The official publication of the Public Works Association of British Columbia and the Alberta Public Works Association
ROADRUNNER FALL 2012
Messages from the PWABC and the APWA
Succession Planning 101: Moving Forward
Avoiding RFP Dramas: An Owner’s Perspective Taking a Bite out of the Infrastructure Elephant: Asset Management in Grand Forks, BC
Find out what’s happening online Canada Post Mail Publications Agreement Number: 40609661
Published for: The Public Works Association of British Columbia PO Box 1456, Stn. Main Kamloops, BC V2C 6L7 Phone: (250) 819-6290 Fax: (888) 812-7014 http://pwabc.cpwa.net/contact.html
TABLE OF CONTENTS
The Alberta Public Works Association 3407, 5605 Henwood Street SW Calgary, AB T3E 7R2 Phone: (403) 990-APWA Fax: (403) 398-0665 www.publicworks.ca Published By: Matrix Group Publishing Inc. Publications Agreement Number: 40609661 Return undeliverable Canadian addresses to: 52 Donald Street, Suite 300 Winnipeg, MB Canada R3C 1L6 Toll Free: (866) 999-1299 Toll Free Fax: (866) 244-2544 www.matrixgroupinc.net President & CEO: Jack Andress Chief Operating Officer: Jessica Potter [email protected]
Publisher: Peter Schulz Editor-in-Chief: Shannon Savory [email protected]
Editor: Alexandra Walld [email protected]
Accounting/Administration: Shoshana Weinburg, Pat Andress, Nathan Redekop [email protected]
Director or Marketing & Distribution: Shoshana Weinburg Sales Manager – Winnipeg: Neil Gottfred Sales Manager – Hamilton: Brian Davey Matrix Group Inc. Account Executives: Brandon Burke, Brian MacIntyre, Brittney Black, Chantal Duchaine, Christopher Smith, Colleen Bell, Declan O’Donovan, Eric Dupuis, Jeff Boyle, Jeff Cash, Jim Hamilton, Ken Percival, Kyle Yewman, Miles Meagher, Patrick Lymburner, Rick Kuzie, Robert Choi, Ryan Ahonen, Wilma Gray-Rose Layout & Design: Cody Chomiak
Up Front 7 Message from the PWABC 9 Message from the APWA
In Every Issue 11 12 13 14 16
Safety Report HR Report Legal Brief Community Highlights What’s New?
Features 21 Avoiding RFP Dramas: An Owner’s Perspective 26 Taking a Bite out of the Infrastructure Elephant: Asset Management in Grand Forks, BC 28 The Benefits of Hiring a Private Engineering Firm 30
Advertising Design: James Robinson ©2012 Matrix Group Publishing Inc. All rights reserved. Contents may not be reproduced by any means, in whole or in part, without the prior written consent of the publisher. Opinions expressed in this publication are not necessarily those of Matrix Group Publishing Inc.
Fall 2012 5
Message from the PWABC PWABC Executive President David Sparanese, AScT, CPWI 3 Manager Roads & Electrical Sections, District of Saanich 1040 Mckenzie Avenue Victoria, BC V8P 2L4 P: 250-475-5599 ext. 3324 F: 250-475-5590 E: [email protected]
Director Doug Regehr Sewer and Drainage/Capital Construction/Superintendent, City of Coquitlam 500 Mariner Way Coquitlam, BC V3K 7B6 P: 604-927-6215 F: 604-927-6256 E: [email protected]
Vice President Deryk Lee Water & Underground Utilities, City of Victoria 417 Garbally Road Victoria, BC V8T 2J9 P: 250-361-0467 E: [email protected]
Director Greg Wightman Foreman, Corporation of Delta 5404 64 Street Delta, BC V4K 1Z2 P: 604-861-1702 E: [email protected]
Past President Murray Steer, CPWI 1 Manager, Sewer Operations City of Vancouver 250 W 70th Avenue Vancouver, BC V5X 2X1 P: 604-326-4689 F: 604-326-4704 E: [email protected]
Director Doug Allin Director of Operations District of Peachland P: 250-767-2108 E: [email protected]
Treasurer Mike Dickens, PEng Vice President, Kerr Wood Leidal Associates LTD. 200-4185A Still Creek Drive Burnaby, BC V 5C 6G9 P: 604-293-3248 F: 604-294-2090 E: [email protected]
Executive Secretary Shawn Boven, AScT Public Works Manager, Approving Officer, City of Merritt 2185 Voght Street / PO Box 189 Merritt, BC V1K 1B8 P: 250-378-4224 ext 213 F: 250-378-2600 E: [email protected]
Director Leon Cake Four Star Waterworks Ltd. 587 Alberni Highway Parksville, BC V9P 1J9 P: 250-954-3546 E: [email protected]
APWA/CPWA Delegate 3 year term Bob Smith Operations Manager, District of Squamish E: [email protected]
Executive Director Jeannette Austin P: 250-819-6290 E: [email protected]
eing President of the Public Works Association of British Columbia (PWABC) seems to keep getting in the way of my golf game! Our fearless Executive Director, Jeannette Austin, is a real task master…but all for the greater good of the association! This year has been a great year, with BC making a statement that Public Works Week is important to us. Even the Canadian Public Works Association (CPWA) made note of the number of proclamations received in our province, so kudos to those of you who helped to make sure Public Works Week was celebrated in your community. We look forward to even greater participation in 2013. Please see our website for a “How To” manual that will assist you in planning a great event. I had the opportunity to represent our Chapter at the CPWA event at the House of Commons in June. This was a great opportunity to meet with Ministers and representatives from other Canadian Chapters. See the photo (top right of this page)! Our education program is expanding and we are looking forward to exciting new partnerships and courses towards the end of 2012 and into 2013. We now have over 70 participants in the Certified Public Works Supervisor Program with another eight graduates this year. Congratulations to all those who have successfully completed the program! Look to the website (http://pwabc.cpwa.net) for more information about this great program. We have a great line up of courses and training this fall and will be expanding our education program in 2013.
Water works representatives from across the country met in Ottawa in June. David Sparanese, third from the right, represented the PWABC.
By the time you read this, we will have had a great time at our 80th Annual Conference in Penticton, BC. Thank you to Len Robinson and his volunteers along with our Executive Director and her staff for a great conference. We hope to see you all at our 81st conference in Nanaimo, BC, September 16-19, 2013. I look forward to closing another successful year for our organization and wanted to thank all our sponsors and suppliers for their continual support throughout this year.
David Sparanese, AscT, CPWI3 President Public Works Association of British Columbia
Fall 2012 7
8 The Roadrunner
Message from the APWA
T APWA Executive President & Director: Member Services & Recruitment Patty Podoborozny Strathcona County P: 780-416-7268 E: [email protected]
Vice President Dean Berrecloth P: 780-385-3783 E: [email protected]
Past President & Director, Sustainability Carry Grant MD of Bonnyville P: 780-826-3951 E: [email protected]
Director, Allied Members Tim Zapf LaFrentz Roadmarking P: 780-960-1666 E: [email protected]
Chapter Delegate Mike O’Sullivan Stewart Weir & Co. P: 780-814-5880 E: [email protected]
Board of Directors Director: Advocacy Russ Wlad Stantec P: 403-341-3320 E: [email protected]
Director: Allied Members Gerry Melsted Danco Equipment Inc. P: 403-253-6421 E: [email protected]
Director: Education Don Munro MPM Consulting P: 403-358-0236 E: [email protected]
Directors: Idea Group - Central Alberta Daniel Foerster City of Airdrie P: 403-540-8744 E: [email protected]
Frank Enes MD of Rockyview P: 403-478-8279 E: [email protected]
Director: Idea Group Northern Alberta John Allen Director, Idea Group Peace Country Shane Kessler P: 780-897-3977 E: [email protected]
Director: Idea Group Southern Alberta Henry Vanderpyl Associated Engineering P: 403-329-1404 E: [email protected]
Director: Outreach David Yue Sameng Engineering P: 780-482-2557 E: [email protected]
Staff Stacy Byer Executive Director & Public Works Supervisor Program Registrar P: 403-990-APWA (2792) F: 403-398-0665 E: [email protected]
he Alberta Public Works Association (APWA) is nearing the end of another challenging but successful year. As many of you know, the past few years have been tough economically on both the private and public sector, but the one constant is our members’ passion to contribute to a proud and vibrant industry. I have personally seen a number of major successes in and around Alberta and I would like to pat my peers on their backs for helping make Alberta one of the (if not THE) best places to live in North America. The APWA is working diligently to make sure the members of our industry have access to educational opportunities to ensure success professionally. I am pleased that our public works courses and our annual conferences are receiving CEUs from provincial bodies and sister associations. Not only does this help members of our industry maintain certification, it also means that external organizations are recognizing our value as qualified educational providers. As you will note from this year’s conference program, our courses span many facets of public works and are inclusive of different industry professions. It has been a pleasure to help put this program together and to work with sister associations to find speakers for our sessions. In addition to our course line up, I am pleased to announce the changes to our public works supervisor program. Over the last five years, we have consulted with members regarding improvements to the program and this past year we have revamped the process. I am happy to announce that we were able to work with members to streamline both applications and adjudications. We recognize the valued work of our volunteer adjudicators and we acknowledge that many applications have taken extremely long to process. Our new application mitigates this and we hope to see quicker turn around on applications. I believe the program is vital to ensuring qualified individuals make it up the corporate ladder and we look forward to working with members on this program. For more information on it, please visit: www.publicworks.ca/ pwsprogram.htm. On that note, I would like to congratulate the following individuals on their Public Works Supervisor Program achievements:
• Mr. Doug Reid, City of Spruce Grove – Level 3 • Ms. Louise Armstrong, MD of Foothills – Level 1 • Ms. Kate Harris, City of Spruce Grove – Level 2 • Mr. Ernie Mercier MD, of Bonnyville Level 2 • Ms. Denise Hourd MD, of Bonnyville – Level 1 • Mr. Kim Radloff, Town of Cochrane Level 2 • Mr. Eddy Jensen, City of Spruce Grove Level 2 • Mr. Paul Chouinard, City of Spruce Grove – Level 1 • Mr. Mike Avramenko, Mountain View County – Level 1 • Mr. Blair Brandenburg, City of Spruce Grove – Level 3 • Mr. Rob Pelletier, City of Spruce Grove – Level 1 • Mr. Shawne Simon, City of Lethbridge – Level 1 I would also like to extend congratulations to the following individuals who have recently been recognized by the American Public Works Association as Certified Public Fleet Professionals: • Gord Dodd, CPFP, City of Edmonton, Edmonton, AB • Patrick Kempinski, CPFP, City of Edmonton, Edmonton, AB • Don Patrick Fitzgerlad, CPFP, City of Edmonton, Edmonton, AB • Dennis Simcoe, CPFP, City of Edmonton, Edmonton, AB • Daryl Wostradowski, CPFP, City of Calgary, Calgary, AB For more information about APWA National’s certification programs, please visit their website at www.apwa.net. In closing, I look forward to seeing many of you at our annual equipment roadeo and annual conference and tradeshow this fall. Sincerely,
Patty Podoborozny President & Director Alberta Public Works Association
Fall 2012 9
10 The Roadrunner
IN EVERY ISSUE • Safety Report
Eleven Deadly Workplace Sins – Part 6
Do you know what they are? Lockout; Excavations; Asbestos; Confined Spaces; Overhead Power Lines; Rollover dangers; Unsafe Manual Falling – failing to fall dangerous trees, dominofalling procedures, leaving cut-up trees, inappropriate fall-control and falling within two tree lengths of workers.
By Cathy Cook, BC Municipal Safety Association This issue’s topic: rollover danger Municipal workers are exposed to a greater variety of high hazard work than any other industry. The “Eleven Deadly Workplace Sins” refers to high hazard work that has a significant history, and risk, of serious injury or fatality. Previous submissions to The Roadrunner have included information on lockout, excavations, asbestos, confined spaces and overhead power lines. Workers are injured or killed in rollover accidents, by being thrown from the machine or trying to jump from the machine as it rolls, and either being injured by the jump or crushed as the equipment rolls over them. Workers can also be struck by objects entering the cab of the machine if not suitably protected. There are two main safety controls for rollover dangers: for workers to be protected against falling, flying or intruding objects
or material through the installation of Roll Over Protective Structures (ROPS), and the use of seat belts. Equipment may be used without a ROPS if procedures are put in place so the equipment is operated in a specific location where there is no significant hazard of rollover and the area is maintained free of ground irregularities, which may cause a rollover. Mobile equipment with ROPS and any vehicle in which seat belts must be installed by law, must have seat belts installed and workers must use them. Employers should have mobile equipment policies in place that deal with the provision and use of ROPS and seat belts, as well as passenger restrictions in mobile equipment. A worker, other than the operator of the ROPS-protected mobile equipment, may only ride on the equipment for the purpose of training or maintenance and the equipment must be operated where there
is no significant hazard of rollover. If equipment must be operated on slopes, procedures should be in place identifying which equipment can safely be operated on the slope, the maximum slope allowed and the specific direction to be travelled. w Cathy Cook is the Executive Director of the BC Municipal Safety Association (www. bcmsa.ca).
Fall 2012 11
IN EVERY ISSUE • HR Report
Succession Planning 101:
ith an aging workforce, there is increased interest in and a requirement for effective succession planning. We must remember, however, that succession planning is an ongoing activity that should be part of the culture of an organization. In a relatively small organization there is no need to develop a sophisticated database nor is there any need to purchase a “packaged program”, which only quantifies what are common sense approaches that you can readily develop yourself and implement at no cost. The following steps are provided as a guide to developing your own effective succession planning:
1. If retirement is the critical concern, determine the possible retirement dates of all key staff members that you know are not easily replaced. This can be ascertained from payroll/human resource records based on either age and/or the requirements of your existing pension plan. For ongoing succession planning, determine the most likely career path(s) and recruit, train and mentor with that in mind.
12 The Roadrunner
2. Personally talk to the individuals concerned and ask them what their plans are. Ensure that you explain that there is no attempt nor will there be to “push them out early”. You are purely enlisting their help in planning for their successor. You are legally entitled to ask such questions and to plan accordingly. Ask them if they feel that there are any staff in their department who are able to replace them or would be able to with the appropriate training.
3 4 5 6
3. Ensure that there is an accurate profile of the position in question and the overall competencies that are required to successfully fulfill the responsibilities. 4. If there is someone that is ready for promotion, talk to them with their manager and start preparing them for the additional responsibilities. Arrange for the manager to adopt a mentorship role. Under these circumstances, you will probably be waiving the usual recruitment and selection policy that you have established. 5. If there is someone that requires additional education and training, then this plan must be put into effect with the appropriate advance timing. See comments under #4 earlier. 6. If there is no qualified candidate in the organization then consider hiring one in advance or at least for some period of overlap with the departing staff member. Determine how difficult it will be to find the right competencies
and where are the appropriate places to look and recruit from. Will it be best to advertise and recruit through the normal channels or do you need to start some form of individual “headhunting” well in advance? There are many possibilities that you need to prepare for.
7. You might also consider other alternatives, if appropriate, such as outsourcing. 8. You should consider offering retirement workshops to those that are within a few years of retirement. These are quite helpful to many people and can assist in getting them to think seriously about not only their own plans, but the whole question of succession planning as well so that they are more motivated to assist in the process. w This article was submitted by HR Group Management Consultants. HR Group, founded in 1993, is a partnership of highly experienced management consultants who specialize in organizational effectiveness and human resource management. Their goal is to assist clients to create an organizational culture that fosters and maintains competitive productivity, excellent customer service, “lean” organizational practices, and a high level of staff satisfaction and motivation.
For more information: HR Group Management Consultants Suite 105, 4990-92 Avenue Edmonton, Alberta T6B 2V4 Phone: (888) 474-5463 Fax: (780) 466-6262 E-mail: [email protected]
IN EVERY ISSUE • Legal Brief
Reducing Liability Claims: The MIABC Sidewalk Project By MIABC Staff
idewalk trip and falls are the number one source of claims for the Municipal Insurance Association of British Columbia (MIABC). We have therefore embarked on a program, the goal of which is to reduce the number of trip and fall claims our members receive by 25 percent over the next three to five years. The provision of municipal services, in accordance with appropriately implemented policies and procedures, is the best method of preventing claims as well as defending claims when they arise. The launch of this program involves conducting group seminars with our members to introduce the project and convey the message that it is important to have a policy in place with respect to sidewalk inspection and maintenance; one that is designed in accordance with the resources available, is easily executed by staff and which is documented. There are a number of policies that can be implemented by a local government, depending on its needs and the resources it wishes to allocate to the servicing of sidewalks. Periodic inspection policies require an inspection at regular intervals. The inspection and any repairs made as a result of that inspection should be documented. A complaints-based policy is one where the local government chooses not to inspect on a periodic basis but instead relies on reports coming from the public or from staff who happen to observe a defect in the course
of their regular duties. This type of policy requires a clearly defined reporting protocol; one that should be well-documented along with any repairs that take place as a result. How serious does a deficiency have to be in order to warrant repair? A well-drafted policy will stipulate repair criteria for staff to apply in the field. It is recommended that repair criteria be clear, easy to apply and leave little room for personal judgment. Further, only one set of criteria should be included in a policy. By stipulating different criteria for different hazards, execution of the policy becomes complicated, the criteria are often applied inconsistently and there is more room for error. Our project will continue throughout 2012 and 2013 as we carry out a sidewalk policy review audit of our members. This will include gathering information on each member’s current policy, practice and experience in terms of claims. From here, we will develop a best practices library that will include the draft templates of each type of policy as well as the corresponding inspection and reporting forms required to implement the policy. Specifications for the successful implementation of each policy type will also be provided to allow members to select the policy that best fits their needs and resource availability. Finally, members will be encouraged to use MIABC template checklists specifically designed to ensure the operational aspect of the policy is being followed. During the course of this project the MIABC’s role will include assisting members’ staff in preparing a report to be presented to
Council listing the various policy alternatives. This will include a summary of the pros and cons of each option, costs, service levels provided to the community and the resources required. This will give Council the necessary information to make an informed and defensible policy decision. Once a policy is chosen, the MIABC will assist in the creation of policy wording, training manuals, forms and other operational systems. Upon implementation of the policy, the MIABC will conduct follow-up operational audits to verify that the member’s staff are following the policy, that the requisite checklists are being employed and the operations are being documented. With sidewalk policies being our first project, our ultimate goal is to work with each MIABC member to develop an individualized risk management plan that will include all types of municipal services, identify the areas that need to be addressed, the resources required to address them and a schedule for completing tasks. In this way, the member’s risk management plan itself will form a policy defence to allegations that a member had not corrected a known deficiency within a certain period of time. Further, a centralized system of customized policies and procedures will allow for optimal provision of all the member’s municipal services. w Over 150 Municipalities and Regional Districts are members of the MIABC. Learn more at www.miabc.org.
Fall 2012 13
in every issue • Community Highlights
Urban Search & Rescue Team Searches Johnson’s Landing Landslide The city of Vancouver’s Urban Search & Rescue Team, which includes two Sewer Operations employees, got the call and was deployed to the Johnson’s Landing landslide in July 2012. Ron Enns and Ryan Worrod met the team early in the morning of Friday, July 13. After a medical check and debriefing, everyone was bussed to Vancouver International Airport (YVR), loaded onto a twin prop 18 passenger plane and were flown to Kaslo, BC. Here is their story.
By Ron Enns and Ryan Worrod
Debris covers a road Sunday, July 15, 2012 that was torn away by a landslide at Johnsons Landing, BC. The Canadian Press/Jeff McIntosh
hen we arrived, we were taken to Kaslo’s Arena, where we received an update on the current situation and met members of the other agencies that we would be working with over the next few days. The Arena was home for us; we slept on cots in the rink and the facilities were more than adequate, with showers and change rooms. The insulated building kept it cool during the day and cold during the night. After a 6 am wakeup call, we were dispatched to Kaslo Airport and shuttled by helicopter to Johnson’s Landing. We flew over the landslide and got a view of the massive amount of debris and destruction that had occurred. After setting up command, we got our first look at the slide. The power it must have taken to flatten the forest and homes was incredible; not a single tree stood where the 20 feet of mud, rocks and timber flowed. Local residents and our Recon Team had started the search
14 The Roadrunner
and found some areas where possible survivors could be but none were found. Mother Nature was not cooperating as the slide area was very unstable. Many times during the search we had more flows coming down the creek endangering our efforts. We set up lookouts to watch the upper slide area and give us rescuers time to evacuate to safety. After several days of searching the slide and damaged buildings, it was determined that no one had survived and a recovery effort under the direction of the Coroner began. Excavators began to dig and we recovered two of the four missing in the over 65 acre site. This is like finding a needle in a haystack but the true professionals we worked with made the difference. On the last day of digging and coming up empty handed, the Coroner called off the operation. We had dug in the most likely areas and found less and less building debris. It became clear that we would not find the last two missing bodies. The generous people of Kaslo took care of us all by giving us food, shelter and donations of supplies needed for the operation. They went out of their way to make us feel welcome and made signs of appreciation for us to see. The experience was amazing. Although we did not find anyone alive caught in the debris of the landslide, we did give some level of peace to the relatives of the two we did find. Both Ryan and I would like to thank our Sewer Operations leadership and staff for your support in allowing us to be deployed and helping those in need. w
Bridge System Wins APWA 2011 Project of the Year Each year, the Alberta Public Works Association provides members with a number of recognition opportunities, including the Project of the Year Award. This award, which is presented each year at the Alberta Chapter Conference & Tradeshow, recognizes excellence in the construction, management and administration of public works projects in Alberta. The 2012 winner will be announced in September. Stay tuned to future issues of The Roadrunner for information on the winning project. Following is information about the 2011 winning project: Intelligent Transportation Systems-Incident Management. Date: September 16, 2011 Name of Project: Intelligent Transportation Systems - Incident Management Name of Municipal Partner: City of Edmonton Nominated By: Alberta Traffic Supply Ltd. Contact: Jeff Adolf, Regional Marketing Manager ATS Project Manager: Ron Meldrum, Product Specialist Name of Award Recipients: City of Edmonton (Municipal End-User); Alberta Traffic Supply Ltd. (Distributor & Installer); and Energy Absorption / Trinity (Manufacturer) Project Tmelines (when was the project started? completed?): Installation of the Vulcan Gate was completed on August 28, 2011
Project Scope (what problem were you addressing or correcting with this solution?): Quesnell Bridge, which connects Whitemud Drive across the North Saskatchewan, is Edmonton’s busiest bridge with an average daily traffic volume of 120,000 vehicles.
in every issue • Community Highlights The Transportation Management Plan was developed to manage traffic at the East and West ends on Whitemeud Drive as well as all connecting arterial roads and provide “real time information” to mitigate traffic delays. Additionally, other components of the plan were put in place in changing the philosophy of the Transportation Department to take a pro-active approach in incident management. The City of Edmonton purchased two 65 metre-long steel gate systems which can be opened in a swing and/or removable program to allow emergency transfer of traffic into the opposite side in a controlled bi-directional pattern in the event of a major emergency or bridge maintenance project. The Vulcan Gate system provides a portable steel longitudinal barrier that meets NCHRP 350 Test Level 4 (TL-4) requirements as a longitudinal redirecting barrier. The Vulcan Gate provides a method for emergency access or maintenance access in long stretches of either permanent or temporary concrete median barrier. The Vulcan Gate sections can be easily raised and lowered with manual jacks equipped
with caster wheels assisting in diverting traffic on the Quesnell Bridge for various construction, maintenance and incident management issues.
Description of technology or process used to address the problem: During the expansion project of the Quesnell Bridge, 65 meter openings were left in the concrete median barrier dividing the opposing traffic lanes on both sides of the bridge. The median area provided a flat concrete pad at approximately the same level as the asphalt road surface. Nearing completion of the project, the Vulcan Gate units were installed, consisting of transition units at each end of the gate, attached to heavy hinge components. Each gate unit includes 12 of the 4.1 metre gate sections with caster wheels that can be raised and lowered quickly. The gate sections can be moved in swing gate fashion of 3 or 4 sections each and the remaining units would be rolled to a storage or back-up location. The Vulcan Gates were supplied and installed by Alberta Traffic Supply technicians. w
Fall 2012 15
IN EVERY ISSUE • What’s New?
PWABC Education Scholarships
PWABC Events October 22-25, 2012 INFR 1110 Vancouver, BC October 29-31, 2012 Snow & Ice Control Saanich, BC November 7-9, 2012 Annual Joint Board Meeting & Training
Two scholarships are awarded at the annual PWABC Conference in September of each year. The successful applicants receive two $500 installments, at the end of each semester of study. Selection criteria are: 1. Must be an employee of a member municipality, public works agency or a child of such employee. Membership is defined as any member of APWA in the BC Chapter. 2. Must be for full-time attendance at a post-secondary educational institute; universities, community colleges or technical institutes are acceptable, provided the student is taking a full course load and is enrolled for at least two semesters. 3. First priority is given to students required to leave home in order to attend school. 4. Second priority is to students enrolling for the first time. 5. In case of a tie, there will be a lottery to determine who gets the scholarship. 6. Scholarship is paid upon submission of results indicating successful completion of each semester. 7. Application must be received by June 30 to qualify for the current school year. Download an application at: http://pwabc.cpwa.net/images/Student%20Application%20 Scholarship%202012.pdf
November 12-16, 2012 Construction Inspection Delta, BC November 26-30 INFR 1120 Vancouver, BC December 2012 Construction Inspection in West Kelowna December 2012 Intro to Public Works
New Scholarship Just Announced! PWABC is launching a new scholarship that is intended to assist with the further education of its members. This $1,000 scholarship is for any individual registered in the PWSC certificate program who is also a member of PWABC/APWA.
16 The Roadrunner
Budget Time: Getting More for Your Money
he PWABC and APWA are part of a very healthy network of non-profit associations in both Alberta and British Columbia. Each of our sister associations offer a municipal purchasing program that helps members save major dollars on programs and services for local government. In BC, the purchasing program is limited to fuel purchasing and is offered by the Union of British Columbia Municipalities. This program is available to all member municipalities and offers extensive savings on fuel. A large portion of fleet budgets are eaten up by rising fuel costs and this program mitigates large expenditures. In Alberta, the program is offered by the Alberta Association of Municipal Districts and Counties through their Aggregated Business Services program. This is a robust program offering significant discounts to a number of public works related vendors. In Alberta, the majority of both urban and rural municipalities are already members, which means public works shops have access to these savings! Following (on page 17) is a sample (and incomplete) list of suppliers offering discounts through the program. For a complete list, visit www.aamdc.com/abs/trade
IN EVERY ISSUE • What’s New?
Update Your Mailing Information Have you moved offices? Jobs? Retired? (Or did you steal this issue from someone and you’d like to get your own copy of The Roadrunner in the mail?)
APWA Events September 13-14, 2012 Equipment Roadeo September 18-21, 2012 Public Works Institute Level 3 Alberta Environment Water and Wastewater Operator Certification Program CEUs – 3.0 CEUs
Update your mailing address!
Fencing & Posts
October 1-3, 2012 2012 Partners in Excellence Conference & Tradeshow Alberta Environment and Water and Wastewater Operator Certification Program CEUs – 0.3 CEUs APWA 2012 Water & Wastewater Pump Systems Hydraulics Preconference Workshop - Alberta Environment Water and Wastewater Operator Certification Program CEUs – 0.6 CEUs
Fence Depot, The Lynx Brand Fence Products (Snow Fence) Phoenix Fence Rite-Way Fencing Inc.
October 18-19, 2012 Public Works Institute Electives Conducting Interviews & Meetings | Problem Solving & Decision Making
Chemicals – Road Stabilization
Univar Canada Ltd.
Barnes Distribution Canada The Bolt Supply House Ltd.
Corrosion Protection Corrpro Canada, Inc.
Decals Alberta Traffic Supply Ltd. Hi Signs The Fath Group
Dust Control Sands Dust Control (2008) Ltd.
Complete Innovations / Fuel Fast Fireball Equipment Westeel
Bartle & Gibson Co. Ltd. Bucyrus Canada Ltd. Commercial Lighting Products Eecol Electric Corp. E C & M Electric (1934) Ltd.4 E C & M Electric Northern Ltd. Red-L Distributors Ltd. Wesco Distribution-Canada Westburne Electric Supply Alberta
Erosion Control Products CCI Industries Ltd. Layfield Geosynthetics & Ind. Nilex Inc.
Glass Crystal Glass Canada Ltd.
Grader Blades Boundary Equipment Co. Ltd. Brandt Tractor Cervus Contractors Equip. Finning (Canada) Hi-Way Service Inc. Kramer Ltd. Shaw’s Enterprises Ltd. SMS Equipment Titan Supply Inc. Valley Blades Ltd.
November 15-16, 2012 Public Works Institute Electives Time & Stress Management November 22-23, 2012 Public Works Institute Electives Increasing Productivity & Improving Employee Work Habits Through Performance Management December 12-14, 2012 Intro to Construction Inspection Alberta Environment Water and Wastewater Operator Certification Program CEUs – 1.8 CEUs
Fall 2012 17
Partners in Excellence
in every issue
CONFERENCE 8:30 - 4:30
O C TO B E R
SHERATON HOTEL & CONFERENCE CENTRE RED DEER, ALBERTA
1:00 7:00 - 10:00
Pre-conference Sessions Registration Desk Open Meet & Greet @ Billy Bob’s
Tuesday 7:00 – 8:30 7:00 9:00 – 10:00 10:00 - 11:00 11:00 – 12:00 12:00 – 2:00 2:00 – 3:00 3:15 – 4:15 6:00 – 10:00
Networking Breakfast Registration Desk Open General Session Coffee Break in Tradeshow Education Sessions Tradeshow Luncheon Education Sessions Education Sessions Tradeshow Fun Night
Wednesday 7:30 – 9:00 9:00 - 9:30 9:30 – 10:30 10:30 – 11:30 11:30 – 12:30
Breakfast General Meetings Education Sessions Education Sessions Education Sessions
FOR MORE INFORMATION, VISIT US ONLINE AT: WWW.PUBLICWORKS.CA REGISTER EARLY!!
SESSIONS Pre-Conference Sessions - October 1, 2012 Water and Wastewater Pump and Systems Hydraulics for Operators | 0.6 CEUs Airport Management: Trends & Best Practices Parks And Recreation Management: Trends and Best Practices October 2, 2012 | 11:00 - Noon Education on Full Depth Reclamation (FDR) Processes Understanding and Managing Insurance Claims October 2, 2012 | 2:00 - 3:00 Trends and Best Practices in Valve Exercising Hazard Elimination and Control: Program Development October 2, 2012 | 3:15 - 4:15 Handheld Technologies HR 911
PWS Program Participants will receive 16 CEUs for the Pre-Conference Sessions and 30 CEUs for the Conference Sessions. Alberta Environment - 0.3 CEUs for the 2012 Conference & 0.6 CEUs for the Water & Waster Water Sessions
October 3, 2012 | 9:30 - 10:30 GPS/AVL systems: City of Red Deer Case Study Road Maintenance - 2 hours October 3, 2012 | 10:30 - 11:30 Storm Sewer Regulations & Storm Maintenance In Urban Areas Road Maintenance - 2 hours October 3, 2012 | 11:30 - 12:30 Solid Waste: Trends & Best Practices Heavy Equipment Operations Program
Fall 2012 19
20 The Roadrunner
Avoiding RFP Dramas: An Owner’s Perspective The article was amended for length. To view the complete article, visit us online at www.publicworks.ca / www.pwabc.cpwa.net By Paul V. Stocco, Partner, Brownlee LLP
equests for Proposals (RFP) are becoming more popular with owners because this procurement model provides them with more flexibility than the tendering process. The construction tendering process is governed by a series of very strict and very specific rules. By contrast, in the RFP process, proponents (“bidders” when a tender is used), do not base their proposal on a specific set of plans and specifications. Rather, proponents are free to conceptualize an owner’s general project and design requirements in any way they see fit. Similarly, an owner is entitled to negotiate the contract for the work, including the price for that work, with the proponent whose proposal best responds to the owner’s general requirements. With an RFP, an owner is not necessarily required to accept the lowest priced proposal. However, before the RFP process becomes the procurement panacea for owners, careful consideration should be given to the express wording contained in the RFP document. Often, terms that are synonymous with the tendering paradigm are mistakenly incorporated into the RFP document. This can be problematic for an owner in that tendering law obligations are very different than those in the RFP paradigm. Simply labeling the procurement documents as an RFP will not be enough. In other words, an owner can become subject to tendering law obligations and potentially be exposed to significant damages if the RFP is poorly worded. In fact, courts look beyond the title of the procurement document to the substance of the procurement request in
order to determine whether the procurement is a true tender or an RFP. An owner can unwittingly become liable for significant damages if its RFP mistakenly contains tender-like concepts and terminology.
RFP vs. tender In order to determine whether a procurement request constitutes a tender or an RFP, some questions to ask include, but are not limited to the following: • Do the procurement documents evidence an intention to create a binding contract upon a submission, or do the documents indicate that a non-binding negotiation will ensue? • Is the submission irrevocable? • Are the terms of the contract for the work contained in the procurement documents?
• Are these contractual terms negotiable? • Are the specifications for the work negotiable, as per the terms of the procurements documents? • Is the price for the work negotiable, as per the terms of the procurements documents? • Is an evaluation criteria specified? • Does the owner have a right to reject the submission without liability to the proponent? • Do the procurement documents contain any “tender terminology”? • Do the procurement documents state that “this is not a tender call”? This list is not closed. Other questions/considerations may be added based on different fact circumstances.
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The process The first step in the RFP process involves screening of potential proponents. This initial screening (or selection) process is usually referred to as the RFEOI/RFQ—or request for expression of interest/request for qualification—process. The terms of the RFEOI/RFQ are significant because they create the backdrop for the entire RFP process. If the terms are too narrow, then an owner may not receive
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a sufficient number of responses from the industry. As a consequence, the owner may not be able to attract qualified respondents, or the owner may not be able to build the project for a competitive price. By contrast, if the terms are too broad, then an owner may not receive the quality of responses desired. Achieving the proper balance owes more to art than science. In order to achieve this balance, an owner should consider the
following categories when drafting the terms of the RFEOI/RFQ: • Background information: o Provide general information about the nature of the project. o Identify the stakeholders who will either be involved in the design development and/or construction process or be the end users of the completed project o Provide the estimated budget for the project. o Enumerate any general project goals. e.g. “community and family oriented spaces”, “flexible uses”, “open concept”, “innovative designs”; or any specific project goals e.g. “LEED standards”. • Services requested: o List the specific type of services being requested by the owner. e.g. designbuild services for a community centre. o Include the estimated start and completion dates for the services requested. • Selection process: o Describe the selection process to be followed. e.g. a short listing of interested and qualified firms. o Set out the evaluation criteria to be employed in the evaluation of the responses and the selection process. o Identify key dates in the selection process including the deadline for the submission of responses. o Indicate that the owner has the sole and unfettered discretion to conduct an interview with some, all or none of the respondents. o Indicate when the RFP will be released. o Identify when the negotiation phase will begin. e.g. after the evaluations of the RFEOI responses, follow-up interviews are conducted and the RFP proposals are evaluated. • Specifics requested from each respondent. Request detailed background about the respondent firm: o Experience generally. o Experience with a project of similar nature, size, budget, scope etc. o Ability to deal with innovative projects, if applicable.
feature o Access to a stable of subcontractors and consultants, if applicable. o Key personnel on respondent’s team. o Financial capability. o Insurance and bonding facility. o References. • Specific requirements for a submission: o Outline the mandatory requirements for the format of the submission. e.g. electronic and hard copy versions, number of copies etc. o Deadline for the submission. o Location of the submission. • Contact Information: o Provide the name of the owner’s representative. o Designate website where questions and answers raised by other interested respondents can be shared. o Identify the owner’s project team members. • Key statements about the RFEOI/RFQ: o This is not a tender, or even an RFP process—just a solicitation of expressions of interest to be used for a short listing of qualified/interested firms for the project. o No contractual relations are created. o Owner has sole and unfettered discretion in the acceptance, review, evaluation and selection of any and all responses received. o Owner can terminate the process at any stage—without reason given or compensation paid. o Respondents can withdraw at any stage also. o No representations or warranties of any kind. • Miscellaneous: o There may be FOIP requirements applicable to the owner. This list is not closed. Other considerations may be added based on different fact circumstances.
from one or more of the respondents. In order to address this scenario, a good practice would be to schedule a follow up interview of all or some of the respondents—provided this follow up interview is contemplated by the terms of the RFEOI/RFQ. The benefits of this interview are numerous, including, but not limited to, the following. Firstly, the owner can address any specific questions that arise as a result of the submission received from any one of the
respondents. Secondly, the respondents can be allowed to emphasize certain aspects of the submission that might be more relevant for and applicable to the intended project. Thirdly, meeting with the respondent’s prospective project team can give rise to a comfort level that could help the owner in making the decision about which firms to short-list. The evaluation and interview process should include the following:
The short list After the deadline for the receipt of responses has passed, the owner will conduct an evaluation of the responses received. Often during the review and evaluation process, an owner may have follow up questions about any of the responses received or require a clarification
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feature • General considerations: o Establish a team to conduct the evaluation of responses received. o Ensure that all members of the team are familiar with the RFEOI/RFQ documentation. o Identify the mandatory(material) requirements of the RFEOI/RFQ document. o Identify the non-mandatory(nonmaterial) requirements. o Prepare written score sheets for each response received. o Undertake the evaluations fairly and objectively. o If any assumptions have to be applied, apply them equally to all responses. o Be prepared to defend the decisions made during the evaluation process. o Keep notes of the evaluation process. o Once evaluations are conducted, discuss results as a group. o Develop a consensus. • Specific considerations: o When reviewing the responses,
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identify the specific services that each firm is prepared to provide. o Make a comparative list of all services offered so that an “owner’s wish list” of services is created. o Evaluate all responses received against the “owner’s wish list”. o Develop the general and specific questions (for the interview phase) which arise from the evaluation process. • Steps to follow after preliminary evaluations (for the interview phase): o Make a list of specific written questions. o Address the same questions to each of the parties. o Hand the questions out before the interview. o Conduct an interview process with each firm to address any questions that the owner has. o Provided the RFEOI/RFQ permits it, ask each respondent to make a presentation of their response. o Conduct an evaluation of the responses received during the interview process.
o Don’t share information received from other respondents. • Steps to follow after preliminary interview: o De-brief after the interview process. o Finalize the evaluation after the interview process. o Finalize the short listed firms. o Complete the RFP for release to the short listed firms. o Consider adding the “owner’s wish list” to the RFP document. o Distribute the RFP to the short listed firm(s). o Send letters to the short listed firms as well as letters to the firms that have been eliminated. When conducting the evaluation and interview process, an owner should ensure that all respondents are treated “fairly and equally”. The obligation of “fair and equal” treatment is an obligation typically imposed on an owner in the tendering process. However, caselaw suggests that some courts have imported tendering
feature principles into the RFP paradigm¹. The law is not settled in this regard. Though the extent of the obligation of “fair and equal” treatment may be difficult to define, adopting the above noted practices and incorporating them into the evaluation and interview process, should assist an owner in meeting this obligation.
The selected firm(s) After the owner determines which firms have been short listed, the owner can release the RFP document to these firms. The prospective proponents to the RFP process should be given a period of time to respond to the RFP by a designated closing date. This phase of the procurement process is designed to bring out the best proposal from each of the prospective proponents. From the owner’s perspective, all of these proponents are qualified to do the work as these proponents have survived the screening/short listing process. The owner knows that each of the prospective proponents likely feels that it is closer to being awarded the contract for the work. Accordingly, the owner can confidently believe that each proponent will want to express maximum creativity, as well as good value to the owner, in the proposal. Furthermore, the owner will also want to ensure that it retains the ultimate discretion in deciding which of the proposals it will accept. From the perspective of the proponents, each one of them will be vying to ensure that their proposal is the most responsive to the owner’s requirements. At the same time, each proponent will strive to make its proposal unique and therefore more attractive, to the owner. Each proponent will also want to know, relatively early on in the process, whether its proposal is acceptable, or not, to the owner—as creating a proposal and working through the RFP process, can be very time consuming and expensive. After the proposals are received, the owner may want to conduct an evaluation and interview process as was followed after the submission in response to the RFEOI/ RFQ—provided the RFP expressly permits such an evaluation and interview process. Accordingly, the express wording of the RFP is critical in order to ensure that the owner’s objectives can be realized.
Ensuring success and avoiding any unnecessary risk in the RFP procurement process is not as easy task. Drafting of the RFP procurement documents and the conduct of the RFP process is critical. Owners need to be mindful of these considerations as poorly drafted documents can give rise to significant risk. By incorporating the practices and concepts set out in this paper, it is hoped that unnecessary risks can be avoided. w
1. Wind Power Inc. v. Saskatchewan Power Corp.,  S.J. No. 219 (Sask. Q.B.); see also Mellco, supra.
RFP essentials Looking for the RFP essentials? A rough template can be found at www. publicworks.ca and www.pwabc.cpwa.net.
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Taking a Bite out of the Infrastructure Elephant:
Asset Management in Grand Forks, BC By Scott Shepherd and Dan Huang, Urban Systems, and Michael Trickey, Strategic Infrastructure Management Figure 1
A typical residential road showing its age.
nless you’ve been living under a rock these days, it’s hard not to hear about Canada’s looming infrastructure deficit—$123 billion in 2007 and growing. While significant investments have been made by Federal and Provincial governments in recent years, the current infrastructure grant program is set to expire in March 2014. In advance of this expiry date, the Federation of Canadian Municipalities (FCM) has launched Target 2014: Building our Future in order to mobilize municipalities throughout the country to show their support for a renewed infrastructure grant program. While stable and reliable infrastructure funding from senior levels of government would certainly be welcomed, it is vital that each community understands and embraces the management of its individual assets. Infrastructure is the backbone to the health and vitality of our communities and an asset management program that is embraced by the entire community— from Mayor and Council to senior staff, from public works operators to the public at large—is a key component in managing the business of community infrastructure.
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A de-commissioned watermain in the Kettle River, which was originally buried in the riverbed.
Grand Forks, BC has a similar infrastructure story to many communities throughout the province. Incorporated in 1897, this community of 4,000 people has several buildings that are over 100 years old, with corresponding infrastructure to support them. Most of the “modern” underground works—water and sanitary sewer—were installed in the 1950s (although some date back to the 1930s) with the majority of the roads being constructed at the same time and re-surfaced in the 1980s. In 2009, the city commissioned an infrastructure assessment that identified the need to spend $35 million over the next ten years. Sounds easy enough, except where was Council going to find $35 million to tackle this elephant? The city commissioned a team of engineers and planners from Urban Systems Ltd. and Strategic Infrastructure Management from Kelowna, BC to work with the community and break up the problem into bitesized components. An Asset Management Investment Plan (AMIP) was developed, which calculated the value of Grand Forks’ tangible capital assets at $127 million, with an average of approximately 36 per cent life expectancy remaining.
Leadership have shown a commitment to long-lasting and reliable infrastructure for the next generation.
“This loss in value is not uncommon in a community,” explains City Financial Director Cecile Arnott. “However, we must be prepared to respond before this infrastructure starts failing; once it starts failing the renewal costs and the costs of responding to failures get very expensive.” The city estimates the current backlog of renewal work (i.e. infrastructure deficit) at approximately $32 million. The result of this analysis has shown that many of the city’s water, sanitary, storm water and roadway sections have already reached the end of their service lives. “What this means,” says City Chief Administrative Office Lynne Burch, “is that this infrastructure is starting to fail and we need to act now to start renewing this infrastructure.” Burch went on to say that, “this isn’t uncommon, much of our infrastructure typically needs to be renewed on a 30 to 40 year cycle and we are reaching the end of the latest cycle.” Based on this information, an Asset Management Financial Plan (AMFP) was prepared in 2011, which includes a 20 year financial model for infrastructure asset replacement and upgrading based on
feature a prescribed growth rate (1 per cent). It identified key priority areas totalling $5.5 million over the next 5 years—$1.3 million for emergency water supply for fire protection; and $4.2 million for the capital renewal of roads, water and sewer infrastructure. All of this information was presented in a public document so that the leaders of the community could review it and make an informed decision. Mayor Brian Taylor explains, “Council had a decision on how big a (financial) bite we would take and over what period of time we would do it, and this is where this is coming from.” Council’s decision, during a pivotal election year, was to take this information out to the public and conduct a referendum to borrow the $1.3 million for an emergency water supply and $4.2 million
for infrastructure renewal. Thanks to the leadership of Mayor and Council, and the efforts of staff at all levels of the organization, both referendum questions passed with over two-thirds positive support (68 per cent and 73 per cent respectively). The infrastructure renewal is based on a multi-utility approach that will, says Mayor Taylor, “address a number of highpriority areas where there are multiple services in the ground that we can do all at once.” As a result of the community’s positive support for funding asset management and renewal, Grand Forks is undertaking a multi-utility review and assessment of its key infrastructure priorities in 2012, starting with risk assessment of the water and sewer systems and an integrated roads program. Although the community will continue to
evolve—with the retirement of the CAO in the fall and municipal elections every three years—the leadership shown by the current staff and Council of Grand Forks will help the city continue to bite away at the infrastructure elephant and provide long-lasting and reliable infrastructure for the next generation. w Scott Shepherd, BA, AscT, is a Project Manager at Urban Systems in Kelowna, BC. He can be reached at [email protected]
ms.ca. Dan Huang, MCIP, RPP, is an Infrastructure Planner and Manager of Urban Systems’ Victoria office. He can be reached at [email protected]
Michael Trickey, P.Eng, PE, is the founder and president of Strategic Infrastructure Management in Kelowna, BC. He can be reached at [email protected]
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The Benefits of Hiring a Private Engineering Firm By the Consulting Engineers of Alberta
ince 2009, changes to both the economic and political landscape have impacted the way both the private and public sector do business. Canada, like most of the world, is emerging from a recession, and the Alberta-B.C. Trade and Investment Labour Mobility Agreement (TILMA) has been in effect for some time. Most public-sector clients are taking more time to consider how they spend public dollars. All this represents a very different climate than the past several years, when people were hard to find and the list of projects on our clients’ agendas seemed endless. Despite the economic turnaround, we have reasons to be optimistic. The Consulting Engineers of Alberta (CEA) member firms provide value to our clients. We help them provide a high quality of life for Albertans. In the midst of a soft economy that we trust will begin to recover
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Selecting consultants on the basis of qualifications and experience benefits the client as well as the consulting industry. You wouldn’t choose your heart surgeon because he was the cheapest price, would you? Figure 1 NET PROFIT for investment, retained earnings, shareholder equity
OVERHEAD computers, rent, communications, utilities, insurance, etc
PEOPLE salaries, wages, bonuses
STAFF BENEFITS retirement & pension plans, CPP, EI, employer health, tax, etc
feature soon, we at CEA wish to share our concerns on a few matters with you, our clients.
Salaries and rates CEA member firms want to attract and retain well-qualified staff so we can provide high-quality, cost-effective, solutions to our clients needs. CEA firms are facing pressure to keep our rates, and by association our salaries, down. However, it is vital that we as an industry do our best to maintain healthy salaries for our people. We all want to attract and retain the best people for the benefit of our clients, and that means paying our people appropriately. Alberta’s economy is largely resourcebased. Consequently, prices in many business sectors rise and fall in concert with the price of oil. This is especially true of commodities such as the construction industry, which experienced significant cost increases in the past few years as oil prices reached record highs. This is not true of engineering consulting, which services its clients by providing intellectual property and expertise in project management and the applied sciences. The only way the engineering consulting community can sustain cost reductions is to significantly reduce staff; however, to do so would reduce our industry’s capacity to serve our clients, both now and after economic recovery. Selecting consultants on the basis of qualifications and experience benefits the client as well as the consulting industry. You wouldn’t choose your heart surgeon because he was the cheapest price, would you? It promotes teamwork between client and consultant, and improves the prospects for innovative methods and alternative approaches.
Research Council, and the Federation of Canadian Municipalities, established a bestpractice guideline for selecting a professional consultant. The best-practice guideline encourages clients to see their consultants as trusted advisors who share their objectives in achieving successful outcomes on their projects. The full document is available at www. thebestpractice.ca.
RFPs, EOIs, and Evaluation of Proposals CEA has developed a comprehensive toolkit for municipal government. These tools are a series of templates and guidelines that will assist you in finding a qualified consultant. They include templates for Request for Proposals (RFPs), Expression of Interest (EOI) and Evaluation of Proposals. The toolkit can be found at: www.cea.ca/publications-a-resources/ municipal-toolkit. w
Qualifications Based Selection (QBS) A common misconception is that QBS results in significantly higher fees. However, selecting the right consultant for your project, based on their qualifications, allows a fee to be negotiated in good faith that is in keeping with the product the client desires.
InfraGuide InfraGuide, a partnership of the Government of Canada, the National
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buyer’s guide Concrete Systems Top Shot Concrete Systems............................................. 28
Fuel and Fluid Storage and Handling Western Oil Services Ltd.................................................. 29
Conference Hotels, Red Deer Sheraton Red Deer........................................................... 25
Gas and Water Products Mueller Canada................................................................ 30
Construction Materials Brock White Canada Co. LLC........................................... 22
HVAC Building Instruments and Controls Chevrier Instruments........................................................ 20
Degremont Technologies Degremont Technologies................................................. 15
INDUSTRIAL EQUIPMENT / MACHINES Degelman Industries.......................................................... 3
Detection/Locator Systems Provider EECOL Electric................................................................. 20
Iron Works Terminal City Iron Works ACS Inc................................... 25
Building Science Consulting and Engineering Sameng Inc...................................................................... 27
Engineering and Consulting Services Focus Corp........................................................................ 8 Opus Dayton Knight......................................................... 22 Stewart Weir Group.......................................................... 19
Manufacturing of PVC (PVCO) Pressure Pipe IPEX..............................................................................OBC
Complete Roadway Maintenance Services Global Roadway Maintenance Inc.................................... 10
Equipment Dealer Finning Canada.................................................................. 6
Acoustic Treatments Acoustic Solutions (Western Noise Control).................... 20 GWP Wallworks................................................................. 4 Animal Waste Bag Dispenser and Waste Bins Practica Ltd...................................................................... 19 Anti Corrosion Systems Denso North America Inc................................................. 27 Associations BC Municipal Safety Association..................................... 19 Batteries Interstate Batteries...........................................................IFC
Milling Machine Manufacturer Triple S Industries............................................................ 23 Municipality Waterworks Services Wolseley Waterworks Group.............................................. 8 Native Shrubs, Trees and Seedlings Pineneedle Farms............................................................ 29 Personal Protection Apparel International Sew-Right Company.................................... 11 Protective Coating and Lining Evaluation Norske Corrosion & Inspection Services Ltd................... 20 Safety Products Dicon Safety Products...................................................... 10 Sign Post and Stake Pullers Construction Accessories Inc........................................... 24 Telematics International Road Dynamics......................................... IBC Traffic Products and Solutions Interprovincial Traffic Services Ltd................................... 20 Water and Wastewater Treatment Systems H20 Innovation................................................................ 10 Water Works Material McKay Water Works......................................................... 24 Wholesale Distributor, Plumbing, Heating and Waterworks Frontier Waterworks & Pump Supply............................... 20
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