Alberta Innovators - Fall 2016

Fall 2016

Engineers, architects and contractors call for more collaboration to ensure value at every stage of a project

The magazine of Consulting Engineers of Alberta

A Place for All

A behind-the-scenes look at how Edmonton’s new downtown arena was planned and built

Quest for QBS

Municipalities big and small are beginning to turn to Qualifications Based Selection

PLUS

Find the right firm: Pullout guide inside

Built to deliver a better world As a fully integrated firm, AECOM connects knowledge and experience across our global network of experts to help clients solve their most complex challenges.

From high-performance buildings and infrastructure, to resilient communities and environments, our work is transformative, differentiated and vital.

Partnering with clients across Canada, we provide the most innovative and appropriate solutions to deliver projects that leave proud legacies for tomorrow. Our goal is to make the world a better place. www.aecom.ca

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We bring creative, passionate, and innovative people together Providing infrastructure solutions

Design with community in mind stantec.com

MESSAGE FROM THE PREMIER

O

N BEHALF OF THE GOVERNMENT OF ALBERTA, IT IS MY pleasure to send greetings to the readers of the Fall 2016 issue of Alberta Innovators magazine.

Alberta is a province built by innovative problem solvers and visionaries. The bright minds featured in Alberta Innovators have enhanced the quality of life not only of Albertans but also of people around the world. The commitment to applying creative solutions to real-world problems has been a hallmark of the Consulting Engineers of Alberta (CEA), and Alberta Innovators magazine has been providing a voice for these professionals since 1978.

Dedication to integrity, innovation and excellence makes the CEA a valuable contributor to Alberta’s economy and society. Congratulations on your achievements and best wishes for your future success.

Rachel Notley Fall 2016

Serving Albertans

CEA, CAA, ACA, ARHCA

PUBLISHED FOR: Consulting Engineers of Alberta Phipps-McKinnon Building Suite 870, 10020 - 101A Avenue Edmonton, AB T5J 3G2 Phone (780) 421-1852 Email: info@cea.ca www.cea.ca

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CHIEF EXECUTIVE OFFICER AND REGISTRAR Ken Pilip, P.Eng.

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sa 3 g th e f r e P om ro m re th m ie eC r EA Pr 5 Me es ss id ag en ef t ro 6 m C EO th Me /R e C ss eg E A ag ef ist ro ra m r Pr AC es EC 7 id C en ha t a ir Mi nd / ni M CE s t es O er sa of ge 9 In fr fra om Me st th ru e Yo ssa ct un ge ur g P fr e o ro m fe th 1 ss e 0 io CE na A l G ’s ro u Fo 1 p u 1 CE nd AB at io oa ns rd CE o 3 AM fD 4 ire em ct be o rs hi 3 r s pD 6 ire Co ct or En de o y gi f C 4 ne on 2 er su in lt g E in th g ics

MEDIA AND GOVERNMENT RELATIONS CEO, Ken Pilip; President, Kelly Yuzdepski; and Honorary Director, Ed Stelmach Consultant, Brian Stecyk

Features

EVENT MANAGER Chantal Sargent

ADMINISTRATIVE & MARKETING ASSISTANT Amanda Riendeau

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Raring to Go As Fort McMurray rebuilds from wildfires, engineers are part of a team that’s ready to help

24 The Right Stuff More and more municipalities are turning to Qualifications Based Selection for major projects

DIRECTOR OF OPERATIONS Lisa Krewda

INFORMATION SPECIALIST Inderjeet Singh

Making the Connection Collaboration among professionals is key to ensure value at every stage of a project

SPECIAL PROJECTS - PAST PRESIDENT Matt Brassard

Passing Play Teamwork played a big part in the construction of Rogers Place in downtown Edmonton

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PUBLISHED BY: Venture Publishing Inc. 10259 105 Street Edmonton, AB T5J 1E3 Toll-free 1-866-227-4276 Phone (780) 990-0839 Fax (780) 425-4921 www.venturepublishing.ca PUBLISHER AND EDITOR-IN-CHIEF Ruth Kelly MANAGING EDITOR Glenn Cook ART DIRECTOR Charles Burke GRAPHIC DESIGNER Andrew Wedman PRODUCTION MANAGER Betty Feniak PRODUCTION TECHNICIANS Brent Felzien, Brandon Hoover

Back to School Some of the most meaningful projects in Jeff DiBattista’s career have been at his alma mater

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VICE-PRESIDENT, SALES Anita McGillis CONTRIBUTING WRITERS Robin Brunet, Martin Dover, Ryan Van Horne CONTRIBUTING PHOTOGRAPHERS AND ILLUSTRATORS Bookstrucker, Ryan Girard, Heff O’Reilly, Curtis Trent

Family Business Craig Clifton eventually followed in his father’s footsteps, and he’s loving the challenge

Cover illustration by Heff O’Reilly

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Contents © 2016 by Consulting Engineers of Alberta.

No part of this publication should be reproduced without written permission.

Non-deliverable mail should be directed to CEA: Suite 870, 10020 - 101A Avenue, Edmonton, AB T5J 3G2.

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MESSAGE FROM CEA PRESIDENT

Driving Innovation

KELLY YUZDEPSKI, P.Eng. President, CEA

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N MAY 18, I PROUDLY ACCEPTED THE title of President of the Consulting Engineers of Alberta for the upcoming term. It is a daunting task, but I am up for the challenge.

CEA has a membership of more than 85 firms employing nearly 9,300 people, including engineering and technical professionals, and contributing over $2 billion to Alberta’s economy.

CEA firms provide a wide range of engineering services to government and private sector clients, and the talent of CEA member firms is globally in demand.

However, the past few years have been very difficult for many CEA member firms for a

number of reasons. The drop in oil prices, which started roughly two years ago, has been steep and sustained. It was something many of us were not prepared for. When oil prices spike, Alberta’s economy booms, but when oil prices drop, Alberta’s economy suffers. Even though this is common in the province, this current cycle appears deeper and more sustained than in the past. It has resulted in tens of thousands of job losses in the consulting industry, as well as salary rollbacks, the loss of benefits and reduced work weeks for many. Today, the picture is not much clearer. Oil prices have made some recovery from the lows of under $30 WTI, and are currently hovering around the $40-$50 WTI mark. However, prices are still too low for many of our province’s petroleum producers, and confidence levels will not increase until prices climb well above $50 and remain there for some time.

A number of our member firms are also anxiously awaiting the rollout of provincial and federal infrastructure investment commitments, but the waiting game is getting long and the ability to retain staff is dwindling.

Compounding the situation in Alberta is the massive fire that devastated the community of Fort McMurray. Who would have believed a few months back that a city of more than 80,000 people would be on a mandatory evacuation notice?

However, with disasters and significant market changes come opportunities. Consulting Engineers are known to be nimble, adaptive, strategic, innovative and are often on the leading edge with planning and design solutions.

We have the opportunity to drive innovation.

Through our strategic planning retreat in May, we formed a committee to look at the challenges faced by Albertans and ways to turn these challenges into opportunities.

In 2015, we saw a new political wave in the province: a majority NDP government. This new government consulted industry experts for advice on infrastructure investment and has acted on this advice. The result is a capital plan that supports $34.8 billion in infrastructure projects over the next five years, simultaneously stimulating the local economy.

In their 2016 budget, the provincial govern-

ment announced a Climate Leadership Plan (CLP), an economy-wide strategy for reducing greenhouse gas emissions. The plan will create diversification within our energy economy and create jobs in areas like large-scale renewable energy, bioenergy, technology and green infrastructure like transit.

Times are changing in Alberta, and consulting engineers have a chance to be at the forefront of these changes.

CEA embarked on a new strategic plan six years ago. At the root of that plan was changing the way engineering services are procured, with a goal to legislate Qualifications Based Selection (QBS). We have made many inroads with government over that time, including an agreement from Alberta Transportation to pilot projects using the QBS model. QBS will provide the most value to the taxpayer, enhance public safety and will provide the greatest opportunities for innovation.

We are optimistic about carrying QBS across the goal line, but it won’t be without a lot of hard work. This will be my number one priority in my term as president.

The other significant priority from the board is to improve contract language to eliminate uninsurable clauses and unfair contract language.

I was recently at an Association of Consulting Engineering Companies (ACEC) of Canada board meeting in Calgary and, during the provincial roundtable discussions, it was very interesting to hear that the majority of the member organizations face these very same issues of QBS and unfair contract language. As CEA, I think we have the chance to be leaders in this endeavor and, once in play, other provinces will follow suit.

I am up for the challenges that come with this role of president, and I look forward to serving all of you. I encourage you to reach out at any time.

In closing, yes, many of our member firms are experiencing some tough times in this economy, and things may worsen before they improve.

However, now more than ever is the time for CEA member firms to band together to make us collectively stronger. We have the opportunity to continue to be leaders in the industry and to drive innovation. Let’s meet that challenge! alberta innovators

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MESSAGE FROM CEA

Is a Perfect Project Possible?

H KEN PILIP, P.Eng. CEO & Registrar

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AVING BEEN ACTIVE AND ASSOCIATED with the Consulting Engineers of Alberta for more than 50 years, it is not a surprise for me to know that there is no such thing as a perfect project. Why? Projects have many degrees of risk and technical complexity. Even the simplest of projects involve engineers, architects, contractors and the clients’ representatives, to name a few. If the project is more complicated, many others will be assigned to the project and will assume areas of responsibility, making the idea of a “perfect project” an unattainable goal.

Most projects require a tremendous human interaction and the team culture that prevails from the beginning will have a direct bearing on project satisfaction.

The consulting industry is aware that, instead of seeing the professional consultants as trusted advisors, some clients begin a project process with a more advisory relationship – them versus us. This will inevitably lead to the “blame game” if problems arise. Once this culture is ingrained in an organization, this client will get legal advice and produce contract clauses and language that ensures that the provider of professional services assumes all the project risks. To mitigate these risks, the professional will be very careful in responding to RFPs – if they respond at all. Our industry is frustrated with the poorly defined project scopes being issued and, in this cultural climate of them-versus-us, the project outcome is predictable. The result is frustration on scheduling, scope changes and budget overruns. So what is the solution?

The solution for maximizing value is to put together an integrated team of professionals, chosen on their qualifications, and engage the project team early in the development stage of a project. Begin with a culture of respect and accept the fact that there are going to be problems relating to schedule, budgeting, climate, permitting and many other unforeseen issues. Begin the early stages of a project with discussions that identify risks. In this way, the scope of work will be clarified and everyone will under-

stand what is required and expected. Clients need to consider a procurement method that selects the team members based on their qualifications and the RFP needs to clearly identify the evaluation criteria. Once the consultant or consultants are selected, one can entertain project discussions and contractual obligations, and review the client’s contract for services.

Now, project cost for consultants can be appropriately addressed. If everyone involved understands the scope of work and focuses on solutions, there will be no blame game; this will provide a course toward the perfect project. If, as a client, you restrict the ability of the design professionals to provide their services as a trusted advisor – knowingly or not – you will not have a positive project conclusion.

There is a better way! Many project proponents in Alberta and other jurisdictions are adopting Qualifications Based Selection (QBS) as a method of procuring professional engineering and architectural services.

The benefits include: reduced cost overruns; increased innovation minimizing scope creep; overall lower project and lifecycle costs; and significantly greater project satisfaction. Every project proponent – public agencies, governments, municipalities and private owners – regardless of their size, should investigate QBS and undertake a pilot project. There is nothing to lose and everything to be gained. Those that have used QBS do not revert back to other methods for selecting their professional engineering and architectural teams. Full information about QBS is available on the Consulting Engineers of Alberta website at www.cea.ca. Also feel free to call the CEA office and we will arrange a personal discussion about QBS. Given our training, education, skills and experience, there is no better organization to have as your trusted advisor than the Consulting Engineers of Alberta. Being part of a team that accepts responsibilities and is committed to finding and managing risk together is the best way of getting close to achieving the mythical “perfect project.”

MESSAGE FROM ACEC

A Discussion Worth Having Transportation utility corridors are an economically smart and socially responsible approach to nation-building infrastructure

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ITH CONSTRUCTION SEASON in full swing and with the federal government’s recent commitment to invest significant resources into the building and renewal of our nation’s infrastructure, it is important to discuss how we are going to invest strategically and effectively to address both economic and societal needs. This is an opportunity to establish a national network of transportation utility corridors.

Transportation utility corridors are pre-established passages that are dedicated to accommodating multiple infrastructure assets, including road, rail, pipeline and communication projects.

A nationwide network of these corridors would connect all regions of Canada, help address social and environmental concerns, and facilitate the planning, development and implementation of both public and private infrastructure projects in a less costly and more time-effective manner.

Canada’s federal, provincial and territorial governments have all recognized that a lack of infrastructure is a key limiting factor in the further development of Canada’s resource sector.

This is especially true in the north. Transportation utility corridors would make it easier and more economically viable to connect northern and remote communities to vital infrastructure that would enhance economies and quality of life – such as power, communications, road and rail – but that most Canadians take for granted. What’s more, corridors also protect infrastructure from advancing urban development and offer a longterm solution to many of the land use challenges associated with developing major facilities.

Currently, Canada has a fragmented and

unco-ordinated approach for planning and approvals, which is delaying and discouraging projects that could otherwise provide market access for Canadian products, allow movement of goods and services, provide energy and otherwise grow the economies of regions across Canada. The federal government should work with all levels of government and relevant stakeholders to identify and acquire lands and to facilitate the securing of required approvals for a network of corridors to connect all of Canada’s major urban centres and regions.

Regionally, Alberta has led the way in this thinking and has already demonstrated that such an integrated planning approach to transportation utility corridors can reduce the need for multiple reviews of major nation-building projects, and allow governments to consult with local stakeholders on the correct path for a rightof-way where projects could then be built. By accommodating multiple infrastructure assets within transportation utility corridors, projects would also require smaller geographical footprints and result in less impact on the environment and on surrounding land uses. Canada should follow Alberta’s lead.

Failure to act in a timely manner may result in the cost of developing these corridors becoming prohibitive, as well as having any overlapping jurisdictional policies and requirements becoming even more entrenched. If Canada is to grow to its fullest potential while maintaining a responsible balance between the needs for infrastructural development and environment stewardship, the discussion of transportation utility corridors needs to be had, sooner rather than later.

PERRY MITCHELMORE, P.Eng. Chair, ACEC Board of Directors

JOHN D. GAMBLE, CET, P.Eng. President & CEO, ACEC

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MESSAGE FROM THE MINISTER

C Brian Mason Minister of Infrastructure Fall 2016

ONGRATULATIONS ON THE FALL 2016 edition of Alberta Innovators magazine. As Minister of Infrastructure, I am pleased that we share a common commitment to improve Alberta’s public infrastructure and deliver projects in the most efficient way possible.

Led by Premier Rachel Notley, our government is working hard to build a stronger, more resilient Alberta.

A key part of that is a significant and ongoing investment in the province’s infrastructure. The 2016 Capital Plan is a timely, worthy investment that tackles Alberta’s infrastructure deficit and builds a strong economic foundation for the future.

Over the next five years, $34.8 billion will be invested through the 2016 Capital Plan to help stimulate the economy, keep people working and create jobs. The Capital Plan encourages economic development through supporting the key social programs and services government provides to Albertans. By doing this, our province is taking an evidence-based approach to investing in new projects and programs, encouraging economic development and environmental sustainability.

We move forward with confidence based on our strong working relationship with the Consulting Engineers of Alberta. Your expertise and innovation are valued as we build and improve our schools and hospitals, our roads and bridges, and our water systems and public spaces.

Together, we will create a greener, stronger, prosperous and more robust province.

I look forward to continuing to work in partnership with the Consulting Engineers of Alberta to ensure that Albertans continue to live and work in great communities, now and for generations to come.

MESSAGE FROM THE YOUNG PROFESSIONALS

Staying Resilient

R CHRISTINA HOPKINS, P.Eng. Director, YP

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ESILIENCE IS THE NEW SUSTAINABILITY, but it is quickly becoming one of those “buzzwords” that gets sneered at.

I like the term “resilience,” as it is generally more associated with systems and systems thinking rather than primarily the environment, like the term “sustainability.” It speaks to the interaction and relationships between the many dynamic systems we observe in the world around us, including everything from people and the economy to ecosystems and infrastructure.

Major shifts in these systems, such as the challenges we are currently facing with Alberta’s economy, require resilient thinking.

Inspired by a family camping trip gone wrong, my father often quotes the phrase: “In crisis, there’s opportunity.” This is absolutely the case now. Change is scary, but adaptability in response to an ever-changing reality is at the heart of resilience. When we get rooted in our beliefs and practices, it is much harder to evaluate our biases, making now the perfect time to bring in those who have not had as much exposure to those established ways to critically examine what we’re doing, why we’re doing it, and work together to evaluate what is still relevant to our current world while determining what we need to add or remove to adapt to the future. This is not a one-time fix, as we need to be continuously evaluating and updating our approaches to stay relevant. It’s not easy either, as the rate of change is always accelerating – some of the software I was trained to use in my last year of university is now several versions behind, only four years later.

In some cases, we are seeing a get-ridof-everything-you-don’t-need-at-this-exactmoment, hold-fast-and-weather-the-storm

kind of approach to an inevitable downturn in a capitalist economy. When we come out on the other side of this, our only guarantee is that the dynamics between systems will be different than before. As a result of our conservative approach, we may be poorly equipped to deal with our new reality. This has many of us in the young professional generation concerned, as we have lots to offer in the establishment of resilience, but we are getting left behind.

Engineers are trained to be analytical. Analytical thinking is directly contrary to systems thinking: analysis implies the isolation of variables determined to be irrelevant to the test variable, while systems thinking implies that isolation is not possible and that everything is connected. Venturing too far to the ends of the spectrum between these two styles of thinking can yield poor results: too far into analysis, and you may completely miss the broader picture; too far into systems thinking and you may not know where to even begin to tackle a problem.

Engineers are also trained to be risk-averse, which can have more damaging long-term outcomes than risk inclination. This combination of analysis and risk aversion lends itself to making decisions that are guided by concrete measures of our past and current realities, and shying away from the uncertainty of the future.

This kind of response to system shifts does not make for a resilient organization.

Though I fall into the young professional category now, there will come a time very soon when my innovative, new approaches are the established ways of the present, and I will need to look to the new and inexperienced – but more importantly, unbiased – generation to help me adapt to the uncertainty of the future.

FOUNDATIONS

PHOTO: COURTESY OF SCHULICH RACING

Prof Gets Award

Students Get Revved Up

Passion and perseverance have paid off for a civil engineering professor at the University of Calgary, who was awarded a major honour in July.

Raafat El-Hacha, an associate professor at the U of C’s Schulich School of Engineering, was given a Killam Annual Professorship for his work researching the durability and performance of building materials to withstand deterioration and damage from terrorist attacks.

“I am very grateful and humbled by this award and profoundly appreciative of becoming a Killam Laureate,” El-Hacha told the university’s website. “Representing the Department of Civil Engineering in this accomplishment is sending a clear message about the extremely high quality of research and education that both the Schulich School of Engineering and the University of Calgary are producing.”

El-Hacha’s work focuses on the use of advanced composite and smart materials in the construction and repair of bridges, concrete structures and steel structures. This could include the use of Fibre Reinforced Polymers or Shape Memory Alloy Reinforcement. He is also working on a hybrid bridge deck system that doesn’t need steel thanks to Ultra-High Performance Fibre Reinforced Concrete.

The Killam Annual Professor award is given out each year to a member of the academic staff at the U of C to recognize outstanding contributions to teaching and research over a period of 10 years or more.

PHOTO: RILEY BRANDT, UNIVERSITY OF CALGARY

Alberta was well-represented at an international student engineering competition in Lincoln, Nebraska, in June as teams from two post-secondary institutions raced for the title.

Teams from both the University of Calgary and the University of Alberta travelled to Nebraska for the Formula Student Automotive Engineer competition, held from June 15 to 18. Each team took with them a small open-wheel race car designed and built by students that they put up against other universities from across North America.

The cars were scored on a number of different factors, including cost, design, acceleration and high-speed track endurance. The team from the U of C finished in 32nd place overall, while the U of A team came in in 55th place. The team from Auburn University (Auburn, Alabama) took home first place.

Other Formula Student events are held throughout the year in California, Michigan, Australia, Brazil, Italy, the United Kingdom, Austria, Germany and Japan.

On The Upswing After five consecutive quarterly declines, non-residential building construction across Canada was up ever so slightly in the second quarter of 2016, with Statistics Canada reporting a total investment of nearly $12.6 billion, a 0.2 per cent increase over the first three months of the year.

However, that figure still represents a 2.2 per cent decrease compared to the second quarter of 2015, when investment totaled nearly $12.9 billion.

Across Alberta, non-residential building construction totaled nearly $2.7

billion over the second quarter of 2016, down 1.7 per cent compared to the first quarter – the province’s fifth consecutive quarterly decline – and down 6.5 per cent compared to the same period in 2015. Specific to cities, Calgary was down 2.2 per cent from the first quarter, while Edmonton actually saw an increase in non-residential investment of 1.3 per cent.

Ontario, British Columbia, Manitoba, New Brunswick and the Northwest Territories all saw increases in investment. alberta innovators

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ACEC Lauds Federal Budget P r i m e M i n i s t e r J u s t i n Tr u d e a u a n d h i s f e d e r a l L i b e r a l government earned the praise of the Association of Consulting Engineering Companies – Canada (ACEC) in March after tabling its first federal budget, which invested heavily in innovation and infrastructure.

This investment included more than $60 billion in new federal infrastructure investments, to be made over two phases, with $12 billion being invested in the first phase alone. This is over and above the existing Building Canada Fund, portions of which were also accelerated in the budget.

Another $3.4 billion will be invested in federal infrastructure assets, and $2 billion of new money will be invested in post-secondary institutions over the next three years.

“As ACEC stated in its pre-budget submission to the Minister of Finance, study after study demonstrates a link between infrastructure investment and economic performance; infrastructure investment grows the economy, strengthens communities and protects the environment,” said ACEC president and CEO John Gamble in a press release. “Furthermore, public infrastructure is a core business of government and vital to Canada’s prosperity. Infrastructure enhances the economic, social and environmental quality of life of all Canadians. Now is the time to make much needed investments enhancing Canada’s competitiveness and productivity.”

The ACEC also lauded the significant measures contained in the federal budget to encourage and support environmental sustainability, but said it would be looking for assurances that any new processes would be efficient and not cause project delays. The association did express disappointment, however, at the minimal assistance given to the resource sector in the budget, as well as at the deferral of tax relief for small businesses.

The new Royal Alberta Museum building in Edmonton moved one step closer to opening its doors in August when the Alberta government and contractors working on the project celebrated the completion of the facility’s construction.

Work began on the new RAM building, located along 103A Avenue between 97 Street and 99 Street in downtown Edmonton, in 2013, and employed several thousand construction workers. The cost of the building, including construction as well as gallery and exhibition development, is $375.5 million – $253 million is being put up by the Alberta government, with the rest coming from the federal government.

“The Royal Alberta Museum will be a landmark attraction in our downtown arts district. People will travel from near and far to learn about Alberta’s heritage and the stories of this great province – its land, its animals and its people,” said Randy Boissonnault, MP for Edmonton-Centre and Parliamentary Secretary to the Minister of Canadian Heritage, in a press release.

“Infrastructure projects like this one are key to ensuring that Edmonton will remain among the best places in the world to live, work and raise a family.”

Some state-of-the-art technology was built into the new RAM, including advanced controls that allow for varying settings throughout the building, allowing each exhibit can have its own specific environmental needs met.

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Natural materials are used throughout the building, enhancing its beauty and durability; this includes limestone on the exterior walls and in interior public spaces. Mosaic panels by artist Ernestine Tahedl that were reclaimed from the old Canada Post building on the RAM site now feature along the museum’s pedestrian walkway on 103A Avenue.

Although the primary construction is finished, work will continue inside the building before staff being artifacts to their new home. The museum is expected to open its doors in late 2017.

PHOTO: COURTESY OF GOVERNMENT OF ALBERTA

Royal Alberta Museum Celebrates Milestone

FOUNDATIONS

As the debate over the usefulness of bicycle lanes rages on in Edmonton, Stantec has stepped up to get the ball rolling and see if the idea will work.

In July, the engineering firm volunteered to work with the City of Edmonton on a trial network of bike lanes in downtown Edmonton, putting forward $10,000 – to be matched by the City – to install a minimum bike grid in the core with temporary structures, which will be studied and could be expanded and made permanent in the future.

Stantec is planning to move its Edmonton offices into a new tower downtown, near the new Rogers Place arena, in 2018. It is putting forth its expertise for the bike lane pilot project because it wants its employees to have more options for getting to work by the time the tower opens.

The City of Edmonton has approved a 500-kilometre grid of bike lanes on roadways across the city when it approved a new Transportation Master Plan in 2009, but the grid’s construction and installation is tied to road rehabilitation. That means, thus far, the lanes built have been scattered throughout the city and often aren’t connected.

Calgary Students Take Gold In China

PHOTO: COURTESY OF METRO NEWS

Bike Lanes Get Rolling

Ring Road Gets Green Light The vision of a ring road around Calgary is much closer to reality now that construction has started on the southwest portion of Stoney Trail.

American contractor Kiewit is leading a consortium of companies that was selected to build the new section of the road, which will consist of 21 kilometres of six- and eight-lane roadway s from Highway 8 near the Elbow Springs Golf Course to Macleod Trail.

It will also the rebuilding of 10 kilometres of Glenmore Trail, from Sarcee Trail to east of 37 Avenue SW. In total, the project includes 49 bridges, two river crossings, a roadway flyover, a railway crossing and 14 interchanges.

During a visit in July that coincided with the Calgary Stampede, Prime Minister Justin Trudeau confirmed that the federal government would still contribute nearly $583 million toward the project through the Canada Building Plan, funding that was first announced by the previous Conservative government. The Alberta government will contribute the balance.

The entire ring road is expected to be complete by 2021.

PHOTO: COURTESY OF TEAM 4334 – ALBERTA TECH ALLIANCE

It wasn’t the Summer Olympics in Rio, but some high school kids from Calgary brought home gold from another international competition in August.

Team 4334 – Alberta Tech Alliance is made up of about a dozen students from high schools across Calgary. In August, they travelled to Shanghai, China, to take part in the China Robotics Challenge, where they won a gold medal.

The team’s robot is approximately the size of a lawnmower, and the team had been working on it since January. As part of the competition, the robot had to be able to pick up a ball, navigate an obstacle course, and then shoot the ball into a two-foot-by-two-foot target that was about 70 feet off the ground. The team did have to take the robot apart somewhat, though, in order to transport it to China.

During their time in China, the students also had the chance to take part in a robotics maker camp put on by the China Urban Youth Robotics Association. At the camp, they were able to work with younger students in China and pass on their knowledge of robotics design and strategy. alberta innovators

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Architects, engineers and contractors need to work together collaboratively in all stages of a project to make sure it has the most value

BY ROBIN BRUNET | ILLUSTRATION BY HEFF O’REILLY

T HAS FAMOUSLY BEEN SAID THAT CONSTRUCTION IS A COMPLEX ARRAY OF

interdependent activities equivalent to organized chaos, and the different phases of a single construction project are almost as varied as projects themselves. But, generally speaking, the phases can be condensed into four parts: - the initiation phase, in which the project objective is identified and feasibility is addressed; - the planning phase, in which the project takes on a formal design and costs are estimated; - the implementation phase, in which the project plan is put into motion and strategies are undertaken to keep the work on course; and - the closing phase, in which loose ends are tied up to deliver the final product to the client.

While this generalization may strike insiders as overly facile, it’s important to consider because within each of these phases is a tsunami of problems that must be tackled daily – from workforce considerations and safety to time constraints, as well as legalities, government regulations, environmental

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concerns and socio-political pressures. With more participants aware of each other’s issues, the chances of getting each phase of a project “right” are better in order to deliver a design that meets or exceeds client expectations and provides the appropriate amount of public safety.

Not surprisingly, many issues are on the minds of experts in different disciplines in 2016, and although they are diverse, they have a common theme: communication, or lack thereof.

But far from merely letting off steam, the people who agreed to talk with Alberta Innovators did so in the spirit of fostering improvement.

Linus Murphy, principal of S2 Architecture of Calgary, regards his field “as rapidly approaching a watershed point. Increasingly, the phases of the design process are being segmented into specialties, with no one stepping back and viewing the big picture,” he says.

“While this is somewhat of an oversimplification, it’s rapidly becoming more commonplace, and the danger is that, in the absence of someone looking at the whole project, we will eventually wind up with politicians and committees dictating design – at the expense of creativity, unique design, and even efficiency.”

Murphy notes that it wasn’t too long ago when architects were relied upon to provide many services, from site analysis to building envelope development. “Now, we’re frequently asked to come up with an initial design, which then goes to funding, and then to RFP for other architects and builders. In other words, the role of the architect to bring value to a project has been greatly reduced, while ironically the risk and liability has increased, to the point where some contracts demand unlimited liability.”

Taking into account the rise of specialists in building envelopes, roofing, Leadership in

Energy and Environmental Design (LEED), energy modeling and other specific areas, Murphy – who is also chair of the Consulting Architects of Alberta – worries that “a lot of what happens when specialists simply fill out forms, with no broad understanding of the realities of the whole design, is a loss of understanding of what makes the whole design a functional success. It becomes a kit of parts.

And the person who loses the most as a result is the building owner or developer.”

many responsibilities are being relegated to too many disconnected specialty groups, to the detriment of the industry.”

In engineering circles, seasoned professionals such as Frank Prosperi-Porta, managing principal of Read Jones Christoffersen’s structural engineering team in Edmonton, face a number of issues. “The one that bothers me the most, because it shows no sign of abating, is the obsession with price,” he says. “There’s a misconception that all engineers are created equal

“There’s a misconception that all engineers are created equal and therefore all services are equal in quality – which supposedly justifies the push for retaining an engineer for the least amount of outlay.”

– Frank Prosperi-Porta, managing principal, Read Jones Christoffersen While Murphy is not the sort to pine for a return to the old days, he does think some re-balance is in order, which is why he and his CAA colleagues have lobbied for changes to the system. Case in point: “We’ve lobbied for the removal of contract clauses that hold the architect and engineers liable for incidents that are totally unrelated to design duties,” he says. “To an extent, our efforts are paying off. For example, Alberta Infrastructure has agreed to amend about 80 per cent of their unfair contract clauses.”

Does this achievement imply that bigger wins are possible, such as restoring some of the influence architects once routinely enjoyed?

“That’s impossible to say,” Murphy replies, “but most definitely we need to be aware of the problems that accompany specialization. Too

and therefore all services are equal in quality – which supposedly justifies the push for retaining an engineer for the least amount of outlay.”

Prosperi-Porta adds that not even companies with the acumen of RJC are immune. “It’s frustrating, because we wind up scratching around for commissions. And the phenomenon is not confined to the private sector anymore. It really goes against the grain of having a strong, resilient industry that attracts newcomers.

“If someone has a magic solution to this, I would love to hear it.”

Like most professionals, Prosperi-Porta defines the ideal project as one “in which the consultants come on board early, if for no other reason than this enables us to establish a proper trajectory and minimize retracing one’s steps.”

He adds that, in this environment, extremely

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challenging projects can be completed to everyone’s mutual satisfaction. “The revamping of the Edmonton Coliseum 15 or so years ago is one of many examples. That job really tested our abilities on a tight timeline, but because we were at the table early and everyone shared a collaborative spirit, we delivered the services required for everyone to execute the work.”

Another issue raised by Prosperi-Porta dovetails with Murphy’s remark about specialists filling out forms. “I think too many young people are overly versed in tech but have little appreciation of what they’re trying to achieve, specifically in the realm of computer modeling,” he says. “The models provide us with an accurate output based upon the input provided; however, that input needs to reflect the engineer’s depth of understanding of building behaviour to ensure the real-life behaviour of buildings is consistent with the model.”

The solution to this is the organizational structure of companies such as RJC. “The age range of our people is from the early 20s to the late 70s, and we all work together rather than apart,” he says. “That sounds simple, and it is. By mixing things up you generate a lot of mutual respect over the long term.”

Prosperi-Porta adds that a greater prevalence of this type of age mix throughout industry would go a long way in young building modellers “getting more of a hands-on feel of what they’re trying to accomplish. Certainly, tech alone will not lead to improved efficiencies in the different phases of a building project.”

Derek Ciezki, partner with SMP Engineering, presides over a company that focuses on electrical engineering in the commercial and light industrial sectors. “Typically, the delivery method we work under is design-bid-build,

which is arguably less collaborative than construction management, but does not have the ownership risks and is at least an improvement over the practice of the lowest bidder winning the project, which has caused so many problems,” he says.

While Ciezki enjoys the close collaboration with architects that design-bid-build provides, he sides with Prosperi-Porta and Murphy in advocating greater and more intense collaboration between different disciplines and owner groups – if for only the probability that more collaboration would result in fewer issues such as intellectual property, a topic that causes Ciezki’s blood pressure to rise.

“Anything we submit to the government becomes theirs, meaning they are free to take the drawings as a template and employ other consultants to develop other sites,” he explains.

“It’s become a common practice, but the cumulative effect is that we have no incentive to be innovative – which is key in ensuring the smooth flow of the different project phases.”

At the very least, Ciezki believes a firm should receive royalties for the repeated use of its drawings, but he would settle for what he calls “recognition of the original drawings. In other

words, giving credit where credit is due. I have had many meetings about this topic with other engineers, and our stance is: Either give us our due or don’t regurgitate so much.”

Another cause Ciezki advocates happens to be near and dear to the Consulting Engineers of Alberta: Qualifications Based Selection (QBS), a procurement process for the competitive selection of architectural and engineering services under which the most appropriate professional or firm is selected based on qualifications such as knowledge, skill, experience, and other project-specific factors, rather than on fees. “We’re pushing that process in as many municipalities as possible in order for clients to see the true value of consultants,” he says.

An outsider may conclude that Ciezki, Prosperi-Porta and Murphy are basically saying the same thing with regards to improving the efficiency of the different project phases: that a greater collaborative effort is required by all parties.

Retired contractor Scott Matheson, formerly of PCL and Chandos Construction and now a training and succession planning consultant, simplifies the message even further. “The most successful projects I’ve worked on have

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one thing in common: No conflict. People, especially newcomers to the industry, need to understand the absolute importance of everyone coming together to work.”

Matheson specif ies younger talent “because to a significant degree, technology has affected their communications skills, with email being a prime example. In my opinion, email has destroyed communication in this business, and that plus other elements have resulted in diverse parties physically in the same room together being a rare occurrence – even though this is a crucial element of true collaboration.”

Matheson spends a lot of his professional time discussing the positive results of collaboration amongst parties in all project delivery models using Integrated Project Delivery (IPD) as an example to illustrate that a meaningful collaboration between owners, architects, builders and the trades is possible. Using ideas developed

by Toyota, IPD is designed to solve key construction problems such as missed deadlines, budget overages and adverse relations. Simply put, rather than each participant focusing exclusively on their part of construction without considering the implications on the whole process, the IPD method brings all participants together

“The danger is that, in the absence of someone looking at the whole project, we will eventually wind up with politicians and committees dictating design – at the expense of creativity, unique design, and even efficiency.”

– Linus Murphy, principal, S2 Architecture early with collaborative incentives to maximize value for the owner.

This collaborative approach allows informed decision-making early in the project where the most value can be created. The close collaboration eliminates a great deal of waste in the design, and allows data sharing directly between the design and construction teams, eliminating a large barrier to increased productivity in construction.

IPD has been formalized to the point where eight main sequential phases have been determined (including criteria design and detailed design, agency review, buyout and closeout), and its more enthusiastic supporters believe the process will become the industry norm in the foreseeable future.

But Matheson thinks the realities of project development will prevent IPD from becoming

a dominant delivery method. “Anyway, that’s not the point of me discussing IPD; instead, the fact that an early form of it has existed since the 1970s and been applied demonstrates that diverse parties can indeed work together without conflict,” he says.

Of course, whether or not collaboration replaces conflict on a grand scale is unclear, but Matheson summarizes the sentiments of his colleagues when he says by way of conclusion, “We need to focus on improving communication between different professional groups.

There’s nothing difficult about this, and it all boils down to attitude.

“I think, as the cost of development increases and problems intensify, we’ll see more and more people willing to change the way they do things. Hopefully that will be sooner than later.”

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Alberta Consulting Construction Emergency Response Team is ready to help rebuild Fort McMurray as soon as the government gives the green light

BY RYAN VAN HORNE

W

HEN WILDFIRES SWEPT THROUGH NORTHERN ALBERTA IN EARLY MAY,

firefighters battled for more than two months to bring them under control.

But, while the firefighters saw action, another group of industry professionals with lots of expertise were still sitting on the bench.

ACCERT – the Alberta Consulting Construction Emergency Response Team – was asked to be ready to spring into action after the Fort McMurray wildfires. The not-forprofit, which was created in response to the Calgary f loods in 2013, includes the four largest construction groups in Alberta: the Consulting Engineers of Alberta; the Consulting Architects of Alberta; the Alberta Construction Association; and the Alberta Roadbuilders and Heavy Construction Association.

The group was ready to help out with the reconstruction of Fort McMurray. Ken Gibson, the Executive Director of the Alberta Construction Association, says industry groups offered the services of ACCERT to the provincial government but, as of mid-July, they haven’t received a “positive response.”

“The intent of ACCERT is to augment the government’s resources,” Gibson says.

“Past disasters have shown government is stretched to address both the rebuild as well as the ongoing operations.”

ACCERT is designed to manage recovery projects and calls on recently retired experts or independent consultants, such as Scott Matheson, who was one of the founding members of ACCERT. “[It] would be in position to procure the form of project delivery and the expertise best suited to the unique needs of each project,” Gibson says.

ACCERT reduces administrative costs by being flexible and is only operational when required; otherwise, it remains dormant.

MATHESON SAYS HE AND A FEW MEMBERS

attended a meeting at the Premier’s office in late May. “They said, ‘Hey, ACCERT, let’s get going,’ and we gave them the spiel,” Matheson says.

“Here’s a big build that’s going to have to happen here. They didn’t know the volume and amount of capital projects because they hadn’t even finished their assessment yet of the damage and the fires were still out of control.”

He understood the need to wait but, after several weeks, ACCERT had still not heard alberta innovators

21

PHOTO: CURTIS TRENT

from the government, which also failed to call on the organization in 2013 after the Calgary floods – even though they asked Matheson to create the group as a response to the floods.

“The [Alberta government] came to me and said: ‘Scott, help, we want to hire your people.

We don’t have enough staff and capacity to deal with a billion dollars of flood remediation projects.’”

Matheson got representatives of the four founding members in a room, created bylaws and spent hundreds of hours of his own time to set it up, and it was seemed to be for naught.

“Unfortunately, the PCs dropped the ball,” he says of the previous Alberta government.

“All the ministers of infrastructure thought it was a great idea, but nothing happened. From the decision to let’s do it to actually doing it. It’s a big disconnect.”

The Tories cycled through three different infrastructure ministers before losing to the NDP in the spring of 2015, and that didn’t help matters. Part of the problem was that none of the ministers had construction backgrounds or knew anything about how to deliver projects. Now, the new NDP government is going through the same learning curve all those PC infrastructure ministers did.

“I’m sure part of this is people just don’t know what the hell they’re doing,” says Matheson, who is retired but has 35 years’ experience working as a construction manager and Alberta director for PCL.

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alberta innovators

Compounding the turnover in the minister’s office is a high rate of turnover of staff at Alberta Infrastructure. “They struggle to get good project delivery people because they can’t pay them enough,” Matheson says. “They have a 30- to 35-per-cent turnover every year, so every three years you’ve got a completely different group. That’s a tough way to run an organization.”

So, even though the largest group of engineers, consultants and contractors has formed a group to mobilize when disaster strikes, they have yet to see any action.

“We’re 0-and-2 for being available and not being used,” Matheson laments. “I’m a little bit dumbfounded. Everyone is saying it’s a great idea, but no one does anything.”

DEON WILNER OF ISL ENGINEERING AND

Land Services thinks the reason the government has not called on ACCERT is because most of the damage from the Fort McMurray wildfire was wrought on residential buildings.

“A lot of people look at the natural disasters that have happened here recently in the province and seem to correlate them with the floods in Calgary,” says Wilner, past president of the CEA. “Both were natural disasters with a significant dollar value, but there is one fundamental difference: The floods destroyed a lot of public infrastructure such as bridges, pump stations, and river embankments – everything that is owned by the public.”

There was still a vast amount of damage to homes, but a lot of the infrastructure work is related to what engineers do.

“Engineers had to really step in at the Calgary situation with the floods and assess the damage to river banks, bridges, and how to remediate that,” Wilner says.

When it comes to houses, engineers play a smaller role and, with the exception of foundation design, it’s more the bailiwick of the residential construction industry.

“It’s a very sad event and a lot of people have lost houses and memorabilia, things that they can never replace. But it is an insurance claim more than it is a provincial claim,” Wilner said. “The heaviest burden will be borne by the insurance industry, and they will in turn pass on to the rest of us as we buy our insurance.”

IN LATE JULY, THE INSURANCE BUREAU OF

Canada said that the damage caused by the Fort McMurray wildfires reached an estimated $3.58 billion.

The disaster was “by far the largest insured natural catastrophe in Canadian history,” says Bill Adams, the Insurance Bureau of Canada’s vice-president, western and Pacific.

Wildfires forced large-scale evacuation in the Regional Municipality of Wood Buffalo, and 90,000 people f led their homes.

When many returned, it was to charred ruins.

More than 2,400 homes and buildings were destroyed.

Carolyn Rennie, managing director at compare the two, obviously there will be a gap.

Toronto-based Catastrophe Indices and We anticipate that would give us the best estiQuantification Inc., says a third of the mate of the total number of uninsured proper$3.58-billion loss is commercial property, ties in the regional municipality, but that work five per cent is auto and 62 per cent is personal has not been completed yet.”

There was some damage to heating and property.

“Business interruption is taken into ventilation systems at the Northern Lights account,” Rennie says. “It’s part of the entire Regional Health Centre and to the pipeline that supplies drinking water, so there was a commercial claim.”

Rennie says there were about 27,000 role for engineers, but it was a minor role in personal claims averaging $81,000 each; about 5,000 commercial claims averaging “close to” $250,000 each; and about 12,000 auto claims averaging about $15,000 each.

Heather Mack , IBC ’s director of government relations, says there were “no real concerns at this point” about – Scott Matheson, ACCERT founding member reinsurance rates in the afterthe big picture, Wilner says. “We were all on math of wildfires.

“If you look at the Alberta-based insurers, high alert ready to respond, but it soon became certainly they have got to be looking at their clear that, as the disaster evolved, it was more risk exposure because obviously Alberta is so an issue related to private housing rather than prone to some of these natural catastrophes public infrastructure.” over the last 20 years, but we haven’t heard anything directly from those companies about ONE AREA THAT CONCERNS MATHESON IS either pricing or availability on the reinsurance the lack of contractors available in Fort market,” Mack says.

McMurray. “There are not enough resources As of late July, IBC did not have an estimate in Fort McMurray to do all the work,” he says. yet of uninsured damage.

“There is no question about that. Everyone “We are doing an assessment and compar- will agree on that.” ing an aggregated civic address list generated Most of the large contractors are based in by the Regional Municipality of Wood Buf- Edmonton and have the same challenge of falo of all demolished structures and we are finding people who are willing to go north. aggregating from the insurance industry a list They are at a disadvantage because of outof insured properties,” Adams says. “When we of-town costs for accommodation make it

difficult to compete with local companies.

Companies normally charged a 30 per cent premium for labour because of accommodation costs before the wildfires, which have increased the demand for workers and reduced the supply of accommodations.

“Anybody local will want their fair share of the work,” Matheson says. “My philosophy on that is: We live in a free enterprise system.

You may want the work, but you shouldn’t get rich off it. Your prices should be fair and reasonable, not be there to gouge.”

Depending on the nature of the job, the work will either be paid for by the government or insurance, with the cost ultimately covered through taxes or insurance premiums.

All cost factors aside, the main challenge might be finding enough qualified home builders to meet the need for what will be the biggest housing boom Canada has seen in decades. Housing starts could soar to 2,500, the Canada Mortgage and Housing Corporation said in a July report.

“This is expected to be the highest new home construction activity Fort McMurray has seen in 20 years,” CMHC market analyst Tim Gensey wrote. He added that much of the rebuilding isn’t likely to start until 2017.

The wildfires gutted 10 per cent of the structures in Fort McMurray and of those, nearly 1,800 were single-family homes.

“You need a lot of residential home builders and big general contractors won’t help with that,” Matheson says.

“We’re 0-and-2 for being available and not being used.

I’m a little bit dumbfounded.

Everyone is saying it’s a great idea, but no one does anything.”

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Municipalities are turning to Qualifications Based Selection to find contractors for major projects

BY ROBIN BRUNET | ILLUSTRATION BY ANDREW WEDMAN

I

N MANY WAYS, THE TOWN OF ST. PAUL, LOCATED 200

kilometres northeast of Edmonton on Highway 29, is like a slice of life out of the 1930s, with its charming town core, surrounding agricultural land, a 3,500-foot paved airstrip, and curiosities such as the world’s first UFO landing pad.

Surrounding the town is the County of St. Paul, which has only 6,100 residents but distinct 21st-century needs. Case in point: the expansion of Ashmont Lagoon, where the county’s wastewater is treated. Filled to capacity, the lagoon required expansion to increase treatment capability, necessitating approximately 285,000 cubic metres of material excavation; 35,000 cubic metres of clay liner construction; modifications and connections to the existing lagoon; underground sewer installation; construction of a facility access road; a truck dump station; and restoration of areas disturbed by construction activities.

alberta innovators

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With recent annual capital expenditures at around $15.9 million and surpluses of about $900,000, St. Paul understandably doesn’t undertake major projects lightly. Outsiders could be forgiven for assuming the county would procure talent in what has become the accustomed fashion: with a singular focus on price, the lowest bidder being the victor, and the assumption he or she has the acumen and resources necessary to steer the project to a successful completion. colleag ues to adopt the QBS process – speak, and break the project down into all the Instead, St. Paul council opted to use Qual- explains: “Small communities rarely have the necessary component parts.”

Deon Wilner, past president of the CEA, is ifications Based Selection (QBS) to retain the people with the breadth of knowledge required appropriate professional. Candidates did not to effectively handle infrastructure develop- familiar with Urban Systems’ work for St. Paul. include a price in their bid; instead, they submit- ment, upgrading or asset management. Yet a “What you have there is a great case of inteted their qualifications and design approaches. wide range of skills are required for projects gration in two different forms,” he says. “First, Only when the winning firm was selected did such as the lagoon expansion, which would there’s the vertical integration that comes from price negotiations begin. include land acquisition, design, road upgrad- the consulting engineer working closely with the By focusing on qualifications rather than ing and environmental approvals.” client to determine the best way to execute the price, the process encouraged project – and this is a direct creativit y, innovation and “You don’t necessarily need an integrated result of the QBS process. deeper thinking about the Second, there is horizontal team to send you to the moon. Often, you integration that comes from entire lifecycle of the project.

“QBS was an easy sell for us,” need one just to get to the corner store. But a first-rate company such as says County of St. Paul CAO Urban Systems, which typthe point is: you need a team to make the Sheila Kitz. ically is comprised of a seaOf course, QBS is nothing soned veteran at the helm who journey as efficiently as possible.” new to the Consulting Engimakes wise decisions, intermediate engineers who carry neers of Alberta. It is rapidly – Matt Brassard, branch leader and principal of Urban Systems out the actual work, and junbecoming the procurement process of choice for a growing number of major With almost 40 years of land development ior engineers who learn from what’s going on.” urban centres – most notably Calgary, which has experience, Urban Systems’ integrated approach Wilner adds: “Access to this ideal mix of employed the process for more than 30 years. has resulted in some of the most celebrated talent is also an outcome of QBS. And for But the St. Paul scenario shows why access development projects in Western Canada. “We potential clients who doubt that, consider: In a to an integrated team is essential for small came on board in St. Paul about a year ago, price-driven procurement process, the candicommunities. Matt Brassard, branch leader having won the lagoon expansion project, and dates scramble to streamline themselves right and principal of Urban Systems – which has we basically took it from the conceptual design down to the bare bones in order to win the provided considerable asset management work stage all the way to tendering,” says Brassard. work – and they won’t put their best people on for the county and persuaded Kitz and her “We had the ability to ‘see the big picture,’ so to the job either. Plus, when problems inevitably

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crop up during the course of the project, the solutions enacted may be satisfactory, but rarely ideal.

The end result will meet minimum standards but not function to its best potential, and that means it will cost municipalities more money down the road in maintenance and repairs.”

Brassard’s first exposure to QBS “goes back to when my experience in a variety of disciplines aided the development of projects such as Revelstoke Mountain Resort, back in the early 2000s.” His passion for the process and the integration it provides go hand-in-hand, but he concedes that, no matter what process is used to procure talent, municipalities with limited means must be careful in assessing candidate claims. “Smaller engineering firms may simply not have the wherewithal to provide the required services despite what they claim,” he says. “And there are challenges with bigger firms too. Many of them struggle to integrate their different departments, with experts in some departments competing directly with their counterparts in other branches for services.

Too often they don’t engage in conversation at the front end, which is vital.”

While that disclosure may be intimidating for anyone who regards QBS as an infallible system, Graeme Langford, who has provided project management assistance to CEA, says, “With

QBS alone, the likelihood of acquiring an integrated team is greatly enhanced because candidates need to prove their competency rather than demonstrating just how cheaply they can deliver the goods. That said, due diligence must always be exercised in selecting the winning candidate.”

Langford has proposed several ideas to facilitate QBS integration in small municipalities, including using retired engineers to assist them in decision-making. “Another avenue is information sharing between municipalities,” he says. “Increasingly we’re seeing co-operation between small and larger communities, with the latter helping the former with resources and their expertise – which I suppose in itself is another form of integration.”

Prior to seeking candidates for the Ashmont Lagoon expansion, St. Paul council retained a CEA-recommended engineer to preside over the selection process. “This was key for us, as we don’t have an engineer on staff,” says Kitz. “No procurement system is perfect, and indeed some candidates we interviewed obviously hadn’t done their homework. But, in the end, we got exactly what we needed.”

Kitz adds that St. Paul council likes the QBS process so much that they’re using it for a truck fill project in Elk Point. “We also did a pre-qualification of contractors for the construction of our lagoon expansion, which has just begun,” she says.

Langford himself has been assisting municipalities with QBS throughout the province. Recently, he presided over a pilot project in which an asset management plan was developed for the communities of Elk Point and Boyle, with a team consisting of an accountant, business engineer, structural specialist, municipal engineers and accountants.

“This team then reviewed submissions from 13 candidates under QBS, and the winner then

developed the asset management plan,” he says.

The resulting plan, titled Building Community Resilience Through Asset Management and available at www.cea.ca, is a blueprint for any small to mid-sized community and includes processes, examples and a set of practical and editable tools and templates that can be used by any organization to get started with asset management, using the information and resources they already have.

While QBS is being increasingly embraced throughout North America, the system still faces challenges, chief ly that the initial cost outlay in hiring the best engineering firm as opposed to one selected for its low price can be somewhat higher – which is especially a concern for small communities with limited budgets.

However, as Wilner points out, taxpayers and clients actually end up paying less in the end via less maintenance over a project’s lifecycle. Engineering services typically run around two per cent of the lifecycle cost, and in trying to reduce initial engineering fees, a budget-driven municipality is trying to save 10 per cent on two per cent instead of thinking how to improve overall operations and maintenance, which could result in far more significant savings over a project lifecycle of 40 to 50 years.

Hurdles notwithstranding, the future for QBS and small communities embracing the integration it provides seems bright. “You don’t necessarily need an integrated team to send you to the moon. Often, you need one just to get to the corner store. But the point is: you need a team to make the journey as efficient as possible,” says Brassard. “With QBS employed on a project-by-project basis instead of a consultant being retained for a multi-year contract, more and more municipalities are realizing just how beneficial this system is to them.”

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PASSING PLAY With thousands of people working on the construction of Rogers Place, high-level collaboration made sure they all kept the same goal in mind

BY MARTIN DOVER

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S

hockey season, all had to go to plan. “It’s been a hell of a ride and Bob Black and Rick Daviss concede that, upon their one that we’ve all thoroughly enjoyed,” says Mike Staines, project first meeting, they didn’t like each other very much. “It director, Rogers Place and related facilities at PCL. “But it’s not wasn’t each other personally,” says Daviss, the executive director without its own stresses.”

Both DIALOG and PCL have been involved in the project of Edmonton’s Downtown Arena Project, “so much as it was we since the very beginning. For DIALOG, getting it “right” meant didn’t trust each other’s organizations.”

Building what’s to become one of North America’s best arenas focusing on making the right team selection to get the job done. is a journey. And when it came to developing Rogers Place, the “They know what works and what doesn’t,” says Robson of new downtown home of the Edmonton Oilers, Daviss and Black, the team, “and they’re not beating their heads against the wall. the executive vice-president at the Katz Group, know this all too This is not their first time at the rodeo.” To DIALOG, it was well. “You immediately get into a very complex and challenging important to have a clear and open path of communication – negotiation,” says Black, whose Katz Group was working as the DIALOG included PCL in the design process so they could get ambitious developer of the project. “Ours was no exception.” live feedback from the construction manager. “It doesn’t dictate For the Katz Group, dealing with the bureaucracy and public the design, but it helps guide it towards the do-able,” says Robson.

For Staines and PCL, helping out from the beginning ensured consultation of government work proved to be a challenge. And for Daviss and his team at the City of Edmonton, it was a priority all team members were knowledgeable about the construction to stay on budget, struggling to ensure the best bang for the process. Staines says one of his greatest joys in the project was working with younger team members. “It’s rewarding to see public arena buck and working to keep a beloved team at home.

“What we had to mutually recognize is that this was too them thrive in this pressure-cooker environment,” he says. “In some ways, it’s no different than good a project to let fail in a hockey team, I’d suggest.” the negotiation phase,” says Staines says it’s the collective Black. Daviss agrees: “It’s will of craftsmen and women, hard for the City to give as well as a number of different up control over a lot of the organizations, that has pushed budget elements, but part of the project into greatness. the reason that we’ve been “I think ever yone’s done successful is because we’re their best to hold each other not taking a hard line on accountable and to make sure it’s everything.”

– Neil Robson, structural engineer, DIALOG as good as it could be,” Staines “We had to adjust our thought process and ways of doing things,” concedes Black. But says. “Decision-making has been by committee, and everyone’s the successful outcome – Rogers Place hosted its first concert on opinion has been heard. Relationships have been built that will September 16, and the Edmonton Oilers play their first game last a long time on this job. … You see everyone coming to work there on October 12 – is proof that the various moving parts of a and they’re enthralled in the fact that they’re working on this large project can come together and pull off a huge civic project. building, the future home of the Oilers.”

In some sense, the City’s identity being tied to the Oilers “We had to pool our resources and come to common ground,” says Daviss. “The project took prominence over individual helped make for a smoother process. “There was very little decisions and opinions. And as long as we were respecting each positioning or tendency for companies to push back and put up their guard,” says Robson. “This is not something that comes other’s territory, we were off to the races.” around every five to 10 years; this is, for many, a once-in-a-career project. I think that helped.”

THERE ARE A LOT OF MOVING PARTS INVOLVED IN A PROJECT the magnitude of Rogers Place. And while the building is on track to open on time for the 2016-2017 National Hockey “SOMETHING ELSE THAT CONTRIBUTED WAS THE TEAMWORK THAT League season, its presence is a testament to the power of built through ongoing communication,” explains Daviss. Every co-operation. Thousands of people worked together in the Wednesday at 8 a.m., the Rogers Place team – including the planning, construction and project management realms of construction managers, architects and project managers – would building the arena. “It’s a complex organizational chart, which gather for a full-day meeting. “We were locked in a room and you’d expect on a job of this magnitude,” says Neil Robson, a thrashing through issues or looking ahead,” he says. “It was a structural engineer at DIALOG, the design firm subcontracted tremendous amount of respect and appreciation of the expertise to architects HOK. “But there were no weak links in the chain.” around the table.”

Black and Daviss’s roles were just one part of it all.

Black says it was a surprise how closely the City and Katz “In my opinion, the schedule was the biggest challenge Group were able to work toward the common goal. “The City’s overall,” says Robson. “That deadline was a huge driver of oversight benefitted the project, and we brought some good olddecisions. You just knew you didn’t have any time to waste or for fashioned private sector deal-making to the table. It made for a things to go sideways.” more effective process.

Rogers Place was what many call an “aggressively scheduled” “We didn’t necessarily trust each other at the outset. But we project – in order to have doors open for the start of the 2016 came to trust each other and all things became possible.”

ITTING AT AN EDMONTON CONFERENCE ROOM TABLE,

“This is not something that comes around every five to 10 years; this is, for many, a once-in-a-career project.

I think that helped.”

alberta innovators

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alberta innovators

Jeff DiBattista has worked on many projects throughout his career, but few mean more than those he undertook at his alma mater

BY MARTIN DOVER | PHOTOGRAPHY BY RYAN GIRARD

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HEN JEFF DIBATTISTA ATTENDED

high school in Thorold, Ontario, he would gaze out the window of his math class at ships passing through the Welland Canal. The Welland Canal is the largest in Canada and one of the largest in the world, and it allows ships travelling between Lake Erie and Lake Ontario to bypass Niagara Falls.

“At the time I didn’t know what it technically was – I just knew I wanted to work on public infrastructure like that,” says DiBattista, who is now the national Practice Principal for the Canadian design firm DIALOG. In 1988, DiBattista enrolled in the civil engineering program at the University of Waterloo. On his first day there, he held a house party where he met his future wife – they’ve been married 23 years. When the couple tied the knot in 1993, they packed all their belongings into a U-Haul and moved west, where DiBattista pursued a graduate degree in structural engineering at the University of Alberta. “I was focused on extending the life of old bridges, and it was a pretty interesting topic,” he says. “The part I found interesting was the historical aspect – often these bridges are 80 to 100 years old, and we’re trying to prolong their lives. The starting point is a bit of investigation, learning how they built the bridge back in the day. Then you have to try and fix it without changing the appearance and maintaining its historic integrity.”

When Alberta fell on tough times in the mid-1990s, DiBattista found himself back at the University of Alberta, earning his PhD. During that time, his family welcomed two children, Alyssa and Nicholas. After graduating with his doctorate, DiBattista started researching opportunities at consulting firms: “Even though I was interested in staying in

academia, I really wanted to go build things,” University of Alberta Hospital. For the past he says. “I ended up getting a job with Dr. Jim five years, he has been involved in designing the Montgomery at a firm called Cohos Evamy, city’s Valley Line LRT. “It’s going to promote which became DIALOG.” densification of our city and help Edmonton In his combined 16 years with the firm and its do its part to become a greener community,” he predecessor, DiBattista has taken on a number of says. That focus on the greater good is echoed large projects – including more than a few at the within ambitious projects in his personal life – University of Alberta. “It was pretty special to he moved his entire family to Boston for a year work on projects at the U of A, after spending all while he earned his MBA at MIT, and he has that time there,” he says. DiBattista has worked even cycled across Canada to raise money for on the university’s Electrical and Computer cancer research.

Engineering Research Facility (ECERF), the “The influence that technology plays in Engineering Teaching and Learning Com- engineering is changing, moving faster plex (ETLC) and the and faster. We need to be prepared for that National Resources Eng ineer ing Faci l- change and help our clients be prepared it y (NR EF), which for that change. It’s exciting!” – Jeff DiBattista was the home of the Department of Civil and Environmental EngiDiBattista’s industry tenure is strong, and neering. “It was a special opportunity to be the his inf luence has only just begun. He cites lead designer for the building that my professors mentors – like Montgomery, University of would be moving their offices into,” he adds. Alberta professor Geoff Kulak and former It was also a challenging project: the NREF DIALOG senior engineer Gord Anderson – included a hydraulics lab in the basement and for much of his success to date. “It’s my hope DiBattista had to take into account tunnels to be able to give back to the next generation under the floor that held tens of thousands of like that,” he says. gallons of water. “I really got to roll up my sleeves That won’t be hard, especially with his and get in there and design the building with a strong, forward-looking mentality. DiBattista big team,” he says. “They did the real work and is committed to embracing changes in technoldeserve all the credit.” ogy – both large and small – at DIALOG. “My DiBattista’s work stretches beyond the role is to help us practice at the leading edge,” NREF as well. He put his Master’s degree he says. This includes 3D printing, new analysis to good use rehabilitating Edmonton’s Low models and even new ways of communicating Level and Dawson Bridges – these days, he amongst the team. “The influence that technolkeeps rivets from those bridges on his filing cab- ogy plays in engineering is changing, moving inet – and his community design work includes faster and faster. We need to be prepared for the Kaye Edmonton Clinic, the Edmonton that change and help our clients be prepared for Clinic Health Academy and additions to the that change. It’s exciting!” alberta innovators

31

CAREER PROFILE

Back to School

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alberta innovators

CAREER PROFILE

FAMILY Business After growing up around work sites, Craig Clifton eventually followed his father’s footsteps into the world of civil engineering

BY RYAN VAN HORNE | PHOTOGRAPHY BY BOOKSTRUCKER

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Now, Craig is the vice-president for Alberta, and works with his brother, Kevin, who is a mechanical engineer at the firm.

He loves his job, and the part he enjoys the most is talking to clients about what they want to accomplish, then setting out to plan, design, build and commission it.

“That is the really rewarding thing,” he says.

“Most of the people that are civil engineers like to build things. They are curious folks that want to see ideas move from paper to real three-dimensional objects.”

Every project presents challenges, some from a technical standpoint and some because of the people or organizations that he has to work with.

we were able to accommodate a lot of the wildlife in the area.”

That project is also a big economic driver in the region because it creates a gateway for oil to job site. and grain exports. Craig also worked on a bridge “Back then, you could bring your kids on to project that provided a key transportation link job sites, stick them in the corner of the work to the town of High River in times of flooding. trailer and tell them to play with this or that, He continues to work with the Consulting but you can’t do that anymore,” he says. “I was Engineers of Alberta to get Qualificationsexposed to it a lot ... I didn’t really know anyBased Selection (QBS) legislated. thing different ... so it was good in that way.”

“That has been rewarding and a huge strugHis dad is Wayne Clifton, the president gle at times,” he says. “We’re always making and CEO of Clifton Associates Ltd., a comprogress on it.” pany he formed in Regina in 1978. It has since Along with the Construction Owners Assoexpanded to six offices – three in Alberta and ciation of Alberta and the Alberta Chamber of three in Saskatchewan.

Resources, Craig has worked with the For a while, it looked like Craig might not follow in his “Most of the people that are civil engineers CEA to get a new heavy-load corridad’s footsteps as he followed dor pilot program started to allow like to build things. They are curious folks higher- capacity trucks to run loads a rebellious streak and f irst pursued a chemistry degree at that want to see ideas move from paper to up to big oil sands plants. Instead of the University of Regina. He 350,000-pound trucks, the route can real three-dimensional objects.” – Craig Clifton handle 500,000-pound trucks and thought that, since he excelled in chemistry at school, it would the modules can be constructed in “Every project is unique and you get a Edmonton, instead of on site. This makes it more be a good idea to pursue it. He didn’t care for the field, though, and switched to civil engi- diverse experience on everything,” Craig says. attractive to build the module in Alberta and neering at the University of Saskatchewan “Most of the civil engineers that you see with promotes local jobs. It also helps facilities get to grey hair have usually earned it by having to a position where they’re paying royalties sooner before taking a job with the family business.

He moved to Calgary 13 years ago, but he relearn something on every project or how to and attracts more investment to the province. jokes that it wasn’t the giant leap of faith many apply their skills differently.”

“That one has been very rewarding because Craig has a few projects that he points to on it has the potential to be a huge net benefit to take when heading west.

“I just kind of said, ‘I’m going to the Calgary his trophy shelf, including a transload facility in everybody,” Craig says. office,’ ” he says. “I knew I’d have a soft landing. Northgate, Saskatchewan.

Craig has three young children – aged four, “We won a national environmental award two, and six months – so his home life is very It was just the land of opportunity. At the time, there was not a lot going on in Saskatchewan because it was virgin prairie and we were able busy. He used to coach competitive youth baseand not a lot for a single guy to do, so I came out to protect a lot of the endangered plant species. ball, but now spends his spare time building We made a plan and created more habitat and furniture in his garage. here. It’s been a pretty good move.”

HEN CRAIG CLIFTON WAS A KID

growing up in Saskatchewan, he’d follow his dad around from job site

alberta innovators

33

2016-2017 BOARD OF DIRECTORS 34

Kelly Yuzdepski President CIMA+

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P. MACHIBRODA ENGINEERING LTD. www.machibroda.com 12114A – 163 Street NW 2G 2H8, T. 403-262-4241 Edmonton AB T5V 1H4 kwl.ca Tel: 780-733-6575 PARSONS INC. www.parsons.com Suite 100, 318 – 11 Avenue SE Calgary AB T2G 0Y2 Tel: 403-294-4200 PASQUINI & ASSOCIATES CONSULTING LTD. www.pasquini.ca 300, 929 – 11 Street SE Calgary AB T2G 0R4 Tel: 403-452-7677

Partnering, for over 35 years, with clients to find innovative, practical and cost effective solutions to complex engineering problems.

PATCHING ASSOCIATES ACOUSTICAL ENGINEERING LTD. www.patchingassociates.com 9, 4825 Westwinds Drive NE Calgary AB T3J 4L4 Tel: 403-274-5882 PROTOSTATIX ENGINEERING CONSULTANTS INC. www.protostatix.com 1100 Royal Bank Building, 10117 Jasper Avenue Edmonton AB T5J 1W8 Tel: 780-423-5855 READ JONES CHRISTOFFERSEN LTD. www.rjc.ca 500, 1816 Crowchild Trail NW Calgary AB T2M 3Y7 Tel: 403-283-5073 100, 17415 – 102 Avenue Edmonton AB T5S 1J8 Tel: 780-452-2325 READY ENGINEERING CORPORATION www.readyengineering.com Suite 340, 909 – 17 Avenue SW Calgary AB T2R 0A4 Tel: 403-301-5250

municipal infrastructure resource & land development peat & gravel development project management water resources engineering

10, 4051– 4 Avenue S Lethbridge AB T1J 4B5 Tel: 403-327-2919 Suite 209, 215 McLeod Avenue Spruce Grove AB T7X 0G2 Tel: 780-960-6663

(780) 482-2557 | services@sameng.com www.sameng.com

ROSEKE ENGINEERING LTD. www.roseke.com 191 Coalbanks Boulevard W Lethbridge AB T1J 4A7 Tel: 403-393-6170 SAMENG INC. www.sameng.com 1500 Baker Centre 10025 – 106 Street Edmonton AB T5J 1G4 Tel: 780-482-2557 SARPOINT ENGINEERING www.sarpointeng.com 6, 3530 – 11A Street NE Calgary AB T2E 6M7 Tel: 403-210-0661 9763 – 62 Avenue Edmonton AB T6E 5Y4 Tel: 780-453-6228 SCHEFFER ANDREW LTD. www.schefferandrew.com 12204 – 145 Street NW Edmonton AB T5L 4V7 Tel: 780-732-7800 5920 Macleod Trail SW Calgary AB T2H 0K2 Tel: 403-244-9710 Unit 102, 505 First Street SE Medicine Hat AB T1A 0A9 Tel: 403-526-3434 P.O. Box 8254, 208, 4807 – 51 Street Cold Lake AB T9M 1N2 Tel: 780-594-7500 SMA CONSULTING LTD. www.smaconsulting.ca 230 Sunlife Place, 10123 – 99 Street Edmonton AB T5J 3H1 Tel: 780-484-3313 SMITH + ANDERSEN (CALGARY) LTD. www.emanssmithandandersen.com 420, 840 – 6 Avenue SW Calgary AB T2P 3E5 Tel: 403-261-8897

403, 1240 Kensington Road NW Calgary AB T2N 3P7 Tel: 780-701-0331

115, 200 Rivercrest Drive SE Calgary AB T2C 2X5 Tel: 403-203-3355

Suite 101, 10835 – 120 Street Edmonton AB T5H 3P9 Tel: 780-482-5931

14940 – 123 Ave Edmonton AB T5V 1B4 Tel: 780-451-2121

234 – 13 Street N Lethbridge AB T1H 2R7 Tel: 403-327-9433

442 – 10 Street N Lethbridge AB T1H 2C7 Tel: 403-329-9009

STANTEC CONSULTING LTD. www.stantec.com 10160 – 112 Street Edmonton AB T5K 2L6 Tel: 780-917-7000

THURBER ENGINEERING LTD. www.thurber.ca 180, 7330 Fisher Street SE Calgary AB T2H 2H8 Tel: 403-253-9217

200, 37 Quarry Park Boulevard SE Calgary AB T2C 5H9 Tel: 403-252-3436

4127 Roper Road Edmonton AB T6B 3S5 Tel: 780-438-1460

200, 325 – 25 Street SE Calgary AB T2A 7H8 Tel: 403-716-8000

10 - 340 MacAlpine Crescent Fort McMurray AB T9H 4A8 Tel: 780-743-1566

Suite 200, 1719 – 10 Avenue SW Calgary AB T3C 0K1 Tel: 403-245-5661

TWD TECHNOLOGIES LIMITED www.twdepcm.com Suite 750, Calgary Place 1, 330 – 5 Avenue SW Calgary AB T2P 0H9 Tel: 403-262-3083

Suite 222, 4000 – 4 Street SE Calgary AB T2G 2W3 Tel: 403-214-3520 Suite 300, 805 – 8 Avenue SW Calgary AB T2P 1H7 Tel: 403-269-5150 Suite 340, 1200 – 59 Avenue SE Calgary AB T2H 2M4 Tel: 403-216-2140

URBAN SYSTEMS LTD. www.urbansystems.ca 101, 2716 Sunridge Way NE Calgary AB T1Y 0A5 Tel: 403-291-1193

212, 300 MacKenzie Boulevard Fort McMurray AB T9H 4C4 Tel: 780-791-7117

200, 10345 – 105 Street NW Edmonton AB T5J 1E8 Tel: 780-430-4041

290, 220 – 4 Street S Lethbridge AB T1J 4J7 Tel: 403-329-3344

V3 COMPANIES OF CANADA LTD www.v3co.ca 300, 6940 Fisher Road SE Calgary AB T2H 0W3 Tel: 403-860-1262

1100, 4900 – 50 Street Red Deer AB T4N 1X7 Tel: 403-341-3320

SMITH & ANDERSEN CONSULTING ENGINEERING www.smithandandersen.com Suite 501, 10320 – 102 Avenue Edmonton AB T5J 4A1 Tel: 780-701-0331

STEPHENSON ENGINEERING LTD. www.stephenson-eng.com Suite 200, 608 – 7 Street SW Calgary AB T2P 1Z2 Tel: 403-648-0033

SMP CONSULTING ELECTRICAL ENGINEERS www.smpeng.com

TETRA TECH EBA INC. www.eba.ca Riverbend Atrium One

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Unit 287, 2055 Premier Way Sherwood Park AB T8H 0G2 Tel: 780-410-0542

Suite 200, 9945 – 50 Street NW Edmonton AB T6A 0L4 Tel: 780-945-2576 WALTERS CHAMBERS & ASSOCIATES LTD. www.walterschambers.com Suite 501, 10709 Jasper Avenue Edmonton AB T5J 3N3 Tel: 780-428-1740

WATT CONSULTING GROUP www.dawatt.com 310, 3016 – 5 Avenue NE Calgary AB T2A 6K4 Tel: 403-273-9001 14th Floor, 10665 Jasper Avenue Edmonton AB T5J 3S9 Tel: 1-866-557-5713 5019 – 48 Street Lloydminster AB T9V 0H7 Tel: 1-866-557-5713 WSP www.wsp.com 10070 – 117 Avenue Grande Prairie AB T8V 7S4 Tel: 780-538-2667 3509 – 6 Avenue N Lethbridge AB T1H 5C1 Tel: 403-327-7746

10 – 1222 Brier Park Road NW Medicine Hat AB T1C 0B7 Tel: 403-528-8818

8026A Franklin Avenue Fort McMurray AB T9H 5K3 Tel: 780-790-0704

7710 Edgar Industrial Court Red Deer AB T4P 4E2 Tel: 403-342-7650

203 – 6919 32 Avenue NW Calgary AB T3B 0K6 Tel: 403-247-1813

9020 90 Street Peace River AB T8S 1Z4 Tel: 780-624-5631 Suite 220, 48 Quarry Park Boulevard SE Calgary AB T2C 5P2 Tel: 403-272-8080 WSP Place, Suite 1200, 10909 Jasper Avenue NW Edmonton AB T5J 4J3 Tel: 780-466-6555 203, 729 – 10 Street Canmore AB T1W 2A3 Tel: 403-678-3500

Associate Members ARUP CANADA INC. 2 Bloor Street E Toronto ON M4W 1A8 Tel: 416-515-0915 www.arup.com AUTODESK Kathleen Kewley AEC Territory Manager – Canada Tel: 778-279-3600 kathleen.kewley@autodesk.com www.autodesk.com C-FER TECHNOLOGIES (1999) INC. Dawna Bergum 200 Karl Clark Road Edmonton AB T6N 1H2 Tel: 780-450-3300 d.bergum@cfertech.com www.cfertech.com CANADIAN CONCRETE PIPE & PRECAST ASSOCIATION Andrea Kozak P.O. Box 35103 Sarcee Calgary AB T3E 7C7 Tel: 403-200-4361 andrea.kozak@ccppa.ca CITY OF CALGARY Jennifer Enns Manager, Engineering & Energy Services PO Box 2100, Stn ‘M’ Calgary AB T2P 2M5

Tel: 403-268-1765 jennifer.enns@calgary.ca www.calgary.ca CITY OF EDMONTON Adam Laughlin General Manager, Integrated Infrastructure Services 5th floor, Stanley Milner Library, 7 Winston Churchill Square Edmonton AB T5J 2V4 Tel: 780-496-5658 adam.laughlin@edmonton.ca www.edmonton.ca ENTERPRISE HOLDINGS Daniel Lord 5821 – 6 Street SE Calgary AB T2H 1M4 Tel: 403-444-3414 daniel.j.lord@efleets.com

NATIONAL BANK FINANCIAL Bruno Mercier 3500 Manulife Place, 10180 – 101 Street Edmonton AB T5J 3S4 Tel: 780-412-6614 bruno.mercier@nbf.ca R6 CONSULTING Paul Rieder 631 – 22560 Wye Road Sherwood Park AB T8A 4T6 Tel: 587-336-0004 paul@r6consulting.com SPATIAL TECHNOLOGIES Richard Andrews 2, 21 Highfield Circle SE Calgary AB T2G 5N6 Tel: 877-252-0070 randrews@stpg.ca

LLOYD SADD INSURANCE BROKERS LTD. Magdalena Cammidge, CIP, CCIB, CRM Suite 700, 10240 – 124 Street Edmonton AB T5N 3W6 Tel: 780-930-3884 mcammidge@lloydsadd.com

TD MELOCHE MONNEX INC. Jessica Gallant Relationship Manager 23rd Floor, 10025 – 102A Avenue NW Edmonton AB T5J 2Z2 Tel: 780-409-3233 jessica.gallant@tdinsurance.com

M2 ENGINEERING Jackie Mykytiuk, Nathan Miller Suite 708, Plaza 124, 10216 – 124 Street Edmonton AB T5N 4A3 Tel: 587-410-0460 info@m2eng.ca

TODDTEK INC. Justin Todd 110, 239 – 10 Avenue SE Calgary AB T2G 0V9 Tel: 403-612-2699 justin.todd@toddtek.com

alberta innovators

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CODE OF

ETHICS

CONSULTING ENGINEERS OF ALBERTA CEA member firms impose upon themselves a very strict Code of Ethics requiring disciplined fulfilment of their duties with honesty, justice and courtesy toward society, clients, other members of CEA and employees. Ongoing regulation by peers ensures quality management practices and the integrity of all CEA members.

CEA membership accreditation criteria are stringent. In addition to conforming with the standards of practice set by the Association of Professional Engineers and Geoscientists of Alberta (APEGA) and the requirement to hold an APEGA Permit to Practice, member firms must maintain permanent facilities with employees in Alberta; be managed by one or more professional engineers; have at least two years operating experience as a consulting engineering business; and employ an individual in Alberta who has at least five years experience in consulting engineering as a professional engineer.

Clients benefit directly by dealing with CEA member firms, professionals who are keenly interested in maintaining and promoting their own business association which, in turn, advocates the veracity and trust which can be expected from each of its members.

Society

1. Members shall practise their profession with concern for the social and economic well-being of society.

2. Members shall conform with all laws, bylaws and regulations and with the APEGA Code of Ethics.

3. Members shall satisfy themselves that their designs and recommendations are safe and sound and, if their engineering judgment is overruled, shall report the possible consequences to clients, owners and, if necessary, the appropriate public authorities.

4. Members expressing engineering opinions to the public shall do so in a complete, objective, truthful and accurate manner.

5. Members are encouraged to participate in civic affairs and work for the benefit of their community and should encourage their employees to do likewise.

Clients 6. Members shall discharge their professional and business responsibilities with integrity.

7. Members shall accept only those assignments for which they are competent or for which they associate with other competent experts.

8. Members shall immediately disclose any conflicts of interest to their clients.

9. Members shall respect the confidentiality of all information obtained for and from their clients but shall deal appropriately with any matters which may place the public in jeopardy.

10. Members shall obtain remuneration for their professional services solely through fees commensurate with the services rendered.

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alberta innovators

11. Members shall promote consulting engineering services in accordance with a qualifications based selection system endorsed by CEA. Other Members 12. Members shall relate to other members of CEA with integrity and in a manner that will enhance the professional stature of consulting engineering.

13. Members engaged by a client to review the work of another member of CEA shall avoid statements which may maliciously impugn the reputation or business of that member.

14. Members shall respect the clientele of other members of CEA and shall not attempt to supplant them when definite steps, including negotiations for an engagement, have been taken towards their engagement.

15. Members, when requesting professional engineering services from other consulting engineering businesses, including members of CEA, shall promote the use of a qualifications based selection system endorsed by CEA. Employees 16. Members shall treat their employees with integrity, provide for their proper compensation, require that they conform to high ethical standards in their work and fully understand this Code of Consulting Engineering Ethics.

17. Members shall not require or permit their employees to take responsibility for work for which they are not qualified.

18. Members shall encourage their employees to enhance their professional qualifications and development through appropriate continuing education.

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Enterprise and the ‘e’ logo are registered trademarks of Enterprise Fleet Management, Inc. All other trademarks are the property of their respective owners. © 2016 Enterprise Fleet Management, Inc. G07962_7.375x4.875

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