Transit-Oriented Development in the Long View
Junior and Senior Management Merge Mindsets at SHIFT 2017
PUBLICATIONS MAIL AGREEMENT #40934510
Official Publication of the Edmonton Construction Association
Finding the Path that Leads to Maximum Project Value
Winter 2017
/32
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Leadership sets a high standard on the Royal Alberta Museum project
Assessing the benefits of qualifications-based selection
Collaboration Means Commitment
Qualification Counts
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TABLE OF CONTENTS
Winter 2017
10
Message from the ECA executive director, John McNicoll
14
Message from the ECA president, Alan Kuysters
18
Meet your ECA team
22
SHIFT 2017: Bringing senior and junior management together
28
ACA Presses for Business Protection on Many Fronts
ON THE COVER 32
Collaborative to the Bone
Leadership sets the tone on Alberta’s showpiece infrastructure project
42
Strong foundations: The value in qualifications-based selection
47
2018 ECA networking events
50
We didn’t pave the first road for a horse: Transit-Orientated Development (TOD)
70
60
Leading the way to excellence: Lean construction in Canada
How to make a scene:
68
78
Trade definitions in Alberta – A brief history, part 2
ECA member milestones
86
74
Rocket fuel for your business 6
Pop-up cocktail artists put down roots at Bar Clementine
Edmonton Construction Association
Dealing with the dreaded “A” word
92 Index to advertisers
96 “Alternative Plans” starring ECA Eddie
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Alberta Blue Cross 2017 Edmonton Contruction magazine Full page horizontal / full colour - Trim Size: 7” x 9.5”
ECA Breaking Ground Published by: DEL Communications Inc. Suite 300, 6 Roslyn Road Winnipeg, Manitoba R3L 0G5 www.delcommunications.com
President David Langstaff Publisher Jason Stefanik Managing Editor Shayna Wiwierski shayna@delcommunications.com Advertising Sales Manager Dayna Oulion Toll Free: 1.866.424.6398 Advertising Sales Cheryl Ezinicki Brian Gerow Jennifer Hebert Nick Miller Michelle Raike Dan Roberts Anthony Romeo
10215 - 176 Street Edmonton, AB T5S 1M1 Phone: (780) 483-1130 Fax: (780) 484-0299 Email: contact@edmca.com Website: www.edmca.com
Production Services Provided by: S.G. Bennett Marketing Services www.sgbennett.com Art Director Kathy Cable Layout & Design Dana Jensen Advertising Art Dave Bamburak CONTRIBUTING WRITERS Gregg Becker Scott Benoit Roger Buksa Ken Gibson Jeffrey Hansen-Carlson Deb Smith Jay Summach Pippa Whaley
2017 ECA BOARD OF DIRECTORS Alan Kuysters • President Don Barr • Vice-President Jason Collins • Treasurer-Secretary Dave Bentley • Chair Shaun Arnault Jayson Barclay Roger Buksa Greg Burghardt Tim Coldwell Trevor Doucette Robert King Jillene Lakevold Alistair McBride Jason Mercier
©
Copyright 2017. ECA. All rights reserved. The contents of this publication may not be reproduced by any means, in whole or in part, without the prior written consent of the publisher.
While every effort has been made to ensure the accuracy of the information contained herein and the reliability of the source, the publisher in no way guarantees nor warrants the information and is not responsible for errors, omissions or statements made by advertisers. Opinions and recommendations made by contributors or advertisers are not necessarily those of the publisher, its directors, officers or employees.
Publications mail agreement #40934510 Return undeliverable Canadian addresses to: DEL Communications Inc. Suite 300, 6 Roslyn Road Winnipeg, MB R3L 0G5 Email: david@delcommunications.com PRINTED IN CANADA 11/2017
Sean Rayner Andrew Ross www.edmca.com
Cover photo by Curtis Trent.
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Message from the Executive Director I hope you and your team are well and deftly adjusting to the ever-changing realities in our market. As always, the ECA team is here to help you and contribute to our common good.
10
Edmonton Construction Association
In our board strategic planning sessions this past September, we energized our time with the help of an artist who captured our discussions in real-time, producing a graphic
representation of our words and images. It was impressively engaging, and helped our group of board directors, YBG delegates, and ECA staff to achieve great clarity. Strategic planning is never easy. The scope of the task can be overwhelming. In my opinion, drawing upon creativity and our best individual and group thinking, we were able to create especially good “mojo” this year. We defined three “big rocks” to focus on in the coming year: • Enhancing the YBG • Defining our role, leadership, and service as the hub of construction • Delivering an ever-improving member value
As we move into 2018, you will see our energy flow to these priorities while we also maintain and improve all the essential services you have come to rely on. Alongside the focus areas we agreed upon for 2018, the board also considered around 500 identity words. Eventually, we settled on six “we are” statements and four “we are not” statements. • We Are: Progressive, Dynamic, Trusted, Bold, Focused, and Welcoming • We Are Not: Pessimistic, Ordinary, Aggressive, or Small Going forward, ECA staff, board, and members will discuss and define the meaning of these statements, to hammer out key behaviours that are aligned with our core purpose of advancing
ECA directors, staff, YBG delegates, and guests meet in Jasper, September 2017. (Left to right): Caroline Bowen (ECA), Fabio Filice (Calgary Construction Association), Jayson Barclay (Carlson Construction), Tim Coldwell (Chandos), Rob King (Unicon Concrete Specialties), Jillene Lakevold (All Weather Windows), Dave Bentley (Marsh Canada), John McNicoll (ECA), Greg Burghardt (Arrow Engineering) Greg Forsythe (YBG delegate, Guarantee Company), Jennifer Michals (YBG delegate, Kasian Architecture), Sean Rayner (VETS), Rob McGrath (YBG delegate, PCL), Shaun Arnault (Doublestar Drilling), Roger Buksa (Arpi’s North), Don Barr (Lloyd Sadd), Alistair McBride (Aon Reed Stenhouse), Jason Collins (Collins Steel), Alan Kuysters (PCL), Trevor Doucette (Graham Construction), Faizal Jessani (ECA), Matt Schellenberger (ECA), and Jay Summach (ECA).
“How to Be a HUB of Excellence”: One of six illustrations created by Sam Bradd during our day of strategic planning exercises.
our industry by serving member firms. As I approach five years in my role as ECA executive director, I would like to thank all of you for your ongoing support, friendship, and encouragement. The variety of people and issues that I engage with continue to challenge and energize me, and bring me a great deal of job satisfaction. I’m thankful for you and for our construction community – persons of character, passion, and professionalism. We build our friendships as we strive to deliver exceptional construction in Alberta. This issue of Breaking Ground explores our industry’s growing sophistication in several critical procurement challenges: value purchasing, collaboration, and efficient process. We hope you will find these to be helpful articles that inform and equip you for your own success. Go Oilers!
John McNicoll Executive Director Edmonton Construction Association 12
Edmonton Construction Association
Sam Bradd (drawingchange.com) creates a real-time graphic illustration of the discussion.
Facilitators from HCMA lead ECA directors, YBG delegates, and ECA staff through a structured strategic vision session.
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Message from the President Greetings from the board of directors as the end of the 2017 construction season draws near. With 2017 coming to an end, it’s important to start planning for the year ahead. The Edmonton Construction Association (ECA) Board, executive director, and Leadership Team recently conducted a strategic planning session to examine the most important issues to our members and ways the ECA can advance the construction industry, serve its members, and become a hub of construction excellence. The planning session revolved around how to bring value to member firms with key topics including member-owners, the Young Builders Group and millennials, general contractors, securing work and COOLNet, education, and engagement. The ECA membership is diverse, with member firms falling into a variety of categories, including general contractors, trade contractors, manufacturer and suppliers, and associate members. The ECA must offer benefits and value to all its members, as this is the only way to advance the industry as a whole. Partnerships and the value of partnerships also came up a fair amount in the session. Whether it be partnerships between the ECA and its member firms, or the partnerships our members have with their key stakeholders, these are essential to achieving success. Whether it’s the ECA working with our members to determine their needs and catering our offerings to these needs, or learning more about what clients and owners perceive as value and helping bridge the gap to help them understand what value truly is.
14
Edmonton Construction Association
The planning undertaken in the session will continue to evolve and further the steps the board has already taken to better serve our members. By continuing to work in close collaboration with our executive director, Mr. John McNicoll, and the ECA staff, we will further differentiate the ECA to position it as a leader across Canada. This teamwork will propel the ECA towards becoming a hub of construction excellence, and through hard work and dedication we will continue to meet our member needs and effectively represent them. Overall, becoming a hub of excellence is what the ECA must do. It is imperative that the ECA board, leadership team, and staff serve our members in a thorough manner that positions them for success. And just like the hub on a wheel, the ECA will play a central role in the betterment and advancement of our member firms. In the upcoming months, stay tuned for more updates on the outcomes of the strategic planning session. If you’re ever in the neighbourhood, please stop by the ECA office, meet our team, and learn more about all the great services the association offers. Warmest of regards,
Alan Kuysters 2017 ECA President
McNish Steel is proud to announce that we’ve received our Environmental Product Declaration for Fabricated Reinforcing Bar. Founded in 1978, McNish Steel continues to honour its evolving commitment to sustainability and product transparency with the announcement of our EPD. Our Type III product specific EPD counts as a full product towards the 20 permanently installed products required under the LEED v4 Building Design and Construction, Materials and Resources Credit: Building Product Disclosure and Optimization. Find out more www.mcnishsteel.com office@mcnishsteel.com
The ECA Professional Estimating Group (PEG) supports the estimators, spec writers, quantity surveyors, and PMs who work hard to keep the project pipeline full!
Professional Estimating Group
Through special networking and professional-development events, the PEG will cultivate the business relationships that every professional needs to excel in their work. Contact Matt Schellenberger at 780.483.1130 to get involved!
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ECA Breaking Ground | Winter 2017 19
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ENVIRONMENTAL CONSULTING
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SHIFT 2017 participants gathered at the Fairmont Hotel Macdonald on September 13, 2017.
SHIFT 2017: Merging Mindsets Overcoming the unconscious barriers that divide senior and junior management By Jay Summach
Since its inception in 2015, the
Hotel Macdonald. SHIFT 2017: Merging
annual SHIFT conference has brought
Mindsets emphasized steps that
together young professionals involved
senior and emerging leaders can take
in construction, to challenge habits
together to increase cross-generational
and assumptions that stand in the way
understanding and collaboration – in
of a more vibrant and collaborative
short... to better "merge their mindsets".
industry.
The relevance of that theme across the
This year’s conference took place on September 13, 2017 at the Farimont 22
Edmonton Construction Association
entire construction value chain was evident in the diverse group of architects,
engineers, owners, and builders that participated. Firms attended in groups of two to four, representing 25 companies and organizations. “Millennials want to be great right out of the gate, which is fantastic,” says Steven Justus, manager of power & automation with Associated Engineering. “But that has to be tempered with the reserve knowledge and experience that senior leaders have. I brought the three young leaders to SHIFT who I recognize as being the keenest about gaining that knowledge, using it, adapting it, and furthering it.” For Jen Michals, designer at Kasian Architecture and chair of the YBG Industry Collaboration Committee, knowledge transfer is especially urgent for the construction industry, right now. “Industry is changing, not just because of technology, but because of the mass exodus of retirements that is coming. We can’t afford to have all that knowledge walking out the door.” The problem belongs to me The 2017 SHIFT program was developed jointly and led by Tyler Waye of IN.FORM and Michael Mangum of FMI's Centre for Strategic Leadership. Through a combination of presentations and interactive simulations, Waye and Mangum tackled some common roadblocks that undermine full-capacity collaboration. Personal accountability was a major theme running through the entire event. In one dramatic illustration involving the designers, builders, and operators of the Titanic, Waye showed the tendency for individuals to delegate blame, creating a situation where no individual or department takes action to head off disaster. A live survey gave further evidence of this tendency to shift blame. When asked, “What is the primary factor getting in the way of change for your firm?”, 80 per cent of respondents pointed to organizational culture, organizational leadership, and industry factors. Only 20 per cent saw themselves as the primary roadblock to progress.
SHIFT 2017: Merging Mindsets emphasized steps that senior and emerging leaders can take together to increase cross-generational understanding and collaboration – in short... to better “merge their mindsets”.
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www.edmontonkubota.com ECA Breaking Ground | Winter 2017 23
Unconscious bias operates under the radar, and creates a drag on everything from innovation, to productivity, to workplace culture.
Emcees Jennifer Michals (Kasian Architecture) and Richard Haas (PCL).
“It’s typical,” says Waye. “When you’re dealing with huge cultural challenges, it always feels like the problems are outside.” But he points to improvements in construction safety culture as an example of how things can be different. “The construction industry has been successful in changing the conversation around safety by bringing it down to personal ownership. You start with yourself. And when you see something unsafe, you deal with it.” Unconscious bias Michael Mangum challenged participants to confront bias. Conscious bias, he pointed out, is not necessarily the most-costly form. Where there is will to overcome conscious bias – in promotion or hiring practices, for instance – steps can be taken to overcome or correct for it. Unconscious bias, on the other hand, by definition operates under the radar, and creates a drag on everything from innovation, to productivity, to workplace culture, and does so without being noticed. 24
Edmonton Construction Association
Presenter Michael Mangum (FMI Centre for Strategic Leadership) challenged participants to confront bias during his presentation.
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Through a ball-tossing exercise, Mangum illustrated how even a positive goal like increased productivity can cultivate unwanted, negative biases. In the simulation, groups were instructed to maximize the number of times they could pass a ball within a time limit. Although groups did improve their scores, their focus on incremental improvement made them unwilling to devote attention to integrating a new group member. Mangum also discussed the unconscious bias against decisiveness. “In its Latin origins,” Mangum explained, “the word ‘decision’ means to cut away. Cutting away alternatives is painful. Not cutting things away is more comfortable. And that’s why it’s easy to choose indecision. It feels better.”
Presenter Tyler Waye (IN.FORM), who jointly developed the 2017 SHIFT program with Michael Mangum of FMI’s Centre for Strategic Leadership.
The way forward As in past years, the sponsorship for SHIFT was diverse, predicting a future for construction that is less siloed along the traditional divides of design, engineering, and construction. 2017 sponsors included Chandos, EllisDon, Kasian Architecture, PCL, Procore, Al-Terra Engineering, and Athabasca University. That diversity shows that collaboration is front of mind for across all construction sectors, says Michals. “They’re leaning in. There are synergies. And they’re very happy that the YBG and ECA are leading in this with a light touch.” u
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Edmonton Construction Association
ACA Presses for Business
Protection on Many Fronts By Ken Gibson, ACA Executive Director
Advocating member interests The Alberta Construction Association’s (ACA) advocacy leadership confirmed with Alberta Labour that Bill 17 did not impact the existing Employment Standards Regulation for construction which remains in place – no change to banking OT hours or to termination. 28
Edmonton Construction Association
The ACA has grave concerns regarding the recommendations of the WCB Review. Taken together, the 60 recommendations: - Seriously undermine the independence of the WCB - Move away from an actuarially sound insurance program to more of a social welfare scheme
- Significantly impact employer obligations with a duty to accommodate employment of an injured worker - Erode employer trust by recommending arbitrary decisionmaking processes instead of clear, transparent, objective, evidencebased decision making The ACA will continue to vigorously represent member interest, both on our own and as part of coalitions such as the Industry Task Force. At the time this article is being written, the Occupational Health and Safety Review has just been announced which ACA has similar concerns. The ACA believes that the suggested direction outlined in the OHS Discussion Paper would move our current collaborative system to an adversarial system, without improvement in workplace safety. The ACA’s Public Policies on Safety reflect the consensus views of our membership. The ACA encourages adoption of these ACA
The ACA will continue to vigorously represent member interest, both on our own and as part of coalitions such as the Industry Task Force.
policies as the basis for the OHS system. Broadly speaking, these policies reflect our members’ belief that improved workplace safety arises from: shared responsibility, adoption of evidencebased best practices, and collaborative stakeholder dialogue. The ACA thanks the Safety/WCB Committee chaired by Paul Heyens for their leadership in responding to these issues. Construction @ Community Together launches The ACA has become increasingly concerned that the public’s understanding of the potentially detrimental impact of proposed changes to the WCB, safety,
employment standards, and other legislation is limited. Potential improved employee benefits at the sole cost of the employer may seem attractive, but the cost to employer viability and continued employment in communities across Alberta is not as visible. The ACA has devised an initiative to help raise public awareness of the impact of construction at the community level, and the contributions of construction employers in making our communities better places to live. The Construction @ Community Together initiative started this summer with visits to communities in the markets of the Medicine Hat, Lethbridge, and Red Deer construction associations. In
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partnership with these associations, the ACA interviewed members to highlight their contributions and concerns about government regulations, make connection with local media, and share these stories through social media. The ACA is evaluating this summer pilot to expand and improve the program going forward.
Working for better contracts A working group of member general contractors and Alberta Health Services (AHS) have been discussing proposed new AHS construction contracts. The ACA appreciates the willingness of AHS to carefully consider industry perspectives and we look forward to continuing this dialogue.
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Edmonton Construction Association
Many of the same volunteers are assisting the ACA to document the risk and cost implications of nonstandard terms found in public sector construction contracts. Once this work is complete, the ACA plans to share the information with industry and with owners. The ACA thanks the following volunteers: Jeremy Boldt and Ian Reid (Bird); John Lunan and Jamey Singh (Clark Builders); team leader Mike Nicolson (EllisDon); Bob Hildenbrandt (Graham); Chris Bardell, Mike Roper, Scott Murchison, Stacey Boothman, and Carrie Smith (Ledcor); Russell Bridgeman, Rob Otway, and Alan Kuysters (PCL); Marius Veldtman (Stuart Olson); and Bob Robinson (Westcor). The ACA also provided member comments on the introduction of liquidated damages to Alberta Infrastructure school project contracts. As a result of the ACA’s advocacy, an AI/ACA working group wraps up work this fall with a root cause analysis of delays in completion of schools’ projects, ACA is hopeful the recommendations of this working group will influence other projects as well. The ACA thanks Alberta Infrastructure for its participation and for ACA reps Bob Robinson and Paul Verhesen for their leadership in this important work. Optimizing the payment process Citing that such a conversation was long overdue, owners, architects, engineers, general contractors, subcontractors, and suppliers came together in Calgary and Edmonton for the first Optimizing the Flow of Payment workshops. The unique format fostered open and frank dialogue across the value chain and with the involvement of project management and financial personnel.
The issues of a lack of transparency of contract requirements; of incomplete or inaccurate documentation accompanying invoices; and of differing processes and timelines for different levels in the value chain, were common across all organizations – yet everyone agreed none of these problems were insurmountable! Working first in a multidisciplinary format, then in single disciplines, highly engaged teams mapped current and improved payment streams. Participants accessed potential best practices from ACA’s expert panelists. So, what are the next steps? Each company committed to go back and look at a process in their organization to review all the steps in their process, implement a change and report back what they discovered. The processes being reviewed include: job start up communications about payment process, progressive release of holdback, standardized progress claims documentation, internal training and education of staff, and review of progress claim process. Following the workshops, the ACA will develop a best practices document for dissemination and advocacy to achieve widespread adoption. Strengthening ties to ACSA The Alberta Construction Safety Association (ACSA) has embarked on a new governance model for their association. The ACA invited ACSA to present this model to the ACA Safety/WCB Committee, the ACA Board, and construction association representatives on the ACSA Board. The presentation is intended to develop a shared understanding of processes for member input to ACSA policy and ACSA course development. The ACA thanks ACSA for this presentation. u
Optimizing the Flow of Payment workshops in Edmonton and Calgary generated best-practice recommendations that builders, designers, consultants, and owners are taking back to their organizations.
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ECA Breaking Ground | Winter 2017 31
Collaborative to the Bone Leadership sets the tone on Alberta’s showpiece infrastructure project By Jay Summach, ECA Director of Education and Communications
32
Edmonton Construction Association
Like an Albertosaurus suspended in mid-stride, the new Royal Alberta Museum (RAM) stands monumental, still, and brimming with energy. The project was awarded in September 2011 to Ledcor Design-Build (Alberta), a team comprised of Ledcor and the multi-disciplinary design firm, DIALOG. Construction was completed last August, and museum staff are now hard at work inside, moving in the museum collections, and preparing for a grand public launch in 2018. At double the capacity of the former facility, the new building makes the RAM the largest museum in Western Canada. Twenty per cent of the 419,000-square-foot building is devoted exhibition space – a lower percentage than you might guess, until you consider that the RAM is a highly-technical, secure, climate-controlled research and conservation facility. The exhibition spaces will get most of our attention, as visitors. And from what I saw during my visit, those spaces will be breathtaking. But it’s the work that will go on behind the scenes at the museum – in the other 80 per cent of the building – that makes possible the rich story of Alberta’s people and landscapes that the museum will tell. Collaboration at the foundation Readers of Breaking Ground will know that the success of any project is only partially attributable to what happens onsite, visible through the fencing or hundreds of feet in the air. Project execution, like museum exhibition space, is what spectators see and marvel at. But it’s what happens behind the scenes that makes the magic happen. The magic that made the RAM project so successful can be summarized in one word: collaboration. I spent a morning with Mike Roper, Donna Clare, and Neil McFarlane – the senior contractor, architect, and owner, respectively, on this design-build project – to find out what they learned about collaboration over the course of the project, as well as the mindsets that they had to cultivate to make real what industry sometimes treats as a wishful, but empty buzzword. Inside the Royal Alberta Museum, scheduled to open in 2018. Front row, left-to-right: Neil McFarlane, Donna Clare, and Mike Roper. Back row: Albertosaurus. Photo by Curtis Trent
What stands out in your minds about this design-build process, in particular? What made delivering the RAM project unique? Mike Roper, regional manager, Ledcor: For me, it really came down to leadership. This was a large and complex design-build, with lots of risk. So, we started off with some heart-to-heart discussions about what the project meant to each other and we made some commitments – not just about ECA Breaking Ground | Winter 2017 33
The magic that made the RAM project so successful can be summarized in one word: collaboration.
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managing risk, but about what the project really meant, to each of the stakeholders. I think that’s where we really started off on the right foot – making those personal commitments, which are still driving our decisions on the work today. Neil McFarlane, assistant deputyminister, Health and Government Facilities, Alberta Infrastructure: You can go into any project because it’s a job. Everybody has their own reasons for doing it. Profit is one of them. Design excellence is another. For us, it’s functionality. But if you go into a project with only your own, exclusive goals in mind, the team won’t mesh. When this team sat down to talk about what our goals were for RAM, we knew that we could meet our individual goals if we all worked together. Donna Clare, principal, DIALOG: As soon as the project was announced as design-build, our firm took some time to talk to several potential partners, to talk about how we were going to work together. That was the most important thing for us. This was going to be a six-to-seven year journey that we were going to take, and we felt that it should be a true partnership between the construction firm and ourselves, not hierarchical, or it wasn’t going to work.
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We actually struck an agreement that set out some principles of how we were going to work together that both Ledcor and ourselves signed. We had to pull it out a couple of times as people changed, but that relationship held. So, there was a commitment on the leadership side of the project to set the tone that would work its way down into the team. Even before we got the formal owner’s statement of
requirements documents, we held a workshop with Ledcor – including some of their site superintendents and project managers – and we took them through a very early, highly conceptual design exercise. Even with the rough, tough, site superintendents, we were asking questions like: “When you think of Alberta, what comes into your head? What’s important about Alberta to you?”
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There’s a view out there, that there is a finite amount of control on a project, and finite financial reward. If you get some, it means that I get less. But proponents of collaboration claim that win-win is possible. Is that just fluff, or did you see it happening on this project? Neil: At the first few design-review meetings we had when Alberta Infrastructure was involved, everybody was there. Ledcor and DIALOG. Pagnotta. Collins Steel, Priority Mechanical and MCL Power. All of our disciplines were there. Landscaping. Interior design. Everybody. Donna: We wouldn’t have been able to leverage the available funding in the way we were able to without that collaboration. As designers, we don’t necessarily know where we’re adding costs. There’s lots of different ways to achieve a vision. And without that back-and-forth relationship with the builders – without understanding that I can do it this way for $10/ft. or this way for $100/ft. – we’re missing part of the equation. Sometimes the design has to be tweaked to support constructability. Or, sometimes the trades need to think outside of their normal way of doing things to achieve the design vision. But if you set a tone for the project – that this is about getting the best value for the project – then it’s not about winning by butting heads. Mike: You have to start with a collaborative mindset. We have collaborative relationships with our subtrade partners, consultants, and clients, regardless of contract type – whether it’s a design-build, lump sum, or construction management. That trust is established. Before we did any work on the RAM project, we made sure that our values and our goals were aligned. For instance, we created a BIM (Building Information Modelling) implementation plan, which brought all the major subtrade partners together to talk about how BIM would facilitate collaboration and reduce risk on the project. Some of those partners needed to hire people with BIM experience, and we supported them in their BIM
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journey. That resulted in wins for the project, for the individual firms, and for the project owner. Donna: If you roll back to the Renaissance, designers and builders were one and the same. There wasn’t this siloing of roles. Technology is forcing us back to that – back to collaboration. Model-sharing is becoming common, because we see the win-win that it creates for everybody. Ten years ago, industry wasn’t using computer technology the way that it is today. We had a design model, but it was never something that could be used to fabricate. Industry and governing agencies need to figure out the contractual relationship, going forward, to allow our design model to be handed over for prefabrication. Real collaboration doesn’t happen just because the contract says so, I assume. What did you do, as leaders on this project, to set the right tone? Neil: We had partnering and onboarding sessions throughout the project, to make sure that we stayed aligned. New people were stepping into a culture that was already established and working well. The mindset of the people involved on a project has to be consistent, and you have to be able to switch someone out who is not a full team player.
Donna: A person who can’t work in a collaborative environment can create havoc, whether they’re on the design side, builder side, or owner side. As a leadership team, we had to be willing to pick up the phone and say this person is causing issues – not necessarily because of their skillset, but because of their mindset. Mike: To Neil’s point, the culture of the project team and the spirit of collaboration were absolutely essential to the success of this project. Leadership set the example. When we ran into challenges, we didn’t resort to pointing fingers. We worked together to solve issues, for the health of the project. Donna: It doesn’t mean that you’re trying to fill the room with head-nodders. We had a lot of strong opinions and personalities. But we created a safe environment where people could be passionate about their perspective, without being afraid that they were going to be punished as soon as they left the room. I understand why quality-based selection (QBS) processes are happening. Close networks can be perceived as unfair. But I think the pendulum has started to go the other way: where the relationship factor of the equation isn’t valued at all. It’s very numerical. There’s no interview. I worry that we will get to
the point where relationship isn’t valued at all, and I know how important that relationship is for a successful project. So, let’s say that I run a trade firm, and we’ve only ever done lump sum work. What can I do to prepare my leadership team for collaborative work? Neil: As the RAM project progressed, we saw team members promoted to more senior leadership roles because of their involvement in the culture of collaboration. Mike: In my opinion, and experience, you need to encourage leaders to lead with a collaborative mindset and work towards the collective goals of the project and all its stakeholders. True collaboration cannot be forced, it has to be in your nature. Companies need to consider this in their succession decisions. Donna: I agree. There are a lot of people who have skills, and when they don’t have the skills, you can train them. But mindset, like Mike says, is something that you have to get to in an interview, because it’s really hard to change someone’s fundamental nature. Of course, we certainly want people who are strong, and bright, and passionate – but they also have to be humble, and open to input from others. u
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Strong foundations
Since it was first incorporated in 1931, the Edmonton Construction Association (ECA) has continued to grow with its membership as the Alberta construction industry has evolved. The core goal of the association, in 2017, is to be the “Hub of Construction Excellence” – a space where all stakeholders can work together to build shared success. In action, that goal means being a connector among partner
Maximizing project value through qualifications-based selection (QBS)
organizations, creating an open dialogue
By Deb Smith
members.
in order to ultimately benefit the entire construction industry, including its own To that end, the ECA is working with the Consulting Engineers of Alberta (CEA) to help industry better understand qualifications-based selection (QBS), which the CEA has been working to bring into practice for several years. As both a professional engineer and current CEO and registrar of the CEA, Ken
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Edmonton Construction Association
In 2015, the CEA published its Guidelines for Municipalities, a comprehensive, detailed guide for how municipalities/ public owners can use a QBS process for the ultimate success and cost-savings of their project. It outlines the two main components of QBS: Selection of the most qualified professional/design team based on personnel that will actually work on the project, and a mutually developed scope of work for a clear understanding of the owners’ intentions. Summary of QBS process for owners 1. Use Request for Qualifications (RFQ) to develop a shortlist of qualified consultants (recommend three). 2. Develop the terms of reference for the project. (This criteria will be determined by each owner). 3. Request proposals from the shortlisted consultants.
Pilip believes the QBS procurement method for professional services must be put into place in order to preserve the integrity of design services across the country. QBS is a procedure that facilitates the selection of consultants based on their qualifications, experience, and competence as they relate to a particular project. It places the focus on the scope of the project, and what's in the best interests of the client and the public. "The QBS procurement process was founded in the U.S. under the Brooks Act, about 40 years ago," says Pilip. "It was made law that architects, engineers, and legal land surveyors must be retained using the QBS method–first federally, and now all state-funded projects as well. But we have not followed their example here in Canada." Pilip goes on to say that when the New West Partnership Trade Agreement came into effect about 10 years ago (a provincial agreement between B.C., Alberta, and Saskatchewan that includes professional services), it led to dealing with professional services as a commodity rather than professional engagement. “It then becomes a question of the lowest-priced bid, rather than the bestsuited, most qualified for the project, and that decision cascades all along the chain of construction.” Many clients don't understand how to effectively engage the design team because they are familiar with working with contractors who basically provide
4. Evaluate the proposals based on the predetermined criteria. 5. Select the highest-ranked firm and meet to jointly define the project scope. 6. The firm submits a fee proposal based on the scope. 7. Negotiate fees, modify scope of project if necessary. 8. Award the assignment to the consulting firm.
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ECA Breaking Ground | Winter 2017 43
Ken Pilip, CEO & registrar, Consulting Engineers of Alberta, believes the QBS procurement method for professional services must be put into place in order to preserve the integrity of design services across the country.
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Edmonton Construction Association
Greg Burghardt, president & CEO of Arrow Engineering, says that QBS maximizes the value of the engineer’s contribution to a project, while reducing the project’s lifecycle costs.
a price based on drawings they're given. Engineers and architects, however, essentially start with a blank sheet of paper to go on, and design buildings that are becoming increasingly complex, especially in terms of new technology and climate change. "We must make unknowing clients aware of certain issues that may come into play in the life of their building, so they can make appropriate decisions," says Pilip. Greg Burghardt, ECA board director and president and CEO of Arrow Engineering, agrees. "If, as professional engineers, we can clearly understand our scope of work by sitting down with our client and talking through their requirements and vision for their building, helping them consider other components of their total cost of ownership like occupancy and maintenance costs, then we can figure out how much work is involved and establish the appropriate fee to allow that work to be done properly." Burghardt says that QBS maximizes the value of the engineer’s contribution to a project, while reducing the project’s life-cycle costs. Design engineering typically accounts for only about two per cent of the life-cycle cost of infrastructure, but dramatically impacts the cost and quality of the remaining 98 per cent. A recent American Public Works Association study shows that using QBS for engineering reduces construction cost overruns from an average of 10 per cent to less than three per cent – equivalent to saving $700K on a $10M capital project – a sum which is often greater than the original design fees. QBS emphasizes qualifications, fosters innovation, and generates real savings in construction, operations, and maintenance, saving taxpayer dollars while optimizing public safety and welfare. "However," adds Pilip, "if we aren't retained properly, if we don't have the resources to provide contractors with appropriate specifications or drawings that are up to standard because of time or other issues, it means difficulties
ahead… We all want a project to run smoothly, on time, within budget, without cost overruns. On top of that, we have a legal responsibility that is different from the contractual obligations of contractors." Tim Coldwell, managing director at Chandos Construction and ECA board director, doesn't hesitate to say that his company is a big supporter of QBS. "Owners who select project participants on the basis of lowest fee end up with companies low-balling fees initially, just to get the job; they will then have to wrestle with clients later, to make themselves whole. Selection by lowest fee means that the designers only have so many hours at a certain rate, and every hour past the number of hours included in a [lowballed] fee proposal is money right out of the designer's pocket. This economic reality imposed by owners makes designers resistant to collaboration because the very act of collaboration erodes profits.” Coldwell adds that Chandos is a strong advocate for Integrated Project Delivery (IPD) for this very reason. Most owners who choose IPD as a delivery method also use QBS for the selection of the IPD team. At the heart of this, Coldwell says, is the need for the entire industry to make a commitment to QBS so that the “game on fees” is eliminated. When industry does that, they gain a more highly qualified team that is motivated to do good things for the project. "Speaking to the contractor's perspective," Burghardt says, "a better set of drawings and fewer changes leads to a more successful project process and lower overall project cost. We would very much like to have enough resources to put in the work so we can do the job that we feel is in the client's best interests, and in the end, make the contractor's life easier.” Under the QBS guidelines recommended by the CEA, fee doesn't come into play until the selected design firm sits down with the client to clearly define the project scope, budget, and schedule. Once they agree on how
to proceed, the firm negotiates fair remuneration for the services to be provided. "I think the Canadian construction industry is ready to implement QBS in the professional services sector," says Coldwell. "There are different ways to make it happen; we can look at the precedents set in the U.S, but in the end, it's all of us who must do the driving." Under the umbrella of QBS Canada, many other organizations alongside the CEA have made it their mission to
have QBS become the legal way to hire professional services. Here in Alberta, things are starting to happen. This year, the Government of Alberta Ministry of Transportation is commissioning 15 to 20 projects as part of a pilot study for QBS, to help procurement staff become familiar and get a sense of the value in following the process. The Government of Alberta Ministry of Infrastructure is planning to undertake a number of projects using QBS, too. Likewise, the City of Edmonton Council has instructed city
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administration to engage in some pilot projects within their own departments over the next year. Meanwhile, the CEA is working closely with the Association of Professional Engineers and Geoscientists of Alberta (APEGA) to elevate existing procurement guidelines to a practice standard, such that members will be restricted to participating only in RFPs that use a QBS model. And construction organizations like the ECA are coming out in support of QBS, well aware of the
benefits it can bring to its contractor members. "What I'm hearing when I talk to contractors is a lot of positive conversation about the collaborative approach to building and value-based procurement– that it 100 per cent starts with owners and consultants," says Curtis Griffith, business development manager, COOLNet Alberta. "Whatever comes, COOLNet Alberta is ready; it's the tool that can easily accommodate whatever method of procurement owners want to use. It is the
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technology that allows for collaboration, putting information in one spot and making communication more efficient and productive at the pre-construction phase of any project. QBS, or any value-based procurement, seems like a step in the right direction towards a collaborative building environment, and COOLNet Alberta certainly supports that." John McNicoll, executive director of the ECA, sees that the advancement of QBS procurement for design and consulting work can benefit the construction industry as a whole. "When there is higher value in the design and consulting work, when consultants are able to do more thorough work, there can be a greater success rate in the cascading work that is done. In commodity-buying, the lowest price with identical products is a very sensible pursuit, but when we commoditize architectural/design/engineering consulting work, that assumes that they are all equal–and they are not. We need more sophisticated value assessments than price alone.” McNicoll recognizes that there is tremendous pressure on public owners to justify spending tax dollars. In an environment where political leaders have to show they're being good stewards, they too often feel they must pursue the lowest price on all projects, selecting against what might be the best value. "As a society, we must ask ourselves: how we can help our public procurement sector and our politicians have permission to pursue wisdom in construction that reflects the highest values of our community? We need ways to properly assess the short- and longterm value of projects and the value of professional leadership and consultants." The QBS process has evolved as a means to achieve excellence in assessing, designing, and constructing public buildings that will bring long-term value and quality of life into our built environment – buildings that reflect the respect and passion that is the foundation of the entire construction community. u
2018 NETWORKING EVENTS FRIDAY, FEB 9
FRIDAY, JUNE 1
SEPTEMBER
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Welcome to Summer BBQ
Golf Tournament
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Edmonton Construction Association
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FRIDAY, FEB 9
THURSDAY, JUNE 21
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ECA Breaking Ground | Winter 2017 47
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San Antonio Station in California is a landscape/architecture retrofit project that transforms an introverted site into an open, connected, and flexible campus landscape. Originally Mayfield Mall, California’s first enclosed shopping mall, the reinvigorated site is named after its proximity to a Caltrain station. The property boasts 500,000-square-feet of ready-built office space in the heart of Silicon Valley, and is just 45 minutes from San Francisco by train, but lacked the improvements needed for the tech office space environment. The final design is an eclectic campus landscape that borrows from the character of the old to create a great new place to work. Photo courtesy of SWA Group.
We didn’t pave the first road for a horse How Transit-Orientated Development (TOD) is becoming top of mind for city planners By Jeffrey Hansen-Carlson
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The last time I took a bus I was in Ethiopia. The last time I took a train I was at an amusement park. It is fair to say that I am no expert when it comes to public transit. However, I am fascinated by the interface between the built environment and the human condition. How we move ourselves and our stuff within cities. How we make places look good. Feel good. Work. There is a lot to it. And much has changed. Back when cowboys were the equivalent of today's hipsters and the sheriff was omniscient, roads, buildings, and everything else in town was orientated around the buggy. We didn’t pave the first road for a horse. Today, how we move ourselves and our stuff is changing more quickly than we want to accept. Complex and competing demands are pushing the limits of all that we think we know about urban design and the built environment. In 2017, we have artificial intelligence, ride sharing, autonomous vehicles, the Internet of things, and rich tourists lining up to go to space. We have rapidly advancing battery technology, an uncertain oil and gas marketplace, and reactionary government policy forcing industries to take leaps of faith. Today’s reality is that tens of billions of public dollars are being invested in public transportation infrastructure in cities across the country. Much more than ever before. Are we at a tipping point? One of the most relevant examples of how cities are rapidly changing is transit-oriented development (TOD), the trend of revitalizing and building dense, sustainable, and desirable urban spaces that provide for walkable, mixed-use functionality. These TOD communities are centred around a transit node—the epitome of that interface melding people with their built environment. Not long ago TOD was a philosophy. A buzz word. Something sexy for thought leaders to talk about. Nobody really invented it. It just came to exist because it somehow reflected how humans play in the concrete jungle.
Across the country, TOD is becoming top-of-mind for many city builders, and for good reason. The Valley Line LRT in Edmonton, for example, is giving our industry much to talk about. “An LRT is a beautiful opportunity for us to link the city together,” suggests Willem Kellerman, a principal at DIALOG in Edmonton. “People are only just beginning to understand the opportunity.” Development near a transit node is a logical thing. A mix of uses, density, less parking, innovative architecture, and well-
defined public space all contribute to a high-quality human experience. Kellerman emphasizes this social aspect of TOD and summarizes the underlying philosophy: “We can judge a city by how easily and safely our children and our elderly can move within it and experience it.” TOD impacts communities in this fundamental way, and its role in the livability of our future cities is promising. “[In Edmonton], not much has changed over the past decade, but I believe much will change when the Valley Line
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The Valley Line LRT in Edmonton is a 27-kilometre urban line that will operate between Mill Woods and Lewis Farms. “An LRT is a beautiful opportunity for us to link the city together,” suggests Willem Kellerman, a principal at DIALOG in Edmonton. “People are only just beginning to understand the opportunity.”
is complete,” Kellerman says. “TOD is a catalyst. We need to talk more about how other modes of transportation connect with the LRT. It needs to be seamless. It needs to be open. If we want communities to flourish, we need to remove barriers.” When it comes down to the conditions for a community to flourish, the human element of TOD resonates with Kellerman and many other advocates. But notwithstanding the social appeal, is TOD financially sustainable? Dave Rogowsky, director of development at First Capital Realty,
“As cities continue to invest in transit infrastructure, we follow the transit plans closely to see if transit nodes are emerging near our properties. With the introduction of a new transit line or node comes the opportunity to redevelop our properties into a full-scale TOD,” says Dave Rogowsky, director of development at First Capital Realty. Seen here is the Davies Station LRT Terminal in Edmonton.
knows the numbers. He acknowledges the growing economic influence of TOD. “TOD is increasingly important to developers because these sites are in the right location. They are at the heart of transit nodes where people want to live, work, and play. It is these TOD locations that drive the highest rents and the highest sales per foot.” First Capital Realty is one of Canada’s most influential developers in the retail segment. Before the advent of TOD, the correlation between a prominent retail developer, such as First Capital Realty, and a given city’s desire to build a transit
system wasn’t on anyone’s radar. That’s not the case anymore. Rogowsky highlights the importance of transit in the development industry today. “As cities continue to invest in transit infrastructure, we follow the transit plans closely to see if transit nodes are emerging near our properties. With the introduction of a new transit line or node comes the opportunity to redevelop our properties into a full-scale TOD.” Like many influential developers capable of delivering a communitydefining TOD, Rogowsky and his peers at First Capital Realty are bullish but keen to
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engage municipalities in ways that better lend themselves to the real impact TOD has. He explains, “Many municipalities are looking at ways to incentivize TODs with such things as property tax freezes, reduction in certain development costs or even public-private partnerships. These are all steps in the right direction and should be more widely available.” Edmonton is taking steps, but the truth is we don’t have many great examples of TOD. We have some that are scratching the surface and we have some in the works that are sure to be game-changers. But why have we spent so much time in TOD purgatory? How do we begin to judge the success of a given TOD in the first place? While there is broad positive reception to TOD, it is not without its challenges. Change is very difficult. Especially when we are unsure of what change should look like, or how we should proceed. And for this reason, the TOD conversation taking place between industry and cities is falling short. 54
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The problem we have faced with TOD is not our capacity to plan, develop, build, operate, and maintain. There are more smart and passionate city builders at the table today than ever before, yet we struggle with TOD. The problem is that we are reluctant to think about the fundamental meaning of TOD. What it symbolizes. Usually, when we can't articulate why we need to change and we are avoiding it, someone will point to research that presents the cold hard facts within a familiar, relatable context. This can be the turning point where we learn, adapt, and change. More and more TOD research is becoming available, but much of it is more philosophy than data. Communities need local governments to commit to undertaking research as part of these projects. But, if everyone at the table accepted the benefits of TOD as a matter of fact, I wouldn’t be writing this piece. We, and our friends at city halls from coast to coast, are still required to sell TOD.
Located in Hefei, Anhui, China, Raycom City is a one-kilometre-long public park and retail promenade, which draws inspiration from Hefei’s ancient river city identity and waterside parks, and includes a string of five special places. All of these are connected by rain gardens, groves of large canopy trees, continuous paths and social spaces, plus a twolane Green Street. The verdant district was carefully crafted as a “Sculpture for Living,” celebrating a new lifestyle along the corridor, one which equates the environmental health of the physical space to the physical and mental ease of its inhabitants. Two subsequent high-rise residential phases are also designed and orchestrated to make walking and living in the district attractive. For moving throughout the metro region, access to the subway and bus system and provision for electric scooter and bicycle use have been given equal convenience to car use. Photo courtesy of SWA Group.
“TOD is a catalyst. We need to talk more about how other modes of transportation connect with the LRT. It needs to be seamless. It needs to be open. If we want communities to flourish, we need to remove barriers,” says Willem Kellerman, a principal at DIALOG in Edmonton.
Think about that. We’re still in the position of having to sell TOD. Kellerman sees tremendous social value in TOD, and Rogowsky can provide his shareholders a healthy return with it. Even cities, like Seoul, New York City, and Montreal can quite easily articulate the value it creates for them. Kellerman, Rogowsky, and mayors of all the big cities are selling TOD to the community at large. Nobody takes it for granted. Selling TOD I think we can do a better job of selling TOD. If we are going to do better—if Edmonton is going to be a pioneer in the TOD arena, which it can be—then we need to reposition things a little bit. We need to improve how we sell it. When you understand your buyer, you sell better. Here is a glimpse into the buyer of TOD… TOD means people must change. A lot. Here’s how. In the normal course of development and construction, we build a space that people go to. A pub,
for example. What TOD implies is that now, not only are we going to build that pub—at a transit node this time—but we are also going to suggest in many subtle ways that buyers in the community sell their cars, give up their backyards and garages, and begin taking transit. Wow. All the fella wanted was a beer. It’s a tension that can leave even an open-minded consumer conflicted. On the one hand, a buyer can believe… But on the other hand, most people can only manage change in small increments. A mentor of mine suggested that change can only be managed in five per cent increments per year. For TOD to move ahead, we need to be sensitive to the pace of change, and avoid bullying people into changing faster. There is a profound cultural shift wrapped up in TOD, but it’s missing from the discussion. The principles of TOD make good sense. They are almost obvious. Yet the dialogue we are having on TOD is stuck somewhere between the planners, city hall, developers, and the
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people reluctant to change –they’re also impatient. Realizing this—that TOD is a people issue—changes everything. With the time to maturity of TOD understood to be much longer because of the change it implies, we begin to see just how differently we need to think about the segment. TOD really is different. “It’s actually about sustainability. It gets right down into someone’s quality of life,” explains Margaret Knowels, senior VP at Morguard. Morguard owns Bonnie Doon, one of Edmonton’s most prominent TOD projects along the new Valley Line. Knowels continues, “Transit is a big piece of the sustainable development platform. Without the Valley Line coming along our site at Bonnie Doon, we would not be reinventing it. The LRT was everything.” A key factor in all this is that Morguard is a large, national developer whose clients are pension funds. Pension funds
consortiums building the infrastructure. We must consider the pace of change. I was asked by a journalist how long I thought it would take some very highprofile TOD projects in Edmonton to be deemed successful. My answer was 20 years, at least. So here we are. Building as fast as we can build. Pushing the boundaries of every guideline, zone, bylaw and planners’ best intention. We are scooping up land and negotiating development deals, with an eye to creating a new built environment and making an honest profit in doing so. Yet, our industry’s expectations of successfully delivering TOD are disconnected from why it is all being done in the first place. The pace we want it done is out of step with our human capacity to adapt to change. We cannot measure the success of TOD in one year, two years, or even five or 10 years. TOD is a 20-year discussion, possibly longer. Ironically, not only are
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invest with very patient money. The alignment between the requirements of Morguard’s pension fund clients and the long-term horizon of TOD works well. There is no fast and easy money in TOD. “We are thinking 50 years down the line,” Knowels adds. “Our pension fund clients are thinking 50 years down the line. I would like to see more cities think 50 years down the line. We want TOD projects to take priority in city halls.”
Speaking to Morguard’s vision at Bonnie Doon, she continues, “We are not going to be a shopping centre anymore. A dense, mixed-use community makes our pro forma work. It also puts people on the train.” In 50 years, Bonnie Doon—the stale mall as we know it today—will be a hub. A community. An identifiable and unique place where all of life’s bits and pieces will take place in a sustainable
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way. 50 years is a long time, but the message remains. Morguard’s plan at Boonie Doon will occur in phases based on market conditions. But, by “market conditions” Knowles really means the rate at which we are able to adapt to the pace of change in the world around us, in how we move ourselves and our stuff. Which is five per cent increments. With that rate in mind, how can cities support the development of these thriving future communities? “TOD special assessment zones, value capture schemes, and cities participating financially in TOD—I would like to have all those discussions based on the merits of a given site,” Knowels states. “But, ultimately, it’s density we need.” Yes, density is a fundamental component to the performance of TOD, but it’s only one component. As Knowels points out, “We are not building buildings. We are building communities. Those are very different things.” The answers to TOD’s greatest challenges don’t rest in the platform of any given politician. And the answer isn’t to press developers or financiers to pony up. The deals are there. The capacity is there. The money is there. How can cities future-proof their planning efforts? How can we strip the politics out of the TOD discussion and free up city halls to begin truly thinking 50 years down the road, alongside the developers and the investors? I encourage Edmonton to be a pioneer in the TOD space, and to develop an independent TOD commission. This group of city-builders would be charged with removing barriers of all sorts, facilitating development of communities, connecting stakeholders during the earliest days of infrastructure projects, and bringing a more genuine sense of humanity into the discussion that is relevant to life here in 50 years. u
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Taking the path of maximum value Lean construction in Canada By Deb Smith
Canada's construction industry has the skills, the people, and the energy to create a built environment that is second to none, and yet an estimated 70 per cent of projects come in late and over budget. According to the 2016 NBS International BIM Report, the situation is not unique to Canada. Around the 60
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world, every day, the industry faces challenges in inefficient project planning, lack of contractor experience, delayed delivery of materials, and improper site management. Leaders in construction are looking for answers and ways to improve, and many are finding practical solutions
in the principles and applications of lean construction: a project-based process modelled on the very successful manufacturing system developed by Toyota over the last 60 years. Simply put, the underlying principle of lean thinking is to eliminate all waste in materials, labour, equipment‌ basically anything that takes
The Mosaic Centre – Alberta’s first net-zero commercial building, and one of the most environmentallyconscious buildings in Canada – used lean principles during construction. Photo courtesy of Mosaic.
away from the project end-value. Lean thinking challenges the generally accepted belief that there is always a trade-off between time, cost, quality, and safety. Two years ago, after seeing a groundswell of support for adapting lean thinking into the construction industry, the Canadian Construction Association (CCA), established the Lean Construction Institute-Canada (LCI-C), dedicated to making a difference in how projects are planned, designed, and managed across the country. "We all set out to deliver a project on-time, on-budget, and that meets the expectations the owner sets out," says Ken Lancastle, director, industry trends and practices for the CCA and manager of LCI-C. "But so many projects are plagued with change orders, change directives, and lack of communication. There is a recognition within the industry that increased collaboration, better communication, better quality of design documentation, and teamwork amongst owners, consultants, and contractors would, at the end of the day, result in a better construction project overall." Lancastle goes on to explain that lean allows collaboration to occur, and therefore avoids the small problems that can quickly turn into very big problems. He emphasizes that lean can be used
with any project delivery method – not only integrated project delivery (IPD) – although lean thinking is essential to IPD. Edmonton's Mosaic Centre: Lean thinking in action The Mosaic Centre – Alberta's first net-zero commercial building, and one of the most environmentally-conscious buildings in Canada – is an inspiring example of sustainable construction. Furthermore, the way it came into existence has had its own powerful impact on the building community. "When we built the Mosaic Centre, we believed there must be a better way to do construction," says Christy Benoit, co-founder of the Mosaic Family of Companies and business execution specialist with Results Canada Inc. "We had been successfully applying lean methodology in our own businesses and leveraged that expertise, implementing lean training into the methodology of the entire project, right from the beginning." Decision-making guided by vision The process of defining a common vision is the first principle of lean thinking. What exactly does the customer want? The initial vision for the Mosaic project was to prove that beauty, affordability, and sustainability could co-exist. From there, the challenge was
to not compromise on that vision when making decisions. After Edmonton architectural firm Manasc Isaac was chosen to take part in the Mosaic project and the design team completed lean training, architect and partner, Shafraaz Kaba immediately saw the value of establishing a clear vision statement. "Focusing on the most important part of the project – the desired outcome – helped us be precise in what professional services we were delivering to our client," Kaba says. "For example, part of the design was based on passive solar energy gain, and that had implications on the mechanical system. Other parts of the building had to be balanced out – that's where we spent the most time and effort." The Mosaic project team was chosen and brought on board early in the project, sooner than what would normally be done. Together, they discussed the project vision and values, so that whenever decisions needed to be made, that value matrix system could be used to see which answer fit best. "Working collaboratively with the trade partners involved in the building process helped us tackle the issues of primary importance faster,” says Benoit. “That meant getting to construction
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“Focusing on the most important part of the project – the desired outcome – helped us be precise in what professional services we were delivering to our client,” says Shafraaz Kaba, architect and partner at Manasc Isaac Architects (standing).
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faster, solving potential issues and saving everyone time and money." Jason Collins, president of Edmontonbased Collins Steel, has seen his company continuously working to improve manufacturing and installation techniques within the structural construction industry. Through his experience on the Mosaic project, he realized that the principles of lean opened paths to innovation throughout the entire construction process. "Because we were brought in during the pre-construction design, we were able to contribute to design concepts and ideas,” says Collins. “That created multiple options, and provided the owner with information to decide on which materials they would prefer and at which price point. With this strategy, the design consultants did not exhaust their typical budget constraints without validated and credible cost-consulting from the trades." Furthermore, Collins explains, the process gave clarity about what was highest priority to the owner – which one should not always assume to be ‘fast and cheap’ – and ultimately allowed them to deliver this in a shorter timeframe than originally anticipated, despite a few construction issues along the way. Improved workflow Philip Lentz, project director with Ledcor, had his first experience with lean thinking on a high rise fit-out project that incorporated the approach after construction had already begun.
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"Ledcor has a tailored boot camp and instructors within the company that we used, along with other Ledcor regional resources, to help fast-track lean into the project. We were already performing some of the lean practices without realizing it, but with formal instruction, it became more involved and streamlined the entire project. Some of our trade partners had also gone through lean training, and even though it was new to us, we all clicked together." Lentz appreciated that lean provided a means to assess performance, identify problem areas, and find solutions. "We really were all on the same team with the same purpose – to eliminate waste and increase the flow of work. In the end, we almost seemed to walk across the finish line, bringing in the project on time and on budget." He adds that lean is an initiative that Ledcor is investing in strongly, with in-house professionals trained in all aspects of the program. They are continuing further with lean training through courses offered by the Edmonton Construction Association. Pull planning and scheduling Monitoring the performance of planning systems is a core principle of lean, as this allows for potential waste to be recognized before it happens. Unlike the deadlinedriven push typical of most construction projects, lean prefers frequent, shorter meetings that directly address issues at the source. "We use administrative tools that aid in planning and tracking, to allow assessment with trade activities and milestone achievements," says Lentz. "Using lean concepts, including pull planning, helped us refine the ways we communicated and how we could set up, status, and maintain the work." Lentz says that the Last Planner Series – specifically, the “Week of Work Plan” – gave them a measureable status of work progress and allowed for all project partners to be accountable for tasks towards completion. “We'd discuss and
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describes weekly 'big room" meetings as opportunities to solicit ideas from all the major trades, and to adjust the project schedule based on the collective feedback. Lean is all about looking for ways to do better, Lentz explains. "The entire process allowed us to understand and assess if we were doing what we said we could do – and if not, then to identify why not and find the solution."
The Mosaic project team was chosen and brought on board early in the project, sooner than what would normally be done. Together, they discussed the project vision and values, so that whenever decisions needed to be made, that value matrix system could be used to see which answer fit best. Photo courtesy of Mosaic.
plan for the next week, status and track the current week, and then review the past week – how did we do and how can we get better?" Continuous improvement In traditional working relationships, the tendency is to blame people for problems – not processes. Lean thinking, on the other hand, seeks to enhance processes so that people can succeed, taking credit and
accepting fault together. This decentralized approach to decision-making can be a challenge in construction. "A big component of lean is empowering everyone involved in a project," says Kaba. "The people on the ground, at the site, they have the ability to see how to do things better. Through lean strategies, they have an opportunity to bring things to management that may not have been considered." Kaba
Eliminate waste Ian Trupp, project manager with Kerr Interior Systems, sees the lean concepts in action every day at work, in the office, and on site. "We have done lean training internally in the office, and post the 'Eight Wastes' as daily reminders to stop and think about things that happen regularly.” He mentions “just-in-time delivery,” for example. All too often material arrives sooner than it's needed and must be stockpiled onsite where it is in the way or gets damaged. "Bringing in material shortly before it's needed frees up space,
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ECA Breaking Ground | Winter 2017 65
Through his experience on the Mosaic project, Jason Collins, president of Collins Steel, realized that the principles of lean opened paths to innovation throughout the entire construction process.
Ken Lancastle, director of industry & trades for the Canadian Construction Association, says that lean allows collaboration to occur, and therefore avoids the small problems that can often escalate quickly.
Philip Lentz, project director at Ledcor, says that they were already performing some lean practices without realizing it, but with formal instruction, it became more involved and streamlined during a project that incorporated lean after construction began.
Ian Trupp, project manager at Kerr Interior Systems, says that they keep the number of workers on a job to a minimum, challenging the concept of bringing in more people to get things done faster. Using lean, he has seen that using fewer, better-trained, highperformers brings in a much more efficient outcome.
Want to learn more about Lean? The ECA offers lean workshops and boot camps several times a year. Visit edmca.com/education The LCI-C website offers a wealth of information, resources, and dates of upcoming lean forums. Visit www.lcicanada.ca
makes things flow better. That small efficiency saves time and money over the course of a job." Trupp explains that Kerr keeps the number of workers on a job to a minimum, challenging the concept of bringing in more people to get things
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done faster. Using lean thinking, he has seen that using fewer, better-trained, high-performers brings in a much more efficient outcome. "Every company is always trying to do things better, to improve. But how to improve – that's the real question. After going through the lean training, every day, all day long, you see the idea of waste. It's a challenge to nibble away at it, to make things better." As Benoit puts it, lean is a toolbox of concepts to be practised. "It’s really about developing a culture of engaged lean thinkers who will not just perform their work, but strive to improve how they do it." Gaining buy-in and getting lean LCI-C has organized Lean Communities of Practice (CoP) across the country, including one already established in Edmonton. "We want to get all stakeholders in the area involved – consultants, owners, contractors, all participants in the supply chain," says
Lancastle. The Community of Practice is “a place where they can get together and network, talk about what's impacting their businesses. Participants might bring a 'real world' issue to the table, talk about how to deal with it through lean principles, and share resources and expertise to find solutions." Benoit emphasizes that lean improvements have to come from the top. Leadership must buy into the idea of lean, and actively encourage everyone in their organization, or on their project, to embrace the mindset. The first step is to engage lean training and education, with all of the main players invested in learning lean principles and understanding the benefits. "As more organizations become trained in lean, they will in turn look for partners and contractors with a knowledge of lean principles. In the future, I see lean training will be what you have to have in order to sit at the table – a lot like safety was 20 years ago." u
Moving the Industry Forward “Suppliers and subcontractors now have greater assurance of competing on a level playing field. General contractors are assured of completed bids that cover the entire scope of the project. Owners benefit because they can compare ‘apples-to-apples’ compliant bids on clear definitions. In the end, everyone wins.” —Ken Gibson, Alberta Construction Association www.tradedefinitions.com
FMCA
FORT MCMURRAY CONSTRUCTION ASSOCIATION
Trade Definitions in Alberta –
A Brief History, Part 2 By Roger Buksa
In the summer 2017 issue of Breaking Ground, I traced the Alberta Trade Definitions from their origins in the organized tendering system that emerged in the 1950s, through to the issuance of the first version of the Alberta Trade Definitions on January 1, 1972. The trade definitions were used by the Alberta Bid Depository for all tenders closed through that system. Over the last 45 years, the Alberta Trade Definitions have endured some trying times. They have survived the demise of two tendering systems, almost a decade of obscurity, and the separation and subsequent rejoining of
the ECA from the Alberta Construction Association. Nevertheless… the trade definitions endure. The rise and fall of ACTS The first edition of the Alberta Trade Definitions was used by the Alberta Bid Depository which was established in 1963 and was active for 27 years. Due to problems encountered by the depository, which I discuss below, a task force was put together to review the viability of that tendering system. The task force’s findings triggered the demise of the system in 1990. Ironically, the depository succumbed
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to bid shopping and price fixing, which were the exact issues that motivated its formation. Consequently, it was determined that the Alberta Bid Depository should be closed and replaced. A new tendering system was developed in an attempt to curb these practices, and was ready for implementation before the closing of the Alberta Bid Depository. On January 1, 1991, the Alberta Construction Tendering System (ACTS), replaced the Alberta Bid Depository as the new provincial construction tender system, and incorporated the trade definitions. This version of the definitions defined 45 scopes. At the commencement of ACTS, the trade definitions were to be updated on a yearly basis. Although some minor modifications were made over the years, the definitions remained for the most part unchanged. ACTS operated for nearly 13 years – but by August 2004, a decline in projects being closed through ACTS made funding of the system nonviable. The ACTS executive requested feedback from local construction associations regarding the future of the system. The ACTS board made two recommendations: 1. That the Alberta Construction Association (ACA) determine the future of the trade definitions; and 2. That ACTS be closed no later than December 31, 2005. The vote to discontinue ACTS passed by majority, but the trade definitions would be maintained. Left in limbo by the demise of ACTS, the trade definitions lived on in obscurity until they were resurrected by the ECA in 2011.
Resurrection in 2011 In 2011, the ECA undertook a fresh review of the trade definitions after a survey showed that an overwhelming 78 per cent of contractors wanted an updated set of trade definitions. A permanent committee was formed and tasked to update and modernize the document. The committee worked on the document for three years, and published a revised version in 2013 that added three new scopes and updated technical improvements in the industry. This brought the total to 48 trade scopes defined by the document. With the ECA rejoining the ACA in 2014, after a sevenyear separation, the revitalized trade definitions were brought back into the provincial fold. Since 2013, industry has stepped up and provided valuable assistance in modernizing the trade definitions. In the latest version of the document, over half of the original definitions have been revised, and there are updated narratives describing what each trade does. There are now 54 trade scopes defined, plus a definition of Building Information Modelling and Commissioning requirements. Several more scopes will be added over the next few years and the older scopes updated. The future The Trade Definitions Committee has reached out to industry for input to the document, and the interest has been very encouraging. For instance, many trades that are not currently represented in the document have requested the opportunity to help develop a scope definition for their trade. A representative from the Specification Writers Association now sits on the Trade Definitions Committee, and is developing a section for the document that will assist in writing specifications that align with the trade scopes. Educational institutions have expressed interest in using the document in their classes to help students understand each trade’s responsibilities during construction. SAIT has already
received their copies of the definitions to use in their Construction Engineering Technology program. In their current form, the Alberta Trade Definitions can be adapted for every type of tendering system from Lump Sum to Integrated Project Delivery (IPD) to P3s to electronic online tendering. In this everchanging industry, the trade definitions play an important role not only in tendering projects, but in the education of newcomers to the construction industry, and in mitigating scope issues during
construction on the job site. With the assistance of the local construction associations, the Trade Definitions Committee will continue to spread awareness and use of this document province-wide. The committee will also continue to add and revise scopes to reflect the latest technologies. The Alberta Trade Definitions are a dynamic, living document that require continuous updating to remain relevant – and it is industry involvement that makes this possible. u
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ECA Breaking Ground | Winter 2017 69
How to Make a Scene Pop-up cocktail artists put down roots at Bar Clementine By Scott Benoit
70
Edmonton Construction Association
Struggle is at the heart of every great story. But try to tell that to the DIY restauranteur who is racing to open on schedule, and working through the night on a scaffold while wearing an air-cast, and who just put a drill bit through their hand while installing an antique toilet. There’s real financial peril in building a bar and hanging out a shingle. It’s riskier than going into medicine. For a premium
Bar Clementine, located at 11957 Jasper Avenue NW in Edmonton, is inspired by nature and early 20th Century French Art Nouveau. The space is focused on the intimate stories of the products served.
establishment like Bar Clementine, the stakes are higher still. The ones that succeed are those that, looking back, seem inevitable – places that are born because someone recognized a hunger for something elevated, and stepped up to create the kind of place they would want to go. The best places also seem to have an organic beginning, a natural arc to their origin story; Bar Clementine is one of my favourites. In 2010, long before Bar Clementine was born, Jorden Clemens, Andrew Borley, and Evan Watson turned their backs on medicine, commerce, and law. Calling themselves “The Volstead Act,” they took Edmonton by storm, slinging drinks at pop-up functions that Borley booked all over Edmonton. At that time, a warm “Captain ‘n’ Cola” served in a plastic glass was the best you could hope for at most functions. The Volstead Act was downright miraculous, showing up on the scene with mindmelting signature drinks – citrus essence, cucumber, ice that didn’t melt in five seconds – and in proper glassware. The trio built up their capacity over several years, spurred on by early stints and successes with influential Edmonton eateries like Three Boars, Woodwork, and North 53. Eventually, Clemens, Borley, and Watson were ready to doubledown on a permanent expression of everything that they had learned and accomplished through The Volstead Act. Bar Clementine was born. The Bar Clementine Experience It’s dealer’s choice as we sit at the wood, on a cool, quiet, fall night. Dinner at Bar Clementine is a study in precision. We start with the sourdough pancake (a signature go-to), followed by a courgette blossom tempura, pickled potatoes, and oysters, completely dressed, leaving nothing to chance. Conversation turns to “The Cabana”: a wildly popular drink, but demanding,
The eatery and bar recently placed fifth in the Air Canada Enroute magazine 2017 Best New Restaurants in Canada.
Bar Clementine was conceived and built by the Volstead Act, a craft cocktail crew consisting of owners Jorden Clemens, Andrew Borley, and Evan Watson, who would sling drinks at pop-up functions around Edmonton.
ECA Breaking Ground | Winter 2017 71
polarizing, and difficult to assemble. With its combination of over-ripe bananas and Ardbeg – considered the peatiest whiskey in the world – The Cabana tastes like a frozen, blended, rubber boot. Clemens explains the secret, sensing my naivety: “You don’t want to add ice to make a frozen drink. You want to use frozen ingredients.” It’s impossible not be transported when you cross over the threshold into Bar Clementine. An enveloping cloud of food odours lingers like a weather inversion at
the entrance. Jars of mysterious preserves flicker in candlelight, like something from a ritual. Surprises and discoveries are everywhere. The dining room is replete with elegant repeating details, animated by hundreds of gilded steel links, hand-forged and welded like an insane, exploded chain mail – the work of celebrated Edmonton sculptor, Rob Willms. Everywhere, the space is smartly appointed with marble, wood, brass, and leather, textured and patterned walls and ceilings, and brought
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Edmonton Construction Association
to life by period lighting. One feels between worlds here. Over the dealer’s next choice – this time, a twist on a Black Manhattan – our discussion returns to the menu, which changes every six months or so.The current iteration, full of words I need to look up or have explained to me, is tucked into a hand-bound, foil-embossed, green linen folio: a creation by Edmonton design studio, Land Faculty. Chef Roger Letourneau leans in as we gush over the oysters and pickled potatoes, and reveals a bit about his approach. An unbroken line-of-sight can be traced, connecting where food comes from to how it is treated. The respect for highest-quality ingredients is absolute, as is the commitment to honouring what the seasons bring. The “Why” Question The Bar Clementine experience is like a grand, theatrical production that begins backstage, grounded in authenticity, taking the stage variously as Sunday brunch, happy hour, or late-night cocktails. There is no empty pretense. In the words of Toby Cecchini, the New York cocktail writer credited with inventing the Cosmopolitan: “A waxed mustachio or gold-plated Hawthorne strainer does not a good drink make.” Cecchini would be impressed with Bar Clementine. There’s no style without substance here. Rather, it’s a tight community who believe in each other and in our city, and who are making Edmonton a better place with each cocktail served. When I press Clemens on “why” Bar Clementine has been worth the journey, and worth the risk – because it certainly can’t only be about booze – he offers a reflective answer: “We’re creating a space where design, philosophy, experience, and aesthetics all intersect”. If you’re looking for a very special location for a business function, or an essential conversation – a carefully appointed space where you’re inspired to be the best and truest version of yourself – Bar Clementine awaits. u
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ECA Breaking Ground | Winter 2017 73
By Gregg Becker, BSc, MBA, ICD.d
Rocket fuel for your business By Gregg Becker, BSc, MBA, ICD.d
In your business, would you like to: • see sales growth triple in the next three years? • have annual productivity growth of six per cent? • significantly increase the underlying value of the business? • strengthen your leadership team? • improve focus on key metrics, and • sharpen reporting to improve discipline and accountability across the company? How do you tap into this, you say? Simple. You put in place a board process 74
Edmonton Construction Association
– either a fiduciary or advisory board. Recent BDC research shows that smallto-medium companies that add boards get exactly these results - the same outcomes we have seen for years in the companies we work with who add boards with external members. Last year, we helped add a board to a mid-sized Canadian commercial construction company, to assist the two owners in managing the transition in leadership the firm was undergoing. The owners would be less involved in the dayto-day, and reasoned that a board would
provide them a way to still give direction to the business at a strategic level. That has happened, but what has surprised them is how much sharper it has made the operating leaders, who now need to provide concrete metrics on performance regularly. It has helped generate a discipline and accountability they had previously lacked, and has grown sales considerably. In fact, small- and medium private companies (average annual sales <$3M) who add boards generate an average of 24 per cent more sales than comparable
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ECA Breaking Ground | Winter 2017 75
“Celebrating 35 years in Alberta” “Celebrating “Celebrating 35 37 years years in Alberta” Alberta”
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Edmonton Construction Association
companies without boards. Yet, the same BDC research shows only 25 per cent of Canadian SME’s have boards in place. KPMG has done similar research in Australia, where over 50 per cent of SME’s now have boards (the trend is growing there, since only 39 per cent of SME’s had boards in 2011). The main question many owners ask us is: “Yes, but what is the cost/effort to put this process in place?” The answer is “Less than you think”. To gain perspective, you can put 99 per cent of your time into working IN the business, and only one per cent of your time into working ON the business in a board process. For such a large payback, even two per cent of your time would be a deal. Financially, the cost ranges from $3050,000 per year (for an advisory board - fiduciary boards cost much more). This is not small, but in contrast, if you added one good admin person to your team, the fully loaded cost would be even more. Now, think about the difference having another good admin person would make (not small), versus the impact of adding two excellent and seasoned board members. One impacts the team on the day-to-day work of the business. The other impacts the larger-scale strategic issues. Which do you think will have more impact at the end of the year and over time? Another common concern we hear about adding a board is “I don’t know where to begin”. This is not surprising (though I worry more about those who try to do it themselves without understanding what it takes to build an effective board). There are some critical steps which need to be followed to make this work well:
• A board charter or Terms of Reference (basically a job description for the board) must be built. This lays out the scope, size, meeting frequency, and so on for the board. • A search matrix must be developed to determine the critical skills and experience needed on the board at this particular time. This will guide the search for the best people for the board. • A thorough search is needed to get excellent members for the board. Doing this requires having the right networks to find qualified people. • Contracting the external board members, building start-up agendas and orientation processes, developing reporting and moving the pieces forward into a smooth board process are also critical to launching well and gaining momentum. A crane company in Northern Alberta has found that adding the board process has helped them weather the challenges of the past two years, and has improved their profitability. This is not unusual, as a board is not caught up in the day-to-day urgent matters that tend to consume (and sometimes distract) management. While they only hold quarterly meetings, the reporting into the board on actions the team agreed to previously ensures there is follow up on key activities that generate productivity gains and reduce costs. In the end, you will be amazed at the difference a board makes in sharpening the team and improving business results. Not one of the boards we have put in place has been shut down (the owner always retains full control, and can always do so). On the contrary, the owners we work with usually say the same thing: “If only we had started this process sooner!” u
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ECA Breaking Ground | Winter 2017 77
ECA member milestones Milestone retirement for John Propp of Erv Parent Co. Ltd.
After 36 years, John Propp has retired from Erv Parent Co. Ltd.
After 36 years of hard work and dedication, Erv Parent Co. Ltd. and the flooring industry in Alberta as a whole, is losing one of the best. John Propp has retired as of September 30, 2017, and he will be missed. After joining the company in Saskatchewan in 1981 he is going to spend more time with his lovely wife Judy, his children and grandchildren, and of course, their dog Jazzy. Propp started his career at Erv Parent Co. Ltd. in Regina and brought much success to the territory as he honed his skills in the flooring industry. When
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www.mcelhanney.com 78
Edmonton Construction Association
an opening came up in the Edmonton branch, he and Judy jumped at it and moved across the prairie to this great city. He continued to build on the successes he had in Saskatchewan. He brought a positive outlook, helpful attitude, and gentle spirit to the branch. He helped many people along the way and fellow employees, customers, specifiers, flooring stores, and the like, all benefitted from his vast knowledge of products, and their maintenance and technical attributes. More importantly, his colleagues all benefitted from his kindness and patience even when the going was tough. He has made the Edmonton branch very successful, and has raised the bar for all of us. Propp has seen many changes in the industry and he leaves behind an appreciative group of people who wish him nothing but the very best in his retirement years. Health, happiness, and rest after a job well done is what we all hope will come his way in the years to come. Happy retirement from all of us at Erv Parent Edmonton! u
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ECA Breaking Ground | Winter 2017 79
ECA member milestones Reflex Software: 40 years of innovation
After 40 years in business together, Al Muirhead and Blaine Harrison, founders of Reflex Enterprise Solutions Group, have announced their retirement from the company.
In 1977, NAIT graduates Al Muirhead
In their 40th year of business
operations for development, professional
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services, sales, and marketing. The two
company building custom software
announced that they will be retiring
founders will retain positions on Reflexâ&#x20AC;&#x2122;s
solutions. Four decades later, theyâ&#x20AC;&#x2122;ve
from management of Reflex and passing
board of directors and act as advisory
remained business partners and are the
leadership onto four active partners. This
partners.
founders of Reflex Enterprise Solutions
move is part of a planned succession over
Group, an ERP software company based
the past three years, during which the
have taken their ERP software through
in Edmonton.
active partners have been leading daily
four complete rewrites, refusing to resell
Over the years, Muirhead and Harrison
St. Albert Parking Lot Maintenance Ltd. (SAPLM) is an Asphalt Paving & Repair contractor based out of St. Albert, providing services to Edmonton and surrounding area. Concentrating in asphalt related repairs, SAPLM performs everything from patching potholes, through to new parking lot construction and overlays. SAPLM has been in business since 1986 and serves a vast range of customers, including property management companies, school boards, municipalities, general contractors, as well as the general public.
- Industrial Equipment Installations - Equipment Maintenance and Shut Down Services - Commissioning - Laser Alignment and Vibrations Analysis
www.saplm.ca #392, 3-11 Bellerose Drive St. Albert, AB, T8N5C9
80
780-458-3304
Edmonton Construction Association
Fax: 780-458-2562 Email: paving@salpm.ca
780-470-0385
information@picindustrial.com www.picindustrial.com m
OUT WITH THE OLD, IN WITH THE INNOVATIVE. Reflex Construction is software for a new generation of businesses. Get automated, increase profits, and transform your business with one single ERP solution. Estimating/takeoffs/RFQs Change order management Financial management
Project management and costing Embedded document management Embedded analytics and workflow management
Mobile web portals
Stay local. Contact our head office in Edmonton today for more information about Reflex Construction. Reflex Enterprise Solutions Group Inc. #101, 10423 178 Street NW Edmonton, AB T5S 1R5
780.451.4596
sales@thereflex.com
www.ReflexERP.com
Quality, built in.
Youâ&#x20AC;&#x2122;re in safe hands. With ESC Automation, you know your building automation system is taken care of by experts. Visit our website for more information www.escautomation.com or call us now at (780) 448-9152
ECA Breaking Ground | Winter 2017 81
legacy software like their big-name competitors and instead undergoing a full transformation each time to ensure the company offered the latest and greatest products. Their drive to keep the software new and innovative has been a crucial element in their business decisions over the last 40 years. As a result, Reflex is a key software partner for many construction and land development organizations in the Edmonton and Alberta area. The company’s dedication to feature rich software and local support means that they’ve held some clients for 25 to 30 years at a time. Reflex’s current
and past clients include some of the biggest names in construction and land development in Alberta, such as Melcor Developments, Cameron Developments, KBR, Strike Energy, and fellow ECA members Keller Construction, Lenmak Exterior Innovations, Barcol Doors and Windows, and M.A.P. Group of Companies. Reflex is one of few ERP companies focused on the power of digital transformation, ensuring clients are given the tools to compete and win in the competitive world of construction. With Muirhead and Harrison guiding the company, Reflex has built a fully
integrated software solution offering next-generation features like mobile access, built-in analytics, GIS and GPS functionality, and more. Reflex has grown under the wisdom of its founding partners and the company will continue to strive for innovation, efficiency, and scalability under its new leadership team. With the upcoming release of Reflex Version 11.0 and an ever-growing team of developers and thought leaders, the company remains poised to retain its position as a software leader in the Alberta construction industry well into the future. u
Storage & Office Space Solutions Delivered To Your Next Project Site
Our line of storage containers, office containers and tool cribs are just the solution to your on-site storage and office space needs.
Contact us today to learn more.
containerking.ca Calgary / Southern Alberta
587.315.0051 82
Edmonton Construction Association
Edmonton / Fort McMurray
780.800.5625
Vancouver / British Columbia
778.626.2004
A+ t 12.59 PM GAP 40
ON THE MONEY. EVERY TIME.
FB446
116 t/h
Loads 53
8.520 6.480
Trimble LOADRITE L3180 SmartScale for loaders When the pressure is on and customers are waiting, you need to perform faster without compromising accuracy and precision.
1
15.000
Get moving and find out more at: trimble.com/L3180 or contact your local dealer: R.L Rurka Sales & Service Tel: +1-800-528-5623 Email: loadrite@telus.net
Transforming the way the world works.
More choices in Edmonton Corporate/Project Extended Stay
Corporate hotel in North Edmonton
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• 121 Kitchenette suites
• 102 Spacious guestrooms
• 105 Beautiful guestrooms
• Complimentary hot buffet breakfast
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• Swimming pool & hot tub
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Towneplace Suites Edmonton South
Fairfield Inn and Suites Edmonton North
Best Western Plus Edmonton South
1115 103A Street SW, Edmonton AB T: 780-540-5110 W: marriott.com/yegts Sales: 587-778-5551
581 Griesbach Parade NW, Edmonton AB T: 780-540-5100 W: marriott.com/yegfi Sales: 587-778-5551
1204 101 Street, Edmonton AB T: 780-801-3580 W: bwsouthedmonton.com Sales: 780-801-3580
ECA Breaking Ground | Winter 2017 83
ECA member milestones Long-time employee Edward Zelinski retires from Leduc Overhead Door By Pippa Whaley
Founder of Leduc Overhead Door Edmonton, Edward Zelinski officially retired this past September.
#104, 6051 - 47 Street Leduc, AB T9E 7A5 Phone: 780-986-1295 Hours: Monday
- Friday 7:30 am - 5:00 pm
www.leducoverheaddoor.com
www.edmontongaragedoor.com 84
Edmonton Construction Association
It is with mixed emotions that I announce the retirement of Edward Zelinski from Leduc Overhead Door-Edmonton Garage Door. The date we have feared, yet anticipated for years, was September 29th 2017. Zelinski has provided Leduc Overhead Door with 35+ years of devotion. He has passed on endless amounts of knowledge to all of us here. Myself personally, and all employees of Leduc Overhead Door, look up to Zelinski and admire his calm demeanor and knowledgeable, ethical reaction to any situation. Along with his wife Dolores, Zelinski started Leduc Overhead Door on May 5, 1982. He expanded the operation from himself and his brother-in-law, to running a number of crews. Zelinski sold the company in 2008, but has remained a constant influential presence in the company for the following eight years, which is something we are forever grateful for. We appreciate his vision and commitment for aiding us to our present position in the industry. The name Leduc Overhead Door is synonymous with Ed Zelinski within the community. He has provided decades of loyal customer service within Leduc and the surrounding area. A day does not pass that I don’t speak to a customer that knows him, whether it be a friend, past employee, someone who he worked with in the past, a neighbour, loyal customer, etc. He is well known and respected in the community not only for his knowledge in regards to overhead doors, but also for his magnetic personality and extremely ethical, fair reaction to any situation. Whether customer or staff, when someone sees Zelinski’s vehicle at the shop they find themselves drawn to come in to chat to him. One hello or good morning from Zelinski, along with his friendly smile, can make anyone’s day. His sense of humor and jokes constantly brighten the faces of everyone in the lunch room. Zelinski’s presence will be sorely missed. His retirement is our loss, but a well-deserved respite for him. Zelinski is a new grandfather, his eyes light up with mention of his granddaughter and she has the same sparkle in her eye as her grandpa. In his retirement, he is looking forward to the time with his family, as well as some world travelling, and of course more time for his passion as an outdoors man, including camping, quading, and fishing. Zelinski has been a long-time presence in the overhead door industry, and while he trades in his coveralls and boots for shorts and sandals, we wish him all the best. From the bottom of our hearts, we thank him for his knowledge and commitment to Leduc Overhead Door Edmonton Garage door. u
Insulation • Drywall • Taping • Spray Foam • Steel Framing
E G M D R YWA L L
S Y S T E M S I N C
(780) 483-4777 18015 – 107 Avenue Edmonton, AB T5S 1K3
Our mission at EGM Drywall Systems Inc., is to serve Edmonton and area with the best Drywall quality, service and reputation. We take pride in our work as well as our city.
780 486 2422 dewar@dewarwestern.ca dewarwestern.ca
ECA Breaking Ground | Winter 2017 85
Dealing with the dreaded â&#x20AC;&#x153;Aâ&#x20AC;? word Why asbestos continues to raise eyebrows in the construction industry By Pamela Kunopaskie, marketing manager at JK Environmental Services in Edmonton
After more than 30 years and with over 58 countries banning it, asbestos and the dangers associated with it, have become common knowledge. Even though the usage of this fireresistant mineral has decreased drastically over the years, general contractors, property managers, commercial building owners, and residential home owners are still dealing with the 86
Edmonton Construction Association
aftermath of this common carcinogen, knowing that if not handled properly, potentially big problems can arise. What is asbestos Asbestos is a mineral found in rocks and soil, and its fibres have been used in the manufacturing of construction materials,
ECA Breaking Ground | Winter 2017 87
automotive parts, and even textiles. The fibres are so tiny that individually, they cannot be seen by the naked eye. For asbestos fibres to be visible to the human eye, there must be thousands or even millions of fibres in the air. This typically happens in industrial environments: for example, when a drywall worker is sanding down dried asbestos joint compound, or a pipe fitter is using a wire brush to clean off pieces of an asbestos gasket from a flange. In those instances, millions of asbestos fibres are released, in sufficient quantity to create a visible cloud of asbestos dust in the air. The dangers of asbestos When the microscopic asbestos fibres are inhaled, they can cause problems like asbestosis: the chronic lung disease in which lung tissue becomes scarred over time, hampering breathing and raising cancer risk. It is an irreversible, fatal disease. For some people, asbestos exposure may lead to the development of lung cancer, or cause another aggressive cancer that attacks the lungs and abdomen called mesothelioma.
Site preparation that includes an on-site shower needed for high-risk asbestos abatement.
A small piece of insulation can contain more than a million asbestos fibres.
88
Edmonton Construction Association
How to know if I’m dealing with asbestos Many buildings built before the ‘90s contain asbestos in old floor tiles, ceiling tiles, roof shingles and flashing, siding, insulation (around boilers, ducts, pipes, sheeting, fireplaces), pipe cement, and joint compound used on seams between pieces of sheetrock. Some newer structures may also contain asbestos. A visual inspection of a building is not enough to determine if asbestos is present. The only way to be sure whether a material contains asbestos is to have it tested by a qualified laboratory. “If the suspect materials are damaged (fraying, crumbling) or if you are planning a renovation that would disturb the suspect material, samples should be taken by a properly trained and accredited asbestos professional,” states Kyle Davidson, general manager, JK Environmental Services, a company that specializes in asbestos abatement. I have asbestos. Now what? The method used for dealing with asbestos in any situation depends upon where the asbestos is found, the condition of the material, and whether it is friable or non-friable. “Asbestos is not always an immediate hazard. In fact, if asbestos can be maintained in good condition, it can be left alone and its condition monitored,” says Petro Cordero, project manager with AP Solutions and Resources. Friable asbestos can be easily crumbled or reduced to a powder and can become airborne. Non-friable asbestos is more tightly bound with another material and its fibres cannot easily be made airborne unless they are sanded, cut, or sawed. “If asbestos-containing material is currently in good condition and contained, such that fibres cannot be released, then it may not be dangerous at this time,” says Cordero.
780-960-0657 780-960-0697
www.miclex.com
217B-53016 Hwy 60, Ellis Industrial Park, Acheson, AB T7X 5A7
BOOM & LINE PUMPING AVAILABLE, SERVING NORTHERN ALBERTA FOR OVER 25 YEARS
P. (888) 349-3699 | F. (780) 939-0403 E. leroy@anmarconcretepumping.com
www.rapidconcrete.ca
16735 - 114 Avenue NW, Edmonton, Alberta T5M 3P9
3-10032 29A Avenue Edmonton, AB T6N 1A8
Ph:(780) 461-3550 Email:Fax:(780) info@caddalta.com 461-3551 Email:www.caddalta.com info@caddalta.com
Structural StructuralSteel Steel Detailing Detailing
PHONE: (780) 452-6541 ORDER DESK: (780) 487-1188 FAX: (780) 452-5993 sales@rapidconcrete.ca
Industrial Commercial Institutional Miscellaneous “Creative Solutions For Structural Steel Drafting” ECA Breaking Ground | Winter 2017 89
When should the asbestos be removed? Asbestos is most hazardous when it is friable. Sprayed-on asbestos insulation is highly friable, whereas asbestos floor tile is not. Asbestos-containing ceiling tiles, floor tiles, undamaged laboratory cabinet tops, shingles, fire doors, siding shingles, etc. will not release asbestos fibres unless they are disturbed or damaged in some way. If an asbestos ceiling tile is drilled or broken, for example, it may release fibres into the air. If it is left alone and not disturbed, it will not. Damage and deterioration will increase the friability of asbestoscontaining materials. Water damage, continual vibration, aging, and physical impact, such as drilling, grinding, buffing, cutting, sawing, or striking can break the materials down, making fiber release more likely. The permanent solution Asbestos removal is the only permanent solution to the problem of asbestos in any structure; however, removal poses a high risk of fiber release if not done properly. There are many federal and provincial
regulations that govern the removal of asbestos, therefore it is always recommended to hire professionals to undergo such a task. “Always hire a competent professional who is certified to do asbestos abatement work. Many building repair and renovation contractors do not have the mandatory certification, and one too many times we have been called to finish work other companies have started due to work deficiencies and inappropriate material handling,” says Davidson from JK Environmental Services. “When this is the case, project costs can sometimes double for the client and serious health and safety hazards can present themselves; and it’s sad because this is something that could have been easily avoided by doing a little homework first.” If you would like further information on the hazards of asbestos, attend an upcoming Asbestos Awareness Seminar, free of charge hosted by JK Environmental Services, go to www.jkenviro.ca/signmeup to register, or call Pamela Kunopaskie at 780-782-8894 for more information on your asbestos abatement needs. u
The view from inside containment where the removal of floors containing asbestos is underway.
90
Edmonton Construction Association
LENBETH
Ph: 780-476-9159
GROUP of COMPANIES telebelt
insulating
slinger
raDon sump
water proofing
gravel hauling
raDon
founDation
weeping tile
winDow wells
trenChing
CommerCial
Conveying
trucks
Commercial
Certified
liners
end Dumps
repairs
Certified installers
services
basement walkouts
professional installers
services
Lenbeth Group of Companies | 12820 55 St NW, Edmonton, AB T5A 0C6
Our home is your home... in Edmonton and Red Deer • Full service, chalet style hotel • 168 beautiful guestrooms • Wireless, high speed internet • Gorgeous ballroom & special event space • Indoor saltwater swimming pool • Fitness room, hot tub and steam room • Meeting rooms for up to 400 • Minutes from Sherwood Park
• 142 beautiful guestrooms • 33 spacious executive & jacuzzi suites • Wireless, high speed internet • Gorgeous ballroom & special event space • Fitness room • Indoor swimming pool, hot tub and steam room • Beautiful meeting rooms for up to 325 • Located just off Highway 2
4520 - 76 Avenue, Edmonton, AB T: 780.468.5400 | TF: 1.800.661.5193 hotel@radissonedm.com | www.radissonedm.com
6500 - 67 Street, Red Deer, AB T: 403.342.6567 | TF: 1.800.661.4961 hotel@radissonreddeer.com | radissonreddeer.com
ECA Breaking Ground | Winter 2017 91
INDEX TO ADVERTISERS 3 Pillar Construction
63
Abs Trucking Ltd.
19
Alberta Blue Cross
7
Alpha Adroit Engineering Ltd.
Beam Craft Timber Framing Inc.
79
48
Bolson Engineering and Environmental Services
57
20, 34 & 66
Alta Pro
Alberta Painting Contractors Association
Anmar Concrete Pumping Co. Ltd.
89
Breton & Son Excavation Ltd.
38
73
Aon Risk Solutions
30
Brock White Company, Llc
52
Alberta Paramedical Services Ltd.
57
Arthur J. Gallagher
72
Brownlee Llp
45
Alberta Wilbert Sales Ltd.
41
Associated Engineering Ltd.
92
Cadd Alta Drafting Design Inc.
89
Alberta Wood Works
21
Ats Traffic
Calgary Tunnelling
65
Allcor Safety Consulting
53
Barricades and Signs
3
Canadian Dewatering
46
Allmar Inc.
93
Bdo Canada Llp
59
Capital Industrial Sales
92
building better communities
Associated Engineering provides consulting services in planning, engineering, landscape architecture, environmental science, and asset management. We specialize in the water,
A Carbon
infrastructure, environmental, transportation,
Neutral
energy, and building sectors.
Company
Our holistic approach considers climate change impacts to create sustainable and resilient solutions. Sustainability is part of our business, as well as every project we undertake. This is our commitment to building better communities, improving the environment, and reducing our carbon footprint.
www.ae.ca
Maintenance free/waterproof vinyl decking and aluminum railings O: 780.482.0578 C: 780.993.6052 patrick@northernexposuredecking.net
92
Edmonton Construction Association
15811 121 A Ave Edmonton AB T5V 1B1
IFC
Cdn Power Pac
IBC
Cemrock Concrete
64
Challenger Geomatics Ltd.
36
Container King
82
Convoy Supply Crew Electrical Ltd.
5 62
Crystal Glass Canada Ltd.
26
Cutting Edge Landscaping
36
Dcl Drywall
65
Dds Welding
94
Dewar Western Inc.
85
Edmonton Kubota
23
Architectural Hardware
Egm Drywall Systems Inc.
85
Automatic Door Operators
EllisDon Construction Services Inc.
69
Empire Mechanical Contractors Inc.
38
Engineered Pipe Group
4
Eps Molders
17
Erv Parent Co. Ltd.
78
Esc Automation
81
Ewel
59
Fairfield Inn and Suites by Marriott
83
Field Llp
79
Gemco Fireplaces & Wholesale Heating Products
18
Grant Metal Products Ltd.
59
Gravisys Inc.
75
Hub International Ltd.
51
Innovative Fall Protection Inc.
85
Jk Environmental
87
Jlg Ball Enterprise
62
Kehoe Equipment Ltd.
76
Keller Canada
27
Kerr Interior Systems
61
Kristian Electric
89
Ledcor
Hollow Metal/ Wood Doors & Frames
Lockers & Miscellaneous Specialties
Access Control Systems
Toilet Partitions & Washroom Accessories
Consulting & Specifications
Operable Walls
Installation & Service
(780) 447-1605 • 11641-151 STREET NW • EDMONTON, AB • ALLMAR.COM
Spec
Creial Rat w es • Special Crew Rates Available • Onsite Restaurant – Homefire Grill Complimentary WiFi • Deluxe Breakfast • Parking (large vehicles) • Fitness Centre
OBC
Leds
18
Leduc Overhead Door Inc.
84
Lehigh Hanson Materials Limited
39
Lenbeth Weeping Tile
91
Proud Supporter
18220 – 100 Avenue Edmonton T5S 2V2
Easy Access 100th Avenue in West Edmonton (near WEM)
Tel: 780-443-1000 | Toll-free:1-800 228-1000 | Sales: 780-930-2370
wingatebywyndhamedmonton.com
Little Guy Oilfield Rentals Inc
16
Lloyd Sadd Insurance Brokers Ltd.
77
Loadrite
83
Master Paving Alberta Ltd.
55
Mayfield Inn and Suites
57
McElhanney Land Surveys
78
• Renewable energy projects
McNish Steel
15
• Sewer & water
Mercedes Benz Heritage Valley
2
Mhl Industries Ltd.
79
Miclex Construction Inc.
89
Midwest Fabricators
56
Midwest Structural
58
635077_Robert.indd 1
...connecting communities...
End-to-end infrastructure solutions • Pipeline construction & maintenance • Mechanical fabrication & installation • Power & utility infrastructure • Horizontal directional drilling
Robert B. Somerville Co. Limited 13540 - 156 Street N.W. Edmonton, Alberta, Canada T5V 1L3 780 447 4141 www.rbsomerville.com
ECA Breaking Ground | Winter 2017 93
29/03/13 2:09 AM
Millennium Insurance
26
Miltom Management Lp
68
Mnp
31
Modern Niagra Inc.
94
Mor-Con Curbing Inc.
77
Nait
25
Nana Geomatics
92
Ncsg Crane
64
Northbridge Insurance
34
Northern Exposure Decking
92
Onsite Group
63
Paandon Construction Ltd.
59
Pcl Construction Management Inc.
Contact: Bob Smith, Area Manager
Ph. 780-455-4605
www.modernniagara.com
Pic Industrial Equipment
NORTH BRANCH 28 Rowland Crescent, St.Albert, AB T8N 4B3 Phone: 780-458-0442 • Fax: 780-458-0447 Email: mike@wwpledmonton.com
29
PrimeTime Electric Ltd.
59 34 & 44
Protint Inc.
63
Pumps & Pressure Inc.
43
Radisson Hotel and Conference Centre
91
Rapid Concrete Ltd.
89
Reflex Enterprise Solutions Group
81
Robert B. Somerville Co. Limited
93
Servicemaster Restore
73
Shelby Engineering
19
Simple Shower Solutions
57
Skyway Canada Limited
75
St. Albert Parking Lot Maintenance
80
Thermo Solutions Insulation Inc.
41
Vipond Inc.
57
Waterhouse Mechanical
59
Western Weather Protector Ltd.
94
Wingate by Wyndham
93
World of Concrete
37
Yellowhead Inn
55
DEL Communications & You, the key to publishing success.
Email: ddstelter@rogers.com
94
Edmonton Construction Association
9
Xylem
www.delcommunications.com
Dianna Stelter Dave Stelter Cell: 780-970-3511 Cell: 780-993-3522 Office: 780-979-0019
13 80
Predictable Futures Inc. Proform Management Inc.
HEAD OFFICE 7650-40 Street SE, Calgary, AB T2C 2V4 Phone: 403-273-9511 • Fax: 403-273-8610
1
Otis Canada
We offer outstanding personal service and quality in the areas of...
• Creative Design • Advertising Sales • Trade Publications • Video Production & Editing • Qualified Sales & Editorial Team
Online Bidding As an owner of construction, use COOLNet Alberta for all of your tendering needs. E-bidding and bonding, immediate bid tabulation, audit trail reporting, and document control are just a few of the features you will find. COOLNet On Demand A growing number of member companies are using COOLNet On Demand for free and private online plan rooms. You control the access to invite contractors, manufacturers and suppliers to bid on your project. Join the community, call for a demo today. For a demonstration of COOLNet and On Demand, call Curtis Griffith at 780.483.1279 or visit coolnetalberta.com
FMCA
FORT MCMURRAY CONSTRUCTION ASSOCIATION
ECA Breaking Ground | Winter 2017 95
INSTITUTIONAL
Bucket Trucks
CCTV Construction Management
Data Termination & Testing
Directional Drilling Distribution Systems
Electrical Controls
Energy Appraisals Energy Retrofits
Fibre Optics
HEALTHCARE
Fire Alarm Systems Intercoms
Lighting Systems
Motors
Nurse Call Systems Radiant Heaters
Remote Utilities
Trenching
COMMERCIAL
Utility Coordination
Voice/Data Systems
INDUSTRIAL
Alberta’s Finest Electrical Contractor SINCE 1977
T 780.452.0467 F 780.452.1229 17221‐106 Avenue Edmonton AB T5S1E7 WWW.CDNPOWERPAC.COM
NEIGHBOR. MENTOR. ITâ&#x20AC;&#x2122;S NOT ONLY JOBS WE BRING TO THE COMMUNITY. @ledcorgroup WWW.LEDCOR.COM