Wellington North OPP Detachment - Teviotdale

Transcription

www.cnrgp.com
DECEMBER 2013
Volume 14 No. 12
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This month’s FEATURES
Wellington-Dufferin-Guelph Public Health Headquarters .B1
Wellington North Ontario Provincial Police detachment .B2
New Hamilton Catholic elementary school unites
three communities in state-of-the art building . . . . . . . . .B5
www.cawic.ca
www.knightsinn.ca
Infrastructure renewal
focus for Ontario:
Contractor, architect collaborate to complete
$1.4 million Dundas Museum renovation . . . . . . . . . . . . B6
Cruickshank achieves “level best” with enviable
safety, innovation and employee engagement . . . . . . . . .B7
Interview: LDCA executive
director Dave Baxter
Page 2
Telling the stories behind
the health and safety stats
Page 4
Multi-year
investment plan
would add to
stability, growth
Page 3
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PAGE OCR 2 – DECEMBER 2013 – The Ontario Construction Report
Interview: LDCA executive director Dave Baxter
Association must be ready to reinvent itself to thrive in
the new procurement and demographic environment
STAFF WRITER –
The Ontario Construction Report
Dave Baxter has experienced challenges
and change in his first year as the London
and District Construction Association’s
(LDCA) executive director.
Mark Buckshon from Ontario
Construction Report invited him
to answer some questions in a
wide-ranging interview. Here
are his thoughts.
How would you describe
your first year in the job as
LDCA’s executive director?
It’s been very interesting. I
did not have a robust background in construction before
coming here. My career has
mainly been in technology-related industries, especially fibre optics. I was in Ottawa for example with JDS Uniphase, when
the meltdown came in 2001, we laid off
12,000 people . . .
I had a “first retirement” and began a
septic component distribution company
with a partner, who died. We sold off the
business, and moved on. In that same retirement period, I had a landscaping business, but I can’t say that I was an expert on
construction before taking this job.
What would you say have been
your greatest lessons learned in
your first year here?
There’s been many things I’ve learned.
I’m finding I’m having a challenge in establishing a value proposition for my members. We need to do a lot more work in
making sure that the LDCA is actually offering the types of services its members
want.
Next year, I have five retiring board
members. That’s unprecedented here. We
have an ageing population . . . and the reason some of the traditional members, the
long-time serving members, would have
joined the associations, are not the same
reasons that the younger association members necessarily value.
There’s truly a changing of the guard
going on. We’ve got to make sure that we
are offering the services the new generation
of members value. Otherwise, we’ll see declining membership over the next few
years.
What are these
changes?
Is it the decline of the
traditional plans room
in the electronic age?
The electronic plans
room is one of the big issues
– for associations it represents a significant part of the
revenue stream. Take that
away, and we’ll be scratching
our heads about where we
get the next dollar from.
The biggest challenge is the change in
the whole marketplace over the last few
years. In the past, as the local construction
association, you had great relationships
with local owners, the city or township you
operated in, which saw you as a local presence, (also with) colleges and universities
in town, you had great relationships with
people, and it was the automatic thing to do
when they had construction projects, to
send the plans to you.
That’s all changed now. We don’t work
just with the people who are responsible for
facilities, who are no longer buying construction services. Instead, construction is
being bought by central purchasing departments, but buying a school is not the same
as buying a school bus.
Large corporations like Merx and Biddingo are now offering a soup to nuts procurement environment, and local
construction associations have fallen behind the curve on this. If you talk to procurement departments for big public sector
organizations, they say ‘we cannot do
something that does one part of the puzzle,
we need to do it all on the one site.’
How can you address this
challenge?
In Ontario, the local construction asso-
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ciations have been focused on improving
and reinventing ourselves, with what used
to be the electronic plans room, and we’re
looking at providing an environment which
is really a procurement environment solution — we need to go beyond purely construction.
Several vendors are competing to offer
services to construction associations in this
aspect, such as Wadetech, Infinite Source
and Gradebeam. We need to define what
the needs are, and identify the software
companies that might come close to meeting these needs, and match these offerings
with our offerings.
Would you do this yourself,
or with other associations?
There’s 12 local construction associations in Ontario. Eleven are actively engaged in acquiring a new system. We are
close to figuring out which one we want,
but I couldn’t say it will be imminent that
we will decide. From the LDCA’s perspective this decision will be made in the next
four to six months.
I want to be clear that construction associations in Ontario are very independent.
It would be desirable and advantageous for
all the associations to pick the same software solution. That may or not be the case,
depending on the value each association
puts on the various features each system
has. There may be a feature, something like
mobile access, that may be very important
in London but not be important to the Thunder Bay association.
What about other initiatives besides
the software?
In the more general nature about providing services to members, having a golf tournament, hockey league and some affinity
programs and things like that are not necessarily going to be enough in the future to
satisfy the next generation of construction
company owners.
I think we really have to look at what we
need to do to continue to be relevant, and
come up with new ideas. For example, one
of the programs that the LDCA is working
on is to provide a benefits package (including) both general insurance and health coverage for members. This is the type of
program that will make our members stick
to the association, and would provide a real
reason for them to stay.
You’ve pulled out of the Council of
Ontario Construction Associations
(COCA). Do you think that will be
a permanent change?
The departure is sticking for now.
We’ve been outside of COCA for seven
months. We don’t see any compelling reasons to go back in. The College of Trades
is the reason we left, but there is nothing
overwhelming that COCA can do for us at
this time.
Just as I’m making the comment that the
LDCA has to be constantly reinventing itself to provide relevance to members,
COCA has to think about the same kind of
thing, being relevant to the members, and
that at this point in time, from my association’s perspective, COCA isn’t relevant to
what we are trying to do.
Can you describe the most
satisfying part of your work?
I didn’t know much about construction
contracting (at the start), but have learned a
lot over the last year. Part of this job is to
resolve disputes – contracting and payment
disputes and that sort of thing. About seven
of these have come across my desk since
I’ve come here. I think of all the many different tasks I deal with, resolution of these
conflicts are the most satisfying to me.
They are interesting to start with, and by
working through the association, members
also save money on legal fees – we are able
to sit down and talk about things without
getting a bunch of lawyers in the picture.
What do you see as your
priorities for the next year?
I want to resolve the procurement and
plans room situation, and see that it is resolved in conjunction with other LDCA
partners, and we establish a new path forward.
I would also like to see the association
is providing good solid value to our members. I think we can improve.
Also, I am hoping that through the electronic plans room initiative, that the local
associations can work to be a little less independent and a little more co-operative.
We are making progress in that regard, with
agreements with the Windsor and Grand
Valley Associations to benefit all members
of all the associations here in Southwestern
Ontario.
How about local initiatives
and your membership?
We have 700 members, which is a bit of
an improvement over last year. I would like
it to be quite a bit more. I think one answer
is to look beyond London to the district, in
the six surrounding counties including
Perth, Huron, Elgin, Middlesex, Norfolk
and Oxford. There are large numbers of
contractors in these areas who are not members of the association, and many of them
don’t even realize that the LDCA covers
their areas.
I think that these areas could provide
about 40 per cent of our membership, and
if that happened, our overall membership
would be more than 1,000.
Do you have some final words?
I learned in the technology industry
there is no such thing as a long term, which
would be five years. I tend to plan for the
shorter to medium term, no more than three
years out. Certainly it was a jarring experience when I experienced the feast and
then famine at JDS. I was there at a fairly
senior level. It was a great place to be. I
wouldn’t have missed the opportunity to be
part of that, but not everything goes on forever.
I think it is a good thing, and I think
everyone needs to learn that, in associations, not everything goes on forever. If
you don’t reinvent yourself and you don’t
remain relevant to your membership, you
might not be there in the future. I’m working to ensure that this reinvention takes
place with the LDCA.
The Ontario Construction Report – DECEMBER 2013 – PAGE OCR 3
Infrastructure renewal focus for Ontario
Multi-year investment plan would add to stability, growth
STAFF WRITER –
The Ontario Construction Report
The Construction and Design Alliance
of Ontario (CDAO) applauds the provincial
government for renewing its commitment
to rebuilding Ontario’s crumbling infrastructure.
“It is clear from Minister Sousa’s economic statement that infrastructure remains
a top priority in Ontario,” says CDAO chair
Clive Thurston. “We agree modern infrastructure is key to driving economic growth
in the province.”
To ensure Ontario’s economy continues
to provide the growth and opportunities that
Ontarians have come to enjoy, investment
must focus on both bringing core infrastructure up to current standards while putting in
place that which is needed to support
growth, says Thurston.
Core infrastructure includes such basics
as roads, bridges, public transportation,
water treatment and distribution, electrical
power and telecommunications infrastructure. Education and health care infrastructure, as well as municipal and provincial
service buildings would also fit the definition of ‘core’ as it directly improves economic competiveness and is required to
sustain life.
“Core infrastructure in Ontario suffers
from decades of underfunding and has left
a massive ‘deficit’ that must be addressed,”
says Thurston. Over the past decade municipalities have been forced to take on greater
responsibility for local infrastructure. In
many municipalities, especially those with
larger geographical areas and smaller taxpayer bases, it is absolutely impossible to
maintain infrastructure.
“It is key provincial and federal partners
invest in projects to slow the rate of decline
in our aging foundations,” says Thurston.
“CDAO is pleased to see new funding initiatives, through the Trillium Trust and
Green Bonds, will ensure dedicated dollars
are spent on infrastructure and will not be
lost in general revenue coffers.”
CDAO encourages the province to
adopt a long-term infrastructure project investment strategy to replace the current
practice of annual budget cycles. With a 10year capital plan in place, buyers of both
design and construction services, as well as
Ontario taxpayers, will realize cost savings
that arise from being able to plan business
operations beyond a 12-month window.
Quality, life-cycle costing and safety will
be enhanced as a result of more stable, better-planned budgets and schedules, as well
as a better trained and prepared workforce.
The introduction of a 10-year infrastruc-
ture planning horizon provides the opportunity to identify and bring to realization
one or more ‘Vision Projects’, the CDAO
says in a news release. “These are the projects of scope and significance that approaches iconic. These are the projects that
serve as legacies to the foresight and vision
of those who championed them. They are
projects that are impossible to plan or execute within the normal government planning and budgeting processes.”
“CDAO is committed to working with
the government for the betterment of all
Ontario residents,” the news release said.
CDAO members include the Association of Registered Interior Designers of Ontario (ARIDO), Building Industry and Land
Development Association (BILD), Consulting Engineers of Ontario (CEO), Mechanical Contractors Association of Ontario
(MCAO), Ontario Association of Architects
(OAA), Ontario Construction User Council
(OCUC), Ontario Electrical League (OEL),
Ontario General Contractors Association
(OGCA), Ontario Home Builders’ Association (OHBA), Ontario Road Builders’ Association (ORBA), Ontario Sewer and
Watermain Construction Association
(OSWCA), Professional Engineers Ontario
(PEO), Residential Construction Council of
Ontario, Residential and Civil Construction
Alliance of Ontario and the Surety Association of Canada.
Up-coming courses at the OGCA
Construction Law Course – Starting, Monday January 13, 2014
Mike Swartz- WeirFoulds LLP along with other professional speakers in the industry, presents this 30
hour Gold Seal course. This course covers key critical topics that are bound to arise on any given project.
It is designed to empower the industry professional with ability and confidence to protect themselves
and guard against work delays and stoppages.
Planning, Scheduling and Control of Construction Projects
- Starting, Tuesday January 14, 2014
This course is designed to provide learners with the knowledge and skills necessary to effectively lead and
manage a construction project with the focus on planning, scheduling, and control. Effectively planning, scheduling, and controlling a construction project, is the difference between being on time, or behind time; making money or losing money; being stressed-out or stress-free. This course will provide
you with the fundamental skills and knowledge required to successfully plan, schedule, and most importantly control simple to complex construction projects. Tom Stephenson – Professor – George Brown
College will be presenting this course.
Microsoft Project Course
– Tuesday March, 4 and Wednesday March 5, 2014
ON-SITE
ONLY
This course will show you how to plan, monitor, and schedule projects using resources such as people,
equipment, time, and money. It will provide you with the skills to effectively track and analyze projects
with a better understanding of the schedule and impact of changes.
Here are what others who took the course have to say:
“Before entering this course I had never used project, now I feel confident in my ability to perform”
Site Administrator
“Excellent instructor - this course met all my expectations” Superintendent
“Would definitely recommend to others” Project Manager
Management of Projects – Concept to Occupancy!
Starting, Tuesday April, 1, 2014
ON-SITE
ONLY
More than 40 hours of direct instruction by distinguished leaders from the industry, who will take you
from Concept to Occupancy! The purpose of this course, is to discuss current project management
practices throughout all phases in the development of a building project. Emphasis is given to the practical application of current project management issues during the tendering and construction phases of a
project. The course is addressed to an audience that is experienced with construction and/or acquainted
with management principles who is looking to improve their skills for more effective project management. The perspective taken will be a non partisan or unbiased view of project management issues.
The OGCA believes in supporting the
goals of our members by offering various
educational programs designed
specifically for the construction industry.
For more information on these
courses and upcoming courses/
webinars please visit our website at
www.ogca.ca
or contact Julie Burke
Email: [email protected] or 905-671-3969
Telling the stories behind the health and safety stats
SUSAN HALDANE
– Special to The Ontario Construction Report
Bill Stunt, a member of the Threads of Life
speakers bureau, tells the story of his son Karl
When Deb Henhoeffer of Waterloo-based
Melloul-Blamey Construction was planning
the company’s annual health and safety meeting last spring, she knew she wanted something memorable – a way to refresh health and
safety for a group of experienced employees
who have had all the training and sat through
countless safety meetings.
Melloul-Blamey is a general contracting
firm tackling institutional, recreational, industrial and multi-unit residential projects of all
sizes. The company emphasizes safety in its
employees’ work and home lives. Henhoeffer,
the health and safety coordinator, brought a
speaker from Threads of Life to talk to
roughly100 workers.
At that safety meeting in June, the speaker
told the story of her brother, who died after a
catastrophic injury while working on a construction site. She talked about how much she
missed her brother, and how his death affected
her and her family. And she urged the employees to work safely to protect their own families
from having to live through this devastating
experience.
At the end, Henhoeffer said, some workers
had tears in their eyes, and the speaker received a standing ovation. Melloul-Blamey
believes her presentation had a lasting impact
on its workforce, by providing them with fresh
motivation to work safely.
“When I first found out the speaker was so
young I wondered - How can she have any life
experience to talk to 100 construction workers?” Henhoeffer said. “Will my guys respect
her and listen? Well, she is an inspiring young
lady. I felt her pain and the pain of her family.
She kept everyone engaged with every word
she said. I have never seen so many men (and
a few women) so quiet. You could hear a pin
drop. She impacted their lives more than they
were expecting.”
Threads of Life supports family members
who have experienced a workplace tragedy –
a fatality, a life-altering injury or an occupational disease. Some of these family members
go on to become members of the Threads of
Life speakers bureau, as a way to promote
health and safety by telling their own story.
These volunteer speakers – more than 60
across Canada – tell the real stories behind the
health and safety stats. They bring home the
devastating impact a workplace tragedy has on
families, co-workers, and the community.
Threads of Life speakers have made
presentations to conference audiences of
400 people, and to safety meetings of a
dozen. For more information about the
speakers bureau or to book a speaker for
your own health and safety event, visit
www.threadsoflife.ca/speakersbureau or call
(888) 567-9490. Susan Haldane is
the Threads of Life program manager,
marketing and communications.
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Contact: Norma DiBattista
Comfort Inn Guelph
480 Silvercreek Parkway
Guelph, ON, N1H 7R5
T. 519-763-1900
Contact: Teresa Dodd
www.comfortinnmidland.com
Knights Inn - Arnprior
175 Daniel Street South
Arnprior, ON K7S 2L9
Tel: (613) 623-4271
Fax: (613) 623-4396
www.knightsinn.ca
Knights Inn - Midland
751 Yonge Street
Midland, ON L4R 2E1
Tel: (705) 526-2219
Fax: (705) 526-1346
www.knightsinn.ca
Knights Inn - Bracebridge
400 Manitoba Street
Bracebridge, ON P1L 1S2
Tel: (705) 645-8755
Fax: (705) 646-0548
www.knightsinn.ca
Knights Inn - By The Falls
6276 Main Street
Niagara Falls, ON L2G 6A4
Tel: (905) 358-8136
Fax: (905) 358-9195
www.knightsinn.ca
Knights Inn - Flesherton
774107 Highway 10 South
Flesherton, ON N0C 1E0
Tel: (519) 924-3300
Fax: (519) 924-1849
www.knightsinn.ca
Knights Inn - Lundy’s Lane
7701 Lundy’s Lane
Niagara Falls, ON L2H 1H3
Tel: (905) 356-4646
Fax: (905) 356-9373
www.knightsinn.ca
Knights Inn – Kemptville
4022 County Road #43 E
Kemptville, ON K0G 1J0
Tel: (613) 258-5939
Fax: (613) 258-1315
www.knightsinn.ca
Knights Inn - Orillia
450 West Street South
Orillia, ON L3V 5H3
Tel: (705) 325-7846
Fax: (705) 325-5997
www.knightsinn.ca
Knights Inn - Kingston
1155 Princess Street
Kingston, ON K7M 3E1
Tel: (613) 546-4285
Fax: (613) 546-0965
www.knightsinn.ca
Knights Inn - Oshawa
695 King Street East
Oshawa, ON L1H 1G8
Tel: (905) 436-1020
Fax: (905) 436-7301
www.knightsinn.ca
Knights Inn - Kitchener
1455 Weber Street East
Kitchener, ON N2A 1A5
Tel: (519) 893-6641
Fax: (519) 893-9371
www.knightsinn.ca
Knights Inn - Owen Sound
672 Tenth Street West
Owen Sound, ON N4K 3R9
Tel: (519) 372-2929
Fax: (519) 370-0608
www.knightsinn.ca
Knights Inn - Kincardine
1111 Sutton Street
Kincardine, ON N2Z 2C5
Tel: (519) 396-5454
Fax: (519) 396-4399
www. knightsinn.ca
Knights Inn – Parry Sound
72 James Street
Parry Sound, ON P2A 1T5
Tel: (705) 746-7666
Fax: (705) 746-9587
www.knightsinn.ca
Knights Inn - Lindsay
2862 Highway 35 South
Lindsay, ON K9V 4R4
Tel: (705) 324-3213
Fax: (705) 324-9121
www.knightsinn.ca
Knights Inn - Toronto
117 Pembroke Street
Toronto, ON M5A 2N9
Tel: (416) 925-8456
Fax: (647) 438-8381
www.knightsinn.ca
Knights Inn
– London Downtown
186 York Street
London, ON N6A 1C7
Tel: (519) 963-2288
Fax: (519) 438-8689
www.knightsinn.ca
SASKATCHEWAN
Knights Inn - Moose Jaw
45 Service Road North,
PO Box 7
Moose Jaw, SK S6H 4N7
Tel: (306) 692-0647
Fax: (306) 692-0662
www.knightsinn.ca
Knights Inn – London Airport
1739 Dundas Street E
London, ON N5W 3E3
Tel: (519) 451-5840
Fax: (519) 452-3176
www.knightsinn.ca
Econo Lodge Orillia
265 Memorial Avenue
Orillia, ON L3V 5X8
1-877-326-6534
Comfort Inn & Suites
– Barrie
Tel: 705 721-1122
Crew Rate starting from $69.99
210 Essa Road, Barrie,
Ontario L4N 3L1
Contact: Heather Westover
[email protected]
Knights Inn - Regina
1009 Albert Street
Regina, SK S4R 2P9
Tel: (306) 525-3737
Fax: (306) 525-5548
www.knightsinn.ca
Comfort Hotel & Suites
Peterborough
Tel: 705-740 7000
1209 Lansdowne Street West
Peterborough, Ontario K9J 7M2
Contact: Shannon Cavanagh
[email protected]
Comfort Inn – Midland
ON
2010 Gold Award Winner
980 King Street, Midland, ON
Tel: (705) 526-2090
Fax: (705) 526-0419
email: [email protected]
Highwayman Inn &
Conference Centre - Orillia
Phone : 705-326-7343
201 Woodside Drive
Orillia, Ontario L3V 6T4
Contact: Jill Shipp
www.highwaymaninn.com
[email protected]
For reservations
across Canada:
www.igohojo.ca
1-800-446-4656 or
1-800-I-Go-HoJo
Howard Johnson Hotel — Kitchener
Special 15% discount
1333 Weber St. East,
Kitchener, ON N2A 1C2
Tel: 519-893-1234
Fax: 519-893-2100
www.howardjohnsonkitchener.com
Howard Johnson Inn – Fort Erie
139 Garrison Road, Fort Erie, ON
Phone: 905-871-7777
Fax: 905-871-2297
[email protected]
Howard Johnson Inn – Hamilton, ON
Crew rates starting at $50.00*
Phone: 905 575 9666
[email protected]
(*Some restrictions apply)
(2) Bdrm. Suites with Kitchenettes
Continental Breakfast Included
From: $45.00 nightly
__________________________
TORONTO
1760 Finch Ave. E
KING CITY
13980 Dufferin St.
TORONTO EAST
940 Progress Ave.
OSHAWA
1910 Simcoe St. North
KITCHENER
99 Conestoga College Blvd.
HAMILTON
245 Fennell Ave. West
NIAGARA ON THE LAKE
137 Taylor Rd.
WELLAND
555 First Ave.
OTTAWA
201 Main St.
BRAMPTON
7897 McLaughlin Rd.
OAKVILLE
1410 Trafalgar Rd
WINDSOR
3995 Geraedts Dr.
SUDBURY
1400 Barrydowne Rd.
NORTH BAY
100 College Dr.
____________________________
On Campus Accommodations
Offered at Great Rates
Toll Free: 877-225-8664
www.stayrcc.com
* Availability, rates and amenities vary by location
Howard Johnson Hotel
– Ridgetown Chatham, Ontario
21198 Victoria Road, N0P 2C0
Tel: 519-674-5454
Fax: 519-674-1061
http://www.hojoridgetown.com
Howard Johnson
Plaza Hotel – Windsor
2530 Ouellette Avenue,
Windsor, ON N8X 1L7
Contact: George Chifor
Tel: 519-966-1860
Toll-Free: 1-800-265-5021
Fax: 519-966-6619
Quality Inn Airport West
Tel: 905-890-1200
Fax: 905-890-5183
50 Britannia Road East,
Mississauga, Ontario L4Z 2G2
www.qualityinnairportwest.com
[email protected]
Staybridge Suites Oakville
2511 Wyecroft Road
Oakville, ON L6L 6P8
Phone: 905-847-2600
Fax: 905-847-2695
Travelodge Ottawa East
1486 Innes Road, Ottawa,
Ontario K1B 3V5
Phone: 613-745-1133
Promo Code: LSOD = $79.99
E-Mail: [email protected]
www.ottawatravelodge.com
Peachtree Inn
1187 Princess Street.
Kingston, Ontario K7M 3E1
Tel: 800-706-0698
Tel: 613-546-4411
Contact: Melissa Shanks
www.peachtreeinn.net
[email protected]
[email protected]
For more information,
you can email
Chase at [email protected],
or Tim Lawlor at
[email protected] or
phone 888-432-3555.
Infrastructure Ontario’s market update:
11 significant new projects added to AFP tally
In November, Infrastructure Ontario (IO)
published a market update with an open letter from president and CEO Bert Clark.
Here is Clark’s letter, with minor edits to
conform with Ontario Construction Report’s
style guide.
Dear Colleagues:
Infrastructure Ontario (IO) continues to
partner with the private sector to deliver better public services and renew important public infrastructure.
The Fall 2013 Market Update confirms
the government’s plan to proceed with 11
significant new Alternative Financing and
Procurement (AFP) infrastructure projects
and other real estate projects delivered by
IO. This is in addition to projects that are
currently in the planning and procurement
stages. It is estimated that these projects
support more than 18,000 jobs on average
each year over the next seven years in construction and supply chain industries across
the province.
The infrastructure projects and real estate
initiatives in this market update will make a
real contribution to the Ontario economy.
This means more economic opportunities for
businesses — big, medium and small — and
better public services for all Ontarians.
Ontario continues to be a leading jurisdiction for AFP projects and the government
of Ontario continues to demonstrate confidence in IO’s ability to deliver valuable public infrastructure assets. IO will deliver
planned projects and additional new projects, particularly high-priority provincial and
municipal transportation projects.
Over the next several years, IO will play
a much larger role in civil infrastructure
projects in partnership with the Ministry of
Transportation, Metrolinx and other public
sector partners. IO and Metrolinx intend to
move forward with rapid transit projects beginning with the Eglinton Crosstown. On select large and complex transit projects with
significant scope and risk that require integrated systems, such as Eglinton Crosstown,
IO and Metrolinx will explore ways to enhance the AFP model to increase apprenticeships, further improve health and safety and
continue to enable companies of various
sizes to compete and participate in AFP projects.
IO and Metrolinx will also collaborate on
other projects such as the Sheppard East and
Finch West LRT projects. IO will work with
Metrolinx to determine the appropriate AFP
delivery model for GO Transit parking structures and a number of grade separation projects, and also work to advance other selected
transit-oriented development opportunities.
IO will also work with the Ministry of Trans-
portation to determine the appropriate AFP
delivery model for the extension of Highway
427 which was announced in (the 2013
provincial budget).
Building on the successful track record
in social and civil projects, IO is also beginning to work in new sectors. This is consistent with the recommendations of the
Drummond Commission and the Jobs and
Prosperity Council. For example, IO will
work with the Ministry of Energy and Hydro
One on the Northwest Transmission Line.
Investment in postsecondary education
infrastructure is important, and based on
progress on the Humber College and Sheridan College projects, IO will move forward
in partnership with the Ministry of Training,
Colleges and Universities and Seneca College to expand learning facilities using the
AFP delivery model.
–––––––––––––––––––––––
Please see page OCR 8
Infrastructure Ontario Market Update List of Projects Fall 2013
Project**
Model
Issue RFQ
Issue RFP
Location
$X
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
St. Michael’s Hospital – Patient Care Tower
DBF
December 2012
August 2013
Toronto
C*
Sheridan
College – Phase 2 Mississauga Campus Expansion
DBF
January 2013
October 2013
Mississauga
F*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Union
Station Tourist Information Centre
DBB
N/A
October 2013
Toronto
G*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
ErinoakKids Centre for Treatment and Development
DBF
January 2013
October 2013
Multiple locations (GTA)
E*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Eglinton Crosstown**
DBFM
January 2013
Fall 2013*
Toronto
A*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Highway 407 East – Phase 2
DBFM
March 2013
Fall 2013*
Durham Region
A*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Joseph
Brant Hospital - Redevelopment Project – Phase 1
DBF
April 2013
Winter 2014*
Burlington
C*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Hawkesbury
and District General Hospital Redevelopment
BF
May 2013
Fall 2013*
Hawkesbury
E*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Trillium
Health Partners Credit Valley Hospital – Priority Areas Redevelopment/Expansion
BF
June 2013
Winter 2014*
Mississauga
E*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Cambridge Memorial Hospital - Main Capital Redevelopment Project
BF
June 2013
Fall 2013*
Cambridge
D*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Casey House Hospice - New Replacement Facility
BF
August 2013
Winter 2014*
Toronto
G*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Halton
Healthcare Services – Milton District Hospital Redevelopment
DBFM
September 2013
Winter 2014*
Milton
C*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
University
of Ottawa Heart Institute – Cardiac Life Support Services
BF
September 2013
Winter 2014*
Ottawa
C*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Ontario Place Waterfront Park and Trail
TBD*
N/A
Winter 2014*
Toronto
H*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
LCBO
Headquarters Land Disposition
D/R*
N/A
Spring 2014*
Toronto
C*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Real Estate Project Management Service Provider Contract
SO*
N/A
Spring 2014*
Province-wide
B*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Mackenzie
Health – New Vaughan Hospital
DBFM*
Winter 2014*
Summer 2014*
Vaughan
A*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Finch
LRT
DBFM*
Spring 2014*
Fall 2014*
Toronto
A*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Groves Memorial Community Hospital – Replacement Hospital Project
DBF*
Summer 2014*
Fall 2014*
Fergus
F*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
William
Osler Health System – Etobicoke General Hospital – Phase 1 Patient Tower
DBFM*
Spring 2014*
Winter 2015*
Etobicoke
C*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
St. Thomas Elgin General Hospital – Emergency, Ambulatory and Mental Health Project
BF*
Fall 2014*
Winter 2015*
St. Thomas
F*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Centre for Addiction and Mental Health – Phase 1C
DBFM*
Winter 2015*
Summer 2015*
Toronto
H*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Toronto
East General Hospital – Phase 1 New Patient Care Tower
DBF*
Spring 2015*
Fall 2015*
Toronto
H*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Brockville
General Hospital –Mental Health, Complex Continuing Care and Rehabilitation – Phase 2
BF*
Spring 2015*
Fall 2015*
Brockville
E*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Orleans Family Health Hub
BF*
Summer 2015*
Fall 2015*
Ottawa
H*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
West Park Healthcare Centre – Replacement Patient Care Building and Renovation of Main Building
DBFM*
Summer 2015*
Fall 2015*
Toronto
H*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Sheppard
LRT
DBFM*
Summer 2015*
Winter 2016*
Toronto
A*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Seneca College – King Campus Expansion
DBF*
TBD*
TBD*
King City
F*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Hotel
Dieu Grace Hospital, Windsor, Angioplasty and Ambulatory Care Expansion
BF*
TBD*
TBD*
Windsor
F*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Mount
Sinai Hospital – Surgery / Critical Care / Emergency Room Redevelopment – Phase 3A
BF*
TBD*
TBD*
Toronto
H*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Highway 427 Extension**
TBD*
TBD*
TBD*
York Region
H*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
VIVA
Gold Bus Rapid Transit**
DBF*
TBD*
TBD*
York Region
C*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
GO
Parking Structures**
TBD*
TBD*
TBD*
Multiple locations
H*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
GO Port Credit Station Development**
TBD*
TBD*
TBD*
Mississauga
H*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
GO
Transit corridor improvements**
TBD*
TBD*
TBD*
Multiple locations
H*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Metrolinx grade separation**
TBD*
TBD*
TBD*
Multiple locations
H*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Northwest Transmission Line**
TBD*
TBD*
TBD*
North
H*
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Notes:
* Model types, dates and costs are subject to final approvals
** Projects and/or IO/AFP delivery subject to approval by Treasury Board / Management Board of Cabinet
Model Definition:
BF – Alternative Financing and Procurement Build Finance
DBB – Design Bid Build
DBF – Alternative Financing and Procurement Design Build Finance
DBFM – Alternative Financing and Procurement Design Build Finance Maintain
D/R – Disposition / Redevelopment
SO – Services Outsourcing
TBD – To be determined
Estimated Project Cost Order of Magnitude Definition:
For DBB model projects, the estimate is based on construction costs.
For AFP projects, the estimate is based on construction costs for BF models
and estimated design and construction costs for DBF and DBFM models.
For D/R and SO models, the estimate is based on transaction value.
A – Greater than $1B
B – Between $500M and $1B
C – Between $200M and $499M
D – Between $150M and $199M
E – Between $100M and $149M
F – Less than $100M (>$50M)
G – Less than $50M
H – To be determined
Market update
Continued from page OCR7
–––––––––––––––––––––––
IO will continue to be a leader in the development of hospital infrastructure in Ontario. As planned, projects will continue to
move forward including Burlington’s
Joseph Brant Hospital, Cambridge Memorial Hospital and the University of Ottawa
Heart Institute.
Our outlook for the future builds on recent progress. We have moved ahead on the
procurement of a number of major projects
including St. Michael’s Hospital. We also
recently reached financial close on the Ottawa LRT Confederation Line including
Highway 417. We are making excellent
progress on projects under development
such as Humber River Regional Hospital
and the 2015 Pan/Parapan American Games
Athletes’ Village and major venues. We
have reached completion on a number of
key projects: Bridgepoint Health, Niagara
Health System, Waterloo Region Courthouse and the OPP modernization project.
IO will continue to revitalize important
assets such as the urban park and waterfront
trail at Ontario Place and maximize the
value of assets such as the LCBO Headquarters. Also, IO will continue to implement the vision for the Seaton Lands in
Durham region. New approaches to Ontario
Place in Toronto and the OPG Lakeview
site in Mississauga will be pursued with
local partners as well as the private sector.
As the government continues to rationalize its real estate footprint, IO will move
forward with new procurements for real estate project management services as well as
long-term retrofit or energy service initiatives. These opportunities represent an ongoing commitment to make the most of
government real estate assets in partnership
with the private sector, all the while safeguarding the public interest.
IO will continue to serve as a centre of
excellence regarding the AFP delivery
model and share information about the
made-in-Ontario approach. Studies by the
Conference Board of Canada suggest that
IO is a leader in delivering public investment with the private sector. IO has received delegations from more than 30
countries and has been sought as an expert
advisor by the National Governors Association in the United States. All of this supports opportunities for Ontario-based
companies to do more business in markets
outside of Ontario.
I believe that there is significant opportunity for IO to drive innovation and
demonstrate continuous improvement in
partnership with you. IO remains committed to building public infrastructure and delivering better public services that are the
backbone of a stronger economy.
Sincerely,
Bert Clark, president and CEO
Infrastructure Ontario
The Ontario Construction Report – DECEMBER 2013 – PAGE OCR B1
ECONOMIC DEVELOPMENT AND CONSTRUCTION
Wellington-Dufferin-Guelph Public Health Headquarters
Buttcon builds $24.4 million two-site project, designed by +VG Architects
STAFF WRITER –
The Ontario Construction Report Special Feature
The Wellington-Dufferin-Guelph region’s new $24.4 million public health
headquarters in Guelph, along with an Orangeville satellite location, will be completed next spring.
Both buildings have been designed by
+VG Architects and are being constructed
by Buttcon Ltd. The project is expected to
be completed in April, 2014.
Buttcon project manager Christopher
Guerra says the buildings are being completed under a construction management
model that allows for transparency, value
engineering, design flexibility and quicker
construction turn around.
“It has been my experience that, unlike
lump sum projects which typically take
longer to fully design and develop the project, obtain all required municipal permits
and fully tender and award sub trades prior
to commencing with onsite construction,
the construction management model allows
these phases of design development, permitting, construction drawing issuance and
subcontractor award to be quickly expedited to allow for some overlap allowing
these phases to occur in sequence with onsite construction progress,” Guerra said. He
added that from foundation works to interior finishes, the process allows the sequencing of all aspects of construction,
which typically results in improved construction turnaround time.
The 50,000 sq. ft. headquarters in
Guelph will bring together the unit’s approximately 200 staff currently working
throughout the region in leased sites. It is
located close to public transit. The amalgamation and improved accessibility will support the unit’s clinics, health protection and
promotion efforts.
Meanwhile, the Orangeville regional
centre for Dufferin County includes 31,240
sq. ft. of new construction between existing
historic buildings.
Anita Maletic, project manager with
+VG Architects, says both buildings have
been designed to be high quality with low
operation and maintenance costs. “Calm,
inviting and durable finishes were selected
for longevity, ease of maintenance and a
healthy environment.”
She says accessibility factored in as a
key design requirement. Flexibility for future use has been built in through movable
partitions between offices, folding walls
and furniture that will allow the office space
to be adapted and modified as needed.
Maletic says the Guelph structure has a
“transparent design allowing light to go
deep within the building.” This effect is
achieved through an insulated curtain wall
system and a large skylight over a twostorey fenestrated atrium.
“The atrium is clad with wood on walls
and on the ceiling for a warm and inviting
atmosphere,” she said. “Owen Sound
Ledgerock and corrugated aluminum siding
balance the curtain wall and aluminum
composite panels so there are rough and
smooth surfaces both inside and out.”
While in many cases harsh winter can
be blamed for construction delays, in this
case Guerra says that last year’s mild winter
weather, that resulted in rapidly fluctuating
mild to freezing temperatures with above
average precipitation, made excavation and
foundation work a challenge.
“On the Guelph site we were able to
work around this by directing onsite surface
water away from the building excavation
site by exaggerating surface grades and directing the water to onsite swales that led
to stormwater management ponds,” he said.
“When completing the footing and foundation works, we completed both foundation
footings and foundation walls to progress
together as opposed to separate as we
needed to take advantage of the days that
we were able to cast concrete.”
The construction team has prepared for
winter this year by expediting installation
of the parking asphalt’s base coat, providing
protection to the subgrade parking granular
material and allowing for a clean undisturbed work surface for the sub trades requiring access around the building.
“By doing this we not only protect the
asphalt subgrade, we direct all surface
water runoff to catch basins and prevent this
water from penetrating within the parking
granular that would freeze and result in
frost heaving of the asphalt,” Guerra said.
Guerra said any deficiencies will be corrected in spring before the final asphalt top
coat is laid, providing a clean, newly paved
parking area just in time for the building’s
grand opening.
Maletic says the Orangeville site uses
natural wood and reclaimed brick accent
walls from the original building on the site
to blend in to the historic character of the
block. “Calming and ‘zen’-like finishes will
make up the interior to give it a more modern feel once people get inside.”
Here, winter weather was not a factor
as in Guelph.
“Our main challenges in Orangeville
were site logistics, remediation of contaminated soil within the building footprint, followed by structural reinforcing of
neighbouring foundation walls to allow for
shoring and excavation to occur.”
The downtown Orangeville site is close
to neighbouring buildings on two sides and
a main city street on the other, leaving only
one side for access. The team had to fine
tune co-ordination to allow for the exit,
entry installation and storage of materials
without disturbing the construction flow. “It
is a very confined site, and this posed on-
going challenges for us throughout the
course of construction, however we were
able to make it work.”
Other challenges were experienced as
construction started. The contractor discovered contaminated soils within the building
footprint that needed to be remediated, a
challenging process because of the close
proximity of adjacent foundations that were
more than a century old.
“This next step involved the structural
reinforcement of the adjacent foundation in
order for us to drill and install our concrete
foundation caissons,” Guerra said. “To
complete this we exposed the neighbouring
foundation in sections and backfilling with
lean mix.”
Guerra said once the entire length of
wall had been backfilled with lean mix, and
the neighbouring wall stabilized, the team
drilled through this lean mix for installation
of the foundation caissons that went to a
depth of 5 m.
Once we were “out of the ground,”
Guerra says both projects proceeded as anticipated and as planned per schedule.
“Currently we are in the same situation
as many other constructors this time of year
in that we are putting much emphasis and
effort into enclosing both buildings and getting them weather tight before winter so
that we can begin to heat the buildings to
allow for interior works to progress.”
The Guelph building has been designed
to offer public services including vaccination, dental, tuberculosis, parent education
and other health-focused resources on the
main floor, which will also have a reception
area and an atrium running the building’s
length. Staff offices will be on upper floors.
Energy efficiencies include an internal
water source heat pump system, heat recovery, efficient water and lighting, occupancy
sensors, photocell control of exterior lighting and plug load controls in office areas.
Wellington-Dufferin-Guelph Public
Health is the thirteenth-largest of 36 Ontario health units. It serves more than
270,000 residents in a 4,100 sq. km. region.
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PAGE OCR B2 – DECEMBER 2013 – The Ontario Construction Report
Wellington North Ontario Provincial Police Detachment – Teviotdale
Architects design $7.5 million project to meet rural county’s requirements
STAFF WRITER – The Ontario Construction Report Special Feature
The village of Teviotdale will soon be home to a stateof-the-art $7.5 million Ontario Provincial Police (OPP) detachment, replacing one in Palmerston.
The 18,600 sq. ft. building has been designed by +VG
Architects and is being constructed by Collaborative Structures Ltd.
The site, a former sports field, offered the opportunity to
reflect the community’s rural feel and location. +VG Architects associate partner Travis Forrest says the sprawling
building reflects the region, taking advantage of abundant
land.
“The building is comprised of natural stone, aluminum
and glass and the roof is a metal shingle,” he said. “The look
is very much a rural feel. There is even a hitching post in the
parking lot according to the region’s bylaws (to support the
strong Mennonite community, many of who still travel by
horse and buggy).”
iSPAN Systems won the contract to provide the design,
supply, and erection of the light steel frame structure, which
in this case provided the main gravity and lateral load resistance for the building.
President Mike Strickland says this construction method
has advantages over typical masonry and concrete projects
–––––––––––––––––––––––
Please see page OCR B3
Wellington North Ontario
Provincial Police Detachment
Continued from page OCRB2
–––––––––––––––––––––––
because light steel framing is quick to put up, as many pieces
are pre-fabricated, it is light weight, highly consistent, it uses
a smaller footprint and is not subject to weather issues. “It
took us about six weeks to substantially erect the structure
and this was a complex site to work on.”
Strickland said the steel frame design supports sustainable
construction because steel pieces made of more than 90 per
cent recycled material, are cut to length so there is little waste
and because it supports the use of local trades.
“A lot of construction materials require specialized
skills,” he said. “Light steel construction though is similar
to residential work so more local trades can be used.”
While typically insufficient trades people have been a barrier to the usage of light steel framing, Strickland noted that
iSPAN has invested heavily in technology and has created
its own unique steel products that have been specially designed for easy implementation on site. Strickland cited a
150,000 sq. ft. project in Burlington where they are using
steel joists with wood construction, an integration otherwise
unheard of.
iSpan provides on-site technical support and training, enabling trades to walk away with additional knowledge and
skill to support their work on other projects.
Forrest says this is the fourth OPP detachment +VG has
designed, but is the first to use light steel frame construction.
However, the design model will be replicated to some extent
in a planned new Pembroke detachment. “This design is
unique but reflects all of the program requirements standard
in all of the detachments.”
The building includes a community briefing room with
the capability to be transformed into a county emergency op–––––––––––––––––––––––
Please see page OCR B4
Wellington North Ontario
Provincial Police Detachment
–––––––––––––––––––––––––––––––––
erations centre. Forrest says there is an
over-sized foundation and seismic restraints have been installed to support the
building’s mechanical and electrical systems. The building is fully equipped with
back-up power generation.
The detachment has been constructed to
Wellington County’s Green Legacy Build-
ing Standards with rainwater harvesting,
stormwater management and overall energy efficiencies. “As a rural location we
also had to install a septic field and underground cisterns for firewater,” Forrest said.
The building will be turned over to the
OPP in January to begin commissioning
and testing systems.
“Once everything is ready, on a pre-set
day in February, the officers will leave
work in the morning from one location and
return to the new location at the end of the
day and that will be the transition,” he said.
We are proud to be part of
the new Wellington-DufferinGuelph Public Health
headquarters project in Guelph.
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New Hamilton Catholic elementary school unites
three communities in state-of-the art building
STAFF WRITER –
Hamilton’s new St. Ann Catholic Elementary School will unite three distinct
school communities in a state-of-the art
building.
Collaborative Structures Ltd. (CSL) is
building the $9.6 million, 62,500 sq. ft.
school designed by Sam Esposto Architect
Inc. Following a school board trend, the
new school will replace three existing
schools, bringing the three formerly distinct
communities together under one roof.
Architect Sam Esposto says the new
school has been repositioned on the site of
the now-demolished original St. Ann school
to make better use of available playground
space and to bring the school closer to the
main street, following the trend to connect
schools with communities.
The school is sited between two
churches in a well-established neighbourhood. “In designing the school we wanted
to respect the history of the churches, one
of which is more than 100 years old,” Esposto said. “The school uses stone in similar colours to this church but in a modern
presentation so it doesn’t compete with the
historic architecture.”
The two-storey school has been designed for 450 students and will include 16
regular classrooms, two spacious kindergarten classrooms designed beyond Ministry of Education requirements, a library,
as well as an elevator and accessibility
ramp.
“The school also features an over-sized
6,500 sq. ft gymnasium with bleachers,
which the community will have access to,”
We are proud to be part of the
Hamilton-Wentworth Catholic District School Board’s
St. Ann Elementary School Project.
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Esposto said. “A kitchen off the gym will
be used for a school breakfast program and
will also be available for community use.”
The school includes a unique room that
Esposto says will be used for a HamiltonWentworth District Catholic School Board
(HWDCSB) pilot program. “One classroom is set up like a lecture hall and is fully
equipped for technology and wireless capability. This will support a unique trial assistive technology program which will use
ipads and other such devices to support the
learning environment.”
The school also incorporates a daycare
with separate exterior access but full interior integration, with its own kitchen and
washroom facilities.
Esposto says hydro and sewer services
had to be upgraded to accommodate the
new school and soil remediation was re-
quired. Another site challenge involved
choosing a configuration to take advantage
of natural light. “The school is set in a Tshape with one wing running east to west
and getting southern light. The other wing
runs north to south so gets morning light.”
Aluminum shades provide sun control
and ensure a steady stream of diffused light.
The school’s exterior features a large
cross, illuminated by a back glow, which
Esposto says reflects the school board’s
Catholic roots and community values.
“The exterior also uses a beautiful wood
composite panel. Inside we had fun with the
millwork and playful colourful accents to
reflect and appeal to the student population,” he says.
The school is scheduled to open in early
2014. Esposto said the project will be completed using mostly local trades.
Congratulations to the whole team working
at the St. Ann Elementary School.
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High Quality Commercial, Industrial & Residential Painting
Contractor, architect collaborate to complete
$1.4 million Dundas Museum renovation
STAFF WRITER –
The Dundas Museum near Hamilton has
been renovated, doubling its size with improved accessibility. The $1.4 million project, completed in the summer of 2013, has
received positive reviews and has been
warmly welcomed by the community.
Collaborative Structures Ltd. (CSL)
worked on the museum and the adjacent
138-year-old Pirie House, following McCallum Sather Architects (MSA)’s designs.
The home, acquired 40 years ago, has
been integrated with the museum’s main
building. An elevator now connects the
home and the museum, addressing accessibility needs and providing staff with better
ability to move historic pieces.
MSA principal Drew Hauser said one of
the project’s challenges was connecting
several buildings, built through different
historical eras, into an accessible and seamless complex. “We used materials reflective
of the industrial heritage of the area like
heavy timber and exposed metal detailing
but refined versions,” he said. “We layered
natural materials in the new entry which
connects the two existing buildings in a
light-filled gallery. It is very tactile and
beautiful.”
“There are beautiful gardens in the area
so we have carried the traditional landscaping of the neighbourhood to the museum,
creating a procession from the sidewalk to
the building and created an intimate gathering space,” he said. Clippings from original gardens in the area will be used to
create new garden spaces with historic
character and charm.
The new design included three exterior
parking spaces, one of which is accessible,
where none existed before.
Meanwhile, walls were removed within
the museum to create new open gallery and
office spaces. In the Pirie House, the contractor provided fire-rated walls and ceilings bringing the building up to current
standards, creating new storage space and
moving existing functions into new areas.
“There is now a room dedicated to public
research,” he said. “The education centre
and meeting room has been moved to the
main floor into a space filled with natural
light and fully equipped for wifi and presentation capabilities.”
Hauser says the new design also allows
for transparency. Visitors to the museum
can see staff at work on various projects.
CSL project manager Garth Cressman
says with any existing structure, expecting
the unexpected is part of the job. In this
case, structural issues delayed work by
about a month and required co-ordination
with the architect to resolve.
“On a project of this type it can be challenging to maintain the original design and
vision as issues arise,” he said. “In this case
though we were successful in delivering
what was expected through close collaboration with the architect and regular on-site
meetings to address issues as they came
up.”
Cressman says this is his company’s
first project with MSA and that a mutual respect developed. “We were able to bring
ideas to the table to offer different solutions
and options and leaned heavily on MSA to
maintain the vision and the end result is one
the client can be proud of.”
Hauser agrees that the finished product
meets the vision. “We’re always open to
considering options that don’t sacrifice
quality. CSL was great at working through
challenges and communicating both with us
and the client.”
Several trades from the Kitchener-Waterloo and Hamilton areas participated in
the project. However, tragedy struck the
team’s electrical contractor and a new company had to be brought in half-way through
the work.
“The new company was willing to hire
the electrician and project manager who
had already been involved with the project
which allowed for a seamless transition and
avoided what could have been additional
delays,” says Cressman.
The museum, with a collection including furniture, clothes, historical medical
equipment and original storefront signage
from the area, officially opened with a visit
from Ontario’s lieutenant governor David
Onley.
Hauser says Onley’s ability to tour the
facility demonstrated the success in making
the site accessible. The lieutenant governor,
with post-polio syndrome following a
childhood infection, could use his assistive
device to see everything.
Cruickshank achieves “level best” with enviable
safety, innovation and employee engagement
STAFF WRITER – The Ontario Construction Report Special Feature
Cruickshank has been named one of Canada’s safest employers in 2013.
The company received a national gold award on October 30th at a gala in
Toronto.
Cruickshank has lived by the company motto “we do our level best” since
1956 – driving ingenuity in road, bridge and infrastructure construction services with an engaged team and leading edge tools to get the job right – every
time.
Founder Les Cruickshank started the Kingston-based business as a contractor on the St. Lawrence Seaway project. His son Steve, now the company’s CEO, says his father always had a philosophy of providing great
quality, doing better than industry standards and always bringing an extra
touch to what he did.
After working on the Seaway, Les started road building. “My grandfather
helped him get into it,” says Steve Cruickshank. “My mom did the books
and my uncle got involved. It was a time of opportunity with more cars in
use after WW II and more road construction. Dad had a plan, watched bigger
companies to see how they worked and began building the company.”
Today, the business has expanded and thrived with branches in Alberta
and Tennessee, with 500 employees and an enviable safety record.
Cruickshank says a lot of the old rules, taught long ago to his father by
his grandfather, are still there and provide the basics on which the company
still runs.
“Safety is number one,” he said. “Ensuring quality delivery is number
two. Number three is getting the job done as quickly as possible, without
compromising numbers one and two.”
Cruickshank says Les has served as chair of the Construction Safety Association of Ontario (CSAO) and that the company’s focus has always been
on safety – leading rather than following the industry standards.
For example, in Ontario the company followed the standard weekly
safety meeting protocol. Then, as Cruickshank expanded to Alberta, staff
discovered contractors there have daily meetings. These daily meetings are
now scheduled company-wide.
“Making people think about safety daily creates a change in culture,”
Cruickshank said. “It isn’t something they only need to consider once a week
when meetings happen; it’s at the forefront every day.”
Cruickshank says the company’s president, Dave Read, has a dedicated
safety focus and has further elevated the company’s safety efforts. Two years
ago the company began to host an annual safety day. Employees take a break
from regular operations one day each summer and go through a series of
stations, set up in a local arena, learning about various safety aspects and
responsibilities.
Cruickshank says receiving the gold
award for safest employer, driven by Canadian Occupational Safety Magazine, is a
great achievement and the presentation
marked a very proud moment.
Cruickshank
–––––––––––––––––––––––––––––––––
“It became a big program and we’ve actually had to break it down into two separate days to ensure everyone gets through,”
says Cruickshank.
He also credits the company’s health
and safety officer Jamie Guthrie, safety program administrator Nina Gamble and health
and safety co-ordinator Sean Paor with enhancing the safety priority.
“Safety is about more than checking
equipment,” he said. “It is important people
understand life is precious, that they see the
bigger picture to truly appreciate and care
on a daily basis.”
The company has a joint health and
safety committee, safety representatives at
each job site, ongoing training, employee
recognition, regular site inspections and
membership in and adherence to the standards of the International Safety Network
(ISN).
Of course, safety isn’t the only reason
for the company’s success. Cruickshank
tells an early story of his father’s pursuit of
excellence. Working on roads that needed
For more information, visit
cruickshankgroup.com.
Some Cruickshank facts:
to be adjusted up or down by an inch, the
senior Cruickshank was able to fine grade
to within a quarter of an inch.
Over time the company added a quarry
and asphalt operations, making Cruickshank a full-service road building company.
“When I was almost three my dad was
expanding his office,” Steve Cruickshank
said. “He took me in one day and wrote my
name in the windowsill. Eleven years later
I was back there working in the shop and
found my name, still imprinted on the sill.”
Steve has worked on every job within
the company from flag person to heavy
equipment operator. He also gained experience by travelling west before rejoining the
company in 1986. In 2000, he became
We are proud to be part of the
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is today.
“People are important,” he said. “We
have the usual staff events like a Christmas
party and company picnic. We also have
summer and winter Olympic events where
staff form teams and compete.”
However, the “Road Kill Cafe” brings
Cruickshank’s management into contact
with all of the company’s employees.
Cruickshank has a steak and potato meal
delivered to every staff member, wherever
they are working. The company has served
5,000 steaks since the program started.
Cruickshank says it is important to personally connect with every person in the company at least annually and this allows for
that opportunity.
The company also publishes its Pick and
Shovel Newsletter six times a year, with
staff profiles and company news. Cruickshank says it is a way to keep people involved, informed and connected.
In an industry that has seen changes over
the past two years, with infrastructure projects slowing, Cruickshank stays true to his
father’s model of seeking opportunities
where they arise. “There is always room
for expansion into other markets. Infrastructure funding may be down but inventory
asset management and repair work needs
are increasing,” he said. “Where one market
slows, another picks up and it’s important to
be watchful for those opportunities.”
— Les Cruickshank was inducted into the
Ontario Road Builders Association
Hall of Fame in 2007.
— The company has regional offices in
Carleton Place and Morrisburg, Ontario, Lac La Biche, Alberta and Chattanooga, Tennessee.
— The company produces 1.4 million
tonnes of aggregates annually from 19
pits and quarries.
— The company has reduced new worker
injury statistics through identification
of youth workers by wearing green
hard hats.
— Cruickshank clears snow from more
than 2,500 km of roadway every winter.
— Annually, the company recycles approx. 75,000 tonnes of asphalt.
— As part of its road maintenance services the company removes and disposes of more than 300 kg of debris per
kilometre each year.
— Last year the company used 1.1 million
lbs of explosives in its drilling and
blasting operations for quarrying rock.
— The company was a winner of
Canada’s Best Managed Companies
program in 2011 and requalified as a
member in 2012.
— It has been ranked three times in the
past four years – 2010, 2011 and 2012 as one of the Top 50 Best Small and
Medium Employers in Canada. In
2013, with its expanded company size,
Cruickshank ranked as one of the Best
Employers in Canada.
— Cruickshank has been named one of
Canada’s most environmentally-conscious companies by Maclean’s magazine (The Green 30).
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Wellington North OPP Detachment - Teviotdale

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