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In lieu of my regular editorial, I would like to take this opportunity to talk about the CFAAST Implementation Committee’s work that we have accomplished over the past year and highlight some of the stumbling blocks and recent issues we have encountered. A strong partnership is essential to the MTO/ORBA relationship. ORBA would like to thank the MTO for the work they have done to-date to address ORBA’s issues of fair, open and equitable practices. We hope that this trust-based collaboration continues with the CFAAST Implementation Committee and that the objective of fair, open and equitable MTO practices extends beyond the construction dispute resolution process and resonates throughout the organization.
Geoff
CFAAST Background
Following representation made by ORBA on behalf of its members, the Corporate Financial Assurance Audit Service Team (CFAAST) of the Ontario Ministry of Finance, Internal Audit Division, conducted a special review of Ministry of Transportation (MTO) Infractions and Claims Processes. The Report of the CFAAST review was released in August 2011 by the Ministry of Finance, and it identified numerous issues across 13 different practice aspects of the MTO’s contractor administration system, and validated concerns raised by ORBA.
In response to the CFAAST Report, ORBA retained Borden Ladner Gervais LLP to assess the CFAAST Report and recommendations, particularly in relation to the specific issues of concern to ORBA members. In April 2012, drawing on the analysis provided by BLG, ORBA filed detailed recommendations for change with the Minister of Transportation, focusing on seven key areas of concern: Application of Liquidated Damages; Dispute Resolution Process; Exclusion Provision; Infraction Process; Contractor Performance Rating; Qualifications Committee; Role/Training of Contract
Administrators. Subsequently, in May 2012, the Minister of Transportation established a Joint MTO/ORBA CFAAST Implementation Committee to address ORBA’s recommendations.
In January 2013, the CFAAST Implementation Committee reported to the Minister confirming the agreement reached between ORBA and MTO’s Provincial Highways Management Division on changes to the dispute resolution process, including but not limited to: a mechanism for timely, neutral, independent review of disputes by a third party referee(s), a more transparent and time bound process around claims to be binding on both parties, improved clarity of scope, consistency of execution of the infraction process, independent participation and transparency for the Qualifications Committee, more transparency for Qualification Committee proceedings and decisions (infractions, performance ratings, bid qualifications, etc.) and amendment of the pre-qualification exclusion clause rules to allow contractors to pursue a claim to the court, allowing exception for frivolous and vexatious actions.
Update
MTO and ORBA have resolved the
issue of Liquidated Damages through the CFAAST Joint Committee process. Most recently, in a meeting with Minister Murray on January 2, 2014 it was confirmed that language will be inserted into the construction contract, which on implementation will establish that the MTO will not take LDs until the full dispute resolution process has been completed.
While a lot of progress has been made implementing various elements of this agreement we continue to experience unwillingness from the MTO to implement the agreement on the amendment to the exclusion clause respecting legal proceedings.
ORBA is steadfast in its continuing pursuit to see that the contractual rights of contractors are reinstated, and bring an end to the pre-qualification rule that would seek to disqualify a contractor for pursing a legitimate claim to the court or arbitration. The current legal exclusion is fraught
with inequity and conflict of interest, and must end. As expressed by BLG, “The Exclusion Provision, as presently constituted, also contributes to the situation in respect of which contractor claims may languish, or possibly be rejected without regard to their merit, until they are settled in the intimidating shadow of the unspoken ‘Blacklist’ threat.”1 The setback on the exclusion clause is creating a challenge in completing implementation work on the new dispute resolution process, as it is an essential element of the changes negotiated with MTO through 2012/13.
ORBA shared our concerns around this issue with the Canadian Construction Association (CCA) Civil Infrastructure Council which introduced discussion and a motion at the CCA Board of Directors Meeting on March 11, 2014.
The CCA subsequently passed a motion as follows:
“Given that contracts establish a framework for legitimate dispute resolution consisting of negotiation, arbitration and litigation.
CCA oppose any practice by public owners that excludes or penalizes general contractors, sub-contractors, suppliers and other capable entities, as bidders, from participating in projects solely because of past or present disputes between the public owner and potential bidders.”
ORBA remains steadfast in its commitment to ensure the January 2013 agreement with MTO is implemented, including agreements with respect to the exclusion clause. We will continue to press the MTO and the Minister of Transportation and Infrastructure, as well as the Premier’s Office to reinstate contractors’ legal rights and to ensure that the transparency and equity gains achieved through the January 2013 agreement are realized.
1 BLG Report April 11, 2012
Editor’s Note: This information is an accurate interpretation of the CFAAST Issue as at March 24, 2014
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by Ashley De Souza, Director, Government Relations
s we wrapped up another successful Annual Convention this year (my first at ORBA), I thought it was only fitting to not only take a look back at some of the work ORBA has accomplished in 2013 but to also look ahead to the work our Association will be focused on in 2014.
This past year was a very productive year for ORBA with some key industry “wins.” Some of those wins and successes include:
• Working with MPPs and other industry stakeholders on multiple pieces of legislation around aggregate recycling, prompt payment and municipal open tendering.
• Advocating for a freeze in WSIB Premium Rates for 2014, as well as successfully obtaining an exemption for mandatory WSIB coverage under Bill 119 for broker drivers.
• Implementing the Joint ORBA/MTO agreement that once finalized will introduce changes to MTO’s Dispute Resolution Process & Contractor PreQualification Process.
• Continuing to voice opposition towards the establishment of the College of Trades to ensure that it does not create an undue burden to ORBA contractors or increase the cost of construction.
• Spearheading consultations with the Government, Metrolinx, MTO and Infrastructure Ontario around Alternative Delivery Models to ensure contractors of all sizes can participate in larger alternative delivery projects.
ORBA has accomplished a great deal over the past year through the help and support of our Board of Directors and the many volunteers on our Committees and I am quite confident that this year will be just as productive.
While there are a multitude of files and issues ORBA will continue to work on and advocate for on behalf of its members, ORBA’s Board of Directors have identified the following as the Association’s Priority Issues for 2014:
CFAAST
A Corporate Financial Assurance Audit Service Team conducted a formal audit of Ministry of Transportation Infractions and Claims Processes. It was released in August 2011 by the Ministry of Finance’s Ontario Internal Audit Division. The report outlined and validated a number of issues to the infractions and claims process. In April 2012,
in response to the CFAAST Report, ORBA commissioned its own report by Borden Ladner Gervais LLP validating ORBA issues and recommending solutions.
In May 2012, a committee was struck by the Minister of Transportation to address the seven key issues ORBA raised from the CFAAST and BLG Reports, namely: Application of Liquidated Damages; Dispute Resolution Process; Exclusion Provision; Infraction Process; Contractor Performance Rating; Qualifications Committee; Role/Training of Contract Administrators.
In January 2013, the CFAAST Implementation Committee provided a progress report to the Minister with agreement on changes to the alternative dispute resolution process including an independent review of disputes by a 3rd party referee(s), a more transparent process around claims and infractions, improved equity and transparency for the qualifications committee, processes for a more transparent process for qualification committee decisions (infractions, performance ratings, bid qualifications etc) and the exclusion clause be amended to allow for legal action allowing exception for frivolous and vexatious abuse.
ORBA continues to challenge the ability for owners to exclude contractors based on arbitration or litigation and remains steadfast in its commitment to ensure the January 2013 agreement with MTO is implemented to amend the exclusion clause to exempt its use for legal proceedings.
Case for Infrastructure Funding
Recent levels of infrastructure funding has led to improvements in Ontario’s road, bridge and transit infrastructure; however the increases barely offset the erosion of the existing transportation network due to underinvestment in previous decades. Between 1971 and 2000, growth in provincial infrastructure investment averaged 1.3 per cent per year, compared to an average yearly inflation rate of 5.43 per cent. During this three decade stretch, the province accumulated a combined provincial/municipal infrastructure deficit of $100 billion.
Overall spending multiplier from investment in highway construction is approximately 4.87, meaning for every $1.25 billion invested in highway construction, it is estimated that over 21,000 direct jobs are created with $570 million of total employment income created. When including indirect employment created, these numbers increase to $1.3 billion in employment income and 47,000 person-years of employment.
ORBA staff will continue to advocate for long-term infrastructure funding that not only tackles the province’s current infrastructure deficit pegged at over $100 billion, but also ensures that the Province is leveraging infrastructure investments to maximize the overall spending multiplier effect to enhance local and regional economic benefits.
Alternative Delivery Models
ORBA believes that alternative delivery models such as AFPs, project bundling and DB Majors can be effective tools but should only be used when there is significant project related and cost saving reasons to do so. These models can significantly reduce the ability of smaller- and medium-size local firms from participating in key Ontario infrastructure projects.
ORBA wants to ensure that alternative delivery models lead to greater efficiencies and increased competition, while still ensuring a viable marketplace for our small- and medium-size contractors.
ORBA believes that as part of Infrastructure Ontario’s (IO) value for money evaluation process, IO should include stakeholder input from industry associations. As there is a lot of collective expertise amongst our membership, ORBA can provide an overarching snapshot of current construction capacity and market intelligence. ORBA can help to advise where efficiencies can be had while not coming off the backs of local contractors in the province.
College of Trades
ORBA continues to oppose the Ontario College of Trades. The framework of the College of Trades is not fair, balanced or representative of the industries it purports to represent. We do not see any additional value the large bureaucratic institution will bring to the industry.
Important regulatory decisions on compulsory certification and ratios should be made by a Minister who is accountable to the general public and not an arms-length government agency using a poor process that at best is flawed and inconsistent.
ORBA is working with members of the Ontario Skilled Trades Alliance to advocate for the abolition of the College. The Alliance is composed of over 30 associations who represent 130,000 skilled tradespeople and 8,000 smalland medium-sized employers across the province.
ORBA will continue to advocate for these issues as well as a wide range of other issues that affect our industry. If there is ever an issue that arises that you feel impacts your company or the industry as a whole, please do not hesitate to contact me directly. We are here to help.
The goal of our government relations program is always two-fold: to promote infrastructure investment and to influence changing legislation, regulations, and/or government programs that will have an impact on the business of ORBA member companies.
ORBA inked a new chapter in its long-running story with the conclusion of its 87th Annual Convention in Toronto. The industry event was held February 3-4 at the Fairmont Royal York Hotel, and welcomed association members, government leaders, and road building stakeholders from across the industry.
This year’s theme, Legacy, reflected both the association’s rich history and that of the industry it has served since 1927. CBC personality and Dragons’ Den host Dianne Buckner was the first to introduce the theme in her keynote presentation, Storytelling for Business, in which she encouraged business owners to craft their own legacies by developing and sharing their corporate stories.
“In the world of business, getting to know people and building relationships is essential and stories are a large part of that,” she insisted.
Buckner’s presentation included a Q&A panel led by Les Cruickshank, retired founder and president of the Cruickshank Group; Weldon McEachen, retired president and founder of Miwel Construction; and Art Van Camp, executive vice president with Nortrax Canada, who shared stories from their careers and spoke to past milestones and future challenges.
On Monday, Dr. Gerald D. Bell, CEO and Founder of the Bell Leadership
ORBA’s 87th Annual Convention
Leaves a Legacy in Toronto
Institute, wove the theme into his interactive session on organizational leadership; while Saad Rafi, CEO of the Toronto 2015 Pan Am/Parapan Games, updated attendees on his team’s progress and discussed how it was working alongside its construction partners to create a provincial sports legacy.
The first day also included a catered luncheon honouring winners of the Routly Safety Awards; as well as the recipients of the Civil Engineering and Technology Scholarship Awards, Distinguished Service, and Director Awards.
Other day one highlights included a presentation from Navin Joneja, partner at Blakes, Cassels & Graydon LLP, on the ins and outs of complying with the Competition Act; a rundown of COR 101, provided by the Infrastructure Health and Safety Association; and discussions on succession planning, among others.
Ontario PC leader Tim Hudak and NDP leader Andrea Horwath also made appearances, and were among the party leaders to speak with ORBA members throughout the event.
“We are very pleased that these political leaders were able to attend,” said Geoff Wilkinson, ORBA Executive Director. “Transportation infrastructure plays such a key role in each of the party’s platforms and it was exciting to hear them reemphasize this within each of their keynote addresses.”
With the first day’s programming complete, ORBA and its guests joined colleagues for the Contractors Round-Up at the newly opened Ripley’s Aquarium of Canada. Here, guests were treated to food, drinks, and prizes while taking in the awe-inspiring sights and sounds of one of the province’s most prominent attractions.
“Despite there being in excess of 500 delegates in attendance, there was a lot of room for Roundup participants to network and move around from station to station meeting new colleagues and renewed industry contacts,” recalled Wilkinson. “The incredible marine backgrounds allowed for interesting ice-breaking conversations.”
Day two, Transportation Infrastructure Day, featured another round of industry insights and perspectives. It began with an update from the Ministry of Transportation (MTO update) care of Gerry Chaput, MTO assistant deputy manager; Steve Cripps, executive director and chief engineer; Shael Gwartz, director of the investment strategies branch; and Paul Lecoarer, director of contract management and operations brand.
Metrolinx president and CEO Bruce McCuaig was about later in the day to guide members through The Big Move project and its ongoing milestones. Metrolinx reps also joined MTO’s Steve Cripps for an innovation
panel, after which guests and presenters alike were invited to a luncheon reception featuring keynote speaker Glen Murray, Minister of Transportation and Infrastructure.
Further highlights of day two included the continuation of ORBA’s tradeshow, a presentation on Alternative Contracting; an update on the Aboriginal Procurement Pilot Project, and a Canadian Construction Association report care of Chris McNally.
The event concluded with a formal dinner hosted by Ontario Premier Kathleen Wynne, who acknowledged the industry’s challenges ahead, declaring, “We face an important choice whether we want to take advantage of the current momentum that has been put in place, or get bogged down in those challenges and settle for status quo. My choice is that we keep moving forward. Without question, our goal is to keep building Ontario up.”
Wynne was joined on the podium by ORBA’s incoming president Ron Tomlinson, president of R.W. Tomlinson Limited. Tomlinson paid homage to outgoing president John Blake, general manager of Norjohn Contracting & Paving Ltd., before launching his term in office with a speech followed by the introduction of the 2013-14 Board of Directors and the induction of the ORBA’s newest Hall of Famer Stan Connelly, president of Looby Construction.
Reflecting on the event as a whole, Wilkinson thanked Tomlinson and ORBA staff for contributing their talents to another successful show, adding “We are very pleased with the number of delegates attending the 2014 convention. Our numbers were up from last year and I believe this has a lot to do with our continued focus on providing delegates with current, relevant and interesting industry presentations.”
A special thanks also goes to the event’s sponsors and attendees, all of whom made this year’s Annual Convention a success.
Platinum Convention Sponsors
Nortrax Canada Inc.
Toromont CAT
Gold Convention Sponsors
Aecon Infrastructure
Bot Construction
Dufferin Construction
The Guarantee Company of N.A.
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Powell Contracting Ltd.
R. W. Tomlinson
Steed and Evans
Stevenson & Hunt
Tallman Truck Centre
Wajax Equipment
Silver Convention Sponsors
GE Capital
Hub International HKMB
McAsphalt Industries
MediaEdge Publishing Inc.
Ritchie Bros. Auctioneers
Bronze Convention Sponsors
Aon Canada
Canadian Asphalt Industries
Hanson Pipe & Precast
Consulting Engineers of Ontario
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IRon Tomlinson Appointed ORBA President
nfrastructure renewal, CFAAST reform, and industry growth are just a handful of issues on ORBA’s agenda as it moves into 2014 and beyond. They’re also items Ron Tomlinson is eager to tackle in his freshly minted role as ORBA’s new president.
“It’s certainly an honour,” said Tomlinson, president of the Tomlinson Group, speaking to The Road Builder magazine from his head office in Ottawa. “My father [Bill Tomlinson] was president back in 1999, so it’s nice to take up that same responsibility and be part of that same organization.”
Tomlinson is no stranger to the trades. He started his career in construction at an early age, working within the family business and rising through its ranks. “I’ve worked here all my life,” he said, recalling, “When I was just 14 years old, I was greasing trucks, setting breaks, and washing floors.”
Looking back over his career, Tomlinson added he’s happy to have had the chance to oversee the company’s evolution, as well as the growth of those within it. “I’m proud of the team of managers I have here in this building, and I’m proud to have played a role in helping them grow and achieve the goals they’ve set for themselves and those we’ve set for them in the company.”
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Tomlinson’s newest role officially kicked off at ORBA’s 87th Annual Convention, where he thanked outgoing president John Blake, general manager of Norjohn Contracting and Paving Limited, for his successful term and outlined his objectives for the 2014-15 year. Among the most immediate priorities, he noted, was working with the association and the Ministry of Transportation on adopting ORBA’s CFAAST recommendations, while also addressing changes to performance specifications and Ontario’s area maintenance contracts.
In the long-term, Tomlinson said his goal is to spearhead ORBA’s strategic plan and work with both members and industry reps to drive industry advancement. “We need to focus on going forward, advocating growth, and seeking improvements for the transportation infrastructure. That means providing an effective government relations program and promoting fair, transparent and equitable business policies for ORBA’s members.”
No doubt, 2014 is shaping up to be an influential year in the road building industry. This in mind, Tomlinson said ORBA’s staff and members are well prepared to seize the opportunities and challenges on the horizon. “To me, ORBA is really a provincial association that looks after all of our needs on a provincial level. It really is the voice of the industry for Ontario.”
(Seated left to right) Scott Taylor, McLean Taylor Construction Ltd.; Tom O’Callaghan, Fowler Construction Co. Ltd.; Scott Zeilstra, Ritchie Bros. Auctioneers (Canada) Ltd.; Geoff Wilkinson, ORBA (Executive Director); Ron Tomlinson, R.W. Tomlinson Limited (President); Blair McArthur, Miller Paving Limited (1st Vice-President); John Blake, Norjohn Contracting and Paving Ltd (Immediate Past President); Allan West, K.J. Beamish Construction Co. Limited (2nd Vice-President); Marlene Yakabuski, Bot Construction Limited; Mario Villeneuve, Villeneuve Construction Co. Ltd.
(Standing left to right) James McVeety, Black & McDonald Limited; Steve Smith, Miller Paving Limited; Martin Gran, Pioneer Construction Inc.; Brady Dunlop, Canadian Equipment Finance & Leasing; Bill Powell Jr., Powell Contracting (Richmond Hill) Contracting Limited; Joe Looby, Looby Construction Limited; Mark Rivett, Aecon Infrastructure; Jim Hurst, Steed and Evans Ltd.; Jason Lang, Toromont CAT; Geoff Stephens, Capital Paving Inc.; Peter Gamble, Dufferin Construction Company; Alfredo Maggio, Graham Bros. Construction Limited
(Absent from photo) Ted Arscott, Roto-Mill Inc.; Paul Quinless, Carillion Canada Inc.
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Building a Legacy
Dragons’ Den host Dianne Buckner talks storytelling in ORBA keynote address
What’s your story? How are you telling it and who are you telling? These were among the questions posed by CBC personality and Dragons’ Den host Dianne Buckner when she took the stage during ORBA’s 87th Annual Convention for an engaging and interactive keynote address.
“I love going to events like this where people are networking, sharing information, and building up their profession,” said Buckner, setting the tone for day one of ORBA’s convention.
Entitled Storytelling for Business, Buckner’s presentation examined the concept of corporate storytelling, while drawing from her experiences with Dragons’ Den and her 20-plus year career as a business journalist for the CBC. In it, she suggested creating a story for a company or product was vital to connecting with today’s consumers, saying, “In the world of business, getting to know people and building relationships is essential, and stories are a part of that.”
Turning to her time spent with Dragons’ Den, a popular television show wherein entrepreneurs pitch ideas to prominent investors, Buckner discussed how stories can make or break a pitch, and how, even in failure, there’s always a new story or lesson to be gleaned. “Sometimes, you can
learn more from people’s mistakes than from their successes. In the case of Dragons’ Den, sometimes it’s good for producers to pick someone who’s not prepared because that’s going to show viewers and entrepreneurs a valuable lesson.”
Buckner’s presentation included clips from Dragons’ Den that demonstrated ways in which stories have turned ordinary ideas into compelling business opportunities. In closing, she encouraged convention delegates to think about their own stories, noting, “Knowing where someone came from, how they became who they are, and how their company came about all plays into building a legacy.”
Sharing stories
Buckner’s opening presentation included a panel featuring Les Cruickshank, retired founder and president of the Cruickshank Group; Weldon McEachen, retired president and founder of Miwel Construction Limited; and Art Van Camp, executive vice president with Nortrax Canada Inc.
The panelists shared personal stories from their celebrated careers.
Questioned about the conference’s Legacy theme, they also shared their lessons and insights from their years in the business.
“I always try to hire good people, give them all one-and-a-half jobs, and trust them to do their jobs and back them even though it’s sometimes the wrong decision,” said Van Camp, kicking off the conversation. “Otherwise, I truly believe that if you want something, you have to pay the price; there’s nothing for nothing. And you need to do it honourably too, because you can’t buy a good reputation.”
Weldon McEachen followed Van Camp’s advice with his own thoughts, noting, “When I think of my legacy, I think of surrounding myself with good people and always being fair with the people I’m working with. If you do it that way, and you carry on that way, it comes back to you 100 per cent. That’s always been my feeling.”
Lastly, Cruickshank shared anecdotes and perspectives from his own storied career, and said he looks forward to the upcoming release of ORBA’s Legacy Project publication, which he played a key role in getting off the ground.
“There’s a legacy to be told, and this book will tell it,” he said. “We started a little late, and because of that we may have missed a lot of people’s stories who aren’t with us anymore. So if we want to do another book down the road, which I believe we should, we have to start collecting those stories now.”
The Political Perspective
Hudak, Murray, Horwath, and Wynne talk politics and infrastructure at ORBA’s Annual Convention
Leaders from Canada’s major political parties were out in full force for ORBA’s yearly convention. The program featured addresses from Tim Hudak, head of the Ontario PC Party; Glen Murray, Minister of Transportation & Infrastructure; Andrea Horwath, leader of the Ontario New Democratic Party; and the Ontario Premier herself, Kathleen Wynne.
better and more consistent infrastructure investment, and the details of his newly revealed Million Jobs Act
“It is an enormous pleasure to be here and on the occasion of your 87th Annual Convention,” he said, joking, “87 years is a long time to be engaged in any game. In fact, it’s as long as when the Toronto Maple Leafs won their last Stanley Cup.”
Citing a need for Ontario to do away with regulatory red tape and restore balance to the road building industry, Hudak laid out the broad strokes of The
Million Jobs Act] will jump start an economic plan that will put people back to work in our province. If passed, it will be a cue to you in your organizations to sharpen your pencils, because as it rolls out, new roads and extended highways will be one of the cornerstones of my party’s plan to build great cities, end the gridlock, and spur the economy through private sector job creation.”
He added the act will reduce taxes, encourage free trade, and diminish the regulatory burdens that have become a cost to contractors, noting, “Time is money and lost jobs.”
Hudak conveyed his interest in seeing an end to the Ontario College of Trades, saying its practices were “more red tape created to benefit special interests and not hard-working Ontarians.” Furthermore, he called upon the government to support Ontario’s tradesmen and enhance its efforts in attracting new blood into the industry.
Rounding out his speech, Hudak reiterated party plans to continue expanding Ontario’s roads through the creation of a mid-peninsula highway and improvements to existing major highways. “I’ve said it before and I’ll say it again: Good roads, bridges, subways, and airports are important not just to the construction industry, but they are absolutely vital to a thriving, modern economy.”
“Ontario is at a tipping point and the future is too important for me and my party not to be bold,” he stressed.
NDP’s Investment Commitment
NDP leader Andrea Horwath’s speech praised ORBA and its members for their role in shaping infrastructure legislation and encouraging invest ment, stating, “The importance of ORBA to the government cannot be downplayed. You remind your elected officials that infrastructure is a prior ity, and that it must remain a priority. We’ve heard you and we understand how important infrastructure is to the future of a strong and prosperous Ontario.”
Horwath said that while Ontario is facing difficult times, it was the responsibility of all parties to keep infrastructure investment at the top of their priorities. Speaking to the NDP’s efforts in this regard, she turned a spotlight on the party’s success in developing environmental policies, influencing the creation of sustainable jobs, and upholding fiscal responsibility, noting “The New Democrats are very proud of what we have been able to achieve up to this point. We pushed for new regional economic development funds and introduced measures to ensure these funds were transparent and truly accountable to the communities they were designed
measures to tackle government waste responsibly.”
Horwath acknowledged ORBA’s own success in fighting for movements such as Bill 69, the Prompt Payment Act, and reaffirmed the NDP’s support and eagerness to see the bill move forward.
Turning her attentions forward, Horwath shared her party’s vision for the future of infrastructure investment, summarizing “We’ve been clear on the need for longer term predictable infrastructure funding and I am ready to hear from you on how we meet challenges as we go forward.”
Embracing Innovation
Transportation and Infrastructure Minister Glen Murray stopped by on the second day of the convention to add his thoughts about the infrastructure deficit and discuss the industry’s numerous challenges.
“We have a lot of complexities in our system, and I think there’s some very good discussion going on about how much of that is burdensome and costly both to the private and public sector,” he noted. “On the other hand, there’s the values of fairness, integrity, and quality of work that have to prevail. We have to preserve the best of what we have and reduce some of the red
tape and challenges that exist in the system.”
According to Murray, the issues affecting Ontario’s infrastructure are three-fold, and include contending with the effects of a historically low infrastructure investment; dealing with aging infrastructure, much of which is facing the end of their useful lifecycles; and establishing a consist ent investment strategy for the next generation.
The key to addressing all this, he advised, is building smarter partner ships with Ontario stakeholders, enhancing the province’s competi tiveness on the global market, and finding new and innovative infrastruc ture models and methods. “We have to be ready to embrace a new century and to put innovation in the middle of everything we’re doing. We have to bring our smarts to get greater value and more durability out of the products we make for Ontarians and to compete in global markets.”
In closing, Murray pledged that while there are no quick fixes to Ontario’s infrastructure deficit, the government remains steadfast in its commitment to infrastructure spending, and building a system in which all stakeholders will want to invest.
“We as a government will stand with you,” he assured. “We will be there not just to build your business and provide stability, but to make sure that we reverse the deficits of the past and ensure we never go back to a period of time where we were spending 10 per cent of what we needed to be
spending just to maintain our infrastructure. Lastly, we will find ways to fund infrastructure that involve building our tax base, not our tax burden.”
Wynne’s Closing Remarks
Premier Kathleen Wynne joined delegates for her closing keynote address during the convention’s final President’s Dinner. Building upon the ideas and concepts brought forward by Glenn Murray and her government peers, she acknowledged the challenges Ontario faces in renewing its infrastructure, proclaiming, “We have a choice whether we want to take advantage of this momentum that has been put in place, or get bogged down in those challenges and settle for status quo. My choice is that we keep moving forward. Without question, our goal is to keep building Ontario up.”
With over $35 billion committed to Ontario infrastructure projects over the new three years, Wynne said she is confident there is a plan in place that will generate benefits for companies large and small. She added it was important to enhance the alternative financing model to make it easier for all contractors to get involved. “You are the owners and managers of Ontario companies. We want you to benefit, but you’re also individuals, and that’s why it’s very important that while we invest in infrastructure, we invest in people too.”
To that end, Wynne spoke to the many ways in which the Liberal government will improve Ontario’s apprenticeship training and skills training; and the targeted investments it’s made toward enhancing the province’s overall economic health.
“We will continue to support a dynamic business environment, and we know that sometimes means getting out of the way so you can do the work you do,” she said.
Wishing ORBA members the best for 2014, Wynne added, “My plan for Ontario is to invest in your potential and I believe in your capacity to take us to that next level.”
A Better Industry through Innovation
The road building community is a hotbed for innovation.
Among its leaders are the contractors, government agencies, and provincial organizations who continue to seek new methods and products to keep road builders on the job and business owners up-to-speed with ever-shifting industry demands.
This winter, ORBA invited a handful of those leaders to speak on the topic of innovation at its annual convention. The resulting panel included presentations from Antoine Belaieff, director of innovation with Metrolinx; Mark Ciavarro, director of program management with Metrolinx; and Steve Cripps, executive director and chief engineer with the Ministry of Transportation.
“Innovation is linked with competition,” began Belaieff, leading the panel session with his Metrolinx presentation, Innovation in Procurement. “Canada’s ranking is slipping and we are under-performing in business innovation. There is, however, an obvious opportunity to have industry and the government come together to propose new ideas to innovate through procurement.”
Belaieff’s presentation drew from ideas generated by the first Metrolinx Innovation Think Tank (MITT) event, which was held in October to 2013 to engage public and private thought leaders and experts – ORBA included -- in a discussion concerning procurement innovation.
MITT featured a keynote presentation by Martin Buck, commercial director for London’s (UK) Crossrail Limited. As head of the large-scale London transportation project, he came well
equipped with advice for innovating through procurement. Among other ideas, he argued all bidders required a clear framework, all risks must be understood and proactively managed, and that the active supply chain management is a key opportunity.
Belaieff expanded on Buck’s core messages and expressed Metrolinx’s desire to continue working with its stakeholders to improve upon its momentum through the possible development of a Procurement Advisory Group and future think tank events.
“We will continue this discussion at Metrolinx, and we hope that you will continue to be at the table with us,” he added.
Metrolinx’s Mark Ciavarro followed Belaieff’s turn on stage to update the audience on the organization’s Eglinton Crosstown LRT project. Slated
Progress photos
to be in service by 2020, the 20km transportation route will run down Eglinton Avenue from Mt. Dennis in York to Kennedy in Scarborough, and is comprised of 25 stations and stops, a maintenance storage facility, and 10km of underground tunnelling stretching from Keele Street to Laird Drive.
“Our goal is to elevate the quality of the public transit experience in Toronto and ensure commuters have an enjoyable customer experience as well,” declared Ciavarro.
Highlighting the project’s work to date, Ciavarro reported west tunnelling at Black Creek Drive has passed Keele Street and is progressing well; while construction continues on boxes for future stations at Keele, Caledonia, Dufferin and Oakwood. The east tunnel contracts have also been awarded with construction set to launch in 2014.
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Canada’s ranking is slipping and we are underperforming in business innovation. There is, however, an obvious opportunity to have industry and the government come together to propose new ideas to innovate through procurement.
- Antoine Belaieff
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“We’re looking at building a world class system, and we’re looking for leaders in civil infrastructure to undertake this while using right mix of global and local experience,” said Ciavarro, adding, “Once this is complete, I believe we’ll all be impressed by the 20km of LRT running through this city.”
MTO’s Steve Cripps returned to ORBA’s podium following his MTO panel appearance earlier in the day to contribute the ministry’s perspective on innovation. In his presentation, A Legacy of Innovation, he emphasized the ministry’s commitment to becoming faster, better, greener, cheaper, and safer through the development of new products and methods.
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“I was thrilled when ORBA asked me to participate in a panel on innovation. It’s one of my favourite topics and most exciting parts of my job,” he said, moving into an in-depth look at MTO’s history of innovation and its future goals.
Cripps outlined a few of the MTO’s innovative strategies, which include spearheading industry recognition programs, setting up provincial innovation challenges, and distributing innovation-themed publications. He also reviewed recent equipment and material advances such as hot on hot (integral paving), Portlandlimestone cement, warm mix asphalt (WMA), advancements in winter equipment visibility, and tire derived aggregates.
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Rounding out the panel, Cripps restated the MTO’s commitment to innovation, making note of its $10M annual funding for capital innovations. “Like all road agencies, our infrastructure needs are growing and our maintenance needs both in the summer and winter seasons are increasing. We need to get projects on the street faster and we need infrastructure that lasts longer, and using traditional technologies and delivery methods is just not sustainable.”
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Representatives from the Ministry of Transportation (MTO) joined ORBA for its annual conference to supply members with an update on the MTO’s objectives, successes, and predictions.
The MTO Panel session launched the morning of ORBA’s Transportation Infrastructure Day with comments from Carol Layton, MTO deputy minister, who thanked members for welcoming her team back for another convention year and commended ORBA on its longstanding partnership.
“Our relationship goes back 87 years now, and that alone is an impressive legacy,” she said. “In that time, we have built a solid legacy of infrastructure which, as we can all appreciate, will benefit future generations.”
Layton acknowledged the current infrastructure deficit, stating it would cost $80B to replace the province’s entire infrastructure overnight, not counting the training and labour both the MTO and ORBA members have poured into its development throughout the decades. To that end, she emphasized the MTO’s intent to reduce gridlock and continue sourcing innovative transportation solutions (i.e HOV lanes, rapid transit, tire derived aggregates, etc.) to move the industry forward.
“Our legacy is being built piece by piece, and decade by decade. It’s something to be proud of, and we want to continue to be proud of it, especially through our ORBA partnership,” she stated.
Gerry Chaput, assistant deputy manager with the MTO, followed Layton’s opening remarks. He touched on the MTO’s relationship with ORBA and urged delegates to continue working with the MTO to help evolve its processes and create a better system for everyone.
“We need to work together and we need to communicate to make sure we understand our expectations of each other,” he stated, adding, “It’s a complicated business with complex solutions. If we both walk away, that doesn’t help you, it doesn’t help me, and it certainly doesn’t help the people of this great province of Ontario. With that in mind, I ask you to continue the cooperation, continue working with us, and continue providing the excellent services that you do.”
Steve Cripps, executive director and chief engineer, took his turn behind the mic to detail MTO’s 2013-2015 Strategic Plan. He listed the top factors driving change within the industry and ministry, which included current infrastructure needs, the demand for a larger and more flexible capital program, and the desire to maintain positive stakeholder relationships while balancing the province’s interests.
“The MTO and ORBA have a legacy we can be proud of, but legacies can also be a restriction. We can get trapped in old processes and mindsets, or it can be a driver if we can take what we’ve learned from past generations and adapt those lessons to meet new challenges and imperatives,” he said.
According to Cripps, the MTO’s 20132015 Strategic Plan aims to provide MTO staff and construction stakeholders with a more succinct, direct, and easier to understand direction that all parties can connect with. It’s overall vision, he added, is to ensure the best people are providing a safe, reliable and sustainable transportation system in Ontario; and that it is one built on the values of integrity, accountability, and excellence.
In so doing, Cripps shared the Provincial Highways Management (PHM) division’s top priorities, which include delivering projects in the most
Change Drivers
Infrastructure Needs and Fiscal Pressures
Pavement and bridge needs were increasing faster than our current funding outlooks
Program Delivery
Challenge to deliver a larger capital program –needed more flexibility to optimize expenditure of annual budget
Stakeholder Relations
Maintaining positive stakeholder relationships while protecting the interests of the province
efficient and flexible way to optimize the expenditure of its annual budget, promoting sustainable infrastructure through smart investment decisions and innovation, and creating an organization that fosters strong, collaborative relationships.
“Our priorities are well aligned with ORBA’s strategic objectives; especially the ones that talk about things like infrastructure growth, relationships, innovation, and the evolution of transportation. It’s reassuring to know we do have a number of common themes we’re working towards,” he said. “PHM’s Strategic Plan outlines how we’ll deliver our program in partnership with your industry and all stakeholders. It also outlines how we’ll spend our budgets strategically and wisely and how we’ll need to build long lasting sustainable infrastructure.”
By the numbers
Shael Gwartz, director of the Investment Strategies Branch, was also with the MTO panel. He provided an update on the Ontario Highways Budget, explaining the 2013/14 budget includes a $2.8 billion capital budget, $2.2 billion of which is earmarked for highway construction, with $204 million assigned to design and property, and the remainder for transportation programs.
According to the data, Ontario’s central area will receive the majority
of the funding at 31 per cent, followed by northeastern (21 per cent), eastern (17 per cent), northwestern (17 per cent) and west (14 per cent). Gwartz added 108 of the 160 total tenders for January 1 to December 31 were processed through the head office and 80 per cent of those were less than $10M, thereby creating opportunities for contractors large and minor.
Turning to early tenders, he added, “We’ve heard ORBA’s requests over the last several years to issue tenders as early as possible in the calendar year, and we’ve listened. Not only have we issued more contracts in the fall, we are increasing our contracts that we tender throughout the January to March timeframe, and this year we plan on tendering 46 tenders.”
2013/14 Capital Budget -
$2,757 M
$320 M for other transportation programs (Service Centres, Interest Capitalization, Remote Airports, Ferries, Program Support)
$204 M for design and property
$2,233 M for highway construction:
Gwartz reviewed the 2013/14 budget’s projected accomplishments, which include the development of 123 new or expanded highways, 10 new bridges, 803 repaired highways, and 149 repaired bridges. He concluded by reiterating the ministry’s intent to continue monitoring construction progress throughout the year while relying on communication with contractors.
“Although our best efforts are to plan and spend every dollar, things do change,” he admitted. “Whether it’s because projects don’t proceed as quickly as possible or there are things that come up unexpectedly, we monitor that progress very closely and when we do see we have budget room, we take action quickly.”
“That action includes issuing additional tenders so we can spend every dollar that we have available to us, but it is dependent on the info you give us. What we need from you is accurate and timely schedules and for you to invoice us promptly when your work is completed every month,” he explained.
Past, present, and future
Bridge Rehabilitation Project Summary
• Represents bridge rehabilitation projects only and not bridges that are included in pavement rehabilitation projects or expansion projects
• Structural culverts (culverts > 3 m) are not included
Paul Lecoarer, director of contract management and operations branch, closed the MTO panel with a look at the past, present, and future of the ministry. His panel sessions featured a review of the organization’s early days and its evolutionary milestones.
“Our priorities are well aligned with ORBA’s strategic objectives…”
-Steve Cripps, MTO
Furthermore, Lecoarer expressed MTO’s intent to build upon its strengths. Key areas of focus include fine tuning its delivery models, adjusting its Area Maintenance Contract system, and working with ORBA on initiatives such as the Corporate Financial Assurance Audit Service Team (CFAAST).
“CFAAST will transform the way we carry out dispute resolution, and will result in significant changes for both parties. We will continue to push the performance envelope and learn and make changes as necessary,” he said.
Projecting ahead, Lecoarer said the infrastructure deficit will not be solved anytime soon, but that everyone must assume their responsibility in building for the future. “In the end, our success will always hinge on working together. We must do so to not only reduce our risks, but to make sure we’re delivering quality infrastructure for the industry while at the same time ensuring the profitability of our industry in Ontario.”
ORBA Hall of Fame Stan Connelly Enters
ORBA’s Hall of Fame was founded in 2005 to celebrate leaders within the road building industry whose work within the association and their individual organizations have made a significant impact among their peers and the industry as a whole. Inductees are named once a year during ORBA’s Annual Convention, and this year the honour fell to Stan Connelly, president of Looby Construction.
“I was definitely surprised,” admitted Connelly, recalling the announcewww.centennialsweeping.ca
ment. “Receiving something like this isn’t something you plan. It’s unbelievably satisfying to be recognized by your peers in this manner and to occupy the same space as past Hall of Fame recipients whom I admire and respect greatly.”
Connelly joined Looby Construction in 1964 as a co-op student while attending the University of Waterloo, and later assumed a full-time position in its estimating department upon graduating in 1968. In the years that followed, Connelly was exposed to all aspects of the business, and granted the opportunity to learn the ropes alongside (then) president Joe Looby Sr. who he accompanied on his travels to jobsites throughout Ontario.
got to the next generation, which was accomplished.”
Connelly cited Looby’s acquisition by EllisDon in 2011 as being one of the most satisfying achievements in his career, noting, “The Looby’s always wanted to be recognized as a quality builder and a good place for people to work. To get it recognized by EllisDon was a checkered flag of sorts as far as my role in the company.”
“It’s very satisfying for me to have our people still working for Looby but being part of a terrific corporation,” he added.
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“The Loobys were very hands-on owners and managers,” said Connelly. “They wanted to have a good place for people to work, but they also wanted good people to work hard. That was the philosophy of those days, and if they had a feeling you could do something, they gave you an opportunity.”
It was this mentorship and hands-on experience that imbued Connelly with confidence to assume the role as president of the company following Louis Looby Sr.’s passing in 1990. Reflecting on the decades that followed, Connelly said he is proud to have grown alongside his equally talented staff, and to have been provided an opportunity to keep the Looby’s legacy alive. “It’s been a very satisfying career. The Loobys were very proud of their company, and it was my job to make sure it
His tenure at Looby notwithstanding, Connelly has also left his own legacy at ORBA. Joining in 1991 on insistence from (then) association president Leo McArthur, he went on to serve on the board of directors from 1992 to 2005, as chair of the Structures Committee from 1993 to 2004, and as president in 1998.
“Joining ORBA was one of the best things I have done,” he said. “It was really rewarding to work with some great people in the ministry and the industry, and to be on the frontlines of some very important changes.”
We realize the ministry has ways they want to get things done and rules on how to do it, but ORBA has been a tremendous tool for making that happen in an orderly manner with respect for what our interests are.”
Outside of the industry, Connelly has donated his time and expertise to his community. His lengthy volunteer track records include years of service with the Kinsmen Club
of Goderich, through which he was awarded lifetime membership; years of involvement on the Goderich Hospital Board; coaching for minor hockey teams; and participation in numerous community initiatives.
“A community is a reflection of people who live in it, and if you haven’t created a reflection of yourself, you have to accept what happens to communities,” he offered, adding, I wasn’t prepared to do that. I wanted my community to be as good as it was when I joined it, or hopefully better.”
Moving
forward, looking back
Today, Connelly continues to guide Looby Construction while in and out of his office in Dublin, Ontario. Looking back on his 50 year career, he is proud of what he’s accomplished within Looby, the industry, and his surrounding communities. That said, he readily acknowledges the many people in his life who have helped him achieve that success, including his high school math teacher, Harold Bettger, who was instrumental in
introducing Connelly to a career in road building.
“[Harold] went the extra mile, for me, and I’ll never forget him” recalled Connelly. “He was the one who picked me up and took me to that first interview with the registrar for the engineering program at the University of Waterloo in 1963. I wasn’t going in that direction, since I came from a farming background and agriculture was the industry of choice in my family. However, I loved math and building things to the extent that I didn’t have a closed ear to his suggestion, and thankfully he was persistent enough to make it happen.”
Connelly also thanked the Loobys for their support, guidance, and inspiration; Leo McArthur, for introducing him to ORBA; and his family who have remained a constant source of support.
“The big thing about the construction industry to me has been the relationships,” he said. “Long after I’m done construction, I’ll have
memories of working with terrific guys on the corporate side as well as the ministry side. There are just some great people on both sides of the equation and, of course, ORBA was the organization through which both of those sides came together.”
On behalf of ORBA, executive director Geoff Wilkinson thanked Connelly for his years of service, calling him a “true advocate” of the association. “Stan has always been very supportive of ORBA and promotes participation in ORBA activities within Looby Construction and with industry peers. He is also very connected in his community, having served on countless community and charity boards and committees.”
“He is truly an exemplary individual within our industry,” he added.
With retirement on the horizon, Connelly looks forward to leaving Looby in good hands and spending more time with his wife Ellen; son Tim; daughter-in-law Brenda; and three grandchildren, Elizabeth, Curtis, and Rebecca.
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2014 ORBA AWARDS
DIRECTOR OF THE YEAR AWARD
Marlene Yakabuski, vice president of corporate affairs with Bot Construction Group, was named the 2013 winner of ORBA’s Director of the Year Award. She was selected for her years of commitment and service to ORBA, the highlights of which include her time as a member of the Board of the Directors, chair of the Environmental Committee, and member of ORBA’s CFAAST Implementation Sub-Committee.
“It is an honour to be selected to receive the award for 2013,” said Yakabuski. Paying homage to her colleagues, she added, “Each member of the board gives extensively of their time and expertise to representing ORBA on a growing number of issues of significance to our industry.”
Yakabuski said working with her peers to develop member services aimed at promoting environmental stewardship and strengthening ORBA/MTO collaboration on specifi cations for construction contracts stand out as milestones for 2013. So to, she added, is the work of the CFAAST Implementation Sub-committee. “Once in effect, these reforms will be to the benefit of all stakeholders, including contractors and the public at large.”
She thanked the members of the Environment Committee for their work and ORBA’s past-president, John Blake, for
ORBA CIVIL TECHNOLOGY AND ENGINEERING SCHOLARSHIPS
ORBA awards four post-secondary financial awards to students working toward a career in the trades every year. Congratulations to the following winners:
THE JOE BUNTING CIVIL TECHNOLOGY SCHOLARSHIP
($3,000)
This scholarship is awarded to a student entering their final year of civil technology at an Ontario college. It was given to Aaron Gullins, who is attending Confederation College in Thunder Bay.
THE J.D. CHICK CIVIL ENGINEERING SCHOLARSHIP
($3,000)
This scholarship is awarded to a student entering their final year of civil engineering at an Ontario university. It was given to Jamie Barclay, who is attending Carleton University in Ottawa.
THE ORBA CIVIL TECHNOLOGY SCHOLARSHIP
($2,000)
This scholarship is awarded to a graduating high school student entering their first year in civil technology at an Ontario College. It was given to Mike Kramers, who is attending Niagara College in Dublin.
THE ORBA CIVIL ENGINEERING SCHOLARSHIP
UThis scholarship is awarded to a graduating high school student entering their first year in civil engineering at an Ontario university. It was given to Eric Le Fort, who is attending McMaster University in Hamilton.
DISTINGUISHED SERVICE AWARD
The Distinguished Service Award is given to industry leaders who have given significantly of their time and talents to ORBA and the road building community. It is selected annually by ORBA’s executive director and approved by the ORBA Board of Directors.
This year, the award went to Michelle Cole, senior vice president of sales with GE Capital Canada. Cole has been a respected and effective director on the ORBA Board since early 2012, and her efforts have been of great value to the association, her colleagues, and members.
“[Michelle] was instrumental in establishing an audit committee in 2012 and participated in a number of MTO/ Quarterly Meetings in assisting ORBA in analyzing MTO tenders in relation to MTO’s PHM budget,” said Geoff Wilkinson, ORBA executive director.
Wilkinson thanked Cole for her work and congratulated her on the achievement.
ROUTLY SAFETY AWARDS
The Routly Safety Awards celebrate member companies that have worked the greatest number of consecutive man-hours without accruing a lost-time injury. The awards cover manhours recorded up until the end of 2013, which is the latest time for which statistics for this award are available.
Walmsley Bros. Limited achieved the Routly Safety Award in Category I for its fourth consecutive year. The category recognizes contractors that worked 100,000 average manhours or less without a lost-time injury.
Aecon Construction and Materials Ltd. took home the Routly Safety Award for Category II once again. The award recognizes contractors that worked over 100,000 average man-hours without a lost-time injury.
Finally, Gazzola Paving Limited was recognized with the Milestone Award, which celebrates companies that have reached 500,000 consecutive man-hours without a lost-time injury.
Congratulations to this year’s Routly Safety Award winners, and all road builders who put in the time, effort and training to keep Ontario’s roads safe.
PAVER OF THE YEAR AWARDS
FOWLER CONSTRUCTION NAMED PAVER OF THE YEAR
Fowler Construction Company was named ORBA’s 2013 Paver of the Year for its industry-leading work on 25km of Highway 60. The Contract, 2012-5135, saw Fowler’s crews contend with numerous challenges, including those posed by busy seasonal traffic.
“It’s been reported that Highway 60 through Algonquin Park is the busiest two-lane highway in Ontario during summer and fall,” said Tim Fawcett, divisional manager with Fowler. “Thousands of tourists flock to Algonquin Park and sometimes they forget Highway 60 is a highway, not a side-street.”
The contract also required Fowler to incorporate specialized training and equipment to respect the very strict environmental specifications pertaining to the protection of Species At Risk. Extra precautions were also taken to ensure the equipment was cleaned thoroughly before entering the park in order to prevent the spread of invasive plant life species. These environmental protection requirements were adhered to while combined with challenges such as removal of asbestos coated culverts during their replacements.
“Fowler continues to educate our staff on quality and environmental issues to ensure that quality is achieved and that the environment is maintained,” added Fawcett.
Gilles Truchon, construction manager, noted this project was of particular pride to Fowler, being from the area. Speaking to the project’s award-winning results, he added both management and staff are honoured and grateful to
receive the recognition, noting, “It is a huge accomplishment to be chosen from so many other companies that perform excellent work in our province. This award isn’t just for the paving crews; it is for the entire company, as it is truly a team effort and award ... It is a testament to our corporate commitment of excellence in all of our work.”
This is Fowler’s third Paver of the Year award. It has been nominated eight times, and previously took home the top honour in 1999 and 2011.
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AECON CONSTRUCTION
AND MATERIALS LIMITED
Paver of the Year Finalist
recognized as an ORBA Paver of the Year finalist for another consecutive year thanks to its success on Contract 2011-2009.
Work on the $28.5 million job encompassed grading, hot mix paving, and electric and four structure rehabilitation along the northbound lanes on Highway 400 from 0.3km north of Highway 11 to 0.3km north of Highway 93.
Crews were challenged with keeping to an ambitious schedule while maintaining the team’s high level of quality. “To provide a smoother pavement, Aecon chose to pave a single lane or fully paved shoulder per day, and limit the number of transverse construction joints,” explained John Chow, vice president of construction
MILLER NORTHWEST LIMITED
the Year Awards’ top nominees. The $7.5 million contract took place between September 2012 and July 2013 along 30.4km along Highway 516 heading north from Sioux Lookout.
The contract involved 1.80ha of close cut clearing, 5,364 m3 of earth excavation, 571 m3 of rock excavation, 1,617 m3 of earth borrow, and 265,956 m2 of in-place full depth reclamation of bituminous pavement and underlying granular. 4,101 tonnes of Granular B, 53,571 tonnes of Granular A and 31,777 tonnes of Superpave 12.5 were also applied.
Ross Reynolds, general manager with Miller Northwest Limited, said Miller’s success is owed in large part to the company’s emphasis on staff training, noting “[Our] man-
with Aecon. “This meant that the first day’s production, lane one, set the schedule for the rest of the week. Rain or shine, we had to achieve the same production on the next three days to be paved full width by Friday noon to remain in compliance with the operational constraints.“
“It was a stressful plan that yielded a smooth road and great production,” he added.
Tight scheduling notwithstanding, Aecon completed grading and paving one year ahead of schedule.
Chow attributed its success to a solid team and a strong collaboration between the Ministry of Transportation and URS Consultants, adding, “We take pride in a job well done.”
Equipment used:
• Aecon Portable 400 TPH
• Gencor Asphalt Plant dedicated to the project
• Caterpillar AP-1050 asphalt paver
• Caterpillar CB-634 breakdown roller
• Caterpillar PS-300 rubber tire roller
• Caterpillar CB-534 finish roller
Materials used:
• Superpave 12.5mm
• Superpave 19.0mm
• Superpave 25.0mm
agement team provides numerous educational training courses to their employees such as quality control, safety and proper use of the asphalt heavy equipment annually. Annual training is the key, and that shows in the outstanding quality and workmanship of this contract.”
Speaking to the finalist nod in this year’s awards, he added, “Miller Northwest Limit was extremely honoured and proud to be recognized as one of the finalists for the 2013 Paver of the Year Award. Each individual working on the project assumed the responsibility of providing the best quality results in a safe and productive manner.”
Equipment used:
• Cedar Rapids Portable Drum Plant
• Roadtec SB-2500
• Tractors with live bottoms and end dumps
• Tri-axle dump trucks
• Ceder Rapids 461R paver
• Caterpillar CB634 break down roller
• Bomag BW24R rubber tired roller
• Dynapac CP221 rubber tired roller
Material used:
• Superpave 12.5mm
• McAsphalt Asphalt cement
• Fine aggregate
• Coarse aggregate
• Granular A
• Granular B Type II
PIONEER CONSTRUCTION
company was awarded for work on the Highway 11 job, which included in-place processing, grading, and paving nearly 30km of busy transportation route southwards from Beardmore, ON.
“The fact that our crews have been paver of the year finalists many times is proof we are on track to achieving our goal of total customer satisfaction,” said Kevin Wil-
liamson, Pioneer’s general manager for Sault Ste. Marie and highways. “We put great emphasis on our quality management system, which provides the tools and training that our crews need to be successful.”
Williamson said the project’s success is owed to its project team, which included Mark McGregor (construction manager), Shelley Geiling (quality manager), Sarah MacMichael (quality control coordinator), and Blair Matheson (paving foreman).
“We are all committed to working together to provide quality products and services that exceed our customer’s expectations,” he said.
Equipment used
• Caterpillar 1055 pavers
• Roadtec SB-2500 MTV
• 534d breakdown rollers
• CW34 rubber tired rollers
• Astec 400t/hr 6 pack
Materials used:
• Superpave 19.0mm
• Superpave 12.5mm
GREEN LEADERSHIP AND SUSTAINABILITY AWARD
ORBA’s Green Leadership and Sustainability Award was created in association with the Ontario Good Roads Association (OGRA) to celebrate organizations that have demonstrated environmental stewardship in the Ontario road building industry. This year, the award was given to Miller Paving Limited, whose focus on environmental sustainability can be found throughout the company’s projects and corporate culture.
“Miller Paving Limited is honoured to receive the ORBA Green Leadership and Sustainability Award, as it is a testament to our corporate vision of developing environmentally sustainable pavement maintenance processes to be implemented by provincial, municipal, and private sectors,” said Trevor Moore, corporate technical director with Miller Paving.
Among Miller’s most notable environmental achievements is its implementation of innovative pavement preservation processes utilizing Reclaimed Asphalt Pavement (RAP). It also takes pride in having 23 of its Hot Mix Asphalt Plants hold the Ontario Hot Mix Producers Association (OHMPA) Trillium Award, and to be the first contractor in Canada to utilize a Bros Reclaimer in 1984. The company has also been recognized as an ORBA Green Award finalist in the past, and been honoured with previous industry awards such as the 2012 Canadian Construction Association Environmental Achievement Award for promoting Cold In-Place Recycling in Canada.
On behalf of Miller, Moore thanked ORBA and MTO for providing them the opportunity to win the award, and OGRA for establishing the honour and, in turn, promoting environmentally sustainable construction practices in Ontario.
Building the Pan Am Games
Toronto 2015 springing ahead with sports event projects
In summer 2015, Toronto will host the Pam Am/Parapan American Games, the world’s largest international multi-sport games competition and the only one of its kind to be held in Ontario since the British Empire Games in 1930.
The world class sporting event will welcome an estimated 10,000 athletes from across North America, Latin America, South America, and the Caribbean, and feature 51 sports played in new and renovated venues throughout the province.
Surely, the Games will shine a spotlight on Ontario and have a significant impact upon its landscape, culture, and economy. Equipped with a budget of $1.4B, the Toronto 2015 Organizing Committee (TO2015) is overseeing the development of numerous new sports facilities, the renovation of existing venues, and the improvement of provincial infrastructure to support the high profile event.
Leading the TO2015 team is CEO Saad Rafi, who visited ORBA’s Annual Convention to provide an update on the event’s progress and to encourage all stakeholders to get in the game.
“In summer of 2015, this region will be front and centre on the world stage like never before. This is a unique and special opportunity for us, and I hope as you hear the plans for 2015 and the legacy the games will leave behind, you too will share in that excitement,” he said. “This is the largest international, multi-sports event this country has ever hosted. We’re not just hosting the games, we’re building this region. We’re working to create
a social, economic, and sports legacy that will transform us.”
According to TO2015’s current plans, the games will be conducted throughout 30 competition venues spread throughout 15 municipalities. Among these include five major venue builds, numerous restoration projects, and a $1B CIBC Pan Am/ Parapan Am Athlete’s Village.
Construction on the first and largest venue, the CIBC Pan Am and Parapan Am Aquatics Centre and Field House, located at the University of Toronto’s Scarborough Campus, began in July 2012 and has since been joined by other ambitious projects. Key facilities include:
• The Markham Pan Am Centre; a 150,000 sq. ft. facility equipped with a 50-metre pool, triple gym, and field house, which will host the games’ table tennis, water polo, and badminton events.
• The CIBC Hamilton Soccer Stadium; a new 22,500-seat soccer facility being built on the site of the former Ivor Wynne Stadium.
• The CIBC Pan Am/Parapan Am Athletics Stadium; a 12,500 capacity venue at York University that will host class one track and field events.
• The Cisco Milton Pan Am / Parapan Am Velodrome: a first of its kind facility in Canada featuring a 250-metre cycling track.
Twenty smaller builds and rehabilitation projects are also on TO2015’s docket, and all the new and upgraded facilities will become multi-use public facilities for their surround-
ing communities once the games have finished.
In the meantime, Rafi says the construction activity spurred by these developments will help speed up infrastructure upgrades in host communities, such as the Union Pearson Express (UP Express) or the Athletes Village Integrated Community. “The games will create a lasting economic legacy for the region. In addition to new and improved sports facility, they will fast-track important infrastructure improvements that would have either taken much longer to bring on-stream or wouldn’t have happened at all.”
Rafi added the projects will create approximately 26,000 jobs, as well as business opportunities for local companies large and small, noting, “Everyone in this room has a great opportunity to contribute to and capitalize on this once-in-a-lifetime opportunity.”
Concluding, Rafi encouraged contractors to engage the TO2015 team and take advantage of the opportunities it can and will create. More than anything, he insisted, “We need your energy and we need your excitement. These games belong to all of us, and everyone here has an opportunity to take part in and benefit from this extraordinary event and, of course, to shape the impact it will have on your community.”
“These are the people’s games, we can make them great together,” he said.
Discover more about the TO2015 venues and stay current with all event updates at www.toronto2015.org
Aboriginal Procurement Pilot Project Update
Two-years ago, the Ontario Government green-lit the Aboriginal Procurement Pilot Project, an initiative designed to forge mutually beneficial partnerships between the aboriginal community and provincial contractors. This spring, Bruce Leslie, assistant director of Aboriginal Relations with Ministry of Transportation; and Real Bouchard, Aboriginal liaison officer; travelled to Toronto to share their findings with ORBA members.
“The purpose of the Aboriginal Procurement Pilot Project is to enhance the participation of Aboriginal businesses in public procurement, advance aboriginal economic business envelopment, and promote partnership opportunities between Aboriginal and non-Aboriginal businesses,” explained Bouchard, opening the presentation.
Bouchard acknowledged ORBA’s role in establishing and supporting the pilot project; specifically through ORBA and the MTO’s Aboriginal Procurement Working Group, which was founded at the start of the project to promote the initiative among members and enhance the overall Aboriginal procurement system.
“We thought it vital to include ORBA as soon as possible to tap into your expertise. Together, ORBA and the ministry examined how to promote partnerships between ORBA members and aboriginal businesses, how to foster better relationships between ORBA and aboriginal businesses and communities, and how to best implement the pilot project at MTO,” said Bouchard.
Bouchard reviewed the ministry’s three major types of aboriginal procurement methods. These included Aboriginal business set-aside: wherein procurement opportunities are earmarked for competition among qualified Aboriginal business, and only to be used when there is sufficient capacity among the Aboriginal vendor community to do so; Aboriginal business participation; involving the allocation of a percentage of work to aboriginal businesses when there may be insufficient capacity or lack of competition within the Aboriginal vendor community; and evaluation criteria.
Speaking to the latter, Bouchard noted criteria could include training programs for aboriginal people, human resources strategies to enhance aboriginal employment, a significant aboriginal workforce, aboriginal commun-
ity partnerships, and sub-contracting opportunities for aboriginal businesses within general procurements.
Implementing the pilot project
According to Bouchard, the MTO focused on four key areas throughout the process of implementing the Aboriginal Procurement Pilot Project. These included finding the right opportunity, finding the right partner, building the ministry’s capacity to deliver the program, and promoting partnerships through affiliations with aboriginal organizations and businesses, and associations such as ORBA.
From this, the MTO was able to carry out a number of pilot project initiatives, including: Highway 69 Aggregate Crushing, Highway 527, Highway 11-17, Orient Bay 20 Highway 11, Highway 61, and MTO Remote Airport.
Looking ahead, Bouchard said it was important to look to Ontario’s northern regions for opportunities to unbundle larger projects and incorporate First Nations talent with further projects.
“First nation businesses and Metis businesses are eager to work with ORBA members, and the mentorship that takes place in those projects is immense and very impacting on communities,” he noted.
Addressing the benefits of Aboriginal procurement to the industry as a whole, he offered “We are fulfilling, and are attempting to fulfill, the obligation that the government has to increase the benefits to the First Nation and Metis communities; particularly if we are working in and around their communities and impacting in their aboriginal and treaty rights.”
“The program itself goes a long way toward increasing awareness and promotes partnerships,” he added.
The pilot project concluded in February 2014, resulting in evaluations by the Ministry of Aboriginal Affairs (MAA), who will share their reports with cabinet. “We expect to hear that MAA will come back with recommendation to cabinet so that this policy will be in the MTO’s toolbox in the upcoming year,” concluded Bouchard.
To access the Ministry of Aboriginal Affairs’ Aboriginal Business Directory, click ‘Search the directory’ at www. aboriginalbusinessdirectory.aboriginalaffairs.gov.on.ca.
CCA’s Annual Report
Construction stats and industry priorities were among the topics covered during the Canadian Construction Association’s (CCA) annual report. Delivered during ORBA’s Annual Convention, the briefing offered a snapshot of the Canadian industry, its challenges, and the national association’s ongoing initiatives.
CCA’s presentation included the latest numbers concerning Canada’s construction activity. It illustrated construction demand in Canada and Ontario, and broke down government expenditures within each. The report provided insight into the strength of Canada’s labour force, touching on labour supply trends and highlighting talent opportunities among various demographics.
Bill Ferreira, CCA’s director of government relations and public affairs, spoke to ORBA following the presentation. Expanding on the information delivered by CCA board member Chris McNally of C&M McNally Engineering Corp., he said Canada’s construction labour force will remain tight for the foreseeable future, explaining, “Over the next seven years, nearly 20 per cent of the industry’s current workforce is expected to retire. By 2023, the industry will require more than 300,000 new workers to keep pace with increasing demand and workforce retirements.”
Ferreira added close to 60 per cent of that labour demand will likely be filled from traditional sources, but the remaining 40 per cent will need to come from outside Canada’s borders. “Given that other industries are facing similar skilled labour shortages, CCA expects construction employers will need to rely on immigration with increasing regularity to meet their labour force needs.”
Indeed, a sizable portion of CCA’s report focused on labour force development. According to McNally, the association is addressing labour pinch on multiple fronts, such as its recently updated Careers in Civil Construction website (www.careersincivilconstruction.ca), which CCA developed in 2010 to promote careers in the trades and provide links to regional training and employment contacts.
McNally said the CCA is also keeping watch on recent labour training and recruitment changes, most notably those that have been recently applied to the Canada Job Grant and Temporary Foreign Worker Program; as well as the reforms to the New Federal Skilled Trades Program, Canadian Experience Class, and Expression of Interest system.
“The new immigration reforms are quite positive,” said Ferreira, explaining, “In addition to the creation of a new Federal Skilled Trades Program, the government announced in this year’s budget the introduction of the new Expression of Interest program for immigrant selection. Based on preliminary discussions with the government, employers would have the opportunity to consult with officials to find immigrants with the particular skills they require. If, following direct employer to immigrant contact, the employer is satisfied that the prospective immigrant can fill their labour needs, the employer will extend an offer of employment to the applicant, triggering expedited processing of their application, including, in
some instances, the opportunity for them to enter Canada immediately under a work permit while the application process is completed.”
“We have very high hopes for this new program, but remain cautiously optimistic until all details are finalized,” he summarized.
McNally also detailed a number of CCA’s priorities in his presentation. This included the association’s monitoring of the New Building Canada Plan, which is slated to commence in fiscal 2014-15 and see $53 billion committed over 10 years, $32.2B of which has been allotted to municipalities for local governments; and $10B for provinces and territories.
Other items on the association’s agenda include CCA’s new guides and contract forms, its promotion of the national One Call system (through partnership with the Canadian Common Ground Alliance), and its concerns over public entity competition.
“Public entity competition is a recent trend we have seen developing across Canada. Some publicly funded entities have started bidding on work outside their home market, putting them in direct competition with the taxpayers that fund these organizations,” said Ferreira. “Such practices must not be condoned by elected officials as the presence
of these entities in a market can be extremely disruptive. It’s not an apples to apples comparison, which is why we vehemently oppose the practices.”
In summary, Ferreira expressed CCA’s desire to build upon its partnership with ORBA, saying “Through direct representatives on the CCA Board, ORBA members help influence CCA public policy priorities and objectives.
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Give
Metrolinx Taking Next Steps in “The Big Move”
CEO Bruce McCuaig updates members
Metrolinx president and CEO Bruce McCuaig made a return trip to ORBA’s Annual Convention to update attendees on the organization’s The Big Move initiative.
His presentation, Investing in our Region, Investing in our Future, detailed the project’s short- and long-term objectives, its accomplishments to date, and Metrolinx’s commitment to maintaining an open and prosperous dialogue with all stakeholders.
“We’ve been formalizing our relationship with ORBA over the last few years so we can continually evolve, update, and improve our contracting practices,” McCuaig said. “We want our relationship to be similar to the one you have with the Ministry of Transportation because we think it’s important to have a value-driven process that results in great outcomes for the tax payers in Ontario.”
McCuaig reiterated The Big Move’s core goals, among which include increasing the percentage of people living within two kilometres of rapid transit to 81 per cent; reducing commuting times to an average of 77 minutes per person per day; tripling the length of rapid transit service in Greater Toronto Area to 1,725km; and decreasing greenhouse gas emissions from passenger transportation by 29 per cent.
To date, the initiative has secured $16B worth of investments, resulting in the implementation of nearly 200 projects in and around the GTA. Highlights include:
• Eglinton Crosstown Project: Design Build Finance and Maintain (DBFM) project that will increase transit capacity via light rail train (LRT).
• York Region vivaNext rapidways: Dedicated lanes for viva vehicles.
• The Mississauga Transitway: 18km of dedicated bus lanes along Highway 403 and Eglinton Avenue in Mississauga, set to complete in 2016.
• The Union Pearson Express (UP Express): a 3km elevated spur line connecting GO Rail to the airport, to be completed in July 2014.
• Georgetown South Project: a series of infrastructure improvements and the development of a Strachan Avenue Overpass.
• Go Transit Expansions and facility additions
• Union Station revitalization: An expansion and renovation of the largest passenger facility in Canada.
The next wave of priority projects are estimated to total $34B and introduce over 500kms in new rapid transit projects and Go Rail improvements. A quarter of the funds will be allocated for roads and highways, local transit improvements, and active transportation and integration.
Moving forward, McCuaig insisted Metrolinx’s focus extends beyond negotiating revenue tools, saying its investment strategy includes maximizing the value of its investments
The Investment Strategy
16
and optimizing efficiency. “It’s really important that we don’t just look at the money side of the equation, but also at how we can make the system as effective as possible.”
Speaking to the project’s benefits for road builders, Bruce said The Big Move will equate to more opportunities for all construction firms, be it through the creation of up to 900,000 more jobs; the improvement of the province’s road and highway network efficiency via innovative technology; or securing funds for future transportation projects (HOV lane expansions, road and bridge renewals and expansions, first and last mile projects, etc.).
“The opportunity here for road builders is we want to fund local transportation around this region and support it. So it’s not just the large regional elements of a system that we’re investing in, but the growth of the future. We’re also incorporating more local elements, and that provides opportunities for large, medium, and small companies,” said McCuaig, concluding, “It’s all about improving our quality of life in this region, creating a sustainable environment, and supporting a competitive economy.”
For more information on Metrolinx and The Big Move, visit www.metrolinx.com.
A Six-Step Plan
Dealing with drugs and alcohol in the workplace
Nobody wants their employees coming to work under the influence of drugs or alcohol. It poses safety and liability risks, destroys productivity and negatively affects morale. The unfortunate reality, however, is that drug and alcohol use is pervasive in our culture. Most estimates show that about 10 per cent of Canadians use some illegal drugs regularly. An estimated 75 per cent of regular drug users work full-time.
While knee-jerk “zero-tolerance” policies are a natural reaction to drug and alcohol use in the workplace, they are unrealistic in the current Canadian legal climate. Poorly thought-out policies can leave
a company open to everything from poor morale and employee allegations of unfair treatment, to wrongful dismissal lawsuits, and human rights complaints. Employers must walk a narrow path between maintaining safety and productivity on one side, and the risk of violating worker rights on the other. Here are a few steps you can take to help you deal with an identified problem with drugs or alcohol in the workplace.
Quick Stats
According to the 2004 Canadian Addiction Survey:
• 79.3% of Canadians 15 years and older consume alcohol.
Sniff out Trouble
Defuse the Situation
Keep a Watchful Eye
Do Your Duty
Be Prepared to Go the Distance
Know Your Limit, and Theirs
• Of those who reported drinking alcohol in the past year, 44% drank at least once a week and 9.9% drank four or more times a week.
The 2002 Canadian Community Health Survey found that:
• 2.6% of Canadians aged 15 and over had symptoms consistent with alcohol dependence.
• Among heavy drinkers, 26.9% admitted being drunk or hungover at work or school.
• Almost 17% said they had been in a situation while drunk or hung-over that increased their risk of injury.
Action Plan
1 Sniff Out Trouble
Some workers will drink or take drugs at work, and some show up under the influence. Neither is acceptable. If you smell alcohol, or if you notice or are given reports of erratic behaviour that could mean an employee is under the influence of drugs or alcohol, confront the employee. Calmly but assertively ask direct questions to determine if they are under the influence of alcohol or drugs.
If you determine an employee is under the influence, arrange to get them out of the workplace and home safely. Call them a taxi. Do not allow them to drive. They may pose a danger to themselves or others. If an employee you sent home gets in an accident driving, you or your organization could be held liable. If they won’t co-operate, you may need to inform the authorities. Consider downloading HRd’s Drug and Alcohol Policy.
2 Defuse the Situation
Arrange to discuss the situation the next day, when you’re calm and they’re sober. At this point, you need to determine if this was a one-time incident, or part of an ongoing problem with drugs or alcohol. All of the usual aspects of progressive discipline should be followed. HRd’s Progressive Discipline Guide is an excellent resource to assist you. HRd has also developed a Progressive Discipline Policy for your use.
If it’s a one-time issue, make a record of the issue and make it clear to the employee that drugs and alcohol in the workplace are not tolerated. If the employee is forthright and co-operative, the issue may well be over with. It’s not common practice to terminate an employee, especially a long-term employee in good standing, for a single incident.
Under common law, an employee’s intoxication in the workplace is not in itself generally seen as just cause for dismissal. The employer must show that the employee’s intoxication was harmful to the employer’s interests, or interfered with the
worker’s performance of his duties. In extreme circumstances, where there is an obvious safety issue immediate dismissal may be seen as reasonable. It depends greatly on the circumstances. It’s always best to get expert advice. HRd’s Senior Advisors are just a phone call away and are here to help.
3 Keep a Watchful Eye
Once an incident has occurred or a problem has been identified, the employee must be monitored. The extent of the monitoring will depend on the situation. If you’re fairly confident it was a one-time incident, casual monitoring of the employee’s behaviour for signs of intoxication may be sufficient.
If you are concerned about repeat incidents or potential future substance abuse, testing for cause is generally considered reasonable where there has been an identified prior incident with drugs or alcohol. Testing and monitoring for compliance where a drug or alcohol dependency issue has been identified and a rehabilitation program has been undertaken are acceptable and necessary.
4 Do Your Duty
If the incident was part of an ongoing problem with drugs or alcohol constituting dependence, it raises the human rights duty to accommodate. Addiction is considered an illness and those suffering from it are protected from discrimination under Human Rights Codes. Employers have a duty to accommodate addicted employees up to the point of “undue hardship”. Consider downloading HRd’s Reasonable Accommodation Policy. Casual or recreational use of drugs or alcohol does not constitute a disability. An employee who is neither addicted nor perceived to be addicted will find no protection in the Human Rights Codes.
5 Be Prepared to Go the Distance
If someone has an ongoing drug or alcohol problem, the best case scenario for both sides is one in which
they acknowledge the problem, ask for help, and then comply with conditions of a rehabilitation program. Someone with an ongoing problem who won’t admit it can be the most problematic situation. It leaves the employer trying to deal with the problem, with the concern that if they do terminate the employee they may be faced with a human rights complaint when the employee talks to a lawyer and decides he has a dependency issue that now must be accommodated.
6 Know Your Limit, and Theirs
In the end, even when everyone has the best of intentions and every effort has been made to accommodate an employee and help him work through his drug or alcohol problems, sometimes things still don’t work out. At this point, when other options have been exhausted, it is time to create a Last Chance Agreement.
This gives the employee one final opportunity to meet required criteria or be terminated. A last chance agreement needs to be carefully worded. Conditions and expectations must be clearly defined, and the consequence for failing to meet those expectations, in this case termination of employment, should also be made abundantly clear.
Final Thought
No worker should ever be allowed to harm an organization or endanger his safety or well-being or that of others through inappropriate use of drugs or alcohol in the workplace.
As with any situation where people are involved, however, every case is different and needs to be examined on its own merits. Above all, we need to be rational. Clearly, there’s no place in the workplace for drugs or alcohol, especially where safety is concerned. At the same time we need to acknowledge that life can be complicated and people make mistakes. An intelligent, reasoned response is the best way to find a balance between safety and human decency.
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• 13'
48’ 0” Longx 102” Wide Unique Air Assisted Gooseneck& Main Deck Gooseneck - 9’ 10”DeckLength Main Deck - 29’ 4” Long Loaded DeckHeight - 20”+ or Mainbeams, 1 1/8” Shiplapped Softwood between Main Beams on LowerDeckand in Gooseneck “Air Detachable” Gooseneck Double Drop
AVYEQUIPMENT
Gooseneck
• Dual Hydraulics
• Some with Pony Motors
• All Options
MODEL TK90MED
• EXTENDABLE Double Drops
• Mechancial Gooseneck
• 52'10'' Extending to 79'10'' with 60'1'' Open Well Area
• Sliding Axle Models Available
• 6 1/2 degree Unloading Angle
• Excellent for Paving Equipment or Towing Operations
MODELS TK60MG & TK75MG
• Mechanical Detachable Double Drops
20 ART - Deck Length - 20’ 0”
• 10'0'' Upper Deck Full Width
• 29'2'' Long Lower Deck
• 18'' Loaded Deck Height
• Reinforced for Future Flip Axle
KITCHENER: Larry Pellizzari & Bryan Watson 800-265-8274 TORONTO EAST: Scott Mann 905-244-1880, Glenn Wood 416-859-7527, Robert Faithfull 416-476-4649, Daniel Canning 514-250-3080 CHATHAM: Jim Eldridge, Josh Mann & Murray Campbell 877-995-5999
• Dependable delivery in Ontario, Quebec and other select provinces
• Same-day and next-day early AM delivery available Proven Expertise
• Voted one of Canada’s 50 Best Managed Companies
• In business since 1953
ORBA New Members
ASSOCIATE MEMBERS
BDO CANADA LLP
One of the leading accounting and advisory firms in Canada, BDO was established over 90 years ago in a small Winnipeg office. Since then they have grown to become the fifth largest single national accounting and advisory partnership in Canada (by fee volume) and employ over 3,000 people. With more than 100 offices across the country, BDO Canada is poised to provide practical advice and insight unique to each client’s specific priorities and ambitions.
Genevieve Cavanagh, 416-865-0111 www.bdo.ca
CANADIAN EQUIPMENT FINANCING & LEASING
Canadian Equipment Financing & Leasing (CEFL) is an independent company founded in 2009. They specialize in the finance and leasing of transportation, construction, industrial and manufacturing assets throughout Canada, which can be a very important tool in helping to grow your business. CEFL has the knowledge and capability to finance or lease deals in a variety of structures, with a diverse assortment of financing options available.
Brady Dunlop, 519-648-3898 www.cefl.ca
CORESLAB STRUCTURES (ONT) INC.
Coreslab Structures (ONT) Inc. offers an extensive range of structural precast components, manufactured in one of their two state-of-the-art production facilities. Their product line includes hollow core slabs, solid customized balconies, beams, columns, bleachers and solid insulated load bearing and nonload bearing walls. With services ranging from in-house sales, engineering and drafting teams, to installation, customer service and finishing teams, they are a full service facility with a solid reputation for delivering the highest quality products and service.
Philip Costsntini, 905-689-3993 www.coreslab.com
GOLDER ASSOCIATES LTD.
Since being founded in 1960, Golder Associates Ltd. has grown to a family of 180 offices worldwide, employing 8,000 people with the understanding, knowledge and passion to help their clients succeed. Golder strives to be the most respected global organization providing consulting, design and construction services in earth, environment, and related areas through their technical expertise, advanced solutions and award winning service.
GEMS is a team of professional environmental consultants devoted to raising the standards of environmental consulting. With their environmental regulations expertise and your needs in mind, they are equipped to help your next project succeed. Their team of experts perform all facets of environmental design, permitting, monitoring and construction/development related projects. From construction dewatering permit attainment, to compliance monitoring, to Erosion and Sediment Control (ESC), to fish removals and relocations, to emergency response; GEMS will help you avoid costly delays and work in full compliance to meet your budget and timelines.
Jill Attwood, 905-907-3077 www.gemservicesinc.com
HOULE CHEVRIER ENGINEERING LTD.
Founded in 1994, Houle Chevrier Engineering Ltd. is an Ottawa based consulting engineering firm providing specialist services in geotechnical, hydrogeological, and environmental engineering to contractors, builders, municipalities, governments, engineering consultants, developers, architects, conservation authorities, and homeowners throughout Eastern Ontario. With over 45 years of combined consulting engineering experience between the Principals of the firm, the company maintains their commitment to personal client service and cost effective solutions.
Craig Houle, 613-836-1422 www.hceng.ca
With close to 200 years of pioneering solutions to measure the world, Leica Geosystems products and services are trusted by professionals worldwide to help them capture, analyze, and present spatial information. Leica Geosystems is best known for its broad array of products that capture accurately, model quickly, analyze easily, and visualize and present spatial information. Those who use Leica products every day trust them for their dependability, the value they deliver, and the superior customer support. Leica Geosystems is a global company with tens of thousands of customers supported by more than 2,400 employees in 21 countries and hundreds of partners located in more than 120 countries around the world.
Peter Eichmanis, 416-497-2460 www.leica-geosystems.us
OCEAN MARINE WORKS
QUALITY
QPR – Quality Pavement Repair
With QPR’s breakthrough asphalt repair material, QPR Permanent & Easy Pothole Repair has become the standard for cold patch companies throughout the U.S. and is rapidly becoming the number one choice in the world. The superiority of the product gives the peace of mind that your repair will be permanent. A quality product with a quality sales, support and customer service team to back it up, Quality Pavement Repair should be your repair solution.
Sean Zimmermann, 514-887-2171 www.qprcoldpatch.com
SHERRARD KUZZ LLP
With its hundreds of barges, tugs, workboats and support materials, Ocean Marine Works boasts the largest fleet of specialized marine equipment in Eastern Canada. Ocean Marine Works barges can be used as a base for construction equipment required for projects, but also for many other purposes such as drilling platform, temporary floating cement factories, work bridges between two sites, temporary wharves, aggregate transportation, oversized/overweight equipment transportation, gathering debris after demolition work or crane installation.
Vicki Boivin, 1-877-694-1414 www.groupocean.com
Recognized both nationally and internationally, Sherrard Kuzz LLP is one of Canada’s premier employment and labour law firms exclusively representing the interests of management. Named among Canada’s Top 10 Employment and Labour Boutiques, Canada’s Leading Employment & Labour Law Firms and as Repeatedly Recommended (Lexpert®), the team is committed to working for you. Whether you’re unionized or non-unionized, domestic or foreign, operating in both the public and private sectors, or range in size and complexity of operations from small, single-location, single-business enterprises to large, multi-site, diverse, multinational corporations, the Kerrard Kuzz team will strive to become a part of your management team.
The skilled construction professionals at SITECH Mid-Canada Ltd. will partner with contractors throughout Ontario, Manitoba and Newfoundland on the right Construction Technology solutions for your job, along with the providing high quality local customer service, personalized training and technical support you expect. Representing Trimble machine control systems for your entire fleet of heavy equipment, along with Trimble’s complete portfolio of Connected Site Solutions—Site Positioning Systems, Construction Asset Management Services, software and powerful wireless and internet-based infrastructures, the team understands how to apply innovative construction technology to effectively resolve your most prevalent construction challenges and will guide you in leveraging the most complete portfolio of construction technology solutions available today.
Ron Petry, 905-669-4773 www.sitechmidcanada.com
TALLMAN TRUCK CENTRE LIMITED
Tallman Truck Centre Limited has endeavored to be an industry leader in the commercial truck dealership business since 1973. In the 40 years since its inception, the company has grown to employ more than 350 people and owns and operates a network of 15 dealerships throughout Ontario, making it one of the largest commercial truck dealers country-wide. New or used, truck sales, service or parts, Tallman Truck Centre Limited is the source for truckers in Ontario.
Kevin Tallman, 905-671-7600 www.ttctruck.ca
TOPCON POSITIONING
SYSTEMS
Since the beginning, Topcon has been armed with a clear vision of the future of construction. That vision has allowed them to form the largest company in the world focused exclusively on positioning control needs of the civil engineering industry. It has also allowed them to become the first positioning systems company to offer “The Complete Solution” from survey to finished grade. Wherever surveyors, engineers, equipment operators and contractors can be found, Topcon instruments and systems will be there, ensuring the work they do is precise, efficient and in control.
Founded in 1978 by two brothers, DBi Services has grown from a hometown grass cutting business to providing services in infrastructure management, maintenance and operations to clients the world over. By growing the company steadily and acquiring companies to expand their services, DBi has earned the reputation of being one of the safest and most technologically advanced infrastructure maintenance companies in the world.
Scott Pedigo, 570-459-1112 www.dbiservices.com
In business since 1987, Fuhrscher Installations Inc. believes in their clients’ satisfaction, beginning with the commitment to safety and quality workmanship Fuhrscher delivers. From installing expansion joints to railing restoration and replacements, to general repair and maintenance among a surplus of other services, Fuhrscher has found a very positive response to their experience in various areas of construction and maintenance.
Paul Schertzberg, 519-590-5957 www.ajbraun.com
GOING THE EXTRA MILE
From manufacturing to healthcare to education, roads are essential for providing access to the goods and services we need to ensure our quality of life. That’s why, at McAsphalt, we specialize in providing asphalt products that go the extra mile. For more than 40 years, we’ve been the industry’s leading asphalt experts. Our customers trust us to be a partner and advisor. To deliver on our promises, “on time and on spec.” To engineer innovative asphalt products for everyday use and extreme conditions.
From technical support to training to R&D, we’re committed to delivering the asphalt products that keep Canada moving.
