the official publication of the grand valley … · value: $1,500,000 project details saugeen...

THE OFFICIAL PUBLICATION OF THE GRAND VALLEY CONSTRUCTION ASSOCIATION • VOLUME 7 • ISSUE 5 • SEPTEMBER/OCTOBER 2018

The Procurement IssueWith stories about community benefits, the effects of steel tariffs, and changes to the Bankruptcy Act that could affect your company.

All this, plus a look at the impacts of intelligent buildings on the future of work.

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GVCA Journal September/October 2018 3

The official publication of theGrand Valley Construction Association

SEPTEMBER/OCTOBER 2018VOLUME 7, ISSUE 5

Publisher: Martha George

Editor: James Raiswell

Contributors: Adam JamesStephen BauldKimberly AitkenTed DreyerSandra Arthurs

Layout and design: Patrick KilbornKymberly BurchellMoreSALES

Photography: Joseph Paul Bergeljpbphotography.com

Advertising sales: Sandra [email protected] 519-622-4822 x129

Subscription inquiries and letters to the editor: [email protected]

GVCA Journal is published six times yearly by theGrand Valley Construction Association ©2018. All rights reserved.

Canadian Publications Mail Product Sales Agreement #42259531; ISSN 2368-2930; in Canadian Periodical Index.

GVCA Journal subscription is a benefit of Grand ValleyConstruction Association membership and is includedin membership fees.

Magazine Subscription: Canada $28/yr (incl. 13% HST).US/International $32/yr (Cdn).

Return undeliverable addresses to:Grand Valley Construction Association,25 Sheldon Drive, Cambridge, Ontario N1R 6R8

© 2018 Grand Valley Construction AssociationAll rights reserved. The contents of this publicationmay not be reproduced by any means, in whole or inpart, without prior written consent of the publisher.

DEPARTMENTS

FEATURE ARTICLES

9

10

12

14

22

Future ofWork18

2018 GVCABUYER’SGUIDE26

4 MESSAGE FROMTHE CHAIR

4 MESSAGE FROM THE PRESIDENT

5 CRYSTAL BALL REPORT

6 LEGAL

8 FINANCIAL

16 SAFETY

24 SIGHTINGS

30 GVCA EVENTS &EDUCATION CALENDAR

30 ADVERTISERS’ INDEX

NewtonGroup

15 Tenders or RFPs

Industryopposed

to new communitybenefits measures

BankruptcyProceedings

Tariffs


4 GVCA Journal September/October 2018

MESSAGE FROM THE CHAIR

MESSAGE FROM THE PRESIDENT

When you deliver value toyour customers, you have theright to ask for money. Theowners of the corner storeexpect you to pay when youbuy milk. The server at your

local restaurant won’t let youleave until you to pay foryour meal. Why should youthink any differently?Make receivables your prior-ity. My advice: track every-

thing carefully, escalate whenneeded, and compress pay-ment timelines. No, 90 daysisn’t ok; make the standard60. One other thing, besmart about the people you

task with receivables. Theyshould be careful and precise,and they should give you reports to review every week.It’s your money. Ask for it!

Are you uncomfortable asking for money—even if it’s your own?Many of us bury our heads in the sand and passively wait to getpaid. Some of us are afraid of upsetting clients by asking for payment. I’m here to tell you to stop. Right now.

Martha George, GSC

Need cash? Just ask.

Are you a Bossor a Leader?

Leadership has never beenmore important. No matterwhat is going on out there,your employees look to youfor leadership. They want tounderstand that you have a

clear vision in mind and thecapacity to act on that vision.When they see your visionand buy into it, they’ll followyou. They’ll trust you.They’ll value what your

company does for them.They’ll do all these thingsnot because they have to, butbecause they want to.

The difference between a

leader and a boss is that theformer is someone who in-spires. He or she is someonewho leads change from thefront. A boss, on the otherhand, is someone who reacts.Someone who gives direc-tions and motivates out ofcreating a sense of duty.Be a leader. Position yourself,your people and your organi-zation for best success.

Steve Stecho, GSC

In today’s dynamic global environment, only adaptive individuals andorganizations will thrive. As an industry, we are seeing many changesthrown at us: community benefits in procurement, increased taxes onproducts driven by tariffs, new governments, artificial intelligence, legalization of cannabis, chronic mental health issues and modular-ization. None of us were even thinking about most of these thingsfive years ago. If the companies we run are to remain strong, we asleaders have to be nimble, proactive and open to change.



University of WaterlooAvril BuildingWaterloo, ONValue: $3,100,000

Project details

The University of Waterlooproposes to build a new 660-square metre AutomotiveVehicle Research Building asa standalone building on theEast Campus Lands adjacentto the main campus.

The building will compriseconcrete foundations, and asteel and masonry structure,with aluminum panel and

curtainwall cladding. Alarge open workspace forautomotive vehicle researchis to be provided along withan office and service spaces.Landscape and site work isalso included.

Sportsplex Port ElginPort Elgin, ONValue: $1,500,000

Project details

Saugeen Shores could haveits very own field of dreamsoff Concession 6. A new out-door sports complex in southPort Elgin is planned to be

opened by the summer of2019. Council voted 7–0 tomove ahead with a $1.5-mil-lion purchase of a 155-acresite on Concession 6 at thesoutheast edge of Port Elginthat includes agriculturallands and a depleted gravelpit known as the Lamont Pit.

The project will consist ofseven ball diamonds, multi-ple soccer pitches, a walkingtrack and some parkland.The site is irregular in shapewith over 1,000 metres offrontage on Concession 6.East of Walmart, the site is

level with Concession 6,dropping down at the westof the property near the westaccess point. The SaugeenRail Trail runs along thewest and north sides of theproperty, with an environ-mental protection area alongthe east side and Concession6 along the south edge.

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GVCA’s Crystal Ball Report is a unique and insightful member service. Updated daily byGVCA staff, the report tracks planned projects during the pre-bidding phases, followingthem from concept to design to prequalification, construction and completion.

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For more market statistics and information please contCourtney Jones, Research Analyst, courtney [email protected]


The concept of on-call workis not itself problematic.Many jobs lend themselves toan on-call arrangement. Elec-tricians, plumbers, IT profes-sionals, doctors and nurses arejust a few examples. However,while holding oneself onstandby may not be particu-larly onerous, it is, as theSupreme Court of Canadarecently noted, “a period oftime during which the em-ployer exercises a degree ofcontrol over the movementsand activities of [an em-ployee]. This exercise of con-trol benefits the employer,who might otherwise have toemploy [other employees] towork [after hours] to ensure atimely response to urgent[matters]”. To address this,Bill 148 will amend the

Ontario Employment StandardsAct, 2000 to require compen-sation for an on-call employeeeven if the employee is notcalled in to work.

At present, the ESA does notrequire an employer to com-pensate an employee for timespent on-call unless that

employee is called to work.However, where an employeeregularly works more thanthree hours but is called inand works fewer than threehours, the employee is enti-tled to a minimum of three

hours of pay at minimumwage or the employee’s regu-lar wage, whichever is greater.On January 1, 2019, the lawwill change bringing with itthe potential to dramati-cally increase the cost ofon-call work.Under the Bill 148 amend-

ments, an on-call employeewill be entitled to a mini-mum of three hours of payat the employee’s regular rateeven if the employee isn’tcalled to work. That is,where an employee is on-call

and is not required to work,or is called in but works forfewer than three hours de-spite being available to worklonger, the employee is enti-tled to at least three hours ofpay. This revised three-hourrule will apply once in every24-hour period the em-ployee is on-call.

LEGAL


Just a Phone Call AwayChanges Coming toMinimum Pay for On-call Work

Unpredictable workflow can make schedul-ing a challenge. One common tool employ-ers use to address this challenge is on-callstaff: an employee remains available to becalled in to work and must work if called.

These laws will not apply asfollows:

• Where the employer is un-able to provide work for anemployee due to an extraor-dinary cause beyond theemployer’s control that re-sults in a work stoppage(e.g., a fire, storm or powerfailure), an employee will notbe entitled to three hours’

pay where the employeeworks less than three hours,or where the employee hasthe day of work (or on-callperiod) cancelled with lessthan 48 hours’ notice.

• To an on-call shift where anemployee is on-call to en-sure the continued deliveryof an essential public serviceand is not called into work.

• To a cancelled day of work(or on-call period) where the

nature of the work isweather-dependent and theemployer cannot provide thework for weather-relatedreasons. Note: It remains tobe seen whether this exemp-tion will be applied liberally toan employer whose businessis only indirectly impacted byweather (for example, awarehousing operationwhere the product does notarrive due to a storm).

Exemptions


LEGAL


In addition, as of January 1,2019, an employee will havethe right to refuse a shift (oron-call period) where notpreviously scheduled andwhere the request is madefewer than 96 hours beforethe proposed start time. Anemployee will also be entitledto three hours of pay at theregular rate if an employee’s

entire scheduled day of work(or scheduled on-call period)is cancelled within 48 hoursof its intended start. In addition, an employeewill have no right to refuseto work or be on-call wherethe work deals with anemergency situation, reme-dies or reduces a threat topublic safety, or is necessary

to ensure the continued de-livery of an essential publicservice (regardless of whodelivers those services). Finally, Bill 148 recognizescollective agreement provi-sions may conflict with thescheduling provisions underthe new legislation. Accord-ingly, any provision of a col-lective agreement in force as

of January 1, 2019 that con-flicts with the on-call pay en-titlement, the right to refusea shift or the right to cancel ascheduled day of work (or oncall period), is grandfatheredto the earlier of the expiry ofthe collective agreement orJanuary 1, 2020. After Janu-ary 1, 2020, all collectiveagreements in Ontario mustcomply with the require-ments under Bill 148.It remains to be seen whetherOntario’s new provincial gov-ernment will seek to amend orrepeal these schedulingchanges. No mention wasmade during the electioncampaign, although rumoursnow swirl. Unless and until wehear definitively, now is thetime to begin preparing forthe new scheduling laws.

This article was written by Adam James, a lawyer with Sherrard Kuzz LLP, one of Canada’s leading employment and labour law firms, rep-resenting management. Adam can be reached at 416-603-0700 (Main), 416-420-0738 (24-hour) or by visiting www.sherrardkuzz.com.

Adapting to the schedulingchanges under Bill 148 will re-quire an honest look at yourorganization’s current prac-tices and some strategicthinking about your opera-tional needs. Ask yourself:

• Is the work truly “on-call” orcould it be scheduled insideregular business hours?

• How far in advance do you

reasonably know about yourorganization’s schedulingneeds?

• How frequently is an on-callemployee actually called into work?

• When an employee is calledin, does he/she work for atleast three hours?

• If you transition from on-callto scheduled shifts and thework volume is lower than

anticipated, are there usefultasks an employee can dofor at least three hours?

• Would a voluntary call-in listwork for your organization?In that case, an employeewould not be required tohold him or herself availablefor work. If the employee iscalled and is not available towork, the employer wouldsimply move to the next em-ployee on the voluntary list.

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Tips for employers



Trade ManagerManagement Te

am

FINANCIAL

The key to successful growth in your business is to not be afraid to stop when it isright for you. If you enjoy the hands on construction work in the trade phase, there isno harm in staying there. If you have dreams of a multi-location business, there isnothing wrong with reaching for a management team. Just make sure to focus on yourstrengths along the way and fill the gaps with talented employees or professionals.

GrowingYourConstruction Business

When you first start your constructionbusiness, you are in the “trade” phase.In this phase, you may have a couple ofemployees, however you, the owner, arethe key to the business. You spend agood amount of your time at customersites. This means you are doing con-struction work, keeping up with yourbooks and trying to build your customerbase all at the same time. Your market-ing efforts in this phase generally focuson keeping just busy enough.In this phase, it is important to build rela-tionships with professionals you like andtrust. These professionals will then beable to help you in areas beyond yourstrengths. You know your business best,but those professionals know your legaland accounting requirements, and canact as a key support to the success ofyour business.

Once your business has grown to thepoint where you need more employees tocomplete all the work you have sched-uled, you become a manager. Less of yourtime is spent doing construction work andmore is spent managing your employeesand their work. This can be a very toughshift as you become more hands off.In this stage you are focused on:• obtaining and retaining your best

skilled labourers,• motivating your employees to meet

your standards and timelines in oftenharsh environments,

• marketing to ensure you can continueto bring in work, and

• bringing in profitable jobs.To be successful, you may need to ob-tain additional capital, you need to dele-gate and you need to ensure the qualityof work does not drop as you step awayfrom more of the hands-on work. To doso, leverage your professional and in-dustry network, ensure you obtain capi-tal before you actually need it, and focuson managing and motivating your staff.

If you continue to grow, your businesswill eventually need a group of skilledstaff to help with the day-to-day opera-tions. The management team could in-clude staff in human resources, opera-tions, marketing, etc. with the goal of thatteam filling gaps in your skills and knowl-edge. In this stage, your role is to overseethe management team while that teammakes most of the day-to-day decisions.So yes, that means you need to be willingto let go of some decision-making power!In this stage, your team must continue tofocus on maintaining quality of workwhile your marketing team focuses onthe growth. To continue to grow, you may need to think about different meth-ods of expansion such as geographicalexpansion or acquisitions.The key challenges in this phase arefinding the right management team, having the right staff in place to manageyour construction staff, leveraging thework of more junior staff to increaseprofits, and ensuring you have enoughcapital to fund your operations and potential further growth.

Every business owner generally wants to grow theirbusiness at some point. With construction being a labour-intensive industry, that growth generally flows from being atrade to being a manager to hiring a management team.

Although there is no one-size-fits-allrecipe for the optimal growth of yourconstruction business, it is important toknow the focuses and struggles at eachstage so you can determine what is opti-mal for you and your business.

This article was written by KimberlyAitken, CPA, CA, Co-Leader of RLBLLP’s Construction Team. Contact her at519-822-9933 or visit rlb.ca

Trade Manager Management Team



After finishing school and working a fewyears on the farm, Ed struck off to Eng-land where he spent the next five yearslearning the carpentry trade.“Carpentry is what it is all about in con-struction,” he says. “You have to have theknowledge to do foundations, framingand finishing. You learn how to layout abuilding, set the lines and levels and doeverything from framing to erectingsteel. My experience in carpentry basi-cally set me up for general contracting.”Ed landed in Canada in 1992. Heworked for Linamar for two years be-fore opening Kiwi Newton Construc-tion Ltd. in 1994. His first work camefrom Linamar contracts and the com-pany grew from there gaining notorietyfor the completion of design-build proj-ects such as the Seagram Lofts in 2001,the new Kitchener Market and Condodevelopment in 2002, and the OldQuebec Street Mall in 2004.Over the years, Newton has continued towork as a consultant for Linamar, build-ing factories overseas. Newton’s role is of-ten as the manager in charge of site selec-tion. The company chooses the generalcontractor and works through the costing.It was while at the same time workingon a garage project in Kitchener, Ontariothat Ed travelled to East Germany forLinamar. There, he happened upon agarage system that was truly impressive.It was very cost efficient and seemed wellsuited to the Canadian market, wherewinter weather is always a challenge.

It was a prefabricated system where allcomponents, both steel and concrete,were manufactured in a controlled envi-ronment, and then shipped to be assem-bled on site. It is cost effective, has asmaller building envelope than anyother system, and is very durable. Ed brought this system to Canada in2008, when he decided to build his ownmanufacturing plant after he securedhis first garage project with Go Transit.He also uses his precast concrete andsteel capability for all of the company’sindustrial jobs.“The biggest problems we have,” Edsays, “are filling labour roles in the

precast shop and finding skilled peopleto work in the field.”Newton Group Ltd. has in-house designcapabilities. They design each project sothat they can use their Kiwi Condo,Newton Solar, Newton Parking Struc-tures and Newton Bridge Solutions.Newton’s main challenge is to controlpricing. The firm is interested only indesign-build projects where they canleverage their in-house building systems. “We have brought manufacturing intoconstruction to gain more control anddecrease the number of workers on site.Our process is driven by technology andfrankly it is easier to find workers for themanufacturing aspect of our businessthan it is to find the people who canwork effectively in the field,” Ed says.“We are very focused on bringing thewhole solution to our clients. We want tobuild energy efficient buildings andgarages at a good price using our build-ing systems. I think we really shine on adesign-build project.”

From an early age, Ed Newton, president ofNewton Group Ltd., knew he loved two things:farming and construction. He grew up on afarm in New Zealand where his father was con-

tinually developing new lots of farmland, building haybarns, roads, drainage systems—you name it.

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Bankruptcy in a nutshell When a company is assigned or peti-tioned into bankruptcy, the trustee inbankruptcy liquidates the bankruptcompany's assets and collects its debts,

insofar as it is economically feasible todo so. The resulting pot of money, calledthe "estate" of the bankrupt, is dividedup among the company's creditors according to the priority rules of the

federal Bankruptcy and Insolvency Act.Secured creditors of the bankrupt com-pany (i.e., the banks) typically get paidfirst. If there is anything left over for theunsecured creditors, they get paid thesame number of cents on the dollar. Importantly, money held by the bank-rupt company in trust for someone elsedoes not form part of the estate of thebankrupt company. That is where On-tario's Construction Act comes into play.

Section 8 of Ontario’sConstruction Act Section 8 of Ontario’s Construction Act(formerly known as the ConstructionLien Act) imposes a statutory trust uponany money paid to a general contractorfor labour and materials. The benefici-

The construction industry is littered with thebodies of the dead: Comstock and KappelerMasonry are but two of the construction com-panies that have ended up in bankruptcy pro-

tection. Bankruptcy law affects the construction industrymore than most. That is why the construction industryneeds to know about subtle changes in bankruptcy law thathave put the industry at a disadvantage relative to othercreditors, most notably banks.

The Feds Must Protect theRights of Subcontractors in

BankruptcyProceedings

We have an extensive local team of commercial litigators. Our expertise includes:

Timothy J. McGurrinCommercial Litigation Lead, Kitchener-Waterloo 519.593.3221 | [email protected]

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Construction liens | Contract disputes | Commercial Litigation Arbitrations | Trust claims



aries of the statutory trust are the sub-contractors and suppliers who suppliedlabour and materials to the project. In the good old days, the statutory trustcreated by the Construction Lien Actgave subcontractors and suppliers alimited priority over other creditors ofa bankrupt general contractor. Anymoney paid by an owner to the trusteein bankruptcy was kept separate fromthe estate of the bankrupt general con-tractor because they were trust funds.The trustee in bankruptcy would paythe trust funds to the subcontractorsand suppliers on the project instead ofpaying the money to secured and unse-cured creditors.

Atlas Block decisionchanged the law In the 2014 decision of the Ontario Su-perior Court of Justice in Royal Bank ofCanada v. Atlas Block, the court ruledthat only funds subject to a commonlaw trust were to be kept separate fromthe estate of the bankrupt. I won't boreyou with the distinction between statu-tory and common law trusts. The pointis that funds impressed with a statutorytrust of the type created by the Con-struction Act now form part of the estateof the bankrupt in spite of the trust. Inother words, as a result of Atlas Block,

subcontractors and suppliers lost theirlimited priority over trust funds.

A local example of AtlasBlock in action The Kappeler Masonry bankruptcy illus-trates how the Atlas Block case puts sub-contractors and suppliers at a disadvan-tage relative to banks. The trustee inbankruptcy collected $147,119 from theowner of a project Kappeler had workedon. The trustee in bankruptcy asked thecourt to approve payment of the

$147,119 to Kappeler's bank, BMO.Hargest Concrete Ltd. of Cambridge wasa supplier of Kappeler Masonry on theproject that had generated the $147,119payment. Hargest Concrete Ltd. objectedto the proposed payment to BMO. In thegood old days, the $147,119 would havebeen paid to Hargest Concrete Ltd. As aresult of the Atlas Block precedent, thecourt ordered the trustee in bankruptcy topay the $147,119 to BMO.

We need a legislativeamendment The federal government should reversethe effect of the Atlas Block decision.It should amend the Bankruptcy andInsolvency Act to exclude funds im-pressed with a statutory trust pursuantto the Construction Act from the es-tate of a bankrupt general contractor.

Giving banks priority over subcontrac-tors and suppliers is bad public policy.First, subcontractors and suppliersshould have priority over funds arisingfrom their labour and materials. Sec-ond, Atlas Block gives banks an incen-tive to push general contractors intobankruptcy so they can jump to thefront of the line. Third, the law is nowbeing applied differently in differentprovinces because judges in Albertawisely declined to follow the AtlasBlock precedent. A legislative amend-ment is needed to bring uniformity tothe application of federal law.

In order to convince the feds to amendthe Bankruptcy and Insolvency Act, weneed as many voices as possible callingfor change. I encourage you to raise theissue with your national trade associa-tions and your local MP.

Ted Dreyer is a construction and insurance lawyer at Madorin, Snyder LLP in Kitchener.

...we need as manyvoices as possible

calling for change.



The international trade dispute oversteel and aluminium place large-scaleconstruction projects at risk. RichardLyall, president of the Residential Con-struction Council of Ontario, fears thatmany projects will be cancelled.

“We use thousands of tonnes of steel inhigh-rise buildings and we're talkingabout thousands of dollars per unit de-pending on the building,” he says.

Trade disputes over steeland aluminiumThe Trump administration introducedtariffs of 25 percent and 10 percent on

Canadian steel and aluminium, respec-tively, on June 1. By identifying Canadaas a threat to national security, Presi-dent Trump invoked the exemption ofsection 232 of the Trade Act of 1962 setout by the World Trade Organization.The exemption, originally intended forcountries at war, permits any nation toenact any trade action in the service ofits own national security interests. In re-taliation, Canada levied tariffs of $16.6billion on American products this pastJuly. The trade war will likely affectCanada’s use of steel more than alu-minium: Canada is a net exporter ofaluminium, but a net importer of steel.

The Canadian construction industrystands to feel the effect of this dispute,given its historic reliance on Americansteel. The Canadian steel industry canproduce only half of what the construc-tion sector needs annually, so construc-tion firms have typically looked abroadto fill this gap. The sector typically im-ports approximately a quarter of thesteel it needs from the US and the re-maining quarter from foreign markets. Mary Van Buren, president of theCanadian Construction Association,has indicated that the CCA supportsthe government’s action to defend itsmarkets. She worries, however, that“such tariffs will hurt the constructionindustry, its workers and fundamentallyall Canadians by raising prices for con-sumers and damaging competitivenessfor business.”The tariffs on American steel have

As trade relations between the US and Canada continue to break down, Canadian construction companies face significant supply shortages and

cost increases for their building materials.

TariffsWill ForceConstruction Costs Sky High



already caused a significant increase in costs—the price of steel rebars hasreached a near-record high, after a 38percent increase in 2018 alone. Pricesof aluminium have climbed by 15 per-cent. This cost increase of buildingmaterials has put building projects at risk and has threatened housing affordability, as condominium unitsstand to increase in price by $10,000–12,000 this year.

Safeguarding againstoffshore steel iscontributing to theshortageLobbying efforts on behalf of theCanadian steel industry threaten to exacerbate the situation. The tariffshave intensified the need for foreignsteel, since construction companies areleft with no recourse but to rely on offshore manufacturers. Canadian producers, however, fear that cheap,foreign steel will flood the country andhave consequently called for safeguardsand quotas to stabilize the Canadiansteel market.

The Canadian Coalition for Construc-tion Steel has argued that such meas-ures will stymie the supply of steel toconstruction companies: global safe-guards will effectively limit the access of Canadian companies to offshoresteel, thereby placing the industry atrisk of serious commodity shortages. Anoop Khosla, president of MidvalleyRebar Ltd and coalition member, hassuggested that many construction com-panies will survive only if they have ac-cess to global markets. His company, aBritish Columbia-based residentialconstruction firm, stands to be hit par-ticularly hard in the trade war. The majority of Canadian steel is pro-duced in central Canada and the cost ofoverland transportation to coastal re-gions make the purchase of Canadiansteel unfeasible—often as much as fourtimes the price of acquiring foreignsteel. Construction companies in At-lantic and Western Canada thereforerely heavily on offshore or Americansteel, but with the new tariffs and po-tential safeguards, these companies face

shortages of the products they need tocomplete their projects. Ed Whelan, president of the CanadianInstitute of Steel Construction, presenteda similar view. “Our industries can surviveas long as we have access to freely tradedworld steel,” said Whelan. “Immediatesafeguards are not the solution.”

Canada faces cancelledinfrastructure projectsWalter Kopelaar, the CEO of WaltersGroup, a steel fabricator and coalitionmember, calls the safeguards a “self-in-flicted wound on the economy.” He paints a bleak picture of the future forconstruction workers. “It will mean can-celled projects and higher constructioncosts for bridges, roads and new homes,”he claimed. For each steel mill job pro-tected by the safeguards against foreignsteel, “there’s 10 to 100 jobs downstreamthat could be side-swiped.” Cancelledprojects place construction employees outof work and prevent Canadian munici-palities from acquiring the infrastructureimprovements that they need.


Federal Prompt Payment

In August, Public Services and Procure-ment Canada released Building a FederalFramework for Prompt Payment and Adju-dication, the report prepared by lawyersBruce Reynolds and Sharon Vogel. Thedocument recommends a package of re-forms for the federal government to enactprompt payment and adjudication rulesfor federal construction projects.The package includes 53 recommenda-tions relating to the introduction ofprompt payment and adjudication legisla-tion. Chief among them are recommenda-tions for prompt payment and adjudica-tion on federal construction projects that,“assure the orderly and timely building offederal construction projects… avoid in-creased construction costs that result frombidders adding a contingency amount toallow for the risk of late payment… andreduce the risk of disruption to federalconstruction projects because of the insol-vency of subcontractors and suppliers.”Furthermore, the report recommends thatprompt payment and adjudication applyto all construction projects on lands ownedby the federal government, defence proj-ects and Crown corporations.Reynolds and Vogel also suggest that“the time period for payment betweenfederal owner to general contractorshould be 28 days and the period forpayment at levels below the generalcontractor should be seven days fromreceipt of payment from the owner, andso on down the contractual chain.”Of interest to builders in this province, thereport recommends that the model pro-posed by Reynolds and Vogel, and which

was subsequently adopted in Ontario, become the federal model.“The Ontario model should apply to fed-eral prompt payment legislation. Specifi-cally, the following should be legislated inrelation to the consequences of a failure topay: the right to commence an adjudica-tion; mandatory statutory interest; theright to suspend work… if an adjudicator’sdetermination is not paid within 10 days;and resumption of work after suspension,conditional on payment of a determinedamount, interest, reasonable costs incurredby the payee as a result of the suspension.”

Consulting stakeholdersSince being brought on to assist with thefederal review, Reynolds and Vogel con-sulted extensively with stakeholders acrossthe country. They met with 55 groups andmore than 500 participants between earlyMarch and late April of this year.“It has been an honour to have been in-volved in this federal initiative and to havehad the opportunity to engage with stake-holders and PSPC to create this recom-

mendation package,” said Vogel.“We’re just starting to see the changes tothe Ontario Construction Act roll out,”added Reynolds. “The Government ofCanada will be moving ahead with its leg-islation in the fall. At the same time, otherprovinces and territories are consideringthe issue of prompt payment and adjudi-cation. The leadership role undertaken bythe federal government will be an impor-tant factor in the evolving situation.”

Making progressEarlier this year, the federal governmentindicated it would use the proposed rec-ommendations to inform the develop-ment of law that will direct terms of pay-ment and provide for an adjudicationprocess for federal construction contracts.The initiative builds on ongoing prompt

payment efforts, including a 14-point action plan, developed jointly by the gov-ernment and the Canadian ConstructionAssociation. As of June 8, 2017, the Government of Canada has publiclyposted all payments related to construc-tion contracts of over $100,000. This allows businesses involved in federal construction contracts, such as subcon-tractors, to make informed inquiriesabout the status of their payment.


The federal government recently took another step toward implementing prompt payment and adjudication mechanisms on its construction contracts.

Inching Toward a Solution

• completing an engagement

strategy that describes the

commitment of the Canadian

Construction Association,

Defence Construction Canada

and Public Services and Pro-

curement Canada to collabo-

rate through a working group;

• agreeing on prompt pay-

ment principles;

• reviewing payment terms

in federal construction con-

tracts, including an assess-

ment against industry stan-

dards; and

• reviewing the Treasury

Board's 30-day mandated

payment period to deter-

mine if there is flexibility to

reduce this period.

Four other actions have been completed since:



The most important question to askwhen deciding whether or not a tenderis appropriate is this: Is it clear exactlywhat the contracting authority wishesto buy? If not, then another optionshould be considered, which allows amore fulsome comparison of the vari-ous goods and services on offer as wellas the competing merit of the suppliersof those goods and services. In general,this role is played by the RFP.When you ask most purchasing man-agers, a request for tender is used whenthey know what they want to buy. Theyuse an RFP when they think theyknow what to buy and they use a re-quest for information when they haveno idea what they want to buy.Nevertheless, in recent years, a ten-dency has emerged to publish requestsfor public competition which embody amixture of the elements of each form of competition so that these distinc-tions have begun to blur.As one moves away from the pure ten-der into the realm of the RFP, the de-termination of the best acceptable offerby reference to objective, quantifiablecriteria becomes more difficult. Atsome point, the valuation mechanismbecomes so highly subjective it is

impossible to construct a scheme of enforceable rights based upon the RFPprocess. The exact point at which thisoccurs is often obscure, with the resultthat disputes are likely to arise, whichare frequently followed by litigation.It is an implied term resulting from theuse of the tendering process that allbidders will be treated fairly andequally. This standard is easily appliedin the tender context, in which decisionmaking is guided by one primary concern: price.It is far harder to apply when dealingwith other forms of procurement. In anRFP, the range of non-price considera-tions may be quite wide and can include such subjective factors as perceptions of competence in a givenfield and even personal attributes suchas whether a particular contractor or its staff is considered trustworthy.Frequently, an RFP will call for thecontracting authority to exercise a con-siderable degree of skill and discretionin the award of the contract. Providedthe criteria of assessment that are em-ployed are those which are specifiedunder the terms of the RFP documen-tation, there is little problem.

However, despite these features of theRFP, there are many cases in which atleast some aspect of the right to receivefair treatment have been imported intoRFPs in the law of tender.The scope of these rights must obvi-ously be modified to suit the specificterms of the RFP, including the discre-tionary elements of evaluation and thewide range of criteria that may be em-ployed in evaluation. To the extent thata municipality has reserved a discretionto conduct a subjective evaluation, thatdiscretion should be respected by thecourts. Nevertheless, it is clearly notopen to a contracting authority to introduce new evaluation criteria afterthe RFP has closed, nor to considernon-compliant proposals or bids re-ceived from non-qualified proponents.It is not open for the contracting au-thority to adopt any personal, subjec-tive method of assessment in place ofthe appropriate criteria and weightingcontemplated in the documentation.While the purpose of an RFP is tomove the final decision away from pureconsideration of price towards morecomplicated determinants, it does notfollow that the law of tender has no application at all.There is no presumption that an RFPwill necessarily take the form of a mereinvestigation, and there is little ques-tion that a properly worded RFP maygive rise to tender contract rights.

The reasoning behind a municipality using a tenderor an RFP in the procurement of construction hasa common matrix.

Analyzing the Decision Between

Tenders or RFPs

Stephen Bauld is a government procurement expert and can be reached at [email protected]. This article was f irst published inthe August 14, 2018 edition of the Daily Commercial News.


SAFETY



SAFETY


Health & SafetyCommittees

Editor’s note: this infographicwas created by the CanadianCentre for OccupationalHealth and Safety. For moreinformation, visitwww.ccohs.ca.

A health and safetycommittee, com-prised of worker andmanagement repre-sentatives who meetregularly, brings theinternal responsibil-ity system into prac-tice. This systemrecognizes that theemployer and work-ers have a shared re-sponsibility forworkplace health andsafety, with the em-ployer having thefinal authority andresponsibility. Inmost Canadian juris-dictions, a health andsafety committee isrequired by law.This infographic outlinesrequirements and goodpractices for an effectivehealth and safety commit-tee, from defining roles andresponsibilities to providingtraining and resources torecognizing and addressingworkplace hazards.

Effective



Imagine a workspace where the physi-cal facility itself gathers data on occu-pant habits and feeds that informationback to building managers to under-stand usage trends. Managers in turnuse that data to re-configure officespaces to accommodate for changinguse patterns. No space stays static forlong. Information is abundant; adapt-ability is routine.Intelligent design is at the cutting edgeof construction procurement thesedays. And why not? Sophisticated assetowners understand that the physicalspaces in which they work are less andless valuable to the people they employ.For them, true value lies in findingways to make spaces more efficient and

better suited to the needs of their peo-ple. And people, it seems, are embrac-ing new models of work.Consider this. In its Global MobileWorkforce Forecast Update 2016–2022report, Strategy Analytics estimatesthat nearly 2 billion people world-wide—better than 42 percent of thetotal global workforce—will be mobileemployees. These men and womenwon’t come to work every day. They’llcheck in as and when work needs to bedone, and when they come to the of-fice, they won’t expect a dedicated deskwith a framed photo of their kids.They’ll need a space to drop theircomputer and easy access to a good, reliable internet connection.

Peter Crawley and Tyler Abela, both ofPCC Integrate, understand this trendwell. Headquartered in Calgary, thecompany they represent has beenbringing intelligent building solutionsinto physical spaces since 2005. Tobetter serve the Ontario market, PCCIntegrate recently moved into the Cat-alyst building in Waterloo. From there,they’ve been advising buyers andbuilders about the benefits of intelli-gent building design.

“Companies at the leading edge ofadopting this technology want to havefully connected buildings,” says Craw-ley, PCC Integrate’s president andCEO. “They’re looking for a buildingenvelope that meets modern standardsfor data infrastructure and connectiv-ity, and that they can keep adding appsto. In that regard, it’s almost as thoughthey’re thinking of their facilities likecell phones.”

Intelligent buildings are like cell phones withwalls—highly customized to users’ specificationsand loaded with features that help them be more efficient.

Designing for theFuture ofWork

Catalyst137 - The World’s Largest IoT Manufacturing Space.


Everyone on thenetworkIf that sounds confusing, considerthat intelligent building design goesway beyond just building light, heatand water sensors and systems. Today’s connected office spaces fea-ture entirely modular office walls andfurniture—pre-fabricated systemsthat are easy to move, and adjust to

occupant demand.Underpinning and, indeed, poweringthese offices is the data network. Voice,security and even lighting systems arerun through wires conventionally reserved for data infrastructure. Theresult is a far more efficient and adapt-able space than one built using tradi-tional processes. It’s much more affordable, too.

“Compared with conventional deliverymethods for office fit-ups, the qualityof the finished product is better andthere is no additional cost premium,”Crawley explains, adding that cost iskept low and quality high by virtue ofmanufacturing wall components infactories, rather than on site.“Over the long run, the cost of owner-ship of an intelligent space is actually


PCC Integrate head office in Calgary, Alberta.

Fully integrated video conferencing boardroom with video wall display.Pre-terminated and pre-bundled cable looms allow for fast, easy, and organized installation.



lower than a conventional space, par-ticularly when you consider that thespace can be reconfigured and all theassets moved at a very low cost.”

In Calgary, PCC Integrate worksclosely with chartered accountantsMNP. About 10 years ago, MNPadopted the practice of integratingmodular and intelligent building systems into their fit-outs. Companyofficials now estimate that MNP can

build out an office space using smartsolutions at an average cost of $80 per square foot. Its budget for a conventional build-out is $100 persquare foot.

It all comes down todesignIntelligent buildings are most success-ful when IT engineers—like PCC Integrate—are brought into the design

process as a key stakeholder, just as a mechanical or electrical engineermight. That’s a surprise for many inthe conventional procurement world,but it’s a key step toward ensuring thebuilding shell can accommodate all of the end user’s technology requirements.

“The design is where the intelligencecomes in,” says Abela, PCC Integrate’sregional business development officer.

Catalyst137 front lobby and event space.



“Our team helps with setting budgets,selecting general contractors to makesure they understand their role in thisprocess, and even doing the procure-ment on behalf of the client to ensureall the system components functionperfectly together.”When it comes to installation, most of the hard work is already done. Cabling is laid according to specifica-tions, and modules are installed to suitthe client’s precise needs. Even light-ing systems can be added and movedaround a facility by plugging in con-ventional RJ45 Ethernet cables.(Crawley estimates that for reasons ofsafety and convenience, data-distrib-uted lighting will become the de factostandard for commercial office build-ings within two years.)

Limitless potentialSmart building tenants are layering appsupon apps into their intelligent buildingnetworks. And why not? The additionalinsight and intelligence they gather

from these applications can be essentialto operational performance. Just aseveryone’s cell phone is unique to them,in the not too distant future, each ten-ant’s building space will be precisely

designed (and re-designed) according totheir changing needs.

Intelligent buildings are at the forefront ofthe future of work.

CONTRACT REVIEWPROCUREMENT/TENDER DISPUTES

CONSTRUCTION LIENSCONSTRUCTION LITIGATION

45 Erb Street East, Waterloo, ON | www.kwlaw.net | Tel: (519) 886-3340

Providing legal and business solutions for over 150 years

16 screen video wall in the Catalyst137 lobby with integrated audio and build-ing-wide video casting.

Mural of Catalys137 building.



CCA says that the new bill unfairlytargets the construction industry andobscures the procurement process. Theassociation’s primary concern with thebill is not the stipulated involvement incommunity programs, but confusionthat may arise as a result of the require-ment. Without a clear articulation ofthe community-benefit requirementswithin tender documents, the associa-tion worries that community programswill fall outside the scope of projects.President Mary Van Buren said that“the industry is supportive of commu-nity benefits, being good corporate so-cial citizens,” but that there is wide-spread concern regarding how theformal reporting of social value can bewritten into bids. Contractors will findthemselves in blind competition witheach other, unclear how their commu-nity proposals affect their bids. CCA members have already imple-mented numerous programs to increasethe representation of women, indige-nous people and youth in the industry.

As former CCA president MichaelAtkinson indicated, corporate social re-sponsibility has long been a priority forthe CCA, which includes a how-toguide for social responsibility on itswebsite. Atkinson drew a distinctionbetween the CCA’s voluntary social re-sponsibility program and the mandatedcommunity-benefits requirement stipu-lated by the new federal bill.

New requirements placeheavy burden onconstruction companiesKen Gibson, executive director of theAlberta Construction Association, be-lieves that companies won’t be able todeliver quality work if they are saddledwith additional responsibilities.“I don’t understand how our memberfirms can be expected to deliver their ‘A’team for quality infrastructure and in-novation if we’re going to layer on re-quirement after requirement to addresssocial ills,” he said.Chris Lorenc of the Manitoba Heavy

Construction Association similarly ex-pressed the unfairness that constructioncompanies bear the brunt of this socialresponsibility.“It’s so easy to pick on this industry asthe bearer of solutions to problems,” hesaid. The members of his associationare already struggling to meet these re-quirements on a municipal and provin-cial level and will likely flounder withsimilar federal demands.

Bill C-344 and itspolitical ramificationsBill C-344 reached its second readingin the Senate this June, after threereadings in the House of Commons.The bill gives the Minister of PublicWorks the authority to require contrac-tors to detail how their work on a fed-eral project will benefit the surroundingcommunity. The bill is intended to in-crease the accountability of federal taxdollars, ensuring that projects with fed-eral funding contribute to communitywelfare. The bill defines communitybenefits as social, economic or environ-mental interests.To demonstrate how they will meetthis requirement, construction compa-nies bidding for new public infrastruc-ture projects must now outline targetsfor community benefits—and theirplans for meeting those targets—

The Canadian Construction Association (CCA)has voiced strident opposition to the new community-benefit measures enacted by Bill C-344, an amendment to the Department of

Public Works and Government Services Act.

Industry opposedto new community benefits measures

The federal government hassingled out the constructionsector for improvingemployment opportunities for groups under-representedin the workforce.



within their proposals. The bulk ofthese targets relate to training and employment of groups that are under-represented in the workforce or thatface particular challenges. These groupsinclude women, indigenous peoples,disabled persons, veterans, apprentices,young people and new immigrants.

Conservative MPs have been vocalabout their opposition to the amend-ment. Kelly Block, MP of CarltonTrail—Eagle Creek in Saskatchewan,argued that this bill launches an “assaulton SMEs [small-to-medium sized en-terprises] by adding another layer of redtape to federal government contracts.”

Similarly, Kelly McCauley, MP of Ed-monton West in Alberta, emphasizedthe needless addition of red tape toconstruction bids and the resulting un-certainty for contractors. “The red tapeand the bidding process make it diffi-cult and costly to participate, yet herewe have a bill that will add randomministerial interference and random

uncertainty.” Furthermore, he called attention to the difficulty of comparingproposals based on their communitybenefits: “there is no metrics attachedat all here.”

Construction firms arealready communitysupportersAlthough the federal government hassingled out the construction industry in this bill, construction firms have his-torically been active supporters of theircommunities. CCA members routinelysponsor events to attract women to the.

industry and run programs to improvetheir diversity, particularly with out-reach to indigenous groups. They seekto make the sector more welcoming byincreasing the number of apprentice-ships. Bill C-344, however, puts con-tractors at risk of an unpredictable pro-curement, reducing their capability tomaintain these programs. Mandatingcontractors to include social targetswithin their bids will result in reducedproductivity and increased uncertainty,an inequitable burden on an industrythat employs 1.4 million Canadians.

CCESINCROVVIIIIDING ELEECTEIVRPR

COMMINDUSTRIAL

E 1991TRICAL SOLULUTIONSLU

MERCIAL INSTITUTIONAL

EMAIL13.727.47419: 5 .7 7CALL

FORMERLY

ISO 9001: 2008 Registered

www.aclsteel.ca519.568.8822

2255 Shirley DriveKitchener, ON, N2B 3X4

Mandating contractors to include social targetswithin their bids will result in reduced

productivity and increased uncertainty, an inequitable burden on an industry that employs 1.4 million Canadians.


GVCA SIGHTINGS


Leaders in Construction (LinC) Golf Tournament

GVCA & CCA Construction Town Hall Meeting

Women in Construction (WinC) Golf

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GVCA SIGHTINGS


Kevan Thompson Industry Leader,

Vice President Construction

Phone: 519-650-6363 ext. 41552 Toll free: 1-866-578-6030

[email protected] www.cowangroup.ca

CONSTRUCTION

ConstructionInsurance & Surety Specialists

programs

surety solutions

management team

GVCA WSIB Safety Group 10th Anniversary



BFD RONA BUILDING CENTREBFD is a locally-owned Rona Building Centre offering a complete line oflumber and building supplies, hardware, paint, plumbing, electrical, win-dows, doors and trim. We cater to contractors and offer delivery through-out K-W, Cambridge and surrounding areas. BFD specializes in Fencingof all types including professional installation by qualified tradespeople.

Dean Bernier | (519)745-3250 | [email protected]

Tim Hergott | (519)745-3250 | [email protected]

BUILDING SUPPLIES

Featured in the annual Procurement issue of The GVCA Journal, the Buyer's Guideprovides companies with a unique opportu-nity to profile their products and services.

2018 GVCABUYER’SGUIDE

MNPAt MNP, we continuously strive to create innovative programs andmethodologies that keep your construction business one step ahead.Our tax, accounting and business consulting advice helps you buildsomething you can be proud of.

Jeff Riediger | 519.725.7700 | [email protected]

ACCOUNTING

Form and BuildForm & Build Supply has been a leader in the construction supplyindustry for over 40 years. Specializing in everything Concrete re-lated, Admixtures, Masonry, Restoration, Building Envelope, Wa-terproofing, Stucco & Construction Tools & Fasteners.Customers Always Come First at F&B

www.formandbuild.com | 1-800-265-8963

CONCRETE & MASONRY

STM Construction Ltd. 90 years of Construction ExcellencePut our vast experience to work for you in your next industrial, commercial or institutional project.Construction Management – General ContractingDesign/Build Services – Pre-Engineered Buildings

Vincent Geerdinck | 519-756-7030 | [email protected]

CONSTRUCTION



2018 GVCA BUYER’S GUIDE

CJs Express Plumbing and Electrical Ltd.CJs Express Plumbing and Electrical Ltd. has had great successover the last 3 years in being able to reach the next level that theywere aiming for. With leading construction estimating and job cost-ing software and modern onsite technology we are able to keep ourteam strong and reach our goals and dead lines.

Nelson Oliveira | 519-621-3111 | [email protected]

ELECTRICAL

RJC Engineers Specializing in Structural Engineering, Building Science, StructuralRestoration, Structural Glass & Facade Engineering and ParkingFacility Design, RJC is one of Canada’s leading engineering firms.With a staff of more than 450 in 11 locations across the country, weoffer highly personalized service at the local level with the expertise,depth, and resources of a large, national firm.

rjc.ca | (519) 954-6392 | [email protected]

ENGINEERS

Forest City Forming Ltd.FCF are Forming Specialists for High-Rise, Residential, Commercial and Industrial buildings. We also have EquipmentRentals in the following categories: Concrete Pumps; Tower Cranes & Mobile Cranes; Stone Slingers and Concrete Disposal Bins.

Leo Simas | 519-455-4116 | [email protected]

CONSTRUCTION FOUNDATION

Knapp FastenersKnapp Fasteners Inc. is a family owned business delivering person-alized service and high quality products to its global customers. All of our employees are dedicated to serving the needs of our customers every day. Our high quality products include fasteners,components, industrial supplies, custom manufactured productsand vendor managed solutions.

519-653-4558 | www.knappfast.com

FASTENERS




Reid and Deleye ContractorsAt Reid and Deleye Contractors, it is our mission to build lastingstructures, lifelong relationships and maximize client value. Wepride ourselves in paying the highest respects to the health, safetyand well-being of our team and the environment we share.• COR Certified • Project Management• Design-Build • Public Tender

Bradley Good | 519-688-2600 | [email protected]

GENERAL CONTRACTORS

ArriscraftArriscraft manufactures a vast range of premium stone for commercial and residential projects, including full-bed Renaissance® Masonry Units and Building Stone, Thin-Clad adhered and clipped veneers, Adair® Limestone, and cast accessories. Designers can select from a truly comprehensive line of styles in natural colours, with custom applications available.

Linus Laugalys | 800-265-8123 | [email protected]

MASONRY

Knapp Fasteners Inc.

Your Local Supplier for Construction & Building Hardware

Since 1987

[email protected] - 519-653-4558 www.knappfast.com

STM Construction Ltd.361 Elgin Street, Brantford ONPhone: 519-756-7030Fax: 519-756-1200E: [email protected]

90 Years ofConstructionExcellence

Nelco Mechanical LimitedFor 112 years, Nelco has been caring for the Mechanical andHVAC needs of our community and surrounding areas. We spe-cialize in Commercial, Institutional, Industrial and Design buildprojects. Our Professional Service Technicians are available 24/7.We believe in building and maintaining relationships with the val-ued customers we serve.

519-744-6511 | www.nelcomech.com

MECHANICAL

5 Star Paving (Cambridge) Inc.5 Star Paving is a family owned and operated organization where all of your paving and construction needs can be met. Whether youare in the Commercial, Industrial, Municipal or Residential sectors,5 Star Paving can provide the perfect solution for your asphalt parking lots, pathways, excavating & grading, concrete sidewalks & curbs.

(519) 624-1712 | [email protected] | www.5starpaving.com

PAVING




Westman Steel Devoted to Sales Professionalism. Years of dedicated service has taught WESTMAN STEEL thatSales Professionalism is as important as the product itself. It’s notjust the knowledgeable sales support that WESTMAN STEELdelivers, it’s the commitment to ensuring that WESTMAN prod-ucts are quality-based and guaranteed.www.westmansteel.ca | (519) 620-6001 | [email protected]

STEEL PRODUCTS

Strassburger Windows and Doors For over 65 years Strassburger Windows and Doors has been givingour customers what they expect… quality workmanship and in-tegrity at a fair price. We are manufacturers of vinyl windows, patioand entry door systems for the replacement, renovation and new-construction markets and the only manufacturer to offer a complete- engineered designed - window and door series.www.strassburger.net | 519-885-6380 | [email protected]

WINDOWS, DOORS & HARDWARE

Build to last.

arriscraft.com |

Naturally made for high performance.Deliver superior performance and unique designs when you choose our naturally made full-bed and thin clad stone.



EVENTS CALENDAR

October 11Oktoberfest Corporate night - Concordia Club E-mail [email protected] to purchase tickets.

October 19Gold Seal Exam

October 30PACE EventGrey Silo Golf Club

November 8 Women in Construction (WinC) Holiday SparklerWestmount Golf and Country Club

November 17Kids Christmas PartyDeer Ridge Golf Club

November 20Introduction to Safety Groups – Free information session

Date to be announced Construction Industry Outlook – 2019 Construction Spend

Note:To view a complete list of upcoming events and to register, please visitwww.gvca.org/calendar

EDUCATION CALENDAR

September 11 & 12Construction Drawings & Specifications (Earn 2 Gold Seal credits)

September 11 & 25Construction 101 (Earn 2 Gold Seal credits)

September 12Construction Industry Ethics (In-Class Portion)(mandatory for Gold Seal certification)

September 17 & 18Adjudication & Prompt Payment

September 19Standard First Aid Training – REFRESHER (1 day)

September 20NEW Change Management for Construction (Earn 1 Gold Seal Credit)

September 27SiteDocs Live Demo

October 9Microsoft Excel (Basic) (Earn 1 Gold Seal credit)

October 11 & 12Standard First Aid Training (3 year certification)

October 17OneNote for Construction (Earn 1 Gold Seal credit)

October 19The Project Work Plan

October 30Social Networking for Construction (Earn 1 Gold Seal credit)

October 31OneNote for Construction (Earn 1 Gold Seal credit)

Approved Working at Heights ScheduleSeptember 17, October 1, October 15 and October 29

Approved Working at HeightsREFRESHER ScheduleSeptember 28 and October 26

NEW Construction 201Project Management & Field Personnel Master Class (Earn up to 4 GoldSeal credits)October 3 October 10Module 1: Negotiation Module 2: Project CommunicationOctober 17 October 24Module 3: Productivity Module 4: Leadership SkillsGVCA Office, 25 Sheldon Drive Cambridge, Ontario N1R 6R8 Canada

NoteAll education & training will be held at GVCA -25 Sheldon Drive (unlessnoted otherwise). To view a complete list of upcoming education and toregister, please visit www.gvca.org/calendar.

REGISTRATION REQUIREDfor all courses and events. To register, or request additional information please contact [email protected] or call519-622-4822 X120 or go to: www.gvca.org/eventscalendar.

ACL Steel Ltd. . . . . . . . . . . . . 23Alliance Roofing . . . . . . . . . . 13Arriscraft . . . . . . . . . . . . . . . .29AQ Solutions . . . . . . . . . . . . . 32Ball Construction Ltd. . . . . . . . 7Battlefield Rental . . . . . . . . . .12Baywood Interiors Ltd. . . . . . 13Bill Snyder Electric Ltd. . . . . . 23Canadian Concrete MasonryProducers Association . . . . . . 2Capital Paving . . . . . . . . . . . . 11Conestoga Roofing . . . . . . . . 11Cowan Insurance Group Ltd. . 25Delta Elevator . . . . . . . . . . . . 25

Duncan, Linton LLP . . . . . . . . 21JDI Cleaning Systems . . . . . . . 6Knell's Door & Hardware . . . . 9Knapp Fasteners Inc. . . . . . . . 28K-W Door Installations Inc. . . 13Liuna . . . . . . . . . . . . . . . . . . . 31Melloul Blamey . . . . . . . . . . . 24Miller Thomson LLP . . . . . . . 10Nelco . . . . . . . . . . . . . . . . . . . 26PCPM Construction . . . . . . . . 20RCT Bins . . . . . . . . . . . . . . . . 19Strassburger . . . . . . . . . . . . . 27STM Construction . . . . . . . . 28

ADVERTISERS’ INDEX


Highly trained, safety-conscious and skilled, LIUNA members are the right people for the job.

Employers know that LIUNA provides more comprehensive, advanced training for its members than any other union in Canada. LIUNA is committed to training and has created partnerships with employers including investments by our pension fund in P3 projects.

Hands-on training through the Construction Craft Worker (CCW) Apprenticeship Program is available for all LIUNA members to ensure a safe, productive workforce. Members are ready to work safely from their fi rst day on the job, making them a valuable asset to employers.

LIUNA represents more than 80,000 members in all sectors of the construction industry in Ontario including; industrial, commercial and institutional (ICI), residential, roads, gas pipeline, sewer and watermain, electrical power systems, demolition, utilities and heavy engineering.

Visit liunaopdc.org/affi liated-local-unions to fi nd a LIUNA local affi liate near you.

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