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Though all good things must come to an end, sometimes they end with a bang. This is exactly what Bill Brooks has planned for his 19th annual – and final – Bill Brooks Prostate Cancer Benefit. This year’s gala, The Billy Horror Picture Show, will be an epic night of delicious food, festive libations, dancing to a killer band and, most importantly, fundraising for Calgary’s Prostate Cancer Centre (PCC). “It’s a good time to stop,” says Brooks, the Calgary Herald’s well-known society editor who has covered the city’s social scene for almost 20 years. “Everything has a beginning, a middle and an end, and you want to leave on a high note.” Going into the final gala – set for January 27, 2017 at Hotel Arts – the benefit has raised close to $8 million. With the final send-off sure to draw a record crowd, Brooks is certain the total amount raised over the years will be far in excess of $8 million. His optimism is encouraged by the fact the Rockyview Development Council – under the auspices of Calgary Health Trust, Brooks’ partner for the benefit – has agreed to match the first half-million dollars net raised at this year’s gala. The benefit’s presenting sponsor – Canada Safeway – remains an invaluable supporter this year, as it has for the past several years. The cause is dear to Brooks, who started the benefit after his friend Mark Wilson, currently vice president and general manager of Hotel Arts Group, approached him to do a charity event. Brooks’ uncle had recently passed away from prostate cancer in his early 40s. “So when Mark said pick a charity, I said prostate cancer,” he explains. “And nothing was being done for prostate cancer in those days.” The PCC, Brooks says, needs the funds. “It receives zip from our government. It has taken care of thousands of men and their families. Without events such as mine, or



the Remington Charity Golf Classic or the Priddis Greens Charity Classic, or just straight donations, where would the men and their families go?” Each year’s gala has had a different, colourful theme and this year’s theme will not disappoint. Brooks encourages attendees to dress up: “Some people love putting on a costume. I’m not one of those,” he chuckles, referring to this year’s poster which features him in full drag hair and makeup. Quick to deflect much of the credit for the benefit’s success, he praises the event’s 17-person volunteer committee. “If you’ve been involved in events you know it’s a full-time job,” he says. “This committee has just been incredible. I couldn’t do it without them.” Tickets are $300 and cover all food and drink. “In theory, you don’t have to reach for your wallet all night long,” Brooks says. “Though we hope you do, because we’ve got some amazing auction items.” Following the gala, Brooks plans to take some time off from fundraising – but not for long. “I think people are sick of seeing my name come up on the call display,” he laughs, “but rest assured I’ll be back.” Two causes he’s extremely passionate about are Silvera for Seniors – which provides affordable housing to lower-income seniors – and Alzheimer’s/dementia. The end of one charitable chapter and the beginning of a new one. Those lucky enough to get a ticket to The Billy Horror Picture Show will most certainly enjoy the final act of the Bill Brooks Prostate Cancer Benefit. It’s sure to be the biggest and best gala yet. For tickets go to event-list/2017/annual-bill-brooks-prostate-cancer-benefit/.



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Supporting the visions of entrepreneurs one story at a time. Volume 27 | Number 1



Good News and Bad News for 2017 By Frank Atkins


When U.S. Taxes Go Low, We Should Go Lower By Paige MacPherson



Charging Into the Future David Allen takes the helm of the Chamber By Melanie Darbyshire






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Leading Business The Calgary Report Current developments for Calgary Telus Convention Centre, Tourism Calgary, Calgary Economic Development, and Innovate Calgary

Marketing Matters By David Parker






Supporting the visions of entrepreneurs one story at a time. Volume 27 | Number 1





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St. Mary’s University

Celebrates 30 Years

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Celebrates 10 Years


A  Tribute to Giving Back Calgary’s caring honorees By John Hardy

P  rivate and Alternative Schools: Serving Students, Parents and Communities P  rivate and Alternative Schools Directory W  orkplace of the Future Open-concept workspaces: efficient or deficient? By Erlynn Gococo

T  he $50 New Normal? The latest M&A cycle continues By John Hardy

F  inding a Niche in the Calgary Market Training, skills and red tape By Parker Grant


T  he Speed Bumps of Calgary Real Estate Cautious positivity By John Hardy

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Good News and Bad News for 2017 BY FRANK ATKINS


t appears the worst may be over for the Alberta economy. However, this is a cautious prediction, based mainly on the fact oil prices seem to have stabilized lately. Notice that nobody seems to be predicting oil prices will rise dramatically in 2017. Perhaps what we have finally learned, based on a notoriously poor forecasting record over many years, is oil prices are extremely difficult to predict over longer periods of time. This is a market that has many diverse participants, both on the demand and supply side, so long-term prediction of the path of the world price of oil is a fool’s game. That all said, there is room for some cautious optimism that oil prices may creep back upward in 2017. Some of the other good news for Alberta comes from the election of Donald Trump. Trump and the Republicans are clearly pro-pipeline, which may give new life to Keystone XL. Even in a depressed world oil market, this will give a boost to the Alberta economy. It is interesting the Republicans also appear to be against any form of carbon tax or cap-and-trade scheme. It will be interesting to see how carbon taxes in Canada evolve with our biggest trading partner not having any carbon taxes. In Alberta, some of the bad news comes from the fact there are matters other than the world price of oil that should be cause for concern. The recent pipeline approvals in Canada are certainly good news, but this is not a done deal yet. The approvals seem to have galvanized the opposition to fossil fuels, and made it more radical, something I did not think was possible. This is part of a rising anti-fossil fuel sentiment in Canada, which has been going on for some time. My major concern is this anti-fossil fuel sentiment has become institutionalized.

IN ALBERTA, SOME OF THE BAD NEWS COMES FROM THE FACT THERE ARE MATTERS OTHER THAN THE WORLD PRICE OF OIL THAT SHOULD BE CAUSE FOR CONCERN. We should worry about the mess that was created in Ontario, with the decision to go green very quickly. The result was skyrocketing electricity prices. Premier Wynne admitted recently Ontarians may have to choose between “paying the electricity bill and buying food or paying rent.” Basically this mess was created by the Green Energy Act. The worrisome part for us in Alberta is the architect of the Green Energy Act was Gerald Butts, who was a senior adviser to Dalton McGuinty. Mr. Butts is now principal secretary to Justin Trudeau. Here is where we run into a great contradiction. The sluggish growth in the Canadian economy at the present time is due to the fact there is sluggish growth in the Alberta economy, due to depressed oil prices. What a lot of Canadians do not seem to want to admit is that Canada is an oil-producing nation, and the Canadian economy will improve when the world oil market improves. However, the principal secretary to the prime minister is stridently antifossil fuel. This does not bode well for the Alberta economy or the Canadian economy. Moving Canada quickly away from fossil fuel production, as was the case in Ontario, will do great harm to both the Alberta economy and the Canadian economy. Frank Atkins is a senior fellow at the Frontier Centre for Public Policy.



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When U.S. Taxes Go Low, We Should Go Lower BY PAIGE MACPHERSON


ur neighbours to the south have elected a new president, Donald Trump. During the campaign he promised many changes that will impact businesses in the U.S. But what does the new regime mean for Calgary’s business community? For starters, Trump promised to negotiate the North American Free Trade Agreement – an agreement that’s been great for Canada. Renegotiating it could have negative or positive outcomes for Canada. The devil will be in the details. This, too, could be bad for American businesses. However, they can take solace in the fact that Trump promised to lower the business tax rate from 35 per cent to 15 per cent – a dramatic decline. That could be a very good-news story for American tax revenues. We know that at least a segment of the business tax base is mobile, especially at the high end. For Americans who had chosen to take their businesses out of the country, the U.S. may now look like a much rosier place to file their taxes. Lowered income taxes because of Trump’s promise to collapse the seven income tax brackets into three may have similar effects, attracting the well-off to file their taxes at home. Canada could benefit from economic growth sparked in the U.S. But by the same token, these tax changes could have a magnetic effect, drawing Canadian businesses and wouldbe investors down south. Certainly, a dramatically reduced business tax rate makes Canada less competitive, as was noted in an RBC report. Perhaps we should politely twist the meaning of an oftused phrase in the U.S. election: “When they go low, we go high.” When it comes to tax rates, when they go low, we should go lower.

At the very least, we shouldn’t be raising taxes. At the federal level, Prime Minister Trudeau lowered income taxes in the middle bracket, but increased income taxes at the top. Provincially, Premier Notley also increased income taxes to those making over $125,000. Premier Notley raised general business taxes by 20 per cent almost immediately upon entering office. Her small business tax cut was welcome, but was easily offset by other tax and wage hikes. All of these tax hikes should be reconsidered if these governments are serious about “creating jobs.” Both the federal and provincial governments must take a more critical look at their multibillion-dollar carbon taxes, which Mayor Nenshi has noted will also drive up property taxes. The U.S. – the world’s second largest contributor to greenhouse gas emissions and Canada’s nearest competitor for investment – isn’t imposing a carbon tax and has vowed to scrap the Paris climate commitments. Canada’s incoming $50/tonne carbon tax will impact our competitiveness. In Calgary this past year, city council increased nonresidential property taxes by 3.8 per cent, and utility bills are rising. A welcome tax freeze is coming, but a cut was possible. A 2016 poll by the Canadian Federation of Independent Business showed Calgary ranked 112th on a list of the best places in Canada to start and grow a business, and Calgarians are grappling with a double-digit unemployment rate. Canadian and Albertan policies, as well as those crafted right here in Calgary, do not exist within a vacuum. With many incoming U.S. policies opening the door to business, policymakers should prioritize how they are going to attract and retain job-creators here at home. Paige MacPherson is Alberta director of the Canadian Taxpayers Federation.



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Three tips for becoming a better leader While perhaps in the past there was some truth to the saying that “great leaders are born, not made,” that doesn’t necessarily hold true today. After all, as business evolves, so too does the definition of leadership. At its core, the ultimate goal of leadership is to positively impact the behaviour of one’s followers. To do this effectively in a modern business environment, you need to understand what motivates and empowers those followers—and leverage that information to move your company forward. In a multi-generational office setting, not all employees will be motivated by the same leadership style. That’s why today great leaders are adopting leadership approaches that are less autocratic and more focused on qualities such as honesty, transparency and humanity. These qualities are typically acquired over time, after years of experience and exposure to different management styles. That said, there are some steps you can take to accelerate the process: Define your leadership style One of the most fundamental aspects of becoming an effective leader is determining—and embracing—your own unique leadership style. Most leaders today abide by one dominant leadership style, and then integrate others when necessary to get the most out of their staff.

Learn how to work amid a diverse range of leadership styles In the past, there were believed to be three primary leadership styles—autocratic, democratic and laissez-faire—but today that number has dramatically expanded. To work well with others, today’s leaders must familiarize themselves with a diverse range of leadership styles—from task-oriented to people-oriented and everything between—and leverage that knowledge to create a cohesive working environment. Embrace flexibility To meet the needs of all your employees—and maximize both productivity and innovative thinking—a leadership approach cannot be set in stone. While it’s true that aspiring leaders need to make deliberate leadership choices, they also must be willing to tailor their style depending on the situation, or people, involved. Leadership is about moving people towards a common goal. To do this, a leader must speak loud enough to be heard, but as we’re now learning, also be willing and able to listen effectively. If you can do both, you can do more than achieve common business goals. You can help others find inspiration and job fulfilment. What can be better than that? By Tracey Zehl, Managing Partner, Assurance Service Line Leader, Grant Thornton LLP



Scotiabank Donates $75,000 to Fund a Support Network at Bow Valley College’s Chiu School of Business Learners at Bow Valley College’s Chiu School of Business received some valuable support thanks to a $75,000 donation from Scotiabank. The donation will be used to form the Scotiabank Business Student Support Network and was accepted by David Allwright, dean of the Chiu School of Business, during a ceremony at Bow Valley College on December 1, 2016. “Scotiabank has had a long-standing commitment of being involved in the communities where we live and work,” says Matt Boudreau, manager, training centre at Scotiabank, who presented the cheque. “Our impetus is to fund the students who are going to drive our communities in the future.” The Scotiabank Business Student Support Network is designed to provide one-on-one support for learners experiencing academic challenges by matching them with skilled learners in similar courses. “We’re building on what we’ve been working on for the last several years,” says David Allwright, dean of the Chiu School of Business. “It’s part of a larger plan to make sure students have a more in-depth experience when in post-secondary. We have to be mindful of providing students with opportunities to get fully engaged in their educational experience and give them different options to do that.” The network will bring learners together to support each other through activities like peer tutoring, study groups and a speaker series for networking and mentoring with Scotiabank staff. All the learners involved in the program will benefit from enhanced understanding of the subject matter, development of leadership skills, greater engagement with the institution and their instructors and development of communication skills.

“From the perspective of students, this allows us to expand the educational experience they receive when they come to Bow Valley College,” says Allwright. “Classroom instruction is great for certain types of learning and certain types of activities, but it is only part of the entire post-secondary experience…. There are all sorts of soft skills that come about from allowing students to do more things that are not necessarily in the classroom setting.” The donation represents a five-year commitment to the Chiu School of Business and builds off a long-standing relationship between the college and Scotiabank. “We will give them a portion of the funding every year and will continue our involvement by hosting opportunities for the students to network with current ‘Scotiabankers.’ We will bring back some Scotiabank employees who were previous Bow Valley College graduates – we have quite a few of them – and help them aid students through networking and other events.” ABOVE: DAVID ALLWRIGHT, DEAN, CHIU SCHOOL OF BUSINESS; SVETLANA MIFTAHOV RAPAPORT; MATT BOUDREAU, MANAGER, TRAINING CENTRE AT SCOTIABANK; JACKIE PASCUAL; RICARDO ALVAREZ; MARIELLE JAMON; AND HAZEL MAY ESMILIO.



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ach November, across the country (and particularly in Calgary during National Philanthropy Week), the enormous difference between “just writing a cheque” and giving back is highlighted. This year’s Generosity of Spirit (GOS) honorees encapsulate these special qualities.

Corporate Philanthropist Stikeman Elliott LLP Giving back simply makes good business sense,” says Leland Corbett, managing partner at Calgary’s Stikeman Elliott LLP. “However, that’s not to say it’s easy, especially in today’s economic environment. There’s a finite amount of time, energy and resources available, and it’s a constant balancing act. “But volunteering and getting out in the community is a great way for our people to develop their skills, and to learn more about themselves, their colleagues and their city.” Stikeman Elliott is one of Canada’s leading business law firms, and for nearly 25 years, the Calgary office has excelled and

focused on M&A, securities, banking, joint ventures, project financings, real estate, tax and employment, and a busy commercial litigation practice recognized for its regulatory practice and work on leading oil and gas cases. Corbett emphasizes the Calgary spirit and uniqueness. “Calgary has an unbelievable sense of ingrained teamwork. People in our city are so ready to roll up their sleeves and help their neighbours. We are genuinely proud to be Calgarian.”

Outstanding Philanthropic Family The Steele Family “Giving back has always been a rewarding learning experience for our entire family,” says Barb Steele who, together with husband Bob, is the recipient of the 2016 Outstanding Philanthropic Family GOS Award. “We try to pass along the values of caring and generosity to anyone we contact. Our three grown sons and their families (including six grandchildren) are carrying on the traditions in their lives. LEFT: THE STAFF AT STIKEMAN ELLIOT. BACK ROW – NICOLE LECOURS, MICHAEL MESTINSEK, CAROLYN SIMPSON, SUSAN ARNISON. FRONT ROW – BRADLEY ASHKIN, LELAN CORBETT, SARAH METCALF STONE AND TRACY BURGESS RIGHT: BOB AND BARB STEELE




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“We love the friends and associations that have developed in our volunteering world and now are enjoying watching our adult children as they participate in the family tradition of ‘volunteeritis.’” For Calgary’s Steele family, philanthropy has always been a focus and a priority. “Giving back and helping is always important, but in our challenged economic times, it’s more important than ever to find ways to contribute.” “The GOS recognition is certainly an honour,” Barb Steele adds, “but it is certainly not sought out. We try to stay under the radar but if it can encourage others to get involved, it’s all worthwhile.”

Philanthropic Youth Colton Lewis His story is both inspirational and sad. In January 2013, midway through their third year as Haskayne students, Colton Lewis and his close friend, Brett Wiese, were violently attacked at a house party. He was stabbed six times and miraculously survived. His friend died at the scene. Despite the trauma and the injuries, it turned out to be a life changer. He chose to build a lifelong legacy for his friend and also impact future Haskayne students through the Brett Wiese Memorial Scholarship Endowment at the University of Calgary. “Having the scholarship has allowed us to steer away from the negativity of the incident and court trials, and has created an environment for positive discussions about Brett and the everlasting impact his legacy will have on our community,” he explains. “There are so many amazing people who have been involved with the process and the impact it is having. We have overwhelming support from different communities across the city and nationwide.”






MBA ‘‘

Lifetime Achievement Philanthropist Mike and Linda Shaikh “We have always believed in ‘do good and good will come to you,’” says Mike Shaikh. “And we are truly blessed, very fortunate and thankful for having the opportunity to help others.” Mike and Linda Shaikh have been married 42 years and have been committed to making life better in the Calgary area. Long-term financial investments in community health and education, donating $1 million to the Alberta Children’s Hospital to establish the Shaikh Family Resource Centre and funding significant research projects within Alberta Health Services are just three examples of the remarkable couple’s caring and community spirit. “Calgary has a proud heritage of energetic and entrepreneurial people building a vibrant community,” Shaikh says. “We have people coming from all over the world to build a thriving city. We have created a culture of excellence and an entrepreneurial-friendly society. Calgary encourages and fosters entrepreneurship.”

From honing my networking skills, exchanging lessons learned with fellow students and corporate leaders and connecting with a mentor who helped me find my passion, the Haskayne MBA played a big role in my journey towards a rewarding career in Social Corporate Responsibility.”

Jill Salus, MBA’11 Stakeholder & Aboriginal Engagement ConocoPhillips Canada

The Haskayne MBA. Calgary’s MBA.

They are grateful but openly uncomfortable with the GOS honour. “The greatest virtue lies in doing something good without hope of recognition. However, if such recognition can entice others to give, then we love to celebrate the giving.”



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CEO of Imaginea Energy Corp., and is dedicated to making Calgary life better. “Giving back is more than just providing funding for community initiatives,” she points out. “It should evoke and heighten a sense of collaboration and unity, which in turn helps affect things. The ability to foster positive change, big or small, is the true essence of ‘giving back.’

Philanthropic Group Calgary Firefighters Burn Treatment Society The Calgary Firefighters Burn Treatment Society (CFBTS) – a registered, non-profit organization made up of Calgary firefighters – is into its 29th year of specialized, Calgary medical care and research. The group has generated more than $8 million in donations for the Burn Treatment Centre at the Foothills Medical Centre, and is transforming burn care in Calgary. “Firefighters get into their profession with a desire to help their community in a variety of ways. Our group is an extension of that. We have found a way to greatly influence the outcomes of people affected by burn injuries and skin disease,” explains Jim Fisher, CFBTS president. “One of our current motivations is the possible reality that these positive outcomes could become global. We are supporting research to hopefully play a leading role in gamechanging rehabilitation for burn injuries and skin disease.”

Doc Seaman Individual Philanthropist Suzanne West Calgary’s Suzanne West is a champion of giving back. But she also inspires, motivates and mentors other people about Calgary-area philanthropy. She is the respected Calgary president and

“Calgary is a dynamic community, but to get even better, we need to more effectively tap into the city’s intellectual capacity and utilize the brain thrust to foster transition and adapt to the changing world. A dynamic community means we’re more responsive to reinvention, we stay relevant during transition and we continue to develop a deeper sense of community.”

Hazel Gillespie Community Investment Leadership Lorna Carlson Lorna Carlson is vice president of the Imperial Oil Foundation and a community investment adviser. In her professional and personal time, she is involved in various ways to make Calgary great. “Giving back has always been a personal priority,” she says. “I’m a farm kid from way back, so my entire life has been about community. And professionally, philanthropy has been a key part of our corporate focus for more than 130 years. We recognize that, as a major corporation, we are a vital part of the communities where we operate. “Community is not a physical place. It is people. It is resources. And it is ideas coming together to create something unique and amazing. Of course, the funds are still a component of philanthropy, but the days of just ‘writing a cheque’ are long gone. It’s about involvement and support in many other ways.”














ver the last four years, Calgary’s Chamber of Commerce has undergone transformational change. The sale of its building and relocation to a new, modern space (think exposed brick, glass walls and open spaces); an overhaul of its membership structure to a value-tiered approach; and a renewed focus on members and what they desire.

is an author and his brother-in-law has a gaming business – Allen credits the support of his family for much of his success. “Our family has always been of the view that if you find something you love to do, go after it and work hard, you’ll be successful. Having that many entrepreneurs in the family is really supportive.”

This year’s incoming Chamber chair, David Allen, is all for these changes, and more. “This is not your father or your grandfather’s Chamber,” Allen says from a glass-cube meeting room at the Chamber’s offices located on the sixth floor of the historic Burns Building. “Don’t expect to see oakpanelled walls and brass doorknobs, it’s not like that.”

He also praises the Chamber for all the support it gave him while starting a business during the downturn. “I met my bookkeeper through [the Chamber]. I met one of my biggest clients through the Chamber.”

The 45-year-old entrepreneur (and professed gearhead who loves working on motorbikes) says it was the Chamber’s transformation that originally compelled him to get involved in 2012. “I wasn’t interested in the old Chamber, but I got interested in the new Chamber. I sat with Adam [Legge, president and CEO of the Chamber] and he said this is where we’re going and these are the challenges we face. I really took an interest at that time.” Allen became a member of the board of directors and last year served as vice-chair. Originally from Nova Scotia, Allen moved to Calgary in 1996 for the same reason many people do. “There was lot of opportunity at the time, and there still is,” he says. “The entrepreneurial drive, you could feel it as soon as you arrived.” He worked in real estate for many years – as president, Calgary and region communities, for Brookfield Residential, and as vice-president at Carma Developers – before starting his own development management company, Situated Co., in 2015. “I wanted to get closer to the customer and get back to projects; I love doing projects,” he says. “The higher you go in larger organizations, the further and further away you get from that. I wanted to keep an external focus.” He also wanted to spend more time with his wife, Theresa Toth, and two sons, now aged 11 and nine. From an entrepreneurial family – Toth is a recipe developer and cookbook author, his father is in real estate, his mother



Notwithstanding dark economic times, Allen’s company has continued to grow. “People needed a new way forward, a different way of doing things,” he explains. “I didn’t really notice a downturn. I knew it was going to be a little bit tougher, but I think in some respects it would have been harder before because people wouldn’t have realized they needed the help they did.” But he’s quick not to downplay the recession. “At this time Calgary has the highest unemployment rate of major Canadian centres,” he points out. “This is a game-changer for Calgarians and makes us feel more like many other areas of Canada have. Businesses need to compete more, innovate their offerings faster, and for those who haven’t shifted skills or service offerings now is the time to adjust and fast.” According to the Chamber’s research and forecasts, things are likely to continue to get at least a bit worse before they


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get better. “What this means is that we have a large number of educated, talented people, many of whom formerly made excellent salaries, and all of whom are looking for a place to dedicate their talent to,” Allen says. “They want to get to work and our biggest loss will be if they leave our city.” A dynamic mix of large and small industries and businesses is what Allen hopes will emerge from the downturn. “We need to define our future, and I believe more and more our members are doing just that,” he says. “We’re setting record numbers for new business starts; albeit a different mix than in past years.” While he recognizes the oil and gas industry as a major driver of Calgary’s economy, he highlights other industries as well. “There are incredible opportunities in our growing biotech and health care, engineering, transportation and logistics, tourism, and digital business industries which are also very exciting to contribute to Calgary now and in the future.” Political stability, he says, is needed for the path forward. “Outsiders are wondering what is going on politically with our rapidly changing regulatory environment, with our business health and with our growth,” he says. “They need to see us stabilize more and not come under more stress.” For his one-year tenure as chair, Allen has many plans and will draw from his experience in both large organizations and as an entrepreneur. With such a short period of time to work with though, he has three top goals. The first is to refocus the Chamber on its thousands of member businesses. “Members are our customers – if we’re not





listening to what they want out of their Chamber and what their business challenges are and where they see opportunities, then we can’t help.” His second priority is to evolve the Chamber into a deeply digital organization of the future. “The digital aspect has been a real eye-opener for the entire board; if you’re not a digital business, you’re a dying business,” he says. “It keeps you relevant as an organization.” For the Chamber, this means obliterating geographic boundaries, so that members can come from anywhere in the world. It also means more self-service models, having more insights pour into the Chamber through digital space and having a greater digital presence. “Making sure the Chamber is accessible 24-7.” His last, but by no means least, priority is to ensure all levels of government have core business issues on their agenda straight from Chamber members. “We have a municipal election coming up next year and we want to make sure that they’re listening to what businesses are going through here,” Allen explains. “We’ll do this through tapping our members for insights, helping them make sense of what they’re asking and then actually putting policy positions forward that can help members. That will be a nice platform we can use for the provincial election shortly thereafter.” He’s looking forward to continuing to work with Legge and others at the Chamber. “Adam brings terrific energy to this team,” he says. “He’s well respected. Under his leadership, the Chamber has really punched above its weight and its space.” Indeed, the Chamber’s transformation has been, so far, a success. Membership has increased to roughly 2,000 members and this year’s Small Business Conference – a marquee Chamber event – drew a record turnout of 1,600 attendees, double the amount at last year’s conference. Legge is likewise full of praise for Allen. He highlights Allen’s work thus far on the board,


particularly as chair of the Policy Directions Council. “David has really helped to guide the overall policy-related work of our organization,” Legge says. “He brought a bigpicture, strategic perspective to the issues affecting our competitiveness and prosperity.” Legge sees Allen’s experiences in both large organizations and as an entrepreneur as a boon to the Chamber. “He’s always got a great perspective of the considerations for either side. He’s able to bring that very balanced perspective to the work we do.” After relocating 20 years ago, Allen considers himself a Calgarian at heart and is optimistic for the city’s future. “Calgary will continue to grow,” he predicts. “We are going to grow at a slower pace than we did at the peak and with a different mix. We also have different employment skills needed than what we had in the past.” Despite the downturn, he notes Calgary remains a preferred destination for new Canadians. Another positive is the city’s young demographic who are putting down roots and growing young families. If offered the chance, he’d move here all over again. “When you look around, where do you want to spend your time in Canada?” he asks. “There’s very few places you can go if you want to grow a business. Calgary still has to stay competitive, but from a lifestyle perspective this place is pretty great.” When the year is over, if Allen has his way, Calgary will be even greater.



The Calgary Impact Let’s Ask an EOer

By Melanie Darbyshire


algary’s EO members are a dynamic and innovative group of business leaders. Ranging from high-profile to flying-underthe-radar, Calgary’s EO business leaders are on the front line and cutting edge of all things business in Calgary. They are plugged-in barometers about the impact of the past 16 or so months not only on their own businesses but on the Calgary market, Calgary’s business reputation and the positivity of hoping for 2017 to be the recovery. “The dent in the market is deep and has affected every Albertan in some way. The past 16 months have driven business owners back into working ‘in’ their businesses, not just ‘on’ them,” admits Wendy Coombs, physiotherapist, CEO of Momentum Health and EO Calgary member. “To cut expenses, business owners are having to work with fewer staff, everyone is doing more with less. We are back to the seven-day workweek and wearing the many hats of an entrepreneur. “We have all rediscovered what we are made of. The devastating flip side of this is that unemployment is over 10 per cent and that doesn’t include all the self-employed and contractors who aren’t back in the workforce.” Andrew Hopkinson, president of Hopkinson Aircraft Sales and an EO Calgary member, looks ahead but agrees with the Calgary impact. “There is no doubt that the rest of Canada and parts of the U.S. are particularly concerned with the investment climate in Alberta. It has been hard to watch over the past 16 months some long-standing flight departments close their doors. Although in the short term we have been able to assist in moving many of these aircraft, the downside is many have moved out of the country and province.”

Business cycles are familiar facts of Calgary business life for Kevin Murphy, partner and general manager of Boulevard Travel and an EO Calgary member. “This cycle is deeper and longer than others. We took a good look at our processes, client list and team and looked for areas of opportunity to adapt to the new norm. We had diversified the business mix back in mid2000, and that has kept us going during the downturn and transitioned our focus to this market. “Corporate Calgary will return, and when it does we will be ready!” There is begrudging but realistic business agreement, and cautious optimism, around the impact on Calgary’s reputation. “There has certainly been very little confidence gained by way of government policy in the province,” Hopkinson cautions. “Our customer base has been extremely hard hit by the lack of banking, investor and consumer confidence in the market.” Murphy agrees. “This hit is deeper than previously experienced. True Calgarians are optimistic and waiting for the right time. In my EO group, of the seven members, six are starting new businesses right now. It’s exciting to be surrounded by that kind of energy.” “Calgary is still a great place to live and the people have a reputation of being honest, straightforward and hard working,” Coombs points out. “We still have a very strong skilled labour force and will continue to attract these people from outside of our borders once the job market turns around. Our reputation is healthy but people need jobs to make Calgary home.”

Contributing Members:

Upcoming Events: Jan 18 • Richard Mulholland “Leadersh-t, and How to Avoid It” Jan 25 • Get a Grip on Your Business - EOS

Wendy Coombs

Kevin Murphy

Andrew Hopkinson

physiotherapist, CEO of Momentum Health and EO Calgary member.

president of Boulevard Travel and an EO Calgary member.

president of Hopkinson Aircraft Sales and an EO Calgary member.

Jan 26 • Stronger Together Luncheon A drive for Membership Diversity within EO Calgary

The international Entrepreneurs’ Organization (EO) is the respected, world-wide business networking group — with more than 10,000 members in 35 countries — where business leaders meet informally to brainstorm, compare notes, learn and share relevant discussions about business. EO has 122 chapters around the world, including the Calgary chapter which is the fifth largest and one of the most active EO chapters in the world.


For membership inquiries:




arents are naturally concerned about how well their children do at school and about the quality of education. Schooling is a highly formative experience and convincing parents of the value of a specific school may prove to be challenging among the wide range of options. This article explores independent (private) schools as one such option in Alberta’s diverse education landscape.

INDEPENDENT SCHOOL ENROLMENTS In a 2015-16 provincial system of 690,844 students, 28,627 (approximately four per cent) attended independent (private) schools. Another 5,688 attended community-based private ECS sites (kindergartens) where about 70 per cent of the students have special needs. Some international, First Nations and non-resident students are also educated in independent schools. As an aggregated group, the population of students is approximately five per cent of the education system as a whole. Most of the independent schools enrol less than 200 students per site with a handful teaching over 700 students. The Calgary area is home to approximately 40 independent school authorities.

BOARD STRUCTURES The most distinctive feature of independent schools, similar to charter schools, is that they are generally single-site operations under the supervision of a small board. Each independent school operates with a specific vision and mission that may vary according to the type of education programming. Boards may be elected or appointed and teachers are hired directly.

Since different governance models are practiced and most management is site-based, independent schools do not have large centralized offices so they tend to not get bogged down in bureaucracy. Decisions can be made more expeditiously and effectively. The schools acquire additional services as required by contracting and collaborating with other local agencies. There may be various support committees to assist in managing all the services and facilities. If a school is not responsive, and parents and students are not satisfied, it will likely fail as parents leave.

TEACHER QUALIFICATIONS Teachers in independent schools hold the same professional certificates as their public school counterparts. Teaching standards are subject to provincial regulation managed by Alberta Education’s Teacher Certification Branch. Teachers are evaluated externally by competent individuals appointed by the registrar in order to qualify for permanent professional teaching certificates and their teaching practice is governed by provincial legislation.

ACCOUNTABILITY OF INDEPENDENT SCHOOLS All community-based private ECS (kindergarten) operators and all independent schools operate as not-for-profit agencies under the Societies’ Act of Alberta. They must report accordingly to Alberta Education using the same accountability pillars as do public schools but with additional requirements for monitoring, external reporting and teacher evaluation. Standards of accountability generally parallel public schools, which are available on the Alberta Education website.




Government-collected data reveals independent schools are safe and caring institutions that are responsive to parents, and do a good job of preparing students for life after high school.

INDEPENDENT SCHOOL ECONOMICS CONSIDERATIONS In keeping with the 1998 Private School Funding Task Force, Alberta independent schools receive part of the funding public authorities receive per student. Currently, private school funding is limited to a maximum of 70 per cent of the instructional and Plant Operations and Maintenance (POM) funding envelopes provided to public authorities. Independent schools do not receive funding for a number of funding envelopes available to public authorities, including: class size reduction dollars, technology enhancement funding, transportation grants and capital (school building) funds. In addition, independent school teachers do not benefit from the $2.2 billion government provided to the Teachers’ Retirement Fund to cover pension plan shortfalls. Milke (2015) recently pointed out independent schools have saved government some $750 million over the past five years. Milke uses a comparison that a student in the public system costs taxpayers $10,874 in comparison to $5,150 for a student in the private system. It could be argued that tuitions paid by independent school parents make more dollars available to public schools. Special needs students may qualify for additional grants. Some specialized schools, termed Designated Special Education Private Schools, may only admit students requiring specialized supports but their non-special education funding is like that of the other independent schools. No independent school receives funding for capital expenses so a modern facility with specialized theatres or playing fields is not built using taxpayer money. Independent schools charge tuitions in order to pay for the remaining costs of operating the school. Tuition fees will vary considerably depending on the kind of capital investments for buildings, teacher/student ratios, extracurricular program activities and other program enhancements.



CURRENT ENVIRONMENT For more than 100 years, Alberta has been well served with a pluralistic system of education. In keeping with the province’s heritage and values, conscientious objectors, minority groups and people from multiple backgrounds have settled in the area without having to extinguish their foundational identities. One criticism of independent schools is they do not allow everyone to attend. Public schools select students based on geographic location, specific program types and needs of the student, and sometimes gender. Not every student can enrol in any school. A universal education system that is genuinely inclusive must allow some parental choice so parents can make positive choices for the sake of their child. In that sense, Alberta’s aggregated, pluralistic educational system is in fact very inclusive, and independent schools play a key role in complementing the provincial system. Arguments opposing independent schools are nothing new. Opponents often fail to consider the significant contributions independent schools make to society and ignore the fact the primary beneficiaries are children. At the end of the day, all students in both public and independent schools are provided a government-approved education through a curriculum that meets Alberta’s expectations. Independent schools are not a “private” matter; they provide a public function by delivering on educational outcomes through not-for-profit institutions that are approved by and held accountable to the public interest. From the perspective of parents, primary concerns usually revolve around how well their child is doing. They want to know their child is in good hands, and the school has their best interest at heart. They need assurance the situation at school is working. In a child’s 13 years of education, each day counts. For more information, visit the Association of Independent Schools and Colleges (AISCA) at AISCA represents approximately 90 per cent of Alberta’s publicly accredited independent schools as well as 65 per cent of the private Early Childhood Services programs.


Airdrie Koinonia Christian School Accredited / Eligible for Funding ECS, Grades 1 - 12 77 Gateway Drive NE Airdrie T4B 0J6 Phone: (403) 948-5100 • Fax: (403) 948-5563

Akiva Academy Accredited Nursery, Pre-Kindergarten, ECS, Grades 1 – 6, Grades 7- 8 140 Haddon Road SW, Calgary, AB T2V 2Y3 Phone: (403) 258-1312 • Fax: (403) 258-3812

Alberta Chung Wah School Accredited / Eligible for Funding Grades 10- 12 #270, 328 Centre Street SE, Calgary, AB T2G 4X8 Phone: (403) 271-8033 • Fax: (403) 288-8887

Aurora Learning Calgary Accredited / Eligible for Funding Grades 7 – 12 623 - 35th Avenue NE, Calgary, AB T2E 2L2 Phone: (403) 277-9535

Banbury Crossroads School Member of the Canadian Coalition for Self Directed Learning Accredited / Eligible for Funding J/K,ECS, Grades 1- 6, Grades 7- 9, Grades 10 – 12 B1 #201, 2451 Dieppe Avenue SW, Calgary, AB T3E 7K1 Phone: (403) 270-7787 • Fax: (403) 270-7486 Offers Home Education Program Offers Home Education Blended Program

Bearspaw Christian School Accredited / Eligible for Funding Jr. K, Sr. K, Grades 1 – 12 15001 - 69 Street NW, Calgary, AB T3R 1C5 Phone: (403) 295-2566 • Fax: (403) 275-8170

Bethel Christian Academy Accredited ECS, Grades 1 – 6, Grades 7- 9, Grades 10 – 12 2220 - 39 Avenue NE, Calgary, AB T2E 6P7 Phone: (403) 735-3335 • Fax: (403) 219-3059

Calgary Academy Collegiate Airdrie Koinonia Christian School Accredited / Eligible for Funding Preschool, ECS, Grades 1 - 12 77 Gateway Drive NE Airdrie T4B 0J6 Phone: (403) 948-5100 • Fax: (403) 948-5563

Akiva Academy Accredited Nursery, Pre-Kindergarten, ECS, Grades 1 – 6, Grades 7- 9 140 Haddon Road SW, Calgary, AB T2V 2Y3 Phone: (403) 258-1312 • Fax: (403) 258-3812

Alberta Chung Wah School Accredited / Eligible for Funding Grades 10- 12 #270, 328 Centre Street SE, Calgary, AB T2G 4X8 Phone: (403) 271-8033 • Fax: (403) 288-8887

Aurora Learning Calgary Accredited / Eligible for Funding Grades 3 – 12 Unit 137, 5305 McCall Way NE, Calgary, AB T2E 7N7 Phone: (403) 277-9535

Accredited / Eligible for Funding Grades 4 – 12 1677 - 93rd Street SW, Calgary, AB T3H 0R3 Phone: (403) 686-6444 • Fax: (403) 686-6588

Calgary Chinese Alliance School Accredited / Eligible for Funding Grades 1 – 12 150 Beddington Boulevard NE, Calgary, AB T3K 2E2 Phone: (403) 274-6923 • Fax: (403) 275-7799

Calgary Chinese Private School Accredited / Eligible for Funding K, Grades 1 – 6, Grades 7-9, Grades 10 - 12 128 2nd Ave SW, Calgary, AB T2P 0B9 Phone: (403) 264-2233 • Fax: (403) 282-9854

Calgary French & International School Accredited / Eligible for Funding Preschool, Jr. K, ECS, Grades 1- 6, Grades 7- 12 700 - 77 Street SW, Calgary, AB T3H 5R1 Phone: (403) 240-1500 • Fax: (403) 249-5899 •

Accredited / Eligible for Funding JK, K, Grades 1- 12 414 - 11A Street NE, Calgary, AB T2E 4P3 Phone: (403) 290-0767 • Fax: (403) 290-0768

Calgary Islamic Private School

Eastside Christian Academy

Akram Jomaa Campus Principal: Mr. Asad Choudhary Accredited / Eligible for Funding Grades K-12 2612 - 37 Avenue NE, Calgary, AB T1Y 5L2 Phone: (403) 248-2773 • Fax: (403) 569-6654

Calgary Islamic School

Accredited / Eligible for Funding ECS – 9 Home Schooling OIptions 1320 Abbeydale Drive SE, Calgary, AB T2A 7L8 Phone: 403-569-1003 • Fax: (403) 569-7557 Offers Home Education Blended Program

Edison School

Omar Bin Al-Khattab Campus Accredited / Eligible for Funding K, Grades 1- 6, Grades 7- 9 225 - 28 Street SE, Calgary, AB, T2A 5K4 Phone: 587-353-8900 • Fax: 587-353-8999

Accredited / Eligible for Funding ECS, Grades 1- 6, Grades 7- 9, Grades 10 – 12 Site 11, P.O. Box 2, R.R. 2 Hwy 2A, 1KM North of Okotoks • Okotoks, AB T1S 1A2 Phone: (403) 938-7670 • Fax: (403) 938-7224

Calgary Jewish Academy

Equilibrium School

Accredited / Eligible for Funding Nursery - Grade 9 6700 Kootenay Street SW, Calgary, AB T2V 1P7 Phone: (403) 253-3992 • Fax: (403) 255-0842 •

Accredited / Eligible for Funding 707 - 14 Street NW, Calgary, AB T2N 2A4 Phone: (403) 283-1111 • Fax: (403) 270-7786

Calgary Quest School

Foothills Academy

Accredited / Eligible for Funding ECS, Grades 1- 6, Grades 7- 9, Grades 10 – 12 3405 Spruce Drive SW,. c/o Spruce Cliff Elementary Calgary, AB T3C 0A5 Phone: (403) 253-0003 • Fax: (403) 253-0025

Accredited For students with learning disabilities Grades 3 - 12 745 - 37 Street NW, Calgary, AB T2N 4T1 Phone: 403.270.9400 Fax: 403.270.9438 Email: Website:

Calgary Waldorf School

Glenmore Christian Academy

Accredited / Eligible for Funding Preschool, ECS, Grades 1- 6, Grades 7- 9 515 Cougar Ridge Drive SW, Calgary, AB T3H 5G9 Phone: (403) 287-1868 • Fax: (403) 287-3414

Chinook Winds Adventist Academy Accredited / Eligible for Funding ECS, Grades 1- 6, Grades 7- 9, Grades 10 – 12 10101 - 2nd Avenue SW, Calgary, AB T3B 5T2 Phone: (403) 286-5686 • Fax: (403) 247-1623

Calgary Chinese School Accredited Principal, Mr. David Chang; Vice Principal, Miss Claire Chang Grades 10 – 12 #110, 138 - 18 Ave SE, Calgary, AB T2G 5P9 Phone: 403-461-9797 • Fax: (403) 228-5330

Delta West Academy

Columbia College Accredited / Eligible for Funding Grades 10 – 12 802 Manning Road NE, Calgary, AB T2E 7N8 Phone: (403) 235-9300 • Fax: (403) 272-3805 •

Accredited / Eligible for Funding ECS, Grades 1- 6, Grades 7- 9 16520 – 24 Street, SW, Calgary, AB T2Y 4W2 (403) 254-9050

Greek Community School Accredited / Eligible for Funding Grades 10 - 12 1 Tamarac Crescent SW, Calgary, AB T3C 3B7 Phone: (403) 246-4553 • Fax: (403) 246-8191

Calgary Italian School Accredited Language School Age 5 – Grade 12, Adults 416, 1st Ave NE Calgary AB T2E 0B4 Phone: (403) 264-6349




Janus Academy Accredited / Eligible for Funding Grades 1 - 12 2223 Spiller Road SE, Calgary, AB T2G 4G9 Phone: (403) 262-3333 • Fax: (403) 693-2345

Khalsa School Calgary Educational Foundation Accredited / Eligible for Funding ECS, Grades 1- 6, Grades 7 - 9 RR6 Site 1 Box 2, Calgary, AB T2M 4L5 Phone: (403) 293-7712 • Fax: (403) 293-2245

Calgary German Language School Society Accredited / Eligible for Funding Preschool, K, Grades 1 – 12, Adult Classes Bowcroft Elementary 3940 73rd Street NW, Calgary, AB T3B 2L9 Executive Director, Ines Schiemann

Lycée Louis Pasteur The International French School Maternelle (3-5 yrs old), Elementary (Gr. 1–5), Collège (Gr. 6–9), Lycée (Gr. 10-12) 4099 Garrison Blvd. SW, Calgary, AB T2T 6G2 Phone: (403) 243-5420 • Fax: (403) 287-2245 •

Maria Montessori Education Centre of Calgary (MMEC) Accredited / Eligible for Funding Toddler, Preschool, ECS, Grades 1- 6 Building B4, #003 2452 Battleford Avenue SW, Calgary, AB T3E 7K9

Montessori School of Calgary Accredited / Eligible for Funding A.M.I accredited Preschool (3-6 yrs), Grades 1- 6 2201 Cliff Street SW, Calgary, AB T2S 2G4 Phone: (403) 229-1011 • Fax: (403) 229-4474

Mountain View Academy Accredited / Eligible for Funding ECS, Grades 1- 6, Grades 7- 9, Grades 10 – 12 3915 34 Street NE, Calgary, AB T1Y 6Z8 Phone: (403) 217-4346 • Fax: (403) 249-4312


New Heights School and Learning Services Accredited / Eligible for Funding D.S.E.P.S. | ECS, Preschool (2 ½ - 6 years), Grades 1– 12 4041 Breskens Drive SW, Calgary, AB T3E 7M1 Phone: (403) 240-1312 • Fax: (403) 769-0633

North Point School for Boys 2445 - 23rd Avenue SW Calgary, AB T2T 0W3 Office: 403-744-5214

Phoenix Education Foundation Accredited Grades K-12 320 19 Street SE, Calgary, AB T2E 6J6 Phone: (403) 265-7701 • Fax: (403) 275-7715 Offers Home Education Program Offers Home Education Blended Program

Renfrew Educational Services - Child Development Centre Accredited / Eligible for Funding ECS for typical children and children with disabilities Integrated services for children with neuromotor disorders Specialized services for children with Autism Spectrum Disorders Door-to-door busing available 3820 – 24 Ave. NW, Calgary, AB T3E 6S5 T2N 2R6 Phone: 403-291-5038 Fax: 403-291-2499

Renfrew Educational Services - Park Place Centre Accredited / Eligible for Funding ECS for typical children and children with disabilities Specialized services for children with Autism Spectrum Disorders Door-to-door busing available 3688 – 48 Ave. NE, Calgary, AB T2E 6S5 T3J 5C8 Phone: 403-291-5038 • Fax: 403-291-2499


Renfrew Educational Services - Assessment and Therapy Services For children, adolescents, young adults and families Assessment, one-to-one therapy, therapy groups, consultation for families and educational settings, parent groups and workshops, and Social Skills groups Community Professional Development Counseling, Treatment and Consultation Occupational Therapists, Physiotherapists, SpeechLanguage Pathologists, Psychologists, Assistive Technology Specialists and Child Development Facilitators Little to no wait time |Extended hours | Offered at any Renfrew location or in homes Phone: 403-291-5038

Renfrew Educational Services - Thomas W. Buchanan Centre Accredited / Eligible for Funding ECS for typical children and children with disabilities Elementary education (Grades 1 – 6) Integrated services for children with neuromotor disorders Specialized services for children with Autism Spectrum Disorders Classes are multi-age with modified programming for children with disabilities. Grades 1-6. ECS is an inclusive play based program Door-to-door busing available 75 Sunpark Drive SE, Calgary, AB T2E 6S5 T2X 3V4 Phone: 403-291-5038 ext 1601• Fax: 403 201 8212 403-291-2499

Renfrew Educational Services - Bowness Centre Accredited / Eligible for Funding ECS for typical children and children with disabilities Specialized services for children with Autism Spectrum Disorders Door-to-door busing available 8620 48 Ave. NW, Calgary, AB T2E 6S5 T3B 2B2 Phone: 403-291-5038 • Fax: 403-291-2499

Renfrew Educational Services - Janice McTighe Centre Accredited / Eligible for Funding ECS for typical children and children with disabilities Elementary education (Grades 1 – 6) Integrated services for children with neuromotor disorders Specialized services for children with Autism Spectrum Disorders ECS for typical children and children with disabilitiesand grades 1-6 for children with disabilities | Door-to-door busing available 2050 - 21 Street NE, Calgary, AB T2E 6S5 Phone: 403-291-5038 • Fax: 403-291-2499

River Valley School Accredited / Eligible for Funding 3 year old “Tots” – Grade 6 3127 Bowwood Drive NW, Calgary, AB T3B 2E7 Phone: (403) 246-2275 • Fax: (403) 686-7631

Rundle Academy Accredited / Eligible for Funding For students with learning disabilities Grades 4-12 4330 - 16 Street SW, Calgary, AB T2J 4H9 Phone: (403) 250-2965 • Fax: (403) 250-2914 Email:

Rundle College Primary/ Elementary School Accredited / Eligible for Funding • K-6 7615 – 17 Avenue SW Calgary, AB T3H 3W5 Phone: (403) 282-8411 • Fax: (403) 282-4460 Email:

Rundle College Junior Senior High School Accredited / Eligible for Funding • Grades 7 - 12 7375 - 17 Avenue SW, Calgary, AB T3H 3W5 Phone: (403) 250-7180 • Fax: (403) 250-7184 Email: •

St. John Bosco Private School Accredited / Eligible for Funding ECS, Grades 1- 6, Grades 7- 9 712 Fortalice Cres SE, Calgary, AB T2A 2E1 Phone: (403) 248-3664 • Fax: (403) 273-8012

Strathcona-Tweedsmuir School Developing well-balanced students for a life of purpose by inspiring excellence in scholarship, leadership and character Offering both International Baccalaureate (IB) and Alberta Learning curriculum Alberta’s only Kindergarten to Grade 12 IB independent school • Scholarships and bursaries available 200-acre campus minutes from Calgary City-wide busing RR 2, Okotoks, AB T1S 1A2 Phone: 403-938-8326 •

Tanbridge Academy Accredited / Eligible for Funding • K - Grade 9 178003 – 112 St. W. Foothills, AB T2S 0V8 (Corner of Hwy 22x and 53rd Street) Busing available Phone: (403) 259-3443 •


The Chinese Academy Accredited / Eligible for Funding Grades 10 – 12, Saturday classes from Kindergarten to Grade 12 Office & Mailing Address: 191, 1518 Centre St.. NE Calgary AB T2E 2R9 Classes held at: Sir John A Macdonald School, John G. Diefenbaker High School, St. Mary’s High School Phone: (403) 777-7663 • Fax: (403) 777-7669 “The largest heritage language school in Alberta.”

The Third Academy – North Campus

Calgary Christian School

God’s Children Making the World a Better Place Preschool - Grade 12 Elementary Campus (Preschool - Grade 6): 2839 - 49th Street SW Secondary Campus (Grades 7-12): 5029 - 26 Avenue SW Calgary, Alberta Phone: (403) 242-2896 • Fax: (403) 242-0682

Calgary Girls School

Accredited / Eligible for Funding Grades 1- 6, Grades 7- 9, Grades 10 – 12 Bay 3, 510 – 77th Ave. SE Calgary, AB T2H 1C3 Phone: (403) 288-5335 • Fax: (403) 288-5804

Grades 4 - 9 6304 Larkspur Way SW, Calgary, AB T3E 5P7 Phone: (403) 220-0745

The Third Academy – South Campus

Clear Water Academy


Accredited / Eligible for Funding Grades 1- 6, Grades 7- 9, Grades 10 – 12 Box 4 Site 22 RR8, Calgary, AB T2J 2T9 Phone: (403) 201-6335 • Fax: 403-201-2036

Accredited / Eligible for Funding JK, K, & Grades 1- 12 2521 Dieppe Avenue SW, Calgary, AB T3E 7J9 Phone: (403) 217-8448 • Fax: (403) 217-8043

Tyndale Christian School

Edge School

North Point School taps into Kindergarten to Grade 9 boys’ natural curiosity and energy as a foundation for life-long learning.

Accredited / Eligible for Funding ECS, Grades 1- 6, Grades 7- 9, Grades 10 – 12 28 Hart Estates Blvd. NE, Calgary, AB T1X 0L3 Phone: (403) 590-5881 • Fax: (403) 590-6998

Webber Academy Accredited / Eligible for Funding JK and Kindergarten, Grades 1 – 6, Grades 7- 9, Grades 10 – 12 1515 - 93 Street SW, Calgary, AB T3H 4A8 Phone: (403) 277-4700 • Fax: (403) 277-2770

West Island College Accredited / Eligible for Funding Grades 7- 9, Grades 10 - 12 7410 Blackfoot Trail SE, Calgary, AB T2H 1M5 Main: (403) 255-5300 • Fax: (403) 252-1434 Admissions: (403) 444-0023 Email:

Yufeng Chinese School Accredited / Eligible for Funding Grades 1- 6, Grades 7- 9, Grades 10 – 12 708 44 Avenue NW, Calgary, AB T2K 0J4 Phone: (403) 289-7876 • Fax: (403) 210-0261

Alternative Banff Hockey Academy Grades 7 – 12 • College bound hockey athletes Box 2242 Banff, Alberta T1L 1B9 Phone: 1-888-423-6369 • Fax: (403) 760-0868


Strong Academic Program

Accredited / Eligible for Funding Grades K-12 33055 Township Road 250, Calgary, AB T3Z 1L4 Tel: (403) 246-6462 • Fax: (403) 217-8463

Socratic Teaching Real-life Learning Digital Platforms

Heritage Christian Academy

Accredited / Eligible for Funding ECS, Grades 1- 12 2003 McKnight Boulevard, NE , Calgary, AB T2E 6L2 Phone: (403) 219-3201 • Fax: (403) 219-3210

Master’s Academy

Accredited / Eligible for Funding ECS, Grades 1- 6 4414 Crowchild Trail SW, Calgary, AB T2T 5J4 Tel: (403) 242-7034 • Fax: (403) 242-3515

Outdoor Adventure NP Academies: STEM, Financial Literacy and PEP Hockey


JAN 19 & MAR 8

Master’s College

2445 – 23 AVENUE SW

Accredited / Eligible for Funding Grades 7- 12 4414 Crowchild Trail, SW Calgary, Calgary, AB T2T 5J4 Tel: (403) 242-7034 • Fax: (403) 242-4629

Menno Simons Christian School Accredited / Eligible for Funding ECS, Grades 1- 9 7000 Elkton Drive, SW, Calgary, AB T3H 4Y7 Tel: (403) 531-0745 • Fax: (403) 531-0747

Trinity Christian School

Accredited / Eligible for Funding ECS, Grades 1- 6, Grades 7- 9 #100, 295 Midpark Way SE, Calgary, AB T2X 2A8 Phone: (403) 254-6682 • Fax: (403) 254-9843






omorrow’s world will require today’s young people to be innovative and creative global citizens. Within a curriculum that places the demands of tomorrow’s world top of mind, Calgary French & International School (CFIS) students enjoy enriched academic courses, take part in an array of co-curricular programming, and graduate fluent in French and English, and competent in Spanish. Strong academics together with robust language programming is the foundation of CFIS. The school further enhances its French immersion learning environment with a range of co-curricular options—from a Gauss mathematics club to musical theatre—taught by specialist teachers who encourage students to expand their interests and deepen their learning. CFIS’s overarching programming supports development of the whole child—intellectually, socially, emotionally, artistically, and physically. As multilingual learners in a United Nations Educational, Scientific and Cultural Organization (UNESCO) Associated School, students are encouraged to lead age-appropriate advocacy and humanitarian work related to their studies both in their community and around the world. Through international connections, including travel studies in higher grades, students are taught to effectively and confidently navigate among different cultures. CFIS places a strong focus on individualized learning. Additionally, engaged principals, specialized classroom teachers, learning strategists and literacy coaches create a low student-to-teacher ratio, ensuring CFIS students receive the attention required to thrive in all subject areas. As a result of their dynamic learning environment, CFIS average results on Provincial Achievement Tests, Advanced Placement Tests and Diploma Examinations are

well above provincial averages and in line with other top schools in the province. Students are well-rounded in their achievements, transition easily into university and embody CFIS’s values as leaders, critical thinkers and ethical, responsible citizens. CFIS alumni can avail themselves of an exciting range of post-secondary options, and graduates study in diverse disciplines at French and English universities throughout Canada, the United States and the United Kingdom. Learn more at the Calgary French & International School’s next open houses in January. RSVP at www.calgaryfrench. com, call 403-240-1500 or email for details. ABOVE: CFIS students learning computer programming logic using littleBits electronics during their Design & Innovation exploratory option course.

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Forming Christian Leaders Academic Excellence Small Classes Safe & Caring Environment Top Ranking by Fraser Institute

Information Session Wednesday, February 1st, 2017 Visit our website to register Join us & learn more!


Jr. Kindergarten to Grade 12


Contact: Mary Beth Manarey 403-240-7924 or

• • • • •

University Preparatory School Small Classes First-Class Athletics Program Int’l Mission & Pilgrimage Trips Conscious Pursuit of Virtue

Information Session Wednesday, February 1st, 2017 Visit our website to register Join us & learn more!


Jr. Kindergarten to Grade 12


Contact: Margaret Matthews 403-240-7917 or

RUNDLE COLLEGE SOCIETY RUNDLE COLLEGE offers an enriched academic experience for students in Kindergarten - Grade 12


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RUNDLE ACADEMY offers a premier academic program for students in Grades 4-12 with learning disabilities

Small Class Size. Big Experience! RUNDLE OFFERS: Independent, coeducational day school Rigorous university preparatory program Small class sizes ranging from 6-15 students (depending on program) Exceptional extracurricular activities Comprehensive athletic and arts programs International travel clubs and outdoor education options Extensive volunteer, citizenship and leadership programs

Experience Rundle


At River Valley School we teach each student based on who they are, how they learn and what engages them. River Valley School is the only Alberta school included in the prestigious Cambridge University Innovation 800 group, representing schools worldwide dedicated to innovation and fresh thinking.

River Valley School has two campuses:

The Early Learning Campus offers half-day or full-day programs for 3-year-olds to kindergarten.

The Elementary Campus offers Grades 1-6

BOOK A TOUR AT RIVERVALLEYSCHOOL.CA WHERE YOU CAN ALSO FIND OUT MORE ABOUT OUR SCHOOL, TUITION FEES, AND OUR BEFORE AND AFTER SCHOOL CARE PROGRAMS. River Valley is accredited by the Canadian Council of Montessori Administrators (CCMA) for all of our Montessori programs, which include Casa, Lower Elementary & Upper Elementary, as well as holding current affiliations with the International Montessori Council (IMC), the Association of Independent Schools and Colleges in Alberta (AISCA) and we are a Canadian Accredited Independent Schools (CAIS) Candidate School. All of our programs in both the Montessori and Progressive program are accredited with Alberta Education

A message from Erin Corbett, Head of School People comment on the welcoming, affectionate and respectful atmosphere at River Valley School. Our caring environment puts students at ease and opens them up to do their best work. Children feel safe and loved. They experience a deep sense of belonging, and know that they are the reason the rest of us are here. Parents are always welcome. There are no barriers to keep parents away from interacting with their child, the teachers, or with me. We are a small and nimble school with an interest in promising practices in the areas of education, technology and health & wellness.

Of course academic success is essential but social and character development are just as important. That is why we focus a great deal of attention on the overall well-being of each student. At River Valley School each child will experience excellence. In addition to Science, Social Studies, English and Math, students enjoy quality programs in Music, Art, Health, Drama, Physical Education, French and Library. Information and Communication Technologies (ICT) are integrated within the curriculum including a 1:1 iPad program in Grades 4- 6. There is also school-wide use of Seesaw for parent, child and teacher communications demonstrating “in the moment” learning. Leadership opportunities abound with an elected Student Government, student created clubs and intramural coaching. Our unique “Friday Specials” were created to provide further enrichment for our students. Programming includes courses like Cooking, Outdoor Education, Dance, Coding, Movie Making, Athletics, Photography and Cultural Studies, to name a few. All of our classes have a low pupil teacher ratio, maximizing instructional time and the personalization of learning. With our Before and After School programs, River Valley offers a safe, caring environment for your child from 7am to 6pm Mondays through Fridays year-round.

Today’s students are tomorrow’s leaders, innovators, healers, educators, visionaries, artists, entrepreneurs, and environmental stewards. Let’s work together to prepare your child for success in our rapidly changing world.

Grades 7 to 12

Business, Engineering, Health Sciences and Liberal Arts Institutes French Immersion & French and Spanish as a Second Language Advanced Placement Fine Arts Leadership International Studies

Be Bold.

Be Brave.

Be Ready.

OWN YOUR FUTURE West Island College Calgary


West Island College Calgary 403.255.5300 7410 Blackfoot Trail S.E.

A Leader in Learning Disabilities Since 1979

* Grades 3 - 12 * Small class sizes * Teachers with specialized knowledge of Learning Disabilities * Individualized accommodations and supports to provide success * Wide variety of extracurricular activities * Extensive use of assistive technology 745 - 37 Street NW, Calgary, AB T2N 4T1 403.270.9400

Official Nomination Form

Go Online to Submission Directions: Please complete the application in its entirety. Scan and email to, or send the form via fax to 403.264.3276. If you require more information about the Leaders program please call 403-264-3270. Eligibility: All nominees must own, be a partner, CEO, or president of a private or public company, and be

a primary stakeholder responsible for the recent performance of the company. In addition, the nominee’s company must be Calgary and area based and have been in existence for a minimum of three years.

Judging Panel and Criteria: The independent panel of judges will consist of a selection of successful business leaders from the community. The judges will analyze an extensive list of criteria that will include finances, strategic direction, product or service innovation, company leadership (including personal integrity, values and key employee initiatives), community involvement and philanthropic activities. Nominee Print or Type Only Please

Nominee’s Name: Title: Company Name: General Company Phone: Business Address: City:


Postal Code:

Company Website: Nature of Business: Nominee’s Phone:

Nominee’s Email:

Assistant’s Name: Assistant’s Phone:

Assistant’s Email:

Has Nominee previously been nominated for Consideration? Yes / No Year(s): For any questions or follow up related to this information, please designate a contact, or confirm nominee or assistant as primary contact.

Platinum Partner

Gold Partners






he open-concept workspace has been around for many years. In fact, it appeared as early as the 1950s in Germany where two brothers, Eberhard and Wolfgang Schnelle, designed workspaces with few walls or partitions. This movement in open-concept office space planning was referred to as Bürolandschaft, which meant “office landscape” in German, and the space had just a few green plants and very minimal furniture. The goal was to promote communication, inspire collaboration and build a sense of community and camaraderie amongst co-workers. While the idea of open-concept workspaces made sense, employees actually desired more privacy. In 1968, American

designer and former president of the Herman Miller Research Corp., Robert Propst, introduced the infamous work cubicle, which was originally known as the Action Office system; a system with removable partitions that allowed office workers to have some privacy, but also provided the option to view other “offices” and employees simply by standing up. Fast-forward to 2016 – while many Calgary companies opt for open-concept workspaces, the variety of tasks and projects that employees are assigned have resulted in the open-concept workspace evolving into “flexible” workspaces. Flexible workspaces offer employees different areas to work in and





the ability to complete tasks more efficiently and effectively. If an employee requires total privacy for a conference call, for example, private offices are available. And if an open workspace is needed for group meetings, team building and/or collaboration, then there is an area for that too. “Work is changing – evolve or die. It is driven by technology and globalization; we can’t expect work to be done the way it was done 50 years ago,” says Robyn Bews, executive director of WORKshift Canada, an organization dedicated to changing the way people work by encouraging the adoption of flexible work practices. WORKshift is the established thought leader and authoritative voice on flexible work practices in Canada. In today’s corporate Calgary, office workers need a variety of different workspaces, depending on their tasks and projects and the individual themselves. According to Bews, companies should consider adopting more open

and flexible workspaces for their employees. “The move to more open, flexible, and collaborative space allows for more serendipitous meetings. More than 50 per cent of offices are empty at any given time of day. (Don’t believe me? Walk your floor). Why would a company pay for expensive, underutilized, static, traditional, uninspired and inflexible space for employees? Data shows that employees only really socialize or collaborate with other employees that are within 150 feet of their desk.” In discussing current commercial real estate trends in Calgary, David Wallach, president of Barclay Street Real Estate Ltd., says, “In the past, companies chose officeintensive setup over open-concept or “bullpen,” primarily for reasons such as culture, hierarchy and tradition. Today, while the majority of tenants looking for a partial or full bullpen concept are doing it as a cost-saving method, the matter of organizational culture is also factored in. In addition,





the choice of layout is seen as a way of accommodating millennials, who, as a group, are the largest proponents of the layout. This arrangement is well suited for a grouporiented generation that values the opportunity to socialize, work in teams and get help from co-workers.” And while many Calgary companies are going the way of the open-concept workspace, there are still several that value and seek out traditional office layouts – it isn’t a one-size-fitsall scenario. “The open-concept trend follows the setup of many dot-com companies, who adopted it as their preferred office layout. In Calgary, we don’t see a flood of tenants completely parting from traditional office space build-out into completely open environments. For example, the oil and gas industry – so far – has remained very traditional with their office layout. That being said, in order to reduce costs by leasing less space, we are increasingly seeing a combination of personal offices and open, shared areas adopted by the industry. While this setup comes in every shape and form, most will have perimeter offices with the bullpen in the middle. One exception we noted recently was the inverse; offices in the middle and open space on the perimeter, which allowed for more natural light to be let into the space. If we had to guesstimate, our market is probably moving to 30-35 per cent bullpen with the balance remaining traditional office layout,” says Wallach. Barclay Street Real Estate has used an open-concept work environment for more than three decades and it doesn’t look like they’ll be changing any time soon. “It speaks to our culture and not about saving space.” There are, however, both positives and negatives to working in an open-concept workspace. On the positive side, open-concept workspaces provide “better flow of information, increased collaboration

and support that our people receive from each other by sitting in an open floor plan. We have observed that new Barclay Street employees integrate faster, both professionally and socially, which contributes to our culture of openness and respect. This is important, not just from a management prospective – no one can hide behind a closed door!” But Wallach goes on to say that there are also negative aspects of working in an open-concept workspace. “From time to time, it would be nice to have an office where the door can be closed to have a quiet space. The bullpen can become noisy, but we have the boardrooms to use for professional phone and conference calls. As for employees – the downside is that they can’t hide if they’re slacking on the job: we can see you!” While most of us envision open-concept workspaces as having colourful funky furniture, lots of big windows and glass, large computer screens that dominate the landscape, and coffee stations scattered all around, this is not always the case. Bews says, “It’s not about foosball tables and weird chairs. It’s about creating useful, inspired space that works for both employees and the employer.” By simply creating open and flexible office spaces, a company could increase their productivity and bottom line. And while some individuals prefer, and require, more traditional office space with walls and a door, many employees seek out wide-open flexible workspaces so they can better collaborate, coordinate and build a sense of community and camaraderie. Research conducted by WORKshift Canada shows “antiquated office space and technology are a deal-breaker for Canadian employees.” How does your office space contribute to your company’s productivity and bottom line? It may be worth the time and effort to find out.










T H E L AT E S T M & A C Y C L E C O N T I N U E S



n an industry driven so heavily by cycles, some oil and gas insiders say mergers and acquisitions (M&A) are the ultimate strategy.

“Every M&A transaction includes the buyer/acquirer side and the seller/disposer side,” explains Dr. Bob Schulz, professor of strategic management and academic director, petroleum land management, at the University of Calgary’s Haskayne School of Business. “If the sides are too far apart in pricing or motivation, there is no deal. The buy side usually sees that buying is better and faster than organic internal building of revenues. The sell side could be motivated by running out of cash, people who retire, or owners/managers who prefer the startup growth phase with fewer employees compared to larger mature companies. “The oil and gas industry is in a cycle of stronger companies acquiring weaker companies with too much debt or swapping non-core production for cash to pay down debt or for other lower operating cost properties. “This cycle could last for another 12-24 months, as many properties are available, but many current potential buyers think many potential sellers are asking for a too high price per flowing barrel.” After one of the industry’s most challenging years, 2016 was vital as it dealt with a debt-driven shakeout. Little

wonder M&As (again) figured prominently in many company rebound and transformation strategies. Respected, front-line industry insiders also have a unique perspective. “Every downturn in our industry turns into an M&A cycle for a very simple reason. A certain segment of the industry chooses to carry too much debt trying to boost the value ABOVE: DR. BOB SCHULZ, PROFESSOR OF STRATEGIC MANAGEMENT AND ACADEMIC DIRECTOR, PETROLEUM LAND MANAGEMENT, AT THE UNIVERSITY OF CALGARY’S HASKAYNE SCHOOL OF BUSINESS.




of their equity when times are good,” notes John Dielwart, founder, director and former CEO of ARC Resources and now vice-chairman of ARC Financial, Canada’s leading energy-focused private equity manager with over $4 billion of capital under management. “The inevitable outcome of this strategy is that in a downturn, those companies struggle because of their debt resulting in a sharp drop in the value of their equity making them vulnerable to takeover. Depending on the level of their debt, if they are not taken over, the banks often demand that the companies reduce their debt through asset sales.” For most of 2016, the oil and gas industry roller-coaster was tough to read, and even tougher to manage. The current cycle is taking longer than anticipated. Battered and volatile oil prices are still forcing companies to structurally reduce costs beyond traditional levels, impacting aspects like laying off staff and begrudging price concessions from suppliers. Financially weaker operators, particularly those with high debt, are facing liquidity issues and often being forced to sell, just to secure cash. The catch is, there are limited buyers in the market, but this represents an opportunity for stronger companies and financial investors with long-term vision. “When we review the forwardcurve pricing and price decks used for reserve evaluations,” says the knowledgeable Andrew Basi, partner at Grant Thornton LLP in Calgary, “it appears that most are predicting oil pricing far lower than what we have seen in the recent past. Gas pricing, which is an important component that is often overlooked, is forecasted to improve from some recent lows, but not at the levels we have previously seen.

“The difficult price environment should lead to a continued consolidation of assets and companies.” Even for industry leaders who are doing whatever it takes to survive, there’s wide consensus this cycle, and the M&A trend, is different from others. “The M&A cycle always ends when commodity prices recover,” Dielwart cautions. “But there’s no doubt about it – this cycle is different. The single biggest question we are all asking ourselves right now is ‘what does the future look like?’ “In past cycles, the future generally looked somewhat similar to the past. Not this time. Everyone – producers and investors alike – is trying to figure out what the future holds for the cost structure of the industry. There is a very significant bifurcation of the sector between those companies with predominantly legacy assets and those with predominantly resource play assets. All boats usually rise when commodity prices recover.

It is with great pleasure George Brookman and Irene Price, Principals of West Canadian Industries, announce the appointment of Mr. Sid Nieuwdorp to the position of President and Chief Operating Officer of West Canadian Digital Imaging—one of Canada’s most advanced document management, document scanning, digital printing, direct marketing and signage companies. In this role, Sid will be responsible for all of West Canadian’s Digital Imaging operations in Canada. Mr. Nieuwdorp has been on the executive of West Canadian for sixteen years, most recently as Executive Vice-President and has played a key role in the growth and development of the entire organization. Sid brings to this new challenge, the knowledge, the energy and the drive to move West Canadian Digital Imaging forward into the competitive twenty-first century marketplace.




“That is not so certain this time,” he adds. “The industry is still trying to figure out what the future equilibrium commodity price for both oil and gas will be which will then determine what types of assets will work and which will get stranded. In the past, of course, the price, it was assumed, would just go back to where it was before the downturn. “Not so fast with that assumption this time. That is one of the reasons that there have actually been fewer M&A transactions than one might have expected in this downturn. Most of the companies struggling financially which are takeover candidates often also have assets which may not be those that will work on whatever future evolves for the industry,” Dielwart points out. “This M&A cycle will last beyond just commodity price recovery until we see what the future equilibrium price will be.” Grant Thornton’s Andrew Basi underscores M&As have always been a component of the oil and gas business. “Some of the stronger companies are looking for opportunities to purchase companies at a discount, while those companies in financial difficulty are selling to strong companies as they are facing liquidity issues. This consolidation will continue as the weaker companies are weeded out.” As Dielwart says, the M&A fact of oil and gas business life does take its toll. “M&A activity during downturns will always exist in our industry. Investors should understand that by now. The biggest problem cycles they pose is the toll it takes on the industry’s human capital. That is the real dilemma and problem for the industry.” Along with the ongoing trend of M&As, the industry also readies for the possibility of $50ppb as the new normal. “Certain segments of the industry can manage in the near term on $50 oil, but non-conventional producers like the oilsands, will likely not be able to manage,” Basi warns, “and it would also place significant pressure on the margins of energy service companies.” Dielwart shares the $50ppb concerns. “I doubt if the long-term price of $50 will work for our industry. Cost structure has come down sharply because the service companies’ margins have been crushed to the point many may not survive. Prices have to rise, just to let the service sector fix itself.”

Haskayne’s Bob Schulz adds geopolitical factors. “Some companies believe oil prices will stay around current levels for the next two years, unless there is a major supply disruption in Iran, Iraq or Venezuela. My sources indicate another possible small round of layoffs in January.” And if the oil and gas industry grab bag of issues and concerns weren’t pressing enough, the industry – and many aspects of Canadian business – must now deal with the Trump factor. “Trump would like to see Keystone XL move forward but I’m not sure that matters that much to us anymore,” Dielwart shrugs. “I don’t think it would be about TCPL reapplying for XL. It would be more about TCPL being willing to withdraw its lawsuits in exchange for approval.” Schulz also suggests Trump could be a positive for the industry. “The expectations are that Keystone XL will get U.S. approval, likely in the January-March 2017 window, as this pipeline will facilitate moving Bakken oil from North Dakota through the original Keystone line. It will also provide Trump with enough energy security to provide additional leverage in discussions with leaders from Mexico, Russia, Iran, Saudi Arabia and other Middle East oil producers.”










n the business mosaic that is Calgary, like its cultural mosaic, immigrants are a key factor.

“We have seen more than 315,000 people move to Calgary in the decade up to 2015 and today more than 26 per cent of the city’s population is made up of immigrants to this country,” notes Mary Moran, president and CEO of Calgary Economic Development (CED). “And that number is growing. Over 41 per cent of the people who moved to Calgary in 2015 were from outside the country. The top three countries are the Philippines (10.9 per cent), India (10.0 per cent) and China (9.5 per cent). “Calgary is not in the boom period we saw in oil and gas a few years ago, but we continue to see our population expand,” she explains. “Because Calgary is a global city, and so many of the companies in the oil and gas sector are international, it is reflected in the trending at the international element of the Calgary community. “In the past five years, the agencies that work with new Canadians say they are seeing a substantial increase in the educational attainment in the economic immigrants to Calgary. We are a city with the second highest level of education achievement in Canada and the immigrants to Calgary are adding to that talent pool.”

regions and sectors of the economy, immigration has played an important role in the development of Canada, both culturally and economically.

According to Immigration and Small Business, a major report done by the Canadian Federation of Independent Business (CFIB), representing over 105,000 SMEs operating in all

Almost 15 million people have immigrated to Canada since Confederation and, as the report tracks and documents in detail, Canada’s immigration policy has






three key focuses: “to foster a strong viable economy in all regions of Canada; to reunite families; and to fulfil the country’s international obligations and humanitarian tradition with respect to refugees.” “Fewer economic immigrants were admitted this year due to the prioritization of refugees,” explains Calgary-based Amber Ruddy, CFIB’s director of provincial affairs for Alberta. “The federal government should be flexible and allow for increased numbers of immigrants to match the needs of our labour market. We need to create the conditions where business can thrive when people work hard, take risks and create jobs. Small businesses will be the first to tell you that their employees are their greatest strength and a strong work ethic is valued and rewarded.” In the business community, there is constant buzz about the value and the role of immigrants. Many immigrants have shown to be entrepreneurial and determined, particularly in the world of small and independent business. “Immigrants to Calgary have proven to be highly educated and skilled and very entrepreneurial in nature,” Moran points out. “One study showed that nearly 20 per cent of immigrants are self-employed, compared with 15 per cent of Canadians. As our population continues to diversify, so does the demand for specialized products and services (restaurants, food, etc.) to meet the needs of those communities. “People see Calgary as a place where they can turn ideas into successful businesses and that extends to the new Canadians in our community.

“We have been focused on our labour force and marketing the capabilities of the highly-educated people we have in Calgary,” she says. “One of the things we are doing is looking for ways for workers to pivot their skills from say the oil and gas sector to the renewables sector. We’ve had studies from KPMG and Monitor Deloitte that said our people were Calgary’s major competitive advantage over peer cities around the world. “Because of our position as a global energy centre we also are extremely well represented in the STEM – science, technology, engineering and math – skills that are required in business.” “Many of our participants appreciate the value of the free market and how finding their niche in this marketplace can help them create some measure of personal and family financial security,” explains Bruce Randall, executive director of the Calgary Region Immigrant Employment Council (CRIEC), a not-for-profit organization that connects trained employees, companies and organizations. “What we call our ‘talent’ are resilient, customer-service focused, flexible, adaptable and resourceful. They are willing to take calculated risks and have the necessary skills to thrive as business owners.” While skills, qualifications and education are vital factors for what it takes, especially in the Calgary business world, CFIB,





CED and CRIEC facts show it’s inaccurate and misleading to imply they are the only obstacles to be overcome.


“Right after taxation, red tape is the next highest priority for entrepreneurs and they want governments to take action,” the CFIB’s Ruddy warns. “Red tape refers to a variety of frustrations such as complying with rules that make little to no sense, delivering minimal benefit with much cost; wasting time in line or on the telephone with governments, trying to figure out compliance obligations; filling out cumbersome, unnecessary paperwork; and suffering the uncertainty and delays that can come with permit or licence approvals. “One in three business owners say they may not have gone into business if they knew about the burden of regulation.” According to CED’s Moran, “A variety of obstacles can come into play for all small business, but with immigrants from elsewhere in the world, there can be further challenges with everything from inadequate language proficiency, to credential recognition, access to capital, and understanding of how to do business in Canada and local market knowledge.” “Several of our participants who are internationally-trained lawyers have opened their own legal practices here in Alberta,” Randall notes. “Another CRIEC participant has launched an online business. And the coolest story might be a Syrian refugee who launched a catering business.” Philippe Poncet’s business story is a sweet success. “When it comes down to it, it’s all about being determined, following through on creative ideas and passion,” says the Calgary-based and talented French pastry master chef. “It’s unfortunate, but some people never realize what work life is all about,” he says with his infectiously charming Parisian accent. “You have to love what you’re doing. I worked as a biochemical engineer for 10 years and it was good, but I had a lifelong artistic, creative feeling and I needed to do something about it.” He speaks glowingly, and with affection, about the programs offered by Calgary’s Momentum Community Economic Development Society for small business people to acquire business skills. He learned the opportunities – and pitfalls – of running a small business, found a location, went for an intense internship at an artisanal bakery in France and opened his exquisite Eclair de Lune pastry and bake shop on 40 Avenue NW. Calgary responded deliciously. French cakes and pastries – like his chocolate mousse and hazelnut cake, the lemon meringue tartlets and various eclairs – have become Calgary delicacies. Poncet opened a second outlet in the Calgary Farmers’ Market.

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He credits his Calgary small business success to having an original good idea, location, business smarts, 90-hour workweeks and a whole lot of passion.







or Calgary’s residential real estate market – while economists, analysts and real estate agents cautiously mention a recovery and speculate about the factors that may determine the new normal – the outlook for 2017 is encouraging. The year 2016 was a bumpy ride for Calgary housing starts and the resale market. In particular, Calgary-area homebuilders scaled back singlefamily construction. Although early fall (September) was the most active month this year for housing starts in Calgary, overall 2016 was slow for homebuilding in the city, according to Canada Mortgage and Housing Corporation (CMHC). “A number of factors impacted the decline in housing starts in the Calgary market,” explains Richard Cho, principal, market analysis (Calgary) at CMHC. “Of course there is the downturn in oil prices and the economy. There is also the important factor of the significant drop in full-time employment, and an overall dip in Calgary population growth and migration. They are each major drivers of Calgary housing starts.” The CMHC specifics show Calgary housing starts actually spiked a bit, to 14,279 in September, on an annualized and seasonally adjusted basis, higher than any other month in 2016. Unfortunately, it was down from 15,535 in September 2015 and 18,272 in September 2014. When it comes to tracking Calgary’s resale trends and details, 2016 was both a challenging and an interestingly unusual year. “No doubt about it,” notes Cliff Stevenson, president of Royal LePage Benchmark and outgoing president of the Calgary Real Estate Board (CREB), “it ended up being a challenging year. Migration numbers and employment



numbers ultimately drive the housing market, and in almost every way – the downturn, the economy, the job market and migration – the Calgary real estate market had an unfortunate perfect storm. “It was challenging but it was also a resilient year, especially for sellers. Pricing was not hit as badly as many thought it would be. But, interestingly enough, it has also been a uniquely ‘segmented year.’ Various segments of the Calgary resale market reacted differently from each other. That aspect was unusual. “For various reasons, October was a bit of an anomaly. The market surged in October and home sales actually reached pre-downturn levels for the first time in about two years.” CREB figures show Calgary resales increased from last year’s levels, with more than 1,600 housing units sold in October, a nearly 16 per cent spike from 2015. “We suspect it was partially due to buyers wanting to buy before the mortgage rule changes took effect, but also the lower prices and availability of homes in some lower price ranges.” CMHC’s Richard Cho cautions that “relying on seasonally adjusted annualized rates alone can also be misleading, because they are mostly driven by the multi-unit segment of the market. That specific stat can (and usually does) vary significantly from one month to the next. Looking at the actual number of housing starts for the entire year is more reliable and highlights how much slower 2016 has been, based on Calgary’s normal and recent past.” Speed bumps area builders are dealing with include the direct impact of the two-year downturn and inevitable comparisons to what was, by all opinion, four vibrant, predownturn years of booming housing starts.


Cho refers to a mid-year CHMC report that highlighted single-detached starts were likely to decline last year, to between 3,300 and 3,500 units, explaining that it follows a 36 per cent year-over-year decrease in 2015, when 4,138 single-detached homes were started. The report cited the completed and unsold single-detached inventory, which includes spec units and show homes, was projected to be stable in 2016. “Many of the homes under construction have been pre-sold or are replacing spec units that have been purchased. While the rate of absorption is expected to move lower,” he says, “inventories will be carefully managed throughout the rest of Calgary’s downturn and a majority of the new homes are expected to be absorbed at completion.” Multiple starts – which include semi-detached, row and apartment units – reached 8,895 units in 2015 and were projected to decline. Unfortunately, Calgary’s robust pace of 2014 and even 2015 new home construction didn’t happen with the broadside to Calgary’s labour market, higher builder inventories and a rise in the rental apartment vacancy rate that combined to hold back many new developments. According to CMHC tracking, Calgary housing starts dropped by 24 per cent in 2015 (from 17,131 to 13,033 new homes) and, although the 2016 numbers have not yet been crunched and finalized, CMHC is predicting the slump continued in 2016, maybe by as much as 28 to 36 per cent. Another negative for Calgary builders and housing starts is the still sagging loonie. Builders pay for most materials and supplies in U.S. dollars, so the exchange rate is also a hit for the bottom line of many builders and developers. While practical business forecasting, as well as good oldfashioned wishful thinking, is cautiously optimistic about 2017 as a slow start for a recovery, and perhaps a new normal for Calgary real estate agents and homebuilders, they suggest a natural pause between a rebound in oil prices, a recovery for the Calgary economy and a resurgence in new home construction and the resale real estate market. The experts point out that – when the recovery happens – resale consumer confidence will likely not be “instant,” as many people hope and assume. For housing starts,

homebuilders may struggle rehiring the labour they need for the renewed sales activity. Some trades have already relocated to other areas just to find work. Even with the Calgary roller-coaster of resale real estate, CREB’s Stevenson and CHMC’s Cho speak with cautious but genuine positivity about some real estate aspects of 2016 and looking ahead to 2017. “Despite the trending, there have been market improvements in the past year. We have seen prices adjust and start to get a bit closer to the current economic environment. And, according to many indicators, we expect to see the market gradually shift from a buyer’s market to more of a balanced market in 2017,” Cho says. CREB numbers illustrate that while resale activity took a hit in 2016, price drops were not as significant as many expected. Stevenson points out sales in the high-end, luxury segment of the Calgary resale market improved from yearto-year sales in 2015. With a bit of a silver lining, 2016 was an important learning curve for Calgary Realtors. “There were so many challenges, so many issues that needed to be managed, that it pushed us, as professionals. It has tested us and it has helped us grow.”



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Leading Business JANUARY 2017

IN THIS ISSUE... • Policy Bites: Maximizing Calgary’s Growth and Competitiveness • Start the New Year Right with a Disaster Preparedness Plan • Member Profiles



2017 Board of

Directors Executive

Policy Bites: Maximizing Calgary’s Growth and Competitiveness

Chair: David Allen, Founder & President, Situated Co. Vice Chair: Phil Roberts, President, Vintri Technologies Inc Past Chair: Denis Painchaud, International Government Relations Treasurer: Wellington Holbrook, Chief Transformation Officer, ATB Financial CEO: Adam Legge, President and CEO, Calgary Chamber

Directors Linda Shea, Senior Vice-President, AltaLink Bill Brunton, Vice President, Habitat for Humanity, Southern Alberta

Our city and province are facing challenging economic times. But challenging times also bring opportunity. The Calgary Chamber in consultation with its diverse and growing membership recently released a report that outlines the Chamber’s five key public policy focus areas for the coming year, developed to help maximize Calgary’s growth and competitiveness.

Mike Williams, Executive Vice-President, Encana James Boettcher, Chief Idea Officer, Fiasco Gelato Brent Cooper, Partner, McLeod Law LLP Desirée Bombenon, President & CEO, SureCall Contact Centres Ltd Mandeep Singh, Audit Partner, Deloitte Jason Hatcher, Managing Principal, Navigator Greg Garcia, President and CEO, Calgary Elite Roofing Brian Bietz, President, Beitz Resources

Getting our Fiscal House in Order In short, the Province of Alberta is in the middle of a fiscal crisis that demands an urgent response. Our province faces a budget gap in excess of $28 billion over the next three years, which represents almost 18 per cent of total expenses over that same period. How did we get here? Past decisions to ramp up spending on social programs and services beyond inflation rates and population growth, and our continued reliance on revenue streams derived from oil and gas production (which are not expected to reach sufficient levels any time soon to close the gap) to finance spending increases. We need a responsible and credible financial plan to restore fiscal integrity in Alberta that effectively controls operational spending, including putting a cap on new provincial expenditures. Recommendations:

Management Adam Legge – President and CEO Michael Andriescu – Director of Finance and Administration Kim Koss – Vice President, Business Development and Sponsorship Scott Crockatt – Director of Marketing and Communications Rebecca Wood – Director of Member Services Justin Smith – Director of Policy, Research and Government Relations Leading Business magazine is a co-publication of the Calgary Chamber and Business in Calgary Calgary Chamber 600, 237 8th Avenue S.E. Calgary, Alberta T2G 5C3 Phone: (403) 750-0400 Fax: (403) 266-3413

Performance-Based Budgeting • Develop a benchmark system to measure and evaluate government-funded programs and initiatives based on the targets of comparable jurisdictions. Then allocate future funding to these programs and departments based on progress made against these targets and performance outcomes. • Consider implementing a performance-driven compensation structure in the public sector to help get public spending under control. Revise the Revenue Model • Ensure our revenue profile is sufficiently removed from the volatility of the oil and gas sector. • Create a Provincial Commission on Fiscal Responsibility and Reform to engage Alberta citizens and businesses on meaningful reforms to the province’s revenue model that create stability and certainty, while at the same time assessing Alberta’s overall tax competitiveness relative to competing jurisdictions.

Power Alberta Businesses across our province depend on reasonably priced and reliable electricity in order to stay competitive. As we transition to a more efficient, lower carbon and cleaner electricity system, Alberta’s energy policy must meet the needs of providing affordable and reliable energy, while at the same time improving our environment, and spurring economic growth by creating jobs.




Access to International Markets

Energy Efficiency Initiatives to Ensure System Reliability and Control Costs for Business

• Work diligently to finalize international trade agreements such as those with the European Union and the Trans-Pacific Partnership, and eliminate technical barriers to trade that inhibit market access.

• Implement tax credits for business owners who choose to make efficiency improvements. • Introduce “PACE” (Property Assessed Clean Energy) that provide financing to cover upfront costs of efficiency improvements, with the financing paid back by small annual increases on property tax bills. • Identify opportunities to expand the deployment of smart meters in Alberta, in particular with smaller commercial customers. Making our Carbon Tax Revenue Neutral • Have every dollar raised from carbon tax revenue returned to taxpayers either through tax reductions or tax credits.

Our Agriculture Advantage Alberta has a unique opportunity to grow our agriculture industry to expand the sector’s contribution to the provincial and national economies, but in order to do so we must keep our industry competitive. Small profit margins, land costs, regulatory burdens and high taxes have made it difficult for our agribusinesses to thrive. One of the largest problems raised by farmers and other industry leaders is Canada’s high cost of doing business due to our current regulatory regime governing the industry. Recommendations: Improve Regulatory Efficiency • Relieve unnecessary financial and administrative burdens to the agriculture sector by implementing a panel of agriculture experts to review and make changes to the current regulatory framework – from environmental regulations to health, safety and inspection guidelines and product approvals. • Seek greater regulatory harmonization and synchronization with Canada’s major international trading partners. Access to Capital • The provincial government could assist agriculture and agri-food businesses with low-interest financing looking to make capital improvements to their operations or apply new technologies.

Agricultural Technology and R&D • Increased R&D opportunities will enrich Alberta’s production infrastructure and industry expertise. As part of the province’s ambitious capital plan, targeted expenditures that support agricultural R&D should be identified and pursued.

Drive the Innovation Economy In the past, due to the success of the natural resources sector, Alberta was able to achieve high economic growth rates, despite having relatively weak productivity performance. Now, as we see fundamental shifts in the global economy, our future success hinges on our ability to be more productive. In order to boost our economy’s productivity capacity, we need to demonstrate leadership in innovation. Recommendations: Moving Beyond R&D • Harness the purchasing power of municipal, provincial and federal governments by making business innovation a key element of public procurement to encourage Canadian firms to develop innovative solutions that respond to public needs. • Create an investor tax credit at the federal level to de-risk the financing of innovative ventures and jumpstart early-stage capital investment. • Avoid creating barriers that attempt to insulate domestic firms from international competition, and review existing barriers that unduly restrict competition. Trade-Enabling Infrastructure The economic growth prospects of Alberta and Canada are dependent on the movement of products, services and people to key markets around the world. If we are to take advantage of the opportunities presented to us through the interconnected global economy, additional investments need to be made towards transportation and trade-enabling infrastructure such as roads, ports, waterways, railways, airports and pipelines to help Canadian products and services reach growing export markets that will drive our global competitiveness for decades to come. Continued on next page.... BUSINESSINCALGARY.COM // BUSINESS IN CALGARY // JANUARY 2017


Trade-enabling infrastructure typically provide economic returns that exceed the value of the initial direct investment, because investments in these areas facilitate the transport of goods and services more quickly, reliably and at a lower cost. In other words, investments in these assets can increase the overall economy’s productive capacity long after the infrastructure is built or upgraded. Recent announcements on Line 3 and Trans Mountain pipelines are good examples of trade-enabling infrastructure that will be implemented.

Recommendations: • Trade-enabling infrastructure is noticeably missing from the federal government’s 10-year infrastructure plan, where there should be a dedicated portion allocated to this area. • Examine the value of creating a Canada Infrastructure Bank to provide not only financial services, but information, analysis and guidance on trade infrastructure and asset management. To review the full report, go to

Start the New Year Right with a Disaster Preparedness Plan This is the time of year when many business leaders sit down around the table to plan and prepare for the year ahead, to make sure that organizational goals will be met, and that ultimately their business will be successful. As a business owner, I know that you love your business and have poured everything into it. One of the best things you can do for your business this year is to protect it by developing a business continuity plan. Making the plan simple is key to success. So don’t worry, this shouldn’t be an onerous task.

What is a business continuity plan? Business continuity is simply about understanding the potential risks your business could face, and developing strategies and plans to ensure your company continues to operate, and that you have a safe environment for your employees and customers during and after a business disruption. A disruption could be anything from a natural disaster like a flood, to a power outage, a fire and even Internet hacking. Research shows that a shocking 43 per cent of businesses never reopen after a disaster. Being prepared when a disaster strikes will help you bounce back faster, save you money and could mean the difference between the life and death of your business. Following the 2013 floods, we teamed up with the Calgary Emergency Management Agency (CEMA), Calgary Economic Development and a number of other partners as part of the Business Recovery Task Force to develop a business emergency preparedness program to help Calgary businesses be more resilient. The program includes a stepby step handbook to help businesses develop a business continuity plan, a series of online tools to help businesses understand the risks they face and an Emergency Business Contact Database, which helps to facilitate timely communication with businesses about emergencies that could impact their operations.



Adam Legge, president and CEO of the Calgary Chamber.

I am pleased to announce Calgary’s business emergency preparedness program has now been approved by the World Chambers Federation, including countries like the U.K., Russia, Israel, the U.S. and Turkey, and will soon be adopted and rolled out around the world. According to research conducted by CEMA, around 40 per cent of Calgary small businesses have a continuity plan. That is much better than it once was, but we still need more. The most common reason for not having a plan is not knowing how to make one.

What does a business continuity plan contain? A business continuity plan can be as simple as sitting down and talking through your company’s risks and identifying your key infrastructure. The Business Continuity Plan handbook will walk you through the full process from analyzing your business and its risks, to identifying the appropriate emergency strategies for your company, and finally developing and implementing your company’s plan. Download your free copy of the handbook at Sign up for the Emergency Business Contact Database at

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Chamber Member Spotlights The Calgary Chamber is proud to represent many Calgary businesses large and small; this month we are highlighting some of our industry leading members. industry with excellence, helping to enrich people’s lives by inspiring a healthy and active lifestyle. For more information, visit

Bayer Bayer CropScience, the subgroup of Bayer AG responsible for agricultural business, is one of the world’s leading innovative crop science companies in the areas of seeds, crop protection and non-agricultural pest control. Headquartered in Calgary and well represented with hands-on local expertise across the country, Bayer Canada remains a leader within the crop production industry through its innovation, people and expertise. For more information, visit

Mawer Investment Management Ltd. Founded in 1974, Mawer Investment Management Ltd. is a privately-owned, independent investment firm managing over $40 billion in assets for a broad range of individual and institutional investors across all major investment strategies. Throughout the firm’s 40-year history, Mawer Investment has provided consistent portfolio management for their clients based on a disciplined, time-tested investment approach, which has helped clients safely and profitably navigate the investing landscape over many different economic cycles. For more information, visit

International Fitness Holdings Inc. International Fitness Holdings Inc. operates World Health, Spa Lady and Bankers Hall Club. With 14 health clubs in Calgary and Edmonton, they have been inspiring Albertans to live a healthy and active lifestyle for over 30 years. They’re passionate professionals leading the health and fitness

Thanks The Chamber thanks the following long-standing member companies celebrating anniversaries this month for their years of support to the Calgary Chamber, and their commitment to the growth and development of Calgary. Member name

Years as a member

CIBC - Canadian Imperial Bank of Commerce ATCO Gas Arctec Alloys Limited MNP LLP Cadillac Fairview Corporation Limited Field LLP Maple Leaf Self Storage Inc. - NE Arts Commons Deugro (Canada) Inc. WCG Services Canadian Association of Oilwell Drilling Contractors MBE Ventures Inc.


55 55 45 15 15 15 10 10 5 5 5 5


TransCanada For over 65 years, TransCanada has been a leader in the responsible development and operation of pipelines and power generation facilities that support a high standard of living for North Americans. Their facilities quietly and safely deliver the energy millions of people rely on every day, while more than 7,700 employees play an active part in the communities where they live across Canada, the United States and Mexico. For more information, visit

Arts Commons This month, Arts Commons is celebrating 10 years of membership to the Calgary Chamber. Located in the heart of Calgary’s vibrant downtown cultural district, Arts Commons is home to the city’s premier performance venues and resident performing arts organizations. An inspirational gathering place for all Calgarians and visitors alike, Arts Commons offers opportunities for artists and the public to interact through performances, education, speaker series and visual arts exhibits and receptions. For more information, visit

Bob Hann - vice-president student services, Debbie Osiowy - vice-president business and finance, Dr. Tara Hyland-Russell - vice-president academic and dean, Thérèse Takacs - vice-president advancement, Dr. Gerry Turcotte – president and vice-chancellor and Dr. Helen Kominek – secretary to the board.



hirty years ago, a community of people wondered if a small Catholic university in Alberta could be possible. Then they worked hard to make sure it happened. The result: St. Mary’s College. Over time St. Mary’s has grown in size and scope, evolving from a college to a university college and then finally a university in 2014. Its student body has also grown from only a handful in the beginning to more than 900 students this September. “In the last five years alone we have grown by almost 50 per cent, so that to me says we are filling a niche in the community,” says Dr. Gerry Turcotte, president of St. Mary’s University. St. Mary’s offers something different in a city blessed with several post-secondary institutions. It merges the 2,000-year-old Catholic intellectual tradition of academic freedom and inquiry with 21st century technology and job preparation. As a liberal arts and

sciences university it offers a unique experience for students. Students in all disciplines take a broad range of courses like ethics, English, religious studies and a historical survey of founding ideas of Western civilization as part of their liberal arts core. “We believe that is critical to forming not just ways of inquiry but creating cultural knowledge and training in logic, rigorous thinking and careful analysis,” says Dr. Tara Hyland-Russell, vice-president academic. St. Mary’s promises a challenging learning environment that pushes and supports students to succeed. Small classes of around 25 students ensure professors know their students personally while eliminating the large lecture hall anonymity of many post-secondary institutions. Students engage with professors rather than an army of teaching assistants so they have direct access to their expertise. ST. MARY’S UNIVERSITY | 30 71

“Our faculty hires are among the most dynamic individuals in their areas,” says Turcotte. St. Mary’s professors are active in research and involve students in experiential learning initiatives. Whether students are participating in biology studies tracking invasive species, psychology research about animal assisted therapy or studying aging at the nearby United Active Living seniors’ centre, St. Mary’s is weaving together the theoretical and the practical in order to provide students with the most well-rounded education possible.

The education students receive at St. Mary’s is second to none and the experiences prepare students for their lives after university, both professionally and personally. There are more than 35 disciplines at St. Mary’s as well as highly valued degrees in the liberal arts, biology and education. Up to two years of university transfer courses are available, but after experiencing the culture and academic quality on campus, most students stay at St. Mary’s. “We focus a lot on accessibility for all students so we have students who come to St. Mary’s to get started. They may intend

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to transfer somewhere else but then they stay and finish their degree here,” says Bob Hann, vice-president student services.

be conditionally admitted and then complete these courses to become eligible for degree entry.

St. Mary’s does all it can to facilitate student success both in the classroom and with resources like the Learning Centre. The Learning Centre hosts a peer mentoring program, offers support for students with disabilities, and presents great study and workspaces. It has also built a strong foundation for supporting First Nations, Métis and Inuit students. There are First Nations counsellors, learning strategists and Elders available, while the indigenous initiatives department creates relationships with First Nations and Métis communities in order to support indigenous learners in a university environment.

“We also offer an academic skills certificate where we have up to 18 separate one-hour seminars related to success – note taking, study skills, research skills, citation methods – and students can do any eight to get the certificate,” says Hann.

The Learning Centre also runs a transition committee made up of high school counsellors, high school and university students, and faculty members focusing on identifying and eliminating the barriers to a successful transition to university. The transitions program includes a 30-hour weeklong Academic Writing Institute in August to familiarize new students with the demands of university writing so they hit the ground running in September. St. Mary’s also created Math 30 and English 30 equivalency courses to break down common barriers to post-secondary admission. Students can

The academic skills program has been very popular, with one-third of St. Mary’s students enrolling in a success seminar each year. The Learning Centre is only one of the ways St. Mary’s invests in students. Education is a right that should be open to everyone and the school implements programs to make that happen. Nearly 40 per cent of eligible first-year students take advantage of President’s Circle Scholarships based on their high school grades, and one in five students are eligible for student awards. Humanities 101 takes that financial commitment a step further: this initiative helps the city’s most economically disadvantaged citizens access education. The university raises $150,000 annually to fund the program, which provides 30 students per term with free courses, books, transportation, cultural events, childcare and nutritious meals on campus. These students have encountered various challenges to

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Congratulations to St. Mary’s University in Celebrating 30 years of developing our communities’ future leaders education including homelessness, violence, substance abuse, health issues and immigration. Since 2009, graduates have used this program to transform their personal and professional lives. “The goal is to help open a reflective space and expand people’s sense of ability, give a greater sense of belonging and a voice to take action rather than being incapacitated and helpless,” says Hyland-Russell.

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Humanities 101 was honoured with the Life of Learning Award (LOLA) last year for its significant impact and leadership in the community. It’s a reflection of St. Mary’s dedication to social justice and focus on making a difference in the world. The university is also developing a new Social Justice Catholic Studies degree that aligns with the university’s core values. These values are important, and students embrace them too. More than half of St. Mary’s students volunteer in the community and are very engaged and involved in life on campus. One exciting part of campus life is athletics. St. Mary’s is home to the Lightning basketball and cross-country teams. In a short time, these athletes have become strong contenders. The women’s basketball team came in second in the province last year and entered this year ranked ninth in Canada. Two runners from the St. Mary’s cross-country team finished in the top 10 provincially, earning a trip to nationals. The men’s basketball team hired a new coach and has a strong nucleus on which to build. But there are program challenges the school is looking to overcome. “We play our road games on the road and our home games on the road. We don’t have a gym,” says Hann. An expansion called St. Mary’s Central will help. In the next five years St. Mary’s aims to build a residence to turn the school from a commuter campus to a 24-hour campus and support international partnerships, add additional classrooms to accommodate the rapidly growing population, and introduce a gym for teams and the community to use. The problem is funding. St. Mary’s is the lowest funded of all Alberta’s postsecondaries and it receives no funding for capital and infrastructure. The recent Heritage Centre expansion was 100 per cent donor funded and St. Mary’s Central will be no different. But despite its budget, it provides quality programming and continues to attract world-class artists and academics for programs and lectures. Being one of only three universities in Canada with a stunning hand-written Saint John’s Bible, St. Mary’s has created programs and community events around this amazing resource. The university also welcomed award-winning author Eugene Stickland as its writer in residence.


Tel: +1(403) 294-9292 Elveden House 1 700, 717 - 7th Avenue SW Calgary, Alberta

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For the past 30 years, St. Mary’s University has become one of the fastest growing universities in Alberta with a focus on connection and engagement. At St. Mary’s, education goes far beyond the classroom; students develop skills they can apply in all aspects of life.

With a strong liberal arts foundation, social justice focus and amazing campus experience, St. Mary’s University students are proving that the small Catholic university in Alberta is not only possible, but it’s a thriving reality.

“The world is changing a lot so we’re not looking at training students for specific careers that exist now but for an unfolding and complex and interesting world that they will feel confident and competent engaging in,” says Hyland-Russell.

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Brenda Counley, Vince Berdan, Dan Bourgault, Kevin Neufeld and Cam Brown.

Ten Years


Taylor Construction | 10 | Page 1 77

10th Anniversary

Pontefino II – Exterior restoration, selective detailing, courtyard waterproofing and concrete replacement, deck repair.


etting the job done is fine. Getting it done the Taylor Way is better. The team of professionals at Taylor Construction pays attention to all the small details that make a huge impact on a project, taking it from acceptable to exceptional. After all, it’s often those small details that are overlooked that cause leakage issues down the road, especially during housing booms. “We do building envelope restoration or renovation. We basically repair all kinds of leaky buildings,” says Dan Bourgault, president and CEO of Taylor Construction. For the past 10 years, owners Dan Bourgault and Cameron Brown have built the company with equal parts passion for the work and a desire to prevent the leakage issues they were seeing. They noticed that most contracting companies brought in subtrades that weren’t trained in building envelope techniques. Missing critical tie-in details opened the door for water to get in and cause serious damage. This was not the way Bourgault and Brown wanted to do business. “We decided we needed our own in-house building envelope team, so we have built that up over the last six years,” says Bourgault. The company has grown from a small operation working out of a 10x10-makeshift office to a mid-sized company with 25

employees working out of their own Shepard-area building. Taylor has become the go-to general contractor for restoration projects, as clients know they come with experience, expertise and integrity. With Taylor, clients are confident the job will get done well.

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Unlike most competitors, who sub out more than 90 per cent of the work, Taylor prides itself on hiring and training its own teams in order to ensure each step of the process is done to the company’s high standards. By offering the gamut of general contracting services including cladding systems,

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different stages and subtrades, Taylor is there to make sure it’s done right.” That dedication to excellence is no accident. It has been ingrained in the corporate culture from the beginning and has become an important part of the philosophy at Taylor Construction. The Taylor Way is guided by strong relationships with employees, subtrades and clients. Many

Congratulations Taylor Construction on waterproofing membrane, roofing, windows and doors, Taylor’s consolidated approach provides efficiency in the process and saves clients money. For the areas outside their specialty, like stucco, EIFS (Exterior Insulation and Finish System) and masonry, Taylor is on hand to manage its team of trusted subtrades to ensure the in-between tie-ins are done properly and the building will be sealed up. “We are the first ones there and last ones to leave,” says Cameron Brown, vice president of Taylor. “Between all the

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Taylor Construction | 10 | Page 3

all supervisory positions were filled by promoting from within the company. While expectations are high, management encourages an enjoyable, loose atmosphere at the office, which translates to a positive attitude on site as well.

Chateau Falls – Full exterior changed from stucco to Hardie, new decks, doors & windows.

The entire organization has embraced Taylor’s core values, which at their essence reflect the company’s dedication to building relationships, striving for excellence, doing what they promise to do and being passionate about the job.

projects are with long-term clients on multi-year builds, and consultants often use Taylor as an early resource when planning their projects. “They know the quality is top notch. We don’t cut corners. We work well with consultants. We want to make our clients happy and keep those relationships strong,” says Brown. By being transparent, thorough, skilled and honest, Taylor has built a reputation in the industry that has led to its year-after-year growth. The company stays abreast of changes in the construction industry as well as the administrative side of the business in order to provide the best product at the best price. Consultants truly enjoy working with the Taylor teams, and the importance of that positive impression isn’t lost on management.

“Our values help define who we are, to make sure we only hire employees who share our goals and standards,” says Brown. By meeting these goals, Taylor Construction continues to evolve and expand. But they aren’t interested in growth for growth’s sake. They hope to see the company triple in size in the next 10 years but with slow growth and only as long as they can still deliver a quality product. “If you grow too big too quickly then you’re slapping things up and making the same mistakes as everybody else,” says Bourgault. From the beginning, Taylor Construction refused to do what everyone else was doing and has always demanded better. And for the past decade, they have made the Taylor Way the only way to do building envelope restoration in Calgary.

“For us, our employees are the most important thing in our business. Without them, there is no Taylor Way. They’re the ones that execute it so we treat them well, like family,” says Bourgault. Employees undergo regular training, whether that’s formal training as part of the apprenticeship program, in-house training seminars or on-site learning. Taylor invests in its employees and rewards their loyalty and hard work. Nearly

UNIT #2, 314 Exploration Ave. SE 403.244.5225

Congratulations Taylor Construction!

Concrete Specialist 403-816-0965

Floor one is proud to congratulate Taylor Construction for 10 years of excellence. We look forward to many more years of working together.

*All tri-wood residents receive the friendly neighbourhood 10% discount.

Taylor Construction | 10 | Page 4


CLARK GRUE PLANS TO LEVERAGE THE CTCC’S CONNECTIVITY Clark Grue thinks globally and acts collaboratively. The former president and CEO of the Rainmaker Global Development and a past vice president of International Business and Trade Development for Calgary Economic Development, Grue has made a career of working with others to attract out-of-province businesses, investment and workers to Calgary. He fully expects that focus to continue as the new President and CEO of the Calgary TELUS Convention Centre (CTCC). “What drew me away from Rainmaker was the opportunity to work with other organizations and to be assisting and guiding where Calgary goes as a city,” says Grue, who assumed his new role on Nov. 1, 2016. Until then, he says he never thought of himself as a “convention-centre person.” But Grue does see the potential to connect the CTCC to more people, businesses and organizations, both in Calgary and around the world. “I want to leverage connectivity,” he says. His plans include more closely aligning the CTCC to other local economic and tourism agencies. “We’ll be working with groups such as Calgary Economic Development, Innovate Calgary, Tourism Calgary and the Calgary Chamber of Commerce to stretch our value.” As well, Grue will connect to local professional associations and work with them through the CTCC’s Ambassador Program to bring more international meetings and conventions to downtown Calgary. Bringing such groups to Calgary is an opportunity to show the world that Calgary is “more than a one-horse town,” Grue says.

He also sees the CTCC strengthening its ties to communities. “We’ll be engaging people to be involved in the heart of the city and annual events such as the Art Market Crafts Sale and Otafest. “We want to be as much for Calgarians as we are for visitors. We want to open the doors to new partnerships.” Contact the Calgary TELUS Convention Centre at 403.261.8500 or for more information. BUSINESSINCALGARY.COM // BUSINESS IN CALGARY // JANUARY 2017


A Pivot to Asia Bolsters Alberta Businesses BY STEPHEN EWART


n just over two months, the federal government has changed the outlook for the oil and gas industry in Canada. First it sanctioned the Pacific Northwest LNG project and then the expansion of the Trans Mountain pipeline to provide a gateway to the Pacific Rim. They are big milestones in a much-anticipated “Asian pivot” – to borrow a phrase from the Obama administration – for Canada’s energy sector. The industry has been largely landlocked throughout its history with world-scale resources and one export market, the United States. The fracking revolution in the last decade has meant the U.S. is now our biggest customer and our biggest competitor. In a battle for market share, we need access to global markets. “This project will get built because it’s in the national interest of Canadians,” said Prime Minister Justin Trudeau on Nov. 29 when he approved the Trans Mountain Expansion from the Edmonton area to suburban Vancouver. In September, Ottawa approved the Pacific Northwest facility at Prince Rupert, B.C., and in October, the backers of the Woodfibre LNG project north of Vancouver said they will proceed with a small-scale export terminal. This infrastructure will get responsibly produced Canadian energy to global markets. There’s still a lot of work to be done before oil and gas gets to tidewater but diversifying the markets for Canada’s energy exports is a key element of efforts to diversify Calgary’s economy. This infrastructure allow energy companies to execute on long-term business plans in alignment with the Alberta government’s 100-megatonne cap on annual GHG emissions from the oilsands.

The impetus to look beyond traditional markets was also key to trade missions to Japan and China in November by the Alberta government, Edmonton Economic Development and Calgary Economic Development. The U.S. is Alberta’s biggest trading partner, importing $80.5 billion of our goods with China is second at $3.3 billion and Japan third at $1.5 billion. Alberta’s combined two-way trade with China and Japan totalled more than $7.8 billion in 2015. The delegation of 70 companies – the largest-ever Alberta trade mission to China – was led by Deron Bilous, minister of economic development and trade, and travelled to Guangzhou, Yantai and Shanghai. To provide a better gateway into China and deepen economic ties, Calgary Economic Development signed an agreement with Invest Shanghai. Two-way trade between Alberta and China has more than tripled since 2003 and there are opportunities for growth. Alberta has put in place the Export Expansion Package to prepare companies for success in international markets. The China mission was focused on clean energy tech, oil and gas, forestry, agribusiness, tourism and emerging technologies. KORITE, a Calgary-based ammolite gemstone supplier, signed a distribution agreement with Mahasida Jewelry during the stop to Guangzhou. The deal will introduce KORITE’s colourful gemstones and quality jewelry to Chinese consumers. “The potential for our business is massive,” says Martin Bunting, chief executive officer at KORITE. The same could be said for lucrative markets throughout Asia and the optimistic outlook could apply to all Alberta companies producing innovative world-class products, services and ideas.

Stephen Ewart is communications and content manager for Calgary Economic Development.



2016 Juno Awards Brought an Influx of $9 Million in Economic Activity to Calgary BY CASSANDRA MCAULEY


y hosting the 45th annual Juno Awards and Juno Week from March 30 to April 3, 2016, Calgarians and visitors to our city had the opportunity to experience our flourishing music and culture scene. From the 15 venues that hosted Junofest concerts, to previews of Studio Bell and the National Music Centre, to the awards ceremony at Scotiabank Saddledome, the city was on full display and it shone. In fact, an economic impact study by the Canadian Sport Tourism Alliance verifies the combined spending of out-oftown guests, artists, industry members and other attendees to 2016 Juno Week events, in combination with the expenditures made by the organizers of the event, totalled $6.3 million, contributing $10 million in economic activity in Alberta, including $9 million in Calgary. These expenditures supported $3.5 million in wages and salaries in the province through the funding of 48 jobs, of which 39 jobs and $2.8 million in wages and salaries were in Calgary. Other important highlights from the 2016 Juno Awards included: - 32,000 Juno Week event attendees - 225 participating artists, including 88 first-time nominees

JUNO WEEK ALSO SERVED TO STRENGTHEN CONNECTIONS WITH ARTISTS AND CALGARY INDUSTRY PARTNERS, AS CALGARY’S YEAR OF MUSIC WAS HIGHLIGHTED WITH UNFORGETTABLE EXPERIENCES REFLECTIVE OF CALGARY’S VIBRANT MUSIC SCENE IN EVERY QUADRANT OF THE CITY. - $25,000 in host committee micro-grants to local groups performing all genres of music around the city Juno Week also served to strengthen connections with artists and Calgary industry partners, as Calgary’s Year of Music was highlighted with unforgettable experiences reflective of Calgary’s vibrant music scene in every quadrant of the city.

- 5.4 million unique broadcast viewers

The success of Calgary’s Juno Week would not have been possible without the dedicated volunteers and community partners who exemplified Calgary’s renowned warmth and hospitality.

- 1,450 local volunteers who gave over 86,000 hours of their time

To learn more about Tourism Calgary and upcoming events in our city, see

- 1.8 billion estimated Twitter impressions - 1.1 million mentions of Juno-related topics



Growing Calgary’s Innovators Programs designed to accelerate innovation-driven ideas BY ANDREA MENDIZABAL


algary’s startup community is experiencing tremendous growth. As a leading technology transfer and commercialization centre, Innovate Calgary works with students, researchers and entrepreneurs from the advanced tech sector to move innovation and ideas forward.

New Tech Meetup - Monthly

From mentoring to workshops, Innovate Calgary delivers a suite of programs to guide entrepreneurs to the next stage of growth. Valuable free resources are also available on the newly revamped

From uncovering financing options to capturing markets, this series arms innovators with a toolkit for business success, providing valuable insight from ‘been there, done that’ mentors, entrepreneurs and executives.

2017 Entrepreneur Programs Lineup The Inc. - Ongoing This startup incubator program combines coworking space with one-on-one mentoring to provide support and guidance for startups. From open desk space to dedicated seating, this monthly membership offers the flexibility needed to move a business forward. Venture Mentoring Service of Alberta - Ongoing The Venture Mentoring Service of Alberta (VMSA) is a world-class mentoring program that matches Alberta-based entrepreneurs with experienced mentors to accelerate startup success. Kinetica Ventures - Ongoing Kinetica Ventures bridges the energy industry and technology innovators to accelerate world-class energy technologies. This program helps de-risk and accelerate the most promising solutions. CEO Roundtable - Monthly A peer advisory forum for CEOs, board members and founders of tech companies to discuss challenges in a confidential, safe environment. The roundtable provides ‘just-in-time’ advice, enhances accountability and accelerates actions.



With 2,800-plus members, this meetup brings together the startup, business, academic and investor communities to support Calgary’s startup and advanced tech ecosystem. Innovator’s Toolkit Series - Held winter, spring and fall

Discover - Held winter and fall This five-week program will teach entrepreneurs how to engage customers and discover their motivations, preferences and needs. Go-To-Market - Begins fall 2017 Maximize successful execution in market entry, product launch and revenue growth. This four-month program combines one-on-one mentorship, seminars, webinars and assignments. Participants will walk away with an expert reviewed strategic marketing plan and marketing implementation strategy. Telus Technology Accelerator - Begins fall 2017 Sponsored by Telus, this six-month program is designed to accelerate the technology, business model and investment possibility of Canadian tech startups in four areas: seamless experience, data analytics, health and wellness, and “last 100 metres” technologies. RBC Social Enterprise Accelerator - Begins fall 2017 Sponsored by RBC, this six-month program grows Calgarybased startups whose mission is to create social impact while ensuring a profitable business model. Startups focused on inclusive finance, poverty alleviation, affordable housing and integrating new immigrants are encouraged to apply. For more information on programs, to access the Entrepreneur Essentials online resource or to learn more about Innovate Calgary, visit

Make powerful connections at the centre of energy.



Marketing Matters BY DAVID PARKER


hen creative director Mark Kamachi left Young & Rubicam six years ago, he and his wife Tanya (manager client services) also left the big city and moved to Bragg Creek to set up AdMaki. They enjoy the lifestyle and have been able to prosper with a staff of 10 and good accounts like CA Restaurant Enterprises (Murrieta’s in Calgary and Canmore; Swine & Sow; Cellar Wine Store; and Oriental Phoenix which has opened two classy takeout operations called OP to Go).

managed by Cristina Ferreira, who moved from the Calgary office to establish a new one in Toronto.

And for five years AdMaki has been a keen sponsor of the Lake Louise World Cup and a does a fair amount of creative work for the races.

For the past three years Danielle Bartha has been handling publicity and promotions for Alberta Ballet. She recently joined Arlene Dickinson’s team at Venture Communications responsible for the agency’s public relations.

The Kamachis also run AdMaki Brainbar in Bragg Creek. The area has poor Internet so they set up a member-only coffee shop and café (hot homemade food) and business centre with a wrap-around patio where residents can work and network on the days they don’t have to take the drive into Calgary.

If you travelled through Vancouver International Airport over the holidays you may have noticed an impressive Santa’s sleigh at an Air Canada display. It was designed and fabricated by Becky Scott and her team at Bleeding Art Industries who have also been busy doing special effects for the 10th season of Heartland, spreading its manufactured blood through four Canadian locations, and moving into an extra bay in the Foothills Industrial area which now gives Bleeding Art a storefront, new offices and meeting space.

President Melodie Creegan reports Mosaic Communications is developing a corporate website for Montreal-based Filtrum Construction that has other offices in Quebec City, Halifax and more recently the Philippines. Specialists in installing water and waste-water treatment systems, Filtrum came to Mosaic thanks to a referral from a U.S. pipeline company Mosaic has served for many years. The new account will be



And another new project for Mosaic is developing an online database for the Métis Nation of Alberta, in partnership with TransCanada. It will act as a repository for Métis businesses across Alberta creating a forum from which industry can connect with needed talent.

Kelly Sembinelli, a longtime member of Calgary’s marketing and communications community, left Wax Partnership three years ago to join Mosaic Communications as senior project manager. Last month, she moved over to ClearMotive Marketing Group in a similar role, working with managing partners, CEO Tyler Chisholm and creative director Chad Kroeker, and their team, focusing primarily on the Costa Coffee and CPA accounts along with manager of client services Cara Whillans.

Congratulations to Shauna MacDonald, principal of Brookline Public Relations, who was awarded a gold Stevie Award for Women in Business as Canadian Female Entrepreneur of the Year. And her agency also picked up three other Stevies.

Parker’s Pick New icons and motion graphics by Deluxe Design Group and Jump Studios for the newly branded Repsol Sports Centre.



Invite for four to an exclusive Brian Burke luncheon

Call 403-777-4646 or email and use the code FLAMES VIP to receive your jerseys and lunch invitation

BRIAN BURKE, President of Hockey Operations

Chiu Rule of Business no. 015 |

The "In-laws"

1. Stand-off When greeted with a proposed hug, look directly into their eyes and instead offer a handshake.

2. Resilience Stay calm and smile. Eventually, the would-be hugger will come to your terms and cancel their proposal. Warning: During the disarmament, they may feel insulted. Proceed to Step 3 with caution.

3. Acceptance Shake hands. You may have won this battle, but the tide can quickly turn by a sneaky bear hug.

Good business begins with a handshake. Visit for business career programs to suit your needs.

Chiu School of Business

Chiu School of Business

Bic january2017 web  
Bic january2017 web