Vol. 3, Issue 5 Winter 2011
2011
A YEAR TO REMEMBER. ARE WE READY FOR 2012?
The official publication of The Winnipeg Chamber of Commerce, in partnership with the Asper School of Business
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From the publisher... We are the talk of many other cities because of the Jets return, but we need to keep this momentum going. We need to ensure that Winnipeg and Manitoba are places that companies look to for growth and expansion; we need to focus on where the future is going (technology, clean energy) and ensure that our politicians, universities and business leaders are all paddling the boat in the same direction. We need to keep training students and new immigrants so that they have the required skills to work in these industries. And finally, we need an entrepreneurial attitude within government that moves things beyond a policy announcement and see things through to fruition. It is entrepreneurs who will and should drive us forward, not government spending. They need to be there to support business, not hinder it. Driving from the south end of the city, I suddenly noticed the crane and tower of the Canadian Human Rights Museum from miles away. No matter how much we talk about this new icon in Winnipeg, until you see it from a great distance you don’t get the full impact of what this is going to be – a truly WOW event when it finally opens. That got me thinking. We have a lot going on in this city! Here is my short list: 1. Museum for Human Rights 2. New airport just opened 3. Return of the NHL 4. Football stadium- Opening 2012 5. IKEA- Opening 2012 6. New mall across from IKEA 7. Waterfront Drive’s development, including hotel and waterfront restaurant 8. New development across from MTS Centre 9. New Canada Post centre 10. Convention Centre expansion 11. Centreport Now, I know that some will say that this mostly looks like government spending, not new, private investment money coming to town. However, when I speak to the people working in this realm, such as Robert Scaletta, CB Richard Ellis (Brookside Business Park within Centreport), Rennie Zegalski, CBRE (bringing new companies into the IKEA development) and Sandy Shindleman (Shindico), they tell me there is growth in private investment coming into the city and province. And Bill Morrisey, who heads up YES! Winnipeg, agrees. There is new outside interest and business looking at “The ‘Peg” with new announcements on the horizon.
I ask those who want the status quo not to step aside, but to allow others to walk (or run) through the gates of business excellence and yes, sometimes take a risk. We all revere companies like RIM, Apple and Google, but we forget that they were allowed to take a chance and look ahead, and now we see them as leaders in their industries. They all began with an idea that others called ‘crazy’. We need more of this type of entrepreneurialism in our province. With some support, and some forgiveness of failure, we will see our entrepreneurial spirit shine through. The Asper School, Red River College and the University of Winnipeg are developing focused education programs based on future economic needs and drivers. We need this to continue. They are creating the “now and next” generations of leaders in our city and province. We need to build up and attract the businesses to hire them, keep them here and continue to drive our province forward. Let’s make 2012 the Year of Winnipeg, Manitoba and not let anything stand in our way. We have excitement, development, and most importantly momentum. Let’s keep pushing Premier Selinger, Mayor Sam Katz and our federal MPs to create the policies and make the decisions that will sustain this momentum and see it grow. We have slowly turned into a province that is too dependent on transfer payments. With the depth of business leaders and educational systems here, as well as our abundance of green energy, this needs to be reversed. It is not acceptable and should not be acceptable to anyone who lives here.
That brings me to this issue of Marketplace. Is 2012 going to be a coming out of sorts for Winnipeg? 4
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Glenn Tinley, publisher glenn@studiomediagroup.com
Vol. 3, Issue 5 • Winter 2011
STUD O MEDIA
GROUP
Studio Publications is a division of Studio Media Group. EdITor Barbara Edie marketplace@studiomediagroup.com CrEATIVE dESIGn designtype ConTrIBuTorS debra Beck, Tanya Beck, chronic creative, Paula Havixbeck, Mark newman, Wendy Stephenson, Shel Zolkewich Published in collaboration with:
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GrouP PuBlISHEr Glenn Tinley glenn@studiomediagroup.com SEnIor ACCounT MAnAGEr Barb Pettitt barb@studiomediagroup.com (204) 510-9192 Account Manager Greg Corbett greg@studiomediagroup.com (204) 291-7023 Account Manager Tracy leipsic tracy@studiomediagroup.com (204) 781-6141 For GEnErAl InquIrIES info@studiomediagroup.com (204) 992-3402 WEB dESIGnErS Mark Semenek
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Marketplace Magazine 2nd Floor - 65 dewdney Ave. Winnipeg, MB r3B 0E1 Phone (204) 992-3402 • Fax (204) 475-3003 Marketplace Magazine is published six times a year by Studio Publications. reproduction in whole, or in part, is prohibited without written permission from the publisher. © Studio Publications 2011 All rights reserved. Printed in Canada. return undeliverable Canadian addresses to the Studio Publications address shown above.
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Winter Contents
COvER sTORY
Are we ready?
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4 FROM THE PUBLIsHER
UP FRONT 7
9
AFTER HOURs The latest events Marketplace Magazine and friends have attended
MB BIz REPORT Manitoba business movers and shakers
PROFILE 10
Institute of Chartered Accountants celebrates 125 years.
COLUMNs AND FEATUREs 28
CentrePort Winnipeg’s International Hub
32
Alternative Dispute Resolution
34
The View from City Hall
44
Emergency Preparedness Planning
CHAMBER 40 THE CHAMBER's 3-YEAR sTRATEgIC PLAN - BE BOLD
42 AROUND THE CHAMBER
BACk PAgE 46 AT THE DEsk OF...
Sandy Shindleman, President of Shindico
AsPER 36 IN WITH THE NEW 38 THE AsPER sCHOOL REMEMBERs REg ALCOCk
ONLINE All of our magazine content and more is available online at
www.marketplacemagazine.ca. Winnipeg Airports Authority shot on the cover courtesy of Keith Levit Photography. Winter 2011
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4 8 We See More Than Numbers.
www.cga-manitoba.org
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good causes
[ AFTER HOURs [ Fillmore Riley LLP’s Dan Ryall organized and hosted The Canadian Transport Lawyers Association’s annual international conference on September 22-24, 2011, at Inn at the Forks. The international roster of speakers included prominent Canadian, U.S., and Mexican transport lawyers and professional consultants.
by Rick Frost | CEO The Winnipeg Foundation
Left to right: Sam Hallman (Strasburger and Price, LLP in Dallas), Dan Ryall, Carlos Sesma Jr. (Sesma, Sesma & McNeese, S.C. in Mexico), Fritz Damm and Don Vogel (Scopelitis Garvin, Light, Hanson & Feary, P.C. in Chicago).
"Cirque" is part of a new fundraising event series that has been planned and hosted by the GenNext Council of the United Way of Winnipeg. GenNext Fundraising event hosted by the GenNext Council of the United Way of Winnipeg. GenNext Council Members: Jonathan Giller, Lana Bakun, Lindy Norris, Tyson Jones.
Gold Medal Plates: Chef Michael Dacquisto of Dacquisto proved his culinary prowess when he took home the gold award at the Winnipeg 2011 Gold Medal Plates competition. Chef Dacquisto went head-to-head with eight of the finest culinary masters at this prestigious culinary competition, held at the Convention Centre in the heart of Winnipeg on October 27, 2011. He will compete at the Canadian Culinary Championships, the Gold Medal Plates Finale, held in Kelowna, B.C. in February, 2012.
Nourishing Potential bears fruit A year and a half ago I focused this column on a new idea called Nourishing Potential, an effort to improve education, social and health outcomes for Winnipeg children and youth by improving access to healthy food. The concept was a $5 million endowment to support nutrition programs at local organizations. Today, with contributions of almost $1.3 million, we’re more than a quarter of the way to our fundraising goal. We’re working with our lead partners, the Province of Manitoba and Assiniboine Credit Union, and a vibrant, engaged advisory committee. Already, the Nourishing Potential Fund has supported 14 programs with grants that range from $1,000 to $10,000. Those are the big numbers. But a better measure of success might be the 40 kids at Andrews Street Family Centre who are receiving a nutritious meal and snack every day while learning about food preparation and multiculturalism. Or, the 15 youth who are going to Broadway Neighbourhood Centre to prepare and pack their own school lunches, gaining understanding of menu planning, budgeting and nutrition. As the Nourishing Potential Fund grows, so will these tangible examples of its impact. To make a gift, or for more information about the fund, visit our website at www.wpgfdn.org.
Winter 2011
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INFORMATION AND ANNOUNCEMENTs FROM BUsINEssEs IN OUR PROvINCE
Thompson Dorfman Sweatman LLP (TDS) TDS was named in October, 2011 as one of the top 10 regional law firms in the prairie provinces of Manitoba and Saskatchewan by Canadian Lawyer Magazine.
Deloitte Joins Sponsors at The Eureka Project Deloitte Demonstrates Entrepreneurial Commitment in Manitoba Deloitte recently signed on to support The Eureka Project as its newest corporate sponsor. The firm is reinforcing its commitment to entrepreneurship, by directing a new focus on local technology-based businesses. The Eureka Project, a high-tech business incubator located at the University of Manitoba, helps its clients accelerate the growth of their businesses. The Eureka Project provides strategic planning, financial advice, sales support, business plan development and marketing and communications to companies wishing to commercialize their technologies. Clients also benefit from turnkey offices, equipment usage, and IT support.
Individuals or companies interested in joining Deloitte in sponsoring The Eureka Project can contact Gary Brownstone at 262-6401. The Eureka Project is Western Canada’s most successful technology management services firm, offering innovators and entrepreneurs looking to market cutting-edge technologies the management expertise they need to grow into sustainable businesses. The incubator is home to 12 technology-based companies in the areas of nutritional and agricultural sciences, information and communications technology, engineering and advanced materials, health and biotechnology, and environmental solutions.
Nine Fillmore Riley lawyers recognized in The Best Lawyers in Canada 2012 publication.
Cy M. Fien Tax Law and Trusts and Estates
Nine lawyers from Fillmore Riley LLP were recently selected by their peers for inclusion in The Best Lawyers in Canada 2012. Fillmore Riley is proud to announce the following lawyers have been recognized in his and her respective practice area:
D. Wayne Leslie Corporate & Commercial Litigation and Insolvency & Financial Restructuring
Stuart J. Blake Insurance Law
Robert D. McDonald Insurance Law Morton (Mickey) L. Rosenberg Real Estate Law Charles A. Sherbo Insurance Law
Bernice R. Bowley Insurance Law Timothy S. Dewart Banking & Finance, Corporate, and Real Estate
Robert A. Simpson Labour & Employment Law Since its inception in 1983, Best Lawyers has become universally regarded as the definitive guide to legal excellence.
Manitoba Chambers Announced Recipients of the 2011 Manitoba Business Awards The Manitoba Chambers of Commerce announced the 2011 Manitoba Business Awards to a sold-out crowd at the Delta Winnipeg on October 26, 2011. The 15 finalists in five categories were chosen by a thorough and rigorous juried process over the past year. The awards were presented to: Caisse Group Financier Financial Group for Large Business Category. Parenty Reitmeir Inc. for Medium Business Category. Focal Point Comprehensive Vision Care for Small Business Category. Bockstael Construction Limited for Long-Term Business in Winnipeg. Cando Contracting Ltd. for Long-Term Business Rural. Lieutenant Governor’s Award for ‘Outstanding Contribution to the Community by an Individual’ was presented to Dr. Donald Penny. Dr. Penny received his Chartered Accountant designation in 1963 and was a co-founder of Meyers Norris Penny LLP, joining the firm in 1962. He was CEO of the firm from 1977 to 1998. During his 21 years as CEO, Dr. Penny developed a team of professionals dedicated to the providing accounting services and professional business advice to western Canadians. MNP is now among Canada’s top 10 accounting firms.
Brought to you by:
Winter 2011
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AssOCIATION PROFILE
By Tanya Beck
Institute of Chartered Accountants of Manitoba celebrates 125 years In 2011 the Institute of Chartered Accountants of Manitoba marked its 125th anniversary. The Manitoba CA profession has enjoyed a long history of excellence, which began when the Institute was established in 1886 by the passing of legislation that regulated the accounting profession in Manitoba. In its first year there were only 15 registered members. From the outset, setting a rigorous educational pathway for membership has been a priority for the profession. The first entrance exam was written in 1903. In 1906, the Chartered Accountants Students’ Association of Manitoba was launched. The 10
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formation of the Student’s Association created a corporate framework within which lectures could be conducted and other educational activities controlled. In 1909, articling was introduced and students were required to obtain practical experience through service with a practicing CA. In 2007, nearly 100 years later, the practical experience requirements were expanded beyond the traditional audit area; however, students still remain under the tutelage of a Chartered Accountant. In 1939, Manitoba students excelled on the first national Uniform Final Examination (later renamed the Uniform Evaluation). Manitoba candidate David Bruce Davis won
the national gold medal for highest marks in the country and fellow Manitoban Hugh Sutherland finished second nationally. This evaluation remains one of the most challenging professional examinations in the world. In 1970, the attainment of a university degree became a prerequisite for those aspiring to become CAs. In 2000, the western provinces launched the CA School of Business, which provides the professional education program for CA students throughout Western Canada. In 1911, the Institute’s 25th anniversary, there were 31 members. Membership at the 50th anniversary was about 200 and it wasn’t until 1946, at the end of the Second World
Between the Institute and the Foundation, the CA profession has provided over $4.5 million toward accounting education through funding to students, educators and postsecondary institutions. Today, the Manitoba Institute is a proud member of a global profession. Canada’s Chartered Accountants are a founding member of the Global Accounting Alliance and have Mutual Recognition Agreements in place with 13 other countries, including Hong Kong, the United Kingdom, New Zealand, France, Australia, Japan, the United States and Mexico. War, that profound growth began for the Institute and the entire accounting profession. The membership stood at 306 in 1946; passed the 600 mark in 1957; reached 1,000 by 1966; 1,500 in 1973; 2,000 by 1983; and 2,500 in 1996. Today, there are nearly 2,900 members of the Manitoba Institute. The Institute also reached a number of other landmarks over the past 125 years. In 1945, the Institute welcomed Marion Cathie McTaggart as its first female member and winner of the Institute’s War Memorial Gold Medalist for highest marks in the province on the UFE. Protection of the public has also been a cornerstone of the CA profession. The Manitoba Institute adopted a Professional Code of Ethics in 1926. A national Code of Ethics was approved in 1970, and in 1976 the Rules of Professional Conduct were brought into
force. In order to further strengthen how the profession protects the public, a mandatory practice review program was introduced in 1981. In recognition of the introduction of computers and the increasing complexity of the Tax Act, the Institute’s Professional Development program began in 1971. In 1981, the Manitoba Chartered Accountants Foundation Inc. was established to enhance the quality of accounting education in Manitoba.
While each of these milestones demonstrate what the Manitoba CA profession has achieved over the past 125 years, we will continue to ensure that our members are valued for their integrity and expertise by acting in the public interest and helping our members excel. Chartered Accountants are Canada’s most valued, internationally recognized profession of leaders in senior management, advisory, financial, tax and assurance roles.
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8/19/11 4:10:57 PM 11 MARKETPLACE
ARE WE READY?
Facing Future Prosperity
By Shel Zolkewich
By Shel Zolkewich
There was a point this spring when the prosperity gods seem to be focusing rather heavily on Manitoba. We had just learned that our beloved NHL franchise was coming home. Within days, there were announcements of a knock-your-socks off polar bear exhibit at the Assiniboine Park Zoo, new funding for Birds Hill Park and countless other gems of good news.
We were on a high and as far as anyone can tell, we’re not getting off it anytime soon. If you ask a dozen people why this is happening, no one can offer an easy answer. Most likely, it’s a confluence of many factors that have launched this new attitude. Some of those things happened very publicly—we can easily see the Canadian Museum for Human Rights taking shape in front of our eyes. Some things happened almost silently, in small meeting rooms until someone was ready to
call a news conference and say NHL is back in Winnipeg. We’re celebrating right now and that’s a good thing. But as the calendar pages move ever closer to 2012, we might start asking the hard questions. Can we sustain this growth? What do we need to do to keep this ball rolling? Simply put, are we ready for a new year? Marketplace Magazine asked Manitoba’s leaders to reflect on this year’s success and offer their best guesses on what we need to do in the years ahead.
Photos courtesy of Economic Development Winnipeg. 12
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By Shel Zolkewich
WORkINg IN PARTNERsHIP
Greg Selinger, Premier of Manitoba If you were to plot Manitoba’s prosperity on a graph, it would most definitely show a steady climb to a high point today. Like so many other Manitobans, the Premier is of the opinion that the province has always had a lot to offer: brilliant entrepreneurs, artists and athletes who represent us internationally, abundant natural resources and great cultural diversity. “Manitoba is now an even better place to live, work and raise a family,” says Premier Greg Selinger. “Compared with 10 years ago, more people are working — in fact we have more people working than ever before. Business confidence is up and house prices have risen steadily. Perhaps best of all, our population is growing and getting younger. More young families are choosing to build their futures here.” Selinger credits our strong immigration efforts for a big part of the success.
“We have worked with everyone — the private sector, other levels of government, educational institutions, communities — to get things done for Manitobans. From the MTS Centre to CentrePort, from the Canadian Museum for Human Rights to the major investments in Brandon, these are examples of what happens when the province works successfully in partnership,” he says.
“We will continue to work with the federal government to keep our initiatives to attract skilled immigrants strong. We are approaching a critical mass of tourism attractions, making Winnipeg a multi-day destination, and we need to take advantage of the opportunities that arise from that. And we will keep investing in our post-secondary institutions to ensure they have the resources they need,” he says.
To keep the prosperity ball rolling, Selinger says it’s critical to keep asking how we can get to the next level. “Manitoba did relatively well during the last global economic crisis, but with
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“Our emphasis on attracting skilled immigrants to Manitoba has been a big success. Immigrants to Manitoba do well here and their contribution to our provincial economy and culture is enormous,” he says.
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Another piece of the success puzzle has been a focus on education. “Businesses tell us they want a skilled workforce,” Selinger says.
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“That’s why we have invested in our colleges and universities, giving them strong stable funding while at the same time making a post-secondary education more affordable.” Colleges across the province have been built and upgraded to train more young people for the jobs of the future. Selinger emphasizes that none of these milestones could have been accomplished without the spirit of teamwork.
further uncertainty ahead, our balanced approach is going to be even more important,” he says. Immigration, tourism and education are top of mind.
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13 3/7/11 9:52:25 AM MARKETPLACE
OPEN FOR BUsINEss
Sam Katz, Mayor, City of Winnipeg By Shel Zolkewich
“ Our success is our strength, and we will continue to encourage everyone that we are the city to invest in and call home and make a life for you and your family.”
The growth and prosperity of Winnipeg in the last decade is icing on the cake, according to Mayor Sam Katz. He’s always known that Winnipeg has been the ideal place to live, work, play and raise a family. But in his job as mayor, he’s focused on other concerns. “As mayor, my priority has been improving public safety, fixing our infrastructure, and ensuring we are a city that is open for business so there are jobs here for our young people,” he says. “We are an affordable city to live in and our dollar goes a lot further in Winnipeg than in many other cities in North America.” Katz says city council has worked hard to keep Winnipeg competitive and because of that, we’ve earned a reputation as friendly Manitoba. In short, we’ve let everyone know that we are open for business, he says. What Katz is most proud of is our can-do attitude. “We are a big small town and have a sense of community like no other city I’ve ever seen. StatsCan repeatedly confirm every year how Winnipeggers are the most generous people in Canada and you can feel that camaraderie and sense of giving back,” he says.
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When it comes to our chilly reputation and the nickname of WinterPeg, Katz says we are well beyond that. “We will never stop winter, so we embrace it and face it head on with great festivals and outdoor activities. Our citizens, our sense of community and pride in one another certainly makes me most proud.” Katz believes that the key to curtailing crime rests with a program aimed at young people. “We will always keep working to work with our partners with the other levels of government to address the root causes of crime, keep working with the community to get even more young people involved in sports and recreation and involved in the community,” he says. Meanwhile, the growth is very likely to continue, he adds. Katz admitted that he can’t wait to see what our city will have in the next five or 10 years. “Our success is our strength, and we will continue to encourage everyone that we are the city to invest in and call home and make a life for you and your family.”
WINNIPEg’s ECONOMY AT A TURNINg POINT
Dave Angus, Winnipeg Chamber of Commerce By Shel Zolkewich
According to Dave Angus, it all began when the doors of one very busy venue opened on Portage Avenue. “I saw a turning point in the community’s self esteem with the establishment of MTS Centre in downtown Winnipeg. Since then we have seen growth in jobs, wages, housing values, retail sales and a leadership position related to the economic performance during the last recession,” says the president and CEO of the Winnipeg Chamber of Commerce. He says three key changes have contributed to Winnipeg’s tremendous growth over the last decade. “The expansion of our immigration program through an aggressive Provincial Nominee Program has served to not only add an increasing diversity to our city but has been the sole reason why we have increased our overall population,” he says. He adds that in addition to being a fantastic economic driver, new residents have simply made our city more interesting with new languages, festivals, cultural centres and businesses. Another big boost is happening in our creative community. While Winnipeg has long been known as having a 16
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“ The expansion of our immigration program through an aggressive Provincial Nominee Program has served to not only add an increasing diversity to our city but has been the sole reason why we have increased our overall population.” world-class arts scene, the net is being cast much more widely these days. “The expansion and growth of our art venues and programs, the commitment to creative architecture (starting with Esplanade Riel), and the rapid expansion of our new media community has contributed to this national brand as a creative centre,” he says.
commitment being made by the private sector in our community,” he says.
Finally, increased private sector leadership has been critical in Winnipeg’s growth. “The Aspers with the Canadian Museum for Human Rights, the Richardsons with the Assiniboine Park expansion, the Chipmans with the return of the NHL (just to cite a few examples) represents a significant
“We must put all the pieces in place to help us become Canada’s entrepreneurial hot bed,” he says. “An aggressive start up fund and a venture capital pool that will replace the $100 million Crocus Fund would be an important start.”
Angus says that we need to pull up our socks in a few significant areas, though, namely average weekly wages, disposable income, high school graduation rates and tax competitiveness.
sURgE OF OPTIMIsM IN WINNIPEg AND BEYOND
Don Baizley, Thompson Dorfman Sweatman, NHL Agent By Shel Zolkewich
Q:
What do you recommend for a company creating a plan for crisis communications?
A:
In any type of crisis, seven guidelines can be your template for action. 1. Be calm and controlled – Calmness creates a credible platform for your leadership. 2. Show that you care – Focus on your employees, customers and anyone the crisis could impact. 3. Communicate – Emphasize both internal and external communication in your plan. 4. Set priorities – Communicating priorities during any crisis gives your staff a sense of purpose and understanding.
Don Baizley holds a few titles — lawyer, certified sports agent and die-hard Jets fan. Like so many others, he was overjoyed when the NHL came back to town. “I simply marveled at the job that Mark Chipman and True North did at pulling this all together,” says the long-time player agent and current representative for Tobias Enstrom of the Winnipeg Jets. “If we were going to get a team, it had to be now.” The return of the Winnipeg Jets is just one of the events that has put this city into a different place lately. “There is certainly a heightened sense of optimism out there and it’s pretty pervasive,” Baizley says. “It has to do with a confluence of events, but I can’t tell you why. Really, it doesn’t make a lot of sense in economic terms because things are tough at the local level.” Baizley says his friend Bob Chipman explained the surge in optimism the best. “He said the Canadian Museum for Human Rights, the return of the Jets, these are all badges in the community and it’s been a long time
since we’ve added so many badges in such a short time.” Enthusiasm over the return of the Jets goes beyond Winnipeg, Baizley adds. “Canadians are happy to see a team relocate from the south. Hockey is such a big part of being Canadian.” While things are looking very good in terms of growth, there are still issues that need to be addressed. “Just like any city of our size that’s growing, we have to start looking hard at things like public transit, the split between the rich and the poor and blending new immigrants into our society,” he notes. When it comes to sports, Baizley says Winnipeg will begin to shine in the area of events. “The World Junior Hockey event was huge, followed very soon after by the Pan Am Games. With the addition of the Jets and a new Bomber stadium, I think we will now be seen as a community that can take on even bigger events,” he says.
5. Reassure customers – Reassuring customers continues to build on the relationship you have cultivated. 6. Get back to business – Resuming routine will help return your company to business as usual. 7. Focus on action – Consider how the momentum of your company has been affected, and figure out how your leadership can get it back on track. These seven keys can also serve you in your everyday role as the head of your business. To explore more professional topics, as well as the personal challenges of being a leader, contact TEC Canada.
800-661-9209 | info@tec-canada.com www.tec-canada.com TEC Canada is committed to creating twenty-first century leaders who champion innovation, collaboration and empowerment. We are currently accepting members in the Winnipeg area. Winter 2011
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Manitoba's immigration policy has been transformative for business.
IMMIgRATION TRANsFORMINg MANITOBA
Jim Carr, Business Council of Manitoba The last decade has been a textbook example of success when it comes to Manitoba’s immigration policy. “It’s been nothing short of transformative for Manitoba,” says Jim Carr, president and CEO of the Business Council of Manitoba. “We have a more stable, more multicultural population and we’ve really become the poster policy for immigration internationally because we can attract and maintain a skilled workforce,” Carr says. “We’re the envy of much of the world.” The Business Council of Manitoba offers a constructive voice to public discussion in Manitoba and Canada. Members are CEOs of Manitoba companies or retired CEOs willing to continue serving their community. One of their flagship efforts was immigration policy reform.
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By Shel Zolkewich
Immigrants from the Philippines, India, Eastern Europe and Central America (over 15 countries in all) have settled in communities such as Steinbach, Winkler, Arborg and Morden, boosting populations in those places. A recent report revealed that three-quarters of immigrants had purchased their own homes within three years and that their spouses had also found work.
The Business Council of Manitoba is also focusing on a health care reform strategy. Carr says spending is simply unsustainable and we have to find a new way.
“The policy put a premium on the likelihood of success,” Carr says. “It appears immigrants are working in fields that challenge them. We’re doing a good job in that regard.”
Also on the agenda is a Canadian energy strategy.
Where Manitoba needs to do better is in addressing the challenges of refugee children who come to Manitoba. “We were simply unprepared. We’re having problems in school and with gangs. We have to redouble our efforts,” he says.
“We must have targets for delivering services at a lower cost. It can be done but we have to be diligent about this,” he says.
“It’s something that hadn’t been talked about for 10 years,” he says, but last summer, leaders and thinkers met in Alberta and launched The Winnipeg Consensus Group. This new plan will move beyond the previously fragmented approach to energy and environmental challenges.
sHARINg MANITOBA WITH THE WORLD
Colin Ferguson, Travel Manitoba By Shel Zolkewich If you see Colin Ferguson at a small-town café in rural Manitoba, he’ll most likely have a smile on his face. “As I travel throughout the province I am witnessing firsthand this positive attitude, a “can do” mentality that is helping shape and re-shape communities large and small,” says the president and CEO of Travel Manitoba. “It is an exciting time for Manitoba.” Ferguson said there’s no doubt that recent additions to the province’s landscape have helped fuel this new attitude—namely the Canadian Museum for Human Rights, redevelopment of the Assiniboine Park Conservancy and the new terminal at James Armstrong Richardson International Airport. But there’s also something a little less visible going on. “There is a positive sense in the province, our pride is beginning to show,” he says. “Maybe we just needed a little reminder about how wonderful a city and province we live in, work in and raise a family in.” With all the new attractions and developments in place and on the horizon, it becomes the role of Travel Manitoba to share the message.
“Tourism is one of the visible leaders in promoting this great province. It is incumbent on us to harness all of the excitement and share it with the world,” he says. He added that Travel Manitoba will continue to market to Manitobans, neighbouring provinces, northern states and to select international markets, but Ferguson says there’s a new task on the table. “We too need to act as the incubator in an effort to enhance or expand our tourism product offering, developing new ideas and experiences, while supporting existing product,” he says. The biggest challenge of getting that job done is finding the dollars for marketing. “We continue to work with government, providing information to assist in investment decisions, while working to attract new partnerships with the private sector.” In the end, it will take a team effort to continue to sing the praises of Manitoba to tourists. “The tourism industry needs to work together to ensure we are maximizing on the momentum, promoting a common brand, and finding new ways to be effective and efficient,” Ferguson says.
Photos on this page courtesy of Economic Development Winnipeg.
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THINkINg BIggER Is kEY TO gROWTH
Barb Gamey of Payworks Barb Gamey says privately owned businesses in Manitoba are good for more than just the expected reason — the creation of jobs. “As we prosper, we give back to our community, whether that is through charitable or local business development organizations,” says the owner of Payworks. Since 2001, Gamey’s company has been helping Canadians get their paycheques. Payworks processes more than 3.1 million employee payments per year and has offices in seven Canadian locations. The headquarters are in Winnipeg. Gamey adds that success stories like hers also serve as inspiration. “Privately-owned businesses are very important in Manitoba because they set an example and serve as role models to potential entrepreneurs. These companies represent the fact that you can succeed in Winnipeg,” she says. While the recent announcements of new developments in Winnipeg are cause for celebration, Gamey says Manitoba has actually enjoyed a remarkable level of stability in the face of challenging economic times.
By Shel Zolkewich She says now is the time to focus on growth. “Winnipeg has always been the little engine that could. We need to do some planning and shift our collective mindset to start thinking like a bigger city. We can already boast that we’ve maintained affordable housing costs and reasonable commute times over the past 10 years,” she notes. The next step is to identify ways that we can move people around greenly and cleanly and promote Winnipeg as a lifestyle choice.” For that to happen, Gamey lists three top priorities. She says the tax structure needs to be improved so that it will entice business to come here and stay here. She adds that there needs to be a focus on infrastructure and urban planning, too. Finally, a sound environmental policy is key. “Young talent is attracted to companies that take a genuine interest in corporate social responsibility. Manitoba has the opportunity to create the most advanced and forward thinking green provincial policy in the country and attract young minds that have similar values,” she says. “Manitoba could be a leader.”
PROvINCE sET TO EMBRACE gREATER gROWTH
Peter Jessiman, Wescan Capital By Shel Zolkewich It’s time to say goodbye to the old jokes and embrace Manitoba’s new persona, says Peter Jessiman, president of Wescan Capital, owner of Winnipeg-based Bison Transport
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and member of Young Presidents’ Organization (YPO) of Manitoba. “There's a dynamism and a palpable sense that we can achieve great
things here, and that we no longer need to propagate the tired and often exaggerated stereotypes about weather, mosquitoes and the like,” he says.
Jessiman says recent developments like the Canadian Museum of Human Rights and the Winnipeg Jets are fantastic sources of pride, but he believes that’s just the beginning. “I think there’s even more to our renaissance story. We have extraordinary things happening here at our universities, in our non-profit sector, with our cultural events and more. Collectively, these have illustrated that this is one of the new places to be,” he says. YPO is one of those organizations that fly under the radar. Founded in 1950 in New York City, the organization unites 19,000 business leaders in 110 countries globally. Winnipeg is one of only two Canadian chapters. Jessiman says members are owners and chief executives who act as spokespeople for the province, telling other business leaders around the world why they have to give Manitoba a serious look. Locally, YPO members are active with community-based organizations and charitable groups. “All of these things help move the needle for Manitoba, and lead us forward to greater heights,” he says. With the new growth and development, Jessiman sees opportunity. He says government could be more innovative when it comes to addressing fiscal challenges and the private sector can do more to showcase the province in new markets. “But even more importantly, I want us to make sure that with all this new-found optimism we don't become a tale of two provinces, where only some get to share in the success,” he says. “We’re already the most giving people in Canada on a per-capita basis but I believe we can go even further. We need to make sure that those in our community who are struggling can share in the success of the province and get a hand up. If we can achieve this, then there’s really no telling just how high we can fly.”
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ENTREPRENEURIAL sPIRIT kEEPs WINNIPEg gROWINg
Sandy Shindleman, Shindico Ask Sandy Shindleman how Winnipeg is a different town than it was a decade ago and he’ll tell you to get in a car. “You can feel the difference if you are driving,” says the president of Shindico, arguably the city’s largest commercial real estate company. “It takes a little longer to get places. That’s because we have a vibrant housing and condo market and plenty of new retailers on the scene.” Since 1975, Shindico has been changing the face of Manitoba’s retail, restaurant and office scene by building new properties and attracting high-profile tenants.
By Shel Zolkewich
He credits the recent growth in Winnipeg to a municipal government with a good attitude.
share of the 210,000-square-foot complex. The remainder will be dedicated to retail space.
“Anyone can go into the senior administration here and get a yes — not a no —there’s not the overregulation that we used to see. We’ve got great cheerleaders here now and the one at the top of them is Sam Katz,” he says. Shindleman says there have been huge investments in the city recently that add up to over a billion dollars, including Sage Creek and Waverley West residential projects, as well as retail additions in the Kenaston and Regent areas. Most recently, Shindico broke ground on the former Winnipeg Arena site for the new Polo North office and retail complex. Anchor tenant Western Financial Group will take up the lion’s
Shindleman and his group are actively wooing international retailers who have not yet come to Winnipeg. Additionally, he says Winnipeg is now on the radar as a distribution centre as well as being a strong retail market.
WOMEN IN BUsINEss sTILL HAvE A LONg WAY TO gO
Even with all the good news on the horizon, Shindleman says it never pays to rest on your laurels. Remaining entrepreneurial in spirit will keep Winnipeg on a growth trajectory, he adds. “We cannot let up. Everyone is competing. We can’t think that we’ve arrived,” he says. As soon as we wake up and we’re no longer hungry, we’re in trouble.”
By Shel Zolkewich
Sandra Altner, Women’s Enterprise Centre Sandra Altner is seeing a big change in the way Manitoba women are looking at their businesses. “It used to be that we allocated about 20 per cent of our funding to expansions. In the last three years, that number has increased to 60 per cent,” says the CEO of the Women’s Enterprise Centre. “That means women are doing some strategic thinking, creating some assets rather than just creating jobs for themselves.” Since 1994, the Women’s Enterprise Centre has been the go-to organization for Manitoba women who are looking for information, want to improve their skills or get some financing so that they can start, expand or purchase an existing business. “We are in a growth mode as a province. I hesitate to say growth spurt because we simply aren’t a boom and bust economy,” she adds. “But sometimes it’s just not happening fast enough for women in business.” Altner said we need to see more women in politics and on boards in Manitoba. “We’ve achieved a great deal of growth by opening up, being less isolationist
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and looking out. But we are still very conservative,” she adds. “We really have the potential to be world class, and we should be taking a higher seat on the world stage. We’ve got so much to offer here and we’re not doing everything we can to make it happen,” she says. Luckily, Manitoba women have great role models when it comes to business, including Gail Asper. “While Gail isn’t an entrepreneur herself, her behaviour certainly is entrepreneurial,” Altner said, adding that women such as Fiona Webster Mourant of Manrex, Barb Gamey of PayWorks and Heidi Reimer-Epp of Botanical Paperworks are all shining examples of Manitoba women in business. When it comes to women in business, the old adage of we’ve come a long way baby is certainly fitting. But there’s still a long way to go. “Women’s triumphs in Manitoba seem to be very quiet,” Altner says. “We need to be doing more for the growing number of womenowned businesses in this province, and celebrating them a lot more.”
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Suddenly, you realize the importance of a succession plan. Because you don’t have one.
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ExitSMART: ExitSMART: Transition TransitionYour YourBusiness Businessthe theSMART SMARTWay Way By Debra Beck By Debra Beck
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Photo: Terry Speiss • Rob Rabichuk • Brett Franklin • Rob MacDonald • Rick Potter Photo: Terry Speiss • Rob Rabichuk • Brett Franklin • Rob MacDonald • Rick Potter
xit planning is a critical part of the life cycle of any xit planning is a critical part of the life cycle of any business, but focusing on day-to-day operations can make business, but focusing on day-to-day operations can make it hard to sit down and go through the process. With years it hard to sit down and go through the process. With years of experience transitioning businesses of all sizes, MNP realized of experience transitioning businesses of all sizes, MNP realized owners needed a tool to keep them on track -- so ExitSMART, a owners needed a tool to keep them on track -- so ExitSMART, a proprietary process developed by MNP, emerged. This process proprietary process developed by MNP, emerged. This process simplifies planning and implementation while maximizing the simplifies planning and implementation while maximizing the value of the business and ensuring your objectives are met. value of the business and ensuring your objectives are met. “We’ve been doing exit and transition planning for a long time,” “We’ve been doing exit and transition planning for a long time,” says Rick Potter, FCA, an Assurance Partner with MNP. “This is says Rick Potter, FCA, an Assurance Partner with MNP. “This is a new product but it incorporates years of experience working with a new product but it incorporates years of experience working with businesses. We’ve taken all that knowledge and created a business businesses. We’ve taken all that knowledge and created a business owner’s roadmap to succession.” owner’s roadmap to succession.” The key areas of focus are found in the name SMART: Succession, The key areas of focus are found in the name SMART: Succession, Maximizing value, Asset and wealth management, Retirement Maximizing value, Asset and wealth management, Retirement needs and Tax planning. Rob MacDonald, CA, a Partner with needs and Tax planning. Rob MacDonald, CA, a Partner with MNP says ExitSMART is extremely comprehensive. Its approach MNP says ExitSMART is extremely comprehensive. Its approach is designed for people who want to maximize the value of the work is designed for people who want to maximize the value of the work and money they’ve put into their businesses over the years and and money they’ve put into their businesses over the years and want to ensure the business will survive a transition. want to ensure the business will survive a transition. “Even people who are planning to pass the business down to “Even people who are planning to pass the business down to the next generation need a plan in order to do that smoothly,” the next generation need a plan in order to do that smoothly,” says MacDonald. “Only about 30% of businesses survive that says MacDonald. “Only about 30% of businesses survive that transition and those that fail, often leave numerous family transition and those that fail, often leave numerous family members without a livelihood.” members without a livelihood.” The SMART process involves four steps that can be completed The SMART process involves four steps that can be completed in as little as a year or over several years, depending on your in as little as a year or over several years, depending on your circumstances and requirements. The steps provide a framework in circumstances and requirements. The steps provide a framework in which to get the work done, but within that framework there is a lot which to get the work done, but within that framework there is a lot of flexibility. of flexibility.
The basic steps are as follows: The basic steps are as follows:
1. Collect information: The key to effective exit planning is a 1. Collect information: The key to effective exit planning is a comprehensive understanding of the business owner’s objectives. comprehensive understanding of the business owner’s objectives. MNP uses a series of checklists and interviews to help clients MNP uses a series of checklists and interviews to help clients clarify their objectives and develop timelines. clarify their objectives and develop timelines. 2. Analyze data: During this step, your advisor works with you to 2. Analyze data: During this step, your advisor works with you to understand where the business is now, where the business needs to understand where the business is now, where the business needs to be and what needs to be done to fill the gap. Data analysis includes be and what needs to be done to fill the gap. Data analysis includes activities like examining statements of net worth, analyzing cash activities like examining statements of net worth, analyzing cash flow, industry research and market analysis. It also looks at how flow, industry research and market analysis. It also looks at how much is required to fund retirement and ways of building value much is required to fund retirement and ways of building value in the business in order to meet retirement needs. Analysis is in the business in order to meet retirement needs. Analysis is conducted during a full day of planning, facilitated by MNP, in conducted during a full day of planning, facilitated by MNP, in which the pros and cons of various exit options are explored and a which the pros and cons of various exit options are explored and a clear action plan is developed. clear action plan is developed. 3. Complete exit plan: MNP provides value-enhanced 3. Complete exit plan: MNP provides value-enhanced recommendations and explains the potential effect of each one on recommendations and explains the potential effect of each one on value so you can make an informed decision. Clients receive a full value so you can make an informed decision. Clients receive a full report and a recommended action plan that addresses their legal, report and a recommended action plan that addresses their legal, tax and financial planning needs. tax and financial planning needs. 4. Implement: The actions taken in this step vary. Activities may 4. Implement: The actions taken in this step vary. Activities may include: personal and corporate tax structuring, a business valuation, include: personal and corporate tax structuring, a business valuation, revising shareholder and employee agreements, refinancing and the revising shareholder and employee agreements, refinancing and the implementation of the value enhancement process. implementation of the value enhancement process. “People who are busy running their businesses tend to be nervous “People who are busy running their businesses tend to be nervous about succession planning simply because there is so much to do,” about succession planning simply because there is so much to do,” says MacDonald. “While ExitSMART doesn’t do the work for you, says MacDonald. “While ExitSMART doesn’t do the work for you, it’s broken down into manageable pieces. This allows you to see it’s broken down into manageable pieces. This allows you to see what needs to be done and who is going to do it.” what needs to be done and who is going to do it.”
For more information on this topic or other succession planning issues, please contact Rob MacDonald at 204.788.6053 or For more information on this topic or other succession planning issues, please contact Rob MacDonald at 204.788.6053 or Rick Potter at 204.788.6060. Rick Potter at 204.788.6060. Winter 2011
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RRC PLANs TO ExPAND
Stephanie Forsyth, Red River College By Shel Zolkewich If you graduate from Red River College (RRC), you’ll be in the 95 per cent who find work in their field. Moreover, you’ll have a 98 per cent chance of staying right here in Manitoba. As new president Stephanie Forsyth says, “That speaks to the strength of the Manitoba economy and to the relevance of the programming offered at this institution.” Manitoba’s largest college posts some impressive numbers. There are more than 32,000 students enrolled in 110 full-time programs at eight campuses throughout the province. “Over the past decade Red River College has added nearly 50 per cent more students, and we’ve built new campuses in the Exchange District, Steinbach, Portage la Prairie and Peguis/Fisher River to respond to the demand for more skilled workers,” Forsyth says. 26
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Demand for education programs is on the rise, so plans are in place to expand RRC’s already impressive offering. “We’ve announced plans to build a new Skilled Trades and Technology Centre at our Notre Dame Campus. It will be one of the biggest developments in the history of Manitoba’s post-secondary system, and it’s an important component of developing a skilled economy in our province,” Forsyth says. But while the news is bright for Manitobans with intentions of heading to college, there’s work to be done in the overall scheme of things. “Although RRC operates near full capacity, the overall college participation rate in our province is only 7.3 per cent, compared to the national average of 11.2 per cent,” adds Forsyth.
The industry is crying for more skilled workers to fill the labour gaps and keep pace with the Manitoba economy, but RRC is held back by aging facilities and infrastructure. “It’s clear we need to expand and modernize our college campuses to help prepare more students for success in the skilled economy,” she says. Forsyth adds that other priorities at the college include improving access for Aboriginal and immigrant communities, since they are the fastest growing segments of the population. She says, “This is going to require a coordinated effort from educational institutions, governments, industry and community leaders.”
RURAL COMMUNITIEs gROWINg
Joe Masi, Association of Manitoba Municipalities By Shel Zolkewich The story of redevelopment, growth and prosperity in Manitoba isn’t exclusive to Winnipeg. Beyond the Perimeter Highway, rural communities are getting in on the action too.
“There’s real pressure on the municipalities to meet the needs of this kind of growth in healthcare, housing and services,” he says. “It’s really a double-edged sword.”
“We’ve seen some growth of people coming back to the rural communities, coming back to where they are from,” says Joe Masi of the Association of Manitoba Municipalities. “The addition of new immigrants is also boosting populations in some areas.”
Rapid expansion, especially in those bedroom communities, has meant increased pressure on infrastructure like sewer and water. Increasing capacity in those systems is hugely expensive. Boosting taxes would be the easy fix, but the allure of living in rural areas is often the lower taxes.
The Association of Manitoba Municipalities includes all of the province’s 197 communities, including large centres like Winnipeg and Brandon. Pockets of growth are easy to spot in Winnipeg’s bedroom communities including Niverville, Stonewall and East St. Paul. Residents are willing to commute to city jobs in exchange for the slower pace and lower taxes that these towns offer. There’s also been growth in Snow Lake thanks to recent mining activity and in Neepawa where HyLife Foods has expanded. In southwestern Manitoba, Steinbach and neighbouring communities continue to enjoy an upswing. While Masi says it’s great to see these communities growing, it’s also created some challenges.
“The revenues that are that being collected through property taxes simply aren’t meeting the needs of many of these expansions,” Masi says. One of the biggest hurdles for smaller communities is getting a doctor to set up shop. Some communities have started to offer bonuses or rewards for the convenience of having someone in town. While many communities are in a growth spurt, many more towns continue to struggle with dwindling populations. “The fact of the matter is that 80 per cent of Manitobans live in or very near Winnipeg,” Masi says. “It’s most certainly a mixed bag when we talk about communities that are growing and those that are struggling.”
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WINNIPEg INTERNATIONAL BUsINEss HUB
Diane Gray, CentrePort All this in an area where tri-modal transportation (air, truck, rail) could be used to have goods,both finished and unfinished, shipped around the world in an efficient manner utilizing the Foreign Trade Zone availability.
In two short years, CentrePort has gone from being 20,000 acres of undeveloped land that straddled the RM of Rosser, the City of Winnipeg and included multiple private pieces of property to what is now a fullfledged inland port development. And it is well underway thanks to the mandate given it under the CentrePort Canada Act passed in 2008. When she was hired to be CEO of CentrePort, Diane Gray began a journey to create a world-class inland port where international business and trade could be accomplished. 28
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What is the purpose of CentrePort? At its core, CentrePort was established to make it “as easy as possible for business to do business” says Gray. What this means is that decisions are made quickly in terms of development, variances and more. Companies that can achieve benefits by doing business together can do so in one common area and CentrePort will help to ensure that this happens. They will act as an intermediary and to make links and introductions that help businesses to expand and flourish. CentrePort is not in the business of competing with business
By Glenn Tinley or trying to steal companies from other provinces with negotiated tax incentives. “If it makes sense for a business to be part of CentrePort, we will make the process as easy as possible, but we will not get into the extreme benefits game or try to be all things to all companies,” says Gray. Gray has spent the last two years to ensure, no matter what, that this is simply the way things are done. Speaking to Gray about what is happening around the CentrePort development can make your head spin: • $212.5 million for CentrePort Canada Way, a four-lane divided expressway that begins at the west perimeter highway of Winnipeg and will eventually make its way to Lagimodiere Blvd. This is currently 50% complete with tenders now out for the connecting points to be completed in 2013.
How does the disassembly of the CWB affect CentrePort? Some wonder what effect the absence of the Canadian Wheat Board might have on CentrePort. According to Gray, Churchill is a fantastic, unique asset that is an inland deep-sea port and an arctic gateway. It is the ideal staging area for future northern economic opportunties as more companies look to develop and re-open mines as new technology allows them to find and access oil, gas and minerals. Marketplace magazine was proud to be the only media to provide a full copy of a speech given by Art Mauro, to the Winnipeg Chamber of Commerce in May 2011, entitled “The Golden Boy Points North”. (See the full copy at marketplacemagazine.ca). Dr. Mauro speaks of the importance that the north will have for Manitoba in the future. Barry Rempel, CEO of Canada’s newest airport terminal, which is directly adjacent to CentrePort, has for years spoken of the importance of creating ties to the north and northern routes (air, ground and ocean). According to Gray, the owners of Burlington Northern are very interested and engaged in ensuring the Port of Churchill remains a fully viable and successful shipping port. It is a matter of transition from a port mainly servicing CWB to one that can service the Middle East, Russia, and other northern communities. Now is a time to create change, and get political will and support so that business can use this to succeed. The north is important to Manitoba’s economic growth and CentrePort plays a large role by providing a platform and central business hub for this to progress.
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US Map: CentrePort shipping routes provide easy and fast access for North-South and East-West distribution.
Does CentrePort do all of this on their own? While CentrePort has received much credit for the progress that has been made over the past two years, this is truly a team effort. In 2010, ANIM (Mariette Mulaire, profiled in the last issue of Marketplace) and the Winnipeg Chamber of Commerce (Dave Angus) co-chaired Centrallia. This was an opportunity to bring international business together in one location and work on developing business relationships. CentrePort was a big part of this and a huge supporter of anything that can bring the attention of business to Manitoba. The Government of Canada is also currently working on a Free Trade Agreement with the European Union that would help provide a platform for companies in the EU
to do business in North America, with a hopeful focus on CentrePort as a venue. Companies wanting to expand into Europe can also use CentrePort as the platform for this expansion and take advantage of the shipping routes and Foreign Trade Zone. YES! Winnipeg is also bringing attention to Winnipeg and is talking with CentrePort about opportunities that can be followed up on or related businesses ties that can be made. There is true momentum around this aggressive platform for international trade and in making Manitoba a business hub. There have been and will be some challenges, but the future for CentrePort looks to be one that Manitoba will benefit from over the next generation. As businesses change and grow and the north continues to develop, this will be a platform for business and provide a stable and growing economy.
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THE END OF THE TRIAL ERA
Trend toward alternative dispute resolution rather than litigation 32
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By Mark Newman
Having your day in court comes with a steep price tag. Although historically the resolution of disputes between parties was achieved through the court system, these days the trial of yesteryear is vanishing. The court system uses a very detailed set of rules requiring the filing of a claim and a response, exchange of documents between the parties, attendance at pre-trial examinations for discovery, a trial, and following the trial, potentially an appeal. The trial process has earned notoriety for being expensive, time-consuming, and uncertain, not to mention possibly embarrassing.
Similarly, our system of government has evolved to recognize the importance of expertise and experience by creating tribunals that regulate many areas of our lives. These specialized tribunals govern and regulate labour relations, municipal government, railways, trucking, radio and television, and taxis, to name a few. The evolution of different methods of resolving disputes, often described as alternative dispute resolution (ADR), has included mediation and/or arbitration as two of the primary alternate methods. In some jurisdictions, mediation is a mandatory part of the court litigation process.
Generally, all cases are heard in open court, and the public is entitled to attend. Orders to protect sensitive trade or other confidential information are only occasionally granted. For these reasons, parties have sought alternatives to the traditional court system. These alternatives take a number of different forms. One example is in the labour relations field, where employers and unions put their disputes into the hands of arbitrators who have considerable experience in the interpretation of collective agreements. They are frequent arbitrators of disputes between the parties so that they become familiar with the industry in which the parties operate and the collective agreement that governs the relationship.
The primary objective of these alternate dispute mechanisms is to provide parties with a quicker, more certain and more cost-effective resolution to their disputes. Individuals with specialized experience and training in their areas of expertise are best suited to assist in the resolution of these disputes, whether serving as mediators or arbitrators. Mediators serve to facilitate, persuade, cajole and push parties to be reasonable and to resolve their dispute. If a dispute cannot be resolved through mediation, then many parties prefer private arbitration rather than the traditional public court system. Private arbitration brings with it certain advantages, including choice of arbitrator, privacy as arbitration is confidential when compared to the public nature of the court system, and an ability to customize timelines and procedures.
This trend away from traditional litigation suggests the era of alternative dispute resolution is upon us. And why not? Who doesn’t want disputes resolved in a more timely, confidential, cost-effective manner? Mark Newman is a partner with Fillmore Riley LLP and a member of the Alternative Dispute Resolution Practice Group. He has participated extensively in mediation, arbitration and the traditional trial process.
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A Year in Review By Paula Havixbeck
I m
F
As my first year as a City Councillor comes to end, I’ve had a chance to reflect on both my time in office, as well as the progress the City of Winnipeg has made as a whole. This year Winnipeg approved the plans for a brandnew football stadium, created opportunities for more investment and development to revitalize our downtown, and passed a new waste minimization strategy that will bring us on par with other major Canadian cities in terms of waste management. In my ward specifically, Ridgewood South, the planned infill development in the southwest corner of Charleswood has been moving forward at a swift pace. As a City Councillor and member of the Executive Policy Committee, it gives me great pride to be a part of the decision making body for this wonderful city of ours. Since the 1990s, the area of Ridgewood South, roughly 800 acres of land in South Charleswood, has been designated in Winnipeg’s development plans as an appropriate area for residential development. ‘Our Winnipeg’, the official development plan guiding growth for the City, declares that new communities must be planned for orderly development. The City of Winnipeg Charter is provincial legislation that requires the City to adopt via by-law, a development plan that sets out long-term plans and policies respecting its purposes; its physical, social, environmental and economic objectives; sustainable land uses and development; and measures for implementing the plan. In accordance with this, a precinct plan is being formulized for the area. A precinct plan is a document that will help guide the orderly, efficient and creative development of these lands over the coming years. Precinct Plans include policies relating to infrastructure systems, land use densities, sewer, water and land drainage services, recreation facilities, and development cost-sharing agreements among other considerations. The complexities involved in a proposal of this magnitude are complicated and numerous. In order to gain valuable input from the City of Winnipeg, area residents, neighbourhood 34
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community groups and the general public; several public presentations, open houses, interviews, and meetings must be conducted. The plan itself is the product of a collaborative planning process. This particular development is being spearheaded by the primary developer, Qualico, though there are over 100 landowners within the proposed area. On June 20 of this year, a public consultation meeting and workshop session was held at The Charleswood United Church where approximately 400 people attended. The open house was of utmost importance as it provided residents with detailed information, and gave the consulting team and the City feedback as to what specific ideas, concerns and questions that public had about this proposal. There is a significant need for housing in our city and this project will be an asset for Charleswood and will enhance the wonderful attributes the area already exhibits. In addition to my daily duties as City Councillor, I’m also honored to be a member of the Executive Policy Committee (EPC). The EPC, comprised of the Mayor and five City Councillors, is tasked with the primary purpose of acting as an impartial body that formulates and presents recommendations to council respecting policies, plans, budgets, by-laws and other matters that affect the city as a whole. We also receive the reports of other committees and forward them to council with recommendations. When I was first elected and appointed to EPC it seemed a daunting task, however, participating in the weekly committee meetings quickly became the one constant in my everchanging week. Discussing issues and strategic policy in a more informal environment has fostered great debate and pushed me to voice my thoughts, opinions, and concerns in a respectful, yet challenging, setting. It is a common refrain echoed in the media that members of the EPC side with the mayor on all issues, but I can tell you from experience that this simply isn’t the case. There are certainly times when the six of us unanimously agree on something, however there are just as many occasions when we fail to find any common ground whatsoever. The opinions we hold and the decisions we make are entirely independent and unique to each individual councillor.
A good example of this is the recent debate concerning the Water and Waste Department’s proposal for a Comprehensive Integrated Waste Minimization Plan. For decades, the City has been attempting to reconfigure our Waste Strategy and Council recently directed the public service to develop a comprehensive Garbage and Recycling Master Plan before proposing any changes to our existing services. The proposed plan was presented to EPC on October 12 where the vote was completely split down the middle; three members in favor of the plan, three opposed. I was one of the members who voted against the plan initially. I had many outstanding questions and wondered whether the fee would be feasible, whether the carts would be too heavy for older residents and whether the new system would actually make a significant difference in our waste diversion.
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When the vote came to Council on October 19, I reversed course and voted in favor of the plan. This was not a decision I arrived at lightly. In the week following the EPC meeting, the feedback from residents in my ward was overwhelming. Several neighbors approached me and asked, “How could you vote against this plan?” Emails and phone calls poured in from people who were in agreement with my vote and from those who hoped I would change my mind. I spent a day touring around with the garbage trucks to get a firsthand look at how the process works, I spoke to residents in other areas of the city where the automated cart system is already in place, received a firm guarantee from the city administration that the fee would remain capped at $50 until at least 2018, and researched what other options would be available if this plan was denied. In the end, what convinced me to change my vote was the support of the plan from residents in my ward, the safety and health benefits of the proposal, and the fact that we currently have the worst diversion rate in Canada. We, as a City, must change this. Other major Canadian cities have considerably higher diversion rates and we don’t want to be, nor can we afford to be, left behind for another ten years. Winnipeg is a progressive city and I believe we are moving in a positive direction. I’m optimistic about our future and look forward to seeing what the coming year has in store.
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IN WITH THE NEW -
Welcoming the New Dean of the I. H. Asper School of Business On November 15th, 2011 Dr. Michael Benarroch, former Dean of The Faculty of Business & Economics at the University of Winnipeg, assumed the role of Dean of the I.H. Asper School of Business and CA Manitoba Chair in Business Leadership at the University of Manitoba. Dr. Benarroch shares his thoughts on our city, our province and the global economy.
Looking back on the year, it’s clear that 2011 has been a year of dramatic change in not only Winnipeg, but also in your own life. What stands out in your mind as being some of the defining moments of the past year? While the return of the Winnipeg Jets certainly counts as a defining moment of 2011, I see it as yet another piece coming together that points to a bigger trend in our city. Winnipeg is making a transition and Canada is paying attention. Manitoba weathered the recession strong compared to other provinces and there has been a groundswell of confidence and pride in our city. It is a great time to be a Winnipegger. Joining the Asper School of Business as the new Dean must certainly rank among the exciting changes in your life over the past 12 months. What excites you about the Asper School of Business and your role as the new Dean? In a word, people. When it was announced that I would be the new Dean of the Asper School of Business I was overwhelmed by the number of E-mails and phone calls of support from the school’s faculty and staff
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and from the business community. It is clear that the Asper School has deep roots in the Winnipeg business community and I am very excited about what we can accomplish together. The Asper School is well positioned in our province and I am looking forward to exploring every bit of its potential in the months and years ahead. As an educator and former Dean of the University of Winnipeg’s Business School, what do you see as the role of a business school in the community and why is it important? First and foremost, the role of a business school is to educate leaders of all ages and in doing so prepare our community to compete in the global economy. Business schools have a role to play in educating leaders starting with our youth through to our CEOs. Second, business schools are uniquely positioned to experiment with emerging economic and social trends and
capture that knowledge in accessible academic research. This research should blaze trails in search of new frontiers of knowledge and invariably spill over into the classroom to fuel the fires of education. Finally, business schools cannot do any of this without a strong connection to and a lively dialogue with the communities they serve. What is the state of business education in Canada? Business education world-wide is in a state of transition that mimics the transitions we’re seeing in the business world. In the past business schools attempted to offer a wide array of programs and be all things to all people. Somewhere along the way internationalization happened and the market for business education became intensely competitive. Business schools began to adapt to the increased competition by specializing in strategic priorities aligned with institutional strengths or regional economic drivers. For example, the University of Calgary Haskayne School of Business has started offering MBA specializations in Global Energy Management and Sustainable Development, which is clearly aligned with the need for such professionals in the Albertan economy. In recent years business
“ Manitoba weathered the recession strong compared to other provinces and there has been a groundswell of confidence and pride in our city. It is a great time to be a Winnipegger.”
schools have been criticized for being too narrowly focused on the bottom line and delivering overly specialized education, which some believe contributed to the 2008 economic crisis. The pendulum will continue to swing between specialization and holistic education, but I believe there is a sweet spot somewhere between the two. Business education is constantly evolving as the times change and business schools must continually adapt to meet the needs of the marketplace.
derives from international trade is considerably less than other provinces. Manitoba as a whole has to look beyond domestic borders and embrace a unified approach to cracking international markets. Manitoba business must change its business philosophy and focus on making rigorous globally competitive decisions to succeed. Manitobans can punch well above their weight in the ring of international business, so it is time to strap on the gloves.
The Jets are back and the new James Armstrong Richardson International Airport is open. The construction on the Canadian Museum for Human Rights is nearing completion and the new Blue Bomber stadium is taking shape at the University of Manitoba. There seems to be a lot of forward momentum in Manitoba. Does this momentum translate into real economic growth and how sustainable is the shift?
In your view, what will be the single greatest opportunity and challenge facing our province during your tenure as Dean of the Asper School?
Absolutely. First of all, new construction translates into jobs and economic growth. With all of the infrastructure projects in progress from the new stadium to the recently opened airport to the rapid transit corridor connecting downtown Winnipeg to the University of Manitoba campus, the Manitoban construction sector is booming. The Canadian Museum for Human rights will bring hundreds of new jobs and thousands of tourists to Winnipeg when it opens in 2012, which will certainly have a positive impact on our economy. The return of the Jets has only added fuel to the fire and has given us back a national profile. All this to say, Manitoba certainly has positive momentum and the economic impact is realized through increased investment in our city and province. As an economist who specializes in international trade, what does Manitoba need to do to position itself for success in this volatile global economy? Expanded international trade, plain and simple. The Manitoba economy is well diversified compared to many other provinces in Canada and that is a good thing. We do not see the dramatic economic swings in Manitoba that we see in other provinces with a primary economic driver, but the percentage of Manitoba’s GDP that
I believe Manitoba’s greatest opportunity and greatest challenge in the next 5 years are one in the same…global markets. Expanded international trade beyond the United States is where Manitoba must look to boost economic growth. International markets like China, India, Brazil, Mexico and even South Africa have huge potential. That said, while these international markets are enticing, uncertainty in the global economy poses great risk for expanded international trade, not to mention the American political system that seems unable to make decisions best for the country. Manitoba has emerged from the storm of recession in good shape, but without a relatively stable global economy navigating the waters of international trade will require a roll of the dice.
“ I believe Manitoba’s greatest opportunity and greatest challenge in the next 5 years are one in the same… global markets. Expanded international trade beyond the United States is where Manitoba must look to boost economic growth.”
“ Business schools began to adapt to the increased competition by specializing in strategic priorities aligned with institutional strengths or regional economic drivers.”
What is special about our city and why have you invested in our community and built a life here? My family moved to Winnipeg in 1963 when I was only 4 years old from Tangier Morocco. While my father did have a job upon arrival, we spoke no English and had very little money. My parents moved to Winnipeg so that their children could have the best education possible. Winnipeg welcomed my family and provided us with tremendous opportunity. It didn’t matter who we were or where we were from. This community embraced my family without a second thought, which is one of the many beauties of our city and province “Friendly Manitoba” gave my family a good life and I owe our community a great debt of gratitude. I have and will continue to give back to this wonderful community and make our city a better place. What is one book that you feel every business person and student should read? There are many books that I would recommend, but the one that comes to mind right away is “Leading Change” by John P. Kotter published by the Harvard Business Press. Leading organizational change is not easy nor is it straight forward, but after investigating the processes of over 100 companies and identifying the common pitfalls leaders encounter, Kotter proposes an eight-step approach to overcome these obstacles and successfully create positive organizational change. Definitely a book I would recommend to anyone in the business world.
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Reginald Bygott Alcock 1948 – 2011 Public Service, Education and Governance “ I expect to pass through this world but once; any good thing therefore that I can do, or any kindness that I can show to any fellow creature, let me do it now; let me not defer or neglect it, for I shall not pass this way again.” — Etienne de Grellet
On Oct. 14, 2011, Reg Alcock, former Manitoba Liberal MP and Associate Dean of the I. H. Asper School of Business died from a sudden heart attack while waiting to board a flight departing from the Winnipeg International Airport. It was a sad day for many, most of all Reg’s family, his partner Karen and his three children Sarah, Matthew and Christina. The passing of such a great man sent a shockwave through the Asper School of Business as staff and students alike mourned the loss of a colleague, mentor and friend. Although the time Reg spent with the Asper School was brief in comparison to his tenure in the Canadian political arena, his impact was no less profound. When Reg joined the Asper School in late 2007 as Executive in Residence and later as Associate Dean, he was larger than life both in stature and in spirit. His infectious booming laugh drew students and faculty to him and his boundless energy was that of a man on a mission. He had an unquenchable curiosity for government and public systems, including the University of Manitoba, and a passion for improving people’s lives through public service. After stepping down as Associate Dean in 2009, Reg sunk his teeth into a new challenge and dedicated himself to the research and teaching of corporate and public sector governance through
the Asper School’s Executive Education Programs, specifically with a major initiative with the Crown Corporations Council. In consultation with senior public sector leaders, academics and civil servants from all levels of government, Reg developed a comprehensive framework of four governance manuals that would be used by Manitoban public sector directors at all levels and eventually rolled out to other provinces and even the federal level. Reg firmly believed in the public service and he was dedicated to providing civil servants and public officials with the best methodologies with which to improve the lives of all citizens. Reg had a clear vision for public sector governance education and research that extended beyond provincial borders and was truly national in scope. The work Reg was doing for the Crown Corporations Council was already being noticed as he was on his way to meet with the NOR-Man Regional Health Authority on the day of his passing. This recent contract was a reflection of how his vision was just starting to come to fruition. Reg Alcock was a man of integrity, passion and commitment. His work in support of excellence in the public service will continue and his legacy will live on in the I. H. Asper School of Business and across our great nation. The Asper School remembers Reginald Bygott Alcock.
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We Can’t Tinker Our Way to Prosperity “In your hands, my fellow citizens, more than mine, will rest the final success or failure of our course.”
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hese timeless words from JFK are a reminder that real leadership is built on a foundation of collective efforts, says Chamber Chair Brian Bowman, who sees The Chamber’s 2011-2014 Strategic Plan as an opportunity to leverage the opportunities and strengths that Manitoba presents.
While Manitoba’s personal disposable income has increased 20 per cent and our labour force has grown by 12 per cent, we rank last among our neighbouring jurisdictions. Personal income taxes for a two-earner family of four, earning $60,000, have decreased 15 per cent, but are still the highest on an annual basis.
“With renewed energy and determination, we can make something extraordinary happen in the coming years … and affect positive change,” Bowman said.
“These statistics should be of great concern to all Manitobans,” he said. “Over the course of the next three years, we will elevate our thinking to be aggressive in putting all the pieces of the economic puzzle together to shape our future and increase our well-being.” The four pillars to The Chamber’s plan will focus on policy development, initiatives and programs that:
The Chamber’s three-year Strategic Plan – Be BOLD is about communicating, engaging, lobbying and creating excitement about change, he said. It is about shifting the focus to the next phase - attracting people as tourists and creative talent, developing an international mindset and action plan, celebrating our successes and leveraging the expertise of The Chamber’s membership for the benefit of the business community.
“It is time to be BOLD.” The Manitoba Employers Council recently released its Manitoba Prosperity Report which clearly shows, despite the fact we’ve seen Manitoba’s economy grow in a slow, yet steady manner over the past decade, we find ourselves falling further behind B.C., Alberta, Saskatchewan and Ontario. 40
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Enhance prosperity for all Manitobans Put Manitoba on the world stage Utilize our most important asset – our people Foster an environment in which business can prosper
For the plan to be fully realized, The Chamber must increase its already visible and credible public brand, with a particular emphasis on how its efforts to support job creators - the business community - are in the best interest of all Manitobans, he added. “We will do this, in part, by better leveraging the impressive networks of our members … and by finding ways of better tapping into their wealth of expertise and personal interests.” Chamber President and CEO Dave Angus said The Chamber is also reaching out to the broader community and engaging them in what he calls the Manitoba BOLD “movement,” a key focus of The Chamber’s Strategic Plan. “Great things are happening in our province (the Canadian Museum for Human Rights, Assiniboine Park redevelopment,
the new airport terminal, construction at our postsecondary institutions), that are re-defining our province. We wondered what’s next. So we started asking people. “Manitobans are passionate about this province, they are passionate about the future and they have BOLD ideas …” Angus said. One BOLD idea is for Manitoba to become Canada’s greenest province and an international leader in clean energy and technologies. To support this, it was suggested Manitoba Hydro be re-invented – that it go from a dam builder to an international player in alternative energy, he said. The Chamber also heard that a special district should be established in the West Exchange to attract investment in living and working space for our creative talent. Another idea was that Manitoba must be more competitive, and that the only way for that to happen is to have a tax framework that creates jobs. “It’s our objective now to encourage and influence government, business and the general public to pursue these BOLD new actions,” Angus said. Over the next three years, The Chamber will focus on each of the three levels of government. In the first year, the focus will remain on the province, as it was during the provincial election. Plans are to keep the economy top-of-mind through a minister’s event, a Manitoba Bold Day at the Legislature and a Manitoba BOLD budget. Continuing to think BOLD in years two and three of the plan, The Chamber will build upon its existing policy for re-inventing civic government and will host community forums and
establish a civic liaison engagement strategy. It will also shift the focus to the federal government and develop a Metro Cities campaign, a national transportation and corridor strategy and a collective vision for our country. Winnipeg also has an international role to play, pursuing new markets and capitalizing on our strengths – our location, ethnic diversity and our emerging status as a human rights city. “The Chamber must help create a culture in Manitoba that highlights global business opportunities,” Angus said, citing The Chamber’s future role in implementing Manitoba’s new trade strategy, establishing a World Trade Centre, co-hosting Centrallia 2012 – an international business-to-business forum, and addressing the barriers to transportation and trade that impact CentrePort Canada and the Foreign Trade Zone. Previously, The Chamber focused on attracting investment and companies to the province. Now, it’s adding to that goal and has set its sights on our most important asset – our people. “Our objective is to attract and retain creative talent, as well as the next generation, and to bolster local confidence through showcasing our successes,” he said, adding The Chamber is also committed to working with Tourism Winnipeg and Travel Manitoba to attract visitors, who stimulate our economy. Bowman said all of this calls for real leadership. “Leadership is about creating a platform or the conditions for people to contribute to making extraordinary things happen,” he said. The Chamber, through its three-year Strategic Plan, is prepared to provide the leadership. “We can’t tinker our way to prosperity. We must put everything under a microscope and then act,” he said.
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$5281' 7+( &+$0%(5
$5281' 7+( &+$0%(5 Bowman Sworn In as Chamber Chair
Bowman Sworn In as Chamber Chair s he was sworn in by Coun. Scott Fielding as
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The Chamber’s 118th chair, Brian Bowman,
s he was sworn by Coun. Scottwith Fielding as a partner andin business lawyer Pitblado 118th chair, Bowman, LAW,The reflChamber’s ected on how much has Brian changed since The a partner and business lawyer with Pitblado Chamber was established over a century ago. LAW, reflected on how much has changed since The Chamber was established over a–century ago. “I would have been ostracized and quite possibly arrested – if I admitted in the late 1880s that I
“I would havemyself. been Iostracized – and quite pos-about ‘Googled’ do not want to even think what would–have happened I ‘Tweeted’ someone, sibly arrested if I admitted in ifthe late 1880s that I ” Bowman joked, before saying The Chamber contin‘Googled’ myself. I do not want to even think about ueswould to be relevant today. if I ‘Tweeted’ someone,” what have happened Bowman joked, before saying The Chamber continChamber means you don’t have to be a byuesThe to be relevant today. stander, he said. For Bowman, it’s about volunteerand striving for you a fundamental Theing Chamber means don’t havechange to be athat bywill result in a safer, more prosperous and vibrant stander, he said. For Bowman, it’s about volunteercommunity.
ing and striving for a fundamental change that will result in a safer, more prosperous and vibrant “My vision is not just to be the geographic centre of Canada, community.
but to be the real and perceived centre of economic prosperity, environmental protectionism and social cohesion.
“My vision is not just to be the geographic centre of Canada, but to be the real and perceived centre of economic prosperity, environmental protectionism and social cohesion.
“I hope to leverage my passion for public policy to lend particular attention to The Chamber’s BOLD initiative, the objective of which is to encourage and influence government, business and “I hope to leverage passion public policy lend particuthe general public to my pursue BOLDfor new actions thattoenhance lar attention to The Chamber’s BOLD initiative, the objective our community and make economic development a priority.” of
which is to encourage and influence government, business and the general public to pursue BOLD new actions that enhance our community and make economic development a priority.”
Manitoba BOLD Grabs the Headlines
T Manitoba BOLD Grabs the Headlines he headline in the Winnipeg Free Press read: “Go Bold or Go Home.”
article continued he headline in theThe Winnipeg Free Pressto read: say Manitoba’s business “Go Bold or Go Home.”
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community had launched a “forceful” campaign deThe article continued to signed to set the agenda say Manitoba’s business – the economy and job community had launched a creation - in this year’s pro“forceful” campaign devincial election campaign.
signed to set the agenda –The theChamber economygained and job a lot of creation - inbringing this year’s protraction in forward vincial election campaign. close to 80 BOLD ideas to ensure the prosperity of
The Chamber gained all Manitobans. It was a lot of traction in bringing forward campaign that caught the close to 80 BOLD ideas to ensure the prosperity of all Manitobans. It was a campaign that caught the 42
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attention of the public and politicians. It focused on six BOLD planks (check out www.manitobabold.com):
attention of the public and politicians. It focused • on No Tinker(check out www.manitosix Time BOLDtoplanks • babold.com): Canada’s Start-up Nation • Clean and Green • Canada’s Creative Capital • No Time to Tinker • A Transportation Leader • Canada’s Start-up Nation • Taking Manitoba to the World
• Clean and Green • Creative Capital Since Canada’s the election, political groups of all stripes • asked A Transportation have to meet withLeader The Chamber to learn • Taking ManitobaBOLD. to theChuck WorldDavidson, more about Manitoba
The Chamber’s vice-president of policy, says The Since thehas election, political groupsthese of allissues stripes Chamber no intention of letting have asked to meet with The Chamber to fade. Plans are to release a BOLD budget and learn to more about Manitoba BOLD. Chuck Davidson, hold a Manitoba BOLD Day at the Legislature.
The Chamber’s vice-president of policy, says The Chamber has no intention of letting these issues fade. Plans are to release a BOLD budget and to hold a Manitoba BOLD Day at the Legislature.
Chamber Chamber Showcases Showcases the the World World he Chamber he Chamber is onisthe on the move move – literally. – literally. Chamber Showcases the Chamber Showcases theWorld World
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In September, In September, TheThe Chamber Chamber tooktook more more thanthan 40 people 40 people to to he Chamber is on the move – literally. Iceland Iceland to Chamber explore to explore the the scenery, scenery, culture culture andand business business opportunities opportunities he is on the move – literally. presented presented by this by this nation nation of barely of barely 330,000 330,000 people. people. TheThe scenery scenery waswas In September, The Chamber took more than 40 people to beautiful beautiful from from glaciers glaciers and and iceberg-dotted iceberg-dotted lagoons lagoons to moss-covered to moss-covered In September, The Chamber took more than 40 people to Iceland to explore the scenery, culture and business opportunities fields fields of lava of explore lava andand green green pastures pastures filled filled with with sheep sheep andand shaggy shaggy ponies. ponies. Iceland to the scenery, culture and business opportunities presented by this nation of barely 330,000 people. The scenery was presented by this nation of barely 330,000 people. The scenery was beautiful - from glaciers and iceberg-dotted lagoons to moss-covered Reykjavik, Reykjavik, Iceland’s Iceland’s capital capital city,iceberg-dotted city, is home is home to designer to lagoons designer boutiques, a a beautiful - from glaciers and toboutiques, moss-covered fields of lava and green pastures filled with sheep and shaggy ponies. world-class world-class concert concert hallhall with with geometric geometric glass glass walls walls andand ashaggy harbour a harbour fields of lava and green pastures filled with sheep ponies. filled filled withwith ocean-bound ocean-bound vessels. vessels. It was It was interesting interesting to see to see all they’re all they’re Reykjavik, Iceland’s capital city, is home to designer boutiques, a doing doing withwith geothermal geothermal heatheat – from –isfrom the the Blue Lagoon Lagoon spa spa to the to the Reykjavik, Iceland’s capital city, home to Blue designer boutiques, a world-class concert hall with geometric glass walls and a harbour steaming steaming water water piped piped to Reykjavik to Reykjavik to heat to heat theirtheir homes. homes. world-class concert hall with geometric glass walls and a harbour filled with ocean-bound vessels. It was interesting to see all they’re filled with ocean-bound vessels. It was interesting to see all they’re doing with geothermal heat – from the Blue Lagoon spa to the Indoing October, In October, more thanthan 60 heat people 60 people flewflthe to ewChina to China as part as part of The of ChamChamwithmore geothermal – from Blue Lagoon spa toThe the steaming water piped to Reykjavik to heat their homes. ber’s ber’s second second excursion excursion to Beijing, to Beijing, Shanghai, Shanghai, Hangzhou Hangzhou and and Suzhou. Suzhou. steaming water piped to Reykjavik to heat their homes. TheyThey climbed climbed the the Great Great WallWall (and(and a few a few even even got got medals medals for reaching for reaching In October, more than 60 people flew to China as part of The Chamthe top), top), tooktook rickshaws rickshaws through through the the narrow, winding winding streets old of old In the October, more than 60 people flew tonarrow, China as part ofstreets TheofChamber’s second excursion to Beijing, Shanghai, Hangzhou and Suzhou. Beijing, Beijing, saw saw history history recorded recorded in the in the ancient ancient buildings buildings of the of the ForbidForbidber’s second excursion to Beijing, Shanghai, Hangzhou and Suzhou. They climbed the Great Wall (and a few even got medals for reaching den den City City andand absorbed absorbed the the tranquil tranquil of the of the lake lake district district before before They climbed the Great Wall (and abeauty fewbeauty even got medals for reaching the top), took rickshaws through the narrow, winding streets of old visiting Thetook The Bund, Bund, Shanghai’s Shanghai’s bustling bustling thevisiting top), rickshaws through the narrow, winding streets of old Beijing, saw history recorded in the ancient buildings of the Forbideconomic economic district. district.recorded in the ancient buildings of the ForbidBeijing, saw history den City and absorbed the tranquil beauty of the lake district before den City and absorbed the tranquil beauty of the lake district before visiting The Bund, Shanghai’s bustling The The Chamber Chamber is also is Shanghai’s also planning planning additional additional visiting The Bund, bustling economic district. tours tours to Israel to Israel (9 days (9 days – departing – departing Jan.Jan. 29, 29, economic district. 2012), 2012), China China (9 days (9 days – departing – departing March March The Chamber is also planning additional 26, 2012) 26,Chamber 2012) andand India India (9 days (9 days – departing –additional departing The is also planning tours to Israel (9 days – departing Jan. 29, April April 3 and and AprilApril 2012) 9, 2012) or (11 or days (11 days – 29, – tours to3Israel (99,days – departing Jan. 2012), China (9 days – departing March departing departing AprilApril 2011). 15,–2011). More More informainforma2012), China (915, days departing March 26, 2012) and India (9 days – departing tion is2012) available is available on The on Chamber’s WebWeb 26,tion and India (9The daysChamber’s – departing April 3 and April 9, 2012) or (11 days – site site (www.winnipeg-chamber/programs/ April 3(www.winnipeg-chamber/programs/ and April 9, 2012) or (11 days – departing April 15, 2011). More informatravel.com) travel.com) or by or15, contacting by 2011). contacting ErinErin Stagg Stagg at at departing April More information is available on The Chamber’s Web 944-3311. 944-3311. tion is available on The Chamber’s Web site (www.winnipeg-chamber/programs/ site (www.winnipeg-chamber/programs/ travel.com) or by contacting Erin Stagg at travel.com) or by contacting Erin Stagg at 944-3311. 944-3311.
New New Members Members Join Join Chamber Chamber Board Board New Members Join New Members Join t The t The Chamber’s Chamber’s AGM, AGM, the the newnew board board of direcof direcChamber Board Chamber Board torstors waswas introduced. introduced. On the On the board board are:are:
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t The Chamber’s AGM, the new board of direct The Chamber’s AGM, the new board of directors wasCommittee introduced. On the board are: Executive Executive Committee tors was introduced. On the board are: Brian Brian Bowman Bowman (chair), (chair), Pitblado Pitblado LAWLAW Brian Brian Scharfstein Scharfstein (incoming (incoming chair), chair), Canadian Canadian Footwear Footwear Executive Committee Executive Committee JodiJodi Moskal Moskal (executive (executive member), member), MOSKAL MOSKAL electric electric ltd. ltd. Brian Bowman (chair), Pitblado LAW Brian Bowman (chair), Pitblado LAW Kevin Kevin Sie (treasurer), Sie (treasurer), The The North North West West Company Company Brian Scharfstein (incoming chair), Canadian Footwear Brian Scharfstein (incoming chair), Canadian Footwear JudyJudy Murphy Murphy (past (past chair), chair), Safety Safety Services Services Manitoba Manitoba Jodi Moskal (executive member), MOSKAL electric ltd. Jodi Moskal (executive member), MOSKAL electric ltd. Dave Dave Angus (president), (president), The Winnipeg Winnipeg Chamber Chamber of of Kevin Sie Angus (treasurer), TheThe North West Company Kevin Sie (treasurer), The North West Company Commerce Commerce Judy Murphy (past chair), Safety Services Manitoba Judy Murphy (past chair), Safety Services Manitoba Dave Angus (president), The Winnipeg Chamber of Dave Angus (president), The Winnipeg Chamber of Commerce Directors Directors Commerce Jim Jim Bell,Bell, Winnipeg Winnipeg BlueBlue Bombers Bombers Don Don Boitson, Boitson, Magellan Magellan (Bristol) (Bristol) Aerospace Aerospace Directors
Directors
Albert El Winnipeg Tassi, El Tassi, Peerless Peerless Garments Ltd. Ltd. Jim Albert Bell, Blue Garments Bombers Jim Bell, Winnipeg Blue Bombers Richard Enright, Enright, Boston Boston Pizza Pizza DonRichard Boitson, Magellan (Bristol) Aerospace Don Boitson, Magellan (Bristol) Aerospace Stephanie Stephanie Forsyth, Forsyth, Red Red River River College Albert El Tassi, Peerless GarmentsCollege Ltd. Albert El Tassi, Peerless Garments Ltd. Brian Brian Gagnon, Gagnon, First First Glance Glance Print Print & Service & Service Richard Enright, Boston Pizza Richard Enright, Boston Pizza Wadood Wadood Ibrahim, Ibrahim, Protegra Protegra Stephanie Forsyth, Red River College Stephanie Forsyth, Red River College Derek Derek Johannson, Johannson, Carlyle Printers, Printers, Service Service & Supplies & Supplies Brian Gagnon, FirstCarlyle Glance Print & Service Brian Gagnon, First Glance Print & Service Martin Martin McGarry, McGarry, DTZ DTZ Barnicke Barnicke Winnipeg Winnipeg Wadood Ibrahim, Protegra Wadood Ibrahim, Protegra Pat Solman, PatJohannson, Solman, MTSMTS Allstream Allstream Derek Carlyle Printers, Service & Supplies Derek Johannson, Carlyle Printers, Service & Supplies Sharon Sharon Taylor, Taylor, Astral Astral Media Media Radio Radio Martin McGarry, DTZ Barnicke Winnipeg Martin McGarry, DTZ Barnicke Winnipeg RonSolman, Ron Typliski, Typliski, AECOM AECOM Pat MTS Allstream Pat Solman, MTS Allstream Sharon Taylor, Astral Media Radio Sharon Taylor, Astral Media Radio Ron Typliski, AECOM Past Past Chair Chair 2009 2009 – 2010 – 2010 Ron Typliski, AECOM BJ Reid, BJ Reid, Investors Investors Group Group
Past Chair 2009 – 2010 Past Chair 2009 – 2010 BJ Reid, Investors Group Ex-offi Ex-offi cio cio Members Members BJ Reid, Investors Group Marina Marina James, James, Economic Economic Development Development Winnipeg Winnipeg Damon Damon Johnston, Aboriginal Aboriginal Chamber Chamber of Commerce of Commerce Ex-offi cioJohnston, Members Ex-officio Members Paul Paul Prenovault, Prenovault, Chambre Chambre de commerce de commerce de de Marina James, Economic Development Winnipeg Marina James, Economic Development Winnipeg Saint-Boniface Saint-Boniface Damon Johnston, Aboriginal Chamber of Commerce Damon Johnston, Aboriginal Chamber of Commerce Frank Sottana, Sottana, Manitoba Manitoba Chambers of Commerce of PaulFrank Prenovault, Chambre deChambers commerce deCommerce Paul Prenovault, Chambre de commerce de Saint-Boniface Saint-Boniface Frank Sottana, Manitoba Chambers of Commerce Frank Sottana, Manitoba Chambers of Commerce 43 Winter 2011 MARKETPLACE
Protecting your Business when The Unexpected Happens The unexpecTed happens. You can’t predict when a disaster – like a pipe burst or fire – will strike, but you can protect your business. Proactively establishing an Emergency Business Preparedness Plan can help mitigate the short- or long-term economic impact that a potential disaster could have on your business. The key to a good plan? Partnering with the right restoration contractor. When it comes to getting your business back to normal after a disaster, not all companies are created equal; here are some essential qualities to look for when choosing your restoration contractor. Fast response. The unexpected doesn’t just happen between nine and five, Monday to Friday. Check that the company you select has an Emergency Line available 24 hours a day – including weekends and holidays – with a guaranteed response time to ensure your request is addressed immediately. certified trained technicians and project managers. The team that works on your project is one of the most significant determinants of its speed and success, so look for a company that has the personnel
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capabilities and experience to handle all types of emergencies efficiently and effectively. Ensure that their technicians meet the IICRC (The Institute of Inspection, Cleaning and Restoration Certification) standard, and that their project managers are qualified to handle projects of any scale – so your business restoration is completed on time and on budget. safety. Don’t put yourself at risk. Choose a restoration contractor that has been through the national Certificate of Recognition Program (COR™). This occupational health and safety accreditation program provides industry employers with an effective system to reduce incidents, accidents and injuries as well as the associated human and financial costs. Ask to see a current “Letter of Good Standing” or COR™ certificate. current technology and equipment. The company you select should be industry leaders – equipped with the best disaster recovery response methods available to suit your unique needs. If your business
relies heavily on paper documentation, for example, consider a restoration contractor that provides a document recovery solution. social and corporate responsibility. What values drive your business? You may wish to seek out a restoration company whose corporate values align well with your own. Do they support community initiatives, for example, that resonate with your organization? Or, if environmental responsibility is important to your business, does your restoration partner employ similar “green” practices? While it’s nearly impossible to prevent the unexpected, a well-researched Emergency Preparedness Plan can mean survival for your business in the wake of a disaster. Know ahead of time who you would choose to care for your business. As part of preparing your business for 2012, contact a restoration contractor that specializes in emergency business preparedness. They will provide an initial assessment for your Emergency Preparedness Plan. Avoid learning the hard way the value of being prepared.
Restoring your business and property is our priority.
The unexpected happens. Get your business back, fast. 24-hour emergency service for your property,
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priorityrestoration.com
Winter 2011
MARKETPLACE
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At The Desk of… SANDY SHINDLEMAN, President of Shindico, a commercial real estate company. GLASS SCULPTURE – presented to Sandy in 2011 when a scholarship was established in his name at the CCIM Education Foundation, a Chicago-based real estate educational institution where he has been an instructor for 31 years.
CERAMIC ARTWORK – whimsical sculpture of a motorcycle pulling a haystack by Winnipeg artist Jordan Van Sewell, that reminds Sandy of his rural roots in Portage la Prairie. Shindico also likes to support local artists wherever possible. PHOTO – Family photo of Sandy with his wife and daughter.
Fall 2011
BOOKS – Real Estate books, one written by a friend, that Sandy is reading to keep up on industry trends and news. Sandy shares his personal library with others in the company.
Photographed by chronic creative
BINDER – notes and information for a site selection class, CCIM-102 (Certified Commercial Investment Member), which Sandy teaches both locally and internationally. MARKETPLACE
PORTRAIT – a large photograph of Sandy’s daughter at age 3.
PAINTING – a landscape by a Manitoba artist, of a tributary emptying into Lake Winnipeg, that represents Sandy’s connection to the land and love of this province.
ORIGINAL ART – one of many pieces of art by Sandy’s daughter, 7, created just for him.
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PLANT – a bamboo shoot given to Sandy seven years ago by a friend, for good luck.
JAR of MARKERS – large collection of coloured markers for working on site plans.
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Photographed by chronic creative
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