Calgary Chapter - www.boacanada.ca

Volume 20 - Issue 7 March 2014

2012 - 2014 BOA Calgary

Platinum Sponsor

INSIDE: THE 2013 FLOOD - AN OPEN LETTER

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What’s Inside?

Executive & Committees……………………....…...3 Important Phone Numbers………….……………...3 Presidents Message………………………………..4 Test Your Operator IQ……………….……………..6 Kenken Puzzle...……………………………….…...8 2013 Flood - An Open Letter…………..…..……...9 Using Hose Extensions To Grease Bearngs…..11 Historic Building Profile: Odd Fellows Temple... 12 The 5 Biggest Financial Mistakes Managers Make………………………………………………...14 Upcoming Meetings..……………………………...16 Bumps In The Road To Sustainability: One Hospitals Story……………………….………...….17 February General Meeting Photos.……....……...18 February General Meeting Minutes……..…..…..19 Februart General Meeting Attendees………..….20 Kenken Answer…………………………….……...21 Test Your Operator IQ Answers………………....21 Agenda………………………………………….…..21 Advertising Rates & Directory………..…………..21 February Executive Meeting Minutes……..…….22

Executive & Committees TITLE & NAME EMAIL & CONTACT NUMBERS

President les.a@boacanada.ca Les Anderson (c) 403-921-0648

Vice President harry.b@boacanada.ca Harry Ballach (c) 403-554-8909

Associate Vice Pres. karim.p@boacanada.ca Karim Panjwani (c) 403-681-0514

Chairman casey.k@boacanada.ca Casey Kok (c) 403-371-6955

Treasurer carrissa.s@boacanada.ca Carrissa Speager (c) 403-605-0086

Secretary karen.s@boacanada.ca Karen Stringer (c) 403-619-7682

Communications vicki.g@boacanada.ca Vicki Gibbs (c) 403-473-5092

Education alison.d@boacanada.ca Alison Darling (c) 403-461-3950

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Membership Committee casey.k@boacanada.ca Casey Kok (c) 403-371-6955

Promotions Committee karim.p@boacanada.ca Karim Panjwani (c) 403-681-0514

Activities Committee sharon.n@boacanada.ca Sharon Needham (c) 403-660-8842

Technical Concerns mark.a@boacanada.ca Mark Arton (c) 403-703-6740

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PUBLICATIONS

Webmaster casey.k@boacanada.ca Casey Kok (c) 403-371-6955

"Operator" Editor vicki.g@boacanada.ca Vicki Gibbs (c) 403-473-5092 Cover photo provided by Meetings & Conventions Calgary

Important Phone Numbers

Emergency................................................9-1-1 Alberta Boiler Association.............403.291.7070 Alberta Labour (Emergency)........403.297.2222 Buried Utility Locations..............1.800.242.3447 City of Calgary - All Departments.................311 Dangerous Goods Incidents…..1.800.272.9600 Environmental Emergency........1.800.222.6514 Poison Centre...............................403.670.1414 Weather Information (24hr)..........403.299.7878

BOA Canada magazine printed & distributed by:

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Presidents Message I hope this message finds you and yours well and in good health.

There was so much snow this year that we had broke a snowfall record that has not been matched since 1922. With the forecast of a nice warm spring and fortunate summer of warm weather some are predicting an early melt of the snowpack.

If that was to happen there might be a repeat of last spring and the possibility of further flooding of the communities. To be prepared for what we need, Barry MacDonald has written a letter of concern asking us some questions. We have published it and we will publish any responses we receive. In the letter it asked of those who were affected in the flood of 2013 – “What did we do?” I guess what we are asking is, “What did you do that worked?”, and “Why did it work for you?” As well, “What did you do that did not work?” and “Why did it not work?”

All the building operators worked hard to lessen the effects of the flooding, and if it was to happen again, how can we prepare to be the most effective in lessening the damage. What could we have done better? It is said that hindsight is 20/20 we can put that to use today. What equipment could we have had on hand to be more effective? What processes could we have in place that will work the best? If we can put in place a plan that will help one another why would we not? Let us help one another before we have to scramble. Please sent us your thoughts and we can generate the best actions. We are all in this together.

I am not a typical dooms day person but I believe in preparing for the next step. We do that all the time. We work all winter preparing for the summer, we work all summer preparing for the winter. We as building operators are always preparing. Let us prepare for this and hopefully it won’t happen. But if it does, we are prepared!

Next meeting is March 11, 2014. I hope to see you there friend, Lester Anderson, PE, RPA

Building Operators Association Box 22116, Bankers Hall

Calgary, AB T2P 4J5 www.boacanada.ca

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MORE DETAILS TO FOLLOW IN THE APRIL ISSUE!

 

MARCH    Duayne Marcoff ‐ Specified        Technical Sales  

APRIL    Mayor Naheed Nenshi (TBC)  

MAY     Bill Partridge – BOMA Calgary       & Elections  

JUNE    BOA Tradeshow 

GUESTSPEAKERINFORMATION

2014 BOA CALGARY TRADESHOW

TUESDAY, JUNE 10, 2014

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Test Your Operator IQ (answers on page 21) Are you equally adept at troubleshooting problems in the boardroom and the boiler room? As the resident facility guru, there's a lot riding on whether or not you know the difference between sound control and a sound investment. If you're ready for 21st century challenges, then you're ready for our monthly Operator IQ Challenge...

1. A compression refrigeration system can be divided into two parts; a high pressure section carrying the head pressure and a low pressure section carrying the:

a) discharge pressure b) back pressure c) overpressure d) return pressure e) suction pressure

2. A particular advantage of a factory assembled refrigeration system is that:

a) components are designed to match each other b) parts can be ordered and installed separately c) the unit is more compact d) space requirements are minimized e) it can be had for little cost

3. A refrigeration system that circulates brine or water back to a chiller tank is:

a) the direct refrigeration system b) the compression refrigeration system c) an absorption system d) an adsorption system e) an indirect system

4. For a direct expansion system which of the following statements is true?

a) the evaporator in this system is never in direct contact with the material or space being refrigerated b) for large system calcium chloride brine is cooled by the evaporator then pumped to the area being refrigerated c) water cooled by the chiller evaporation coils is used to refrigerate at temperature below 0°C d) the evaporator can be located in air circulating ducts communicating with the material or space being refrigerated

5. In actual refrigeration systems there will be a gradual pressure drop through the system due to the:

a) economizer b) friction in the evaporator, condenser, and piping c) decomposition of refrigerants d) coefficients of expansion of system components e) superheating effects

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How to solve the Kenken puzzle: Fill in the numbers from 1 - 6. (in this case

5, because the grid is 5x5) Do not repeat a number in any row or

column. The numbers in each heavily outlined set of

squares, called cages, must combine (in any order) to produce the target number in the top corner using the mathematical operation indicated.

Cages with just one square should be filled in with the target number in the top corner.

A number can be repeated within a cage as long as it is not in the same row or column.

(answer on page 21)

KENKEN PUZZLE

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Today I find myself thinking about the 2013 flood in Calgary… in fact this is actually the 235th day that I have been thinking about the flood as I imagine many other operations folks and service providers in Calgary are. Yes the flood waters subsided over 6 months ago but for many of us the flood has simply turned into a massive reconstruction project and the inevitable “flood” of questions from the insurers, as costs continue to mount. For most of us this was the first real civic emergency we have had to face, and fortunately the team work tenacity and resilience of the Calgary spirit was tested and found to be strong. As I reflect on the total devastation in the first week of the flood as the city went to work on remediation and reconstruction of the Stampede grounds so as not to disappoint the host of travelers from around the world that had made plans to see the greatest outdoor show on earth, and how our come “hell or high water” approach made it happen. This was nothing short of miraculous and shows that together we can accomplish anything if we put our minds to it! With spring and summer just around the corner I look at the record snow falls in December and our long time history of receiving our greatest amounts of precipitation in the spring, I now find myself asking “what if”? Here in the office they all look at me like the doomsayer and merrily go on their way shaking their heads in disbelief but I can’t help but think …this could happen again... and perhaps as early as this spring, OMG! There really has not been any changes to the elbow and bow water sheds other than the eroded banks of many streams and rivers, and certainly there has not been any increase in capacity for storage at the Glenmore or ghost and bearspaw dams so depending on the circumstances we may just need to be ready for a replay of what turned out to be the very challenging summer of 2013. Many of us have learned what worked well in preparation and response to the floods and even better yet were given the opportunity to examine in hind sight what DID NOT work. With this in mind I

would like to request that BOA post my thoughts on line and in the newsletter to encourage Operators and members at large to participate in sharing their thoughts on what we can all do to further prepare and god forbid, how to more effectively respond to future flood events. BOA could collect and share the collection of thoughts, ideas, suggestions and distribute to the membership as additional learnings. Let’s see what we can accomplish! Best Regards, Barry MacDonald | Senior Operations Manager CBRE Limited | Asset Services 500, 530 - 8th Avenue S.W. | Calgary, AB T2P 3S8 T 403 750 0805 | F 403 269 4202 barry.macdonald@cbre.com | www.cbre.com

2013 Flood - An Open Letter

By Barry MacDonald, Senior Operations Manaber, CBRE

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#1-3201 Ogden Road S.E. Calgary, AB T2G 4N4 Phone: 403-287-4830

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"We are having trouble supplying grease through grease extension lines because the grease appears to be separating and losing its properties before it reaches the bearings. What is the proper method for using grease extension lines to effectively provide good grease to the bearings?" In industry, it is very common to see extension hoses used to supply grease to fittings that are difficult to reach or in hazardous environments. Greased bearings are commonly located high and out of reach, below floor grading or in dangerously high-temperature environments such as near dryers on a paper machine. The application of a hose extension becomes a necessity to allow routine greasing without causing machine downtime, subjecting personnel to unsafe temperatures or moving equipment. While an extension hose may seem like an obvious solution, it can pose one serious problem: grease can separate within the hose. The two primary properties of grease — base oil and thickener — are at risk of separating when certain parameters are met. Time alone can cause grease to separate. This can be seen when a drum of grease has been sitting untouched for some time. When the drum is finally opened, a layer of shimmering oil — the base oil — is sitting on top of the grease. Other factors such as temperature can also increase base oil separation from the thickener. A likely scenario would be to use an extension hose that is several feet long to grease a particular bearing. The bearing is supplied a "fresh" shot of grease every few months, which equates to approximately a foot or two of grease in the hose. If the hose is hung downward from the bearing and in a high-temperature environment, the grease inside the hose may separate, causing only base oil to be waiting at the top of the hose for the next injection into the bearing. In just a few weeks, the bearing may begin to show signs of wear from insufficient lubrication. Within a month or two, the bearing may fail and need to be replaced. Without knowing the root cause of the problem, the next bearing could fail under the same circumstances.

The solution to this problem is to find a way to supply fresh grease at a distance from the bearing while preventing the grease from becoming stagnant in the degrading environment of the extension hose. This can be accomplished simply by having a wye in the bearing’s grease fitting with two hoses extending from the wye to a safe regreasing location. With one hose supplying new grease and the other uncapped, new grease can purge the hose completely until fresh grease emerges from the uncapped hose end. At this point, the uncapped hose end can be capped, and any additional grease pumped into the hose will be directed to the bearing. While this may result in some unused grease, it will ensure the goal of supplying fresh grease to the bearing is achieved.

Using Hose Extensions To Grease Bearings By Noria Corporation (www.noria.com)

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Description of Historic Place The Odd Fellows Temple/Calgary Chamber of Commerce is a four-storey, red brick and sandstone commercial building in the Edwardian Classical style of the pre-First World War era. It is located on five city lots in Calgary's downtown business district. Heritage Value The Odd Fellows Temple/Calgary Chamber of Commerce is significant as a rare surviving example of the Edwardian Classical style in downtown Calgary. It also represents the significant role played by fraternal organizations such as the Old Fellows in Calgary's community life in the early to mid-twentieth century. The Odd Fellows Temple/Calgary Chamber of Commerce was designed by David McIlroy, who was also responsible for such prominent Calgary landmarks as the Lougheed Building and First Baptist Church. As with the Grain Exchange and the Palliser Hotel, the application of the classical style to the "tall building" demonstrated the city's confidence during its boom period. The Odd Fellows Temple/Calgary Chamber of Commerce is a landmark and retains an excellent degree of architectural integrity. The International Order of the Odd Fellows was introduced to Alberta by Calgary's first mayor, George Murdock, with the founding of Lodge No. 1

in 1884. Such fraternal organizations were a community response to the turbulent experience of urbanization and industrialization. The Odd Fellows represented an important source of social and financial support, and identity and status, for the influx of immigrants to Calgary. The Odd Fellows Temple served as the headquarters for the provincial lodge and a variety of men's and women's (or Rebekah) lodges. The fourth floor was used for Odd Fellows ceremonies and functions; other social and fraternal organizations (such as trade unions, public health and religious organizations) occupied the third floor. The Odd Fellows Temple was built in part in response to the newly independent Alberta Odd Fellows, who gained autonomy from the Manitoba Grand Lodge in 1905, and thus reflects the nascent provincial identities emerging within the old North West Territories. Source: Alberta Culture and Community Spirit, Historic Resources Management Branch (File: Des. 740) Character-Defining Elements Character-defining elements of the Odd Fellows Temple / Calgary Chamber of Commerce include such features as: Exterior and structural: unusual degree of load-bearing structural

capacity in steel frame and poured concrete; red-brick facade; fenestration pattern; marble covered piers on ground floor with

Ionic capitals; sandstone pilasters on the upper three floors, with three on south facade carved with Corinthian capitals;

2 ornate capitals on south facade; metal string course (between the ground and

first floors) and a sandstone string course (between the third and fourth floors) dividing the building visually into three sections that approximate the different original uses; (retail/office/Order meeting space);

sandstone lintels;

Historic Building Profile - Odd Fellows Temple

106 - 6th Avenue SouthWest

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recessed doors on the east facade; re-created street level storefronts of double

glazed display windows, and overhead transom panels in patterned glass;

stained glass windows; broad stone cornice and round-arched

windows on fourth floor; Interior: partially restored woodwork; tiled floor in the entrance and lobby; tile

forming "IOOF" insignia; fourth floor layout, including main hall and

adjacent regalia room; interior features of fourth floor including

plaster pilasters, decorative mouldings, wooden cornice, and large panelled sliding doors;

original interior doors and transoms. Jurisdiction Alberta Recognition Authority Province of Alberta Recognition Statute Historical Resources Act Recognition Type Provincial Historic Resource Recognition Date 1987/10/16 Significant Date(s) n/a Theme - Category and Type Building Social and Community Life Community Organizations Expressing Intellectual and Cultural Life Architecture and Design Function - Category and Type Current Historic CommunitySocial, Benevolent or Fraternal Club Architect / Designer David McIlroy

Builder n/a Location of Supporting Documentation Alberta Culture and Community Spirit, Historic Resources Management Branch, Old St. Stephen's College, 8820 - 112 Street, Edmonton, AB T6G 2P8 (File: Des. 740) Cross-Reference to Collection Fed/Prov/Terr Identifier 4665-0559 Status Published Related Places n/a Thank you to Anthony Tran for submitting this information to us. For more information on historic buildings please see the source website at:

www.historicplaces.ca

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Stop me if you’ve heard this one before. A salesperson, an accountant, a technician, a supervisor, and manager were sitting around talking when the conversation turned to their biggest professional confessions. The salesperson pipes up first. “I can sell ice to an Eskimo,” he says. His point is that he takes advantage of customers by selling the latest gadgets to anyone willing to pay. The accountant wouldn’t confess to anything, instead only admitting that he approved the financing of expensive software for his organization that didn’t solve any budget issues or fix the temperature in his office. The technician was next. He confessed that he continues to work on the same equipment over and over, even though he doesn’t have the proper tools for the job. Up next was the supervisor, who confessed he doesn’t like conflict and just wants to be liked by his staff, no matter how his performance suffers. His penance was to run for public office. The manager went last. He asked forgiveness for spending too much money. His penance was to subcontract all maintenance activity and write the contract so it created animosity, resentment and fingerpointing. The punchline here is that there is no punchline. These confessions are no laughing matter. They represent real mistakes maintenance and engineering managers make every day. I have witnessed and heard each confession or slight variations of each admission. It strikes me that we know better than to repeat these mistakes. Yet we continue to do so. Financial Blunders To Avoid In no particular order, here are managers’ five biggest financial mistakes: Investing foolishly in the latest gadgets. Managers too often expect that a hot new product will solve all their issues, but that is rarely the answer. I have seen some of the nicest and most expensive tools sitting in the corner of a manager’s office, unused.

Salespeople are in business to sell, but managers shouldn’t invest in tools that will not address a specific problem. Part of the purchasing contract should include training for front-line technicians to use this new technology. But I always stress that training alone is not enough. I also want training to provide proven competency. Believing software will solve all problems. Computerized maintenance management systems (CMMS) can help managers oversee, control, and make smarter decisions. Purchase and implement a CMMS that is designed to fulfill specific organizational needs. I don’t need a system that solves world hunger by Friday. The best facilities I’ve worked with have well-established procedures, policies, and systems in place. If these components aren’t in place, all technology will do is speed up failure. Throwing bad money after bad equipment. Did you know that 63 percent of the problems technicians address are self-induced? Has any organization decommissioned equipment the day its estimated useful life arrived? I see many facilities extend the life of equipment well past its usefulness, yet expect the maintenance group to continually repair the same old equipment over and over. As managers, one of our responsibilities is to make certain the workforce has the proper tools to execute work safely and correctly. We cannot afford to continually throw good money at poor equipment. By the way, a good CMMS system comes into play when evaluating equipment costs and total cost of ownership. Paying for poor performance. Studies indicate that managers spend 90 percent of their direct supervision time with problem employees. We spend a significant amount of time, energy, payroll, and benefits trying to motivate and help these employees when we really should be helping them plan their own exit strategy. Quite honestly, these individuals bring down the whole group. Why do organizations pay for poor performance? Putting up with problem subcontractors. Another area I see many organizations struggle with is

The 5 Biggest Financial Mistakes Managers Make

By Andrew Gagner

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subcontracting, whether the source of the problem is the subcontractor or contracting originator. Here’s an example: I visited a site not too long ago. The contractor was overseeing 47 buildings, plus other outcrop facilities. It in turn had subcontracted all facility maintenance to a company that was anxious to take over the operation. The due diligence of the equipment and building conditions was completed in 2½ hours. The parties agreed to a contract based on “as-is” condition. The subcontracting company took full financial responsibility for equipment and repairs the day they signed the contract. That’s when the trouble began. Soon, the subcontracting company found out the contracting company had reduced all maintenance activity months before, knowing full well it was going to outsource the maintenance. In order to immediately reduce expenditures, the contractor had curtailed basic maintenance activity significantly. Enter the subcontractor’s maintenance team. Its representative, who had taken only 2½ hours to survey the buildings and equipment before signing the contract, began to realize his company had inherited a mess — chillers, heat exchangers, boilers, and every other piece of equipment. The question was not if equipment was going to fail but when and how hard. Within six months, the subcontractor was $1.1 million in the red, and radical changes had to be made. First came the headcount reduction, then refurbishing equipment rather than replacing it, then buying used equipment rather than like-for-like replacement, and finally, deferring repairs. Lesson: Perform Due Diligence On Financial Decisions These steps led to increased equipment failures, and the contracting organization started pointing fingers at the subcontractor for reneging on the contract deliverables. In response, the subcontractor made accusations on the condition of the operation. Both parties lost financially on this relationship and really should never have settled into an agreement without basic understandings.

The lesson for managers is to perform proper due diligence. What are the contract deliverables, expectations and cost structure? Agree on issues such as key performance indicators, acceptance of equipment, clearly defined roles and responsibilities for response times, and a policy on dispute resolution. Each of these five scenarios occurs daily. We spend money and resources on technology that we don’t really need, expect a CMMS to solve all problems, spend good money to keep poor equipment running, pay employees who perform below par, and enter into contracts that we shouldn’t. Managers can’t avoid all mistakes, but avoiding some or these five can provide some financial benefits every department can use. Andrew Gager is a principal consultant with Nexus Global. He has more than 28 years of manufacturing and facilities experience, ranging from warehousing operations to plant management. He is a registered CMRP, CPIM and Six Sigma Green Belt, and he is formally trained in change-management principles. Article reprinted with permission from “Maintenance Solutions” Magazine. For more information or more articles, please visit their website at: www.facilitiesnet.com/ms/

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Wednesday, March 5, 2014 Wednesday, April 2, 2014 Wednesday, May 7, 2014 Wednesday, June 4, 2014

Tuesday, March 11, 2014 Tuesday, April 8, 2014 Tuesday, May 13, 2014 Tuesday, June 10, 2014

EXECUTIVE MEETINGS GENERAL MEETINGS

Upcoming Meetings

Executive & General

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Bumps In The Road To Sustainability: One Hospital's Story

By Dan Hounsell, Editor

The future was supposed to be brighter for the Modesto (Calif.) Medical Center. When the 670,000-square-foot complex opened in 2008, it was intended to be a green laboratory for future green-building projects for Kaiser Permanente, the health care organization with more than 600 medical facilities.

So far, the center’s medical facilities and full-service hospital have not quite lived up to expectations.

“One of the most valuable lessons we have learned over the past six years is that just because you are handed over a beautiful, brand-new building, don’t assume that everything is going to run as designed,” says Ed Gonzales, the medical center’s chief engineer. “My team and I have discovered that new isn’t perfect, and that once you figure out how to work out all the bugs, there are always more creeping around.”

Many of the medical center’s issues relate to the ongoing challenge facing most maintenance and engineering managers to push the energy efficiency of institutional and commercial facilities.

"We’ve had issues regarding maintaining efficiency with many of our systems,” Gonzales says. “Energy conservation is now a top priority locally and at a regional level. We’ve discovered that from the original build, there were many systems that were value engineered, which means two things. One, sometimes things look good on paper when in reality, it’s the end user that has to find ways to keep a system running. Two, saving money at the beginning will always cost you more in the end.”

When the medical center opened, it was the organization’s most environmentally responsible facility, boasting a range of energy- and water-saving materials, low-emitting interior products, and design elements aimed at improving the health and well-being of patients and staff.

“It’s really difficult to pinpoint one system that has been the most challenging,” Gonzales says. “However, if I had to choose one, I would have to say maintaining proper humidity levels in our operating rooms. When this building was designed, the designers failed to take into consideration that

this style building works great in the San Francisco bay area. But when you take the same template building and place it right in the middle of the Central Valley, where the temperatures can reach upwards of 115-120 (degrees) in the summer, it can be very difficult to maintain the humidity levels.

“One of the reasons is that all of our air handling units are 100 percent outside air. We as a facility team have to get very creative with our building automation system in order to maintain the state-mandated humidity levels.”

Hospital's Parking Lot Project Earns High Marks

In 2008, the medical center featured several pilot projects that were aimed at minimizing the complex’s impact on the environment. One of the most successful of the projects was a pervious paving installation for the complex’s parking lots, which covers about 30 acres and creates an immense challenge for managing storm water. Pervious materials are highly porous, so they allow water from precipitation and other sources to pass through, reducing runoff and, at the same time, recharging the groundwater. Parking lots featuring pervious surfaces do not require the organization to install a costly sewer infrastructure.

“I feel the permeable pavement in our parking lots has been the most beneficial” of the projects, Gonzales says. “It’s very low maintenance and truly works the way it was designed.”

Despite the challenges the facilities have presented, Gonzales and his team continue their efforts to implement strategies that ensure the facilities operate as cost-effectively and energy-efficiently as possible in support of the organization’s sustainability goals.

“The Modesto campus has been selected to be the template site for a major energy-conservation implementation,” he says. “There has been an energy master plan developed that includes installing a cogeneration plant and thermal storage system, among many other items, which could potentially save the Modesto campus upwards of one million dollars a year.”

Article reprinted with permission from “Maintenance Solutions” Magazine. For more information or more articles, please visit their website at: www.facilitiesnet.com/ms/

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February General Meeting Photos

February 11, 2014 - Danish Canadian Club

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February General Meeting Minutes

February 11, 2014 - Danish Canadian Club

Building Operators Association Chaired by Casey Kok Minutes by Karen Stringer Call to Order - 5:00pm Date – February 11, 2014 Approval of Agenda – Karen Stringer Approval of Minutes: - Sharon Needham Moved – Casey Kok Second – Harry Ballach Guest Speaker: Brian Stringer of Epic Building Services Ltd. Topic: “Why I started my company and why preventative maintenance is so important to Building Operators.” 50/50 Draw: $22.00 Winner: Duane Duys Snowball Draw: $69.00 - Randy Repas name was drawn but was not in attendance. Snowball carried over Safety Talk: “Ventilation for Safety” Old Business: N/A Executive: Les has asked the Operators to volunteer information on their wages, and benefits in confidence so a wage survey can be complied by the Building Operators Association. Changes to the commitment to BOA from the Partners in Injury Reduction. BOA will be publishing a Safety Topic in the monthly magazine. Activities: BOA Trade Show: Discount for booking table before April 1st. After April 1st tables will be $350.00. Trade Show date is June 10, 2014 2:30 - 6:00pm Editor: A historic building will be featured in the remaining publications of the BOA magazine for the remaining of the year. Education: Check the BOA website for the scheduled guests for the remaining of the year. Treasurer: N/A

New Business: Karim has asked members to let us know what they would like to see published in the magazine. Barry McDonald would like to hear from Operators about their experience with the flood. He will be preparing a document to distribute to all Operators on Flood Awareness. Pan Global is working on new 5th Class Power Engineer course material. Motion to increase monthly membership from $50.00 - $60.00 per year. Motion approved. Technological Concerns: N/A Adjournment — 6:45pm Moved: Karim Panjwani Second: Casey Kok

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February General Meeting Attendees

Casey Kok Tillyard

Harry Ballach Dundee REIT

John Wilson CPS

John Holmes Camfil

Don Migel Westin Hotel

Mark Arton Gage Building Systems

Brian Stringer EPIC

David Lima Aqua Air System

Tim Barrett Manulife Financial

Duane Dys Black & MacDonald

Stuart Selby Heat Seeking Thermal

Josh Kazokoff EPIC

Cory Fish EPIC

Theron White EPIC

Karen Stringer Artis REIT

Sharon Needham The Filter Shop

Les Anderson BOMA

Farrukh Anis Hines

Duayne Marcoff Specified Technical Sales

John Adriaenssens Cadillac Fairview

Kherwin Dagohoy EPIC

Richard Dagohoy EPIC

Gary Codner PanGlobal

Pete Harris

Randy H Boux AES

Allan Thompson Century West

Brian Smithson

Karim Panjwani Calgary Lighting Products

BOA CALGARY SPONSORS

GOLD LEVEL

SILVER LEVEL

BRONZE LEVEL

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BOA CALGARY Operator Magazine Advertising Rates

(10 issues—Full Colour)

⅛ page (3.875”w x 2.5”h) $200 Premium Locations: ¼ page (3.875”w x 5.125”h) $400 ½ page inside front/back cover $850 ½ page (8”w x 5.125”h) $775 ½ page outside back cover $900 Full page (8”w x 10.25”h) $1000

Deadline for ads is 10th of every month. For any questions please call Karim Panjwani at 403-681- 0514 or e-mail him at: Promotions@boacalgary.com

April’s Agenda BOA Calgary

General Meeting

Approval of Agenda Approval of Minutes Guest Speaker 50/50 Draw Snowball Safety Talks Old Business Executive Activities Editor Education Treasurer Membership and Promotion Technical Concerns New Business Adjournment

February Executive Meeting Minutes

February 5, 2014 at 5:00pm

KENKEN ANSWER

OPERATOR ANSWERS

1) e 2) a 3) e 4) d 5) b

Attendance: Karim Panjwani Karen Stringer Les Anderson Sharon Needham Alison Darling Harry Ballach Mark Arton Casey Kok Vicki Gibbs Agenda: 50th Anniversary Edition magazine in April 2014 Trade Show 2 New Platinum Sponsors Epic Building Services are now Corporate Members Renegotiate Danish Canadian Club venue Safety page in monthly magazine Executive require independent audit report Ways to improve the BOA website New Business: Confirm if Mayor will be attending April BOA meeting Looking at creating a 50th Anniversary Emblem BOA is looking for articles for 50th Anniversary magazine Anthony Tran has submitted 4 buildings to feature in magazine Discussion on finding new venue for BOA meetings Les and Karen will be scheduling a meeting with Partners in

Injury Reduction Motion to increase membership from $50.00-$60.00 Minutes by: Karen Stringer Secretary BOA Calgary

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Boiler Services

Fire Rite Mechanical Ltd. 403-289-0550 Bigfoot/Viscon Enterprises 403-217-9522 Independent Boiler Works 403-265-5055 Tundra Boiler & Instrumentation 800-265-1166 Black & McDonald 403-235-0331 Quality Combustion & Controls 403-936-0065 Cooling Tower Services

Western Air & Power 403-243-2822 Door Services

Creative Door Services 403-291-2375 Drain Services

The Drain Doctor 403-243-3490 Engineering Services

Building Envelope Engineering 403-287-0888 Magna IV Engineering 800-462-3157 Filtration

B.G.E. Service & Supply 403-243-5941 Fire Protection Services

Constant Fire Protection System Ltd 403-279-7973 / 403-532-3205 Sprouse Fire & Safety 403-265-3891 SimplexGrinnell 403-287-3202 Urban Fire Protection Inc. 403-668-6693 HVAC & Electrical Services

Ainsworth 403-265-6750 Carrier 403-287-4830 Concept 403-287-8777 Electrical Industry Solutions 403-589-1102 Black & McDonald 403-235-0331 Indoor Air Quality Services

Clearzone Services 403-569-8089 Gasonic Instrument Inc. 403-276-2201 Black & McDonald 403-235-0331

Advertisers Directory

Lighting Services

Calgary Lighting Products 403-258-2988 Motor Services

E C & M Electrical 403-720-2800 James Electric Motor Services Ltd. 403-252-5477 Sanitary & Speciality Chemicals

Chemfax 403-287-2055 Supply Services

DC Sales Corporation Inc. 403-253-6808 Technical Services

Air Conditioning & Mechanical Maintenance Serv. 403-291-3031 Water Treatment

GE Water Technologies 403-461-3950 Solutions Water Management Ltd. 403-203-3585 Specified Technical Services Ltd. 403-253-2881

Alberta Certified Power Engineers Online Directory

Check to see when your Power Engineer Certificate is due for renewal!

Check out: www.absa.ca/apecs/powerengineersearch.aspx

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