ch Reach new customers s customer Reconnect with customer s customers Share y your story our CUTTING-EDGE DIGITTAL SOLUTIONS NG-EDGE DIGITAL A AL FOR HOME SERVICES PR OFESSIONALS. PROFESSIONALS. Propel Mark eting understands the unique busin ess challenges faced b y home services professional s. Our full-service digital mark eting e xperts will help y ou successfully connect with y our community , and driv e customers to y our business. P artner with Propel Mark eting toda y , and ge t: e xpert • A local, dedicated digital mark eting expert • Cutting-edge solutions • Customized campaigns • Local r each • T angi angible, tr anspar ent r esults xperts giv y our Let et our e experts give e your business a head start . L start. CALL TODAY! 980.785.1696 T OD A Y! P R O P E L M A R K E T I N G . C O M / H E A D S T A R T 2 0 1 6 Editor's viewpoint January 2016 The day after Christmas, as this issue of Canadian De- sign and Construction Report neared publication, I was many miles away, touring Hebron in the West Bank near Jerusalem. As I stepped past military checkpoints, I ap- preciated the importance of construction and conflict. The centerpiece of history and current conflict there is the longest standing religious building in the world, the Tombs of the Patriarchs, where according Jewish and Muslim faiths, and perhaps in reality, Abraham and Sarah are buried. The ancient structure coexists with modern Israeli and Palestinian communities with truly different narratives of the same story. You won’t find any easy answers, except perhaps in the historical structure itself where religious leaders have figured out a compromise about access. Each faith has a separate entrance (with appropriate se- curity) and members can only enter their own part of the building. The Jews have a smaller, 20 per cent share, a big improvement from the many years before Israel occupied the area in 1967, when they had no access. However, on 10 of the holiest days of the Jewish religious calendar, Muslims are barred from the entire structure. In reciproca- tion, the Muslims have their own “10 days” when the Jews are banished. It isn’t a perfect compromise, but at least it solves both religions’ spiritual needs with a degree of equality. Obviously, Canadian construction disputes rarely reach the level of physical violence and war, but things certainly reached a boiling point in Ontario last year when employer groups and the Labourers Union discovered problems with the newly created Ontario College of Trades (OCOT). Tony Dean has suggested compromises, which the government has decided to implement. On a more military level, former Canadian soldiers have discovered new careers in the con- struction industry through the Helmets to Hardhats pro- gram. There are stories in this issue about happiness and chaos, technology and BIM, environmental initiatives and the Passive House concept, as well as business profiles and celebrations. Overall, the stories have a positive trend. Sure there are disputes, conflicts, and tensions, but there also is progress, growth and co-operation. I think 2016 will, in the end, be a truly great year. Table of Contents Dean Review leads to Ontario College of Trades reforms . . . . 5 Column: Financial advice “We live too short and die too long” . . . . . . . . . . . . . . . . . . . 10 Constructing a zero-energy hotel: Air conditioning without electricity or fans . . . . . . . . . . . . . . 12 Canada BIM Council prepares for 2016 CanBIM Awards, introducing discipline based awards . . . . . . . . . . . . . . . . . . . . 14 Happiness and chaos: Some ideas on workplace management . . . . . . . . . . . . . . . . . 16 Helmets to Hardhats program succeeds as hundreds of vets each year make the transition to skilled trades careers . . . . . 18 Carpenters Union training system creates opportunities for thousands across Ontario . . . . . . . . . . . . . . . . . . . . . . . . . 22 A few words about hiring (And firing) . . . . . . . . . . . . . . . . . . 23 News Briefs: Construction Across Canada . . . . . . . . . . . . . . . 24 SPECIAL FEATURES BOMA BC leads in program development and advocacy . . . . 32 Lean construction: Efficient, client centric business approach can increase profits and reduce costs . . . . . . . . . . . 35 Canada’s Top Contractors: Aquicon Construction Co. Ltd. thrives through growth, diversification and partnering with clients and sub-trades . . 38 Chamberlain leads with lean Integrated Product Delivery model, integrating collaboration and communication throughout the building process . . . . . . . . . . . . . . . . . . . . . . 41 Magazine and Newsletter Design Online or Print – Big or Small It can always be simple www.memoproductions.ca 819-827-3802 info@memoproductions.com MCA of Canada expands members’ services and leads in advocacy as Canada’s largest trade contractor association . . 44 Win.door fenestration show updated with new and progressive changes . . . . . . . . . . . . . . . . . . . . . . . . 47 Dodge upcoming project reports . . . . . . . . . .ONLINE ONLY - 51 The Canadian Design and Construction Report — January 2016 – 3 About The Canadian Design and Construction Report is published bi-monthly by Mekomedia Enterprises Inc., a member of the Construction News and Report Group of Companies. 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The Construction Marketing Ideas blog and website Constructionmarketingideas.com is the first independent website/blog dedicated to news and developments for mar- keting in the architectural, engineering and construction communities. Updated daily, it provides links to dozens of resources and services related to AEC marketing. Dean Review leads to Ontario College of Trades reforms Employers and Labourers’ Union like changes in compulsory certification, apprenticeship ratio reviews, scope of practice and enforcement processes Canadian Design and Construction Report staff writer Tony Dean’s review of the Ontario College of Trades (OCOT) will result in changes that address the concerns of non-union employers and the labour- ers’ union, especially in critical areas such as scopes of practice and the cri- teria and processes to be applied for apprenticeship ratio reviews and com- pulsory certification applications. Ontario’s government has an- nounced it will accept Dean’s recom- mendations and “will bring forward proposed legislative changes in the spring legislative session and will work closely with the College of Trades” to implement the recommendations, ac- cording to a government news release. Not surprisingly, industry reaction diverges, with the Labourers’ Interna- tional Union of North America Local (LiUNA) speaking out in favour of the decision, along with the Residential Construction Council of Ontario (RESCON). Meanwhile, both the International Brotherhood of Electrical Workers (IBEW) and the Carpenters’ District Council of Ontario (CDCO) have ex- pressed dismay with the recommenda- tions and the fact that the government is preparing to implement them with- out further consultation or negotia- tions. The IBEW Construction Council of Ontario (IBEW CCO) issued a news re- lease shortly after the report was re- leased on Nov. 20, saying it is extremely disappointed in the govern- ment’s decision, announced when Training, Colleges and University Min- ister Reza Moridi released Dean’s rec- ommendations. “We expected the government would invite comments on Dean’s pro- posal so there could be broad industry consultation and acceptance. Instead, we are being told this is the way it’s going to be,” said John Grimshaw, ex- ecutive secretary treasurer for the IBEW CCO. “We are very concerned that there are significant changes being pro- posed in the Dean Report that will af- fect us and other trades,” Grimshaw said. “Yet, the industry is being pre- sented with the report without the op- portunity to comment on significant changes that will affect us. That is a mistake.” Notably, the proposed changes will remove the decision making power for compulsory certification from review boards that could be stacked with rep- resentatives of self-interested organi- zations, and makes safety the key criteria for any decision to implement compulsory certification requirements. The original certification/review process aroused the ire of the Labour- The Canadian Design and Construction Report — January 2016 – 5 ers’ Union and some employers, espe- who would serve on review panels for cially as the carpenters’ union pushed decisions about the classification or forward its proposal for that trade’s reclassification of trades and be advi- compulsory certification. sory to the minister on matters of ap- The carpentry certification process prenticeship and training.” started in February 2014 at a meeting Dean says these experts would be of the OCOT’s eight-member General “individuals without an affiliation with Carpenter Construction Sector Trade a trade or a particular trade sector.” board. “They could include individuals The sector board included an equal with expertise in areas such as public number of union and employer repre- administration, facilitation and deci- sentatives, including Tom Cardinal, sion making, health and safety, labour then the Sudbury based president of market development and the econ- the CDCO. The union had indicated in omy and consumer protection,” he 2013 that it was considering making a wrote. move towards compulsory certifica- tion, which would set qualifications and regulate who could become a “It’s unfortunate that the carpenter in the province, restricting government is committing carpentry work to certified carpen- ters rather than labourers, handy- to more bureaucracy instead men, or other trades. Someone familiar with the of placing public protection first,” OCOT’s General Carpenter Sector said Tony Iannuzzi. Board said union representatives caught employers off guard with the original certification motion. Notably, these review panels will be “They timed it when they knew an larger — with five or seven members employer would be the chair of the instead of the original structure with board, and thus would only be able to three panelists — and they will have a cast his vote in a tie situation,” the in- clear mandate to focus on the public dividual said. This meant, with three interest in their decisions. regular employer members, and four The CDCO says Dean’s recom- worker representatives, the request mended changes will result in delays for certification could pass with a 4-3 and weaken the OCOT by requiring the vote in favour. new expert panel. Meanwhile, the labourers’ union “It’s unfortunate that the govern- were running into job site problems ment is committing to more bureau- when other trades, including the IBEW, cracy instead of placing public sought OCOT enforcement action for protection first,” said Tony Iannuzzi, labourers doing work that the labour- the CDCO’s executive secretary treas- ers said were always within their urer. “What Ontario really needs is a fu- scope of practice. ture in which young people can learn The conflicts and controversies re- a skilled trade the right way, and be sulted in increasing political pressure proud of the trade they do. That only on the Liberal government, especially happens when we start treating trades when the labourers joined with non- professionally.” union employers in an unusual alliance In his review, Dean sets out the cri- calling on the government to either re- teria for review panel decisions about form or disband the OCOT. Premier compulsory certification, making it Kathleen Wynne promised to review clear that “the key factor for the classi- the OCOT in the last provincial election fication or reclassification of a trade as campaign, and in fulfilling the election voluntary or compulsory is risk of harm promise, Dean started work in late to one or more of (a) the individuals 2014. working in the trade, (b) other workers In his recommendations, Dean says on the job and/or (c) the public.” the provincial government’s Minister Dean said secondary factors relate of Training, Colleges and Universities to public interest including economic should “appoint a roster of experts, impact, access to the trade and labour 6 – January 2016 — The Canadian Design and Construction Report mobility, a “demonstrated public need,” and “implementation consider- ations such as education and training, strategy for individuals currently prac- ticing the trade (grand-parenting), im- pact on training ratios, etc.” “In its decision making, the review panel should weigh the criteria with deference to the key factor compared with the secondary factors and may weigh each of the secondary factors, as it considers appropriate within this framework,” Dean wrote. Meanwhile, LiUNA expressed sup- port for Dean’s proposals in response to scope of practice controversies. “Mr. Dean has delivered a solid re- port and we are encouraged that both the Ontario government and the OCOT have accepted his recommen- dations,” said Joseph Mancinelli, LiUNA international vice president and regional manager of central and eastern Canada. “LiUNA Local 183 believes that Dean’s recommendations will go a long way towards providing the bal- ance that has been missing from OCOT,” said Jack Oliveira, business manager of LiUNA Local 183 and the LiUNA Ontario Provincial District Coun- cil. “They underscore the importance of evidence and expertise when mak- ing decisions that fundamentally im- pact tens of thousands of hard working Ontarians and the wellbeing of a vital sector of our economy. To- gether, we can ensure that OCOT works for the tradespeople building Ontario up, the businesses that hire them and the greater public interest.” –––––––––––––––––––––––––––––––––– Regarding scopes of practice (SoP), Dean outlined these recommendations: –––––––––––––––––––––––––––––––––– SoP recommendation 1. In consulta- tion with the ministry, the OCOT should proceed with its program eval- uation process in order to recommend any amendments to the MTCU regard- ing the consolidation or reduction of the number of trades named under the Ontario College of Trades and Appren- ticeship Act. –––––––––––––––––––––––––––––––––– SoP recommendation 2. The OCOT should be mindful of its duty to serve and protect the public interest in car- rying out SoP reviews and for the vari- ous uses of SoPs. “It will be important that the college consider how SoPs are used within its policy framework for compliance and enforcement and, specifically, how they contribute to defining what it means to ‘engage in the practice’ of each compulsory trade,” Dean wrote. –––––––––––––––––––––––––––––––––– SoP recommendation 3. The OCOT should update and standardize the SoPs for trades using a common framework and template. “The review process should be consistent for all trades, with overlaps in work between trades being discussed as part of the SoP review process in order that they are acknowledged and recognized for the purpose of training and apprentice- ship. The college would be responsi- ble for scheduling and grouping trades for the SoP review. Once the SoPs are updated and standardized, the college should periodically review them to capture any changes or advancements in technology, processes and equip- ment for a trade.” –––––––––––––––––––––––––––––––––– SoP recommendation 4. The OCOT should determine which features of a trade’s SoP may be in board regula- tions and which features may be in OCOT guidelines or other operational policy documents. Dean wrote that, in establishing up- dated and standardized SoPs for trades, the OCOT should consider a broad set of inputs for the review of SoPs. This could include: • the general description or state- ments in regulation; • advice of industry, subject matter experts and the public; • common overlaps with other trades; • exemptions and exclusions that may apply to the trade and are within the board’s purview; • existing training documents used by the OCOT, including the Na- tional Occupational Analysis for Red Seal trades and OCOT appren- ticeship training and curriculum standards; • other legislation and regulations that reference the trade; • any standards of practice, guide- lines, policies and/or bylaws that may apply to members of the OCOT practicing the trade. –––––––––––––––––––––––––––––––––– SoP recommendation 5. The OCOT should leverage its trade boards to fa- cilitate the process for reviewing and updating SoPs for trades. “SoP re- views should include discussions with other trades with overlapping work, which should include discussions be- tween trade boards and other stake- holders. Trades should come to consensus on proposed amendments to a trade’s SoP,” Dean wrote. –––––––––––––––––––––––––––––––––– SoP recommendation 6. “The col- lege may need to establish a non-bind- ing conciliation process to help build consensus between trades, including discussions between trade boards, es- pecially on areas of overlap.” –––––––––––––––––––––––––––––––––– For journeymen to apprenticeship ratio reviews, he recommended: –––––––––––––––––––––––––––––––––– MAKE E H HERCULES S S SLR R AN N E ESSENTIAL L M A K E R C U L E L A S S E N AIT PART T O OF F YOUR R WORKPLACE. E . P A R Y O U W O R K P L AC Hercules s SLR R i is s a n national a l s supplier eilp r of o f H cre elu S L oita n u p securing, l,g lifting g and d rigging g equipment, ,tn s e cu r in tfi in a n r gi g in e q u ip m e and d a trusted d provider e r of o f s safety tefa y training g a n t ur ets p or iv di t niniar herculesslr.com h cre elu ss c.rl om The Canadian Design and Construction Report — January 2016 – 7 Journeyperson-to-apprentice ratio reviews recommendation 1. “The roster of adjudicators for review pan- els and selection of review panels should continue as outlined under the Ontario College of Trades and Appren- ticeship Act.” The OCOT’s professional and administrative staff of the OCOT should support the ratio review panels, Dean wrote. –––––––––––––––––––––––––––––––––– Journeyperson-to-apprentice ratio reviews recommendation 2. The OCOT should make sufficient efforts to communicate information about ratio reviews to ensure broad stake- holder participation from across On- tario. –––––––––––––––––––––––––––––––––– Journeyperson-to-apprentice ratio reviews recommendation 3. “The college’s board should consider estab- lishing new criteria under O. Reg. 458/11. Review panels would evaluate submissions against these criteria to decide the appropriate ratio for a trade prescribed with a ratio.” Dean recom- mended the following criteria: • quality of on the job training, “the impact of journeyperson-to-ap- prentice ratio on the training and performance of the apprenticeship and certification in the trade;” • the potential for risk of harm for an apprentice and others; • the demographic and labour mar- ket information for the trade, “in- cluding the age and availability of journeypersons, the number of prospective and registered appren- tices and the rate of apprentice- ship completions and certification;” • economic impact, including impact on consumers, employers, appren- tices, tradespeople, training insti- tutions and government; • the demand for skilled trades in different regional/geographic areas of the province and any trade sec- tor realities; • the experience of ratios for a simi- lar trade or trade sector in other ju- risdictions; and • other factors relevant to the public interest. The review panel may weigh the cri- teria, as it considers appropriate, Dean wrote. –––––––––––––––––––––––––––––––––– Journeyperson-to-apprentice ratio reviews recommendation 4. “There may be a need to provide the board with the authority to consider a short delay for the next cycle, due to begin in 2016, to allow for public consulta- tion on any proposed regulatory amendments and other implementa- tion activities.” –––––––––––––––––––––––––––––––––– Journeyperson-to-apprentice ratio reviews recommendation 5. “The re- view panel for ratios should have the ability to call its own evidence. It should not be limited to evidence con- tained in participant written and oral submissions.” –––––––––––––––––––––––––––––––––– Journeyperson-to-apprentice ratio reviews recommendation 6. The OCOT should “accelerate the collec- tion of, monitoring of and research about ratios and make this information available as part of its public data.” –––––––––––––––––––––––––––––––––– Journeyperson-to-apprentice ratio reviews recommendation 7. The board should revisit the timeframe re- quired for a review panel to render its decision following its appointment, Dean wrote. “The current 120-day timeframe could be extended to 180 days, with any further extension being at the discretion of the board. Alterna- tively, the chair of the review panel could determine the time required for this part of the process, based on the specific circumstances of the applica- tion. There should be clear communi- cation of the timeframe.” –––––––––––––––––––––––––––––––––– Journeyperson-to-apprentice ratio reviews recommendation 8. The OCOT “should develop a policy and evaluation framework to clarify the broader public policy goals, including the purpose and implementation con- siderations for journeyperson-to-ap- prentice ratios for trades prescribed with ratios. This framework should be informed by college stakeholders and the findings made publicly available.” –––––––––––––––––––––––––––––––––– OCOT enforcement systems For enforcement and Ontario Labour Relations Board issues, Dean outlined some rule changes, with the observation that ‘The college’s current 8 – January 2016 — The Canadian Design and Construction Report approach to compliance and enforce- ment of the prohibitions under OCTAA could benefit from a framework to pro- vide clarity on enforcement that aligns with the public interest to protect workers and the public from harm.” Recommendations include: OCOT enforcement recommenda- tion 1. The OCOT should develop a policy based approach to compliance and enforcement that considers risk of harm and consumer protection. “The college registrar could operationalize this through the issuance of directives, guidelines or other interpretive docu- ments made publicly available on the college’s website and through any other means the college deems appro- priate.” –––––––––––––––––––––––––––––––––– OCOT enforcement recommenda- tion 2. The OCOT should establish a compliance and enforcement commit- tee of the board “to assist with the de- velopment of a policy based framework for compliance and en- forcement. The majority of the mem- bership of this committee should be representatives from employer and employee groups with knowledge of the trades or trade sectors and who are not members of the college’s gov- erning boards. The board may also consider the need for representatives of other regulators and the public.” –––––––––––––––––––––––––––––––––– OCOT enforcement and Ontario Labour Relations Board decisions The OCOT’s current approach to enforcement applies to the “full scope of practice” for a compulsory trade, and it regards this as equivalent to “en- gaging in the practice” of a compul- sory trade, Dean wrote. “This approach is inconsistent with and, in some cases, is disrupting previous agreements between workplace par- ties and past decisions of the Ontario Labour Relations Board (OLRB) in re- solving jurisdictional disputes. This is an issue because of the many factors in sectors and workplaces which have given rise to overlapping work be- tween trades.” He then elaborated how these mat- ters should be managed: OLRB decision recommendation 1: “Develop a mechanism that would allow individuals or their representa- tives or employers to appeal to the OLRB on the basis that the OLRB pre- viously addressed the college enforce- ment action or it is the subject of an existing agreement. In developing the mechanism for appeals, it is recommended that: • The OLRB would first determine on a prima facie basis whether there are grounds for an appeal. • Where the OLRB proceeds with an appeal, it would be directed to have regard to, among other things, the Ontario College of Trades and Apprenticeship Act and the college would have standing before the OLRB. Where an appeal is upheld, the matter would be nul- lified. • Where the OLRB finds that an ex- isting decision or agreement is rel- evant in an appeal but not determinative, it may designate the matter as a jurisdictional dispute, and it would be processed accord- ingly. In this case, the college would have standing before the OLRB. If the OLRB finds on behalf of the appellant, the matter would be nullified. • The action of the college would be stayed until the OLRB releases a decision.” LiUNA said in its news release that it is pleased with these decisions regarding enforcement. In a news release, the OCOT said it accepts the recommendations and will work with the government on their im- plementation. “Today, the OCOT, along with the Minister of Training, Colleges and Uni- versities, received Mr. Dean’s recom- mendations to help address some technical processes that we all agree could benefit from improvement,” OCOT board of governors’ chair Pat Blackwood said in a statement. “The college is pleased that Mr. Dean begins his report by endorsing the college’s mandate, the important role of our trade boards, and the valu- able work we do on a daily basis to pro- tect the public interest, and modernize and promote the skilled trades in On- tario.” “We are happy to report that we have already begun to undertake foun- dational work that aligns with the direc- tion of some of Mr. Dean’s recommendations.” “Given the complexity and impor- tance of getting it right, the college, with input from our trade boards, divi- sional boards and board of governors, will work closely with the Ministry of Training, Colleges and Universities to develop an implementation strategy that is effective and practical.” “It is important to note that through- out this process the college has and will continue to fulfill its mandate to protect the public interest, modernize and promote the skilled trades.” RESCON, representing residential contractors, said in following the Dean review recommendations, a key issue will be how they are implemented. “This focus on implementation will be key to OCOT’s future success as it looks to address issues related to the role of enforcement, scopes of prac- tice and apprenticeship ratio reviews,” RESCON vice president Andrew Pariser said. “RESCON, as an industry leader in residential construction, would like to reconfirm its commit- ment to working with the MTCU, as well as OCOT, as an active and sup- portive partner as the implementation process takes shape.” RESCON president Richard Lyall said in a statement: “With a commit- ment from all parties, opportunities can be created to help Ontario’s youth find work in the skilled trades, to fill the job shortage and build an industry that will thrive for generations to come.” The Canadian Design and Construction Report — January 2016 – 9 FINANCIAL ADVICE “We live too short and die too long” By Richard Yaskinski Special to the CDCR The philosopher Satchel Paige asked: “How old would you be if you didn’t know how old you were?” This question explores the central issue in our life’s journey. Age is really about how we feel. We’ve met 40 year olds that plod along and end their day in front of a TV and 80 year olds that have a twinkle in their eye and a schedule so busy you have to book an appointment. How- ever many still view aging as a time in our lives where we relax, ‘enjoy’ life and slowly decline in health, activity, productivity and contribution. Much scientific analysis has been done on the ‘limit’ of the human body. Dr. Bortz summarizes five separate lines of scientific evidence suggesting 120 years is our true lifespan. Current estimates suggest a male child born today will live to about age 79. A differ- ence of 41 years is a lot of time to waste! What’s happening that pre- vents us from living to our true limit? Baring genetic predisposition to dis- ease or an unfortunate accident, maybe it’s the choices we make re- garding what we eat, how we exercise 10 – January 2016 — The Canadian Design and Construction Report and what we fill our time with that re- duces the years we can truly live. We know what those choices need to be – yet do not always choose what’s best for living a longer, healthy and fulfilling life. Here’s a thought. “Will a constant and unwavering purpose in life encour- age us to maintain our health like noth- ing else can?” Maybe replacing ‘a life of leisure’ with a ‘life of purpose’ is the answer. A purpose that causes us to focus our physical and mental energies to achieve something important to us. A purpose that encourages us to make better health decisions because we need many years and a strong and ac- tive body to achieve that purpose. We could call it ‘our life’s work.’ Why can’t all of us have a ‘life’s work’? “The mystery of human existence lies not in just staying alive, but in finding something to live for.” Fyodor Dos- toyevsky, The Brothers Karamazov. Many spend more time planning a vacation than planning the rest of their lives. Others rush through everything in life without really thinking about what they truly want. Maybe having a life’s work or a purpose that continues be- yond what we currently do for a living will help us plan for those 41 years, or the extra we may be fortunate enough to get. You don’t have a life purpose? That’s your life purpose —to find a life purpose – you get to try anything! As a financial life planner one of my roles is to help my clients achieve and maintain their financial security as they age and transition through their lives. My life planning clients don’t see retire- ment as a date when they will need to have a portfolio from which an income will be drawn for the rest of their lives. They see no reason why they couldn’t continue to earn well into their 70’s and 80’s. They expect the income they earn and need will vary and see a gradual change in the type of work or amount of hours worked as they redefine their purpose. Some time may be spent not earn- ing any income – then returning to an- other type of work. At times the income earned is sufficient to cover their expenses and at other times they need to draw on their financial re- sources. Of course an unforeseen health issue may prevent them from continuing to earn a living so a base level of financial resources is always necessary. If they are fortunate to have suffi- cient financial resources, their focus may be personal growth or volunteer- ing. Downsizing, pensions, inheri- tances must all be included in their cash flow. Financial planning for this type of life involves regular cash flow planning and requires an intimate knowledge of all expenses, assets, the ability to project correctly and to com- plete “what if” analysis. Being able to calculate and estimate the financial im- pact of a life decision is valuable to life planning and ultimately to fulfilling a purpose. Time is worth more than money – you can always make more money. In his book, Dr. Bortz asks why our lives cannot follow a more consistent path where our interest, drive, creativ- ity and productivity is maintained throughout our increasingly longer lives. Then, in our tenth or eleventh decade we expire exhausted but com- plete rather than worn out. We will be living longer. We need to ‘fulfill’ rather than just ‘fill’ the time we will be given. This kind of life requires a different kind of financial planning. Choosing a purpose in our life, some- thing we feel most important, may just be the answer to encouraging us to do all the other things we need to do to live long and die short. “I don’t have a problem with dying, I just don’t want to be around when it happens!” — Woody Allen “Life is not lost by dying; life is lost minute by minute, day by dragging day, in all the thousand small uncaring ways.” — Stephen Vincent Benét Richard Yasinski is an independent financial planner with his own firm, Financially Sound Inc., in practice in Ottawa since 1996. He can be reached by email at ryasinski@finan- ciallysound.ca or by phone at (613) 271-9994 ext 101. www.threadsoflife.ca The Canadian Design and Construction Report — January 2016 – 11 Constructing a zero-energy hotel: Air conditioning without electricity or fans Canadian Design and Construction Report staff writer Can you build a viable zero-energy hotel, without air con- ditioning? Ben Bronsema, an 80-year old recent Ph.D. graduate at the Delft University of Technology in the Netherlands, be- lieves he has solved the challenge – and, more significantly, has found a hotel developer willing to construct the proj- ect. The structure can air condition itself without electricity, electric run fans or other standard power sources. The Dutch Green Company, an Amsterdam based devel- oper, plans to use the engineer’s idea to construct the “first (nearly) zero-energy hotel” and complete the work by 2017. The initiative takes its inspiration from termites. In a 2013 TED Talk, Bronsema observed that the insects use natural cooling to maintain a constant temperature of their mounds, which grow the fungus they live on. He then took the idea to university level researchers to validate the process. How does the building’s energy free air conditioning op- erate? In the concept demonstrated on video, wind flows through an overhang above the building’s roof. The wind then enters building directly, through a vent. The air is used for not only air conditioning, but also energy production, generated through wind turbines. Before air enters the oc- cupied spaces, water is sprayed, cooling it in the summer 12 – January 2016 — The Canadian Design and Construction Report and warming it in the winter. Bronsema says the soil below has a consistent 11 to 12-degree C temperature, providing a control on the water temperature. “People in America don’t believe in air conditioning with- out fans,” he said. “‘Well that’s crazy, that can never work,’ they say. But it will work, and we have to show it will work,” said Bronsema on the credulity of his method, according to Fast Coexist. Bronsema believes the entire process will much quieter than noisy electronic air conditioning systems, creating a more serene and peaceful atmosphere. “We don’t need an air conditioning plant in these build- ings,” he said. “The building itself is the machine for air con- ditioning, if it can be applied.” “The proof will be in the eating,” he concluded. “It’s very important the hotel is finished and people can come and experience it themselves.” In an article reviewing the concept, writer Shane Hed- mond observed the concept may have severe humidity re- lated problems. “The use of water cooling will certainly reduce the dry air effect, but it will be interesting to see how adding water to an already humid air will affect indoor air quality and con- ditions,” he wrote. “High moisture content inside buildings accelerate the natural aging of materials, greatly increase the risk of mould growth, and also corrode metal over time.” 69 Main St West Huntsville, ON P1H 1W9 Reach key decision makers in the CDCR HOTEL DIRECTORY to attract construction crews, executives and extended stay guests with your hotel listing! 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Call now to set up your corporate rate for all four of these properties. Karina Bueckert 204-325-0578 Super 8 Winnipeg 1485 Niakwa Road East Winnipeg, MB Phone: 204-253-1935 www.winnipegsuper8.com Quality Inn Winkler 851 Main Street Winkler, MB Phone: 204-325-4381 www.qualityinnwinkler.com Motel 6 Headingley 4400 Portage Avenue Headingley, MB Phone: 204-896-9000 www.motel6.com/en/motels. mb.headingley.5718.html Days Inn Steinbach 75 PTH 12 North Steinbach, MB Phone: 204-320-9200 www.daysinnsteinbach.com The Canadian Design and Construction Report — January 2016 – 13 Canada BIM Council prepares for 2016 CanBIM Awards, introducing discipline based awards CADCR staff writer The Canada BIM Council (CanBIM) held the first ever National CanBIM Awards on Sept. 30, 2015, recognizing excellence in Canada’s Building Informa- tion Modeling (BIM) com- munity. CanBIM handed out awards in the following three cate- gories: Innovation, Interoperability, and Best In BIM. In September 2016, CanBIM will di- versify the awards categories and begin awarding BIM excellence by discipline. “In 2015, CanBIM awarded for inno- vation and interoperability, which are two very important components of any project,” Canada BIM Council reported in a news release. “Like the 2015 awards, the 2016 awards will also con- sider the needs of innovation and inter- operability, but we will do so within the various disciplines. Each discipline within the lifecycle of a building has its own challenges and solutions. We felt it was important to distinguish between these disciplines and offer an opportu- nity for various project stakeholders to benefit from within their area of expertise and be com- pared against their coun- terparts from within their sector.” Here are the proposed 2016 CAN BIM awards: • Design & Engineering Award • Builders & Sub Trades Award • Owners & Facility Manager Award • Software & Technology Award • Academic & Student Award • International Award • Best In BIM (Mixed Discipline) The finer points for these awards are currently being evaluated and devel- oped to be ready for release closer to 14 – January 2016 — The Canadian Design and Construction Report the February CanBIM Regional Session Feb. 16 and 17 in Vancouver, CanBIM said in its announcement. “The inaugural CamBIM Awards are a major landmark not only for CanBIM, but also for Canada’s BIM community,” said Pietro Ferrari, CanBIM Awards emcee, CanBIM director and chair of the organization’s education and re- search committee. “The awards bring to the forefront the significant achieve- ments of this country’s BIM profession- als and are proof of the success that occurs when art, science, technology and industry converge and collaborate. It’s a great time to be a part of CanBIM as it rapidly becomes a mature, vital, and leading organization representing Canada’s BIM community. The success of the CanBIM Awards and the ever growing interest in the CanBIM Certification Program are clearly an in- dication of this momentum.” The Canadian Design and Construction Report — January 2016 – 15 HAPPINESS AND CHAOS 16 – January 2016 — The Canadian Design and Construction Report Some ideas on workplace management By Bill Caswell Special to the Canadian Design and Construction Report There are fundamental mechanisms towards op- timal behavior at the workplace, at home, or in a hobby. Inherently, all people, from babies to the elderly, want the same things in order to be mo- tivated, and have happiness in their lives. The mechanisms they need are: 1. To be in control of their decisions; 2. To be appreciated, manifested by being listened to; 3. To feel they are contributing to something worthwhile; 4. To achieve success in what they are doing; 5. Upon achieving success, to move to the next level of task of increasing complexity, i.e. to learn; 6. To grow from that learning; and 7. To be allowed to make mistakes, since mistakes create the deepest learning imprint. Respect is ensuring all of the above for those who report to, or otherwise connect with you. It is the foundation of employee happiness. Sometimes called Bottom-Up Management (BUM), the most effective approach to business management is to get ALL employees involved. By that means, it gets each employee committed to the company’s purpose and has all employees feeling good about themselves. This approach is based on two ideas, one simple and one com- plex. The simple idea The simple idea is that if a company of 100 employees listens to the inputs of all one hun- dred people, each with a connection to a unique expertise, special clients or suppliers, the data that will result will be far more informative. Com- pare that with the data that comes only from a ten-person executive team, with its limited top down view; ninety people are only partially heard from. The multiplying power of the whole assem- bly results in much better insights compared to just considering the views of an elite (but often well meaning) group. A gathering of eight people will have 30 to 50 ideas on a subject in total when canvassed independently. Put into a collaborative safe environment these same eight people will conduct an exchange of more than 600 ideas within a two-hour time span. The complex idea Bottom-Up Management is based on the idea that local decisions, if allowed to develop on their own, will result in elegant global solutions. Called Chaos Theory, this is how beehives operate, car- penter ants, embryo development, snowflake evolution, even the brain adaptation to a signifi- cant flaw (such as a blind person having the vi- sual portion of the brain adapt to an auditory role). Chaos Theory, in fact covers the whole gamut of nature. Quite simply, it is the order of the universe. The management techniques espoused herein simply imitate nature’s system that works very well. Darwin discussed his discovery of it in his treatise on evolution and today many knowledge- able people continue to explore this concept with quiet amazement. There is evidence in published reports (such as an article in the National Geographic) about how people are copying some of nature’s won- ders: Mercedes Benz copying the dynamics of the boxfish for less drag on a superior auto- mobile that gets 70 miles to the gallon; NASA copying the common burr to assist in the devel- opment of Velcro; Speedo emulating shark skin to reduce water friction and hence having in- creased the speed the swimmers; Stanford Uni- versity taking advantage of the incredible grip of the gecko lizard (with its 6.5 million hairs per toe) to create a search and rescue robot. Editor’s note: Elsewhere in this issue of CaDCR you can see how termites have provided inspira- tion for the design of a zero energy Amsterdam hotel. To learn more about Chaos Theory, read: • “Chaos – Making a New Science” by James Glieck • “The Blind Watchmaker” by Richard Dawkins • “Emergence” by Steven Johnson • “Leadership and the New Science” by Mar- garet Wheatley Bill Caswell, B.Eng., P.Eng., is a coach of CEOs, founders and presidents of international companies. and has a history as a radar design engineer and helping NASA launch 200 scien- tific rockets into the upper atmosphere. He leads Caswell Corporate Coaching Company (CCCC) at www.caswellccc.com. The Canadian Design and Construction Report — January 2016 – 17 Helmets to Hardhats program succeeds as hundreds of vets each year make the transition to skilled trades careers Canadian Design and Construction Report staff writer Canada’s Helmets to Hardhats pro- gram, where Canadian Forces mem- bers transition to good paying unionized construction trades careers, has proven it has staying power and is enhancing its nationwide initiatives, says executive director Greg Matte. “It’s progressing very well,” he said in a phone interview as he traveled in Manitoba. “We’ve been very success- ful in getting recurring funding” – turn- ing the initial seed funded initiative in 2011-12 to a lasting program. Helmets to Hardhats, based in part on a similar successful U.S. program, but adapted to Canadian requirements, has placed at least 500 veterans into apprenticeship or full employment in the past year. “That means, every five days, two vets are successful,” Matte said. However, he believes the real num- bers are even better than the recorded results. Apprentices, employers and unions aren’t required to report their successful placements and Matte says he continues to find scores of veterans who have discovered work through the program who he said aren’t showing up in the Helmets to Hardhats statis- tics. “I travel from one union to another,” he said. “When I visited one union, the business manager said: ‘We took in three vets over the past six weeks’ – but we were not told about the suc- cess or the vets had not registered with us.” In another situation he learned after the fact that a veteran had signed up for the program and told his friend about it. The former Canadian Forces colleague showed up at a union hiring hall, received a job offer, and was on his way – all unknown to Helmets to Hardhats’ administrators. “Despite the fact that the program is of no cost to the vet and all we ask of them, after we get them into a new career, is to report how it worked out, only one in four fulfill that request,” he said. As you may have guessed from the previous narrative, Helmets to Hard- hats works within the unionized sector and much of its funding comes from the unions, owners and contractors that are part of Canada’s building trades. Matte says the union focused model provides real advantages to the veterans: Safety training and stan- dards are top notch, the unions co-or- dinate solid apprenticeship training programs, pay is good, and while there can never be 100 per cent job security, the employment stability and mobility is much better for the unionized work- ers than in the non-union environment. As an example, until last year, Hel- mets to Hardhats had great success in placing veterans in the then booming Alberta oil industry environment. Of course, things have changed and the boom there has turned to bust, but most of the members are continuing their careers. “This forced us to diversify a little more and open up more opportuni- ties,” he said. “There are 275 union lo- cals part of this program across Canada. In May, 2015, we put out a challenge to all locals across Canada to accept at least one vet per year.” Matte said that modest number won’t cause hardship or risk the jobs of existing union members in markets where conditions aren’t perfect, as there is always some attrition in the in- dustry. “The initiative has made a lot of inactive locals realize they don’t need to do much to add a whole lot to the program.” The Canadian Design and Construction Report — January 2016 – 19 Of course, some locals participate even more intensively. For example, the Carpenters Union Local 27 in Toronto takes in 10 to 15 a year and UA (Plumbers) local 488 in Al- berta was taking in 20 to 50 vets a year until the recent slump. In the program, veterans are as- sessed and the apprenticeship require- ments are reduced depending on their military career qualifications. This speeds up the transition. However, even if the veteran had a military occu- pation that doesn’t translate to a civilian counterpart, or the veteran wishes to take on a different trade from one for which he has trained, there is no prob- lem linking the new construction tradesperson to relevant apprentice- ships and career opportunities. This is because the military work ethic and culture has proven to be highly compatible with the construc- tion trades. Construction workers start their days early, often outdoors in de- manding environments, and require a combination of work ethic, skill and teamwork/direction that parallel the military environment. Matte said in a few cases, perhaps five per cent, things don’t work out per- fectly. This is primarily because one of the biggest differences between the military and civilian life is that work and pay aren’t as steady and easy to predict in the non-military environment. “The majority of our veterans are 25 to 45 years old, and they have families, they have homes and mortgages and other commitments financially,” he said. Frustratingly, recently discharged Canadian Forces members aren’t eligi- ble for unemployment insurance. This can result in challenging financial stress if the new veteran must attend classroom apprenticeship courses, without a regular paycheck during the training. Solutions to this challenge include pre-apprenticeship work placement schemes that allow the new potential apprentice to gain enough experience and hours worked to qualify for em- ployment insurance payments during the apprenticeship training. In other situations, the former mili- tary member simply needs some coun- seling about financial management and budgeting. This is because while the overall average income will be as good or better than the person earned in the military, it won’t be as stable – there will be months with much im- 20 – January 2016 — The Canadian Design and Construction Report proved income, and others that aren’t so good. Clearly, if the former vet spends all his paychecks when times are good, there won’t be any reserves for the slower months. “Many servicemen and women leave the military before they are eligi- ble for a pension,” Matte said. “Be- cause the federal government allowed members of the military to cash out their severance pay a couple of years ago – likely to reduce mortgages and pay for other needs – most will no longer have this important funding when they leave the military. That’s the sort of challenge we have.” However, no one should overrate these challenges, as most veterans en- tering the program are able to work through their apprenticeship and build successful new careers. When they complete the process, they often can obtain Red Seals, which provide inter- provincial mobility – and with union seniority, build successful and reward- ing careers, Matte said. For more information about the Helmets to Hardhats program, see www.helmetstohardhats.ca. Helmets to Hardhats: Career transition success stories CDCR staff writer Helmets to Hardhats has placed hundreds of veterans in satisfying and well-paying careers in unionized con- struction trades. Here are some testi- monials from the helmetstohadhats.ca site. (The website respecting individual privacy, doesn’t provide the full names of individual veterans, but does for the union business agents/representatives.) Windsor: Sheet metal worker When Nicole applied for a sheet metal worker apprenticeship, little did we know how fortunate we were. The apprenticeship committee told me after interviewing her that not only was she the most prepared and by far the best applicant ever interviewed, she scored the highest on our aptitude test! She is now well underway in her apprenticeship at Industrial Metal Fab- ricators. Nicole helped out at the Women in Construction Booth at this year’s Fu- ture Build and received many acco- lades from the people she worked with there. I personally have never met anyone as pleasant and respectful as Nicole. I know that she will be an asset to our union and am proud to have reg- istered with the Helmets to Hardhats program. I’d recommend others to consider accepting vets from the H2H program – you won’t be disappointed, and you’ll be helping those who’ve done their duty for Canada! Mike Mahon, business manager S.M.W.I.A Local 235 Windsor/Chatham “I was completely unaware of sprinkler and fire protection as a career option...” I would just like to thank H2H for helping me find a new career with Local 853 Sprinkler Fitters of Ontario. The process to getting in was pretty simple with a little patience, and after completing my orientation and work- ing-at-heights training, I was out on a work site within a week. I can honestly say I was completely unaware of sprin- kler and fire protection as a career op- tion and it was all thanks to H2H and Local 853 for being supportive of them. After a few years of unsuccessful searching for a new career before H2H’s support, it is extremely refresh- ing to find an employer who under- stands the benefits of hiring a previous member of the Canadian Armed Forces. Thanks again! Andrew “My training in the program has helped me build strong trade skills...” I would like to thank Helmets to Hardhats for playing a vital role in my entry to the construction industry. Within just a few days of having con- tacted H2H, I was immediately placed into a competitive apprenticeship pro- gram with one of the most sought after unions in the GTA. My training in the program has helped me build strong trade skills as well as the knowledge and confidence to succeed in the field of construction. Michele L. “A couple hours later I got a call and they offered me a job to start on Monday...” I sent the Operative Plasterers and Cement Masons International Associ- ation an email with a cover letter and resume, and explained that I was in the Helmets to Hardhats program and that I am in the military. A couple hours later I got a call and they offered me a job to start on Monday. I have workplace safety training this weekend before I start. Best part about it is that it is right here in Wind- sor so I don’t have to move. I just wanted to inform you because you have helped me out so much through the process and I really appreciate it. Thanks again. Greg “More importantly, our contractors have expressed a high level of satis- faction with the work ethic of our vets in the workplace.” Over the past months we’ve had the pleasure of accepting six of the H2H vets in our local. We were partic- ularly impressed at how quickly they stood out for their professionalism, focus and determination during the ap- plicant process. More importantly, our contractors have expressed a high level of satisfaction with the work ethic of our vets in the workplace. We now have three more candidates that just went through our new intake and we are looking forward to starting these new apprentices within the next cou- ple of months. It’s rewarding to be part of such a winning program, knowing that it can really make a difference for our vets as they transition into a new career and their presence in our broth- erhood only makes our union stronger. Michael Reid, business manager United Association (UA) Local 71 Ottawa “My experience with the Helmets to Hardhats program is that it is positively worthwhile.” For any program to work there has to be total commitment from all three partners: the apprentice, the union and most importantly the contractor. My experience with the Helmets to Hardhats program is that it is positively worthwhile. I personally believe our veterans deserve respect. The sole na- ture and purpose of any union organi- zation is to promote fraternal order. When these young men are brought into our organization, they are given a standing ovation. It’s a great fit for us as these new members, due to their military training, are disciplined and have inherent lead- ership skills. Our contractors’ evalua- tions are that their performance has been positive. So with these results, we look forward to a continual partici- pation with Mr. Matte and the Hard- hats to Helmets endeavour. Ross Tius, business manager, UA Local 663, Sarnia, ON “We want you, let us know when you’re available.” My hat goes off to you, you really helped me out. I had an interview today with UA Local 71 and I was ac- cepted for an apprenticeship position as a plumber starting Aug. 4. They were very up front about being on board with Helmets to Hardhats, and more or less said, “We want you, let us know when you’re available.” I will be picking up my letter of offer on Monday. Going to see Helmets to Hardhats was one of the best moves I’ve ever made, and one of the most helpful or- ganizations I’ve ever been in contact with. Rob The Canadian Design and Construction Report — January 2016 – 21 Carpenters Union training system creates opportunities for thousands across Ontario Canadian Design and Construction Report staff writer The Carpenters District Council of Ontario (CDCO) has co-ordinated an extensive, practical and responsive training system, providing skills and upgrading to thousands of pre-appren- tices, apprentices and skilled carpen- ters at locals across the province, including several Helmets to Hardhats members each year. The training responds to employer and market needs and can be adapted on short notice to accommodate spe- cial requirements, and is especially helpful as a career entry point – allow- ing new trainees to earn an income and get started even if they don’t have financial reserves or employment in- surance eligibility for the classroom part of apprenticeship training. Several locals operate their own training centres, but they are all now co-ordinated at the provincial level, al- lowing for the union to respond to local conditions and to mobilize re- sources from other centres when nec- essary. “We’ve grown by leaps and bounds over the past decade, indicating the success of our training program and the relationship we have with the em- ployers,” said Cristina Selva, executive director of the Carpenters’ Local 27 Training Trust Fund, Inc. As an example, she cited the form- work pre-apprenticeship program, which demonstrates how the Carpen- ters Union helps veterans transition from military to civilian careers and others without financial resources for initial classroom apprenticeships. Selva said formwork employers were expressing some frustration about the skills quality of carpenters/ apprentices they were receiving on their job sites, so the union decided to set up a special dedicated formwork training program. The problem, she said, was that the formal apprenticeship training pro- gram only covered formwork later in the program, so “a first, second or third term apprentice may not have had any formal training or experience in formwork” and thus couldn’t do the job in a timely and effective manner. “There was a mismatch between the needs of industry and the provin- cially mandated apprenticeship cur- riculum standards,” she said Local 27 set out to solve the prob- lem initially with a two-week formwork training course. With employer feed- back, the union reworked the program into a four-week, and then a six-week program. Then the Carpenters Union realized it had a way to create a truly effective pre-apprenticeship opportunity. Once students have completed the six-week course, they are qualified to start work right away with formwork contractors – and so, the union could enrol them 22 – January 2016 — The Canadian Design and Construction Report as pre-apprentices, and once they have completed the program, accept them as first-year apprentices and send them to the job sites. This created an opportunity, said Selva, to provide rapid income gener- ating opportunities for soldiers making the transition to carpentry who neither have severance pay nor employment insurance eligibility. Employers receive apprentices at the lowest first-year rates (still a very good income for indi- viduals who had previously been un- employed), who could do useful work from day one. “If applicants want to be carpen- ters, with no experience or formal training, the six-week formwork course gives them enough skills to work, and then continue on to complete their full apprenticeship courses,” Selva said. Selva say the union’s training initia- tives have been designed to combine hands-on practical value and effi- ciency. Local 27, for example, has about 15 instructors at two sites in- cluding a 52,000 sq. ft. building with shops, classroom and administrative areas. The provincial co-ordination en- sures responsiveness. A few words about hiring (And firing) By Geoff Smith President and CEO, EllisDon True story: A few years ago, we found ourselves swamped with resumes, and our (then) HR director had an idea. We would give every applicant a ‘psychological profile’ test, and the results would determine who would advance to the interview stage. I was dubious, but we came to an agreement. We would test this ‘predictive analysis’ on three long term employees of EllisDon, and see if it predicted what we al- ready knew. We picked a superintendent, a project manager, and (just for fun) the CEO, and you already know how this ends. The CEO, said the analysis, should under no circum- stances be hired. He didn’t respect authority, could never be an effective team member and had no clear goals. (To be fair, it wasn’t the analysis that I resented, it was the conclusion.) Here’s my conclusion: The testing and analysis and the interviews, and everything, are unreliable at best, dangerous at worst. Always remember: Tom Brady was drafted 199th. You just can’t, and won’t, ever know in advance. No method works. Last Christmas, I read a piece on Google’s hiring disci- plines. Respectfully, the only thing it lacked was humility. And speaking of a lack of humility, I recall sneering many years ago when I’d heard that Joe Thompson had been made CEO of PCL, our chief competitor. To me, Joe was too quiet, and lacked both vision and inspiration. Well, Joe seriously kicked my butt (and EllisDon’s) for years, and I quickly learned – aside from the obvious fact that sneering is arrogance re- vealed – that there are a vast array of effective management styles and techniques and that it’s impossible to define, rank or critique them. What a great ‘hire’ they made. (I wonder what Joe’s psychological profile looked like.) And my Dad. I’ve written some complimentary blogs about my father. May he rest in peace; this isn’t one of them. My Dad hired everybody. Then he fired everybody. Or forced them to quit. It was crazy and makes no sense to me to this day. At one point, a very significant number of senior and successful PCL executives were ‘ex-Don Smith veterans.’ And yet he built a pretty successful company. And the Sky- Dome (or whatever they call it now). Go figure. Here was another surprise. I’ve always been against nepo- tism (even though it was responsible for my career through to at least age 30). How could you fail faster than by filling up the company with the kids of its employees? Here’s what we’ve found. Our employees’ kids tend to share their par- ents’ values, their work ethic and drive. And I’m also guess- ing that they are given this advice from their loving parent: “Listen, if you screw up and embarrass me where I work, you won’t live long enough to get fired.” Whatever the rea- son, nepotism has been a strong source of talented and ded- icated employees for ED. Go ahead, knock me over with a feather. As usual, I have no answer. But to me, we still spend far too much time at ED interviewing around skills and experi- ence, and not nearly enough time thinking hard about the at- tributes that build a great company: Brains, cohesive values, a determination to never ever stop learning, ambition, and simple ‘niceness’ (humility). Watch carefully the next time you are in an interview, regardless of which side of the table you sit. It’s dumb and here’s why: Skills and experience can easily be acquired, and quickly if you hire great people. The other attributes are innate, they can’t be taught – you either got ‘em, or you ain’t. And my resting in peace father wasn’t right, but he wasn’t all wrong either. Conventional wisdom is to hire slowly, so now we take forever. What will four interviews tell you that two didn’t; that the first two interviewers were lousy? Inter- view hard and fast, check references, and then move. But don’t wait on the other end either. Wait longer than my Dad, certainly, but when you know that you have the wrong person in the wrong place – deal with it! Delaying a necessary firing is just bad for everyone, it wrecks morale and results. And it’s most unfair to the person who has to be moved out – their confidence and their future prospects tank, because they already know, and things just get worse. It’s just cowardice that makes everything much worse for everyone. Finally, here’s an anecdote about where innocent people got hurt. We found very quickly when we bought EllisDon in the nineties that it was in worse shape than we knew. Very significant cuts were needed, fast. But it was early Decem- ber, and a couple people suggested I should be a human being and wait until after Christmas. I asked our board chair, who replied: ‘Can you afford the extra month of payroll?’ Which was fair. While I was deliberating (procrastinating), a workmate charged into my office and let me have it: “Listen, everyone knows what’s coming. And the people who are going need to know they’re going. And the people who are staying need to know they’re staying. So get off your ass.” So the next Friday was ‘Black Friday’ and it was very ugly. But he was right. And after thirty-odd years, that’s about all I really know about hiring and firing. Thanks for reading. Geoff Smith writes a regular blog at www.ellisdon.com/geoff-s-blog. Reprinted with permission. The Canadian Design and Construction Report — January 2016 – 23 NEWS BRIEFS BRITISH COLUMBIA BC Hydro selects contractor for $1.5 billion Site C project CONSTRUCTION ACROSS CANADA are primarily represented by the Chris- tian Labour Association of Canada (CLAC). “We have encouraged BC Hydro to take the ‘open managed site’ approach to this project and today they con- firmed their commitment to ensuring that British Columbians, regardless of labour model, will be able to work on Site C,” B.C. Finance Minister Mike de Jong said. VRCA closes Abbotsford office BC Hydro has selected Peace River Hydro Partners as the preferred propo- nent for the Site C main civil works contract. Peace River Hydro Partners include ACCIONA Infrastructure Canada Inc., Petrowest Corporation and Samsung C&T Canada Ltd. The $1.5 billion main civil works contract is largest Site C construction component, and includes the con- struction of an earthfill dam, two diver- sion tunnels and a concrete foundation for the generating station and spill- ways near Fort St. John. Hydro says in a news release that the proposal is within its budget, and is included in the $8.335 billion overall cost estimate. Work under this contract is ex- pected to create approximately 8,000 person years of employment over eight years, along with business op- portunities for local, regional and Abo- riginal businesses. Approximately 1,500 people will be working on main civil works at the peak of construction, Hydro says in a news release. While main civil works is the largest Site C contract, other upcoming major construction contracts include tur- bines and generators, generating sta- tion and spillways, Highway 29 realignment, and substation and trans- mission lines. The Progressive Contractors Asso- ciation of Canada (PCA) says it sup- ports the contractor’s selection. PCA says its member companies’ workers The Vancouver Regional Construc- tion Association (VRCA) has closed its Abbotsford sub-office. “The decision follows a detailed re- view of both the volume of pedestrian traffic to the office and participation levels in programs and services of- fered at the office that confirms the majority of our members in the area derive limited value from the physical office space,” said VRCA president Fiona Famulak. “The decision to close the office has been carefully consid- ered by our board of directors and my- self and represents one that weighs the cost of the commercial space against its value to members and al- lows VRCA to reallocate resources to enhance its services to members.” VRCA says most services will be provided from the association’s Van- couver office at 3635 East 4th Ave. Some training programs and commis- sioner of oaths services will continue to be offered in KPMG’s Langley and Abbotsford offices. ALBERTA Architects explore Lacey Court revisioning and repurposing The Design Talks Institute in Calgary has discussed the future of Lacey Court, a two-storey Modern block built in 1956 in Calgary. The single-storey portion facing Central Memorial Park has already been returned to its original glory by MoDA — Modern Office Design + Ar- chitecture — that recently relocated there from Varsity Drive N.W, the Cal- 24 – January 2016 — The Canadian Design and Construction Report gary Herald reports. Named after owner John Lacey, an oil and gas consultant, arts philanthro- pist and for many years, honorary con- sul for the Kingdom of Thailand, it was designed by and was the home of Cal- gary architect J. Stevenson & Associ- ates. MoDA founders and architects Dustin Couzens and Ben Klumper say they were delighted to discover Lacey Court and are interested in restoring the structure. Edmonton artists’ high rise delayed as price tag increases to $62 million The construction of a unique down- town high rise to provide both living and working space to local artists is still at least a year away, project organ- izers have told the Edmonton Journal. The proposed Artists Quarters building would cost $62 million, an in- crease of $32 million from the original estimates. Organizers said more de- tailed designs for the structure have been completed since the concept’s first announcement in 2013. As well, an added parkade has increased the projected cost. Linda Huffman, executive director of Arts Habitat Edmonton, told the Journal she is confident the project can still work, but it will depend on a successful fundraising campaign and securing provincial and federal govern- ment contributions. “It’s a very complicated project,” she said. “It is absolutely unique in that it is being designed specifically for artists. The acoustics are heightened, the ventilation is heightened, the space is designed as open space that is adaptable for individual uses.” The proposed downtown project site at the corner of 102A Ave. and 96th St., on the former Mount Royal Hotel site, is vacant except for the old Koermann Block building, dating back to 1913. The project calls for the his- toric brick facades on the north and east sides of the building to be dis- mantled and reassembled as part of the new structure. Medicine Hat: Construction projections ‘too rosy,’ says developer A Medicine Hat developer says a federal housing report predicting min- imal growth this year in the southeast- ern Alberta community’s construction sector is too rosy. “I think 2016 will be one of the most difficult years ever in Alberta,” said Don Sandford, vice president of Lans- downe Equity Ventures. The Canadian Mortgage and Hous- ing Corporation’s (CMHC) fourth quar- ter new housing update, released in early December, states low oil prices will hamper residential building in Al- berta and Saskatchewan until eco- nomic conditions improve in 2017. Resale conditions will also favour the buyer but prices should gradually in- crease in step with the oil price, the Medicine Hat News reports. Locally, detached home construc- tion is forecast to end the year with 170 starts in Medicine Hat and nearby communities, representing a 13.3 per cent decline from 2014. However, CMHC says that figure should increase to 175 homes in 2016, then 180 in 2017 – about a three per cent rise each year. Sandford said the prediction is much too optimistic considering lot sales in 2015, as well as the fact there are about 55 recently built homes as yet unsold in the area right now. “Typically there would be about 30 in a normally functioning economy,” said Sandford. “There are indications that the economic conditions are get- ting worse.” SASKATCHEWAN PPP for 18 new schools will save taxpayers $100 million, government says The provincial government says a public-private partnership (PPP) to con- struct 18 new schools will save taxpay- ers $100 million and deliver them earlier than if they were constructed the traditional way. Gordon Wyant, the minister respon- sible for SaskBuilds, said in December that the project is the “largest publicly owned and operated school project in Saskatchewan’s history,” and that the schools are needed to accommodate “unprecedented” population growth. The province has selected the Joint- Use Mutual Partnership (JUMP) as its PPP partner. Members are: • Concert Infrastructure Ltd. (British Columbia); • Bird Capital Limited Partnerships/Bird DesignBuild Construction Inc. (Ontario); • Wright Construction Western Inc. (Saskatoon); • Kindrachuck Agrey Architecture (Saskatoon); • Johnson Controls Canada LP (United States, with Canadian of- fices); and • GEC Architecture (Alberta). Accounting firm KPMG reported in a value for money assessment that the PPP model will save about $100 mil- lion and allow the schools to open six to nine years earlier. “When the schools open in Sep- tember of 2017, it will be a breath of fresh air and will cause some relief on the pressure on classroom sizes and enrollment in those neighbourhoods,” Saskatoon Public Schools board chair Ray Morrison said. Eight schools will be constructed at four sites in Stonebridge, Rosewood, Evergreen and Hampton Village. Catholic school board chair Diane Boyko says the new schools will take overcrowding pressure off schools like St. Peters, which also borders Hamp- ton Village. Wyant said making construction and maintenance the responsibility of the PPP partners takes the province off the hook for risks associated with un- planned maintenance and construc- tion costs. “These schools will not only be built in a quicker period of time, they will be maintained by the proponent team over a 30-year period,” he said. Saskatchewan bypass construction underway Construction is now underway on the first Saskatchewan public-private partnership (PPP) transportation proj- ect. Work has started on the White City overpass, a major part of the Regina Bypass. The link will connect Highway 48 to Highway 1 at White City and will be completed in 2017. SaskLink Global Transportation Part- ners won the bypass project contract in 2015. The overall Regina Bypass will have 12 overpasses, including White City, Balgonie and the Pilot Butte access. Initial work on the White City over- pass will focus on the foundation for the pier that will be built in the High- way 1 median to support the bridge deck. Work on grading the bridge abut- ments is expected to begin soon in the new year. The Canadian Design and Construction Report — January 2016 – 25 NEWS BRIEFS MANITOBA $30 million Shoal Lake reserve “Freedom Road” to end a century’s isolation Canada’s new indigenous affairs minister says the isolated Shoal Lake 40 reserve will finally receive a $30 mil- lion all weather road, after almost a century of isolation and boil water con- ditions. Carolyn Bennett says the federal government is committed to linking the reserve on the Manitoba-Ontario boundary, cut off a century ago to build a freshwater aqueduct to Win- nipeg. Surveyors said at the time that the land was largely uninhabited “with the exception of a few Indians.” While clean water continues to flow to the Manitoba capital, the reserve of several hundred people has been under a boil water advisory for 18 years, published reports say. The Lib- eral government is committed to end- ing that injustice, Bennett said in an interview with The Canadian Press. “This is a serious commitment and it will happen,” she said. “So many of these issues are no longer indigenous issues. These are Canadian issues about our values and principles and how we can go forward in a good way.” In the summer, the First Nation de- pends on an aging ferry to get to the mainland, but the vessel failed govern- ment inspection last year. Residents use a treacherous ice road in the win- ter and people have died falling CONSTRUCTION ACROSS CANADA through the ice. The Manitoba government has al- ready introduced a legislative bill to give it legal authority to help fund con- struction of a permanent road. ONTARIO WSIB premiums to stay flat in 2016 despite enhanced construction industry safety record The news that the Workplace Safety and Insurance Board (WSIB) plans to maintain employer premiums for 2016 at current levels may seem to be good, until you look at the numbers and discover that claim rates have de- clined significantly and the WSIB is using the saved funds to reduce its un- funded liability (UFL), says David Frame, the Ontario General Contrac- tors Association’s (OGCA) director of government relations. “My members are concerned that the WSIB rates are among, if not the highest, in Canada,” he said. “As well, they aren’t responsive to good return to work outcomes, good performance, good health and good safety.” The WSIB said in its economic statement released in November that it anticipates average rate reductions of between 10 and 15 per cent are possible over a five-year period start- ing in 2017, but these won’t happen this year. “In recent years, the WSIB has made great strides toward becoming more financially sustainable, transpar- ent, responsive and accountable to the merk@merx.com 26 – January 2016 — The Canadian Design and Construction Report www.merx.com people we serve,” WSIB chair Eliza- beth Witmer said in a news release. “As a result, we now expect to elimi- nate the unfunded liability, or UFL by 2022 - five years ahead of the schedule required by law.” “Fundamental changes to the WSIB’s business have brought the UFL down by nearly half, from a high of $14.1 billion in 2011 to $7.5 billion in early 2015 – all while maintaining benefit levels for injured workers and achieving the best safety and health outcomes in Canada,” she said. These changes include: safer workplaces; in- novation in medical care and helping workers return to work; rising pre- mium revenue and a strong growth in the investment fund through the addi- tion of operating surpluses, careful management and diversification. “Once the burden of the UFL is gone, employer premiums will consist only of new claims and administrative costs,” Witmer said. “That’s an esti- mated average premium rate of $1.40 to $1.50 instead of the current average of $2.46 per $100 of payroll, making Ontario one of the lowest cost jurisdic- tions in Canada.” (Witmer’s rates refer to the overall WSIB premium level – rates for con- struction trades are significantly higher, such as $12.70 for masonry, $18.31 for formwork and $14.80 for roofing.) In part because the construction sector’s rates are higher, the additional premium revenue collected from busi- nesses which are operating safely con- www.merx.com/events tributes a disproportionate amount of funds to reduce the unfunded liability. Frame says the WSIB probably thinks it can get away with maintaining the rates at the current level because there won’t be the outcry that would occur if they were increasing. As well, employers’ groups, including the On- tario Construction Employers Coalition (OCEC) generally are in favour of the initiative to reduce the unfunded liabil- ity and certainly are happy to see safety performance – and resulting claims – declining. However, Frame said that the high Ontario WSIB premiums, translated to higher overall business costs, will have an impact on project decisions and op- portunities. “It gets entered into the economic equation,” he said. “Other jurisdictions end up with an advantage when WSIB is much more expensive in Ontario.” Concrete infrastructure provider Munro Ltd. becomes DECAST Ltd. Munro Ltd., a concrete infrastruc- ture provider for the construction in- dustry, has announced that following a change in ownership, the company has changed its name to DECAST Ltd. The new name speaks to the com- pany’s core competencies of casting infrastructure products, while ac- knowledging its ownership by the TACC Group and the De Gasperis fam- ily, the company said in a news re- lease. The modernized design of the word mark logo represents the com- pany’s forward thinking and evolution. DECAST Ltd. will continue to oper- ate its 470,000 sq. ft. state-of-the-art facility in Utopia, in Simcoe County just west of Barrie, with plans to grow. The plant is expanding in order to accom- modate a product line of heavy cast tunneling products. In addition, the plant expansion will be used for DE- CAST’s patented superior mainte- nance hole system called the IFC, which stands for Integrated Frame and Cover. The IFC is designed to reduce inflow, infiltration and road deteriora- tion. DECAST chose to redesign the con- ventional maintenance hole system in order to create a longer lasting, more durable, effective system to address the current inflow and infiltration (I&I) concerns and requirements of all mu- nicipalities. “We are particularly proud of the in- novative and newly launched IFC main- tenance hole system,” said company president Silvio De Gasperis. “The IFC is the first major innovation to mainte- nance hole systems in 50 years and warrants the attention of all stakehold- ers in this industry.” DECAST is committed to remaining the largest single combined concrete gravity pipe and concrete pressure pipe of its kind in Canada – and the only one that also produces bridge su- perstructure and substructure, tunnel segments and railway ties. “The rebranding of DECAST repre- sents the company’s evolution and di- rection,” De Gasperis said. “While we remain committed to producing infra- structure and services, we are moti- vated to provide leading infrastructure solutions.” The new name went into effect at the beginning of January and will be implemented across all of the com- pany’s products, services, and com- munications in the first quarter of 2016. Company emails and its website have also changed to the DECAST Ltd. name at decastltd.com. Two of four proponents submit proposals to NCC for Lebreton Flats redevelopment Two of four Lebreton Flats redevel- opment proponents submitted their detailed proposals to the National Cap- ital Commission (NCC) by the ex- tended Dec. 15 deadline, and both include provisions that would support an Ottawa Senators move to an arena in the area. The Senators were directly involved in one proposal, associated with Ren- dez Vous Lebreton Group, that will compete against Gatineau based DCDLS Group (formerly Devcore Group) for the opportunity to develop 9.3 acres near the Canadian War Mu- seum. Meanwhile, DCDLS has pro- posed a concept with “multiple cultural institutions.” The DCDLS pro- posal also includes provisions for an NHL calibre arena. The NCC had offered $75,000 each to the proponents, along with two oth- ers, to prepare detailed proposals. The proponents who did not submit their ideas by the deadline included Clar- idge Homes (which originally pro- posed building concert facilities) and Focus Equities (from Victoria, B.C.), which indicated it wanted to build “an international organization’s headquar- ters on the site.” The NCC had originally set a dead- line of Oct. 31 for the detailed propos- als, but two proponents (the NCC wouldn’t name them) asked for the ex- tension to Dec. 15. The NCC said in a news release that it will review the submissions to deter- mine if they meet the RFP’s manda- tory requirements. If they do, they will be presented at a public consultation on Jan. 26 and 27 at the Canadian War Museum. During the two-day event, exhibition rooms will showcase each proposal, and proponents will make presentations followed by a question and answer period for the public. The presentations will be webcast and live streamed on Periscope to allow Cana- dians across the country to view and comment on the proposals. Canadians can submit their comments by com- pleting an online questionnaire, which will be available from Jan. 26 to Feb. 8, The Canadian Design and Construction Report — January 2016 – 27 NEWS BRIEFS 2016. Comments received by the pub- lic will be provided to the evaluation committee. AECOM Canada chosen to lead planning, design and compliance team for new Toronto courthouse The new Toronto courthouse proj- ect is moving forward with the selec- tion of AECOM Canada Ltd. as the planning, design and compliance (PDC) team, Infrastructure Ontario (IO) has announced. “As the PDC team, AECOM Canada Ltd. will prepare project documents, including output specifications that will form the guidelines and perform- ance requirements the successful building team must meet when preparing the project’s design. The PDC team will also monitor construc- tion progress and provide co-ordina- tion and oversight during the project’s construction, commissioning and completion, as well as during the tran- sition to the new courthouse.” Urbantoronto.ca reports that the new courthouse will be constructed on the site of a former surface parking lot northwest of Toronto City Hall. A re- zoning application submitted to the city in the fall of 2015 suggests the building “would reach a maximum height of 135 m./483 ft. on the west side and 95 m./311 ft. on the east side of a site which includes the addresses 11 through 33 Centre Ave., and 80 through 94 Chestnut St.” “In comparison, across the street, the 20-storey west tower of Toronto City Hall is 80 m. tall, and Toronto’s City Planning Department will want to make sure that this tower will not be seen rising behind City Hall from most points in Nathan Phillips Square to maintain the purity of existing views. An archaeological dig has been under way at the courthouse site for several months now,” the website has re- ported. IO says that the courthouse, lo- cated steps from St. Patrick subway station, directly north of the Superior Court of Justice, will bring together in CONSTRUCTION ACROSS CANADA a single location several courts operat- ing across the city. Amalgamation of justice programs and services is ex- pected to reduce operational and facil- ities costs, make court administration more efficient, and providing better service to the community. Once the planning, design and compliance aspects are completed, the Ministry of the Attorney General and IO will issue a request for qualifi- cations (RFQ) this spring for a team to design, build, finance and maintain the project using IO’s alternative financing and procurement (AFP) delivery method. Under the AFP model, risks associated with the design, construc- tion, financing and maintenance of complex projects are transferred to the private sector. QUEBEC Can recycled glass improve roads? The École de technologie supérieure (ÉTS), City of Montréal, So- ciété des alcools du Québec (SAQ), Éco Entreprises Québec (ÉEQ) and RECYC-QUÉBEC have released the de- tails of a major partnership they say will support research on innovative ap- plications that integrate recycled glass in road construction. 28 – January 2016 — The Canadian Design and Construction Report This common commitment will pro- vide ÉTS with $450,000 in funding over three years to conduct studies and lab- oratory tests on road infrastructures. The Mitacs-Accélération intern pro- gram will contribute $220,000 more to that amount. The research project will focus on developing materials that are more durable and environmentally friendly while giving a second life to the glass containers Quebecers place in recycling bins. Test slabs offered by the City of Montréal will allow for eval- uating the performance of asphalt mixes containing recycled glass. Michel Vaillancourt and collaborators Alan Carter and Daniel Perraton, all pro- fessors at École de technologie supérieure, will look into how post-con- sumer glass components affect the per- formance of asphalt mixes and other materials used in road construction. The research team expects that the glass integrated in asphalt will improve drainage and insulation qualities, therefore resulting in a longer service life for roads. In addition, at the end of the project, ÉTS expects that integrat- ing glass will help reduce greenhouse gas (GHG) emissions generated during asphalt manufacturing. Those are only a few of the points currently under study by the ÉTS research team. Charbonneau Commission tables report with 60 recommendations The commission charged with in- vestigating Quebec’s construction in- dustry corruption has tabled its report, recommending protection for whistle- blowers, reforms to political donation rules and stiffer penalties for law breaking companies and individuals. In her report, Justice France Char- bonneau concluded corruption and collusion are “far more widespread than originally believed.” She said the commission, which investigated the awarding of government contracts and influence peddling in the construction sector, found that organized crime had indeed infiltrated the industry. She said in her 1,741-page report that the government must do every- thing it can to protect the legal econ- omy. She said the impact of allowing the corruption to continue would be devastating long term. Recommendations include: • Creation of an independent authority to oversee public contracts; • Better protection for whistleblow- ers; • Requirement that construction com- panies report acts of intimidation or violence; • Increased penalties for construction companies that break the law, up to and including cancelling licences under Quebec’s building authority, la Régie du bâtiment du Québec; and • Increased penalties for people who make use of so-called “strawman” schemes. Significant sections of the report have been blacked out because of crim- inal cases currently before the courts. NEW BRUNSWICK Beaverbrook Art Gallery footing to extend on Fredericton city owned land Beaverbrook Art Gallery to extend foot- ings under city land. Coun. Randy Dickinson said he thinks the council’s decision sets a bad precedent. “What about the new hotel down- town, if they have to extend their foun- dation out onto the adjacent property,” CBC quoted Dickinson as saying. “What if those properties in the future need to dig down for some reason or want to put in underground parking or whatever, that their space has been eroded.” However, Mayor Brad Woodside said he didn’t think Dickinson’s com- ments about the city’s deal with the art gallery setting a dangerous precedent were fair. The mayor said large construction projects always run into problems that must be addressed. “It very seldom goes to start to fin- ish smoothly. There’s always changes,” said Woodside. He said the project is a gift to Fred- ericton and he feels it will be well worth it. “It’s had its problems, yes. But every other large construction proj- ect that I’ve been aware of has had them as well. So we work our way through it as best we can,” said Wood- side. NOVA SCOTIA Corrections Canada awards $8.9 million tender for Burnside area community corrections centre Fredericton council has approved a request from the Beaverbrook Art Gallery to allow its underground foot- ing to creep onto city owned land in December, but one city councillor raised questions about the request. The14,000 sq. ft. expansion cur- rently under construction will include a multipurpose theatre, artist studios and a street side café. Council author- ized a licence agreement for the Corrections Canada has awarded an $8.9 million tender for the construc- tion of a community correction centre on Morris Dr. in Halifax Regional Mu- nicipality’s Burnside area. Avondale Construction from Bayers Lake won the tender. The centre will house 36 inmates, replacing two decades old sites that aren’t fully accessible for offenders who use wheelchairs. Proposed container terminal goes forward Canadian firm Harbor-Port Develop- ment Partners (HPDP) have announced an agreement with China Communica- tions Construction Company (CCCC) for collaboration on the design and construction of the Port of Sydney’s proposed container terminal. CCCC is the world’s largest port en- gineering and development company, Maritime Executive reports. It will complete a feasibility study and devel- opment plan, and following an ap- proval CCCC would undertake final design and construction, to include cranes and gantries. CCCC vice president Chang Yunbo said that the company “views Syd- ney’s deep water harbour as a poten- tial game changer for the North American eastern seaboard.” HPDP was formed specifically for the project, which it intends to develop into the “most efficient, technologi- cally advanced port in North America,” able to accommodate modern ultra large container vessels like Maersk’s Triple E class. The partners intend to leverage Canada’s free trade agreements with Europe and America, as well as rail links with the Canadian mainland and the nearby U.S. border, in order to make East Coast markets accessible to operators of 14,000 plus TEU (20 ft. equivalent units) container ships. Proximity to the Northwest Passage (which may open for commercial traf- fic as sea ice becomes less prevalent) and the opening of the new Panama Canal expansion are also cited as fac- tors for its development. The Sydney port prospectus sug- gests a wharf of 1,600 m. in length to accommodate vessels of 16.5 m. The Canadian Design and Construction Report — January 2016 – 29 NEWS BRIEFS draft. The harbour is free of bridges or obstructions over approaches. PRINCE EDWARD ISLAND Government reveals $78 million capital budget for 2016-17 PEI’s government has proposed a “live within our means” $78 million capital construction and infrastructure budget for 2016-17, Finance Minister Allen Roach said in December. Budget highlights include: • $30 million for transportation; • $21 million for Health PEI; and • $15 million to education. “By investing in our capital infra- structure, we can help ensure that promises made to islanders are imple- mented in a timely manner,” Roach said. The transportation money will go to the further realignment of the Trans- Canada Highway and improvements to key intersections, as well as realigning Highway 2 in Mount Mellick, and $5.5 million for bridge replacement, CBC has reported. Health PEI’s $21 million will pay for the new Riverview Manor in Mon- tague, a new long-term care facility in Tyne Valley, and $10 million for a new linear accelerator at the Cancer Treat- ment Centre, a two-year project Roach said he expects will start next year. Roach said government has allo- cated more than $9 million for school construction, including the new École la Belle Cloche in Souris and renova- tions to Three Oaks Senior High in Summerside. CONSTRUCTION ACROSS CANADA The government says it will spend $150,000 this year and in subsequent years to repair provincially owned sites “to preserve our museums and her- itage sites for future generations,” Roach said, and is prepared to add more spending when Ottawa releases the details of its infrastructure pro- grams. NEWFOUNDLAND AND LABRADOR Tom Hinkman dies at 74 Prominent Newfoundland business- man and construction industry entre- preneur Tom Hickman died in December at the age of 74. He was president of Newfoundland Engineering and Construction Com- pany and founded the Marco Group of Companies in 1979. His company is responsible for many prominent buildings in Atlantic Canada, including the INCO Innovation Centre. Muskrat Falls contractor failing, but Emera says work continues Construction of transmission lines needed for the $6.99 billion Muskrat Falls project is continuing, even though the main contractor is on the verge of bankruptcy. An Emera Inc. spokesperson says the company is monitoring the situa- tion with Abengoa S.A., although it hasn’t had an impact on the Labrador hydro development. “Abengoa has begun erecting poles for grounding lines. That work is con- tinuing,” Neera Ritcey said in an inter- view with the Chronicle Herald. 30 – January 2016 — The Canadian Design and Construction Report Abengoa, a Spanish energy con- glomerate, has filed for creditor pro- tection in that country. It is one of three main contractors on the project, with a US$ 155 million contract awarded in March by Emera New- foundland and Labrador. Spanish law gives the company four months to hammer out a deal with creditors, according to Reuters. The company has US$9.5 billion in debt and is trying to find additional in- vestment, the report said. If Abengoa goes under, it would be the largest cor- porate bankruptcy in Spain’s history, Reuters said. The Emera subsidiary is overseeing construction of the new transmission lines, including the $1.55 billion Mar- itime Link. The subsea cable, slated to be operational in late 2017, will span the Cabot Strait. The Abengoa project involves build- ing more than 400 km. of overhead power lines between Granite Canal, NL and Big Lorraine, Cape Breton. Ritcey said there are provisions in the contract to protect ratepayers, suppliers and Emera, although she wouldn’t say what they are. “While we can’t discuss the details of that, we’re confident that those will allow the work to continue,” the spokeswoman said. Early civil construction is completed for converter station sites in the two provinces, she said. ABB Canada of Montreal will build the transmission compounds, converter stations and substations. Right of way clearing has also been finished for four of the project’s five transmission lines. OVER $1,000,000,000 600 - 1000 Centre St. N Calgary, AB Main 403.296.2400 Toll Free 1.800.565.8132 rogersinsurance.ca The Canadian Design and Construction Report — January 2016 – 31 BOMA BC leads in program development and advocacy More than a century of leadership and service representing building owners’ interests Canadian Design and Construction Report special feature The Building Owners and Man- agers Association (BOMA) BC was the first to incorporate under the BOMA identity in Canada, giving it the status of the longest history in the country. The group celebrated its 100 th anniver- sary in 2011. BOMA BC is also one of the most active groups in Canada, leading the way through many of its initiatives. BOMA BC president Paul LaBranche says over the years the building stock has evolved from initially prominent individual ownership to corporate and pension fund owned assets maintained by large professional property manage- ment firms. “However, that original principle of BOMA representing the owners’ interest is still there.” Property management issues have, of course, also evolved through the last century. LaBranche says now there is a greater focus on tenant engagement and retention. Further, within building operations, energy and environmental matters are key items on the agenda and the building stock is becoming more multi-use in function. He says about 15 years ago BOMA recognized the need to be proactive in energy efficiency and environmental responsibility and so introduced BOMA BEST. Created in B.C. originally as ‘BOMA Go Green,’ the BOMA BEST® program has evolved into a highly successful national certification program for existing buildings based on pragmatic, rationale standards and verified performance measurement. 32 – January 2016 — The Canadian Design and Construction Report The multi level recognition comes with new branding and enhanced software. Because the program is affordable and building owners recognize the value, LaBranche says the program has had great participation in all Canadian markets and continues to grow. Besides setting standards, BOMA BC works with government at all lev- els to ensure any regulatory proposals “have the input of the industry” and provide training and standards build- ing owners can work to achieve on a voluntary basis. “It provides an oppor- tunity to lead the industry towards where the trends are going.” Because the program is affordable and because building owners recog- nize the value, LaBranche says the program has had great success and continues to grow. At the heart of BOMA’s position, he says, is a belief that industry should lead and that government should be encouraged to support initiatives with appropriate programs and incentives. Rather than being reactionary, BOMA tries to lead government to- wards its next important directions. He says BOMA prefers a carrot (incen- tive) approach rather than a stick (pun- ishment) approach. BOMA BC president Paul LaBranche (right) signs a MOU in Seoul Korea with the Korean Institute of Eco-Environmental Architecture to collaborate on sustainable buildings. BOMA, he says, has had a lot of success working with government agencies. For instance, he cites a Vancouver bylaw that triggers environmental requirements for build- ing owners who retrofit or renovate their buildings. Work- ing closely with the City of Vancouver, BOMA achieved getting BOMA Best certification as an alternative option to meeting the city’s requirements. “We recently hired a new government affairs director who will help BOMA enhance government communication and awareness at all levels,” he said. “We’ve always done a good job at engaging and communicating with govern- ment but that will improve even more so with a dedicated person in the role.” LaBranche says BOMA is currently working on the issue of legislated mandatory energy tracking and benchmarking for building owners. “We support benchmarking in princi- ple but we need to ensure the information gathered is used in a manner that makes sense. We are concerned about mandatory public disclosure of energy information and building labelling initiatives because it interferes with the marketplace. We believe private sector building infor- mation should remain private.” He says it must also be recognized that LEED doesn’t necessarily translate to a building operating at highest en- ergy efficiency levels. “It depends on the building’s man- agement and operation and so this is where BOMA Best comes in.” BOMA BC has numerous energy and environmental pro- grams, including an award winning e-EnergyTraining web based course; a BOMA UTrack utility tracking system and a TWM (total waste management) program for recycling. Its EMP (Energy Management Program) is a special program with BC Hydro support to reach out directly to help mem- bers with energy conservation projects. LaBranche added that two years ago, BOMA BC partnered with the provincial government to install more than 120 electrical vehicle charg- ing stations into member buildings using incentive funding. LaBranche says BOMA does three things well: “We ad- vocate for the industry. We support a diverse industry with education, training and research. And, we provide network- ing opportunities for people who own, manage, lease, de- velop and provide products and services. It is important for members to have the chance to develop relationships.” Finally, he says, BOMA provides valuable member serv- ices. He referenced as the latest example another B.C. first initiative, the launch of a new ‘BOMAlert’ program. LaBranche says this program provides a mass notification system to reach members by phone, email and all social media and other forms of communication to notify them of any emergencies in their area in real time. “Putting into place the infrastructure was our first step and now we are encouraging municipal and provincial gov- ernments to co-ordinate communication and enable first responders to communicate with our system directly so we can notify members immediately on a 7/24 basis promptly.” LaBranche says he recognizes this is a huge undertak- ing but believes if one level of government is willing to be a leader in this, the rest will follow. Operating under an annual business plan and long range strategic plan, LaBranche says BOMA BC is always looking forward to new initiatives. “Next on the hopper is tenant engagement.” He says a report on this challenge is expected out by early 2016. For more information about BOMA and BOMA BC, visit www.boma.bc.ca. Lasertech Floorplans 1/4 page The Canadian Design and Construction Report — January 2016 – 33 BOMA BC leads in program development and advocacy Measure Masters As a creator of as-built floor plans, Measure Masters has measured and drawn more than 525 million sq. ft. in West- ern Canada, through on site building measurements and cal- culations routinely applying BOMA Measurement Standards. The company was established in 1989, originally as a franchise system. According to Michael Long, Measure Masters’ spokesperson, this model quickly encountered challenges. Due to the extensive and ongoing training to keep pace with client and corporate demands that could not financially be supported by the franchisor, he says, the busi- ness model was revamped to a permanent licensee rela- tionship. Measure Masters currently has seven offices across Western Canada and most of the company’s 18 staff have been with the company for between 10 and 20 years. Measure Masters serves clients in three specific cate- gories and for specific purposes: Commercial property man- agers and owners requiring a building spatial audit for facility management and/or lease purposes; designers and archi- tects requiring information for renovations or space plan- ning; realtors and brokers requiring data for marketing and verification of real space. Since many of the company’s clients request measuring services and have multiple geographical locations, job sites and building locations, Measure Masters is “a perfect match, having multiple geographical locations as well.” Measure Masters TM Vancouver/Bby/Tri-Cities Delta, Richmond North Shore Surrey Victoria Calgary Edmonton 604-931-8585 604-948-1888 604-929-8229 604-541-2711 250-472-2653 403-238-3555 780-413-7236 Proud member of BOMA for 20 years. 34 – January 2016 — The Canadian Design and Construction Report For example, says Long, it is unavoidable in property management that tenant configurations change. “This means re-measurement is required in order to validate the change in square footage. In many of these cases, it is as simple as a demising wall shift, which only takes 10 minutes to update onsite. With Measure Masters’ extensive cover- age through Western Canada, jobs such as this are provided at a minimal fee in order to maintain creditable square footage for the client.” Long says Measure Masters has had a long standing re- lationship with BOMA BC (Building Owners and Managers Association, British Columbia) and has been a member for more than 20 years. “Cities such as Vancouver and Victoria seem to generate a great deal of attention to the BOMA Measurement Stan- dards for commercial buildings. The first seminar and pres- entation on the BOMA Measurement Standards to the BOMA BC members by Measure Masters was during the 1996 launch of a new and more thorough method of ac- counting for space.” Long says while the process initially received mixed re- views, people soon recognized the advantages and capabil- ities. Since then BOMA BC and Measure Masters has co-produced more BOMA Measurement Seminars in Van- couver than any other city in North America. Over time, Long says, Measure Masters noticed that the use of CADD (Computer Aided Design and Drafting) serv- ices for the renovation and construction markets has steadily increased as related technologies improved. “From a tape measure to a hand held laser measuring de- vice and from couriering blueprints with dimension lines to delivering electronic CADD files by email, drawing and draft- ing services can now be provided more economically and faster than ever before thanks to the new technologies.” He says designers and architectural related clients order CADD and now have control over the output formats suited to the stakeholders in the project. Long says they consider these types of jobs more like partnerships than supplier customer relationships because they work closely and directly with the client to address their changing needs. “More and more users of the drawings can now read CADD, which makes a huge difference on how the renovation teams approach a project.” For more information, visit www.measuremasters.ca. LEAN CONSTRUCTION Efficient, client centric business approach can increase profits and reduce costs Canadian Design and Construction Report staff writer Can you bulk up your profits by introducing lean busi- ness practices for your construction business? Consultants and trainers associated with the Leading Edge Group and the Ontario General Contractors Associa- tion (OGCA) believe most general contractors would achieve much better results with “lean thinking.” John Whelton, the Leading Edge Group’s vice president of North American operations, says a general contractor with 20 employees, investing $25,000 in training and con- sulting, could expect to achieve savings of $250,000 or more within a year or two. These numbers are based on Lean’s holistic approach to improving operational efficiency and collaboration. To earn the “Green Belt” designation, for example, the candi- date must deliver an improvement project that can gener- ate at least $50,000 in economic advantages – and it would make sense for a successful contractor to provide training for five employees to reach this level; resulting in the quar- ter of a million dollars in savings. In fact, Garry Doyle, a Lean Construction consultant and trainer at Leading Edge Group, says there is evidence that some lean projects have enhanced construction efficiency by about 20 per cent in California. “They are cutting 20 per cent off of the cost and 20 per cent of the time in some cases,” he said. “The results depend on the level in which Lean is applied and in what form.” How do lean contractors achieve these results? Doyle says the best results occur when the entire proj- ect – involving designers, the GC and sub trades as well as the owner – are collaboratively engaged in the Inte- grated Project Delivery (IPD) model. The practice within the industry is that “a whole lot of different companies are doing things in silo to the same end but are not working in conjunction with each other,” he said. “In the lean view, IPD is an environment of con- tractual collaboration. Everyone is tied to the contract and its risk and reward, including the main suppliers and sub- contractors. Everyone has skin in the game. Everyone has an interest. And all the savings are shared.” This is good, but can lean help general contractors com- peting for traditional fixed bid contracts where collabora- tion often needs to be defined after the contract is awarded, and cannot be totally mandated in the project process? The Canadian Design and Construction Report — January 2016 – 35 Whelton says: “Yes.” Lean principles can be applied to the contractor’s inter- nal operations and processes, creating the discipline and efficiency that will allow it to be more profitable even if full IPD cannot be executed. “It provides basic tools to take the waste out of your organizations and increase the value to your customers. Furthermore, Lean Thinking is focused on empowering staff across the organization with the knowledge and skills to improve the processes that they are involved in every day. After all, these are the people that know these processes best. Empowering and engag- ing employees to identify and address improvement op- portunities can eventually lead to a culture of ongoing continuous improvement focused on increased efficiency; improved quality and safety; reduced costs and increased customer and staff satisfaction, ” said Whelton. Some of the “wins” may be simple but can still save tens of thousands of dollars in improving efficiency or avoiding costly errors and reworks. “If you are ever on a site, have you ever seen a $1,000 mistake, or a $100,000 mistake?” Doyle asked. “And for every $10,000 we lose in a mistake we have to sell $100,000 to recover from the error.” For example, on a site, you may have people looking for tools strewn everywhere. “Is there a standard way we can do things more efficiently to avoid mistakes?” Whelton says the best way to start learning the lean process will be to attend a one or two-day workshop co- ordinated through the OGCA. The one-day event will give an overview of the process at the lowest or “White Belt” Tel: (416) 637 5074 Lean level; the two-day program will build on the introduc- tion to develop basic proficiency in using key tools and practices, thereby qualifying participants at the Yellow Belt level – resulting in some tangible cost savings and advan- tages for the contractor, he says. Participants can then progress to more advanced training, which requires them to execute the significant revenue enhancing and cost sav- ings projects, resulting in a quick payback of the training investment. Doyle and Leading Edge Group provide consulting serv- ices to help the process along, but this guidance is de- signed not to be the stereotypical consulting trap, where you pay the consultant to learn that you need more con- sulting to solve your problems. “Our goal is to get your own people and organization up skilled, so they can eventually do the stuff themselves,” he said. “We can start out and come in and run a few projects. However, the ultimate goal is to achieve a lean profile for the company, so it can sustain itself.” The two-day Yellow Belt workshop, March 9 and 10 at the OGCA’s offices in Mississauga costs between $678 (for members) and $762.25 for non-members. The introductory one-day program has been scheduled for Tuesday Jan. 19, also at the OGCA headquarters, with a fee of $395 for members or $480.25 for non-members. Email: info@leadingedgegroup.com www.leadingedgegroup.com 36 – January 2016 — The Canadian Design and Construction Report For additional information and to register, visit https://ogca.ca/education/course-listing. In supporting our clients, Leading Edge Group draws on almost two decades of thought leadership, best-practice development and subject matter expertise in Lean, Continuous Improvement and Business Transformation methodologies. Across the Group, we have delivered more than 1,000 education and consultancy projects to over 250 clients worldwide. In addition to proven, deep expertise, Leading Edge Group draws on unique and proprietary strategic deployment models and adopts a consensus-driven approach, focused on knowledge transfer and building client skills and capabilities. Why should you implement lean practices in your contracting business? Canadian Design and Construction Report special feature The Leading Edge Group, which provides lean construc- tion training and consulting in co-operation with the OGCA, explains the philosophy behind the lean concept on its web- site at www.leadingedgegroup.com/canada/sectors/con- struction-engineering. About lean construction and engineering More and more customers within the construction sector are expecting higher performance, best quality and the low- est cost. Therefore, all players in the industry need to be more competitive through projects that are delivered on time and on budget with best in class standards of work site safety and process efficiencies. This can be achieved through the adoption of lean principles and instigating a cul- ture of staff empowerment and collaboration across the full value chain including architects, key technical consultants as well as general contractors and key specialty contractors. Lean Thinking: • Is a philosophy aimed at providing maximum benefit in improving operations from the perspective of the cus- tomer; • Is focused on identifying and removing waste (non- value-added activities) in processes through teaching continuous improvement and new ways of thinking; • Helps pave the way for improved employee communi- cation, more effective partnering relations with suppliers, a more efficient work site and a working methodology that can be fine-tuned for all projects; and • Is a holistic view of all the different components and stakeholders involved in construction and facilitates ef- fective collaboration to achieve customer satisfaction and project effectiveness – from both a practical and fi- nancial point of view. Recent studies suggest that up to 30 per cent of con- struction costs relates to rework; labour is used at only 40 to 60 per cent of potential efficiency; accidents can account for three to six per cent of total project costs and at least 10 per cent of materials are wasted (Rethinking Construction – Department of Trade and Industry). What can lean construction do for you? What can lean construction do for you? The intent, through lean training and/or consulting support, is to de- velop the techniques and understanding within your busi- ness to optimize your resources, delight your customers, decrease your costs and increase productivity. Adopting the principles of lean (identifying customer value, making the value flow and eliminating waste) into construction processes can pave the way for better em- ployee communication, more effective partnering relations with your main suppliers, a more efficient work site and a working methodology that can be fine-tuned for all of your future projects going forward. In fact, you might ask yourself what costs in time, materials, manpower and reputation you are continuing to incur by not embracing proven improve- ment methods. Like most industries, construction is made up of interde- pendent processes. All processes have similar traits and characteristics (Suppliers-Inputs-Process-Outputs-Cus- tomers). What lean purports to do is take a holistic view of all the different components and stakeholders involved in the process and make them work in harmony to achieve customer satisfaction and project effectiveness, from both a practical and financial point of view. This can often involve splitting the typical construction process into several value streams based on the particular stage of completion – for example, design and planning; site preparation; foundation; structure/frame; cladding; in- terior; landscaping and all the relevant services. Apart from the obvious benefits of more efficient operations, there is also evidence that employees working in such an environ- ment have fewer accidents and less absenteeism. Approaching any project from the customer’s perspec- tive not only ensures that you know what is required, but also highlights the wasteful items that the customer is not willing to pay for and so can sharpen your focus to what is important. Lean construction highlights the typical types of waste as experienced in this industry including: • Building ahead of time; • Waiting – for people, material, information for the next operation; • Unnecessary transport – double handling, priority shipments and tool transportation; • Inappropriate processing – larger machines than required, unnecessary steps, machines not quality capable, over design, etc.; • Material stocks – early delivery; storage space; deterioration and damage; cluttered site; • Building defective parts – snag lists and walk-throughs; and • Waste of untapped human potential. Once you adopt and apply lean methods to your processes, you will quickly begin to appreciate the power of this philosophy as experienced by countless industries all over the world and gain a competitive advantage by de- lighting your customers with projects delivered on time and on budget. The main advantage is that all learnings can be carried forward to the next project and integrated into your daily working practices. It also provides an outlet for ideas from staff members who will know the workings of your site better than anybody else and includes them in solutions going forward. For more information, see http://www.leadingedgegroup.com/canada/ what-can-lean-construction-do-for-you. The Canadian Design and Construction Report — January 2016 – 37 Canada’s TOP Contractors Aquicon Construction Co. Ltd. thrives through growth, diversification and partnering with clients and sub-trades Canadian Design and Construction Report special feature Aquicon Construction Co. Ltd. has grown from the passion and dedication of two brothers, Mario and Frank Aquino, to create their own construction enterprise, into one of Canada’s top general contractors with almost $3 billion in projects com- pleted to date. Today, second generation Daniel Aquino sits at the helm as the company’s president after a 2014 management restructur- ing brought the company wholly into the hands of him and his father Mario. Through expertise and skills acquired from work- ing his way through the ranks and taking on previous roles as project manager and vice president of operations, Aquino con- tinues to strive for growth and development opportunities while maintaining the partnering approach that has become synonymous with the Aquicon Construction name. Aquino says Frank and Mario applied a hands-on approach to each project, beginning with many of the GTA’s elementary 38 – January 2016 — The Canadian Design and Construction Report and secondary schools. “Although the operations and staff ex- panded during those first 10 years, as more projects were taken on, Mario and Frank ensured that the quality of Aquicon Construction’s facilities remained to their highest expecta- tions.” When Aquicon Construction began, he says, the industry was laden with general contractors. Mario and Frank however stood out because they were firm believers that “partnering” with clients, consultants and sub-trades would result in expert- ise sharing between all project team members and ultimately a higher quality finish than what was being offered in the in- dustry. “Staying true to this approach, the company built an es- teemed reputation in the industry and was chosen by clients to take on projects of increasing complexity.” Aquino says the company also built strong relationships with sub-trades. This translated into stronger pricing on proj- ects that would help pave the way for more complex projects down the road. “Before venturing into new markets, our senior members would focus on their understanding of the market and ensure that Aquicon Construction could continue to pro- vide the same high quality we are renowned for.” In executing on any construction delivery method – stipu- lated sum, design-build, construction management - strong re- lationships with trade people and suppliers aids in the support of the project, he says, in maintaining timelines, and ensuring top quality is maintained. “As an organization, our senior staff have always been focused on ensuring these relationships are maintained at their highest level through consistent payments, fair treatment, honesty and integrity.” While schools made up a large part of the company’s work during the early years, over time Aquicon has worked in virtu- ally every segment of government funded (public) projects – educational, recreational, transportation, post-secondary, op- eration centres and more. He says this slow but steady pro- gression has allowed the company to adapt and diversify through several market changes over the decades. Aquino says earning clients’ trust and understanding the different markets has allowed the company to expand its boundaries from the Greater Toronto market to the entire province. “Aquicon Construction recently completed the Atlas Tube Centre in Lakeshore, Ontario,” he said. “This multiple award winning facility is the largest of its kind in Essex County near the Windsor Corridor.” “Our clients have a very high level of trust in dealing with Aquicon Construction. They know that no matter the situation or issue that may arise, our principals will have their best in- terests in mind.” The company has also bolstered its portfolio undertaking projects for new clients such as McMaster University, the Uni- versity of Guelph and the City of London. Thriving in a growing and evolving market, companies must follow suit. Aquino says Aquicon Construction continues to in- vest and to refine its staff and methodology to engage into new and exciting projects, while ensuring that the fundamen- tals will not change. “For example, seeing the rise of LEED construction after the turn of the century, we developed our in-house staff of project managers and co-ordinators to educate them in LEED practices and to equip us with the knowledge to undertake LEED certified projects.” Since its inception, Aquicon Construction has built more than 300 structures in Ontario. One notable example, says Aquino, is the Vale Health & Wellness Centre, a $32 million state-of-the-art facility for sport, recreation, health, wellness, entertainment and commerce all under one roof. “This is the first of its kind in the Niagara region. Developed in partnership with the City of Port Colborne and the YMCA, the facility boasts two NHL-sized ice pads, an aquatic centre, triple gym- nasia with an all-season jogging track and six outdoor bocce courts amongst other amenities.” Aquino says the facility was developed with a strong em- phasis on energy efficiency, subsequently achieving LEED Gold certification from the Canada Green Building Council in 2013. Aquicon also partnered with Niagara College as construc- tion managers for the school’s new Applied Health Institute. The 90,000 sq. ft. institute features state-of-the-art classrooms and laboratories, and provides a new home for all of the col- lege’s applied health programs under one roof. “The project was a huge success for Niagara College and was completed on time and under budget, meeting stringent federal funding requirements and timelines. From the start of the project, Aquicon took a very hands-on approach, providing construction guidance to the design team before the construc- tion drawings were completed.” 131 Delta Park Blvd., Brampton, ON Tel: 905-458-1313 Fax: 905-458-6020 aquicon.com The Canadian Design and Construction Report — January 2016 – 39 Canada’s TOP Contractors For long time client the City of Brampton, Aquicon Con- struction constructed the Brampton Transit Sandalwood Bus Facility in 2008. Aquino says this 300,000 sq. ft. transit hub is at the heart of the city’s transit infrastructure and is used to service the Brampton Transit vehicles. “Again in 2015, Aquicon Construction has been contracted to construct another two-storey operations and maintenance facility for the City of Brampton that will reside on approxi- mately seven hectares on Williams Parkway. Once complete, the new facility is expected to be certified LEED Gold by the Canadian Green Building Council.” Aquicon Construction has a full in-house health and safety department with a COR-certified manager to ensure the high- est safety measures and latest methodologies are employed on site operations for the benefit of clients, sub-trades and Aquicon’s own staff. Similar to its external relationship building, Aquicon applies a similar focus and dedication to relationships internally be- tween individuals and departments. “A lot of companies pro- mote themselves as being a family but Aquicon Construction is truly an embodiment of the ”family company” culture.” 40 – January 2016 — The Canadian Design and Construction Report Aquino says the company has one of the best employee retention rates in the industry with many staff who began their careers with the company and have since grown into senior positions, refining their respective skills along the way. “Going forward, we will add staff who are experts in their respective disciplines, but especially those who can adopt to Aquicon’s approach and methodology that we have refined over the decades.” As the company continues to expand, Aquino says one of the main focuses is to ensure that it maintains the fundamen- tals that got Aquicon Construction to where it is today. “As any company develops, we know there will be transi- tion periods or periods of change,” he said. “Aquicon Construc- tion is focusing on developing the new generation of industry professionals through programs with several universities and colleges, ensuring that as we continue to grow, we are devel- oping individuals who will carry on the tradition of our firm.” The company is continually looking ahead to adding new staff as opportunities arise, he says, instead of doing so when the workload demands. For more information, visit www.aquicon.com. Canada’s TOP Contractors Chamberlain leads with lean Integrated Product Delivery model, integrating collaboration and communication throughout the building process Canadian Warplane Heritage Museum, Hamilton Int’l Airport Millennium Trail Nursing Home, Niagara Falls Canadian Design and Construction Report special feature Established in 1978, the Chamberlain organization evolved from a different way of looking at projects and the desire to understand the construction and operational as- pects of a building while designing it. Through a collabo- rative approach to project success, today Chamberlain is one of Canada's top contractors and responsible for suc- cessful projects across a variety of industries. Beginning with a staff of three and a focus on commer- cial and private enterprise in the Greater Toronto area, Chamberlain has grown to a staff of 35 and a project port- folio that includes institutional and hospitality projects across the country. Chamberlain president Adrian Mauro says his company has always been adept at identifying and adapting to in- dustry trends. “Our projects have evolved and changed over the years as the marketplace has evolved. In the early 2000s for instance there was an expansion of hotel growth in Canada. Now that is slowing and we’re seeing an increase in the numbers of municipal projects.” Considering limited available land and current afford- ability issues, he suggests social housing and mixed use commercial/residential may be the next boom sectors. Whatever the case though, he says Chamberlain will be Blue Mountains Town Hall, Thornbury Hilton Hampton Inn/Homewood Suites Toronto Airport Corporate Centre, Etobicoke ready, both to adapt and to apply its successful construc- tion management methodologies. “Construction practices have evolved over the years to include construction management, design-build, and oth- ers. Each of these methodologies has had its ups and downs as the understanding of each changed and as the projects themselves evolved. Everyone knows the tradi- tional design-bid-build construction methods of the 60s don’t work consistently but not everyone has figured out what does.” Mauro says as projects have become more complex in timing, approvals, design and expectation, the call to do things differently has grown. He says Chamberlain, whose own methodology is modelled more after a lean, simpler version of the U.S. Integrated Project Delivery (IPD), has excelled at meeting these expectations. He says projects today require a process of collabora- tive intelligence with an architect who is open to collabo- ration and trades who are willing to voice their opinions and to share their expertise. “Construction management requires a service mentality. It requires a team with the right attitude from the owner right through to the trades and a prime consultant open and willing to tap into the ex- pertise of each member of the team for the benefit of the client.” The Canadian Design and Construction Report — January 2016 – 41 Canada’s TOP Contractors Today’s projects he says are too complex to fall under the jurisdiction or decision making of any one person, or any one discipline. He says the company’s construction managers think like consultants, working towards the ulti- mate solutions for the client. While some might believe communication and collabo- ration slows project progress, Mauro says they actually get the work done faster. “Miscommunication adds time; that’s a fact. The traditional construction process is very linear with each stage dependent on the stage prior. Our process allows for decisions to be made as the design is being worked through, so constructability issues are iden- tified and resolved earlier, making for a smoother, faster and more successful project.” While some companies may struggle to transition to this new kind of construction model, Mauro says it’s what Chamberlain was established to do and the basis of the organization’s project delivery for more than 35 years. The company continuously finds ways to leverage the expert- ise of each of its team members for the clients’ advantage, whatever the size or scope of the project. “We just completed a project for Niagara on the Lake that had a budget of $1.2 million. Our initial look at costs came in at $1.4 million but together we found a balance that worked for the client’s bottom line and ensured con- structability and we met the budget.” That focus on bottom line, constructability and attention to detail explains some of Chamberlain’s success in bring- ing U.S. branded hotels into Canada, constructing them in and for the Canadian environment, but to international brand standards and budgets that make them feasible. Hotels, restaurants, libraries, municipal administration, mixed-use residential and commercial developments, op- eration centres, and specialty projects are some of Cham- berlain's most remarkable projects and include: Located in the Town of Courseulles-sur-Mer, where Canadian soldiers landed, died, were wounded, and pro- vided heroic support during World War II, the Juno Beach Centre is a living museum that tells the story of Canada’s contribution then and its role in the world today. A signature building, intended to invite attention and vis- itors, the historic site is bounded by Sword and Gold Beaches where the British landed to the east and Utah and Omaha Beaches where the Americans landed to the west. “This project is significant in that it is a modern concept in memorials,” said Mauro. “It is not just a monument to the dead, but a living museum. It is significant in that Canada now has a centre to celebrate the contributions of Canadians then and now and to actively promote Canada in Europe.” Canadian Warplane Heritage Museum The Juno Beach Centre Located at John C. Mauro Hamilton International Air- port, the Canadian Warplane Heritage Museum is a signa- ture, delta-shaped 108,000 sq. ft. facility that displays and maintains its unique and operable collection of warplanes including one of two remaining Lancaster bombers in the world, known as Vera. Designed to integrate all related museum operations under one roof, after a fire destroyed the original hangar in which the museums’ planes were stored, the building pro- gram includes a large display hangar, restoration and main- tenance workshops, administrative offices, a gift shop, an art gallery, an interactive learning centre, a display area for archival static exhibits, a special events dome, an obser- vation deck, a lounge and a fully equipped cafe. 42 – January 2016 — The Canadian Design and Construction Report Niagara-on-the-lake Municipal Campus Marriott TownePlace Suites This project originated with the development of a new public library when it proved that the existing location in a downtown, heritage building could no longer accommo- date and support the space and functional requirements of the town’s library services. “At the time, there was a public outcry about moving the library and many residents did not support this. However, the creation of a beautiful new library designed to reflect the traditional style of the town, along with extensive pub- lic consultation over the course of the project won over the harshest of critics.” A new fire station was also designed and built on the same site at the time. A new community centre linked to the public library was later added to the complex. This new five-storey, 116-suite hotel located in Kanata is designed to accommodate extended stays. Each suite provides living and work spaces in addition to a kitchen with full size appliances. To address the challenge of Ottawa’s generally cold and snowy winters, a light-gauge steel building system fabri- cated in panels at a Brantford plant was selected for the structure. These panels were then shipped to the site and erected during the winter of 2015. This panelized system was also designed to meet the requirements of construc- tion in a seismic zone. For more information about Chamberlain, visit www.chamberlainipd.com. Pearson Airport Air Traffic Control Tower This Air Traffic Control Tower, located at Toronto- Pearson International Air- port, is the first of its kind in North America and has been described as “the world’s most technologically ad- vanced control tower” in a report published by the Rea- son Public Policy Institute in Washington, USA. The Tower Cab provides a 360-degree visibility of all operating surfaces. A unique feature is a rotating centre position that optimizes con- trol during late night shifts. As a post-disaster and 24-hour building, safety and reliabil- ity were critical. Specialized fire protection and suppres- sion systems are among the building’s extra features. “Constructing this tower at Canada’s largest and busiest airport (handling one third of Canada’s air passenger traffic and 40 per cent of all air cargo traffic) required exceptional planning, organization, and implementation of project tasks.” Fusing the Magic of Design with the Logic of Construction www.chamberlainipd.com 905-631-7777 Adrian Mauro X234 Michele Camacho X237 ARCHITECTS | CONSTRUCTORS | MANAGERS The Canadian Design and Construction Report — January 2016 – 43 MCA of Canada expands members’ services and leads in advocacy as Canada’s largest trade contractor association Canadian Design and Construction Report special feature The Mechanical Contractors Association of Canada (MCA) is Canada’s largest trade contractor association with offices in each province and 15 regional offices in Ontario. In November, the association held its 74 th annual general meeting and conference, heard a report on the success of its most recent three-year strategic plan, and looked ahead to future activities. MCA of Canada CEO Richard McKeagan has been at the helm of the association since he joined in the 1990s. Since that time, he says the amount of and quality of serv- ices to members has grown exponentially. “From the be- ginning the potential of the association was evident but we needed time to build the human and financial re- sources to achieve our goals.” Adding management education, a strong advocacy mandate and involvement with other related groups he says is a constant and growing effort but has positioned the association to be the best it has ever been. While he says some members like the new tangibles in- cluding benefits such as educational tools, guides and management education, others appreciate the intangibles. “We lobby and work with government on issues ranging from tenders and change orders to apprenticeships.” McKeagan says one key focus of MCA of Canada has been prompt payment legislation. He says the association successfully brought the issue to the federal government level and got other associations, including the Canadian Construction Association, to identify the issue as one of their priorities. While he says MCA of Canada is excited by the recent Charbonneau report, recommending prompt payment leg- islation be introduced in Quebec, he also says the battle is far from over and this will remain one of the association’s focuses into 2016. MCA of Canada also collaborated with the United As- sociation, Canadian Council of Directors of Apprenticeship 44 – January 2016 — The Canadian Design and Construction Report of Plumbers and the Federal Department of Employment and Social Development Canada to help develop a new na- tional standard for the trade under the pilot project ‘Strengthening of the Red Seal’ and will move forward with an agreement on new ways to assess skills. Another area of concern that regularly impacts mem- bers is project change orders. Here McKeagan says MCA of Canada continues to work with designers and owners to help them understand the true cost of change orders and the wider impact on projects. MCA Canada also collaborated with the Canadian Elec- trical Contractors Association and the Canadian Institute of Steel Construction to ask Public Works and Government Services Canada to initiate its own policy regarding the naming of subcontractors at the time of tender closing. A decision on this is expected soon. This past year MCA Canada also transformed the for- mer Canadian Mechanical Contracting Education Founda- tion into the Construction Education Council. The change involved new educational programs, and an updated gov- ernance structure and terms of reference. “We’ll continue in 2016 to launch and to provide more educational programs and we’re always looking to in- crease our services and benefits to members,” he said. MCA Canada also supports the Operation Eyesight Wells in Africa Campaign. At the AGM, members heard that over the past several years they have “literally saved hundreds, if not thousands of lives through their contribu- tions.” Next year’s MCA annual general meeting and confer- ence, scheduled for Nov. 14 through 17 at Disney, will be a “celebration of the industry, of the association and of our members.” MCA of Canada works with manufacturers, distributors and supplier organizations and represents the industry be- fore the federal government and through its membership in partner associations. For more information, visit http://mcac.ca. Gowing Contractors: A reputation for success Jane Gowing leads successful water and wastewater enterprise with multimillion dollar projects Canadian Design and Construction Report special feature Gowing Contractors has co-ordi- nated municipal water and waste- water projects since 1998, developing a reputation for high levels of work- manship, effective and efficient prob- lem solving and consistency. As the company’s reputation has grown, so has its capacity. Gowing is currently working on its largest project to date – the $150 million Ashbridges Bay Wastewater Treatment Plant project in Toronto. Company president Jane Gowing says municipal projects are unique for their requirements and standards and for the variables in timelines and fund- ing. To address these challenges she says it is critical to stay on top of the industry and to be in close communi- cation with clients and project own- ers. Gowing Contractors also commu- nicates with consulting engineers re- garding designs and future plans because, as she says, “With develop- ment, you cannot be playing catch up but must be ready when the time is right.” Gowing says despite growing recognition of the need for infrastruc- ture spending and investment, that doesn’t always translate to spending commitments. With the recent elec- tion and the Liberal party’s promise to increase spending, she is hearing from clients who expect to have more work over the next five years. In a market in which being compet- itive means being the lowest bidder, Gowing says her company has devel- oped skill in doing the job faster, bet- ter and less expensively. “I encourage staff to come forward with new ideas, to use their imaginations to find ways to do things better.” The company has a competitive ad- vantage through its own fabrication plant in St. George, On. Here, Gowing offers its clients high quality materials with guaranteed on time delivery. Gowing also attributes the com- pany’s success to its employees. Though Gowing herself has been rec- ognized by Profit W100 several years as one of Canada’s Top Female Entre- preneurs, she says the award is not really about her. “This award, for me, is recognition of the hard work of building our business and of the hard work of our staff.” The award process itself has been valuable personally, forcing her to sit down and look at what the company has accomplished, and at how to best grow and move forward. Gowing says the awards also rec- ognize the challenges, and her suc- cess, as a woman in construction. Within her own company of 40, proj- ect management staff are split evenly between men and women. This was not a conscious decision, although Gowing encourages women to em- bark on trades careers. “When you get a group of men and women together looking at solving a problem, the dif- ferences in perspective and differ- ences in ways of thinking are going to result in a better overall solution.” She says she proactively promotes networking opportunities for women. And while she says joint opportunities are equally valuable, she also says there are a lot of networking events more geared towards men. “Women need mentoring to move ahead in their careers and that means women meeting with other women.” Gowing participates in an informal Women in Water and Wastewater group. “We started as a group of six women who would get together for an evening out to talk and brainstorm. The Canadian Design and Construction Report — January 2016 – 45 Gowing Contractors is a succesful and innovative Mechanical Contractor operating in process municipal Water and Wastewater Treatment systems since 1998. G owing C ontractors Ltd. 144 Sugar Maple Rd, St.George, ON N0E 1N0 Phone: (519) 448-4711 Fax: (519) 448-3557 www.gowingcontractors.com 46 – January 2016 — The Canadian Design and Construction Report Over time we’ve grown to 30 plus depending on who is available that night.” Gowing works primarily in the Golden Horseshoe area, taking on projects including Mississauga’s Hanlan Transfer Pumping Station, Oakville’s Water Treatment Plant and the Kitchener Wastewater Treatment Plant. Her team has been called on to travel further though, taking on projects includ- ing the Hawkesbury Wastewater Treatment Plant near Ot- tawa, the Moncton Water Treatment Plant in New Brunswick and advising on multiple projects in Phoenix, AZ. For more information about Gowing Contractors, visit www.gowingcontractors.com. Win.door fenestration show updated with new and progressive changes Canadian Design and Construction Report staff writer The twenty-first annual Win.door Show, Canada’s only industry owned fenestration trade show, took place Nov. 3 through 5 at the Metro Toronto Convention Centre. Changes to the show’s model in 2015 resulted in greater value and accessibility for attendees. Fenestration Canada president Skip MacLean says Win.door 2014 ended with a resounding call from both ex- hibitors and attendees to refresh the show and inject some energy lacking from the event. “To this end we introduced several new and progressive changes to the very structure of the show itself.” These changes included modified show hours (the event started an hour earlier on the open- ing day and hours were reduced on the last day to better reflect peoples’ travel schedules and commitments). Other key changes included central education and inno- vation presentation areas, a “quiet zone” for private infor- mal meetings and discussion and a breakfast economic presentation on the closing day. MacLean says central to the show has always been the exhibits and how some exhibitors prepare for the event. Exhibitors were also invited to present a new product or service through the centre stage area presentations. “Once again this year we reached out to both attendees and exhibitors to get their feedback on the changes made and what other areas we could improve on or introduce for next year’s show through surveys performed during and after the show.” The 2015 event kicked off with opening day keynote speaker Michael “Pinball” Clemons, who MacLean says had been chosen to help energize the show’s opening night and to draw local attendees to the event at off-peak rush hour traffic times. “His message of “team” and “be a part of it” hit home to many present and the feedback was very positive.” He says most if not all of the presentations were well attended and received. “My personal favorite is always the economic outlook (this year by Scotia Bank chief econo- mist Warren Jestin) and the discussions among attendees that follow afterwards. The technical presentations are al- ways a huge draw and this year was no different.” “The demand for these types of presentations is always high and with the dramatic change in the Canadian dollar against the U.S. and the drop in oil pricing there are a lot of folks looking for guidance.” Technical presentation highlights at the 2015 show in- cluded NAFS (North American Fenestration Standard) and the custom home; a discussion about manufacturing and the Millennials; challenges builders face with fenestration products and codes; and energy standards updates. MacLean says a new floor layout, increased focus on new products and a centre stage presentation area are just some of the changes to the show designed to enhance the visitor experience. MacLean says one of the really unique ideas at the 2015 show involved opening the education pavilion/centre stage to exhibitors to present a specific product or service by The Canadian Design and Construction Report — January 2016 – 47 WIN.DOOR FENESTRATION means of short (5 min. or so) PowerPoint or slide show presentation from the stage. Nine exhibiting companies took advantage of the opportunity. He anticipates offering the event again this year, adding that “Fenestration Canada’s marketing committee will be working with exhibitors to help them prepare and present.” “Win.door is also a clear opportunity to give thanks and to celebrate with customers near and far,” he said. “Fen- estration Canada has planned events such as technical committee meetings and Fabrication Council sessions that allow for fenestration professionals to understand issues that affect our industry and have an impact on matters that continue to impact the way we do business. The ability to network with peers across the country at one time, in one location, cannot be taken lightly. As they say, information is the true currency in business.” MacLean says Win.door and the window and door in- dustry is a living breathing thing and must evolve and change with the times. “Fenestration Canada, its commit- 48 – January 2016 — The Canadian Design and Construction Report tees and its members are working hard to present a re- warding and positive experience for all. Win.door is so much more than just a trade show.” “The exhibits are the central part of the event. You might say the glue that holds everything together. Win.door is where we gather to network with our peers, discuss rele- vant issues with suppliers, officials and other stakehold- ers.” He says Win.door is where the industry learns what challenges and opportunities are coming and how to best deal with these issues. Win.door, he says, is also a cele- bration of the industry, a way to thank everyone for their contribution and a way to give back to those less fortunate. MacLean says there will be several announcements in the next few weeks once all of the survey results are tab- ulated and reviewed. The next Win.door will be Nov. 15 to 17, 2016. For more information, visit windoorshow.com. L URELWOOD MILLWORK LTD. Bottom two shown with optional sash. Specialty Wood Windows & Trim Phone: 705-737-5315 www.laurelwoodmillwork.com WIN.DOOR FENESTRATION Laurelwood Millwork specializes in custom shaped wood and UVPC windows, interior casings, grilles and trim CaDCR special feature Since 1987 Laurelwood Millwork has been a leading manufacturer of custom shaped wood windows, interior casings and grilles. The company also crafts specialty wood windows and trim. Laurelwood president Rob Rodgers developed his cus- tom carpentry expertise working with his father in the 1970s building cabinetry and furniture. “I realized then there was – and still is – a need for both custom and standard shaped transoms.” Over time the operation grew from a small 1,500 sq. ft. shop to the 15,000 sq. ft. shop Laurelwood now occupies. Today the company works with pine, oak, mahogany and UPVC to create curved wood mouldings, curved sash parts, frames, brickmould, moldings and more. Laurelwood windows are also available with low E insu- lated glass, clear insulated glass or decorative leaded insu- lated glass. 50 – January 2016 — The Canadian Design and Construction Report Serving primarily door prehangers, Rodgers says Laurel- wood can accommodate any shape or size from an 18 inch half round to 105 inches, a range that essentially covers every possibility in between. Clients often will provide nothing more than a cardboard template and he and his team will craft a transom to fit. Laurelwood crafts its products focused on quality and attention to detail. “That’s one of the things I think our clients appreciate most about us.” He says this is especially valuable to clients who work in the replacement business because they know they will al- ways be able to get what they need to serve their own clients. He says consistency in quality and the ability to de- liver has led to many long standing relationships and a rep- utation as the go-to for custom jobs. For more information, visit www.laurelwoodmillwork.com. Dodge upcoming project reports E-mail: mcgraw-hill@merx.com Web: www.construction.com ALBERTA Strathmore Brentwood Reservoir (Alts) 202541 Brentwood STRATHMORE, AB CAN AB(DIVISION 05) 201500664545 v3 Action stage: Bid Results Bid date: 11/04/2015 @ 02:01 PM MST Valuation: C (200K to <300K) Project delivery system: Design-Bid-Build Target start date: 01/01/2016 Owner type: Private Project Overview Project type: Water Tank. Report type: Project Sub project count: 0 First publish date: 10/30/2015 Prior publish date: 11/02/2015 Publisher: Dodge Data & Analytics Type of Work: Alterations Status: Bids is and under review - Contract award anticipated within 30-60 days ? Bids November 4 Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Private) Consultant: Alberta Purchasing Connection P.O. Box 1333 EDMONTON AB T5J 2N2 Phone:780-644-5726 E-mail: apc.help@gov.ab.ca, https://ven- dor.purchasingconnection.ca Engineer: Epcor Water Services Inc. 2000 - 10423 101 Street NW EDMONTON AB T5H 0E8 Phone:780-412-3414 http://corp.epcor.com/about/operating-com- panies/pa Owner (Private): Epcor Water Services Inc. 2000 - 10423 101 Street NW EDMONTON AB T5H 0E8 Phone:780-412-3414 http://corp.epcor.com/about/operating-com- panies/pa Notes: DEWB43 Plans available from: Consultant Additional features: Concrete restoration to drinking water reservoir ––––––––––––––––––––––––––––––––––– Labour Club Ice Arena (Alts) COL-15-248 2020 18th Avenue North LETHBRIDGE, AB T1H 4B7 CAN AB(DIVISION 02) 201500663171 v5 Action stage: GC Bidding Bid date: 11/18/2015 @ 04:00 PM MST Valuation: F (500K to <750K) Project delivery system: Design-Bid-Build Target start date: 01/01/2016 Owner type: Local Government Project Overview Project type: Indoor Arena. Report type: Project Sub project count: 0 First publish date: 10/28/2015 In co-operation with McGraw-Hill Construction Dodge, the Canadian Design and Construction Report provides information on upcoming projects in the region. New project reports and information on projects in the planning stages are up- dated daily for McGraw-Hill Construction Dodge subscribers. Data copyright 2015 McGraw-Hill Construction. Reprinted with permission. For more information, call 613-727-4900 ext 4902 or 4953. Prior publish date: 11/10/2015 Publisher: Dodge Data & Analytics Type of Work: Alterations Status: GC Bids to Owner November 18 at 4:00 PM (MST) Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Architect: City of Lethbridge Donna Schill, Purchasing Superviso 450 4 Ave N LETHBRIDGE AB T1J 6K2 Phone:403-320-3960 Fax:403-328-0501 E-mail: donna.schill@lethbridge.ca, http://www.lethbridge.ca Email ID : donna.schill@lethbridge.ca In- ternet Addr : http://www.lethbridge.ca Consultant: Alberta Purchasing Connection P.O. Box 1333 EDMONTON AB T5J 2N2 Phone:780-644-5726 E-mail: apc.help@gov.ab.ca, https://ven- dor.purchasingconnection.ca Owner (Public): City of Lethbridge Donna Schill, Purchasing Superviso 450 4 Ave N LETHBRIDGE AB T1J 6K2 Phone:403-320-3960 Fax:403-328-0501 E-mail: donna.schill@lethbridge.ca, http://www.lethbridge.ca Email ID : donna.schill@lethbridge.ca In- ternet Addr : http://www.lethbridge.ca Notes: DEWB82 - Pre-bid Site Visit Octo- ber 28 at 1:30 PM (MDT) at the Labor Club Ice Arena located at 2020 - 18th Av- enue North Plans available from: Consultant Additional features: Labour Club Ice Arena Slab Replacement ––––––––––––––––––––––––––––––––––– Culvert Replacement (Alts) 794110 B.F. 74518 - Carrying Hwy. 599, over a Watercourse EDMONTON, AB CAN AB(DIVISION 11) 201500667642 v3 Action stage: Bidding Bid date: 11/18/2015 @ 02:01 PM MST Valuation: F (500K to <750K) Project delivery system: Design-Bid-Build Target start date: 01/01/2016 Owner type: State Project Overview Project type: Bridge. Report type: Project & ITEM Sub project count: 0 First publish date: 11/04/2015 Prior publish date: 11/09/2015 Publisher: Dodge Data & Analytics Type of Work: Alterations Item Code: Crushed Stone or Rock. Exca- vating. Pipe-All Types for Utilities. Road Materials. Steel-Reinforcing. Item Category: MASONRY/CONCRETE. EXCAVATING/DRILLING. SEWER/WATER PIPE. HIGHWAY SUP- PLIES. MISC/ORN METAL. Status: Bids to Owner November 18 at 2:01 PM (MST) Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Consultant: Alberta Purchasing Connection P.O. Box 1333 EDMONTON AB T5J 2N2 Phone:780-644-5726 E-mail: apc.help@gov.ab.ca, https://ven- dor.purchasingconnection.ca Engineer: AMEC Earth and Environmental Ltd Mohamed Sorour 140 Quarry Park Blvd Se Calgary AB T2C 3G3 Phone:403-248-4331 Owner (Public): Alberta Transportation Katie Alexander, Jr Tendering Tech 4999 - 98 Avenue Twin Atria Building 3rd floor EDMONTON AB T6B 2X3 Phone:780-415-1066 Fax:780-422-2822 E-mail: katie.alexander@gov.ab.ca, http://www.transportation.alberta.ca/ Email ID : katie.alexander@gov.ab.ca Notes: DEWB82 Bonds: 10% Bid Bond. Plans available from: Owner (Public) Additional features: Culvert Replacement and Other Work 599:04; B.F. 74518 - Car- rying Hwy. 599 over a Watercourse, E. of Bulwark Central Region ––––––––––––––––––––––––––––––––––– Utility Communication Towers P150813IC Site not disclosed PARKLAND COUNTY, AB CAN AB(DIVISION 11) 201500667600 v4 Action stage: Bidding Bid date: 11/18/2015 @ 02:00 PM MST Valuation: F (500K to <750K) Project delivery system: Design-Bid-Build Target start date: 01/01/2016 Owner type: Local Government Project Overview Project type: Tower/Signal System. Report type: Project Sub project count: 0 First publish date: 11/04/2015 Prior publish date: 11/09/2015 Publisher: Dodge Data & Analytics Type of Work: Alterations Type of Item: ALTERATION. Item Code: Elec Signs-Install. Elec Work. Hardware-Finished. Steel-Reinforcing. Item Category: ELECTRICAL. ELECTRI- CAL. CARPENTRY/MILLWORK. MISC/ORN METAL. Status: Bids to Owner November 18 at 2:00 PM (MST) Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Consultant: Alberta Purchasing Connection P.O. Box 1333 EDMONTON AB T5J 2N2 Phone:780-644-5726 E-mail: apc.help@gov.ab.ca, https://ven- dor.purchasingconnection.ca Engineer: A Young Engineering (2009) Ltd. Allen Young, President 181-52147 Range Road 231 SHERWOOD PARK AB T8B 1A4 Phone:780-417-4092 E-mail: allen@karsyoung.com Email ID : allen@karsyoung.com Owner (Public): Parkland County Korrine McKeage, Purchaser 53109A Highway 779 PARKLAND COUNTY AB T7Z 1R1 Phone:780-968-8408 Fax:780-968-8413 E-mail: kmckeage@parklandcounty.com, http://www.parklandcounty.com/Business/T ender_Oppo Email ID : kmckeage@parklandcounty.com Notes: DEWB82 Plans available from: Consultant Additional features: Parkland County is seeking proposals from qualified firms who can supply and install four (4) Tier 3 Utility Communication Towers. The Tier 3 Towers will be strategically placed within Parkland County to improve broadband coverage/ca- pacity in rural subdivisions. ––––––––––––––––––––––––––––––––––– Chc Exterior Drainage Improvements 1530250071 ECKVILLE, AB CAN AB(DIVISION 08) 201500667628 v2 Action stage: Bid Results Bid date: 11/04/2015 @ 02:00 PM MST Valuation: F (500K to <750K) Project delivery system: Design-Bid-Build Target start date: 01/01/2016 Owner type: State Project Overview Project type: Storm Sewer. Report type: Project Sub project count: 0 First publish date: 11/04/2015 Prior publish date: 11/04/2015 Publisher: Dodge Data & Analytics Type of Work: Alterations Status: Bids is and under review - Contract award anticipated within 30-60 days ? Bids November 4 Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Engineer Consultant: Alberta Purchasing Connection P.O. Box 1333 EDMONTON AB T5J 2N2 Phone:780-644-5726 E-mail: apc.help@gov.ab.ca, https://ven- Estimate codes: B: $100,000-$199,999; C: $200,000-$299,999; D: $300,000-$399,999; E: $400,000-$4999,999; F: $500,000-$749,999; G: $750,000-$999,999; H: $1,000,000-$2,999,999; I: $3,000,000-$4,999,999; J: $5,000,000-$9,999,999; K: $10,000,000-$14,999,999; L: $15,000,000-$24,999,999; M: 25,000,000-$49,999,999; N: $50,000,000-No Maximum The Canadian Design and Construction Report — January 2016 – 51 Dodge upcoming project reports E-mail: mcgraw-hill@merx.com Web: www.construction.com dor.purchasingconnection.ca Engineer: Allnorth Consultants Limited Peter Chadwick, Prime Consultant Suite 301 - 1777 - 3rd Ave Prince George BC V2L — 3G7 Phone:403-887-7379 Fax:403-887-7399 E-mail: pchadwick@allnorth.com, http://www.allnorth.com Internet Addr : http://www.allnorth.com Owner (Public): Alberta Health Services Natalie Viczko, Contracting Coord. 14310 - 111 Avenue Suite 101, East Tower EDMONTON AB T5M 3Z7 Phone:780-735-0100 Fax:780-735-0409 E-mail: rfp2@albertahealthservices.ca, http://www.albertahealthservices.ca/207.asp Notes: DEWB43 Plans available from: Owner (Public) Additional features: Eckville CHC Exterior Drainage Improvements to surrounding site ––––––––––––––––––––––––––––––––––– ATLANTIC Duke Street Sidewalk Extension - Phase 3 T2015013 Duke Street CHESTER, NS CAN NS(LUNENBURG) 201500591968 v4 Action stage: Bid Results Bid date: 08/14/2015 @ 03:00 PM ADT Valuation: F (500K to <750K) Project delivery system: Design-Bid-Build Target start date: 10/01/2015 Owner type: Local Government Project Overview Project type: Sidewalk/Parking Lot. Report type: Project Sub project count: 0 First publish date: 07/30/2015 Prior publish date: 08/31/2015 Publisher: Dodge Data & Analytics Type of Work: Alterations Status: Bids in and under review - Contract award anticipated within 30-60 days - Bids August 14 Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Engineer: Municipality of the District of Chester Pamela Myra, Municipal Clerk 151 King Street, Room 117 P.O.Box 369 Chester NS B0J 1J0 Phone:902-275-3554 Fax:902-275-4771 E-mail: pmyra@chester.ca, http://www.dis- trict.chester.ns.ca Company Name : Municipality of the Dis- trict of Chester Email ID : pmyra@chester.ca Internet Addr : http://www.district.chester.ns.ca Owner (Public): Municipality of the Dis- trict of Chester Cindy Hannaford In co-operation with McGraw-Hill Construction Dodge, the Canadian Design and Construction Report provides information on upcoming projects in the region. New project reports and information on projects in the planning stages are up- dated daily for McGraw-Hill Construction Dodge subscribers. Data copyright 2015 McGraw-Hill Construction. Reprinted with permission. For more information, call 613-727-4900 ext 4902 or 4953. 151 King Street, Room 117 P.O.Box 369 Chester NS B0J 1J0 Phone:902-275-3554 Fax:902-275-4771 E-mail: channaford@chester.ca, http://www.district.chester.ns.ca Company Name : Municipality of the Dis- trict of Chester Email ID : channaford@chester.ca Internet Addr : http://www.district.chester.ns.ca Owner’s Agent (Public): Municipality of the District of Chester Purchasing Department, Tenders 151 King Street, Room 117 P.O.Box 369 Chester NS B0J 1J0 Phone:902-275-3554 Fax:902-275-4771 http://www.district.chester.ns.ca Internet Addr. : http://www.district.chester.ns.ca Notes: DEWB43 Plans available from: Owner (Public) Additional features: Duke Street Sidewalk Extension ––––––––––––––––––––––––––––––––– ITEM: Fencing (Victoria Park Ballfield) TOT15054 695 Prince Street TRURO, NS CAN NS(COLCHESTER) 201500675820 v1 Action stage: Bidding Bid date: 11/23/2015 @ 03:00 PM AST Valuation: First issue bid stage IND: Y. Project delivery system: Design-Bid-Build Target start date: 01/01/2016 Owner type: Local Government Project Overview Project type: Site Development. Report type: ITEM Only Sub project count: 0 First publish date: 11/16/2015 Publisher: Dodge Data & Analytics Type of Item: MATL EQUIP. Item Code: Fence-Wire or Chain Link. Fence-Wood,All Types. Item Category: FENCING. FENCING. Status: Bids to Owner November 23 at 3:00 PM (AST) Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Engineer: Town of Truro Heather MacLean, Purchasing Officer 695 Prince Street P O Box 427 Truro NS B2N 1G5 Phone:902-895-4484 Fax:902-895-0482 E-mail: hmaclean@truro.ca, http://www.town.truro.ns.ca/ Owner (Public): Town of Truro Heather MacLean, Purchasing Officer 695 Prince Street P O Box 427 Truro NS B2N 1G5 Phone:902-895-4484 Fax:902-895-0482 E-mail: hmaclean@truro.ca, http://www.town.truro.ns.ca/ Notes: DEWB43 - Pre-bid meeting Novem- ber 16 at 11:00 AM (AST) at the Truro Vic- toria Park Ball Field Plans available from: Owner (Public) Items: Victoria Park Ballfield Fencing, Backstop, Dugouts and Benches Tender ––––––––––––––––––––––––––––––––– Avon River Bridge Rehabilitation Concrete Girder Improvement 60149052 Located at Exit #7 HWY 101 NS CAN NS(HANTS) 201500667832 v2 Action stage: Bid Results Bid date: 11/04/2015 @ 02:00 PM AST Valuation: F (500K to <750K) Project delivery system: Design-Bid-Build Target start date: 01/01/2016 Owner type: State Project Overview Project type: Paving. Bridge. Report type: Project Sub project count: 0 First publish date: 11/04/2015 Prior publish date: 11/04/2015 Publisher: Dodge Data & Analytics Type of Work: Alterations Status: Bids is and under review - Contract award anticipated within 30-60 days ? Bids November 4 Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Engineer: Nova Scotia Public Tenders Of- fice Gary Pyke, Administration 1660 Hollis Street Suite 502 - Centennial Buildin HALIFAX NS B3J 1V7 Phone:902-860-4553 Fax:902-424-0622 E-mail: ptenders@gov.ns.ca, http://www.gov.ns.ca Owner (Public): Nova Scotia Public Ten- ders Office Public Tender Office 1660 Hollis Street Suite 502 - Centennial Buildin HALIFAX NS B3J 1V7 Phone:902-424-3333 Fax:902-424-0622 E-mail: ptenders@gov.ns.ca http://novasco- tia.ca/tenders/tenders/ns-tenders.aspx Owner’s Agent (Public): Nova Scotia Pub- lic Tenders Office Jane MacConnell 1660 Hollis Street Suite 502 - Centennial Buildin HALIFAX NS B3J 1V7 Phone:902-424-5288 Fax:902-424-0622 E-mail: macconja@gov.ns.ca, http://www.gov.ns.ca Email ID : macconja@gov.ns.ca Internet Addr : http://www.gov.ns.ca Notes: DEWB43 Plans available from: Owner (Public) Additional features: Avon River Bridge #3 (HAN133) Located at Exit #7 HWY 101 Approximately 0.10 KM ––––––––––––––––––––––––––––––––– Dugout Replacement - Vince Muise Ball Field T442015 320 Esplanade CAPE BRETON, NS B1P 7B9 CAN NS(CAPE BRETON) 201500594069 v4 Action stage: Bid Results Bid date: 08/06/2015 @ 02:00 PM ADT Valuation: C (200K to <300K) Project delivery system: Design-Bid-Build Target start date: 10/01/2015 Owner type: Local Government Project Overview Project type: Stadium. Report type: Project Sub project count: 0 First publish date: 08/03/2015 Prior publish date: 08/31/2015 Publisher: Dodge Data & Analytics Type of Work: Alterations Status: Bids in and under review - Further action pending Owners decision to Proceed - Bids August 6 Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Architect: Cape Breton Regional Munici- pality Allison Angell, BBA, CPPB 320 Esplanade SYDNEY NS B1P 7B9 Phone:902-563-5015 Fax:902-539-9964 E-mail: aangell@cbrm.ns.ca, http://www.cbrm.ns.ca/portal/default.asp Email ID : aangell@cbrm.ns.ca Internet Addr : http://www.cbrm.ns.ca/portal/de- fault.asp Engineer: Cape Breton Regional Munici- pality Procurement Dept, Financial Services 320 Esplanade Sydney NS B1L 1C9 Phone:902-563-5015 Fax:902-539-9964 E-mail: purchase@cbrm.ns.ca, http://www.cbrm.ns.ca/portal/default.asp Owner (Public): Cape Breton Regional Mu- nicipality Reception 320 Esplanade SYDNEY NS B1P 7B9 Phone:902-563-5005 Fax:902-564-0481 E-mail: cbrm@cbrm.ns.ca, http://www.cbrm.ns.ca/portal/default.asp Notes: DEWB82 - Documents for this proj- ect will not appear in the Dodge Global Network - The list of Prospective bidders is not available from regular sources - if you are GC bidding on this project please call - 1-888-836-6623 Bonds: 10% Bid Bond. 50% Performance Bond. 50% Payment Bond. Plans available from: Owner (Public) Additional features: 2-3/8 “ o.d. galvanized pipe frame - 9ga 2 “ mesh fill on 3 sides2- Estimate codes: B: $100,000-$199,999; C: $200,000-$299,999; D: $300,000-$399,999; E: $400,000-$4999,999; F: $500,000-$749,999; G: $750,000-$999,999; H: $1,000,000-$2,999,999; I: $3,000,000-$4,999,999; J: $5,000,000-$9,999,999; K: $10,000,000-$14,999,999; L: $15,000,000-$24,999,999; M: 25,000,000-$49,999,999; N: $50,000,000-No Maximum 52 – January 2016 — The Canadian Design and Construction Report Dodge upcoming project reports E-mail: mcgraw-hill@merx.com Web: www.construction.com 3/8” - o.d. galvanized pipe seat bracket & 2? x 10? x 22? pressure treated seats - 26 ga. channel wall roofing ––––––––––––––––––––––––––––––––– Fort Cumberland Manor - Lobby Improve- ments COB201528 Victoria St E AMHERST, NS B4H 1Y1 CAN NS(CUMBERLAND) 201500595130 v5 Action stage: GC Bidding Bid date: 11/18/2015 @ 02:00 PM AST Valuation: D (300K to <400K) Project delivery system: Design-Bid-Build Target start date: 01/01/2016 Owner type: Local Government Project Overview Project type: Capitol/ Courthouse/City Hall. Report type: Project Sub project count: 0 First publish date: 08/04/2015 Prior publish date: 08/24/2015 Publisher: Dodge Data & Analytics Type of Work: Alterations Status: New GC Bids to Owner by Novem- ber 18 at 02:00 PM (EST) Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Engineer: Cobequid Housing Authority Carolyn Brown, Property Manager 144 Victoria Street East Amherst NS B4A 4B9 Phone:902-667-8757 Fax:902-667-1686 E-mail: Carolyn.Brown@rha.gov.ns.ca Owner (Public): Cobequid Housing Authority Carolyn Brown, Property Manager 144 Victoria Street East Amherst NS B4A 4B9 Phone:902-667-8757 Fax:902-667-1686 E-mail: Carolyn.Brown@rha.gov.ns.ca Notes: DEWB43 - Source requests all bid documents be obtained through their chan- nels only - Documents for this project will not appear in the Dodge Global Network - This project also appeared under DR# 201500673804 - That report has been re- moved from our database - All further in- formation on this project will appear under this report number *Plans available from: *Owner (Public) Additional features: Fort Cumberland Manor-Lobby Improvements - 144 Victoria St East ––––––––––––––––––––––––––––––––– BRITISH COLUMBIA ITEM: Chemistry Labs Mechanical 4724 301 Frank Beinder Way CASTLEGAR, BC V1N 4L3 CAN BC(CENTRAL KOOTENAY) 201500667703 v4 Action stage: Bidding Bid date: 11/18/2015 @ 02:00 PM PST Valuation: C (200K to <300K) Project delivery system: Design-Bid-Build Owner type: State Project Overview Project type: College/University. Report type: ITEM Only Sub project count: 0 First publish date: 11/05/2015 Prior publish date: 11/05/2015 Publisher: Dodge Data & Analytics Type of Item: ALTERATION. Item Code: Mechanical Work. Item Category: PLUMBING/FIRE PRO- TECTION. Status: Bids to Owner by November 18 at 2:00 PM (PST) Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Engineer: Cover Architectural Collabora- tive Inc. 320 Vernon Street NELSON BC V1L 4E4 Phone:250-354-4445 Owner (Public): Selkirk College Jocelyn Templeman, Buyer 301 Frank Beinder Way Castlegar BC V1N 3J1 Phone:250-365-1284 Fax:250-365-6568 E-mail: purchasing@selkirk.ca, http://selkirk.ca/ Company Name : Selkirk College Internet Addr : http://selkirk.ca/ Notes: DEWB82 - Mandatory Site Meeting November 5 at 11:00 AM (PST) outside K12 and K16 labs at Selkirk College Castlegar campus - Source requests all bid documents be obtained through their chan- nels only - Documents for this project will not appear in the Dodge Global Network Bonds: 10% Bid Bond. 50% Performance Bond. 50% Payment Bond. Plans available from: Owner (Public) Items: Selkirk College is seeking to engage a contractor to provide mechanical work for the upgrade of its chemistry labs, including installation of fume hoods and ventilated storage cabinets which have been pre-pur- chased. ––––––––––––––––––––––––––––––––– Driftwood Place Sanitary Sewer Extension 533175201503 Driftwood Place SECHELT, BC CAN BC(SUNSHINE COAST) 201500576160 v4 Action stage: Bid Results Bid date: 07/30/2015 @ 02:00 PM PDT Valuation: F (500K to <750K) Project delivery system: Design-Bid-Build Target start date: 08/01/2015 Owner type: Local Government Project Overview Project type: Storm Sewer. Sanitary Sewer. Report type: Project Sub project count: 0 In co-operation with McGraw-Hill Construction Dodge, the Canadian Design and Construction Report provides information on upcoming projects in the region. New project reports and information on projects in the planning stages are up- dated daily for McGraw-Hill Construction Dodge subscribers. Data copyright 2015 McGraw-Hill Construction. Reprinted with permission. For more information, call 613-727-4900 ext 4902 or 4953. First publish date: 07/10/2015 Prior publish date: 08/31/2015 Publisher: Dodge Data & Analytics Type of Work: Alterations Status: Bids in and under review - Further action pending Owners decision to Proceed - Bids July 30 Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Engineer: ISL Engineering and Land Serv- ices Ltd. Reception 301 - 20338 - 65th Ave. Langley BC V2Y 2X3 Phone:604-530-2288 Fax:604-530-1132 Owner (Public): District of Sechelt Sanath Bandara 5797 Cowrie St SECHELT BC V0N 3A0 Phone:604-689-1680 Fax:604-885-7591 E-mail: sbandara@sechelt.ca, http://www.district.sechelt.bc.ca/ Company Name : District of Sechelt Email ID : sbandara@sechelt.ca Internet Addr : http://www.district.sechelt.bc.ca/ Notes: DEWB82 - The list of Prospective bidders is not available from regular sources - If you are GC bidding on this project please call 1-888-836-6623 Plans available from: Owner (Public) Additional features: The supply and instal- lation of sanitary sewer main and sanitary services of Driftwood Place in the District of Sechelt. The scope of works includes; approximately 56 meters of 200mm Dia. PVC sanitary sewer, 18 meters of 150mm Dia. PVC sanitary sewer, sanitary service connections, manholes, and tying into the existing sanitary sewer. ––––––––––––––––––––––––––––––––– Dry Creek Flood Improvements 329176 Various Location PORT ALBERNI, BC CAN BC(ALBERNI-CLAYOQUOT) 201500515572 v4 Action stage: Bid Results Bid date: 05/20/2015 @ 03:00 PM PDT Valuation: F (500K to <750K) Project delivery system: Design-Bid-Build Target start date: 07/01/2015 Owner type: Local Government Project Overview Project type: Flood Control. Site Develop- ment. Water Line. Report type: Project Sub project count: 0 First publish date: 05/04/2015 Prior publish date: 08/31/2015 Publisher: Dodge Data & Analytics Type of Work: Alterations Status: Bids in and under review - Further action pending Owners decision to Proceed - Bids May 20 Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Consultant: MERX Customer Support 38 Antares Drive Ottawa ON K2E 7V2 Phone:613-727-4900 Fax:888-235-5800 E-mail: merx@merx.com, http://www.merx.com Bidders must be registered with MERX to order documents and submit a bid. MERX is the sole source for documents. Register at www.merx.com. Engineer: City of Port Alberni Leslie Walerius 4850 Argyle Street Port Alberni BC V9Y 1V8 Phone:250-720-2847 E-mail: leslie_walerius@portalberni.ca, http://www.city.port-alberni.bc.ca/ Email ID : leslie_walerius@portalberni.ca Internet Addr : http://www.city.port-al- berni.bc.ca/ Owner (Public): City of Port Alberni Leslie Walerius 4850 Argyle Street Port Alberni BC V9Y 1V8 Phone:250-720-2847 E-mail: leslie_walerius@portalberni.ca, http://www.city.port-alberni.bc.ca/ Email ID : leslie_walerius@portalberni.ca Internet Addr : http://www.city.port-al- berni.bc.ca/ Notes: DEWB82 The list of Prospective bidders is not available from regular sources - if you are GC bidding on this project please call -1-888-836-6623 Plans available from: Owner (Public) Additional features: The work involves:-32 m of concrete box culvert.-Approximately 700 m of creek construction, including gabion basket and lock block retaining walls.-Inlet and outlet modifications at the 3rd Avenue and 4th Avenue crossings.-60 m of watermain and sewage forcemain instal- lation at 3rd Avenue.-Rip rap installation on the creek slopes and the creek bed.-Re- moval of existing utilities and building structures at the proposed creek crossings. ––––––––––––––––––––––––––––––––– DSB C112 Modular Tiered Classroom 1200677 3800 Finnerty Road VICTORIA, BC V8P 5C2 CAN BC(CAPITAL) 201400499238 v15 Action stage: Bid Results Bid date: 04/22/2014 @ 03:00 PM PDT Valuation: F (500K to <750K) Project delivery system: Design-Bid-Build Target start date: 01/01/2015 Owner type: State Project Overview Project type: College/University. Report type: Project Sub project count: 0 First publish date: 04/18/2014 Estimate codes: B: $100,000-$199,999; C: $200,000-$299,999; D: $300,000-$399,999; E: $400,000-$4999,999; F: $500,000-$749,999; G: $750,000-$999,999; H: $1,000,000-$2,999,999; I: $3,000,000-$4,999,999; J: $5,000,000-$9,999,999; K: $10,000,000-$14,999,999; L: $15,000,000-$24,999,999; M: 25,000,000-$49,999,999; N: $50,000,000-No Maximum The Canadian Design and Construction Report — January 2016 – 53 Dodge upcoming project reports In co-operation with McGraw-Hill Construction Dodge, the Canadian Design and Construction Report provides information on upcoming projects in the region. New project reports and information on projects in the planning stages are up- dated daily for McGraw-Hill Construction Dodge subscribers. Data copyright 2015 McGraw-Hill Construction. Reprinted with permission. For more information, call 613-727-4900 ext 4902 or 4953. E-mail: mcgraw-hill@merx.com Web: www.construction.com Prior publish date: 09/14/2015 Publisher: Dodge Data & Analytics Type of Work: Alterations Status: Bids in and under review - Further action pending owner’s decision to proceed - Bid April 22 Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Architect: CEI Architecture Planning Interiors Albert Fung, Architect 500 - 1500 West Georgia Street Vancouver BC V6G 2Z6 Phone:604-687-1898 Fax:604-682-5398 E-mail: marketing@ceiarchitecture.com, http://www.ceiarchitecture.com Electrical Engineer: Applied Engineering Solutions Ltd. Ialn A. Barnes P. Eng, Project Engineer 300 - 1815 Blanshard St Victoria BC V8T 5A4 Phone:250-381-6121 Fax:250-381-6811 E-mail: ibarnes@appliedengineering.ca, http://www.appliedengineering.ca/ Owner (Public): University of Victoria - Facilities Management Purchasing Services 3800 Finnerty Road VICTORIA BC V8W 2Y2 Phone:250-721-7591 Fax:250-721-8999 E-mail: grobson@uvic.ca, http://web.uvic.ca/fmgt/ Internet Addr : http://web.uvic.ca/fmgt/ Owner’s Agent (Public): University of Vic- toria - Facilities Management Tom Lam, Purchasing Officer 3800 Finnerty Road VICTORIA BC V8W 2Y2 Phone:250-472-5094 Fax:250-721-8999 E-mail: tomlam@uvic.ca, http://web.uvic.ca/fmgt/ Email ID : ebid@uvic.ca Internet Addr : http://web.uvic.ca/fmgt/ Notes: DEWB82 - Documents for this proj- ect will not appear in the Dodge Global Network Plans available from: Owner (Public) Additional features: Modular Tiered Class- room Renovation ––––––––––––––––––––––––––––––––– Dunn Lake FSR - Bridge Install EN15TED016 Dunn Lake, Kamloops Field Unit KAMLOOPS, BC CAN BC(THOMPSON-NICOLA) 201400702259 v9 Action stage: Bid Results Bid date: 12/03/2014 @ 03:00 PM PST Valuation: F (500K to <750K) Project delivery system: Design-Bid-Build Target start date: 01/01/2015 Target complete date: 09/01/2015 Owner type: State Project Overview Project type: Paving. Bridge. Report type: Project Sub project count: 0 First publish date: 11/18/2014 Prior publish date: 07/22/2015 Publisher: Dodge Data & Analytics Type of Work: Alterations, New Project Status: Bids in and under review - Further action pending Owners decision to Proceed - Bid December 3 Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Engineer: BC Timber Sales Allen Gill 1265 Dalhousie Drive Kamloops BC V2C 5Z5 Phone:250-371-6500 Fax:250-828-4627 E-mail: allen.gill@gov.bc.ca Company Name : BC Timber Sales Email ID : allen.gill@gov.bc.ca Owner (Public): BC Timber Sales Lands and Natural Resource 1265 Dalhousie Drive Kamloops BC V2C 5Z5 Phone:250-371-6500 Fax:250-828-4627 E-mail: Tony.Buckley@gov.bc.ca Com- pany Name : BC Timber Sales Notes: DEWB82 The list of Prospective bidders is not available from regular sources - if you are GC bidding on this project please call -1-888-836-6623 Plans available from: Owner (Public) Additional features: approximately 1.7 kms of road construction and install one bridge at Dunn Lake for the Kamloops Field Unit ––––––––––––––––––––––––––––––––– MANITOBA East Area North Restoration Of W Inter Boulevard Cuts 1142015 East Area North Restoration WINNIPEG, MB CAN MB(DIVISION 11) 201500436394 v4 Action stage: Bid Results Bid date: 02/27/2015 @ 04:00 PM CST Valuation: C (200K to <300K) Project delivery system: Design-Bid-Build Target start date: 06/01/2015 Target complete date: 08/01/2015 Owner type: Local Government Project Overview Project type: Landscaping. Report type: Project Sub project count: 0 First publish date: 02/12/2015 Prior publish date: 08/31/2015 Publisher: Dodge Data & Analytics Type of Work: Alterations Status: ids in and under review - Further ac- tion pending Owners decision to Proceed - Bids February 27 Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Engineer: City of Winnipeg Gary Campbell 185 King Street (Main Floor) WINNIPEG MB R3B 1J1 Phone:204-986-2085 Fax:204-949-1178 E-mail: city@winnipeg.man.ca, http://www.winnipeg.ca Company Name : City of Winnipeg Internet Addr : http://www.winnipeg.ca Owner (Public): City of Winnipeg Corporate Finance Department, Materials Management 185 King Street (Main Floor) WINNIPEG MB R3B 1J1 Phone:204-986-2085 Fax:204-949-1178 E-mail: city@winnipeg.man.ca, http://www.winnipeg.ca Notes: DEWB82 The list of Prospective bidders is not available from regular sources - if you are GC bidding on this project please call -1-888-836-6623 Plans available from: Owner (Public) Additional features: The Work to be done under the Contract shall consist of restoring boulevard cuts and other grassed areas with topsoil, sod and seed, in the East Area ? North - The restoration of boulevard cuts encompasses four major operations as fol- lows:(a) Excavating and trimming the cut restoration area to 100 mm below grade(b) Placing and compacting the topsoil as per CW3540 (c) Placing the sod/seed (d) Main- taining the sod/seed in accordance with E6 ––––––––––––––––––––––––––––––––– 2014 Cable Installation PR301874 THOMPSON, MB CAN MB(DIVISION 22) 201400604578 v12 Action stage: Bid Results Bid date: 08/08/2014 @ 04:00 PM CDT Valuation: F (500K to <750K) Project delivery system: Design-Bid-Build Target start date: 09/01/2014 Target complete date: 10/01/2014 Owner type: Private Project Overview Project type: Power Lines. Water Line. Report type: Project Sub project count: 0 First publish date: 08/06/2014 Prior publish date: 10/01/2015 Publisher: Dodge Data & Analytics Type of Work: Alterations Status: Bids in and under review - Further action pending Owners decision to Proceed - Bid August 8 Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Private) Consultant: MERX Customer Support 38 Antares Drive Ottawa ON K2E 7V2 Phone:613-727-4900 Fax:888-235-5800 E-mail: merx@merx.com, http://www.merx.com Bidders must be registered with MERX to order documents and submit a bid. MERX is the sole source for documents. Register at www.merx.com. Engineer: Manitoba Hydro Keri Malcolm, Purchasing 360 Portage Ave 2nd floor WINNIPEG MB R3C OG8 Phone:204-360-3632 Fax:204-360-6130 E-mail: kmalcolm@hydro.mb.ca, http://www.hydro.mb.ca Owner (Private): Manitoba Hydro Keri Malcolm, Purchasing 360 Portage Ave 2nd floor WINNIPEG MB R3C OG8 Phone:204-360-3632 Fax:204-360-6130 E-mail: kmalcolm@hydro.mb.ca, http://www.hydro.mb.ca Notes: DEWB82 Registration to MERX Agencies, Crown and Private Corporations << https://www.merx.com/>> is required. You must be listed on the MERX Detailed Tracking Report (DTR) to Bid this project Plans available from: Consultant Additional features: The Work shall consist in the supply of all labour and supervision, plant, equipment, tools, transportation, mo- bilization and demobilization of personnel, meals and lodging, insurance, warranty of workmanship supplied by the Contractor and all other things necessary for the instal- lation of 3245 meters of #4 CN S/L Cable, possibly 5-6 “cuts” installed by “pushing” in the new cable. The cable is underground beneath paved streets, sidewalks. All con- ductor that passes under a paved surface will be required to be installed in 3’ PVC pipe and there is approximately 125 meters of pipe that will need to be installed in this project ––––––––––––––––––––––––––––––––– ITEM: Ventilation System Upgrade - St. Paul’s College 349690 70 Dysart Rd WINNIPEG, MB R3T 2M6 CAN MB(DIVISION 11) 201500676066 v1 Action stage: Bidding Bid date: 11/24/2015 @ 02:00 PM MST Valuation: $80,000 First issue bid stage IND: Y. Project delivery system: Design-Bid-Build Owner type: State Project Overview Project type: College/University. Report type: ITEM Only Sub project count: 0 First publish date: 11/16/2015 Publisher: Dodge Data & Analytics Type of Item: ALTERATION. Item Code: Mechanical Work. Item Category: PLUMBING/FIRE PRO- TECTION. Status: Bids to Owner November 24 at 2:00 PM (MST) Status project delivery system: Design-Bid-Build Estimate codes: B: $100,000-$199,999; C: $200,000-$299,999; D: $300,000-$399,999; E: $400,000-$4999,999; F: $500,000-$749,999; G: $750,000-$999,999; H: $1,000,000-$2,999,999; I: $3,000,000-$4,999,999; J: $5,000,000-$9,999,999; K: $10,000,000-$14,999,999; L: $15,000,000-$24,999,999; M: 25,000,000-$49,999,999; N: $50,000,000-No Maximum 54 – January 2016 — The Canadian Design and Construction Report Dodge upcoming project reports E-mail: mcgraw-hill@merx.com Web: www.construction.com Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Consultant: MERX Customer Support 38 Antares Drive Ottawa ON K2E 7V2 Phone:613-727-4900 Fax:888-235-5800 E-mail: merx@merx.com, http://www.merx.com Bidders must be registered with MERX to order documents and submit a bid. MERX is the sole source for documents. Register at www.merx.com. Engineer: University of Manitoba Architec- tural & Engineering Greg Massey, Mechanical 89 Freedman Cres WINNIPEG MB R3T 2N2 Phone:204-474-6264 Fax:204-474-7565 E-mail: massey@cc.umanitoba.ca, http://umanitoba.ca/academic/programs/rrc/ engineer Email ID : massey@cc.umanitoba.ca Owner (Public): University of Manitoba Architectural & Engineering Greg Massey, Mechanical 89 Freedman Cres WINNIPEG MB R3T 2N2 Phone:204-474-6264 Fax:204-474-7565 E-mail: massey@cc.umanitoba.ca, http://umanitoba.ca/academic/programs/rrc/ engineer Email ID : massey@cc.umanitoba.ca Notes: DEWB84 Mandatory Site Visit No- vember 17 at 9:00 AM (MST) at St. Paul’s College - South East Entrance (near Ralph Campbell Road) Plans available from: Consultant Items: Installation of duct distribution Sys- tem for level 100 and associated work to system fan and air balancing. ––––––––––––––––––––––––––––––––– South Restoration Of Winter Boulevard Cuts 1262015 North Area WINNIPEG, MB CAN MB(DIVISION 11) 201500438695 v3 Action stage: Bid Results Bid date: 03/03/2015 @ 04:00 PM CST Valuation: F (500K to <750K) Project delivery system: Design-Bid-Build Target start date: 03/01/2015 Owner type: Local Government Project Overview Project type: Site Development. Storm Sewer. Report type: Project Sub project count: 0 First publish date: 02/17/2015 Prior publish date: 02/27/2015 Publisher: Dodge Data & Analytics Type of Work: Alterations Status: Bids in and under review - Award possible within 30 days - Bid March 3 Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Engineer: City of Winnipeg Gary Campbell 185 King Street (Main Floor) WINNIPEG MB R3B 1J1 Phone:204-986-2085 Fax:204-949-1178 E-mail: city@winnipeg.man.ca, http://www.winnipeg.ca Company Name : City of Winnipeg Internet Addr : http://www.winnipeg.ca Owner (Public): City of Winnipeg Colleen Groening, Purchasing 185 King Street (Main Floor) WINNIPEG MB R3B 1J1 Phone:204-986-2491 Fax:204-949-1178 E-mail: CGroening@winnipeg.ca, http://www.winnipeg.ca Owner’s Agent (Public): City of Winnipeg Materials Manager, Tenders 185 King Street (Main Floor) WINNIPEG MB R3B 1J1 Phone:204-986-2423 Fax:204-949-1178 E-mail: purchasing@winnipeg.ca, http://www.winnipeg.ca Notes: DEWB84 Plans available from: Owner (Public) Additional features: The restoration of boulevard cuts encompasses four major op- erations as follows:(a) Excavating and trim- ming the cut restoration area to 100 mm below grade(b) Placing and compacting the topsoil as per CW3540(c) Placing the sod/seed(d) Maintaining the sod/seed in ac- cordance with E6 ––––––––––––––––––––––––––––––––– 2015 Pavement Works 15OPS016 PORTAGE LA PRAIRIE, MB CAN MB(DIVISION 09) 201500521460 v5 Action stage: Bid Results Bid date: 05/26/2015 @ 02:00 PM CDT Valuation: G (750K to <1M) Project delivery system: Design-Bid-Build Target start date: 07/01/2015 Owner type: Local Government Project Overview Project type: Paving. Site Development. Report type: Project Sub project count: 0 First publish date: 05/08/2015 Prior publish date: 10/02/2015 Publisher: Dodge Data & Analytics Type of Work: Alterations Status: Bids in and under review - Contract award anticipated within 30-60 days - Bids May 26 Status project delivery system: Design-Bid-Build Publish date: 11/17/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Engineer: City of Portage la Prairie Ian Milne, Engineering Manager 97 Saskatchewan Ave East PORTAGE LA PRAIRIE MB R1N 0L8 Phone:204-239-8349 In co-operation with McGraw-Hill Construction Dodge, the Canadian Design and Construction Report provides information on upcoming projects in the region. New project reports and information on projects in the planning stages are up- dated daily for McGraw-Hill Construction Dodge subscribers. Data copyright 2015 McGraw-Hill Construction. Reprinted with permission. For more information, call 613-727-4900 ext 4902 or 4953. E-mail: imilne@city-plap.com, http://www.city.portage-la-prairie.mb.ca Company Name : City of Portage la Prairie Internet Addr : http://www.city.portage-la- prairie.mb.ca Owner (Public): City of Portage la Prairie Ian Milne, Engineering Manager 97 Saskatchewan Ave East PORTAGE LA PRAIRIE MB R1N 0L8 Phone:204-239-8349 E-mail: imilne@city-plap.com, http://www.city.portage-la-prairie.mb.ca Company Name : City of Portage la Prairie Internet Addr : http://www.city.portage-la- prairie.mb.ca Notes: DEWB43 The list of Prospective bidders is not available from regular sources - if you are GC bidding on this project please call -1-888-836-6623 Plans available from: Owner (Public) - US$ 100 deposit. Additional features: 2015 PAVEMENT CONTRACT ––––––––––––––––––––––––––––––––– NORTHERN CANADA 2 M - I Repairs PM017091 site not specified SACHS HARBOUR, NT X0E 0Z0 CAN NT(INUVIK) 201500517572 v6 Action stage: Bid Results Bid date: 05/14/2015 @ 03:00 PM MDT Valuation: F (500K to <750K) Project delivery system: Design-Bid-Build Owner type: State Project Overview Project type: Office. Report type: Project Sub project count: 0 First publish date: 05/06/2015 Prior publish date: 09/30/2015 Publisher: Dodge Data & Analytics Type of Work: Alterations Status: Bids in and under review - Contract award anticipated within 30-60 days - Bids May 14 Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Architect: Department of Public Works & Services Contracts Administrator PSS, Procurement Shared S Inuvik Regional Office 3rd Floor Perry Building Inuvik NT X0E 0T0 Phone:867-777-7146 Fax:867-777-7109 E-mail: psstendersinuvik@gov.nt.ca Com- pany Name : Department of Public Works & Services Owner (Public): Department of Public Works & Services Contracts Administrator PSS, Procurement Shared S Inuvik Regional Office 3rd Floor Perry Building Inuvik NT X0E 0T0 Phone:867-777-7146 Fax:867-777-7109 E-mail: psstendersinuvik@gov.nt.ca Com- pany Name : Department of Public Works & Services Notes: DEWB82 - Source requests all bid documents be obtained through their chan- nels only - Documents for this project will not appear in the Dodge Global Network - The list of Prospective bidders is not avail- able from regular sources - if you are GC bidding on this project please call -1-888- 836-6623 Plans available from: Owner (Public) Additional features: 2 M & I Repairs - Sachs Harbour ––––––––––––––––––––––––––––––––– 2 Unit Repairs M I CT441129 site not specified INUVIK, NT X0E 0T0 CAN NT(INUVIK) 201400591535 v15 Action stage: Bid Results Bid date: 07/31/2014 @ 03:00 PM MDT Valuation: F (500K to <750K) Project delivery system: Design-Bid-Build Target start date: 11/01/2014 Owner type: State Project Overview Project type: Apartments/Condominiums 1- 3 Stories. Report type: Project Sub project count: 0 First publish date: 07/23/2014 Prior publish date: 09/17/2015 Publisher: Dodge Data & Analytics Type of Work: Alterations Status: Bid result not yet declared - Further action pending owner’s decision to proceed - Bid July 31 Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Architect: Government of Northwest Terri- tories Procurement Shared Services 5015 - 44 St YELLOWKNIFE NT X1A 2L9 Phone:867-873-7662 Fax:867-873-0257 E-mail: CLAYTON_RAVNDAL@gov.nt.ca, http://www.contractregistry.nt.ca/Public/Lis tProc Owner (Public): Government of Northwest Territories Procurement Shared Services 5015 - 44 St YELLOWKNIFE NT X1A 2L9 Phone:867-873-7662 Fax:867-873-0257 E-mail: CLAYTON_RAVNDAL@gov.nt.ca, http://www.contractregistry.nt.ca/Public/Lis tProc Notes: DEWB86 - Source requests all bid Estimate codes: B: $100,000-$199,999; C: $200,000-$299,999; D: $300,000-$399,999; E: $400,000-$4999,999; F: $500,000-$749,999; G: $750,000-$999,999; H: $1,000,000-$2,999,999; I: $3,000,000-$4,999,999; J: $5,000,000-$9,999,999; K: $10,000,000-$14,999,999; L: $15,000,000-$24,999,999; M: 25,000,000-$49,999,999; N: $50,000,000-No Maximum The Canadian Design and Construction Report — January 2016 – 55 Dodge upcoming project reports E-mail: mcgraw-hill@merx.com Web: www.construction.com documents be obtained through their chan- nels only - Documents for this project will not appear in the Dodge Global Network- The list of Prospective bidders is not avail- able from regular sources - if you are GC bidding on this project please call -1-888- 836-6623 Plans available from: Owner (Public) Additional features: Supply, Ship & Erect - 6 & 8 Bonnetplume ––––––––––––––––––––––––––––––––– 2014 Well No. 10 Wellhouse Well No. 10 WHITEHORSE, YT CAN YT(YUKON) 201400614793 v15 Action stage: Bid Results Bid date: 09/02/2014 @ 04:00 PM PDT Valuation: F (500K to <750K) Project delivery system: Design-Bid-Build Target start date: 10/01/2014 Owner type: Local Government Project Overview Project type: Water Treatment Plant. Report type: Project Sub project count: 0 First publish date: 08/18/2014 Prior publish date: 09/22/2015 Publisher: Dodge Data & Analytics Type of Work: New Project Status: Bids in and under review - Further action pending Owners decision to Proceed - Bid September 2 Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Architect: Stantec (formerly FSC Engineers & Architects) Geoff Quinsey 107 Main Street Suite 202 WHITEHORSE YT Y1A 2A7 Phone:867-633-2400 Fax:867-633-2481 E-mail: geoff.quinsey@stantec.com, http://www.stantec.com Company Name : Stantec (formerly FSC Engineers & Architects) Email ID : geoff.quinsey@stantec.com Internet Addr : http://www.stantec.com Owner (Public): City of Whitehorse Manager of Financial Services 2121 Second Avenue WHITEHORSE YT Y1A 1C2 Phone:867-667-6401 Fax:867-668-8398 http://www.city.whitehorse.yk.ca/ Company Name : City of Whitehorse Inter- net Addr : http://www.city.whitehorse.yk.ca/ Owner’s Agent (Public): City of White- horse Larry Shipman, C.E.T. 2121 Second Avenue WHITEHORSE YT Y1A 1C2 Phone:867-668-8304 Fax:867-668-8386 http://www.city.whitehorse.yk.ca/ Notes: DEWB73 Source requests all bid documents be obtained through their chan- In co-operation with McGraw-Hill Construction Dodge, the Canadian Design and Construction Report provides information on upcoming projects in the region. New project reports and information on projects in the planning stages are up- dated daily for McGraw-Hill Construction Dodge subscribers. Data copyright 2015 McGraw-Hill Construction. Reprinted with permission. For more information, call 613-727-4900 ext 4902 or 4953. nels only - Documents for this project will not appear in the Dodge Global Network - The list of Prospective bidders is not avail- able from regular sources - if you are GC bidding on this project please call -1-888- 836-6623 Plans available from: Owner (Public) - US$ 50 deposit. non-refundable Additional features: The provision and in- stallation of the well house, site grading and exfiltration pit, mechanical systems in- cluding vertical turbine raw water pump, raw water pipe, valves and appurtenances, fire protection and ventilation systems, electrical systems including power distribu- tion, instrumentation, heating, lighting, control and SCADA communication equip- ment ––––––––––––––––––––––––––––––––– 2015-16 M&I - Two Duplex Renovation PM017072 site not specified FORT SIMPSON, NT X0E 0N0 CAN NT(FORT SMITH) 201500504330 v9 Action stage: Start Bid date: 05/14/2015 @ 03:00 PM MDT Valuation: $53,759 Project delivery system: Design-Bid-Build Target start date: 11/01/2015 Owner type: State Project Overview Project type: Apartments/Condominiums 1- 3 Stories. Report type: Project Sub project count: 0 First publish date: 04/22/2015 Prior publish date: 11/13/2015 Publisher: Dodge Data & Analytics Type of Work: Alterations Status: GC selected - Construction possible within 30 to 60 days - Bid May 14 Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Architect: Northwest Territories Housing Corporation Robert Hardisty, Technical Advisor Nahendeh District, 2nd Floor Nahendeh Kue Building FORT SIMPSON NT X0E 0N0 Phone:867-695-7708 Fax:867-695-2266 E-mail: IAN_HENDERSON@gov.nt.ca General Contractor: GBM Construction Derek Erasmus, Owner PO Box 681, 9902 - 102 St. Fort Simpson NT X0E 0N0 Phone:867-695-2548 Owner (Public): Government of NWT De- partment of Public Works Ernest McPherson, District Admin 2nd Floor, Nahendeh Building FORT SIMPSON NT X0E 0N0 Phone:867-695-7711 Fax:867-695-2266 E-mail: Ernest_McPherson@gov.nt.ca, http://www.contractregistry.nt.ca/Public/Lis tProcu Notes: CRCN03 Plans available from: Owner (Public) Additional features: 2015-16 M&I - Two Duplex Renovations - SSE ––––––––––––––––––––––––––––––––– Single Asphaltic Surface Treatment Over- lay CT101498 NWT Highways 1, 5 and 6 YELLOWKIFE, NT CAN NT(FORT SMITH) 201500440129 v4 Action stage: Bid Results Bid date: 03/19/2015 @ 03:00 PM MDT Valuation: D (300K to <400K) Project delivery system: Design-Bid-Build Target start date: 03/01/2015 Owner type: State Project Overview Project type: Paving. Report type: Project Sub project count: 0 First publish date: 02/18/2015 Prior publish date: 03/17/2015 Publisher: Dodge Data & Analytics Type of Work: Alterations Status: Bids in and under review - Contract Award to be declared within 30 - 60 days - Bids March 19 Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Engineer: Government of Northwest Terri- tories Procurement Shared Services 5015 - 44 St YELLOWKNIFE NT X1A 2L9 Phone:867-873-7662 Fax:867-873-0257 E-mail: CLAYTON_RAVNDAL@gov.nt.ca, http://www.contractregistry.nt.ca/Public/Lis tProc Owner (Public): Government of Northwest Territories 301 - 76 Capital Drive HAY RIVER NT X0E 1G2 Phone:867-874-7003 Fax:867-874-7014 http://www.contractregistry.nt.ca/Public/Lis tProcu Notes: DEWB84 Plans available from: Owner (Public) Additional features: The supply of asphalt oil, equipment and personnel for the appli- cation of asingle asphaltic surface treatment overlay ––––––––––––––––––––––––––––––– ONTARIO ITEM: Elevator Modernization PT1511 155 Park Street South HAMILTON, ON L8P 3E7 CAN ON(HAMILTON-WENTWORTH) 201500668524 v2 Action stage: Bidding Bid date: 11/18/2015 @ 11:00 AM EST Valuation: C (200K to <300K) Project delivery system: Design-Bid-Build Owner type: Local Government Project Overview Project type: Office. Report type: ITEM Only Sub project count: 0 First publish date: 11/05/2015 Prior publish date: 11/05/2015 Publisher: Dodge Data & Analytics Type of Item: ALTERATION. Item Code: Elevator Maint. Item Category: ELEVATORS/MOV STAIRS. Status: Bids to Owner November 18 at 11:00 AM (EST) Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Engineer: City of Hamilton 71 Main St W HAMILTON ON L8P 4Y5 Phone:905-546-2424 Ext:5971 Fax:905- 546-2327 http://www.city.hamilton.on.ca Owner (Public): City of Hamilton 71 Main St W HAMILTON ON L8P 4Y5 Phone:905-546-2424 Ext:5971 Fax:905- 546-2327 http://www.city.hamilton.on.ca Notes: DEWB82 - Pre-bid meeting October 29 at 9:30 AM (EST) at 155 Park Street South - Hamilton - Source requests all bid documents be obtained through their chan- nels only - Documents for this project will not appear in the Dodge Global Network Plans available from: Owner (Public) - US$ 100 deposit. Document Cost Non-Refund- able Items: Elevator Modernization ––––––––––––––––––––––––––––––––– Bowmanville South Emergency Vestibule Renovations 47 Liberty Street BOWMANVILLE, ON L1C 2N4 CAN ON(DURHAM) 201500673232 v2 Action stage: Bid Results Bid date: 11/13/2015 @ 02:00 PM EST Valuation: H (1M to <3M) Project delivery system: Design-Bid-Build Target start date: 01/01/2016 Owner type: Local Government Project Overview Project type: Hospital. Report type: Project Sub project count: 0 First publish date: 11/11/2015 Prior publish date: 11/11/2015 Publisher: Dodge Data & Analytics Type of Work: Additions, Alterations Status: Bids in and under review - Contract award anticipated within 30-60 days - Bids November 13 Estimate codes: B: $100,000-$199,999; C: $200,000-$299,999; D: $300,000-$399,999; E: $400,000-$4999,999; F: $500,000-$749,999; G: $750,000-$999,999; H: $1,000,000-$2,999,999; I: $3,000,000-$4,999,999; J: $5,000,000-$9,999,999; K: $10,000,000-$14,999,999; L: $15,000,000-$24,999,999; M: 25,000,000-$49,999,999; N: $50,000,000-No Maximum 56 – January 2016 — The Canadian Design and Construction Report Dodge upcoming project reports E-mail: mcgraw-hill@merx.com Web: www.construction.com Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Architect: Nick Swerdfeger Architects Inc Nicholas Swerdfeger 12 Clarence Square TORONTO ON M5V 1H1 Phone:416-828-1294 E-mail: nswerdfeger@nsarch.ca, http://www.nsarch.ca/ Email ID : nswerdfeger@nsarch.ca Internet Addr : http://www.nsarch.ca/ Electrical Engineer: H H Angus & Associ- ates Ltd J.D. Vernon, P. Eng Electrical 1127 Leslie Street Toronto ON M3C 2J6 Phone:416-443-8200 Fax:416-443-8290 E-mail: info@hhangus.com, http://www.hhangus.com Mechanical Engineer: H H Angus & Asso- ciates Ltd Rita Patel, P.Eng., Mech. Eng. 1127 Leslie Street Toronto ON M3C 2J6 Phone:416-443-8200 Fax:416-443-8290 E-mail: info@hhangus.com, http://www.hhangus.com Internet Addr : http://www.hhangus.com Owner (Public): Lakeridge Health Os- hawa,Procurement & Supply Chain Ian Kelly, Manager 850 Champlain Avenue, 1st Flr Oshawa ON L1J 8R2 Phone:905-576-8711 Fax:905-721-4735 E-mail: ikelly@lakeridgehealth.on.ca, http://www.lakeridgehealth.on.ca Company Name : Lakeridge Health Os- hawa, Planning & Development Email ID : ikelly@lakeridgehealth.on.ca Internet Addr : http://www.lakeridgehealth.on.ca Structural Engineer: EXP Services Inc 56 Queen Street East BRAMPTON ON L6B 4M8 Phone:905-793-9800 Fax:905-793-0641 E-mail: one@exp.com, http://www.exp.com Notes: DEWB82 Documents for this proj- ect will not appear in the Dodge Global Network Plans available from: Architect Additional features: Bowmanville South Emergency Vestibule Renovations –––––––––––––––––––––––––––––––– Cultural Centre Directional Boring Corner of Adelaide St and, Murray St CHATHAM, ON CAN ON(KENT) 201500664457 v3 Action stage: Bid Results Bid date: 11/04/2015 @ 01:30 PM EST Valuation: C (200K to <300K) Project delivery system: Design-Bid-Build Target start date: 01/01/2016 Owner type: Local Government Project Overview Project type: Hydroelectric Plant. Paving. Site Development. Report type: Project Sub project count: 0 First publish date: 10/30/2015 Prior publish date: 11/02/2015 Publisher: Dodge Data & Analytics Type of Work: Alterations Status: Bids is and under review - Contract award anticipated within 30-60 days ? Bids November 4 Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Engineer: Municipality of Chatham-Kent 315 King Street West P.O. Box 640 CHATHAM ON N7M 5K8 Phone:519-360-1998 Fax:519-352-4241 http://www.chatham-kent.ca Owner (Public): Municipality of Chatham- Kent 315 King Street West P.O. Box 640 CHATHAM ON N7M 5K8 Phone:519-360-1998 Fax:519-352-4241 http://www.chatham-kent.ca Notes: DEWB43 A mandatory site meeting October 28 at 10:00 AM (EDT) at parking lot at the corner of Adelaide St and Murray St, Chatham Ontario. Plans available from: Owner (Public) Additional features: Excavate termination points at hydro pole - and transformer structure.? Directional bore approximately 220? connecting termination points - install three 3? HDPE hydro conduits.? Backfill all excavation with compacted granular ?A? gravel.? Replace and make good all disturbed concrete and asphalt.? Contractor shall be responsible for all locates - permits and associated fees. –––––––––––––––––––––––––––––––– Driveway Apron Paving - Patching T-U14-11 site not specified UXBRIDGE, ON CAN ON(DURHAM) 201400485742 v15 Action stage: Bid Results Bid date: 04/23/2014 @ 02:00 PM EDT Valuation: F (500K to <750K) Project delivery system: Design-Bid-Build Target start date: 08/01/2014 Owner type: Local Government Project Overview Project type: Paving. Report type: Project Sub project count: 0 First publish date: 04/07/2014 Prior publish date: 09/14/2015 Publisher: Dodge Data & Analytics Type of Work: Alterations Status: Bids in and under review - Further action pending owner’s decision to proceed - Bid April 23 In co-operation with McGraw-Hill Construction Dodge, the Canadian Design and Construction Report provides information on upcoming projects in the region. New project reports and information on projects in the planning stages are up- dated daily for McGraw-Hill Construction Dodge subscribers. Data copyright 2015 McGraw-Hill Construction. Reprinted with permission. For more information, call 613-727-4900 ext 4902 or 4953. Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Engineer: Township of Uxbridge Laura Rupprecht, Clerk?s Assistant 51 Toronto Street South PO Box 190 Uxbridge ON L9P 1T1 Phone:905-852-9181 http://www.town.uxbridge.on.ca Company Name : Township of Uxbridge Internet Addr : http://www.town.uxbridge.on.ca Owner (Public): Township of Uxbridge Laura Rupprecht, Clerk?s Assistant 51 Toronto Street South PO Box 190 Uxbridge ON L9P 1T1 Phone:905-852-9181 http://www.town.uxbridge.on.ca Company Name : Township of Uxbridge Internet Addr : http://www.town.uxbridge.on.ca Notes: DEWB82 Plans available from: Owner (Public) Additional features: Driveway Apron Paving and Patching –––––––––––––––––––––––––––––––– Driveway Replacement 1414 site not specified THUNDER BAY, ON CAN ON(THUNDER BAY) 201400500780 v15 Action stage: Bid Results Bid date: 04/25/2014 @ 04:00 PM EDT Valuation: F (500K to <750K) Project delivery system: Design-Bid-Build Owner type: Local Government Project Overview Project type: Sidewalk/Parking Lot. Report type: Project Sub project count: 0 First publish date: 04/21/2014 Prior publish date: 09/14/2015 Publisher: Dodge Data & Analytics Type of Work: Alterations Status: Bids in and under review - Further action pending on Owner’s decision - Bid April 25 Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Engineer: City Of Thunder Bay - Mainte- nance Department Donald Clapp 230 Van Norman Street THUNDER BAY ON P7A 4B8 Owner (Public): City Of Thunder Bay - Maintenance Department Donald Clapp 230 Van Norman Street THUNDER BAY ON P7A 4B8 Notes: DEWB82 - The list of Prospective bidders is not available from regular sources - if you are GC bidding on this project please call -1-888-836-6623 Plans available from: Owner (Public) Additional features: Supply and install new new driveways to two (2) units –––––––––––––––––––––––––––––––– Dufferin Street Culvert Rehabilitation 15130 Dufferin Street, 700m S OF MAJOR MACKENZIE DR NEWMARKET, ON CAN ON(YORK) 201500516157 v4 Action stage: Bid Results Bid date: 05/19/2015 @ 01:00 PM EDT Valuation: F (500K to <750K) Project delivery system: Design-Bid-Build Target start date: 06/01/2015 Owner type: Local Government Project Overview Project type: Storm Sewer. Report type: Project Sub project count: 0 First publish date: 05/05/2015 Prior publish date: 08/31/2015 Publisher: Dodge Data & Analytics Type of Work: Alterations Status: Bids in and under review - Further action pending Owners decision to Proceed - Bids May 19 Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Engineer: Regional Municipality of York Sarah Power, Purchasing Analyst 17250 Yonge Street Box 147 Newmarket ON L3Y 6Z1 Phone:905-895-1231 E-mail: Sarah.Power@york.ca, http://www.region.york.on.ca Company Name : Regional Municipality of York Email ID : Sarah.Power@york.ca In- ternet Addr : http://www.region.york.on.ca ext 71677 Owner (Public): Regional Municipality of York Sarah Power, Purchasing Analyst 17250 Yonge Street Box 147 Newmarket ON L3Y 6Z1 Phone:905-895-1231 E-mail: Sarah.Power@york.ca, http://www.region.york.on.ca Company Name : Regional Municipality of York Email ID : Sarah.Power@york.ca In- ternet Addr : http://www.region.york.on.ca ext 71677 Notes: DEWB82 The list of Prospective bidders is not available from regular sources - if you are GC bidding on this project please call -1-888-836-6623 Bonds: $75,000 Bid Bond. Plans available from: Owner (Public) - US$ 120 deposit. Additional features: CULVERT REHABIL- ITATION ON DUFFERIN STREET, 700m SOUTH OF MAJOR MACKENZIE Estimate codes: B: $100,000-$199,999; C: $200,000-$299,999; D: $300,000-$399,999; E: $400,000-$4999,999; F: $500,000-$749,999; G: $750,000-$999,999; H: $1,000,000-$2,999,999; I: $3,000,000-$4,999,999; J: $5,000,000-$9,999,999; K: $10,000,000-$14,999,999; L: $15,000,000-$24,999,999; M: 25,000,000-$49,999,999; N: $50,000,000-No Maximum The Canadian Design and Construction Report — January 2016 – 57 Dodge upcoming project reports E-mail: mcgraw-hill@merx.com Web: www.construction.com DRIVE IN THE CITY OF VAUGHAN –––––––––––––––––––––––––––––––– QUEBEC De Lorimier Substation (conversion) Ville-Marie borough MONTREAL, QC CAN QC(COMMUNAUTE-URBAINE-DE- MONTREAL) 201200672187 v5 Action stage: Start Bid date: Valuation: $198,965,380 Project delivery system: Design-Bid-Build Target start date: 05/01/2015 Target complete date: 10/01/2017 Owner type: Private Project Overview Project type: Electric Substation. Report type: Project Sub project count: 0 First publish date: 11/09/2012 Prior publish date: 09/02/2014 Publisher: Dodge Data & Analytics Type of Work: Alterations Status: Construction underway - Target completion Fall 2017 Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Engineer: Hydro Quebec Reception 800 boul. de Maisonneuve Est Bureau 2- 007 Montreal QC H2L 4M8 Phone:514-840-4903 Fax:514-840-3490 http://www.hydroquebec.com General Contractor: Hydro Quebec Reception 800 boul. de Maisonneuve Est Bureau 2- 007 Montreal QC H2L 4M8 Phone:514-840-4903 Fax:514-840-3490 http://www.hydroquebec.com Owner (Private): Hydro Quebec Jean-Philippe Rousseau, Community Rela- tions 201, rue Jarry Ouest Bureau 2-007 Montreal QC H2P 1S7 Phone:514-385-8888 Ext:3462 Fax:514-840-3490 E-mail: philippe@hydro.qc.ca, http://www.hydroquebec.com Internet Addr : http://www.hydroquebec.com Notes: CRCN01 Additional features: convert De Lorimier substation to 315/25-kV on the site of the current 120/12-kV substation - build two 315-kV underground lines - about 7 km each - connect the new De Lorimier substa- tion to Viger substation –––––––––––––––––––––––––––––––– Sidewalks And Edges Lot 62 Expansion 1D109815022 MONTREAL, QC CAN QC(COMMUNAUTE-URBAINE-DE- MONTREAL) In co-operation with McGraw-Hill Construction Dodge, the Canadian Design and Construction Report provides information on upcoming projects in the region. New project reports and information on projects in the planning stages are up- dated daily for McGraw-Hill Construction Dodge subscribers. Data copyright 2015 McGraw-Hill Construction. Reprinted with permission. For more information, call 613-727-4900 ext 4902 or 4953. 201500441132 v3 Action stage: Bid Results Bid date: 03/10/2015 @ 03:00 PM EST Valuation: F (500K to <750K) Project delivery system: Design-Bid-Build Target start date: 04/01/2015 Owner type: Local Government Project Overview Project type: Sidewalk/Parking Lot. Report type: Project Sub project count: 0 First publish date: 02/18/2015 Prior publish date: 03/06/2015 Publisher: Dodge Data & Analytics Type of Work: Alterations Status: Bids in and under review - Award expected in 30-60 days - Bids March 10 Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Engineer: Aeroport de Montreal-Pierre El- liott Trudeau Philippe Lacombe, Administration 800 place Leigh-Capreol Montreal QC H4Y 0A5 Phone:514-633-4620 E-mail: philippe.lacombe@admtl.com, http://www.admtl.com/Affaires/Fournis- seurs/AppelsO Email ID : philippe.lacombe@admtl.com Owner (Public): Aeroport de Montreal- Pierre Elliott Trudeau Philippe Lacombe, Administration 800 place Leigh-Capreol Montreal QC H4Y 0A5 Phone:514-633-4620 E-mail: philippe.lacombe@admtl.com, http://www.admtl.com/Affaires/Fournis- seurs/AppelsO Email ID : philippe.lacombe@admtl.com Notes: DEWB84 Bonds: 10% Bid Bond. Plans available from: Owner (Public) Additional features: The project involves the construction of male and female wash- rooms, janitor closet, storage room, mill- work bench / cubbies and all other associated work on the 2nd level of the Cargill Field House located at 228 - 12 Av- enue S.E., High River, AB –––––––––––––––––––––––––––––––– Bonaventure Expressway Sec 10 -13 Deck - Piers Replacement PR316974 Bonaventure Expressway MONTREAL, QC CAN QC(COMMUNAUTE-URBAINE-DE- MONTREAL) 201500405843 v11 Action stage: Bid Results Bid date: 02/09/2015 @ 03:00 PM EST Valuation: F (500K to <750K) Project delivery system: Design-Bid-Build Target start date: 02/01/2015 Owner type: Local Government Project Overview Project type: Bridge. Dock/Pier. Report type: Project Sub project count: 0 First publish date: 01/12/2015 Prior publish date: 10/02/2015 Publisher: Dodge Data & Analytics Type of Work: Alterations Status: Bids in and under review - Further action pending Owners decision to Proceed - Bid February 9 Status project delivery system: Design-Bid-Build Publish date: 11/18/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Consultant: MERX Customer Support 38 Antares Drive Ottawa ON K2E 7V2 Phone:613-727-4900 Fax:888-235-5800 E-mail: merx@merx.com, http://www.merx.com Bidders must be registered with MERX to order documents and submit a bid. MERX is the sole source for documents. Register at www.merx.com. Engineer: Les Ponts Jacques Cartier et Champlain inc Tom Vergados 1111 rue St Charles Ouest West Tower- Suite 600 LONGUEUIL QC J4K 5G4 Phone:450-651-8771 Fax:450-677-6912 E-mail: andre.girard@federalbridge.ca, http://www.pjcci.ca/Francais/pjcci/de- fault.HTM Company Name : Les Ponts Jacques Cartier et Champlain inc Internet Addr : http://www.pjcci.ca/Francais/pjcci/de- fault.HTM Owner (Public): Les Ponts Jacques Cartier et Champlain inc John Papagiannis, Administration 1111 rue St Charles Ouest West Tower- Suite 600 LONGUEUIL QC J4K 5G4 Phone:450-651-8771 Fax:450-677-6912 E-mail: andre.girard@federalbridge.ca, http://www.pjcci.ca/Francais/pjcci/de- fault.HTM Company Name : Les Ponts Jacques Cartier et Champlain inc Internet Addr : http://www.pjcci.ca/Francais/pjcci/de- fault.HTM Notes: DEWB82 Two (2) work site visits January 15 & January 19 at 10:30 AM (EST) (Type B). The meeting point will be at the south parking of the administration building of the Champlain Bridge bridge located at Ile des Soeurs - The list of Prospective bidders is not available from regular sources - If you are GC bidding on this project please call 1-888-836-6623 Plans available from: Consultant Additional features: The present Contract consist, generally, in achieving the deck complete replacement works of Section 10 of the Bonaventure Expressway between the axes 38 and 44 in four phases including ramps C and D. The manufacturing of the steel structure is not included in the present Contract. Further works are also included in the present Contract notably the rehabili- tation works of Q and S overpasses, the in- stallation of waterproofing membrane and asphalt pavement of ramp J and between the axes 26 and 30 of the Bonaventure Ex- pressway towards downtown. All works is to be performed in 2015 in Montreal in the Province of Quebec. –––––––––––––––––––––––––––––––– Maison Manuvie - Office Building - Park- ing Garage 900 rue De Maisonneuve Ouest Montreal, QC CAN QC (COMMUNAUTE-URBAINE-DE- MONTREAL) 200500634095 v26 Action stage: Construction Bid date: NDS Valuation: $150,000,000 Project delivery system: Design-Bid-Build Target start date: 03/01/2015 Owner type: Private Special conditions: LEED Intended Project Overview Project type: Office. Parking Garage. Report type: Project Sub project count: 0 First publish date: 02/10/2005 Prior publish date: 03/26/2015 Publisher: Dodge Data & Analytics Type of Work: New Project Status: Reporting GC - Construction under- way - Target completion Third Quarter of 2017 Special conditions: LEED Intended Status project delivery system: Design-Bid-Build Publish date: 11/18/2015 Key Contacts and Bid Documents Architect: Menkes, Shooner, Dagenais Le- tourneaux Architectes Juan Benavides, M. Architecte 1134 rue Sainte-Catherine O bureau 1100 Montreal QC H3B 1H4 Phone:514-866-7291 Fax:514-845-8539 E-mail: juan.benavides@msdl.ca, http://www.msdl.ca Email ID : juan.benavides@msdl.ca Inter- net Addr : www.msdl.ca General Contractor: Pomerleau Inc Reception 521, 6 Avenue St-George-Beauce QC G5Y 5C4 Phone:418-228-6688 Fax:418-228-3524 Owner (Private): Manulife Financial 20000 Mansfield #200 Montreal QC H3A 2Y8 Phone:514-288-6268 Owner-Builder/Developer(Private): Ivan- hoe Cambridge 1001, square Victoria, bureau Montreal QC H2Z 2B5 Phone:514-841-7600 Fax:514-841-7762 E-mail: communications@ivanhoecam- Estimate codes: B: $100,000-$199,999; C: $200,000-$299,999; D: $300,000-$399,999; E: $400,000-$4999,999; F: $500,000-$749,999; G: $750,000-$999,999; H: $1,000,000-$2,999,999; I: $3,000,000-$4,999,999; J: $5,000,000-$9,999,999; K: $10,000,000-$14,999,999; L: $15,000,000-$24,999,999; M: 25,000,000-$49,999,999; N: $50,000,000-No Maximum 58 – January 2016 — The Canadian Design and Construction Report Dodge upcoming project reports E-mail: mcgraw-hill@merx.com Web: www.construction.com bridge.com, http://www.ivanhoecam- bridge.com Email ID : communications@ivanhoecam- bridge.com Internet Addr. : http://www.ivanhoecambridge.com Steel Erection: Supermetal 1955, 5e Rue LEVIS QC G6W 5M6 Phone:418-834-1955 Fax:418-824-5151 E-mail: supermetal@supermetal.com, http://www.supermetal.com Steel Fabrication: Supermetal 1955, 5e Rue LEVIS QC G6W 5M6 Phone:418-834-1955 Fax:418-824-5151 E-mail: supermetal@supermetal.com, http://www.supermetal.com Notes: CRCN03 Construction Document Links: Maison Manuvie - Office Building - Parking Garage Structural Details *Structural information: 1 Building/ 27 Stories above grade / 2 Stories below grade / *45,200 Total square meter / Building Frame: Reinforced Concrete Additional features: 27-story building with 45200 square metres of prime office space, and eight levels of above-ground parking - The project’s architectural focal point will be a three-story glass and steel winter gar- den main entry on De Maisonneuve Boule- vard West - 411 parking spaces - –––––––––––––––––––––––––––––––– Marina - Port de Quebec QUEBEC, QC G1K 4C4 CAN QC(QUEBEC) 201200692956 v4 Action stage: Construction Bid date: 12/21/2012 @ 11:00 AM EST Valuation: F (500K to <750K) Project delivery system: Design-Bid-Build Target start date: 01/01/2013 Owner type: Private Project Overview Project type: Dock/Pier. Report type: ITEM Only Sub project count: 0 First publish date: 12/11/2012 Prior publish date: 12/14/2012 Publisher: Dodge Data & Analytics Type of Item: MATL EQUIP. Item Code: Control Panels-Elec. Elec Work. Item Category: ELECTRICAL. ELECTRI- CAL. Status: Bid 12/21/2012 - Contract Award not available from regular sources Status project delivery system: Design-Bid-Build Publish date: 11/18/2015 Key Contacts and Bid Documents Submit bids to: Owner (Private) Consultant: MERX Tenders 38 Antares Drive Ottawa ON K2E 7V2 Phone:613-727-4900 Fax:888-235-5800 E-mail: merx@merx.com, http://www.merx.com Electrical Engineer: Cima + Janik Leblond, Ingenieur 1145 boul Lebourgneuf bureau 300 Quebec QC G2K 2K8 Phone:418-623-3373 Fax:418-623-3321 E-mail: janik.leblond@cima.ca, http://www.cima.ca Email ID : janik.leblond@cima.ca Internet Addr : http://www.cima.ca General Contractor: Administration Portu- aire de Quebec 150 rue Dalhousie Quebec QC G1K 7P7 Phone:418-648-3640 E-mail: capitainerie@portquebec.ca, http://www.portquebec.ca Owner (Private): Administration Portuaire de Quebec Jean-Marie Dore, Administration 150 rue Dalhousie Quebec QC G1K 7P7 Phone:418-648-3640 Fax:418-648-4160 E-mail: jeanmarie.dore@portquebec.ca, http://www.portquebec.ca/ Internet Addr : http://www.portquebec.ca/ Owner’s Agent (Public): Administration Portuaire de Quebec Nancy Paradis, contract authority 150 rue Dalhousie Quebec QC G1K 7P7 Phone:418-648-3640 Ext:1207 Fax:418- 648-4186 E-mail: nancy.paradis@portquebec.ca, http://www.portquebec.ca/ Email ID : nancy.paradis@portquebec.ca Internet Addr : http://www.portquebec.ca/ Notes: CRCN17 Plans available from: Consultant Items: Marina - Reconstruction des reseaux electriques J4182 –––––––––––––––––––––––––––––––– ITEM: Electrical PR262037 Marina Port de Quebec, Bassin Louise QUEBEC, QC G1K 4C4 CAN QC(QUEBEC) 201300434926 v3 Action stage: Construction Bid date: 03/01/2013 @ 11:00 AM EST Valuation: E (400k to <500K) Project delivery system: Design-Bid-Build Target start date: 04/01/2013 Owner type: Private Project Overview Project type: Beach/Marina Facility. Report type: ITEM Only Sub project count: 0 First publish date: 02/12/2013 Prior publish date: 02/28/2013 Publisher: Dodge Data & Analytics Type of Item: MATL EQUIP. Item Code: Elec Work. Item Category: ELECTRICAL. Status: Bid 03/01/2013 - Contract Award not available from regular sources Status project delivery system: Design-Bid-Build In co-operation with McGraw-Hill Construction Dodge, the Canadian Design and Construction Report provides information on upcoming projects in the region. New project reports and information on projects in the planning stages are up- dated daily for McGraw-Hill Construction Dodge subscribers. Data copyright 2015 McGraw-Hill Construction. Reprinted with permission. For more information, call 613-727-4900 ext 4902 or 4953. Publish date: 11/18/2015 Key Contacts and Bid Documents Submit bids to: Owner (Private) Consultant: MERX Tenders 38 Antares Drive Ottawa ON K2E 7V2 Phone:613-727-4900 Fax:888-235-5800 E-mail: merx@merx.com, http://www.merx.com Electrical Engineer: Cima + Janik Leblond, Ingenieur 1145 boul Lebourgneuf bureau 300 Quebec QC G2K 2K8 Phone:418-623-3373 Fax:418-623-3321 E-mail: janik.leblond@cima.ca, http://www.cima.ca Email ID : janik.leblond@cima.ca Internet Addr : http://www.cima.ca General Contractor: Administration Portu- aire de Quebec 150 rue Dalhousie Quebec QC G1K 7P7 Phone:418-648-3640 E-mail: capitainerie@portquebec.ca, http://www.portquebec.ca Owner (Private): Administration Portuaire de Quebec Nancy Paradis, contract authority 150 rue Dalhousie Quebec QC G1K 7P7 Phone:418-648-3640 Ext:1207 Fax:418- 648-4186 E-mail: nancy.paradis@portquebec.ca, http://www.portquebec.ca/ Email ID : nancy.paradis@portquebec.ca Internet Addr : http://www.portquebec.ca/ Owner’s Agent (Private): Administration Portuaire de Quebec Jean-Marie Dore, Administration 150 rue Dalhousie Quebec QC G1K 7P7 Phone:418-648-3640 Fax:418-648-4160 E-mail: jeanmarie.dore@portquebec.ca, http://www.portquebec.ca/ Internet Addr : http://www.portquebec.ca/ Notes: CRCN17 Plans available from: Consultant Items: Preachat colonnettes de services electriques - Marina - Reconstruction des reseaux electriques — –––––––––––––––––––––––––––––––– SAKATCHEWAN Duck Mountain Provincial Park Improve- ment PCS-2014-15 Boat Launch Access Road &, RV Sewage Disposal Site REGINA, SK CAN SK(DIVISION 06) 201400582473 v12 Action stage: Bid Results Bid date: 07/16/2014 @ 02:00 PM CST Valuation: F (500K to <750K) Project delivery system: Design-Bid-Build Target start date: 11/01/2014 Owner type: State Project Overview Project type: Paving. Park/Playground. Site Development. Water Line. Report type: Project Sub project count: 0 First publish date: 07/14/2014 Prior publish date: 09/21/2015 Publisher: Dodge Data & Analytics Type of Work: Alterations Status: Bids in and under review - Further action pending Owner?s decision to pro- ceed - Bid July 16 Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Engineer: Gov’t of Sask Tourism, Parks, Culture and Sport Ken McCormick, PM, Facilities 3211 Albert St Regina SK S4S 5W6 Phone:306-787-2853 Fax:306-787-4218 E-mail: ken.mccormick@gov.sk.ca, http://www.tpcs.gov.sk.ca/ Owner (Public): Gov’t of Sask Tourism, Parks, Culture and Sport Ken McCormick, PM, Facilities 3211 Albert St Regina SK S4S 5W6 Phone:306-787-2853 Fax:306-787-4218 E-mail: ken.mccormick@gov.sk.ca, http://www.tpcs.gov.sk.ca/ Notes: DEWB82 A site meeting July 10 at 11:00 AM (CST) at Duck Mountain Provin- cial Park, park office Bonds: 5% Bid Bond. Plans available from: Owner (Public) Additional features: construction of a new access into the Jubilee Boat Launch (7,600 m3) and a trailer sewage disposal site at Pickerel Point Campground (2,000 m3) lo- cated in Duck Mountain Provincial Park.The project will include earthwork construction, installation of a 7,000 imp. gallon fiberglass holding tank, placement of granular, related structures and site work. –––––––––––––––––––––––––––––––– 1212 Redland Avenue Dwelling 113 1212 Redland Avenue MOOSE JAW, SK CAN SK(DIVISION 07) 201400613710 v12 Action stage: Bid Results Bid date: 08/19/2014 @ 02:00 PM CST Valuation: F (500K to <750K) Project delivery system: Design-Bid-Build Owner type: Local Government Project Overview Project type: Paving. Report type: Project Sub project count: 0 First publish date: 08/15/2014 Prior publish date: 10/01/2015 Publisher: Dodge Data & Analytics Type of Work: Alterations Status: Bids in and under review - Further action pending Owners decision to Proceed - Bids August 19 Estimate codes: B: $100,000-$199,999; C: $200,000-$299,999; D: $300,000-$399,999; E: $400,000-$4999,999; F: $500,000-$749,999; G: $750,000-$999,999; H: $1,000,000-$2,999,999; I: $3,000,000-$4,999,999; J: $5,000,000-$9,999,999; K: $10,000,000-$14,999,999; L: $15,000,000-$24,999,999; M: 25,000,000-$49,999,999; N: $50,000,000-No Maximum The Canadian Design and Construction Report — January 2016 – 59 Dodge upcoming project reports E-mail: mcgraw-hill@merx.com Web: www.construction.com Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Engineer: City of Moose Jaw Monica White 228 Main Street North MOOSE JAW SK S6H 3J8 Phone:306-694-4501 E-mail: mwhite@moosejaw.ca, http://www.moosejaw.ca/ Email ID : mwhite@moosejaw.ca Internet Addr : http://www.moosejaw.ca/ Owner (Public): City of Moose Jaw Monica White 228 Main Street North MOOSE JAW SK S6H 3J8 Phone:306-694-4501 E-mail: mwhite@moosejaw.ca, http://www.moosejaw.ca/ Email ID : mwhite@moosejaw.ca Internet Addr : http://www.moosejaw.ca/ Notes: DEWB82 Plans available from: Owner (Public) Additional features: demolition of the dwelling at 1212 Redland Ave –––––––––––––––––––––––––––––––– 2 Sports Field Lighting (Supply - Install) 00077 1200 Manitoba Street West MOOSE JAW, SK CAN SK(DIVISION 07) 201400483970 v15 Action stage: Bid Results Bid date: 04/17/2014 @ 02:00 PM CST Valuation: C (200K to <300K) Project delivery system: Design-Bid-Build Target start date: 07/01/2014 Owner type: Local Government Project Overview Project type: Roadway Lighting. Report type: Project Sub project count: 0 First publish date: 04/03/2014 Prior publish date: 10/01/2015 Publisher: Dodge Data & Analytics Type of Work: Alterations Status: Bids in and under review - Further action pending Owners decision to Proceed - Bid April 17 Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Engineer: City of Moose Jaw Sandy Campbell, Project Manager 228 Main Street North MOOSE JAW SK S6H 3J8 Phone:306-694-4436 Fax:306-694-4480 E-mail: scampbell@moosejaw.ca, http://www.moosejaw.ca/ Email ID : Scampbell@city.moose- jaw.sk.ca Owner (Public): City of Moose Jaw Sandy Campbell, Project Manager 228 Main Street North MOOSE JAW In co-operation with McGraw-Hill Construction Dodge, the Canadian Design and Construction Report provides information on upcoming projects in the region. New project reports and information on projects in the planning stages are up- dated daily for McGraw-Hill Construction Dodge subscribers. Data copyright 2015 McGraw-Hill Construction. Reprinted with permission. For more information, call 613-727-4900 ext 4902 or 4953. SK S6H 3J8 Phone:306-694-4436 Fax:306-694-4480 E-mail: scampbell@moosejaw.ca, http://www.moosejaw.ca/ Email ID : Scampbell@city.moose- jaw.sk.ca Notes: DEWB43 - The list of Prospective bidders is not available from regular sources - if you are GC bidding on this project please call -1-888-836-6623 Plans available from: Owner (Public) Additional features: supply and install all materials required to add sports lighting to the 2 Sports Fields located at 1200 Mani- toba Street West for the City of Moose Jaw. –––––––––––––––––––––––––––––––– 2014 Research Drive Landscape Improve- ments IP1402 Research Drive, Innovation Place REGINA, SK CAN SK(DIVISION 06) 201400500396 v15 Action stage: Bid Results Bid date: 04/24/2014 @ 02:00 PM CST Valuation: F (500K to <750K) Project delivery system: Design-Bid-Build Target start date: 06/01/2014 Target complete date: 09/01/2014 Owner type: Private Project Overview Project type: Landscaping. Report type: Project Sub project count: 0 First publish date: 04/21/2014 Prior publish date: 09/17/2015 Publisher: Dodge Data & Analytics Type of Work: Alterations Status: Bids in and under review - Further action pending Owners decision to Proceed - Bid April 24 Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Private) Engineer: Innovation Place Wayne Rempel 140 - 10 Research Drive REGINA SK S4S 7J7 Phone:306-787-8279 Fax:306-787-8601 E-mail: wrempel@innovationplace.com Email ID : wrempel@innovationplace.com Owner (Private): Innovation Place Wayne Rempel 140 - 10 Research Drive REGINA SK S4S 7J7 Phone:306-787-8279 Fax:306-787-8601 E-mail: wrempel@innovationplace.com Email ID : wrempel@innovationplace.com Notes: DEWB43 - The list of Prospective bidders is not available from regular sources - if you are GC bidding on this project please call -1-888-836-6623 Plans available from: Owner (Private) Additional features: supply and install land- scape irrigation - sodding - planting and mulch for the area adjacent to Research Drive located at Innovation Place in Regina, Saskatchewan –––––––––––––––––––––––––––––––– 2015 Traffic Signal Hardware Upgrades 201504 various location LLOYDMINSTER, SK CAN SK(DIVISION 17) 201500662631 v2 Action stage: Bid Results Bid date: 10/28/2015 @ 11:00 AM CST Valuation: F (500K to <750K) Project delivery system: Design-Bid-Build Target start date: 11/01/2015 Owner type: Local Government Project Overview Project type: Roadway Lighting. Report type: Project Sub project count: 0 First publish date: 10/28/2015 Prior publish date: 10/28/2015 Publisher: Dodge Data & Analytics Type of Work: Alterations Status: Bids in and under review - Contract Award to be declared within 30 - 60 days - Bids October 28 Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Owner (Public) Engineer: City of Lloydminster - City Hall Sheena Zimmerman 4420 - 50 Ave LLOYDMINSTER SK T9V 0W2 Phone:780-874-3700 Fax:780-871-8345 E-mail: szimmerman@lloydminster.ca, http://www.lloydminster.ca/ Email ID : szimmerman@lloydminster.ca Internet Addr : http://www.lloydminster.ca/ Owner (Public): City of Lloydminster - City Hall Sheena Zimmerman 4420 - 50 Ave LLOYDMINSTER SK T9V 0W2 Phone:780-874-3700 Fax:780-871-8345 E-mail: szimmerman@lloydminster.ca, http://www.lloydminster.ca/ Email ID : szimmerman@lloydminster.ca Internet Addr : http://www.lloydminster.ca/ Notes: DEWB84 Plans available from: Owner (Public) Additional features: The City of Lloydmin- ster is seeking qualified firms to supply and install camera detection systems and up- grade the controllers at select intersections –––––––––––––––––––––––––––––––– Sanitary Sewer - Water Main Improve- ments 1678 Highway 44 / SW of Eatonia-, 2nd Avenue W EATONIA, SK CAN SK(DIVISION 08) 201500439945 v11 Action stage: Bid Results Bid date: 02/27/2015 @ 02:00 PM CST Valuation: H (1M to <3M) Project delivery system: Design-Bid-Build Target start date: 03/01/2015 Owner type: Local Government Project Overview Project type: Sanitary Sewer. Water Line. Report type: Project Sub project count: 0 First publish date: 02/18/2015 Prior publish date: 09/17/2015 Publisher: Dodge Data & Analytics Type of Work: New Project Status: Bids in and under review - Award expected in 30-60 days - Bid February 27 Status project delivery system: Design-Bid-Build Publish date: 11/16/2015 Key Contacts and Bid Documents Submit bids to: Engineer Engineer: Pinter & Associates Russell McCrea, P.Eng. 4-320 Jessop Ave Saskatoon SK SYN 1Y6 Phone:306-244-1710 E-mail: russell.mccrea@pinter.ca Company Name : Pinter & Associates Email ID : rus- sell.mccrea@pinter.ca Owner (Public): Town of Eatonia Melanie Collette, Office Clerk P.O. Box 237 EATONIA SK S0L 0Y0 Phone:306-967-2251 Fax:306-967-2267 E-mail: eatonia@sasktel.net, http://www.eatonia.ca Notes: DEWB84 Bonds: 10% Bid Bond. Plans available from: Engineer Additional features: Project #1 ? Sanitary Sewer Main Boring & Construction (High- way 44 / Southwest ofEatonia) ? The work includes directional boring, trenching, sup- ply and installation of183 m of 200 mm PVC sanitary sewer main, manhole con- struction and new sanitaryservice to com- mercial property.Optional Projects:Project #2 ? New Water Main Construction (2nd Avenue W) & Sanitary Sewer Mainexten- sion (North of proposed Truck Wash) - The work includes the trenching, supply andin- stallation of 197 m of 200 mm PVC sani- tary sewer main, 292 m of 150 mm PVC water main andnew sanitary service to commercial property.Project #3 - Peters Court Subdivision Phase II Sanitary Sewer and Water MainConstruction - The work in- cludes the trenching, supply and installation of 59 m of 200mm PVC sanitary sewer main, 74 m of 150 mm PVC water main, manhole constructionand new water and sanitary services to property line for 9 resi- dences. Estimate codes: B: $100,000-$199,999; C: $200,000-$299,999; D: $300,000-$399,999; E: $400,000-$4999,999; F: $500,000-$749,999; G: $750,000-$999,999; H: $1,000,000-$2,999,999; I: $3,000,000-$4,999,999; J: $5,000,000-$9,999,999; K: $10,000,000-$14,999,999; L: $15,000,000-$24,999,999; M: 25,000,000-$49,999,999; N: $50,000,000-No Maximum 60 – January 2016 — The Canadian Design and Construction Report THE NEW KUBOTA A R-SERIES KUBOT CHANGING THE BALANCE OF POWER Inside and out, Kubota has again re-defined per formance, luxur y and power with its new R-Series wheel loaders. Whether your operation demands maximum power for stockpiling, efficiency for lift and place work or utility for attachment usage, our 2 new models deliver the right feature for ever y loading job you do. The R-Series Hybrid Link System keeps your load upright and steady , even while raising or lowering the lift arms. 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