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AUGUST 2011 Volume 12 No. 8 ONTARIO, CANADA $4.95
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Amalgamation creates new-style $40M secondary school with community consultation and thoughtful co-ordination Shovel-ready project at Sault College links public health and education
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This months FEATURES

ONTARIO CONSTRUCTION REPORT
Superior Heights Collegiate & Vocational School . . . . . . . .OCR B1 Algoma Public Health Building . . . . . . . . . . . . . . . . . . . . . .OCR B3 Trisura Guarantee Insurance Company . . . . . . . . . .OCR Section C BOONE Parade of Products . . . . . . . . . . . . . . . . .OCR Section D Algonquin Centre for Construction Excellence . . . .OCR Section E
SPECIAL SUPPLEMENT
Barrie Construction Association Publication 2011
Enhancing the Success of Women in Construction
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October 4-6, 2011

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PAGE OCR 2 August 2011 The Ontario Construction Report
Provincial election: Near-silent summer to be followed by intense campaigning in September

Infrastructure issues likely to be highlighted as voting day nears
ANJA KARADEGLIJA Special to The Ontario Construction Report
We might be in the middle of summer and getting closer to the date of Ontarios provincial election, but the election campaign seems to be resisting all efforts to heat up. Unfortunately, its the summer, so nobodys addressing much of anything its been really quiet, said Clive Thurston, president of the Ontario General Contractors Association (OGCA), when asked whether the construction industrys concerns have been sufficiently addressed in the election campaign so far. David Zurawel, vice-president, policy and government relations at the Council of Ontario Construction Associations (COCA), agreed. We still havent really seen a lot details from any of the parties if you want to take a look at industry concerns, he said. Both expect that will change in September, when the campaign swings into high gear for its final four weeks. Theyre really going to count on people not paying attention to this thing until after Labour Day everyones back to work, kids are back to school, so thats when they will wrap it up, said Zurawel. The Liberals made their long-term infrastructure plan public in late June, but still have not released their platform though the plan makes for a very good plank on which they can start their campaign, said Thurston. Zurawel cautioned that Dalton McGuintys party will still have to take and get their heads around how theyre going to, in a meaningful way, continue to develop the Ontario economy, while at the
same time dealing with accumulated costs of debt and impact on the deficit. Tim Hudaks Progressive Conservative Party, on the other hand, has been talking about bringing costs under control, but theyre not going to be able to get away from the long term infrastructure plan, said Zurawel. Ontario has a big piece of the national problem of the crumbling core infrastructure. You can only facilitate the healthy growth of a prosperous and innovative economy if youve got good bones to the system, and thats healthy infrastructure, and we dont have thatThey will have to commit to something like that, he explained. The conservatives released their set of promises weeks ago, in a changebook in late May. (It) has very strong recommendations
that we dont disagree with there needs to be more accountability, less taxes, less red tape all that stuff that weve done before. Some good things there that can be built on, said Thurston. The NDP might also benefit from their federal counterparts big victory in last Mays federal election, and shape up to be a previously-unexpected threat, but both Thurston and Zurawel pointed to the spending that party proposes. The NDP platform again assumes that theres an unending pot of money somewhere that some mystical rich class is going to pay for, Thurston said. But we might have to work with them. Theres a real possibility of a minority government. We could see something like what happened at the federal level. Theyve had a real boosted relevance coming out of the federal election, but
were still not sure what thats going to mean. There are some commitments to things like taxes, like HST on hydro on home heating and fuel and those things, that are going to save families money out of their pocket, but if they do that, those proposals represent a sizeable chunk of revenue out of the government coffers, said Zurawel. For the OGCA, infrastructure is a key issue in this election, and the organization is asking questions and hopes to see more definitive information in the next few months. We do want to see a reduction in the red tape and problems we have getting things done, permits, that sort of thing, some regulatory reform is high on our list, Thurston noted. Zurawel said that for the construction industry, infrastructure and the economy are important issues, but that what the construction industry needs is the same thing that business in general needs - sound economic policies. You can only have investment when you have good infrastructure, but then that infrastructure will bring in more business and that business will need things built, and thats what we do, so its a bit of a circular argument, but thats really what it is. So it really comes down to how healthy is the economy and what are these parties going to do to ensure its continued growth and health, he explained. At this point, the election is up for grabs, and theres going to be major change, said Thurston. But at the moment the platforms are broad we need more detail and well see how that unfolds. We imagine that there will be more detail and more specifics as we get closer to the election.
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Thurston: Third-party organizations interfering in electoral process

claims that its representing hardworking families, shall we say, he said. We have no problems with either party. The Liberals have been very good for busiIn discussing the provincial election, ness, and theres certainly no questioning OGCA president Clive Thurston made these the amount of work that has come out under remarks about third-party organizations intheir tenure here, but we will terfering in the electoral challenge supposedly nonprocess. aligned third parties who try Those people have been to mislead the public or increating a filter between us terfere within the true demoand the government so cratic process, and we just were going to be watching wont stand for that filter what role they play in the upbeing there any more. We coming election and we will have every right to speak to not be afraid to challenge whoever is the governing those people, to make it very party, we have every right to clear that we want fair and express the views of employunrestricted access to whoers, and we definitely want ever governs and we dont to see an end to that filter want it filtered through some OGCA president system. special interest group who Clive Thurston
STAFF WRITER Special to The Ontario Construction Report
1 First Canada Avenue, Kingston, Ontario 613-541-1111 www.first-canada-inns.com first-canada-inns.com
The Ontario Construction Report August 2011 PAGE OCR 3
Helmets to Hardhats: Program to spur construction careers for veterans

ANJA KARADEGLIJA Special to The Ontario Construction Report
Co-ordinators of a program that helps veterans find new careers in the construction industry hope the initiative will be up and running by the end of the year. The federal budget tabled in June announced that it would support the Helmets to Hardhats program, though it didnt outline the amount that will be spent. Were just trying now to establish the start-up funding, build the website for the registration process and get the stakeholders and government, industry, together to talk about levels of committees, says Joe Maloney, chair of the Canadian executive board of the Canadian Building Trades and spokesperson for the program. Helmets to Hardhats gives veterans and reservists who are leaving the Canadian Forces a chance to re-train and find work in the construction industry. Its primarily a web-based system where the veteran or reservist can register online from basically anywhere in the country, put their particulars there, and just say heres my name, heres my rank, etc, and Id like to become a welder in Vancouver or Id like to become an electrician in Ottawa, Maloney explains. And then they register that in the system and then we as an industry would contact that person and guide them to the appropriate place to go in the city they want to start a trade in. If they have prior construction experience, they could start their training as a first, second, or third year apprentice, or a journeyperson. The
program extends beyond hands-ontools work, and includes positions in areas like administration, management and engineering. So an officer or someone whos leaving the military after 20 plus years, and theyre only in their mid 40s, theres lots of opportunities in management and other positions that they can get involved in, notes Maloney. He says one of the reasons veterans and the construction industry are a good fit is that serving in the armed forces means doing construction-related activity, whether it be digging ditches, dropping tanks from helicopters, or using electronics. You know when you get a veteran, normally, youre getting person with a grade 12 education, a person that is drug-free and a person who can work in a team environment and take orders, he says. The program was first established in the U.S. in 2003, using congressional funding. Its a magnificent program. Its still in operation there, and the industry embraced it, the military embraced it, and many of the trades there use the program on a regular basis, Maloney says. He is currently working on the Canadian program, but Maloney also led the American initiative. When I came back to Canada, we approached the government here a lot of education had to go on about why such a program could work. While Helmets to Hardhats is a union initiative, the program is also open to non-union workplaces, as long as they fulfill the criteria. Any contractor must prove that
they participate in a registered apprenticeship program, prove that they have annual tracking of the people in that apprenticeship program, and as well that they have industry-standard health, pension benefits, and that theyre paying industry wages, he says. Much of the program will be run by volunteers; though a national director, most likely someone with military experience, will be hired, and that person may have access to a small staff. They will be the only ones to get paid. All the 14 building trades and their management counterparts will establish provincial and regional Helmets to Hardhats committees,Maloney said. They will meet on a regular basis and decide for that particular craft, and that particular management structure in that area, how they will format the program to work for them in that area. And we will have a national oversight committee, just to monitor the experience and activity in the program. Maloney says that the construction industry has been very supportive of the program so far. I have not heard anybody in the industry, union and non-union, speak against this program, he notes. Maloney says that, given the contributions the veterans have made in their careers, setting up the program is simply with the right thing to do. We feel, as patriotic Canadians, that we should be giving our veterans another option when they decide they want to leave the military, he explains.
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ONTARIO CONSTRUCTION REPORT NEWS BRIEFS

Kristi Doyle new OAA executive director The Ontario Association of Architects (OAA) council has announed the appointment of Kristi Doyle as the associations executive director. Doyle will be responsible for overseeing the OAAs ongoing operations. This appointment reflects Councils direction to move forward with changes based on existing staff resources and talents, which is an outcome of its review of the current management structure. Doyles knowledge and considerable experience, currently approaching 19 years of service to the OAA and the profession of architecture, will be a great asset in moving this revised management structure forward, the OAA says in a news release. Orillia introduces industrial development charges moratorium The City of Orillia council has placed a two-year moratorium on industrial development charges. The temporary measure will alleviate the $109.04 per-sq. m. charge facing industries in an effort to encourage development of new facilities and expansion to existing businesses in the city. A moratorium on industrial development charges will provide a window of opportunity for local manufacturers considering expansion projects, said economic development manager Dan Landry. The move will also be promoted as a feature to attract new industry to the City of Orillia. Our hope is this will lead to increased building activity, job creation and municipal tax revenue. Landry added that during a recent survey process, businesses owners and managers who have been considering expansion opportunities in the industrial sector indicated that development charges were a hindrance. The economic development committee (EDC) plans to include the development charges moratorium in marketing materials and the citys new website. If we can promote we have zero development charges, we think that will get peoples attention, Landry said. Were hoping that this is going to be a stimulus for some new industries coming to Orillia and giving some of our current ones an opportunity to expand, said councillor Pete Bowen, a member of the EDC. The value of industrial building permits in Orillia in 2010 was $180,000. The value in 2009 was $1.28 million. The Ontario Construction Report will publish a special feature profile about Orillia in September. For more information, please call Chase at (905)228-1151 or email chase@cnrgp.com. Cornwall celebrates Benson Centre opening Federal, provincial, and municipal representatives joined dozens of community residents and project stakeholders in late June to celebrate the official grand opening of Cornwalls newest recreation facility, the Benson Centre. Guy Lauzon, MP for Stormont-DundasSouth Glengarry; Jim Brownell, MPP for Stormont-Dundas-South Glengarry; and Bob Kilger, Mayor of Cornwall, participated in the days events. During the ceremony, doors were open to the public and the hockey rinks and field house were busy with people of all ages enjoying the facility. The new 193,000 sq. ft. multi-sport complex houses three NHL-sized ice rinks, a soccer field with field house, indoor tennis court, and community activity rooms. This new facility will contribute to the well-being of Cornwall residents for many years to come by keeping the community healthy, fit, and active said MP Lauzon. Through Canadas Economic Action Plan, we are strengthening our communities by creating local jobs and building modern recreation facilities that improve the quality of life for residents. This is what our governments plan is all about building stronger, more successful communities through targeted investments, said MPP Brownell. Through building this state-of-the-art facility, were supporting active, healthy living and a thriving sports community here in Cornwall, which is great news for our athletes, our loyal sports fans, and our families. This facility was built not only for where Cornwall is today, but where we are headed as a city, said mayor Bob Kilger. The Benson Centre will help us attract new residents,
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NEWS BRIEFS
and at the same time host major tournaments that will bring in thousands of visitors every year. The total project cost for the Benson Centre is $32,490,083. The governments of Canada and Ontario each invested $9,221,465 towards the project, and the City of Cornwall invested $14,047,153. The city portion includes the efforts of the 3 Plus 1 Project 2010 fundraising committee, which raised $2.6 million. Federal and provincial contributions come from the Building Canada Fund, which represents a joint federal-provincial investment of more than $6 billion to help communities across the province address key infrastructure needs. Construction Industry technology leaders merge to deliver online services for the construction industry Responding to the rapid growth in the use of online technologies within the construction industry, Barryhund Administrators of Sacramento, California and Infinite Source Systems of Vancouver, British Columbia have announced the merger of their U.S. operations. Their combined market strength will allow them to quickly introduce their new technologies and services to the U.S. construction market. The unique new solutions being brought to the market through this merger will be the first to offer an integrated approach that provides the tools needed by all construction professionals to quickly and easily control and manage the elements of the bidding process that they are responsible for, said Barryund Administrators CEO Rex Klein. Barryhund Administrators and Infinite Source Systems online construction solutions have been used on over one million projects and they boast a combined user base of over 150,000. Infinite Source Systems CEO Dave Robertson said: We are excited about this new relationship with an industry leader like Barryhund. Our substantial expertise in the field and proven market leading technology offerings combine to meet the diverse needs of the increasing numbers of construction professionals who are quickly transitioning to the use of online solutions.
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Construction industry insurance and bonding challenges highlight need for solid relationships with qualified brokers
Exclusions and risk transfer to contractors require cautious and quick response
With challenging economic conditions, intense competition, regulatory requirements and risk transfer from owners to contractors, Ontarios construction insurance and bonding marketplace has become increasingly complex and risky in the past year. Brokers and surety underwriters both say your best defence against unpleasant surprises either skyrocketing premiums or (more seriously) denied claims is your relationship with your insurance broker; and that broker needs to have solid experience and understanding of specialized construction industry requirements. Municipalities and (commercial) customers are getting more sophisticated about risk management, says Aaron Nantais, managing partner at Jones DesLauriers Insurance Management Inc. and responsible for the firms construction division. He says he recognizes the ever-changing insurance challenges that builders and contractors
deal with today including reduced coverage, unreasonable warranties and ever-increasing rates. There is no standard anymore everything is more fluid than it was 10 years ago, even five, said Nantais. From standard general liability to in-house surety bonding, working with an experienced broker who has strong relationships with all the major insurance and surety markets in Canada is more important than ever. We provide builders and contractors with well planned, cost effective strategies for insurance and risk management. These issues are especially important for environmental liability. The challenge is that the real risk and liability for different projects can be quite varied as can the premiums so a contractor who does not check in advance before submitting the low bid on a project could be caught between a rock and a hard place with an unexpected expense if he is successful. A small four-line environmental risk paragraph could be in the $20,000 (premium) range or higher, said Matt
Croswell, account executive at Jones DesLauriers. Often different projects will have different requirements and of course each file needs to be reviewed case-by-case. We coach our clients to give us the bid documents so we can review them way ahead of time and avoid costly surprises. Croswell recommends bringing the insurance broker into the picture at least three weeks ahead of time. Warren Griffiths, vice-president at FCA Insurance Brokers, says contractors also need to be wary of hidden limitations in commercial general liability policies. In the past seven or eight years, underwriters have been putting on more exclusions or warranties, and the warranty puts the onus on a contractor that they have to do certain things and if they dont, the most onerous warranties void the coverage. These hidden warranties can be especially painful for contractors and sub trades already experiencing truly high premiums. They can be a problem, for example, with roofing or mechanical contractors sup-
plying heat or flame, Griffths said. They often cover safety practices which should be the norm in the industry, but that doesnt stop someone making a mistake one day; when one of their employees leaves you vulnerable without insurance coverage, when you need it the most. For example, the warranty may require you always have a fire extinguisher readily available, but, Griffiths says, say one of your employees, normally working on commercial projects, is called out to make a small residential repair, and he leaves the fire extinguisher behind. The house burns down and, suddenly, because of a single lapse, the contractor finds he is completely unprotected by his insurance. Some warranties are one sided and onerous and it is the role of the insurance broker to point these problems out to contractors. In some cases, it makes a lot of sense to pay additional for riders and supplementary coverage to reduce the risk and
Please see page OCR 7
Insurance and bonding

Continued from page OCR6
stress of disaster. Again, different underwriters have different rules, so specialized broker knowledge of the industry, clients and underwriters is vital. Brokers who specialize in the construction industry say it is always wisest to work with someone who is truly familiar with the industry, its nuances and constant changes and challenges. But this knowledge needs to be combined with personal relationships because often, underwriting decisions and premiums are influenced by the confidence that the insurer and client have in each other and the broker relationship provides the conduit for that relationship. We are a niche/boutique brokerage (and) are able to act as part of the contractors management team and assist them to build their business, says Enzo Ferrari with StoneRidge Insurance Brokers in Woodbridge, which primarily serves the GTA area. We spend a lot of time and efforts on our clients, he says. We are not a production shop. This means that Ferrari can watch for warning signs, unintended risk, and also guide the contractor to the surety markets. For bonding, the rule of working times 10 for contractors, and if they are subbing out work, twenty times working capital, if they are not buying lots of equipment or manpower, he said. Like other brokers, Ferrari says he finds most of his business through word-of-mouth. We like to fly under the radar, working with (new) accounts that might require a million dollar (surety) facility today, but which can grow to five or 15 million as their business succeeds. All insurance brokers say they do bonding, says Ferrari. I cook dinner for my kids does that make me a chef? What most contractors dont understand or have not spent enough time on is aligning themselves with a brokers such as myself that has spent years nurturing relationships with the surety market. Warren Griffiths at FCA says specialized knowledge and relationships go beyond the overall construction industry, and reach to all of the subindustries (and trades) within construction. We understand the industry very well and understand how the clients do their business, he said. A roofing client doesnt have to tell me about the various ways a roof goes on. This means he and other FCA specialists can focus on the specific differences and issues of each business, without wasting time while ensuring adequate coverage. Aaron Nantais at Jones DesLauriers says when it comes to specialized coverage for specific projects, the broker needs to work with the client and owner to remove unnecessary conditions and clauses from the contract documentation conditions that can be both onerous and costly. Time and time again, we see insurance requirements in a bid that far exceed the scope of the project and can be removed when a case can be made, said Nantais.
GCNA: Surety market faces challenges in tougher economy

Ontario Construction Report asked The Guarantee Company of North Americas (GCNA) Paul Hollingworth, vice president contract surety, Central and Atlantic region, two key questions. Here are his answers: What would you say is the most vital issue or concern as it relates to the insurance and bonding industry in Ontario? The surety bonding business is dependent on the successes and challenges of the construction business, so our interests are aligned. Currently, the most vital concern for our business is the drop in demand for construction services by government owners, which has not yet been replaced by demand in the private sector. Stimulus spending by federal, provincial and municipal governments was concentrated from late 2009 to late 2010, but the type of construction spending that is typically bonded has declined by approximately 20 per cent since then.
tractors competing for the same bids as stable qualified contractors, therefore driving down the gross profit margins that contractors need to cover their expenses. How is your business/practice helpful? Describe, specifically, anything you think to be important. Becoming the largest writer of construction bonds stems from our qualified, responsive staff that manage our relationships from seven surety branch offices across Canada. Our business model is also based on stable, predictable underwriting. Foreign-based bonding companies might be more inclined to forego proven underwriting standards in their attempts to write business quickly, and then close up shop and retreat to their home bases when default and losses ensue. A Canadian company, the Guarantees focus is meeting the needs of our long-standing contractor clients and their brokers, while actively looking for new business opportunities among contractors that meet our high standards.
Obviously, this impacts sureties revenues by the same percentage, but it also has the potential to increase sureties losses due to contractors challenge to secure enough revenue to cover their operating costs, and more competitive bidding that is, for thinner gross profits. Secondly, some bond companies efforts to maintain revenues during soft cycles of comparatively less construction activity sometimes leads to lower underwriting standards. This can certainly result in unqualified, poorly capitalized con-
Other insurance and bonding stories

In addition to the articles and columns in this annual insurance and bonding section, we encourage you to review the special 12-page feature report about construction surety and the Trisura Guarantee Insurance Company. See Section C. Also, see the guest column from Stacy Elliott in Ottawa Construction News on Page A7. (Readers outside of Ottawa can view this story and others in the feature online at ottawaconstructionnews.com and ontarioconstructionreport.com. If you have comments or would like to suggest future stories on insurance and bonding, please email buckshon@cnrgp.com.
The Ontario Construction Report August 2011 PAGE OCR B1
Sault Ste. Marie
Superior Heights Collegiate & Vocational School
Amalgamation creates new-style $40M secondary school with community consultation and thoughtful co-ordination
HEATHER SEFTEL-KIRK The Ontario Construction Report Special Feature
Bondfield Construction, ZAS Architects + Interiors and MGP Architects Engineer Inc. teamed up to give Sault Ste. Marie a new $40 million Superior Heights Collegiate & Vocational School and in the process, created a new community education environment for upcoming generations. The project amalgamated two existing schools Sir James Dunn and Bawating both in need of repair and at the end of their life cycles. Choosing the site of Bawating for the new school, based on its redevelopment potential, the development of the new school incorporated many elements to facilitate both the schools targeted programming and Ministry of Education curriculum requirements. Paul Stevens, senior principal with ZAS Architects + Interiors said: We designed the school to include an emphasis on healthy active living, trade technology, international language studies and other unique programs offered at the school. The three major community spaces gymnasium, cafeteria and library are all centrally located and create the hub for the school. Where many schools have gymnasiums tucked away at one end of another, here the quadruple gym is central and highly visible with plenty of glass to reflect the philosophy of health and active living. The trade and technical spaces are clustered and interlinked for ease of movement, Stevens said. On the second floor we combined three classes into one for a tiered configuration. The space mimics a large lecture hall and will provide an experience with the kind of learning environment the students will see as they move ahead in their education. The school has been designed with environmental quality and enegy efficiency in mind. While working on the school project, ZAS authored a Green Schools Resource Guide for the Ministry, identifying best practice design for green schools in Ontario. Incorporating many of those elements into this project resulted in a 30 per cent reduction in energy and water consumption. This project needed a cost effective and sensible approach so we focused on things like natural light and sensors, good thermal control in the rooms and using local materials whenever we
could, said Stevens. With the history of the area, that meant using a lot of steel. It all comes down to understanding the technology and utilizing it the best ways we could. At the end of the day the operating costs for schools are huge and that becomes the legacy youre left with unless you are proactive in addressing it. As the old Bawating School remained open durng construction, the new school occupies what had been the old field and parking area. Once the old school site is demolished, new open areas will be available. The new site will have a real campus feel it didnt before. The school position creates an edge to the campus and then the track, ball diamond, sports fields, basketball courts and play areas are all linked by pedestrian walkways. The 180,000 sq. ft. facility is designed for 1,200 students but has provisions for future expansion. Bondfield Construction vice-president John Aquino said construction on the site was con-
Please see page OCR B2
SUPERIOR HEIGHTS SCHOOL PROJECT PARTICIPANTS

Here is a partial listing of consultants, suppliers and trades for the Superior Heights school project. Advertisers in this feature are bolded, with contact information.
Architects ZAS Architects and Inteiors MGP Architects Engineer Inc. Consultants Structural: Halsall Associates Ltd. Mechanical/electrical: MMM Group Landscape: Design Environment-Landscape Architect Inc. Civil: M.R Wright & Associates Co. Ltd. Food service: Van Velzen and Radchenko Design Associates Ltd. General contractor Bondfield Construction Co. Ltd. (416) 667-8622 www.bondfield.com Supplies and trades (partial listing) Concrete: Lafarge North America Masonry: BMC Masonry 2032686 Ontario Ltd. Structural steel and steel joists: C & A Steel (1983) Ltd.) Miscellaneous metals: Steel Speed (705) 946-5249 www.steelspeed.com Mechanical/electrical: CEC Services ltd. (Aurora)
PAGE OCR B2 August 2011 The Ontario Construction Report
Superior Heights
Continued from page OCRB1
stricted because of student traffic and was further complicated by poor soil conditions. The site required a compact design to reduce the footprint. To accommodate the soil con-
We are proud to be part of the Superior Heights project.
ditions the school was then constructed on steel piles. At the end of the day this compact design would prove both effective, and cost efficient. The contractor, architects and school district also worked to resolve the challenge of amalgamating two unique school cultures into one. The Algoma District School Board was very concerned and astute in bringing these two communities together and there was a clear mandate from the beginning of listening to and respecting all of the parties. A lot of effort went into workshops, open houses and public meetings. Once the Board made the decision to move ahead with the new school there was plenty of consultation with the staff, the students and the parent associations. Henry Pietrzakowski, principal with MGP Architects Engineer Inc., the projects local architectural partner, said the project followed a tight, aggressive schedule, carried off successfully to the credit of Bondfield. It was a $40 million project delivered on time, on budget and with which the client is extremely happy. It took a lot of teamwork and dedication to pull this off and, thanks to Bondfield, we have. Though ideally the project would have involved more local trades, Pietrzakowski says in this case, an abundance of construction in the Sault required bringing in several trades from southern Ontario. A lot of the guys I spoke with had never worked here before, really liked the proximity of everything and the personality of the area and will likely be back working with us on future projects. Stevens says this type of consolidation, of creating new generations of education, makes sense for smaller communities where older schools are prohibitively expensive to repair and declining enrolment makes some of them inefficient to operate. This represents a new vision for the building of future schools. The school board, design team and contractors did a remarkable job of working together and getting it done so quickly and so well.
Pietrzakowski is proud of their accomplishment and excited for people to see it. Its an impressive school and the fact that it is here is an added bonus. People see it from the outside and think its great but when you see inside, feel the flow and energy, you really appreciate what has been created. The school is set for occupancy this fall. ZAS Architects + Interiors is a multi-disciplinary and multi-cultural team of professionals providing fully integrated and comprehensive services for projects of all scales and various levels of complexity. For more information, visit http://zasa.com. MGP Architects Engineer Incs design philosophy is based on participatory planning, where everyones ideas and concerns are listened to creating a vested interest in the project, and ultimately a tangible link between the users of the spaces and the surrounding community. For more information, visit http://www.mgp-arch-eng.ca/ For more than 37 years Bondfield Construction has remained a leader in the construction industry. For more information, visit http://www.bondfield.com.
SERVICES
General Contracting Project Management Design Build Construction Management
EXPERTISE
Commercial Institutional Residential Industrial & Heavy Civil Construction
Image courtesy: ZAS ARCHITECTS + INTERIORS
Bonfield is proud to be associated with ZAS Architects + Interiors and MGP Architects Engineer Inc. for the Superior Heights Collegiate & Vocational School
E.P.O.H. Inc. architects
Algoma Public Health Building: Shovel-ready project at Sault College links public health and education
While there are many variables for what motivates construction and design, in the case of the new Algoma Public Health Building in Sault Ste. Marie, at least part of that driving force was the desire to explore the potential synergies between public health and an educational institution. Completed this summer, the new building is co-located alongside the Sault College campus and brings together units of Algoma Public Health (APH) previously located in six disparate locations. E.P.O.H. Inc., an architectural and engineering firm based in northern Ontario, acted as the projects lead architects, mechanical and electrical engineers. E.P.O.H. specialize in educational, recreational, research laboratories and healthcare architecture and have delivered projects in Asia, South America, the U.S. and Canada. E.P.O.H. principal architect Franco Pastore, principal in charge for the new Algoma public health facility, says despite all of the high goals and challenges, this project was surprisingly and wonderfully shovel ready. This was an important project that was extremely necessary for the community. For that reason the board of APH decided to invest in the architectural planning prior to securing capital funds for its construction. It was designed, ready and waiting to be implemented. The only challenge left was where to find the funding. The solution turned out to be infrastructure stimulus funding through the federal and provincial governments, which was available for construction-ready infrastructure projects and provided the financial kick to get this project underway. Many of the original challenges in designing the new facility related to its location. Since the new building is set alongside Sault College, it had to be integrated in a manner that was congruent with the much larger campus of buildings, Pastore said. This strategy was important both to APH and Sault College as it embodied the spirit of the cooperation that brought the two organizations together. The problem however, was, the college is also going through a state of redevelopment and renewal with the aspiration of reinvigorating itself within the eyes of the community.
We are proud to be part of the Algoma Public Health project.
Commercial Industrial Institutional

15 Third Line West, Sault Ste. Marie, ON P6C 3B5 Phone: (705) 945-9001 Fax: (705) 945-9070 Toll Free 1-877-945-7767 mjmroofing@mjmroofing.com 76 Industrial Park Cres, Sault Ste Marie, ON P6B 5P2 Phone: 705-949-7870 Fax: 705-949-7199 www.hendersonmetal.com
MJM
ROOFING & SIDING INC.
Congratulations to the whole team working on the new Algoma Public Health building & E.P.O.H.
Algoma Public Health

Continued from page OCRB3
EPOH has also worked on the design of Sault Colleges new academic wing. A design standard is slowly emerging that will transform the look of the campus into one coherent vocabulary, Pastore said. The APH project helped set the stage for this new materiality. It is our hope that this palette of materials be applied to existing and future campus buildings. Our architectural vision is to see the entire campus eventually synchronize with this palette. At an urban level, the facilitys placement posed some special challenges.The street that were on is not a major thoroughfare and, in fact, is next to a residential neighbourhood, Pastore said. We designed a rounded structure, in floor plan, to avoid those hard edges and faces that potentially intimidate the neighbouring houses on that street. Furthermore, the circular plan and resulting curved faade leads one to the main entrance which faces south, away from the nearest major vehicular/pedestrian thoroughfare. The curving faade also accommodates the suns moving path from morning to late afternoon to maximize available natural light.
This building houses programs including family health, sexual health, mental health, parent and early child, environmental health, dental health, immunization and administrative services. By nature, this type of healthcare is not reactive, but is proactive through promotion and education. Co-location with Sault College will allow APH to explore new opportunities in how Public Health is delivered as well as to create synergies in areas such as infrastructure, information technology and facility maintenance. says Pastore. The design includes a Health Promotion Hall within the link connecting the college to APH. Furthermore four new classrooms have been built into the project to be shared with the college for programming related to public health and healthcare in general. This will enhance the Sault Colleges health science program. Pastore says that the degree of difficulty in designing a building is generally directly related to how heavily the building may be used by the people it serves. When youre designing something to accommodate a lot of people traffic, specific functions and processes, your approach to design must be more service focused, he said. You look at everything from the perspective of the client using the building because what you create must not only successfully accommodate their needs but should also enhance their experience.
Congratulations to the whole team working at The new Algoma Public Health building & E.P.O.H
www.redstar.on.ca
This resulted in a design that houses all of the patient-focused care activities, such as shared clinics, environmental health and conference rooms within the buildings ground floor, easily accessed by APH clients. Building security is also enhanced because public activities are separated from staff areas on the second and third floors. The APH facility has been designed to be adaptable and flexible for future conditions. As an example, this facility has the ability to transform itself into a disaster relief headquarters during or after major events. The building has the technology to become a war room because it has been designed with heightened level of infrastructure technology, such as analogue communications for redundancy, full video conferencing capabilities, remote I.T. rooms, increased power and data connection and management systems, 100 per cent emergency power and classrooms and meeting rooms with operable walls that can be combined into large halls to handle mass vaccinations and other events. The new APH building will be the first building in Sault Ste. Marie designed to LEED Gold standards and is in the process of receiving its final certification. Through LEED, the facility earned between 60 and 79 points in site development, water and energy efficiency, material selection, indoor environmental quality and design innovations. Some of these elements include the cistern used to collect rainwater for flushing toilets; higher use of natural daylight; outdoor roof terraces complete with passive landscape and vegetable gardens, building materials with higher durability; and outdoor landscaping with indigenous vegetation. The building also includes low VOC materials, occupancy sensors,in-floor radiant heating,increased R values in the exterior building envelope, daylight harvesting and high efficiency HVAC systems, Pastore said. E.P.O.H., under the direction of partner Cal Oswin, also served as the projects mechanical and electrical engineers. Despite EPOHs extensive history and experience in health care, Pastore says that each project is slightly different and presents its own set of challenges. This project was unique in terms of what drove it, he said. Certainly there was the desire to get all of Algoma Public Healths services into one location for better client service and to create a more seamless operation, but there was also a unique requirement to explore and capitalize on any opportunities available to both organizations with respect to integrating public health and education. For this project, that will be where the lessons are learned from our perspective. This is a new model that may set the example for future public health facility projects to come. Well be following this as things move along to see if the synergies evolve and how the design compliments that need, or what might be adapted for future projects to make it all work better.
2011 ANNUAL GENERAL

MEETING & CONVENTION
The Rosseau Resort & Spa, Minett, Muskoka
September 15, 16 & 17, 2011

Special Guest Speaker Arlene Dickinson
Owner and CEO of Venture Communication
Lou Schizas
Dr. Susan Tighe
Canadian, eh!
For Sponsorship opportunities and registration information: contact Nancy Chapman, RMCAO at 905-507-1122 or Email nchapman@rmcao.org
The Economic Developers Association of Canada (EDAC) is please to host
EDACs 2011 Professional Development Conference

October 1 4th in Peterborough, Ontario.
EDAC is Canadas National Organization and voice for economic development practitioners and provides program and services that enhance competence within the profession and further Canadas economic well-being. Join us in Peterborough for a four day content rich agenda along with approximately 400 of your colleagues from Coast to Coast to Coast to obtain views from dynamic speakers, expand your knowledge on topics such as Innovation, Knowledge-based communities, Commercialization of Knowledge through local Universities/colleges, Agricultural Development and Building a Tourism Economy.
www.edac.ca
Audience
This conference will bring together community leaders, economic development professional and entrepreneurs from all across Canada to hear about innovative solutions to local challenges. Approximately 400 delegates will attend EDAC 2011 in Peterborough, Ontario.
Who should attend? (to name a few)

Economic & business development professionals Community & business leaders Investment attraction & economic development agencies Municipal, Provincial, Territorial & Federal leaders Business/economic development consultants Financial professionals
How to Register
For more information about EDAC 11, please visit the EDAC web site at www.edac.ca You can also register on-line utilizing the following link http://www.edac.ca/html/shtml/edac_conference_reg.shtml Visit www.edac.ca for regular updates
EDAC/ACDE
Economic Developers Association of Canada 7 Innovation Drive, Flamborough, ON L9H 7H9 admin@edac.ca 905-689-8771
The Construction Links Community is Growing!

On September 12 Construction Links will officially announce the launch of 7 NEW WEBSITES specifically targeting segments of the Canadian building design and repair community. The new websites are currently live in beta format and Construction Links is offering reduced advertising rates for a limited time.
Canadas Building Design & Repair Community
thearchitectlink.ca thecontractorlink.ca thedesignlink.ca theengineerlink.ca theequipmentlink.ca thegreenlink.ca thesafetylink.ca
For additional information contact Joe Roel (416) 238-6681 or email joe@constructionlinks.ca
Special Issue
2011
In the October issue of the Ontario Construction Report we will be publishing a special 4-8 page section on the exhibitor floor plan for win-door 2011. We will publish a detailed plan making it easy for readers and people attending to find the companies they are looking for, each exhibitor will be listed for free with their company name and booth number. We will also be publishing extensive coverage of the show, speakers, exhibitors and interviews with industry professionals. If you are not attending the show you can still promote your company in this special issue with strategically placed ads and editorial coverage. If you are an exhibitor and want to stand out from the rest we have made it easy: Show Special! Purchase a business card ad for $485 we will expand your exhibitor listing which will include your company name, phone and fax number, email address, web address and contact name. Purchase any other sized ad and you will get the enhanced listing which also includes your company logo. The Ontario Construction Report circulates 10,000 printed copies each month to industry leading professionals and decision makers across the province. Take advantage of our special online edition which reaches over 75,000 readers across Canada. Your ads will appear online at no additional cost and can be a tool used in your own marketing purposes.
Advertising Deadline September 9th Artwork due September 23rd.
For more information Call Chase at 905-228-1151, or email chase@cnrgp.com.
Stop by and see the Ontario Construction Report at Booth 1627
The Ontario Construction Report August 2011 PAGE OCR C1
Trisura Guarantee Insurance Company
An entrepreneurial success story

STAFF WRITER The Ontario Construction Report Special Feature
What do you think when you hear the words surety or bonding? You might form several word images, but probably concepts such as entrepreneurial, forward thinking and entirely Canadian would be far from your thoughts. However, these words accurately describe Trisura Guarantee Insurance Company. Founded in Ontario from the ground-up in 2006, Trisura thrives in an environment where mistakes can be costly, fulfilling surety obligations can be incredibly expensive if things go wrong, and where competitors are divisions of large, deeply capitalized, multi-national corporations. The story of Trisuras birth and rapid growth is a dramatic entrepreneurial success story. Trisura is now a significant player in the Canadian surety market and is poised to have $30 million in gross premiums written by the end of 2011. Today, Trisuras capital base is in excess of $42 million compared to its initial capitalization of $25 million, which is indeed a measure of its success in the first five years.
Solid relationships and innovation result in a Canadian-owned surety underwriter which truly understands contractors needs
PAGE OCR C2 August 2011 The Ontario Construction Report
Bonding capacity for $100 million revenue contractors Trisuras excellent results have allowed it to increase its capacity, offering brokers an alternative for their larger contractors. The insurer now has the capacity to work with contractors who have a revenue base in excess of $100 million which is an exceptional achievement for an organization that only seven years ago, was a dream in the eyes of three entrepreneurs, Mike George, Bob Taylor and John Garner. George says the key to the companys success is the depth and strength of its partners and the strength of its employees relationships with brokers, clients, reinsurers and financiers. Most importantly, however, George says it is Trisuras ability to offer a responsive and non-bureaucratic service which is rarely seen in the surety industry. Brokers and clients interviewed for this feature describe Trisura as the ideal surety provider. Trisura offers Canadian ownership, a speciality focus and a major commitment to the construction industry, says Dean Drevniok, president of Frecon Construction Ltd., a successful Ottawa contractor. Drevniok said Trisura has an entrepreneurial spirit which most approximated the dynamics of our company. Frecons broker is Petrela, Winter & Associates, one of several who work with Trisura. (You can see their advertisements and some of their comments describing their relationship with Trisura in this special supplement.) Brokers appreciate Trisuras responsiveness Brokerages, like their contractor clients, appreciate Trisuras responsiveness and ability to see and understand the contractors business beyond the numbers, but to also take into account the people, relationships and successes of their clients business. Sure, Trisura requires solid financial resources and guarantees to provide bonding as the risk would be too great for everyone if underwriting fundamentals are not observed. But Trisura, with its Canadian employees on the ground with their deep understanding of local market conditions, can often provide surety solutions which other underwriters may quickly dismiss. The insurance businessss is very much relationship driven and our history with Trisura goes back longer than Trisura itself, to long-term relationships we have with many of the individuals who are building Trisura today, said Neil Morrison, president and CEO of HKMB HUB International and HUB International Ontario. HUB and Trisura have the benefit of many points of contact and many mutual resources that allow us to efficiently and competitively respond to client needs and expectations. (See additional broker comments on page B9). Trisuras surety manager Chris Kucman says, for example, a contractor may be looking for support on a large project or program, but their financial statements might not be strong enough in the eyes of the particular surety. We take the time to understand the whole picture and will take into account the contractors reputation and relationships they have in their community, the present and future business plans the contractor has made, and other aspects of their company that dont necessarily show up on their balance sheet, Kucman says. Our decision making is based on overall risk assessment and not just from a review of certain financial figures, which makes a big difference when truly partnering with the contractors we support. Brookfield principal investor Trisuras principal investor, Brookfield Asset Management Inc., is a global asset manager focused on property, renewable power and infrastructure assets with approximately $150 billion of assets under management. Mike George says that combining Brookfields financial strength with the founders depth of understanding and
Please see page OCR C3
knowledge of the Canadian and international insurance and surety industry, allowed them to build an effective underwriting team while acquiring the reinsurance support required to meet the needs of the Canadian contractor. The entrepreneurs then had a solid plan to make a powerful, positive, impression on both federal and provincial insurance regulators across Canada. In 2005, the group presented their proposal for Trisura to the federal government regulator, the Office of the Superintendent of Financial Institutions. George says officials, astounded by the quality and thoughtfulness of Trisuras presentation and background material, told them: You are a step above the competition. The step above phrase has become the companys motto. In addition to Toronto, Trisura has offices in Vancouver, Calgary and Montreal, with solid broker relationships in all ten provinces and three territories across Canada. The company has grown to more than sixty employees who enjoy working in its entrepreneurial and empowering environment. Avoiding bureaucratic bottlenecks We dont stand on structure here. If the most junior underwriter gets something he needs a senior set of eyes to review, he goes directly to the right senior person. says Janet Mascitelli, Trisuras vice-president, surety, responsible for broker relationships and underwriting in Ontario and Atlantic Canada. We keep our organization flat. In other surety underwriting companies you have to go to somebody who feels they have to put their imprint on a decision, resulting in delays as the file moves through the management levels before it reaches someone who can actually make a decision. Our approach is much faster and more nimble which makes it really exciting to work here, she says. Trisuras underwriters are not territorial as brokers can comfortably
PROVIDING INNOVATIVE INSURANCE AND SURETY SERVICES TO THE CONSTRUCTION COMMUNITY
CONGRATULATIONS TO TRISURA
Dwight Burns President Suzanne Johnston Vice President
1400 Wellington Street, Ottawa, ON K1Y 2X2 Phone: 1.613.226.2080 Fax: 1.613.226.3510 Email: dburns@bandj.ca sjohnston@bandj.ca
Visit us at www.bandj.ca
work with several different underwriters at the same time, allowing for specialized knowledge and more rapid response to urgent files. Each underwriter here has a feeling of ownership which is truly rare in the surety business, Mascitelli says. Meanwhile, Chris Sekine, senior vicepresident, surety, describes how Trisura has built its relationships with brokers and their clients. A big part of our success has been the support weve received from all of our partners, he said. Our brokers are our customers. Were trying to support their needs and to support their customers, the contractors. A lot of communication is talking about ideas, not being constrained to the age-old surety box. We think out things and ultimately look for ways to bring solutions to
the table without shutting down and saying no, which is often the easy answer. Of course, we cant say yes in every case, but ultimately what we like to do is to find a solution, to think a little out of the box, so we could, for example, share some ideas that might lead the clients to the bonding they are seeking. Sweet spot in the middle Trisura, like other surety providers, needs to know that the clients will be able to fulfill bonding requirements. This isnt a problem for large multi-national contractors with stellar reputations and deeply capitalized resources, while bonding capacity is generally out of the range of smaller contractors without personal assets and a proven business track record. Trisuras sweet spot is in the middle: contractors with
a solid reputation, known to their brokers and with a proven reputation in their community. Here, Trisura can often respond much more rapidly and provide higher bonding limits than the competition who focus purely on the contractors financial ratios. Were Canadian owned and we are all very experienced in the Canadian marketplace, said Mascitelli. We do a little more than our competitors by not going to a big U.S. company for approvals. We evaluate the Canadian risk right here. Mike George, meanwhile, says Trisura has provided the Canadian contracting community a refreshing choice and some meaningful competition in the surety marketplace. Five or six years ago, there was a definite need, he said. In 2005, well over 70 per cent of the surety premiums in Canada were with five surety companies. Still, even with the industry connections and backing of financial giant Brookfield Asset Management, George knew he needed to take a leap of faith when he decided with his partners to start Trisura. For example, George said Chris Sekine,
then the managing director of a major multinational surety company, decided to make the jump after talking with his wife, who told him, If you dont do it, you could regret missing a once-in-a-lifetime chance to be part of the start-up. He wanted to take the chance, fresh and new and exciting and entrepreneurial, George said. Once Chris joined us, and we attracted a couple of dozen other great people, we knew this would be successful. George says colleagues in Trisura truly enjoy their work and the business. The surety business is a truly unique opportunity in working with contractors, developers and commercial clients and helping them to succeed. You are really betting on the success of the clients you are able to gather information, you say yes, and if they succeed and do well, youve put your name behind their business and know youve contributed to its success. Its a lot of fun, working with great brokers and contractors who are truly making things happen in the Canadian economy.
Trisura offers Tarion-approved developer surety products

By Janet Mascitelli and Kim Roberts Special to Ontario Construction Report
When Trisura Guarantee Insurance Company first opened its doors in 2006, its business plan included a desire and strategy to provide developer surety products for the Tarion Home Warranty Program. In its fifth year, Trisura became an approved issuer of Deposit Insurance/Warranty Bonds and Excess Condominium Deposit Insurance (ECDI) facilities. Being well positioned with seasoned staff and a solid infrastructure to provide expertise and made in Canada surety solutions, Trisura now offers these developer surety products to their
Canadian broker partners for their developer clients. Recently joining the Trisura team, Kim Roberts brings six years of underwriting expertise to the product line. Kim rounds out the developer surety team with industry veterans Janet Mascitelli and Mike George. Trisuras appetite for developer surety risks include small to mid-sized development, with a specific focus on projects of about 100 units and an anticipated construction schedule of less than 18 months. Trisuras strategic focus in this regard is based on a recognition that most large projects are already adequately serviced in the industry. Trisura will offer Tarion bonds and ECDI facilities through its broker partners to optimize the opportunity to work with this niche market that has been, until now, underserviced. By working in collaboration with its select broker partners, Trisura intends to reach out to developers who have been unable to gain the attention of the larger players in the surety industry. Deposit Insurance/Warranty Bonds and ECDI facilities can allow a de-
veloper to maximize their cash flow and reduce borrowing costs. By tactically seeking out knowledgeable experts in relevant areas of the industry that can make up a successful condominium development team, Trisuras select broker partners can put developers constructing in the small to mid
sized project domain on a level playing field with their larger counterparts. Janet Mascitelli is Trisuras vice-president, surety. Kim Roberts is senior underwriter, developer surety.
The Toronto surety team
Tremendous value in a knowledgeable surety and insurance broker

By Mike George, Co - CEO, Trisura Guarantee Insurance Company
Owning and operating a construction company in todays complicated business environment is a challenging and risky proposition. Contractors are exposed to a myriad of risks that can negatively impact their company and the list of potential issues is virtually endless. The best contractors rely on a number of experts to help guide them in avoiding the pitfalls on their path to success. One of the most vital of these trusted advisors is a truly knowledgeable surety and insurance broker. A strong broker will be an influential advocate on your behalf, helping you procure surety bonds and insurance products critical to your business. Brokers serve their clients by using their expertise to maximize surety support and arrange ideal insurance coverage and products. A strong broker will fully understand all aspects of your business. Knowledgeable brokers go deeper as theyve developed
a thorough understanding of the construction business and its inherent risks. They are, in many ways, jacks of all trades. They have a great understanding of the construction industry, the insurance and surety business, accounting, finance, banking and even construction law all aspects of your business. Their experience has provided them with a thorough understanding of the common attributes of both successful and unsuccessful construction companies. They can help you identify business risks and provide advice and strategy to manage and minimize them. They help you keep your business on the right path. The biggest and most common mistake made by contractors in selecting a broker is to commoditize the products and services they are purchasing by choosing based on price alone. Rather, you should think of your broker as a trusted advisor. In choosing such an important advisor, you should place emphasis on knowledge, service and advice, not just price. A trusted broker can provide many value-added services. This may include regular reviews of your companys
financial statements, helping you develop strategies aimed at maximizing surety capacity. Your broker may also review contract and subcontract wordings to assist in evaluating owner payment risk and the risk of supplier and subcontractor default. Additionally, your broker can provide input on succession planning and share relevant industry information and best practices. A knowledgeable surety broker matches the needs of the client to the appropriate surety provider, seeking the best fit as each surety has a different appetite, capacity and attitude. Of course, the characteristics of a surety company can change over time just as your needs as a contractor can change. Your broker must continue to evaluate where you as the client are best served. Periodic meetings between you and your surety should be arranged by your broker in order to strengthen your bonding relationship. You should be able to share your vision, your plans and your goals with your broker. Your broker should work to help you achieve your goals through advice and guidance based on invaluable experience and knowledge. One of the most important advisors to a contractor is its surety and insurance broker.
BONDING & CONSTRUCTION INSURANCE

Focused Exclusively on Construction Since 1979
How to maximize your surety credit

Construction is an extremely risky business. Although the average life expectancy of a construction company is only about seven years, many firms last much longer. Interestingly, certain common characteristics are exhibited by the most successful of these construction firms. Their traits also happen to be the key areas of focus for surety underwriters. As you would expect, contractors that exhibit these characteristics benefit from greater surety credit. The senior staff at Trisura have each spent more than 20 years focused on the construction industry, working with contractors and their brokers in evaluating surety credit. We have developed a deep and lasting respect for contractors. Contractors are pure entrepreneurs who risk everything by committing a fixed price to get a job done. As a surety, our job is to evaluate and assess construction and business risk, and to ultimately decide whether to put our companys assets on the line to bond a contractor. Sureties evaluate the 3 Cs of credit in their assessment of a contractor character (integrity), capacity (ability to do the work and track record) and capital (working capital, net worth, cash the financial strength of your company). However, a contractor must inspire a fourth C in its surety underwriter confidence. Surety underwriters are human. If their confidence in you is high, they will tend to support you to the maximum amount of their ability. We hope the following tips will help you maximize your surety credit and build a more successful construction business. Planning The most successful companies plan for their success contractors included. They budget and forecast revenues, expenses and cash flow and they compare these projections to their actual results. They develop annual and often long term business plans and they execute them effectively. Successful contractors plan for the future by establishing well thought out succession plans. In short, they attempt to keep surprises to a minimum. Plan effectively and share with your surety underwriter the strategic direction of your organization. Stick to your knitting Focus on the work you know and the work that your organization can handle. Variables to consider include scope of work, resource allocation, geographic location, size of jobs and people. The best contractors demonstrate discipline and self control in the work they pursue. They will not bet the company on any one job. Nor will they attempt to get jobs for ego or legacy. Recognize that your construction company is a business and the ultimate goal should be the bottom line. Risks and rewards should be evaluated and balanced. We often hear good contractors say sometimes the best job is the one we did not bid or get. Build your balance sheet We look for our contractors to make money and retain profit (at least some) in the company. This may sound obvious, but the most successful contractors have built a strong foundation by adding to the companys financial strength year in and year out. Working capital, the liquidity or net cash resources of a firm, is a true sign of strength as it demonstrates a contractors ability to deal with the inevitable short term hiccups involved in the construction
Insurance and Bonding

for Contractors
In the construction industry, change is a constant. The different equipment needed throughout a job, the complex relationships between all parties, the urgent timelines and demands of project management all affect your insurance and surety requirements. At FCA, we have been providing insurance and surety programs to the construction and building industry for over 90 years. We have the expertise and resources to partner with construction firms of all sizes. We understand how your business operates and we work with you to manage coverage for constant change, keeping you protected.
John van Bilsen or Warren Griffiths

1867 Yonge Street, Suite 300, Toronto, ON M4S 1Y5 Phone: 416-629-7692 Fax: 416-486-7035
www.fcainsurance.com
Surety credit
Continued from page OCRC7
business. Most sureties will simply calculate net worth and working capital and apply a leverage factor to determine the maximum amount of surety support. A basic rule of thumb is the higher your working capital, the more surety support you will get. Avoid the bank With few exceptions, general contractors should have positive cash balances and not borrow (except to finance the odd fixed asset). Sureties tend to have a negative view of generals who borrow regularly to finance their day-to-day operations or work in progress. These companies will generally not get the same level of surety support as generals that operate with healthy cash balances. Subcontractors, by their nature, often tend to borrow as they have to finance labour and materials. It is important, however, for any contractor to have an operating line of credit available. It will act as a buffer if cash flow gets tight or unexpected events occur. Establish your operating line of credit when times are good (banks dont want to lend when times are bad!). Also, dont allow the bank to secure the operating line of credit
with cash. This simply defeats its purpose. Recognize that if your company relies heavily on the bank, you have given up some control and flexibility of your organization. Companies in this situation are paying the bank rather than themselves. The contractor earning interest income from positive cash balances has a competitive advantage over the contractor paying interest expense because it borrows. Lastly, when purchasing fixed assets (such as equipment or land and buildings) use longer-term financing to borrow rather than your short term operating line of credit. This will adequately match a long term asset with a long term liability and preserve your companys working capital. It will also ensure the full extent of your operating line is available to fund daily operations, which is its purpose. Keep your company clean and simple Complex and confusing organizations with different fiscal year end dates and numerous inter-company transactions do not inspire confidence. They are far more difficult for us to understand. Clean and straightforward organizations get the most support. If you are going to invest in opportunities outside of your construction business, keep them separate from the construction company. Avoid compromising your bread and butter contracting business.
Practice prudent risk management Reduce and spread your risk by signing balanced contracts that you understand. Before signing a contract, ensure the client you are about to work for can and will pay you. Bond back your major sub-trades and suppliers to protect your company if they default. We recognize that all contractors want to maximize profit, but at what risk? Take as much risk out of your jobs as possible while protecting your margin. This is the common balancing act for all contractors. Prudent risk management is a must, as more risk continues to be downloaded from owners and their consultants to contractors. Also, ensure your business is adequately insured, including key man life and critical illness insurance payable to your business in the event of your untimely demise or illness. Keep disputes and litigation to a minimum Litigation is expensive and has uncertain outcomes. The only sure winners are the lawyers. As construction is full of disputes, excellence in dispute resolution is a differentiating factor for the best contractors. Surety companies do not like to issue lien bonds and dislike getting dragged into fights. You will find that surety underwriters have the highest of confidence in organizations that deal with their problems quickly and quietly. Build the best team of professionals you can Surround yourself with experts in all facets of your business. This includes your surety and insurance broker, your accountant, lawyer, banker and surety underwriter. The best contractors draw on these resources like an external board of directors. They use the advice of experts to help shape and direct their business. As there
are very few of these experts in each region of the country, get the best and draw on their knowledge frequently. Provide quality information Regular flow of information to your surety broker and underwriter allows them to know whats going on in your organization. This will help them provide you with quality service. Most look to receive accurate and timely financial statements each quarter, work on hand reports and listings of accounts receivable and payable. Advance notice of large upcoming tenders is also a plus. Good information flow also helps to avoid surprises. The timely flow of information will create a higher level of comfort and will increase your surety support. Sureties generally require fiscal yearend financial statements to be prepared on a review engagement or audited basis. Notice to reader statements are generally not acceptable. Get to know your surety underwriter Insist on getting to know your surety underwriter, and especially the decision makers within the surety company. Our comfort with a contractor increases with familiarity. Get together with your surety underwriter from time to time and it will help you maximize your support. Hopefully, these tips will give you a better understanding of how a surety underwriter approaches your business and will enable you to maximize your surety support. More importantly, they hopefully showed that a good relationship with your surety broker and underwriter can be key to the successful growth and management of your business Mike George
What brokers say about Trisura

Trisuras success is built on solid and sustained relationships with Canadas leading insurance and surety brokers, who have the depth of relationships and understanding of local market conditions and their clients requirements. Here are some comments from leading insurance and surety brokers: (Brokers comments are in alphabetical order.) Lou Civichino, ELM Insurance Brokers Ltd. Our relationship with the management of Trisura goes back in excess of 23 years, namely with Mike George. The one thing that impresses me the most about Mike is is positive mental attitude a positive attitude toward risk, people and relationship. This attitude is shared across the entire Trisura organization. It clearly comes through in their desire and willingness to work together in the best interests of our clients. This positive mind-set of the entire company has led to an uncompromising business relationship between our two respective firms for which we are certain will continue for many years to come. Wade Corby, Masters Insurance Over the many years doing business with Mike George, Chris Sekine and the rest of the Trisura team, we have developed a mutual respect and trust that has led to not only a valued business partnership but also true friendships. We were fortunate enough to go on a two-day golf outing with Mike, Chris, Bob Taylor, Matt Baynton and Chris Kucman. The only thing more enjoyable than their friendship and camaraderie we shared was witnessing Kucmans tormented soul on the golf course. It is enjoyable doing business with Trisura as their enthusiasm is contagious. Kelly Parker, HKMB Hub International Integrity. The individuals at Trisura exemplify this by treating our clients, along with everyone on our surety team, fairly, honestly and respectfully. There have been a few times when we have thrown a hail Mary Pass to them. These are specific instances where we had very little time to meet a deadline for a clients bond requirements, or where there were tough issues to address. Together, we rolled up our sleeves and completed these challenging opportunities. These are also some of the more exciting and rewarding instances that we enjoy in business. One of the values of our firm is to make our clients more successful. We partner with people and organizations like Trisura to make that a reality. Shane Sinclair, Marsh Canada Limited Over the past five years, Trisura has built a solid team that understands not only our business environment but more importantly the businesses and pressures of our mutual clients.
They have fully invested themselves in the construction industry. Their dedication and knowledge are two of their biggest strengths. They understand that we as brokers are in the service game and work with us to provide solutions to the challenges of the day. Gregory Petrela, Petrela, Winter & Associates We have worked with Trisura since their inception in 2006, and our relationship with some of the individuals on their management and executive team goes back almost 20 years. We value and appreciate the experience and professionalism of the Trisura team. They combine an expert understanding of construction surety risk with sound general business principles, which enables them to deliver effective and practical bonding solutions. Like us, they are construction focussed, and strive to make a positive impact on not only the bonding needs of their clients but their overall businesses, also. We are proud of our association with Trisura, and look forward to continuing to work closely with them in meeting the bonding needs of the construction industry we both serve.
Jon Tondeur, Stevenson & Hunt The answer (about why we enjoy working with Trisura) is really clear for us it is in the personal connections with the staff at all levels of Trisura and Stevenson & Hunt. This leads to trust and respect and a general willingness and desire to do business with them. They look after us and we look after them with respect to the business issues and surety requirements. Weve known the Trisura principals for many years, even before they started the company. When Trisura opened, we coincidentally were having troubles with another surety provider in terms of their treatment of our clients and their handling of our book of business. Trisura reviewed the situation with us and in the end we made the decision to have Trisura take over the entire book of clients. We knew they would handle the clients professionally and indeed they have. We continue to spend a lot of time with Trisuras staff and this is at all levels of our respective organizations. This means we are all sharing knowledge and understanding to serve our clients even more effectively.
We are proud to be a partner with as you celebrate 5 years of success.
Trisura
StoneRidge Insurance Brokers - Vaughan 129 Rowntree Dairy Road, Unit 3, Woodbridge, Ontario L4L 6C9 Tel: 905-856-9199 Fax: 905-856-9133 eferrari@stoneridgeinsurance.ca
SPECIALIZING IN CONSTRUCTION INSURANCE AND BONDING.
Automating Commercial Surety

Trisura simplifies processes for brokers and clients
By Pina Mazzoli
Competing in todays commercial surety marketplace requires quick turnaround times, meticulous attention to detail, the ability to manage volumes of data, and the expertise to develop unique and innovative solutions for brokers and their clients. In the wake of the economic crisis and the ensuing downward pressure on profits, many companies have had to re-think the way they do business. This is particularly true for commercial surety. This class of business tends to be highly transactional as many bonds have smaller penal sums, are numerous and are generally required for regulatory compliance such as contractors license bonds. As a result, the efficient flow of information and a streamlined process is a must for the effective delivery of commercial surety bonds. Automation becomes the logical solution. This is not to say that automating surety products does not have its challenges - many variables come into play. Most off the shelf programs are not able to meet all of the requirements of individual brokers and their particular clients, which is why Trisura has taken the approach it has
in developing customized programs that complement the existing processes of the broker and their clients. Our newly created portal solution enhances broker administration processes, making them more efficient for data management, storage and retrieval. The portal does not create duplicate entry functions for the broker, nor does it intrude on the brokers existing system. The portal is conducive to program business as well as large volumes of various bond types which have similar underwriting workflows. It allows all parties to transmit data to one another without interrupting or delaying the bond application process. All programs are designed to the unique specifications of the broker and their clients, the workflow designs range from basic uninterrupted models to more intricate workflows. Trisura specializes in various classes of commercial surety, including licence and permit bonds, fiduciary bonds, lost instrument bonds, customs and excise bonds and carnet bonds. We are able to consider the bonds required to operate your business as well as bonds which are required for your personal needs. For more information please contact your Trisura broker. Pina Mazzoli is Trisuras assistant vice-president, commercial surety.
Contractors appreciate Trisuras responsiveness and support

Construction businesses which work with Trisura through their insurance and bonding brokers describe an exceptional level of responsiveness and understanding of their circumstances. Here are just a few comments from clients (sorted alphabetically). Dean Drevniok, president, Frecon Construction Limited (Ottawa) Recently, after a 20-year run with our previous surety provider had run its course, we interviewed a short list of the leading bonding companies in Canada, with the assistance of Petrela, Winter & Associates, our surety representatives. The process was a thorough one which culminated in our selecting Trisura as our future surety partner, for three principal reasons: Direct access to senior management; Canadian ownership, a specialty focus and a major commitment to the construction community; An entrepreneurial spirit which most approximated the dynamics at our company While the relationship is still in the early stages, the reasons for our change suggest a long and mutually prosperous association, which we are looking forward to. Vern Gazzola, president, Gazzola Paving Ltd., Toronto Weve worked with Mike George for years, when he worked elsewhere. Satisfied with the service we received, we were happy to move our bonding business with him when he established Trisura. We deal on handshakes. Mike George and his team are honourable people. Whatever issues arise, they look into the matters and rectify them. They are not like a giant company. If we call with a problem either Mike or one of his colleagues will call back within two hours and work out a solution. Bonding companies in the construction business are an important part of the bidding process. Trisura truly understands construction companies. Parker Jones, estimator and project manager, Tom Jones Corporation, Thunder Bay Trisura works through our broker, Marsh, and between them, they usually respond quite quickly, usually on a same-day basis. When unique situations arise, they get on the phone with us immediately to discuss. Through this open dialogue, we usually have a solution agreed to by the end of the telephone call or shortly thereafter. One of the big factors at Trisura is the tenure of the staff. They have all been in the bonding industry for many years. They have grown familiar with our operations and our staff. They are familiar with the industry in general and in our part of the country. This depth is really fundamental when it comes to making a decision to back us on a project.
Leaders in Construction Bonds & Insurance

Experienced and expert advisors meeting the needs and goals of contractors since 1989
FOR EXPERT SERVICE

Call: 905-738-6077 or 1-888-253-0812 Ask for: Matthew Civichino or Lou Civichino Also, visit us at www.elm-insurance.com
Canadian surety market challenges increasing

Trisura offers resources, support and bonding capacity to successful contractors
The Canadian surety market is becoming more challenging with higher claims rates, especially in western Canada, but representatives of one of Canadas most successful and rapidly growing surety providers indicate that opportunities continue to be promising for contractors who manage their affairs properly. Claims are going up, says Mike George, co-chief executive officer of Trisura Guarantee Insurance Company. Failures overall in the business are increasing. Contractors are having a tougher time than a couple of years ago. This means, as loss ratios increase, surety providers are necessarily becoming more cautious about who they will cover. Large contractors will not have trouble finding bonds, says Trisuras senior vicepresident, surety, Chris Sekine. But smaller regional contractors may find it harder to obtain coverage. The solution, they say, is for contractors to always keep their balance sheets and business practices in order and to communicate openly and proactively with their surety brokers and providers especially if they see any clouds on the horizon, unexpected events or need to expand their capacity. No one likes surprises, George said. Sureties like contractors to share both good news with us and bad news. Contractors should meet their surety company at least twice a year to discuss business plans and business results. They should also provide their surety with regular fi-
nancial information, including quarterly financial statements and work-on-hand reports to get information on a trending basis. He said if problems are looming, such as owners not paying or jobs running into difficulties, a supportive surety will work with contractors to find solutions before they get out of hand. We have a lot of people who are experts in the industry, and well take a team approach to helping the contractor out. This mitigates the exposure to the contractor and ourselves. One thing very few people know about the surety industry is that we are often able to help contractors (in difficulty) to the finish line but of course were interested in working with good contractors, we want to provide them with tips and ideas on how they can get the most out of the surety relationship. Trisura is a Canadian-owned business focusing on construction surety. All the decisions are made here, said George. Working through a network of qualified surety brokers, the company provides services to approximately 1,000 contractors across Canada. This large client base, coupled with intensive focus on the construction industry, allows Trisura to be both competitive and responsive. Sekine suggests that contractors can build the strongest financial case for surety providers by always focusing on what they do best. They should keep the money in the company, and minimize off-balance sheet investments or projects not related to their primary contracting business. As a guru of the surety business said to me, contractors should feed the goose that
lays the golden egg their construction business is the goose, continue to invest in it, make it stronger and avoid sidetracks like restaurants or speculative real estate investments. Construction is risky enough in itself. Our interests always match those of our client contractors. If the contractor does well, the surety does well so we always are working in the best interests of the contractors, he said. In addition to surety, Trisura provides a wide range of insurance products for contractors and other commercial businesses including liability insurance for directors, officers and employment practices issues. You can learn more about Trisura at http://www.trisura.com or your surety broker (you can find qualified brokers at the Trisura.com site).
Reprinted from the May 2011 issue of Ontario Construction Report
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Congratulations to Trisura on your 5th anniversary!
The Ontario Construction Report August 2011 PAGE OCR D1
Boone Plumbing and Heating Supply Inc.
Parade of Products
1806 Woodward Dr., Ottawa Tel: 613-727-2666 20 Edgewater Street, Kanata Tel: 613-831-6800 1282 Algoma Rd., Gloucester Tel: 613-746-7070 130 Jean Proulx, Gatineau, QC Tel: 819-776-3153
PAGE OCR D2 August 2011 The Ontario Construction Report
Canadian-owned business thrives through decades, respecting core client and community values
Boone Plumbing and Heating Supply Inc. is celebrating its 75th anniversary in 2012 marking three quarters of a century serving the Ottawa/Gatineau region since the business opened in 1937. Boone launches the celebration September 7th with the 2011 Parade of Products. Bringing together manufacturers and customers, the event features more than 75 manufacturers displaying their latest products and services. The show includes several industry seminars, a supplier appreciation luncheon, giveaways, great door prizes and a few thank you surprises. Desrosiers Distributors (Gatineau), Boones largest branch, also celebrates its 40th anniversary in 2012. Boone is one of the few 100 per cent Canadian owned and operated plumbing and heating distributors in the Ottawa area. Claude DesRosiers, vice-president and general manager, recalls that when he started with the company 40 years ago, Boone operated from a 15,000 sq. ft. facility on St. Laurent Boulevard (Ottawa), with DesRosiers operating from a similarly sized warehouse on Cousineau Street (Gatineau). Back then, Ralph Boone, Pierre DesRosiers and Jack Minuk owned the
company and focused mainly on the residential market and small commercial projects. Over the next several decades, the company went through many owners, eventually acquiring a heating and ventilation company called Guy Chenevert Ltd. In 1987, Groupe Deschnes Inc. acquired the company. When we were purchased by Deschenes, a period of continuous growth
and development began, DesRosiers said. They had a long-term vision and were ready to invest in our people, in buildings and in technology. They helped structure our operation, allowing us to move forward. Deschenes was already an important player in wholesale distribution and provided support in many key areas of the business to assure our growth and that led us to where we are today.
Groupe Deschnes Inc. is a family owned business, also in operation for close to 75 years. With more than 1,350 employees and 90 outlets across Canada, they are one of the largest 100 per cent Canadian owned and operated wholesalers in Canada. Groupe Deschnes was recognized as one of Canadas 50 Best Managed Companies in a national competition in 2009 and re-qualified in subsequent years. As well, the Great Place to Work Institute of Canada has recognized Boone as one of the Best Workplaces in 2009. We were extremely proud to receive this award because an employee survey determined, in large part, qualification for this recognition, DesRosiers said. Boone offers clients one-stop shopping, including plumbing, heating, ventilation, air conditioning, waterworks, tools and mechanical products. The company works with contractors, institutions, designers, property management, schools, hospitals and government. Boone operates four wholesale locations, including 1282 Algoma Rd., 1806 Woodward Dr. and 20 Edgewater St. (all Ottawa), plus 130 Jean Proulx (Gatineau). Boone also operates three showrooms
Please see page OCR D4
under the Mondeau banner (world of water in French): one in Gatineau, and the others on Algoma and Edgewater. The showroom business evolved over 20 years as a response to big box stores. Boone wanted to ensure contractors were supported and provided with display locations where they could refer their customers. Contractors, architects and designers love the showrooms because they offer homeowners access to great showcases of quality products with qualified, factory-trained consultants to help with product selection and project coordination from start to finish. The Boone sheet metal tin shop fabricates duct work for use in furnace and air conditioning installation and features a plasma cutter for superior accuracy. The waterworks division offers all the components needed for municipal sewer and
water projects. Boone is committed to providing an unequalled, hassle-free experience. We want to keep adding value for our clients by making sure we have the products and services customers need, available when they need them, at competitive prices. Several innovative ideas include the Boone Snack Shack where contractors can grab a quick snack while picking up an order and a curb-side service option offering contractors the convenience of picking up material after hours using a lock box system. We also offer a 24-hour emergency service providing access to material 24-hours a day, seven days a week. Our monthly newsletter Shop Talk, published since 1993, and also available online at www.booneshoptalk.ca, provides industry related news and highlights the very latest products and trade innovations,
DesRosiers said. We also feature our employees and promote the many monthly supplier sponsored events. DesRosiers credits much of the companys success to its employees, many of whom have been with the company for decades. Boone is committed to all employees and believes a satisfied team member will always work hard to satisfy clients.
We believe in open lines of communication and make sure we include everyone in our plans and vision. This openness includes annual town hall meetings for all employees for sharing and discussing what has happened in the previous year, and action plan highlights
Mondeau showrooms provide interactive hands on displays for even the most discriminating clients
Customer service, convenience, and inventory are top priority at Boone Plumbing.
Walmar Mechanical Sales is proud to be associated with your team and look forward to being part of your future growth and success!
Sluyter is proud of our long standing association with Boone and wish them continued success.
SLUYTER COMPANY LTD.

375 Steelcase Road East, Markham, Ontario L3R 1G3
24 Gurdwara Rd. Ottawa, Ontario Tel: 613-225-9774 fax: 613-225-2972
Tel 905-475-6011 Fax 905-475-3119 Toll-Free 800-268-0072 www.sluyter.com
for the coming year. It includes profit sharing, not just for management, but for every employee. Communication also means sitting down with employees to discuss career planning. We have many employees in these sessions who say, You are interested in me so I am interested in staying with Boone. It is very gratifying to see an employee grow, develop and be part of our success. Behind the sentiment of supporting employees and clients alike is something
DesRosiers calls true north values being positive, supportive, involved and just doing the right thing to help others succeed. There is a saying that success breeds arrogance but we work to ensure we stay humble in serving our clients and in the way we treat our employees. We want to reach our 100th anniversary and be able to look back, equally as proud as we are of our first 75 years. Part of those true north values mean being involved in the local community. We
strongly believe it is fundamental for local businesses to give back to the communities where they do business. Boone is involved in many projects and with many groups including the Ottawa Hospital Foundation, La Cite Collgiale trade school, Algonquin College trade school, the Food Bank and Habitat for Humanity. Many of our em-
ployees are involved in these efforts and believe, not only in donating, but in participating on boards and committees, DesRosiers says. Another element of employee support
Moen is proud to be working with Boone Plumbing.
and customer service revolves around leadership. Our company has thrived because of the leadership throughout our operation. It adds value to our customers when leadership values are followed. Failure is the result of many bad decisions over time and success based on many good decisions. We work to ensure our future with good decisions and with solid leadership training. Boone is currently working with the Telfer School of Management (Ottawa) on a leadership program to ensure future leaders in the company develop the skills and competencies needed. Strong leadership will ensure continued excellence in service and help us achieve new stanContractors have grown to rely on Boones fast and convienent service
dards of excellence in distribution - the companys guiding mission. Boone focuses on old fashioned business values. We own our own buildings and land you can just tell this is not a business run by numbers alone. We want to be world class but we dont want to ever forget who helped us achieve our success. I have personally had the privilege to serve three-generations of customer business owners from the grandfather to his son to his son. Their success is our success. We are always pushing the envelope with technology to improve our operating efficiencies and costs and pass those savings on to the client. Boone supports its clients through new product sessions, where manufacturers meet with users to provide the training to understand and support the product. Boone is always looking to raise the bar and do better. The company will soon be breaking ground on a new 35,000 sq. ft. expansion to the Algoma St. facilities including warehouse, administrative spaces and a 14,000 sq. ft. showroom. We need to increase our capacity to stock what the clients want and need fast to complete their projects, right here in Ottawa. The showroom will be a balanced space to showcase the beauty of the latest products, combined with a sense of comfort and welcome for everyone who visits. Over almost 75 years, Boone has built a reputation for excellence, as an employer, service provider and corporate citizen. Boones success correlates with the corporate mission statement, which mandates creating new standards of excellence; and being the number one choice where people love to work, customers love to buy and manufacturers love distributing their products. For more information about Boone, visit www.boone.ca.
Floorplan
Congratulations Boone!
Dan Millroy COLOUR 3 x 90 (270 Lines) 1/4 page
Great Lakes Copper Inc. 1010 Clark Road, London, Ontario N5Y 5S6 T: 1-800-265-9271 F: 519-455-9238 email: info@glcopper.com
Parade of Products 2011

Booth 1 BELANGER 6520 Abrams St., St-Laurent, QC H4S 1Y2 martin.lambert.begin@hotmail.com 613-226-6359 Booth 2 BIBBY STE-CROIX 6200 Principale, Ste-Croix, QC G0S 2H0 luc.meunier@bibby-ste-croix.com 514-594-5917 Booth 5 BOW PLASTIC 5700 Cte de Liesse, Montral, QC H4T 1B1 robichaud@bow-group.com 514-735-5671 Booth 6 BROAN / NUTONE 2836 McGee Side Road, Carp, ON K0A 1L0 bill@godairproducts.ca 613-371-4644 Booth 7 CANADIAN GENERAL FILTER 39 Crockford Boulevard, Toronto, ON M1R 3B7 dtselepakis@cgfproducts.com 905-870-2630 Booth 8 CALM TOMLIN 145 Northfield Drive West, Waterloo, ON N2L 5J3 sebastien@camltomlin.com 866-884-5290 Booth 11 FRANKE / KINDRED 1000 Kindred Road, Midland, ON L4R 4K9 kdenton@greatlakesmarketing.ca 613-294-7550 Booth 12 G.F. THOMPSON 620 Steven Court, Newmarket, ON L3Y 6Z2 grady@gfthompson.com 416-801-4772 Booth 15 TITEFLEX 81F, boul. Brunswick Dollard des Ormeaux, QC H9B 2J5 mike@davevallires.com 514-927-8829 Booth 16 VICTAULIC 123 Newkirk Rd., Richmondhill, ON L4C 3G5 bpinnock@victaulic.com 905-884-7444 Booth 17 WINTERS 121 Railside Road, Toronto, ON M3A 1B2 jfontaine@winters.com 514-402-0191 Booth 18 AIRMAX mikew@airmaxtechnologies.com Booth 19 MILWAUKEE 81F, boul. Brunswick Dollard des Ormeaux, QC H9B 2J5 mike@davevallires.com 514-927-8829 Booth 20 BRASSCRAFT / MASTER PLUMBER 155 Tansley Drive Carp, ON K0A 1L0 dparsons@canmech.com 613-831-3724 Booth 21 GIANT 155 Tansley Drive Carp, ON K0A 1L0 dparsons@canmech.com 613-831-3724 Booth 22 SLUYTER 375 Steel Case Rd. East Markham, ON L3R 1G3 buck@sluyter.com 905-475-6011 x202 Booth 24 SLANT FIN 896 Lynwood Drive Kingston, ON K7P 2K7 vpeck@slantfin.ca Booth 25 KALIA 1355, 2nd Street, Industrial Park Sainte-Marie, QC G6E 1G9 y.savoie@kaliastyle.com 877-465-2542 Booth 27 BAXI erik.walesiak@gmail.com Booth 28 UPONOR 5921 Leitrim Rd. Carlbad Springs, ON K0A 1K0 info@klimar.com Booth 29 BLANCO P.O. Box 40, 25 Industrial Dr. Almonte, ON K0A 1A0 pelco1@bellnet.ca 613-222-4707 Booth 30 LIBERTY PUMPS (PELCO) 25 Industrial Dr. Almonte, ON steve.ritsema@libertypumps.com 613-222-4707 Booth 32 CONNECTALL 1955 boul. Dagenais Ouest Laval, QC H7L 5V1 dricher@connectallltd.com 514-892-8764 Booth 33 CONVECTAIR 30 Carr Sicard Sainte-Thrse, QC J7E 3X6 support@convectair.ca 800-361-1497X225 Booth 34 CRANE / JENKINS 894 ave. de Chatillon Boisbriand, QC J7G 3G3 ppoirier@craneenergy.com 514-249-0846 Booth 35 CANPLAS 840 Monte Ste-Julie Ste-Julie, QC J3E 1W9 dcleary@canplas.com 514-497-0836 Booth 36 EMERSON WHITE ROGERS 9999 Highway 48 Markham, ON L3P 3J3 michael.lamoureux@emerson.com Booth 37 S.A. ARMSTRONG 23 Gurdwara Road Nepean, ON K2E 8B5 john@walmar.net(moneill@armlink).com) 613-225-9774 Booth 38 GROHE 24 Gurdwara Road Nepean, ON K2E 8B5 al-giggy@rogers.com 613-225-9774 Booth 39 ACORN bmcdonald@acudoracornltd.com Booth 40 WATTS INDUSTRIES/POWERS 24 Gurdwara Road Nepean, ON K2E 8B5 chrisbrown@walmar.net 613-225-9774 Booth 41 OATEY Booth 42 R.G.DOBBIN (HAWS) 51 Terecar Dr., Unit 2 Woodbridge, ON L4L 0B5 rhughes@dobbinsales.com 800-565-8515 Booth 43 DAHL BROTHERS CANADA LTD. 2800 South Sheridan Way Mississauga, ON L5J 2M4 jeoffrey.laberge@nimatec.com 410-691-9427 Booth 44 JOHN L. SCHULTZ LTEE 1723 55ime avenue Dorval, QC H9P 2W3 andr@johnlschultz.com 800-363-6240 Booth 45 ITT INDUSTRIES 1592 Marcoux Drive Orleans, ON K1E 2K6 Serge.Lemay@itt.com 613-590-9989 Booth 46 IPEX 6810 Invader Cres. Mississauga, ON L5T 2B6 bill.murphy@ipexna.com 613-769-8933 Booth 47 GRUNDFOS CANADA INC. 430 Pearl St., Suite 310 Burlington, ON L7R 4J8 sgiroux@grundfos.com Booth 48 A.O. SMITH (See GSW also) 1358 Inuit Trail Mississauga, ON L5N 7R4 wkubilis@hotwater.com Booth 49 GSW 599 Hill Street, Fergus, ON N1M 2X1 bmccabe@hotwater.com Booth 50 LYNCAR 30 Hedgedale Road Brampton, ON L6T 5L2 hheller@lyncar.com 800-263-7011 Booth 51 NUTECH (ARIA) 511 McCormick Blvd. London, ON N5W 4C8 fvanasse@airiabrands.com lallard@airiabrands.com Booth 52 SANIFLO 1-865 Speedvale Ave. West Guelph, ON N1K 1E6 dcayer@saniflo.com 800-363-5874 Booth 53 SELKIRK CANADA CORP. 375 Green Rd. Stoney Creek, ON L8E 4A5 alison@colemanandassociates.ca Booth 54 NOVANNI P.O. Box 92, 392 Craig St., Russell, ON tamara.potichny@novanni.ca 613-445-4170 Booth 55 CAROMA 3240 Lenworth Dr Mississauga, ON L4X 2G1 jhodgins@armco .com 905-238-8448 Booth 56 CENTOCO cindy.burns@centoco.com Booth 57 FLEXMASTER CANADA LTD. 2750 Sheffield Road, Unit 3 Ottawa, ON K1B 3V9 wholbrook@flexmaster.com Booth 58 RIDGID 117 Melville Street Dundas, ON L9H 2A6 phil.senecal-tremblay@emerson.com 905-531-5121 Booth 60 CASH ACME martin.lambert.begin@hotmail.com Booth 61 BRADFORD WHITE 1706 rue Bernier Laval, QC H7L 4A1 martin.lambert.begin@hotmail.com Booth 62 BOSHART Booth 62 SYMMONS 1706 rue Bernier Laval, QC H7L 4A1 lambert.begin@sympatico.ca 514-217-5965 Booth 63 KAMCO / BOSHART
C/O ONWARD SALES
Booth 70 MANSFIELD 2499 Sunnyhurst Close Oakville, ON L6H 7K5 bporter@mansfieldplumbing.com 416-315-5935 Booth 71 FAIRMONT DESIGN 6950 Noritsu Avenue Buena Park, CA 90620 marksuzylouw@yahoo.ca 905-727-5893 Booth 73 ROYAL PIPE 131 Regalcrest Court Woodbridge, ON L4L 8P3 prabuckid@royaobuildingproducts.com 416-884-7828 Booth 74 USF WATERGROUP 6603 Wendy St. Cornwall, ON K6H 7J2 richard.dumoulin@watergroup.com 613-931-2119 Booth 75 TURBO TORCH / LITTLE GIANT R.R. #1, Rockwood, ON N0B 2K0 brian@powermarketinginc.ca 416-722-5253 Booth 76 ERIE (ONTOR) fboisvert@ONTOR.com Booth 78 MYERS/HYDROMATIC 155 Tansley Drive, Carp, ON K0A 1L0 dparsons@canmech.com 613-831-8724
Booth 79 MISSION / MAINLINE 155 Tansley Drive, Carp, ON K0A 1L0 dparsons@canmech.com 613-831-3724 Feature Area 118 AMERICAN STANDARD 2480 Stanfield Road Mississauga, ON L4Y 1S2 gautreauj@americanstandard.com 613-822-9090 Feature Area 118 DELTA P.O. Box 92, 392 Craig St. Russell, ON K4R 1C8 danb@bergeronsales.com 613-445-4170 Feature Area 118 HANS GROHE
(WITH DELTA FEATURE)
P.O. Box 92, 392 Craig St. Russell, ON K4R 1C8 danb@bergeronsales.com 613-445-4170 Feature Area 118 MAAX P.O. Box 92, 392 Craig St. Russell, ON K4R 1C8 danb@bergeronsales.com 613-445-4170 Feature Area 118 MOEN 2816 Bristol Circle Oakville, ON L6H 5S7 pbarnes@moen.com 819-360-6852 Feature Area 118 VANICO / MARONYX 1000 rue Nationale Lachenaie, QC J6W 6B4 cagauvreau@vanicomaronyx.com 800-921-9508
2272 Marchbank Court Burlington, ON L7P 3J5 peter@onwardsales.com 905-319-7993 Booth 64 CAN-AQUA INT. LTEE 1955 boul. Dagenais Ouest Laval, QC H7L 5V1 jim.henry@can-aqua.ca Booth 65 ZURN jim.henry@can-aqua.ca Booth 66 LENOX, IRWIN 353 McCaffrey Montreal, QC H4T 1Z7 harvey@rafales.com 514-919-3312 Booth 68 HONEYWELL 2100 52nd Ave. Lachine, QC H8T 2Y5 thom.wigle@honeywell.com Booth 69 RHEEM CANADA 128 Barton Street West Hamilton, ON L8N 3P3 Bruce.sunley@rheem.com
The Ontario Construction Report August 2011 PAGE OCR E1
Algonquin Centre for Construction Excellence opens

Industry, community celebrate $79 million building to teach advanced design, sustainability and building practices
Livingwall by Nedlaw Livingwalls
The Algonquin Centre for Construction Excellence (ACCE) is an integrated education and applied research environment designed to promote construction as a first choice career and Algonquin as a learning destination. A model for advanced design, sustainability and building practices, it incorporates the disciplines of architecture; interior design; engineering technology; building trades; residential, ICI and heavy construction; and construction industry research. It brings together industry, faculty and students and will become a hub for all areas of construction. The $79 million, 180,000 sq. ft. facility has a capacity for 2,500 students, of which 600 are new construction seats to Algonquin Colleges offering as well as many new programs. It features a storm water recovery system capturing rainwater to flush toilets; solar panels providing some power and hot water; a biowall a five storey living wall controlling humidity and cleaning the air; an upgraded building envelope including R40 insulated walls, triple glazed windows and an R50 insulated roof; an undulating green roof; air condi-
tioning and heating achieved through heat pump technology; and it increased the biodiversity of the area through the planting of several hundred trees in 20 varieties, plus 20 varieties of groundcover. The project also incorporates two City-led initiatives the construction of a 65 metre pedestrian bridge across Woodroffe Avenue and a 285 metre long tunnel as the first phase of future transit development for Baseline Station. Funding the vision Claude Brul, dean of the faculty of technology and trades for Algonquin, says the original concept for the facility began in 2006 with his predecessor, John-Paul Tapp. Initially, there was a call for a better facility. We recognized the way the trades were, in different buildings, they could only operate in silos, not in real world teams. A few reports focused on the lack of skilled trades and predicted labor force shortages, funding became available through advocacy. and everything fell into place. The start of creating the vision
began with refocusing learning for an integrated environment, so a study of space and needs analysis was undertaken. The college worked with industry stakeholders, included their feedback, developed advocacy documents, tapped into funding potential, and worked with the City to find the ideal location. We were able to engage government at all levels and work with the City and the communities of Ryan Farm and Centrepointe (near the campus) to ensure a shared vision. The project received funding from both federal and provincial governments and the College committed a sizable amount, acquired through fundraising with industry and community support. John Baird, minister of transport, infrastructure and communities at the time, was tremendously supportive of the project and part of the federal stimulus funding program supporting the project. Joy McKinnon, vice-president of business development, including the Algonquin College Foundation, has been responsible for ensuring the $7 million fundraising goal pledged by the College is achieved. Through the
Please see page OCR E2
PAGE OCR E2 August 2011 The Ontario Construction Report
ALGONQUIN CENTRE FOR CONSTRUCTION EXCELLENCE

direction and support of Roger Greenberg, chairman and CEO of Minto Group, and Dwight Brown, VP and district manager PCL Constructors Canada, we are close to reaching our goal. Industry leaders see this as an investment in their future and, through the efforts and energy of Roger and Dwight, are supporting us on many levels. Lead donors will be recognized throughout the building and all donors will have a relationship with the College once ACCE is operational. In our discussions with industry it came around to what ACCE could do for the industry, for students, and towards ensuring a skilled and capable workforce. There are significant skill shortages in construction. There are very talented groups not well represented in the industry, including women and aboriginal groups. Our intent is to address those deficiencies. There was a feeling this was an opportunity to step up and take a role in developing the future and we are grateful for industry involvement. McKinnon says industry has been advocating for this before construction even began. Industry representatives, from the start, were clear about what they needed and part of that was being more engaged with the College, our faculty and students. They want to be part of the space here and have some ownership for the building. Greenberg is honorary chair of the ACCE Constructing Our Future Capital Campaign. He says when he was approached to get involved with the project, the importance of what the college was doing and the need for the industry to get involved resonated instantly for him. Recognizing the audience for the capital campaign is focussed on the real estate and construction industries, Greenberg emphasizes the investment aspect of contributing to the project. This is not about charity for us but a solid investment. For the industry it is a way of giving back to the community and supporting our future. There are very few people who havent recognized that and lent their support. Ottawa Mayor Jim Watson has a unique perspective on the ACCE project, in his role now as mayor, and through his previous role as MPP. The college first approached me about the project when I was an MPP and they were looking for funding. They laid out their vision for a skilled trades building for Ottawa that sounded exceptional and really made sense and seemed an excellent opportunity to bring the trades up to the level they should be. Putting the vision on paper grc Architects acted as advocacy architects for the ACCE project. They have been involved with Algonquin since 2008, developing concepts and options for the building, designed to make it sustainable and serviceable 30 years into the future. John Cook, principal with grc says this meant working with all user groups to determine needs; the philosophy of the building, based on enhancing the student experience; and the final program for the building. Our program included detailed technical requirements. It included the relationship between the components and how
Sheet metal shop
the students should be able to interact with the life of the building. Throughout the process Cook says the plan and work were unified by the preliminary concept for the building. The documentation, test plans and diagrams were created so interested parties could submit tenders based on apples to apples proposals. From the start it was important for the college to have an identity and presence in the community. It was important Algonquins commitment to sustainability was visible, clear and understandable. Although for many years Algonquin had a vision for what the ACCE should be, BuildGreen helped bring that vision to reality by defining the vision and codifying it for the bidding process. Scott Demark, a partner with BuildGreen, said this meant working to create the objectives and guiding principles for the Centre through broad consultation with users and educating the College on the design build process to ensure realistic expectations. Though this kind of project is what BuildGreen is all about, the ACCE project was the most ambitious it has undertaken in terms of complexity, according to Demark. The difference with this project is that it embodies practice what you preach. It is all about showing the students, from a green perspective, what is possible. In other environments sustainability is not a defining feature but here it is woven through everything. Though some features, such as the green

roof, were mandated, Brul says builders were invited to be creative. During the design process we looked at what was being done, payback times, logisitics. There were a lot of options to consider in terms of what we would showcase. Demark says one of the keys to sustainable building, and something key for the students to understand, is the need for incorporation into the planning in the very early stages. Sustainability is not something you can layer in later. If you want R40 walls, they can impact the materials you can use and affect design. You cant just pad in extra insulation and achieve the same result. The design The building, designed and constructed to LEED (Leadership in Energy and Environmental Design) standards, uses an Integrated Design Process (IDP) to maximize value for the funding invested and the project is striving to obtain LEED Platinum certification. The IDP approach used a comprehensive design methodology involving the owner, academic clients, designers and contractors at all stages of the project life cycle. Diamond + Schmitt Architects, in joint venture with Edward J Cuhaci and Associates Architects, collaborated as part of a team under the direction of design builder EllisDon. Zofia Jurewicz, president of Cuhaci and Associates, says the creative team came together several months before was committed to ensuring the vision of the College was carried out and that the underlying principle of best value construction, rather than bottom line thinking, was supported. Normally progressing in a much more linear fashion, Jurewicz says the sequential tendering required for this project added elements of risk and complexity for everyone involved. Everyone had to buy into the process and each team had to accept decisions from other parts of the project. For instance, construction on the ACCE building was started first, ahead of the tunnel and the bridge. It required teamwork and every step had to be co-ordinated closely to ensure all the puzzle pieces fit precisely. With respect to the architectural concept, Jurewicz says the role of the joint venture architects was to collaborate to develop their vision of the dream conceived by Algonquin, both aesthetically and to meet the program. The result: a building designed as part of the landscape. We know the building is set to achieve LEED Platinum and Algonquin wanted to ensure their commitment to sustainability was visible. Varied and dramatic interior spaces augment the playful use of colour on the exterior, animating the facade. The green theme unites both the inside and out through park and garden spaces extending in a continuous ribbon to an undulating green roof covering more than 50 percent of the surface, to a five-storey bio-filter wall in the atrium.
the project became a formal proposal, actively researching and preparing information. The objective was to deliver an outstanding academic facility integrating sustainable design features as part of a living laboratory to provide students with a handson approach to learning, said Donald Schmitt, Principal with Diamond and Schmitt Architects, of Toronto. The College prequalified a few design builders who each then came up with a de-
sign and building system. Unlike other projects however, the lowest bid was not part of the criteria to determine the winner. It was a very wise solution, says Jurewicz. The college did not ask for the lowest price bid but instead a price was set. They wanted the best building they could get for that price and so the criteria was more about fulfilling the program, architectural vision and the ability to deliver on time. It is an unusual approach but resulted in the best building possible for the College and the students. Throughout the selection process grc
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The result is a setting enriching the student experience, enhancing bio-diversity, and using natural processes to restore sites, reduce storm water run-off, reduce energy consumption, reduce urban heat islands and improve the indoor air. The Centres landscape serves, according to Schmitt, as an expression of the environmental stewardship possible within our cities. Part of the building vision and landscaping included integrating a piece of land on top of the tunnel system and a narrow strip of land along Woodroffe. There are many varieties of trees, shrubs, plants and grasses representing ecosystems from forest and forest floor to prairie. This was an opportunity for the College to express their sustainability and for us to show the public even a busy urban area can create an edge for a sustainable landscape. Algonquin prepared several volumes of documents detailing their vision and program requirements and the challenge then was to respond. The initial challenge, says Jurewicz, was connecting building and design traits and providing an opportunity for staff and students to interact. There was the requirement to design the building as a living lab to allow elements of experimentation and ongoing projects for teaching. The social and inter-professional aspects were key to the design and the knowledge this is on the way to becoming the first LEED Platinum higher education facility was very important. The program consists of classrooms, trades shops, and administrative offices. The building connects to the remainder of the college via glazed bridges and establishes the second floor as a principal level in the scheme, becoming the access point to student amenities. Schmitt said the plan studies explored the relationships between the major elements: noisy shops and quiet study areas; the linear street organizing trade shops; and a five-storey atrium around which classrooms are arranged. Jurewicz says throughout the design phase students were part of the process and the vision. One of the concerns of the students was for their safety because this provides access to the community. To respond to this we created an open, public space that can be closed off from the teaching spaces during off hours. Responding to Algonquins program requirement of demonstrating construction methods, the building showcases many different styles of design and materials. Exposed structure, plumbing and piping, electrical service, distribution, and lighting, combined with wall and floor assemblies revealed in cut-away sections and mock-ups, are exhibited throughout the building and provide learning opportunities to students. The structural, environmental, and energy performance of the building will be
Green roof covers the ACCE Facility and incorporates rainwater capture and solar panels.
monitored and displayed interactively, letting viewers understand the invisible forces and processes working all around them inside the building. Though the building is clearly exceptional, Jurewicz said the best time to appreciate the complexity was while all of the work was going on. This was a labor of love for everyone involved. The architectural details were designed to showcase craftsmanship. We had very accomplished sub trades doing their best work, both for pride in what they do and because at some point, their trainees will be there as students, examining what they have done. The craftsmanship we saw was remarkable. Schmitt says the building is planned around social spaces to encourage interdisciplinary interaction. The great hall, with two dramatic seating pods floating overhead, welcomes the visitor into the building, and a terraced commons is an informal work space. A wide linear staircase connects the second, third, and fourth floors of classrooms, studios, and student amenities, with a generous landing at the third floor to encourage informal meetings and discussions. A cantilevered spiral stair then connects the fourth floor to the fifth faculty floor, giving it a unique identity. Brul says anyone who has preconceived notions of
what a trade school looks like will be surprised by what they find. There is daylight throughout the building. From the architecture to the open spaces, interactive space and showcasing of features. This is not a typical school in any way. LEED platinum With the future of building focused on green technologies and building materials, and with Algonquins own commitment to sustainability, McKinnon says green was a huge focus for ACCE, with a goal of achieving LEED Platinum. ACCE is a model of what a sustainable building should be. From the green roof (one of the largest in the area) to the biowall and all of the other sustainable components, ACCE not only showcases the technology so students can observe smart building systems at work, but it also gives them an opportunity to interact with the technology, and to look at the human factors - the impact of students on the building and the building on students. Andre Bogdanowicz, a principal with Goodkey Weedmark & Associates Ltd., responsible for mechanical and engineering services on the project, says all conceivable

options were considered to achieve LEED Platinum. The most exciting feature, he believes, is the extensive thermal and solar reclaims. All the heat with potential will be harvested and reused. Weve optimized energy conservation with R40 walls and triple glazed windows and the result is an environment where the boilers will be primarily nonoperational, even during winter daytime hours. Another interesting feature Bogdanowicz is proud of is the five-storey biowall, which not only decorates the building but will improve indoor air quality. The living wall is within the main air return for the building so air is purified as it passes through. It is filled with living plants constantly being irrigated so it is quite beautiful as well as functional. A huge proponent of green building, with one of their own buildings working towards achieving LEED Platinum status, Greenberg says he was delighted to be involved with this effort. The quality and airiness of the facility, and understanding its sustainability, make it an exiting venue for learning. Combine that with the new programming in place for the fall and you have a wonderful opportunity for students in all areas of the trades and design programs. Demark credits the college itself with much of the success of this project and its LEED goals, saying it took a champion to make this happen. Algonquin had the courage to push for a principle based design instead of a cost-based end result. They wanted the best they could get based on their budget, objectives, principles and programs. It is because of their leadership in this area that this building will be so special. A unique learning opportunity Brul says the ACCE construction presented a number of unique opportunities for everyone involved, but particular focus was paid to the students experience. Usually tenants are interested in a building as a shelter and whether it will serve their needs. Because of our function teaching about construction, there was an opportunity here for our students to be curious about how it was built and used. Besides offering a significant growth opportunity for the construction trades programming, Brul says the ACCE will make this a first choice destination for those interested in a career in construction. McKinnon says applied research involving both the students and industry, along with the layout of the facility will be key at ACCE and is all about delivering what industry representatives have told the College they want and need. Industry wants tighter, faster and more efficient systems. They want inter-disciplinary personnel with multiple skill sets. The notion of all trades together under one roof is a good start but there will also be opportunities created through the curriculum for collaborative and team based projects and research to further develop that thinking. Also responding to the times and technology, McKinnon says the new facility is digitally driven and responds to calls from industry to introduce students to the emerging hand-held tools of the trade. It all comes down to how construction will be done in the future and providing students with building information modelling and collaborative tools for construction. Along with all of the other changes, there have been significant changes in the programming offered through ACCE. We plan to launch a number of new programs including a Bachelor of Building Science, a four-year degree program with co-op opportunities. New and continuing students and experienced workers will benefit from many other programs at the graduate certificate level, apprenticeships, part-time study opportunities and second career offerings. McKinnon says new programming has been designed so students can make decisions to start with one program and then elevate their education through a whole suite of additional program options to help industry professionalize its workforce. John Dalziel, head of major construction for Algonquin, plex project. grc had the daunting role of developing the program to co-ordinate all of the skills required for the project, including ensuring many elements of the building were accessible to the students to become part of their learning experience. This project has key elements of things weve done before but more of them, says Cook. There was an added complexity because we were asking people to look ahead to share what was possible. It wasnt just about what we needed and following specific requirements, but about some imagining about what we could possibly develop to ensure future learning. Dalziel had responsibility to deliver the project from Algonquins end; a complex effort with the collaboration of the multiple elements. There was the ACCE project of course, but then there was also the pedestrian bridge and the light rail/ bus rapid transit (LRT/BRT) tunnel (the latter two were constructed on behalf of and with support from the City of Ottawa). We had a great project management team in MHPM Project Leaders and they were able to make it all come together. Support of the unions, there from the start, was also key in bringing this project to completion. William Taylor, senior principal with Morrison Hershfield said, As part of the Bridging and Compliance Consultant (BCC) Team, we were able to offer a diverse and wide range of engineering services. Though the pressure can be significant with such a high-profile project, Taylor says for everyone involved the team environment was excellent and the result is something the college, and students, will be proud of. We had teams throughout who were able to follow the vision of the college in creating a space to give the students a real state of the art and sustainable environment. Through the concept of a living building, the students will be engaged
Hugh Doyle of C&M Electric - electrical contractor for the ACCE project
says there will be many benefits to the new facility, including bringing all of the design disciplines together with the construction trades in a more real world environment. Construction Challenges met and overcome Constructed under very tight schedules just under two years - to meet funding mandates, Jurewicz says EllisDon needed to fast track construction methods, meaning construction commenced while the design was still on the table. The steel had to be up before winter so we had to design the building grid before we had the opportunity to speak with the users. This was a huge risk on such a com-

in their environment, participate in it and learn from it. Dalziel says the location of the site on Woodroffe Avenue and tied to transit, made for a lot of complex staging and safety and security concerns and must accommodate future development there. Initially the building is integrated with an interim at-grade bus transfer hub. Eventually, we expect the City will construct a permanent transit station to the south, which will connect the above-grade bus routes with the below-grade LRT/BRT transfer links. The ACCE has been designed to accommodate connections at the second floor level to this future transit development. The sites location may have presented some challenges, but Taylor says it also afforded many opportunities. The building is in a very visible location and has a very iconic look. Everyone involved, including Algonquin, realized we had an extraordinary opportunity. The proximity to the bus network provided an exciting opportunity for integration, and in doing so helped achieve sustainability objectives for the building. Bogdanowicz says the project has been challenging and unique in many ways. While facilities are usually designed with one global system, instead here, we incorporate many different systems to demonstrate the variety of options and provide the students with a unique learning experience. The concept of the living building experience redefines the relationship between the facility and its users and operators and, in this case, provides both passive and interactive learning opportunities. There will be a ceremonial route the students can use where they can see the equipment in action, get information about its operation and real time operating parameters, and see its functionality, Bogdanowicz says. Then there is a more interactive opportunity to play with the operating system and see the effects of changing set points through a parallel system modelling the changes they make. Eventually they will also be able to monitor and analyze operations. Bogdanowicz says the architecture is very unique and complex. Every wall has a different angle and a different meaning. There are things to look at and contemplate everywhere. Delcan Corporation co-ordinated all municipal engineering services for ACCE including site servicing, grading and draining, stormwater management and technical support services. Richard Telmosse, Delcans land development group manager, said one of the biggest technical challenges has been the interaction between the green roof and the stormwater management cistern, used for irrigation, storage and reuse. The LEED Platinum certification we required meant we had to look at how a green roof behaves and would interact with the system. We undertook a lot of online research and reviewed National Research Council (NRC) publications on engineering performance of rooftop gardens. We confirmed (design) assumptions with PhDs working for green roof system manufacturers. The projects LEED consultant, Halsall, ensured all of the LEED design requirements were being considered and met and that supporting LEED letter template documentation required for final certification was in place early on. We saved a lot of challenges by identifying the LEED issues early on and ensuring everyone was on the same design page. It was a total team effort, says Telmosse. As the projects electrical contractor, C&M Electric faced many challenges. President Ken Crawford says construction started well before the design was complete and so they were amending and redesigning as things moved along. The design was continually being changed or modified along the way, and we had to ensure these changes not only supported our requirements but also met LEED elements. C&M also had the responsibility to develop lighting controls, a distribution system and a solar array on the roof of the new facility systems students can see, touch and learn from. We incorporated a number of unique design elements into this facility I believe will allow students to obtain a better understanding of our industry and available technologies. Halsall was part of EllisDons design build team, providing structural engineering, and sustainability and green design management, as LEED consultants. Halsall principal Albert Celli says one of the projects biggest challenges poor soil conditions was resolved by pushing the ductility of the buildings five-storey steel structure. The site required deep foundations. We worked with the contractor to devise cost-effective construction methods and approaches to reduce foundation costs, design proper rock anchors to resist earthquakes, and for timeliness. The solution we came to was maximizing the inherent benefit of structural steel by implementing eccentrically braced vertical steel frames for high ductility. The structure has built in flexibility to accommodate future renovations and additions through long span roof trusses in the construction shops, designed to support hanging future floors. Other challenges included the green roofs design. The sloped green roof provided irrigation challenges and required analysis to ensure enough water would be provided to sustain the vegetation and minimize the draw on the cistern, says Celli. A new industry hub Besides showcasing building and green technologies, and the talent of the existing workforce in bringing this building to light, the ACCE will become a hub for industry. Weve created something to bring people to the college to bring the students and the industry together, explains Brul. While the ACCE is clearly important to the college and its students, Cook says it has a larger audience beyond its own doors. This building is important to both the community and the construction industry. The ground level will make this a hub for the industry, with space for meetings, events and displays. It will be welcoming to stakeholders

as part of the fundamental vision for the future of trades within the industry by providing a physical space to accommodate that connection. Community connection The City of Ottawa had a unique role in the development of the project, providing a strip of land to the college and tying in two vital municipal projects the construction of a 65 m. pedestrian bridge across Woodroffe and a 285 m. tunnel as the first phase of future transit development for Baseline Station. Elizabeth Murphy said the city entered into an agreement with the college to construct both of these on their behalf, by incorporating this work into the ACCE project as a combined design-build. The city provided a 100 per cent tenderready contract drawing and tender package to the college for incorporation into their design build contract under a cash allowance approach and then provided construction administration, support and expertise through a team of consultants. Combining all three of these projects into one provided a unique working opportunity for all parties and afforded measurable benefits in both cost control and scheduling to both sides, says Murphy. The tunnel is the first phase of our future Baseline Station development, which would have been very disruptive to students and more costly for the City if we had constructed them after the fact. The bridge satisfies an urgent need to provide pedestrians and transit users safe access in crossing six construction approaches. Murphy says the location of the site and time constraints provided many challenges to the project. With transit already operating there we had to complete one side of the tunnel and then build an access road under it to facilitate access to the other side. The tunnel is in difficult soil so we used cast in place walls, and then because of the timeliness, used grade beams and columns and pre-fabricated slabs for the roof to accelerate construction. The steel trusses for the pedestrian bridges had to meet two fixed elevations on either side of the street, had to have a minimum vertical clearance of 5.3 metres and had to meet accessibility criteria. Co-housed with the transit system, Brul says ACCE is an iconic building that will change the face of the Centrepointe community adjacent to it as well. Algonquin has always had a strong community in itself but we wanted to expand that notion to include the greater community. Connected as we are to the transit system and pedestrian walkways, we are now physically connected and the openness and visibility of our space and within our space, has the potential to connect us in other ways and invite people to see what were all about. Watson says with the ACCE project, plus the addition of a new archive building further down Woodroffe Avenue, a once desolate stretch of land is beginning to move towards its maturity. This is pretty much
lanes of busy traffic. The bridge, linking one side of Woodroffe to the other, is composed of prefabricated steel trusses resting on three columns (one on each side and one in the median) piled to bedrock. The tunnel, the largest infrastructure surface in the City to be waterproofed, is impressive. The tunnel is 285 m. long, 35 m. wide and 8.5 m .high. It is made up of 245 shoring piles and 865 foundation piles. The concrete walls use
8,500 cubic metres of concrete and the precast slabs 10,000 cubic metres of concrete. It has 1400 tons of reinforcing steel and 450 tie backs. Murphy says both the shoring walls and tie backs were left in place to save time on the schedule. Completed through funding from an infrastructure stimulus program, many phases of the project had to be completed within a very tight deadline, requiring accelerated and unique contract, design, tendering and
BuildGreen Solutions led an integrated design process (IDP) for Algonquin Colleges new Algonquin Centre for Construction Excellence (ACCE, currently under construction). This $70 million, leading-edge building will house the colleges programs in construction trades, interior design and architecture, and engineering and building sciences. Sustainability was one of the foremost objectives in the design and programming of this project: the building will be used for students as a living laboratory, to see, touch and experiment with different construction techniques and technologies. The design-builder, Ellis Don, has targeted LEED Platinum, using on-site renewable energy generation, a green roof, rainwater capture and reuse, sustainable materials choices and a variety of other green strategies.
OVG is proud to be the Curtainwall and Glazing contractor to the ACCE.

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the last large stretch of land to be serviced in the Nepean area. There are still many consultations to be had to determine where the area will go, but this is certainly a step towards that. Public reaction Set to open September 6th, ACCE is already drawing a great deal of attention. Provincial infrastructure minister Bob Chiarelli is pleased with the progress and completion of ACCE a project he has supported from its earliest conceptual stages. He says the new centre sets the example for environmental excellence. The building will be a teaching tool new graduates will come out with green building skills, he said. The curriculum has been converted from conventional to environmental, covering all environmental aspects of construction for the plumbing, electrical, carpentry and other trades. The ACCEs curriculum integration and environmental focus makes the project almost unique in Ontario. Watson says he saw, from the provincial level, the seamless transition and collaboration between all of the parties involved, right from the start. I havent seen this kind of collaboration in a long time. There was the City who had to be there with the land; the funding from both levels of government; the commitment of the private sector to be involved; and the working of the college in having the vision and working to bring it together. I wouldnt have worked if everyone hadnt been committed and invested. Watson calls the ACCE project a good ated for the students at Algonquin. This is not in any way a typical building. You just have to walk around to see there is something special about it. It is a wonderful space and will surely provide a unique learning environment. It will offer a tremendous advantage to the students, and benefit to the college. Crawford calls ACCE a milestone for the city and a solid investment in the future of the construction industry. In fact, he and many other industry members personally donated to the project. There is a growing interest in the trades and this facility will further promote that interest. Students will be drawn to the college as a learning environment and will benefit from having been here. Crawford commends the efforts of the entire team in meeting the deadline and going above and beyond to deliver such a grand final product. It took a huge commitment on the part of the owner, designers and builders to make this happen. Come September, when the doors open to the students, well be able to stand back and enjoy the benefits of our hard work, and feel great pride in what weve achieved. During his travels through the city, mayor Watson says he has watched the progress of the ACCE. I give a lot of credit to Bob Gillett and his team at Algonquin for their vision and dream. Week by week Ive been watching that vision become reality and it is very exciting for the city and for the students of Algonquin College.
case study on how a potentially expensive and complex project can get off the ground. It all started with the college and a really good story about why this project was needed. From there it was in everyones collective self-interest to get that vision from paper to reality. For now mayor Watson is pleased the community has achieved a safe crossing over a once tricky six-lane crossing, and that the trades will benefit from a state-of-the-art facility. The trades were previously in probably the oldest buildings on the campus. Now they have the best and most modern. This is a real commitment towards looking after the trades and the future of green building. In describing the new facilitys appearance, Cook reflected that while older campuses have a clear academic look, and some
of the newer can be confused for office towers, the ACCE stands out. Here you have a facility that portrays something unique. It speaks about engagement and visibility; it looks very much like a place where work happens. Telmosse says collaboration and co-operation, and the vision of Algonquin, were key to the success of this project. These type of projects stem from ownership and in this case Algonquin provided a prime example of championing LEED certification. Then there is the element of collaboration. In a more traditional setting where all of the different trades would have been siloed, this project would not have met the deadlines and would not be the exceptional building it is. Working in the industry Telmosse has a great appreciation for what they have cre-

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This months FEATURES

Enhancing the Success of Women in Construction

CaGBCs Canada House Pavilion

October 4-6, 2011

For more information, email eventinfo@cagbc.org or call 613-288-8072.

PAGE OCR 2 August 2011 The Ontario Construction Report

Provincial election: Near-silent summer to be followed by intense campaigning in September

When in Kingston, Contractors stay at First Canada Inns

Thurston: Third-party organizations interfering in electoral process

1 First Canada Avenue, Kingston, Ontario 613-541-1111 www.first-canada-inns.com first-canada-inns.com

The Ontario Construction Report August 2011 PAGE OCR 3

Helmets to Hardhats: Program to spur construction careers for veterans

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ONTARIO CONSTRUCTION REPORT NEWS BRIEFS

OTEL & LODGING

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www.Order Construction Documents Here.ca

OTEL & LODGING

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Please see page OCR 7

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Insurance and bonding

GCNA: Surety market faces challenges in tougher economy

Other insurance and bonding stories

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Sault Ste. Marie

Superior Heights Collegiate & Vocational School

Please see page OCR B2

SUPERIOR HEIGHTS SCHOOL PROJECT PARTICIPANTS

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We are proud to be part of the Superior Heights project.

Image courtesy: ZAS ARCHITECTS + INTERIORS

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E.P.O.H. Inc. architects

We are proud to be part of the Algoma Public Health project.

Commercial Industrial Institutional

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Algoma Public Health

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2011 ANNUAL GENERAL

September 15, 16 & 17, 2011

Dr. Susan Tighe

PAGE OCR B6 August 2011 The Ontario Construction Report

The Economic Developers Association of Canada (EDAC) is please to host

EDACs 2011 Professional Development Conference

Who should attend? (to name a few)

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The Construction Links Community is Growing!

Canadas Building Design & Repair Community

thearchitectlink.ca thecontractorlink.ca thedesignlink.ca theengineerlink.ca theequipmentlink.ca thegreenlink.ca thesafetylink.ca

PAGE OCR B8 August 2011 The Ontario Construction Report

Advertising Deadline September 9th Artwork due September 23rd.

For more information Call Chase at 905-228-1151, or email chase@cnrgp.com.

Stop by and see the Ontario Construction Report at Booth 1627

The Ontario Construction Report August 2011 PAGE OCR C1

Trisura Guarantee Insurance Company

An entrepreneurial success story

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The Ontario Construction Report August 2011 PAGE OCR C3