Opportunity Building Opportunity Building - Toronto Construction ...

contentsFeatures8 Positive PotentialPublic-sector infrastructure spending is booming — and soare the opportunities for the construction industryBy Andrew Brooks10 Quicker off the MarkDrawn-out, complex prequalification has always been ahurdle for companies seeking government work. Todaymore than ever it is imperative to simplify and speed upthe processBy Andrew BrooksPage18Page 812 The Project PushersWe look at some of the agencies and activities that are turningeconomic stimulus funding into large scale projects, new jobsand the infrastructure of tomorrowBy Andrew Brooks18 Renewing the PastInfrastructure Ontario sets an architectural and constructionchallenge: preserve the best of one of Toronto’s outstandingheritage structures — as part of a new state-of-the-art chroniccare facilityBy Liz Katynski26 The Stamp of ApprovalHow contractor audits benefit all parties to a contractBy Joel BakerPage 12DEPARTMENTS6 President’s MessageBy John Mollenhauer28 Upcoming Events30 Advertisers IndexBuilders' Digest Spring/Summer 2009 | 5

President's messageOpportunityBuildingBuilders’DigestToronto Construction Association’s Quarterly PerspectiveToronto Construction Association’s Quarterly PerspectiveTCA Builders’ Digest is published for theToronto Construction Association70 Leek Crescent, Richmond Hill, ON L4B 1H1Tel: (416) 499-4000 • Fax: (416) 499-8752www.tcaconnect.comJohn G. Mollenhauer, PresidentToronto Construction AssociationTCA wants to help you findbusiness opportunities,introduce decision makersin unfamiliar markets andhelp members adapt to the“new” economyThey say that from crisis often comes opportunity,and the worst economic downturn in more than70 years certainly constitutes a crisis. Findingopportunities in a troubled economy, however,can take some digging. For that reason, this issueof Builders’ Digest focuses almost entirely on the assertion that there are opportunitiesin every economy, provided you know where to look.I believe it is important to put some context to our so-called “crisis.” First andforemost, global recessions require global solutions and our modest domesticfiscal stimulus is just that: “modest and domestic.” Secondly, this isn’t a policyinducedrecession. It’s what’s called a “balance-sheet” recession, obviously heavilydriven initially by the U.S. credit crisis; however, with the collapse of globalfinancial markets, lacklustre lending on the part of financial institutions and theinability in the Third World to service debt, the recession is deep and the recoverywill be slow.The good news is that U.S. deficit spending is enormous — nearly 10 per centof their GDP — and Obama may have amassed enough political capital in thefirst hundred-odd days of his tenure as president to actually stick to his stimulusagenda. Other G12 countries are following suit. Add to that strong indicationsof restored investor confidence in most developed countries and there is finallyevidence the recession may be ending. Not abruptly of course, but the worst of therecession is likely behind us. Sadly, the economic downturn typically impacts theICI constructor months after the consumer. As a result, our “crisis” is far from over.On the local front, all three levels of government appear committed toeliminating process delays and deploying infrastructure monies quickly.This is good news. We may have to pay the piper at some future date forcosts that arise when decisions are made in haste but moving money tothe market too quickly sure beats the alternative. And the collaborationis impressive. I even attended a meeting recently with Messieurs Harper,McGuinty and Miller where they actually pretended to like each other.That kind of unprecedented jurisdictional co-operation is only possible ina recession. Perhaps the point is that all three leaders are clever enough tocapitalize when an opportunity knocks — and so should you!So let’s talk about opportunities. The book says stick to your knitting. Forinfrastructure builders, that makes sense. After all, infrastructure projects areliterally growing on trees and opportunities abound. But what about the rest ofus? Economists tell us we may need to “adapt” to survive. We’re talking, of course,about adapting to the “new” economy, which in my view means searching outPublisherEditorAssociate EditorSales ManagerSales ExecutivesContributing WritersProduction Team LeaderSenior Graphic Design SpecialistPublished by:5255 Yonge Street, Suite 1000Toronto, Ontario M2N 6P4Toll Free: (866) 216-0860 ext. 229robertt@mediaedge.ca1 Wesley Avenue, Suite 301Winnipeg, MB Canada R3C 4C6Toll Free: (866) 201-3096Fax: (204) 480-4420www.mediaedgepublishing.comPresidentSenior Vice-PresidentBranch ManagerKevin BrownRobert ThompsonJeanne FrondaAndrew BrooksSharon KomoskiNolan AckmanPat JohnstonTara LashJosh PashkoJoel BakerAndrew BrooksLiz KatynskiJohn MollenhauerAdrienne N. WilsonJames T. MitchellRobert ThompsonNancie PrivéAll rights reserved. The contents of this publication may not bereproduced by any means, in whole or in part, without the priorwritten consent of the association. Published July 2009.Publication Mail Agreement #40787580Return undeliverable copies to:Toronto Construction Association70 Leek Crescent, Richmond Hill, ON L4B 1H1Phone: (416) 499-4000 • Fax: (416) 499-87526 | Builders' Digest Spring/Summer 2009

Public-Sector Infrastructureand Government Services Canada(PWGSC) in April announced theAccelerated Infrastructure Program(AIP), which will accelerate programsalready in place to repair and upgradefederal infrastructure across Canada.“Some of these projects are relativelysmall,” says Atkinson. “So you have $20million to improve handicapped accessto federal buildings. Other parts of theprogram will speed up the repair andrenovation of large bridges and highwaysacross Canada.”Atkinson anticipates more impactfrom programs that enhance municipal,provincial and higher-educationinfrastructure. He points to the GasTax Fund, which has reached its peakof $2 billion, and is dedicated to municipalinfrastructure.In Ontario, the mother of all infrastructureprograms is ReNew Ontario,a five-year, $30-billion plan that targetshealth care, education, transportation,housing and other vital infrastructure.More than $7.5 billion will beinvested in the Golden Horseshoeregion alone. The plan incorporatesnew guidelines for financing,procuring and managing complexinfrastructure projects.CLIENTS OF CHOICEGovernments are seldom the clientof choice for construction firms,Atkinson says. “They tend to be hardbidand competitive. Anyone andeveryone can bid. A private-sectorclient, on the other hand, might haveonly a couple of bidders on a project— and maybe you’re already on theirpreferred bidder list. It’s also notas slanted towards the lowest price.People generally prefer that... whenthere’s lots of work to go around!”In the case of the federal government,there have been concernsabout how the contractor assumesmajor risk when working on existingbuildings. Commercial owners haveinsurance that’s normally flexibleenough that they can add contractorsas additional insured parties. Not sowhen working on federal buildings.“The federal government has noinsurance on any of their buildings,”Atkinson says. “They’re a ‘self-underwriter.’Which is fine, except that if Ihave a contract to replace carpets inthe Centre Block of the ParliamentBuildings and a fire starts and theCentre Block burns down, I’m responsiblefor the entire loss. And I can’t getinsurance for it.”The construction industry has beenpursuing talks with the federal governmentto arrive at a reasonable liabilityfor contractors under these circumstances(so-called first-party loss).“We believe we are now making someprogress on this,” Atkinson says. |BDDoes your insurance program have structural problems?Put the proper framework in place with HKMB HUBProperty & Casualty > Surety > Loss ControlHUB International is a leading insurance and suretybroker for the construction industry. We are known forour market-specific expertise, comprehensive programs,exceptional service and cost-effective pricing.HUB International has extensive resources, regionalspecialists and risk management professionals whoare expert in addressing the needs of your business.If you’re wondering if your coverage is secure or properlypriced or you’re not getting the responsive service youdeserve, then call HKMB HUB.HKMB HUB InternationalConstruction & Surety Teamwww.hkmb.comwww.hubinternational.com416-597-0008 • 800-232-2024At your service across Canada and the United States.Builders' Digest Spring/Summer 2009 | 9

PRE-QUALIFICATIONQuickeroff theMarkBy Andrew BrooksDrawn-out, complexprequalification has always beena hurdle for companies seekinggovernment work. Today more thanever it is imperative to simplify andspeed up the processTHE PROCESS OF PRE-QUALIFYING TO BID ONinfrastructure projects varies dependingon which federal, provincial ormunicipal agency is involved — and itcan be pretty complex in many cases.Michael Atkinson, president of theCanadian Construction Association(CCA), says that the public sector atall levels is now working to simplifythe process so that the new spendingprograms can hit the ground quickly.“Since April 1 there’s been quite aroll-up to get this money out the door,”he says. “Part of that means developingproject application processes thatare relatively simple. There’s beensome press coverage over the fact thatdifferent sectors and levels of governmenthave very different submissionrequirements. Some are very simpleand straightforward and others arereally quite complex.”The Industrial Security AdvisoryBoard (ISAB), an industry advisorypanel to Public Works and GovernmentServices Canada (PWGSC),recently expressed concern to the10 | Builders' Digest Spring/Summer 2009Treasury Board about the delayscaused by incompatible security clearancesrequired for different federaldepartments and agencies. Privatesectorfirms must acquire the securityclearances before they can work onfederal government infrastructure(except bridges and highways), butmany departments and agencies donot recognize each others’ clearances.Some provincial governments haverecently begun to adopt some of thefederal clearances, which threatens tocompound the problem.In order to work on any federalbuilding, contractors and subcontractorsmust first obtain a DesignatedOrganization Screening (DOS)security clearance. The process cantake as long as three to four months,imposing a serious delay on infrastructurework.The Canadian Industrial SecurityDirectorate (CISD), which is responsiblefor organization and personnelsecurity clearances for contractorson PWGSC and DCC constructionprojects, recently ran a pilot programwith the Ottawa Construction Association(OCA) to simplify the process ofobtaining the DOS clearance.Summarizing the results in a letter toCCA regional and local partner associations,Atkinson wrote that “usingthe Procurement Business Number(PBN) of participating firms attendingOCA-sponsored sessions, and walkingfirms through the application process,CISD was able to pre-clear the majorityof participating firms for federal workat the minimum (i.e., reliability status)level within a much shorter timeperiod (i.e., as fast as three to fourdays without complications).”Haste is essential in order to get themoney working as soon as possible. Inthe coming pages, we feature some ofthe agencies and organizations mostclosely involved in the work scheduledfor the Greater Toronto andHamilton Area (GTHA), and look atwhat they’re doing to make it easierfor the construction industry to get onboard. |BD

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PROJECT OPPORTUNITIESAn aerial view of the East Bayfront area as finally developedTHEPROJECTPUSHERSWe look at some of the agencies and activitiesthat are turning economic stimulus fundinginto large scale projects, new jobs, and theinfrastructure of tomorrowBy Andrew BrooksPUBLIC WORKS AND GOVERNMENT SERVICES CANADAIn April, the federal governmentannounced that PWGSC would bemanaging projects worth more than$400 million over two years to repairand renovate federal infrastructure. Theprojects will leverage existing contractsin order to get work underway as soonas possible.Projects include:• repair and restoration of federalgovernment facilities across thecountry;• improving accessibility in federalbuildings, mainly through ‘quickhit’projects that can be completedimmediately;• work on four federal bridges; and• the disposition of the historic LeManège militaire in Quebec City,destroyed by fire last year.In addition to work on assets underits own administration, PWGSC providesprocurement, property, planning,banking and translation services associatedwith stimulus funding received12 | Builders' Digest Spring/Summer 2009

PROJECT OPPORTUNITIESby other government departmentsthrough the Economic Action Plan.The Canadian Industrial SecurityDirectorate (CISD), which overseesthe issuing of Designated OrganizationScreening (DOS) security clearancesrequired for access to somefederal sites, is a part of PWGSC. DOSclearances are required for somePWGSC and Defence ConstructionCanada (DCC) work available underthe Economic Action Plan (EAP).However, getting the clearances hasproved to be problematic, as subcontractorsas well as general contractorsmust have them, and the process cantake months.As this issue went to press, theCanadian Construction Association(CCA) announced the successfulconclusion of a pilot program that usedinformation already held by ContractsCanada and the Canada RevenueAgency associated with companyProcurement Business Numbers(PBNs) to facilitate the issuing of clearances.The pilot reduced the timerequired to achieve the minimum “reliabilitystatus” clearance from monthsto a few days.DEFENCE CONSTRUCTION CANADADefence Construction Canada (DCC)is a Crown corporation that providescontracting, construction contractmanagement and related infrastructureservices to the Department ofNational Defence (DND). DCC’sramp-up has been underway for awhile, as defence is a priority of thecurrent federal government.“The work opportunities are significantin Ontario,” says DCC operationsmanager Elia Miller. “In fiscal 2008we had just under $50 million of workat Trenton alone, and that’s going toincrease over the next several years. All inall we’re planning about $1 billion thereover 10 to 15 years.” For all eight DNDsites in Ontario, DCC did $138 millionof work in fiscal 2008 and expects to doover $200 million this year.One challenge for DCC is security.“We can’t sponsor firms for their reliabilitystatus clearances,” Miller says,“but we encourage them to get themthrough PWGSC [Public Works andGovernment Services Canada]. OnInfrastructure Ontario’s Durham Consolidated Courthouse: The project incorporates LEED gold and silver elementssome of our jobs it’s a core requirement,and it’ll be one for more projectsin the future. Right now it’s a competitiveadvantage for firms that have it.”Industry capacity is also a challengeas most DCC work takes place in distributedlocales. “We really want to getmore visibility,” Miller says. “The morenew firms we have coming on boardthe better it is. They learn how we dobusiness, and ultimately the taxpayer’sdollar is better spent.”INFRASTRUCTURE ONTARIOInfrastructure Ontario (IO) deliversprovincial infrastructure at the institutionallevel, primarily hospitals,courthouses and detention centres.It recently expanded into transportationwith the Windsor-Essex Parkwayproject — the single largest highwayinvestment in Ontario’s history.At press time Infrastructure Ontariohad 25 projects under constructionand 23 more in the pipeline, including12 in procurement.“There’s a lot of opportunity,” saysDerrick Toigo, vice president of projectdelivery. “In fact, I worry sometimesthat we’re stretching the market toomuch.” About a year ago, InfrastructureOntario was staging one projecta month, at an average scale of over$250 million. After consulting withthe construction industry to see if thevolume was a problem, they restaged toprovide more breathing room.“Our prequalification process hasbeen developed with industry co-operation,”says senior vice president ofproject delivery John McKendrick.“We’ve refined our requirements. Theindustry is now very knowledgeableabout what’s expected; they know howto put forward a solid proposal to makeit to the RFP stage.”The Crown corporation has alsoestablished the Infrastructure OntarioConstruction Insurance Program(IOCIP), to reduce the inconsistencythat results when insurance is providedthrough a range of different sources.Project documentation has beenstreamlined. Much of the informationis normally required on a typicalCanadian Construction DocumentCommittee CCDC2 type of project,tailored to the Alternative Financingand Procurement (AFP) approach.Build/Finance documents are similarBuilders' Digest Spring/Summer 2009 | 13

PROJECT OPPORTUNITIESto CCDC2, McKendrick says, but theDesign-Finance-Build-Maintain documentsare more complex, as moredetailed information is required.“We work cooperatively on financingin order to get the projects closed,”Toigo says. “It’s been a factor with manyof our projects, but even in the depthsof the financial crisis we’ve managed toclose every single one.”A landmark projectfor Ontario RealtyCorporation, the$100-million greenretrofit of 222 JarvisStreet will create1,000 jobs andaim for LEED GoldcertificationONTARIO REALTY CORPORATIONOntario Realty Corporation (ORC)provides real estate services to theOntario government. It delivers thebulk of infrastructure projects requiredby provincial ministries, as distinct fromthe large public projects handled byInfrastructure Ontario.ORC did about $420 million inproject work in fiscal 2008, says ORC’ssenior vice president of project servicesMichael Greidanus. “We handle about2,000 jobs a year, roughly one-third ofthem in the Toronto area. It’s a mixof large and small projects, so a largerrange of contractors can find somethingto fit their scale and expertise.”The qualification success rate isfairly high, Greidanus says. The qualificationhinges on prior experience, aswell as standard criteria such as insurance.In developing the process, ORCcollaborated with the Ontario General14 | Builders' Digest Spring/Summer 2009Contractors Association (OGCA) aswell as the Ontario Association ofArchitects (OAA), the Associationof Registered Interior Designers ofOntario (ARIDO) and ConsultingEngineers of Ontario (CEO).ORC has adopted the CCDC2 documentfor bid work and has added astandard set of ORC supplementaryconditions. These were also acceptedby the OAA, OGCA, CEO and ARIDO.The endorsement by OGCA assurescontractors and subcontractors that theterms have been reviewed by membersof their industry. Any further projectspecificrequirements are covered in athird document, enabling bidders tolocate unusual criteria quickly.“Qualifying gets the firms on board,”Greidanus says. “At the end of each projectwe do a contractor assessment to makesure there’s quality work being done.”ORC shares any issues with thecontractor and helps resolve them. “It’san open process. The good firms reallybenefit from that.”METROLINXMetrolinx was established as TheGreater Toronto TransportationAuthority in 2006. Renamed in 2007,it took centre stage in the GTA’s rosterof infrastructure projects with OntarioPremier Dalton McGuinty’s Aprilcommitment of $10 billion to support“The Big Move,” the Regional TransportationPlan for the Greater Torontoand Hamilton Area (GTHA).The Big Move will build more than1,200 kilometres of rapid transit lines

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PROJECT OPPORTUNITIESCherry St. in the West Don Landsand generate almost 430,000 jobs overits lifetime. Metrolinx anticipates some17,000 new construction jobs in thefirst year of construction.The first five projects on the agenda are:• expansion of York Region’s VIVARapid Transit system ($1.4 billion);• rapid transit along Sheppard Avenuefrom Pearson Airport to Scarborough($950 million);• the same along Finch Avenue ($1.2billion);• the same along Eglinton Avenue($4.6 billion); and• upgrade and extension of the ScarboroughRapid Transit line ($1.4billion).Construction on the first two isexpected to begin this fall. The rest willstart in 2010.“We’re embarking on one of thelargest transit building programs inNorth America,” says John Howe,general manager of the Metrolinxinvestment strategy and projects unit.“We’ll be challenging the capacity ofthe construction industry.”Toronto suffers from a deficit of transitconstruction talent, as firms and individualswith experience on transit projects,16 | Builders' Digest Spring/Summer 2009faced with lagging investment at home,moved elsewhere in Canada and aroundthe world to apply their skills.“We need to repatriate a lot of thetalent and skills that left this region,”Howe says. “I’ve personally metmanagers, engineers and others inconstruction who were raised here,and they’re itching to come back anddo something for the home town.”As this issue went to press,Metrolinx was in discussions withits partners in GO Transit and theToronto Transit Commission to workout project governance and projectmanagement structures, as well asprocurement guidelines.Metrolinx is taking a long-term viewin order to maintain investment sothat transit infrastructure keeps pacewith future demand. “We’re workingto keep the next wave of investmentpriorities in a good state of planningand development readiness. Whenadditional funding becomes availablewe’ll be ready.”WATERFRONT TORONTOWaterfront Toronto’s mandate is toredevelop the city’s waterfront bydeveloping residential communities,attracting knowledge-based industries,developing parkland and otherpublic infrastructure, and encouragingcommunity involvement. The full areato be redeveloped runs for miles, butthe first area Waterfront Toronto isfocusing on is the central section.Waterfront Toronto will spend about$250 million in fiscal 2009, and $260million and $130 million for each ofthe next two years respectively. At presstime the agency was at the point ofnaming two construction managers,one for the West Don Lands andanother for the East Bayfront. Once theappointments are made, the constructionmanagers will move ahead withsoliciting bids.One hurdle that Waterfront Torontohas overcome has been the issue ofcontractor liability. “That’s always astumbling block on government work,”says Waterfront Toronto president andCEO John Campbell. “So we manageliability ourselves. We assess risk andget the appropriate coverage projectby project, so contractor liability is fair;it’s tailored to their situation.”Campbell wants Waterfront Torontoto be a customer of choice. He pointsout that Waterfront Toronto will issuean RFP only after a funding commitmenthas been received: “We recognizethat it costs money to respond, and wemake sure someone will win the bid.” |BD

PROJECT OPPORTUNITIESPlans for dedicated bus lanes as part of York Region’s VIVA transit systemINFORMATION SOURCESPWGSC – www.tpsgc-pwgsc.gc.caDefence Construction Canada- www.dcc-cdc.gc.caInfrastructure Ontario- www.infrastructureontario.caOntario Realty Corporation- www.ontariorealty.caMetrolinx- www.metrolinx.comWaterfront Toronto- www.waterfrontoronto.caInfrastructure Canada- www.buildingcanada-chantierscanada.gc.caEconomic Action Plan- www.actionplan.gc.caIndustry Canada’s comprehensive list ofKnowledge Infrastructure projects in Ontario- www.ic.gc.ca/eic/site/ic1.nsf/eng/04693.htmlBuilding a Better TomorrowEngineering • Project ManagementEnvironment • Urban PlanningFor more information, please contact one@trow.comwww.trow.comTrowBuilders' Digest Spring/Summer 2009 | 17

Bridgepoint Hospital RedevelopmentRenewingthe PastPatient spaces will be airy and bright, featuring lots of exterior lightInfrastructure Ontario sets anarchitectural and constructionchallenge: preserve the best of oneof Toronto’s outstanding heritagestructures — as part of a newstate-of-the-art chronic care facilityBy Liz KatynskiAll photos courtesy Kuwabara PayneMcKenna Blumberg ArchitectsTHE BRIDGEPOINT HOSPITAL REDEVELOPMENT PROJECT INToronto is the second full Design BuildFinance Maintain (DBFM) hospital under thecurrent provincial government. The first one— the Niagara Health System Hospital in St.Catharines — broke ground on April 28 and isexpected to be completed much earlier, with ashorter construction schedule.The Bridgepoint project includes constructionof a new 600,000-sq.-ft., 10-storey, 472-bedhospital and a renovation of the Don Jail, aheritage building on the site. The project isbeing delivered under the Government ofOntario’s Alternative Financing and Procurement(AFP) Program, with InfrastructureOntario (IO) as project manager.18 | Builders' Digest Spring/Summer 2009

Bridgepoint Hospital Redevelopment“Design Build Finance Maintain is a30-year concession model,” says DerronBain, vice president of Project Deliveryfor Infrastructure Ontario. For thesuccessful bidder, he says, “there willbe four to five years of construction,followed by 30 years of operatingand maintenance.”Getting the gig required successfulcompletion of a competitive two-phasebidding process. In November 2007, acall to bidders to form for the purposeof project delivery was made by requestfor qualified bidders. Five biddersmade qualified submissions, and ofthe five, three were shortlisted. Thesethree were named in April 2008 andinvited to bid. They are:Access Bridgepoint Health - MeridiamInfrastructure (replacing Babcock& Brown Canada ULC), Farrow PartnershipArchitects, Barton Malow/McKay Cocker/Walbridge Aldinger,Dalkia Group, and Macquarie Infrastructureas Financial Advisor;Carillion Canada Inc. - CarillionCanada Inc., HOK Architects Corporation/MontgomerySisam Architects,Vanbots Construction, Carillion/Vanbots Services Bridgepoint Inc., andCIT Group Securities (Canada) Inc. asFinancial Advisor; andPlenary Health Bridgepoint -Plenary Group, HDR Architects/Diamond Schmitt Architects Inc., PCLConstructors Inc., Johnston ControlsInc., Innisfree, and RBC CapitalMarkets as Financial Advisor.The Request for Proposal (RFP)was made in July 2008 and closed inMarch 2009. In June, Plenary HealthBridgepoint was named the preferredproponent. The target for commercialand financial closing is by late summer2009 with construction expected tostart in the fall of 2009.Bain would not disclose the anticipatedcost of this significant project,but he did say that half of the evaluationof each proposal considered itsdevelopment, design, construction andmaintenance plans, and the other halfconsidered its financing package andbidding cost.SEEKING BALANCE“We were looking for a balance,” saysBain. “This is a holistic type of project.We can’t afford for it to be weak in anyone area… We look at the bricks andmortar as a vehicle for the ultimatedelivery of health services in a state-ofthe-artfacility, for the hospital to carryout its mission.”With half of all people in Ontarioliving with multiple lifelong illnesses —a condition known as chronic complexdiseases (CCD) — and as the populationages and people live longer, theneed for a larger and more moderncomplex offering specialized CCD careand rehabilitation is crucial. Today, 70per cent of health care costs relate toCCD, and Bridgepoint responds to thatneed. The Bridgeport Health Networkincludes Bridgepoint Hospital, theBridgepoint Family Health Team,the Bridgepoint Centre for Research,Education and Policy, and the BridgepointHealth Foundation.Nancy Macken, vice president offinance and CAO for BridgepointHealth, looks forward to the anticipatedcompletion of the new hospitalin the spring of 2013.“This is quite a complex project,”says Macken. “There are 16 phasesincluding all the prep work. Theyhave to remove old buildings andmove the parking lot. It’s a tightinner-city site.” The hospital willremain open in the old buildingduring the process, and the TorontoJail, located beside the Don Jail, willnot be relocated until near the end.When the new hospital is completed,the old one will be demolished. The11-hectare site will have room foradditional future development.The current hospital building wasbuilt in the 1960s. It has becomedated and crowded, with four patientsAlifetime of experienceOur expertise comes from generations of industry experience. For over 30 years, we’ve developedcutting-edge solutions for extraordinary projects.All in aday’s workWe attribute our success to three things: solid relationships with industry leadingmanufacturers, a great assortment of products, and unparalleled client service.Doors and Hardware | Electrified Security ProductsDetention Equipmentsecurity and service made simple.1-800-661-5713 | info@strongbar.com | www.strongbar.comBuilders' Digest Spring/Summer 2009 | 19

Bridgepoint Hospital RedevelopmentThe Don Jail rotunda will be preserved asan element of the new structure, with somehistoric cells in the basementto a room and centrally locatedbathrooms that must be shared, forexample. Current rehabilitation spaceis at full capacity.The new hospital will have patientrooms designed for complexcontinuing care and to accommodatethe growing number of bariatric(obese) patients. There will be therapyand rehabilitation space as well ascommon dining space for patientsocializing on each floor, and newclinical space in the former Don Jail.The therapeutic pool will overlookRiverdale Park, and the labyrinth willprovide a peaceful healing place towalk. There will also be modern classroomsand lecture spaces. “It’s quite abeautiful design,” says Macken.Because the aim is for this to be a“We look at the bricks and mortar as a vehicle forthe ultimate delivery of health services in a state of the artfacility, for the hospital to carry out its mission”— Derron Bain, Vice President, Project Delivery, Infrastructure Ontariogreen building, one that is LEED certified,there will be numerous environmentallyfriendly features. On the 10thfloor there will be a green roof with alarge accessible terrace and access to agreenhouse. On every floor, residentswill be able to see outside to the east andwest. Numerous windows will connectpatients and staff with the outdoors,a connection that will be reinforcedthrough the depiction of native grassesin indoor signage, and the use of hardwoodin the ground floor area. Thelong, narrow vertical windows willblend in with the old Don Jail.The overall idea is to create a village20 | Builders' Digest Spring/Summer 2009

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Bridgepoint Hospital RedevelopmentThe Bridgepoint Hospital Redevelopment Project is allabout merging Toronto’s past with the future22 | Builders' Digest Spring/Summer 2009SpandrelTech Ltd. is aleading supplier in thewindow and buildingenvelope industry in themanufacture of allarchitectural elements inthe panel sector. We thriveon our strong reputation forsuccessfully completinginnovative curtainwallprojects nationwide, andextensively developpartnerships with GlassCompanies, EngineeringFirms, andArchitects both in Canadaand the USA.of care, building bridges between levelsand types of care, between the need toreceive care and achieve independence,between hospital and community,campus and neighbourhood, researchand practice, past and future.“By the age of 45, a high percentageof us have one chronic complexdisease. As the years go on, we will havetwo or more,” says Macken. “Our goalis to help people live better. This willbe a place for in- and out-patients, andthe community.”A joint venture between KuwabaraPayne McKenna Blumberg Architects(KPMB) and Stantec ArchitectureLtd. forms the planning and designcompliance team for the project.They provided the project outputspecifications, went through the siteplan approval process with the City ofToronto and brought the project to thedesign exemplar level, preparing thespecifics for all the consulting teamsthat were put to market.“This is big business and big bucks,”says Mitchell Hall, co-project architect,KPMB. “Only serious playerscould prepare a design to meetthe requirements.”A STRONG HERITAGEBridgepoint was founded in 1860 asthe House of Refuge, a place to isolatethose with infectious and communicablediseases. Later, it was the RiverdaleHospital — an isolation hospital.Now its health care is an integral partof the community. The challenge forthe architects was to create somethingthat makes a difference, a place whereextended treatment is normalized andpeople are in touch with the healingaspects of the landscape, says Mitchell.The Don Jail was once a place toisolate criminals from society, on theother side of the Don River. In one ofthe three courtyards behind the jail,gallows were once located. Criminalswho were hanged and whose bodieswere not collected by family were buriedon the grounds. Unfortunately, the wallthat marked the site was torn down andthe area paved over. This year, 20 bodies

ADVERTORIALNew NI-90x I-joist Features Exclusive EnviroLam TechnologyNordic’s beams, headers, columns, tallwall studs, and the company’s latestinnovation, the NI-90x I-joist seriesfeature an exclusive EnviroLamtechnology. Nordic’s R&D teamhas developed this proprietaryprocess, enabling the extraction ofmore valuable fibre from every tree.EnviroLam is unique, minimizeswaste and converts more of nature’sraw material into useful products thanever before.Historically, residential andcommercial applications requiredthe use of dimensional lumber andother engineered wood compositesthat rely heavily upon larger, moreenvironmentally sensitive species.Introduced in Late 2007, the new NI-90x I-joist offers an environmentallyresponsible choice, by providingbuilders with price- and performancebasedsolutions for all design andbuilding requirements.Nordic’s exclusive black spruce fibreis the ideal choice for engineeredwood products. The firm’s productionfacility optimizes fibre yield understrict quality control in productmanufacture. Over 2 million acres ofsustainable timberlands are managedthrough a meticulous ISO 14001program. The company maintainscapacities of 140 million linear feetof I-joist and 50 million board feet ofglulam production. The organizationrecently became the first to earn FSCCertification for a complete system,meaning its manufacturing operations– from harvesting & forestry practicesto finished product – follow strictenvironmental standards.For the builder, Nordic products are;100% MSR (Machine Stress Rated)black spruce fibre; resource friendly;CCMC evaluated; APA approved;dimensionally stable; light in weightand easily installed; available in avariety of grades and standard depths;fire resistant; consistent in moisturecontent; compliant to all majorbuilding codes.It’s not easybeing greenNordic Engineered Wood was built on the idealof providing the best sustainable wood solutionsto the building industry.Nordic’s proprietaryprocess isthe direct result of our commitment to the bestand highest utilization of our wood fibre. Whileit’s not easy to process underutilized fibre,Nordic transforms treetips into the keycomponent of its glued laminated product line.is featured in Nordic Lam TMBeams, Columns, Tall Wall Studs, and our latestinnovation, the NI-90x I-Joist Series.With over 2 million acres of vital forestland,Nordic is certified under internationallyrecognized standards ISO 9001, ISO 14001 andthe Forest Stewardship Council.Nordic’s ongoing commitment to sustainableforestry means investing in advancedmanufacturing processes to keep on the cuttingedge of technology and product development.info@nordicewp.comw w w. n o r d i c e w p . c o mFor further information please contact:Nordic Engineered WoodSales & Technical Services185 Dorval Avenue, Suite #304Montreal, Quebec H9S 5J9Tel: 514-633-9661; Fax: 514-633-0833Web-site: www.nordicewp.comNORDIC LAM TMNORDIC LVLNORDIC JOIST TMRIM BOARD

Bridgepoint Hospital RedevelopmentPatients will have panoramic views of the Toronto skylinewere found and respectfully reinterredelsewhere. The jail has not been in usesince the 1970s, but its reuse without adoubt preserves a part of history.Reusing the old Don Jail with itsstrong neoclassic architecture is arespectful way to promote healing andlearning, but the challenge was howto do it, says Mitchell. The building’srotunda will be preserved but the smallhammock cells and day rooms locatedin front of them will be removed. Thehistorical front entrance will remain.At the centre, there will be meetingspaces. The west jail wing will containoffices and administration will behoused upstairs. The west wing ofthe Don Jail will be connected to thehospital by an enclosed glass bridge.As for the hospital’s ground floor,it will include a cafeteria, study area,auditorium, retail space, and anurban porch around the main floor24 | Builders' Digest Spring/Summer 2009especially on the west-facing terraceadjacent to the cafeteria and on theeast face addressing the civic court.On the new hospital’s fifth floor,there will be a sky garden with accessto two outdoor terraces, a quiet room,spiritual care, a pharmacy, a dentalclinic, terrace, hair salon, rehabilitation,an Internet café and mechanicaland electrical services.Patient rooms will feature bathroomsand showers, large horizontalwindows to offer a nice vieweven as the patients are lying inbed, and vertical pop-out windows,which are much like bay windowsbut are just large enough to make aperson in a wheelchair feel as if theyare surrounded on three sides bythe outdoors.“We are creating a building toimprove patient outcomes,” says Hall.“It’s huge. This will become a villageof care with room to add four newbuildings on the site in the future anda new public park south of the jail.”Since at least 2000, BridgepointHealth has been contemplatinga new facility. Urban design planningconsultants put together acomprehensive master plan in2006, including the Don Jail, a newhospital to the northwest, and a newpublic park south of the jail. Therewere also spaces for small developmentalong Gerrard Street andBroadview Avenue. The first phaseof this new development north ofGerrard Street facing Riverdale Parkis the Bridgepoint Hospital RedevelopmentProject.Overall, Hall calls the project apowerful and exciting one to workon. As it gets closer to becomingreality, he says, “I hope it will be evenmore improved.” |BD

Eliminate top causesof lost-time injuriesADVERTORIALThe following three injury categoriescapture 75% of all lost-time injuries inOntario construction. Here are a fewways to prevent them.Musculoskeletal disordersMusculoskeletal disorders (MSDs) areproblems such as back pain or shoulderproblems. Forceful exertion, awkwardpositions, and repetitive tasks can add upover time to produce an MSD. The wayto prevent MSDs is to do your work inas “normal” a body posture as possible,and to lift only as much as your body canhandle.• Use material handling equipment,such as carts, dollies, pallet jacks, ormanual forklifts. You can also getanother worker to help you.• Avoid working on the floor. Use aworkbench.• Don’t lift from the floor. Storematerials above waist height andbelow shoulder level.• Minimize work that requires you toreach above your shoulders.Struck-by injuriesThese are injuries where workers are hitby vehicles, equipment, or objects.• Stay clear of vehicles and heavyequipment as much as possible.• Learn where the blind spots are fordifferent vehicles and equipment.Stay out of them.• Wear a high-visibility vest.• Make eye contact with operators.• Operators: use a signalperson whenyour view is blocked.• Operators: wear your seatbelt at alltimes.• Make sure material is tied down orsecured when moving it.• Put toeboards on your guardrails toprevent tools from sliding off andfalling on workers below.FallsFalls have been the number-one cause ofdeath from injury.• Use guardrails, travel restraint, orfall-arrest systems.• Use protective covers or guardrails toprevent falls through floor openings.• Don’t forget to replace protectivecovers or guardrails if you removethem temporarily.CONSTRUCTIONSAFETYASSOCIATION OFONTARIOFalls continue to be one of the top causes of traumatic injury anddeath in Ontario construction. Make sure your workers are properlytrained with The Basics of FallProtection training kit.With a Trainer’s Guide, Users’ Guides,and DVD, this kit has everythingyou need to train your workers.Contact us today to order yourBasics of Fall Protection kit.• When using a ladder, never reach offto the side.• Don’t carry materials by hand up aladder.• Secure ladders at the top andbottom.• Keep your boots clean of mud, andwatch out for slippery conditions.By eliminating these three types of losttimeinjuries, we could reduce overallinjury in Ontario construction by at least75%. That would be good for people andgood for business.For more information on preventinginjury and illness, go to www.csao.org.Do all your workers havefall protection training?www.csao.org 1-800-781-2726

Contractor AUDITINGJoel BakerThe Stampof ApprovalBy Joel BakerHow contractor audits benefit all parties to a contractTHE WORD ‘AUDIT’ ELICITS FEELINGS OF FEAR AND RESENTMENT,yet it’s possibly one of the most misunderstoodprocesses in business. A contractor audit canactually benefit both parties involved.Public accountants are in an excellent position toprovide independent advice on the internal controlsand functioning of the construction process. We’reable to critique existing internal systems, providefeedback on — or design — internal audit proceduresto audit external contractors, and train internalauditors to conduct external contractor audits.These benefits are widely understood by builders,and the right-to-audit clause has become standardpractice in the industry. But what do contractorshave to gain?When a contractor is audited by an independentpublic accounting firm, the accountants canprovide valuable information about issues theyencounter, particularly on how the contractor canimprove systems of internal control. The contractor26 | Builders' Digest Spring/Summer 2009

Contractor AUDITINGaudit is essentially a stamp of approvalin the eyes of the contractor’s client.The audit verifies the fact that thecontractor is exercising due diligence.What better way to establish credibilitywith clients?In fact, I would even say thatcontractors should use an audit asa market differentiator to promotetheir company. Your clients can thenrest assured that you do things by thebook. That’s exactly what clients want— peace of mind.NOTHING TO HIDESo, what exactly is a contractor auditand how does the process work?First, we work with the builder todevelop a standard audit programthat focuses on testing the keyinternal controls and areas identifiedas high risk. Usually that involvesa review of existing constructioncontracts to ensure that the builder’sright-to-audit clause is sufficient andthat the contracts include requestsfor the appropriate financial andother information.We’ll recommend alterations tothe builder’s standard contracts, ifneeded, to ensure that both parties areprotected and to minimize any risk toeither. Deficiencies are often identifiedin the builder’s standard contractsthat might have otherwise resulted inambiguities, inefficiencies, impropertendering processes, etc. Identifyingissues ahead of time can translate intomajor cost savings for both the builderand the contractor.The next step is to work with thebuilder’s Internal Audit Services tocomplete the audits of randomlyselected contractors. Typically, thisallows the builder to identify areaswhere the contractor may not be incompliance — on purpose or not —with the terms of the contract.This is where the “not-so-good”contractors can be weeded out. Ourexperience in this area has indicatedthat the following problems areoften found in construction projectsmanaged by shady contractors:• lax record-keeping procedures andminimal backup documentation;“The audit verifies the fact that the contractoris exercising due diligence. What better way toestablish credibility with clients?• a focus (usually due to pressurefrom the builder) on speed ofconstruction at the expense ofcost control;• the presence of preferred subcontractors,which may inhibit thecontractor’s search for competitivequotes; and• problematic pricing and/oragreement of terms for changeorders.The goal of the audit from thebuilder’s perspective is to managerisk by ensuring that contractors aredoing an honest day’s work for anhonest day’s pay. The main benefitfor the contractor is to maintain amutually beneficial, long-term andprofitable relationship with theCONTRACT BONDSCanada’s leading“SPECIALTY” InsurerWe also offer:”builder while establishing a reputationas a trustworthy, scrupulous supplier.So who benefits from a properlyexecuted contractor audit? Virtuallyany company that uses outsidecontractors and subcontractors.Typically construction projects greaterthan $1 million can absorb the cost ofan outside consultant. And of course,any contractor looking to improvetheir own internal systems can usethis as a point of differentiation whenquoting on contracts.If I had to choose between acontractor who has been auditedand one who hasn’t, it would be ano-brainer.For more information, please contactJoel Baker, partner, SBLR LLP CharteredAccountants, at 416-488-2345 ext. 223 orat jbaker@sblr.ca. |BDgcna.comBuilders' Digest Spring/Summer 2009 | 27

Upcoming EventsToronto Construction AssociationLearn about Project Opportunities withOntario Realty CorporationTuesday, Sept. 1, 2009Location: Toronto Marriott Downtown Eaton Centre 525 Bay St., Toronto3 p.m. to 5:30 p.m.Other Public Sector Project Opportunities Tuesdays from Sept. 15, 2009 to Nov. 24, 2009Tuesdays 8:30 a.m. to 10:30 a.m.Check TCA’s Upcoming Events section at www.tcaconnect.comConstruct Canada Wednesday, Dec. 2, 2009 to Friday, Dec. 4, 2009Location: Metro Toronto Convention Centre, South BuildingRegistration opens Sept. 1, 2009 Free admissionTCA Christmas Lunch Friday, Dec. 4, 2009Location: Metro Toronto Convention Centre, South BuildingTickets go on sale Oct. 1, 2009TCA Gala Dance, Mardi Gras Saturday, Feb. 13, 2010Location: Liberty Grand Entertainment ComplexRegistration and sponsorship info to come Fee: $325; TCA members onlyTCA's 28th Annual Ski Day Friday, Feb. 26, 2010Location: Alpine Ski Club, Collingwood, Ont.Fee (estimated): TCA members $150; non-members $300.00For further information please contact Mary Thorburn or Mary McBride, Toronto Construction Association, 70 Leek Crescent, Richmond Hill,Ontario L4B 1H1 Telephone: 416-499-4000, ext. 114/104 • fax: 416-499-8752 • email: mthorburn@tcaconnect.com or mmcbride@tcaconnect.comYoung Construction Executives ClubYCEC Board of Directors Invitational GolfTournamentThursday, Sept. 17, 2009Location: Richmond Hill Golf Club, 8755 Bathurst Street, Richmond Hill, Ont.Registration: 11 a.m. BBQ lunch: 11:30 a.m.Pro tips & driving range: 12 to 1 p.m. Shotgun: 1 p.m. sharpDinner: 6:30 p.m. Fee: $195, TCA members onlyFor further information, please contact: Lenore Villeneuve at lvilleneuve@tcaconnect.com or Stacy Huang at shuang@tcaconnect.com.The Construction Institute of CanadaCourse: Help With Green Building Rating Systems Sept. 14, 2009 to Oct. 26, 2009Mondays 7 p.m. to 9 p.m.Course: Blueprint Reading and Estimating, Level 1 Sept. 15, 2009 to Nov. 17, 2009Tuesdays 7 p.m. to 9 p.m.Course: Construction Law Sept. 23, 2009 to Nov. 25, 2009Wednesdays 6:30 p.m. to 9:30 p.m.Seminar: LEED for Construction Thursday, Sept. 24, 20098:30 a.m. to 12 p.m.Course: Planning & Scheduling for Contractors Sept. 24, 2009 to Nov. 26, 2009Thursdays 6:30 p.m. to 9:30 p.m.Workshop: Ethics Sept. 28, Oct. 1, 2009Workshop: Understanding the Pitfalls of Tendering Oct. 26, 2009 to Nov. 9, 2009Mondays 8:30 a.m. to 12 p.m.Program: The Leadership Challenge Oct. 28, 2009 to Oct. 30, 20099:00 a.m. to 5:00 p.m.Course: Managing Risk in These Tough Economic Times Jan. 11, 2010 to March 15, 2010Mondays 6:30 p.m. to 9:30 p.m.For further information, please contact: Roxanne Drisdelle • Tel: 416-499-4000, Ext. 116Email: rdrisdelle@tcaconnect.com • www.tcic.ca28 | Builders' Digest Spring/Summer 2009

IT’S YOUR MESSAGE.GIVE ITTHE EDGE.After twenty years in the associationpublishingfield, Kevin Brown and I decidedsix years ago to establish MediaEdge Publishing.We wanted to use our skills, knowledge and loveof publishing to build a business with a focus onproviding exemplary customer service and leadingedge association communication solutions.Today, MediaEdge is the leader in quality custompublishing for associations. We treat everyclient like our only client, and their agenda isour agenda. These have remained our guidingprinciples since we first opened our doors.Customer service is our number one priority.Give yourself the EDGEToronto 1.866.216.0860Robert ThompsonSenior Vice-PresidentToronto 1.866.216.0860 ext. 229Fax: 416.512.8344Winnipeg 1.866.201.3096Gainesville 1.877.234.1863w w w. m e d i a e d g e p u b l i s h i n g . c o m

Builders’ DigestToronto Construction Association’s Quarterly PerspectiveADVERTISERS INDEXVol. 3 No.1 Spring/Summer 2009Alliance Roofing & Sheet Metal Ltd. ........................................9Central Underwriters Inc. ........................................................15www.centralunderwriters.comConstruction Safety Association of Ontario............................25www.csao.orgDean Chandler Roofing Ltd. ....................................................30www.deanchandler.comEllisDon............................................................Inside Back Coverwww.ellisdon.comEnbridge Electric Connections Inc. .........................................21www.enbridgeelectric.comEntire Imaging Solutions Inc. ..................................................11www.entireimaging.comGiffin Canada..............................................................................7www.giffincanada.comGuarantee Company of North America...................................27www.gcna.comHKMB HUB International Limited..............................................9www.hkmb.comK-Line Group of Companies.......................................................3www.k-line.caNew Century Software Inc. .....................................................30www.newcentsoftware.comNordic Engineered Wood Products..........................................23www.nordicewp.comOntario One Call.........................................................................7www.on1call.comParamount Power Systems Ltd. ..............................................14www.paramountpower.comSpandrelTech Ltd. ....................................................................22www.spandreltech.comStrongbar Industries Inc. .........................................................19www.strongbar.comTrisura Guarantee Insurance Company......................................9www.trisura.comTrow Associates Inc..................................................................17www.trow.comVanbots Construction.....................................Inside Front Coverwww.vanbots.comViewpoint Construction Software.............................................4www.viewpointcs.comWeirfoulds LLP..............................................Outside Back Coverwww.weirfoulds.comNew Century Software Inc.CONSTRUCTION SOFTWARE SPECIALISTSAUTHORIZED JONAS DEALERIndustrial • Commercial • InstitutionalApproved applicators for all major single ply and modified bitumensystems. Specialists in re-roofing, emergency repair and insurance work.851 9 2 4 - 2 0 0 9Members ofTel.: (416) 751-7840 Fax: (416) 751-8460275 Comstock Road, Scarborough, ON M1L 2H2E-mail: mail@deanchandler.cawww.deanchandlerroofing.com• Job Costing/Accounting• Change Order/Project Management• Construction Management• Document Management• Service Work Order/Dispatchis a Microsoft® Certified PartnerTel: (905) 889-1771 Ext.222 www.newcentsoftware.come-mail: sales@newcentsoftware.com30 | Builders' Digest Spring/Summer 2009

This is an EllisDon advertorial. We were going to write about some of theamazing projects we worked on in the last year or so, and then realized thatwe would never have enough space in one ad. We also thought that wecould mention the fact that we were recently named “Canada’s Number OneCompany to Work For” for the second year in a row, but decided we didn’twant to be too self-aggrandizing. It’s not really an advertorial either, sincewe haven’t designed it to look like the rest of the editorial content in thismagazine. That’s what happens when your company’s philosophy is basedon thinking outside of normal parameters and an almost pathological needto find new and different ways of doing things. We also just realized thatallowing our designer to place the type sideways in this ad creates a differentexperience for the ad itself, which is precisely what we do with every oneof our client projects. So, let’s review. This is (and is not) an advertorial forEllisDon, which is (and in many ways is not) a construction company; ourcompany’s philosophy is such that it builds relationships and experiencesmore than it builds structures; and the type in this ad reflects that very idea.Conformity is mediocrity. www.ellisdon.com

“WeirFoulds has serviced ourcorporate, real estate, leasing,design-build, construction,consulting and other legal needsfor more than 35 years, as weexpanded from a single location to amulti-faceted complex of companieswith offices throughout the world.”Victor Smith, CEO, Ingenium Group Inc.,An Integrated Consulting and Design-Build Companygrew up with WeirFoulds.To find out more, call Glenn Ackerleyat 416.947.5008 or email him atackerley@weirfoulds.com.Protect your future. Gain a competitive advantage. WeirFoulds LLP.416.365.1110www.weirfoulds.com